engineering and public works department monthly …

ENGINEERING AND PUBLIC

WORKS DEPARTMENT

MONTHLY REPORT

November 2021

Engineering and Public Works Monthly Report – November 2021

CONTENTS ORGANIZATION CHART .......................................................................................................... 1

DEPARTMENT OVERVIEW ..................................................................................................... 2 Engineering Division: .............................................................................................................................. 2 Facilities Division: ................................................................................................................................... 2 Fleet Division: .......................................................................................................................................... 2 Field Services: ......................................................................................................................................... 2 Utility Services: ........................................................................................................................................ 2

Key Activities ............................................................................................................................. 3 Engineering Division .................................................................................................................................. 3 Facilities Division ....................................................................................................................................... 3 Fleet Services Division .............................................................................................................................. 3 Electrical/Customer Service Division ......................................................................................................... 4 Landscape Division ................................................................................................................................... 4 Streets & Signs Division ............................................................................................................................ 5 Sanitary Sewer Division ............................................................................................................................. 5 Storm Sewer Division ................................................................................................................................ 6 Water Division ........................................................................................................................................... 6

Engineering and Public Works Key Performance Indicators ....................................................... 7 KPI 1: Provide an effective and efficient response to snow events. ........................................................ 7 KPI 2: Ensure that CIP projects continue to come in on schedule and within budget. ............................ 8 KPI 3: Reduce the average idle time for EPW vehicles. .......................................................................... 9 KPI 4: Provide an effective risk management program that ensures the safety of employees. ............. 10 KPI 5: Provide an effective and efficient response to customer service requests. ................................ 11 KPI 6:  Reduce the amount of time water is off for main break repairs. .................................................. 12 KPI 7: Reduce impacts of storm events through preventative measures. ............................................. 13 KPI 8: Effectively clean sanitary main and prevent backups. .................................................................. 14 KPI 9: Effectively manage the water system. ......................................................................................... 15

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ORGANIZATION CHART

Payroll Clerk (1) Secretary (2) Dispatcher/Clerk (1) PT Admin Clerk (1)

Assistant Director

Engineering Project Manager (1) Senior Civil Engineer (2) Engineering Inspector (2) Engineering Technician (1)

Building Division: Foreman (1) Maintenance II (1) Maintenance I (3) Facilities Project Technician (1) PT Maintenance Asst (1) PT Security Attendant (2)

Fleet Services: Foreman (1) Auto Technician (6) Lead Technician (1) Inventory Control Specialist (1) Purchasing Account Clerk (1)

Landscape Division: Foreman (1) Horticulturist (1) Forester (1) Certified Arborist (1) Maintenance I (3) PT Maintenance Assistant (1)

Streets and Signs: Foreman (1) HEO (1) Electrician (2) Maintenance II (3) Maintenance I (6)

Customer Service: Foreman (1) HEO (1) Maintenance I (3)

Storm Sewer: Foreman (1) HEO (1) Maintenance II (3) Maintenance I (4)

Water Division: Foreman (1) Water Tech (4) HEO (1) Maintenance II (1) Maintenance I (5) PT Maintenance Asst. (1)

Sanitary Sewer: Foreman (1) HEO (1) Maintenance II (1) Maintenance I (3)

Director Michael Hall

Support: Management Analyst (2)

Facilities Division Manager

Fleet Division Manager

Field Services Superintendent

Utility Services Superintendent

Office Supervisor Engineering Division Manager

84 FTE 6 PTE

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DEPARTMENT OVERVIEW The Department of Engineering & Public Works was created by the Village of Schaumburg in 1974 and is administered by the Director of Engineering & Public Works who is appointed by the Village Manager. It is the responsibility of the department to successfully manage the village-owned infrastructure systems, village-owned facilities, and equipment. The department's mission and primary function is to provide high quality, cost-effective service to both our internal and external customers. In order to meet this goal, operating function responsibilities of the department are assigned to five groups. Each group is under the direction of a superintendent or manager whose responsibilities include quality inspection, workload scheduling, contract management, and PR/customer service. Each group supervisor is responsible for coordinating the personnel and equipment resources of their respective divisions.

Engineering Division: Under the direction of the Engineering Division Manager, this division is responsible for planning and directing the implementation of public improvement projects including the village’s annual street resurfacing and reconstruction program.

Facilities Division: Under the direction of the Facilities Division Manager, this division oversees all repair and maintenance services to all village owned buildings including, but not limited to Village Hall, five fire stations, Public Safety Building, Engineering and Public Works, Prairie Center for the Art, Schaumburg Regional Airport, the ballpark, and numerous utility buildings. The division also manages the implementation of a variety of capital and operational projects related to village facilities.

Fleet Division: Under the direction of the Fleet Division Manager, this division ensures that operating departments receive vehicular, equipment and material support essential for the performance of responsibilities. Fleet Services oversees all maintenance and repair on all village owned vehicles and manages the vehicle replacement process.

Field Services: Under the direction of the Field Services Superintendent, consisting of the landscape, streets & signs, and electrical/customer service divisions.

- Electrical/Customer Service Division, directed by the Electrical/Customer Service Foreman, this division provides service to the community by maintaining the streetlights and traffic signals, street banner maintenance, plus extended Hours of customer service until 11:00 p.m.

- Landscape Division, directed by the Landscape Foreman, this division provides services to the community by maintaining the village’s urban forest, managing the EAB plan, mulch program and brush collection, and conducting preservation and beautification of the village’s open spaces.

- Streets & Signs Division, directed by the Streets & Signs Foreman, this division provides street maintenance services to the community by pothole patching, grinding, and paving village roadways. The sign maintenance services provided include the installation, repair, and maintenance of roadway signs and the repair and maintenance of roadway markings within the village’s Right-of-Ways.

Utility Services: Under the direction of the Utilities Superintendent, consists of the sanitary sewer, storm sewer, and water divisions.

- Sanitary Sewer Division, directed by the Sanitary Foreman, this division is responsible for all maintenance and repairs to the village’s sanitary sewer collections system. The Division’s responsibilities include cleaning, televising, and repairing manholes, sanitary force main, and sanitary sewer main.

- Storm Sewer Division, directed by the Storm Sewer Foreman, this division is responsible for all repairs and maintenance to the village’s storm water collection system. The division is also responsible for managing the Joint Utility Locating Information for Excavators (JULIE) program for the village. Throughout the year, priorities change between these functions and others such as creek clearing, flooding prevention, illicit discharge inspections, and various other tasks.

- Water Division, directed by the Water Foreman, this division is responsible for providing residential and commercial users a supply of safe, clean water that is of the highest quality. The division's responsibilities include repair and maintaining water meters, water main, mainline valves, fire hydrants, reservoirs, pumping stations, and Sanitary Lift Stations.

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KEY ACTIVITIES

Engineering Division Under the direction of the Engineering Division Manager, this division is responsible for planning and directing the implementation of public improvement projects including the village’s annual street resurfacing and reconstruction program. Capital Improvement Project Updates Link to explanation of the village's current construction projects.

Facilities Division Under the direction of the Facilities Division Manager, this division oversees all repair and maintenance services to all village owned buildings including, but not limited to Village Hall, five fire stations, Public Safety Building, Engineering and Public Works, Prairie Center for the Arts, Schaumburg Regional Airport, the ballpark, and numerous utility buildings. The division also manages the implementation of a variety of capital and operational projects related to village facilities.

Key Division Highlights This Month: • Fire Station 53 shower remodel. • Fire Station 54 front entrance hallway remodel.

Fleet Services Division Under the direction of the Fleet Division Manager, this division ensures that operating departments receive vehicular, equipment and material support essential for the performance of responsibilities. Fleet Services oversees all maintenance and repair on all village owned vehicles and manages the vehicle replacement process.

Top 3-5 Activities This Month Based on Hours and/or Units: 1. 64 Repair Orders w/203 Tasks

a. EPW - 32 Repair Orders w/120 Tasks b. Police - 24 Repair Orders w/67 Tasks c. Fire - 8 Repair Orders w/16 Tasks

2. Top 3 Group Assemblies a. Preventative Maintenance - 26 Tasks b. Salt Spreaders - 17 Tasks c. Tires - 16 Tasks

3. Scheduled VS Non-Scheduled a. Scheduled - 36 Repair Orders b. Non-Scheduled - 25 Repair Orders c. Emergency - 2 Repair Orders d. After Hours - 1 Repair Order

4. Stock VS Non-Stock - 76% of Disbursements were from Stock a. 141 Stock Disbursements b. 45 Non-Stock Disbursements

https://vospub.ci.schaumburg.il.us/cip/

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Electrical/Customer Service Division Under the direction of the Field Services Superintendent, and directed by the Electrical/Customer Service Foreman, this division provides service to the community by maintaining the streetlights and traffic signals, street banner maintenance, plus extended hours of customer service until 11:00 p.m. Electrical Division Summary (Day Shift 7:00 AM - 3:30 PM)

Top 3-5 Activities This Month Based on Hours and/or Units: 1. Field Electric - 73 Hours 2. Electrical Repair/Maintenance - 60.50 Hours 3. Street Light Investigation - 57.50 Hours 4. Administration - 28 Hours 5. Holiday Decorations - 15 Hours

Key Division Highlights This Month: ● Worked with the Landscape Division during the installation of Holiday decorations

throughout the village. This work included inspecting and repairing electrical systems.

● Responded to emergency power outage at the Village Hall. Staff used contacts at Commonwealth Edison to reduce response time and repair of cables.

● Staff inspected 15 and held pre-construction for 12 cell sites during the month.

Customer Service Division Summary (Night Shift 2:30 PM - 11:00 PM) Top 3-5 Activities This Month Based on Hours and/or Units:

1. Banner Change Out - 87 Hours 2. Sidewalk Trip Hazard - 82.75 Hours 3. CDL Training - 51 Hours 4. Water Main Break Repair - 47.50 Hours 5. Banner Repair - 27.50 Hours

Key Division Highlights This Month:

● Completed the Holiday banner change out. ● Assisted the Water Division with water main repairs, fire hydrant replacement, fire

hydrant flushing, and b-box repairs. ● Completed monthly Opticon inspections.

Landscape Division Under the direction of the Field Services Superintendent and directed by the Landscape Foreman, this division provides services to the community by maintaining the village’s urban forest, managing the EAB plan, mulch program and brush collection, and conducting preservation and beautification of the village’s open spaces.

Top 3-5 Activities This Month Based on Hours and/or Units: 1. Christmas Decoration Remove/Install - 382 Hours 2. Median Fence Install/Remove - 315 Hours 3. Contractual Planting Reforestation - 14 Hours

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Key Division Highlights This Month: ● During the month of November, the division focused on the installation of the

winter protection material on the medians. ● Installed Holiday pole décor on Schaumburg Road and Roselle Road, and

Woodfield and Meacham. ● Worked in conjunction with the contractor to install Holiday decorations at village

sites. Emerald Ash Borer (EAB) Program Removals: No Removals scheduled. Reforestation: Fall planting complete. Treatments: Treatments completed. Restorations: None scheduled.

Streets & Signs Division Under the direction of the Field Services Superintendent and directed by the Streets & Signs Foreman, this division provides street maintenance services to the community by pothole patching, grinding and paving village roadways. The sign maintenance services provided include the installation, repair and maintenance of roadway signs and the repair and maintenance of roadway markings within the village’s rights-of-way.

Top 3-5 Activities This Month Based on Hours and/or Units: 1. Median Fence Installation - 166 Hours 2. Sign Maintenance - 73 Hours 3. Pavement Management Survey - 68.50 Hours 4. Sign Repair/Replace - 65.50 Hours 5. Sign New - 55.50 Hours

Key Division Highlights This Month: ● Provided assistance to the Landscape Division for the installation of median

fence to protect median plantings. ● Street Identification Sign Project – Staff completed replacement of street

identification signs at six intersections. ● Speed Limit No Parking Sign Project – Staff inspected 85 signs and replaced a

total of 49 signs in Work Areas G & H.

Sanitary Sewer Division Under the direction of the Utilities Superintendent, and directed by the Sanitary Foreman, this division is responsible for all maintenance and repairs to the village’s sanitary sewer collections system. The division’s responsibilities include cleaning, televising and repairing of manholes, sanitary force main, and sanitary sewer main.

Top 3-5 Activities This Month Based on Hours and/or Units: 1. Sanitary Main Line Repair - 192.50 Hours 2. Sanitary Service Calls - 101.50 Hours 3. Median Fence Installation - 62 Hours 4. Sanitary Main Line Cleaning - 57 Hours 5. Sanitary Main Line CCTV - 54.50 Hours

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Key Division Highlights This Month: ● Assisted with median fence installation. ● Assisted the Water Division with water main repairs and a fire hydrant

replacement.

Storm Sewer Division Under the direction of the Utilities Superintendent, and directed by the Storm Sewer Foreman, this division is responsible for all repairs and maintenance to the village’s storm water collection system. The division is also responsible for managing the Joint Utility Locating Information for Excavators (JULIE) program for the village. Throughout the year, priorities change between these functions and others such as creek clearing, flooding prevention, illicit discharge inspections, and various other tasks.

Top 3-5 Activities This Month Based on Hours and/or Units: 1. Median Fence Installation - 240.50 Hours 2. Julie Locating - 214.75 Hours 3. Catch Basin Cleaning - 87.50 Hours 4. Hot Spot Inspections - 50 Hours 5. Water Main Break Repairs - 43 Hours


● Assisted the Landscape Division with median fence. ● Assisted the Water Division with water main break repairs.

Water Division Under the direction of the Utilities Superintendent and directed by the Water Foreman, this division is responsible for providing residential and commercial users a supply of safe, clean water that is of the highest quality. The division's responsibilities include repairing and maintaining water meters, water main, mainline valves, fire hydrants, reservoirs, pumping stations, and Sanitary Lift Stations.

Top 3-5 Activities This Month Based on Hours and/or Units: 1. Water Main Break Repairs - 401.50 Hours 2. Water Billing Service Calls - 103.25 Hours 3. Hydrant Replacements - 91.75 Hours 4. Water Main Break Investigations - 86 Hours 5. Hydrant Flushing on Station Preventative Maintenance - 64 Hours


● Station Preventative Maintenance - 40 Hours ● DuPage Quarterly test run - No problems

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ENGINEERING AND PUBLIC WORKS KEY PERFORMANCE INDICATORS

KPI 1: Provide an effective and efficient response to snow events.

The department’s snow and ice policy allocates 12 hours to clear all primary routes such as Knollwood, Walnut, and Bode; and 18 hours to cut the center line on all secondary routes, clear courts, and cul-de-sacs. With this KPI, the department aims to identify process improvements regarding these events and reduce the average number of hours it takes to clear all village roadways. The department has set its benchmark at 10 hours to clear all primary routes and 12 hours to cut the center line on all secondary routes, clear courts, and cul-de-sacs. Through collecting more data on our snow clearing efforts, staff has developed a more holistic way of looking at the health of our snow program through looking at the average duration for clearing a route. By looking at individual route data staff will be able to identify outliers and make changes to operations as needed. This route data will be overlayed with data on the severity of the storm event to provide a well-rounded picture of snow and ice operations. Clear all primary routes within an average of less than 10 Hours.

Status: N/A FY 22 YTD: N/A FY 21 Total: 8.5 Hours FY 20 Total: 6.6 Hours FY 19 Total: 8 Hours FY 18 Total: 7.5 Hours FY 17 Total: 7 Hours Source: Snow and Ice Supervisor

Cut the center line on all secondary routes, clear courts, and cul-de-sacs within an average of less than 12 Hours.

Status: N/A FY 22 YTD: N/A FY 21 Total: 10.5 Hours FY 20 Total: 7.4 Hours FY 19 Total: 10 Hours FY 18 Total: 10.5 Hours FY 17 Total: 10 Hours Source: Snow and Ice Supervisor

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KPI 2: Ensure that CIP projects continue to come in on schedule and within budget.

The department currently holds monthly CIP meetings where projections, timelines, milestones, and schedules are discussed and updated. Due to several factors that affect these projects including but not limited to weather, grant funding, agency coordination, and construction costs, projects will occasionally be delayed or experience cost increases. The department has historically tracked the percent of projects that are both on time and on budget but will begin tracking these measures separately with the goal of projects being within budget 90% of the time and on time 80% of the time in FY 2021/22. Complete 90% of CIP projects within budget.

Status: Behind Target FY 22 YTD: 87% Source: CIP Project Tracking Application

Complete 80% of CIP project milestones on time.

Status: Meets Target FY 22 YTD: 82% Source: CIP Project Tracking Application

85%88% 87%

90%86%

89%86%

50%55%60%65%70%75%80%85%90%95%

100%

May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr

FY 22 Target

96% 97%

78%

67%

75% 75%

89%

50%55%60%65%70%75%80%85%90%95%

100%


FY 22 Target

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KPI 3: Reduce the average idle time for EPW vehicles.

The proper management of vehicle idle time as a key performance indicator is recommended. Properly managing idle time is essential for optimal use and longevity of maintenance vehicles. Many vehicles and / or situations require proper warm-up, adequate power of attached machinery, or protection from weather elements. However, the department is managing toward the optimal amount of vehicle idle time to provide these benefits while reducing fuel consumption and unnecessary vehicle wear. The measurement of this KPI is the amount of violation idle time (> 5 min) as a percentage of engine on-time. Maintain overall idle% below 30%

Status: Exceeds Target FY 22 YTD: 27% FY 21 Total: 27% Source: DriveCam Idle-Time Report Summary

25% 25% 27% 28% 28% 24%35%

0%10%20%30%40%50%60%70%80%90%

100%


FY 21 FY 22 Target

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KPI 4: Provide an effective risk management program that ensures the safety of employees.

To drive compliance and increase safe work environments, the Engineering and Public Works Department contracts with an on-site safety consultant who administers the safety program for EPW labor staff. This consultant oversees and monitors all safety procedures, accidents, and required safety training. With this KPI, the department will be analyzing the success of its consultant and safety program by measuring leading indicators – (number of Toolbox Talks and Safety Audits completed) and lagging indicators – (the OSHA Recordable Rate and DART Rate). This KPI will be measured on a calendar year basis to allow for comparison with the BLS Industry data. Provide at least 480 Toolbox Talks and Safety Audits each year.

Status: Exceeds Target 2021 Talks: 805 2021 Audits: 567 2020 Talks: 815 2020 Audits: 517 Source: Workers Compensation Reports

Maintain an OSHA Recordable Rate below the BLS industry rate of 10.20.

Status: Exceeds Target 2021 YTD: 4.0 2020 Total: 3.3 Source: Workers Compensation Reports

Maintain a DART Rate below the BLS industry rate of 4.80

Status: Exceeds Target 2021 YTD: 2.0 2020 Total: 3.6 Source: Workers Compensation Reports

020406080

100120140

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Target Talks (2020) Talks (2021)

Audits (2020) Audits (2021)

0.0

8.96.3 5.5

4.2 3.6 4.2 3.7 3.5 4.3 4.0

0.00

5.00

10.00

15.00

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov DecOSH

A R

ecor

dabl

e R

ate

2019 2020 2021 Target

0.0

4.5 3.2 2.8 2.1 1.8 1.4 1.2 1.22.8 2.0

0.0

5.0

10.0

15.0

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

DAR

T R

ate

2019 2020 2021 Target

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KPI 5: Provide an effective and efficient response to customer service requests.

Engineering & Public Works receives roughly 60% of all village CSRs on an annual basis. These requests cover all divisions within EPW and range from daily or immediate tasks to long-term requests. Timely and effective responses to these CSRs are necessary to maintain and improve productivity for village employees and provide acceptable responses to our customers. In FY 2020/21, staff will be adding a second measure to this KPI measuring the percent of surveys that come in from residents, and the percent that are “negative”. The goal for this measure is to not have more than 10% of surveys with a negative rating. Complete 80% of CSRs on time.

Status: Meets Target FY 22 YTD: 81% FY 21 Total: 82% FY 20 Total: 76% FY 19 Total: 89% FY 18 Total: 89% Source: CSR Dashboard

Maintain a positive CSR rating of at least 90%.

Status: Meets Target FY 22 YTD: 91% FY 21 Total: 88% Source: CSR Dashboard

85%78%81%78%83%87%

81%

01002003004005006007008009001000

0%10%20%30%40%50%60%70%80%90%

100%

MayJun Jul AugSep Oct NovDec Jan Feb Mar AprN

umbe

r of O

ccas

ions

Perc

ent

Number of CSRs FY 20 FY 21 FY 22 Target

96% 94% 94%87% 88%

94%86%

0

0

0

1

1

1

1

0%10%20%30%40%50%60%70%80%90%

100%


Num

ber o

f Occ

asio

ns

Perc

ent

FY 20 FY 21 FY 22 Target

12


KPI 6:  Reduce the amount of time water is off for main break repairs.

Water main breaks occur throughout the year, at all hours of the day. Reducing service disruption and mitigating health and safety concerns is of high importance to the village. The Water Division has primary responsibility for making repairs to the water main breaks during regular business hours. Through tracking and managing this KPI, the department hopes to continually improve its water main repair process to restore water service to impacted residents. A count of times that water was off for more than 3 hours will also be added to this KPI to provide more context. Provide water service within 3 hours for all main break repair.

Status: Exceeds Target FY 22 YTD: 2.78 Hours FY 21 Total: 2.5 Hours FY 20 Total: 1.6 Hours Source: Cityworks

Restore water service after water main breaks within three hours at least 75% of the time.

Status: Behind Target FY 22 YTD: 63% FY 21 Total: Source: Cityworks

2.2

3.83.3

1.0

3.2 3.1 3.0

05101520253035

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May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr Aver

age

Hom

es P

er B

reak

Wat

er T

ime

Off

Average Homes Per Break FY 20

FY 21 FY 22

Target

63% 62%

0% 0%0%

20%

40%

60%

80%

100%

Q1 Q2 Q3 Q4

% T

ime

Wat

er is

off

3 H

Rs

or

Less

FY 21 percent within 3 hours

FY 22 percent within 3 hours

Target

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KPI 7: Reduce impacts of storm events through preventative measures.

This measure will better storm water management through an efficient maintenance program. Catch basin cleaning is a requirement under our MS4 permit through the IEPA. Catch basin cleaning has impacts on water quality by removing debris and contaminated water from our storm system. There are also flood management benefits to the cleanliness of our overall storm sewers. The village expects to see more internal catch basin cleaning to help our internal inspection and preventive maintenance program. Complete cleaning of catch basins at a rate of 1.5 catch basins per hour.

Status: Meets Target FY 22 YTD: 1.42 per hour FY 21 Total: 1.5 per hour FY 20 Total: 1.2 per hour FY 19 Total: 1.2 per hour Source: Cityworks

Achieve 100% of annual catch basin goal to clean 556 catch basins per year.

Status: Meets Target FY 22 YTD: 95% FY 21 Total: 124% FY 20 Total: 166% Source: Cityworks

020406080100120140160180

0.00.20.40.60.81.01.21.41.61.8


Cat

chba

sins

Cle

aned

Catchbasins Cleaned FY 20FY 21 FY 22Target

0%20%40%60%80%100%120%140%160%180%

020406080

100120140160180

Perc

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f Ann

ual C

atch

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% =

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Catchbasins Cleaned FY 22FY 20 FY 21Annual Cleaning Goal

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KPI 8: Effectively clean sanitary main and prevent backups.

This measure will measure the effectiveness of our Sewer Line Rapid Assessment Tool (SL-RAT) program, as well as the efficiency of our main line cleaning. Current benchmark for cleaning efficiency is 150 feet per hour for “regular” cleaning, and 60 feet per hour for “heavy” cleaning. Some mainline require both “regular” cleaning and “heavy” cleaning to be done. Current benchmark for SL-RAT effectiveness is at least 15% of inspections requiring follow up cleaning and televising. Complete regular cleaning of sanitary main at a rate of 150 feet per hour.

Status: Behind Target FY 22 YTD: 129.12 FT per hour FY 21 Total: 150.2 FT per hour Source: Cityworks

Complete heavy cleaning of sanitary main at a rate of 60 feet per hour.

Status: Exceeds Target FY 22 YTD: 66.19 FT per hour FY 21 Total: 150.2 FT per hour Source: Cityworks

Maintain at least 15% of inspections requiring follow-up cleaning and televising.

Status: Exceeds Target FY 22 YTD: 21% FY 21 Total: 16% Source: Cityworks

- 2 4 6 8 10 12

0

50

100

150

200

250


Feet

Cle

aned

(th

ousa

nds)

Feet

Per

Hou

r

Feet Cleaned FY 21 feet per hourFY 22 Feet Per hour Target

- 2 4 6 8 10 12

0

50

100

150

200

250


Feet

Cle

aned

(th

ousa

nds)

Feet

Per

Hou

r

Feet Cleaned FY 21 feet per hourFY 22 Feet Per hour Target

0

50

100

150

200

250

0%

10%

20%

30%

40%

50%

May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr Insp

ectio

ns C

ompl

eted

Perc

ent f

ollo

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p

Total Inspections FY 21 % Follow UpFY 22 % Follow Up Target

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KPI 9: Effectively manage the water system.

This measure will improve our management of the water system through monthly measurement of the percent of water loss. This measure will be reported 2 months in the rear, to account for water billing adjustments. The current benchmark for this measure is 12% of water being non-revenue water. Maintain a percent of non-revenue water at 12% or less.

Status: Meets Target FY 22 YTD: 11.7% FY 21 Total: 15.3% Source: Water Portal Dashboard

7.8%

14.9%12.9%14.0%

9.0%

0%

5%

10%

15%

20%

25%

30%


FY 22 Target FY 21

engineering and public works department monthly …

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