Hist and Proj Operating Receipts FY 2011 2 17 2010 - DC Water
Hist and Proj Operating Receipts FY 2011 2 17 2010 - DC Water Hist and Proj Operating Receipts FY 2011 2 17 2010 - DC Water
Over the ten year period, this proposal will provide funding for priority initiatives such as: ' Continued implementation of state of the art Asset Management Systems - Maintenance Management (Maximo), Geographic lnformation System (GlS) and Document Management, for managing infrastructure assets to minimize the total óost of owning and operating them, while delivering the service levels customer's desire. Water and Sewer service life restoration program, aimed at inspecting/replacing one percent of our piping and underground infrastructure annually - including providing internal staff resources to support the program. ' . lmplementation of various Board Strategic Plan initiatives. ' Continued improvements in our processes to ensure accurate and timely responses to our customers, the media and other stakeholders. ' lmproved customer service in a reorganized and more efficient DC WASA construction permit application and approval process. . Succession planning to identify future organizational leadership. ' Re-alignment of personnel and inventory to enhance operational performance and provide opportunities for future savings . Continuing upgrades at the Blue Plains Wastewater Treatment Plant. ' Fire hydrants upgrade program and the joint DC WASA and Fire and EMS fire hydrant inspection program - these costs are fully reimbursable from the District government. . lmplementation of a multi-tier residential lAC. To fully implement some of the initiatives listed above and to begin various activities that are desired , it would cost the average residential rate payer an additional $34 a year in FY 2011, (or approximately $6 million more in the operating budget). Theée deferred items include services and projects such as: o A rebranding campaign delayed to FY 2012 . Beginning in FY 2012 rather than FY 2010, the ramp up of replacement of the water and sewer infrastructure to the recommended rate of 1 percent of replacements per year o Delaying staffing levels for the CSO LTCP, water and sewer infrastructure projects and the permit office o Delaying practically all non-regulatory capital projects (excluding the digesters and partial implementation of the $74 million facility master plan) lf approved by the Board, beginning October 1,2010, our revised FY 2010 and proposed FY 2011 Operating Budgets would increase volumetric water and sewer rates from the current combined rate of $6.12 per 100 cubic gallons to $6.92 (or $6.66 a month on the average residential customer's monthly bill), adjust the monthly impervious area charge from $2.20lper equivalent residential unit (ERU) to $3.45 and the customer metering fee on the average residential customer from $2.01 per month to $3.86 per month. t-6
Budgeting for Performance - Ensuring Sustainability Last year, as part of the effort to implement the Board's 2008-2013 Strategic Plan we established a "design team" that began to embark on an intensive effort to develop clear performance measures that management and the Board will use to assess progress in achieving the Strategic Plan objectives by establishing measures and creating performance targets. These concrete objectives, and new measures and targets will enable us to set annual and longer term priorities, assist in determining how to best allocate resources through the ten-year financial plan and develop the operating and capital budgets we need to sustain and improve services. These measures will be used by DC WASA's management to assess and improve work processes while monitoring performance on a monthly, quarterly and annual basis. Formal deployment of the performance measurement and process improvement system is planned for FY 2010. Throughout the rest of this document, you will find additional information about the organization, including a discussion and overview of DC WASA's budget and some of our achievements and challenges. It has been a great honor and pleasure to serve as lnterim General Manager during this period of transition as the Board, management and staff sought to maintain DC WASA's ongoing commitment to high quality and cost effective delivery of services to our customers. I extend a special thanks to the Finance and Budget staff who worked arduously to produce this document and to the DC WASA departments whose efforts were key to its development. I am sincerely grateful to my colleagues for their full cooperation and support during my tenure as lnterim General Manager. I would like to take this opportunity to thank the Board for the support and encouragement you have given to me and the continued service you each make to the Authority on behalf of those you represent. ln the brief period of his tenure, Chairman Walker has exhibited dedication to the Authority and provided strong leadership. Chairman Walker has made an enormous investment of time and energy to the Board while providing effective guidance to management. ln the coming months of the budget process, I will provide the incoming General Manager Hawkins, Chairman Walker, the Board and the Chief Financial Officer and his staff assistance where needed as we continue to demonstrate our commitment to serve the public and protect the environment. Sincerely, Interim General Manager t-7
- Page 1 and 2: District of Columbia Water and Sewe
- Page 3 and 4: DC WASA's CRITICAL SUCCESS FACTORS
- Page 5 and 6: ACKNOWLEDGEMENTS PR¡NCIPAL STAFF M
- Page 7 and 8: ( GOVER NMENT FINANC B OFFICERS ASS
- Page 9 and 10: FY 2010 Oper. Expend. by Department
- Page 11 and 12: DISTRICT OF COLUMBIA WATER AND SEWE
- Page 13 and 14: . lncrease the rate of main replace
- Page 15 and 16: R AND SEWER SOOO OVERLOOK AVENUE, S
- Page 17 and 18: FY 2010 Budget Major Reductions (¡
- Page 19: A Strong Track Record of Capital lm
- Page 23 and 24: DC WASA successfully completed anot
- Page 25 and 26: High Use Notification Application (
- Page 27 and 28: PCI Standards - DC WASA implemented
- Page 29 and 30: Website Enhancements - Continuing t
- Page 31 and 32: District. In FY 2009, we commenced
- Page 33 and 34: • Water Quality Library, to be de
- Page 35 and 36: services we provide. In FY 2010, we
- Page 37 and 38: Boys Town of Washington, DC - Durin
- Page 39 and 40: CI> E! $25.00 .s::. ••• U ~ $
- Page 41 and 42: This Strategic Plan Critical Succes
- Page 43 and 44: FY 2010 & FY 2011 Operating (In 000
- Page 45 and 46: Overtime History Dollars and Hours
- Page 47 and 48: In FY 2009, we completed a study of
- Page 49 and 50: DC WASA's ten-year capital improvem
- Page 51 and 52: • Local and Minority Business Rev
- Page 53 and 54: target for replacement of non-stand
- Page 55 and 56: DC WASA continues to invest in wate
- Page 57 and 58: Anacostia and Rock Creek Park, and
- Page 59 and 60: modification to the permit reducing
- Page 61 and 62: ELECTRICITY PRICING (ALL-IN-COST) $
- Page 63 and 64: carbon footprint legislation and re
- Page 65 and 66: • Automated Fuel Tracking - to fa
- Page 67 and 68: (AWWA) verifies that the growing re
- Page 69 and 70: Total Rewards Statements - During F
Budgeting for Performance - Ensuring Sustainability<br />
Last year, as part of the effort to implement the Board's 2008-2013 Strategic Plan we established a "design team" that began to<br />
embark on an intensive effort to develop clear performance measures that management <strong>and</strong> the Board will use to assess progress in<br />
achieving the Strategic Plan objectives by establishing measures <strong>and</strong> creating performance targets. These concrete objectives, <strong>and</strong><br />
new measures <strong>and</strong> targets will enable us to set annual <strong>and</strong> longer term priorities, assist in determining how to best allocate resources<br />
through the ten-year financial plan <strong>and</strong> develop the operating <strong>and</strong> capital budgets we need to sustain <strong>and</strong> improve services. These<br />
measures will be used by <strong>DC</strong> WASA's management to assess <strong>and</strong> improve work processes while monitoring performance on a<br />
monthly, quarterly <strong>and</strong> annual basis. Formal deployment of the performance measurement <strong>and</strong> process improvement system is<br />
planned for <strong>FY</strong> <strong>2010</strong>.<br />
Throughout the rest of this document, you will find additional information about the organization, including a discussion <strong>and</strong> overview<br />
of <strong>DC</strong> WASA's budget <strong>and</strong> some of our achievements <strong>and</strong> challenges.<br />
It has been a great honor <strong>and</strong> pleasure to serve as lnterim General Manager during this period of transition as the Board,<br />
management <strong>and</strong> staff sought to maintain <strong>DC</strong> WASA's ongoing commitment to high quality <strong>and</strong> cost effective delivery of services to<br />
our customers. I extend a special thanks to the Finance <strong>and</strong> Budget staff who worked arduously to produce this document <strong>and</strong> to the<br />
<strong>DC</strong> WASA departments whose efforts were key to its development. I am sincerely grateful to my colleagues for their full cooperation<br />
<strong>and</strong> support during my tenure as lnterim General Manager. I would like to take this opportunity to thank the Board for the support<br />
<strong>and</strong> encouragement you have given to me <strong>and</strong> the continued service you each make to the Authority on behalf of those you<br />
represent. ln the brief period of his tenure, Chairman Walker has exhibited dedication to the Authority <strong>and</strong> provided strong<br />
leadership. Chairman Walker has made an enormous investment of time <strong>and</strong> energy to the Board while providing effective guidance<br />
to management. ln the coming months of the budget process, I will provide the incoming General Manager Hawkins, Chairman<br />
Walker, the Board <strong>and</strong> the Chief Financial Officer <strong>and</strong> his staff assistance where needed as we continue to demonstrate our<br />
commitment to serve the public <strong>and</strong> protect the environment.<br />
Sincerely,<br />
Interim General Manager<br />
t-7
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