Hist and Proj Operating Receipts FY 2011 2 17 2010 - DC Water

1.600
Fulltime Position History
Budget vs Actual
FY 1998 - FY 2011
1.508
1.500
1,400
1.344
1.300
~
1.200
1.100
923 928
948 961
FY 2002 FY 2003 FY 2004 FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011
Revised Revised Revised Revised Revised Revised Revised Revised Revised Approved
Budget
•••Actual filled represents year-end actual except for FY 2010 & FY 2011 vvhich are
projections
This planned reduction was a result of our various internal improvement plans implemented at the Authority since FY 2000. These
plans were designed to ensure a more competitive and efficient organization. We continue to focus on automation and technology to
achieve these goals. However, future staffing adjustments are necessary as we review our organizational structure, capital project
delivery methods and business process improvements to ensure the most cost effective management of our capital programs and
service delivery.
From fiscal years 2002 through 2006, the Authority kept overtime costs steady at an all time low. Beginning in FY 2007 and following
in FY 2008, we experienced higher than expected vacancy rates coupled with emergency response to infrastructure repairs. We
also experienced increased overtime because of activity related to fire hydrant inspections consistent with the Memorandum of
Understanding with the District's Fire and Emergency Medical Services (FEMS). However, in FY 2009, overtime spending
decreased significantly because of improved and effective monitoring by the various departments. DC WASA continues to review
opportunities to better control costs by reengineering some of our processes and continuing our efforts to fill vacant positions in
critical areas. In some areas, new evening shifts will be created to improve the efficiency of our response to customers, while
reducing the need for overtime use to respond to after-hours emergencies and work in progress.
Budget Overview and Performance
11-22