This data comes from the CAFR and will be available in March 2022. Email to FIN_FINANCIAL_REPORTING to request Reserve Requirement Supplement

This data comes from the CAFR and will be available in March 2022. Email to FIN_FINANCIAL_REPORTING to request Reserve Requirement Supplement

This data comes from the CAFR and will be available in March 2022. Email to FIN_FINANCIAL_REPORTING to request Reserve Requirement Supplement

This data comes from the CAFR and will be available in March 2022. Email to FIN_FINANCIAL_REPORTING to request Reserve Requirement Supplement

This KPI is reported Annually and it will be available in March 2022. 

Jan - March 2021 ILI = 6.80  based on the data provided by various section within the Water Department
Notes:  Based on the discussion with Water IT Manager (Rick). I am planning to have an education session with Billing/Water IT to give them an overview about water loss, Why it is important and data that I need from Datalake/datawarehouse  to make sure we are all on the same page.

Staffing issues continue to be an issue.  The overall annual percentage is 69% and includes the winter weather event.

Don’t have Sept 2021 Electricity Bill to complete this KPI. Juanita stated it will be available first week of Nov 2021.

This KPI is reported Annually and it will be available in November 2021.

KPI number will be available at end of FY21

KPI number will be available at end of FY21

This KPI is reported Annually and it will be available in November 2021.

Risk management changed the information that is being reported out during the last quarter so it is taking some time to decipher the information.

FY21 Summary - Department training hours per employee is 8.07; lower than goal of 10. Although a lack of training due to the COVID-19 pandemic is a factor in not reaching the goal, it remains important for all Divisions to ensure completed training is documented to improve reporting toward this KPI

Risk management changed the information that is being reported out during the last quarter so it is taking some time to decipher the information.

While there was an increase in participation across the Utility, there is still 59% of employees who are missing 1 or more required trainings.

This year the utility experienced a sharp rise in turnover. This can be attributed to numerous factors. First, almost 1/3 of the utility is eligible to retire and the utility is starting to see more and more employees opt to retire. Secondly, the impacts of the pandemic are starting to become evident. More and more employees are looking for remote work or positions that are more flexible when it comes to work-life balance. Lastly, the workforce is changing on a national level.  It is becoming increasingly harder to attract qualified candidates. Which has resulted in the private sector offering higher salaries and more benefits. This has greatly impacted our ability to retain employees as the utility cannot compete with the salaries offered in the private sector.  

Risk management changed the information that is being reported out during the last quarter so it is taking some time to decipher the information.

FY21 Summary: COVID impacts, high call volume, increased average handle time, high absenteeism and staffing shortages all contributed to the high abandon rate for FY21.

Monthly Analysis: While the service level was still under the goal, great improvement was made in the monthly performance.  

FY21 Summary: COVID impacts, high call volume, increased average handle time, high absenteeism and staffing shortages all contributed to the low service level for FY21.

The JD Power score for FY21 was 735 as compared to a national average of 747.  The annual score increased year over year from FY20 (722) to FY21 (735).  An initiative has been included in the FY20 & FY21 Business Plan to create a cross functional team both to analyze the data and develop initiatives to focus/improve on 2 of the areas that need improvement.  In addition, it is expected that the new Customer Portal (which has been delayed) will improve scores in multiple areas of the survey over time.

27 of 27 completed and 2 pending but not staked

20 taps installed within the required timeline

Due to the public health contingency all outreach activities have gone virtual and others have completely stopped, which is reflective of our engagement numbers.

These engagements are likes, comments, shares, retweets, downloads, and impressions (views) of posts from our social media accounts (Twitter English & Spanish, Facebook English & Spanish, Instagram, YouTube, Podcast) plus impressions (views) of GIFs we created and uploaded to our Giphy account.

All biosolids hauled offsite were land applied.

Centrifuges online.

Steam blowers off whole month.

Available at the end of the Calendar Year.