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HomeMy WebLinkAbout9. Personnel Commitee 2022-2023 ED Annual Report Final '.11PROMPIIMML ' IIIIIIIMMEOP 4 ono 111 f • ,se' __ _ ill , . i pir .,.• , / , , 1 . i , ... _ . mum MITT i • • ... CCS i •I!-- •g'1: ''' . P a• ...I ' • i \ , ' a (11 1 - ' illimmaga, = 4 CD c c 111111111111011 -‘-----____joi,„......•-• *of 111111.1 1111611111111181Th Executive Director's ANNUAL REPORT Fiscal Year 2022/2023 Jeremy D. Johnston, MBA, PE (7/....t..., .,-- 1 rar C•"' .,...,,,_______! --%, aN'S _ 11}/A UTVON- TABLE OF CONTENTS NOTE FROM THE EXECUTIVE DIRECTOR 3 VISION & MISSION STATEMENT 6 SUMMARY OF GOALS AND OBJECTIVES ..7 EXECUTIVE DIRECTORS ANNUAL REPORT 11 PERFORMANCE EVALUATION, CRITERIA AND SCHEDULE 72 PROPOSED EVALUATION FORM 74 to EXECUTIVE DIRECTOR SALARY SURVEY 80 APPENDIX 82 APPENDIX A - CUSTOMER SURVEY RESULTS 83 APPENDIX B—ORGANIZATION CHART 85 APPENDIX C - EMPLOYEE ENGAGEMENT SURVEY RESULTS 87 APPENDIX D—EMPLOYEE DEMOGRAPHIC DATA 89 APPENDIX E—EMPLOYEE RECOGNITIONS 91 APPENDIX F—PLANT CAPACITY AND TREATMENT PERFORMANCE 93 APPENDIX G- KEY PERFORMANCE INDICATORS 94 APPENDIX H—EMPLOYEE PICTURES 95 NOTE FROM THE EXECUTIVE DIRECTOR We experienced an extremely busy and productive year in fiscal year 2022/2023. We set aggressive and lofty goals. We faced challenges and opportunities causing us to prioritize our efforts and adapt to circumstances while working together as a cohesive team. Our team accomplished a lot. I begin by thanking the people who make CCUA such a great organization. I am very proud of the CCUA team. I am also very honored and grateful to serve with everyone on the CCUA team. I want to specifically thank and recognize our Senior Leadership Team listed below. / •'' Darryl Muse, Chief Operations Officer 7 Jeffrey Wesselman, Chief Financial Officer Kimberly Richardson, Chief Human Resources Officer y t Paul Steinbrecher, Chief Engineer I I also want to thank and recognize the professionals ' who handle the day-to-day responsibilities of serving the direct needs of our customers and keeping the e Leadaership Team water flowing in the right direction. Our Department Senior to Leadership serves such a pivotal role in serving our customers and maintaining a healthy and safe work environment. All these individuals are great people to work with, and they do a great job of serving our community. Angelia Wilson, Procurement Manager Ashley Taliaferro, Training and Development Coordinator Benjamin Freeman, GIS and Asset Systems Manager David Rawlins, General Superintendent for D&C, Assistant Chief Operations Officer Dennis Ragosta, Public & Governmental Affairs Liaison Diana Strickland, Customer Service and Billing Manager George Cavenas, IT Manager Heather Webber, Environmental Compliance Manager Jim Moore, Facilities and Fleet Manager Joe Paterniti, Assistant Chief Engineer John McCleary, SCADA Manager Karen Osborne, Assistant Chief Financial Officer Melisa Blaney, Service Availability Manager Ross Bland, General Superintendent for Water Treatment Stanley Jurewicz, Risk and Safety Manager Warrick Sams, Construction and Inspection Services Manager Last but certainly not least, I want to thank and recognize the administrative support team that gets so much done for the entire organization and our customers. I know many of our Department Leaders depend a great deal on the support of these professionals. 4 Alicia Baker, Administrative Assistant Operations Annecia Asbury, Administrative Assistant Engineering Janice Loudermilk, Administrator for the Distribution and Collections Department Leslie Hess, Administrative Assistant for Water and Wastewater Treatment Strategic Highlights Our team successfully initiated the Enterprise Resource Platforms (ERP) transition project to implement Workday, SpryPoint, and Invoice Cloud. We stated our goal for this fiscal year as engaging professional experts to properly handle this project and select the platforms we would recommend to the Board of Supervisors. We exceeded our stated goal with the launching of the project and progressing to nearly 50% complete. We currently plan for this project to go live on March 24, 2024. We continue to face challenges related to supply chains and increasing costs. We see these issues in both our large-scale Capital Improvement Program (CIP) projects as well as operations. Electrical switch gear and Process Logic Controls (PLCs) continue to see long lead times, causing project delays. The MXUs we use for the reading of water meters from a radio-based system remain in very short supply. Increased costs relate to nearly everything from contractors to insurance. As we are required to operate with a balanced budget each year, we pass these cost increases on to our customers in our rates. to Financial Highlights CCUA remains in a very healthy financial position. We continue to maintain healthy financial ratios, as demonstrated by our operating ratio, current ratio, and our debt ratio. We provided initial information this past fiscal year related to future consideration for Board adopted financial management policies. We look to complete this effort next fiscal year. We experienced significant escalations in costs related to our CIP projects. The costs for these CIP projects drove our decision to present to the Board of Supervisors a request for additional financing much earlier than anticipated. We presented, and the Board of Supervisors approved our request for $75 million of additional financing in June 2023. Operating Highlights We experienced a transition in several key leadership positions. We welcomed Darryl Muse, Chief Operations Officer, Benjamin Freeman, GIS and Asset Systems Manager, George Cavenas, IT Manager, and Stan Jurewicz, Risk and Safety Manager to the CCUA team. All these individuals are highly qualified and experienced professionals in their respective disciplines. We look forward to their contributions to the CCUA team and the community we serve. We started the fiscal year with the arrival of Hurricane Ian. Thankfully, our service area was not impacted by this natural disaster. Our team rose to support the disaster response and recovery efforts in southwest Florida. We also used the lessons learned from the experience to improve and prepare our own processes, procedures, systems, and communications for the time when we see a natural disaster in our service area. Looking Ahead Our team currently continues to advance key initiatives. The primary initiative that will continue until the middle of the next fiscal year is the ERP project. This project requires a significant commitment of CCUA resources to deliver this project successfully. The resulting systems of the ERP project will transform many aspects of our relationship with our customers. Given the transformational nature of this project and the investment CCUA made in these platforms, we must remain focused on the tasks at hand to deliver a successful project for our customers next fiscal year. Next, many on our team will remain fully engaged with the construction of key CIP projects. Both the Peters Creek and Governors Park will remain under construction through the next fiscal year. We have many interested stakeholders waiting for these facilities to go online. We will continue to work on the renewal of CCUA's Consumptive Use Permit (CUP). CCUA's water supply allocation is governed by the St. Johns River Water Management District (SJRWMD) through the CUP. We remain focused on a standard 20-year permit duration with a 24 Million Gallons per Day (MGD) water supply allocation. to Associated with the CUP renewal, we remain committed to working with partners at JEA, Gainesville Regional Utilities (GRU), St. Johns County Utility Department (SJCUD), SJRWMD, Suwanee River Water Management District (SRWMD), and the Florida Department of Environmental Protection(FDEP) is the development of regional integrated water resource project(s). By working together, we can develop a plan and infrastructure to sustainably manage North Florida's valuable water resources. Jeremy D. Johnston, MBA, PE Executive Director September 1, 2023 dj L dirtR ti- 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 to 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. WM EXECUTIVE DIRECTOR ANNUAL EVALUATION PERFORMANCE GOAL SUMMARY 1) Customer Engagement: Ensures timely and effective communication, as well as quality products and services, are provided to CCUA customers. A. Staff will continue development and reporting of customer satisfaction surveys aimed at providing statistically relevant feedback to improve customer service, operations, training, etc.: Successful with continued progress 2) Risk Management: Identifies risk and recommends and implements appropriate policies and procedures to mitigate the overall risk to CCUA and its employees. A. Provide the Board of Supervisors an update regarding the Hazard Identification and Risk Assessment Project: B. Work to find a mediated settlement in the case Clay County Utility Authority v. Beach Construction, DRMP, and William Smoot, PE: rnirre C. Work to find a mediated settlement in the case BBI Construction to Management, Inc. v. Clay County Utility Authority: 11Mrie D. Work to find a mediated settlement in the case Andrew Leopard and Jimmy Wilson v. Clay County Utility Authority: Ongoing with continued progress 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 A. Maintain MOD of < 1 .0: Achieved B. Maintain RIR < 2.8: Achieved 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. A. Complete and present the rate study to the Board of Supervisors: On-going with continued progress B. Complete and present the Strategic Plan to the Board of Supervisors: Ongoing with continued progress C. Prepare and present DSM program options for consideration in FY 2022/2023: 8 5) Human Resources: Ensures an environment which encourages employee retention, development, and equitable compensation and communicates in a way that promotes a positive and cooperative organizational culture. A. Maintain staff training hours per employee at or above the National Industry Median as published by AWWA: Successful witi ,pntinued progress B. Continue efforts aimed at reducing employee turnover toward the National Industry Median as published by AWWA: On-going with continued progress C. Report on the implementation and progress of the PDTP: Successful with continued progress 6) Regulatory Compliance: Ensures compliance with federal state, and local agencies. A. Continue actively identifying, mitigating, and addressing potential regulatory compliance issues to achieve no adverse regulatory actions: Successful with Lntinued progress B. Continue to actively pursue an early CUP renewal with the SJRWMD: trilieved with submission CUP renewal on June 2, 2023 C. Continue to actively engage with the SJRWMD, SRWMD, and FDEP on the LSFIRS MFL's: fuccessful with continued progress in leading the effort to t° develop a North Florida Regional Inte rated Water Supply/Projects Plan. D. Reduce violations by 10%0: iolations increased E. Complete a plan to implement a sampling database: On-going F. Complete a plan to implement an on-site microbiology laboratory: Ongoing G. Continue development of Environmental Compliance SOPs: ful with 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. A. Maintain our Operating Ratio within the planned budgeted ratios (72% or better): Achieved B. Maintain our Current Ratio at 2.0 or better: Achieved C. Maintain our Debt Ratio at or better than the National Industry Median (43% or better): Pad D. Present guidance and recommendations to the Board of Supervisors regarding future cash flows and anticipated financing for CIP projects: I aliliMPEGI E. Present in the strategic planning process guidance to the Board of Supervisors regarding potential financial management policies: On-going 9 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. A. Engage Information Technology / Systems Professionals to prepare for an Enterprise Resource Platform (ERP) transition: r=rd=wilim spuipmutruitlur. sing the ERP project B. Select an ERP and supporting systems (Financials, Human Resources, Time/Attendance, etc.): Exceeded Goal with the ERP approaching 50% of implementation C. Develop a business and implementation plan for an inventory management system: On-going D. Continue the development of the Procurement program processes along with integration with the other departments: On-going 9) Public Stakeholder and Government Affairs Engagement: Promotes a healthy working relationship with governmental entities and public stakeholders. A. Maintain active engagement in legislative issues through our engaged to lobbyist, GrayRobinson: Successful with continued progress B. Pursue legislative funding opportunities for at least two (2) of our upcoming capital projects: exceeded with the pursuit and award of two appropriation quests this legislative session C. Continue development of the stakeholder surveys: Successful with continued D. Continue development of CCUA social media pages: Successful and 10) Intangibles: This category is to evaluate the Executive Director's response to unexpected and/or unforeseen events. A. Address supply chain issues as necessary: On-going and continuing to address B. Continue representation of CCUA on the FWEA Utility Council: Successful with continued progress C. Hurricane Ian preparation, response, and support to Southwest Florida: exceeded expectations D. Initial Hurricane Response Workshop and update to CCUA's Emergency Pay Policy: xceeded expectations E. Initiated effort to assist in developing a North Florida Regional Water Supply Integrated Project(s) plan with the SJRWMD, SRWMD, FDEP, JEA, SJCUD, GRU, and CCUA: Successful with continued progress 10 F. Presentation of a Proclamation naming CCUA's Administrative Complex the Ray O. Avery Administrative Complex: Successfully Complete Performance Goal Summary 30 25 tn 0 20 ° 15 m 10 z 5 0 Successful On-going Did not complete to Total Goals: 39 Successfully achieved and/or successfully ongoing: 26 (66.7%) On-going with continued progress and/or development: 10 (25.6%) Did not complete or not achieved: 3 (7.7%) CCUA ANNUAL REPORT FY2022/2023 WITH GOALS FOR FY2023/2024 Customer Service & Billing Customer Engagement: Ensures timely and effective communication as well as quality products and services. The Customer Service Department continues to work diligently to provide a high level of customer service. Our team remains committed to working with our customers while remaining within Board adopted policies. Beyond just answering customer account and billing questions, our team takes advantage of opportunities to educate customers on the importance of water conservation. This fiscal year we successfully implemented an ongoing monthly customer survey to gauge the effects of our customer service. We initiated this ongoing customer survey in February 2023. The initial data from these ongoing customer surveys indicate we are maintaining a high-level of customer satisfaction with 5-and 4-star ratings. Within the monthly survey data, we noticed some differences between months in the to survey responses. We observed a wide variation in customer and stakeholder participation each month (a High of 68 participants in April 2023 and a low of 15 participants in June 2023). We noticed a spike in disagree and strongly disagree responses in March 2023. We are interested in the potential timing of the survey responses to give an indication of context to customer service interactions. Based on five months of data, we are limited in our ability to prepare a statistical analysis. We are continuing to develop this survey to better evaluate our customer service when dealing with different customer service issues. Star Rating Level of Service Total Responses 5 Star 4 Star 3 Star 2 Star 1 Star February 18 61.11% 22.22% 11.11% 0.00% 5.56% March 24 54.17% 8.33% 4.17% 8.33% 25.00% April 68 70.59% 16.18% 10.29% 2.94% 0.00% May 26 50.00% 19.23% 7.69% 7.69% 15.38% June 15 80.00% 6.67% 6.67% 6.67% 0.00% In May 2023, we presented to the Board of Supervisors the results of our second all- customer accounts survey that was conducted in April. We saw an increase in participation by 131 customer accounts from 1 ,372 to 1 ,503. The results indicate that 75% of customers view CCUA in a positive to very positive way. Roughly 20% of customer respondents were neutral in their responses. The customer responses in the negative and very negative categories accounted for less than 5% of responses. We continue to receive customer feedback in the surveys regarding a desire for ease of payment and the ability to monitor individual water use. Both capabilities are within NM the scope of the Enterprise Resource Platforms (ERP) Project currently underway. When the ERP is complete, customers will find their ability to view and pay bills significantly easier. The SpryPoint customer portals will integrate with CCUA Advanced Metering Infrastructure (AMI) to provide customers with the individual water use monitoring they seek. Our effort to develop customer engagement and messaging for the deployment of the new customer facing ERP systems will be significant from October 2023 into the summer of 2024. Our team intends to launch a customer engagement campaign regarding the deployment of the new systems beginning in December 2023. We will continue that customer engagement for roughly three (3) months post-go-live with the new systems. Our team fully understands the need for a comprehensive customer engagement campaign for the successful deployment of the new ERP systems. Conserving Clay Leak Detection Outreach Program: During this fiscal year, the CCUA team has contacted 2,643 customers through our Conserving Clay Leak Detection Outreach Program. We conducted and processed 487 Water Conservation Assessments (WCA's), free of charge. So far this year, this program enabled our customers to save 42.1 million gallons (MG) from water loss due to a leak. Overall, customers have saved a total of 344.3 MG since the program was to established in December 2014. Customer Assistance: From October 1, 2022, through July 10, 2023, CCUA customers donated $4424.14 to CCUA's Lend-A-Helping-Hand (LAHH) program. A total of $4,517.20 has been distributed to customers in need. The current available LAHH balance is $87.46. Key Performance Indicators: Customer Service and Billing staff rigorously work to respond to the needs of our customers. We now have 37,778 customers who have established online accounts and 13,443 customers who have enrolled in the Auto Debit Program. During this fiscal year, the CSPR Department has handled a daily average of 47 walk-in customers, 58 drive- through customers, 310 web contacts, and 270 calls. These calls were received with an average answer speed of 46 seconds (.77 minutes), and an average of fifteen (15) dropped calls per day (6%). The American Water Works Association (AWWA) reports in its annual benchmarking survey the 50th percentile for average wait time is 2.1 minutes, and the number of calls dropped per day is 7.6%. The graphs below show the results for customer contact activity so far, this fiscal year. MEM Average Customer Contacts Per Day Per Month 400 350 300 250 200 150 100 5o U II I II II II �I 6 6 6 c r a� .0 oo � � J G, ex' OJ , Fe O� PJp,cdzQ���` •Calls Per Day •Walk In •Drive through •Web Contacts Customer Call Answer Speed (Seconds) and Drop Total 90 to 80 70 60 50 40 30 10 II Ii I i 1 i 0 c1 oG,o°�t /,' <,Ja ��`�ac1 ����r P9�\ Gj�Q •Answer Speed +Total Dropped Customer Service and Billing Department typically serve as the first point of contact for our customers. This department, as part of the financial group, tracks the average customer service cost per customer account. The AWWA reports in its annual benchmarking survey, the 50th percentile in customer service cost per customer account is $33.32. The graph below includes the results reported from the Customer Service and Billing Department so far, this fiscal year. 14 Customer Service Cost per Account 2022- 2023 Fiscal Year $32.50 $32.00 $31.50 $31.00 $30.50 $30.00 $29.50 $29.00 $28.50 $28.00 $27.50 G�o��t �e �e ,Jai�.0'& ,,i§ ..9 �a� ,J�� ���� ,,q ee FY2023/2024 Goal(s): 1 . Develop, report on, and execute a customer engagement campaign for the deployment of the ERP systems with SpryPoint's customer-facing portals. 2. Continue to develop customer engagement surveys and related reporting. to41,..,-_,P., ..., - ',t it _ 7 d ,,, ,,,, A. ,, - . i.,. . c sr , - ) `.Air i , `v! i -..\ )4 , it r t). _ , \ III rII- . 1,, - Ili . _ _ r_ ip, -/ - I , , , - . „ . ,... _, .,t_ .,, , __ , ,., . , .... 11,, ,,,_A,., _ ,,,,,,, ,_ ,„... , , a.,,ei .3., _ _ 44, „ i . 10.- * ‘ - ir' .0 ,. ' ,- .,116*. 0 - , Diana"Dee Dee"Strickland,Jessica Kirkland,Abigail Bradley,Lisa Christian,Marla Champion,Melissa Emery, Krystall Whitsett, Claire Smith,Jamie Cribbs,Amy Levita, Dawn Green, Freida Brown,Lauren Shupe,Elaine Mojica&Brie Macaluso Risk Management: Identifies risk and recommends and implements policies and procedures to mitigate the overall risk to CCUA and its employees. Department Leadership Transition We experiencedp a transition in leadership in the Risk III IIIII r . and SafetyDepartment this fiscal year. This transition Iminim #� r required an extended period of time as we searched for a highly qualified and experienced professional. We are pleased to announce Mr. Stanley Jurewicz joined the CCUA team in June 2023. Stanley brings a significant amount of professional 41, experience and expertise in Risk and Safety `, Management. In the short time Stanley has been with the CCUA team, he made valuable contributions toward standardizing contracts and • our insurance renewal. Susan Alexander,Ashley Taliaferro, Kim Richardson&Stan Jurewicz Our team completed an update to CCUA's Health and Safety Manual last fiscal year. Mr. Jurewicz reviewed the adopted Health and Safety Manual upon his arrival. Stanley initiated coordination with the other department leaders regarding existing safety training and management activities. He and the department leaders are developing to a plan for specific focus areas within CCUA's operations to reinforce safe practices. This fiscal year, I directed the financial and engineering groups to begin developing standardized contract templates for inclusion in CCUA's developing Procurement Manual. Mr. Jurewicz is already engaged in this effort. Stanley's expertise in insurance, risk transfer, and risk exposure will significantly advance our contract standardization efforts. Evaluation of Insurance Requirements Complimenting the work Mr. Jurewicz supports with the contract standardization, our team recently brought to the Board of Supervisors a professional services agreement with E.W. Siver and Associates, Inc. (EWSA). Our team will use the expertise of EWSA to monitor the performance of existing brokers and insurers as well as assess and update any insurance requirements to appropriately balance risk transfer and risk management for our operations and large-scale Capital Improvement Program (CIP) projects. CCUA is experiencing perhaps the largest insurance rate increase in the organization's history. We budgeted a 67% increase in insurance expenses for FY2022/2023. The rise in insurance costs remains a key issue in the State of Florida, not just for CCUA. We anticipate the insurance market to remain challenging. To address the insurance challenges, Mr. Jurewicz directed CCUA's insurance broker, Brown & Brown, to approach multiple underwriters for CCUA's property insurance for the current renewal. These efforts remain ongoing. 16 Hurricane Season Preparation In preparation for hurricane season, Mr. Jurewicz initiated discussions with the Human Resources (HR), Finance, and Information Technology (IT) Departments to assess CCUA processes related to potential cost reimbursements from the Federal Emergency Management Agency (FEMA) in the event of a disaster. Properly aligning CCUA processes with FEMA naming conventions and reimbursement categories increases the likelihood and potential funds CCUA could be reimbursed. This effort also aligns with the recent update to the Emergency Pay Policy the Board of Supervisors approved in May 2023. Hazard Identification and Risk Assessment (HIRA) Last year, our team reported on a Hazard Identification and Risk Assessment (HIRA) project we initiated. We identified an update to the Board of Supervisors as a goal for the current fiscal year. Our team completed several facility inspections and safety observations during the current fiscal year. We see the HIRA project as an important element in continuing CCUA's embedded safety culture. We have not completed an update to the Board of Supervisors due to the period of time when we were seeking a new Risk and Safety Manager. As Mr. Jurewicz settles into his role at CCUA, we intend on returning to the HIRA project and providing the Board of Supervisors with an update next fiscal year. to Lighthouse Ethics and Safety Hotline CCUA maintains an ethics and safety hotline for employees to anonymously report ethics and safety issues. The name of this system is the Lighthouse Ethics and Safety Hotline. We are proud to report that we received zero (0) reports this past year. We note operational and human resource managers largely practice an "open door" managerial style to encourage open communication. We continue to foster a corporate culture in which employees should be comfortable bringing difficult issues to management's attention. Our team understands not all employees would be comfortable raising concerns directly with either their supervisors or management. We openly state that employee concerns are important and that if someone sees something, they say something. Because our team desires to continue to foster good communication to address employee concerns, we intend to send at least two communications to all employees reminding them of the reporting resources they have access. File Scanning and Storage Reduction Project Our Risk and Safety Manager also serves as our Records Management Liaison Officer (RMLO). CCUA accumulated significant amounts of paper records over the years. Many of these paper records now exceed the required records retention timeframes. To address this issue, our team engaged an outside firm to assist with the evaluation of the records in storage, provide scanning services for records requiring retention, and dispose of records past their retention requirements. We see this effort improving access to files scanned into an electronic format as well as a significant reduction in the amount of storage space CCUA currently pays rent on. Legal Cases CCUA recently settled the legal case between BBI Construction Management v. Clay County Utility Authority regarding the Fleming Island Water Reclamation Facility Clarifier Number Four. The Bachara Construction Law firm performed exceptionally well, representing CCUA. While the settlement of this case was not what we anticipated, we see the information involved in this case as an important teaching tool for our team. We began preparing a post-mortem evaluation after the settlement of the case. Our team worked closely with our legal team at Bachara Construction Law to resolve the dispute with Beach Construction, DRMP, and William Smoot over clarifier number 3 at Spencer's Crossing Water Reclamation Facility (WRF). Again, the legal experts at the law firm performed exceptionally well in working toward an acceptable settlement for CCUA. We see this case as another opportunity to learn from the legal issues involved as well as CCUA's processes and decision-making at the time to improve how we operate today. Our team plans to hold a workshop with our internal engineering design, construction to inspection services, procurement, risk management, and legal teams to discuss key elements of these two (2) projects and their disputes. Our team will take the lessons learned from the workshop to further improve CCUA standard documents, designs, processes, and dispute resolution to avoid or mitigate similar issues in the future. CCUA remains engaged in a single legal case as of the writing of this report. The remaining legal case is listed �. below. ` 'i • J ` • Andrew Leopard and Jimmy Wilson v. Clay y County Utility Authority Our team remains committed to working toward a reasonable settlement in this case. FY2023/2024 Goal(s): 1 . Provide the Board of Supervisors with an update regarding the HIRA project. 2. Complete the file scanning and storage reduction project. 3. Work to find a mediated settlement in the case of Andrew Leopard and Jimmy Wilson v. Clay County Utility Authority 18 Safety: Ensures CCUA facilities and employees operate in accordance with OSHA standards by allocating sufficient resources and modifying or establishing applicable policies and procedures. Our team considers safety the key element in everything our team does. We maintain safety as a foundational element in both our Vision and Mission Statements. The Executive Director, Senior Leadership Team, with the Risk and Safety Manager, leads CCUA's safety program that is expected to engage every employee. We expect safety to remain at the forefront of all CCUA employees' duties. We previously noted our team updated CCUA's Health and Safety Manual (HSM) last fiscal year. Our team of supervisors plays important roles in CCUA's safety efforts. CCUA's HSM places important responsibilities to implement, execute, and monitor the safety practices stated in the manual. Our team's safety performance and evaluation of safety incidents are reviewed quarterly by CCUA's Safety Committee. CCUA has maintained a Safety Committee for many years. The Safety Committee is chaired by the Risk and Safety Manager. The Executive Director, Senior Leadership Team, and key department leaders comprise the Safety Committee. The Safety Committee evaluates safety incidents and discusses corrective actions. This committee also discusses safe practices, Personal Protective Equipment (PPE), equipment upgrades, or other safety-related issues to either maintain or improve safe operations. to Our team looks at HSM and the Safety Committee as elements of an overall safety striving to continuously improve safe operations. To improve overall safety within the organization, we must be willing to improve the processes within and around the HSM and the Safety Committee. We monitor the Recordable Incident Rate (RIR) and the Experience Modification Factor (Experience Mod) as two high level safety metrics. While each metric may have some volatility from year to year for an organization CCUA's size, these metrics do provide an excellent indicator of safety-related performance over time. Recordable Incident Rate The RIR is an Occupational Safety and Health Administration (OSHA) standard calculation to compare the safety performance of an organization against a national average. The RIR estimates the number of employees per 100 full-time employees who have been involved in an OSHA-recordable injury or illness. In FY2022/2023, CCUA experienced one (1 ) claim that met OSHA's definition of reportable. CCUA RIR for FY 2022/2023 calculated to 0.6. The industry average for all industries, private and public, is 2.9; the industry average for local government water and sewage utilities is 4.9, which indicates our work is relatively high risk. 19 RIR per year 3 2.5 2 E 1 .5 1 0.5 ■ 0 2020 2021 2022 Year Experience MOD Factor Experience Mod is a standard method promulgated by the National Council on Compensation Insurance using workers' compensation claims data to compare organization performance against similar entities. Experience Mods below 1 .0 indicate to above-average performance and result in a credit to premiums, while an Experience Mod above 1 .0 indicates below-average performance. Experience Mod is a lagging measure in that the measure is based on data for three (3) years before the most recent past period (three years ending 10/1/2021 ). Nonetheless, over time it offers a relatively robust measure of performance that accounts for industry-specific variations. MOD Factor per year 1 .05 1 .00 0.95 U LL O 0.90 0 0 0.85 0.80 0.75 2020 2021 2022 We will point out the increase in the MOD Factor in 2022 relates to a single CCUA employee who was roughly 100 feet off the road and parked when struck by a dump truck that blew a tire and veered off the road. This event led to a Worker's 20 Compensation claim and other issues that were not created by CCUA. The employee involved in this terrible accident remains an integral part of the CCUA team. FY2023/2024 Goal(s): 1 . Maintain a MOD Factor at or below 1 .0. 2. Maintain an RIR at or below 2.9. to Administration: Develops an overall strategic plan and ensures the CCUA Board of Supervisors remains adequately informed on information about the overall health and performance of the organization. Strategic Plan Our team defined the delivery of a Strategic Plan as a goal for this fiscal year. We continue to advance this effort. While we made decisions to allocate resources to other efforts in the fiscal year, we continued to advance this effort. As a reminder to the Board of Supervisors, 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. The EUM is an industry-standard guide for effective planning, operations, and management of utilities. We completed Phase I of the Strategic Plan in February 2022, as previously reported. Our teams began working on Phase II of the Strategic Plan in July 2022. From the start of Phase II through this fiscal year, we completed workshops with CCUA's management in the areas listed below. to • Capital Improvement Program (CIP) , o Enterprise Asset Management (EAM) '.Z,} mts o Geographic Information Systems (GIS) IMIPPAIMA o Engineering Design Standards o Integrated Water Resource Planning • Information Technology Systems • Customer Engagement o Organization Branding Effective Utility Management • Workforce Development A Primer for Water and wastewater Utilhies • Financial Masi „ o Inventory Management o Procurement NACWA (Mt • Quality Control • Operations o EAM o Risk Management • Regulatory Compliance Our team scheduled the workshops monthly. We were forced to adapt our planned schedule due to Hurricane Ian in the fall and some conflicts with the launching of the Enterprise Resource Platforms (ERP) project earlier this year. While we made decisions related to competing priorities, our team continued to progress on the very important Strategic Plan. WM CCUA and the CDM Smith teams began drafting the Strategic Plan document. We scheduled a plan review workshop for August 6, 2023. Our teams also scheduled a scheduling a prioritization workshop for August 11 , 2023. These two workshops will continue to advance the drafting of the Strategic Plan document. We will continue to develop the Strategic Plan into FY2023/2024. With that development, we intend to present the Strategic Plan to the Board of Supervisors for consideration and discussion in the upcoming fiscal year. 000 Ono e ,\ I /,n , , 0<: Service Community Accountability Sustainability Commitment 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. to Integrated Water Resource Planning (IWRP) and Demand Side Management (DSM) Programs Our team discussed the IWRP completed last year and our intention to bring DSM program proposals to the Board of Supervisors in the current fiscal year. Significant CCUA resources have been directed to the ERP project. The ERP must be complete to successfully launch any customer DSM effort. While we have engaged in discussions with the St. Johns River Water Management District (SJRWMD) and staff of the Clay County Board of County Commissions (BCC) regarding changes in Clay County landscape and irrigation ordinances, we have not made significant strides in advancing DSM proposals. Another consideration in developing DSM programs will be funding. We anticipate any DSM program from CCUA to use some form of grant funding from the State of Florida. Grant funding would alleviate the full funding of any such program from CCUA's customers. We decided to direct resources to pursue funding for two (2) of CCUA's significant projects, the Peter's Creek Water Reclamation Facility (WRF) and the Swimming Pen Creek Water Main Interconnection, instead of pursuing funding for a DSM program. El. Rate Study This past fiscal year, we made significant progress with the development of the Rate Study. The CCUA and CDM Smith teams provided two (2) presentations to the Board of Supervisors regarding the development of a potential policy change in the use of the tiered rate structure among customer classes. The focal point of the policy change would center on the Board of Supervisors' concern on equity in the rates, as we understand as the cost of water (dollar per gallon) is the same whether a residential or commercial customer. Currently, CCUA uses a tiered rate structure as required in the Consumptive Use Permit (CUP) for residential customers to encourage water conservation. CCUA commercial customers are billed at a single flat rate. The reason for this structure centers on historically, over 90% of CCUA customers were residential customer accounts. A single flat rate for commercial business customers would provide some small incentive to encourage local business. The completion of the Florida Department of Transportation's (FDOT) First Coast Expressway (FCE) will encourage a rapid expansion of homes and commercial businesses served by CCUA. Our team continues to coordinate with key stakeholders such as Clay County and the Clay Florida Economic Development Corporation (EDC) regarding significant tracts of land anticipated for commercial and industrial uses. to Based on these coordination efforts, we anticipate the number of commercial and industrial customers served by CCUA to grow. The CCUA team received a draft Rate Study by CDM Smith in late June 2023. Our team is currently reviewing the document and the recommendations within the Rate Study. We anticipate providing the Board of Supervisors with a copy of the final Rate Study when the staff's comments are addressed. Staff will schedule a discussion on the Rate Study as an agenda item during a regularly scheduled Board of Supervisors meeting in the upcoming fiscal year. Biennial Report CCUA's Bond Resolution requires a Biennial Report to be prepared by an outside engineering firm. The purpose of the Biennial Report centers on CCUA's efforts to sufficiently invest in the operation and maintenance of the utility system. Our team recently brought the engagement of the professionals at Kimley-Horn and Associates, Inc. (KHA) to the Board of Supervisors for approval. We will work with the KHA team to prepare the Biennial Report. We anticipate presenting the Biennial Report to the Board of Supervisors in early 2024. FY2023/2024 Goal(s): 1 . Complete and present a Strategic Plan for the Board of Supervisors review and consideration. 2. Complete and present a Rate Study for the Board of Supervisors review and consideration. 3. Complete and present the Biennial Report. 24 Human Resources: Ensures an environment, which encourages employee retention, development, and equitable compensation, and communicates in a way that promotes a positive and cooperative organizational culture. We discussed in previous reports the importance of recruiting, training, developing, and retaining a highly trained professional staff as essential to CCUA's mission. We continue to make progress with staff training and development. We continue to work on developing avenues of communication. While we see progress, we do see the need for continued development in some areas. Employee Communication Our team continues to work on ways to effectively communicate throughout the organization. We maintain a monthly meeting between the Senior Leadership Team (SLT) and the department leaders. This meeting has transitioned from a discussion on necessary dependencies between departments to upcoming activities and resource needs. We see this monthly leadership meeting continuing to develop and adjust -- based on the business needs of the "'I t organization. \4 . = -'' — _ * `` We continue to use the monthly to / newsletter, The Pipeline, as a means of i� ti _ communication with staff. The ,� _ h ` feedback we receive from staff ,+ir ,41 _ indicates staff values and appreciates Department Leadership Team meeting the monthly newsletters. While we continue to work on communication within * „�, the organization, we observed breakdowns in ,. * * •4 � '� `. communication as you move from leadership *.** - - "!r,.'"IPE ii, ,:a positions to entry-level positions. These "; communication issues are shown in the annual --01111110 aw:y./,,./� UPCOMING Executive Director's Message employee engagement survey. The survey results tin .aa..a. m../..aa..a� r".,,.�.ar�r._a,m._ indicate that 28% of employees do not think CCUA , .a•a. `""`" "'"`"'""""`"" "''°"'"'"""�'"" ��/� s Iwar y.M.q i..vs wa air keeps employees well informed regarding issues that - -•�-••°� •t -°"-�°•a'r_/_'a om,~~° �a> �_.__, .m,...�wom ,/..w a affect employees. We understand these survey results 7"""a."'""."77-„aa.a..a.,.°�.a..d .. onnr.brb.a>d will never be 0%, but we do see growth opportunities. a.--". '° ""°°""'"'iri"""17.: "'""' "" We have ideas regarding how to improve .- ... ° °;::�; :.�; �,./� :� 7aa sue.- communication throughout the organization. These . -------- ideas range from an employee intranet page to share current information to using a portion of the safety _7..., meetings to communicate organizational information. ,,.-- ..„ We will continue to look at and evaluate ideas to improve communication throughout the organization. EM Employee Retirement Plan Advisory Group We successfully launched the Employee Retirement Plan Advisory Group this year. This group meets quarterly with the SLT and CCUA's Retirement Plan fiduciary, SageView Financial Advisors. This advisory group of employees hears and sees the same information as the SLT. The entire team engages in questions and conversations regarding the retirement plan, the plan's performance, as well as any economic risks or concerns. Our intention with the Employee Retirement Plan Advisory Group focused on our ability to have members of staff represent the larger group of employees. Staff participating in the Employee Retirement Plan Advisory Group applied to be a part of the group. We indicated the staff participating in the group would serve for two (2) years. After an employee's two (2) year term, another interested employee would be selected to serve on the Employee Retirement Plan Advisory Group. Retirement Plan and Employee Benefits This fiscal year, our team, with the support of SageView Financial Advisors (SageView) led the transition of CCUA's retirement plan from Asensus to MissionSquare. CCUA's plan was with Asensus due to CCUA's former fiduciary and bookkeeper, BB&T, selling to their retirement plan business. CCUA had no say in the retirement plan transitioning from BB&T to Asensus. Because of the transition as well as customer service concerns, we proposed, and the Board of Supervisors agreed to transition the retirement plan to a new bookkeeper. Our team supported SageView with advertising a Request for Proposals (RFP) for the retirement plan bookkeeping services. We received several very competitive proposals from companies highly qualified and experienced with public sector retirement plans. Our team recommended and the Board of Supervisors approved in March 2023 the engagement of Mission Square due to their low cost and excellent employee engagement resources. We completed the transition of CCUA's retirement plans to Mission Square in June 2023. Professional Development and Training We placed significant effort in the development and implementation of the Board- adopted Professional Development and Training Program (PDTP). Ashley Taliaferro leads this effort for CCUA as the Training and Development Coordinator. Ashley provided the planned update to the Board of Supervisors regarding the progress of the program this fiscal year. We consider the PDTP a success as we stated in the May 2023 briefing. 26 Our team would like to highlight below a few key success factors. - 1 _=_ • Over 85% participation of eligible employees • Ten (10) new licenses from the State of Florida 1 === - • Three (3) promotions lir = • 91% of staff are completing the program within the defined timelines We consider the PDTP a very important element in ,( - the development and training of staff for future S challenges, succession planning, and retention of qualified competent people. Given the success of the PDTP with the positions originally defined in the 7." program, we intend to request authorization to expand the program to other positions that require Jason McClain,Bryan Nall the development of technical skills and competencies. We budgeted for the expansion of the program in FY 2023/2024. We listed the positions we will seek authorization from the Board of Supervisors to add to the program next fiscal year. • Field Service Technician to • Field Service Supervisor • Utility Locate Technician • Sewer Inspection Technician • Water / Wastewater Mechanics • Electricians The CCUA team successfully completed 5,167 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 27.6 hours of training per employee compared to the published AWWA median of 12.2 (AWWA Utility Benchmarking 2022 with Data from 2021 ). Our staff successfully met this training goal. • Safety Related: 2,414 • General Development: 1 ,873 • Technical: 880 High School Internship Program This past year was our first full year with the revitalized High School Internship Program the Board of Supervisors approved in May 2022. We hired four (4) high school interns through our collaborative effort with the Clay County School District (CCSD). These high school interns served in the Water Treatment, Wastewater Treatment, and GIS Departments. All these high school interns did a great job. We are very pleased to WM report all four (4) high school interns were offered full-time positions with CCUA after their graduation. We continue to see the High School Internship Program playing a vital role in developing our future workforce. With that basis, we included, per the approved program, five (5) high school intern positions in the budget for FY 2023/2024. Our team also stated our intent to transition the two (2) interns serving in the Water and Wastewater Treatment Departments to full-time positions if they satisfactorily complete their internships. Alternative Work Schedules We continue to work with alternative work schedules in both the Water Treatment and the Distribution and Collection Departments. Staff within those departments responded positively to the alternative schedules. We are considering potential modifications to the schedules we have been using to address overtime and certain lessons learned. We are beginning to look at alternative work schedules for the Wastewater Treatment Department. Staff in the Wastewater Treatment Department provided feedback regarding difficulties balancing night and weekend shift requirements with their desired to personal time. Due to the regulatory requirements to man the different facilities, we face a different set of challenges in creating reasonable and equitable shifts. With the increases we made in staffing levels within the department, we are approaching a point where the creation of alternative schedules could be possible in this department. We are considering an approach to incentivize staff for night and weekend shifts in the three operational departments of Water Treatment, Wastewater Treatment, and Distribution and Collection. We are looking at creating evening shifts to cover times with the highest after-hour callouts. While CCUA would potentially pay an incentive for night and weekend shifts, we would reduce the amount of overtime paid. Currently, CCUA provides a $0.25 per hour incentive to work a night or weekend shift in the Wastewater Department. We are evaluating the potential for proposing an increase to that incentive to between $1 to $2 per hour more for night and weekend shifts. Given the difference between an over-time multiplier in comparison with a night shift incentive, we would incentivize an eight (8) hour shift that would break even with five (5) hour overtime call-out financially, but we would end up accomplishing more work with the eight (8) hour shift. Wellness Program We remain committed to CCUA's wellness program. CCUA's Wellness Committee received another Gold Worksite Wellness Award for 2023. This latest award means CCUA received the Gold Award for eight (8) straight years. Congratulations to the entire team on the award. 28 Our team will host the annual employee Health Fair on August 31, 2023. We invite staff to visit the health fair so they can sign up for biometric screenings and receive current health information. In addition, vendors at the fair will provide staff with information on nutrition as well as physical and mental wellness. Our Wellness Committee includes Ashley Taliaferro, Lisa Christian, Tammy Spaid, Samantha Conner, Lauren Shupe, Marla Champion, Alicia Baker, and Victoria Quick. They advanced participation in the WellRight app. By participating, our staff accumulates points for different health-related activities. Once they accumulate a certain number of points, staff earn a specified number of Personal Time Off (PTO) hours. We continue to offer off-duty activities for our team to participate in. Linda Ortiz Figueroa leads a Wednesday night yoga practice in the boardroom. Victoria Quick organizes participation in local 5k events. The Wellness Committee has participated in a pet food & school supply drive this fiscal year. While we are active in working to engage staff in the Wellness Program, our team remains open to new and innovative ways to engage our staff in the area of health and wellness. Employee Retention to Our team saw significant progress in improving the employee turnover rate. We are very pleased to report this year's 12-month rolling employee turnover rate at the end of July 2023 stands at 12.5%. Last year, we reported the 12-month employee turnover rate stood at 15.08% at the end of July 2022. Our employee turnover trends remain above AWWA's Utility Benchmarking for 2022 median of 10.6% for combined water and wastewater utilities. While we are making progress, we have more work to do in this area. Employee Turnover by Fiscal Year/Month 6 2 5 n Q4 — cu 0 3 au ap 0 2 a in o IL"11i ih LI UI III Ill11 Oct. Nov. Dec. Jan. Feb. Mar. Apr. May June July Aug. Sept. Axis Title ■2020-2021 ■2021-2022 0 2022-2023 29 Looking further into the data, our team improved the selection process of candidates which resulted in a significant drop in the number of candidates departing during their probationary period. Last year, we reported seven (7) departures during their probationary period in the Wastewater Department alone. This year we experienced a total of four (4) employees across the entire organization departing during their probationary period. We remain concerned regarding turnover in the Wastewater Treatment Department. Over the last 12 months, we saw eight (8) members of the Wastewater Treatment Department leave the employment of CCUA. The General Superintendent for the Wastewater Treatment Department was one of the departing employees this fiscal year. We see leadership, communication, and teamwork as key issues we have been addressing within the Wastewater Treatment Department. We have been searching for a qualified and experienced leader for this department. During the search for a superintendent, our Chief Operations Officer, Darryl Muse has provided steady and consistent leadership with the support of the General Superintendent of Distribution and Collection, David Rawlins, and the General Superintendent of Water Treatment, Ross Bland. The Chief Operators of the Wastewater Treatment Department continue to to develop as a collaborative team as we search for qualified individuals to lead this department. Our efforts are having a positive impact on reducing employee turnover to national trends. Our team remains committed to improving the hiring process to maintain the focus of hiring qualified and competent individuals for the positions they will serve in. We also consider maintaining key programs like the Professional Development and Training Program, alternative work schedules, and the Wellness Program as essential to recruiting and maintaining a professional workforce to serve the community in Clay County. FY 2023/2024 Goal(s): 1 . Maintain staff training hours per employee at or above the National Industry Median as published by AWWA. 2. Continue efforts to keep employee turnover near the National Industry Median as published by AWWA. 3. Continue reporting on the implementation and progress of the PDTP. 30 Regulatory Compliance: Ensures compliance with federal, state, and local jurisdictional agencies. Environmental Compliance Department The Environmental Compliance Department continues to grow with the A 1� addition of Victoria Quick as an G;� .: Environmental Scientist. Victoria brings her •,,���'.; *.,01:;.. experience with drinking water sampling `; „;'r and inspections, as well as petroleum -e' storage tank knowledge from her time at ,e tr the Department of Environmental Protection. Victoria has taken great A initiative in coordinatingand completing • p g � � several of the regular reporting duties '� \ —!� required by the Safe Drinking Water Act. Victoria has also worked alongside water Nick Smith,Victoria Quick,Barry Cole&Heather Webber operators in collecting compliance samples both from the distribution system and at the wells. Victoria has been training in Consumptive Use Permit compliance and was instrumental in researching laboratory to requirements and developing an implementation plan for the laboratory. The pretreatment program continues to expand and improve under Nick Smith as Pretreatment Coordinator and Barry Cole as Pretreatment Inspector. CCUA currently has three (3) industrial users in the pretreatment program, all of whom comply with their CCUA-issued pretreatment permits. Nick works closely with each industrial user to ensure all understand their requirements to prevent slug discharges to the CCUA wastewater treatment plants. Nick also identified areas in which CCUA could improve the program and began work to implement changes. Barry conducted over 400 grease trap inspections in the past year and worked tirelessly to educate food service establishment (FSE) owners and operators on the new fats, oils, and grease (FOG) hauler requirements. Both Nick and Barry worked with local haulers to ensure compliance with the new requirements and to ensure Clay County FSEs are getting the best service possible. The Environmental Compliance Department continues to improve upon its three (3) primary functions, listed below. 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. EM The Environmental Compliance Department strives to maintain compliance with environmental rules and regulations in all areas of CCUA operations. This is frequently accomplished through the submittal of reports. In FY 2022/2023, 56 required compliance reports, listed in Table 1 below, were timely submitted. We submit these reports in addition to the compliance sampling reports that are submitted monthly. Table 1: Environmental Compliance Reports 4 DMR-QA Study 42 Senate Bill 64 Plan Annual 2 Annual Reuse Reports Reports Update 4 Annual Disinfectant 24 Quarterly Disinfectant Statewide Annual BMAP Residual Reports Residuals Reports Project Report 8 EN-50s ERP Stormwater Inspection EPCRA Tier II Sara Title III Report Annual Report CUP 416 Annual Wetland Pretreatment Annual Report 2 Outfall Integrity Reports Report CUP 416 Major Ion Suite CUP 431 Major Ion Suite 4 EPA Biosolids Annual Report Report Summaries We consider preventing environmental incidents such as sanitary sewer overflows another top goal of the Environmental Compliance Department. Figure 1 shows the to number of CCUA environmental incidents over the past four (4) fiscal years. Figure 1: Environmental Incidents Environmental Incidents 16 14 12 10 8 6 4 2 0 FY 2019/2020 FY 2020/2021 FY 2021/2022 FY 2022/2023* •Untreated Sewage •Reclaimed Discharge •Other MEM Figure 2 shows the cause of sanitary sewer overflows and reclaimed discharges over the past two (2) fiscal years. Figure 2: SSO Causes SSO Causes 14 12 10 8 6 4 2 0 Contractor/3rd Party Equipment Failure Other •FY 2021/2022 •FY 2022/2023* The overall number of incidents decreased slightly over the past fiscal year. Third-party to contractors continue to have a large impact, being responsible for seven (7) of the eighteen (18) incidents this fiscal year. We consider an important fact to know is that CCUA treated 1 ,650,630,000 gallons of wastewater between October 1 , 2022, and May 31 , 2023. Only 122,930 gallons, or 0.0007%, of wastewater did not reach its permitted disposal destination. Of those 122,930 gallons, over 90% was reclaimed water, which has a significantly smaller environmental impact than raw sewage. Regulatory agencies evaluate violations based on the type and severity of the violation. For internal purposes of tracking, 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 eight (8) such violations in FY 2022/2023, as shown in Table 2 below. Table 2: Violations Spencer's Crossing WWTF collection system - sanitary sewer overflow Peters Creek WWTF - groundwater exceedances Fleming Island Regional WRF collection system - sanitary sewer overflow Miller Street WWTF collection system - sanitary sewer overflow Fleming Island Regional WRF collection system - sanitary sewer overflow Peters Creek WWTF collection system - sanitary sewer overflow Spencer's Crossing WWTF reclaimed system - unauthorized discharge Fleming Island Regional WRF - biosolids monitoring MIE While we have designated these events as violations, CCUA has not been subject to a regulatory enforcement action this fiscal year. We have received four (4) Compliance Assistance Offer Letters and three (3) Warning Letters from the FDEP, and one Notice of Noncompliance from the EPA for the events listed above. We responded in writing to the letters as requested. To date, we have not received any other correspondence from the FDEP or EPA on those issues. The number of violations has increased from last fiscal year, partially due to the number of sanitary sewer overflows caused by third-party contractors. CCUA continues to work through the State's 811 system requiring contractors to submit locate requests and use the information we provide to prevent striking CCUA infrastructure. CCUA also sends a Notice of Potential Claim to contractors that cause overflows to discourage careless drilling on future projects and to decrease the number of third-party contractor-caused overflows. Clay County Fairgrounds' impact on the Peters Creek Water Reclamation Facility (WRF) The Clay County Fair Association hosts the annual Clay County Fair in late March through early April each year. This year roughly a week after the Fair, we received a large amount of industrial cleaner at the existing Peters Creek WRF. Our team conducted a search of the area and found a large hose at a CCUA manhole at the Clay County Fairgrounds. We believe a vendor for the Clay County Fair emptied their tanker(s) full of cleaning wastewater into the manhole. None of the Clay County Fair to vendors accepted responsibility. The high dose of industrial cleaner received at the facility destroyed the biological activity within the treatment system. We experienced several weeks where the Peters Creek WRF could not provide treatment to the wastewater flows moving through the facility. Our team worked to clear the facility and reseed the treatment system with activated sludge from the Mid-Clay WRF. We communicated these issues with both Clay County and FDEP staff. We will look to add the Clay County Fairgrounds to the Industrial Pretreatment Program to avoid these issues in the future. Database and Laboratory The Environmental Compliance Department continues to develop plans for a water and wastewater database and an on-site microbiology laboratory. We spent time this past fiscal year advancing the planning elements of both projects. Based upon the efforts so far, we placed a higher priority on the sampling database over the laboratory. CCUA must coordinate, take, process with a third-party laboratory, and report thousands of samples each year to comply with our operational permits. CCUA historically used paper processes with a recent movement to PDF files to document the sampling efforts and reports. Our team identified an important need to develop 34 i'I41 and implement a database for efficient use and reporting. We evaluated 1110 several database platforms over the past year. Due to limitations on available staff resources, we will resume this effort once we complete the implementation ...Pm, / �_ ,• - of the ERP Project._ lL�. Our team spent time this past year _ evaluating the development of an in- 441 r"" c house laboratory serving CCUA's needs. �' '� ' We identified several elements we need to evaluate further before proceeding with implementation of a laboratory program. This first element centers on the up-front capital costs. The second element focuses on the staffing needs and the qualification needed to operate a certified laboratory. Both elements contribute to a negative Net Present Value (NPV) in the business case analysis at this time. There remain several regulatory considerations under development that will influence the business case in the future. The first consideration centers on the timing of population growth in Clay County. The second consideration we continue to track to focuses on FDEP's rule development for potable reclaimed water. The last consideration we are tracking are regulations involving Contaminates of Emerging Concern (CECs). All these considerations will influence the business case for an inhouse laboratory versus outsourcing these services. We will continue to evaluate the potential for an inhouse laboratory to provide a positive financial benefit to our customers in the services we provide. Standard Operating Procedures The Environmental Compliance Department also continues to develop its Standard Operating Procedures (SOPs). Over the past year, five (5) draft SOPs have been created. A continuing department goal for FY 2023/2024 is to identify opportunities to increase efficiencies, decrease costs, and improve compliance with environmental regulations, and capture those changes in updated SOPs. The Environmental Compliance Department will continue its compliance coordination efforts in the coming fiscal year with two (2) additional substantial projects. First, six (6) of our eight (8) wastewater treatment plants operating permits are due for renewal. The Environmental Compliance Department coordinates these efforts with the Wastewater and Engineering Departments to ensure each of the six (6) renewals is submitted to the FDEP as a complete package in a timely manner. Second, the Environmental Compliance Department serves as the point of contact for the Lead and Copper Revised Rule (LCRR) expert. The LCRR expert will aid in the implementation of the new requirements, develop a strategy to reduce the number of lead status ME unknown' service lines before EPA's October 2024 deadline and coordinate of CCUA staff involved in the program. Consumptive Use Permit (CUP) Renewal We presented to the Board of Supervisors in April on the elements and challenges surrounding CCUA's CUP renewal. Our existing CUP expires on December 31 , 2025. Based upon CCUA's financial participation in the St. Johns River Water Management District's (SJRWMD) Black Creek Water Resource Development Project (Black Creek Project), we planned on an early renewal of the CUP to align with this project and CCUA's other integrated water resource, service availability, and financial planning efforts. Our team with a technical and legal support team, filed CCUA's CUP renewal application on June 2, 2023. We communicated with the jurisdictional agencies regarding our application prior to submission. Our renewal application remained consistent with the 24 Million Gallons Per Day (MGD) water supply allocation with a standard 20-year permit duration. As previously reported, CCUA's CUP renewal application remains consistent with CCUA's financial participation agreement with the SJRWMD for the Black Creek Project. We received the first Request of Additional Information (RAI) at the end of June 2023. Our technical and legal teams are working to on the response to the RAI. The biggest issue we see related to the CUP renewal remains the Lower Santa Fe and Ichetucknee Rivers and Springs (LSFIRS) Minimum Flows and Levels (MFLs). We understand from our review of model information CCUA would need to eliminate most groundwater withdraws to comply with the regulation. We have looked at the LSFIRS in multiple ways and do not see an economical way for CCUA to comply with this regulation in CCUA's service area. Our team, along with the experts at CDM Smith completed a conceptual evaluation of CCUA eliminating all groundwater withdraws over a 50-year planning horizon to comply with the MFL regulations. This conceptual evaluation revealed that CCUA still needed a major water supply input due to the diminishing return flows from potable reclaimed water and the highly variable and intermittent flows from stormwater runoff. From this conceptual evaluation, the two (2) major water inputs available to CCUA are either the Floridan Aquifer or the St. Johns River. If accessing the St. Johns River was considered viable, the conceptual evaluation provided a potential cost of $1 billion in capital infrastructure to construct the necessary intakes, pipelines, reservoirs, and treatment systems. The conceptual evaluation provided a further forecast a total of roughly 150,000 customer accounts over that 50-year planning horizon. We do not see this conceptual evaluation as being reasonable or financially feasible. 36 Based upon the technical analysis and conceptual evaluations of the CCUA team with the support of our technical experts, we see participating in regional water resource development projects as the most cost-effective way to address MFL liabilities determined by the state agencies. We also see the existing agreement between CCUA and the SJRWMD for the Black Creek Project as a model for participation in future regional water resource development projects. op°EPAR 414c. To support this idea, the CCUA team-initiated discussions with ° representatives of the four major utilities in north Florida, CCUA, JEA, Gainesville Regional Utilities 1°xNS j1 o (GRU), and the St. Johns County Utility Department .� '� „` (SJCUD), along with SJRWMD, Suwanee River Water ' Y ' 4,MFNiAL pRo� Management District (SRWMD), and the FDEP. We . 1 held the initial discussion between CCUA, JEA, GRU, TRI SJCUD, SJRWMD, SRWMD, and FDEP at CCUA's 9ti� offices on April 7, 2023. The representative of each livAGEME�'� r,. entity agreed that a regional integrated plan was needed. Our team agreed to initiate the initial steps to develop such a 4f—AGEMEN4 e regional integrated plan. The idea of this plan centers on identifying available water resources, potential regional projects to link and integrate those water to resources with environmental needs. Such integrated projects would allow state agencies such as the SJRWMD, SRWMD, and FDEP to move water resources and sustainably manage environmental systems for the betterment of the entire north Florida region. We are currently working on the scope of services and Memorandum of Agreement (MOA) between CCUA, JEA, GRU, SJCUD, SJRWMD, SRWMD, and FDEP to get this effort started. Participation in Regulation Development Our team remains engaged in regulation development on multiple fronts. We discussed environmental issues related to CCUA's CUP in the proceeding section. In addition, we actively participate in regulation development workshops and requested comment periods. Some of our focus areas include Potable Reclaimed Water, Septic to Sewer Conversions, and PFAS/PFOS. CCUA continues to invest in a Potable Reclaimed Water Pilot Project being constructed at our Mid-Clay facility. FDEP began rule development to update both potable and wastewater regulations to account for potable reclaimed water considerations. The regulations FDEP develops will impact the licensure level of the operators who maintain these types of facilities. FDEP rules will also govern the required sampling regiments for these facilities. Our aim in participating with FDEP and other stakeholders' centers on aiding the effort to develop rules that protect public health and safety reliably in an efficient and cost-effective manner. En The State Legislature and FDEP continue to evaluate the use of septic tanks in the state. We engaged in this effort through one septic-to-sewer conversion project. CCUA's septic to sewer conversion project transitioned roughly 80 homes to our central wastewater collection and transmission system. These homes are now being treated through CCUA's Miller Street Wastewater Reclamation Facility (WRF). Converting these homes to CCUA's utility systems removes nutrient loads going into Doctors Lake contributing to harmful blue-green algae blooms. We shared CCUA's experience with the FDEP and State Legislators to support reasonable legislation aimed at good public policy. One of the biggest issues rising in the water and o sr wastewater industry involves perfluorochemicals � 4`�E AT J 44, (PFAS/PFOS) also known as "Forever Chemicals." These a� 7 40. chemicals are widely used in many products due to u, their desirable characteristics. The Environmental 5 iia Protection Agency (EPA) issued guidance and began SF moo o� developing regulations for these chemicals. yT4t PRC'1 CCUA does not use any of these chemicals in our processes. We have tested the drinking water during the Unregulated Contaminate Monitoring Rule (UCMR) testing. We have not found any of the Forever Chemicals we tested for in the drinking water to supply from the Floridan Aquifer. However, we anticipate CCUA receives these chemicals in the wastewater streams from our customers. Our team remains active with the Florida Water Environment Association (FWEA) Utility Council on this issue. We have spoken in support of legislation that would exempt water and wastewater utilities from regulations aimed at cleaning up the forever chemicals. We support the EPA's long-standing precedence that manufacturers and polluters releasing the forever chemicals to the environment should be responsible for clean- up, not our customers in their water and wastewater rates. FY2023/2024 Goal(s): 1 . Continue actively identifying, mitigating, and addressing potential regulatory compliance issues to achieve no adverse regulatory actions. 2. Continue engagement with the SJRWMD regarding CCUA's submitted CUP renewal application. 3. Continue to actively engage with the SJRWMD, SRWMD, and FDEP on the LSFIRS MFLs. 4. Reduce violations related to equipment CCUA operates and maintains. 5. Present plan for implementation of a sampling database in FY 2024/2025. 6. Continue development of Environmental Compliance SOPs. 7. Continue to remain engaged with regulatory rule development. 38 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 continues to maintain a healthy financial position. We provide the Board of Supervisors with monthly financial reports along with updates on financial KPIs on a quarterly basis. We continue to forecast a period of rapid expansion of CCUA's systems serving Clay County's growing population. "` In preparation for the rapid system expansion, we have continued to invest in the Capital Improvement Program (CIP), the ERP Project, and staff PDTP. While we are making significant investments in these areas,we reported on the current growth of accounts ranging Jeff Wesselman,Karen Osborne,Tammy Spaid&Cara Clark from a low of 44 in November 2022 to a high of 276 in February 2023. We reported our rolling twelve-month total from July 2022 to June 2023 at 1 ,324 new customer accounts. With the opening of the Florida Department of Transportation's (FDOT) First Coast Expressway in 2025, we expect the to growth in new customer accounts to increase dramatically. CCUA historical data shows growth of between 2,500 to over 3,400 per year during 2004 through 2007. We think comparable growth numbers in new accounts are realistic after 2025. Given the investments we are making in advance of the significant system expansion, we continue to actively monitor cash flows. Our efforts took on new emphasis with the price escalations we experienced on the CIP projects over the past fiscal year. We presented an updated CIP budget in March 2023 due to the financial impact of the Peters Creek Water Reclamation Facility (WRF) project. In last year's annual report, we indicated a need for additional debt in roughly eighteen (18) to twenty-four (24) months from last August. The price escalations and timing of certain CIP projects were the determining factors in the $75 million additional financing the Board of Supervisors approved in June 2023. We regularly report on CCUA's operating ratio. This ratio serves as means to view whether we are operating efficiently and within the planned budgets. Our team budgeted for an operating ratio of 71 .5% for the current fiscal year. As of the May financial reports, we are pleased to report our operating ratio stands a 68%for this fiscal year. Looking forward to the next fiscal year, we budgeted for an operating ratio of 75%. We will work to maintain this operating ratio established in the budget approved by the Board of Supervisors. 39 We regularly report to the Board of Supervisors a current ratio over 4.0. An accepted industry standard current ratio is 2.0. We also reported to the Board we expected the current ratio to trend downward to the industry standard due to the increased spending on CIP projects and the decrease in available cash. We are observing what we expected with the current ratio currently standing at 3.54 as of the May financial reports. We remain in a very good position with a very healthy current ratio. We currently reported $58 million of undesignated cash on hand as of May 2023. This calculates to 533 days of cash-on-hand when we account for daily operating expenses. We compare this number against the American Water Works Association (AWWA) 2022 Utility Benchmarking Survey (2021 data) of a national median of 455 days of cash-on-hand. CCUA stands 17% above the industry median benchmark. Like the current ratio discussed above, we see this ratio trending to the industry median. We will balance the drawdown in available cash with draws on the Board of Supervisors approved financing to maintain healthy financial ratios. Our team recently reported that CCUA's total liabilities stood at $96.8 million at the end of May 2023. CCUA's total assets also stood at nearly $419 million for the same period. Based on these numbers, CCUA maintains a debt ratio of 23%. The AWWA 2022 Utility Benchmark is a median of 40%. We will see an increase in the debt ratio with the CIP project expenditures and additional Board approved financing. We plan to maintain to the debt ratio within the AWWA Utility Benchmark. Last year, we indicated our intention to bring to the Board of Supervisors guidance on potential financial management policies. We started this effort in June 2023 through the presentation of our financial consultant, PFM Financial Advisors, LLC. We intend to advance this effort in FY2023/2024 with a presentation of a formal Financial Management Policy for the Board of Supervisors to consider adopting. FY2023/2024 Goal(s): 1 . Maintain our Operating Ratio within the planned budget ratio. 2. Maintain our Current Ratio at 2.0 or better. 3. Maintain our Debt Ratio within the planned budget ratio. 4. Present financial management policies for consideration and approval by the Board of Supervisors. 40 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. Enterprise Resource Platforms (ERP) Project Our team initiated and continues to progress with the ERP project. Without a doubt, we consider this project perhaps the biggest and most transformational project we will undertake for a generation. We consider this project transformational because the systems being implemented empower our customers and staff with real-time data and analysis. We are aligning processes and procedures consistent with the industry standards these systems use. These systems will provide actionable information for more efficient decision-making. In last year's Annual Report, we anticipated engaging professionals and selecting platforms. We are now working toward the mid-point of the project schedule, meaning we are exceeding our stated goal on this transformational project. We asked Karen Osborne, our Assistant Chief Financial Officer, to serve as our project manager for this transformational project. Karen 0 COLLABORATIVE has the expertise in both business management SOLUTIONS and processes to make this project successful. A Cognizant Company We are happy to report the project continues to tO meet anticipated schedules, deliveries, and milestones. We provided project status reports in the appendix of this report. The Board of Supervisors approved the engagement of the professionals at Collaborative Solutions to serve as our project implementation and integration experts in January 2023. The professionals at Collaborative Solutions possess extensive experience implementing and integrating Workday solutions. In addition, the SpryPoint implementation team has extensive experience with both Collaborative Solutions and Workday. We remain very confident we have the appropriate team of professionals and experts for a successful implementation and integration project. We will be replacing CCUA's custom-built and maintained Customer Information System (CIS) using FileMaker with an industry-leading platform using SpryPoint. CCUA's CIS will go from heavily dependent on human processes and in- house programming to highly automated with professional support. We anticipate the highly automated S . o int features within SpryPoint will lead to greater customer and employee satisfaction. These services include customer engagement with customer self-service, water consumption date, and alerts & notification. On our employee side, we will be able to communicate across all departments via SpryPoint Mobile Field Services and Backflow processes. 41 InvoiceCloud will provide an updated and modern payment processing platform. Our team will integrate InvoiceClund directly with I nvo i CeC I o U dc,) SpryPoint for a seamless customer experience by increasing the number of payment options and payment methods as well as providing multiple options for customers to choose how they receive their bills and make payments. We note here our customers have repeatedly commented on their desire for a more intuitive and easier user experience. Customer comments included a desire for ease in setting up services, changing information, payment options, etc. CCUA's implementations of the ERPs systems of SpryPoint and InvoiceCloud will go a long way in meeting those desired customer services. Our team selected Workday to provide a solid cloud-based solution for Financial Management, Human Capital Management, and Operational Planning. to Workday will provide standardized workday. automated processes with standardized reporting. Workday will improve the employee experience with greater self- service options and the elimination of paper- based processes. Workday will be integrated with our Capital Improvement Program (CIP) to improve the financial management of those projects. Finally, Workday will integrate our developing Procurement and Inventory Management Systems for greater operational efficiency and visibility to management. We initiated the internal development of a communication plan for our customers and stakeholders regarding the upcoming changes with the implementation of the ERP systems. Because our customers and stakeholders will be seeing new ways of receiving the bills, account information, and data, we will plan an active and sustained communications plan for several months pre- and post to the go-live date. We will be providing the Board of Supervisors briefings regarding this communication plan seeking Board input and approval prior to launching those communication plans. As previously noted, we are approaching the mid-point of the project. We provided project status reports in the appendix of this report. The current scheduled go-live date for the ERP remains March 24, 2024. 42 Information Systems and Technology (IS/IT) During the past fiscal year, we made the strategic decision to segregate the IS/IT systems from the Operations Technology (OT). The IS/IT Department will remain responsible for the enterprise systems that include the systems and data with the ERP Project. In addition to the enterprise systems, the IT Department will lead a collaborative effort on - CCUA's cybersecurity systems. . _ % • _* -I, m This year we saw a transition in the leadership of ti ti. ` the IT Department. We welcomed George w Cavenas to the CCUA team as the IT Manager. n j 47 George brings a great deal of IT and business Matt Pence,Andrew Robertson,Jonelle Cramer, experience with him to lead this department. We Brandon Fields,Katie Trice& look forward to seeing George's leadership George Cavenas develop the IT Department as we transition information systems through the ERP Project. The implementation and integration of the ERP systems require the full-time commitment of two (2) of the five (5) full-time members of the IT team. Beyond the IT team's support for the implementation and integration of the ERP Project, the IT team to engaged Guidepoint Security to evaluate and recommend a roadmap to enhance CCUA's cybersecurity posture. `ONItR 4pFl.�, Guidepoint's initial findings on CCUA's �� I Li ,t,,4 cybersecurity posture were "Non-Existent" and at "Initial" levels of maturity. Guidepoint CYBERSECURITY recommended that CCUA should strive to m FRAMEWORK achieve a "Managed" status across all VERSION 1.1 National Institute of Standards and O �O Technology's (NIST) Cyber Security Framework 20 Q (CSF) Functions. To achieve this objective, CCUA will need to address the need for DETEC' Information Security Policies, Procedures, and Standards. In addition, Guidepoint https://www.nist.gov/news- recommended the addition of a Cybersecurity events/news/201 8/04/nist-releases-version-1 1-its- Specialist to manage the challenge and level popular-cybersecurity-framework of effort for managing risks associated with business and cybersecurity risks. We budgeted and the Board of Supervisors approved a Cybersecurity Specialist for Fiscal Year 2023/2024. In moving forward next year, the IT Manager and the Cybersecurity Specialist will work toward additional Guidepoint recommendations that include maturing the cybersecurity program, aligned with the NIST CSF, in a multi- phased approach that starts with several foundational activities. Our team will follow this initial effort with several tactical projects. Our IT and OT professionals will develop all these efforts into an overarching Security Program. Our approach will provide a progressive maturing of the cybersecurity program that will manage risk within the organization, with external partners, and preparedness to address security and privacy compliance and regulation. Key objectives for the IT Manager and the Cybersecurity Specialist next fiscal year include identifying and proposing several policies to establish and guide security efforts. The IT team received r initial policy drafts from Guidepoint. The °-100IT team will vet and prepare these 0 X o dipp policies for presentation and ° consideration by CCUA management F.. O • and the Board of Supervisors next fiscal II , tot year. Upon approval of the policies by a management and the Board of Supervisors, the IT team would begin implementation of the policies, controls, and supporting documentation. to WATER SECTOR CYBERSECURITY RISK MANAGEMENT GUIDANCE Operations Technology (OT) / Supervisory Controls and Data Acquisition (SCADA) John McCleary leads the OT / SCADA team. John joined the CCUA team in January 2022. Since joining the team, he endeavored to develop an overall master plan for the OT / SCADA systems with foundational support evaluations and inventory contracts supporting CCUA's operations We aim to upgrade CCUA's OT systems with the implementation of a SCADA system across CCUA's water and wastewater treatment facilities as well as our pump stations and other infrastructure. OT systems differ from IT systems in that the processes they control do not change very often. We program Process Logic Controllers (PLCs) to turn pumps on and off. We can also program PLCs to run equipment at certain speeds and pressures to maintain efficiencies. We want OT systems to run safely, reliably, and consistently. Unlike the enterprise-side IT systems, °,..o,�:; OT systems do not need the latest .r- Oman me. _.— ,_® and greatest software version. :7E23 �� � - Because of this differing dynamic of mpr_ 1© software updates, patches, etc., our -® —NNE Oman -. team made the strategic decision to =IPE- segregate the IT and OT systems. The �® segregation of the two systems will 'a >m =aim-EOM provide the ability for the I Oman — appropriate experts to work on those ,ram ® , systems as well as improve our =cm =®_ m.� �!� > : o security posture. o ® �En BIM Currently, CCUA operates many controls that are either manual or out-of-date systems. The CIP projects at the water treatment or water reclamation facilities have either renewed or replaced existing infrastructure using current equipment and controls that are SCADA-ready. We will describe in greater detail our approach to the implementation of the larger OT / SCADA systems in the master planning effort currently being developed. This fiscal year, the CCUA and CDM Smith teams progressed in the development of a to master plan for the OT / SCADA systems. The OT / SCADA master plan will identify the human resources needed, the technology requirements, planning schedules, standardization among all systems (hardware and software), communications infrastructure, historical data, reporting software, cybersecurity, and financial resources necessary. Our team will also evaluate the business cases in the OT and SCADA master plan to demonstrate the added value we will provide to our customers. Our team, with the support of our equipment sole source vendor Englewood Electric Supply Company (EESCO), completed an Installed Base Evaluation (IBE) of all CCUA Wastewater facilities controls and automation equipment. The information provided by the IBE includes inventory and value of all control equipment assets of the water and wastewater reclamation facilities. Information from the IBE identifies the life cycle of all assets in the system as active, end -of-life, or discontinued. In the IBE, Rockwell Lifecycle Overview 10.91% 324 5.79%, 11.14% �72.16% loo 50 49 50 26 •ACTIVE 4ACTIVE MATURE•ENO OF LIFE•DISCONTINUED•UNVERIFIED 0 ACTIVE ACTIVE MATURE END OF LIFE DISCONTINUED Installed OT Asset Inventory Lifecycle Status 45 Automation included recommended replacements for all assets identified as end-of- life or discontinued with associated costs. Associated with the IBE, our team along with our consultants evaluated CCUA's inventory of installed equipment with the inventory of spare parts. To address supply chain issues and potential insufficiencies in CCUA's inventory of spare parts, CCUA with the approval of the Board Supervisors entered into a Parts Management Agreement (PMA) with EESCO. The PMA allows EESCO to maintain and manage an on-site stock of spare parts within CCUA's warehouse. The service delivers access and availability of critical spares to maximize machine uptime and throughput while reducing overall inventory carrying costs. The PMA guarantees CCUA expedited returns for repairs and priority on replacement parts. PMA inventory maintains an on-the-shelf warranty. Inventory that may become obsolete is automatically replaced with updated parts. The establishment of the IBE and the PMA with a clear path to developing an OT/SCADA system will lay the groundwork for systems that support operations working with greater efficiency. Water Treatment to The Water Treatment Department continues to do a great job in operating and maintaining CCUA's twenty-two (22) Water Treatment Plants (WTPs). Within those WTPs, our staff also operates and maintains over fifty (50) wells that draw water from the upper and lower Floridan Aquifer. Our General Superintendent for Water Treatment, Ross Bland, leads the Water Treatment Department Operations. Ross leads a team of three (3) Chief Operators, nine (9) Operators, and three (3) Operator Trainees. The three (3) Operator Trainees are on track to receive their Class C Operator License from the FDEP in the coming months. When these Operator Trainees receive their licenses from the FDEP, we will promote them to Operators giving CCUA twelve (12) licensed Operators. We anticipate the Saratoga Springs WTP coming online by the end of 2023. To meet the needs of another WTP, we intend to expand the Water Treatment Department staff this next fiscal year. We proposed in the budget the addition of an Operator Trainee position beginning in October 2023 to immediately support operations. In addition, we proposed promoting the high school intern serving in the Water Treatment Department to an Operator Trainee position upon their high school graduation. We will achieve a total staffing level of eighteen (18) people in the Water Treatment Department by the end of FY2023/2024. The Water Treatment Department team continues to work closely with CCUA's Environmental Compliance Manager, Heather Webber, and Environmental Scientist, Victoria Quick. Both provide wealth of knowledge and are a huge asset to our 46 operations. Together, we are simplifying and streamlining our sampling processes to further ensure all Federal, State, and local permit requirements and deadlines are met. Our team clearly stated public health and safety are central ", to our organization's vision and mission. Our team's sampling ---1-,.F. of water in the distribution system plays a major role in daily operations. The regulations governing CCUA's operations as l r stated in our permits, require staff to complete many different ;, types of samples to comply with our operating permits. So far, -4; this fiscal year, our team completed the required lead and copper sampling for five (5) of the eight (8) systems. In r addition, we completed primary, secondary, organics, TNt .. p p Y rY, g ,. synthetic organic contaminants (SOCs), volatile organic compounds (VOCs), and disinfection by-products (DBP) sampling at fourteen (14) WTPs. To date, our team has taken . over 2,000 samples with less than a 1% failure rate. When a sample fails a test, our team immediately resamples to ensure protection of public health and safety. Small things can cause a sample to fail, such as material on someone's Jason McClain,Chief Water hands, unsterile containers, or control issues at the laboratory. Operator,taking a sample to The low sample failure rate of less than 1% indicates the care our team uses in taking and handling samples to maintain the health of the system. Wastewater Treatment The team within the Wastewater Treatment Department operates seven (7) Water Reclamation Facilities (WRFs) and eight (8) reclaimed water storage and pumping facilities. This team includes a General 41 Superintendent for Wastewater Treatment, six (6) Chief Operators, twenty-two (22) Operators, and five (5) operator trainees who keep daily operations, ---- i 6,1 + _ — - - ,�" reports, sampling, as well as regular maintenance i;..,.;,0lt and repairs happening at the WRFs. r \ , _- As previously noted in the Human Resources section ,;, of this report, we saw the General Superintendent for _ \ - - Wastewater Treatment depart earlier this year. Darryl Muse, Chief Operations Officer, with the support of David Rawlins, General Superintendent of Distribution and Collection, and Ross Bland, General Superintendent of Water Treatment, are providing Operator,taking a sample leadership and guidance while we search for a replacement. We will also acknowledge the growth and development of the Chief Operators in working together as a team to provide leadership and direction to their respective teams. 47 We placed significant effort in the Wastewater Treatment Department this fiscal year to identify and document needed repair and maintenance tasks. Our effort in this area is consistent with the work we have done in both the Water Treatment and Distribution and Collection Departments. We see a backlog of needed repair and maintenance tasks developing. We reflected this backlog of work in the Wastewater Treatment Department operating budget for the next fiscal year. To provide sufficient human resource capabilities across all the operations departments, we consolidated all the mechanics into a single maintenance group within the Distribution and Collection Department. Now, all the mechanics work under the management, guidance, and coaching of Gary Church, Chief Water/Wastewater Maintenance Coordinator. Gary possesses over forty (40) years of utility experience with CCUA across all departments. Gary provides the necessary guidance and coaching for developing talent within this new maintenance group. The Wastewater Treatment Department demonstrated their abilities and expertise in operating CCUA's facilities to the FDEP. This year the Wastewater Treatment Department team won Plant Operations Excellence Awards for the Peters Creek and Keystone Heights WRFs. Congratulations to the team of operators that made winning these awards possible. to 2022 PLANT OPERATIONS EXCELLENCE AWARD 2022 PLANT OPERATIONS EXCELLENCE AWARD In funlwrame d tM Fbr1Ea Depatlmml d EnvimmmW Fmhcdwl a gwl demwing In furthewe nr Me Florida Department d Emirwwmel AawUan's god d wwNg vie watewaer(wall penpk InFlmda,Mie ceMfiuebhereby ewddm safe waewaer Iwall prq#•in FlmWs,*u li&. uh., awardadm Clay County'Utility.Authority-iceystone Heights Wry Clay County Utility Authority-Peters Creek Wry In mr.gnigondouetudirig operation dtrough ddlued profenprcliwn. In rtrtognib dwb Mingap...b.gwough ddicaed pdeabWiun. Awdd m 1M]O21 Fwue m Change amuw enusevmt heW in IaLe Pity,Flarde. Awedd at tk fir Fore m Chmge setturu,senee e.mnt h.M in utr City,Fbnda. Pivenedi thu]Ath D y d February ZOO Framed Mufti,0.y d Febwry'10Y1 .IrliLr� 1Zla� 1.1whzei Lpiel.°I..mr a.hh.d WatuRmme wrugewn ... .LyM o:aax.nl.whmd Waw Fawaun Meageurix We are nearly complete with an evaluation of the Wastewater Treatment Department operations by CDM Smith. We will evaluate the report from CDM Smith's operational experts. We will use the CDM Smith report to support our efforts to identify and address issues with staffing levels, SOPs, asset management protocols, and KPIs. Lastly, regarding the Wastewater Treatment Department, our staff along with the Jacobs Engineering team, are finishing an evaluation to optimize the use of the reclaimed water storage and distribution system. We consider the work of the Jacobs Engineering team incredibly important in understanding the operational dynamics and parameters of customer demand, reclaimed water storage, and pumping to the reclaimed water distribution system. We are using the Jacobs Engineering report to make changes to the reclaimed water storage and distribution system to serve our customers better and more efficiently. 48 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, and wastewater collection and transmission system, and assist with general maintenance needs of the water and wastewater facilities. The D&C team operates and maintains 1 ,593 miles (8,41 10,040 feet) of main pipelines, 187 lift stations, 3,940 fire hydrants, 16,374 mainline 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 65 members. This past year, the D&C team started the ilk implementation of the meter retrofit program. The team of three has been tasked with changing CCUA's aging meters as well • r' as the dual checks that are tied to the potable meters. This program is slated to last v, 4 W approximately ten years, and then the process will start over. The benefit of this - program is to ensure we are accurately - to billing each of our customers and staying in ---- , compliance with FDEP regulations that require dual checks to be replaced every ten years. PJ Rosenbaum,Thomas Finnegan The biggest challenges the D&C team faced over the past year center on supply chain issues and related price increases on supplies, materials, parts, and equipment. Now, the D&C team must consider ordering parts and equipment over a year in advance due to supply chain issues. Additionally, we have increased our inventory levels on items that have the longest lead times. This will ensure we can meet our organizational and customer needs. Our team faces significant challenges obtaining MXUs from Sensus. The MXU is the radio transmitter that fits on top of the iPearl meter. The MXU _ - transmits the meter data via radio signal to CCUA's • - -- -'• fixed radio towers placed strategically in our service area. Our inability to obtain MXUs from Sensus results in •� _ - ,, increased labor hours by having our staff read meters _ Y A - manually. We will also point out that having to read meters manually defeats the purpose of the radio- ,. >.`.. " ;, based system and having the technology for our : . customers to monitor their water use. • s o - . Meter Installation To address the MXU issue, our team began investigating alternative products and systems. While other products may 49 be on the market, any product we use must be able to integrate with the Sensus radio- based system and analytics software. Our team will continue to work through these issues to find the best products available to leverage the meter reading infrastructure CCUA has invested millions of dollars in. The D&C team along with members from the Water and Environmental Compliance Department had the honor of helping our fellow Floridians by offering mutual aid response after Hurricane Ian. The team deployed to Lee County on Monday, October 3rd, and returned on Saturday, October 15th. The team assisted Cape Coral with lift station maintenance and repairs. Once the mission was completed in Cape Coral, the team transitioned to Sanibel Island the repair their potable water system. In addition to helping these areas, we were able to provide lessons learned for the entire CCUA team should we ever have to deal with a disaster of this magnitude. The D&C team has done a fantastic job over the past year keeping up with the increased workload brought on by development in the area. The team has been able to successfully meet all the goals and objectives of the department. One of these goals was to install new meters within ten (10) business days. In addition to new meter installs, the locate department completed all locates within the required time frame as set by Sunshine One Call. to Facilities and Fleet Management Our team serving in the Facilities and Fleet Management Department continues to meet challenges related to an expanded workload along with vendor labor and supply chain issues. We expanded the duties of this team when we began the operation of the new warehouse in December 2022. In addition to the new warehouse, we expanded the staff of the operations departments that added vehicles needing maintenance. Facility Maintenance Service Tickets 100 90 Y 80 70 j 60 w 50 U 40 30 w 20 cn 10 I. ME ._ •LL � _� •_ �— -- II w ' ' ' O 5 °Q °Q °° Q 1. � Q° Z aQ- G opt O .p °Q •FY 2021/2022 •FY 2022/2023 50 The facilities team maintains the existing administrative and maintenance buildings, and the new warehouse, as well as supports maintenance at many of the plant facilities. Given the added physical space the facilities team is responsible for maintaining, we saw a decrease of three (3) service ticket requests from FY 2021/2022 to FY 2022/2023. While we saw a decrease in service tickets, we saw a decrease in responsiveness in vendors supporting our facilities team. The decreased responsiveness from our lawn care and landscaping vendors can best be seen by the appearance of CCUA's administrative complex deteriorated this past fiscal year. The poor appearance of the administrative complex was due to the lack of lawn care, weed removal, and trimming of bushes. Our team faced the challenges of the lawn care vendor showing up to do the work requested. We began looking at alternative vendors to get this type of routine lawn care addressed regularly. The issue of having lawn care vendors show up when scheduled affects our plant facilities, lift stations, as well as our administrative complex. We consider this enough of a nuisance issue that we proposed several entry-level technician positions to support this type of routine facility care and maintenance. Vehicals Maintained by Fiscal Year to 60 50 w a) •) 40 LE a) 0 30 20 10 I II II II 11 II I Oct. Nov. Dec. Jan. Feb. Mar. Apr. May. Jun. Jul. Aug. Sep. •FY 2021/2022 •FY 2022/2023 We are delighted to report on the continued progress of the fleet maintenance team. Our performance in the number of vehicles maintained continues to improve. In FY 2021/2022, our team performed maintenance on roughly 27.6 vehicles per month. This FY 2022/2023, our team improved to an average of 37 vehicles per month so far. The figure above shows the comparison of the number of vehicles maintained per FY. VIE Last fiscal year, we described the need to add an r , , electrician to support the efforts of CCUA's Master Electrician. We hired a second electrician per plan. The A. -L new electrician actively engaged with our Master Electrician in learning CCUA's facilities and systems. We tunim4.1 j proposed a third electrician to staff in the budget for the I i upcoming fiscal year. We will look to continue the _ lir development of the depth of staff's electrical system capabilities in FY 2022/2023. Jim &B Moore, Louder Crawford p illy Loudermilk Service Availability The Service Availability (SA) Department continues to support Design Services and the Capital Improvement Program (CIP). SA efforts ensure projects align with the developments in the County to provide cost-effective, reliable infrastructure, inclusive of water and wastewater distribution to meet current and projected demands. Our Service Availability Manager, Melisa Blaney, leads a dedicated team that coordinates developer-contributed facilities, maintains record information for water and wastewater facilities, and administers water and sewer easements and permits required to connect to the water and wastewater infrastructure. SA Department also to ensures that all backflow and cross-connection policies remain in compliance with regulatory agencies' requirements. ;_• �i ? By far, our efforts this year focused on advancing efforts 00 4111 associated with the construction of critical infrastructure 4 ,. 41.j to support the growth. Areas where significant 4, construction of utility infrastructure is developing include ` the Governor's Park, Peter's Creek, and Saratoga ., Springs areas. CCUA and our consultants continue to �: i ,_;.'' work closely together and communicate with current and future landowners, potential developers, and customers regarding construction schedules. We aim to Samantha Conner,Jina Smith, ensure that our construction and planning efforts remain Melisa Blaney,Summer Berndt, in parallel for the developments in the foreseeable Jennifer Cron,James Blum, Andrew Mitchell&Darrell Damrow future. The team saw an overall increase of 34% in the total of new development and single- family residential requests for utility services between FY 2021/2022 and FY 2022/2023. This number remains steady. While we note not every request results in an actual connection, they are essential in monitoring growth in our service area. The total number of developer agreements processed in this period showed an increase of 29%. These developments are the drivers for growth and influence long-term planning efforts. During the last few years, the Lake Asbury and Branan Field Master Planned areas have been the fastest-growing areas. Keystone Heights, although a small system, is also receiving service requests for expansion in the RV Park and other single-family subdivisions. In the last twelve months, staff has assisted with more than 108 development projects (approximately 2,158 residential multi/single-family homes) and issued 61 water and wastewater permits. The following are some of the projects that are completed or in construction: O' i'rc it l? , , • Middleburg Free Standing Emergency Room • ca,,", 5¢; • McDonald's (Henley & Canaveral Trace) wpm.,..�F , weal • Jennings Farms (314 Lots) • Kindlewood Townhomes (106 Units) • Ascend Apartments (300 Units) • Cross Creek Subdivision Phase 2D & 2E (238 Lots) m • Jennings Farms (314 Lots) 4; - I ' o a, • Bella Lago (238 Lots) 1 Figure 2-1 Total Developer Agreement per Year 250 200 187 191 m 2 150 145 126 Q ° 100 Zr) z 50 0 2019/2020 2020/2021 2021/2022 2022/2023 Fiscal Years Figure 2-1 provides shows the total number of Developer Agreements completed over the past 4 years. Each contractual agreement between CCUA and the property owner details ownership and maintenance, designates reserve capacity, and provides provision of service. Figure 2-2 Service Availability Request & Average Review Times 250 30 200 25 3 20 >, ai 150 15 no 100 E 10 z 50 5 0 0 2019/2020 2020/2021 2021/2022 2022/2023 Fiscal Years *through June Service Availability Request by Fiscal Year Average Days for Plan Review Time by Fiscal Year to Figure 2-2 provides a summary of the last four (4) fiscal years on the total number of new service availability requests. Over the past two (2) years, this number has increased by approximately 30 percent (30%) between FY 22 and FY 23, collectively with the development projects and existing homes requesting to make connections to CCUA systems. SA staff has made exceptional improvements in reducing the turn- around times on the plans submitted to CCUA for review while maintaining high quality to ensure compliance with CCUA standards for the construction and integrity of CCUA systems are met. Clay County 2022 Annual Capacity Statement provides a summary of both water and wastewater capacities for each grid in the CCUA system. These reports provide a snapshot of information and are one tool our team uses to analyze when we are discussing CCUA services and our availability to serve. We provided the capacity statements in Appendix F. Engineering Design Joe Paternetti, PE, serves as our Assistant Chief Engineer. Joe works closely with our Chief Engineer, Paul Steinbrecher, PE, to lead a team of developing engineering professionals and consultants. Our team continued to advance the Capital Improvement Program (CIP). We now have more projects under design and construction than ever before. Our team continues to develop workflow processes to streamline project delivery. Some of the CIP processes we continue to develop are itemized on the next page. 54 • Project Initiation: a formal process for loading new projects into the CIP • Project Implementation: outlines how projects flow through design • Procurement Process: how project designs are 4: bid and evaluated for award '� , Our team continues to develop project tracking procedures to maintain control of project scopes, budgets, and schedules. We are also developing project change management procedures to ;. manage project changes during design development and construction. Our team holds "' monthly project status meetings to review the Heather Cavanagh,Zachary Loeb, progress of each project. Joe Paterniti,Paul Steinbrecher& Annecia Asberry Our team's progress in managing projects in the CIP continues to make significant progress. Implementation of Workday will provide additional tools for our project managers. We intend in the future to implement regular reporting on change management and variances in project design scopes, schedules, and budgets. Our greater visibility through these reports will enable managers to mitigate scope creep and other project management challenges. Given today's inflationary environment to where project costs are now two (2) to three (3) times historical costs, these tools will aid our efforts to manage project scopes, schedules, and costs. Our design team is currently managing fifty-six (56) of the seventy-three (73) CIP projects listed with funds allocated for FY 2022/2023. Of these projects, our engineers and consultants are actively designing twenty-four (24) projects. Our design team also supports seventeen (17) active construction projects. We are also engaged with thirteen (13) developer or county roadway projects. We highlight below a few major construction projects that were either completed or are nearly complete. • Mid Clay Wastewater Treatment Plant Expansion • Fleming Island Treatment Plant Expansion • Saratoga Springs Water Supply Wells and Treatment Plant Expansion • Saratoga Springs Reclaimed Wells, Storage Tank, and Pump Station • Purified Water Pilot Project • Stormwater Harvesting Pilot • Doctors Lake Septic to Sewer Phase 1 We briefed the Board of Supervisors regarding the current market environment for CIP projects. We experienced across the board an environment where there is more work available than contractors to perform such work. The current market environment results in escalating prices and difficulties in scheduling projects to accurate completion dates. WM Our team continues to work at mitigating these issues. Over the past year, the engineering team briefed the Board of Supervisors at different times regarding the use of the different techniques listed below. • Pre-purchase of CCUA standard materials and equipment at the project's 60% design level • Expanding the use of preliminary evaluations to obtain current and more accurate cost information • Grouping CIP projects with similar scopes or locations to achieve a better economy of scale • Pre-notification to contractors of upcoming solicitations • Rejecting bids and either re-bid or negotiated project cost savings • Leverage key consultants to accelerate project design, construction, and implementation While each of the techniques listed above had a certain use and context, we are looking to develop a disciplined CIP project development process. Our team began work on the CIP process related to identifying a need, developing a conceptual CIP project scope, developing the design, bidding, and construction. In the CIP process begin developed, we aim to track and manage the following areas related to staff, consultant, and contractor-related activities. to • Project initiation • Scoping • Scheduling and schedule variances • Budget and budget variances • Change management Scope • Project close-out We are looking at expanding the CIP to a ten (10)-year planning horizon. Given the age of CCUA's existing system as well as the population growth pattern we anticipate, a ten (10)-year CIP will aid our efforts to better identify needs as well as scope, design, and construct projects within specified schedules and budgets. Our team continues to refine and improve our CIP processes due to the risk the escalating CIP project costs represent. The engineering team regularly works with members of the finance team. We identified improvements needed in the communication and coordination of information between these two teams to better manage current ongoing work, and the up-coming planned work. Our current improvements center on processes that are either based on Word documents or spreadsheets. We are aligning these processes with industry standards to leverage the capabilities within Workday when that system goes on-line in March 2024. These 56 improved processes will not only improve how we manage projects, but our organizational cash flows as well. CCUA's current active CIP projects center on system expansion within the Lake Asbury, Peters Creek, and Governors Park areas. Our team presented a summary of CIP projects at the July 18, 2023, budget meeting for the next two fiscal years. The CIP projects presented totaled a cost of roughly$144 million which is nearly CCUA's current ability to finance. We will continue our efforts to prioritize CIP projects to remain within the financial means of the utility. CCUA currently has fifty-six (56) prioritized CIP projects in some form of either design or construction. Of those prioritized CIP projects, our team is advancing twenty-nine (29) renewal/replacement/betterment projects, twenty-five (25) system expansion projects, and two (2) Alternative Water Supply (AWS) projects. We listed below a few of the major projects our engineering design team continues to advance. • Peters Creek WRF and Pipelines $61 ,516,000 • Governor's Park WTP Expansion $5,334,000 • Alternative Water Supply Purified Water Pilot $3,417,000 • Fleming Island Bio-Solids Treatment Facility $4,654,000 • Meadowbrook WTP Upgrades $4,017,000 to Our team advanced the Lake Asbury Master Planning Area (LAMPA) Trunk Main Cost Recovery Evaluation that supports the policy we presented to the Board of Supervisors. We worked closely with the professional experts at Dewberry to evaluate the size of potable water, wastewater transmission, and reclaimed water trunk mains. These trunk mains will serve as a critical infrastructure along roadways currently being constructed. The Dewberry team with the support of our engineers estimated the cost of the LAMPA trunk mains as somewhere between $25 to $30 million. To recover those costs, we worked with the Dewberry team to identify the areas of development benefitting from these trunk mains. The policy proposed will recover the cost of the trunk mains from each Equivalent Residential Connection (ERC) designed to connect to CCUA's utility systems within those benefitting areas over the next ten (10) years. Construction and Inspection Services The Construction and Inspection Services (CIS) Department continues to provide consistent construction administration and inspection services for CCUA's developer agreement-driven projects and CIP projects. The CIS Team ensures that contractors and consultants follow CCUA's construction agreements, developer agreements, permits, standards, and specifications. In addition to these core duties, the CIS Manager, Warrick Sams, provided significant support to the Engineering Design and Procurement Departments during project development. The CIS Team provides critical services and support for the efficient construction and delivery of projects CCUA will operate and maintain. The CIS Team provided services and support for these major Capital projects over the past fiscal year: • Potable Reuse Demonstration Facility Project • Governor's Park WTP Supply Well Drilling • Ridaught Landing WRF Facility Upgrades 4 4 2_ • Governor's Park WWLS and RWPS • Governor's Park Site Civil Work • Peters Creek WRF Expansion and Pipelines • Saratoga Springs WTP - Phase I • Saratoga Springs RWP - Phase I I I • Middleburg Water & Sewer Main Relocations (FDOT Related) `. \• Ridgecrest Electrical Upgrades i • Mid-Clay WWTF Phase II Expansion • Fleming Island WWTF Clarifier No. 1 Rehabilitation Matt King,Linda Ortiz Figueroa; Warrick Sams, Rafael Duran&James Griffin • CCUA Administration Building Expansion Phase I • New Warehouse and Site Improvements • Fleming Island Water Reclamation Facility Neutralizer Building (BCR) The CIS Team continues to see an increase in developer-driven workload. So far, this to fiscal year, our CIS Team has or is providing construction and inspection services to forty-six (46) subdivision projects, forty-five (45) commercial projects, and seventeen (17) CIP projects. The graph and chart below provide a workload mix and comparisons of the workload this fiscal year to the previous four years. Inspected Projects Per Month By Fiscal Year 60 50 — 40 30 20 11111 111 11 0 I - I - 111111 . 11 . 1 10 1 1 iii Oct. Nov. Dec. Jan. Feb. Mar. Apr. May. Jun. 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 47 45 47 47 46 ■2022-2023 46 53 48 50 47 52 51 47 51 50 ■2019-2020 •2020-2021 •2021-2022 •2022-2023 The CIS Team continues to report on its performance metrics, and the team continues to provide quarterly construction CIP project updates to the Board of Supervisors. Enterprise Asset Management (EAM) and Geographic Information Systems (GIS) 58 We spent over a year looking for a qualified professional to lead the EAM and GIS Department. We are pleased Benjamin Freeman joined the CCUA team in June as our GIS and Asset Systems Manager. Benjamin brings a significant amount of experience with him from the natural gas industry and the University of Alabama at Birmingham. We look forward to supporting Benjamin's efforts in developing the EAM and GIS Department. The EAM and GIS Department continues efforts in two primary areas of EAM system development and an Easement Map Conversion project. The two primary projects are in addition to the department's standard responsibilities with survey support and As- Built/Record Drawing to GIS conversions. We will continue working with the Jacobs Engineering team on developing the EAM system. Our EAM development effort centers on fully using ' �� Cartegraph's asset management system to track the tic1 ' '� condition of existing physical assets, assign and track assigned maintenance and repair tasks, as well as effectively plan for the eventual replacement. We t , are currently using the EAM system successfully for the to ` " distribution and collection system. We look to expand 10, the use of this system at all of our plant facilities. Josh Reed,Xavier Aguirre,Ben Freeman, Robert Dawkins,Rita Matti-Coles &Paul Steinbrecher The EAM and GIS Department serves as the key team to accept and process As-Built/Record Drawings for processing into our systems. This function serves the development community as part of the adopted Service Availability Policy. Our team maintained excellent metrics in meeting cycle times to import as-built data from new construction (whether done by a developer or internally by CCUA crews) into the GIS systems. Two members of the EAM and GIS Department, Rita Matti-Coles, and Robert Dawkins, sustained strong efforts throughout the year to exceed their KPIs with a median completion time of 11 .1 days. The chart below shows trends for complex, medium complex, and simple as-built data conversions for the past ten (10) months. Asbuit-GIS KPI Cycle Times 400 350 • GIS Job Types -Digitizing Average Cycle Time -Complex -3 Weeks • 300 . -Medium -2-4 Days > . . _ -Simple -1 Hour • G 250 • • i :: • '+ •- 'S ti� .f � ioo so I T� �•40•AWI� • ++ . 4 r• r' •men•. 0 # III1 1 r�111111iI 111111 lllui t l,l ii i d 7411 r m, Asbuit Jobs Received GIS Digitzing-Days e Back Log-Days Total Cycle Time —Expon.(Total Cycle Time) 59 We aimed to convert CCUA's easement lines from AutoCAD format to GIS. This conversion will provide our field crews and design staff easier access to the easement data. We intended to incorporate over 2,600 easements and more than 200 plats into the GIS system. Our team successfully converted 1 ,376 easements so far, this fiscal year. Our team expects to complete the remainder of the easements in the next several months. Joshua Reed served as one of our High School Interns. Joshua recently joined the CCUA team full-time as a GIS and Survey Technician. Joshua's efforts played an important role in the number of easements incorporated to date. The graph below shows the total number of easements completed over time. Total Easements Completed 1800 1600 1400 1200 1000 800 to 600 400 200 0 2/10/2023 3/10/2023 4/10/2023 5/10/2023 6/10/2023 Procurement The Procurement Department continues to discover new paths and partnerships that make a difference in the supplies and services _ we procure to provide essential services for our ;p I ratepayers. We now have 660 vendors _ ' '11`4 registered on CCUA's Bonfire Procurement / Portal. We note this number of vendors \ J calculates to an increase of 336 vendors from �• iFY 2021/2022 who are interested in business with CCUA. Angelia Wilson&Darrin Parker Our team began the development of standardized contract templates. We intend to use these templates in future solicitations. Standardizing contract templates will align CCUA practices with the 60 contractual terms and conditions. We see this effort as improving efficiencies in the development of solicitation documents as well as managing, mitigating, or appropriately transferring risk. We started the development of standardizing contract templates through coordination with the appropriate legal counsel on a CCUA- centered construction services contract to be used in Invitations to Bid (ITBs). When complete, we will incorporate the catalog of standardized contract templates into the CCUA Procurement Manual we continue to develop. Our team maintains a procurement worklist to ensure the procurement process is completed within a reasonable time. The worklist provides workflow tracking information for all procurement projects. Procurement Key Performance Indicators (KPI) consist of performance measurements to ensure the completion of projects within the required time. We currently look for our team to complete new solicitations in 120 days. The 120 days commence at the advertisement and conclude after the execution of the contract. We provided the Procurement KPI in the appendix of this report. In addition to measuring the KPI for the time solicitations are within the Procurement Department's worklist, we look at both the number of solicitations that are moving through and the number of contract renewals our team completes. Our team completed the major procurement effort involving the Peter's Creek WRF and to Governors Park facilities this fiscal year. Beyond the Peters Creek and Governors Park facilities, the Procurement Department handled numerous important contract renewals that included chemicals and professional services. Procurement Types by Fiscal Years 16 — c 14 0 t 12 - u 10 0 N 8 II 0 ■2021 N 6 ■2022 E 4 ■2023 Z0 I . II M - ITB RFB RFP RFPQ RFSQ SS Procurement Type Note: We are reporting 2023 through July I 61 Contract Renewals by Fiscal Year io ci g 3 N g c N 7 r v 6 ■2021 2 5 0 4 ■2022 UI 3 ■2023 0 III I . 1 ITB MSA PSA RFQ Contract Renewal Type We previously reported the successful implementation of a P-Card program. Our use of P-Cards reduces the number of staff involved in simple over-the-counter transactions (OCTs). Our team executed 107 transactions with the P-Cards. All Departments within the organization have employees who are authorized P-Card to users. The P-Card compliance audit team meets regularly to evaluate the effectiveness of the processes and procedures of the P-Card program. Audits have found minimal errors and no misuse of the P-Cards. The Procurement Team will continue to work with employees to reconcile and approve their OCTs promptly. The Procurement Department remains confident the P-Card program will continue to reduce the volume of accounts payable transactions and associated administrative costs by consolidating multiple vendor payments while providing departments with a time- saving convenience. Our team remains committed to integrating work streams between the Procurement and Inventory Departments. By these two (2) departments work collectively to procure, store, and process raw materials, components, and completed goods in CCUA's new warehouse. Our operational goal remains to maintain an optimized inventory of supplies to maintain operations safely and reliably. CCUA Procurement Staff met with suppliers, such as Home Depot, Staples, and Global Industrial, to determine cooperative contracts to purchase inventory items. This fiscal year the Board of Supervisors approved three collective agreements that provide warehouse materials, material handling equipment, personal protective equipment, and paint. Our team will continue to work with suppliers to develop a plan to obtain a contract for tools and equipment in the inventory warehouse. Moving forward, the Procurement Department will work with the Inventory Department to develop the inventory levels and procedures for ordering material, supplies, and equipment. 62 Inventory Management We completed the move into the new warehouse building during this fiscal year. Our team currently uses the new warehouse building. We find the added space incredibly helpful for operations. However, we have not progressed in the development of the department. We experienced turnover in the Inventory Manager position. While our previous Inventory Manager was with CCUA, we were able to establish a catalog of parts within our AMS, Cartegraph. Given the turnover in this position and learning from our experience, we intend to approach the Inventory Management Department and the Inventory Manager position differently in the upcoming fiscal year. Currently, CCUA's Chief Field Services Coordinator, Rickey Deloach, manages our existing inventory management efforts. These tasks complement Rickey's existing duties in coordinating the tasks and assignments for the field service technicians whose trucks are supplied with parts basis daily. Rickey's additional tasks are temporary until we have an inventory management system and Inventory Manager in place in the future. to Previously, in searching for the Inventory Manager, our team was very clear in the need for an experienced professional to lead the building and then management of a new inventory management system. The individuals who served in the Inventory Manager position indicated they wanted to build the system and could accomplish those objectives. Our experience demonstrated the skills to build an inventory management system are very different from managing such a system. Moving forward, we intend on engaging a consulting firm with experienced professionals who specialize in building inventory management systems. Jeff Wesselman, Chief Financial Officer, started discussions with potential consultants. We need to understand the services available to CCUA as well as the system those consultants use. We are currently in the process of building an industry-standard baseline inventory management platform within Workday. Jeff will ensure any consultants we engage have experience with and understand Workday's system for proper use of the inventory management system. When we are nearing completion of building an inventory management system, our team will proceed with hiring an Inventory Manager. FY2023/2024 Goal(s): 1 . Complete the ERP Project and successfully launch those systems 2. Present IT/OT Cybersecurity Policies 3. Engage an Inventory Management consultant 63 Public Stakeholder and Government Affairs Engagement: Promotes a healthy working relationship with governmental entities and public stakeholders. We consider this fiscal year successful from a public stakeholder and government affairs perspective. Our team remains engaged with regulatory stakeholders and community partners. We are pleased to report we accomplished all the objectives we set for the fiscal year. Legislative Engagement Over this past legislative session, we worked closely with our lobbyist team at GrayRobinson. There were several proposed bills we expressed interest in and their potential impacts on CCUA. The first bills our team tracked were House Bill (HB) 23 / Senate Bill (SB) 162. Next, we engaged in discussions regarding HB 1379 / SB 1632. Finally, our team tracked the development of HB 1405. Our team supported SB 162 due to our staff's experience supporting communities responding to the impacts of Hurricane Ian. SB 162 contained two key elements of interest to CCUA. The first and most important element we supported was the designation of water and wastewater utilities as first responders for natural disasters. This designation for water and wastewater utilities will aid our efforts to access needed to support functions like a shelter for sleeping as well as access to showers and laundry facilities. The second element this bill contained was reciprocity for water and wastewater licensed professionals from other states. Initially, SB 1632 would have required public utilities to extend services and connect households within their service areas. CCUA engaged the Florida Water Environment Association (FWEA) Utility Council (UC) and the team with GrayRobinson regarding the physical and financial realities of this bill. Our team contributed information regarding what we considered achievable in advancing the ultimate goals of the bill. Ultimately, the bill ended up requiring public utilities to work with municipalities to develop plans within locally adopted Comprehensive and Land Use Plans to eliminate septic tanks over time. Our team has spoken with our counterparts at Clay County regarding the requirements of this legislation and the need to coordinate further. For the final piece of legislation, our team tracked HB 1405. This bill established a biosolids grant program. The State of Florida is currently struggling with the handling and land application of Class B biosolids. Since the early 2000s, CCUA began investing in processing Class AA biosolids. The GrayRobinson team worked behind the scenes to have special districts added to the government entities eligible for these grants. We saw the incorporation of special districts into this legislation as a significant benefit to CCUA. To support CCUA's efforts, members of our team traveled to Tallahassee to discuss topics of interest with different legislators in February 2023. We met with our local delegation of Senator Bradley as well as Representatives Garrison and Payne. In 64 addition, we met with Representatives Stevenson, and Bell, as well as Senators Rodriguez and Collins. While in Tallahassee, we also met with representatives of the FDEP regarding such issues as potable reuse rule development and the Lower Santa Fe and Ichnatucknee River MFLs. The discussions we engaged in during the month of February laid the foundation for a very successful Clay Day in April 2023. During the Clay Day events, our team followed up on legislative and rulemaking discussions we were able to initiate earlier during the session. In addition, Chris Dawson with the GrayRobinson team scheduled a meeting with the Office of Policy and Budget (OPB) where we were able to discuss CCUA's two (2) appropriations requests and future projects we may present for funding opportunities. Our team completed and submitted for consideration two (2) appropriations requests to the state legislature. The first appropriations request focused on the Peters Creek WRF. The second appropriations request centered on the Swimming Pen Creek crossing between the Orange Park and Fleming Island water distribution grids. We are very pleased to report CCUA received $500,000 in funding for each project. Increased Social Media Presence to Our Public and Government Affairs Liaison, Dennis Ragosta, led CCUA's efforts to increase our presence on social media. CCUA traditionally maintained the utility's web page and a Twitter account. Dennis coordinated with both Linkedln and Facebook. In addition, Dennis initiated a YouTube page hosting the two recruitment videos CCUA produced. We consider the increased use and number of followers on CCUA's accounts indicators as successful efforts for this objective. Stakeholder Surveys Dennis Ragosta with the support of our IT team developed customer engagement surveys embedded in every email. These surveys provide a mechanism to obtain close to real-time feedback from customers and stakeholders using email. We discussed the results of these surveys in the Customer Engagement section of this report. We consider the progress made this fiscal year as successful. Our team remains committed to continuing the development of this feedback tool. Community Engagement Beyond interactions by the CCUA team in Tallahassee, our team remains engaged with the community in Clay County. We regularly attend local events with the Clay Economic Development Corporation (EDC), Clay Chamber of Commerce, and the Northeast Florida League of Cities. We support these entities by attending and when called upon we have participated in events as guest speakers. 65 CCUA supports the Clay EDC by participating in the -046 annual First Coast Expressway Summit. Our team : -. represented CCUA in providing one of the presentations at the summit on May 25, 2023. Our • presentation focused on the investments in the CIP currently being constructed to support sustainable growth in Clay County. Our presentation also included 4 information related to regulatory and financial 1 considerations that accompany a growing utility. - t'\ --� Members of the CCUA team serve the community through organizations such as Rotary and church groups. Beyond participating, our team provides presentations to such groups informing customers and interested stakeholders about events and activities happening at CCUA. This fiscal year our team gave several presentations ranging from water supply planning to our support for the State of Florida's response to the Hurricane Ian disaster. Our team also engages with local schools and community groups to host tours. By hosting tours for science classes from local high schools, we highlight the science and engineering skills needed by CCUA to serve our community. Events with the local 4-H allowed us to present information on different trades and skills CCUA needs and how those present wonderful career opportunities. to We continue a successful and mutually beneficial relationship with the Clay County School District (CCSD). Beyond the successful high school internship program, our team supports the CCSD through participation in different career and job fairs. In addition, our team participated in mock job interviews at Orange Park High School. We also toured the different trade and vocational programs offered at Middleburg High School. We consider the relationship between CCUA and the CCSD important and will continue to support these efforts. Engagement in the State of Florida CCUA maintains a very positive reputation in the utility industry throughout the State of Florida. We are currently engaged with professional associations such as the Florida Section of the American Water Works Association (FSAWWA), Florida Water American Environment Association (FWEA) Utility Council (UC), and Florida Water Works Water Reuse Association. All these organizations play important parts in advocating for public policy in the State of Florida. Association Our Executive Director continues to Florida Water serve on the FWEA UC. The UC is directly involved in statewide public policy discussions involving water and Environment wastewater regulation. Our engagement with the FWEA Association UC played an important role in voicing CCUA's UTILITY COUNCIL perspective during the legislative and regulatory MWef Member Association rulemaking processes. 66 Our Executive Director was approached by representatives of the City of Cedar Key to participate in a discussion on how different utilities are organized and how those utilities function. We participated in a workshop at the City of Cedar Key with three other utilities. We were able to present how CCUA is organized, how we manage performance, and how we interact with the Clay County Board of County Commissioners. Engagement on a national level Our team continues to work with the CDM Smith team to advance the development of a Strategic Plan and Rate Study. We worked with the CDM Smith team to develop a presentation on how the Integrated Water Resource Plan (IWRP), Strategic Plan, and Rate Study work together and the goals we are working to achieve. The AWWA and Water Environment Federation (WEF) accepted our presentation for the 2023 Utility Management Conference. The annual Utility Management Conference serves as an essential event for water and wastewater utility leaders to come together and present on issues affecting and influencing their respective utilities and the larger industry. Our Executive Director participated in the 2023 Utility Management Conference with Bryan Cully of the CDM Smith team. Our presentation was very well received with numerous questions about our decision-making, IWRP to experience, and results. We successfully networked with several utilities, consultants, and vendors related to CCUA interests and efforts. The CDM Smith team approached us regarding a paper Rate Study for the 2023 WEF Technical Exhibition and Conference (TEC). WEF TEC is one of the nation's largest water and wastewater industry trade shows. We worked with the CDM Smith team reviewing the technical paper on CCUA's IWRP Strategic at this trade show. Representatives of WEF TEC accepted Plan the CCUA and CDM Smith paper. We will present the results of CCUA's IWRP efforts at WEF TEC in October 2023. FY2023/2024 Goal(s): 1 . Develop, present, and successfully launch a public/customer engagement campaign regarding the launch of CCUA's new customer-facing portals and systems 2. Remain actively engaged in the legislative process with our lobbying firm GrayRobinson 3. Pursue legislative funding or grant opportunities for at least two (2) CIP projects 4. Continue to represent CCUA as part of the FWEA UC 5. Continue development of the stakeholder surveys 6. Pursue opportunities to represent CCUA at either state or national level conferences 67 Intangibles: This category is intended to evaluate the Executive Director's response to unexpected and unforeseen events. This fiscal year presented some significant challenges and a great opportunity. We were faced with a catastrophic hurricane at the beginning of the fiscal year. We have also presented an excellent opportunity to recognize the contributions of a leader of this organization to reinforce foundational elements that make CCUA who we are. Both of these events were not within the plan for the fiscal year but highlighted our team's ability to adjust to situations, learn, grow, and recognize the people who made us a great organization. Hurricane Ian Hurricane Ian made landfall in southwest Florida as a category four hurricane on Wednesday, September 28th. The storm passed by the Clay County area on Thursday, September 29th. CCUA's water distribution and wastewater collection systems were essentially not impacted by the storm event. Our team was prepared to deploy to assist devastated areas in southwest Florida by Saturday, October 1st. Through our team's active coordination with colleagues at FlaWARN, our team deployed to Cape Coral at five (5) a.m. on Monday, October 3rd, 2023. to CCUA continues to maintain a membership of FIaWARN. This organization is a group of public water and wastewater utilities who signed mutual aid agreements to provide support in the event of natural disasters. We engaged with colleagues at FIaWARN beginning on Thursday, September 29th when the forecasts regarding potential storm impacts began to improve. Our team remained engaged with FIaWARN throughout our deployment to Cape Coral and Sanibel Island. CCUA deployed the personnel and equipment listed below to support the State of Florida's emergency response and recovery effort from Hurricane Ian. David Rawlins, General Superintendent for the Distribution and Collection Department and Assistant to the Chief Operations Officer led CCUA's team on the ground in both Cape Coral and Sanibel Island. • Twenty (20) trained and licensed operators, mechanics, and technicians • Ten (10) trailer-mounted generators • Ten (10) trailer-mounted pumps IIP �. f . • One (1 ) full size dump truck - : �`, r . • One (1 ) fuel truck with 1 ,000 gallons of gas 7, - . r and 4,000 gallons of diesel fuel • One (1 ) trailer with hoses, tools, parts, and other supplies We consider the emergency deployment to support the response and recovery efforts at both Cape Coral and Sanibel Island successful. Our team assisted both communities 68 with the repair and restoration of either their water distribution or wastewater collection systems. We also learned a great deal related to storm response planning and coordination. Karen Osbourne led the effort to submit all CCUA's eligible costs to Cape Coral and Sanibel Island for reimbursement through FIaWARN's mutual aid agreements. We are happy to report all CCUA's eligible costs have been reimbursed. Our team considered learning from the experience in southwest Florida incredibly important. Our team held a Hurricane Disaster Planning and Response Workshop on January 20, 2023. All CCUA's departments were represented at the workshop. We also included vital operational leaders in the exercises. During the workshop, our team reviewed and discussed lessons learned from Hurricane Ian. We developed action items for incorporation into CCUA's hurricane manual. We also requested comments from staff on an update to CCUA's Emergency Pay Policy. We intend to hold a Hurricane Disaster Planning and Response Workshop annually moving forward. We used the lessons learned from Hurricane Ian to update and streamline our Emergency Pay Policy. We aligned the wording within the policy with information received from Florida's Department of Emergency Management. We also incorporated wording from the Federal Emergency Management Agency (FEMA). Our to team also aligned the updated policy with how we intend to manage emergency responses. We consider the updated Emergency Pay Policy clear and concise allowing management to better manage storm events. We presented and the Board of Supervisors approved the updated Emergency Pay Policy in May 2023. Our experience supporting the State of Florida's emergency response and recovery efforts provided a basis for our insights to state legislators. Our input from front-line experience in the aftermath of Hurricane Ian was greatly appreciated and supported SB 162 as discussed in the Public and Government Affairs section of this report. CCUA Culture CCUA continues to grow with Clay County. _ CCUA has also experienced a significant � '�' � �.�_. number of retirements and staff transitions .,.. over the past several years. With the growth =`r and staff transitions, we are experiencing 1. —, _ changes in organizational culture. We �� intended to facilitate changes in 91,4 organizational culture with a greater emphasis on the training and development of i- professional staff. Given the investments in s " professional development, we did not want to lose sight of the foundational elements that made CCUA the organization we are today. 69 To maintain our awareness of the foundation elements of CCUA, our team proposed, and the Board of Supervisors approved, a - ir Proclamation naming CCUA's administration _ _. . complex the Ray O. Avery Administration Complex. Ray Avery set the standards that we continue to strive for to this day. Recognizing Ray's contribution - to CCUA and the Clay County community also set - . the expectations for our team moving forward. Our • recognition of Ray and the expectations of this / organization are now commemorated in bronze on both the front administrative building and the back maintenance building. We continue to encourage members of the CCUA team to participate in conferences and events related to the larger water and wastewater industry in the state of Florida. This fiscal year, we sent a team to participate in the FSAWWA Fall Conference and compete in two (2) competitions. Brian Peeples participated in the meter assembly challenge. Brian won third (3rd) place. Marvin Short and Corbin Bohannan participated in the fire hydrant assembly challenge. Marvin and Corbin took fourth (4th) place. Brian, Marvin, and Corbin did a great job representing CCUA. We look for our team to to continue to engage and grow in participating in the state's water and wastewater industry. ?-11410/0- _ a . .w . 4raer......00.. P P r -.;.2r ;2' 4 ;NV Wit • 44N4tibr \ `MI Brian Peeples,Corbin Bohannan,Marvin Short, David Rawlins,Ricky DeLoach&Steve Rencarge Lake Asbury Master Planning Area (LAMPA) Trunk Main Capital Cost Recovery Policy Our team worked toward developing a Master Utility Agreement for a large portion of the Lake Asbury Area for the past few years. CCUA's existing Service Availability Policy requires developments to build the pipeline infrastructure necessary to support their developments. CCUA may participate in the upsizing of pipeline infrastructure in the Developer Agreement with the Developer. CCUA then recovers those costs from the next Developer who benefits from the upsized mains. Given the timing of the roadway projects and significant upfront costs of the trunk mains, the CCUA team and landowner considered an alternative approach was necessary. 70 CCUA has other precedence of pioneering pipeline infrastructure in the Middleburg Service Area (MSA) and the Challenger Center Developer Agreement. Our team used the existing models in the MSA and Challenger Center Developer Agreement to prepare the LAMPA Trunk Main Capital Cost Recovery Policy. a��°' `'r:1� ,; 7 „ Our team engaged the professional �� experts at Dewberry to evaluate five (5) L large-diameter trunk main capital projects aE-- in LAMPA. We worked with the Dewberry team to evaluate the benefiting area of M" u _ the five (5) large-diameter trunk main l' 41-"" . capital projects. From the defined '�•. , benefiting area, we worked with both the Dewberry team and CCUA legal experts is. to develop the LAMPA Trunk Main Capital I4.v � , Cost Recovery Policy. (tiv I o....E, w mow M ,RYRRE ca`4E CO"REO:I''RER:Y - OWIlIl N'.IOIAlILWAIEII The five (5) large-diameter trunk main ad .M ,: - capital projects in LAMPA could not simply M 7,- """9� . be incorporated into the CCUA's CIP "® 0 without a cost recovery mechanism. to CCUA originally designed the plant capacity fee to recover the costs of the ' ..° water and wastewater treatment plants. i 'iWgi'1 While some line work may have been °� `,, - -I -., incidental to an individual treatment . plant, the plant capacity fees were never designed to recover the costs of large- . diameter trunk mains or E..= IRI,R.E,µ ^ a oc distribution/collection pipelines. CCUA's Service Availability Policy places the responsibility of the pipelines on the Developer as previously noted. E�� d We presented the draft LAMAP Trunk Main ....... �-� f Capital Cost Recovery Policy to the Board + w of Supervisors in December 2022 and ® "° requested authorization to hold a public ®� Im workshop. Our team held the public �'�;, .' `M�1 workshop in February 2023. We presented �'" � - the policy to interested stakeholders and .. _ received comments. We presented the - . . r: It updated policy to the Board of �'rvc 1 Supervisors in June 2023 and requested '� authorization to hold a public rate ,,,r, �.�4,�,.A»�� hearing. The Board of Supervisors NA ....O.EA . v�-L-. .rw..w,..a.d..,�..• vn ,RIM.L�1E CAaiTAi COST RECOVERYaUiCv ExHiBiT BE.RECINME WATER provided direction to staff to hold the public rate hearing on September 12, 2023. UM North Florida Regional Integrated Water Supply Projects Effort We described in detail our team's efforts related to CCUA's CUP renewal effort. In that discussion, we discussed efforts CCUA initiated to develop regulatory pathways to obtain a standard twenty (20)-year CUP consistent with our water supply allocation request, Service Availability, CIP, and financial planning efforts. Our interests are aligned with the interests of the seven (7) entities previously discussed: JEA, GRU, SJCUD, SJRWMD, SRWMD, and the FDEP. All these entities have an interest in developing project(s) to sustainably address environmental concerns and manage the water resources in the region. Our team initiated, as previously noted, a meeting of the seven (7) entities stated to discuss concerns with the MFL regulations as currently written and attempt to develop a path forward. At that April 7, 2023, meeting, all the entities represented that an evaluation to develop the potential regional projects to integrate water resources was necessary. The CCUA stepped up to begin this initial effort. CCUA staff and the professional experts at CDM Smith are collaborating with representatives of the other entities noted in developing a scope of services for the first phase of developing regional integrated water resource projects. We are leveraging our recent experience in completing our own Integrated Water Resource Plan (IWRP) to with the expertise of the staff of the other agencies. We see this effort as a pathway to developing integrated capital infrastructure to move water in the north Florida Region from where there are surpluses to where there are needs. Integrated capital infrastructure will provide agencies within the State of Florida with the ability to move and manage water resources to benefit Florida's growing populations and industries. FY2023/2024 Goal(s): 1 . Develop an annual Hurricane Disaster Planning and Response Workshop 2. Continue efforts advancing a North Florida Regional Integrated Water Supply Projects Framework PERFORMANCE EVALUATION, CRITERIA AND SCHEDULE to Clay County Utility Authority Executive Director Annual Evaluation Performance Criteria, Goals, and Procedures 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. FY 22-23 Evaluation Criteria Goal: Staff will continue development and reporting of customer satisfaction surveys 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. FY 22-23 Evaluation Criteria Goal: 1. Provide the Board of Supervisors an update regarding the Hazard Identification and Risk Assessment Project. ' 1 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. 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 22-23 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. FY 22-23 Evaluation Criteria Goal: 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 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. Clay County Utility Authority Executive Director Annual Evaluation Performance Criteria, Goals, and Procedures FY 22-23 Evaluation Criteria Goal: 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. 6) Regulatory Compliance: Ensures compliance with federal state and local agencies. FY 22-23 Evaluation Criteria Goal: 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. 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 22-23 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. 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. 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. FY 22-23 Evaluation Criteria 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. Clay County Utility Authority Executive Director Annual Evaluation Performance Criteria, Goals, and Procedures 4. Continue the development of the Procurement program processes along with integration with the other departments. 9) Public Stakeholder and Government Affairs Engagement: Promotes a healthy working relationship with governmental entities and public stakeholders. FY 22-23 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. Continue development of the stakeholder surveys. 4. Continue development of CCUA social media pages. 10) Intangibles: This category is to evaluate the Executive Director's response to unexpected and/or unforeseen events. FY 22-23 Evaluation Criteria Goal: 1. Address supply chain issues as necessary 2. Continue representation of CCUA on the FWEA Utility Council Evaluation Procedures September 05* Executive Director provides a narrative self-evaluation to all Board members September 19* 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 22* Board members turn in their evaluation, numerically scored 1 through 5 (5 being the highest score) for each area, to the Board Attorney. October 03* 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 PROPOSED EVALUATION FORM Executive Director Annual Performance Evaluation Form 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 to 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. Executive Director Annual Performance Evaluation Form 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 to 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: Executive Director Annual Performance Evaluation Form 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. ICheck 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: to 6. Regulatory Compliance:Ensures compliance with federal state and local agencies. Check performance rating r1.❑ 20 3❑ 40 5❑ Comments: Executive Director Annual Performance Evaluation Form 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: to 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: Executive Director Annual Performance Evaluation Form 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 EXECUTIVE DIRECTOR SALARY SURVEY to Executive Director Compensation Survey 750,000 500,000 CCUA - $210,934 250,000 to 0 • American Water Works Association • JEA • Emerald Coast Utility Authority St. Johns County Gainesville Regional Utility TOHO Water Authority APPENDIX to APPENDIX A- CUSTOMER SURVEY RESULTS to How wouldyou rate thequalityof customer service? 80% 70% 60% 50% 40% 30% 20% to 10% 0% Very Positive Somewhat Positive Neutral Somewhat Negative Very Negative • 2023 2022 How satisfied are you with the CCUA Representative listening to your concerns? 70% 60% 50% 40% 30% 20% 10% 0% Very Satisfied Satisfied Neutral Unsatisfied Very Unsatisfied • 2023 2022 How would you describe our response to your concerns? 60% 50% 40% 30% 20% Lc' 10% 0% Very Positive Positive Neutral Negative Very Negative ■ 2023 2022 How would you describe your experience dealing with a CCUA Representative? 70% 60% 50% 40% 30% 20% to 10% 0% Very Positive Positive Neutral Negative Very Negative • 2023 2022 APPENDIX B- ORGANIZATIONAL CHART to Total Funded and Approved Full-time Positions 181 Net Full-time Additions,FY22/23 7 Functional Table o f Organization Net Student Intern(5)/Part-time(1)Additions,FY22/23 +6 `�Ny COUHr` Total Funded Positions,FY22/23 194 pup G ♦ �a C Board of Supervisors Executive Director Jeremy Johnston Chief Engineer _ Chief Operations Officer Public at Governmental Chief Financial Officer Chief Human Resources I Paul Steinbrecher Walter"Darryl"Muse Affairs Liaison Jeffrey man Officer Dennis Ragosta Kimberly Richardson ngineering(4) Iistriti on(65)8t Collection Finance(3) Risk 81 Safety(1) i I Customer Service 8e Human Resources(2) GIS(6) Water Treatment(16) Billing(17) stewater Treatment Service Availability(8) (36) Procurement(2) Wastewater,Intern(1) nstructionSt Inspection( Information Technology I (5) Facilities St Fleet(6) (5) Part-Time IT Help Desk(1) Engineering Administrative vironmental Compliance Inventory(1) Assistant(1) (4) .SCADA(1) finistrative Assistant, Operations(1) Legend: Senior Leadership Team Position Management Position Supervisory Position Lead/Foreman Position Staff Position Revised 8/22/2023 Student Interns (open x4) Engineering Department Total Funded and Approved Full-time Positions 181 Net Full-time Additions,FY22/23 7 :OriviCTO:300i, Net Student Intern(5)/Part-time(1)Additions,FY22/23 +6L TotalFundedPositions,FY22/23194G ♦ a�i6AUTN � 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 — Walter'Darr l Muse Affairs Liaison(1) JeffreyWesselman Kimberly Richardson Annesia Asberry Paul Steinbrecher Y GIS&Asset Systems Service Availability Construction&Inspection , Assistant Chief Engineer Distribution&Collection Manager Manager Joseph Paterniti Services Manager (65) Finance(3) Risk&Safety(1) Benjamin Freeman Melisa Blaney Warrick Sams PSM/GIS Specialist _ Senior Service Availability Senior Design Engineer Construction&Inspection Customer Service& XavierA Aguirre Engineer Services Coordinator Water Treatment(16) Human Resources(2) 9 Darrell Damrow (open position) Linda Ortiz Figueroa Billing(17) Senior GIS Analyst7 Engineer in Training Utility Engineer Wastewater Treatment Rita Matti-Coles James Blum Heather Cavanagh Lead Construction (36) Procurement(2) Inspector — Wastewater,Intern(1) Survey/GIS Technician I Matthew King t0 Engineer in Training Information Technology (open position) Zachary Loeb I Facilities&Fleet(6) (5) Service Availability Analyst Construction Inspector Part-Time IT Help Desk(1) Jennifer Cron Survey Technician I James Griffin Joshua Reed Rafael Duran Environmental Compliance Backflow&GreasetrapInventory(1) Administrator (4) Samantha Conner CADD Technician II Service Availability Robert Dawkins Specialist,II SCADA(1) lino Smith Service Availability Specialist,I Administrative Assistant, Summer Berndt Operations(1) As-Built Coordinator Andrew Mitchell Legend: Senior Leadership Team Position Management Position Il Supervisory Position Lead/Foreman Position Staff Position Revised 8/22/2023 Student Interns (open x4) I Total Funded and Approved Full-time Positions 181 Jperations Net Full-time Additions,/Part-time 3 7 ��� C�U�r Net Student Intern(5)/ art-ti (1)Additions,FY22/23 +6 (, {- Total Funded Positions,FY22/23 194 �I StS �i�//IAUTO As Board of Supervisors Executive Director Jeremy Johnston I Public&Governmental Affairs Liaison(1) Chief Engineer Administrative Assistant, Chief Human Resources g Operations Chief Operations Officer Chief Financial Officer Officer — Paul Steinbrecher P Walter"Darryl"Muse Jeffrey Wesselman Alicia Baker Kimberly Richardson ■ General Superintendent General Superintendent General Superintendent Environmental Compliance 1anice &C Administrator Facilities&Fleet Manager SCADA ManagerEngineering(4) D&C,Asst.COO Water Treatment Wastewater Treatment Manager Finance(3) Risk&Safety(1) Loudermilk John"David"Rawlins Jim Moore Ross Bland (open position) Heather Webber John McCleary I I 1 II Chief Sewer Line Chief Field Services Chief Water/Wastewater Administrative Assistant, GIS(6) Master Electrician L Pre-Treatment Coordinator Customer Service& Inspection Coordinator Maintenance Coordinator Water&Wastewater Nick Smith Human Resources(2) g_ Billy Loudermilk Billing(17) David Deese Carl"Ricky"DeLoach II Gary Church Leslie Buchanan Asst.Chief Water/ Service AvailabilityLead Sewer Inspection Field Supervisors Wastewater Maintenance Facilities Maintenance Chief Water Treatment Treatment Inspector (8) Electrician Plant Operator Cole Procurement(2� Technician Bradley Poole Coordinator Barry Stanley Singleton Justin Raymer Richard Saucier I Matthew Cra Mike Rapp Water Treatment Plant Information Technol Construction&Inspection Water/Wastewater Operator vvonmental Scientist (5) Mechanic,Sewer TV Field Service Technicians — Maintenance Foreman Fleet Maintenanc (5) Inspection Wesley Addison Lawrence May — Specialist Dwight Garth Victoria Quick Part-Time IT Help Desk(1) tO Nick Griffin Thomas Finnegan Matthew McMullin Douglas Schutter Electronic Technician Water/Wastewater CedricBodway Engineering Administrative Barney Langford Danny Philemon Maintenance Lead Jonathan Stanley Zack Askew Assistant(1) Paul"PJ"Rosenbaum Matthew Jeffers I Fleet Maintenan Inventory(1) I (open position) Daniel Legge Anthony Walker-leave 8/37 — Technician arks Marc McMahon Mechanic,Water/ William Thomas Jack Marsh Wastewater Josh Towns Derek Bayes Chief Water Treatment Lead Locator/ROW Brett Bollinger Floyd Greer Facilities Maintena Plant Operator P Joseph Dean Technician Jason McLain Maintenance Supv Dillon Lucas II I I I I Thomas Eure Levi Johns TracyAlexan Keystone Heights/ Spencer's Dylan Moore ater Treatment Plant Mid-Clay Fleming Island Ridaught Landing Miller Street CraigRuis Jacob Crosby Peter's Creek Crossing �cate Coordinator Bradley Browning Jr Earin"Chad"Hartman erator NicOpJourdanief Wastewater Chief Wastewater Chief Wastewater Chief Wastewater Chief Wastewater Chief Wastewater William Walker (open position) Nathaniel Knepper Treatment Plant Treatment Plant Treatment Plant Treatment Plant Treatment Plant Treatment Plant Water/Wastewater Kyle Morris Operator Operator Operator Operator Operator Operator Locator Maintenance Foreman Corbin Bohanan Mike Chapman Kyle Holzschuher John Fuquay T.J.McLendon David McDonald Lyle Fulton 111111 Tony Jefferson (open position) Ronald Hill Water/Wastewater Wastewater Wastewater Wastewater Wastewater Wastewater Wastewater Maintenance Lead Treatment Plant Treatment Plant Treatment Plant Treatment Plant Treatment Plant Treatment Plant 1 ROW Maintenance (open position) Chief Water Treatment Operator Operator Operator Operator Operator Operator Technician J Plant Operator Vincent Brown Mark Duncan Darin Ernst Brad Morgan Anthony Veal Jim Richardville Mechanic,Water/ Tommy Riley Lindsey Estevez Jerry Ley Paul Stone Jesse Hellard Darrell"Glenn"Bennett Carl Silcox Wastewater Bryan Nall Shane Spicer Evan McCauley Kevin Bush Austin Gahl Kenny Milledge Brian Long Water Treatment Plant Dalton Rogers Curtis Copeland Greg Harris Carl Kight Brian Thacker Orator Wesley Bland Christopher Bryant Chief Field Operations Jonathan"Scott"Johns Be Hash Coordinator Jerry Sleezer Operator Trainee, Operator Trainee, Operator Trainee, Legend: SteDaniel Dawson ChristopherNozworth Wastewater Wastewater Wastewater P 9 hen Rencarge Wastewater,Intern I Brian Peeples Tyler Bryant Mason Dejno Bryce Adams Shane Jourdan I I Trenton Jenner Senior Leadership Lead Retrofit New Installations New Installations Repairs Repairs Team Position — Technician Foreman Foreman Foreman Foreman — Clifford Spry Kenneth Sweat Shawn McKinney Randy Green Marvin Short Management Position Retrofit Technician Lead Utility Lead Utility Lead Utility Lead Utility . Zachary Bombard-start Mechanic, Mechanic, Mechanic, Mechanic, 8/28 Installations Installations Repairs Repairs Supervisory Position (open position) Roger"Dale"Rodgers Daryl Roberts Michael Murrhee Dalton Chesser Lead/Foreman Utility Mechanic Utility Mechanic Utility Mechanic Utility Mechanic Position Casey"Elvis" Michael Echelberger Richard Bates Ian Larson Edgington Jonathan Wiggins Bryce Holeman Patrik Laniel Staff Position Jonathan Dillon Chad LeBlanc Hunter Watts Student Interns Revised 8/22/2023 (open x4) I Total Funded and Approved Full-time Positions 181 _ Finance & Human Resources Net Full-time Additions,/Part-time 3 7 Cow �y COV�r Net Student Intern(5)/ art-ti (1)Additions,FY22/23 +6 /- Total Funded Positions,FY22/23 194 G a/TYAUTN�0 Board of Supervisors Executive Director Jeremy Johnston Public&Governmental Affairs Liaison(1) Chief Engineer Chief Operations Officer Chief Financial Officer Chief HumanO e Resources Paul Steinbrecher lirI Walter"Darryl"Muse Jeffrey Wesselman Kimberly Richardson Customer Service& Assistant Chief Financial Distribution&Collection IT Manager Officer Procurement Manager Inventory Manager Risk&Safety Mana Engineering(4) Geor a Cavenas Billing Manager Angelia Wilson StanleyJurewicz (65) giana"Dee Dee"Strickland Karen Osborne g (open position) Contract&Procurement System Administrator Billing Analyst Financial Assistant Human Resource Generalist — GIS(6) Water Treatment(16) Kathleen Trice Dawn Green Cara Clark Specialist Susan Alexander Darrin Parker Lead Network Billing Clerk Financial Assistant, Wastewater Treatment Administrator AmyLevita Accounts Payable Training&Development Service Availability(8) (36) Tamantha aid Coordinator a Jonelle Cramer Freida Brown P Ashley Taliferro Wastewater,Intern(1) Ingrid Rodriguez Jamie Cribbs CCI Help Desk Technician Lauren Shupe Construction&Inspection Facilities&Fleet(6) Brandon Fields Shannon Jenkins (5) I Monica"Claire"Smith Engineering Administrative Environmental Compliance Programmer,Senior Assistant(1) (4) Matthew Pence Customer Service Supervisor 11 Marla Champion r I Customer Service SCADA(1) Part-Time IT Help Desk Representative Andrew Robertson Abigail Bradley Brigitte"Brie"Macaluso Elaine Mojica Administrative Assistant, Jessica Kirkland Operations(1) Krystal Whitsett Melissa Emery Receptionist/Assistant Secretary Lisa Christian Legend: Senior Leadership Team Position Management Position Supervisory Position Lead/Foreman Position Staff Position Revised 8/22/2023 Student Interns (open x4) APPENDIX C- EMPLOYEE ENGAGEMENT SURVEY RESULTS to 1111 EMPLOYEE ENGAGEMENT SURVEY 100% al 90% 80% i 4 i 0 70% I Z 60% , ill , v) 50% a) 0 40% Q I E LL l 30% 20% 10% 11( If_ _ L to 0% Career Work Engagement Safety Relationship Benefits Work Environment Engagement Management Axis Title FY 22-23 0 FY 21-22 FY 20-21 APPENDIX D- EMPLOYEE DEMOGRAPHIC DATA to 0 • Si • `>a N tAile 14 eitrA III i ' l hi 1 l al EMPLOYEE DEMOGRAPHIC . - FY2022/2023 AGE RAC EA 11% < • 23 ° < °/ 61-70 ° Black or African American 18-30 ' 4% Hispanic or Latino 1 23% (.1 20% Woman 51-60 r0 19% < 41-50 _ 27% 87% White 31-40 77% Man Si • �� , • • rifige 4 al, i 11 IL 1 • k I i II A 1 II EMPLOYEE DEMOGRAPHICS - FY2021 /2022 AGE RACE 12% > 18°/ 10% � 61-70 ° Black or African American 20-30 ' 2% Hispanic or Latino I 24.3% 19% Woman 51-60 r I t0 22% 41-50 L' 29% 88% White 31-40 7 5.7% Man APPENDIX E- EMPLOYEE RECOGINTIONS to Holiday Party Recognitions Engineering Zack Loeb Facilities&Fleet Tracy Alexander Rita Matti-Coles,Stevenson Ellis,Andrew Mitchel Billy Loudermilk Joe Paterniti,Warrick Sams,Angelia Wilson, Doug Schutter Kevin Ledbetter,Darrell Damrow,Heather Cavanaugh, Darrin Parker,Linda Ortiz Figuero,Zach Loeb Melisa Blaney,Kevin Ledbetter,Warrick Sams, Environmental Compliance Nick Smith Dennis Ragosta,Matt King,and Summer Berndt Victoria Quick Employee Recognitions Service Availability Jina Smith Samantha Conner Wastewater Zack Askew,III Barry Cole-5 years Jim Blum Leslie Hess Benjamin Hash-25 years Andrew Mitchell David McDonald Bradley Morgan-5 years Water Jonathan Stanley Marty Moore DarrellDamrow-ioyears Nate Knepper Lyle Fulton David Deese-25 years Cedric Bodway TJ McLendon Dwight Garth-5 years Benjamin Hash David McDonald Heather Cavanagh-5 years Brian Thacker Trenton Jenner James Byrnes-5 years Nicolas Jourdan Wesley Bland James Moore-5 years D&C Dale Rodgers Vincent Brown Jeffrey Wesselman-5 years Corbin Bohanan Lindsey Estevez Jina Gibbs-25 years Matt McMullin Darin Earnst Jonelle Cramer-5 years Daniel Legge Greg Harris Lauren Shupe-5 years Stan Singleton Jerry Ley Leslie Hess-25 years Marvin Short Curtis Copeland Lisa Christian-io years Kenny Sweat Glenn Bennett Lyle Fulton-4o years Carl Silcox Construction&Inspection Services Linda Ortiz Mark Duncan-25 years Chad Hartman Rafael Duran Michael Chapman-to years Larry May Procurement Angelia Wilson Nicolas Jourdan-5 years Levi Johns Darrin Parker Stephen Rencarge-35 years Brian Peeples Finance Trisha Norton Susan Alexander-zo years Michael Murrhee IT Jonelle Cramer Tamatha Spaid-25 years Ron Hill CS/Billing Dawn Green Vincent Brown-5years Gary Church Jamie Cribbs William Walker-25 years David Deese Lauren Shupe Zack Askew-5 years Richard Saucier Amy Levita t0 I HR Brie Macaluso — Dennis Ragosta-Acceptance into the Leadership Clay Program Susan Alexander Victoria Quick-Master's Degree in Marine Science I APPENDIX F- PLANT CAPACITY AND TREATMENT PERFORMANCE to CLAY COUNTY Px cotiH 2022 Annual Capacity Statement c,� T/- Data Collection O ' N • Potable Water X Gr/t.?YAUTN0`�ss Sanitary Sewer Utility: Clay County Utility Authority Date of data provided: 12/31/22 Prepared by: Darrell Damrow, PE SYSTEM Orange Park Pace/Fleming *Kingsley FACTOR Grid 1 Grid Mid-Clay Ravines Pier Station Keystone Grid Geneva Lake Cove Plant design capacity(1) 46.989 13.088 4.487 1.915 0.086 1.780 0.165 0.100 Population served (2) 104,557 31,762 16,557 3,392 141 5,354 414 _ 88 Average flow(3) 7.6991 2.349 1.412 0.324 0.0081 0.454 0.0301 0.015 Peak flow(3) 9.909 3.811 2.493 0.455 0.023 0.849 0.041 0.077 Reserved flow(4) 0.307 0.072 0.107 0.023 0.007 0.042 0.001 0.018 (Surplus capacity, mgd 36.773' 9.205 1.887 1.437 0.056' 0.889 0.123' 0.005 Total committed flow, mgd 10.216 3.883 2.600 0.478 0.030 0.891 0.042 0.095 (1) Maximum day capacity per plant re-rating calculations approved by FDEP, mgd to (2) Estimated existing occupied ERCs multiplied by 2.76 persons per ERC (3) Per December, 2014 Monthly Operating Report, mgd (4) Installed at 12/31/22 39,393 11,863 6,455 1,318 97 2,119 153 71 Occupied at 12/31/22 37,883 11,508 5,999 1,229 51 1,940 150 32 Unoccupied at 12/31/22 1,510 355 456 89 46 179 3 39 GPD/ ERC 203 204 235 264 157 234 200 469 Reserve flow(mgd) 0.307 0.072 0.107 0.023 0.007 0.042 0.001 0.018 Total Committed Flow, Potable Water= Peak + Reserved Total Committed Flow, Sanitary Sewer=Average + Reserved *Kingsley Cove online as of July 1, 2014. Lakeview Villa WTP taken out of service on 12/3/2013. CLAY COUNTY FY 2022-2023 Semi-Annual Capacity Statement Data Collection Potable Water X Sanitary Sewer Utility: Clay County Utility Authority Date of data provided: 03/31/23 Prepared by: Darrell Damrow, PE WATER SYSTEM Orange Pace/Fleming Keystone Geneva *Kingsley FACTOR Park Grid Grid Mid-Clay Ravines Pier Station Grid Lake Cove Plant design capacity (1) 46.989 13.088 4.487 1.915 0.086 1.780 0.165 0.100 Population served (2) 108,402 31,580 18,222 3,359 141 5,545 389 88 Average flow (3) 8.814 2.567 1.673 0.362 0.007 0.439 0.032 0.023 Peak flow (3) 10.266 3.524 2.192 0.476 0.014 0.791 0.047 0.044 Reserved flow (4) 0.316 0.084 0.154 0.028 0.006 0.039 0.001 0.028 Design Capacity Used (%) 21.8 26.9 48.9 24.9 16.3 44.4 28.5 44.0 Surplus capacity, mgd 36.407 9.480 2.141 1.411 0.066 0.950 0.117 0.028 to Total committed flow, mgd 10.582 3.608 2.346 0.504 0.020 0.830 0.048 0.072 (1) Maximum day capacity per plant re-rating calculations approved by FDEP, mgd (2) Estimated existing occupied ERCs multiplied by 2.76 persons per ERC (3) Per March 2023 Monthly Operating Report, mgd (4) Installed at 3/31/23 40,684 11,818 7,209 1,311 97 2,187 144 71 Occupied at 3/31/23 39,276 11,442 6,602 1,217 51 2,009 141 32 Unoccupied at 3/31/23 1,408 376 607 94 46 178 3 39 GPD / ERC 224 224 253 297 137 219 227 719 Reserve flow (mgd) 0.316 0.084 0.154 0.028 0.006 0.039 0.001 0.028 Total Committed Flow, Potable Water = Peak + Reserved Total Committed Flow, Sanitary Sewer = Average + Reserved *Kingsley Cove online as of July 1, 2014. Lakeview Villa WTP taken out of service on 12/3/2013. CLAY COUNTY c 0 couNr` 2022 Annual Capacity Statement Data Collection Potable Water Sanitary Sewer X Utility: Clay County Utility Authority Date of data provided: 12/31/22 Prepared by: Darrell Damrow WASTEWATER TREATMENT FACILITY Fleming Peter's FACTOR Miller Street Island Spencers Mid-Clay Ridaught Keystone Creek Plant design capacity (1) 4.990 4.000 4.000 3.000 2.370 0.074 0.250 Population served (2) 26,300 42,286 39,634 12,715 0 643 3,030 Average flow (3) 0.883 1 .887 1.687 0.773 2.040 0.039 0.137 Peak flow (3) 1.024 2.282 1.872 0.995 4.334 0.068 0.189 Reserved flow (4) 0.026 0.038 0.060 0.037 0.000 0.001 0.058 Surplus capacity, mgd 4.081 2.075 2.253 2.190 0.330 0.034 0.055 Total committed flow, mg 0.909 1 .925 1.747 0.810 2.040 0.040 0.195 to (1) Based on DEP permit, mgd (2) Estimated existing occupied ERCs multiplied by 2.76 persons per ERC. (3) Per December, 2014 Monthly Operating Report, mgd (4) Installed at 12/31/14 9,809 15,626 14,867 4,825 0 238 1,563 Occupied at 12/31/14 9,529 15,321 14,360 4,607 0 233 1,098 Unoccupied at 12/31/' 280 305 507 218 0 5 465 GPD / ERC 93 123 117 168 240 167 125 Reserve flow (mgd) 0.026 0.038 0.060 0.037 0.000 0.001 0.058 Total Committed Flow, Potable Water = Peak + Reserved Total Committed Flow, Sanitary Sewer = Average + Reserved Ravines WWTF Closed CLAY COUNTY FY 2022-2023 Semi-Annual Capacity Statement Data Collection Potable Water Sanitary Sewer X Utility: Clay County Utility Authority Date of data provided: 03/31/23 Prepared by: Darrell Damrow WASTEWATER TREATMENT FACILITY Fleming Ridaught Keystone Peter's FACTOR Miller Street Island Spencers Mid-Clay Landing Heights Creek Plant design capacity (1) 4.990 4.000 4.000 3.000 2.370 0.074 0.250 Population served (2) 26,573 42,250 39,233 13,201 23,656 742 3,814 Average flow (3) 0.849 2.346 1.690 1 .048 1.045 0.031 0.118 Peak flow (3) 1.204 2.864 1.857 1 .748 1.647 0.039 0.168 Reserved flow (4) 0.025 0.050 0.047 0.082 0.029 0.000 0.020 Design Capacity Used (%) 17.0 58.7 42.3 34.9 44.1 41 .9 47.2 Surplus capacity, mgd 4.116 1 .604 2.263 1 .870 1.296 0.043 0.112 to Total committed flow, mgd 0.874 2.396 1.737 1 .130 1.074 0.031 0.138 (1) Based on DEP permit, mgd (2) Estimated existing occupied ERCs multiplied by 2.76 persons per ERC. (3) Per March 2023 Discharge Monitoring Report, mgd (4) Installed at 3/31/23 9,912 15,637 14,608 5,156 8,809 273 1,619 Occupied at 3/31/23 9,628 15,308 14,215 4,783 8,571 269 1,382 Unoccupied at 3/31/23 284 329 393 373 238 4 237 GPD / ERC 88 153 119 219 122 115 85 Reserve flow (mgd) 0.025 0.050 0.047 0.082 0.029 0.000 0.020 Total Committed Flow, Potable Water = Peak + Reserved Total Committed Flow, Sanitary Sewer = Average + Reserved Ravines WWTF Closed I 1 Clay County Utility Authority Permit Limit v. Actual Surface Water Discharge 01/01/2022 through 12/31/2022 300 257.0 245.9 m> 200 0 L a fl. IA c 3 O a w to a a 131.0 100 32.91 29.94 31.9 15.04 . CBODS TSS TN TP •Permitted Actual Fleming Island & Miller Street WRF's of Permitted Nitrogen Discharge 20.00% — 18.00% 16.00% I 14.00% 12.00% 10.00% �Jill 111 8.00% . 6.00% - I - I - I 4.00% . I . I 2.00% 0.00% o�4, �e� �6 �a6 �a6 ��r �� aJ �e, \.�J ".• met p �o O�c, �� P *QiC ■ FY 21/22 I FY 22/23 Fleming Island & Miller Street WRF's % of Permitted Phosphorus Discharge 20.00% 18.00% 16.00% 14.00% - — 12.00% 10.00%8.00% 6.00% 4.00% 2.00% 0.00% °��� �°� e �� �a,J �a<J air P��\ J�a ,��� ��J ���,� ��� ■ FY 21/22 _ FY 22/23 APPENDIX G- KEY PERFORMANCE INDICATORS to Water Conversation Assessments 180 160 140 — 120 100 Pi 00 6 408 Li. 0 o Oct Nov Dec Jan Feb Mar Apr May June July Aug Sept •FY 2020 •FY 2021 •FY 2022 •FY 2023 CCUA Sanitary Sewer Overflow Volume Compared to Total Volume of Wastewater Treated 1.2 250,000,000 1 200,000,000 0.8 150,000,000 0.6 100,000,000 0.4 0 2 50,000,000 to 0 0 Oct-22 Nov-22 Dec-22 Jan-23 Feb-23 Mar-23 Apr-23 May-23 Jun-23 Jul-23 Aug-23 Sep-23 Volme Treated (gallons) All Plants Volume Lost v. Volume Treated (%) All Plants CLAY COUNTY UTILITY AUTHORITY KEY PERFORMANCE INDICATORS - PERIOD ENDING 05/31/2023 Days of Cash on Hand Undesignated Cash 58,248,604 /Operating Expense per day / 109,231 Days of Cash on Hand = 533 0 455 In Years 1.46 Debt Ratio Total Liabilities 96,875,980 /Total Assets / 419,242,569 Debt Ratio(%) = 23% C) 40% Debt-Service Coverage Ratio Revenue,Annualized 57,523,721 -O&M Costs,Annualized - 39,323,077 /Total Debt Service / 9,238,085 Debt-Service Coverage Ratio 1.97 !^) 1.63 Operating Ratio Total O&M Costs 39,323,077 /Total Operating Revenue / 57,523,721 Operating Ratio 68% 72% Employee Turnover tO YTD#of Employee Departures 17 Rolling 12-month turnover 23 /Total#of FTE's / 188 Rolling 12-month Employee Turnover dillM 12.2% ip 10.6% Current Ratio Current Assets 68,524,654 /Current Liabilities / 19,372,094 Current Ratio 3.54 a 2 Return on Assets Net Income 12,133,763 Net Income,Annualized 18,200,644 /Total Assets,Annualized 424,022,820 Return on Assets 4.3% 0 2.2% OT By Month - Hours 2020 vs. 2021 vs. 2022 vs. 2023 Sum of OT Hours Month FY 2020 FY 2021 FY 2022 FY 2023 Oct 1,648 1,076 1,203 1,348 Nov 1,368 1,282 1,266 920 Dec 1,358 1,508 1,335 1,400 Jan 1,588 1,508 1,475 1,680 Feb 1,481 1,328 1,368 1,361 Mar 1,326 1,649 1,742 1,383 Apr 1,143 904 975 930 May 884 781 1,026 1,038 June 933 933 983 1,261 July 966 1,287 1,024 Aug 957 1,364 1,412 Sept 1,885 1,977 1,186 Totals 15,536 15,596 14,993 11,320 OT Hours by Month to 2,000 1,500 1,000 500 0 Oct Nov Dec Jan Feb Mar Apr May June July Aug Sept ■FY 2020 ■FY 2021 ■FY 2022 ■FY 2023 OT By Month-Dollars 2020 vs.2021 vs.2022 vs.2023 Sum of OT Gross Month FY 2020 FY 2021 FY 2022 FY 2023 Oct $54,879.88 $37,001.75 $43,892.69 $57,198.39 Nov $47,306.87 $46,519.07 $47,760.37 $38,643.47 Dec $48,837.79 $107,512.99 $52,634.11 $60,271.91 Jan $57,541.95 $56,763.40 $57,352.30 $72,449.00 Feb $51,573.55 $47,353.42 $51,245.40 $57,762.39 Mar $45,734.13 $62,505.67 $65,564.29 $58,134.47 Apr $39,219.53 $30,609.88 $35,743.93 $38,850.35 May $29,468.21 $26,464.33 $37,813.41 $42,503.26 June $33,472.17 $32,516.39 $37,923.84 $52,887.88 July $33,982.05 $44,039.18 $38,543.36 Aug $32,303.97 $46,167.07 $53,785.62 Sept $64,387.25 $68,128.64 $45,594.20 Totals $538,707.35 $605,581.79 $567,853.52 $478,701.12 OT$'s by Month $120,000.00 $100,000.00 $80,000.00 $60,000.00 — $40,000.00 IIC $20,000.00 So.00 Oct Nov Dec Jan Feb Mar Apr May June July Aug Sept ■FY 2020 ■FY 2021 ■FY 2022 ■FY 2023 Water Treatment Cost per 1 kgal. by Fiscal Years $1.40 $1.20 $1.00 Y $0.80 v Q o $0.60 v I $0.40 O " II I I $0.20 II $0.00 • i ii Oct. Nov. Dec. Jan. Feb. Mar. Apr. May Jun. Jul. Aug. Sep. Month C��YYCC ouN 19-20 20-21 21-22 22-23 -Goal � <' l'I'AuiHe Water Reclamation Cost per lkgal. by Fiscal Years $6.00 $5.00 $4.00 I R $3.00 — 11 $2.00 :::: I .. Oct. Dec. Jan. Feb. Mar. Apr. May Jun. Jul. Aug. Sep. 19-20 20-21 21-22 22-23 —Goal D&C - Field Service Service Tickets Completed 3500 3000 2500 - - - — — 2000 1500 'LI 500 to 0 Oct Nov Dec Jan Feb Mar Apr May June July Aug Sept ■FY 2020 ■FY 2021 ■FY 2022 ■FY 2023 D&C - Cross Connection Inspections 450 400 350 300 250 III III 200 150 100 50 HI to 0 Oct Nov Dec Jan Feb Mar Apr May June July Aug Sept ■FY 2020 ■FY 2021 ■FY 2022 ■FY 2023 D&C- LF of Gravity Main Inspected (Linear Feet per Month) 25000 20000 - I 15000 1 I I a 10000 soon Oct Nov Dec Jan Feb Mar Apr May June July Aug Sept ■FY 20-21 ■FY 21-22 ■FY 22-23 D&C Maintenance Repairs 350 300 250 200 150 100 50 0 III — Oct Nov Dec Jan Feb Mar Apr May June July Aug Sept •FY 2020 •FY 2021 •FY 2022 •FY 2023 Fleet Maintenance Service Tickets 60 50IP 40 30 20 li to 10 I I IIT lil I ! Ilrill, I lir! IT I 0 Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sept ■ FY 21/22 ■ FY 22/23 Number of Total Contract Type of Project %On Schedule*** Projects YP Value** 37 Engineering Design & SDC* 15,850,000 81% 17 Construction 124,832,000 76% Total Contract Value $140,682,000 * SDC-Services During Construction ** All projects are currently tracking on approved budget *** Construction Schedule delays primarily due to supply chain issues,especially electrical gear Capital Improvement Plan Performance History 120000000 — Additional$27-Million in Flight $37,730,523.00 100000000 $13,013,439.77 \I$28002,437.E A 80000000 $16,462,846.81 O $14,821,832.53 \ I 0 al $7,994,538.34 I $23,469,787.37 I to 60000000 C $12,539,366.07- I to m $6,623,866.64 \ m $12,162,919.82 $6,937,898.48 0. 40000000 m $6,552,383.33- U 55 \ , 5,966.38 l 20000000 $3 ' � 0 A I i I I I 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 Projected Budget Year 2023 underway II Total Spent Total Budgeted Construction and Inspection Services (FY 22-23 Performance: Data Period Ending July 2023) Fiscal Year 2022 - 2023 Project Capital Workload Mix p Improvements 15% Subdivision I Subdivision 43% ■ Commercial Commercial I Capital Improvements 42% KPI (FY 22-23) TRACKING GO• ill DATA Number of CIP 16 NA CIP Change Orders ■ 2 per project (32) pliii Avg. Number of CIP Change Orders Per < 1 2 Project CIP Projects on Schedule 50% 95% % CIP Projects on Budget (#of projects 94% 95% completed < 5%or<$50k of budget) Avg. Daily-Monthly Development Projects 5.7 6 Inspected Per Day/ Per Inspector Avg. Daily Monthly Time (hours) Utilized 5.5 6 Inspecting Development Projects Per Day / Per Inspector EAM/GIS/Survey Department KPI Rollup Summary KPI Target Actual Comment GIS Downtime <0.1% <0.1% Jacobs contract execution +Software renewals Budget vs Target $504,070 $117,432 approaching, on track for budget Route Surveys Complete 6 6 Sketches and Descriptions 29 33 GIS As-Built Cycle Time 18 Days No target for FY23 APPENDIX H - EMPLOYEE PICTURES to 1 11 "SI t r : 4 Lown. I ' ..... );: ''' 64 'i 41 i I b 4 .._ r i . iN..„..................................____ Ali I" ,.., -4111b , '. • . •^0... ___., A'' I • r' .41111113L. P . ,. li AI. " ..... ...., , .ismigio - 1,114),(.• ' i . , i , , ... -...- i ( k .... 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