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HomeMy WebLinkAbout07.a 090126 Agenda Personnel Committee_ED Annual Report FY25_26 Clay County Utility Authority Personnel Committee Meeting September 1, 2026 1:00 P.M. 1. Call to Order—McCall 2. Roll Call—Loudermilk 3. Review of Executive Director's 2025/2026 Annual Report and goals 4. Public/Supervisor Comments 5. Committee Action 6. Adjourn—McCall Personnel Committee David McCall, Chairman Anna Lebesch Amber Taylor WORKING TOGETHER. PROTECTING RESOURCES. • • SERVING OUR COMMUNITY. t I ‘ - . . _iirriforoj,.. .4400 .,.< �• joor *Nt: 'i• :44 ig, tei I Jr 1 1 ` diE __ \ Mom .• t . ... ...r .r i INILIL- _ tri LA• , EXECUTIVE DIRECTOR ' S ANNUAL REPORT FISCAL YEAR 2025 / 2026 p,scouk, .N. ,,,, ..... „.. rep 11'itYAUTNO�`' TABLE OF CONTENTS About CCUA 1 Vision, Mission and Core Values 2 Executive Director's Message 3 Senior Leadership Team 4-5 Team and Culture 6-7 "Snapshots of Success" 8 Snapshots of Financial Sustainability 9 Performance Toward Fiscal Year 25/26 Goals .. 10-13 Public Outreach 14 Employee Recognitions 15 Employee Engagement and Demographics 16 Employee Turnover 17 Annual Water Treatment Capacity Update 18 Annual Water Reclamation Capacity Update 19 Annual Treatment Performance 20-21 Key Performance Indicators 22-30 Looking to the Horizon 31 SWOT Analysis 32 Fiscal Year 26/27 Goals 33-35 A COLLABORATIVE EFFORT BETWEEN THE CCUA TEAM AND REAGAN ELIZABETH DESIGN ABOUT CCUA The Authority is an Independent Special District in the State of RATE EVALUATION AND DETERMINATION Florida. The Florida Legislature created the Authority on October 1, _ 1994, by special act (F.S. 94-491) to manage the water, wastewater, and reclaimed water systems in the unincorporated areas of Clay County, Florida. The Authority also serves adjacent jurisdictions per specific inter-local governmental agreements. The Authority serves customers in Clay, Duval, and Bradford Counties and uses proprietary fund accounting to report the Authority's financial r`_ Men position. The Authority operates, to the extent possible as a publicly owned utility, using sound business practices of private enterprise. We accept the responsibility of providing our customers with the best long-term value at the lowest reasonable cost. INTEGRATED WATER RESOURCES PLAN,,,, • 91 Orange Park 1. Oakleaf Middleburg 9 y •_ • Fleming Island Lake Asbureith • 9 Green Cove Springs Penney Farms Keystone Heig Aft STRATEGIC 11. P L U„Apu N "QUALITY IS NEVER AN ACCIDENT. Cloy Countyhority IT IS ALWAYS THE RESULT OF INTELLIGENT EFFORT." -JOHN RUSKIN 1 Fiscal Year 2025/2026 VISION , MISSION AND CORE VALUES Vision Statement Provide long term sustainable value to our COMMITMENT 0 customers by conserving and protecting natural resources while providing - -- - - - clean, safe, and economical , )b water, wastewater, and SERVICE ' reclaimed water services. 10/ Mission Statement Our mission is to develop an environmentally and COMMUNITY 04 economically sustainable utility that is focused on '• protecting the public health, '• • safety, and general welfare by providing clean and safe ACCOUNTABILITY .. potable water, wastewater, and reclaimed water services through conservation of natural resources, diversification of the water SUSTAINABILITY supply portfolio, and development of a highly trained professional staff prepared for tomorrow's challenges. "IF YOU DELEGATE TASKS, YOU CREATE FOLLOWERS; IF YOU DELEGATE AUTHORITY, YOU CREATE LEADERS." -CRAIG GROESCHEL CCUA Annual Report 2 EXECUTIVE DIRECTOR' S MESSAGE As we approach the end of Fiscal Year 2025/2026, I feel compelled to express my deep gratitude to everyone on the CCUA team. We have achieved many successes and advanc- ed several more key initiatives. No one should have any doubt our success as an public order 1 this constitution.n and guinnt` organization center on our ability to work "°`M 11 as a team. Our success grows as our my °= ettc�. d �� � abilities, skills, and expertise within the �r . �E € �6' i � I�J� 11 team grow and develop. Everyone should "E' lot_ be incredibly proud of what we accomplish • together as we continue to live into and �` ( h' grow with our core values of commitment, 0-1 :a, *. : - community, service, accountability, and sustainability. We are very well positioned for continued growth and success as our community grows in the years ahead. wi Sincerely, Jeremy D. Johnston, MBA, PE Jeremy Johnston serves as the Executive Director for the Clay County Utility Authority. Jeremy began his term as the Executive Director in March 2020, right before the COVID-19 lockdowns. He has served with CCUA since 2012. He is a member of the American Water Works Association (AWWA), American Society of Civil Engineers (ASCE), and the Water Environment Federation (WEF). He serves as a Director at Large for the Florida Water Environment Association (FWEA) Utility Council representing CCUA in the statewide water and wastewater utility industry. Jeremy also serves as a Regional Coordinator with FIaWARN to support regional and statewide disaster response. In supporting the Clay County School District, Jeremy serves on the Engineering/Advanced Manufacturing Advisory Board to help students gain exposure to the engineering and technical fields. He received a Bachelor of Science in Agricultural and Biological Engineering and a Master of Business Administration degrees from the University of Florida (Go Gators!). He has lived in the Northeast Florida area for 30 years.Jeremy has been married to Heather for nearly 23 years.Jeremy's son Steven is a senior at the University of Central Florida(Go Knights,Charge On).He is also an avid,not necessarily a good, golfer at the Eagle Harbor Golf Club. 3 Fiscal Year 2025/2026 SENIOR LEADERSHIP TEAM KIMBERLY RICHARDSON CHIEF HUMAN RESOURCES OFFICER Kimberly Richardson serves as Chief Human Resources Officer for the • Clay County Utility Authority and has been with the organization since 2006. She oversees organizational development, talent acquisition, l) succession planning, compensation strategy, employee engagement, and Risk&Safety programs. Ms. Richardson holds a Master's degree in Human Resource Management from Florida International University. Her work supports CCUA's mission by strengthening workforce effectiveness, leadership continuity, and organizational resilience across the organization. "FY 2025/26 was a year of meaningful progress,thoughtful change,and continued investment in CCUA's future. We remained focused not only on meeting the needs of today, but on strengthening the team, processes, and infrastructure that will carry CCUA forward. I am proud of the way our employees continued to adapt, collaborate, and serve our customers while maintaining the high standards our community expects. As we enter a new fiscal year, our responsibility is to build on that progress, remaining accountable, developing our workforce, improving how we operate, and ensuring CCUA is positioned to serve our community well for years to come." DARRYL MUSE CHIEF OPERATIONS OFFICER Darryl Muse brings more than 30 years of experience in the utility industry. He previously served as Executive Director for the City of Ocala and the City of Valdosta, Georgia. Prior to his utility career, Mr. Muse worked in the aerospace industry with Ford Aerospace and Loral Aerospace and Weapons Systems. He holds a degree in Electrical Engineering and a Master of Business Administration. CCUA Annual Report 4 SENIOR LEADERSHIP TEAM KAREN OSBORNE, CPA CHIEF FINANCIAL OFFICER Karen Osborne serves as Chief Financial Officer for the Clay County Utility Authority and brings more than 20 years of experience in finance, tax, and business consulting. She holds a Bachelor's degree in Accounting and a Master of Business Administration from the University of South f f '# Florida and is a Certified Public Accountant. She oversees �a € Finance, Procurement, Inventory, and Customer Service and Billing. DARRELL DAMROW, P.E. CHIEF ENGINEER Darrell Damrow, P.E., serves as Chief Engineer for the Clay County Utility Authority, providing leadership over Engineering Services, Development Services, and Enterprise Systems and Analytics. He has more than 13 years of experience with CCUA and has held multiple roles within the Engineering Department, with work spanning master planning, capital project delivery, and residential and commercial development plan and permit review. Mr. Damrow holds a Bachelor of Science degree in Civil Engineering from the University of North Florida and is a licensed Professional Engineer in the State of Florida.As Chief Engineer, he oversees technical planning, design standards, and engineering review processes that support reliable utility infrastructure and long-term system growth. 5 Fiscal Year 2025/2026 :,, „ , till I ",,, ._ TEAM AND Mt 1 , _ CU LT U R E 4 :I liTiII l II ` I-..:f-. _Ar -, {, _ 0 k -.I 0 - Nisi- 1 i I. 0 P.. _ iii il "TREAT EMPLOYEES LIKE I��" b g THEY MAKE A DIFFERENCE44: - • ,,* AND THEY WILL." dit �� � ° gat ;rt. ��'' R;,_ a-JIM GOODNIGHT A � 2�ti v- A �� . ov I xC o• -s.- 0I`�1 1�\ 1 . ' r ---Ks. ......_ _....- _..... %) , . _ - '" MUMS 11 ��h V �' � ' r I . 1 I , -46,---_,,,,,T Il! 1 ��/ it PRRIP � I 41, , • . I CCUA Annual Report 6 I mow • ., TEAM AND CULTURE _ , , lritR __ .... awn- / II p ❑ } 4� /rn f�J _ all __ i, _ ; it o ss 't (� A . .-A Aill 1 is - r i f I 1 I !- `v The CCUA Team won the Florida Section of the American Water Works Association (AWWA) Fall Conference Hydrant Hysteria Championship! Congratulations to Dalton Chesser, Patrik Laniel,Ashley Taliaferro, and Lindsey Estevez along with coaches Marvin Short and Heather Webber. 11 - , imsV. ..—z�■■ '---.-0::z...r. ."4.:‘,a����z::r_.V 4.1'. ''` , '�, .,i.A= �= ■ .44 ��1- ,Vid 1 -- — iii . mac_ � �71- .. -_ _ / Matt Jeffers and Leslie Buchanan did an outstanding job representing CCUA at the Meter Madness competition. "CORPORATE CULTURE MATTERS. HOW MANAGEMENT CHOOSES TO TREAT ITS PEOPLE IMPACTS EVERYTHING — FOR BETTER OR WORSE." -SIMON SINEK 7 Fiscal Year 2025/2026 " SNAPSHOTS OF SUCCESS " , , WATER, EDITION 2028/2027 SEWER & in SagesGov RECLAIMED WATER LB Successfully Launched PROVED APPROVED MATERIAL MANUAL MAATTEER1ALMUM. on July 13, 2026 A prnprnkltr,1•v nr,t rc rtn r(crrJnvrd nsotrrn p ` rnrrtl h ter gsrrmr. - --=....; 0 11- ' gr • DO11\YLn.LD A COFI - +•® • Poorlrod o cv�/ ��P ; ,a_ IMI.xwaas rrl rum affirm _ '�' U7l'lrlf MI Ulnlll6 nor- i _ 0 x., \ i , _ — WE'RE HIRE TO tRLP. CLAY COUNTY UTILITY AUTHORITY 0 0 ® VeveLopi ee i egHifemei win. mute R[LUYR)t o% Qnt illt t Ve,%r li A� T1ali 'Qe✓%ew Rt Mleut)r Gu Nxrn WAIL, vrwnaau Futnrnu - OtnV rmp rtlrrro UYlr1111D/Fll Lmatan rntnn. CLAY COUNTY UTILITY AUTHORITY ''° GI�IG�GIG nuo or.o nlnninao nano C UUIoorcu!Mo. VEoniDA 37 DO s,„ t', 4 r r A.l" Mu.37hdrll7 u Or ntvtomninnnlrnna(111011 11)nvp 0 ENHANCED 0 %Mtn trawl(IT!"ma Q 117Go'1)rvrwrJUEtuoa a CUSTOMER ' 1K,6rn Wlp r,,,,„Ea)AR}Ln EXPERIENCE _ . ,••••••,___,_„_ . Qa two,SavnGov portal nukes t wr __ • vyd.,to s.brna.hadt.and. na y �'^ a r *wok,*Vopcts onitr 0 Ono`. . " Experience O w�.,a�.. _ / 1 MOD: 0.82 O fur rr...al sat.*ant d.._._. • .a.C.na..... RIR: 1.651:131 CCUA Annual Report 8 " SNAPSHOTS OF FINANCIAL SUSTAI NABI LITY" Days of Cash on Hand: Debt Service Coverage Allamit...._\......__ 291 Days iticr,46 Ratio: 1.7 ($3 V, Goal>_ 180 Days �N Goal>_ 1.5 ccDebt Ratio: 30% Current Ratio: 5.4 1..111 Goal<_40% 0°Of Goal>_2.0 Lb° QO ,0 ''-. \i 4` r, „„ 9 Fiscal Year 2025/2026 r ' PERFORMANCE TOWARD FISCAL YEAR 25/ 26 GOALS Performance Goal Summary FY 25/26 • Sucessful On-going Did Not Start 30 27 is 25 Ill 0 0 20 w 15 a, E 10 0 5 5 z 0 0 Fr Implement an updated and Continue annual reporting on modernized CCUA Website. I advancingthe HIRA effort. Develop and implement on- Iboardingandtraining Implement a driver safety modules for the Customer program. Service& Billing Departments. I D Implement the shift to billing geographically based cycles ri Maintain RIR<3.0 weekly. Continue work toward a Memorandum of Understanding(MOU)for the Water First North Florida Project effort to ri Maintain MOD of< 1.0 fulfill Consumptive Use Permit(CUP) requirements.Successfully Advancing PERFORMANCE TOWARD FISCAL YEAR 25/ 26 GOALS Implement integrated financial Implement CCUA's first and CIP management I D Employee Appreciation and reporting. Training Day. Maintain staff training hours Maintain staff turnover rate per employee at or above the at or below the National I National Industry Median as Industry Median as published byAWWA. I D published byAWWA. Continue reporting on the Focus on creating an efficient progress of the PDTP. budgeting tool. il Maintain our Operating Ratio I Maintain our Current Ratio Iwith the planned budget ratio. at 2.0 or better. dimiff... cAT ,,,, .... Ilk ar marallim • p+ `. .i, sue- �- �, lb Ilk, I i1 I_ t11 Fiscal Year 2025/2026 PERFORMANCE TOWARD FISCAL YEAR 25/ 26 GOALS Complete and present Maintain our Debt Ratio within Financial Management Policies the planned budget ratio. I D for consideration and approval by the Board of Supervisors. Complete additional rate study work I D looking at alternative rate structures Complete standardized for commercial customers,a cost-of- reporting. service model for reclaimed water, and high strength wastewater charges. I D Complete and brief the Board Complete the planning effort and of Supervisors regarding brief the Board of Supervisors CCUA's Cybersecu rity policies, regarding transitioning CCUA's on site back-up systems to a hybrid(on- standards,and procedures. site and cloud based)solution. Implement a software Implement a Capital platform for Development Infrastructure Program (CIP) Services plan review. management software platform. f o., __ ,,..4.:i r if TO V'-3- I `• `) /, i M , r 1 ' //Il I ` . , k"-- iiii J. I yr 'III!'.... lit CCUA Annual Report - PERFORMANCE TOWARD FISCAL YEAR 25/ 26 GOALS Finish the standardization of I D Maintain GrayRobinson activity with procurement solicitation and regarding contract template legislative affairs. documents. Prepare and submit a Maintain active participation minimum of two (2) grant in professional organizations I applications in Fiscal Year such as AWWA, FWEA,and 2025/2026. the FWEA UC. Continue to grow,develop, and recognize today's CCUA team and tomorrow's leaders. t ,;I \� -4- �4- '1 ,, , _ r� CHANGE IS INEVITABLE. GROWTH ,, `. ,,i�,•', IS OPTIONAL." •�,� it i -- ��; �5 .r.. — JOHN MAXWELL -' c :!l,a . •i r'lw - 11',1 i j�I ' �� /'j�(�I'T�,, Frk ,�; i��a' JCL COUNTY i'I� 1/, aI' , '�t �` ;' 4 ' `,`'� UTILIT AUT!IORITY P',I j 3n6 �a T I t -., 11, _L_ , _ , ,r- ....,....14 . .... tip"'i.. _ .. - _ • „ . , --- Fiscal Year 2025/2026 i.rwriat;14 >: .-- d r, • i :a:k° 1 +'3-:t. ,.,,-, -,is. :,.','fie' • '�..}` .. .. ..'�• �4r`..�.... ,�, 'AN,,+ �sue!�a..w �'�: s. .. ' -.1 PUBLIC OUTREACH co Residents&Business• Development&Procurement• Community• About Us• Support• News&Alerts Login to Account Welcome to Clay County Utility Authority Pay My Bills Stop,Start,or Move Service Clay County Utility Authority provides safe,reliable dnnking water,wastewater,and reclaimed water services to our community.Our team is committed to protecting public health,investing in infrastructure,and responsibly managing the resources our customers depend on every day. Help and Support We are proud to serve our customers and community by providing essential utility services that support homes,businesses,and economic growth throughout Clay County. • O • 74.5K Views (+15%) I � Google 8.7K Visits (+67%) ■ 2.2 - 3.0 • +36% Increase in ••e • Reach (+504%) Rating • • • • CCUA Annual Report 14 EMPLOYEE RECOGNITIONS Professional Paper Presentations • Rotary Club of Orange Park Sunrise "Water First North Florida" • Florida Water Reuse Week Summit • Florida Water Resources Conference - Ben Freeman and Zack Loeb Employee Recognition Years of Service • Number of employees 25+YEARS ■3 20+YEARS 4 15+YEARS 5 10+YEARS 10 5 YEARS 17 0 5 10 15 20 AM Y�' A, 1111 AMP/ ill 0 # Al4 O. ,I, T K 4 ' employees received F � � recognition at the i q. '-o; Employee Appreciation 7 , `, Day 2025! __ i y' 1 15 Fiscal Year 2025/2026 EMPLOYEE ENGAGEMENT AND DEMOGRAPHICS %rim EMPLOYEE ENGAGEMENT SURVEY RESULTS '( j FIVE-YEAR IREND COMPARISON ��AIRN FY 25-26 al FY 24-25 FY 23-24 FY 22-23 F V 21 22 100% 92% yp% 92% q 33% 86% 82% [ !Ill liii 40% 20% id II 0% o Career Work Safety Relationship Benefits Work Communication' Engagement Engagement Management Environment ® KEY TAKEAWAY Strong results across at categories wdh continued strengths enWork Envnonment(93%). Safety and Benefits(92%).Career Engagement improved significantly year over year. 'Cumnunuc.nm added Depv.Irg Fv 1024-15. Employee Demographics Employee Age Demographics Asian 1.57% Black/African- Hispanic/Latino American 2.09% White 7.85% 31-40 90.58% 20.41% 7.85% Under 20 7.65% 41-50 21.48% 65 and Over 5.10% CCUA Annual Report 16 51-60 16.33% EMPLOYEE TURNOVER Employee Turnover by Fiscal Year/Month a 5 0 4 a 0 a) a) 3 O a W 2 1 III II II d 1 1 III 1 I I II 111 Li1 III 1 III I I 0 Oct. Nov. Dec Jan. Feb. Mar. Apr. May June July Aug Sept. ■2020-2021 ■2021-2022 ■2022-2023 ■2023-2024 ■2024-2025 ■2025-2026 Employee Turnover by Fiscal Year 16.0096 14.00% a13 12.00% } u 10.00% LL 8.00% c 6.00% I— 4.00% 3e 0.00% 2019-2020 2020-2021 2021-2022 2022-2023 2023-2024 2024-2025 2025-2026 17 Fiscal Year 2025/2026 ANNUAL WATER TREATMENT CAPACITY UPDATE Orange Pace/ Lake Keystone/ Pier Geneva Kingsley Factor Park Fleming Asbury Ravines Postmaster Station Lake Cove Grid Grid Grid Grid Plant design capacity(1) 46.989 13.088 11.582 1.915 0.086 3.814 0.165 0.147 1 1 Population 97,091 29,990 47,030 3,204 190 4,960 364 99 served(2) Average flow(3) 9.440 2.334 1.211 0.630 0.030 0.516 0.078 0.046 Peak flow(3) 18.176 4.275 3.599 1.110 0.058 1.352 0.169 0.128 Reserved flow(4) 0.209 0.031 0.104 0.040 0.008 0.030 0.001 0.001 Design Capacity Used(%) 38.7 32.7 31.1 58.0 67.4 36.4 102.4 87.1 Surplus capacity, mgd 28.604 8.782 7.879 0.765 0.020 2.432 0.000 0.018 Total committed 18.385 4.306 3.703 1.150 0.066 1.382 0.170 0.129 flow,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 (3) Based on Flow data provided 04/26 (4) Installed at 06/01/26* 35,957 11,009 18,508 1,235 87 1,902 134 37 Occupied at 06/01/26 35,178 10,866 17,040 1,161 69 1,797 132 36 Unoccupied at 06/01/26 779 143 1,468 74 18 105 2 1 GPD/ERC 268 215 71 543 435 287 591 1,278 Reserve flow (mgd) 0.209 0.031 0.104 0.040 0.008 0.030 0.001 0.001 Total Committed Flow, Potable Water=Peak+Reserved Total Committed Flow,Sanitary Sewer=Average+Reserved Note: Peters Creek WTP,Governors Park&Saratoga Springs WTP placed into service 2025 *Based on Sprypoint Metabase Rt CCUA Annual Report 18 ANNUAL WATER RECLAMATION CAPACITY UPDATE r Miller Fleming Spencers Mid-Clay Ridaught Keystone Peter's Street Island Landing Heights Creek Plant design 2.990 4.990 4.000 3.000 2.370 0.074 1.500 capacity (1) I •opulation 22,257 41,121 37,489 21,172 24,633 342 5,793 -erved (2) Average flow 1.580 2.400 2.100 1.200 1.110 0.040 0.430 (3) •eak flow(3) 1.970 2.870 2.470 1.800 1.320 0.050 0.550 •eserved flow 0.056 0.053 0.061 0.058 0.030 0.001 0.049 4) esign apacity 52.8 48.1 52.5 40.0 46.8 54.1 28.7 sed (%) urplus 1.354 2.537 1.839 1.742 1.230 0.033 1.021 apacity, mgd otal ommitted 1.636 2.453 2.161 1.258 1.140 0.041 0.479 low, mgd (1)Based on DEP permit, mgd (2)Estimated existing occupied ERCs multiplied by 2.76 persons per ERC. (3)Per FY24/25&FY25/26 Water Reclamation Total Summary(Provided by WWTP) (4)Installed at 06/1/26 8,348 15,228 13,976 8,044 9,163 128 2,336 Occupied at 06/01/26 8,064 14,899 13,583 7,671 8,925 124 2,099 Unoccupied at 06/01/26 284 329 393 373 238 4 237 GPD/ERC 196 161 155 156 124 323 205 Reserve flow(mgd) 0.056 0.053 0.061 0.058 0.030 0.001 0.049 Total Committed Flow, Potable Water=Peak+Reserved Total Committed Flow,Sanitary Sewer=Average+Reserved Note: Ravines WWTF Closed 19 Fiscal Year 2025/2026 ANNUAL WATER RECLAMATION TREATMENT PERFORMANCE Permit Limit v. Actual Surface Water Discharge 01/01/2025 through 12/31/2025 f Permitted • Actual 300 254.80 R 250 236.80 0 Q, 200 Vf 0 150 131.40 a aa 100 L a 50 33.97 38.55 35.50 33.57 - 14.21 - 0 TSS TN TP CBOD —Pm PI NI IN — ��• tom.• (9;Q \\ a I I I `�1CCUAAnnual Report 20 YAUTN°� ANNUAL WATER RECLAMATION TREATMENT PERFORMANCE Fleming Island & Miller Street WRF's % of Permitted Nitrogen Discharge 35.00% 30.00% 25.00% 20.00% ' 1015.000% 0% 5.0095 I IP il 11111111 II ii liii ii I I 0.00% • ,c3e Noq} 2,6 7)6 car c� z; ce O� F eF 7a(' e' ' `r2 7J eG ■FY 21/22 FY 22/23 'FY 23/24 FY 25/26 Fleming Island & Miller Street WRF's % of Permitted Phosphorus Discharge 20.00% 18.00% 16.00% 14.00% 12.00% 10.009t0 50001 ill! 'iiI 'iiI 'iiI 0.00% '_ J,§A per ct 5.1 J.se _s1 J4- ate a pQ 7 A �oae� �ep� `r PJ Q`e� ■FY 21/22 FY 22/23 FY 23/24 ■FY 25/26 21 Fiscal Year 2025/2026 KEY PERFORMANCE INDICATORS DEVELOPMENT PIPELINE AT A GLANCE FY 2025/2026 From Initial Request to Final Acceptance Development Services works with our partners to plan,review,build and deliver reliable utility infrastructure that supports Clay County's growth today and tomorrow. 1 2 3 4 5 6 ofill m _ ► m ,�►� _ !EI SERVICE PLAN DEVELOPER PERMIT CONSTRUCTION FINAL AVAILABILITY REVIEW AGREEMENT ISSUANCE INSPECTION ACCEPTANCE Developer submits a request Plans are submitted and Agreement is executed outlining Upon plan approval and Inspectors oversee construction Project is renewed,tested, to confirm capacity to serve reviewed for compliance infrastructure responsibilities agreement execution, throughout the project to ensure and accepted into the the proposed project. with CCUA standards and ensuring facilities meet permits are issued for compliance with CCUA CCUA system and system capacity. CCUA standards. construction to begin. standards and regulations. •:• 219 123 104 51 q 96 A 37 yip Requests Plan Reviews Itn-Developer Agreements Permits Projects Final Completed Executed Issued Inspected Acceptance Q(stel. PLAN REVIEWS & AVERAGE REVIEW TIMES J ` Continuous Improvement in review efficiency while managing a strong volume ofpro/eels. TOTAL PLAN AVERAGE REVIEW REVIEWS TIME Number of Project Reviews f-Average Review Time(Days) TIME(DAYS) 300 8. •30 250 ---__..._---227---- - 230..._..._._._._._._._.._.._._23-__ 215 25 200 167 172- •�� 20.5 -20 20 19 20 150 125...._._... 123 15 100 ` 10 0 1.1 . 50 5 0 1111 2019/2020 2020/2021 2021/2022 2022/2023 2023/2024 2024/2025 2025/2026 FISCAL YEARS 0 PROJECT VOLUME: ® AVERAGE REVIEW TIME: Managedw plan roviou in FY 2025/2026. Remained efficient at 20.5 days in FY 2025/2026. CCUA Annual Report 22 KEY PERFORMANCE INDICATORS __....._ DEVELOPER AGREEMENTS EXECUTED Fiscal Year 2019/20 — 2025/26 NUMBER OF . Number of Developer Agreements -�-Percent of Change(from Prior Year) PERCENT OF CHANGE AGREEMENTS (FROM PRIOR YEAR) 250 _....-_.____.__ 60% 200 183 -_._..------ 40% 146 25.3% 150 125 115 121 17.5% -- 20% 16.8% 103 104 100 - 0% J -10.4% -14.0% b - -20% Ili 50 -- -37.2% - -40% 0 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26 -60% FISCAL YEAR KEY TAKEAWAY:Davotopoa Aryoomonl o�cu,Ily inc onnod In FY 2025/26 AGREEMENTS INCLUDED:r FY 202412'1.than docllnod In FY 2025/20.noilocgog c-ondnuod • 2,105 4 o cn2,002 a 2,187 1,1ca in dn vlopcnonl acahrty. gam,tnO tnlu, or UM, ItotionoN aqua RC* Iwuanaa naaaoNa no��uua /�.�.� STRATEGIC INVESTMENT:During FY 20262026.m nW Urn.]S302,524.73 through ou ntogtc ow polio\potion INVESTING TODAY. \\I��rL"V1 aulnu.nma'InooII m,udattoan louoo:go puOouliy mum mood idvruwe+uw an Support long-Corn wawa ginnnh I BllJLDING TOMORROW. ISS����"""" hopnrro tagond c annnacn lt/.and radOno lunuv capitol CO,. /�L J-t 6Unryp:udruoucuuncv. swot gar omnat g1111.0. CONSTRUCTION & INSPECTION ACTIVITY • FY 2025/2026 AT A GLANCE • FY 2025/2026 ACTIVITY TOTAL Til Active Construction Projects 70 Projects currondy under construction. OConstruction Projects Inspected IN 96 Total number of construction projects Inspected. II (� Final Inspections Completed O 2(,� 'b Final inspections completed on projocts. F� Certificates of Completion Issued n 37 Certificates of completion issued for complet d projects. 0 J (g As-Built Reviews Completed C 163 1� As-built Bubmittoic roviowod and approved. Gravity Sewer Infrastructure Inspected 73,807 Total Moor foot of gravity sewer infrastructure inspected. LINEAR FEET 23 Fiscal Year 2025/2026 KEY PERFORMANCE INDICATORS Number of FY 26 CIP Projects Underway 25 tA u 20 0 20 a a 15 I 15 U 15 1_ to ry >- 0 10 8 8 `v I 6 I 6 E 5 3 Z 0 Construction Design Concept PRP Phase of CIP Project •Total CIP Projects .CIP Projects Underway or Complete Value of FY 26 CIP Projects Underway S40.000,000 537 445,000 $35.000,000 531,112 OOC a, S30,000,000 0 a S25,000,000 a 514,493,000 toS20,000,000 o $19,639,000 S17114,000ni $11,D08,000 516,938,000 >- o S15.000,000 S11,830000 2 $10,000,000 m > $5,000,000 SO Construction Design Concept P&P Phase of CIP Project •Total Value CIP Projects ■Value of CIP Projects Underway or Complete CCUA Annual Report 24 KEY PERFORMANCE INDICATORS GIS Department As-Built Average Cycle Time vs. Job Volume (FY 21/22 through FY 25/26) 160 •Average Cycle Time (Days) •Total Jobs Corn pleted 140 120 100 U) Q80 60 40 �` ` �` 0 FY21/22 FY22/23 FY23/24 FY24/25 FY25/26 75 32 17 35 59 110 111 139 116 56 Complex = 3 weeks • Medium = 2-4 days • Simple = 1 hour ik 41141018114: • • • • \ • 25 Fiscal Year 2025/2026 KEY PERFORMANCE INDICATORS Environmental Incidents 16 14 12 10 8 6 4 I.. FY19/20 FY20/21 FY21/22 FY22/23 FY23/24 FY24/25 FY25/26* ■Untreated or Partially Treated ■Reclaimed Discharge ■Other Environmental Incident Causes 12 10 8 6 42 0 I III III III FY21/22 FY22/23 FY23/24 FY24/25 FY25/26` ■Contractor/3rd Party •Equipment Failure ■Other CCUA Annual Report 26 KEY PERFORMANCE INDICATORS Sanitary Sewer Overflow Volume Compared to Total Volume of Wastewater Treated 350,000,000 - 300,000,003 80 Q E 20 250,000,000 c o � 200,O0O,OOO CJ 150,000,000 � 100,000,000 50,000.000 0 0 ti� ti� ti' ;L° L 'LSO 'LSO 'LSO ti� ti, ti0 ti� O � f$ ,ac <ce� �a� pQ� Cfa�. ,Jr P 7 / Jam' c4eQ CCUA successfully handles and treats 99.997°/0 of wastewater sent to Water Reclamation Facilities by our customers. 4 . - te 27 Fiscal Year 2025/2026 KEY PERFORMANCE INDICATORS Cross Connection Inspections 450 400 350 300 250 200 150 100 SO �I 0 Jan Feb Mar Apr May June July Aug Sept Oct h uc ■FY 2022 ■FY 2023 ■FY 2024 ■FY 2025 ■FY 2026 Service Tickets Completed 4500 4000 3500 3000 2500 2000 1 S00 1000 SOO 0 111 Jan Feb Mar Apr May June July Aug Sept Oct Nov De,_ ■FY 2022 ■FY 2023 ■FY 2024 ■FY 2025 ■FY 2026 CCUA Annual Report 28 KEY PERFORMANCE INDICATORS Water Conservation Assessments 180 160 140 120 1111 180 60 40 2p I sal Jan Feb Mar Apr May June July Aug Sept Oct Nov Dec ■FY 2022 ■FY 2023 ■FY 2024 ■FY 2025 ■FY 2026 System Maintenance and Repairs S50 300 250 200 150 100 50 0 �I Jan Feb Mar Apr May June July Aug Sept Oct Nc•. Dec ■FY 2022 ■FY 2023 ■FY 2024 ■FY 2025 ■FY 2026 29 Fiscal Year 2025/2026 KEY PERFORMANCE INDICATORS Fleet Maintenance Service Tickets 120 100 80 4U 200 Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sept ■FY 21/22 ■FY 22/23 ■FY 23/24 ■FY 24/25 ■FY 25/26 Information Technology Service Tickets Created Versus Resolved 250 200 150 100 50 I_ I I I I I II II II I II 0 0 0 by 0 0 'tiy 0 ;tiro 'LrO LrO ;tiro 'lr° 'tiro 'tiro c." Oov 4o,' OeC 'a(s Berl , PQ� 40 I ,v ■Tickets Created •Tickets Resolved CCUA Annual Report 30 LOOKING TO THE HORIZON People • Develop the talented professionals on our team. Technology and Innovation' • Implement solutions to strengthen CIP processes and reporting. • Expand operations technology to improve visibility and efficiency. • Advance our ERP capabilities for improved transparency and performance. Technology and Innovatioi • Achieve goals through collaboration. • Build on the strong foundation established over the last six years as we enter Fiscal Year 2026/2027. . _..e. _ 3_,....mrs....__ ._ ., Is �.R Ii to, " C o :� E^�+ '' I' r 1 ..� `R� . ram .la rA(pt; y •• ( E.C'Eqlev'Ai (e; VA (4,4P ,N ,o, Or 1 -1,. .,,,,,:404,., , ::7) t s'I`i '11W ‘ v -: , , _,� y . \At- 41 1 z ; I. N - i ii - `' _X 1- "Coming together is a beginning, staying together is progress, and working together is success." -Henry Ford 31 Fiscal Year 2025/2026 SWOT WEAKNESSES ANALYSIS • CIP management still reliant on spreadsheets • CIP project management and inspection expertise • Knowledge base for soliciting and STRENGTHS contracting CIP projects • Standardized CIP project close-out process • IT Department Leadership Tenure • Senior and Operational Leadership • Depth of experience within the organization • Training and Development Programs • Culture • Planning efforts THREATS • Financial position • Environmental Compliance • Development Services • Age of some of the existing facilities (e.g. Miller St. Water Reclamation Facility) I ` • Age of existing AMI infrastructure and meters OPPORTUNITIES • Inflation and cost volatility • Supply chains • Regulatory uncertainty • Testing newer Advance Metering Infrastructure (AMI) meter technology • Development of ERP reporting expertise within the Enterprise Systems and Analytics Department KEY DENOTING GOAL • Availability of quality data TYPES• • Engineering talent and desire to • learn coo 0 • Standardization of contract Human Resourceso Legislative A=, documents Engagement I Q Financial © and Regulatory • IT Department Leadership Experience Operational and HR (n) Customer co Engagement and Fr Operational ( ) Communications Risk Management faStakeholder and Legislative Regulatory Engagement �\ Compliance e Legislative TAX Intangible Engagement o and Financial (` Administrative ai CCUA Annual Report 3 FISCAL YEAR 26 / 2 7 GOALS CC) Provide the Board of Continue annual Supervisors an update on O reporting on advancing (cIrrcz, customer engagement. ° O the HI RA effort. Provide the Board of 0 , Report on the driver 0 CM'O= Supervisors an update on °O safety program. .�, = environmental compliance • \ and regulatory challenges. I 011114 Maintain MOD of<1.0 I O Maintain RIR<3.0 iO �O ®� cal Finish the standardization Begin initial work for an update to the Strategic Plan of procurement solicitation in Fiscal Year 2027/2028. and contract template MA documents. fb O O Provide the Board of Supervisors O 0 Maintain staff training hours e) a report detailing alternatives to .�� per employee at or above the O WO address rising Health Insurance O National Industry Median as O• Benefit expenses. 0 published byAWWA. IA O O Maintain staff turnover rate O O Continue with an annual ��� at or below the National ��� update to the Board of O 0 Industry Median as O e Supervisors on the progress 0 published byAWWA. 0 of the PDTP. 33 Fiscal Year 2025/2026 FISCAL YEAR 26 / 27 GOALS cj� Develop an efficient L Keep Debt Ratio at 40% bud etin tool. CI ®� or less. ®� g g C Keep Days of CashOKeep Debt Service on Hand at or above 0 Coverage Ratio at 1.5 or ®� 180 days. ®� greater. Continue efforts developing Continue efforts operational dashboards developing the 1:(-A)using CCUA Enterprise Information Technology �� Resource Platforms(ERPs). (IT) team. Complete the transition of ..----y Continue developing talent I ( ) the Microsoft Exchange from and expertise with the 0 on premise to Microsoft's engineering and analytics standard cloud solution. R teams. ,----y, Implement a Capital Infrastructure �� Develop the engineering O Program(CIP)management software team's skills in project platform that integrates with CCUA mans ement and ERPs of Workday and OpenGov(Asset g Management and Procurement). R 11 construction inspection. - � � € �� Develop the engineering 78( Standardize the CIP team's knowledge of project close-out \ ( 8 QI87( soliciting and contracting RCIP projects. process. iiim- .... -(4,4 0, 1„,,,t,41,4481,eza., ?..,...___...t i a 1 i b k- CCUA Annual Report S4 , t - /' J FISCAL YEAR 26 / 27 GOALS 41-=1-.......- imi TAX Prepare and submit a Maintain activity with A i 7— minimum of two (2) grant Q GrayRobinson regarding I % applications in Fiscal Year J legislative affairs. (Li; 2026/2027. el% Continue to develop the �� Continue to promote the CCUA team and 0 positive professional tomorrow's leaders. culture at CCUA. �"*. �'411,, Replace 1 2%of Update and upgrade the 0 existing meters due to 0 phone system. end of life cycle. .•®•., Maintain active participation in , / ,k, professional organizations such as AWWA, FWEA, and the FWEA UC. "Today I will do what others won't, so tomorrow, I can accomplish what others can't." -Jerry Rice 35 Fiscal Year 2025/2026 CO NTACT U ! Clay County Utility Authority 3176 Old Jennings Road Middleburg, FL 32068 (904) 272-5999 clayutility.org \IN" COVN X, CCUA %1 - an Clay County Utility Authority ,G -1.,/ CCUAFL ,,,YAUTN =' O CCUAWater You can view this report digitally online at clayutility.org DESIGNJ