HomeMy WebLinkAboutED Annual Report FY23-24 Final Executive Director' s
Annual Report
Fiscal Year 2023/2024
7 Jeremy D. Johnston, MBA, PE
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Table of Contents
Note from the Executive Director 1
Vision and Mission Statement 5
Summary of Goals and Objectives 6
Executive Directors Annual Report 10
Performance Evaluation, Criteria, and Schedule 64
Proposed Evaluation Form 68
Executive Directors Salary Survey 74
Appendix ..76
A. Customer Survey Results 77
B. Organization Chart 88
C. Employee Engagement Survey Results 93
D. Employee Demographic Data 95
E. Employee Recognitions 97
F. Plant Capacity and Treatment Performance 99
G. Key Performance Indicators 107
H. Employee Pictures 123
Note from the Executive
Director
The Clay County Utility Authority (CCUA) continues to demonstrate productivity while
accomplishing many key objectives for Fiscal Year(FY)2023/2024. Our efforts this fiscal year
must be considered especially important due to the significant transition of CCUA's
information systems. We identified the successful deployment of modern Enterprise Resource
Platforms (ERP) as a key objective for this fiscal year. I am very pleased to report our team
accomplished this significant objective since the ERP systems of Workday, SpryPoint, and
Invoice Cloud are functioning.
I want to acknowledge efforts of so many of the professionals on the CCUA team who do so
much to improve the organization and better serve our customers. While significant amounts
of our time and energy were directed to the deployment of the ERP systems, our team still
responded to a natural disaster from Hurricane Idalia, advanced key Capital Improvement
Projects (CIP), delivered our Strategic Plan, delivered our Rate Study, while addressing
operational repairs and maintenance needs. The only way we can successfully complete all
these efforts and objectives is by working together.
As a group,we established our core values we were going to live and work into as a team. I am
incredibly proud of all the professionals who make up CCUA holding true to these core values.
I am excited about the leadership transitions, our success remains in teamwork and holding to
the core values that make us truly a team of professionals.
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.
I am especially appreciative and grateful to the many different leaders within the organization
who do so much to serve our customers and make CCUA a great organization. You can see
their efforts from the work their teams produce,the advice they provide,the important decisions
they make, the mentoring and coaching of their respective teams, and the work they continue
to put in to improve the processes. I am truly thankful to work with the great staff at CCUA.
Page 1
Senior Leadership Team
Darryl Muse, Chief Operations Officer
Karen Osborne, Chief Financial Officer
Kimberly Richardson, Chief Human Resources Officer
Paul Steinbrecher, Chief Engineer
Department Leadership Team
Angelia Wilson, Procurement Manager
Ashley Taliaferro, Training and Development Coordinator
Benjamin Freeman, GIS and Asset Systems Manager
David McDonald, General Superintendent for Wastewater Treatment
David Rawlins, General Superintendent for D&C, Assistant Chief Operations Officer
Diana Strickland, Customer Service and Billing Manager
Heather Webber, Environmental Compliance Manager
Jim Moore, Facilities and Fleet Manager
Joe Paterniti, Assistant Chief Engineer
John McCleary, SCADA Manager
Kasandra Ortiz, Communications and Public Relations Specialist
Katie Trice, IT Manager
Melisa Blaney, Service Availability Manager
Jason Mclain, General Superintendent for Water Treatment
Stanley Jurewicz, Risk and Safety Manager
Warrick Sams, Construction and Inspection Services Manager
Administrative Support Team
Alicia Baker, Administrative Assistant, Operations
Janice Loudermilk, D&C Administrator
Annecia Asberry, Administrative Assistant, Engineering
Leslie Buchanan, Administrative Assistant, Water Treatment
Strategic Highlights
The successful deployment of the new ERPs of Workday, SpryPoint, and Invoice Cloud
remained our key objective and focal point this fiscal year. I have called this effort the most
transformational project we will undertake. The ERP transition also presents the most risk
because we are changing organizational processes and capabilities to better serve our
customers. I am very pleased to report we successfully deployed the ERP systems.
Our team put a lot of effort into the development of the Strategic Plan. The Senior Leadership
Team worked collaboratively with a professional consultant, CDM Smith, for roughly 18
months. I am very pleased to report we delivered, and the Board of Supervisors approved the
Strategic Plan in February 2024.
Our team continued progress with the Consumptive Use Permit(CUP)renewal. We addressed
all the technical comments,but one focused on the Lower Sante Fe and Ichetucknee Rivers and
Springs(LSFIRS)Minimum Flows and Levels(MFLs). This last remaining technical comment
placed a significant emphasis on the successful completion of the North Florida Regional Water
Supply Plan Project Conceptualization (NFRWSPPC) effort.
Since the Board of Supervisors approved agreements where CCUA facilitates the NFRWSPPC
in October 2023, we made significant progress. We completed five (5) of six (6) planned
workshops among the participating entities. Our consultant, CDM Smith,with the participating
entities narrowed roughly 800 potential projects down to 24 conceptual capital projects capable
of addressing the LSFIRS MFLs. We will complete the NFRWSPPC effort in October 2024.
We will seek to complete the CUP renewal with the St.Johns River Water Management District
upon the completion of the NFRWSPPC effort.
Page 2
CCUA made a substantial investment in the expansion of the Peters Creek Water Reclamation
Facility to a regional facility serving Lake Asbury,west of Green Cove Springs, and Governors
Park. We made significant progress constructing the water treatment plant and reclaimed water
storage infrastructure to serve the Governors Park development. I am very pleased to
report these projects are on-schedule to begin operations in January 2025.
Financial Highlights
I am very proud to report CCUA remains in excellent financial health. While CCUA took on
$105 million in new debt for system expansion projects, our team remains highly confident a
period of significant customer growth is about to begin in 2025. The business decisions our
team recommended to the Board of Supervisors to meet contractual obligations and service
availability demands will save CCUA customers millions of dollars over time. Our team is
ready to serve new customers and members of our growing community.
Our team along with our consultant, CDM Smith, worked on the Rate Study for roughly two
(2) years. We navigated schedule challenges created by Hurricane Ian. We also adapted to a
changing financial picture with the significant construction cost escalations bringing about the
acquisition of $105 million of new debt. I am very pleased to report we delivered the Rate
Study to the Board of Supervisors this August.
Operating Highlights
Our team saw the growth of several excellent professionals into key leadership positions within
the organization. Karen Osborne was promoted to Chief Financial Officer. Katie Trice was
promoted to Information Technology Manager. David McDonald was promoted to General
Superintendent of Wastewater Treatment. Jason Mclain was promoted to General
Superintendent of Water Treatment. These individuals serve CCUA with the utmost
professionalism and expertise. We look forward to seeing their continued growth, development
of their respective teams, and success serving the Clay County community.
Our team spent significant effort over the past several years working to address employee
turnover.We are very pleased to report the employee turnover rate for this fiscal year calculated
to 10.1%. This meets a defined goal and represents a 2.4% drop from last year. We attribute a
significant contribution to the reduction in employee turnover as the continued promotion of
the professional culture, investment in staff training and development, as well as the energy
and positive attitude contributed by so many of the people in the organization.
Our team is very pleased to report very positive results and progress across the organization.
We saw positive trends in the safety measures. We saw reductions in environmental incidents
and potential regulatory violations. CCUA won the Florida Section of American Water Works
Association (FSAWWA) Best Drinking Water Contest for the first time. We saw Excellence
Awards from the Florida Depai liuent of Environmental Protection (FDEP) go to members of
the Water and Wastewater Treatment Depar lijient. We saw significant gains related to Fleet
Maintenance. Our cycle times for the review of Construction Plans and As-built Drawings
continues to improve beyond our targeted goals. We saw great progress in our use of social
media and customer outreach telling our story and the work our team is doing serving the
people living in Clay County. Our team accomplished a lot this fiscal year.
Beyond serving the people living in Clay County, Hurricane Idalia struck the big bend area
of Florida late last fiscal year. CCUA fielded a team of trained mechanics, technicians,
and operators to provide disaster response and recovery support to the Town of Jennings. Our
team helped that hard struck community to restore utility services and clear debris to begin
their recovery. We also successfully navigated the State of Florida Emergency
Management processes for reimbursement of those disaster response and recovery
support efforts. Our team's willingness and ability to step-up and serve in the face of
disaster has been noticed by many in the State of Florida.
Page 3
I close the operational highlights noting the deployment of the new ERP systems touched many
elements of CCUA's operations. For example, Workday now handles employee time and
attendance. CCUA's purchase order, receipt of materials, and accounts payable systems now
reside in Workday. Our customer work order system is now managed through SpryPoint.These
examples along with many others demonstrate the significant amount of change our team
continues to work through. While the learning curve is significant, our team continues to make
progress and improve.
Looking Ahead
We consider FY 2023/2024 very successful in accomplishing the objects defined for the year.
Looking ahead to FY 2024/2025, our team will focus on improving processes and standardized
reporting through the new information systems to drive great efficiency. We will look to
improve the conduits of communication with our team, customers, and stakeholders. We will
work with our customers and stakeholders through conversations about equity in CCUA rates
across all customer classes. These are just a few of the goals and objectives discussed within
this Annual Report. We understand we have a busy year ahead of us serving the people of Clay
County. The busy year ahead makes teamwork and collaboration even more important for
everyone's success.
Jeremy D. Johnston, MBA, PE
Executive Director
August 21, 2024
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Page 4
Vision and Mission
Statement
Vision Statement
Provide long term sustainable value to our customers by conserving and protecting natural
resources while providing clean, safe, and economical water, wastewater, and reclaimed
water services.
Mission Statement
Our mission is to develop an environmentally and economically sustainable utility that is
focused on protecting the public health, safety,and general welfare by providing clean and
safe potable water, wastewater, and reclaimed water services through conservation of
natural resources, diversification of the water supply portfolio, and development of a
highly trained professional staff prepared for tomorrow's challenges.
Page 5
Summary of Goals and
Objectives
1) Customer Engagement: Ensures timely and effective communication, as well as quality products and
services, are provided to CCUA customers.
a) Develop, report on, and execute a customer engagement campaign for the deployment of the ERP
systems with SpryPoint's customer-facing portals. np e
b) Staff will continue development and reporting of customer satisfaction surveys aimed at providing
statistically relevant feedback to improve customer service, operations,training, etc.: Placed on hold
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 Andrew Leopard and Jimmy Wilson v. Clay County
Utility Authority: Ongoing
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: MIM
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) Corn lete and present a Strategic Plan for the Board of Supervisors review and consideration.
mple
b) Complete and present a Rate Study for the Board of Supervisors review and consideration.c) Complete and present the Biennial Report. p e e
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:
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:
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 continue
Page 7
b) Continue engagement with the SJRWMD regarding CCUA's submitted CUP renewal application.
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c) Continue to actively engage with the SJRWMD, SRWMD, and FDEP on the LSFIRS MFLs.
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d) Reduce violations related to equipment CCUA operates and maintains. 111.irsfully adv'
e) Present plan for implementation of a sampling database in FY 2024/2025. Complete
f) Continue development of Environmental Compliance SOPs. On-going
g) Continue to remain engaged with regulatory rule development. Milsfully
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 budget ratio.b) Maintain our Current Ratio at 2.0 or better.c) Maintain our Debt Ratio within the planned budget ratio.d) Present financial management policies for consideration and approval by the Board of Supervisors.
On-going
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) Complete the ERP Project and successfully launch those systems. Complete and progressing
b) Present IT/OT Cybersecurity Policies. On-going
c) Engage an Inventory Management consultant. Complete
9) Public Stakeholder and Government Affairs Engagement: Promotes a healthy working relationship
with governmental entities and public stakeholders.
a) Develop, present, and successfully launch a public/customer engagement campaign regarding the
launch of CCUA's new customer-facing portals and systems. complete with continued progress
b) Remain actively engaged in the legislative process with our lobbying firm GrayRobinson.
Successful lv�cLuauri n i
c) Pursue legislative funding or grant opportunities for at least two (2) CIP projects. complete
d) Continue to represent CCUA as part of the FWEA UC.
e) Continue development of the stakeholder surveys. On-hold
f) Pursue opportunities to represent CCUA at either state or national level conferences. Successfully
Page 8
10) Intangibles: This category is to evaluate the Executive Director's response to unexpected and/or
unforeseen events.
a) Develop an annual Hurricane Disaster Planning and Response Workshop. M[te
b) Hurricane Idalia preparation, response, and support to the Town of Jennings: Mplete
c) Continue efforts advancing a North Florida Regional Integrated Water Supply Projects Framework.
Total Goals: 36
Successfully achieved and/or successfully ongoing: . (80.6%)
On-going with continued progress and/or development: 7 (19.4%)
Did not complete or not achieved: 1(0.0%)
Performance Goal Summary
35
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Successful On-going Did not complete
Page 9
Executive Director' s Annual
Report
Page 10
Customer Engagement: Ensures timely and effective communication as well as quality products and services.
Enterprise Resource Platforms (ERPs) Deployment
System implementation and optimization of the new ERPs of Workday, SpryPoint, and Invoice Cloud remained
the key objective and focal point this fiscal year. The implementation of the ERPs is transforming our interactions
with our customers, vendors, suppliers, etc. Monitoring and optimizing processes to maintain and improve
response times, accuracy, and overall customer satisfaction remains key.
In September 2023, we engaged the Dalton Agency to assist the CCUA team with customer messaging support
for the ERP transition. Our messaging campaign centered on the biggest transition for customers to the SpryPoint
customer portal. The Dalton Agency prepared a marketing plan that included emails, graphics, schedules, etc.
We initiated a marketing campaign to inform customers of the new portal beginning in December 2023.The initial
marketing efforts were short teasers of the planned customer portal change. The major customer engagement
campaign began in earnest about six (6) weeks before "go-live". Our engagement campaign culminated with a
series of emails inviting customers to register their accounts in the new SpryPoint customer portal.
A lesson learned in the marketing campaign focuses on understanding our following on social media. CCUA has
not maintained a significant following on social media outlets such as X (formerly Twitter), Facebook, or
Linkedln. Data analytics from those platforms indicates our largest number of impressions on social media prior
to "go live" was under 100. The data further indicates our marketing campaign on social media did not have a
significant reach.
The Customer Service and Billing Department faced a significant challenge this fiscal year with the deployment
of CCUA's new ERP systems. Specifically, the deployment of the new Customer Information System (CIS) and
billing platform, SpryPoint, presented a significant learning curve. Our team completed two (2) different
weeklong training sessions preparing for the deployment of the new ERP systems.
After "go live" with the new ERPs, we experienced a significant increase in the number of telephone calls and
emails inquiring about account registration in the SpryPoint portal. CCUA maintains forty-three (43) telephone
lines for all operations. We experienced periods where all lines were occupied. These calls often lasted fifteen
(15) minutes or more, leading to extended wait times and increased customer frustration. Consequently, staff
prioritized administrative tasks, which further contributed to long hold times, dropped calls, and heightened
customer dissatisfaction. We began working directly with managers and supervisors to better prioritize work
efforts and address these issues.
Staff was further hampered by issues created by two (2) of our ERP vendors, SpryPoint and Invoice Cloud. As
previously reported to the Board of Supervisors, SpryPoint sent an errant data set to Invoice Cloud leading to
incorrect crediting of payments to accounts. In addition, Invoice Cloud incorrectly returned customer payments.
While these errors affected less than 1% of customers, these issues occurred during the initial high call volume
period resulting in further frustration.
We redirected resources inside the organization to support answering customer phone calls. In addition, we set-
up a kiosk to aid customers registering their accounts in the new SpryPoint portal. We also hosted an after-hours
customer sign-up event on Saturday, June 29, 2024, to further engage customers to not only sign-up for the new
customer portal,but to also learn more about CCUA.
Page 11
Since the implementation of our new Customer Engage Portal and the writing of this report, we now have 22,061
customers who have registered on-line accounts and 17,640 customers who have enrolled in the Auto Debit
Program. During this fiscal year, the CSPR Department handled a daily average of 54 walk-in customers, 52
drive-through customers, 395 web contacts and 232 calls. These calls were received with an average answer
speed of 331 seconds (5.52 minutes).
The graphs below show the results for customer contact activity so far, this fiscal year.
Average Customer Contacts Per Day Per Month
1100
1050
›• ' 1950 —
—
• 900 —
• 850
Q 800
750
e 700
g 650
U 550
c 500
O 400
50
�j 300
200
H 150T I.. I.. Al I.. I.. 11
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•Calls Per Day ■Walk In ■Drive through •Web Contacts
Customer Call Answer Speed and Drop Total
1600
1400
1200
U 1000
800
O 600
U 400
200
__ ._ ■_ ._ __ ._ i I • I.
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•Answer Speed ■Total Dropped
Page 12
The Customer Service and Billing Department typically serves as the first point of contact for our customers. This
department, as part of Financial Operations, tracks the average customer service cost per customer account. The
American Water Works Association (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.
Customer Service Cost per Account 2023-2024
Fiscal Year
$35.00
}, $30.00
t' $25.00
5 $20.00
$15.00 -
U $10.00
$5.00
$0.00
Customer engagement survey
Our team placed some effort to get both a regular and an annual customer engagement survey functioning. We
continued the annual customer engagement survey with survey results summarized in Appendix A. We are very
pleased with the customer engagement survey results showing roughly 81% either very satisfied or satisfied in
the service received from our team.The survey responses also indicate the most effective conduit to communicate
with our customers were either email(64.8%), a notice in the bill (8.9%), or our website (10.3%).
We suspended the use of the regular customer engagement surveys in the first quarter of this fiscal year. Our team
faced challenges in adjusting the survey to fit specific areas of questioning tied to services customers engaged
CCUA staff on. In addition, our team at the time was not able to evaluate the survey response data to provide
meaningful feedback to improve our customer service. We intend to explore alternative channels to gather
meaningful feedback from customers moving forward.
We discuss other avenues for customer feedback, such as social media, in the Public Stakeholder and Government
Affairs Engagement section of this report. Our team considers feedback from customers incredibly important.
Our team intends to develop an effective way to use both social media as well as a direct survey tools to solicit
feedback from our customers. In the next fiscal year, our team will brief the Board of Supervisors on the social
media performance measures as well as a recommended approach to regular customer engagement surveys.
Conserving Clay Leak Detection Outreach Program
During this fiscal year, the CCUA team has contacted 1,559 customers through our Conserving Clay Leak
Detection Outreach Program. We have conducted and processed 437 Water Conservation Assessments (WCA's),
free of charge. So far this year, this program has enabled our customers to save 23.4 million gallons (MG) in
water loss due to a leak. Overall, customers have saved at total of 365.2 MG since the program was established
in December 2014.
Page 13
Average Savings Per Month
$200.00
$150.00
$100.00
i °:° iiIii. nI
I I II
■2022/23 ■2023/2024
Our team engaged a few customers in February and March who experienced leaks with large volumes of water
lost resulting in exceptionally large savings calculations. Our team worked with the customers to address those
leaks in accordance with CCUA polity. We went live with the new customer systems in April 2024 resulting in a
temporary hiatus with the leak detection program. We will resume the Clay Leak Detection Outreach Program as
we become more proficient with the new information systems.
Customer Assistance
From October 1, 2023, through July 1, 2024, CCUA customers have donated $3,313.77 to CCUA's Lend-A-
Helping-Hand (LAHH) program. A total of$3,314.75 has been distributed to customers in need. The current
available LAHH balance is $10.00.
Leadership and Team Development
Over the next fiscal year, we will focus on further developing leadership and team skills within the Customer
Service and Billing Department. You will find details about the turnover rate in this department in the Human
Resources section of this report. Despite experiencing a high turnover rate, we are very pleased with the hard
work and dedication of the key staff who remain. We are also excited about the new members joining the CCUA
team. Recognizing the importance of properly training and developing these qualified professionals, we are
committed to investing in their growth and development.
Plan development for future multiple billing cycles per month based on geographic areas
Currently, CCUA operates with a single billing week. This means every CCUA
customer is billed within the same week. To our knowledge, CCUA is the only
utility completing all customer billing within a single week. The way we bill
customers creates significant highs and lows in workload for the Customer
Service and Billing Department and the Distribution and Collection ■ ■ ■ ■ ■
Department.As CCUA grows,attempting to read customer meters and bill those
customers within a single week will continue to place a growing strain on • • • • •
available resources as well as face limitations in the capabilities of the ■ ■ ■
equipment. Over the next fiscal year, we intend to develop a plan to spread this
workload across an entire month.
Page 14
In the deployment of the ERPs,we anticipated the need to shift billing from a single week per month to completing
assigned billing cycles weekly. Our team set-up billing cycles based upon geographic areas within the new
SpryPoint billing system. Over the next fiscal year, our team will prepare a plan to transition from a single billing
week each month to processing certain billing cycles each week of a month. Our team will present this plan to
the Board of Supervisors for consideration and approval prior to implementation in Fiscal Year 2025/2026.
We anticipate shifting from a single billing week to billing cycles based on geographic areas each week will
require a significant amount of customer engagement and education. We will prepare a communications plan as
part of the shift to billing geographic locations on a weekly basis. This shift may result in short-term variations in
billing amounts, which could cause confusion if customers receive bills that are higher or lower than usual. We
will implement a robust messaging campaign and establish a plan to address these situations where bills are higher
than expected due to a potentially longer period between bills.Like the plan to transition billing cycles to a weekly
basis, we will present a communications plan to the Board of Supervisors for consideration and approval prior to
implementation.
Update to Organizational Brand
CCUA maintains a long tradition of forward thinking as well as investing in technology and infrastructure before
regulations drive these issues. Our customers and residents of Clay County benefit from CCUA's investments in
Advanced Wastewater Treatment (AWT), reclaimed water for irrigation, Class AA biosolids processing, and the
pilot project testing potable reclaimed water. CCUA maintains a robust water conservation program helping
customers better manage their water use. CCUA began a trend of building a sustainable workforce through the
implementation of the high school internship program and the Professional Development and Training Program
(PDTP). Our focus on sustainability, public health, safety, conservation and protection of natural resources, as
well as the development of a highly trained professional staff leads us to consider updating CCUA brand.
CCUA's logo has long been a faucet with a drop of water. Stakeholders expressed interest in why do we have a
leaky faucet as our logo?Consistent with the Strategic Plan,we intend to prepare concepts for CCUA's rebranding
in the upcoming fiscal year for consideration by the Board of Supervisors. If approved,we plan to launch CCUA's
rebranding in Fiscal Year 2025/2026.
FY2024/2025 Goal(s):
1. Provide a briefing to the Board of Supervisors regarding CCUA's social media activities and performance
measures.
2. Provide a briefing to the Board of Supervisors regarding a recommended approach to customer feedback
surveys.
3. Develop and implement on-boarding and training modules for the Customer Service and Billing
Departments.
4. Develop a plan for Board of Supervisors consideration and approval to shift the single week monthly
billing process to billing geographically based cycles weekly.
5. Prepare rebranding concepts for consideration by the Board of Supervisors.
Page 15
Risk Management: Identifies risk and recommends and implements policies and procedures to mitigate the
overall risk to CCUA and its employees.
Evaluation of Insurance Requirements
Our Risk and Safety Manager, Stanley Jurewicz, continued efforts evaluating potential insurance alternatives and
opportunities after last year's nearly 70% increase in insurance premiums to $1,927,033. The potential insurance
alternatives included changes in deductibles, coverage amounts, and self-insurance options. Mr. Jurewicz
presented the potential insurance alternatives to the Board of Supervisors on June 4, 2024. In addition, he
presented management's approach of seeking competitive quotes from another insurance broker to verify the
competitive pricing of CCUA's insurance coverages.
CCUA has worked with the insurance brokers from Brown and Brown since the inception of the Authority in
1994. We have not experienced any issues with the performance of Brown and Brown. However, CCUA's
insurance premiums have more than doubled since 2020. While the cost to replace CCUA's assets have certainly
risen with the rapid inflation of construction costs, the average insurer contribution of claims of$183,429 raised
many questions on the insurance premiums and coverages versus the claims.
We expect the competitive quotes from the two (2) insurance brokers to reveal cost savings for our rate payers.
We will report to the Board of Supervisors the results of the competitive insurance quote process.
Hazard Identification and Risk Assessment (HIRA)
Our team advanced the HIRA effort this fiscal year. Stanley Jurewicz completed facility inspections and
assessments of various risks. Stanley provided the Board of Supervisors a briefing with a full report on the HIRA
effort on June 18, 2024.
The HIRA report comprehensively assessed hazards and risks across CCUA, encompassing enterprise, risk
management, and operational considerations. At the enterprise level, we identified and presented the top twenty
(20) risks facing CCUA. For risk management, historical claim data was meticulously analyzed to forecast
potential areas of future claims. Operationally, the report included detailed reviews of each occupational safety
program, an overview of security measures, and comprehensive results from facility inspections.
Looking ahead, we prioritized for the coming year the development and assessment of existing and alternative
treatments for each of the identified enterprise risks. We will also reassess the likelihood and impact of these risks
to refine our mitigation strategies further. Operationally, we committed to enhancing our efforts by continuing
regular facility inspections, increasing the field presence of our Risk&Safety Manager to observe work behaviors
firsthand, and conducting a thorough review and enhancement of our hazard communication and chemical safety
protocols.
These initiatives underscore our proactive approach to risk management and commitment to ensuring the safety
and security of our operations. Together, we strengthen CCUA's resilience and readiness for future challenges.
We see the HIRA effort as part of the safety culture within our organization. Our team will continue to evaluate
potential risks and identify whether avoiding, controlling, mitigating, or transferring those risks as appropriate.
As we advance the HIRA effort, we will provide the Board of Supervisors annual updates regarding progress and
management decision making.
Page 16
Lighthouse Ethics and Safety Hotline
CCUA maintains an ethics and safety hotline for employees to anonymously report ethics and safety issues. We
received zero (0) reports through the hotline this past year.
We received, via email, a single anonymous complaint against three (3) employees in June 2024. We followed
our process and commenced an investigation. Stanley Jurewicz and Kimberly Richardson, Chief Human
Resources Officer, completed a thorough investigation of the anonymous complaint. Our team coordinated with
our legal counsel regarding appropriate actions to address the issues discovered in the investigation. We acted
accordingly and within CCUA policy.
The investigation did reveal differences regarding the training of staff seeking licenses from the State of Florida.
We also discovered inconsistencies regarding documentation of such training. We initiated the development of an
Operations Training Policy aimed at documenting key information listed below.
• Who is being trained as an Operator,
• Who is training the Operator,
• Key training objectives to be completed,
• Completion of tasks demonstrating competency with CCUA equipment and facilities.
We anticipate completing the Operations Training Policy by October 1, 2024.
Legal Cases
CCUA remains engaged with a single legal case resulting from the disaster caused by Hurricane Irma in 2017.
The case of Andrew Leopard and Jimmy Wilson v. Clay County Utility Authority did not see activity.After nearly
a year of being dormant,the plaintiff's attorney filed a motion to set a trial date. We agreed to a trial in June 2025.
We remain ready to engage and hopefully resolve this case.
Last year, we resolved two (2) legal cases involving CCUA construction projects. Our team took the opportunity
to meet and learn from some very important lessons from those cases. We organized and facilitated a Legal
Lessons Learned workshop on January 25, 2024.
We included both CCUA staff and our legal counsel involved in representing CCUA.We discussed events leading
to the litigation, key issues involved in the litigation, and how do we mitigate the key issues in the future. We
have incorporated many solutions discussed at the workshop. We have several recommendations from the
workshop, such as contract standardization, in development.
FY2024/2025 Goal(s):
1. Continue annual reporting on advancing the HIRA effort.
2. Provide the Board of Supervisors recommendations regarding potential insurance coverage changes.
3. Implement an operations training policy.
Page 17
Safety: Ensures CCUA facilities and employees operate in accordance with OSHA standards by allocating
sufficient resources and modifying or establishing applicable policies and procedures.
We place safety as a central consideration in everything we do. We expect everyone in the organization to think
about safe operations and execute our daily tasks safely. Our team talks about the expectation that every member
our team goes home to their families without incident. We placed safety within both the Vision and Mission
Statements. Our team repeats safety themes often to keep them at the forefront of everyone's minds.
In recent years,our team completed an update to CCUA's Health and
Safety Manual(HSM). This fiscal year, Stanley Jurewicz completed N ��� _'1`
an Emergency Quick Reference Guide. This pocket size quick «� =
reference provides important information every employee can — * URGE
quickly refer to in the event of an emergency. Every CCUA EM V 1 ' G E N C Y e
employee received a copy of the quick reference guide. We see this * . i I
Emergency Quick Reference Guide further keeping safety related * A WARNING -0 «� •
information at the forefront of all our operations. Clay County Utility Authority
Emergency Quick Reference Guide
Recordable Incident Rate (RIR)
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 FY2023/2024, CCUA
experienced one (1) claim that met OSHA's definition of reportable.
• CCUA RIR for FY 2023/2024 calculated to 0.56.
• The industry average for all industries, private and public, is 3.0.
• The industry average for local government water and sewage utilities is 5.4, which indicates our work is
relatively high risk.
RIR
2.5
2
1.5
1
0.5
0
19/20 20/21 21/22 22/23 23/24
Page 18
Experience MOD Factor
The Experience Modification Factor 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 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 (3) years ending
10/1/2023).Nonetheless, over time it offers a relatively robust measure of performance that accounts for industry-
specific variations. CCUA's Experience Modification Factor for the past year is 0.95.
Mod Factor
0s
00
0
19,'20 20; _ 21/2 -- _-
As a reminder, the increased MOD Factor in 2022 related to a single incident involving a CCUA employee. In
that incident, our employee was roughly 100 feet off the road and parked when struck by a dump truck that blew
a tire and veered of the road. Our employee, who was injured in the incident, filed a Worker's Compensation
claim. The employee recovered and returned to work. We have not experienced any other major claims since that
incident.
FY2024/2025 Goal(s):
1. Maintain an RIR at or below 3.0.
2. Maintain a MOD Factor at or below 1.0.
Page 19
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 completed and delivered the Strategic Plan to the Board of
Supervisors in January 2024. The delivery of the Strategic Plan
culminated roughly two (2) years' work with the Senior Leadership
Team and our consultant, CDM Smith. The Strategic Plan lays outIlibliqh,
strategic priorities and strategic initiatives within those priorities. Our
team will use the Strategic Plan as a guiding document to not only
direct our efforts,but also reporting our progress.
Within the adopted Strategic Plan there are twenty-seven Strategic
Initiatives scheduled within the first 1-to-2-year planning window. To
date, our team started and either completed or are successfully s T A T E C
advancing eight(8)of those initiatives. Our team started and continues PLAN
to advance another fifteen(15) of the Strategic Initiatives. This leaves Clay County Utility Authority
four (4) initiatives we intend on starting and advancing within the V*
short-term planning window.
Rate Study
Our team completed and delivered the Rate Study to the Board of Supervisors in August 2024. This effort proved
to be challenging due to several factors. As reported to the Board of Supervisors in December 2023, we
experienced challenges related to cost of projects within the Capital Improvement Program(CIP).Also, our team
recommended, and the Board of Supervisors approved the Lake
Asbury Master Planning Area (LAMPA) Trunk Main Capital
Clay County Utl illy Authority Recovery Policy to spur growth and development. Both the
RATE EVALUATION increased CIP costs and the LAMPA policyled our team to
AND DETERMINATION
recommend the acquisition of $105 million of debt for the
expansion of CCUA's systems affecting the Rate Study Analysis.
While we see increased CIP costs driving the most recent proposed
— 1-_. ► _, rate increase, we anticipate these pressures moderating in the
future as indicated in the study.
LThe Rate Study completed by the CDM Smith team provided a key
recommendation to apply the tiered rate structure to all customer
- ` classes. The recommendation centers on guidance from the Board
of Supervisors regarding equity in the fact a dollar per gallon
should the same regardless of customer classification. CCUA uses
,r„ mod, a tiered rate structure for residential customers as required by our
Consumptive Use Permit (CUP) from the St. Johns River Water
Management District (SJRWMD). Residential customers
comprise over 90% of CCUA's customer accounts. Commercial
customers would be impacted by the recommendation.
Currently, commercial customers pay a flat rate for water and sewer services. CCUA's flow charges for
commercial customers are proposed to increase to $2.72 per 1,000 gallons (kgal.) in Fiscal Year 2024/2025. Our
team's analysis shows roughly 80% of commercial customers would fall within the Tier 1 water use. The
Page 20
recommendation to apply the tiered rate structure across all customer classes would provide a financial benefit
because the proposed Tier 1 water flow charge is $1.82 per kgal. However, the implementation of a tiered rate
structure across all customer classes would have a financial impact on our highest water users with the flow
charges for Tiers 2, 3, and 4 being proposed respectively at $5.39, $6.99, and $8.95 per kgal.
Should the Board of Supervisors approve the implementation of the tiered rate structure across all customer
classes, we plan to undertake a significant customer outreach effort throughout FY 2024/2025. We would aim to
commence the first phase of implementing the tiered rate structure across customer classes in FY 2025/2026.
Biennial Report
CCUA's Florida Utility System Revenue Bond Resolution, adopted on
December 14, 1993, requires us to perform a Biennial Engineering
Evaluation Report. Our consultant, Kimley-Horn and Associates, Inc.,
completed and delivered the Biennial Report to the Board of CLAY COUNTY UTILITY AUTHORITY
Supervisors in February 2024. The objective of the Biennial BIENNIAL ENGINEERING EVALUATION AND REPORT
Engineering Evaluation Report aims to ensure to the Board of F CAL YEARS
2022.1O'°"
Supervisors and the utility creditors CCUA's management is
adequately maintaining the utility systems. Kimely-Horn and
Associates, Inc., Project Manager on this effort, Kelly Smith, PE,
presented the conclusions listed below to the Board of Supervisors.
1. The water, wastewater, reclaimed systems are properly
maintained and in good condition. (e))
KimleyoHorn
moidik
2. The utility is complying with required State and Federal
regulations governing the operation of the utility.
3. CCUA's debt service coverage ratios meet the requirements outlined in the Bond Resolution.
4. Based on the review of the CIP, it appears that CCUA has properly funded improvements related to
Renewal, Replacement, and Betterment, System Expansion, and Alternative Water Supply.
5. CCUA executes their mission through the strength, vision, and overall strong management of the utility.
FY2024/2025 Goal(s):
1. Upon approval of the Rate Study recommendations by the Board of Supervisors, complete a customer
outreach campaign regarding the implementation of the tiered rates structure across all customer classes.
Page 21
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.
Throughout the fiscal year, CCUA's Human Resources depai lment achieved significant milestones aimed at
enhancing employee engagement, development, and organizational effectiveness.
Employee Communication
Effective employee communication serves as the cornerstone of a productive and engaged workforce. Good
communication plays a pivotal role in aligning organizational goals, fostering a supportive work culture, and
significantly enhancing overall employee satisfaction.
We recognize the importance of capturing diverse viewpoints, which we diligently collect through employee
surveys. These efforts enable us to gather valuable insights into communication effectiveness and identify specific
areas for improvement.
In response to feedback received in the FY 2022/2023 Employee Engagement Survey, we are committed to
addressing concerns regarding the accessibility and clarity of communication channels.Leveraging advancements
in communication technology, such as the implementation of innovative tools and platforms like Workday,
including collaborative workspaces and intranet solutions, is integral to facilitating seamless interaction and
information sharing across the organization.
Furthermore, we are enhancing transparency and accessibility through regular monthly departmental meetings
and the distribution of monthly employee newsletters. Recently, the Senior Leadership Team released CCUA's
Strategic Plan,outlining a twenty(20)year vision that includes key success factors and priorities. These initiatives
are designed to ensure timely and consistent dissemination of organizational updates and essential information to
all staff members.
Employee Retirement Plan Advisory Group
The Employee Retirement Plan Advisory Group in collaboration with the SageView Advisory Group played a
pivotal role in enhancing our retirement benefits offerings, ensuring they remain competitive and attractive to our
employees. Through comprehensive reviews and strategic recommendations,the group successfully implemented
changes aligning with employee needs and industry standards. The group's diligent oversight of our retirement
plan investments resulted in good communication through market fluctuations. By administering the retirement
plan with an engaged staff and sound policy, we ensure a solid performing retirement plan benefiting all staff.
We planned to rotate members of staff serving on the Employee Retirement Plan Advisory Group every two (2)
years. The current members will complete their term at the end of September. We have started the process of
selecting a new group of staff to join the advisory group, with their service beginning in October 2024.
As we look to the future, the advisory group remains committed to advancing our retirement planning initiatives
and adapting to evolving regulatory and market conditions. Continued focus will be placed on innovation,
education, and responsiveness to ensure our retirement benefits continue to meet the diverse needs of our
workforce.
Page 22
Professional Development and Training
We continued significant efforts in implementing and evolving the Board-adopted Professional Development and
Training Program (PDTP). Ashley Taliaferro leads this initiative as the Training and Development Coordinator
for CCUA. The PDTP has proven to be a continued success through the current fiscal year.
Our team would like to highlight several key success factors:
• Over 91%participation rate among eligible employees
• Thirty-three (33) new licenses issued by the State of Florida
• Sixteen(16)promotions
• 94% of staff completing the program within defined timelines
The PDTP remains integral to the retention and recruitment of qualified staff, succession planning, and overall
workforce development. As per the approved expansion by the Board of Supervisors, the PDTP program now
includes the following positions:
• Field Service Technician
• Field Service Supervisor
• Utility Locate Technician
• Sewer Inspection Technician
• Water/Wastewater Mechanics
• Lead Water/Wastewater Mechanics
• Assistant Chief Water/Wastewater Maintenance Mechanic
• Lead Water Operator
• Lead Wastewater Operator
In the current fiscal year, the CCUA team successfully completed 5,185 hours of training, averaging
approximately 26.7 hours per employee. The breakdown of training hours is as follows:
• Safety Related: 1,821 hours
• General Development: 1,137 hours
• Technical: 2,227 hours
We defined maintaining staff training hours per employee at or above the National Industry Median as published
by the American Water Works Association (AWWA). According to AWWA's 2023 Utility Benchmarking
publication, based upon 2022 data, we exceed the median for combined utilities at 14.1 hours/FTE (Full-Time
Employee). These achievements underscore our commitment to professional growth and operational excellence
within CCUA.
Incentive Policy to Drive Performance and Manage Costs
Consistent with the Strategic Plan, we will propose a policy for a potential incentive program that would focus
on demonstrated cost savings for CCUA customers, with clear operational targets in the upcoming fiscal year.
This program would offer financial incentives to department leaders,managers, or supervisors who achieve these
cost savings. We believe this type of policy is essential for encouraging departments to control costs and pursue
more efficient,effective,and safe methods of delivering services to our customers.We are setting the development
and presentation of this proposed policy as an objective for Fiscal Year 2024/2025. If the Board of Supervisors
approves the policy, we plan to implement it in Fiscal Year 2025/2026.
Page 23
High School Internship Program
The High School Internship Program continues to play a pivotal role in developing CCUA's future workforce.
The internship program serves as a crucial pipeline for developing future talent within the utility sector. By
exposing high school students to the operations and opportunities within CCUA, we ensure a steady supply of
skilled individuals who are familiar with the organization and industry practices.
Engaging with high school students through internships not only fosters a positive relationship with the local
community but also educates young individuals about career paths in utilities. This initiative contributes to
building a knowledgeable and interested workforce in the region.
` d
Furthermore, the internship program promotes STEM
d _ (Science,Technology,Engineering, and Mathematics)
'rif- °.E -�• education by providing hands-on experience in a real-
: / _ „ '� 1
I L_ Lik , — world utility environment. This program encourages
�16f4 _ �' - students to pursue careers in technical fields related to
ti - — utilities, thereby supporting educational goals in the
community.
0
"• We were recently honored to participate in
- -�=�
-- Middleburg High School's "Signing Day" event,
- - ,� -— where we extended offers of full-time positions to
three (3) out of the five (5) high school interns. This event underscores our commitment to investing in young
talent through internships, aligning with CCUA's mission of ensuring long-term organizational sustainability. By
nurturing potential future employees early in their educational journey, CCUA cultivates a skilled workforce
prepared to tackle future challenges and drive innovation in the utility sector.
Wellness Program
We continue to prioritize CCUA's wellness program, as evidenced by the recent recognition of our Wellness
Committee receiving the Gold Worksite Wellness Award for 2024. This marks CCUA's ninth consecutive year
achieving this prestigious honor. Congratulations to the entire team for this
achievement.
Our team is excited to announce the annual Employee Health Fair
scheduled for August 15, 2024. We encourage all staff to attend and take FIP . P
c.
advantage of biometric screenings and the latest health information '1
provided by our vendors. The fair will focus on the five pillars of well-
being: social, mental, financial, physical, and community. I ' I .14
. Y '
The Wellness Committee, led by Ashley Taliaferro, Lisa Christian, Tammy
Spaid, Samantha Conner, Lauren Shupe, Marla Champion, Alicia Baker,
Victoria Quick, and Zach Loeb, has been instrumental in promoting
participation in the WellRight app. Staff earn points for engaging in health-
related activities through the app,which can be redeemed for Personal Time
Off(PTO) hours. UP
This year, the Wellness Committee expanded their efforts to enhance staff
well-being, including hosting a Hall-o-ween event with a door decorating
Page 24
contest and an after-hours family fun event that attracted over 150 participants. Additionally, CCUA organized
its inaugural unofficial Golf Event, which saw the team of John Nall, Bryan Nall, Derek Bayes, and Brian Long
emerge victorious, earning both a trophy and credits for the Eagle Harbor Golf Club shop. These events were
highly successful with staff eagerly anticipating future events.
As we continue to actively engage staff in our Wellness
. i,keProgram, we remain receptive to new and innovative
! t ' ` approaches to promote health and wellness among our team.
1 ;?. 1 .,Iti , , ...iii r
If
Employee Retention
We are pleased to report significant achievements in employee retention over the past year, reflecting our
commitment to fostering a stable and skilled workforce. Through July 2024, our employee turn-over rate
calculated at 10.1%. We reported a 12.5% turn-over rate in July 2023. We are very pleased to report a 2.4% drop
in the turn-over rate. Our employee turnover trended below AWWA's Utility Benchmarking for 2023 median of
13.4% for combined water and wastewater utilities.
Employee Turnover by Fiscal Year/Month
I)
6
12 4
) 0 II.. 11I1 II.i II III ■ ■■ ■�1 I. i I.i. 1II1 1■■ I ■
Q 0
>, Oct. Nov. Dec. Jan. Feb. Mar. Apr. May June July Aug. Sept.
° Axis Title
p.
E
W
■2020-2021 ■2021-2022 ■2022-2023 ■2023-2024
Further analysis revealed the Information and Technology (IT) and Customer Service and Billing Department
accounted for 60% of the overall turnover. We recognize the implementation of the ERP introduced significant
challenges and limitations to staff resources within these departments. To address these issues, we are currently
evaluating and improving our candidate selection, interviewing, and hiring practices.
The Wastewater Treatment Department demonstrated a significant positive trend over the past year. We promoted
David McDonald to serve as the General Superintendent for Wastewater Treatment. Through establishment of
solid leadership and development of teamwork within this department, we observed a significant decrease of
turnover within the Wastewater Treatment Dept tiiient. We experienced two(2)Wastewater Treatment Operators
leaving CCUA for employment with another utility over the past year. This result is down from eight (8)
Wastewater Treatment Operators departures reported last year. We plan on maintaining the current approach
within the Wastewater Treatment Department to keep the positive trends.
Page 25
We are very pleased to report our team successfully exceeded our employee turnover rate target. We credit the
success of employee retention on a positive and professional team culture, a focus on empowerment,
responsibility, and accountability, supported by the training and development programs and benefits directed
toward these efforts.
FY2024/2025 Goal(s):
1. Complete an evaluation of the candidate selection, interviewing, and hiring practices to reduce the number
of employees who do not complete their 90-day probationary period.
2. Maintain staff training hours per employee at or above the National Industry Median as published by
AWWA.
3. Maintain staff turnover rate at or below the National Industry Median as published by AWWA.
4. Continue reporting on the progress of the PDTP.
5. Prepare an Incentive Policy to Drive Performance and Manage Costs for the Board of Supervisors
consideration.
Page 26
Regulatory Compliance: Ensures compliance with federal, state, and local jurisdictional agencies.
The Environmental Compliance Department continues to evolve with the realignment of positions to
accommodate organizational needs under the expert leadership of Heather Webber. Heather's knowledge of water
and wastewater treatment processes along with her expertise with FDEP regulations proves instrumental to our
success. Beyond her technical knowledge, Heather's leadership of her team promotes their professional growth
and performance for the betterment of CCUA and the community we serve.
This fiscal year, we changed the Pretreatment Coordinator position to Environmental Specialist, representing the
flexibility in the position to work with permitted significant industrial users (SIUs), inspect food service
establishments (FSEs) through the Fats, Oils, and Grease (FOG) program, and handle wastewater issues, as
needed. Barry Cole embraced his role as Environment Specialist and continues to improve the Industrial
Pretreatment and FOG programs. Barry worked closely with all three (3) SIUs in our service area, ensuring
compliance through both compliance assistance and enforcement, when needed. Barry inspected over 100 grease
traps this fiscal year and has developed a plan to ensure all 443 FSEs are inspected at least once every year.
Victoria Quick continues to work closely with the licensed operators in the Water Department. Victoria focuses
efforts to ensure compliance sampling is conducted in the required monitoring periods and reports are submitted
in a timely manner. She also ensures operations staff operate and maintain the facilities in compliance with current
regulations. Victoria leads our technical efforts tackling the Lead and Copper Revised Rule(LCRR)requirements
through extensive data reviews to ensure CCUA meets the requirements and deadlines brought on by this
demanding new rule. Victoria played a key role in planning a CCUA-owned and operated laboratory. She will
serve as the primary analyst when the laboratory is up and running.
The Environmental Compliance Department continues to improve upon its two (2) 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).
The Environmental Compliance Department strives to maintain compliance with environmental rules and
regulations in all areas of CCUA operations. We frequently accomplish this through the submittal of reports. In
FY 2023/2024, 56 required compliance reports, listed in Table 1, below, were timely submitted. These reports
are in addition to the compliance sampling reports that are submitted monthly, and the six (6) wastewater
treatment facility permit renewal applications discussed later.
Table 1: Environmental Compliance Reports
Four(4) DMR-QA Study forty- Senate Bill 64 Plan Annual Updates Two (2) Annual Reuse
two (42)Reports Reports
Four(4) Annual Disinfectant Twenty-four (24) Quarterly Disinfectant Statewide Annual BMAP
Residual Reports Residuals Reports Project Report
Eight(8) EN-50s ERP Stormwater Inspection Report EPCRA Tier II Sara Title III
Annual Report
CUP 416 Annual Wetland Report Pretreatment Annual Report Two (2) Outfall Integrity
Reports
CUP 416 Major Ion Suite Report CUP 431 Major Ion Suite Report Four (4) EPA Biosolids
Annual Summaries
Page 27
We consider preventing environmental incidents such as sanitary sewer overflows another top goal of the
Environmental Compliance Department. Figure 1 shows the number of CCUA environmental incidents over the
past five (5) fiscal years.
Figure 1: Environmental Incidents
Environmental Incidents
16
14
12
1 10
-z) 8
6
4 I I I 1
0 i
0 imm
FY FY FY FY FY
2019/2020 2020/2021 2021/2022 2022/2023 2023/2024*
•Untreated Sewage •Reclaimed Discharge ■Other
*Through 6/25/24
Figure 2 shows the causes of sanitary sewer overflows and reclaimed discharges over the past three (3) fiscal
years.
Figure 2: SSO Causes
SSO Causes
14
12
10
c9 8
6
4
2
0
Contractor/3rd Party Equipment Failure Other
•FY 2021/2022 ■FY 2022/2023 •FY 2023/2024*
*Through 6/25/24
The overall number of incidents decreased significantly over the past fiscal year. Equipment failures represent
the biggest improvement with third party contractor strikes decreasing substantially as well, with just three (3)
SSOs attributed to each. Other causes, such as blockages, have remained relatively consistent over the past three
years. CCUA treated 1,939,402,000 gallons of wastewater between October 1, 2023, and May 31, 2024. Only
2,105 gallons, or 0.0001%, of wastewater did not reach its permitted disposal destination. Of those 2,105 gallons,
over 33%was reclaimed water,which has a significantly smaller environmental impact than raw sewage.
Page 28
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 two(2)such violations
in Fiscal Year 2023/2024, a 75% decrease from last fiscal year. The violations are shown in Table 2 below.
Table 2: Violations
Pretreatment—Significant Industrial User Permit Deficiencies
Pace Fleming Grid—Failure to Maintain 4-Log Virus Inactivation
While we have designated these events as violations, CCUA has not been subject to a regulatory enforcement
action this fiscal year. We received two (2) Compliance Assistance Offer Letters from the FDEP for the events
listed above. We responded in writing to the letters and issued a public notice, as requested. To date,we have not
received any other correspondence from the FDEP on those issues.
Database and Laboratory
The Environmental Compliance Department continues to develop plans for a water and wastewater database and
an on-site laboratory. Based upon the efforts so far,we placed a higher priority on the sampling database over the
laboratory,but we believe both efforts can come to fruition this upcoming fiscal year.
Managing the data from nineteen(19)water treatment plants and seven(7)wastewater treatment plants efficiently
and accurately is crucial for regulatory compliance, operational effectiveness, and decision-making processes. By
investing in lab reporting database technology, CCUA will enhance its ability to manage laboratory analysis data
effectively, optimize resource allocation, and ensure the delivery of safe and reliable water services to the
community while meeting regulatory requirements. The adoption of a centralized database solution is an
important strategic initiative and a critical tool for utility companies to navigate the complex regulatory landscape,
manage risks, improve operational efficiency, ensure data integrity and security, drive continuous improvement,
and enhance stakeholder confidence. The Environmental Compliance Department continues to narrow down the
pool of vendors to identify the database that will best meet all our needs.
Our team also spent time this past year refining the plans for an in-house laboratory. We reevaluated several
aspects of the original laboratory program and developed a plan that results in a positive Net Present Value(NPV)
in the business case. Both up-front capital costs and staffing needs have been addressed by right sizing the scope
of the project. The need for a large building with new full-time employees to run the lab has been resolved by
using currently unused space at the Ravines Water Treatment Plant and scaling back the number of parameters to
be analyzed. We are focusing on quick turnaround parameters such as total coliforms that are low cost/high return
on investment(ROI)to take in-house,and that also provide operational advantages compared to using commercial
labs. We will report on our progress implementing the new laboratory in Fiscal Year 2024/2025.
Standard Operating Procedures
The Environmental Compliance Department also continues to develop its Standard Operating Procedures(SOPs).
Over the past year, new processes and regulations have been identified as needing robust SOPs, such as permit
renewal procedures and the Lead and Copper Revised Rule (LCRR). A continuing Department goal for FY
2024/2025 is to identify opportunities to increase efficiencies, decrease costs, and improve compliance with
environmental regulations, and capture those changes in updated SOPs.
Page 29
Wastewater Operating Permit Renewals
Two (2) substantial projects this fiscal year are nearing completion. Six(6) of our eight(8)wastewater operating
permits were due for renewal. Each permit renewal application required extensive compliance data compilation
for submittal to FDEP within 180 days of the expiration date of the permit. The Environmental Compliance
Department worked closely with the Engineering Department to ensure all six (6) lengthy permit applications
were completed and submitted in a timely manner. Requests for Additional Information, draft reviews,
conversations with FDEP, and public noticing were all completed, or are in progress, for the Miller Street,
Fleming Island, Spencer's Crossing, Peters Creek, Keystone Heights, and Aggregate Nutrient permits.
Consumptive Use Permit (CUP) Renewal
Our team continues to work with the SJRWMD since we submitted to renew CCUA's Consumptive Use Permit
(CUP) on June 2, 2023. The CUP regulates the water supply allocation CCUA relies on to serve our customers.
Our team with the support of the professional experts from CHA and Liquid Solutions Group addressed all but
one of the SJRWMD staff technical comments. The remaining technical comment centers on the impacts from
CCUA customers water demand on the Lower Sante Fe and Ichetucknee Rivers and Springs(LSFIRS)Minimum
Flows and Levels (MFLs). CCUA's customer impacts on the LSFIRS MFL highlights the work our team is doing
in facilitating the group working on the North Florida Regional Water Supply Plan Project Conceptualization
(NFRWSPPC) effort.
The NFRWSPPC effort is a collaborative effort between the SJRWMD, the Suwanee River Water Management
District (SRWMD), the Florida Department of Environmental Protection (FDEP), CCUA, JEA, Gainesville
Regional Utilities(GRU), and the St. Johns County Utility Department(SJCUD). The entities participating in the
NFRWSPPC effort agreed the objective centered on identifying capital projects capable of addressing the LSFIRS
MFLs. The Capital Projects aim to connect water sources to areas capable of replenishing the Floridan Aquifer
to meet the LSFIRS MFL requirements.
We consider the NFRWSPPC effort incredibly important for CCUA. Prior to coordinating with the seven (7)
different entities participating in the effort, we worked with professional experts from CDM Smith to evaluate
how CCUA may comply with the LSFIRS MFLs by conducting projects solely within Clay County. As we
reported last year,the analysis assumed eliminating all groundwater withdrawals over a 50-year planning horizon
to comply with the MFL regulations. This conceptual evaluation revealed that CCUA would still need a major
alternative water supply input due to the diminishing return flows from potable reclaimed water and the highly
variable and intermittent flows from stormwater runoff. The only substantial other alternative water supply input
available to CCUA is 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 of a total of
roughly 150,000 customer accounts over that 50-year planning horizon. We do not see this conceptual evaluation
as being a reasonable or financially feasible way to comply with the LSFIRS MFLs.
We are very pleased to report the NFRWSPPC effort is nearly complete. We have one (1) remaining workshop
scheduled for September 6, 2024. Our schedule indicates the consultant, CDM Smith, will generate a final report
in October. We will use the report from the NFRWSPPC effort to support the SJRWMD, SRWMD, and FDEP
pursuing funding from the State of Florida to complete feasibility studies and basis of designs to advance projects
described in the report.
Page 30
We will coordinate with the SJRWMD regarding capital projects CCUA will want to DEPAR,.
financially participate in to address CCUA customer impacts to the LSFIRS MFL. We �`9P MF.�A
intend to use the model established by CCUA's agreement with the SJRWMD ° o
financially participating in the Black Creek Water Resource Development Project to
address the Lakes Brooklyn and Geneva MFLs. CCUA will look to i o
financially participate in projects resulting from the NFRWSPPC SoKNs RIt,
effort to satisfy the requirement for mitigating the proportionate 5•S•,e,„,„„i", - M. �o��`
share of CCUA's customer impacts to those water bodies. We "�.; FNrAL v
expect the requirement for financial participation in selected
projects from the NFRWSPPC effort to be written into the final CUP 1
issued by the SJRWMD. � Wits''
Our team remains consistent in the pursuit of a 20-year CUP with a 9�gGEME4�
water use allocation of 24 MGD. These parameters are consistent with the CUP 9'%9 �S�Q
application and the agreement between CCUA and the SJRWMD for CCUA financial �A NAGEMEN(o
participation in the Black Creek Water Resource Development Project. These parameters
are also consistent with CCUA's Integrated Water Resource Plan (IWRP) and financial planning.
Lead and Copper Revised Rule (LCRR)
The Environmental Compliance Department and GIS Manager worked closely with a Lead and Copper expert
with CDM Smith to aid in implementation of CCUA's compliance efforts with the new LCRR requirements.
Through this collaboration, we developed a potential lead or unknown service line inventory with a strategy to
meet the robust requirements of the LCRR. Implementation will begin before Environmental Protection Agency's
(EPA) October 2024 deadline, with CCUA staff from multiple Departments involved in the success of this
demanding program.
Jt‘
c(ED sr , Based upon information we have available along with galvanized steel pipe
replacement effort we worked on for a decade, we do not expect to find lead
a�' 7� and copper lines with in CCUA's system. We also point out we sample for
lead and copper in the water distribution system, and we do not have any
a W
. Q indicators of this issue in CCUA's system. Regardless of this information,
% �o� CCUA must comply with the EPA's LCRR.
•"It PROS
We budgeted funds to complete the investigation necessary to comply with
the EPA's LCRR. We budgeted $1 million for this effort in Fiscal Year 2024/2025. Compliance with the EPA's
LCRR will require use of CCUA crews to investigate service lateral material on the customer's side beyond the
meter. These investigations may require potholing roughly 13,000 service laterals on customer's private property.
To complete this effort, our team will need to launch a significate communications effort.
We see the LCRR communications effort consisting of two (2) primary topics. The first topic centers on
proactively addressing concerns customers may have as we roll out this nationally required program. The second
topic focuses on obtaining the appropriate legal licenses to investigate the material of the customer's service
lateral. The LCRR communications effort will begin in October. We intend to report our progress on the LCRR
compliance effort to the Board of Supervisors in Fiscal Year 2024/2025.
Page 31
Septic to Sewer Conversion Planning
Our team worked with Clay County staff and their professional expert, Jones Edmunds and Associates,to support
Clay County's compliance with the requirements of Florida's Clean Waterways Act(2020's Senate Bill 712) and
2023's Environmental Protection bill (House Bill 1379). These regulations require Clay County to prepare an
inventory of existing septic systems and a plan, and under certain conditions, to either convert septic systems to
a centralized sewer system or implement the use of Advanced Treatment Units (ATUs).
These regulations aim to either maintain or improve water quality within the Lower St. Johns River Basin
Management Action Plan(BMAP). CCUA complied with these regulations at the time of their passage into law.
Clay County benefits from CCUA's investment of wastewater treatment infrastructure over the past twenty (20)
years through the trading of Water Quality Credits. We recently updated this Water Quality Credit trade with
Clay County in April 2024.
We also benefited from the septic to sewer planning work we completed with conversions completed along the
west side of Doctors Lake. In 2022 and 2023, we collaborated with the SJRWMD through cost share funding to
convert 79 homes along several specific streets from septic systems to CCUA's centralized sewer system. We
successfully converted 86% of those homes. During that time,we worked with Jones Edmunds and Associates to
complete a multiphase plan to convert several hundred homes from septic systems to CCUA's centralized sewer
system. These efforts proved to be very helpful in the county's efforts to comply with the regulations previously
noted.
With the completion of Clay County's reports to the FDEP complying with Florida's Clean Waterways Act and
the 2023 Environmental Protection Bill, we will look for funding opportunities for septic to sewer conversion
projects in certain corridors where aging tanks are proximate to our infrastructure and meeting certain density
guidelines. If funding is available, we would look to advance one of the septic to sewer conversion projects
identified in our planning efforts.
Forever Chemicals (PFAS/PFOS)
Our team remains engaged with discussions regarding perfluorochemicals (PFAS/PFOS)also known as"Forever
Chemicals."As previously reported,the EPA issued guidance on the "Forever Chemicals" and began developing
regulations of these chemicals. We are engaged in these discussions through the Florida Water Environment
Association (FWEA) Utility Council as well as through direct correspondence with our elected officials in
Washington D.C.
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 supply from the Floridan Aquifer. However, we anticipate CCUA receives
these chemicals in the wastewater streams from our customers.
Our receipt of"Forever Chemicals" from our customers in our wastewater streams has significant implications.
CCUA's Biologic Nutrient Reduction (BNR) wastewater treatment processes are not designed to remove
"Forever Chemicals" received from our customers. Current discussions about addressing "Forever Chemicals"
could result in water and wastewater utilities being required to construct very costly treatment systems to screen
these chemicals.
We have sent letters to elected officials supporting EPA's long-standing precedence that require manufacturers
and polluters releasing the "Forever Chemicals"to the environment be held responsible for clean-up. We support
legislation being considered that exempts water and wastewater utilities from liabilities associated with the clean-
Page 32
up of"Forever Chemicals." We will remain engaged in representing CCUA's interests in the regulation of these
chemicals as well as informing customers to their potential risks.
FY2024/2025 Goal(s):
1. Continue actively identifying, mitigating, and addressing potential regulatory compliance issues to
achieve no adverse regulatory actions.
2. Seek completion of CCUA's submitted CUP renewal application.
3. Provide the Board of Supervisors a briefing on the final report of the NFRWSPPC effort.
4. Provide the Board of Supervisors a briefing on the implementation of CCUA's sampling laboratory.
5. Continue to remain engaged with regulatory rule development.
Page 33
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.
Leadership
We are very pleased to report the promotion of Karen Osborne, MBA, CPA, to the role of Chief Financial Officer
(CFO). Karen brings an extensive accounting and finance background along with her five(5)years of experience
with CCUA. Karen managed the planning and implementation of our ERP project.Her experience and knowledge
of CCUA's new ERP systems make Karen the ideal individual to lead the Financial Department.
Since Karen's promotion, we identified a backlog of tasks. We prioritized these tasks and developed an action
plan. Temporary accounting support was engaged to journalize and reconcile transactions as well as helping to
balance accounts. Our team is making significant progress. We anticipate providing the Board of Supervisors with
the monthly financial reports soon.
ERP Deployment
Like the rest of the organization, the integration and launch of the ERP systems of Workday, SpryPoint, and
Invoice Cloud dominated the workload of the Financial Group. These departments include Customer Service and
Billing, Procurement, Inventory Management,Accounting, and Information Technology (IT). We went live with
the ERP systems in March and April 2024. We remain in the mode of identifying and resolving technical issues
arising out of the deployment of the ERP systems. We see the technical problem-solving beginning to wane. As
the technical problem solving subsides, we will shift resources and efforts to the monthly financial reporting.
As we optimize the capabilities of the new systems,we will begin standardizing the reports from Workday. These
reports will exist in both management dashboards as well as formal report packages presented to the Board of
Supervisors. Automating these standardized reports will enhance the information available to management on a
near real-time basis. We anticipate significant improvements in standardized reporting using Workday and
SpryPoint over the next fiscal year.
Financial Performance
We continue to monitor expenses versus planned budgets to ensure we remain in a strong financial position.
Through the end of June 2024, our team's expenses are 92.1%of the approved budget. Our financial performance
remains consistent with previous fiscal years at the same time.
One of the financial Key Performance Indicators (KPIs) we monitor is our Operating Ratio. Our use of this ratio
provides a quick reference whether we are operating within our planned budgets.We budgeted an Operating Ratio
of 75%this fiscal year. Based on the last published financial statements provided to the Board of Supervisors for
February 2024, our Operating Ratio was 70.4%. Because our expenses are 7.9% below budget using June's
unofficial numbers, we are withing the budgeted Operating Ratio. We will provide official reports showing the
calculated Operating Ratio when we have the regular financial reports available.
Two additional KPI's we track are our Current Ratio and our undesignated cash on hand. Per our last published
financial statements in February 2024, our current ratio was 4.54 and our undesignated cash on hand was 652
days. Since February, we continue progressing with expenditures related to key CIP projects including the Peters
Creek Water Reclamation Facility (WRF), the Governor's Park Facility, and the interconnecting pipelines. The
CIP expenditures are drawing down undesignated cash on hand and in turn the current ratio. These CIP
Page 34
expenditures are planned and will bring these KPIs in line with our targets of a current ratio of 2.0 and 300 days
of undesignated cash on hand.
CCUA acquired $105 million of debt supporting the construction of the Peters Creek WRF, Governor's Park
facilities, interconnecting pipelines, and the LAMPA trunk mains. CCUA was contractually obligated to construct
infrastructure for the Governor's Park development per a Master Utility Agreement dating back to 2014. The plan
staff recommended to the Board of Supervisors to construct a single large regional facility at the Peters Creek
WRF to serve both Peters Creek and Governor's Park areas will save CCUA rate payers millions of dollars over
time. The acquisition of the $105 million of debt to support these projects has short-term implications on the rates
for Fiscal Year 2024/2025 as discussed with the Board of Supervisors.
CCUA's Debt Ratio stands at 34.5% per the last published financial reports from February 2024. We have not
taken on any additional debt or accepted any new assets since this report, so this ratio remains current. Our target
Debt Ratio remains a maximum of 43%. We remain within the targeted Debt Ratio.
Revenue for Capital Improvement Program (CIP)
In the proposed Fiscal Year budget,we increased the funding of the Capital Reserve,Environmental Reuse Capital
Fund, and the Renewal and Replacement Fund.All these funds support investments,with an emphasis on renewal
and replacement, in capital infrastructure serving our customers.As we complete the large new capacity projects
that we borrowed money for, our team continues efforts working toward a pay as we go approach to future capital
investments. This year's operating budget will contribute roughly$8.4 million toward capital infrastructure. Each
year, the unused portion of our operating budget contingency and, surplus, are generally allocated as additional
funding for capital infrastructure.
Beyond the funding from the operating budget, forecast capacity fees from 1,500 new customer accounts will
contribute another $8.3 million toward capital infrastructure. The capacity fees from the LAMPA Policy will
likely contribute another$2.7 million toward those capital projects, assuming 1,000 new customer accounts. This
yields roughly $11 million in capacity fees to support the capital infrastructure. Looking at the CIP and revenue
streams funding capital infrastructure, we are looking at about $20.4 million, not including CCUA investments,
in direct funding next fiscal year without moving toward the acquisition of additional debt.
The Finance Department works collaboratively with both the Engineering and Operations Departments regarding
the CIP development and CCUA's financing capability. We regularly communicate regarding project budgets,
bids, cash flows, schedules, and the close-out of projects. We anticipate we will enter a period of high population
growth after the completion of the First Coast Expressway.While we have 1,500 new customer accounts budgeted
in Fiscal Year 2024/2025, we anticipate the number of new customer accounts will increase to 2,000 to 2,500 or
more in future fiscal years.
Financial Management Policies
We defined the presentation of Financial Management Policies to the Board of Supervisors as a goal for the
current fiscal year. We also defined the development of Financial Management Policies as a strategic initiative
within the adopted Strategic Plan.While we made progress drafting Financial Management Policies,the document
remains in draft form. CCUA remains in a strong financial position.As the utility grows,we see adopted Financial
Management Policies being an important tool for the Board of Supervisors and management in considering and
establishing future debt,budgets, rates, fees, and charges. Given the importance of policies of this nature, we will
complete and present to the Board of Supervisors Financial Management Policies for consideration and discussion
in Fiscal Year 2024/2025.
Page 35
FY2024/2025 Goal(s):
1. Resume the standard monthly financial reporting to the Board of Supervisors as soon as reasonably
possible.
2. Stabilize use of financial data and monthly report to the Board of Supervisors
3. Move budgeting process into Workday.
4. Begin process to establish standard management reporting dashboards using Workday.
5. Maintain our Operating Ratio with the planned budget ratio.
6. Maintain our Current Ratio at 2.0 or better.
7. Maintain our Debt Ratio within the planned budget ratio.
8. Complete and present Financial Management Policies for consideration and approval by the Board of
Supervisors.
Page 36
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 successfully deployed the new ERPs this fiscal year. Last year, we indicated we considered this effort
to be the biggest and most transformational project we will undertake for a generation. We affirm this project has
proven to be challenging from the many technical elements to the behavioral elements with both customers and
staff. We want to acknowledge to significant effort contributed by the CCUA team to successfully deploy these
systems.
Karen Osborne, CPA, Chief Financial Officer, served as the Project Manager.
Karen led and coordinated CCUA's effort with our internal team as well as with
the consultant performing the Workday implementation,Collaborative Solutions,
Spr a 0 i the SpryPoint implementation team, and the Invoice Cloud implementation team.
Karen made many technical and operational decisions keeping the project on-
schedule and within budget.
Matt Pence, Senior Programmer, worked closely with Karen as CCUA's
technical expert on the legacy system. Matt moved mountains of data out of the
legacy system as well as clean and translate the data for use in the new systems.
Matt also engaged with the Workday and SpryPoint teams learning how to use the systems to establish
standardized reports and dashboards for our use moving forward.
Ashley Taliaferro,Training and Development Coordinator,worked closely with Karen to evaluate CCUA
processes and the use of the new systems to complete those processes. Ashley served a key role in testing
many of the different systems.Ashley also led the effort to ensure specific staff completed training within the
new platforms, so they were ready to use the new systems upon"go live."
Kimberly Richardson, Chief Human Resources Officer, served
as the subject matter expert regarding the Human Resources
(HR) elements of this project. Kim also led the effort to test the HRIS systems prior to deployment. I nvoiceC I oI I d®
Diana (Dee Dee) Strickland, Customer Service and Billing
Manager, served a key role regarding CCUA's billing
processes. Dee Dee led the effort to test billing processes prior
to and after deployment. Dee Dee continues to remain engaged
in working with Matt Pence to evaluate how we can streamline
and automate much of the billing process.
The successful deployment of the ERP systems rests with these individuals. Representatives of Collaborative
Solutions repeatedly called our team "small yet mighty."We consider this a reflection of the professionalism and
dedication of the individuals deeply engaged and committed to the successful implementation and deployment of
the ERP systems.
Page 37
We briefed the Board of Supervisors regarding progress of the ERP
deployment as well as the issues and challenges encountered. We
did not expect a flawless deployment given the shear scope and
complexity of this transition of information systems. The new ERP
systems are functioning. We continue to progress with addressing
workday. technical issues revealed with production level use of the systems.
The technical issues encountered do not stop operations. While we
have created some work arounds, our team along with the ERP
vendors remain committed to addressing the technical issues so
CCUA realizes the efficiency and automation intended since the
inception to this project.
We intend on leveraging the reporting and dashboard capabilities of the new ERP systems to a greater extent over
the upcoming fiscal year. Our access to real-time reports and dashboards remains a key element of the use from
these systems to improve timeliness of decision making and operational efficiency. While we are already using
many standards out of the box reports within the systems, we will create CCUA centered reports and dashboards
over the next fiscal year to empower management at appropriate levels. In addition, we intend to share and use
data between platforms such as the GIS / EAM system to leverage those capabilities. The goal of this effort
centers on the automating key reports and dashboards regarding customer water demand, water conservation,
plant capacities, work order assignment/completion rates, process performance, project performance, as well as
related variances.
Information Systems and Technology(IS/IT)
On April 12, 2024, Katie Trice was promoted to IT Manager. Katie joined the CCUA team five(5)years ago. She
distinguished herself with increasing management and leadership roles. Katie demonstrated her leadership
abilities immediately by articulating a plan to restaff the IT Department and engage support to address immediate
needs.
As noted in the Human Resources section of this report,we experienced significant turnover in the IT Department.
Katie's first action as IT Manager was to begin restaffing the department with qualified IT professionals. Katie
hired John Doyle (JD) as a Help Desk Technician. Katie also embraced an opportunity with Andrew Robertson,
our former Part-time Help Desk Technician, wanting to return to Clay County and finish his education at the
University of North Florida (UNF). Andrew now serves as our Lead Network Administrator. To further our IT
support efforts, one of our high school interns, Jacob Rutkowski began helping the IT Department with various
supporting tasks and now serves as our part-time help desk technician.
Next, Katie recommended engaging an IT support company, Z7, during this time of transition. We worked with
Z7 several times over past years. The Board of Supervisors approved the use of the Government Services
Administration (GSA) contract listing Z7 as an IT vendor. We engaged Z7 with a scope of work to provide
network and help desk support as we develop our new team of IT professionals. This engagement of Z7 proved
beneficial with the opportunity to perform several network optimization tasks.
We hired a Cybersecurity Specialist early in the current fiscal year. In the first 13 days of employment, we
determined this individual was not suited for the position. We maintain a Cybersecurity Specialist within the
budget and the organizational chart. We intend on filling this position when we find a qualified candidate.
Regarding the CCUA's cybersecurity posture,we completed penetration tests(Pen Tests) for our web applications
and external network. We scored 85 out of a possible 100 points. According to our cybersecurity consultant,
Page 38
Quadrant, our pen tests scores represent good performance or low risk. Quadrant continues to support CCUA's
cybersecurity efforts.
Further supporting our cybersecurity efforts, our IT team replaced eight (8) switches and firewalls this past year.
Our performance of lifecycle replacements keeps our equipment and software current to avoid risks with obsolete
hardware and software.
Our team began development of cybersecurity policies, standards, and procedures. Our previous IT Manager sent
a draft of the policies, standards, and procedures to the Executive Director, Chief Human Resources Officer, and
the Risk and Safety Manager for review. While these documents were started, our review of the cybersecurity
policies, standards, and procedures revealed a need to align these documents with the Employee Handbook and
our emergency response policies and procedures. We consider the development and implementation of
documented cybersecurity policies, standards, and procedures important for compliance with National Institute
of Standards and Technology (NIST) Cybersecurity Framework (CSF). Due to the importance of these efforts,
we aim to complete the development and implementation of cybersecurity policies, standards, and procedures in
Fiscal Year 2024/2025.
With the implementation of the ERP systems, our IT team will continue to update our backup and recovery
solutions. We consider this effort important since CCUA currently operates and maintains the servers and back-
up systems on premises. This approach is costly to maintain. There are also operational challenges in the event of
an emergency that effects these systems. The new ERP systems are cloud-based solutions. Our IT will continue
their planning efforts to transition to a hybrid(on-side and cloud)backup model. We intend on briefing the Board
of Supervisors on any recommended changes to CCUA's server and back-up solutions prior to implementation.
Operations Technology(OT)/ Supervisory Controls and Data Acquisition (SCADA)
Our OT / SCADA Department Manager, John McCleary continues to focus on the development of an overall
master plan to build OT/ SCADA systems across our operational departments. CCUA currently operates an OT
/ SCADA system only on the reclaimed water storage and pumping facilities.As we update and upgrade existing
Water and Wastewater Department infrastructure, we endeavored to install equipment ready to connect to an OT
/ SCADA system. We also ensured all new CCUA infrastructure installed equipment ready for our OT/ SCADA
system when available. The overall master plan John continues to advance will inform decision making on how
these systems will communicate to improve operational efficiencies.
We are developing the business case for the OT/ SCADA system to ensure infrastructure installed will provide
CCUA and our customers long-term value. The initial concept of the OT/ SCADA master plan resulted in a very
negative Net Present Value(NPV). Based upon those initial concept valuations, our team re-tasked our consultant
on the master plan, CDM Smith, regarding how the plan can be adjusted to provide better long-term value. The
CDM Smith team will present the updated OT/ SCADA master plan before the end of the fiscal year.
Our team made the key decision the OT / SCADA Department will function like the IT Department. The OT /
SCADA Department's mission will focus on keeping the electronic equipment between the plants, facilities, and
pump stations communicating with the office and the IT infrastructure. The operational departments of the Water
Treatment, Wastewater Treatment, and Distribution and Collection will maintain responsibility to keep all the
infrastructure running. Operational decisions for how the plants, facilities, and pump stations shall remain within
the operational department leadership. We consider this distinction important because keeping the equipment like
Process Logic Controllers (PLCs) talking will rest within the OT/ SCADA Department, while the parameters of
how the PLC is controlling processes at the facilities will be the responsibility of the operational departments. By
focusing on the mission of the OT/ SCADA Department, we aim keep responsibility and accountability clear as
well as eliminate duplicative and potentially conflicting decision making.
Page 39
Within the OT/SCADA master plan,we are working to develop a list of planned projects we can implement over
time. We anticipate significant upfront capital costs for servers, switches, PLCs,workstations, software licensing,
etc. Due to the escalation in utility costs observed within the last twenty-four (24) to thirty-six (36) months, we
intend to seek grant funding through the State of Florida from various departments such as the FDEP and the
Florida Local Government Cybersecurity Grant Program. These grant programs will provide important funding
opportunities in turn improving the NPV analysis.
Our team remains committed to OT / SCADA technology implemented in such a way to help us operate more
efficiently while also demonstrating a positive NPV for our customer. We remain confident through the
collaborative work with our consultant and our operational departments we will develop a cost-effective approach
with grant funding opportunities through the State of Florida.
Water Treatment
The Water Treatment Department has done a great job in operating and maintaining CCUA's twenty-three (23)
Water Treatment Plants (WTPs). Within those WTPs, our staff also operates and maintains fifty-two (52) wells
that draw water from the upper and lower Floridan Aquifer. Sixty (60) high service pumps (HSP's), thirty-eight
(38)ground storage tanks(GST), thirty-four(34)hydro tanks, eighteen(18)aerators and forty(40)chlorine tanks.
We are very pleased to announce the promotion of Jason Mclain to General Superintendent for Water Treatment.
Jason leads a team of three(3)Chief Operators,three(3)Lead Operators,ten(10) Operators,and one(1)Operator
Trainee. The Operator Trainee is 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.
The team has been hard at work completing preventative maintenance work orders throughout the year. Staff
closed out over 1500 work orders per month in Cartegraph. These maintenance tasks also help prepare the
department for Sanitary Survey's. This year we completed Sanitary Survey inspections at Ravines, Pier Station,
Keystone, Pace Island Grid, and the Lake Asbury grid.All the inspections demonstrated compliance with FDEP
regulations further noting no violations were found. We are currently preparing for inspections of our Orange
Park Grid later this year.
The Water Treatment Department team continues to work closely with CCUA's Environmental Compliance
Manager,Heather Webber, and Environmental Scientist,Victoria Quick. Both provide a wealth of knowledge and
are huge assets to the department.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's sampling of water in the distribution system plays a major part in daily operations. The regulations
governing CCUA's operations as stated in our permits, require staff to complete many different types of samples
to comply with our operating permits. So far, this fiscal year, our team completed primary, secondary, organics,
synthetic organic contaminants (SOCs) and volatile organics (VOCs), on our smaller water systems, 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 hands,unsterile containers, or control issues at the laboratory.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.
Page 40
The Florida Section of the American Water Works Association (FSAWW)
named the team operating the CCUA's Ravines WTP Champion of the
Region II Best Tasting Drinking Water Contest. This was the first time a
CCUA team won this award. The award included entry into the statewide
Best Tasting Drinking Water contest at the annual FSAWWA Conference in
Orlando. Congratulations to the Water Department!
Nicolas Jourdan, Chief Operator, Water Department was awarded the FDEP
2023 Plant Operations Excellence Award for leadership and individual
achievement. Nic is unique and deserving of the award because of the
leadership and work ethic he has shown since he started at CCUA as a high
- ,WI • school intern.After earning his water operator's license,he worked alongside
seasoned operators and showed initiative throughout his time in the Water
— , Department. Nic quickly moved from intern, to licensed operator, to Lead
I Operator in a very short period. His work ethic allowed him to earn his Class
A license at a relatively young age and may be one of the youngest Class A
operators in the state. CCUA feels very fortunate to have found and
developed such an important leader in the organization. In fact, since Nic received this award, he has been
promoted yet again to Chief Operator. Congratulations, Nic!
Wastewater Treatment
The Wastewater Department continues to operate and maintain seven (7) Water Reclamation Facilities (WRF's)
and nine(9)reclaimed water storage and pumping facilities.The team consists of a General Superintendent,David
McDonald, six (6) Chief Operators, six (6) Lead Operators, and eighteen (18) Operators and five (5) Trainees
who are working hard towards receiving their Class C license.
We welcomed our new Superintendent for the Department, David McDonald. He has been with the utility since
2010. His last position as a Chief Operator will greatly help him as he grows into this position with the guidance
of our Chief Operations Officer, (COO), Darryl Muse, and General Superintendent, Distribution and Collection
(D&C),Asst. COO, David Rawlins.
With last year's consolidation of the mechanics into a single department, we made leaps and bounds of progress
in the backlogged maintenance and repairs. Our approach with consolidating the team of mechanics supports all
our facilities and continue to keep our plants in regulation with equipment running properly. To capitalize on the
efforts that our team is making, David is working closely with our GIS Manager, Ben Freeman, to produce an
efficient preventative maintenance schedule within our Cartegraph system to help extend the life of our
equipment.
In collaboration with the Engineering Design Depaitiiient
and Jacobs Engineering, we completed an evaluation of
CCUA's reclaimed water system. This evaluation provided 4
important and valuable analysis regarding the full use of the - _
reclaimed water storage tanks, installation of new meters 5e.
and check valves, as well as recommendations for future
isqg
transmission mains to optimize the use of the resource. We .
remain confident we will meet the requirements of Zero _ r=
Surface Water Discharge (SB 64, 2021) before 2032. _ '= `
f = -
Page 41
From the Jacobs Engineering evaluation,we installed a new check valve and meter at our Lake Asbury plant. We
now have the capability to send reclaimed water from Fleming Island,to Ridaught,to Mid-Clay.We will continue
to advance the optimize the use of this important resource.
All our efforts in recruiting from CCUA's internship program have been extremely successful. We are proud to
announce that Austin Larson and Shane Jourdan graduated high school this year and were eager to join our team
as full-time employees. Both are currently working diligently to obtain their class C licenses. Our current staff
has gone out of their way to show these young professionals the importance of wastewater treatment. We would
also like to congratulate Mason, Bryce, and Tyler for receiving their class C license this year.
To further expand the knowledge of our Lead Operators, we have implemented a rotation for the Lead Operators.
In this rotation, each of the Lead Operators spends roughly three (3) months at each of the WRF's to learn the
nuances of each facility. This rotation provides valuable experience and promotes problem solving skills. In
addition, this practice builds relationships between the Lead Operators and the
`Y operators at each of the facilities.
Later this year we will be saying farewell to our most senior Chief Operator,
Lyle Fulton. He has been with the company for 42 years and has been the Chief
} >PT
of our Miller St. facility since 2001. Earlier this year, he received the Operators
• Excellence Award from DEP.He has not only been a colleague,but also a mentor
' and a friend to many of us here. We are thankful for his many contributions to
our organization and wish him well on his well-deserved retirement.
Ti Lastly, our team will continue to demonstrate their hard work, dedication, and
professionalism maintaining compliance and protecting our natural resources.
ip
Distribution and Collections (D&C) Systems
The D&C team continues to handle the day-to-day operation and maintenance of CCUA's potable and reclaimed
water distribution systems, wastewater collection and transmission system, and assist with general maintenance
needs of the water and wastewater facilities. The D&C team operates and maintains 1,643 miles (8,675,040 feet)
of main pipelines, 196 lift stations, 4,071 fire hydrants, 16,981 main line valves, and 73,691 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 68 members.
This past year, the D&C team assisted several other departments in the implementation of CCUA's new field
service ticketing system, Spry Mobile. This new platform will enable staff within the department to manage their
day-to-day workload more efficiently. Spry Mobile will also assist in streamlining several of our manual process.
Additionally, this system will act as our meter and Meter Transceiver Units (MXU) inventory system. This will
ensure that we are tracking these assets from the time they arrive in our warehouse until they are deployed into
customer connections.
In addition to new software systems, we also welcomed a new crew to the team. To keep up with the general
facility and lawn needs of 196 lift stations, twenty-two (22)water plants, and seven(7)wastewater plants, CCUA
added three (3) maintenance technicians to assist in this effort. This will allow our current staff to stay focused
on efficiently and effectively maintaining our plants and facilities. Additionally, this crew will be introduced to
Page 42
several facets of the organizations and will likely allow these three team members to advance in the organization
accordingly.
The D&C team has done a fantastic job working together over the past year. With a growing system we are
grateful for the commitment of each team member. The team will willingly and gladly assist other departments
as the need arises. We have seen staff transition from televising gravity sewer lines to repairing leaks, assisting in
utility locates as well as completing manual meter reads.
They have also kept 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 focused on installing
new meters within ten(10)businesses days. In addition to new meter installs,the locates department successfully
completed all locates within the required time frame as set by Sunshine One Call. This includes the never-ending
fiber optic cable jobs happening within the county. When these drilling contractors enter an area, they start by
requesting locates for the entire subdivision. The locate team has done a fantastic job at protecting our utilities.
Facilities and Fleet Management
Our Facilities and Fleet Management experienced a busy year. Our team cares for three (3) buildings on the
administrative campus as well as provides support for buildings at our various plant sites. As previously noted,
we added three (3) positions aimed at care for the facilities grounds and general maintenance activities. Our
addition of those staff members is bearing fruit. In looking at the number of facility maintenance tickets, we are
completing on average 2.44 more tickets than the previous fiscal year. We show the maintenance ticket data in
the bar graph provided on the next page.
Facilities Maintenance
Completed Work Orders
25
20 ti
4
-d 15
0 O iiiiill ■FY 23
10 I ■FY24
5
0
Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep AVG
Since the addition of the maintenance technicians, our Lead Locator and Right of Way Maintenance Supervisor,
Tommy Eure, developed a regular maintenance schedule for the Administrative Complex lawn. This team also
removed shrubs and bushes that were overgrown with vines and weeds. We observed a marked improvement in
the appearance of the Administrative Complex.
We experienced an added benefit in training the new maintenance technicians because we are hiring entry level
candidates with very little experience. These positions allow our team to train, develop, and vet entry level
workers for more skilled positions within the utility. We observe these young professionals wanting to be a part
of and grow as part of the CCUA team. Our experienced team members appreciate the opportunity to train these
young professionals as well as direct their optimism and energy.
Page 43
Beyond the facilities, this department handles the regular maintenance activities for CCUA's 153 vehicles. When
we completed the business case to bring fleet maintenance internal to CCUA operations, we specifically focused
on high frequency and quick turnaround regular maintenance tasks. We are completing more fleet maintenance
tasks this year when compared to last fiscal year. We provide the fleet maintenance task data in the bar graph on
the next page.
Fleet Maintenance
Completed Work Orders
120
100
ki 80
O 60
■FY 23
■FY24
40
20 I I I I I
I 11 11 ill
Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep AVG
Our team of electricians serve within the Facilities and Fleet Management Department.We described our intention
of developing a team of qualified and trained electricians under the direction of our Master Electrician, Billy
Loudermilk. We are pleased to report a full complement of electricians including Billy Loudermilk and the two
supporting electricians of Matthew Crawford and Casey Edgington. We greatly appreciate Billy's teaching and
leadership in developing his team of capable electrical professionals.
Service Availability
The Service Availability(SA)Department made significant progress on our key projects and initiatives. This year
has been marked by significant progress in infrastructure development in areas with growing demand, ensuring
reliable utility service for our growing county.
At the beginning of the year, the department set two (2)primary goals: 1) to continue supporting design services
and CIP planning and 2) to maintain progress in parallel to the construction and planning efforts for future
developments.
One of the many ways we continue to achieve this is part of our normal review process; staff evaluates
opportunities through cost participation in developer-initiated projects to upsize infrastructure,including pumping
stations and pipelines. We use this process to expand our system network availability and reduce the installation
cost once roadways and development are established.As development occurs,the benefitting developers/property
owners pay their pro-rata share to the CCUA for the cost of upsizing the infrastructure.
The department supports planning efforts for future development by prioritizing and assisting with implementing
new or improving existing infrastructure where there is an emerging need for water, wastewater, and reclaimed
water services. During planning efforts, we continue to build relationships and facilitate effective coordination
between the development community and CCUA.
Over the past year, our team has been deeply engaged in significant negotiations with several large-scale
landowners and developers to negotiate the terms and essential provisions for Master Utility Agreements. This
collaborative effort involved extensive discussions and coordination across the organization to ensure that we
meet the needs and expectations of all stakeholders. These efforts will set a strong foundation for future
Page 44
developments and infrastructure. In the coming months these efforts will be finalized and presented to the Board
of Supervisors for consideration. Our completion of these efforts will mark a major strategic planning and
development milestone.
---g-'°"°°- The Saratoga Springs development is one of the key components of our ongoing
/. negotiations. This development is located east of the First Coast Expressway along
- mot' Cathedral Oaks Parkway within the Lake Asbury Master Planned Area, known as
‘-,\' • — LAMPA. The Saratoga Springs development will cover over 2,000 acres, with build-out
demands at nearly 4,500 ERCs of water, sewer, and reclaimed water services. This
development project will significantly advance our goals and objectives, aligning the
- , s CCUA's LAMPA Capital Cost Recovery Policy and Resolution adopted in October 2023
with the development's immediate benefit to users.
The approximate 3,300-acre master-planned community tY known p
as Governor's Park has its first development phase underway, with the plan review and -• =� .,.: _
permitting process nearly complete. Phase lA consists of 401 single-residential lots and -I O ;
an amenity center south of CCUA's Governor's Park Water Treatment Facility(GPWTF)
along County Road 15A. We are confident this phase will align seamlessly with our 'Y _ s<< --:
broader capital improvement projects underway,which include the construction efforts at ' ''' _"' -
p p p j Y, _ "; Div
the GPWTF,the master lift station, and the infrastructure installation from the GPWTF to �� R`n`ti rI _.
the Peters Creek Water Reclamation Facility(PCWRF) expansion. S � '
Phaac IA
In addition to the large-scale developments, staff has worked on or
assisted with more than 172 service requests (approximately 1,900
residential multi/single-family homes) and issued thirty-eight (38)
water and wastewater permits.The following are some of the projects
that you may have noticed are under construction or have been
completed over this past year:
❖ Tractor Supply ='
❖ Cheswick South
:• Cross Creek Phase 2D-2 (101 Lots) ` GRANARY _- ..-
. PARK —_
o• Cross Creek Phase 2E-2 (51 Lots)
:• Rolling Hills Phase A Unit 2C (92 Units)
••• Blanding Express Car Wash
❖ Granary Park Phase 2C &Amenity Center 4
:• Creekview Trail Area 5 Phase A
❖ Jeremy's Hollow
❖ Bella Lago Subdivision, Phase 1
:• Clay County Town Center
Page 45
Figure 2-1
Total Developer Agreement per Year
250 -
a 200 — 187 191
:
°�' 150 ao
145 140
d
100
z 50
0
2020/2021 2021/2022 2022/2023 2023/2024
Figure 2-1 shows the total number of Developer Agreements completed over the past four (4) years.A year ago,
development activity was anticipated to slow due to material cost escalation in the building trades, including for
home builders, and elevated mortgage interest rates. This is in part reflected by the 30% decline in Developer
Agreements from the previous year.
Figure 2-2
Service Availability
250 Request &Average Review Times 30
un 200 25
cr
c ■ — 20 A
lso
o
15
0
i 100 — -0
to E
E El to
z so — 5
0 0
2020/2021 2021/2022 2022/2023 2023/2024
Service Availability Request by Month
Average Days for Plan Review Time by Month
Figure 2-2 summarizes the total number of new service availability requests over the last four(4) fiscal years and
number of days to process typical requests. The SA staff has continuously improved the days needed to convey
comments back on cost estimates and plan reviews, which has reduced by 8 days over the last four years.
This year's ERP project included transitioning to SpryBackflow to manage our customer's backflow compliance.
Despite the initial bumps moving from our legacy system,we are making significant advancements in getting our
backflow vendors and customers signed up to access and maintain their account information along with
submitting annual compliance testing, certifications and maintaining up-to-date insurance and equipment testing.
As our staff and backflow customers gain experience over the next year, we believe next year's reporting will
Page 46
show the efficiencies in the customers'ability to maintain informed with automated notifications when a backflow
is coming due for annual testing.
Figure 2-3
ASSEMBLY LOCATIONS FM.: ALL j .60 DAYS OVLntyJe COMPLIANT ARCHIVED
Backttow Device Test Is compliant Backiow Device Test is Due within 60 Days
® BackRow Device Test is Overdue or w.tiin 10 days of the Due Date Backiow Device has been REMOVED/ARCHIVED horn this Location
Show 10 v entries CSV Prmt
TM
Equipment LID Oue - Huard Archeed
Opiows Location 10 lb t4unbr Clete Fealty Name Street Address S.W.Type 0eolee Type Wks Model Sorel s Losel Dote
Waw CC99t78704. 3336 2024 CLAY COUNTY 0 AUTUMN PINES DRIVE ■DOMESTIC REDUCED WILKINS 975XL 2237664 LOW
230 09-19 UTILITY PRESSURE
AUTHORITY
View I CC99178704- 3339 2024- CLAY COUNTY 1000-1 GRACKLE COURT •DOMESTIC REDUCED WATTS 9090T 615551 LOW
233 1106 UTILITY PRESSURE
AUTHORITY
µea,I CC99178704
z2a Tester Statistics Assembly Test Statistics
V evil P046778
I STOW I P047988 System Testers:135 Assembly Tests:18491
mewl P046779
1 VIe 0� ■Testers Approved with 76 .Approved Tests 18449
Valid Certification
■ .
Pending Review Tests Pending Review 17
[.v^'J - Tests Denied Review 0
Testers with Expired 20
or Expiring Equipment El Failed Initial Tests 21
■Testers with Expired 5
or Expiring Certifications Unsubmitted Tests 4
Figure 2-3 provides a dashboard view for the staff to bring visual awareness to those overdue for backflow
compliance. SpryBackflow is set up to have the backflow vendors manage their own portal, thus keeping their
equipment, certifications, insurance, and licenses current. Several system-generated notices will go out when one
or more of the above-referenced items are due to expire. This eliminates the need for paper-based assembly test
reports, which the backflow vendor now enters; most are in the field at the time of the test.
With the launch of the ERP project in our rearview mirror and consistent with the Strategic Plan, SA is advancing
coordinating with our IT department to advance efforts on procuring a plan review software which will streamline
and to allow electronic project submittals, a customer portal for project tracking, permitting, and mobile
inspections to streamline plan review requests, improve communication, and improve review status accessibility.
Engineering Design
The Engineering Design Department continues to advance several key CIP projects in both the construction and
design phases. We consider this past fiscal year very successful with several key CIP projects remaining on
schedule and within the approved budgets. In addition to advancing the construction of physical assets, the
Engineering Design team plays pivotal role in our update to the CIP in process, management, and presentation of
the CIP budgets. We are pleased to report very positive progress on all these fronts.
As reported to the Board of Supervisors, our team continues to evaluate project costs in relation to planned project
budgets. We consider the utility construction market has permanently changed to reflect higher pricing due to
labor and materials cost escalation, as well as temporal increases due to the limited number of contractors in the
market coupled with the large number of municipalities and utilities seeking construction services. Based upon
Page 47
information from the Associated General Contractors of America and feedback from contractors we are currently
working with,we anticipate construction pricing stabilizing around current pricing levels absent a major economic
event.
We made strategic investments in capital infrastructure in advance of a forecasted period of high population
growth in Clay County. Our team considers this point important because CCUA must have plant infrastructure in
place ahead of customer growth occurring. In addition, the strategic investments in large diameter trunk mains
through the LAMPA Policy will remove a barrier to market entry and spur growth and development. With those
investments in capital infrastructure being financed and under construction, we are now looking for the forecast
period of high customer account growth to occur.
Capital Improvement Program Performance History
12000(1000
Estimated Additional$35-Million in Flight
IS37,730,523.001,, 56099,194.23 S101.546.075.00$96,491,109.00
100000000 I = I
S13,013,439.77
8000(1000 IS 16,462.846.81I
C - [S I4,821,832.53],
157,994,538.341, S35,052,000.0(1]
I S23,469,787.37 F, %1933.865.0o g58A26,231?3
= 60000000 1512,539,366.07
tb IS6,623,866.64 I- \
156,937,898.48n
•a 40000000 $szs6s. .00 — — 1i2
L90
8{I2 7,701,408.00 $30.0
s6.70 0
$0.540.822.00 22,864,000.00
20000000 I
17�s24.o0 I
0
2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 Projected
2024
Budget Year Underway
•Total Spent •Total Budgeted
Several years before 2021 CCUA's CIP budget steadily grew year after year with more and more projects added
but not completed,ultimately creating the large backlogs shown in 2020 and 2021. Since 2021, CCUA has seen
a steady increase in project throughput relative to budget, and by the end of 2024 we will have in place the plant
capacity to serve the projected growth in our service area. Staff estimates by the end of 2024 we will
conservatively reach $70 million spent on our $96 million FY 24 budget or 73% of the budget spent. The staff
aims to implement 80% or more of the budget each year.
With CIP project development and throughput, we
continue work to pace and manage CIP project
budgets through a defined process. We want to
manage and update project budgets as information
through the design development process improves.
We consider development and adoption of a formal
Need Concept Design Construction project management and reporting process
important due to the relationship between the CIP
project budgets, spending, debt, and customer rates.
Consistent with the strategic initiative stated in the
adopted Strategic Plan, our team began to update
the CIP process this fiscal year using the phases of
Page 48
Need Identification, Basis of Design/Concept, Design, and Construction. We will establish an initial scope of
services along with an initial budget with the Need Identification phase. Our initial budget established will include
a contingency amount relative to the uncertainties existing with the project at the time. As our team advances a
project to the Basis of Design phase, then to the Design Phase, and ultimately to the Construction Phase, we will
report updates to the project scopes, budgets, and schedules. This process will enable our team to keep the CIP
reports current and reconcile report variances of scope, schedule, and budget through the phases.
Figure 1. Example of Design Performance Reporting Summary Template Under Development
We consider improved CIP processes and reporting essential to management of, and decisions related to the CIP.
With the rate study now complete, our team now has the finance capacity identified and remains focused on
managing the cost of capital infrastructure, prioritizing CIP projects, and managing the pace of CIP projects so
we do not out pace those financial resources. We will update the Board of Supervisors on our progress in this
effort along with the presentation of updates to the CIP reporting.
Project Design Performance Summary
Schedule Scope Budget Approvals
Initial Project Design,Bidding,and
Start Date: 7/3/2023 Initial Design Services Contract: $520,000.00 Construction Budget($): $10,500,000.00 Check PM Approve to Bid Project: TBD
30%Project Design,Bidding,and Chief Engineer Approve to Bid
Anticipated Duration(Weeks): 24.0 30%Design Services CM: Yes Construction Budget($): $10,500,000.00 Check Project: TBD
Cost of 30%Design Services CM Variance from Initial Project
Anticipated Final Design(Date): 12/18/2023 ($): $10,000.00 Budget($): $0.00 Check CFO Approve to Bid Project: TBD
Variance from Initial Project
Actual Design Delivery(Date): 1/5/2024 60%Design Services CM: No Budget(%): 0.00% Check ED Approve to Bid Project: No
Cost of 60%Design Services CM 60%Project Design,Bidding,and
Actual Design Delivery(Weeks): 26.57 ($): $0.00 Construction Budget($): $11,530,000.00 Check Project Budget at End of Project Design Phase
Variance from Original Sched. Variance from 30%Project Budget Actual Concept Project
(Weeks): 2.57 90%Design Services CM: Yes ($(: $1,030,000.00 Check Development Costs($): $500,000.00
Cost of 90%Design Services CM Variance from 30%Project Budget Acutal Project Design Services
Variance from Original Sched.(VI: 10.71% ($): $100,000.00 (%): 9.81% Check Costs($): $730,000.00
90%Project Design,Bidding,and
Final Design Services CM: Yes Construction Budget($): $12,730,000.00 Check Final OPCC 816,500,000.00
Cost of Final Design Services CM Variance from 60%Project Budget Final Project Costs at End of
($): $100,000.00 ($): $1,200,000.00 Check Project Design Phase($): Not Approved
Variance from 60%Project Budget Approval to begin construction in
Total Final Design Services: $730,000.00 (%): 10.41% Check Fiscal Year: TBD
Variance from Initial Design Final Design,Bidding and
Service Contracts($): $210,000.00 Construction Budget($): $17,230,000.00 Check
Variance from Initial Design Variance from 90%Project Budget
Service Contracts(%): 40.38% ($): $4,500,000.00 Check
Variance from 90%Project Budget
(%): 35.35% Check
Variance from Initial Project
Budget($(: $6,730,000.00 Check
Variance from Initial Project
Budget(%): 64.10% Check
We are very pleased to report the Peters Creek Water Reclamation Facility (WRF), Governor's Park Water
Treatment Plant and Master Pump Station, and the interconnecting transmission mains remain on schedule and
within the approved budget. We expect the Peters Creek WRF and Governor's Park facilities to be in operation
by early 2025. Completing these projects on-time and within approved budgets is supporting what we expect to
be the fastest growing area of the county and our best near term revenue source.
Another major project initiative focuses on the trunk mains envisioned in the Lake Asbury Master Planning Area
(LAMPA)Trunk Main Capital Cost Recovery Policy. The Board of Supervisors approved this policy to fund five
(5)large diameter trunk mains to serve specified benefiting areas in the LAMPA. CCUA entered into an agreement
with the Shadowlawn Community Development District (CDD) in August 2023 to begin construction work on
the first project related to the LAMPA Policy. This first project,west of the First Coast Expressway(FCE), should
be complete at the same time as the FCE. Our team is very engaged with efforts regarding the design and
construction for the remaining LAMPA trunk mains.We will report on the progress of these efforts through Fiscal
Year 2024/2025.
The Engineering Design team handles the project management of CIP plant projects. CCUA staff works closely
with the design consultants who provides Construction Management Services (CMS) to monitor the progress,
budget, schedule, and quality of the construction projects. We listed below the major CIP projects currently under
construction with estimated dates they will be placed into service.
Page 49
Project Name Estimated Completion of Construction _
Peters Creek Water Reclamation Facility (WRF) January 2025
and Pipelines _
Governor's Park Regional Lift Station and January 2025
Reclaimed Water Storage and Pump Station
Governor's Park Water Treatment Plant January 2025
Ridaught Landing WRF Upgrades December 2024 _
Swimming Pen Creek Watermain Interconnect April 2025
We are also pleased to report we completed the construction of several key projects this past fiscal year. The
projects we completed this fiscal year include the Saratoga Springs WTP and RW Storage and Pumping Facility
(Saratoga Springs), the Governor's Park WTP Supply Wells, the Governor's Park Site Civil Work, and the Mid-
Clay Potable Reclaimed Water Demonstration Facility. All these projects either do or will play a critical role in
providing vital services to our customers.
The Saratoga Springs WTP and RW Storage and Pumping Facility came online in the first quarter of the fiscal
year. This facility provides vital support in providing services through the entire Lake Asbury Area. Our
completion of this facility provides the central WTP between the Meadow Lake and the Peter's Creek WTPs for
resiliency of the Lake Asbury water distribution system. When we complete the water main connecting the
Ravines WTP to the three noted WTPs in late 2024 to early 2025, we will have four gridded facilities providing
service to the Lake Asbury area.
We also continue to advance key projects aimed at mitigating service risk by providing system resiliency for our
customers. The two (2) projects below create interconnects between water distribution grids providing greater
system reliability and resiliency. We expect construction for both projects will be complete in Fiscal Year
2024/2025.
> Swimming Pen Creek Water Main Interconnect
> Ravines to Henley Rd Water Main Extension
Our team also remains engaged with projects involving renewal, rehabilitation, replacement, or betterment of
existing assets. The projects listed below address either aging infrastructure or accommodation of Florida
Department of Transportation (FDOT) improvements to a County Road (CR). We expect these projects to
complete construction in the next fiscal year.
> Ridaught Landing WRF Facility Upgrades
> CR 220 West Water& Sewer Main Relocations (FDOT Related)
> Fleming Island WWTF Clarifier No. 1 Rehabilitation
> Lift Station 2 and Lift Station 3 Improvements
Our Engineering Design team began shifting from the large plant and pipeline projects to renewal, rehabilitation,
and betterment projects of existing infrastructure this past year. We have the rehabilitation of lift stations #2 and
#3 currently under construction. The list below presents the design of renewal, rehabilitation, and betterment of
existing facilities our design team is working on.
> Miller Street WRF Influent Structure Replacement
Page 50
➢ Keystone Heights WRF Expansion
➢ Knight Box Force main and Lift Station(LS) #56 Upgrades
➢ Lift Station#20 Replacement
➢ Lift Station#88 Relocation
Construction and Inspection Services (CIS)
The CIS Department provides inspection services to the construction of linear assets such as pipelines, pump
stations, etc. Most of the workload for the CIS Department originates from the Service Availability Department's
Developer Agreements for the associated residential and commercial projects. The CIS Department inspects and
documents the progression of developer constructed infrastructure. At the conclusion of developer construction
projects, the CIS team ensures the infrastructure CCUA accepts from the developer was constructed in general
conformance with the Developer Agreement,permits, and the approved construction drawings.
The CIS Department also provides support to the Engineering Design Department for the construction phase
administration for CIP projects. Typically, CCUA engages a dedicated third-party engineering firm to provide
routine construction inspection services to ensure the vertical assets in the projects are constructed in accordance
with the permitted and approved construction plans and specifications. The CIS Department assists the
Engineering Design Department Project Managers in monitoring those projects in the construction phase. Some
examples include also processing change orders, validating pay requests, and the notifications required at the
close-out of the project.
This fiscal year, the CIS team has or is providing construction and inspection services to twenty-three (23)
subdivision projects and twenty-nine (29) commercial projects. In addition, the CIS Department provided vital
support for eighteen (18) CIP projects. We provide a chart below showing a breakdown of the workload mixes
this fiscal year.
Fiscal Year 2023 - 2024
IS Project Workload Mix
Capital
Improvements Subdivision
23% 34% •Subdivision
•Commercial
•Capital Improvements
Commercial
43%
As noted in the Service Availability discussion of this report, we are seeing a slight decrease in the number of
subdivision and commercial projects currently moving through the Developer Agreement process. While we
expect a slight decrease in the construction and inspection activity coming up, the current activity remains near
or above the averages for the past six (6) fiscal years. We present the number of project inspection data below.
Page 51
Inspected Projects Per Month By Fiscal Year
6D
40
30 �
to
Lli i hi III I
—
Oct. Nov. Uec. 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
nom2021-2022 43 44 46 48 48 50 52 47 45 47 47 46
-2022-2023 46 53 48 50 47 52 51 47 51 50 50 44
2023-2024 47 47 44 49 45 44 41 41 38
-Average 37.6 38.8 37.8 40.2 39.2 40.8 41.0 39.6 39.8 40.5 41.0 40.5
2019.2020 2020-2021 2021-2022 2022-2023 2023-2024 Average
As noted in the Engineering Design Department section, we experienced an especially busy two (2) year period
completing designs and constructing numerous new CIP projects. Once bid, the projects were consistently
completed with 5% of the original bid price unless the owner requested a change, which is our internal metric.
We use this metric because contractor change orders to the bid price indicate the quality of the engineering design
and the diligence of the construction inspection team maintaining project controls. Our one exception to the
project performance against the original bid price involved the owner directed change for a force draft aerator at
the Governor's Park WTP to address high sulfur in the groundwater discovered with the drilling of the production
wells. A compilation of major CIP construction phase projects is shown below.
➢ Potable Reuse Demonstration Facility Project
➢ Saratoga Springs WTP -Phase I
➢ Saratoga Springs RWP -Phase I
➢ Governor's Park WTP Supply Well Drilling
➢ Governor's Park Site Civil Work
➢ Peters Creek WRF Expansion and Pipelines
➢ Governor's Park WWLS and RWPS
➢ CCUA Administration Building Expansion Phase I
➢ Fleming Island Water Reclamation Facility Neutralizer Building (BCR)
➢ Swimming Pen Creek Water Main Interconnect
➢ Ravines to Henley Rd Water Main Extension
➢ Ridaught Landing WRF Facility Upgrades
➢ CR 220 West Water& Sewer Main Relocations (FDOT Related)
➢ Ridgecrest Electrical Upgrades
➢ Fleming Island WWTF Clarifier No. 1 Rehabilitation
➢ Lift Station 2 and Lift Station 3 Improvements
Enterprise Asset Management(EAM) and Geographic Information Systems (GIS)
The Enterprise Asset Management(EAM)&Geographic Information Systems(GIS)group showed good progress
on several projects this fiscal year. In addition to the progress on projects,this department maintained a high level
of performance processing As-Built/Record Drawings at the end of the construction process.
The new GIS&Asset Systems Manager,Benjamin Freeman,has been with us for just over a year now and settled
into his new role.He made connections throughout the Utility to better meet the needs of staff who use the systems
he manages daily. Joshua Reed, our GIS and Survey Technician, started his career at CCUA as a high school
intern and was hired in July 2023 to a full-time position. He is a productive team member who continues to
develop.
Page 52
EAM is a process that involves extensive tracking of both assets and work performed on those assets to better
assist us in planning and executing maintenance and eventual replacement to maximize asset life cycles. We use
a platform called Cartegraph as our EAM system. We progressed with a collaborative project with Jacobs
Engineering to provide an optimization roadmap for our use of Cartegraph. After an extensive review of our
current system and processes used by our operations teams, Jacobs provided a set of optimization
recommendations. These recommendations include new Preventative Maintenance Plans, asset onboarding, and
expanded usage of the work order functionality in Cartegraph. The engineering and operations teams will conduct
a comprehensive condition assessment project for major vertical assets starting October 2024 to populate the
EAM system with baseline data and help inform future CIP project pacing.
Geographic Information Systems, or GIS, is a software suite used throughout the utility for mapping, data
management, and analysis. We use ESRI's Arc Suite of software, which is the industry standard. A large
responsibility of the GIS group centers on the As-Built Review process. We receive As-Built or Record Drawings
from a contractor at the conclusion of a construction project. Our team goes through a significant process to
incorporate the data into our digital and physical records. We work to incorporate the asset data into our systems
as quickly as possible to support our operations teams responsible for maintaining the infrastructure. The group
exceeded their defined goal of under 7 working days per project at 4.47 working days per project.The below chart
shows the As-Built to GIS Total Cycle time figures going back to when we started tracking on the left to present
day on the right. Implementation of new processes significantly reduced the cycle time on these projects.
As Built-GIS KPI TotalCycle Times
400
350 • GIS Job Types -Digitizing Average Cycle Time -
♦
■ -Complex -3 Weeks
300 i` • -Medium -2-4 Days _
• ■ -Simple -1 Hour
• •
t0 250 •
ti !■♦ �.
- ♦ 4 ■ - ♦ ••
I ► itA •
100
Pi r A.AA •r A !■• ■
50 ■ A ha
II I 11 Iyy
0 • II. Ai .. ■i 1F ..._ IFvm)e .m s+5 n , .—r .._ . -
7-1 "1" .� NMa � en � eF.. '4 '4i .ennenu" enN. en o' � o .1Die`elenen' u"� � � �
.. e. e. e. e. e. .-I .-I - .- .-1 - N N N N N N N N N N N R! HI M M M M M M P9
Asbuit Jobs Received
=GIS Digitzing-Days ■ Back Log-Days Total Cycle Time —Expon.(Total Cycle Time)
A transformative effort for the GIS system focuses on the ongoing Utility Network project. This project requires
a migration of our GIS data to a new format. This new data format will convert our GIS dataset from a large
collection of individual pieces into interactive,interconnected systems used for analysis and day to day operations,
such as simplifying our outage notification process. Benjamin as well as our Senior GIS Analyst Rita Matti-Coles
completed required training to prepare for Utility Network. Both Benjamin and Rita are currently preparing our
system for the migration.
The group also completed the easement conversion project.Easements were converted from both paper and digital
formats to GIS and uploaded to our utility mapping application, which houses all our data for easy access by
employees. This data provides a valuable reference tool for field personnel to find our legal boundaries, as well
as for service availability when assessing a customer's options for new service.
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The survey team experienced a busy year marked with many important projects outside of the usual workload
keeping us from reaching our target output for sketches and descriptions. One such project was the Elevation
Certificate project, which is a field verification of the elevations of structures at our plants required for flood
insurance purposes. Other examples include site surveys and several easement demarcations.
KPI I Target T Completed or In-Progress
Route Surveys Completed 6 5
Sketches and Descriptions 30 17
Demarcations n/a 14
Procurement
Our Procurement team experienced significant changes in the tools used in the procurement process. Our
implementation of Workday through the ERP project required our team to adapt to highly standardized processes.
In addition to the implementation of Workday, our team continues to work toward standardizing solicitation
documents and contracts. We also continue our efforts to establish Quality Assurance/Quality Control (QA/QC)
processes to ensure effective communication with our vendors, suppliers, and contractors.Finally,we began work
with CCUA's legal counsel, Grady Williams,to update CCUA procurement policies to address current challenges
we face in procuring goods and services while remaining consistent with the enabling legislation.
As previously noted, our team deployed the Workday system on March 25,2024. CCUA's procurement processes
involving Purchase Orders (POs) and P-Cards now resides within the Workday System. Workday's processes are
clearly defined requiring our team to be disciplined in handling procurement of good and services. This element
of Workday presented challenges to our operational staff in relation to documenting the receipt of the goods and
services and the invoices. We worked closely with our vendors, suppliers, and consultants to ensure they are
submitting invoices through the Workday portal. We continue to make significant progress reflected by efficiency
since our"go live"with Workday.
Last year, we discussed the development of standardized solicitation and contract templates. The need for CCUA
specific documents was highlighted in the Legal Lessons Learned Workshop we held in January 2024. We aim
for clarity in the contractual relationships with our vendors, suppliers, and contractors. We also aim to manage,
mitigate, or appropriately transfer risk through well written contract documents. This effort remains a work in
progress this fiscal year. Given the progress we have made to date, we are setting this effort as a key goal for the
Procurement Department to complete in Fiscal Year 2024/2025.
Along with standardization of contract templates, our team continues efforts to establish documented and
disciplined QA/QC processes. This effort also remains a work in progress. We are also setting this effort as a key
goal for the Procurement Department to complete in Fiscal Year 2024/2025.
We consider solicitation and contract template standardization a key to efficiency in the Procurement Department.
The implementation of QA/QC processes will also aid in avoiding un-necessary delays or complications with
solicitations.We will be looking to drive efficiency and productivity forward in the Procurement Department. Our
intention to integrate communication and coordination between the Procurement and Inventory Departments will
require greater efficiency and productivity.
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Solicitations
30
25
20
a'
0 15
U
10
5
0
20/21 21/22 22/23 23/24
Lastly, our team began work to update CCUA procurement and bidding policies along with the Board adopted
governing resolutions. These updates are becoming incredibly important as CCUA grows. For example, CCUA's
existing procurement policy requires competitive bids for all purchases $10,000 or more unless staff is using a
sole source or with advance Board approval another competitively bid state or government contract. The $10,000
threshold proves to be extremely challenging when attempting to stock parts and materials that are essentially
commodities. We also experience issues with the low threshold when attempting to engage vendors to complete
routine repair and maintenance tasks. Our team agrees with demonstrating the best available value at the lowest
cost. However, our preparing competitive bid procurement packages for every purchase of$10,000 or more is
unreasonable and unmanageable to maintain efficient and effective operations. We look forward to presenting
updated policies and procedures regarding CCUA's procurement and bidding policies in Fiscal Year 2024/2025.
Inventory Management
We welcomed Jeff Foshee to the CCUA team as the Inventory Manager in October 2023. Jeff brings a wealth of
knowledge regarding inventory management as well as information systems to the team. Jeff made an immediate
impact to the organization leading the engagement of Grainger to support the development of the warehouse.
We engaged Grainger to evaluate and set-up the warehouse system. Grainger is a leading industrial supply
company. They also offer services supporting businesses with the organization and supporting processes of
procurement and inventory management. We defined the engagement of an inventory management consultant as
a goal for the current fiscal year. We are pleased to report our team completed this effort in January 2024.
Jeff and the Grainger team successfully completed the setup of our warehouse inventory system. This setup
involved the strategic installation of new shelving units designed to accommodate future growth in inventory
levels. Each shelving unit has been planned and installed to maximize space and to ensure easy access to all
inventory items.
In addition to the physical setup, we implemented a detailed labeling and identification process for all items.
Every location within the warehouse has been equipped with a barcode allowing for precise tracking and
management of inventory. This barcoding system not only facilitates quick and accurate item retrieval but also
integrates seamlessly with our inventory management software, enabling real-time updates and minimizing the
risk of errors. With these elements in place, our warehouse is prepared to efficiently handle current demands and
scale for future growth.
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We made the strategic decision not to bring the Inventory module in Workday online at "Go-Live." We decided
to delay the Inventory module until we had the other modules within Workday functioning as expected. Our
primary concern focused on having the financial module within Workday functioning properly so we could
properly convey the inventory assets in CCUA's financial statements. We intend on beginning implementation of
the Inventory module in the upcoming fiscal year upon completing and verifying the financial statement process
is functioning properly.
FY2024/2025 Goal(s):
1. Develop and implement standardized reporting and dashboards using the new ERP systems.
2. Complete and brief the Board of Supervisors regarding CCUA's Cybersecurity policies, standards, and
procedures.
3. Complete the planning effort and brief the Board of Supervisors regarding transitioning CCUA's on-site
back-up systems to a hybrid(on-site and cloud based) solution.
4. Develop a plan and briefing to the Board of Supervisors for a Service Availability plan review software
platform.
5. Complete the update to CIP process and related monthly reports.
6. Present to the Board of Supervisors consideration of an updated Procurement Policy.
7. Complete the standardization of procurement solicitation and contract template documents.
8. Document standardized QA/QC processes for the Procurement Department.
9. Begin implementation of the Workday Inventory module.
Page 56
Public Stakeholder and Government Affairs Engagement: Promotes a healthy working relationship with
governmental entities and public stakeholders.
We consider this past fiscal year challenging but successful in the arena of public stakeholder and government
affairs engagement. Ms. Kasandra Ortiz joined the CCUA team in May 2024. Kasandra brings a wealth of public
engagement, communications, government affairs, and social media experience. She has quickly made a positive
impact on CCUA social media presence in communicating our many different activities in Clay County.
Legislative Engagement
Our team remained engaged with our lobbyist, GrayRobinson, through this legislative session. This session did
not include the number of utility and environmental regulation bills as in the past. Regardless of the small number
of legislative bills, several bills caught our attention and how they may impact CCUA.
At the beginning of the legislative session, our Executive Director, Jeremy
Johnston, participated in the Florida Water Environment Association (FWEA)
06,11,44 Utility Council (UC) fly-in to Tallahassee. During the fly-in, Jeremy participated
:/` in several meetings with members of the legislature regarding the issues relevant
jet
q to the water and wastewater utility industry and CCUA. This event provides an
�/ important opportunity to communicate directly with legislators and the issues they
R will be debating during session.
We began monitoring HB 7013 /SB 1058 early in the legislative session. This bill
proposed new requirements for Special Districts. While many elements of this bill
did not apply to CCUA,we already complied with the bill's requirements for goals,
objectives, performance measures, and annual reporting.
Next, we monitored the development of HB 1557 / SB 1386. This bill included
several provisions under the jurisdiction of the FDEP. This bill covered topics that included the Resilient Florida
Grant Program, flooding and sea level rise, the Onsite Sewage Program, domestic wastewater treatment facilities,
and reclaimed water. Our team will remain engaged with the FDEP as this bill is implemented.
Our team actively monitored the development of HB 275 / SB 340. This bill created new felony penalties for
criminal acts targeting critical infrastructure. CCUA's water and wastewater treatment facilities are within the
jurisdiction of this bill. Our distribution, collection, and transmission mains throughout our communities were
excluded from this legislation.
Another bill catching our team's attention was SB 1692. This bill proposed regulating contaminants of emerging
concern from discharging into wastewater facilities and waters of the state. Contaminates of emerging concern
specifically mentioned in this bill were PFAS and 1,4-dioxane. Our team provided the GrayRobinson important
information regarding CCUA's concerns with this bill. While this bill did not advance through session, we
anticipate similar bills regulating contaminates of emerging concern will be debated in the future.
Our team monitored the development of HB 1277/SB 1510. This bill would regulate the percentage of a utilities
owned by a municipality could be transferred to municipality's general government functions. This bill did not
advance through the legislative session. While this bill did not affect CCUA, the subject of regulating a
municipality's use of utility rates to fund general government operations will likely continue in future sessions.
We monitored the discussions around HB 777 / SB 1088. This bill proposed regulations to eliminate additional
surcharges (rates, fees, and charges) for utility customers outside a municipality's boundaries. This bill did not
Page 57
advance through the legislative sessions. Like the previously mentioned legislation, we expect debates regarding
utility rates, fees, and charges to continue in future sessions.
Our team submitted appropriations requests for consideration this legislative session. The requests were for our
Operations Technology (OT) / SCADA Cybersecurity Improvements and the Keystone Heights Water
Reclamation Facility (WRF) upgrades. The submission of these requests did accomplish a defined goal for this
Fiscal Year. Through the legislative process, one (1) of the appropriation requests did advance to the budget
proposed by the legislature. However, the appropriation request did not survive the line-item veto from the
Governor.
In addition to the two (2) appropriations requests, our team continues to pursue grant opportunities through the
State of Florida. We submitted a FDEP Water Quality Grant and a Florida Commerce Jobs Growth Grant for the
Peter's Creek WRF. We also submitted a Resilient Florida Grant for the Swimming Penn Creek Water Main
Interconnect. In addition, we submitted an OT/SCADA/Reclaimed Water Operating Protocol grant application
to support these improvements. We have also applied for a grant under the FDEPs Clean Water SRF Emerging
Contaminants program for our Potable Reuse project.
Community Engagement
We understand to represent our customers in Tallahassee we must be engaged with our local community. Our
team remains fully engaged with our local community ranging from the Clay Today, Clay County Economic
Development Corporation (EDC), Clay County Board of County Commissioners (BCC), various levels of the
local school system,the Clay Chamber of Commerce, the University of Florida Institute of Food and Agricultural
Sciences (IFAS), and local Rotary clubs. Our team presents on various CCUA related subjects not only to inform
our customers but to also receive important feedback.
In November 2023, a representative of the Clay Today inquired how Florida's Clean Waterway Act impacted
CCUA. We took this opportunity to tell CCUA's story regarding how we were already in compliance with the act
as well as other important regulations. CCUA maintains a tradition of forward thinking and we were able to
communicate that story to our customers through the Clay Today story.
In December 2023, our Chief Human Resources Officer,
Kimberly Richardson, participated in a Workforce
/ Development Summit hosted by the Clay County EDC. The
Clay County EDC discussed the varied workforce challenges
C ! and opportunities employers in Northeast Florida are facing
galkto develop and retain a skilled workforce. This event
provided a platform to discuss CCUA's High School
• Internship Program as well as the Professional Development
and Training Program (PDTP). Based upon our discussions,
we remain confident our approach in consistently developing
our skilled workforce from high school on is the best
approach.
In March, prior to the launch of CCUA's new customer portal, our team gave a presentation to a local Rotary
Club. We communicated to the members why we were transitioning to modern information systems. We also
communicated what to expect in the transition. Our team received positive feedback about the information system
transition along with members of the club sharing stories of their companies transitioning information systems.
Page 58
In May, our Executive Director presented the CCUA Strategic Plan to the Clay County BCC. The Clay County
BCC recently adopted their own Strategic Plan. Both the Clay County BCC and CCUA's Board of Supervisors
commented on the need for alignment between both organizations for the sustainable growth of Clay County's
populations. We are proud to report complimentary alignment between the Strategic Plans providing clear and
concise guidance regarding the goals and objectives for both organizations.
Also in May, our Executive Director participated in the Clay EDC First Coast Expressway Summit. This annual
event allows important stakeholders to provide updates to the progress of construction of the First Coast
Expressway along with other related infrastructure. We were very
pleased to report CCUA's capital infrastructure was either on or .
ahead of schedule. Our team also used this opportunity to not only _
discuss the capital infrastructure, but how those investments relate
to workforce and rates. We received positive feedback from
attendees and appreciated the presentation telling a full story. 11[f
Our team also remains engaged with the Clay County Chamber of
Commerce. Our team hosted in June this year's cohort of
Leadership Clay for a tour of the Mid-Clay Water Reclamation
Facility. In addition, our Executive Director spoke at one of the
Chamber's lunch-and-learn sessions about the deployment of CCUA's ERP project and the new customer portal.
These events proved to be very good opportunities for conversations with business leaders who are also our
customers.
Professional Engagement
Our team continues to represent CCUA at both a national and state level. Professionals within CCUA remain
actively engaged with the Florida Section of the American Water Works Association (FSAWWA), the Florida
Water Environment Association(FWEA),the FWEA Utility Council (UC), the Florida Water Reuse Association.
Our participation in these professional associations keeps us informed of new developments within the industry
while also allowing us to represent CCUA in these arenas.
Our Assistant Chief Engineer, Joe Paterniti PE,began his term as the FWEA President this
fiscal year. As FWEA President, Joe leads this professional association whos mission is
American defined as "dedicated to promoting a clean and sustainable water environment by
Water Works supporting and uniting our members with the public through public awareness and
Association outreach; providing professional development and networking opportunities for our
members; and creating alliances to promote sound science-based public policy " Joe's
service in this capacity provides CCUA a unique perspective in the water and wastewater industry.
Our Executive Director, Jeremy Johnston, continues serving on the
••
" FWEA UC as a Director At
Large.
Lar e. The FWEA UC playan important
t Y role in representing water and wastewater utilities across the State of
_ Florida. Jeremy's participation with the FWEA UC compliments
CCUA's activities with our lobbyist, GrayRobinson. The FWEA UC
' '.;• held many of the same concerns on the pieces of legislation previously
• • described in this report. By serving on the Florida Water
FWEA UC, CCUA's perspective is represented Environment
within the larger industry to positively Association
UTILITY COUNCIL
influence public policy in the State of Florida. hwef Member Association
1
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This year three (3) of CCUA's Senior Leadership Team members gave presentations on the work and
advancements our team is accomplishing for the residents of Clay County. Jeremy Johnston, Darryl Muse, and
Paul Steinbrecher gave presentations at the Florida Water Resources Conference (FWRC). FWRC is the largest
water industry trade show and conference held in the state. In addition, Paul Steinbrecher gave a presentation on
CCUA's reclaimed operating protocol effort at AWWA's Annual Conference and Exhibition(ACE) in Anaheim,
California.
• /h
II
l _ I
Increased Social Media Presence
The primary social media work effort this year centered on the deployment of the new ERP systems in April. We
coordinated with the Dalton Agency regarding the material posted on our current social media outlets of
Facebook, X (formerly Twitter), and Linkedln. We maintained a weekly cadence of social media updates. In
evaluating the impact of the weekly posting, we observed a minimal impact of reaching our customers prior to
the deployment of the ERP systems.
After the deployment of the ERP systems,we observed a noticeable increase in social media commentary.A small
number of customers took to social media to voice frustrations with the new platform and unable to reach CCUA
Customer Service Representatives. During this period, the work effort needed exceeded the capabilities of the
staff available at the time.
As previously noted, Kasandra Ortiz joined our team roughly a month after the ERP systems were deployed.
Kasandra made an immediate impact in our ability to communicate and respond to the concerns with customers
on social media.
In addition,Kasandra dramatically increased the pace of social media engagement. She developed a social media
plan including plans for daily posts. Not only did she increase the pace with daily posts, but her creativity also
increased the visual aesthetics and storytelling capabilities. Kasandra began evaluating the social media trends
through the analytic tools within the social media platforms. The data from the analytic tools indicate we are
increasing CCUA's social media impact successfully meeting our defined goal for this area. We will also note
increasing our social media presence is a strategic initiative within the approved Strategic Plan.
Customer Engagement Surveys
We completed an annual Customer Engagement Survey in July 2024. This survey included questions related to
how we did with the deployment of the ERP systems as well as an on-going customer service perspective. We
interpret the feedback as positive toward the customer service provided. The negative comments received
generally focused on the service fees from the payment processor. We appreciate the information and comments
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provided by customers in the Customer Engagement Survey. We will use the information provided to improve
our services and training of staff.
Consistent with the approved Strategic Plan, our team intends to evaluate and potentially modify our approach to
customer surveys regarding the services we provide.A comment we received regarding the previously used survey
pointed out the survey questions did not relate to the interaction with CCUA staff. We want the survey questions
to be relevant to the customer experience and the services we provide. Our team will research available options
and develop a plan to improve regular and relevant customer engagement surveys.
We will note here the different social media platforms offer different metrics regarding views, likes, followers,
reposts, and comments. We think monitoring and the use of these metrics will add insights to our customer
engagement effort. While insightful, we do not think social media platforms should be the primary way to engage
customers and seek feedback. We will brief the Board of Supervisors regarding our social media metrics and
updates to our approach to customer engagement surveys.
FY2024/2025 Goal(s):
1. Maintain active with GrayRobinson regarding legislative affairs.
2. Prepare and submit a minimum of two (2) grant applications in Fiscal Year 2024/2025.
3. Maintain active participation in professional organizations such as AWWA, FWEA, and the FWEA UC.
4. Brief the Board of Supervisors regarding CCUA's use of social media and related metrics.
5. Brief the Board of Supervisors regarding updates to CCUA's approach to customer engagement surveys.
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Intangibles: This category is intended to evaluate the Executive Director's response to unexpected and unforeseen
events.
Our team focused significant time and effort on the deployment of the new ERP systems while also addressing
other challenging issues with professionalism and integrity. The ERP required our team to evaluate resources,
priorities, and adapt to situations as events developed. Beyond the ERP Project, our team participated in the State
of Florida's response to Hurricane Idalia, responded to a significant environmental incident that threatened a
business off Blanding Blvd., and dealt with serious accusations against key leaders in operations received from
an anonymous complaint.
ERP deployment
As previously stated, we consider the deployment of the ERP systems of SpryPoint, Workday, and Invoice Cloud
the most transformational project we have or will undertake for a significant period. Our Workday system
integrator,Collaborative Solutions,called our team small and mighty for the effort we were undertaking. Our core
team on the ERP moved mountains of data and dealt with decision making involving many processes central to
CCUA operations and the relationship with our customers. While our team developed a plan for and after "go
live" phases, we needed to adapt our plans and operations to manage the higher volume of customer calls and
visits we experienced.
Hurricane Idalia
This past year Florida experienced another significant natural disaster from Hurricane Idalia. The CCUA team
again stepped up to respond and help a community impacted by the storm.Through coordination with FlaWARN,
CCUA deployed a team of operators, mechanics, and technicians to aid the Town of Jennings Florida. Our team
provided vital support to the Town of Jennings by getting their pump stations up and running, clearing debris, and
assisting with process controls at their small package wastewater treatment plant.
Our team continued the process of learning from the storms we deployed staff to aid in the State of Florida's
disaster response. We held our second annual Hurricane Disaster Planning and Response Workshop in February
2024. This year, our operations leadership team of Darryl Muse, David Rawlins, Heather Webber, Ross Bland,
and David McDonald planned and led the workshop. In the workshop, we reviewed our own storm preparations,
the support provided to the Town of Jennings, evaluated areas for improvement, and discussed events experienced
we did not anticipate. The Hurricane Disaster Planning and Response Workshops have become an important team
building and planning tool for our preparation for Hurricane Season.
Environmental incident at 349 Blanding Boulevard
In January 2024, we received notification of an environmental incident, a sewer back-up, at 349 Blanding
Boulevard. This incident caused significant damage to the business, a child day care. Our team acted quickly to
protect public health and safety. Our team also worked closely with the business owner to clean, sanitize, and
restore the business to operations. Our team also worked closely with regulatory agencies in keeping them
informed of the incident and our restoration efforts. Through a truly team effort, we were able to restore the
business to operations through quick and decisive actions that protected their health and safety while preserving
their business.
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Accountability and Ethics
Ethics and accountability are foundational to CCUA's operations, guiding its behavior, shaping its culture, and
securing its future. Ethics and accountability in leadership are crucial to CCUA for several reasons:
• Trust and Credibility
• Reputation Management
• Legal and Regulatory Compliance
• Employee Morale and Engagement
• Long-Term Success
• Decision-Making
On June 7,2024,when an anonymous complaint was made questioning the actions of three(3)CCUA employees,
two (2) of which in leadership roles, Kimberly Richardson and Stanley Jurewicz completed a thorough
investigation. Their efforts and the resulting investigation report reflects our organizational values. The resulting
decision by the Executive Director was handled with professionalism, integrity, objectivity, courage, and
accountability.
After the investigation and management decisions were complete, Jeremy Johnston and Darryl Muse scheduled
time with both the Water Treatment and Wastewater Treatment Departments. Jeremy and Darryl discussed
management's decision and the plan moving forward. Jeremy and Darryl stressed the importance of
professionalism and integrity. CCUA's name and reputation depends on how each and everyone's actions and
representations. They also pointed out the reason they were discussing these issues with the respective
departments to demonstrate courage and accountability in doing the right thing for CCUA and the professionals
who make up this organization.
We point to this investigation and resulting decisions within intangibles because of the leadership demonstrated
through a difficult circumstance. Our Senior Leadership Team considers working with professionalism, integrity,
courage, objectivity, and accountability key to our success. Through this difficult circumstance, our team held to
these values and made the hard, difficult, and right decisions for the organization.
FY2024/2025 Goal(s):
1. Continue to foster and develop a professional culture based on integrity, courage, objectivity, and
accountability.
Page 63
Performance Evaluation,
Criteria, and Schedule
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 23-24 Evaluation Criteria Goal:
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.
2) Risk Management: Identifies risk and recommends and implements appropriate policies
and procedures to mitigate the overall risk to CCUA and its employees.
FY 23-24 Evaluation Criteria Goal:
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
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 23-24 Evaluation Criteria Goal:
1. Maintain a MOD Factor at or below 1.0.
2. Maintain an RIR at or below 2.9.
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 23-24 Evaluation Criteria Goal:
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.
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.
FY 23-24 Evaluation Criteria Goal:
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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.
6) Regulatory Compliance: Ensures compliance with federal state and local agencies.
FY 23-24 Evaluation Criteria Goal:
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.
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 23-24 Evaluation Criteria Goals:
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.
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 23-24 Evaluation Criteria Goals:
1. Complete the ERP Project and successfully launch those systems
2. Present IT/OT Cybersecurity Policies
3. Engage an Inventory Management consultant
9) Public Stakeholder and Government Affairs Engagement: Promotes a healthy working
relationship with governmental entities and public stakeholders.
FY 23-24 Evaluation Criteria Goals:
Page 66
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
10) Intangibles: This category is to evaluate the Executive Director's response to unexpected
and/or unforeseen events.
FY 23-24 Evaluation Criteria Goal:
1. Develop an annual Hurricane Disaster Planning and Response Workshop
2. Continue efforts advancing a North Florida Regional Integrated Water Supply
Projects Framework
Evaluation Procedures
August 21* Executive Director provides a narrative self-evaluation to all Board
members
September 3* 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 6* Board members turn in their evaluation, numerically scored 1
through 5 (5 being the highest score) for each area, to the Board
Attorney.
September 17* 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
Page 67
Proposed 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
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.
Page 69
Fiscal Year: Print Evaluator Name:
1. Customer Engagement: Ensures timely and effective communication as well as quality products
and services are provided to CCUA customers.
Check performance rating 1 ❑ 20 30 4❑ 50
Comments:
2. Risk Management: Identifies risk and recommends and implements appropriate policies and
procedures to mitigate the overall risk to CCUA and its employees.
Check performance rating 1 0 20 30 40 50
3. Safety:Ensures CCUA facilities and employees operate in accordance with OSHA standards by
allocating sufficient resources and modifying or establishing applicable policies and procedures.
Check performance rating 1 0 20 30 40 50
Comments:
Page 70
4. Administration:Develops an overall strategic plan and ensures the CCUA Board of Supervisors
remains adequately informed on information pertaining to the overall health and performance of
the organization.
Check performance rating 1 ❑ 2❑ 3❑ 4❑ 5❑
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 ❑ 2❑ 3❑ 4❑ 5❑
Comments:
6. Regulatory Compliance:Ensures compliance with federal state and local agencies.
Check performance rating 1 ❑ 2❑ 3❑ 4❑ 5❑
Comments:
Page 71
7. Financial Performance:Prepares a balanced budget to provide services at a level directed by the
Board of Supervisors, ensuring actions and decisions reflect an appropriate level of responsibility
for financial planning,performance, and accountability.
Check performance rating 1 ❑ 2❑ 3❑ 4❑ 5❑
Comments:
8. Organizational Operations Performance:Ensures adequate forecasting,planning,maintenance,
and management to provide continuous utility service with minimal service interruptions and
prepare to expand and provide services consistent with the community's growth.
Check performance rating 1 ❑ 2❑ 3❑ 4❑ 5❑
Comments:
9. Public Stakeholder and Government Affairs Engagement:Promotes a healthy working
relationship with governmental entities and public stakeholders.
Check performance rating 1 ❑ 2❑ 3❑ 4❑ 5❑
Comments:
Page 72
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
Page 73
Executive Directors Salary
Survey
Page 74
roi COUN,
fliPol
11TYAUTN0EXECUTIVE DIRECTOR
COMPENSATION SURVEY
700,000
600,000
500,000
400,000
300,000
200,000
100,000
°° 0
AWWA CCUA Emerald Gainesville JEA TOHO
Coast Utility Regional
Appendix
Page 76
A — Customer Survey Results
Page 77
CCUA Customer Engagement Survey 2024
Q1 Have you engaged with any CCUA representative in the last year?
Answered: 510 Skipped: 3
Yes
No AL in
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
ANSWER CHOICES RESPONSES
Yes 66.67% 340
No 33.33% 170
TOTAL 510
Page 78
CCUA Customer Engagement Survey 2024
Q2 How did you engage with a CCUA representative?
Answered: 362 Skipped: 15
Office visit 11
Phone iii
Website
Email
Mail
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
ANSWER CHOICES RESPONSES
Office visit 29.56% 107
Phone 66.30% 240
Website 9.94% 36
Email 14.92% 54
Mail 1.10% 4
Total Respondents: 362
Page 79
CCUA Customer Engagement Survey 2024
Q3 What type of service request or issues were you contacting a CCUA
representative about?
Answered: 366 Skipped: 147
Billing or
Account Issue
Creating an .10 111
Account via the
New Customer...
Utility Service MIMI
Water Quality '
Water
Conservation
Speaker,
Event,Public
Engagement
Public Records
Other
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
ANSWER CHOICES RESPONSES
Billing or Account Issue 62.02% 227
Creating an Account via the New Customer Platform 22.68% 83
Utility Service 19.13% 70
Water Quality 3.01% 11
Water Conservation 2.73% 10
Speaker, Event, Public Engagement 0.27% 1
Public Records 0.00% 0
Other 12.57% 46
Total Respondents: 366
Page 80
CCUA Customer Engagement Survey 2024
Q4 Were you satisfied CCUA representatives responded to you within a
reasonable time?
Answered: 367 Skipped: 146
Very satisfied
Satisfied
Neutral
Unsatisfied
Very
Unsatisfied
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
ANSWER CHOICES RESPONSES II—
Very satisfied 61.04% 224
Satisfied 19.89% 73
Neutral 8.72% 32
Unsatisfied 4.09% 15
Very Unsatisfied 6.27% 23
TOTAL 367
Page 81
CCUA Customer Engagement Survey 2024
Q5 Did the CCUA representative address the service request or issue
resolution you were seeking?
Answered: 366 Skipped: 147
Yes IMMLM
No
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
ANSWER CHOICES RESPONSES
Yes 89.07% 326
No 10.93% 40
TOTAL 366
Page 82
CCUA Customer Engagement Survey 2024
Q6 Were you able to address the service request or issue resolution you
were seeking?
Answered: 365 Skipped: 148
Very positive
Somewhat
Positive
Neutral
Somewhat
Negative
Very Negative
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
ANSWER CHOICES RESPONSES
Very positive 67.12% 245
Somewhat Positive 11.51% 42
Neutral 10.14% 37
Somewhat Negative 5.21% 19
Very Negative 6.03% 22
TOTAL 365
Page 83
CCUA Customer Engagement Survey 2024
Q7 How satisfied are you with CCUA representatives listening to your
concerns?
Answered: 367 Skipped: 146
Very satisfied
Satisfied
Neutral
Unsatisfied
Very
Unsatisfied
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
ANSWER CHOICES RESPONSES
Very satisfied 68.94% 253
Satisfied 13.35% 49
Neutral 8.72% 32
Unsatisfied 4.36% 16
Very Unsatisfied 4.63% 17
TOTAL 367
Page 84
CCUA Customer Engagement Survey 2024
Q8 CCUA launched a new customer account platform earlier this year.
How did you hear about the new customer account platform launch?
(select all that apply)
Answered: 449 Skipped: 64
Email from CCUA
Notice in my
CCUA bill
CCUA website
CCUA hotline
Social media
Signs in the
CCUA office
I did not hear
about the new
customer...
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
ANSWER CHOICES RESPONSES
Email from CCUA 64.59% 290
Notice in my CCUA bill 9.58% 43
CCUA website 10.91% 49
CCUA hotline 0.22% 1
Social media 0.89% 4
Signs in the CCUA office 0.89% 4
I did not hear about the new customer account platform 12.92% 58
TOTAL 449
Page 85
CCUA Customer Engagement Survey 2024
Q9 Did you reach out to our customer service department with any
questions related to the account platform launch?
Answered: 457 Skipped: 56
Yes
No
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
ANSWER CHOICES RESPONSES
Yes 33.04% 151
No 66.96% 306
TOTAL 457
Page 86
CCUA Customer Engagement Survey 2024
Q10 Based on the communication you received, did you feel prepared to
create your new account on your own?
Answered: 440 Skipped: 73
Yes
No
I did not
create a new
account
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
ANSWER CHOICES RESPONSES
Yes 69.09% 304
No 16.82% 74
I did not create a new account 14.09% 62
TOTAL 440
Page 87
B - Organization Chart
Page 88
Total Funded and Approved Full-time(190)/Part-time(1),FY22/23 191
Net Full-time Proposed Additions,FY23/24 6
Functional Table o f Organization Net Student Intern Positions,FY23/24 5
r:_--)--
ego�yCOUHrTotal Funded Positions,FY23/24 202
ap. AUTN°
Board of Supervisors
Executive Director
Jeremy Johnston
Chief Engineer _ Chief Operations Officer Communications&Public Chief Financial Officer Chief Human Resources
Paul Steinbrecher Walter"Darryl"Muse Relations Specialist Karen Osborne Officer
Kasandra Ortiz Kimberly Richardson
ngineering(4) istribution&Collection Finance(3) Risk&Safety(1)
(67)
—g I
Customer Service& Human Resources(2)
GIS(6) Water Treatment(19) Billing(17)
Service Availability(8) Wastewater Treatment(35) Procurement(2)
Instructio(5) Inspection Facilities&Fleet(8) Information Technology
(7)
Engineering Administrative vironmental Compliance Inventory(1)
Assistant(1) (3)
SCADA(2)
finistrative
Assistant,
,
Operations(1)
Legend:
Senior Leadership
Team Position
Management Position
Supervisory Position
Lead/Foreman
Position
w
ra
rD
oo
15ff
Position
Revised 8/16/2024 Student Interns
(open x 4)
Engineering Department 'Total Funded and Approved Full-time(190)/Part-time(1),FY22/23 191
Net Full-time Proposed Additions,FY23/24 6
��N COON, Net Student Intern Positions,FY23/24 5
L {- Total Funded Positions,FY23/24 202
rip
G ♦ �
�i1, a
UT AN�I:,
Board of Supervisors
Executive Director
Jeremy Johnston
Engineering Communications&Public Chief Human Resources
9 9 Chief Engineer Chief Operations Officer _ Relations Specialist Chief Financial Officer Officer
Administrative Assistant Paul Steinbrecher Walter"Darryl"Muse Kasandra Ortiz Karen Osborne Kimberly Richardson
Annecia Asberry
GIS&Asset Systems Service Availability Construction&Inspection ,
Assistant Chief Engineer Distribution&Collection
Manager Manager Joseph Paterniti Services Manager (67) Finance(3) Risk&Safety(1)
Benjamin Freeman Melisa Blaney Warrick Sams
---= I
Senior Service Availability
PSM/GIS Specialist _ Senior Design Engineer Customer Service&
XavierA Aguirre Engineer Construction&Inspection Water Treatment(19) Human Resources(2)
9 Darrell Damrow (open position) Services Coordinator Billing(17)
Matthew King
7 Senior GIS Analyst Engineer in TrainingUtility Engineer 1 Wastewater Treatment Procurement(2)
Rita Matti-Coles James Blum Heather Cavanagh (35)
Lead Construction
Survey Technician I Engineer in Trai Inspector —
Joshua Reed Zachary Loeb Rafael Duran Facilities&Fleet(8) Information Technology
Service Availability Analyst (7)
Jennifer Cron
-
Construction Inspector
Backflow&GreasetrapJames Griffin Environmental Compliance
CADD Technician II Josh Towns (3) Inventory(1)
Robert Dawkins Administrator
Samantha Conner
Service Availability
Specialist,II SCADA(2)
CADD Technician lino Smith
(open position)
Service Availability
Specialist,I Administrative Assistant,
Summer Berndt Operations(1)
As-Built Coordinator
Andrew Mitchell
Legend:
Senior Leadership
Team Position
Management Position
MMI
Supervisory Position
Lead/Foreman
Position
w
oo
rD
o Staff Position
Revised 8/16/2024 Student Interns
(open x 4)
Jperations I Total Funded and Approved Full-time(190)/Part-time(1),FY22/23 191
Net Full-time Proposed Additions,FY23/24 6
J Net Student Intern Positions,FY23/24 5
Total Funded Positions,FY23/24 202
I:1:iII•
Y A UTN°���
Board of Supervisors
Executive Director
Jeremy Johnston
Communications&Public
Relations Specialist
Kasandra Ortiz
_ Chief Engineer Administrative Assistant, Chief Human Resources
9 Chief Operations Officer Chief Financial Officer
Paul Steinbrecher Operations Walter"Darryl"Muse Karen Osborne Officer —
Alicia Baker Kimberly Richardson
General SuperintendentD General Superintendent Water General Superintendent WW Environmental Compliance
i&C
anAdministrator Facilities&Fleet Manager SCohn ManagerEngineering(4) anice Loudermilk John"David"Asst.COO Jim Moore Treatment,In Training Treatment Manager John McCleary Finance(3) IF Risk&Safety(1)
Rawlins L Jason McLain David McDo"^t= Heather Webber
1
Chief Sewer Line Chief Field Services Chief Water/Wastewater Administrative Assistant, Instrumental&Controls
GIS(6) Master Electrician Environmental Specialist Customer Service
Inspection Coordinator Maintenance Coordinator Water&Wastewater Technician Human Resources(2) g_
David Deese Carl"Ricky"DeLoach II Gary Church Billy Loudermilk Leslie Buchanan Barry Cole Zack Askew Billing(17)
Lead Sewer Inspection Asst.Chief Water/
Service Availability8 Technician Field Supervisors Wastewater Maintenance r.Faclities
Maintenance Chief Water Treatment Environmental Scientist
( ) Procurement(2)!
Stanley Singleton Bradley Poole Coordinator Electrician Plant Operator Victoria Quick
Mechanic,Sewer TV (open position) Richard Saucier Matthew Crawford Mike Rapp
I ad Water Treatment
Construction&Inspection Inspection I Lead Water/Wastewater 1Plant Operator Information Technolo
(5) Thomas Finnegan Maintenance Mechanic Electrician P 9Y
Field Service Technicians Casey"Elvis"Edgington Christopher Nazworth (7)
Barney Langford Wesley Addison Brian Long
Paul"Pi"Rosenbaum Matthew McMullin Mechanic,Water/ Water Treatment Plant
Engineering Administrative Daniel Legge Fleet Maintenance Operator
Danny Philemon Wastewater
Assistant(1) P _di
Chad LeBlanc Matthew Jeffers Brian Thacker Specialist Dwight Garth ILLInventory(1)
Marc McMahon Jonathan"Scott"Johns Douglas Schutter Jonathan Stanley
Lead Locator/ROW Jack Marsh Jerry Sleezer
Maintenance Supv Brett Bollinger Ter Parks Fleet Maintenance Operator Trainee,
Thomas Eure Craig Ruis Technician Water
cate Coordinator Bradley Browning Jr William Tho Justin Raymer-8/26 I I I I I I
William Walker Ian Larson Water/Wastewater Keystone Heights/ Spencer's 1
Clifford Spry — Maintenance Foreman Peter's Creek Crossing Mid-Clay Fleming Island Ridaught Landing Miller Street
Jonathan Dillon Chief Water Treatment
Locator Lawrence May Facilities Maintena Plant O erator Chief Wastewater
TonyJefferson Jesse Saunders P Chief Wastewater Chief Wastewater Chief Wastewater Chief Wastewater Chief Wastewater
Technician NicJourdan Treatment Plant
Ronald HillTreatment Plant Treatment Plant Treatment Plant Treatment Plant Treatment Plant
Lead Water/Wastewater TracyAlexan Operator
Lead Water Treatment Operator Operator Operator Operator Operator
Maintenance Mechanic Lyle Fulton-last day
OW Maintenance Plant Operator Darin Ernst Kyle Holzschuher John Fuquay T.J.McLendon Mike Chapman
Technician Derek Bayes P 9 16
Kight
Griffin I Carl Kight
Carl Silcox Mechanic,Water/ Lead Wastewater Lead Wastewater Lead Wastewater Lead Wastewater Lead Wastewater
Wastewater Water Treatment Plant Treatment Plant Treatment Plant Treatment Plant Treatment Plant Lead Wastewater
&C Maintenance Treatment Plant
Floyd Greer OperatorTreatment Plant
Technician Operator Operator Operator Operator Operator
William Langley Dillon Lucas Nathaniel Knepper Brad Morgan Nick Smith Curtis Copeland Lindsey Estevez Vincent Brown Operator
Kyle Switzer Levi Johns Kyle Morris Greg Harris
Emanuel8ertie Jacob Crosby Corbin Bohanan
Earin"Chad"Hartman Michael Murrhee Wastewater Wastewater Wastewater Wastewater Wastewater Wastewater
Chief Field Operations Treatment Plant
Treatment Plant Treatment Plant Treatment Plant Treatment Plant Treatment Plant
Coordinator Operator Trainee, Operator Operator Operator Operator Operator Operator Leoend:
Stephen Rencarge Water Tommy Riley Jerry Ley Bryce Adams Anthony Veal Jim Richardville
P g Joseph Dean Austin Gahl Mark Duncan Evan McGauley Mason Dejno Jesse Hellard Darrell"Glenn"Bennett
I 1_ Shane Spicer WesleyBland Paul Stone Christopher Bryant
Lead Retrofit New Installations New Installations Repairs Repairs Shane Jourdan P rY Senior Leadership
— Technician Foreman Foreman Foreman Foreman Team Position
Anthony Walker Kenneth Sweat Shawn McKinney Randy Green Marvin Short I Chief Water Treatment Operator Trainee, Operator Trainee, Operator Trainee, Operator Trainee, Operator Trainee,
J Plant Operator P P P P
Retrofit Technician Lead Utility Lead Utility Lead Utility Lead Utility Wastewater Wastewater Wastewater Wastewater Wastewater Management Position
Mechanic, Mechanic, Mechanic, Mechanic, Bryan Nall
Wade Mathis — Jermaine Smith John Nall iirTyler Bryant Austin Larson Hunter Watts
Christian"McKade" Installations Installations Repairs Repairs Lead Water Treatment Dylan Moore
Middleton Roger"Dale"Rodgers Daryl Roberts Patrik Laniel Dalton Chesser Plant Operator
Cedric Bodway Supervisory Position
Utility Mechanic Utility Mechanic Utility Mechanic Utility Mechanic
Troy Montgomery Michael Echelberger Richard Bates Zachary Bombard Water Treatment Plant Lead/Foreman
a8 Gavin Middleton Jonathan Wiggins Bryce Holeman (open position) Operator Position
AD (open position) Liam Benton Ben Hash
Daniel Dawson
`,c) Brian Peeples Staff Position
Student Interns
Revised 8/16/2024
(open x 4)
1 Total Funded and Approved Full-time(190)/Part-time(1),FY22/23 191
Finance & Human Resources Net Full-time Proposed Additions,FY23/24 6
CON%
�y COU�r Net Student Intern Positions,FY23/245
{ Total Funded Positions,FY23/24 202
I �a/TY A UTN°s,"
Board of Supervisors
Executive Director
Jeremy Johnston
Communications&Public
Relations Specialist
Kasandra Ortiz
_ Chief Engineer Chief Operations Officer Chief Financial Officer Chief Human Resources
Paul Steinbrecher I Walter"Darryl"Muse ' Karen Osborne Kimberly Richardson
Customer Service& Controller
Distribution&Collection IT Manager Theresa Antonucci(temp)
Procurement Manager Inventory Manager Risk&Safety Mana
Engineering(4) (67) Kathleen Trice BillingsDee"Manager P) Angelia Wilson Jeffrey Foshee Stanley Jurewicz
iana"Dee Strickland (open position)
Contract&Procurement
System Administrator Billing Analyst Financial Assistant Human Resource Generalist
GIS(6) Water Treatment(19) — — Specialist
(open position) Dawn Green Cara Clark Damn Parker Susan Alexander
1
Financial Assistant,
Lead Network
Billing Clerk Accounts Payable
Training&Development
Service Availability(8) Wastewater Treatment Administrator Amy Levita y Coordinator
i (35) Andrew Robertson Tamantha Spaid
Freida Brown Ashley Taliferro
Ingrid Rodriguez
Jamie Cribbs
Help Desk Technician Lauren Shupe
Construction&Inspection Facilities&Fleet(8) John Doyle Monica"Claire"Smith
(5)
Help Desk Technician PT
Engineering Administrative Environmental Compliance Jacob Rutkowski
Assistant(1) (3) Customer Service
Supervisor
11 Marla Champion
I _
Programmer,Senior r Customer Service
SCADA(2) Representative
Matthew Pence Brigitte"Brie"Macaluso
Courtney Hinson
Giovanna Tangredi
Administrative Assistant, ersecurity Specialist Jackie Collins
Operations(1) (open position) Melissa Emery
Nahsay Williams
Whitney Mathis
Receptionist/Assistant
Secretary
Lisa Christian
Legend:
Senior Leadership
Team Position
Management Position
Supervisory Position
w Lead/Foreman
Oo Position
rD
N
Staff Position
Revised 8/16/2024 Student Interns
(open x 4)
C — Employee Engagement Survey
Results
Page 93
Cr..:.. -
fliPol
11TYAUTNO°
EMPLOYEE SATISFACTION ,
• FY 23-24 FY 22-23 FY 21-22 FY 20-21
100%
80%
60%
40%
20%
0% I
Career Work Safety Relationship Benefits Work
Engagement Engagement Management Environment
D - Employee Demographic Data
Page 95
, • rI) • • le
•
:4 _::Ir. [ AII'
4' 7 (1117„- N.
1
r 1 I ad EMPLOYEE DEMOGRA1PHICS
AGE RACE
12% 1% < 6/0
61-70 26% Black or African American
18 30 Asian
' 4%
IHispanic or Latino
21%
18% Woman
51-60
ill
1111
21%
o
41-50 ' 23% 89/o
White
31-40 79%
Man
b
u
E — Employee Recognitions
Page 97
Holiday Luncheon Recognitions Years of Service Recognition
Dept Employee Name Employee Name Years of Service
Customer Service/Billing Nicholas Smith 5
Freida Brown Corbin Bohanan 5
Claire Smith Trenton Jenner 5
Brie Macaluso Xavier Aguirre 5
Diana Strickland Kathleen Trice 5
Engineering Freida Brown 5
Heather Cavanaugh Jonelle Cramer 5
GIS Zack Askew,III 5
Josh Reed Barry Cole 5
Service Availability Amy Levita 5
Andrew Mitchell Jacob Crosby 5
Jennifer Cron Floyd Greer 5
Samantha Conner Billy Loudermilk 5
Jina Smith Curtis Copeland 5
IT Karen Osborne 5
Jonelle Cramer Carl Kight 5
Brandon Fields Jonathan Johns 5
Katie Trice Shannon Jenkins 5
Water Ingrid Rodriguez Velez 10
Corbin Bohanan Stanley Singleton 15
Brian Peeples Randall Green 15
HR Tony Jefferson 20
Matthew King 20
Ashley Taliaferro&the CCUA Wellness Committee
D&C Justin Raymer 20
Wesley Addison James Griffin 20
Matt Jeffers John Fuquay 25
Justin Raymer Janice Loudermilk 25
Janice Loudermilk Cara Clark 35
Randy Green Board of Supervisors Appreciation
Shawn McKinney Anna Lebesch-2021-2023
Derek Bayes Daniel Hodges-2020-2023
Ricky DeLoach Wendell Davis-2017-2023
Casey"Elvis"Edgington FSAWWA Fall Conference Competition
Patrick Laniel Marvin Short&Corbin Bohanan-3rd place in the Hydrant Hysteria Challenge
Steve Rencarge Brian Peeples-4th place in the Meter Challenge
Tommy Eure Florida Department of Environmental Protection-Best Operator Award
Cliff Spry Lyle Fulton
Facilities&Fleet Nicolas Jourdan
Doug Schutter&William Thomason ERP Appreciation
Matthew Crawford Karen Osborne
Environmental Compliance Matt Pence
Victoria Quick
Wastewater
Carl Kight
Bryce Adams
David McDonald
Darin Ernst
Jerry Ley
Lyle Fulton
Construction&Inspection Services
James Griffin
Rafael Duran
Procurement
Darrin Parker
Finance
Cara Clark
Karen Osborne
MISC Recognitions
ERP Project Ashley Taliaferro
ERP Project Matthew Pence
Page 98
F - Plant Capacity and Treatment
Performance
Page 99
CLAY COUNTY
FY 2023-2024 Semi-Annual Capacity Statement Data Collection
Potable Water X
Sanitary Sewer
Utility: Clay County Utility Authority
Date of data provided: 8/6/2024
Prepared by:
WATER SYSTEM
Orange Pace/Fleming Keystone Geneva *Kingsley
FACTOR Park Grid Grid Mid-Clay Ravines Pier Station Grid Lake Cove
Plant design capacity (1) 46.988 13.088 11.087 1.915 0.086 3.814 0.165 0.100
Population served (2) 92,866 29,521 19,359 3,030 149 4,645 359 94
Average flow (3) 9.202 2.796 2.270 0.363 0.009 0.447 0.029 0.021
Peak flow (3) 10.981 4.020 2.965 0.529 0.018 0.742 0.048 0.039
Reserved flow (4) 0.475 0.066 0.503 0.028 0.007 0.045 0.001 0.022
Design Capacity Used (%) 23.4% 30.7% 26.7% 27.6% 20.9% 19.5% 29.2% 39.1%
Surplus capacity, mgd 35.532 9.002 7.619 1 .358 0.061 3.027 0.116 • 0.038 •
Total committed flow, mgd 11 .456 4.086 3.468 0.557 0.025 0.787 0.049 0.062
(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 8/6/24 35,383 10,950 8,568 1,183 98 1 ,853 133 71
Occupied at 8/6/24 33,647 10,696 7,014 1,098 54 1 ,683 130 34
Unoccupied at 8/6/24 1,736 254 1,554 85 44 170 3 37
GPD / ERC 273 261 324 330 159 265 225 607
Reserve flow (mgd) 0.475 0.066 0.503 0.028 0.007 0.045 0.001 0.022
Total Committed Flow, Potable Water = Peak + Reserved
Total Committed Flow, Sanitary Sewer = Average + Reserved
o*Kingsley Cove online as of July 1, 2014. Lakeview Villa WTP taken out of service on 12/3/2013.
CLAY COUNTY
FY 2023-2024 Semi-Annual Capacity Statement Data Collection
Potable Water
Sanitary Sewer X
Utility: Clay County Utility Authority
Date of data provided: 8/6/2024
Prepared by:
WASTEWATER TREATMENT FACILITY
Fleming Ridaught Keystone Peter's
FACTOR Miller Street Island Spencers Mid-Clay Landing Heights Creek
Plant design capacity (1 ) 2.990 4.000 4.000 3.000 2.370 0.074 0.300
Population served (2) 21 ,451 40,299 35,118 14,998 22,726 320 5,106
Average flow (3) 0.920 2.570 2.122 0.840 1.260 0.050 0.270
•
Peak flow (3) 1.570 2.990 2.390 0.960 1.410 0.050 0.330
•
•
•
Reserved flow (4) 0.038 0.049 0.085 0.236 0.093 0.003 0.002
•
Design Capacity Used (%) 52.5% 74.8% 59.8% 32.0% 59.5% 67.6% 110.0%
Surplus capacity, mgd 2.032 1.381 1.793 1.924 1.017 0.022 0.028
Total committed flow, mgd • 0.958 2.619 2.207 - 1.076 1.353 0.052 0.272
(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 8/6/24 8,092 14,882 13,233 6,961 8,844 122 1,865
Occupied at 8/6/24 7,772 14,601 12,724 5,434 8,234 116 1,850
Unoccupied at 8/6/24 320 281 509 1 ,527 610 6 15
GPD / ERC 118 176 167 155 153 429 146
Reserve flow (mgd) 0.038 0.049 0.085 0.236 0.093 0.003 0.002
Total Committed Flow, Potable Water = Peak + Reserved
Total Committed Flow, Sanitary Sewer = Average + Reserved
o*Kingsley Cove online as of July 1, 2014. Lakeview Villa WTP taken out of service on 12/3/2013.
CLAY COUNTY
FY 2023-2024 Annual Capacity Statement Data Collection
Potable Water X
Sanitary Sewer
Utility: Clay County Utility Authority
Date of data provided: 8/6/2024
Prepared by:
WATER SYSTEM
Orange Pace/Fleming Keystone Geneva *Kingsley
FACTOR Park Grid Grid Mid-Clay Ravines Pier Station Grid Lake Cove
Plant design capacity (1) 46.988 13.088 11.087 1.915 0.086 3.814 0.165 0.100
Population served (2) 92,866 29,521 19,359 3,030 149 4,645 359 94
Average flow (3) 9.202 2.796 2.270 0.363 0.009 0.447 0.029 0.021
Peak flow (3) 10.981 4.020 2.965 0.529 0.018 0.742 0.048 0.039
Reserved flow (4) 0.475 0.066 0.503 0.028 0.007 0.045 0.001 0.022
Design Capacity Used (%) 23.4% 30.7% 26.7% 27.6% 20.9% 19.5% 29.2% 39.1%
Surplus capacity, mgd 35.532 9.002 7.619 1 .358 0.061 3.027 0.116 • 0.038 •
Total committed flow, mgd 11 .456 4.086 3.468 0.557 0.025 0.787 0.049 0.062
(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 8/6/24 35,383 10,950 8,568 1,183 98 1 ,853 133 71
Occupied at 8/6/24 33,647 10,696 7,014 1,098 54 1 ,683 130 34
Unoccupied at 8/6/24 1,736 254 1,554 85 44 170 3 37
GPD / ERC 273 261 324 330 159 265 225 607
Reserve flow (mgd) 0.475 0.066 0.503 0.028 0.007 0.045 0.001 0.022
Total Committed Flow, Potable Water = Peak + Reserved
cict Total Committed Flow, Sanitary Sewer = Average + Reserved
o*Kingsley Cove online as of July 1, 2014. Lakeview Villa WTP taken out of service on 12/3/2013.
CLAY COUNTY
FY 2023-2024 Annual Capacity Statement Data Collection
Potable Water
Sanitary Sewer X
Utility: Clay County Utility Authority
Date of data provided: 8/6/2024
Prepared by:
WASTEWATER TREATMENT FACILITY
Fleming Ridaught Keystone Peter's
FACTOR Miller Street Island Spencers Mid-Clay Landing Heights Creek
Plant design capacity (1 ) 2.990 4.000 4.000 3.000 2.370 0.074 0.300
Population served (2) 21 ,451 40,299 35,118 14,998 22,726 320 5,106
Average flow (3) 0.920 2.570 2.122 0.840 1.260 0.050 0.270
•
Peak flow (3) 1.570 2.990 2.390 0.960 1.410 0.050 0.330
•
•
•
Reserved flow (4) 0.038 0.049 0.085 0.236 0.093 0.003 0.002
•
Design Capacity Used (%) 52.5% 74.8% 59.8% 32.0% 59.5% 67.6% 110.0%
Surplus capacity, mgd 2.032 1.381 1.793 1.924 1.017 0.022 0.028
Total committed flow, mgd • 0.958 2.619 2.207 - 1.076 1.353 0.052 0.272
(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 8/6/24 8,092 14,882 13,233 6,961 8,844 122 1,865
Occupied at 8/6/24 7,772 14,601 12,724 5,434 8,234 116 1,850
Unoccupied at 8/6/24 320 281 509 1 ,527 610 6 15
GPD / ERC 118 176 167 155 153 429 146
Reserve flow (mgd) 0.038 0.049 0.085 0.236 0.093 0.003 0.002
Total Committed Flow, Potable Water = Peak + Reserved
Total Committed Flow, Sanitary Sewer = Average + Reserved
o*Kingsley Cove online as of July 1, 2014. Lakeview Villa WTP taken out of service on 12/3/2013.
Clay County Utility Authority
Permit Limit v. Actual Surface Water Discharge
01/01/2023 through 12/31/2023
300
263.2
255.5
c>o 200 —
0
N
O
a,
oa
ns
ar
135.6
100
22.02
� t
CBODS TSS TN TP
as
Permitted Actual
Fleming Island & Miller Street WRF's
% of Permitted Nitrogen Discharge
16.00% —
14.00
o
12.00% I r
10.00
o . I . . I
8.00%
o I I
I
6.00%
o I
4.00%
2.00%
o . I ■ I I
0.00% . I ■ I -
Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May
• FY 22/23 FY 23/24
1
a
Fleming Island & Miller Street WRF's
% of Permitted Phosphorus Discharge
16.00%
14.00% -
12.00%
10.00%
8.00%
6.00%
4.00%
2.00%
0.00%
Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May
■ FY 22/23 FY 23/24
0
G — Key Performance Indicators
Page 107
Water Conversation Assessments
180 -
160 -
v) 140 -
E 120 -
100 lin k 11111
0 80
I 60
Z 40
20
0
Jan Feb Mar Apr May June July Aug Sept Oct Nov Dec
■FY 2020 ■FY 2021 ■FY 2022 ■FY 2023 ■FY 2024
0
CCUA Sanitary Sewer Overflow Volume Compared to Total
Volume of Wastewater Treated
100 300,000,000
250,000,000
80
200,000,000 g
60 E
150,000,000
40
100,000,000 c
20
50,000,000
0 0
Oct-23 Nov-23 Dec-23 Jan-24 Feb-24 Mar-24 Apr-24 May-24 Jun-24 Jul-24 Aug-24 Sep-24
Volume Treated (gallons) All Plants Volume Lost v. Volume Treated (%) All Plants
0
8
0 Critical Successful Exploits
Report Generated by RidgeBotTM
CCUA External Network Assessment
QUICKLINKS
4 Executive Summary - Configuration at a 4 Asset Details 4 Website Fingerprints
Glance
4 Host Open Ports 4 Exploit Details 4 Vulnerability Details
Executive Summary
System Version: V4.3.0-20240410 Plugin Library Version: V4.52.3
E START TIME E TOTAL TI.4. STATUS
CCUA External Network Jun 10,2024 at 18:12Jun 10,2024 at 20:162 hours and 3 minutesSuccess
Assessment
Total Health Score Policy:Minimum Score 60 Risk Weighted Assessment
Severe Risk 60 Low Risk
Critical Business Risk Vulnerabilities
85
Successful
In this task,we have tested 9 IPs and 2 web servers,the 0
Total Health Score of the target system is 85,this score is Exploits 0
based on 100 scale. It is a comprehensive evaluation
based on multiple factors such as percentage of
vulnerability, attack surface, encrypted traffic etc.This
test system is considered as in a "good"(Risky<60;
60<=normal<85; good>=85) condition with the score of Total number of targets : 41
85. The vulnerability found on each asset can be found Number of active assets : 9
in "Asset Detail". Number of active Domains : 0
Number of attack surface(s) : 37
The platform did not exploit any vulnerabilities in this
test. That might because the vulnerabilities discovered
are not exploitable or the conditions required to trigger
the exploit didn't exist in your environment at this time.
Quadrant Testing Summary:
This assessment identified three potential "Low" severity vulnerabilities, however,
the Quadrant Testing Engineer determined these vulnerabilities to be categorized
as false positive results. Therefore, the potential findings have been excluded
from the report.
Page 110
0 Critical Successful Exploits
Report Generated by RidgeBotTM
CCUA Web Application Penetration Test
QUICKLINKS
4 Executive Summary 4 Configuration at a 4 Asset Details 4 Website Fingerprints
Glance
4 Host Open Ports 4 Exploit Details 4 Vulnerability Details
Executive Summary
System Version: V4.3.0-20240410 Plugin Library Version: V4.52.3
EWE
4.111111TIME =FP UAL TIME 1 STATUS
CCUA Web Application Jun 6,2024 at 21:25Jun 7, 2024 at 00:222 hours and 57 minutesSuccess
Penetration Test
Total Health Score Policy:Minimum Score 60 Risk Weighted Assessment
Severe Risk 60 Low Risk
Critical Business Vulnerabilities
Risk
85 Critical
0
In this task,we have tested 5 IPs and 5 web servers,the
Total Health Score of the target system is 85,this score is High
Successful
based on 100 scale. It is a comprehensive evaluation 0 0
Medium
based on multiple factors such as percentage of
0
vulnerability, attack surface, encrypted traffic etc.This Exploits Low
test system is considered as in a "good"(Risky<60; 3
60<=normal<85; good>=85) condition with the score of Info
85. The vulnerability found on each asset can be found
in "Asset Detail".
The platform did not exploit any vulnerabilities in this Total number of targets : 5
test. That might because the vulnerabilities discovered Number of active assets : 5
are not exploitable or the conditions required to trigger Number of active Domains : 5
the exploit didn't exist in your environment at this time. Number of attack surface(s) : 368
Quadrant Testing Summary:
Three "Low" severity vulnerabilities were Identified during this assessment.
The Quadrant testing engineer validated the existence of each vulnerability
before including them in the report.
Page 111
Water Treatment Cost per 1 kgal. by Fiscal Years
$1.20 —
$1.00 -
$0.80
au
II
14
o '
U
Il
$0.40
$0.20
I
0 I
$0.00
Oct. Nov. Dec. Jan. Feb. Mar. Apr. May Jun. Jul. Aug. Sep.
Month �.► CO ti
19-20 20-21 21-22 23-24 Goal ptc'—
a WO
N
Water Reclamation Cost per lkgal. by Fiscal Years
$6.00
$5.00
$4.00
ao
11
kill
$3.00 I
0
U
$2.00
$1.00
$0.00 —
Oct. Nov. Dec. Jan. Feb. Mar. Apr. May Jun. Jul. Aug. Sep.
19-20 20-21 21-22 22-23 23-24 0oa1
co
w
Service Tickets Completed
3500
3000
4, 2500
x
H 2O00
1500
z 1000
500
0
Jan Feb Mar Apr May June July Aug Sept Oct Nov Dec
■FY 2020 ■FY 2021 ■FY 2022 ■FY 2023 ■FY 2024
ao
Cross Connection Inspections
450
400 —
350 —
� 300
250
! 200 Ii • i
HI . ' '
'IF' I ' '
II1II10 i I IIz1000 I
0
Jan Feb Mar Apr May June July Aug Sept Oct Nov Dec
■FY 2020 ■FY 2021 ■FY 2022 ■FY 2023 ■FY 2024
b
AD
GA
CD
G
Maintenance Repairs
350
300
.41 250 - -
s�.
200
150
z loo
so
0
Jan Feb Mar Apr May June July Aug Sept Oct Nov Dec
■FY 2020 ■FY 2021 ■FY 2022 ■FY 2023 ■FY 2024
D&C -LF of Gravity Main Inspected
(Linear Feet per Month)
40000
30000
w
4 20000 -
10000
Oct Nov Dec Jan Feb Mar Apr May June July Aug Sept
■FY 20-21 ■FY 21-22 ■FY 22-23 ■FY 23-24
b
eq
no
co
Number of CIP Projects Underway
60 53
50
U
°' 37
'0 40 32
Pl.
0 30 28
a)
t 20 —
Z 10 —
2 1
0
Renewal Replacement & System Expansion Alternative Water Supply
Betterment
■No of CIP Projects ■No of FY 24 Projects Underway
b
Value of CIP Projects Underway
$180,000,000 —
$165,211,000
$160,000,000 $154,691,000
$140,000,000 —
$120,000,000
Q
$100,000,000 —
„ $80,000,000
$57,944,000 $53,789,412
$60,000,000
$40,000,000
$20,000,000 $8,592,000 $6,769,000
$0 —
Renewal Replacement&Betterment System Expansion Alternative Water Supply
•Value of FY 24 CIP Projects •Value of FY 24 Projects Underway(3/31/24)
ao
Construction & Inspection Services
KPI (FY 23-24) Ar TRACKING GOALS
DATA a,
Number of CIP 16 NA
CIP Change Orders 6 2 per project (28)
Avg. Number of CIP Change Orders < 1 2
Per Project
% CIP Projects on Schedule 63% 95%
% CIP Projects on Budget (# of projects 81% 95%
completed < 5% or < $50k of budget)
Avg. Daily-Monthly Development
Projects Inspected Per Day / Per 5.9 6
Inspector
Avg. Daily-Monthly Time (hours)
Utilized Inspecting Development Projects 5.7 6
Per Day / Per Inspector
Overtime Hours 0 0
2024 GIS&Geomatics Department KPIs
KPl Target Result Context/Notes
GIS Availability >99% 99.92% FY23:99.7%
As-Built Completion Time Metrics
Average 7 4.47 Average last 3mo of FY23: 8.1
Median 5 1 Median last 3mo of FY23: 5.9
Survey Metrics
Route Surveys Completed 6 3 1 more in progress, fewer requested this year
Sketches and Descriptions 30 9 8 in progress
Demarcations Oa 14
N
Procurement
30 -
25 24 -
20 -
0
U
15
•0 11
g 10 9
7 7
5 4 ii
45 ill
2 1. 1 _ 1
ITB MSA PSA RFB RFP RFQ SS
■21/22 ■22/23 ■23/24
G
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N
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