FY 26 Approved Operating Budget

As “lessons learned” are incorporated into new projects, new lessons learned overall should decrease. Performance Measure 3: Number of lessons learned incorporated into "standard" project designs ABOUT THIS MEASURE: as possible, especially as new staff is brought on board WHAT IS BEING DONE AND WHY IT IS IMPORTANT TO TRACK: and engineers which are used on projects. Over time we gain insight on what are preferable designs. FACTORS CONTRIBUTING TO CURRENT PERFORMANCE: Performance Measure 4: Percentage of projects completed within desired timeline. ABOUT THIS MEASURE: Capturing lessons learned on projects is important so the future project are as efficient and cost effective Continuity of existing staff and onboarding new staff, as well as the design preferences of the various architects learned into our projects and are having less deficiencies and errors on documents. Capital projects is dedicated to creating realistic timelines under well defined project scopes in order to deliver satisfactory work. We are incorporating our previous lessons

WHAT IS BEING DONE AND WHY IT IS IMPORTANT TO TRACK:

Staying within timelines on capital projects is crucial to avoid costly delays, ensure efficient resource management, and maintain satisfaction.

FACTORS CONTRIBUTING TO CURRENT PERFORMANCE:

The completion time is tracked on projects monthly and is subnmitted via project schedules by Contractors

Performance Measure 5: Budget variance on all projects was less than +/-5%. ABOUT THIS MEASURE:

Goal is to minimize change orders ins order to ensure projects are cost effective and maintain budget compliance.

WHAT IS BEING DONE AND WHY IT IS IMPORTANT TO TRACK:

Minimize change orders by dedicating appropriate resources and time to deveoping specifications and requirements for projects.

FACTORS CONTRIBUTING TO CURRENT PERFORMANCE: change orders and we typically do not exceed this amount. Our average is 3% - 5%

We have a 10% threshold on projects for

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