Loading...
The URL can be used to link to this page
Your browser does not support the video tag.
Home
My WebLink
About
08.a EDB CCUA_Strategic Plan
EXECUTIVE SUMMARY AGENDA ITEM: Proposed Approval of the Strategic Plan 2023 by CDM Smith, Inc. Date: February 15, 2024 BACKGROUND: CCUA and the CDM Smith team presented the strategic planning effort at the January 2, 2024, meeting. The Strategic Plan provided to the Board of Supervisors is a culmination of the Phase II efforts. Staff and CDM Smith incorporated the Board of Supervisors comments in the attached document for approval. REQUEST: Staff respectfully requests the Board of Supervisors approve the Strategic Plan 2023 by CDM Smith, Inc. ATTACHMENTS: Strategic Plan 2023 //JDJ(Author) //AB(Review) //JDJ(Final) Strategic Plan 2023 by CDM Smith,Inc. __,„ ‘,... RII 1111 f� I. _.aw r STRATEGIC -.0,,. _,,-,::., ,__ ,,,,. : --,,,,,4_,,,,,„„ L A N r. .. ., , ,, _ „ • ..,,, _.:.,. ,,, :t.,.. ,.% 6 .,.. ....,,, , , ,4 -�..gyp,. 4 r 'AY 1. Clay County Utility Authority r; + mac, • R Serving the Community through Accountability, Sustainability, and Commitment 1 v , 011 v .�; � STRATEGIC PLAN l' r.pv, Introduction Table of Contents � �4 -p.,•.,;��4 a it , �``T•3,... � Message from the Executive Director 01 Introduction 1'1`y ` 'T�p The Clay County Utility Authority (CCUA) faces significant 0 challenges in meeting the potable water supply, wastewater CCUA's Vision, Mission, and Core Values - 'r treatment needs, and reclaimed water service demands necessary to meet the growing population in Clay County, Ei 05 Keys to Success i • Florida.The CCUA team remains committed to reliably delivering _ safe drinking water, wastewater, and reclaimed water services to the residents in the community we serve. Our team also focuses 06 Strategic Priorities (Overview) _ on delivering those safe and reliable services while sustaining the This strategic plan (SP) aims to establish natural environment that is key to the community in which we all �� I , L- a working plan over a 20-year planning 10 Strategic Priority: Develop live and work.In working to achieve the delivery of safe and reliable © period where we can identify challenges, Vision of Utility Growth ��.' address those challenges, and report drinking water, wastewater, and reclaimed water services, CCUA progress over time. must overcome several challenges that are discussed in this SP. • / Build the capital infrastructure in Strategic Priority: Modernize / � l � p CCUA has a long tradition of forward-thinking and investing in 'I 2 �,t advance of customer demand. and Improve Enterprise Systems `USA , {' people, infrastructure, and technology in advance of regulatory Continue investment in developing drivers to provide long-term value to our customers. We intend water treatment and processing Strategic Priority: Refine and Document �— 1 technology to allow for diversification for this SP to build upon CCUA's previous investments and 1 Q of the water supply sources. traditions to meet the needs of the growing Clay County a Capital Improvement Program Process j- ; �_ I Continue investment in the renewal, community. 7,--„ I rehabilitation, and replacement of Strategic Priority: Implement Workforce /O 0 \ ; existing infrastructure. CCUA began investments in key infrastructure,such as advanced 1 ' CO-0� wastewater treatment(AWT),to produce public access reclaimed Development '.,©� Finance the infrastructure we are �� either building or replacing. water in the late 1990s. Today, those investments resulted in • CCUA's ability to beneficially reclaim and use roughly 65% ' Maintain financialperformance while 20 Strategic Priority: Improve and /�� = of all wastewater processed through our water reclamation ' ' ` 'f. keeping competitive rates,fees, and Standardize Work Processes =" rx charges. facilities (WRF). We will continue to expand the reclaimed �_..-_ __ -.__ --...1.„---F..., . °-:` , '--&_ water systems to provide our customers the benefit of ..� -- _ / -_- - =, x; Develop and maintain a professional, `' �^ Strategic Priority; Develop a / 1+_ - ` highly trained workforce. this valuable resource. The expansion of the reclaimed water systems will provide compliance with the State of Florida's _ Communications Plan II 1 =_ '=_ - Integrate and implement technology ��. r._ for improved customer service, Senate Bill 64 requirements to eliminate non-beneficial surface - __ operational efficiency, and water discharges. - / \ =T - _ _ organizational decision-making. - -- _ — Strategic Priority; Develop along-Term ,, _ - �, - _ $ � Similar to the investments in AWT infrastructure, CCUA invested --= _� " Financial Plan ,---.7.-- - - Develop uniform standard operating �i`_ ti= procedures (SOPs) and key in the processing of Class AA biosolids in 2006. CCUA now — _ -_4; "'"'w..: performance indicators (KPIs)for produces fertilizer-grade Class AA biosolids at five (5) of our kgesemailifigift Ltg Schedule = �' = "�"""""` operational performance,transparency, seven (7) WRFs. While other areas in the State of Florida wrestle - a= and accountability. with the challenges of Class B biosolids, CCUA's investments -t �� O _ 1,, �•= Maintain regulatory compliance are yielding sustainable benefits in the biosolids produced '�• _` Key Performance Indicators = - with the uncertaintyin the current ---�►-- while protecting the environment of the area in which we live. 1_ � _ regulatory environment. �▪ � 32 Acronym ListF_-__;._:--___-_ - ,,, -_ . _ - � -'�` - »TOC 1 Beginning in 2020, Executive Director Jeremy D. Johnston initiated an effort to reorganize the utility along CCUA's Vision, Mission, and Core Values the core competencies of operations, engineering, finance, and human resources/risk management. The reorganization also led to the development of the Senior Leadership Team (SLT) to lead those core competencies.The SLT comprises the executive director(ED),chief operations officer(COO),chief financial officer In 2020, the ED proposed to the Board of Supervisors updated vision and mission statements. Both updated (CFO), chief engineer (CE), and chief human resources officer (CHRO). The reorganization of CCUA consists of statements remain true to CCUA's core mission, which is focused on public health, safety, and providing value to department leaders with their respective department being aligned within their appropriate core competency. our customers.The updated mission statement also reflects increased importance on economic and environmental The results of the reorganization effort remain in the current organization structure. sustainability. The commitment to developing a highly trained professional workforce makes the elements of CCUA's mission possible. From the organizational structure and current capabilities, WE INTEND FOR THE STRATEGIC PLAN Mission Statement TOLAY OUT A PATH FORWARD Our mission is to develop an environmentally and economically sustainable utility that is focused on protecting the about how CCUA will continue 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 to provide and sustain long-term value to our customers. development of a highly trained professional staff prepared for tomorrow's challenges. We began the development of this SP from the transition plan and reorganization effort completed in 2021. Provided here are the core values the CCUA team developed and the keys to success and strategic priorities developed from Core Values those core values. We present an overview and framework for developing strategic priorities in financial CCUA's SLT held several discussions in 2020 and 2021 with the department leaders within the organization, management, capital improvements, enterprise resource platforms (ERPs), workforce development, The focus of these discussions was our identity as a team and our core values as an organization.The discussions operational performance, regulatory compliance,and customer engagement. with the SLT and the department leadership team (DLT) resulted in the expression of five core values that serve as The CCUA team initiated activities related to several strategic priorities. One such activity is the transition of the basis for our efforts to realize the utility's vision and fulfill our public mission. CCUA ERPs from the current resource intensive and custom-built FileMaker system to modern, highly integrated As an organization and team of professionals, the five core values are the foundation for our committment to platforms such as Workday, SpryPoint, and Invoice Cloud. While these activities are ongoing, we will discuss their operational safety for staff and our efforts to accomplish our mission to the community we serve. Our vision for objectives, progress, and future considerations related to the SP. CCUA's future is firmly grounded in these principles and reflected in the plans, decisions, and actions that will This SP provides discussion of other initiatives the CCUA team has not started related to strategic priorities. make us successful as an organization. An example of this type of initiative centers on the development of guiding financial management policies for the Board of Supervisors and CCUA management. Key objectives of SP initiatives anticipated timing, and guiding frameworks are presented. Because SP must be flexible, specific plan elements may be adjusted Q ,O in scope and timing to achieve the overarching priorities for the organization. • �`� The CCUA team will implement,track progress, and adapt to changes that occur within the community according Service ommunity Accountability Sustainability Commitment to this SP.The SP will be the communication tool for CCUA management to provide guidance to customers, Board of Supervisors, regulatory agencies, staff, and other stakeholders. To keep the SP relevant, progress ' Provide long-term sustainable value to our customers by conserving and protecting natural resources of the initiatives will be reported every year and major updates to the SP will occur every five years, while providing clean,safe,and economical water,wastewater,and reclaimed water services. 2 CLAY COUNTY UTILITY AUTHORITY I STRATEGIC PLAN »TOC 3 Keys to Success i l Service _ Q , As dedicated professionals in the water, wastewater, and reclaimed water As the population of Clay County continues to grow, CCUA will grow with it. The following keys to success have industry, we serve the community where we live and work. Our passion for been identified as the factors needed for CCUA to be successful in the rapidly changing environment of northeast service centers on the success of our mission to serve our customers, and Florida. From both the short-term volatility of the economic landscape as well as the long-term transition from a success depends on our service to each other as the CCUA team, small-to medium-sized utility, these keys will unlock CCUA's ability to provide clean, safe, and economical water, wastewater, and reclaimed water services to Clay County. 1 Community d " We highly value the community in which we live and work. We also value Realign Organization Develop and Implement Enterprise Processes and Internal Controls the community of professionals that make up the CCUA team. Our success depends on everyone working together as a team for the greater good of our Commit to CCUA Growth Vision4 Secure Water Supply organization and the community we serve. Develop Uniform Standards of Practice ik.)-cD) Comply with Regulatory Guidelines Accountabilit � Y °�� Develop and Invest in Staff Commit to New Technology • I/ Our duty as a public utility dedicated to the safe and reliable delivery of water, wastewater, and reclaimed water services requires us to be accountable in Realign Resources Achieve Long-term Financial Resiliency everything we do. We take the initiative to act responsibly, act promptly, and do the right thing. We also affirm our commitment to being transparent in our Realign Organization - Alignment of staff and Develop and Implement Enterprise Processes decisions and actions supporting our core values.We will actively communicate departments in the four keyfunctional areas(Operations, and Internal Controls - Update and modernize the our successes and failures. Accountability marries commitment to results. Engineering, Financial, and Human Resources) to enterprise resource platform to allow for enhanced �► \ Sustainability define and maintain distinct and efficient roles and internal management flexibility, business intelligence, ,O responsibilities. and decision making capabilities. We value the natural resources available within Clay County. We acknowledge and accept our leadership role as stewards of the environmental resources Commit to CCUA Grown Vision - Focus on Secure Water Supply - Ensure CCUA's future water involving water and wastewater treatment. As a leader in water supply accomplishing the utility's vision and mission to grow supply is reliable to facilitate planning and growth planning, delivery, collection, and treatment of recyclable water resources, the organization and meet the growing service area commitments despite changes in public utility, needs through increasing staff, infrastructure, and agricultural,private,water demands along with potential we will continue our tradition of a forward-looking organization to promote technology. water resource limitations. the long-term health of the community and its environment. We will continue our efforts to secure our long-term water supply, protect Florida's aquifer, and Develop Uniform Standards of Practice - Comply with Regulatory Guidelines - Meet develop as a thoughtful and efficient utility. Commitment to improve and apply equally requirements of local regulators to maintain clean and organizational standards, processes, procedures, and safe water, wastewater and reclaimed water services Commitment policies for business and operational practices. for Clay County. The commitment to CCUA's vision and mission serves as a core value for the Develop and Invest in Staff - Establish a sense Commit to New Technology - Assess and implement team and the community we serve. We stand absolutely committed to public of connection, teamwork, and expectation of new technologies to adapt to the continuously changing health and safety. Commitment to each other as members of the CCUA team professionalism. Prioritize staff training, retention, world and take advantage of new knowledge and supports our efforts to fulfill that public mission safely each and every day. Our certifications, and other activities to help grow CCUA's efficiencies. team is also committed to performing our duties for the betterment and long- most valuable assets to fulfill CCUA's obligation and commitment to ratepayers. Achieve Long-term Financial Resiliency - Maintain term sustainability of the organization and community we serve, financial stability in a volatile marketplace to continue Realign Resources-Alignment of staff and technology to fund critical new and existing infrastructure that will resources to support the realignment of the organization maintain clean, safe, and reliable water services for into the four key functional areas (Operations, consumers, support growth, and meet the goals of the Engineering, Financial, and Human Resources). organization. 4 CLAY COUNTY UTILITY AUTHORITY I STRATEGIC PLAN »TOC 5 1/4' ,4 � • V t . ' a IF .... -.. ... , • - ,...„,,, ,.,-,-. _ . . ., !�[ Strategic Priorities (Overview) _ . ,, „. - , ' i - r vt • 4ib - ' This SP represents the first comprehensive look toward the utility's future and the actions necessary to transform - r �' �. • .► j. CCUA over the next 5 years. With the construction of the First Coast Expressway, the Florida Department of -.-- r. �'V':' '- , 51 Transportation (FDOT) and Clay County will complete the transportation infrastructure necessary to drive '•� • r ♦ teerts, * _ � I � ',.ti_ I .� '�►','' - . DevelopVision / � . - -� . unprecedented growth. The population and economy of the region continues to grow, creating the potential for x . -- © // • ���, •T"'�� future water supply challenges. The aquifer that currently supplies potable water for the County is approaching `I,, : �`: ' �I�', of Utility Growth1 �, ��; sustainable limits that will constrain the potential for future additional aquifer withdrawal. The expected growth _` i\ 1 and the associated reclaimed water demands over the next 20 years will surpass the availability of the water J, Y supply from current sources and require additional changes in how CCUA supplies customer demand. • �� � �1 Modernize and Improve To successfully expand the utility's capabilities to support continued population growth and water demand, CCUA _y '' ,`-� �'0-,�' Enterprise Systems as an organization will need to focus on establishing processes and updating enterprise systems that will facilitate 1 is planning activities, standardize work processes, and develop internal staff capabilities. - ('6_1' Refine and Document tv 0 u u y to °' `•,O.-� a CIP Process i N C F C d i N - a)Q y cc N O aL+ .a �p • -tic-. . t L O SL V _O C �° 0001 Implement Workforce c O C ©� y y r �� ..i. s,. .s ry,�,,�: Development i17: CO Q E > u a ~ L -_ .� L (� --�- - -_ - -.. L C E -o 3 C 0 c _ c _ cc 0 _ 0 ° = 03 cc as ai 3 o J �.�F _ - __ ' - - °' °' a _--= -_ _ _ _ __= ,� 1 Improve and Standardize _-_ _ -0. _- - . • Strategic Priorities o 0 a) o cp o o _ - _ _=_--- - - , _ J cc U 0I 0 cc 0 o. N 0 0 Q - = = �� s' Work Processes ' v-_.,; � ',. �. . Develop comprehensive vision of utility growth to J _ - a t ii ■ ■ ■ ■ ■ ■ ■ Modernize and improve enterprise systems and z ' - - _ • • • • • • • _= procedures ..__-- _ -;- � ) Develop = --� - Refine and document a capital improvement —j—�-�---`j --- '�I -'- —�_ _ �'���-'� Communications Plan _� � - . _ planning process to improve Capital Improvement ■ • • • ■ - - - __ _ 7. Program (CIP) delivery „_-- _ -. - - 'akvair - � � Implement workforce development(talent _ ~ _ � development, staff retention, and succession ■ • • • �`—_- - planning) ---.- - f�='� ( `=\ Develop Long-Term � ; —,; -_ '"—�.. - '. r Improve, document, and standardize work • • ■ • • - �_ ��i Financial Plan = _,,.,�.. -.�_ processes - - - _ f- _ ._ -.r- �. - �.. - - - - - -•fi __l__ -- Develop a comprehensive communications plan • • • ■ ■ - '�"` S'i01•P-•�" - _ Develop a long-term financial plan to support the - - --... �- significant required infrastructure investment and ■ ■ ■ ■ ■ _ _ '�' -AwE equitably allocate the costs between customers - - -- 6 CLAY COUNTY UTILITY AUTHORITY I STRATEGIC PLAN �� i—..-- - ->>T' C 0;•� Develop a Comprehensive Vision of Utility Growth �z1 Improve, Document, and Standardize Work Processes �. , to Meet County Growth Projections CCUA must review and update existing work processes with a focus on As the population of Clay County continues to grow rapidly over the next two efficiency and effectiveness.The process review and update effort must reduce decades, CCUA must develop a plan to expand services to meet expected and eliminate labor-intensive, paper-based processes. CCUA can leverage demand. This includes identifying and securing a reliable water supply through the existing Cartograph work order management and geographic information integrated water resource planning, expanding treatment and service processes systems (GIS) software databases where possible to track work within the geographically, and establishing a sustainable rate of growth to maintain organization. CCUA's engineering, operations, and finance teams must develop fiscal sustainability for CCUA. From an organizational perspective CCUA will more complete work processes surrounding the capital planning activities grow internal capabilities, including development of mid-level resources and at CCUA in conjunction with the implementation of asset management best operational evaluations to increase organizational efficiencies. practices. ! Modernize and Improve Enterprise Systems and Procedures j-\Cr->� _� `► Develop a Comprehensive Communications Plan CCUA's current ERP system is complicated, highly customized, and resource CCUA needs to improve communications within the organization as well as to intensive. CCUA will complete and expand ongoing computer/database outside stakeholders. The SLT will develop a comprehensive communications technology assessments with an eye to developing specific, discrete, and strategy to regularly update staff on important communications, update County step-wise projects to revamp CCUA enterprise systems while supporting residents about changes to service and rates, and extend community outreach daily functions. These include completion of the recommendations from the Information Management System Master Plan and the CCUA Business programs.The communications plan will focus on clearly and concisely conveying Intelligence and Information Systems Plan Report by EMA Inc, CCUA's performance through a set of key performance indicators (KPIs), DevelopLong-Term Financial Planto Support the Refine and Document a Capital Improvement Planning �\ a on g- pp 311 ,; Process to Improve CIP Delivery vvf v= Significant Required Infrastructure Investment and Equitably Allocate the Costs Between Customers CCUA must establish processes and infrastructure to identify, plan, design, construct, and implement new projects effectively and efficiently. A defined and CCUA's SLT and financial group intend to develop a financial plan for a clear process to identify, select, and prioritize capital projects will ensure that 20-year horizon. The financial plan will forecast growth in population along CCUA builds the most important projects to meet service needs. At the same with related revenues and expenditures. Long-term financial planning will allow time, CCUA needs to expand project delivery capabilities to include alternative CCUA to expand services, meet operational needs, and implement necessary methods such as design-build and construction manager at risk (CMAR), improvements through appropriate funding strategies. An important component CCUA's use of alternative project delivery methods will present opportunities for of this will be assessing the existing rate structure and making adjustments to addressing complex projects along with expedited completion schedules. ensure that all customer classes and groups are paying equitable rates for the services provided. ZO O O1 Implement Work Force Development (Talent Development, CO"O� , Staff Retention, and Succession Planning) CCUA's staff make up the heart of the organization. Workforce development will provide training and skills development to support staff continuing to stay abreast of industry trends while increasing job satisfaction. Training in soft skills like facilitation, teamwork, problem-solving, and leadership will strengthen the development of future leaders. Clearly defined career paths,competitive salaries, and targeted benefits will encourage long-term retention of talented and high- performing professional staff. 8 CLAY COUNTY UTILITY AUTHORITY I STRATEGIC PLAN »TOC 9 „ ©, , ; Develop Vision of Utility Growth Strategic Initiatives 1. Produce Consistent, Safe, and 2. Refine Forecast Population Growth 3. Plan Capacity Increases through 4. Define Environmental Reliable Water for Ratepayers and Demand Projections Plant and Conveyance Projects Compliance Department Roles and Responsibilities As the demand for potable and irrigation water CCUA will document processes for forecasting Related to Clay County's population growth and grows, CCUA will diversify the sources supplying population growth and related demand for potable related demand for services, CCUA will need to CCUA initiated development of the Environmental water treatment plants and reclaimed water water, wastewater, and reclaimed water services. formalize the semi-annual plant capacity reporting Compliance Department in 2021. CCUA intends to systems. Regardless of source, CCUA will produce These documented processes and SOPs will initiated in 2023. In addition, CCUA needs to define and formalize the Environmental Compliance and deliver water services that meet customer include data sources,frequency of reevaluation,as develop a standardized report for conveyance Department's mission within the organization. expectations and maintain regulatory compliance. well as the roles and responsibilities in developing capacities. The standardized reporting of plant This effort will include formally defining roles CCUA will develop and enforce process checks to and approving the forecasts. CCUA intends to use treatment capacities and system conveyance and responsibilities between the Environmental ensure completed treatment processes meet both the standardized forecasting for regular updates capacities need to relate directly to population Compliance Department and the other operational specification and regulatory requirements. to the CIP planning, Clay County Planning and growth and demand for service forecasts. The departments. We will define specific objectives to Zoning Department and regulatory coordination, forecasts will drive planning, design, construction, include regulatory compliance, safe operations, as and stakeholder communications. and implementation for CIP projects. Consistent well as protection of public health and safety. and accurate forecast reporting on plant treatment and system conveyance capacities will also support CCUA financial forecasting. s• i Atiorp, ' Illb ' - - ' si,o �► .ems . , „... „----)...... .., _, .....:,... __. _ _ ..4..:/ ..if;-.-4..0....-,1-t 4.1 0,_.-•\......,1/4. -'.4 i44i- 11N111111 \ A ..t :A':.,ii.•1,. -''„_.: i1-,i.,%1...1..;,4.1,t:,i-.q:/•,::•,1•a.,' ,,-ci,-9,,%,.f,t.”.4. ,.,,., ..,.3:,,'.,._.....0.Z.'..0,:-.1'-'.:,.,:,..'_,. .'0 V M tom, . .. a; CLAY COUNTY UTILITY AUTHORITY I STRATEGIC PLAN »TOC 11 cjr -r>1 ' I Modernize and Improve1 ° --> Enterprise Systemsp � , Strategic InitiativesIrr —r 1. Replace Enterprise Resource 2. Enhance Cybersecurity 4. Design and Implement a l ... ,„ Planning Software Measures Supervisory Control and Data 1 40, - Acquisition Network -; CCUA's existing data management system is Cybersecurity is an important concern for utilities b APIIP ' 11 proprietary, resource-intensive, and highly trusted with serving the public. CCUA's goals to CCUA's implementation of OT through a j `� customized. The existing system does not function modernize both enterprise information technology supervisory control and data acquisition (SCADA) ‘ !i� as an ERP. In 2023 CCUA's team initiated the (IT) and operations technology (OT) will system is key to long-term operational efficiency 1 —and effectiveness. OT with SCADA will implementation of true ERP systems through implement and maintain appropriate and relevantsystems SIL the engagement of Collaborative Solutions (a cybersecurity measures to protect both. The allow CCUA to operate the utility's 22 water 1 consultant), Workday, SpryPoint, and Invoice cybersecurity solutions implemented will maintain treatment plants, 7 water reclamation facilities, , -,_ , Cloud. The new ERP systems will include financial a Zero Trust Architecture (ZTA). The ZTA will use and over 200 pump stations with staffing levels --.11 !! consistent with industry standards. This initiative '' le I liar reporting, procurement, inventory management controls requiring user authentication across all 4. and customer information systems, billing, major systems. well include design ofsystem architecture,selectionit of communication and data storage methods, customer work orders, time and attendance, and Human Capital Management functions. The ERP establishment of standards for equipment and _ �6 systems selected by the CCUA team will integrate 3. Continue Development of the data handling, determination of staff roles and p 6. Continue Business Case with the utility's GIS and asset management responsibilities for operation and maintenance Y 9 Enterprise Asset Management Development for an In-House systems (AMS). CCUA will maintain a need for Pro ram of the system, and installation across CCUA's g many facilities. CCUA's use of OT and SCADA Laboratory custom database systems to address specific CCUA considers an effective enterprise asset systems will improve operational efficiency, CCUA operational and customer needs. p CCUA will evaluate a business case to establish management program (EAM) essential to reduce response time when issues are detected, and equip an internal laboratory to analyze routine document high-level assets in all three operational and lower the overall risk of service disruption to operations samples locally. The business case departments, track work orders, schedule CCUA's ratepayers, will focus primarily on high-volume, low-cost predictive maintenance, and provide information samples, such as bacteriological samples, fecal for renewal and replacement and capital planning. coliform, and total suspended solids, which need 5. Ensure Data Qualit 1,,--,1 y and Inte rit Objectives of the EAM program include increasing Integrity fast turnaround times. This initiative will include , visibility of asset life cycles, improving operations evaluating the physical setup of the laboratory CCUAs use of modern IT and OT systems require �' maintenance and repair activities, and improving as well as development of the necessary safety ':•••••A 1 -f� 1..- integrity of the data to maintain effective and the CIP rehabilitation and replacement efforts. To efficient operations. This planning element will and quality protocols and certifications to run the �:�j accomplish these objectives, CCUA will need to laboratory. CCUA could realize improvements in e ,�� establish standardization for data inputs, analysis build team capabilities and improve EAM processes timeliness of support for operations to maintain --- --_---_ :t'',.t_ procedures, and reporting to ensure consistency within operations. Key steps within this initiative regulatory compliance as well as cost savings from v across CCUA's IT and OT programs. If- �/ �" include development of a standardized EAM user external sampling support services. it, 4111& ix SOWM iiiiiii manual and procedures. CLAY COUNTY UTILITY AUTHORITY I STRATEGIC PLAN »TOC 13 Strategic Priority 3 111 iff\ Refine and Document a Capital 7,, • 0 ', 'Lz)31:1 ,/' Improvement Planning Process w , , Strategic Initiatives 1. Manage and Execute Capital VI 3. Evaluate Level of Service for 4. Develop Proactive Planning for Improvement Program Projects -1 In-House Construction Rehabilitation and Renewal The objective of this initiative is developing a >' �, In-house engineering and construction for small- Rehabilitation and Renewal (R&R) planning will standardized process to manage scope, cost, to-medium pipe projects can divert resources establish a business process to include EAM schedule, workflows, and quality of Capital r from higher priority capital projects. Through this information to identify and develop infrastructure Improvement Program (CIP) projects consistently. planning element, CCUA will develop a process R&R projects and long-term R&R plans. This Staff will manage the project process from planning • , r Y for identifying projects for in-house versus third- planning process will incorporate life cycle repair and conceptualization, through design and t. ‘ ' •' partyexecution, establish threshold levels for staff costs, asset age, and risk and consequence of x_, .0 .s r. 9 q implementation, all the way to project closeout. ' 4 t' resources, standardize and simplify replacement failure to support decisions for repair versus Expected outcomes of this initiative include �. -' '� projects, and determine whether in-kind replace- replacement through CIP projects. This planning li standardized reporting of scope, schedule and ��, fin ; �"/ ments or upgrades are required. element will improve CCUA's ability to manage budget to convey progress, change management, ,, long-term CIP levels, secure financing, and meet _ • tand related variances. — service levels. di O I 44�� Ni ¢t " . 111111. r 1 ik _ 1 ..4,11111„,- lirdp 2. Refine Project Identification, 11111: � �,I ` , i��- \likocitr, Definition, and Prioritization 4% ) - 4IPC#,, This planning element will refine the process to �� �. � ,_. Al _ identify, define, and prioritize capital projects, lit.,�al- k64: I j ■■::: Procedures will be developed to identify, propose, or .4 r : _ •:EE and rank projects. The documentation generated ,. ; I ! I �• �� by the process will become a part of the project i1111.„....„._'-------„,•,.— ,�..__] ll file to ensure the project scope, goals, and _ *-- �� '` II' I mititioi- - i -�� 4 objectives remain consistent and are met upon ��•�EI + Cam` il; completion of the project. This process will f pulp I ■■■ l 1 . improve the definition of the proposed projects, Elmo■■■ thereby improving accuracy of planned versus tl 011 �� ►. Mi- li 4:k ���, actual timelines and costs. 14 — CLAY COUNTY UTILITY AUTHORITY I STRATEGIC PLAN »TOC r Strategic Priority 4 0 0 01 : co.() Too 1 o_o � Implement Workforce '‘, m ,/ Development-___—/' • 6Thili. , , Strategic Initiatives 1. Improve Orientation and 2. Develop Succession Planning 3. Encourage a Professional 4. Create a Formal Professional Onboarding Processes Policies and Procedures Performance-Based Culture Development Program This planning element will create a defined This planning element will establish a framework To ensure effective feedback for all employees, Professional development opportunities will process designed to welcome and acclimate new that identifies and prepares a leadership pipeline CCUA will assess the performance management be tailored to three key areas (new employees, employees into the CCUA culture, including a to ensure gaps created by retirements and staff process. After conducting an evaluation of the current staff, and operation supervisors/ 90-day onboarding program. A formally defined turnover are filled with qualified candidates. The current program and processes to determine department managers/executive leaders) and will on-boarding process is necessary to promote succession planning process will benchmark opportunities for improvement and employee ensure the appropriate resources are available to a positive professional culture, necessary job skills and competencies, identify skill gaps, and growth, a streamlined approach will be developed. achieve success. A leadership and professional training, expectations of performance, and inter- implement professional development plans to The approach will facilitate frequent and meaningful development program at CCUA will increase dependencies between different departments bridge those gaps. This element will also include performance conversations between employees managers' knowledge of best management within the organization. CCUA management has a leadership tracking program for staff who are and managers. The goal of this initiative is to practices and will improve team culture within placed a focused effort in developing a professional, currently not enrolled in a leadership development create and implement a performance management departments and across CCUA. team,and service oriented culture.We have stressed program but aspire to achieve a leadership position process that encourages a performance-based the need for expertise in the different disciplines in the future. culture by rewarding high performers through that make up the utility. We will continue to focus a digitally managed performance review and on service to each other as members of a team and management process. customer service to the community we serve. I NI a c 1 JD .4\17t11 I 1 I aro' ,, Ar - ill- 4 'N _ .... . -- 1 1 ID III -� 1HR Analytics **�vir. 1-* 1. „� �'�^ r, y • ..•e'"e f b .--( 1 , \ ippr il iii t. I 0 , I, 14 41 Talent SourcingPerformance& • � Onboarcling Wellness sPE'r SPEGAL SPE SPECIALIST &Acquisition I Lifetime Value &En a ementSPECIALIST SPECIALIST g g Health&Safety t * * * * * �`+� * i 1.5 lAiiik. (ii,o'. * ; fip ,__ Workforce Planning Talent Retention • /Hill//./4=0", MO ���I���f��l�lfff . r I 50 _ 25 16 CLAY COUNTY UTILITY AUTHORITY I STRATEGIC PLAN »TOC 17 Strategic Priority 4 0 0 01 / co...01 ( oo 1 , coo Implement Workforce '‘‘ m ,/ Development (continued ) \ (i , , ____ 5. Improve Employee Engagement 6. Improve Employee Recruitment 7. Establish an Incentive Program for11111111W5"1.wa nd Culture and Retention Efficiency and Quality Improvements - - �-.,1u, '"- CCUA leadership desires to reinforce the CCUA CCUA will develop a strategy to attract a diverse CCUA will develop a program that incentivizes new , •:—. Y _� ✓' '`. } culture and values and improve engagement and pool of top talent and provide a positive and safe and efficient ways of conducting operations and • - - productivity.Asenseofcommunityand involvement consistent applicant experience to meet dynamic delivering services to its customers. Implementation I s among employees is built through engagement business needs. The goal of this planning of this type of program will encourage field and ' I - activities such as establishing committees to guide element is to assess opportunities to reach office staff to develop new, better, safer and 411 CCUA policy, hosting annual and quarterly events, more prospective applicants through formal more efficient ways of conducting operations . -- •/. recognizing service anniversaries,organizing social apprenticeship programs, as well as identify and delivering services to its customers, thereby 4 %` ` 1 events, and featuring peer-to-peer recognition. benefits or nonmonetary practices attractive to improving employee engagement, retention, and taihaL17_ . Additionally, employee trust in leadership will be potential candidates and develop incentives that organizational efficiency. 1 • developed and reinforced by gathering feedback are competitive with other utilities in northeast i and transparent implementation. Florida for attracting and retaining staff. J, `* v. 8. Develop Performance Metrics, r 1, I Analytics, and Insights 1 �� (Lill CCUA Leadership intends to establish standardized • . [ • � ` - --- r r.� ��- r,,,, '" ,-,�._..y,,,.,�. ' ' metrics with regular monthly or quarterly reporting - �`•`� for operational performance safety, staff training ��,,,,r,o.• ,0� G M� and development, as well as employee retention. transition. Staffing the IT department will provide - . GrW1 ��o�a (r\ `'" '-"Y• �'� �� Establishing and reporting metrics from a CCUA with responsive support, ensuring that a„... � �:�"� comprehensive set of human capital analytics will problems are resolved efficiently and effectively. �QA-: \I le.- influence and inform strategic decision-making V)WC4 !'� -0 s/S tl?XD� and workforce planning. Human capital analytics �. ��� include operational metrics,engagement,workforce 10. Build Team Capabilities - NGlet S S demographics, performance management, safety Engineering A compliance and talent management. kyThis planning element focuses on developing it 11\ �,����`� - engineering staffs capabilities through internal and external training to manage multiple projects • 4*-VNRC 1�G l� Information Technology while leveraging external support as needed to &"431‘k oviti,'/ supplement full-time staff. Two major goals of This project element includes using external this element include (1) standardizing project consultants to assist with implementation of new management practices and training and (2) ERP systems and hiring IT specialists to maintain optimizing use of external resources to avoid - ' 011010Y41# . and support the new ERP systems after the overhiring during high-workload periods. 18 CLAY COUNTY UTILITY AUTHORITY I STRATEGIC PLAN »TOC 19 Strategic Priority 5 0 m rove and Standardizep 1 I‘‘ ,/ Work Processes , Strategic Initiatives V. . "' 1. .... 11 l k;1 k• 1. Standardize Operations and 2. Implement and Enforce a Quality 3. Define and Implement Standards ` .4 - .. '' . �' t I Maintenance Activities Assurance Program Review Processes .If; '' � �.��� CCUA intends to develop and implement standard Compliance with approved and adopted SOPs and This planning element will establish a uniform ` TO ROAD CLOSED BUSINESSES �+Z•.l•,r practices and procedures to improve operational organizational policies provide safety, consistency, CCUA standards review and update process _ OPEN efficiency and effectiveness. Standard reporting efficiency, and expected levels of service for outlining the steps required for CCUA staff to _ ! T H R U T R A F F I C from tools like SCADA, KPls, SOPs, and EAM employees and ratepayers. This planning initiative obtain approval of any modifications to CCUA's ' r-- that will provide performance information allows will establish an enterprise-wide quality assurance standards, including standard drawings and a operations management staff to closely monitor program to evaluate compliance with established specifications, approved materials, Health and 4IW. _ ` r day-to-day operations and provide consistent quality controls. This will include a set of checks Safety Manual, and SOPs. Management will j t responses to maintain, safety, product quality and on internal operations to ensure in-house work is encourage staff to update standards regularly — -- - regulatory compliance. A key component of this complete, consistent with plans, specifications, within the adopted policies and processes— planning initiative is establishing, cataloging, and SOPs, and safety policies for both operations and allowing for investment in the most cost-effective 5. Integrate Construction Services maintaining SOPs for managing work activities administration staff.The quality assurance program materials, improved operational safety, increased and Inspection Practices with Total and operational decision-making. will include audits to enforce accountability on operation efficiencies, and minimized potential Project Delivery maintaining safety and quality control processes. risk for bid protests.The process also will establish The program will focus on external interactions, a standards review committee comprising Reviewing and standardizing construction services interdepartmental touchpoints, and KPI reporting. operations and engineering staff to review and and inspection (CS&I) practices will improve approve updates proposed by staff. (1) the efficiency and quality of capital project delivery by minimizing the magnitude of change orders on the highest cost processes and (2) the , , 4. Improve Coordination with Florida quality of workmanship with consistent oversight - Department of Transportation and and standards. This planning element includes 4 County Roadway Projects documenting roles and responsibilities as projects ' transition from engineering to construction, from This planning element involves enhancing efficiency CS&I to GIS, and finally to finance, to standardize 0 0 1 / and communication for utility relocations on state information transfer at project close-out. This and county roadways. An adopted collaborative planning element will exercise and refine KPIs _ d- process for Clay County to communicate new to increase efficiencies/throughput, identify the Q . • a� ***** projects at the conceptual design phase will staffing needs to successfully manage vertical improve the required review time for impacts to construction activities, and identify construction CCUA infrastructure. These enhancements will administration augmentation needs to work through increase the ability to mitigate impacts and respond the projected CIP, to information requests timely, allowing more time to manage additional projects. 20 CLAY COUNTY UTILITY AUTHORITY I STRATEGIC PLAN »TOC 21 Strategic Priority 5 0 m rove and Standardizep 1 I'‘‘ Work Processes (continued) , 6. Equip Field Staff with Resources to _ 10. Improve Process for Assigning 12. Maintain and Improve Regulatory Optimize Performance \ a Service Availability for New Compliance Development p CCUA leadership will evaluate the needs of 11. CCUA will develop a set of policies and SOPs operational staff to minimize the number of ` ' This planning element will develop an automated to maintain compliance and minimize potential electronic devices assigned to staff and optimize the / workflow for service availability, including a violations of current and upcoming state and use of software platforms for operational efficiency �t i portal to act as the interface between developers, federal environmental regulations. This initiative Ibill - i consultants, and CCUA. This workflow automation and effectiveness. This planning element may l.l includes the development of a training program require CCUA to conduct studies to understand will allow users to electronically send and receive to inform staff on compliance-related issues and what devices will work best for field staff.The goal of 8. Improve Process for Advertising requests for service, submit plans and documents, procedures and ensure that staff understand their this planning element is to move from paper-based Solicitations provide status updates and timeline projections,and obligations to meet these requirements. CCUA submit as-builts,record documents,and lab reports. to digital processes while improving work efficiency. will also establish work processes and procedures CCUA anticipates implementing roughly Through the process of refining, documenting, and for incident reporting and escalation to Risk $300 million in CIP projects over the next 5 years. reporting of service availability permitting and Management. Efficient and accurate solicitation of these projects agreements,CCUA will gain an improved line of sight 7. Develop and Implement an will allow CCUA to better attract a larger audience to the remaining capacity for development planning. Inventory Management System of likely contractors, suppliers, and vendors. This This process will better track submittal reviews, tannin element will establish and enforce use implement a data retention policy, and reduce 13. Centralize Management of CCUA must establish an appropriate inventory planning p p Y management system with sufficient inventory of standard tools to provide CCUA's Procurement compliance risk while improving the development Environmental Compliance Data levels to support operations' effort to maintain Department with all the required information of the community customer experience. and Documents safe and reliable water, wastewater, and reclaimed and approvals to advertise, receive, review, and CCUA will centralize existing data for each of the water services.This planning element will establish recommend award of solicitations for operational 30 facilities in a single data management platform. policies and procedures that will govern the and capital projects. 11. Leverage Technology to Improve CCUA will use a database tool to track environmental Customer Service and Public Relations acquisition, storage, and distribution of inventory laboratory results from both internal and external by the inventory manager and their staff. CCUA will implement a customer-facing portal that sources and alert Compliance when there is an 9. Improve Internal Customer will allow customers to send and receive documents environmental compliance violation. This initiative Management Work Processes and provide status updates on applications for includes standardizing the exportation of data in • —ate .'... I .+ ifilf service and leak credits. This portal will help move useful formats for all areas of the organization, .� - CCUA continues to progress with the all hard-copyforms to electronic submission, creatinga dashboard function to analyze results .��0 '+ , implementation and integration of a modern y 1 i, include a payment portal, and provide users with and operational data, and using a scheduling tool .*- , customer management system (CMS).The modern _ '► • ; •, • j a real-time dashboard to track applications. The to plan for upcoming sampling events. -.NJ a.., CMS, SpryPoint, will eliminate inefficient paper- / , p L portal will improve customer service, enable' based processes and allow tracking of various `.IL- OM 0 customers to access their own water use data, �".►/ - workflows across multiple staff and departments, ,.�- 0 z_ manage their accounts, and automate the monthly ��. / r and monthly billing processes. This planning billing processes. •`••„.• , 0 t /j element will also realign existing workforce �►' • resources. CLAY COUNTY UTILITY AUTHORITY I STRATEGIC PLAN »TOC 23 / TII / �d �1I' v: - Develo a Communications Plan p , Strategic Initiatives r alsralle ORV er 1. Refresh the Clay County Utility 3. Increase Social Media Presence :...... 7. Revise Customer Service Survey Authority's Brand Image �` This planning element will expand CCUA's ability to �..`-.... ._. - CCUA seeks to develop a more effective customer With CCUA's investment in updating and reach customers and the general public bydeveloping �= -..,.., �r -. � _ service survey based on the existing survey. The modernizing the systems we use,our organizational a more active social media and communication .. survey will be sent out semiannually and will include branding should reflect these transformational presence. Implementation of coordinated and "`•�.. specific questions related to customer experience changes. CCUA's brand will represent the mission standardized messaging campaigns through social — to allow for a clearer indication of overall service and vision of the utility and communicate its media platforms will allow a streamlined distribution performance. Updates to the customer survey will 5. Maintain Proactive Regulatory commitment to innovation, safety, public health, of information that furthers CCUA's goals. enable CCUA to statistically analyze customers' Agency Communication and environmental sustainability. This branding responses and tie them back to CCUA's level of will be provided across all internal and external CCUA will maintain open lines of communication service and future decision-making. communication and digital platforms. 4. Improve Customer Issue Reporting with regulatory agencies - such as the Florida CCUA will implement a system that allows Department of Environmental Protection, St. Johns River Water Management District, and 8. Expand the Use of Business customers to report leaks, water main breaks, 2. Redesign the Clay County Utility Clay County Board of Commissioners - to identify Intelligence to Improve Performance and other issues from the website or a mobile Authority Website and participate in regulatory initiatives that could device. The program will review submitted issues impact customers, operations, or the general This planning element will expand the business CCUA will redesign the existing customer facing and assign CCUA resources to address the business. As more regulations regarding water intelligence suite of visualizations to track the website. The website will be designed for mobile concern. This new system will improve customer conservation, water supply, and new contaminants performance of all aspects of the business. It will compatibility,online payments,permit applications, engagement while reducing environmental impact progress through the rulemaking process, CCUA be a single location that combines information and service availability, and it will be a user- and increasing compliance through faster staff remains committed to protecting public health from various systems(e.g.,Workday,SpryPoint,and friendly site with similar branding across platforms. response time. and safety, as well as environmental and economic custom database system) and presents it under a Customer information will be updated through the sustainability unified dashboard. This tool will be user-friendly ERP platform, and website messaging, themes, and will allow staff to visually identify anomalies and Americans with Disabilities Act compliance __.. and inefficiencies, track performance over time, will be maintained by appropriate staff.The website "— "'-°...... '..__..__,.___...__ 6. Formalize a Community _...- and generate self-service reporting. redesign will allow customers to view and manage �� �.,. Involvement Plan all aspects of their account, •� �_ ii -- CCUA's involvement in external organizations (111L - including a review of real-time i ---- - and events throughout the community provides _ ... transactions,consumption analysis, _,_ „ ,,, the opportunity to have a deep understanding ' - q 6 ^! of community impact, collaborate on partner submission of service requests,and ®® response outcomes. == enis ` _y _ opportunities, and establish relationships that I • ® _ .. benefit both CCUA and the community. This _•- r• _ ' _ , • I , , , I .-. 4 ` "` planning element will define CCUA's community , n f ' partnerships and level of involvement in community activities. - 24 CLAY COUNTY UTILITY AUTHORITY I STRATEGIC PLAN »TOC 25 Strategic Priority i ,,, rii‘, .. 1 ___,,, Develop a Long -Term $, $ vv_-_ , — ,,., _,. / Financial Plan , , Strategic Initiatives 1. Develop Financial Management 2. Establish Financial Management 3. Create a Process to Identify, Policies Policies for Capital Improvement Pursue, and Comply with Public Grant Program Reporting to the Board of and Funding Assistance CCUA will establish a minimum set of financial Supervisors policies to govern financial decision-making in CCUA's leadership sees the pursuit of an organized and efficient manner. Each policy CCUA will develop formal policies and appropriations, grants, and other public funding will include justification, consequences, and procedures governing the development of the opportunities as a key component to CCUA's expectations. The minimum set of policies should CIP budget, tracking funds spent against the financial plan to leverage multiple funding streams include accounting policies (definition of a capital budget, identifying and approving variance, and to implement the CIP. This planning element will asset),management policies(day-of cash on hand, predicting future budgets. Staff will update project establish an annual application process for state debt ratio, debt coverage ratio, current ratio, return spending estimates monthly and brief the Board and federal grants and low-interest loans (State on assets), rate stabilization, and R&R budget of Supervisors quarterly. This process will help Revolving Fund) that streamlines responsibilities guidance and bond resolution requirements. predict spending for capital projects accurately, and informational submittals. Processes will identify cash on hand and the amount necessary include compliance with any funding assistance to borrow, and ensure projects are aligned with requirements. workforce resources. ______,_ _ _ ____ ._,____ cr 7.-- -,,,,:...„., . ki,5,-- _ _ _ /,.„.__..__. _ ,.. ______,__ __ \ ,..., ,_, (4 . .. ..... . Ad a t:att% 41. 93>" ' A IMPAt . . % ____ ____,... ,. . i $1,4.,--, - , - e _ . • __ _ ..,..siArk, "g‘lak . ,..i IIP 44w- Ade . 26 CLAY COUNTY UTILITY AUTHORITY I STRATEGIC PLAN »TOC 27 Schedule CCUA will implement the SP Initiatives over a multi-year schedule. For clarity, CCUA divided the work into three timelines: near-term (1-2 years), mid-term (3-5 years), long-term (6-10 years). The schedule below depicts each of the strategic initiatives. While some initiatives may start within years 1 to 2, the expected duration may push completion into a later time frame. H coL co (a L L L (O L L (O CO €5 a) co co a) Elements N Elements M (1) N.1 111)M m s Produce Consistent, Safe, and Reliable Water for Ratepayers • • • Standardize Operations and Maintenance Activities ■ (i I 0 c 2 Refine Forecast Population Growth and Demand Projections ■ Implement and Enforce a Quality Assurance Program ■ ' '____'2,,,' 8 .y z Plan Capacity Increases through Plant Conveyance Projects ■ Define and Implement Standards Review Processes ■ IP co D Define Environmental Compliance Department Roles and Responsibilities ■ y Integrate Construction Services and Inspection Practices with Total Project Delivery • C (A ° Replace Enterprise Resource Planning Software ■ `�°, c Improve Coordination with FDOT and County Roadway Projects ■ (n C L c 'Q Implement Cybersecurity Measures •■ E Y Improve Process for Assigning Service Availability for New Development ■ (O L CO �\ 3 L �� Nei" • E Ensure Data Quality and Integrity O c Automate Customer Service and Public Relations ■ j> > c> Relaunch Enterprise Asset Management Program ■ > Equip Field Staff with Resources to Optimize Performance ■ o L 2 a Develop an In-House Laboratory ■ Q.a Develop and Implement an Inventory Management System ■ E E c Supervisory Control And Data Acquisition (SCADA), Automation, and Control Systems • — N Improve Process for Advertising Solicitations ■ a Manage and Execute Capital Improvement Program Projects ■ Improve Customer Management Work Processes ■ /__ c y Refine Project Definition and Selection ■ Maintain and Improve Regulatory Compliance ■ / I\ R +' cal}° Il II c 0 00 Evaluate Level of Service for In-House Construction ■ Centralize Management of Environmental Compliance Data and Documents ■ i Eo —----- cc . a Develop Proactive Planning for Rehabilitation and Renewal ■ Refresh the CCUA's Brand Image ■ 0 ▪ Add Alternative Delivery ■ c Redesign the CCUA Website ■ Improve Orientation and Onboarding Processes ■ y Increase Social Media Presence ■ (o c Improve Employee Recruitment and Retention ■ 7_i 1 34 Formalize a Community Involvement Plan ■ '4 d (13 Encourage a Professional Performance-Based Culture ■ ��.'' ai 'E Maintain Proactive Regulatory Agency Communication ■ L 0 7 u- — Create a Formal Professional Development Program ■ Improve Customer Issue Reporting ■ _vm o OO\ 0 E Improve Employee Engagement and Culture ■ 0 Revise Customer Service Survey ■ CO-0�1 a ,©�/ *' o ��' d Develop Performance Metrics,Analytics, and Insights ■ Expand the Use of Business Intelligence to Improve Performance ■ • d w 0 Develop Succession Planning Policies and Procedures ■ Develop Financial Management Policies ■ Z. `° E a £ Establish an Incentive Program for Efficiency and Quality Improvements ■ \ o11) To Establish Financial Management Policies for Reporting to the Board of Supervisors • Build Team Capabilities Engineering ■ ��' G J CO Create a Process to Identify, Pursue, and Comply with Public Grant ■ Build Team Capabilities - Information Technology ■ it and Funding Assistance 28 CLAY COUNTY UTILITY AUTHORITY I STRATEGIC PLAN »TOC 29 Key Performance Indicators ACCOUNTABILITY = To execute this SP, CCUA will self-monitor progress and report back to interested parties using KPIs and the Plan- Monitoring Performance + Interpreting Performance + Initiating Action Do-Check-Act cycle. W. Edward Deming, a leading management thinker in the field of quality,famously developed the Plan-Do-Check- Act cycle to demonstrate a process for achieving continuous improvement in an organization. This SP fulfills the CCUA will always remain accountable to its Board of Supervisors, stakeholders, employees, and customers. A set Plan and its implementation will be the Do; however,for CCUA, a transparent and implementable Check portion of high-level KPIs will be established to monitor CCUA's performance toward accomplishing its strategic initiatives. of the process will be required to assess the success of CCUA in achieving its strategic priorities. These periodic Reporting on these KPIs through recurring updates and the CCUA Annual Report will provide transparency on checks will allow CCUA to Act, refining as necessary to achieve long-term strategic priorities, progress. Periodic evaluation of the KPIs provide valuable insight to determine whether CCUA should refine KPIs are the key quantifiable indicators of progress toward an intended result. KPIs provide a focus for strategic specific initiatives or adjust implementation timelines to reach desired outcomes. and operational improvement, create an analytical basis for decision making, and help focus attention on what matters most. Managing with the use of KPIs includes setting target levels of performance, or in the case of utilities service levels (such as desired flow and pressure goals) tracking progress against those targets. M. INSPECTIONS BASIN SUMMARY oMs. Ay 6,. c 411 r �.1 Managing with KPIs often means workingto improveperformance usingleadingindicators,which are precursors of V �■i.v 0C i nti 'r • 9 9 p e �dN a°N F-P••�'S N�ks.NT j°v i'N•�mi-AT,$L COST/MAINTENANCE r'a t •.. . future success,that will later drive desired impacts indicated with lagging measures. For example, monitoring and _ I 3. ,al. '�' •�-.:. •';t .._�,��, reporting the number of water main breaks can provide a measure for overall system reliability.Tracking employee �e C09T6DMMART _,ao, I '•.:.: A •.' ,.',`j training and certifications can provide insight on the success of a new professional development program, 1 � 4:m r.l 11J111111!i! . �;.. a,.µ • in r.° 44e b vy lan wJ w9 1.. On to, P.[ - GPPISNI AOLaArroulA2 u 3D Q TT.. Q 4 Q "0ne 4 4 .an L49p ve�u Enx omea o..., 1114 a E m, q cnc4nax Oai a4tlrua a.11 a SPECEIax • Rrwlh - 1 Sin x 1 NO sr. nu InetlrAs Kr,aaAr eAeea.ee pr7nn Kr 000437 1NW3n Wo3I YAt[ li]:STEOE44Ph 4YE 11 SN6PEC00* a 1,9449 314413 3804 3e0111 ref CM 4S44NHOL" W.V4mnok1rn ..., - — 07,054 231e.143 ArmVaae L 4 lea 71 1LI30 fe.r f3:.0, en ea 4eee 633441001E Wnlannmelm iu+r 1118sm WNW VA. 331,45a1113' L - . Ia]t.L0 11,E14 ON 3141: 040n cL 9YUN4011 WW....ey1m 1031N Ma*. WwRY4nr 3141riOCpONY I - 1111 a4 1]1911 1ae9 13111 Nr 001 9601433401E MW 04407eNl 211531 MI..u14350 011104414404 - °• $410i1 IDLn 031e A31414 rr r G63444HP14 WW,1•4nrm1.1m 411 or,t 0,...., • ]6re3 MM..1•bNYaAI lain,'ANOREN6 RD 1 2173.20 10Ar 3e ee mile 1Br 4R@ ra944NN011 t911'-W,Mk 1m L9f)ae MN.. VI•m Va13e rose Main s• lay" N819 fa 70 f1:.le r.ea [Cm 66uNN01E wWs4•nnmelm NPIYEAR e7.7 MANHOLESMSPECIED Id 4 FORCE NA IN EASEMENTS INSPECTED AVERAGE DAIS TO COMPLETE PLAN . DO �,01 ICJ !W: . :Lea r « hue ill P C ma r:u x .:,im.a nr4.l.ni.o�M Yw MI 252 1.]6k 72.2 NF atit‘.. ..../ ■1 GRAVITY 6EWER6 ClE0.NED all GRAVITY SEW ER IN61aEDIED SANITARY SEINEN OVERFLOWN ISSOM SPIN nrne°m4 Ac 04c. . n ACTa mEK��91eLL *:• CHECK IMAM4YI<[W•]IPSYV•REO4GTO.trT • Ream EwoomraN4ue funa MAIN a F4[<eme,dxselafvl ;'::''Yj, 17.1 0.0GIIEA6E a Gr•aleew4Nm rn manrne . SI/ \ e2.1 GRAVITY SOWER INSPECTED all FORCE MAIN ARV•REPLACED cywce3A0IGNr41-041 1 Pr334473.1.4r44•••man0W ROM I ♦.[ ,Ii ix TRE4TNEtt aUNi Ii Antrumak4:anew 4 , •(7.7).w. ( 1c- N4.Yrtwra[4 : wrP4^nY Wnnuk • •>'I:.ON•IOT MVre API00.•1e44714,M14 24.6 140 85 HOME Examples of dashboards from Columbia, South Carolina, 30 CLAY COUNTY UTILITY AUTHORITY I STRATEGIC PLAN »TOC 31 lip . '- ,. , . ibik ACRONYMS . ' •✓$ VIE - 1�w, • o: AMS Asset Management System r. Y AWT - Advanced Water TreatmentN. • e • CCUA - Clay County Utility Authority - -r � .,{ '�`�- • CE - Chief Engineer _ it CFO - Chief Financial Officer T ` '" _ - t CHRO - Chief Human Resources Officer s� - t f` M - � '•r a. CIP - Capital Improvement Program - -1 + ' ` • . • v --\ • — q\ lib. M \; �� - Y CMAR Construction Manager at Risk "•, ,_.�; CMS - Customer Management System • • ® l COO - Chief Operations Officer - � - •,,,r- 13 - -. �4- 1 . E- _ { :*tT •. -- CS&I - Construction Services and Inspection - _ .� .. _ _ / \ter"' t �. : `f<,, �: " '. f DLT - Department Leadership Team y •`; • , 41S ,61, g , t. Vel!. EAM - Enterprise Asset Management ,....___-_.:-•,,___..., c`7 _ ± '' ; ram., �.' ED - Executive Director j \ \ _ - .Z • `ti ', s= ERP - Enterprise Resource Platform 4 �" = - ri . f FDOT - Florida Department of Transportation • _ �. = t � '� ".i `"`�-• .' ., .4.4.).,424 ,. ,f‘te., • ;: ;Ai, GIS - Geographic information systems IT - Information Technology -`• id 11111h: \f, , •:: t...: �� -; Imo '�' �^ • KPIs - Key Performance Indicators _ �` _ (pM OT - Operations Technology '' ,.L ,�,�. R&R - Rehabilitation and Renewal ' ,, SCADA - Supervisory Control and Data Acquisition _ r SLT - Senior Leadership Team ;. ., _ .:‘ * ,, _ • - • �,o,� SOPs - Standard Operating Procedures SP Strategic Plan • `' _-. 4 ,........A14 cage WRF - Water Reclamation Facility , • / , . ZTA - Zero Trust Architecture •- 1 . i � - _ z>, - �� ,,=1r•°' Expansion of the Fleming Island Wastewater Treatment Facility BTU No. 3, NIA 0.0e -7 09, 11•11111011- -- Developed by C Smith cdmsmith.corn