Organizational Goals and Objectives for SCWA

Benchmarking Report with Metrics Final Progress Report – August 2009

Organizational Goals and Objectives for SCWA

2008-2009

Pursuant to Resolution 331-08-2007 of the Board, Stephen Jones presented the board with a report of the goals and objectives of the Suffolk County Water Authority, at the November 2007 meeting.

In accordance with the original report, following is the final benchmarking

report. Goals have been restated with quarterly metrics italicized and final updates in bold. 1. Water Quality Projects and Planning

Construction and Maintenance (CM) benchmarks – Stated Goals with previous quarterly metrics in italics and final metrics in bold: Crew response time to main breaks will be tracked and recorded to keep it

below 2 hours. Average time is less than 1½ hours. Goal has been met with average time of less than 1½ hours.

Time to restore service after breaks will be logged and examined for possible improvement to less than 3 hours. Average time is currently under 2½ hours. Goal has been met with average time of less than 2½ hours. Benchmark is now set at 2½ hours.

The length of time hydrants are out of service will be tracked to achieve an average time of less than 1.5 days. Average less than ½ day – new benchmark will be established. Goal has been met with average being less than ½ day. Benchmark is now set at 1.0 day.

Final Progress Report – August 2009

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C&M (Continued) Hydrant inspection cycle for 36,000 hydrants will be established to achieve

a 10-month cycle. 22,973 inspected (total of 36,000 hydrants). Not on pace for this

benchmark: working without contractor for 2 months due to prevailing wage issues. Corrective actions taken are putting on additional contractor’s crew and Authority hydrant mechanics inspecting hydrants on a one-week rotation basis.

Corrective measures have been taken including additional contractor inspection crew and Authority hydrant mechanics performing inspections. Cycle time is currently 10.2 months.

23,859 hydrants inspected in 5 months (total of approx. 36,000 hydrants) cycle time to inspect all hydrants is on pace for 8 months. Goal is being met to have all hydrants inspected within a 10-month cycle.

Leak detection monitoring of 5,750 miles of water main will be targeted at 35 for monthly miles surveyed. Average is 104 miles per month – new benchmark will be established. Goal has been met with average 99 miles per month. New benchmark

established at 100 miles per month. Goal has been met and exceeded with 115 miles per month.

Service Wait Time once customer has met all requirements. Where there is an existing main – average wait time is 11 calendar days.

Benchmark will be established for 10 calendar days. It has been found through SAP that the average wait time currently is 23

calendar days. The benchmark will be established for 10 calendar days. Current wait time is 14 days – benchmark established at 10 days. Where there is not an existing main – average wait time is 93 calendar

days. Benchmark will be established for 60 calendar days. Data gathered for past year has shown that 50% of projects were in

service in less than 65 days. The other 50% have mitigating circumstances, i.e. permits, easements or time of year. Benchmark will be established for 60 calendar days for main installation and 15 days for service installation.

Where there is not an existing main, wait time has been 98 calendar days – benchmark is established at 60 calendar days. It should noted that projects were delayed due to budgetary reasons and winter weather.


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Engineering benchmarks – Stated Goals with previous quarterly metrics in italics and final metrics in bold: At least 5 inefficient or under-performing well pumps will be replaced

annually to save energy and the need for new facilities. 2 under-performing pumps have been replaced, 8 additional pumps have

been identified for replacement. Expenditure authorizations written for 6 pumps, will be purchased and

installed in Spring. Remaining 2 to be replaced depending on budget. Since beginning of FY 2009 five under-performing pumps have been

identified and replaced. 4 additional pumps have been identified as candidates for replacement, are budgeted and will be replaced in the fall. Goal has been met.

Piping design drawings for Pump Station projects will be issued no less than 1 month prior to construction thereby improving the scheduling, ordering and efficiency of CM work. Of the 17 piping projects issued, 15 had piping designs completed 1

month or more prior to construction; achievement of 88%. Since June 1st of 36 projects issued, 30 had piping designs completed

greater than 1 month prior to construction; achievement of 83%. Goal has been met.

Complete the engineering, design and construction of at least 5 new GAC buildings annually to extend operating periods for wells and cut winterizing costs. 90% complete at College Road and Kayron Drive. Foundation installed at

Third Avenue. Contracts out for bid for Church Street and Townline Road.

GAC buildings at College Road and Kayron Drive complete. Third Avenue and Dare Road – 80% complete. Church Street, Northport and Townline Road will be erected in spring. Recommendation for award of buildings at Great Neck Road and Middleville Road on agenda for January 27th meeting, to be erected after beginning of next fiscal year.

GAC buildings have been constructed at College Road, Kayron Drive, Third Avenue, Dare Road, Church Street, and Townline Road; buildings at Great Neck Road and Middleville Road are in the process of being constructed. Goal has been met.

Improve community notification and input on construction projects. Process of notifying surrounding property owners when significant work

planned on Authority properties, including cell work, new wells and pump stations, filtration systems and rehabilitation of tanks – has been made permanent; all neighbors are notified.

Goal has been met. Reduce procurement lead-time on chlorine analyzers to expedite

installation, thereby improving water quality and customer service. Contracts have been executed for supply of analyzers so they are

available to install in the off-peak season. Goal has been met.


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Engineering (Continued) Reline a minimum of 5 deteriorated well screens annually to reduce

customer complaints regarding sand particles in their water and extend the life of equipment. 2 wells at Laurel Hill Road and 1 at Wheat Path have been relined. 1 well

screen at Montauk Highway has been replaced. Relining will continue during off-peak season.

2 wells at Laurel Hill Road, 1 well at Wheat Path and 1 well at Carrol Street have been completed. Liners at Wicks Path and Church Street, Northport are currently in process of being installed. Goal has been met and exceeded.

2 wells at Laurel Hill Road, and wells at Wheat Path, Carol Street, Wicks Path, Church Street and Broadway have been completed. Goal has been met.

Begin document scanning and integration of all electronic files with SAP. Adding scanned documents and files to purchase orders and payments.

As users become more proficient with SAP software, this feature will be used more extensively.

Engineering continues to attach scanned documents, files and photographs to purchase orders and vendor payments for purpose of documentation; use of this feature continues to increase. Goal has been met.

Production Control (PC) benchmarks- Stated Goals with previous quarterly metrics in italics and final metrics in bold: Installation rate of enhanced SCADA security boards will be improved to

80 annually, which will reduce false alarms and pinpoint actual unauthorized entries into pump station buildings. 51 of 80 installed – 62% of goal. 78 of 80 installed – 98% of goal. All boards are installed – 100% of goal. 20 oldest RTU’s must be

upgraded to achieve full functionality – this work will progress in the fall.

At least 10 problem chlorinators will be replaced annually to reduce system interruption, and reduce high operation and maintenance costs. 6 of 10 replaced – 60% of goal. 10 of 10 replaced – 100% of goal.

The installation rate for new chlorine analyzers will be stepped up to at least 25 annually. This will improve remote monitoring of chlorine residual, an important customer service and security metric. Goal was increased to 35 to complete installation of all units within 2

years. 14 of 35 are complete – 40% of goal. 25 of 35 installed – 70% complete. 100% complete for year – installation program continues.


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Production Control (Continued)

Complete the “scadarizing” (remote monitoring equipment installation) of remaining 13 Fe/Mn removal plants. Goal is 13 sites – approx. 50% complete with work common to all stations. Work common to all stations – 70% complete. 4 of 13 are fully connected

– 31% of goal. 6 of 13 complete. Manpower diverted from this project to energy

optimization program. Expect to complete SCADA work on filters by end of year.

Increase specific maintenance activities of field operators at pump stations – clean all air intake screens once annually, 50 vault cleanings/year, 20 lime tank cleanouts/year, and 15 lime tank paintings/year. Air Intake Screens – 100% complete. 50% complete on 2nd cleaning this

year. Goal met – 2nd cleaning continues.

Vault Scrapings – 24 of 50 complete – 48% of goal. 30 of 50 complete – 60% of goal.

Lime Tank Clean-outs – 34 complete, goal was 20 – 100%+. Goal met – 34 complete 100%+

Lime Tank Scraping/Painting – 41 complete, goal was 15 – 100%+. Goal met – 41 complete 100+%

All 100% complete.

Laboratory goals for the year – Stated Goals with previous quarterly metrics in italics and final metrics in bold: Obtain new testing approvals for NYSDOH ELAP.

Testing approvals have been obtained for chlorine residual, turbidity, perchlorate and chlorate. Standard Operating Procedure submitted for Enterococcus, proficiency testing and approval are in progress.

Enterococcus – SOP submitted and Approval received. Color – new method submitted and approved.

Complete compliance requirements for AWQS and EPA monitoring. Annual Water Quality Statement (AWQS) 2008 published and delivered to

customers. Certification sent to NYSDOH and SCDHS. Supplement completed and sent to Central Library, notice posted on bill. Annual Water Quality Statement due May 2009 – work to begin shortly.

PR working on RFP for publishing and distribution. Unregulated Contaminant Monitoring Rule 2 (UCMR2) monitoring for EPA

– 6 months of testing complete, submitted to EPA. First 9 months of testing complete, reviewed and submitted to EPA

database. AWQR 2009 completed and distributed as required, work on

Supplemental Report in progress.


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Laboratory (Continued) UCMR2 monitoring for EPA – first year and a quarter of testing

completed, reviewed and submitted to EPA database; EPA audit completed and QC issues addressed.

Set up testing for newly purchased equipment.

UV/VIS for foaming agents – installed, method developed and in routine operation.

Turbidimeter – installed and in routine operation. GC/MS for semi-volatiles and endothall – installed, method developed and

in routine operation. 2nd instrument installed, method developed and in routine operation.

ICP/MS for metals – installed, method developed, quality control failures remain, training to be scheduled.

Upgrade installed, operation and maintenance training scheduled for end of January, software training to be scheduled.

Software training completed; QC issues being addressed. LC/MS/MS for PPCP’s – installed, familiarization in progress, training on

instrument scheduled for 9/23, training on software t/b/d. Installation and familiarization completed, training on instrument and

application completed, extraction method development in progress. Extraction method development completed; scheduling samples

for study. Lachat System for cyanide and ammonia – delivery scheduled for end of

January. Received, installed and training completed; in routine operation.

GC/MS Purge and Trap Sample Concentrators for Volatiles – problem with traps rectified; in routine operation.

Agar Maker for Bacteriology – ordered. Miscellaneous items ordered, received and in routine operation –

completing instrument budget for FYE ’09.

Establish staff training schedules for SAP and NIMS. Introductory SAP training complete. Advanced training for Office

Administrator in progress. Advanced training for Office Administrator complete. Basic training for

remaining staff to be scheduled. SAP training for remaining senior staff completed.

National Incident Management System (NIMS) – Director 100% complete; Asst. Lab Mgr. 25% complete.

Training for remaining senior staff to be scheduled. NIMS training for Lab Manager and Field Supervisor scheduled for

September 29, 2009.


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Laboratory (Continued) Maintain the highest possible scores on Proficiency Tests (PT).

Spring proficiency tests for NYSDOH Environmental Laboratory Approval Program (ELAP) completed; >99% scored, excellent scores received.

Preparations for Fall proficiency tests in progress – tests on 9/29 and 10/15.

Fall proficiency tests for NYSDOH ELAP and USGS completed and submitted; excellent scores received.

Ethics Training – 100% complete. Internal Audit of Quality System – starts 9/11/08. Annual internal audit of Quality System and corrective actions completed;

4th quarter internal data audit in progress; revised significant figures program in progress; annual managerial review to be scheduled.

Spring PT’s for NYSDOH ELAP and USGS completed and submitted. First quarter internal data audit completed and deficiencies

addressed; Second quarter internal audit in progress.

Develop testing method for 1,4 dioxane, and continue R&D on testing for emerging contaminants. Draft Method 522 (1,4-dioxane) – EPA Validation study completed.

Method developed in-house, comparison testing in progress. Method 522 (1,4-dioxane) reassigned from Chromatography to

Organic area to allow for development of new methods in Chromatography; training and method redevelopment and comparison testing in progress.

Method 522 (1,4-dioxane) training and method redevelopment and comparison testing completed; routine testing started.

Testing for emerging contaminants. Radium 228 – 75% annual schedule complete. Applied to SCDHS for

reduced monitoring and received approval. Annual schedule complete; report for SCDHS in progress for approval

for reduced monitoring for all wells with two consecutive quarters of negative results and maintain quarterly monitoring for positive wells.

2008 testing results reported to SCDHS; maintaining quarterly monitoring for positive and/or new wells.

Enterococcus Assessment Monitoring for Ground Water Rule – 50% or 6 months of testing monthly and quarterly complete; 6 months remaining.

Annual schedule completed and report for NYSDOH in progress, testing to continue for 2009.

PPCP’s – equipment installed, training on instrument scheduled for 9/23, training on application t/b/d.

Installation and familiarization completed, training on instrument and application completed, extraction method development in progress.

Extraction method development completed; scheduling samples for study.


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Laboratory (Continued)

Method 548 (endothall) - reassigned from Chromatography to Organic area to allow for new methods in Chromatography; training complete and routine operation in progress.

Sampling schedule reduced where possible to allow for method and personnel reassignments in preparation for new method development.

Method 526 (additional semi-volatiles) for UCMR3 – standards received; method development to be scheduled.

Method development in progress. Advance the design and construction of the new hood room for increased

extraction testing capability. Layout with furniture is complete. General Services to handle remaining

items. Furniture (lab benches and hoods) order completed. General Services

handling project. Lab benches and hoods received and in storage; room cleared –

excess items auctioned and new storage area set up in warehouse; General Services handling contract.

2. Customer Orientation General Customer Service - Interpersonal Skills training given to all customer service division personnel. Customer Service worked with IT department to redesign bill. Customer Service joined Finance on site review of lock box facilities prior to

selection of new lock box vendor. Automated payment options will be available by year end (in conjunction with

Finance). Automated payment options undergoing testing between IT and the bank - will be

available by April. Direct Debit available to customers July 9, 2009 via web portal and “direct

payment” message on customer bills, approximate 400-500 customers signed on.

CS Office Operations Benchmarks – Stated Goals with previous quarterly metrics in italics and final metrics in bold: In the call center, call wait times average 22 seconds, same as the

national average. Goal will be to reduce time to 19 seconds. Average speed answered is 9 seconds. Average speed answered is 10 seconds – goal has been met.


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Customer Service-Office Operations (continued) National average of calls answered is 88% and SCWA call center is 96%

of calls answered. Goal will be to raise percentage to 98%. Percentage of answered calls is 99.29%. Average abandoned call time is

24 seconds. Percentage of answered calls is 99.21%. Average abandoned call time is

27 seconds. Goal has been met. Collections are up, but customers are not home when we call. Goal will be

to improve collections by expanding outgoing calling capability to evening hours when more customers are home. Average of 40 calls per night are made. Transfer an average of 4 calls per

night to Speedpay to make a payment. In 2008, collections department answered 39,741 calls in an average of 41

seconds and clerks collected $3,568,462.63 – an increase of 23% over last year – goal has been met.

Field trips for call center operators to visit other SCWA departments will be increased and more cross-training for General “A’s” in the call center to gain an understanding of how the Call Center works and how a work order is generated from the start until it is resolved. Call Center Personnel have been to a pump station with PC operators,

have observed the repair of several water main breaks, accompanied service representatives to Fire Island, and collection representatives accompanied the field collectors.

All training completed – goal has been met. Efforts will be stepped up to implement a system to improve time-sensitive

appointments for customers. Appointments are made with customers within 4-hour intervals. Goal has been met.

Additional Enhancements: Language line services allow personnel to better handle non-English

speaking customers using real-time translation and assistance. Telephone system recognizes telephone number and retrieves SAP

account for clerical staff. September 6, 2008, began Saturday hours with a staff of 4 clerks and 1

supervisor. It has been so successful, that 1 more clerk has been added. Average approx. 150-200 calls as well as walk-in customers.

All Customer Service clerks, supervisors, managers and 50 additional Authority personnel participated in an 8-hour course given by Phone Pro to improve telephone service skills. Managers and supervisors also participated in Coach-the-Coach and Supervisors took Train-the-Trainer classes.


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CS Field Operations Benchmarks – Stated Goals with previous quarterly metrics in italics and final metrics in bold: SAP productivity databases will continue to be utilized to measure

weighted work order completion rates. Overall work order completion rates for General “A” will be improved from 260 work orders per month per employee to 265. Average completion rate increased to weight of 263. From 1/1/08 through 12/31/08 – average monthly weight is 268 – goal has been met and exceeded. General “A” productivity has increased to over 300 orders and average monthly weight is over 300 – goal has been met and exceeded.

Measured productivity of General “A’s” assigned to the Westhampton office has increased 23%. The goal will be to increase this productivity to 25%. Additional “A” man assigned to night shift in Westhampton, will cut down

on travel time and should increase productivity. Completion of benchmark is on-going. Productivity in Westhampton has exceeded goal as productivity has

increased by 7%; total percentage was 30% increase since benchmark was established.

General “A’s” have completed cross training in Construction Maintenance and are being cross-trained at Production Control and the goal will be to have this training completed in the fiscal year 2008-2009. All General “A’s” (except 4) have completed cross training in PC –

completion will be in Fall. All General “A’s” have completed cross training in PC – goal has been

met. General “A’s” to have cross-training in call center operations and work

order generation. All General “A’s: have received familiarization training in the call center – goal has been met. Additional Enhancements: General “A’s” in Hauppauge and Coram have received training in Violence

Avoidance by SCPD. Hand-held translators being tested in the field to assist General “A’s” in

communicating with non-English speaking individuals.

Metering Benchmarks – Stated Goals with previous quarterly metrics in italics and final metrics in bold: During fiscal 2008-09, the meter reading re-routing project will be

completed to address out-of-sequence addresses on routes. Most of the work should be completed by May 2008. Completed March 2008. Refinements are on-going – has improved meter

reader efficiency and morale. Continuously refine routes and insert new accounts – goal has been met.


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Customer Service-Metering (continued) General “A’s” have been addressing the long-standing issue of out of

order meters. The goal will be to accomplish meter repairs at an average of 15 repairs per employee per day or at a level of 18,750 annually to clear the backlog of over 25,000 inoperable meters. Thereafter, sufficient employees will be assigned to accomplish the on-going repairs at the production rate of 15 per employee per day. 7,345 potential repairs were fielded – 5,425 repaired or 73%. 23% were

“no access” needing customer appointments. Remaining 4% forwarded to C&M for vaults or premise cannot be wired. Original goal of 18,750 annually based on 5 staff per day, currently at 4 staff per day – revised projected quantity is 14,950 annually.

General “A’s” averaging 15 stops per day, 11 repairs per day. For the period 7/1 through 12/31/08, General “A’s” fielded 5,480 potential

repairs, completed 73% of total – majority of balance were “no access” calls. General “A’s” have averaged 12.4 stops each, netting 9 repairs per day. Original benchmark of 15 repairs was based on staffing level of 5, current average is 3.4. Original annual quantity of repairs was set at 18,750 – will be revised to 13,260.

For the period 1/1/09 – 7/31/09, General “A’s” fielded 6,090 potential reports – completed 78%; majority of balance are “no access calls” – customer not home. “A” men have averaged 12.4 stops each, netting 9.7 repairs per day. Established benchmark of 15 stops per employee has not been met. Currently average staffing level of 3.2 staff per day; will revise annual quantity to 11,400.

Estimated meter reads by SCWA employees (contractor is only paid for actual reads) is currently at 10.56%. Since September 2007, however, the percentage of estimated reads has dropped dramatically due to closer cooperation between union and management personnel. In October 2007, the monthly percentage was 6%. The goal will be to reduce this percentage of annual estimated reads to less than 8%. Established benchmark of 8% has been exceeded – average is 6.35%. For the period 7/1 through 12/31/08, estimated reads average 7.28%.

Causes of increase can be attributed to General “A’s” addressing repairs and re-sequencing of meter accounts. Goal has been met.

For the period 1/1/09 – 3/31/09, estimated meter readings averaged 17.35% - spike was due to inclement winter weather. For the period 4/1/09 – 7/31/09 – estimated meter readings fell back to 6.65%. Annual estimated percentage through July totals 11.23%.

Three (3) factors contributing to decline of estimated meter reading percentage are:

a) General “A” positions actively addressing long-term out of order meter conditions.

b) Re-sequencing of customer accounts. c) AMR technology saturation. Established benchmark has been met.


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Customer Service-Metering (continued) Automated Meter Reading -

Initial AMR deployment east of Shinnecock Canal to Montauk Point, approximately 21,000 customer accounts.

Itron Inc. to supply project management, ERT devices and interrogation equipment. Asplundh Construction will be subcontracted as meter installer. Elster/Amco under current contract as meter supplier.

August 11, 2008 date of implementation for cycles 34 and 35 encompassing approximately 6,000 accounts. All meters ordered and received. Customer mailings and outbound phone messages complete. As of 9/1/08, 750 AMR meters have been installed – approximately 12%.

To date 12,384 meters ordered with 10,080 installed in Sag Harbor cycle 34, through Montauk cycle 38. All accounts have received 1st letter and currently receiving 2nd letter requesting access. Team is saturating these cycles before proceeding to Southampton cycle 30 through Bridgehampton cycle 33. Benchmark is on target.

Phase I AMR 99% saturation, totaling 21,197 installations; remaining 1% will default to SCWA for completion. Phase II AMR commenced 7/1/09 is on target with 56% saturation in Southold regional totaling 4,400 installations; completion 9/30/09. Huntington and Fire Island will run concurrently thereafter.

Established benchmark remains on target. 3. Institutional Reform

Stated Goals with previous quarterly metrics in italics and final metrics in bold: During the coming year additional transparency will occur in the filling of

job vacancies. Continuing current practice for entry-level jobs in CM and PC, all jobs posted on the Internet will also require an electronic pre-application to establish minimum requirements for the position. This will sort and winnow the applications, minimize staff review and allow for the objective consideration of the most highly qualified candidates. Electronic pre-application with point system currently in use. Desk

purchased for lobby for applications to be completed via internal database application, utilizing point system.

Desk purchased and installed, cable installed, software developed by IT will be given to HR for testing.

Software being developed by IT. The coming year will also see the full implementation of revamped

inventory and process controls in General Services/Stores which had been highlighted two years running by Ernst and Young for priority management review. General Services, Internal Audit and Finance worked together

successfully to address all comments in report. Processing and Security: All doors are locked to non-storeroom personnel. Old back entrance permanently locked. Trucks enter and exit at one entrance that is monitored.


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Institutional Reform (continued) Issuing material – counted and double-checked by a second storeroom

employee. Drop-off station for return of unused material from crews so that

storeroom personnel can return it to correct location keeping material count accurate.

Inside Warehouse: Reconfigured entire warehouse. All like parts in singular locations and same aisle by category. Excess non-used stock counted, sealed in storage containers. New labels for stock locations and part numbers. Signs installed at end of aisles to identify inventory. Engineering’s new installation parts moved to separate storage

building. Phase 2 of all material onto plastic pallets and labeled with new SAP

stock numbers. Yard Storage: Complete yard clean-up. Individual parts stored in one location. Parts moved to plastic pallets labeled with signs for easy identification. Hydrant top sections separated by manufacturer and identified with

signs. New hydrants separated by type and size.

With the budget formulation for fiscal year 2008-2009, the PAAA accessibility mandates will be taken one step further with SCWA budget planning and development made accessible to public scrutiny and input. Open meetings were held with the board allowing for comment from the

public. All filings with the State Authority Budget Office will be completed in a

timely fashion. Done.

4. Finance

Stated Goals with previous quarterly metrics in italics and final metrics in bold: Working with Customer Service, we will provide additional on-line bill

paying options to allow customers more flexibility in their bill paying, including automatic deductions from pre-designated accounts. Cost has been provided to Customer Service, implementation by

December 31, 2008. Automated payment options undergoing testing between IT and the bank -

will be available by April. Direct Debit available as of July 9, 2009 – approx. 400-500 customers

signed on.


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Finance (continued) After 6 months of operations using the new SAP Finance software, we will

establish productivity benchmarks for accounts payable, processing of accounts receivable, cost per vendor check, inventory turnover ratio, and monitoring of cash flows. Staff is just beginning to compile pertinent data to establish benchmarks. Staff requires more time to establish meaningful benchmarks. Establishing benchmarks continues to be work in process. Time

diverted to enhance business processes, specifically capital budgeting and reporting, and purchasing.

All filings will incorporate the new Public Authority Reporting Information System (PARIS) established by the Authority Budget Office in Albany, pursuant to the Public Authorities Accountability Act. Authority’s Budget for FY ending 5/31/09 uploaded. Financial Information

for FY ending 5/31/08 loaded, waiting to be certified by board at September meeting.

Financial information certified by board and uploaded to PARIS – complete.

We will carefully monitor power costs and the costs associated with implementing stricter internal water quality standards and tie these to any proposed water rate modifications. Meeting held with LIPA representatives – few solutions. Engineering met with Caithness Power to explore possibility of purchasing

power directly – currently under analysis. Operations has expanded the energy optimization effort to 77 pump

stations which minimizes the time pumps run during peak electric period. Will computerize this operation to increase the optimization effort. If all zones were optimized for summer, savings would be closed to $1,000,000 – assumes the demand would allow us to keep pumps off.

2008 ½ month Zone June July August September

1 not optimized not optimized $75,000. $50,000.6 not optimized $15,075.00 $22,050. $12,000.7 not optimized not optimized $1,800. $1,000.9 not optimized $2,258. $3,257. $2,200.10 not optimized $19,456. $21,758. $13,000.11 $28,963. $32,841. $25,000. $16,000.18 $18,780. $16,789. $15,250. $8,000. Total $47,743. $86,419. $164,115. $102,200. Total $400,477.

Production Control instituted energy optimization program system-wide and payback should be 5-10% off annual energy bill relating to pumping costs.


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Finance (continued) We will use the AWWA water audit system to generate a detailed

“unaccounted-for water” report. Internal Audit completed the water loss audit in March 2009. Unaccounted water was 4.55% of water pumped. The AWWA compares this to pumpage, number of customers and miles of main to develop an Infrastructure Leakage Index. SCWA’s was 1.01 – “….leakage at low levels in a class with the top worldwide performers in leakage control.”

With the installation of meters at all fire department facilities in the service area last year, we will now be able to account for more water use. Other factors include hydrant use, flushing programs, and fire-line use. The goal is to account for the maximum amount of water pumped from the stations, to determine a truer level of water lost to leakage in the distribution system. Meters are set at all locations and analyzing reads. After a full 12 months of reading all meters (Spring 2009), a report will be provided with recommendations. All meters are set and being read at Suffolk County Fire Department locations. We have recommended billing these customers as of January 1, 2010 at a new reduced consumption rate – to be presented to the Board at the August Board meeting. Meters are also being installed at all Authority office locations in a continuing effort to account for water use.

Debt Service Coverage will be maintained at a level greater than 1.75 X (times), to preserve the Bond ratings. Minimum coverage is required to be 1.1 X and coverage for the last fiscal year ending May 31, 2007 was 1.98 X. Capital Asset to Debt ratio will be maintained at 2:1, whereby for every dollar expended for fixed assets, $.50 cents comes from debt financing and $.50 cents from revenues. Maintained strong financial position – final debt service coverage of 2.15

on all debt for FY ending 5/31/08. We will assist IT and Customer Service to use the AWWA benchmark

examining the number of error-driven bill adjustments per 10,000 bills annually. No protocols established as yet. Staff requires more time to establish meaningful benchmarks.

Future Goals for Finance Dept. Meet with representatives of bond agencies. Provide payroll, overtime, construction, operating and maintenance and

investment reports in a timely fashion. Directors have been instructed on procedures to run their own payroll and

overtime reports. Expenditure authorizations for construction projects currently take a week – Finance will have recommendation to expedite process to 1-2 days.


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Finance (continued) Utilizing the consulting firm of Info Sys (Plainview, NY) since March 2009, a

consultant has been working directly with Finance, in conjunction with other departments as needed, to enhance SAP business processes, resulting in departments gaining confidence in SAP processes and ultimately utilizing the system to its fullest potential. With the continued success of these enhancements, Finance will establish enhanced budgetary and reporting processes.

Joint work sessions with other departments with regard to the SAP system. SAP help desk established November 2008 (2 employees assigned) to meet

with departments and address issues. Utilizing the help desk, established in November 2008, ensure

departments take the time and effort from their work schedule to partake in training sessions reinforcing SAP processes. This is particularly important in areas where individuals do not perform SAP functions “all day, everyday”.

Monitor accounts receivable to reduce amount written off. Coordinate Finance staff with staff in other departments in order to provide

cohesive, integrated monitoring of vital financial information, specifically in the areas of accounts receivable, write-offs, and inventory control.

During the current fiscal year, applicable departments will be researching document imaging and mobile technology workforce systems, which will integrate with the SAP System. Based on this research, SCWA will be ready to include funds in the 2010/2011 budget to implement these processes.

5. Workforce Development

Stated Goals with previous quarterly metrics in italics and final metrics in bold: Training will be benchmarked to the AWWA standard for formal training

dollars spent per employee per year and we will increase training opportunities for retention of skilled workforce company-wide. We will begin coordination and cross-training scheduling out of HR and pilot on-line training courses through the AWWA On-line Institute. We will carefully account for training costs and expenses with the goal of improving the AWWA benchmark of formal training hours per employee per year. SAP documentation and reporting of all SCWA training internal and

external – in use. SAP help desk established November 2008 (2 employees assigned) to

meet with departments and address issues. AWWA Benchmark for Northeast region ranges from 14 to 44.8 hours per

employee – Median 18.9. SCWA ytd for 2008 is 6 hours per employee. Increased training hours to 10.9 hours per employee.

Management Workshop conducted by ESN “Attitude Virus: Curing Negativity in the Workplace” given 6/24 and 6/25 to all management employees. 3 Additional Workshops will be completed by January 2009. 2 Additional Workshops for management: Creating Accountability; 6

Steps to Performance Management.


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Workforce Development (continued) New Supervisor Training: to be provided during 1st year in position. Departmental Training Needs: met with C&M and PC to discuss needs.

Employees attend “First time Supervisor Training” given by outside vendor. “Interpersonal Skills”: CM, PC, New Services. Excel training by SCCC.

Continued training for supervisors in HR policies: FMLA, Leaves of Absences, Abusive Sick Time, Discipline, GPS Monitoring.

Focus Group Results: Improve and increase SAP training, interpersonal skills by outside trainers, create or improve existing procedure manuals. SAP help desk established November 2008 (2 employees assigned) to

meet with departments and address issues. First project Purchase Requisitions and Orders company-wide. Purchasing requisition refresher courses and updated purchasing

documentation completed. Started workshops with Inventory department (material

requirement planning). Future training classes: HR query and Advanced Reporting. Ongoing C&M workshops to improve processes: forms/shop

papers, reports, addressing open issues. AWWA On line Course Catalog: List of courses to be distributed to

department heads for review and discussion. Amendment to Tuition Reimbursement Policy to stimulate higher

education for work force. NYSDOT Water System Operator’s license, NYS Grade IIB Treatment

Plant Operator’s license and Grade D Distribution System Operator’s license – PC researched organizations that provide on-line training. Contracted with 360water, Inc. to provide on-line training for those employees required to obtain and maintain certain licenses.

We will continue to benchmark to OSHA Safety levels (OSHA Form 300A) measuring lost workdays per employee per year related to safety and injury. This number, showing continuing declines over the last decade, took a large favorable drop after inauguration of the new workers compensation rules contained in the 2006 Collective Bargaining Agreement. Lost Work Days continues to decline – Lost Days due to

Occurrences in Current Year

Lost Days due to All Occurrences Cumulative

Past and Present

2005 1976 3718 2006 1389 3145 2007 833 2658 2008 538 2281

Develop standard operating procedures for electric work Completed.


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Workforce Development (continued) Establish weekly training program for field personnel Completed – topical safety talks. NYS asbestos regulations – provide variance relief from regulations NYS variance approved request to drop regulations on cutting pipe. Provided ergonomic (lifting and material handling) training to PC and

CM employees (those who had not received training in the past or who had workers’ compensation injury during past 5 years).

Risk Management Goals

Perform marketing of insurance program – resulted in premium reduction of $73,256.

Worker’s Compensation – performed claims review, negotiated claim reserves with State Insurance Fund and obtained an experience modification factor reduction – premium reduction of $472,674 for 4/1/09-10 policy and premium credits issued by State Insurance Fund of $288,450 for periods 4/1/06-10.

RFP’s developed for:

Employee Assistance Program Employment Screening Services Drug Testing Workers’ Compensation 3rd party medical examinations Ergonomic Training Employee Benefits – broker selection

6. Security and Emergency Preparedness

Stated Goals with previous quarterly metrics in italics and final metrics in bold: The National Incident Management System (NIMS) has now become the

standard at SCWA for emergency or incident response. One requirement of NIMS is that there are multiple levels of training and certification required for various personnel. During the coming year, all response personnel will be trained and certified to their level of involvement. Authority is currently compliant with training requirements.

45 employees – Introduction 44 employees – Introduction to the Incident 26 employees - ICS for Single Resources 26 employees – National Response 5 employees – Intermediate ICS

Goal has been met. Per the recommendations of our security, response and vulnerability

consultant, we will continue to tighten up our pump station perimeters. General Services immediately responds to reports of fence damage or

trespassing at pump stations. Remove and/or elevate trees along fencelines to improve visibility and minimize possibility of access. Surveillance cameras installed in buildings and exterior areas to deter theft and vandalism.


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Security and Emergency Preparedness (continued) Card Access/Alarm Control system currently being upgraded for more

efficient control. Card Access/Alarm Control installed in all buildings except 15 Pond

and 4040 Sunrise – will be put into next budget year. Installed automatic gate with card reader at Hauppauge and currently in

progress at Huntington and Westhampton. Westhampton gate in progress, will be complete in spring. Huntington

gate will be complete in next budget year. Westhampton gate complete. Huntington gate will be complete in

budget year 2010. Through a grant from the SCPD, we will place hardening structures

around our SCADA system antenna and power backup in Bay Shore and pilot a new emergency backup radio system with the SCPD. Acceptance of buffer zone protection grant (approved by board in May);

and a MOU was signed in September. Physical work will now begin on Bay Shore facility beginning with upgrade of security system; fence enhancements and installation of concrete bollards will follow in the fall.

Contractor is preparing drawings and will begin work once drawings are approved and equipment is procured. Met with fence contractor and SCPD – SCPD will issue a purchase order for work. Working on design for bollards and will meet with contractor once design is complete.

All video surveillance and gate control equipment has been installed and is operational. Fence around monopole will be installed when T-mobile completed work associated with new microwave system; Bollards on front lawn replaced with decorative barrier and waterfall; design in progress, fall installation scheduled.

We will also plan and carry out at least one preparedness/response drill in the next 12 months, using various techniques to improve employee participation. Engineering is 75% complete with development of real-world emergency

drill scenario; will be conducted as tabletop. Engineering complete. Drill reviewed with representative of FRES in

December, awaiting comments. Will conduct tabletop drill in spring. Emergency preparedness drill held on April 2nd – goal has been met.

We will continue to pursue an optimal radio-based communications system, whereby SCWA frequencies (recently changed due to an FCC auction) and our array of emergency generators can be employed as the backbone for:

1) improved SCADA reporting, 2) wireless communications amongst our field and office personnel (now

provided by Nextel), 3) streaming data and GPS interchangeable with internet- based

informational systems, 4) reporting system compatibility and encryption for a drive-by Automated

Meter Reading system.


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Security and Emergency Preparedness (Continued) RFP has been prepared for consultant to review and made

recommendations for improving communications. Backup Radio System with SCPD – 15 police radios being tested since

July. Results are positive and coverage is good, with exception of T/O East Hampton.

RFP awarded to RCC Communications at December board meeting. Agreement will be executed and work to begin shortly. Final report by consultant expected in spring.

RCC Communications has prepared draft final report; Authority reviewing and commenting.

7. Sustainability

Stated Goals with previous quarterly metrics in italics and final metrics in bold: It is important that SCWA continue to demonstrate a proper stewardship of sole source aquifer use. While we do not have enforcement powers regarding potentially injurious land uses or possible pollutant discharges into the groundwater, we should lead by example. We will vigorously pursue the responsible use of the Lloyd Aquifer for

nitrate blending in Northport by continuing to highlight the recharge sustainability and dynamic natural discharge of this aquifer. Letter to Commissioner Grannis from Stephen Jones. Decision not to pursue further use of the Lloyd aquifer at this time – based on discussion with local DEC staff. We will implement an annual Source Water Protection Awards program to highlight efforts of individuals, groups and institutions to protect and preserve the sources of our drinking water. Launched at a press conference in June with three environmental

partners: Neighborhood Network, The Nature Conservancy and The Pine Barrens Society. Nominating submissions were low. Awards ceremony tentatively scheduled for September.

Awards ceremony tentatively scheduled for February 2009. Source Water Award Ceremony held May 4, 2009 – award to Suzanne

Ruggles. We will install educational kiosks at Westhampton (Dwarf Pine Plains

trailhead), Mattituck (Laurel Lake trail) and Mount Sinai (North Shore Heritage Park) to educate visitors about groundwater recharge, aquifers, drinking water and sustainability. Three kiosks are in place at Westhampton. Two other locations still in

progress. Working with local Mt. Sinai group, CM staff and NYSDOT on kiosk at

Mt. Sinai Heritage Park. Projected installation December 2009.


Sustainability (Continued)

We will demonstrate a traditionally strong commitment to the larger

context of environmental stewardship in a variety of ways. 1) We will continue the change- over of our fleet, begun two years ago, to

cars, trucks and vans, which have the highest gasoline economy ratings. Upon reaching end of useful life – vehicles are replaced as follows: Change from Ford E-350 Cargo van (9 mpg) to Dodge Sprinter van (13

mpg). Change from Ford Ranger Pickup (14 mpg) to Ford Focus Sedan (20

mpg) or Hybrid Sedan (40 mpg). Change from Ford Taurus Sedan (20 mpg) to Ford Focus Sedan (20

mpg) or Hybrid Sedan (40 mpg). Change from 4X4 SUV to Ford Escape 4X4 Hybrid (28 mpg). Change from Ford Crown Victoria (18 mpg) to Ford Escape Hybrid (28

mpg). Currently reviewing specifications for Hybrid International heavy-duty

diesel utility trucks. Continuing replacement of vehicles with fuel-efficient Dodge Sprinters,

Ford Focus Sedans and Ford Hybrid Escapes. On call vehicles being returned to pool so that Crown Victorias can be auctioned. Currently researching electric vehicles.

6 Crown Victorias auctioned. 2) We will incorporate passive solar design into the renovation of our

historic Bay Shore Water Plant building on Fifth Avenue in Bay Shore. RFP for architectural services including solar wall and other energy

efficiency-related improvements, has been issued and responses are due back mid-September.

Renovation of facility has been cancelled in favor of demolishing old structure and constructing new warehouse addition to back of existing PC facility. This decision was made due to the high cost of renovation.

Layout of new warehouse extension completed. Engineering and contracts for new building are in progress and will be completed during Fall 2009.

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Sustainability (Continued) 3) We will install at least one small vertical wind turbine at a Fire Island

pump station to monitor and provide recharge capability for emergency generator start-up batteries. Engineering has ordered a small wind turbine from the manufacturer (6

weeks for delivery) and is working with PC to identify a Fire Island pump station for installation and testing of equipment.

Turbine has been received. Engineering is working on design and installation details. Turbine will be installed at Kismet pump station, Fire Island.

Turbine has been installed at Kismet; final wiring to be completed shortly; the windmill will power minor station loads and possibly a rechargeable electric vehicle in future.

4) We will complete installation of a Photovoltaic (PV) Demonstration Project at our South Spur Drive pump station in East Northport and begin intensive monitoring and reporting by our Engineering staff. Photovoltaic system RFP approved by board at June 2008 meeting,

location to be Technical Services Building. Contract in process and construction will begin in fall of 2008.

Contract with Greystone Electric was executed in November (after a delay). Contractor has retained Cameron Engineering to complete electrical design and Schmidt Engineering to complete mechanical design. Once drawings are approved by Engineering, construction will take place.

Greystone Electric has installed all interior wiring, inverters and LIPA interface. Schmidt Engineering completed mechanical design for solar panels. Contractor has purchased panels and is awaiting delivery of panel racks. Photovoltaic system scheduled for installation September 2009.

5) We will modify our post-construction turf re-establishment specifications to incorporate a grass seed mix higher in drought tolerant grasses, to promote these grasses to our customers and also save money in mowing costs. All restoration of Engineering projects now use low mow, drought

tolerant grasses. Goal has been met.

6) Lower energy usage in Authority office buildings. General Services has: Installed programmable HVAC controls Timers on motors for hot water loops. Improve HVAC preventative maintenance programs.


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Sustainability (Continued) Investigating Cambridge Heating System for Oakdale,

Westhampton and Hauppauge warehouses. Heating units that can reduce use of fuel between 40-70% will be

added to 2010 budget and installed in Oakdale and Westhampton warehouses.

Negotiations underway with National Grid for modified gas service in Westhampton.

Replaced windows in Administration and 4050 buildings to reduce drafts. Planned for Construction-Maintenance building.

Contract for window replacement at C&M awarded – installation scheduled for September 2009.

Automatic faucets and flushometers installed in most buildings. Researching possibility of heater that burns waste oil for

Transportation garage. Lawn irrigation systems have rain sensors and timers. Site lighting monitored for time-of-day operation. Pilot program initiated for LED bulbs at 4040 Building. Renovation to Buildings 1 and 2 in Coram will include “Green”

features such as paint, HVAC systems, floor tile, carpet, wall covering. Building 2 will use recycled light fixtures from Building 1 and will be retrofitted with LED light bulbs, which will make the office the first LED-lit office in Suffolk County.

Project on hold pending funding commitment from Maryhaven/NYS.

Stephen M. Jones Chief Executive Officer First Draft: November 15, 2007 Progress Report: September 2008 Progress Report: January 2009 Final Report: August 2009 Donna Mancuso, Administrative Coordinator

Organizational Goals and Objectives for SCWA

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