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
OVERVIEW FY 2010 Major Recommended Activities and Changes • Design health benefit plan changes • Implement Succession Planning Program for key executive and critical failure positions • Implement an Executive Development Program for Succession Planning feeder groups • Support the Authority's Performance Measurement initiatives - to ensure top management and technical talent is in place for all key positions and achieve local & national reputation as an employer of choice and one of the best places to work • Continue basic skills training classes as addition to the DC WASA Reads Program and leadership competencies training classes fro leadership personnel • Continue to provide support to organizational changes and realignments FY 2011 Major Recommended Activities and Changes • Begin negotiations with five DC WASA Unions • No other major changes anticipated
During FY 2009, the Authority continued to offer training programs and classes that provided the knowledge and skills that are essential for employees to complete their jobs in a competent manner while meeting customer expectations. The Authority budgeted $2 million for training or approximately $2,006 per employee which is twice the average national expenditure. Employees attended approximately 13 hours of training during the fiscal year on various work skill improvement areas and information on the Authority's policies and regulations. Training included regulatory, safety, technical, basic skills and literacy classes. All training supported the Authority's internal improvement, safety and security and succession and knowledge management programs as well as new equipment and technology. Contractual Training - primarily technical classes that support the Authority's internal improvement program. This training also includes classes on occupational safety and security and the installation and operation of new equipment and processes. In-house Training - classes and courses designed and implemented by the Authority's training personnel. In-house training focuses on providing non-technical mandatory courses, basic skills development, skill enhancement courses, literacy and general instruction on standard software applications. These courses involve all or a large number of the Authority's employees. Outside Training - classes and programs that support individual employee training and development needs and requirements, not implemented by the Authority's training personnel. This is an effective means of providing highly specialized or special focus training to individuals or a small group of employees. The Authority's education reimbursement program is included in the outside training category.
- Page 247 and 248: ~ ceu .c ;:: ~ ~ euc L{) v 0 +=i c
- Page 249 and 250: MISSION: To develop, design. constr
- Page 252 and 253: CHIEF ENGINEER Deputy General Manag
- Page 254: OVERVIEW FY 2010 Major Recommended
- Page 257 and 258: BUDGET OVERVIEW: The FY 2010 revise
- Page 260 and 261: BOARD OF DIRECTORS POSITIONS CURREN
- Page 262 and 263: OVERVIEW FY 2010 Major Recommended
- Page 264 and 265: BOARD OF DIRECTORS POSITIONS CURREN
- Page 266: OVERVIEW FY 2010 Major Recommended
- Page 269 and 270: INTERNAL AUDIT MISSION: The mission
- Page 272 and 273: FY 2011 Budget $7,631,000 CHIEF FIN
- Page 274 and 275: OVERVIEW FY 2010 Major Recommended
- Page 276 and 277: CHIEF FINANCIAL OFFICER POSITIONS C
- Page 278 and 279: OVERVIEW FY 2010 Major Recommended
- Page 280 and 281: BUDGET OVERVIEW: The revised FY 201
- Page 282 and 283: GENERAL MANAGER CURRENT Average Yea
- Page 284: OVERVIEW FY 2010 Major Recommended
- Page 287 and 288: MISSION: To ensure that the Authori
- Page 289 and 290: • Assume additional operation sup
- Page 292 and 293: POSITIONS GENERAL CURRENT Average Y
- Page 294: OVERVIEW FY 2010 Major Recommended
- Page 297: MISSION: To deliver high quality, i
- Page 301 and 302: and regulations for using electroni
- Page 303 and 304: To support employees' educational a
- Page 306 and 307: FY 2011 Budget $6,517,000 Su ASSIST
- Page 308: OVERVIEW FY 2010 Major Recommended
- Page 311 and 312: MISSION: To procure, on time and wi
- Page 314 and 315: ASSISTANT GENERAL MANAGER Authorize
- Page 316: OVERVIEW FY 2010 Major Recommended
- Page 319 and 320: BUDGET OVERVIEW: The FY 2010 revise
- Page 322 and 323: District of Columbia Water and Sewe
- Page 324 and 325: BOARD OF DIRECTORS: DC WASA's gover
- Page 326 and 327: FIXED ASSET: Long-lived property ow
- Page 328 and 329: PAYMENT IN LIEU of TAXES (PILOT): A
- Page 330 and 331: DETS: DEPARTMENT OF ENGINEERING AND
- Page 332 and 333: MBE: MINORITY BUSINESS ENTERPRISE R
- Page 334 and 335: WHEREAS, after extensive discussion
- Page 336 and 337: WHEREAS, during the January 2010 me
- Page 338 and 339: and Budget Committees Uointly refer
- Page 340 and 341: Capital Improvement Plan Descriptio
- Page 342 and 343: WHEREAS, on December 17, 2009, the
- Page 344 and 345: FY 2009 - FY 2018 PROJECTED CAPITAL
- Page 346 and 347: The Board of Directors hereby appro
During <strong>FY</strong> 2009, the Authority continued to offer training programs <strong>and</strong> classes that provided the knowledge <strong>and</strong> skills that<br />
are essential for employees to complete their jobs in a competent manner while meeting customer expectations. The<br />
Authority budgeted $2 million for training or approximately $2,006 per employee which is twice the average national<br />
expenditure. Employees attended approximately 13 hours of training during the fiscal year on various work skill<br />
improvement areas <strong>and</strong> information on the Authority's policies <strong>and</strong> regulations. Training included regulatory, safety,<br />
technical, basic skills <strong>and</strong> literacy classes. All training supported the Authority's internal improvement, safety <strong>and</strong> security<br />
<strong>and</strong> succession <strong>and</strong> knowledge management programs as well as new equipment <strong>and</strong> technology.<br />
Contractual Training - primarily technical classes that support the Authority's internal improvement program. This<br />
training also includes classes on occupational safety <strong>and</strong> security <strong>and</strong> the installation <strong>and</strong> operation of new equipment<br />
<strong>and</strong> processes.<br />
In-house Training - classes <strong>and</strong> courses designed <strong>and</strong> implemented by the Authority's training personnel. In-house<br />
training focuses on providing non-technical m<strong>and</strong>atory courses, basic skills development, skill enhancement courses,<br />
literacy <strong>and</strong> general instruction on st<strong>and</strong>ard software applications. These courses involve all or a large number of the<br />
Authority's employees.<br />
Outside Training - classes <strong>and</strong> programs that support individual employee training <strong>and</strong> development needs <strong>and</strong><br />
requirements, not implemented by the Authority's training personnel. This is an effective means of providing highly<br />
specialized or special focus training to individuals or a small group of employees. The Authority's education<br />
reimbursement program is included in the outside training category.
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