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HomeMy WebLinkAboutED Annual Report FY24-25 TOC 1.1111.1111 ICO(JAI,1 is/1 eS Fiscal Year 2024/2025 _ t Executive Director's A''r ► Annual Report Jeremy D.Johnston, MBA, PE Table of Contents Looking Ahead 18 About CCUA 1 Short Term SWOT Analysis 19 Vision and Mission 2 Performance Goals 20-24 Fiscal Year 2025/2026 Highlights 2 Public Outreach 25 from the Executive Director Team and Culture 3 Employee Satisfaction Results 26 "Snapshots of Success" 4 & 10 Employee Recognitions 27 Highlights 5-8 Employee Turnover 28 Strategic,Financial,&Operational Other Key Milestones 9 Annual Capacity and 29-31 FY2024/2025 Treatment Performance Performance Goal Summary 11-17 Key Performance Indicators 32-40 FY 2024/2025 • • • • •• •• •• •• •• •• •• •• 0 • •• •• •• •• • • • • • • • o AboutCCUA ' ' . " ' o o '1 CCUA is an Independent Special District, created by thew. • Florida Legislature in 1994. Our organization is working to protect public health, conserve natural resources, and create long-term value for our ratepayers. CCUA is a public utility that manages over 55,000 customer accounts (in the unincorporated area of Clay County and parts of Duval and Bradford Counties). We also maintain over 200 pump stations, 22 water treatment facilities, and 7 wastewater treatment plants 10111.4111.14111111111 and 1 ,500 miles of utility pipe. a-. ,� t s• = - '!�.=�.w' Ws ,410 We fulfill our duties and create value for our customers with a total of 196 employees across a broad spectrum of professional disciplines. 1 Back to Table of Contents Vision and Mission Our Mission Statement Our Vision Statement Our mission is to develop an environmentally and Provide long term sustainable value to our economically sustainable utility that is focused on customers by conserving and protecting natural protecting the public health, safety, and general resources while providing clean, safe, and welfare by providing clean and safe potable water, economical water, wastewater, and reclaimed wastewater, and reclaimed water services through water services. conservation of natural resources, diversification of the water supply portfolio, and development of a highly trained professional staff prepared for tomorrow's challenges. Highlights from the Executive Director The Clay County Utility Authority (CCUA) team consistently demonstrated exceptional ,� , productivity while pursuing key objectives for Fiscal Year (FY) 2024/2025. v . We successfully achieved most of our goals and established a solid foundation for the ' >'' ••%•'0-. upcoming fiscal year. lJJ .clayutility.org 2 Back to Table of Contents Team and Culture I am especially appreciative and grateful to the many different leaders within the organization who do so much to serve our customers and 4 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. am truly thankful to work with the great staff at CCUA. I,t Senior Leadership Team A A . . , l� ,, , ,I!( Jeremy Johnston—Executive Director i�I U I Darryl Muse—Chief Operations Officer y, `i ;!' Karen Osborne—Chief Financial Officer a ' \j 1111 1% Kimberly Richardson—Chief Human Resources Officer 0r a / I i Paul Steinbrecher—Chief Engineer -_ Department Leadership Team Angelia Wilson—Procurement Manager Ashley Taliaferro—Communications&PR Specialist Benjamin Freeman—GIS and Asset Systems Manager David McDonald—General Superintendent,Wastewater Treatment David Rawlins—General Superintendent D&C,Assistant COO4111161filliS-. A,-i Diana Strickland—Customer Service and Billing Manager'' ray et '`� Heather Webber—Environmental Compliance Manager1111)._,Jason McLain—GeneralSuperintendent,Water Treatment G/ Jim Moore—Facilities and Fleet Manager } Joe Paterniti—Assistant Chief Engineer John McCleary—SCADA Manager _ � .n , Melisa Blaney—Service Availability Manager _ Stanley Jurewicz—Risk and Safety Manager www.clayutility.org 3 Back to Table of Contents . ,...„. . "Snapshots of Success" q -mr.. �' i. if, ,., :„,,...,..=__, , .... . Jinni `it "ham • .. • ~ �. .1'�' jg v aPt . .. � , �� Y ` i, Aa ITio WON, - N _ .�.' itt-i'''' . r E i ....,.. IL, Y �. _ �_. _ , _.���•\/.� _� .tom_ _ .:-} , r ' / `� .2..''. t �. { - d d" yr. el IITIW �'CCU -''P WF1lOWFFNr.' ti i �, , - •^„ 1 r - L 1,, ,, , -- -_-__ ,_..,, 44...;-,.;:iit t .4t-_.: . _ . ,..; ,_.,,,- 7 vivo lir :..lilt..)1."%].. -',. .t.' I(ii:1'.- ' i t' .1 s .:' I ' ifb it)IZ-- .'-'41717 li 4 .1"7 1 . ,R,1 �i 1 4 Back to Table of Contents Strategic Highlights 4 A major achievement is the successful renewal of the Additionally, the CUP includes conditions to address Consumptive Use Permit (CUP) from the St. Johns River 4 liabilities related to water demands affecting the Water Management District(SJRWMD).This accomplishment Minimum Flows and Levels for the Lower Santa Fe and took years of effort by CCUA staff with the support of Ichetucknee Rivers and Springs (LSFIRS). These technical and legal experts. The approved CUP includes conditions relate to the North Florida Regional Water water allocations for a total of twenty years: five years plus a Supply Plan Project Conceptualization (NFRWSPPC) fifteen-year extension. effort, which aims to invest in infrastructure to transport water where needed. We see our participation in the NFRWSPPC as the most cost-effective solution to sustain vital water resources and support our growing Working with contractors, our team completed the Peters population and industries. 4 Creek Water Reclamation Facility, the Governors Park Water Treatment Plant, and the pipelines needed to serve the Lake Asbury area, west and south of Green Cove Springs. We're _ -.� / � ,,L\ /"..� also moving forward with pipeline infrastructure in the Lake ,,,• f o'`�j. • Lv • 4P Asbury Master Planning Area and implementing our capital Service Community Accountability Sustainability Commitment cost recovery policy to help meet the needs of Clay County's 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. growing population and businesses. www.clayutility.org 41M 5 Back to Table of Contents Financial Highlights We are pleased to report that CCUA remains in strong We have made significant investments in plant and financial health this fiscal year. We operated within our pipeline infrastructure to support future population planned budget and maintained healthy performance growth, while successfully maintaining strong financial ratios, achieving our targeted Operating Ratio. Our health despite substantial increases in construction Current Ratio stands at 4.03, which is well above the costs. benchmark of 2 and reflects a very solid financial position. Our Debt Ratio currently stands at 29%,which is below We anticipate continued periods of customer growth, the 40% threshold that signals a healthy financial particularly with the opening of the First Coast status. This favorable position allows CCUA to take on Expressway (FCE). The FCE, along with new an additional proposed debt of $35M while still connecting roadways such as Cathedral Oaks maintaining our financial stability. Parkway, will open access to many planned developments that can take advantage of the infrastructure already in place. 6 -MMIL Back to Table of Contents Operational Highlights Beyond serving the people living in Clay Couty, our team lm The High School Internship Program has Al responded after Hurricane Helene struck the big bend area4 produced valuable outcomes, with three ` I and Hurricane Milton struck Sarasota County Florida late last out of five interns accepting full-time '•- a FY. CCUA fielded teams of trained mechanics, technicians, positions in our field operations and operators to provide disaster response and recovery departments. Reagan Hughes, one of support to the Town of Jennings once more and Sarasota our interns, will continue her internship . County Utility. Because the CCUA team has consistently with the Environmental Compliance + � fielded disaster response teams to help other Florida Department through her senior year of communities impacted by natural disasters, I was asked to high school in FY2025/2026. A serve as a Regional Coordinator in the Northeast region of Florida's Water/Wastewater Agency Response Network (FIaWARN). Throughout the year, our team made significant progress in 4 implementing the new Enterprise Resource Platforms (ERPs) 1111 Our initiatives in the Professional Development and Training of Workday and SpryPoint. Additionally, our Geographic Program (PDTP) and the High School Internship Program Information System (GIS) and Asset Management System continue to yield success. Most of our field operations staff (AMS) teams enhanced operational reporting by creating are engaged in the PDTP, ensuring we exceed the median several reports focused on system capacity and availability. number of staff training hours published by AWWA. l Our team successfully completed the testing schedule for Project Quench with great results. PROJECT U E N C H ____ ! www.clayutility.org AMAIM 7 Back to Table of Contents Operational Highlights This FY, our team prepared and presented a major update and We are excited about developing an ;11 modernization to CCUA's Procurement Policy. We consider internal laboratory to process daily this effort a major accomplishment. The procurement policy samples, which will cut labor costs and update aligns with the modernization of the ERPs, improve turnaround times. ins re' er streamlining of operational processes, and greater efficiency with purchasing power relative to market conditions. ii In field operations, David McDonald, our Lastly, our Engineering and Operations leaders, Paul i General Superintendent for Wastewater 7411, Steinbrecher and Darryl Muse, collaborated with our Treatment, received the William D. Hatfield consultant,Jacobs, regarding a $6M Alternative Water Supply Award, and the Mid-Clay Water Grant from the Florida Department of Environmental Reclamation Facility team was recognized Protection (FDEP). Paul also worked closely with our by the Florida Water Environment consultant, Carollo, to secure a $800K forgivable State Association for Outstanding Performance. Revolving Fund (SRF) loan for the operational testing of the Congratulations to David McDonald and the potable reclaimed water demonstration facility, Project entire Wastewater Treatment Department Quench. We worked with our lobbyist, GrayRobinson, to for the high level of performance and 4lorda WaterEnvironmentg submit and navigate the legislative process for a $750K teamwork being recognized by the water Association appropriation supporting our Operations Technology and and wastewater industry. 11111.011111.M1.1111 • Cybersecurity efforts. Congratulations to the entire team for MU! I k`.NC\A1.N1050111" their exceptional work! OP1.II)1I\l:FACILITY PrrwwN Ir LAY COC\TY UTILITY AUTIIORI IY MIIKT.AY"REC.IONAI.WRF nn�•run r..wu..wl v...Iwlawl. re.w...r2025 I •, www.clayutility.org 8 Back to Table of Contents • • • • • •• •• •• •• •• •• •• •• • • •• •• •• •• •• •• •• •• •• •• •• •• •• Other Key Milestones in FY202412025 • . • • • • • • • • • • • • • , • ,_ 7, . s:Ain9 Three Decades of Service - 0„ Marked 30 years of serving the Clay County community ..t �Jill . iil Mp%yJ' r�- ",-r Employee Milestone - ' . ' AO "- ; "1 ,.y----:.= ______ -'�::1, o Celebrated Gary Church's 50 years of service , , .....„:„....:. ,.... d id „,,......,...„--...,,,.,..--,,,.„,,„:. - i , _ J Nw, y.r" . w J �aa"fy c �'�1c. ..- Hall of Fame Honors - sa� _ Recognized retirees with 25+ years of service with a commemorative plaque www.clayutility.org 9 Back to Table of Contents - "Snapshots of Success" ,, .,..t. ., ..... .- i.,., / .,\ •..... f . 4 - - - - ' aa-A-i. .,• •. .....,•-• .,,,,, -- , . , - ... ..s._ ', ', , 4 • .722 • 'Ill •••••••=.-„...K.:. - if* ..,.,, - ''f''•••" • -4 k • - ... ..,,, 4 ,11 ,,, i , . )/ ..,:„.7 -.,i .. - ;I, . Wt.' : _ • - . Jo; •,•• 4,... ' -, -•-• •. , - - -,...__.. ..i. it•p,- - l',' •. ---,1 .. I tif.,..... . _..1 • i,4.-_:_ ri i,":2.,-,,, . ,, , 1 4 ..4 ,..,„ - , . ,.,,,-, = , 1 - . - , . -; ._, , ,,, -. K.- ...., .,,,, , 1, , i =or •,' r it — W ' ! "^',.....',......L- . .- ' , .,__,.- -- 1 k i. r ' ,,,,* _ ,- , ..--'4. f .4,, i , Ire V 4111 "4-- 1 - ' i - - ' I i i Fr:::. 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Back to Table of Contents FY 2024/2025 Performance Goal Summary 40 30 y 25 o Legend ✓ Successfully Achieved /Advancing ° 20 ➢ On-going ❑ Did not Startdo z 15 = Oi Cannot The legend continues in the performance goal summary pages. 6 1 1 Successful On-going Did not Start Cannot do •�• www.clayutility.org 11 Back to Table of Contents FY 2024/2025 Performance Goal Summary : - ,- , Customer Engagement: Ensures timely and effective communication, as well as quality products and services, are provided to CCUA customers. ✓ Provide a briefing to the Board of Supervisors regarding CCUA's social media activities and performance measures. ✓ Provide a briefing to the Board of Supervisors regarding a recommended approach to customer feedback surveys. ❑ Develop and implement on-boarding and training modules for the Customer Service and Billing Departments. ✓ Develop a plan for Board of Supervisors consideration and approval to shift the single week monthly billing process to billing geographically based cycles weekly. ✓ Prepare rebranding concepts for consideration by the Board of Supervisors. Risk Management: Identifies risk and recommends and implements appropriate policies and procedures to mitigate the overall risk to CCUA and its employees. ✓ Continue annual reporting on advancing the HIRA effort. ✓ Provide the Board of Supervisors recommendations regarding potential insurance coverage changes. ✓ Implement an operations training policy. www.clayutility.org 1 12 Back to Table of Contents FY 2024/2025 Performance Goal Summary Sop, Safety: Ensures CCUA facilities and employees operate in accordance with OSHA standards by FIRST allocating sufficient resources and modifying or establishing applicable policies and procedures. ✓ Maintain MOD of < 1.0 V Maintain RIR < 3.0 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 T�°N the organization. aDE E�RM�Nt,ON V Upon approval of the Rate Study recommendations by the Board of Supervisors, proceed with the direction of the Board of Supervisors. GA. www.clayutility.org 13 Back to Table of Contents FY 2024/2025 Performance Goal Summary 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. ✓ 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. ✓ Maintain staff training hours per employee at or above the National Industry Median as published by AWWA. ✓ Maintain staff turnover rate at or below the National Industry Median as published byAWWA. ✓ Continue reporting on the progress of the PDTP. ❖ Prepare an Incentive Policy to Drive Performance and Manage Costs for the Board of Supervisors consideration. Not possible under Florida law. Regulatory Compliance: Ensures compliance with federal state, and local agencies. .1.1. 11...1111...111113 ✓ Continue actively identifying, mitigating, and addressing potential regulatory compliance issues to achieve no adverse regulatory actions. ✓ Seek completion of CCUA's submitted CUP renewal application. a• s,✓ Provide the Board of Supervisors a briefing on the final report of the NFRWSPPC effort. eNorth llnr;da qej Pralect Conceptoab.,,00 Partnership 8onal Water SupPlY Plan ✓ Provide the Board of Supervisors a briefing on the implementation of CCUA's sampling laboratory. ,.rf. IMita _; o ,P3 14 Back to Table of Contents FY 2024/2025 Performance Goal Summary 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. __........____.....____1 Planning Time Tracking Cost &Payroll Centers ✓ Resume the standard monthly financial reporting to the Board of Supervisors as soon as Learning reasonably possible. ✓ Stabilize use of financial data and monthly report to the Board of Supervisors Talent N workday Ili ➢ Begin process to establish standard management reporting using Workday. V Maintain our Operating Ratio with the planned budget ratio. Recruiting Human __... > / V Maintain our Current Ratio at 2.0 or better. Resources V Maintain our Debt Ratio within the planned budget ratio. > Complete and present Financial Management Policies for consideration and approval by the Board of Supervisors. www.clayutility.org 15 —Mill Back to Table of Contents FY 2024/2025 Performance Goal Summary Organizational Operations: Ensures adequate forecasting, planning, maintenance, and management to provide continuous utility service with minimal service interruptions and prepare to expand and ...r provide services consistent with the community's growth. > Develop and implement standardized reporting using the new ERP systems. ➢ Complete and brief the Board of Supervisors regarding CCUA's Cybersecurity policies, • standards, and procedures. '' ➢ Complete the planning effort and brief the Board of Supervisors regarding transitioning CCUA's riPIN' on-site back-up systems to a hybrid (on-site and cloud based) solution. ✓ Develop a plan and briefing to the Board of Supervisors for a Service Availability plan review ;.�,software platform. � ✓ Complete the update to Capital Improvement Plan (CIP) process and related monthly reports. -- ✓ Present to the Board of Supervisors consideration of an updated Procurement Policy. _ > Complete the standardization of procurement solicitation and contract template documents. ✓ Document standardized QA/QC processes for the Procurement Department. ✓ Begin implementation of the Workday Inventory module. ., . . 16 Back to Table of Contents FY 2024/2025 Performance Goal Summary ' r ,„,,, , Public Stakeholder and Government Affairs Engagement: Promotes a healthy working Mk 7 relationship with governmental entities and public stakeholders. . i . CLAY..DAY SOUTHERN ROCK V Maintain active with GrayRobinson regarding legislative affairs. '+►% V Prepare and submit a minimum of two (2) grant applications in FY 2024/2025. V Maintain active participation in professional organizations such as AWWA, FWEA, and the FWEA UC. RAYROBINSON Intangibles:This category is to evaluate the Executive Director's response to unexpected 0 TA R' irand/or unforeseen events. c� Or f V Continue to foster and develop a professional culture based on integrity, courage, RANGE' objectivity, and accountability. FL 11 i I ; it AO www.clayutility.org 17 Back to Table of Contents Looking Ahead Looking ahead to FY 2025/2026, we will continue improving As we move forward, our team will be saying goodbye to processes and standardizing reporting through our new 4 our Chief Engineer, Paul Steinbrecher, as he transitions information systems to enhance efficiency. We plan to into the next phase of his life. We extend our sincere complete policy initiatives currently in progress and shift gratitude to Paul for his many contributions to both CCUA more engineering and operational resources toward and the team. He leaves behind a highly capable team that renewing and replacing existing infrastructure.Above all,we will continue to excel in their roles. Paul leaves behind big remain committed to maintaining the high level of shoes to fill, and we wish him all the best in his future professionalism and performance our community expects endeavors. We also look forward to staying in touch with from the CCUA team. him from time to time. jor t -4:4 , Location Major Projects "^ -- ° • 1 Keystone WRF Expansion 2 LAMPA Trunk Mains(Red) NI 3 Meadowbrook WTP Improvements 4 Miller Street WRF Improvements t. 5 Reclaimed Water Mains ,j. 6 Reclaimed Water Storage Tank ' 4 \,� , www.clayutility.org 18 Back to Table of Contents t _,4 OrmcDN IT&TED OMCDU Ana._Fea 111 Strengths Weaknesses Department Leadership Team —Supervisory experience reporting to the Department Leaders Depth of experience in the Operations Departments Planning efforts ERP process bottlenecks Professional Development and Training Program I ' Report writing experience for the ERPs Opportunities Threats Engagement of IT professionals for leadership and support ' IT Leadership and Cybersecurity of IT staff 'Supervisortraining _ We are engaging an IT Management company to provide an IT Director to address IT Leadership issues. In addition,the IT Management company will provide an assessment of CCUA's current IT infrastructure and cybersecurity posture. From the IT Management company's assessment, we will develop a plan for the future of CCUA's IT Department and IT services. www.c ay ' .org I 19 Back to Table of Contents • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • Our FY 2025/2026 Performance Goals • • • • • • • • • • • • • • • • • • . • • • . • • . . . . • • • • • . . • . • . • • • . • • . • IOW .S . . . . • Safety Goal: Administration Goal: . Ensures CCUA facilities and employees operate in Develops an overall strategic plan and ensures the CCUA accordance with OSHA standards by allocating sufficient Board of Supervisors remains adequately informed on resources and modifying or establishing applicable information pertaining to the overall health and performance policies and procedures. of the organization. Continue work toward a MOU for the Water First North Florida Maintain MOD of< 1.0 Project effort to fulfill CUP requirements. Maintain RIR<3.0 Implement integrated financial and CIP management DS 1_A reporting. .m H.mmnam „e.eeo 20 Back to Table of Contents Our FY 2025/2026 Performance Goals • Customer Engagement Goal: Risk Management Goal: Ensures timely and effective communication, as Identifies risk and recommends and implements well as quality products and services, are provided appropriate policies and procedures to mitigate the to CCUA customers. overall risk to CCUA and its employees. Implement an update and modernization of the CCUAwebsite. Implement a driver Develop a standardized training program for safety program. Driver Customer Service and Billing staff. Safety 21 Back to Table of Contents Our FY 2025/2026 Performance Goals ,, • Regulatory Compliance Goal: Ensures compliance with federal state, and local agencies. Human Resources Goal: Ensures an environment which encourages employee retention, development, and equitable compensation and communicates in a way that promotes a positive Provide the Board of Supervisors a report on the first- and cooperative organizational culture. year operation of the new laboratory. Complete and submit the ° Implement CCUA's first Mid-Clay WRF permit renewal. Employee Appreciation and Training Day. ! • 1 -,--•''''m PLIPel SI v;13 a°. ,-mom e w .r�M Ill .__ .: II I ` ; _ w.ciayutility.org 22 Back to Table of Contents 40 • • • • • • • • • <: Our FY 2025/2026 Performance Goals • • • • • • • • • • • • • • • • • • • • • • • e • • • • • Public Stakeholder and Government Affairs Engagement Goal : Promotes a healthy working relationship with governmental entities and public stakeholders. Intangibles: This category is to evaluate the Executive Director's response Maintain activity with GrayRobinson regarding legislative affairs. to unexpected and/or unforeseen events. Prepare and submit a minimum of two (2) appropriation/grant applications in FY 2025/2026. Maintain active participation in professional organizations such as Continue to grow, develop, and recognize today's CCUA AWWA, FWEA, and the FWEA UC. team and tomorrow's leaders. www.clayutitity.org 411123 Back to Table of Contents Our FY 2025/2026 Performance Goals Financial Performance Goal: Organizational Operations Goal: • • • Prepares a balanced budget to provide services at a Ensures adequate forecasting, planning, maintenance, level directed by the Board of Supervisors, ensuring and management to provide continuous utility service actions and decisions reflect an appropriate level of with minimal service interruptions and prepare to expand responsibility for financial planning, performance, and and provide services consistent with the community's accountability. growth. Complete standardized reporting. Focus on creating an efficient budgeting tool. Brief the Board of Supervisors on CCUA's cybersecurity Keep our Operating Ratio in line with the planned budget. policies. Oe H. Maintain our Current Ratio at 2.0 or higher. 4 Plan to transition CCUA's systems to more efficient -w- hybrid and /or cloud solution. Ensure our Debt Ratio remains within the planned budget. Implement a software platform for Service Availability reviews. Complete and present the Financial Management Policies for the Board of Supervisors to consider and Implement a Capital Infrastructure Program (CIP) approve. AN= m." management software platform. Finish Standardization of contract templates. iiiiie w n 24 Back to Table of Contents :::;:,::_„_,„„ PubLi • u t r e a c h ``. ryawater — i f� July 71 n r {� 0n n r�/7(�� � � � '��e� h ISO EM G T Zhu V Vey ! oa➢county Utility Authority, r_---. We did not conduct a formal ustomer survey in 2025. We are Jun 1,.43 Tyouk Employee Spotlight:Matt ...See more working on a better feedback strategy for 2026. This plan will help us ' ) N Caryl Enl reach more customers through different channels, including digital, p�oyee Spotlight ,- . print, and in-person options. Our goal is to understand customer experiences better and improve our services based on valuable s ' *Ii�" "^ feedback. Ilb „4012 .. ,,_,_. : —' 0©©ri a , adrl a = Fs©a12ook sand EnzM o mnrii A 1.147 MCMULLIN Q 64.7K Q 2K 5.2K l II�VIl5l1V�JdC�Merr ©CDM M U nroard©Ll LU Views Content Visits LII VV vv IIIISSSS IIIISSSSIIIISSSS Interactions Thy external newsletter share. seasonal topics, conservation tips, and important service updates to keep r-n— �j� the community informed and engaged. The internal 1\� newsletter celebrates milestones, provides organizational 1.3K Top Content Type: updates, and encourages wellness and professional Followers Employee Spotlights development. Together, these newsletters help CCUA build strong connections with both customers and the team. www.clayutility.org 25 —MI.- Back to Table of Contents EmpLoyee Satisfaction Results ..,. KbIn July 2025, we conducted a company-wide survey to better understand team morale, job satisfaction, and overall engagement. The results show consistently strong satisfaction levels across all categories with notable strengths in safety,benefits,and work environment. C $doge@ B8 ©o rraiMo© DC& L�..i C U rimU,;,,� +r R ig -ai l EMPLOYEE SATISFACTION EMPLOYEE DEMOGRAPHIC ' AGE FY 24-25 FY 23-24 • FY 22-23 FY 21-22 111 ;?,o z S: • ax ^maw 100% �e,o � Fa.tio. El II zi 23% 89% 20% 0% I I • • • Career Work Safety Relationship Benefits Work • • • ii Engagement Engagement Management Environment • • • '` • !� .26. . . . . , Back to Table of Contents Loyee Recognitions 68 employees received recognition during the Holiday Luncheon 2024 Our team shared expertise on key subjects: First Coast Expressway Summit"Ready to Connect!" Keystone Heights City Council-CCUA Services in the City of Keystone Heights. CCUA earns Platinum! FCWWc We're proud to be named a 2025 First Coast Worksite Wellness Council Platinum Award Winner! 2025 This honor reflects our commitment to employee well-beingand a healthier HEALTHIEST workplace. COMPANIES PLATINUM AWARD WINNE`1r pipCCUA proudly competed at the 2024 FSAWWA Fall Conference: Hydrant Hysteria (Women's Division): Ashley Taliaferro & Lindsey Estevez earned 2nd place. Meter Madness: Matthew Jeffers & Brian Peeples showcased their speed and skill. Backhoe Rodeo: Mike Rapp, Corbin Bohanon, Marvin Short & Patrick Laniel demonstrated precision and control. Employee Recognition Years of Service 50+YEARS .a 40+YEARS •0 ! 1 � 30+YEARS ..0 Ern to es t 1? ____._ 0 P Ye _ ! 20+YEARS r '`• 10+YEARS 10 5YEARS D www.clayutility.org 0 5 27 Back to Table of Contents EmpLoyee Turnover We are pleased to report positive progress in addressing employee turnover. This fiscal year, our turnover rate stands at 10.55%, which is consistent with last year's figure and below the industry benchmark published by the American Water Works Association (AWWA). According to AWWA's "Performance Management for Water and Wastewater 2024," the median turnover rate for combined water and wastewater utilities is 13%. Employee Turnover by FY/Month 6 5 Co Emp. FY 2mEll Count Allirurnove IIII a4 I l I 2019 202011 170 II 10.00% 0.00 cu a 3 12020-202i 178 jI 15.17%I 115.171 cu, I2021-2021LJ 112.22%' ,12.221 o E 2 I 12022-2021_'12.63%I 112.631 w I2023 202#_'11.62%' 111.62. 0 Oct. Nov. Dec. Jan. Feb. Mar. Apr. May June July Aug. Sept. 2020-2021 2021-2022 ■2022-2023 2023-2024 2024-2025 28 Back to Table of Contents Annual Capacity A summarization of our water supply and wastewater systems' ability to serve the service area. This is measured by comparing the system's treatment capacity to the community's current and projected demand. CLAY COUNTY CLAY COUNTY FY 2024-2025 Annual Capacity Statement Data Collection FY 2024-2025 Annual Capacity Statement Data Collection Potable Water X 'otable Water Sanitary Sewer .anitary Sewer X Utility: Clay County Utility Authority tility: Clay County Utility Authority Date of data provided: 7/21/2025 •ate of data provided: 7/21/2025 Prepared by: Prepared by: WASTEWATER TREATMENT FA ' WATER SYSTEM Fleming Ridaught Keystone Peter's Orange Pace/Fleming Keystone Geneva 'Kingsley FACTOR Miller Street Island Spencers IM Landin. Hei.hts Creek FACTOR Park Grid Grid Mid-Clay Ravines Pier Station Grid Lake Cove Plant desi•n ca•acit (1) 2.990 4 000 4.000 3.000 MEE=Mnii==3ZZ= Plant design capacity(1) 46.988 t 13.088 11.087 1.915 0.086 3.814 0.165 0.100 Population served(2) MigaMMZEUMMEEMMUMM=12ZMIIMEMMEL=1 Population served(2) 93,870 29,565 20.995 3,030 141 4,664 359 97 Average flow(3) IMELIMMIL=MEICL=MILSMMOL= o.03d 0.400 Average flow(3) 9.142 2.6124 1.939 0.438 0.007 0.462 0.0331 0.021 n ve ®' 3 ®" a.050 E Peak flow(3) 15.459 _ 4.745 3.559 0.035.438 0.024 1.266 0.146 0.125 Reserved ow(4) 0.068 0.046 "®�� 0.00t 0.001 Deserved flow(4) 0.413 0.062 0.279 75.1% 27.9%.007 33.2% 88.5% 0 Design Capacity Used(%) Design Capacity Used(%) 32.9%1 36.3% 32.1%.249 0.442 0.055 2.503 125.0%.0 Surplus capacity,mgd ®�� � Surplus s capacity,mgd 315.872 8.28103.838 1.473 0.031 1.311 0.018 0.147 Total committed flow,mgd ���®��Total committed flow,mgd 15.872 4.807 3.838 1.473 0.031 1.311 0.147 0.147 (1)Maximum day capacity per plant re-rating calculations approved by FDEP,mgd (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 (2)Estimated existing occupied ERCs multiplied by 2.76 persons per ERC (3)Per March 2023 Monthly Operating Report,mgd (3)Per March 2023 Monthly Operating Report,mgd (4)Installed at 8/6/24 35,547 10,965 8,700 1,187 98 1,856 133 72 (4)Installed at 8/6/24 8,106 14,911 13,238 7,077 8,972 123 1,909 Occupied at 8/6/24 34,011 10,712 7,607 1,098 51 1,690 130 35 Occupied at 8/6/24 7,785 14,622 12,828 5,958 8,481 119 1,903 Unoccupied at 8/6/24 1,536 253 1,093 89 47 166 3 37 Unoccupied at 8/6/24 321 289 410 1,119 491 4 6 GPD/ERC 269 244 255 395 142 273 254 594 GPD/ERC 212 160 164 171 132 252 210 Reserve flow(mgd) 0.413 0.062 0.279 0.035 0.007 0.045 0.001 0.022 Reserve flow(mgd) 0.068 0.046 0.067 0.192 0.065 0.001 0.001 Total Committed Flow,Potable Water=Peak+Reserved Total Committed Flow,Potable Water=Peak+Reserved Total Committed Flow,Sanitary Sewer=Average+Reserved Total Committed Flow,Sanitary Sewer=Average+Reserved 'Kingsley Cove online as of July 1,2014.Lakeview Villa WTP taken out of service on 12/3/2013. 'Kingsley Cove online as of July 1,2014.Lakeview Villa WTP taken out of service on 12/3/2013. Wee SYM&m Wszawiln&r TimeTanri© FsdOrray www.clayutitity.org Ai Back to Table of Contents Treatment Performance Comparing permit limits with actual surface water discharge data is essential for ensuring regulatory compliance and protecting our water bodies. Legend 300 CBODS:Carbonaceous Biochemical Oxygen Demand(5-day) A measure of the amount of oxygen required by aerobic 258.3 microorganisms to break down organic matter in water over 243.6 five days.Indicates the strength of organic pollution. 0 200 TSS:Total Suspended Solids Represents the solid particles suspended in water or wastewater that can be trapped by a filter. High levels can c affect water clarity and quality. 131.6 100 TN:Total Nitrogen 97.59 Sum of all forms of nitrogen (organic, ammonia, nitrate, nitrite) present in water. Important for assessing nutrient pollution and the potential for algal blooms. • 33.2 13.27 0 TP:Total Phosphorus CBOD5 TSS TN Sum of all forms of phosphorus, both dissolved and Permitted ■Actual particulate, in water. Excess phosphorus can lead to eutrophication and water quality problems. Parrmn Linen Actual Surface We:1.2©u' Orm@hi° ugs no26 qm rroagh 21 3T azi www.clayutility.org 30 Back to Table of Contents Treatment Performance 20.00% 35.00% 18.00% 30.00% 16.00% 14.00% 25.00% 12.00% 20.00% 10.00% 8.00% 15.00% 6.00% 10.00% 4.00% 5.00% 2.00% 0.00% 0.00% o��t ��t pit ��.6 ��6 a�°r P��` �a� ��� >\ \ joc �¢� ��� ��� ��� �.6 a6 cur �i� m� �,\� >�\\ �5c ��t O°� o��� �o�� Bch. ��•os P� Qc0 o&C) o.4�� �o�� ���� �o•o�� � P� Q�e, O 5� O fie, FY 21/22 FY 22/23 FY 23/24 FY 24/25 FY 21/22 FY 22/23 •FY 23/24 FY 24/25 Fa©among Wand 2.2cr©t WRF9 FUnd ng Wand & M i lhrf OrGIGe vv EPR, %o (DV PGniminGcl pPNoaphovaa Doachsrfp %o oif pGRThi 0nGd HaToPUT Di10@hER'eG www.clayutility.org Back to Table of Contents KeyPerformance Indicators KPIs KPIs help track progress toward goals , identify areas for improvement , and support decision making. Average Customer Contacts Per Day Per Month Billing Transactions 1400 1200 � . IL . ILLLiILLL 1. iI IA 1000 800 600 4000 1 Ill I III AI III-1 11 11 - October November December January Febasary March April May lune July August September 0 I October November December January February March April May June July August September •Calls Per Day 262 281 217 284 257 237 247 259 264 240 •Move ins 816 689 717 ' 733 676 788 800 883 851 Walk In 50 48 49 57 56 51 54 56 61 45 o Move outs 660 689 700 721 634 740 759 851 880 Billing Adjustments 164 137 130 182 148 105 132 229 214 Drive through 54 50 53 55 51 49 50 54 58 31 ■Meter Change Out/Repairs 928 809 1217 354 1004 1072 1253 1230 963 ■Web Requests 8 12 1 11 14 16 16 24 40 41 37 ■Den Search Requests I 350 265 I 262 283 I 287 355 379 358 313 ■Calls Per Day a Walk In ■Drive through ■Web Requests •Move ins ■Move outs ■Billing Adjustments ■Meter Change Out/Repairs ■Lien Search Requests ©11a:QCDM©r Sarw[ms a. 133[1,,Ang D)©-Jmnrffruon www.clayutility.org 32 Back to Table of Contents Procurement - Solicitation Count Procurement-Advertisements "111 ! 10 — Ill 11111-1111 an RFP SS RFQ RFB 20/21 21/22 22/23 23/2z 24/2 20/21 ■21/22 ■22/23 ■24/25 11.110111 www.clayutility.org 33 Back to Table of Contents Errma mmc�r�M, ©oril�amios D)spinmarrn dial Ah. Ah Environmental Incidents SSO Causes itK'! I 4 TiI!1114! FY FY 2019/2020 2020/2021 2021/2022 2022/2023 2023/2024 2024/2025 FY 2021/2022 FY 2022/2023 FY 2023/2024 FY 2024/2025 • Untreated Sewage • Reclaimed Discharge Other Contractor/3rd Party •Equipment Failure Other AM www.clayutility.org 34 Back to Table of Contents As-Built Cycle Times 400 'glob Types - Digitizing Average Cycle Time 350 ,' Complex - 3 Weeks o ° 4 Medium - 2 - 4 Days 300 O (/) O o i(; p- Sim le >, 0 - 1 Hour (a 250 0 O° llililaililllliIililiIII,1EiElIilllilil:Iilllli1E11111i1III!,l11111111EI11111911UIII IE11117E11111i1E11lk li111ilElliiII1111ailEllllil111llllll1llllilililaaaa'la niii111li11111i1aE11IIIIllllilirllall iIllaail 0 0 0 b ,O p8 0 200 ° OD °o pp O 0i 000 O G� � •O O O 0 •.•0 0 00 E150 °� I- O Q °°°�i two CtJ O (�( O 00`• O B O 100 ° (� O q� CD •�• "v °®® 00 0 0 V o 50 ® ° 0 "i;:�•• O O 8 • • ° • O •• O°O QQ i� Jd . 4 • -�7�T�A�c,•ti�a`• �� •-__ ...(ell--..i 1!- ��••• • .r•�:,•%••• `� ,III �IO O Ov ° �1' .�i, •' � •� 'ii ��• �•• . :,0��-'•, �.._ _ r._ .�'.,._-:... O (3) 00 r\ CO Lr) d' CO N - O 6) 00 N CO CA) CO N - O 6) 00 N CD LC) d- CO N - O 6) CO r` CO Cfl CO N - O 0) CO N CO C.I) d- 00 N - O 6) CO N - - N M V LC) CO N 00 6) O O - N CO d- Lf) CO N 00 Cr) 6) O - N CO d- LC) CO r` 00 CO 6) O - N CO d- Cn CO r` r` CO 6) O - N 00 d- Cn CO CO N CO N N N N N N N N N N N CO CO CO CO CO CO CO CO CO CO CO V V 7r V 'Cr 7r V 'Cr GIS Digitzing-Days 0 Back Log-Days Total Cycle Time Expon.(Total Cycle Time) GI'S Department www.clayutility.org 35 Back to Table of Contents Service Availability Requests&Average Review Times Developer Agreements by Fiscal Year with%Change Overlay 8 Developer Agreements 1:25.3% —0— %Change from Previous Year Reque 230 �- Avg Review Time(Days)_28 225 175- y -20 200 150- 146 -26,. -10 167 172 m 125 iiiiiiiiiiiiihr N p 125 115 g; 150- v v -o w a) 24 I= 103 co z 3 Q100- ) o ar V o 84 `w w --10 C. 1 100- w n 75- �' = 22 22 -22 m n a 41 Z -—20 50 : 50- k -20 25- --30 0 -— 0 2020/2021 2021/2022 2022/2023 2023/2024 2024/2025 2019/2020 2020/2021 2021/2022 2022/2023 2023/2024 2024/2025 Fiscal Year Fiscal Year ° o p�J��d� '�° D�(���� Construction& Inspection Summary 69�1 v Q �� Completed Over 111 Project Inspections, Including: �dC1* U' 46,069 Linear Feet of Wastewater Utility Infrastructure Inspected 69 As-Built Submittals Reviewed www.clayutility.org 43 Final Inspections Completed 36 la- Back to Table of Contents W ftc�r o WWUT JP\ �©,M EMTI TDDSI FIENTSM Water Treatment Costs Water Reclamation Cost by FY per 1 kga 1. by FY $1.40 $7.00 $1.20 $6.00 $1.00 io $5.00 tic �, $0.80 $4.00 o a U $0.60 $3.00 N $0.40 0 $2.00 $0.20 $1.00 $0.00 $0.00 I• Oct. Nov. Dec. Jan. Feb. Mar. Apr. May Jun. Jul. Aug. Sep. Oct. Nov. Dec. Jan. Feb. Mar. Apr. May Jun. Jul. Aug. Sep. 19-20 20-21 21-22 22-23 23-24 24-25 —Goal 19-20 20-21 21-22 — 22-23 23-24 24-25 —Goal www.clayutility.org AML 37 Back to Table of Contents D&C - LF of Gravity Main Inspected (Linear Feet per Month) 40000 30000 +.. m a) u_ ii 20000 m c J 10000 0 Oct Nov Dec Jan Feb Mar Apr May June July Aug Sept ■FY 20-21 ■FY 21-22 ■FY 22-23 ■FY 23-24 ■FY 24-25 www.clayutility.org Back to Table of Contents Cross Connection Inspections Service Tickets Completed 450 4500 400 4000 350 3500 300 3000 250 11 2500 200 2000 150 1500 100 1000 50 500 00MM 0 Jan Feb Mar Apr May June July Aug Sept Oct Nov Dec Jan Feb Mar Apr May June July Aug Sept Oct Nov Dec FY 2021 ■FY 2022 ■FY 2023 ■FY 2024 ■FY 2025 FY 2021 ■FY 2022 ■FY 2023 ■FY 2024 ■FY 2025 www.clayutility.org 39 Back to Table of Contents Maintenance Repairs Water Conservation Assessments 250 180 160 200 , 140 P. 120 150 II' 100 100 80 III 60 �I 50 40 `` 0 I1 I II = 20Ill 1111111 1 11 Jan Feb Mar Apr May June July Aug Sept Oct Nov Dec Jan Feb Mar Apr May June July Aug Sept Oct Nov Dec FY 2021 ■FY 2022 ■FY 2023 ■FY 2024 ■FY 2025 FY 2021 ■FY 2022 ■FY 2023 ■FY 2024 ■FY 2025 000r�o 000000 % oo„00000 o ir2r coo www.clayutility.org 40 Back to Table of Contents Designed&Developed by the Clay County Utility Authority Administration Department. You can view this report digitally online at clayutility.org ...„'W if i 1 sr igmA.,n ar abr, . WW1 ..e...ME. 4�- ;� a ' '1. _ Contact __,_ ik_.....,,,,: .. . . .„ ,, ,, , w . . __,........._ _ _____ „---0„:. �ry�utN. ...... ...„, ;_ . . , . ‘. :,,,,,.„---, , ..... A \ il ' : 40/0 , _ .1-"" -.,__ :7 \:, .., 3". Website Social Media = ` www.clayutility.org X CCUA Phone In Clay County Utility Authority 904-272-5999 T CCUAFL Address CCUAWater 3176 Old Jennings Rd, Middleburg,FL 32068 Back to Table of Contents