Planning for Sustainability
United States
Environmental Protection
Agency
A Handbook for Water and Wastewater Utilities
February 2012
EPA-832-R-12-001
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Prepared for the U.S. Environmental Protection Agency under contract OW-08-EUM
Prepared by Ross & Associates Environmental Consulting, Ltd.
1218 3rd Avenue, Suite 1207
Seattle, WA 98101
(206) 447-1805
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Table of Contents
Foreword
Introduction and Context 1
Purpose and Intended Use of this Handbook 4
Approach 4
Providing a Solid Foundation for Planning through Asset Management and Community Engagement 7
What Comes Next 9
Planning Element 1: Goal Setting—Establish Sustainability Goals that Reflect Utility and
Community Priorities 10
Element Description 10
Current Planning Process 13
Building Sustainability Considerations into Goal Setting 13
Implementing These Steps on a Smaller Scale 18
Key Diagnostic Questions 19
Example of Sustainability Planning in Practice: Portsmouth, New Hampshire Incorporates Water and
Wastewater Decisions into Community-Wide Master Planning 20
Planning Element 2: Objectives and Strategies—Establish Objectives and Strategies for Each
Sustainability Goal 23
Element Description 23
Current Planning Process 23
Building Sustainability Considerations into Objective Setting 24
Implementing These Steps on a Smaller Scale 30
Key Diagnostic Questions 30
Example of Sustainability Planning in Practice: The Portland, Oregon Water Bureau Turns Goals from the
Portland Climate Action Plan into Specific Objectives 31
Planning Element 3: Alternatives Analysis—Analyze a Range of Alternatives Based on
Consistent Criteria 33
Element Description 33
Current Planning Process 34
Building Sustainability Considerations into Alternatives Analysis 34
Implementing These Steps on a Smaller Scale 44
Key Diagnostic Questions 44
Example of Sustainability Planning in Practice: Louisville, Kentucky Combined Sewer Overflow Project Selection
Process Uses a Consistent Alternatives "Scoring" Approach 44
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Planning Element 4: Financial Strategy—Ensure that Investments are Sufficiently Funded,
Operated, Maintained, and Replaced over Time 47
Element Description 47
Current Planning Practice 47
Building Sustainability Considerations into Financial Strategies 48
Implementing These Steps on a Smaller Scale 58
Key Diagnostic Questions 60
Example of Sustainability Planning in Practice: Camden, New Jersey Invests in New Infrastructure and Benefits
the Environment without Raising Rates 60
Conclusion 62
Appendix A: Useful Sustainability Planning Resources 63
Appendix B: Relationship Between Core Elements of Planning for Sustainability and
Effective Utility Management 69
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Foreword
Sustainable water infrastructure is vital to providing the American public with clean and safe water and helping to
ensure the environmental, economic, and social health of the nation's communities. For the past several years,
the U.S. Environmental Protection Agency (EPA) has worked with states, industry, and other stakeholders to help
water and wastewater utilities sustainably plan and manage their water infrastructure and adopt innovative
practices such as green infrastructure.
In September 2010, EPA released the Clean Water and Safe Drinking Water Infrastructure Sustainability Policy
which described EPA's overall vision and priorities for ensuring the long-term sustainability of water infrastructure
and communities throughout the nation. As the Policy was developed, stakeholders strongly emphasized the need
to focus on the planning that takes place in the project development phase, before infrastructure solutions are
designed and implemented.
In response, EPA is issuing Planning for Sustainability: A Handbook for Water and Wastewater Utilities. The
Handbook describes a number of steps utilities can undertake to enhance their existing planning processes to
ensure that water infrastructure investments are cost-effective over their life-cycle, resource efficient, and support
other relevant community goals. Developed after extensive consultation and input from utilities, states, and other
stakeholders, the Handbook is organized around a series of Core Elements, including:
• Setting utility sustainability goals and objectives that also support relevant community goals;
• Analyzing a range of alternatives, including green infrastructure and other innovative approaches, based
on full life-cycle costs; and
• Implementing a financial strategy, including adequate rate structures, to ensure the alternatives selected
are sufficiently funded, operated, maintained, and replaced over time.
EPA believes that utilities which incorporate sustainability considerations into planning consistent with the steps in
this Handbook will realize many benefits because they will be able to better:
• Optimize environmental, economic, and social benefits by setting goals and selecting projects through a
transparent and inclusive process with the community;
• Consistently assess a range of alternatives that address utility and community goals; and
• Enhance the long-term technical, financial, and managerial capacity of the utility.
Protecting our communities and our precious water resources by sustaining our Nation's water infrastructure is a
critical and ongoing challenge. This Handbook is designed to help address this challenge.
Nancy K. Stoner
Acting Assistant Administrator for Water
Planning for Sustainability
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Planning for Sustainability
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Introduction and Context
Sustainable water infrastructure is critical to providing the American public with clean and safe water
and to help ensure the social, environmental, and economic sustainability of the communities that
water utilities serve. For the past several years, the U.S. Environmental Protection Agency (EPA),
working with states and utilities, has been undertaking a number of programs to help ensure the long-
term sustainability of water infrastructure. A key component of EPA's work has been to promote the
adoption of practices by water and wastewater utilities that will help these utilities plan and effectively
manage their infrastructure and operations to ensure sustainability and develop and maintain the
necessary technical, financial, and managerial capacity to do this planning.
These efforts act in support of effective utility management based on the Attributes of Effectively
Managed Utilities,1 and include the Safe Drinking Water Act's Capacity Development Program, and
training and technical assistance on advanced asset management and energy management.
In October 2010, EPA issued a Clean Water and Drinking Water Infrastructure Sustainability Policy in
accordance with directions set forth in the President's FY 2010 budget request to Congress.2 This Policy
describes EPA's overall vision and priorities for ensuring the long-term sustainability of the nation's
water infrastructure and the communities this infrastructure serves. The policy is applicable to
infrastructure funded through the clean and safe drinking water State Revolving Loan Fund programs
(SRFs), traditional forms of community financing, or other appropriate financing mechanisms.
During public consultation as the Policy was being developed, stakeholders emphasized that utility
infrastructure investments throughout the water sector could best be influenced through the planning
that takes place in the project development phase, before infrastructure solutions are selected and
designed. This planning is relatively low cost and can reduce long-term infrastructure costs. Such
planning helps ensure that funded projects are financially sustainable over the long term and that they
support other relevant community sustainability goals.
Water utilities typically have a long-term planning horizon and long-term infrastructure operation and
maintenance commitments. The costs and potential benefits of investment decisions will be realized
over a long period of time. Accordingly, EPA's Sustainability Policy calls on drinking water and
wastewater systems to undertake "robust and comprehensive" planning to ensure that water
infrastructure investments are cost-effective over their lifecycle, resource efficient, and consistent with
other relevant community goals. Throughout the Policy, EPA emphasizes the important relationship
between utility and community sustainability. The core mission of water sector utilities is to provide
clean and safe water in compliance with all applicable standards and requirements at an affordable price
in order protect public health and enhance the economic, environmental, and social sustainability of
the communities they serve. Similarly, a community's approach to economic development,
See:
http://water.epa.gov/infrastructure/sustain/upload/2009 05 26 waterinfrastructures tools si watereum primerforeffectiveutilities.pdf
2 See: http://water.epa.gov/infrastructure/sustain/Clean-Water-and-Drinking-Water-lnfrastructure-Sustainabilitv-Policv.cfm
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transportation, housing, and other relevant areas can also strongly influence the management,
operations, and financial health of utility services—including the quality and quantity of available water,
and drinking and wastewater capacity and treatment needs.
This handbook reflects a system-wide approach to planning that can drive a strategic shift from a
project-by-project focus to one of utilities as systems. It can drive greater consideration of a utility's role
within the community or watershed and open up opportunities to achieve water quantity and quality
objectives. Many water infrastructure decisions share interdependencies with housing, transportation,
and other infrastructure, requiring collaboration or pursuit of coordinated strategies to optimize these
investments. A system-wide approach involves utilities looking "beyond the fence line" to include
community institutions, and the implementation of projects outside the utility's direct span of control.
There is also an opportunity to discuss collaborative partnerships with other municipal departments and
with neighboring utilities to share information and services, or to plan on a regional basis.
A number of utilities are also facing challenging and sometimes competing infrastructure priorities
driven by regulatory requirements. This handbook, supplemented by other more specific guidance, can
help utilities consider a range of potential solutions that enable them to efficiently address their most
pressing public health and welfare issues. Utilities that effectively incorporate sustainability
considerations into planning can expect to achieve a number of benefits, including:
• Minimizing costs by optimizing investment
choices, operating water and wastewater Reducing Costs through More Effective Water
systems more efficiently, and pursuing cost- Utility Energy Management
effective investment and management
Water utility planning that leads to adoption of energy
strategies, such as collaboration and efficient operational practices and technology can save
partnering with neighboring systems to utilities money. Nationally, water and wastewater
leverage resources and improve efficiency. ener9V costs are often 3°-40% of a municipality's total
energy bill. They are also often the largest controllable
Maximizing results of investments to cost for these utilities.
ensure a continuing source of water,
treatment, and discharge capacity, as well as ^he Hidden Valley Lake Community Service District in
California, for example, found that it could save
financing capability. $70,000 per year in energy costs by pumping water
Improving the ability to analyze a range of during off-peak times when rates were lower.
alternatives, including (as appropriate) both
traditional and non-traditional infrastructure
alternatives, such as green infrastructure and/or decentralized systems, and selecting the
option or mix of options that best meet the needs of the utility and the community it serves.
Engendering greater support for the utility by recognizing community values and sustainability
priorities.
Ensuring that financial and revenue strategies are adequate to finance, operate, maintain, and
replace essential infrastructure throughout its operational life, while appropriately considering
the needs of disadvantaged households.
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This handbook focuses on helping utilities to incorporate sustainability considerations into their existing
planning processes effectively. It will assist them in selecting projects that ensure protection of public
health and water quality, support other relevant community goals, reflect full lifecycle costs, are based
on a robust analysis of alternatives (including conservation or "green" approaches), and are
implemented through an ongoing self-supporting financial strategy. If utilities are fully undertaking the
actions described in this handbook, they will make decisions that are the most appropriate for the utility
and the community and optimize economic, environmental, and social sustainability.
Sustainability Planning and Regulatory Compliance
Compliance with regulatory requirements is a key focus of
water and wastewater utilities. By incorporating sustainability
considerations into planning, utilities can meet regulatory
requirements in ways that also contribute to utility and
community sustainability. Examples (described further in this
handbook) include:
• Lenexa, Kansas, which met new Municipal Separate
Storm Sewer permit requirements by aligning stormwater
management strategy with community master planning
priorities through a program that promotes economic
vitality, addresses environmental concerns, and meets
community needs (see page 12).
• Louisville and Jefferson County (Kentucky) Municipal
Sewer District which evaluated and selected green
infrastructure strategies based on community input to
meet consent decree requirements for its sanitary and
combined sewer system (see page 44).
Some utilities and communities have been
incorporating sustainability considerations into
their planning processes but are looking for
ways to improve and refine their current
efforts. Others may choose to focus on how
such considerations can help to cost-effectively
meet existing regulatory or service
requirements. Regardless of motivation, the
steps described in this handbook can help to
optimize infrastructure and operational
investments.
Some utilities may want to start with small
steps toward incorporating sustainability into
their planning and operations and then pursue
larger commitments to sustainability over time.
To get started, utility managers should create
time to discuss and seek input on their
sustainability planning with their boards, commissions, and other leadership bodies. Appendix A
includes resources for working with boards and commissions.
Utilities will want to improve their planning process continually over time by evaluating and refining
their goals, objectives, and strategies. Recognizing that effectively incorporating sustainability
considerations into planning is a long-term process, utilities may also want to consider codifying a policy
that builds sustainability considerations as outlined in this handbook into their planning processes. A
policy can provide for long-term planning continuity and drive continual improvement even as utility
leadership and oversight changes over time. A policy can also convey the commitment to sustainability
in the utility's strategic direction and day-to-day operations support a process of internal
communication to board members and employees.
Planning for Sustainability
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Purpose and Intended Use of this Handbook
This handbook is intended to provide information about how to enhance current planning processes by
building in sustainability considerations. It is designed to be useful for various types and scales of
planning efforts, such as:
• Long-range integrated water resource planning
• Strategic planning
• Capital planning
• System-wide planning to meet regulatory requirements (e.g., combined sewer overflow
upgrades and new stormwater permitting requirements)
• Specific infrastructure project planning (e.g., for repair, rehabilitation, or replacement of specific
infrastructure)
A plan's scope and time period will determine the scale of projects considered. For example,
comprehensive, long-range planning will typically focus on large-scale infrastructure, watershed, and/or
aquifer management decisions, while more routine, smaller scale project planning may focus on
narrower investments in new or existing infrastructure components or operational changes.
In practice, the planning elements described in this handbook can enhance several planning processes at
a utility. For example, a utility can establish goals and objectives reflecting sustainability considerations
in a strategic planning process with a 10- to 15-year time horizon, then use them to guide 5-Year Capital
Plan decisions.
Where applicable, utilities are also encouraged to engage with other municipal departments during the
planning process. For example, there may not be enough sludge generated by the utility alone to justify
the purchase and operation of a digester, but in combination with other organics collected by the solid
waste department, there may be enough energy generated to make the purchase.
This handbook is intended to be used by utilities of various sizes and levels of capability regardless of
their use of SRF or other federal water infrastructure funding. EPA recognizes that some elements of
the handbook may pose challenges for utilities delivering water and wastewater services at a smaller
scale, those that may have limited resources or capacity, or those that have not adopted a formal
planning process. The handbook describes steps these utilities can undertake to enhance their planning.
It also includes examples and resources specifically for utilities implementing activities at a smaller scale.
Finally, EPA recognizes that some period of testing and refinement of this handbook will be necessary to
improve the document over time.
Approach
Utility planning processes typically involve a series of consistent and predictable activities that
encompass identifying goals, setting objectives, assessing alternatives, and developing a financial
Planning for Sustainability Page 4
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strategy. In many cases, this process is complemented by ongoing asset management programs and
stakeholder involvement and communication. Based on this typical planning process, this handbook
identifies four "core" elements where consistent and predictable practices can help utilities effectively
build sustainability considerations into their planning processes. The elements will help utilities set
sustainability goals and associated measurable objectives, consider a range of infrastructure
alternatives (including various watershed, conservation, or "green" alternatives), and implement a
financial strategy to ensure that the infrastructure alternatives selected are adequately financed,
maintained, and replaced overtime. The elements (along with any related measurable results) can also
be revisited on an ongoing basis to ensure continuing implementation and improvement.
These core elements are:
1. Goal-Setting: Establish sustainability goals that reflect utility and community priorities.
2. Objectives and Strategies: Establish explicit, measurable objectives for each sustainability goal and
identify strategies for meeting the objectives.
3. Alternatives Analysis: Based on sustainability goals and objectives, set explicit and consistent
evaluation criteria to analyze a range of infrastructure alternatives.
4. Financial Strategy: Implement a financial strategy including adequate revenues so that new
infrastructure and operational investments—as well as the overall system—are sufficiently funded,
operated, maintained, and replaced over time on a full lifecycle cost basis, with appropriate
considerations for disadvantaged households.
These elements are intended to build on each
other as utilities go through a specific planning Planning Terms as Used in this Handbook
process or they may be inter-related parts of Goa|s: Broad, qualitative statements of what the utility hopes
separate planning processes. Some utilities, to achieve.
however, may be adequately implementing Objectives: Specific, measurable statements of what will be
one or more of the elements and therefore done to achieve goals within a particular time frame.
choose to focus greater attention on other Strategies: General approaches or methods for achieving
elements as a means of enhancing their objectives and resolving specific issues. Strategies speak to
the question How will we go about accomplishing our
Planning- objectives?"
For each element, this handbook describes Alternatives: Within a strategy, specific infrastructure
investments or operational changes for achieving objectives.
specific steps to enhance utilities' planning
, , , , Criteria: Measures or considerations used to
processes to aid effective and balanced evaluate alternatives.
consideration of sustainability in the selection
of infrastructure projects. The steps for each
element, along with brief case examples and call-out boxes, also describe suggested practices from
utilities that have incorporated sustainability considerations into their planning. Each element also
includes diagnostic questions for gauging how thoroughly each element is addressed.
Figure 1 summarizes the elements and illustrates how two sustainability goals—increasing energy
efficiency and supporting infrastructure in existing communities—could be addressed in the process.
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Figure 1: Core Planning Elements for Sustainability
1. Goal-Setting
Consider goals that
reflect utility and
community
sustainability
priorities
Energy Use Example...
Sustainability Goal:
Utility seeks to reduce its
energy use consistent
with the community's
energy efficiency program
2. Objectives and
Strategies
Establish objectives
and strategies for
each sustainability
goal
Objective and Strategies:
Utility sets objective of
reducing energy use by
25% in 5 years; it conducts
an energy audit to
determine its baseline
energy use and identifies
potential projects to meet
its objective
3. Alternatives
Analysis
Based on
sustainability
objectives, set
explicit and
consistent
evaluation criteria to
analyze a range of
alternatives using.
Alternatives Analysis:
Utility evaluates all
projects, in part, on their
relative lifecycle energy
efficiency costs (e.g.,
installation of high
efficiency heat pumps)
and their relative ability to
meet the 25% energy use
reduction objective
r
4. Financial Strategy
Develop a financial
strategy reflecting
full lifecycle costs
and adequate
revenues to ensure
the system is
sufficiently funded,
maintained, and
replaced over time.
Financial Strategy:
Utility revenue and
borrowing strategy
ensures sustainable
financing of new projects,
taking advantage of lower
energy costs
Supporting Infrastructure in
Sustainability Goal:
Utility aligns itself with
community goal to
accommodate most
expected growth by
revitalizing urban areas
rather than through new
development
Existing Communities Example...
Objective and Strategies: Alternatives Analysis:
Utility sets objective to
serve 75% of expected
growth within its existing
service boundary; it
analyzes its current
capacity to accommodate
new growth within its
existing service area and
identifies strategies for
increasing capacity
Utility evaluates all
projects, in part, on the
extent to which they
increase the ability to
serve growth within the
service boundary (e.g.,
projects providing service
near planned public
transit services)
Financial Strategy:
Utility revenue and
borrowing strategy
ensures sustainable
financing of new projects,
taking advantage of
avoided costs of service
boundary expansion (e.g.,
by ensuring that costs
associated with growth
outside of the existing
service boundaries are
paid by new users)
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Providing a Solid Foundation for Planning through Asset
Management and Community Engagement
Throughout the planning process, two aspects of utility management and operations—asset
management and ongoing engagement with communities and customers—strengthen and reinforce the
four elements.
Asset Management
An ongoing asset management program that
includes detailed information on what assets a
utility has, how long they will last, and how much it
will cost to replace them, is essential to effective
utility management. An infrastructure inventory;
condition assessment; risk-based schedule for
maintenance, repair, rehabilitation, and
replacement of infrastructure; and financial plan
are specific parts of a utility's asset management
strategy. Asset management supports
sustainability planning in many ways, including:
• Providing infrastructure capacity and
condition information;
• Generating options for the repair,
rehabilitation, and replacement of existing
assets; and
• Providing information on full lifecycle costs
of existing assets.
Beyond implementing asset management, utilities
are also encouraged to perform an assessment of
their operations using the Effective Utility
Management Primer developed by EPA and six
national water sector associations.3 The Primer
helps utilities to assess their operations based on a
series of Attributes of Effectively Managed Utilities
and to identify specific actions they can take to
improve their performance (see call-out box).
Effective Utility Management
Effective planning is essential for an effectively
managed utility. In 2007, EPA and six national water
associations entered into a historic agreement to
promote effective utility management based on a series
of Attributes of Effectively Managed Utilities and Keys to
Management Success. The Attributes describe a range
of outcomes utilities should strive to achieve across all
facets of their operations—from infrastructure and
finances to building stakeholder understanding and
support. The Keys to Management Success describe a
series of frequently used management approaches that
can help utilities achieve the outcomes called for in the
Attributes.
The EUM partnering organizations have also developed
a Primer to help utilities assess their operations and
identify actions to improve their performance. Utilities
are encouraged to learn more about the Effective Utility
Management Initiative and use the Primer to do an
assessment of their operations by going to
http://www.watereum.org/.
The planning steps described in this handbook can help
utilities manage their infrastructure and operations and
achieve the outcomes embodied in the Attributes. In
addition, two of the Keys to Management Success-
Strategic Business Planning and using a Plan-Do-
Check-Act management systems approach—are
particularly relevant to implementing this handbook.
Appendix B contains a description of the relationship
between the four elements described in this handbook
and in the Keys to Management Success and Attributes
of Effectively Managed Utilities.
The Primer and other information about Effective Utility Management can be found at:
http://water.epa.gov/infrastructure/sustain/upload/2009 05 26 waterinfrastructures tools si watereum primerforeffectiveutilities.pdf
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Guidance and other resources on asset management and effective utility management are included in
Appendix A.
Community Engagement
Ongoing community engagement—including in-person involvement and outreach and communications
with communities—is important for establishing and maintaining community understanding of the value
of utility services and the resources needed to deliver them. Ideally, utilities undertake long-term
planning in the context of an ongoing relationship and active engagement with their communities and
customers. In the specific planning context, community input about sustainability goals and values can
inform utility service levels, reliability standards, revenue strategy, and other considerations.
Communication and transparency throughout the
planning process can lead to greater support for Building Customer Appreciation for Water
utility decisions by increasing public understanding Infrastructure Value in Rural New Mexico
of the value of water infrastructure and utility
.. ., ,. , . A small water and wastewater utility (approximately 50
services. Building customer and community connections) serving a community |ocated near Ga||Up,
appreciation of infrastructure investment value is New Mexico, used an asset management process to
likely to require proactive, ongoing stakeholder prepare infrastructure and financial plans. The plans
... ._ , , addressed infrastructure reaching the end of its useful
education and involvement. For example, changes |ife in 10years. Replacement would require rate
to utility rates and fees typically require the approval increases. Through transparency with the public using
of a governing body (e.g., utility board, municipal or information from the asset management process, the
,. , ,,.,,., , , , utility made an effective case for infrastructure
county council) and can be difficult ,n the absence of investment and general community support for a
reasonable customer support. Utilities that have $6/month rate increase.
established and clearly communicated a case for
infrastructure investment value and that have a
reputation for effective management and transparency are more likely to garner support for needed
rate and fee increases.
Ongoing community engagement can support the planning process by:
• Providing necessary input early in the process;
• Providing understanding of community goals and values (e.g., for green space or economic
redevelopment) to guide the utilities' strategic direction and the identification and weighting
alternatives assessment criteria;
• Generating specific ideas about strategies to meet goals, which may be also considered as part
of the alternatives analysis where specific projects are selected; and
• Building a base of community understanding and support for selecting service levels,
establishing reliability standards, and meeting revenue needs through rate changes or other
mechanisms.
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Recording and tracking issues raised by community members should be carefully undertaken and can
help utilities be transparent and responsive. Appendix A includes several guides, tools, and case studies
with other strategies for engaging with the community.
What Comes Next
The remaining chapters focus on the four planning elements. Each chapter includes:
• A description of the element and how it enhances existing planning approaches;
• Key steps to implement the element;
• Approaches to implement the element on a smaller scale;
• Diagnostic questions for gauging how thoroughly an element has been addressed; and
• One or more illustrative examples
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Planning Element 1: Goal Setting—Establish
Sustainability Goals that Reflect Utility and
Community Priorities
Element Description
Utilities should consider and set sustainability goals to provide a foundation for incorporating
sustainability considerations throughout the planning process. These goals should reflect internal
assessment of sustainability priorities as well as community sustainability priorities identified through
information gathering and consultation with local institutions and stakeholders. Utilities are also
encouraged to engage other municipal departments, as appropriate. For example, there may not be
enough biosolids generated by the utility to cost-effectively operate a digester, but in combination with
organics collected by the solid waste department, there may be enough energy generated to justify a
major equipment purchase.
Ideally, utility consultation with communities
and customers about sustainability goals
occurs as part of ongoing engagement about
services, key decisions, and revenue needs.
Information gathering about community
sustainability priorities, however, can take
many forms, from review of existing
community plans or other documents to
direct consultation with community
representatives (e.g., planning agencies,
elected officials, and stakeholder groups).
Internal and Community-Wide Considerations for
Developing Sustainability Goals
Sustainability goals will be strongly influenced by several factors
internal to the utility, including:
The utility's mission and strategic direction
Regulatory and legal requirements
An assessment of vulnerability related to sustaining
operations and financing
Customer expectations about services and rates
Other considerations related to the effective operation
of the utility
Sustainability goals are critical for guiding
utilities as they move through the other three
elements to set measurable objectives and
strategies, analyze alternatives, and develop a
financial strategy to support chosen
investments.
Sustainability goals should also support, where feasible, other
community sustainability priorities related to economic
development, quality of life, and environmental quality.
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Potential Sustainability Goals
This list describes a range of sustainability goals along with examples of utility approaches to address them. The examples
are illustrative only. More information on how to use the goals to make appropriate infrastructure and operational decisions
is contained in the remainder of the handbook.
Improve compliance
• For example, establish collaborative partnerships with neighboring utilities to increase or maintain technical,
managerial, or financial capacity or to share information and expertise.
Reduce energy cost
• For example, invest in more energy efficient equipment or explore operational changes that can enhance energy
optimization (such as pumping at night when the rate is lower).
Reduce overall infrastructure costs to communities
• For example, partner with other community agencies to coordinate infrastructure projects such as road repairs with
lead service line replacement and installation of rain gardens.
Extend the projected adequacy of current water supplies
• For example, implement consumer water conservation programs, implement water metering, fix distribution system
leaks, or make use of reclaimed water.
Address wet weather impacts
• For example, implement a mix of non-traditional infrastructure alternatives such as green infrastructure solutions
with integrated stormwater and combined sewer overflow control.
Preserve critical ecological areas in the community
• For example, adopt management programs for septic systems to reduce nutrient loadings to lakes or employ
"green" treatment chemicals.
Improve the economic vitality of the existing community
• For example, target water infrastructure projects to support existing community infrastructure and encourage
redevelopment.
Enhance community livability.
• For example, incorporate green space or recreational opportunities into projects.
Reduce long-term system operational costs
• For example, use natural treatment systems, such as functioning wetlands, to reduce the input of energy and
chemicals for treatment or re-use water treatment solids.
Improve operational resilience
• For example, understand operational, financial, and potential climate vulnerabilities and incorporate them into
alternatives analysis as part of a broader risk management strategy.
Reduce vulnerability to water supply disruption or contamination
• For example, conduct real-time water quality monitoring, install isolation shutoff values, or provide connections to
alternative water supplies.
Ensure a sustainable workforce
• For example, implement steps to ensure a safe workplace, knowledge retention, and incorporating new knowledge
through training.
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Lenexa, Kansas: Aligning Community and Utility Sustainability Goals to Ensure Compliance
Lenexa, Kansas is a Kansas City suburb of 45,000 people. It's "Rain to Recreation" program illustrates how a utility can meet
regulatory requirements by aligning its programs with community sustainability goals.
In the late 1990s, to respond to rapid population growth, Lenexa undertook a citizen-led community planning process that
resulted in a community strategic visioning report, "Vision 2020" (released in 1997). The community's vision statement was:
"Showing commitment to a superior quality of life and respect for the natural environment, Lenexa will
provide an atmosphere where people desire to live, work, and play. Our unique villages and parklands,
residential, commercial and industrial developments will reflect a community in which the heritage of the
past and the pride of the present are preserved for citizens of the future."
In Vision 2020, the community showed a strong interest in stormwater management to reduce flooding, improve water
quality, enhance recreation, and preserve open space in the community. To address this community priority, the city
developed an integrated Stormwater and Watershed Management Master Plan in 2001. This plan became the foundation
for the community's "Rain to Recreation" program.
In 2004, Lenexa—along with many other cities of similar size around the country—faced new Municipal Separate Storm
Sewer System (MS4) permit requirements. To comply with the permit, the city strengthened Rain to Recreation through a
local ordinance and design manual that favored stormwater management practices that infiltrated and reused runoff and
facilitated evapotranspiration.
With its origins in community visioning and in response to new regulatory requirements, Rain to Recreation now includes
both regulatory and non-regulatory components, including:
• Regulatory requirements for stormwater management practices at new and redeveloped properties, such as rain
gardens, bioswales, and other forms of green infrastructure in private development projects
• Major capital projects, such as new stormwater facilities and infrastructure repair funded by a 1/8 cent sales tax
levy
• Land acquisition to provide flood mitigation, stream protection, water quality improvements, and recreational
amenities
Funding for Rain to Recreation is provided by a sales tax levy, stormwater charges based on runoff surface area on land
parcels, one-time capital improvement fees for new developments, state and federal grants for water and transportation
infrastructure, and permitting fees charged to developers. Overall, the program has allowed the utility and community to
comply with regulatory requirements, protect natural resource areas in the watershed, create greenways along streams, and
implement green infrastructure practices. Functional and aesthetically-pleasing green infrastructure projects resulting from
the program complement neighborhood revitalization plans and generate multiple benefits for the environment and
community.
Additional reading:
• City of Lenexa's Rain to Recreation Web site at www.raintorecreation.org
• Map of Lenexa's green infrastructure: http://maps.lenexa.com/greeninfrastructure/greeninfrastructuretour.html
• EPA, Green Infrastructure Case Studies:
http://cfpub.epa.gov/npdes/greeninfrastructure/gicasestudies specific.cfm?case id=75
• City of Lenexa, "Rain to Recreation: Making the Case for a Stormwater Capital Recovery Fee": http://www.environmental-
expert.com/Files%5C5306%5Carticles%5C11741 %5C299.pdf
• City of Lenexa, Vision 2020: http://lenexa.com/main/pdfsA/ision2020.pdf
Planning for Sustainability Page 12
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Current Planning Process
In their existing planning processes, utilities often set goals based on community planning information
that defines the amount, type, and location of future demand for the utilities' services. Relevant
information often includes population growth projections, the location and nature of planned
development, and zoning changes. This information typically flows one-way from community
development plans, master plans, and growth management plans to the water utility. Water sector
utilities are then in a position to describe how they will be able to help address other community
priorities in the future. However, utilities typically have a limited role in helping communities
understand the expected impacts of planned growth, such as infrastructure needs and associated costs.
For example, projections of the lifecycle infrastructure costs of accommodating planned growth can
allow for better informed community decisions.
Building Sustainability Considerations into Goal Setting
For purposes of this handbook, setting sustainability goals at the outset of the planning process should
involve information gathering and, where feasible, consultation with community members or other
planning institutions about community sustainability priorities. This activity can take several forms
depending on the utility's capabilities, needs, and relationship to the community. Figure 2 illustrates a
continuum of different types of up-front information gathering and/or consultation between a utility
and the community.
Figure 2: Continuum of Utility-Community Information Gathering and Consultation
Utility gathers
information from
existingdocuments
about community
sustainability
priorities
Utility actively engages
with community about
community sustainability
priorities
Utility partners with
community to jointly
formulate
sustainability priorities
The left side of the continuum represents the utility gathering information from existing community
planning documents or key individuals (such as the town manager or town clerk) about sustainability
priorities related to areas such as transportation, recreation, and housing. Although this approach may
be appropriate for some utilities and communities (particularly in cases where utility capacity or
resources are constrained), most utilities will find significant value added from more active community
consultation.
The center of the continuum represents more active engagement between the utility and the
community to discuss community sustainability priorities. This engagement can be through meetings
Planning for Sustainability
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with planning officials, involvement in ongoing community forums about desired growth and
development, or convening stakeholders representing community organizations to better understand
their priorities.
The right hand side of the continuum represents active partnership between the utility and the
community to jointly formulate sustainability goals that both the utility and the community can actively
pursue. Partnerships, either formal or informal, allow the utility and community not just to understand
each others' priorities but also to enable each others' activities. For example, the water utility that
serves Hidden Valley Lake, California worked over time to enhance drinking water source protection. It
ultimately influenced the nature and location of development through a role in land use permitting
under the direction of the local planning department (see call out box later in this section).
Any of the approaches along this continuum can be used depending on the utility's capacity and
resources, as well as local conditions. Regardless of the approach taken, the following steps can help
utilities effectively engage in consultation at the beginning of the planning process and set sustainability
goals.
Step 1. Identify sustainability priorities and potential opportunities for the utility
Utilities first consider their own sustainability priorities by internally assessing infrastructure and
operations that may provide opportunities for increased sustainability and improved performance. For
example, utilities may want to assess operations using the Effective Utility Management Primer
described in the Introduction to this handbook. Similarly, many aspects of a utility's asset management
plan can provide useful information for identifying sustainability opportunities. A vulnerability
assessment can pinpoint opportunities for improved system resilience. It can also identify gaps in
technical, managerial, and financial capacity that, when address, can help utilities achieve sustainability
goals. For many utilities, sustainability priorities may focus almost exclusively on strategies for meeting
regulatory requirements or approaches for sustaining existing infrastructure and operations as opposed
to new projects.
Although Step 1 is internally focused, it can be informed by ongoing customer and community
relationships and their expectations about the role and operation of the utility. It can also be informed
by the range of incentives utilities have to become more sustainable, including cost savings, financial
benefits, and alignment with the utilities' traditional mission or sustainability policies.
Planning for Sustainability Page 14
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Step 2. Identify community
sustainability priorities
As a second step, utilities should gather
information to understand broader
community sustainability priorities.
Utilities can utilize planning documents or
ongoing planning efforts to gather relevant
community sustainability priority
information, such as transportation plans,
climate action plans, watershed plans, or
community "vision" documents.
As part of considering these plans, utilities
should develop familiarity with the
community-wide priorities these plans
seek to address. Furthermore, utilities
should improve understanding of the
institutions (and key contact personnel)
responsible for planning, and
opportunities for involvement in ongoing
planning processes (e.g., as part of
steering committees, or through direct
agency-to-agency dialogue).
Step 3. Engage the community about
its sustainability priorities
In many cases, utilities will find value in
pursuing active engagement or
partnerships with the community. These
utilities will need to identify forums or
other opportunities for consultation with
community planning institutions or
stakeholders. (Some utilities with limited
resources or capacity may not be able to engage the community actively but can still gather available
information as described in Step 2). In some cases, effective engagement can also be accomplished
through discussions with key individuals, such as the town manager or clerk.
Active community engagement seeks to identify sustainability priorities, describe how water
infrastructure decisions affect a community's ability to achieve priorities, and provide an opportunity to
discuss how the utility and community can align sustainability efforts. These discussions should address
what communities are willing and able to afford if new infrastructure is needed or if other costs
Approaches for Involving Stakeholders in Planning
A variety of approaches for involving stakeholders in planning can
be used in various stages of the planning process:
• Using existing boards or other governing bodies to
provide stakeholder perspectives or as a means for
collecting information about community priorities and
communicating about utility activities
• Establishing and maintaining an informal network of
community opinion leaders periodically consulted on
community priorities or utility sustainability objectives
• Ongoing communications through websites, press
releases, and other channels to keep the broad
community informed about the utility planning process
and decisions
• Public meetings to inform the community about key
milestones in the planning process and solicit feedback
on key decisions
• Focus groups, surveys, or related strategies for soliciting
information about community goals, priorities, values,
and ideas
• A stakeholder steering committee to advise throughout
the process on key planning decisions, such as setting
long-range goals and establishing project selection
criteria and/or weighting schemes
To select an approach, assess how much stakeholder input and
support is needed to make decisions consistent with both utility
and community priorities. Consider:
• What are the potential rate implications, including for
disadvantaged households?
• What is the potential for community disruption?
• What is the overall cost and duration of the effort?
• Do we need consensus for a timely and effective
implementation?
The answers will help utilities determine what stakeholders to
involve, how often, over what period of time, and what outcome is
needed. This information will inform the time and other resources
for stakeholder engagement.
Planning for Sustainability
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necessitate increases of rates or fees. Such
discussions help set realistic expectations
about levels of service and community
costs, and inform the process for
evaluating alternatives (described in
Element 3).
Consulting stakeholder groups can help
build support for utility goals and specific
infrastructure decisions. For example,
utilities considering watershed protection
goals may benefit from consultation with
local land use agencies, private land
owners, developers, or local watershed
groups. Among other things, these
stakeholders may see utility vulnerabilities
not identified by internal personnel.
As part of the consultation process, utilities
may want to consult with neighboring
utilities to understand how peer
institutions are addressing sustainability.
This consultation can also create an
opportunity to explore potential
collaboration opportunities and partnering
relationships.
Other important stakeholders include
economic development, transportation, or
other agencies that set local long-term
growth and development strategies. The forum and nature of discussions on these topics can vary
widely depending on institutional context. For example, a utility housed in a public works or other
department may have consultation with another department facilitated through the leadership of the
mayor, city manager, or city council and governed by city-wide policies. In contrast, an independent
enterprise utility seeking to consult with municipal or county planners may need to establish new
institutional relationships, such as a formal or informal steering committee made up of the senior
management from the relevant agencies.
Consultation opportunities are as varied as the communities in which they take place, including the
following examples:
Hidden Valley Lake, California: Encouraging the
Community to Engage with Water Utilities about
Planning
For certain sustainability goals—such as source water protection-
utilities will need to work with other community institutions that
guide local land use and economic development. Water utility
experience in Hidden Valley Lake, California illustrates how utilities
and communities need to work together on sustainability goals—in
this case by developing community planner appreciation for what
utilities have to say about sustainable growth and development.
Hidden Valley Lake is a rural community of around 4,000 people in
northern California. The Hidden Valley Lake Community Service
District (CSD) provides drinking water to around 1,500 lots from
three high quality domestic water supply wells. In the early 1990s,
CSD sought a greater role in commenting on development permits
issued by the county planning department. CSD sought to avoid
development that might harm groundwater resources and
potentially lead to increased treatment costs.
The county planning department was initially reluctant to increase
CSD's role in its existing permitting process. By working with the
local County Board of Supervisors and other means, CSD
eventually obtained a role in commenting on permits on a project-
by-project basis. CSD recognized, however, that commenting on
individual projects was insufficient to protect the area's water
resources over the long term. With continued support from the
County Board of Supervisors, CSD moved from commenting on
individual permits to playing a deeper role in county planning—
both on a working level and as a "critical stakeholder" in the
county's Master Plan development. Today, CSD maintains a
productive working relationship with county planners and has a
strong voice in how the community grows.
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Cross-sector Coordination for Sustainability at
the Federal Level: The HUD-DOT-EPA
Partnership on Sustainable Communities
At the federal level, the Departments of Housing and
Urban Development (HUD) and Transportation (DOT),
along with EPA, have joined together through the
HUD-DOT-EPA Partnership on Sustainable
Communities to help improve access to affordable
housing, more transportation options, and lower
transportation costs while protecting the environment in
communities nationwide. Through a set of guiding
liability principles and a partnership agreement, this
partnership will coordinate federal housing,
transportation, and other infrastructure investments to
protect the environment, promote equitable
development, and help address the challenges of
climate change. One goal of the federal partnership is
to have this kind of cross-sector coordination occur at
all levels of government. More information about this
Partnership is available at
http://www.epa.gov/smartgrowth/partnership/.
Participating in direct discussions with
other planning institutions and community
bodies early in their planning processes.
Utilities can go directly to other local
planning institutions to discuss sustainability
priorities. In some cases, community
institutions, such as county councils or city
managers, may need to support and
encourage the consultation, and utilities
may need to build relationships with
planning agencies and encourage support
for collaboration over time.
Getting involved with existing community-
wide planning efforts. Where communities
are already involved in community-wide
planning or "visioning," utilities can play an
active and important role in helping to
define community goals and the actions
supporting them. For example, the city of
Portsmouth, New Hampshire undertook a master planning process (culminating in a plan in
2004) that involved many citizens and community institutions in discussions to define a future
vision for the city. The role of water infrastructure was an integral part of the plan, which called
out as a key priority "water and sewer policies and infrastructure [that] make use of best
practices in environmental protection and provide incentives for conservation." The
development of the community's Master Plan was influenced by utilities' existing water and
wastewater plans. The Master Plan then drove subsequent infrastructure decisions by the local
utilities, including construction of a LEED-certified water treatment plant (see case study at the
end of this section for more information on the Portsmouth, New Hampshire case).
Aligning utility planning with existing community plans. If community plans already exist,
utilities can incorporate the plans' goals into their own planning efforts. This may not involve
active utility participation in community planning itself, but rather a strategic decision to
incorporate community goals into the utility's own planning efforts. For example, the City of
Portland, Oregon Water Bureau aligned with Portland's Climate Action Plan by setting specific
objectives in its Strategic Plan to reduce carbon emissions. It then identified (and monitored)
specific carbon reduction actions through the Water Bureau's Sustainability Action Plan. (See
more about the Portland case at the end of the next section.)
Planning for Sustainability
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Convening a stakeholder process for water planning. Absent ongoing processes, utilities may need to
take the initiative to convene and consult directly with members of the community. For example, Quay
County, New Mexico convened a stakeholder steering committee representing the rural county's 10,000
residents to outline a vision and goals and to guide development of its 40-year water plan. Similarly, the
Envision Utah program, a community-wide conversation about the future of the state, outlined a
"Community Design Workshop" process providing communities with a water conservation plan
development blueprint involving "teams of citizens representing a cross-section of local interests."4
Step 4. Identify and document sustainability goals
Regardless of the up-front consultation approach, the utility should document and make available a
description of its process and identify the sustainability goals that emerged from the consultation.
These goals will guide development of the remaining elements, including decisions about infrastructure
investments and other potential utility operational changes. Documentation can also help communicate
sustainability goals to boards, other oversight bodies, and utility employees.
As utilities develop goals, maintaining regular communication with stakeholders and relevant regulatory
agencies will help lay the foundation for (and engender support for) subsequent decisions about specific
strategies and investment alternatives. A transparent decision-making process will help utilities gain the
support of the community.
Implementing These Steps on a Smaller Scale
EPA's Strategic Planning: A Handbook for Small Water Systems describes a process for small systems to
identify goals as a component of a strategic planning process and to carry those goals through to
implementation.5 The document describes the development of a "strategic roadmap" consisting of the
utilities' ideals, goals, and values. Utilities implementing on a smaller scale can incorporate
sustainability considerations into the development of this type of strategic roadmap and inform the
development of sustainability goals through information gathering and consultation with the
community.
In the goal setting process, utilities implementing on a smaller scale may not have the staff or funding
resources to consult actively with other community institutions or stakeholders through a formal
process. These utilities should consider employing less resource-intensive approaches to identifying
community sustainability priorities. These approaches include gathering information through
documents, such as community comprehensive plans, or holding discussions with key individuals in the
community with access to this information, such as the town manager or clerk.
Depending on resources and capacity, some utilities may only be able to pursue Steps 1 and 2. These
utilities may also find that Steps 1 and 2 are sufficient to understand community priorities.
See: (http://www.envisionutah.org/eu qgs waterconserv.html) (call out pp. 119)
5 See: http://www.epa.gov/ogwdw/smallsystems/pdfs/guide smallsystems stratplan.pdf
Planning for Sustainability Page 18
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Neighbors Helping Neighbors: Regional Cooperation and Partnerships in New Mexico
New Mexico covers over 121,000 square miles and has a population of slightly more than two million people. A majority of
the population is located within the metro areas of Albuquerque, Las Cruces, and Santa Fe. The state is served by over 600
community water systems, of which 93% serve fewer than 10,000 people. While the smaller community water systems must
be resourceful to meet their own needs, many simply do not have the resources and the talent pool to do everything—so
neighbors help neighbors.
Regionalization is an active concept in New Mexico, and there is a concerted effort by public officials to encourage physically
connected regional systems ... but regionalization does not always mean connected systems, nor does it have to be nudged
by governmental action in all cases.
In the mountains east of Albuquerque, within a 600 square mile area, there are 19 community water systems (CWS) with
various organizational forms, including non-profit privately-owned cooperatives, private for-profit companies and
corporations, public mutual domestic associations—and four community sewer associations. To ensure high quality and
efficient service for their customers, these systems work together in a variety of ways pursuant to both written and unwritten
agreements.
• The largest CWS provides a certified water operator (under contract) to three much smaller CWSs and certified
wastewater expertise for two community sewer associations serving less than 100 homes each. It frequently helps
troubleshoot problems and provide managerial expertise and regulatory knowledge to the smallest entities at no
charge.
• The owner of a private for-profit CWS also owns a construction company and provides construction and repair
crews for its neighbors below its normal rates.
• A private for-profit CWS provides a certified wastewater operator, under contract, to a public mutual domestic
sewer association.
• Some of the smaller systems share billing and work order systems, share expenses for a back hoe and operator,
and assist one another in repairing damage.
• As drought reduces the availability of ground water, systems within proximity of each other have created
interconnections to provide temporary assistance to resolve a water supply challenge of their neighbors—and in
many cases, that water can flow in both directions.
Neighbors in rural communities help each other; the same is true for the CWSs and sewer associations that serve them. In
rural New Mexico, necessity is the mother of invention.
In most cases, utilities in smaller communities will find it beneficial to pursue active engagement with
the community, with community planning institutions, or with stakeholders. Even smaller communities
will occasionally need to garner community support for critical decisions. Community-wide planning has
multiple benefits in this context. For example, utility managers in the City of Live Oak, Florida worked
with the local water management district to develop plans for wastewater reuse before any funding was
available to do so. When state legislation established a funding source for reuse, Live Oak was well-
positioned to receive the money, which funded a significant amount of its reuse infrastructure.6
Key Diagnostic Questions
Utility managers can use the following questions to evaluate their implementation of this element:
5 Bob Farley, 7/1/10
Planning for Sustainability Page 19
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• What was the internal process your utility undertook to identify its sustainability opportunities?
What opportunities did the utility identify?
• What community plans or information sources did your utility consult to identify community
sustainability priorities?
• If applicable, how did your utility consult with other community members or community
planning organizations about utility and community sustainability priorities and the relationship
between them?
• If applicable, how did your utility consult with neighboring utilities about potential partnership
opportunities to share information or services?
• As a result of your own internal discussions and upfront information gathering and consultation
with the community, what sustainability goals did your utility set and why?
• How were your utility's sustainability goals documented and communicated internally and
externally?
• How will the community and others consulted be kept informed of subsequent decisions and
developments?
Example of Sustainability Planning in Practice: Portsmouth, New
Hampshire Incorporates Water and Wastewater Decisions into
Community-Wide Master Planning
Portsmouth, New Hampshire, a community of approximately 20,000 people, provides an example of
how utility planning informed community Master Plan development. It also illustrates how utilities can
help implement parts of a Master Plan through ongoing water system operations.
Portsmouth produced a community-wide Master Plan in 2005.7 The Master Plan established goals,
objectives, and strategies for the city for a ten year period. It covered land use, housing, economic
development, transportation, natural resources, and a range of other topics—including the city's water
and wastewater utilities.
The city's residents and public officials contributed to plan development—mainly through "Portsmouth
Listens," a process that convened citizens through small discussion groups and included several
meetings with City boards, regional institutions, neighborhoods, and private interest groups. This
process resulted in a vision reflecting citizen aspirations for the city's future, and it informed
identification of community action priority areas. The vision read, in part:
Portsmouth should be a livable, walkable city that preserves its history, lives in balance
with its natural resources, protects its waterfront and views, provides a good climate for
entrepreneurial opportunity, acts on its belief in socio-economic diversity through
affordable housing, and connects neighborhoods through multiple and innovative modes
of transportation.
7 City of Portsmouth. 2005. Portsmouth Master Plan: http://www.citvofportsmouth.com/masterplan/MasterPlanFinalComplete-Aug2005.pdf
Planning for Sustainability Page 20
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Key plan priorities included maintaining a vital downtown area (including increased public transit,
mixed-use buildings, and higher density housing options), enhancing certain transportation corridors,
and housing affordability. Sustainable development—including environmental, economic, and social
sustainability—was also called out as a key priority. As a component of sustainable development, the
plan said that "water and sewer policies and infrastructure should make use of best practices in
environmental protection and provide incentives for conservation."
The Portsmouth Master Plan incorporated, and benefited from, strategies identified in existing water
and wastewater plans (i.e., the Water System Master Plan, the Sewerage Improvement Program, and
the Combined Sewer Overflow Long Term Control Plan). It also outlined new strategies for water
conservation, energy efficiency, "green infrastructure," and others to be implemented by the water and
wastewater systems. Table 1, below, provides examples of goals, objectives, and strategies related to
water and wastewater from the Master Plan.
Under the goal to "provide drinking water that meets federal and state regulatory requirements and
serves the needs of Portsmouth's residents and businesses," the Master Plan called out upgrading or
replacing the Madbury Treatment Facility to meet future regulatory requirements and rectify past
violations—an action also identified in the Water System Master Plan. Driven by the sustainability goals
in the City's Master Plan, the new facility was designed according to sustainability principles, including
promoting energy efficiency, minimizing waste, being durable over its lifecycle, reducing the City's
carbon footprint, and reusing existing structures wherever possible. The design followed LEED
(Leadership in Energy and Environmental Design) principles, including using 30 percent less energy than
conventional designs (including technologies such as solar hot water collectors, heat pumps, and
"daylight harvesting"), saving costs and reducing the facility's carbon footprint.
Planning for Sustainability Page 21
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Table 1: Examples of Water and Wastewater Goals, Objectives, and Strategies from the Portsmouth Master Plan
Selected Master Plan Selected Objectives Related to
Goals Water and Wastewater
Promote new
development and
redevelopment that
supports the Master Plan
vision.
• Promote new development and
redevelopment that...minimize
demands for new infrastructure
and services.
Selected Strategies Related to Water
and Wastewater
• Revise site review regulations to allow for a fuller
consideration of off-site and neighborhood impacts (e.g.,
stormwater).
• Consider fiscal impacts when reviewing proposals for
zoning changes or zoning map updates.
Provide drinking water
that meets federal and
state regulatory
requirements and serves
the needs of
Portsmouth's residents
and businesses.
• Protect and improve the quality
and supply of the City's
groundwater and surface water
resources.
• Maintain and upgrade water
distribution and treatment
systems to meet current and
future domestic, commercial, and
fire protection standards.
Protect reservoir watershed areas and wellhead zones.
Promote water conservation and increase public
awareness of best practices in watershed management.
Implement recommendations made in...the Water
System Master Plan (e.g., improve the distribution
system efficiency, upgrade and/or replace the Madbury
Treatment Facility).
Protect the Region's
water resources through
effective collection and
treatment of wastewater
and stormwater.
• Operate and maintain the City's
wastewater treatment facilities
and expand and upgrade as
needed to comply with regulatory
requirements and to
accommodate growth.
• Minimize impacts to the City's
waterways from combined sewer
overflow.
• Participate in regional
approaches to wastewater
treatment and disposal.
• Continue to implement...the Sewerage Improvement
Program.
• Review site review regulations with respect to
stormwater management and upgrade to current best
practices.
• Implement the Combined Sewer Overflow Long Term
Control Plan.
• Consider implementing a stormwater enterprise fund to
provide for and fund the construction, operation,
improvement, and maintenance of stormwater facilities.
• Consider adopting the "green infrastructure" concept as
a component of open space planning and site plan
sview.
Develop an approach to
natural resource
protection and planning
that is based on
watershed boundaries,
wildlife habitat areas, and
open space corridors.
• Direct new growth to areas that
are already developed and
where adequate infrastructure for
growth is in place.
review.
Incorporate sound
environmental practices
into all municipal policies
and projects.
• Develop and adapt an
environmental policy to guide
City projects and operations in
order to achieve City-wide goals
of improving and sustaining
environmental quality.
• Identify goals for reducing water
consumption....improving energy efficiency, [and]
implementing natural landscaping techniques.
Maintain and improve the
quality of wetland and
waterfront areas.
• Protect significant wetlands.
• Reduce non-point source
pollution.
• Require the design of stormwater management systems
to maximize habitat value.
• Minimize runoff by clustering development on the least
porous soil and using infiltration devices and permeable
pavements.
• Limit impervious surfaces and add green spaces.
Planning for Sustainability
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Planning Element 2: Objectives and Strategies—Establish
Objectives and Strategies for Each Sustainability Goal
Element Description
Utilities should develop one or more explicit and measurable objectives for sustainability goals selected
in Element 1. These objectives translate sustainability goals into the specific achievements the utility
will work toward. Utilities should also assess their current performance (or "baseline") relative to each
sustainability objective and identify general strategies to meet them.
For example, if a utility has a sustainability goal
to manage runoff effectively in wet weather
events using green infrastructure, it might set an
objective, baseline, and strategies as follows.
• Objective: Reduce projected wet
weather combined sewer collection
system capacity needs by 10 percent
through green infrastructure.
• Baseline: Current CSO capacity needs
given historical and anticipated
precipitation event flows.
• Potential Strategies: Green
infrastructure alternatives and
deployment options that will meet the
10 percent objective.
Illustration of Objective,
Baseline, and Strategies
High
u
c
TO
OJ
CL
M—
O
"oj
OJ
Low
Objective: Desired Level of Performance
I Strategies: Move Utility
I from Currentto Desired
I Performance Level
Baseline:
Current
Performance
Level
Specific project and program alternatives based on the strategies identified at this stage of planning will
be specifically evaluated through alternatives analysis later in the planning process (Element 3).
Strategy implementation should include measurement and evaluation to determine if further advances
and improvements can be made overtime.
Current Planning Process
Some utilities establish planning objectives or, similarly, establish "levels of service" through asset
management programs.8 Many utility planning documents, however, never explicitly identify
objectives. Whether or not objectives are explicitly stated, utility plans typically focus on conventional
Levels of service describe desired performance on issues that are a high priority to customers or are required by regulators. They represent a
commitment on the part of the utility to offer service that meets an expected quality standard. Utilities that establish service levels typically
also seek to collect and report performance data that assess the utility's success in meeting the established levels.
Planning for Sustainability
Page 23
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drinking water or wastewater objectives, such as providing adequate and reliable services, providing
high quality water, protecting water resources, and operating cost-effectively. When evaluating
baselines, utilities typically analyze current and projected service demand, the adequacy of current
supply capacity, the ability to meet current and anticipated regulatory requirements, and the baseline
condition of existing infrastructure. Strategies typically focus on infrastructure repair, rehabilitation, or
replacement.
Setting Objectives for Drinking Water Quality and Quantity
The quality and quantity of available water are sometimes not given sufficient attention in long term planning. Drinking water
utilities should consider setting both near- and long-term water source quantity and quality objectives. For example, it is
possible that the community's water source might not meet its long term needs or the community may not be able to
adequately address a source water contamination challenge—thus ultimately rendering the source unusable. Water utilities
should work closely with their communities to determine water supply needs and demands in conjunction with land use
planning and zoning for development (or redevelopment) while ensuring those plans are protective of the environment and
the drinking water source(s). Planning processes to address these issues can include consideration of the following types of
questions:
• How much water is available from the water supply source(s)?
• What are the legal and regulatory implications for water withdrawals, while maintaining ecological flows?
• What are the water supply needs and demands of the community, including energy and industry, and projected
growth?
• How much storage capacity is built-in to the water supply?
• Does the utility have back-up or alternative sources and interconnections with other water systems in case of
extreme weather events, such as droughts and floods?
• Does the utility have a conservation plan in case of a water shortage?
• Is the water supply susceptible to saltwater intrusion from over-withdrawals of groundwater or climate change?
• Does the community's land use plan and zoning include provisions for determining adequate water supply
production, and protection of drinking water sources and environmentally sensitive areas?
• Does the water utility have a source water protection plan?
• Does the water supply have natural filters and barriers (e.g., riparian buffers, land conservation, and wellhead
protection) in place to prevent pollution, or are there opportunities to implement them?
Building Sustainability Considerations into Objective Setting
For the purpose of this handbook, developing objectives, analyzing baselines, and identifying strategies
may involve enhancements to existing planning processes, including:
• Incorporating a broader range of objectives, which are aligned with sustainability goals, into the
planning process;
• Analyzing baselines for the sustainability objectives, which may require utilities to undertake
new (and possibly unfamiliar) types of monitoring and analysis, such as conducting an energy or
water audit;
• Identifying different types of (and also possibly unfamiliar) strategies for meeting objectives,
such as assessing green infrastructure options or opportunities to partner with other utilities.
Planning for Sustainability Page 24
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• Using the sustainability objectives and related strategies as the basis for making subsequent
project decisions through alternatives analysis (Element 3) and developing a supporting financial
strategy (Element 4).
The following steps will help utilities establish effective sustainability objectives, measure baselines, and
identify strategies.
Step 1. Identify sustainability objectives
Utilities should identify an objective or objectives for each sustainability goal. Any vulnerabilities in
technical, managerial, or financial capacity of the utility that would preclude achieving sustainability
goals should be targeted for specific objectives and strategies. Measuring performance relative to
vulnerabilities is critical to achieving a sustainable course of action.
In some cases, utilities may want to
express sustainability objectives in
terms of specific quantitative
targets. For example, a utility may
want to reduce energy
consumption by 10 percent or
increase water efficiency by 25
percent. In other cases, a utility
may want to develop procedural
objectives, such as developing
policies that target infrastructure
investments to existing
communities. Utilities may also
want to establish a procedural
objective to create a level playing
field among options—including
those that are more sustainable.
For example, a utility could set an
objective to evaluate non-
traditional project alternatives
(e.g., decentralized wastewater
solutions, green infrastructure for
stormwater, etc.) along with
conventional "grey" infrastructure
or to evaluate partnership
opportunities in any analysis of
system expansion options.
The City of Walla Walla, Washington Sets
Water Conservation Objectives
Washington State requires that all utilities develop and implement a cost-
effective water conservation program in order to have Water System Plans
approved and when applying for new water rights. The State's planning
handbook outlines a conservation program planning approach that includes
setting objectives as an early step in program development.
Following the state guidance, the city of Walla Walla—a community of
58,000 people in arid Eastern Washington—set the following objectives for
its conservation program:
• Reduce unaccounted-for-water;
• Increase customer awareness of water-use habits;
• Reduce peak water consumption;
• Protect natural resources; and
• Comply with state guidelines.
These objectives are all aimed at achieving a measurable conservation
program goal set by the City "to reduce losses before customer meters of
an average of 0.2 percent per year until 2010, with a goal of reaching a 10
percent [unaccounted for water] level by 2024."
Walla Walla identified several strategies for achieving the objectives,
including source meters, service meters, leak detection, and conservation
pricing.
Further Reading:
• Washington State Department of Health. "Water System Planning
Handbook," April 1997, Chapter 4. (On file)
• City of Walla Walla. "Comprehensive Water System Plan
Update—Final Report." October 2006. See: http://www.ci.waiia-
walla.wa.usA/ertical/Sites/l5C31B82F-5E63-4200-9CF4-
237E5245E279)/uploads/IQ6C6AB02-467C-4C10-BDAB-9E4944C6698A).PDF
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Step 2. Ensure that objectives are SMART
The most effective objectives are SMART:
• Specific: Utilities specify exactly what they want to achieve
• Measurable: Utilities are able to measure whether they are meeting the objectives
• Attainable: Utilities can realistically achieve the objective in the time period specified
• Realistic: Utilities can achieve the objective with the capacity, funding, and other resources available
• Time-based: Utilities set a timeframe for achieving the objective
An example of a SMART objective, which was developed by the City of Portland Water Bureau, is:
"Reduce the bureau's overall electrical use by 5 percent (excluding variation due to weather and
groundwater operation) by July 2012, compared to a 2005-08 baseline."
While these objectives clearly establish a target, other types of objectives can be similarly "SMART." For
example, a utility could establish an objective to evaluate green infrastructure alternatives for any
proposed infrastructure investment of over $10 million and revisit the investment threshold in five
years.
Utilities should strive to set objectives that are "achievable" and "realistic." They may, however, be
operating in an environment where information on their baseline and realistic objectives is lacking. In
this case, utilities may want to set provisional objectives that can be refined later. As part of a continual
improvement process, these objectives may be refined and adapted over time as more information is
gathered and project alternatives are evaluated and selected. For example, a utility may identify current
energy consumption and the relative costs and benefits of energy efficiency alternatives before setting a
specific target. Utilities with "low hanging fruit" may set an ambitious objective, while utilities with few
remaining low-cost efficiency options may set a more conservative target.
Step 3. Analyze baseline performance
Utilities should conduct and document a baseline analysis for each sustainability objective.
For some objectives, the analysis of baselines will be data-driven and quantitative. For example, a utility
with an objective to reduce energy use by 10 percent over five years could conduct an energy audit to
identify baseline energy use. The analysis can use publicly available tools, such as EPA's Portfolio
Manager for water utilities, and readily-accessible information such as utility bills (see Appendix A for
links to a variety of energy audit and analysis tools).
Examples of other useful baseline analysis information sources include:
• Asset inventories and condition assessments to establish the degree of baseline deployment,
effectiveness, and cost;
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• Population and land use projections to forecast future demand inside and outside of service
areas to understand needs and opportunities for infrastructure investments focused on existing
communities; and
• Water service supply and demand data to establish a baseline for water efficiency and use (e.g.,
for an analysis of water conservation opportunities).
Where objectives are procedural, the analysis of baselines can be qualitative. For example, a utility may
set the following objective: "For all proposed infrastructure investments to accommodate new growth,
consider alternatives that can accommodate the same amount of growth through investment in existing
communities." In this case, the utility would describe its current (i.e., baseline) capacity to analyze and
implement alternatives that focus growth in existing communities.
There are a number of tools and resources available to support quantitative and qualitative baseline
analysis. They are included in Appendix A.
Envision Utah: A Guide to Baseline Analysis in Water Conservation Planning
Envision Utah is a stakeholder-based statewide effort to establish a vision "to keep Utah beautiful, prosperous, and
neighborly for future generations." Although it is a state plan rather than a utility plan, Envision Utah's toolkit on water
conservation illustrates a step-by-step guide for conducting baseline analysis that utilities could follow. Key steps are:
1. Describe the water storage and delivery system, including the size of the physical system, the number of people and
connections, services, land use, demographics, and any unique characteristics that affect supply or demand.
2. Inventory the water supply system, including sources of water supply, the status of water rights, and any limits on
system capacity.
3. Estimate present water demand (e.g., with information from current billing records).
4. Estimate future water demand based on population growth projections and other relevant information.
5. List and rank water problems, including high per capita use, significant losses, constraints on system capacity, and/or
insufficient water rights.
6. List and analyze potential solutions, including water conservation through infrastructure investments (e.g., repairing
leaks, replacing old lines and tanks, etc.) and/or demand reduction.
The first five steps establish a baseline for the current system. Step 6 describes the identification of potential strategies.
Further Reading:
• Envision Utah. "Urban Planning Tools for Quality Growth," Chapter 5 (pp. 115-118)
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Examples of Potential Types of Baseline Analysis
Although the specific kinds of baseline analyses utilities will undertake will be driven by their specific objectives,
some examples are listed below.
Through asset management, evaluation of the baseline condition of existing infrastructure and needs for repair,
rehabilitation, and replacement to maintain target service levels, reliability, etc.
Assessment of current revenue adequacy and needs to cover full costs of asset repair rehabilitation, or
replacement.
Assessment of service demand that could be addressed through green infrastructure and opportunities for
deployment (i.e., what kind, where located, capacity, etc.).
Energy audit and associated analysis of conservation/efficiency opportunities.
Water audit and analysis of conservation/efficiency opportunities, including consumer-based strategies (e.g., water
conservation programs).
Assessment of service demand or other needed technical, financial, and managerial capacity that could be met
through joint infrastructure development or other types of collaboration with adjoining utilities.
Assessment of opportunities to more cost-effectively use existing collection capacity through in-fill development
within the existing service area.
Assessment of community land use options and the impact on water utility infrastructure operation and
maintenance costs.
The City of Panora, Iowa, Improves Water Quality
and Saves Money by Partnering with a Neighboring
Utility
The City of Panora, Iowa, serves a population of 1,175
people through 700 residential connections. To address
nitrate levels that were exceeding water quality standards,
Panora chose a strategy of partnering with a neighboring
utility. Through this partnership, Panora purchased low-
nitrate source water from the neighboring Panorama Lake
Association and blended it with Panora's source water to
meet the water quality standards. This partnership strategy
was more cost-effective than installing expensive new nitrate
treatment infrastructure at Panora's treatment plant.
Further Reading:
• EPA, System Partnership Solutions to Improve
Public Health Protection:
http://www.epa.gov/ogwdw/smallsvstems/pdfs/publichealthstudv
v1 .pdf
Step 4. Identify key strategies
Baseline analysis can help utilities identify
general strategies for achieving sustainability
objectives and for conducting in-depth
alternatives analysis (described later in this
handbook). In addition to considering
strategies that would involve new
infrastructure, utilities can consider, where
appropriate, collaboration and partnering
relationships as a way to meet objectives. In
many cases, it may be useful to undertake a
basic "brainstorming" approach.
As utilities begin this step, they should keep in
mind basic tips about brainstorming:
• Don't judge, challenge, evaluate, or
criticize suggested strategies;
• Emphasize the quantity of ideas, not
quality; and
• Put analysis and organization in the background.
Resources listed in Appendix A describe sustainability strategies and best practices related to
sustainability. Examples include:
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State of Wisconsin "Water and Wastewater Energy Best Practice Guidebook";
Water Infrastructure Finance Authority of Arizona, "Sustainable Infrastructure: A Best Practices
Guide for Arizona Wastewater Utilities" (chapter on "sustainable design strategies");
Water Environment Research Foundation (WERF): "Performance and Whole-Life Costs of Best
Management Practices and Sustainable Urban Drainage Systems";
EPA, "Gaining Operational and Managerial Efficiencies Through Water System Partnerships";
EPA, "Setting Small Drinking Water System Rates for a Sustainable Future"; and
Vermont Agency of Natural Resources, "Growth Center and Growth Management Guidance
Document."
Step 5. Document objectives,
baselines, and strategies
Once a utility has set objectives, it should
incorporate them into utility planning
documents along with information about
baselines. Utilities should document how
progress towards objectives will be
measured and should be willing to adapt
their strategies over time. Some utilities
may choose to document objectives through
an Environmental Management System (see
call-out box about Camden County, at right).
EPA has developed a variety of tools to help
water and wastewater utilities adopt
environmental management systems.
These tools are listed in Appendix A.
Utilities should also document general
strategies (and related tools and resources)
that suggest project alternatives to be
considered in alternatives analysis (Element
3). For example, a utility evaluating the
feasibility of non-traditional strategies for
meeting future drinking water needs would
identify a range of strategies that include
source water protection, reduction of non-
point sources of pollution, and potential
service interconnections with adjacent
utilities. The most promising strategies can
be further analyzed as part of alternatives
analysis.
Camden County, New Jersey Municipal Utilities
Authority: Documenting Objectives in an
Environmental Management System
The Camden County Municipal Utility Authority (CCMUA) serves
a population of around 500,000 people. It has codified its
specific objectives related to water quality, odor control, and cost
minimization in its Environmental Management System (EMS)
manual. All of the decisions that the utility makes have to be
consistent with these objectives, which are expressed in the
manual as:
"The CCMUA will do its utmost to:
1. Optimize the quality of its effluent
2. Minimize adverse impact from odors emanating from
the wastewater treatment and sludge disposal
processes.
3. Minimize cost impacts to ratepayers."
The EMS Manual goes on to describe the ways in which the
utility will achieve its objectives, such as:
• Operating the plant in a manner which will minimize the
potential for odors from the wastewater treatment and
sludge thickening, dewatering and drying processes.
• Implementing and maintaining a comprehensive record
keeping and reporting system that tracks water quality,
odor minimization and cost minimization efforts.
• Providing regular training opportunities to personnel
associated with the wastewater treatment and biosolids
management program.
Further Reading:
• Camden County Municipal Utilities Authority EMS Manual:
http://www.ccmua.org/ccmuaems.pdf
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Implementing These Steps on a Smaller Scale
All utilities should set realistic sustainability objectives. When implementing this handbook at a smaller
scale, utilities may want to set qualitative rather than quantitative objectives. For example, a utility may
choose to set an objective to "reduce energy use" and, based on further experience, consider setting a
specific quantitative objective later on, such as "reduce energy use by 10% over 5 years."
Utilities setting qualitative objectives can also do a qualitative analysis of baselines. For utilities
implementing on a smaller scale, basic information gathering on baseline conditions may be enough to
understand strategies available to pursue sustainability objectives (see call-out box on Arenas Valley,
below). All utilities can take advantage of the range of tools described above (and listed in Appendix A)
that have been developed to estimate baselines and identify strategies.
Arenas Valley, New Mexico Establishes an Asset Baseline through an Inventory and Condition
Assessment
The Arenas Valley Water District Association—which maintains around 430 connections in the small community of Arenas
Valley, New Mexico—used an asset inventory and condition assessment to better understand baseline infrastructure
conditions. This analysis revealed that small investments in repair of existing pipes made much more sense than large-scale
pipe replacement—a solution that saved the community money and allowed it to invest in other system upgrades.
Concerned about leaks from the distribution system, the AVWDA Board sought to replace significant portions of the water
distribution system, which were old and degraded. With assistance from the New Mexico Environmental Finance Center,
AVWDA undertook an asset inventory and condition assessment to understand the utility's baseline infrastructure condition
and needs for upgrades. As part of this work, AVWDA also established a level of service agreement, which described the
kind of service it sought to provide. The service levels addressed operating costs, responsiveness, reliability, regulatory
requirements, water quantity, and customer satisfaction. This information enabled AVWDA to assess how to fill the gap
between its current baseline and desired service levels.
The asset inventory and condition assessment helped AVWDA realize that replacing PVC pipe was not the most cost-
effective strategy for reducing leaks and upgrading service. The analysis revealed that the existing PVC pipe should remain
in good condition for 25 years. Replacing it would not help prevent breaks related to junctions with service lines or damage
from construction contractors, which accounted for a large number of breaks and service disruptions. An analysis of full
lifecycle costs identified pipe repair (rather than replacement) as a more cost-effective strategy.
Key Diagnostic Questions
Utility managers can use the following questions to evaluate their implementation of this element:
• How was each of your utility's sustainability goals reflected in specific, measurable objectives?
• In what ways were your utility's sustainability objectives articulated consistent with the SMART
principles?
• For each sustainability objective, what kind of baseline analysis did you conduct to assess your
current status?
• What types of tools and resources did you use for the baseline analysis?
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• Are there monitoring programs already in place to generate data for baseline analysis and to
monitor progress toward objectives?
• For each sustainability objective, what traditional and non-traditional strategies did your utility
identify?
• How and where were the sustainability objectives described and codified in a planning
document?
• What is your plan for measuring and tracking the accomplishment of sustainability objectives
overtime?
Example of Sustainability Planning in Practice: The Portland,
Oregon Water Bureau Turns Goals from the Portland Climate
Action Plan into Specific Objectives
The Portland, Oregon Water Bureau provides drinking water to nearly 900,000 residents in
Northwestern Oregon. Its role in implementing the Portland Climate Action Plan illustrates how a utility
can set SMART objectives to achieve sustainability goals and help achieve an important community
priority.
The City of Portland issued a City-wide Climate Action Plan in October 2009.9 The plan outlined several
actions to be accomplished by 2012. Since that time, the Portland Water Bureau has become a partner
in the City's effort to reduce greenhouse gas emissions by incorporating the community's goals into its
own strategic and sustainability planning.
The Portland Water Bureau's 2008-2011 Strategic Plan10 reflects both a general commitment to support
community goals and specific objectives and tactics related to the City's Climate Action Plan. As an
indication of the Bureau's high level commitment to support community goals, its mission is "to provide
the citizens and the City Council with a water system that supports their community objectives and
overall vision for the City of Portland." Accordingly, the Water Bureau incorporated reducing
greenhouse gas emissions into its strategic plan as a commitment to:
"Develop and implement a carbon emissions mitigation strategy. Continue to make
improvements in energy-efficient operation and design [and] increase both use and
generation of renewable energy."
The commitment was further elaborated through utility service levels described in the plan:
• Bureau's carbon emissions are reduced from 2007 levels.
• Percentage of energy generated from renewable sources increases from 2007 levels.
Seethe City of Portland and Multnomah County Climate Action Plan at: http://www.portlandonline.com/bps/index.cfm?a=268612&c=49989
10 See the Portland Water Bureau Strategic Plan: 2008-2011 at: http://www.portlandonline.com/water/index.cfm?a=328185&c=55152.
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The Water Bureau spelled out its specific action plan for reducing carbon emissions and increasing
renewable energy use in the 2009 update to its "Sustainability Action Plan." The Action Plan contained
the Bureau's goals and actions to reduce energy use, transportation-related emissions, paper use, water
use, and toxics use and to enhance neighborhood livability.
The 2009 update included specific actions to reduce Portland's carbon footprint in its sections on energy
use and transportation. The plan identified specific, measurable goals, which are very similar to the
concept of "SMART objectives."11 For example, under the heading of energy, the Water Bureau listed:
• Reduce the Bureau's overall electrical use by 5 percent (excluding variation due to weather and
groundwater operation) by July 2012, compared to a 2005-08 baseline.
• Reduce electrical use by 5 percent at top 10 facilities (highest electrical use) by July 2012, as
compared to a 2005-2008 baseline.
• Install renewable energy facilities with minimum capacity of 400 kW by July 2010.
• Take energy efficiency and renewables generation opportunities into account when planning for
facilities to comply with Long Term 2 Enhanced Surface Water Treatment Rule requirements.
The specificity of these objectives allowed the Bureau to identify specific actions related to each and to
develop annual status reports. Greenhouse gas emissions are tracked through the Bureau's annual
carbon footprint report.12
See: http://www.portlandonline.com/water/index.cfm?c=49430&a=279197.
12 See: http://www.portlandonline.com/water/index.cfm?a=246396&c=31525
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Planning Element 3: Alternatives Analysis—Analyze a
Range of Alternatives Based on Consistent Criteria
Element Description
Effectively integrating sustainability goals and objectives into an analysis of infrastructure alternatives is
a critical component of planning. It allows utilities and local officials to make infrastructure decisions
consistent with sustainability goals and objectives best suited for the utility and the community.
Alternatives analysis can be conducted at many
scales, from an analysis of system-wide
infrastructure alternatives to specific engineering
decisions about the repair, rehabilitation, or
replacement of specific equipment. The steps
and examples described below focus on project-
level alternatives analysis linked to utility goals
and objectives but can be translated to different
scales.
For alternatives analysis to be effective, utilities
need to establish explicit and consistent project
selection criteria for each sustainability objective.
Identifying and applying sustainability criteria is
the critical juncture at which utilities choose the
specific economic, environmental, and social
benefits they will weigh in selecting among
alternatives. A replicable, consistent, and
transparent approach will ensure that each
alternative is considered on a level playing field.
When done well, this approach will enable
utilities to choose a mix of projects that meets
customers' service expectations, optimizes the
sustainability of utility infrastructure and
operations, and supports other community
sustainability priorities whenever feasible. The
selected alternatives will thus represent "best
value" projects for the utility and for the
community as a whole.
Following and documenting a consistent set of steps for alternatives analysis can help utilities explain
the logic of decisions to utility boards, local elected officials, and others. These steps also provide
Sustainability Criteria and Conventional Criteria
When analyzing alternatives, utilities should use
sustainability criteria along with conventional project
selection criteria.
Examples of potential sustainability criteria include:
• Ecological and economic impacts, such as the
extent to which projects damage (or create)
important habitat, or create green space and
recreation opportunities.
• Preference for treatment or operational functions
that rely on natural systems for lower lifecycle
operating costs through reduced energy and
chemical inputs.
• Reduced reliance on the energy grid through
greater energy efficiency or self-generation of
energy.
• The extent to which projects focus on
sustainability of infrastructure in a utility's existing
service area.
• Cost-effectiveness based on an assessment of
full lifecycle costs.
Conventional criteria often include considerations such as:
• Ability to meet future demand growth.
• Ability to improve reliability.
• Ability to meet regulatory requirements.
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utilities with information that may be useful for guiding the work of consultants to analyze and
document a variety of traditional and non-traditional alternatives.
Current Planning Process
Utilities commonly undertake alternatives analysis as part of planning. They then document selected or
recommended alternatives in planning documents. Alternatives often involve the repair, rehabilitation,
or replacement of aging infrastructure or investment in new infrastructure to meet demand growth or
regulatory requirements, including those driven by enforcement actions. As typically practiced,
alternatives analysis considers criteria such as technical performance, cost, maintainability, and
reliability. These criteria screen for alternatives that deliver the highest reliable performance at the
lowest overall cost. Conventional alternatives analysis, however, rarely explicitly and consistently
incorporates broader economic, social, and environmental sustainability considerations.
Building Sustainability Considerations into Alternatives Analysis
Incorporating sustainability considerations into alternatives analysis may involve the following
adjustments to current planning processes:
• Using a broader set of assessment
criteria that explicitly link to the
utility's specific sustainability goals,
objectives, and other community
priorities, where applicable;
• Using a consistent and documented
methodology for evaluating and
comparing projects using the
criteria;
• Including specific consideration of
natural or "green" systems; and
• Potentially using other relevant
community input to inform the
assessment methodology (e.g., by
weighting criteria according to
community priorities).
The following steps will help utilities incorporate sustainability considerations into alternatives analysis.
Step 1. Identify alternatives
Utilities should list and describe a broad range of project alternatives that, individually or in
combination, support the stated objectives. Many project alternatives will come from the general
Evaluating Green Infrastructure Alternatives
As part of alternatives analysis, utilities should assess what types
of non-traditional or "green" infrastructure alternatives may help
achieve objectives. Lack of familiarity or experience with these
alternatives, however, can create challenges. In particular,
utilities may face uncertain operations and maintenance costs for
green infrastructure alternatives.
In response, utilities can phase in green infrastructure
investments and then consider further deployment based on
what they learn about effectiveness and cost. In alternatives
analysis, utilities may want to examine a range of deployment
options—from pilot scale to "maximum technically achievable"—
and identify the right level of deployment given their needs and
the level of knowledge or uncertainty about green infrastructure.
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strategies identified in Element 2. For example, a facility may have identified source water protection as
a viable strategy for protecting groundwater to meet future demand. In the alternatives analysis, the
utility would evaluate options that specifically identify candidate source water areas, protection
strategies, time frames, and other specific characteristics.
Step 2. Develop sustainability
criteria
The criteria used to assess and select
projects in the alternatives analysis
should reflect a utility's sustainability
objectives identified in Element 2.
Utilities will also likely include criteria
related to other utility objectives
(reliability, risk management, etc.).
Setting and applying project selection
criteria is the critical juncture at which
utilities choose the economic,
environmental, and social benefits they
will weigh in selecting among
alternatives and choosing the mix of
projects that optimizes the sustainability
of utility operations.
Community stakeholder views are also
important when evaluating alternatives.
Where feasible, utilities should consider
using community input to identify
project selection criteria and their
relative importance. For example,
Louisville and Jefferson County
Metropolitan Sewer District in Kentucky
convened community stakeholders to
identify community values for analyzing
and selecting among options for
reducing wet weather flows. The
community values, which included
"public health enhancement" and
"economic vitality" among others, were
used to calculate benefit scores for each
project alternative. These scores were
combined with cost information for a
Orange Water and Sewer Authority Plans for Future Water
Demand
Orange Water and Sewer Authority (OWASA) provides drinking
water, wastewater, and reclaimed water services to the Chapel Hill-
Carrboro community in North Carolina. Its long-range planning
approach illustrates how utilities are altering their planning and
investment decisions in response to greater uncertainty about factors
such as climate change.
After experiencing the worst drought on record in 2001-2002—and the
second worst drought in 2007-2008—OWASA began to question the
reliability of its conventional planning assumptions about rainfall
patterns and the yield of its water supply sources. In response to this
increased uncertainty, the utility began to consider potential low yield
scenarios outside of historical trends and extended its water supply
planning horizon out from 15 years to 50 years. These scenarios
identified substantial vulnerabilities to the utility's future water supply
and pointed to the need to examine an expanded suite of water
supply and demand management strategies that could address
increased variability in future supply and demand conditions.
As a result of its new planning approach, OWASA selected several
strategies to increase the long-term reliability of its water supply.
These included immediate acquisition of an active quarry which will
provide increased water storage capacity when rock quarrying ends in
2030. OWASA also adopted a demand management program with
an emphasis on conservation rate structures and year-round water
use restrictions. Additionally, OWASA developed, in partnership with
the University of North Carolina at Chapel Hill, a reclaimed water
system (in operation since April 2009) which provides a reliable
source of non-potable water that offsets more than 10% of the
community's drinking water needs. The reclaimed water system uses
40% less energy than pumping, treating, and delivering raw drinking
water, and it provides the University and UNC Hospitals with supply
redundancy for critical water needs. OWASA has also increased
attention on the energy and greenhouse gas footprint of its operations
and now includes these factors in the analysis and selection criteria of
major capital project alternatives.
As part of its Climate Ready Water Utilities (CRWU) program, EPA
has provided a number of resources for the water sector to adapt to
climate change by promoting a clear understanding of the climate
science and adaptation options by promoting consideration of
integrated water resources management (IWRM) planning in the
water sector. These resources can be found at
http://water.epa.gov/infrastructure/watersecurity/climate/
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benefit-cost comparison across alternatives (see the Louisville case study at the end of this section).
Blacksburg, Virginia Selects a Decentralized Solution with Input from the Community
The Blacksburg, Virginia Public Works Department owns and manages wastewater infrastructure serving approximately
95,000 people. Blacksburg's approach to serving a growing community demonstrates use of a public stakeholder
engagement approach to evaluate project alternatives. The process resulted in a money-saving decentralized solution that
met service needs and protected the environment.
Blacksburg established a workgroup to evaluate wastewater treatment system alternatives, including building a decentralized
system or extending its existing centralized sewer system. The workgroup and town considered factors such as cost,
construction-related traffic disruptions, floodplain and creek impacts due to centralized sewer main construction, collection
system infiltration/inflow and leakage, and treatment effectiveness.
After careful review, Blacksburg conducted a pilot project to test the feasibility of a decentralized, clustered system.
Approximately 200 residents implemented a hybrid collection system including a Septic Tank Effluent Pump (STEP)
pressure system combined with a Septic Tank Effluent Gravity (STEG) system. Each house had an individual septic tank
that required resident maintenance.
This decentralized, clustered system saved the community more than $1 million in construction costs. Operations and
maintenance costs were similar to those of conventional centralized systems. This system also addressed key community
concerns: centralized sewer collection system leakage. During heavy rains, the decentralized, clustered system avoided
infiltration/inflow problems, showed no leakage, and maintained a stable treatment level.
Step 3. Assess the benefits of each alternative
Each alternative should be analyzed on an individual basis using Step 2 criteria. Different types of
analysis may be appropriate for different plans or for utilities with different levels of capacity. Options
include:
• A narrative, qualitative assessment of potential benefits and risks of each alternative (may be
most appropriate for utilities with limited resources or capacity). For example, to develop a
capital improvement plan, Bloomington, Indiana's water utility qualitatively evaluated several
alternatives according to criteria including redundancy, consequences of a failure, capital and
operations and maintenance costs, and flexibility for expansion.
• A qualitative "scoring" of potential benefits and risks. For example, Louisville and Jefferson
County Metropolitan Sewer District used a -5 to +5 scale to rate alternatives' impacts on
ecosystems; the community then calculated an overall score across the criteria. (See Louisville
case study at the end of this section. The Tualatin Valley Water District also used this approach,
as described in a call-out box in this section.)
• A quantitative assessment, such as monetizing benefits and risks using economic valuation
techniques. For example, Seattle Public Utilities used economic valuation techniques to
quantify benefits and costs for infrastructure investment alternatives (see the call-out box in this
section).
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The evaluation of each alternative should be documented using a common template. To aid
comparison, utilities should use the same methodology for all alternatives. Consistent tools and
templates allow for efficient analysis and documentation of a potentially large number of projects.
A "scorecard" approach is one way to analyze a range of alternatives across several criteria. This
approach helps utilities organize both qualitative and quantitative information to make decisions.
Implementation can range from fairly simple to complex depending on the number of alternatives
assessed and criteria used. Once developed, it can be reused whenever necessary.
An illustration of a scorecard approach is shown on the next page. This scorecard demonstrates scoring
of two alternatives in a consistent manner using three criteria. The alternatives represent two odor
control strategies at an aging wastewater treatment plant with poor odor control systems. Alternative 1
reduces wastewater volumes and avoids the older infrastructure most of the time by connecting to an
adjacent system. Alternative 2 builds tanks with modern odor control systems in riparian areas adjacent
to the current plant. The alternatives are compared using three criteria: habitat protection, odor
control, and non-obtrusive construction techniques (in reality, these alternatives would be compared
using additional criteria related to cost, effectiveness, etc., but these criteria serve to illustrate the
scorecard approach). While the first alternative is less effective in controlling odors because the old
tanks are used intermittently, it wouldn't affect the riparian area; laying some additional pipe along a
few miles of road is the only disruption. The second alternative is highly effective in controlling odors,
but would involve significant impacts on the riparian area and potentially disruptive construction
impacts (e.g., truck traffic, noise, etc.)
Because the utility is utilizing several criteria, a weighting approach can be helpful to provide an overall
score. Utilities may choose to weight each criterion equally, or choose to weight certain criteria more
highly. To weight criteria the utility can distribute a total number of points among criteria. In this
example, the utility distributes ten points among the three criteria. Riparian area protection and odor
control are considered equally important—and more important than construction-related disruptions.
The utility then gives a weight of 4 points each to riparian area protection and odor control, and 2 points
to non-obtrusive construction techniques. (In some cases—as in the Louisville example described at the
end of this section—utilities base their weighting approach on community priorities, increasing the
likelihood of acceptance by the community.)
Planning for Sustainability Page 37
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Illustration of a Scorecard Approach to Alternatives Analysis
Alternative 1: Connect to Adjacent System to Reduce Volume of Wastewater Treatment
Criteria
Riparian Area
Protection
Odor Control
Non-
obtrusive
Construction
Techniques
Range of Impacts and Scores
-3
Substantial
impairment
of riparian
area
Generation
of frequent
odor
Frequent
dust, noise,
truck traffic,
and/or
street
closures
-1
Moderate
impairment
of riparian
area
Generation
of occasional
odor
Occasional
dust, noise,
truck traffic,
and/or
street
closures
0
No impact
on riparian
area
No impact
on odors
No
construction
impacts
1
Moderate
enhancement
of riparian
area
Elimination
of 50% of
odor events
Not
applicable
3
Significant
enhance-
ment of
riparian
area
Elimination
of 90% of
odor
events
Not
applicable
Score for
Each
Criterion
0
1
-1
Weight
(out of 10
points)
4 points
4 points
2 points
Total Weighted Score: (0x4 points) + (1x4 points) +-1x2 points) = 2 points
Alternative 2: Build New Wastewater Treatment Tanks on Adjacent Property
Criteria
Riparian Area
Protection
Odor Control
Non-
obtrusive
Construction
Techniques
Range of Impacts and Scores
-3
Substantial
impairment
of riparian
area
Generation of
frequent odor
Frequent
dust, noise,
truck traffic
and/or street
closures
-1
Moderate
impairment
of riparian
area
Generation
of
occasional
odor
Occasional
dust, noise,
truck
traffic,
and/or
street
closures
0
No impact
on riparian
area
No impact
on odors
No
construction
impacts
1
Moderate
enhancement
of riparian
area
Elimination of
50% of odor
events
Not
applicable
3
Significant
enhance-
ment of
riparian
area
Elimination
of 90% of
odor
events
Not
applicable
Score for
Each
Criterion
-3
3
-3
Weight
(out of 10
points)
4 points
4 points
2 points
Total Weighted Score: (-3 x 4 points) + (3x4 points) +-3x2 points) = -6 points
Planning for Sustainability
Page 38
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The highlighted boxes of the scorecard show how
each alternative scores against the three criteria. Steps for Using a "Scorecard" Approach to
When the individual scores are multiplied by the Assess Alternatives
weights and summed, Alternative 1 scores two
points and Alternative 2 scores negative six points. 1- ldentifYcriteria
... . ... . , , , , r , 2. Establish a scale (e.g.-3 to+3) for each criterion
All else equal. Alternative 1 would be the preferred „ . . .,.,.. ...
3. Assign weight factor to each criterion
°Ption- 4. Score each criterion
5. Multiply each score by the criteria's weighting factor
Tualatin Valley, Oregon used a scorecard approach 6 gum we|ghted scores across g|| criteria
to evaluate potential projects according to 7 identify alternative with highest calculated score
economic, social, and environmental criteria (see
call-out box later in this section). The utility applied
consistent criteria and a consistent methodology across all projects, increasing transparency, providing
better "apples to apples" comparisons, and, once established, reducing the time and effort required for
alternatives analysis.
For scoring some criteria, utilities can use readily available analytical tools that show the effectiveness,
cost, and other characteristics of project alternatives. Examples, which are also listed in Appendix A,
include:
• EPA's Energy Star/Portfolio Manager for water utilities to calculate energy reductions;
• Center for Neighborhood Technologies (CNT) Green Values Stormwater Management Calculator
to calculate the effectiveness and cost of certain green infrastructure; and
• EPA's Check Up Program for Small Systems (CUPSS) to calculate the 10 year financial projection
based on project operating and capital requirements (i.e., cost of asset maintenance and annual
revenue and expenditures entered into the software).
Planning for Sustainability Page 39
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Tualatin Valley Water District Uses "Triple Bottom Line" Criteria for Alternatives Analysis
The Tualatin Valley Water District (TVWD) serves 200,000 customers through 58,000 connections (http://www.tvwd.org/).
The system covers 44 square miles of incorporated and unincorporated Washington County in northwestern Oregon. The
District uses a triple-bottom line methodology to evaluate, score, and compare alternatives against a consistent set of
criteria. Once the District developed the methodology, it could then be reused whenever major infrastructure decisions were
needed.
The methodology has three main components:
1. Criteria. TVWD uses nine criteria to evaluate each alternative—three each for economy, society, and environment.
2. Consistent "scores." For each criteria, TVWD defines scores that range from 1 (low) to 5 (high).
3. Weighting. TVWD assigns 10 weighting points allocated among the three criteria within each category (i.e., economy,
society, and environment) to reflect the relative importance.
The approach assigns an overall score to each alternative by multiplying the criteria score by the criteria weight and
summing across all of the criteria. The overall scores can then be compared to select the highest value alternative.
Representatives from TVWD say this structured approach is an efficient way to organize qualitative and quantitative
information about each alternative. In practice, TVWD staff has found that the discussions spurred by implementing the
methodology have been one of its most useful characteristics. The table below shows the criteria and scoring approach
used by TVWD.
CD
"O3
O
Economy
total weight=10
Society
total weight=10
0
I 4L
IS
o o
-1
Criteria
Supports economic growth and
development
Utilization of local employment and
manufacturing
Improves efficiency (1)
Improves effectiveness (1)
Improves reliability (1)
Reduces long-term costs (1)
Other economic benefit (1 )
Meets regulatory or contractual
requirement or recognized standards of
practice
Supportive of community esthetics and
liability
Improves public/employee safety,
including fire protection capacity;
improves drinking water quality
Construction impact on natural
environment
Project Sustainability
Supports conservation and/or demand
management goals
^:
CO
'
-------
Step 4: Assess the full lifecycle costs of each alternative
Taking the Long View in Alternatives Analysis
When analyzing alternatives, utilities should look to the future to
maximize long-term benefits and reduce long-term costs. For
example, when considering replacing underground pipes in the
existing service area that are likely to experience increasing
demand from urban infill, a utility should also consider installing
extra capacity for the future. While this may involve additional
up-front expenses, it may reduce costs over the long term by
avoiding the need to re-excavate the lines.
Utilities should assess the full lifecycle costs
of each alternative to provide a full
accounting of the project's annualized cost
and revenue impacts. Lifecycle costs are
the net present value of all costs for a
project over its lifetime, including primary
project costs, secondary financing costs,
operations and maintenance and the cost of
rehabilitation, repair, and replacement.
Primary project costs include:
• Construction;
• Engineering and technical services (e.g., surveying and subsurface investigations);
• Pilot studies;
• Environmental review and permitting;
• Bidding and contracts;
• Administration and legal services;
• Land and right-of-way acquisition;
• Bond issuance;
• Commissioning costs;
The Cost of the "No Action" Alternative
When assessing whether to make new investments, utilities
should account for the costs of the "no action" alternative—or
maintaining the status quo. These costs may be hidden and
substantial. They include:
• The cost of inefficient operations and excess
maintenance for older "underperforming" capital;
• The cost of expensive reactive emergency repairs to
aging infrastructure (vs. predictive and preventive
maintenance for newer infrastructure); and
• Fines or other penalties (e.g., for not meeting regulatory
requirements).
The longer utilities wait to replace underperforming capital, the
more these costs are likely to increase. When utilities examine all
costs of inaction, they may find that new investments can save
money and improve sustainability over the long term.
• Construction management; and
• Decommissioning.
Indirect financing costs include the cost of
capital (i.e., interest), capital acquisition
costs (such as financial advisory fees, rating
agency fees, closing costs, etc.), and costs
related to creating any required reserve
funds and/or meeting debt coverage
covenants. Utilities should be aware that
grants or other financing incentives can
affect indirect costs and potentially influence
which alternatives appear to be most cost-
effective.
New project operating costs can include energy use, chemical use, operating staff, and the project's
share of general utility overhead expense. Basic maintenance costs will likely include the personnel,
equipment, and materials needed to keep the project infrastructure operating properly and reliably.
Alternatives that require more ongoing monitoring and maintenance will generally have higher lifecycle
Planning for Sustainability
Page 41
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operations and maintenance costs. Effective asset management programs can help utilities assess these
costs, as well as costs for rehabilitation, repair, and replacement.
Key considerations in assessing lifecycle costs are the time period analyzed and the discount rate. A long
period analyzed will tend to favor longer-lived infrastructure not requiring replacement during the time
period. Take as an example a utility considering two alternatives for managing stormwater: 1) an
underground storage basin with a 110-year life, and 2) high-capacity remote treatment technology with
a 40-year life. With a 100-year view, the utility might favor the storage basin because the remote
treatment technology would need to be replaced twice over the 100-year period. If that same utility
only looked out 35 years, the analysis might turn economically favorable for the remote treatment
technology.
San Antonio Water System: Saving Money and Protecting Habitat by Conserving Water
The San Antonio Water System (SAWS) in South Central Texas serves 1.3 million people. Its water comes primarily from
the Edwards Aquifer, a fractured limestone formation spanning 8,000 square miles. With San Antonio's population growing 2
percent per year, a finite water supply (which also sustains habitat for 14 threatened and endangered species), and limits on
pumping during drought conditions, the system faced a need to either buy additional water rights from an adjacent aquifer or
conserve.
After detailed analysis, San Antonio concluded that investments in conservation technology and programs to achieve water
use reductions would allow the system to serve its growing population and would cost less than purchasing and delivering
additional water. Specifically, investing $4.8 million per year in conservation allowed the city to reap $7.4 million in avoided
water purchase and infrastructure costs (a cost-benefit ratio of 1:1.5).
For residences, conservation strategies included efficient toilets, rebates, hot water on demand, garden irrigation
evaluations, and education. Commercial sector strategies included whole facility retrofits, industry certification for water use,
water audits, and rewards. San Antonio also instituted water use regulations governing water waste, irrigation system
design and timing, drought restrictions, and on-site water reclamation.
With these conservation strategies, San Antonio residents reduced their per-capita water usage 49 percent between 1982
and 2007, while the city's water customer base increased 30 percent. With these results, San Antonio achieved its water
use reduction goal for 2008 seven years early. The system has also kept pumping rates stable in the Edwards Aquifer and
maintained water prices that are significantly less than the national average (i.e., $0.12/100 gallons vs. a national average of
$0.28/100 gallons).
Further reading:
• City of San Antonio, Texas. 2008. San Antonio Trends, Challenges and Opportunities (presentation)
http://www.sanantonio.aov/planning/powerpoint/Growth Trends 092506.pps#1
• San Antonio Water System. 2008. Conservation, http://www.saws.org/conservation.
Step 5. Compare and select alternatives
Utilities should employ a consistent approach for comparing projects and ranking alternatives in terms
of benefits and costs. The approach should allow for the comparison of a wide range of alternatives.
Again, different types of analysis may be appropriate for different types of plans or utilities. Options
include:
Planning for Sustainability Page 42
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A qualitative comparison of each alternative's advantages or disadvantages, referencing the
evaluation criteria and cost analysis.
Cost-benefit analysis that either uses a "scoring" approach or monetized costs and benefits to
rank alternatives according to their cost-benefit ratio. For example, the project alternatives in
the example above can be compared to each other and to the scores of other possible project
alternatives, taking into account total direct and indirect costs.
:
Seattle Public Utilities: Triple Bottom Line Decision-Making Using a Quantitative Approach for Monetizing
Costs and Benefits
Seattle Public Utilities (SPU) in Seattle, Washington has adopted a "triple bottom line" approach for key infrastructure
investment decisions. Although focused on asset management rather than long-range planning, this example illustrates how
a utility can operationalize sustainability goals in the project selection process.
SPU has a formal asset management program to assess infrastructure asset condition, understand the likelihood and
consequence of failure, consider lifecycle costs of investment decisions, and manage a range of other asset-related issues.
SPU sums up the purpose of their program as "meeting agreed customer and environmental service levels while minimizing
lifecycle costs."
An executive-level Asset Management Committee meets regularly to make decisions about what project alternatives to
select and whether or not a project is needed. Decisions are based on information contained in Project Development Plans
(PDPs), which contain pertinent information about projects' financial, social, and environmental costs and benefits. To the
extent possible—especially for larger projects—projects' economic value is calculated and compared with project costs to
allow a quantitative cost-benefit analysis.
For the triple bottom line analysis, SPU does not use a standard set of cost and benefits criteria for every project. Rather,
relevant costs and benefits are identified on a project-by-project basis. In addition to assessing costs and benefits that
accrue to SPU customers (i.e., internal costs and benefits), SPU economists also analyze costs and benefits that accrue to
those external to SPU and its customer base, such as the general public, other city departments, other jurisdictions, Tribes,
and the environment (i.e., external costs and benefits). In addition, analysts generate a "risk signature" for each project that
quantifies financial, social, or environmental risk. Projects with higher risk may warrant more thorough analysis or steps to
mitigate risk.
Further Reading:
• Seattle Public Utilities. "2007 Water System Plan," (November 2006).
(http://www.citvofseattle.net/util/About SPU/Water Svstem/Plans/2007WaterSvstemPlan/index.asp)
• Compendium of Best Practices in Water Utility Asset Management (SPU example; on file)
• Seattle Public Utilities. "Asset Management at Seattle Public Utilities" (undated). (On file)
Step 6. Document the alternatives analysis
Utilities should document what projects were selected through the alternatives analysis and why they
were selected—with reference to the criteria and scoring system. As part of this description, utilities
should also describe what other alternatives were considered and why they were not selected. Utilities
should also document their criteria and methodology.
Planning for Sustainability Page 43
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Implementing These Steps on a Smaller Scale
Some utilities use highly sophisticated quantitative approaches for conducting alternatives analysis (see,
for example, the Louisville example at the end of this section). Utilities implementing on a smaller scale
can use a more qualitative and descriptive approach to alternatives analysis. This kind of approach can
still be rigorous, well documented, and consistent across projects being assessed.
Key Diagnostic Questions
Utility managers can use the following questions to evaluate their implementation of this element:
• Did you describe, analyze, and rank all alternatives?
• What were the methods for analyzing alternatives and the criteria for ranking them?
• Were all planning objectives—including sustainability objectives—reflected in the specific
ranking criteria or in the alternatives analyzed? How?
• How were alternatives ranked according to the criteria? In what ways did the ranking process
reflect specific consideration of non-traditional alternatives to integrate the use of natural or
"green" systems?
• Were alternatives all assessed on a full lifecycle cost basis?
• Was the alternatives analysis transparent, and were the approach, rationale, and results
communicated to community members?
• To what extent was the community involved in, or kept up to date on, the alternatives
considered and selected?
Example of Sustainability Planning in Practice: Louisville,
Kentucky Combined Sewer Overflow Project Selection Process
Uses a Consistent Alternatives "Scoring" Approach
In response to water quality, public health, and regulatory issues related to sanitary and combined
sewer overflows, Louisville and Jefferson County Metropolitan Sewer District (MSD) in Kentucky used a
range of community values to inform project evaluation and selection criteria." Over 400 projects were
evaluated, with 23 selected. The evaluation and selection process was based on benefit-cost analysis
ratios calculated in terms of reductions in community threats and enhancements to community
amenities. Costs were calculated using a comparative cost model that incorporated (among other costs)
construction costs, administrative costs, land purchases and easements, operations and maintenance,
and salvage values.
13 Swanson, Gary, CH2M Hill, Inc. "Values-Based CSO LTCP Project Selection Process.'
Planning for Sustainability Page 44
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Key steps used to identify, evaluate, and select projects were:
• Defining a list of potential CSO control projects including traditional infrastructure, green
infrastructure, and customer-based solutions;
• Developing project cost estimates (based on conceptual designs) using a comparative costs
model;
• Calculating a "benefit" score for each initial solution using multiple criteria; and
• Ranking projects based on benefit-cost ratios.
The "benefit" score was based on a set of eleven stakeholder-derived community values. These
included both "project-specific" values for evaluating individual projects and "programmatic" values for
evaluating effects of a package of projects on a specific neighborhood, a watershed, or the entire project
area (Table 2 provides the values used in the analysis). Each value was represented by specific,
measureable criteria. Louisville then employed a methodology for "scoring" each alternative using a
consistent scale and approach. These scores allowed the utility to use values generated from a
qualitative assessment for quantitative analysis. For example, projects might be scored on a scale from -
5 to +5 based on how they impact aquatic habitat. Scores across all project-specific values were
summed into a total benefit score, using a weighting procedure to reflect the relative importance of
different values. When combined with cost information, the benefit score could be used to develop a
cost-benefit ratio. Following initial project selection, the suite of recommended projects was assessed
using the six programmatic values.
Throughout the process, a stakeholder group was instrumental in identifying community values and
contributing to the analytical approach. The group reviewed detailed information on the analysis of
specific alternatives and provided endorsement of the selection of alternatives.
Planning for Sustainability Page 45
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Table 2: Louisville Community Values Used to Analyze CSO Project Options
Values
Project-Specific Values
Environmental Enhancement
Public Health Enhancement
Regulatory Performance
Asset Protection
Eco-Friendly Solutions
Programmatic Values
Economic Vitality
Financial Stewardship
Education
Environmental Justice and Equity
Customer Satisfaction
Financial Equity
Criteria/Factors Considered
Aquatic habitat protection, surface water dissolved oxygen, aesthetics, stream flow, and
biochemical oxygen demand reduction
Peak flow measurements and characteristics of the release
Discharge frequency, discharge peak flow rates, average annual overflow volume, and
release point characteristics
Flood damage and basement backups
Energy consumption, use of natural systems, multi-use facilities, pollutant control,
construction techniques, land use, and permeable surfaces
Affordability criteria, costs for general sewer service, and drainage and flood protection
costs
Cost-effectiveness of the solution set developed (first costs, total present worth cost,
dollars per gallon of annual average overflow reduced)
Number of people contacted by various means, their knowledge of issues, and number of
pollution prevention devices installed
Distribution of resources, project impacts and benefits, consistent application of project
development criteria
Adequate and reliable sewer capacity, implementing response procedures to
unauthorized overflows, and notifying customers regarding issues of concern
Fair assignment of cost, volume and type of waste introduced into the system, and
socioeconomic status
Planning for Sustainability
Page 46
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Planning Element 4: Financial Strategy—Ensure that
Investments are Sufficiently Funded, Operated,
Maintained, and Replaced over Time
Element Description
Once utilities have identified projects or other actions to achieve sustainability objectives, they need to
determine how best to pay for them. This involves incorporating new investments into a successful
financial strategy that ensures revenues cover costs over the long term. Pricing and rate structures
should cover all costs of constructing, operating, maintaining, and replacing the selected infrastructure
assets.
Under Element 4, utilities should use Element 3 cost and asset management program information to
understand how the selected project alternatives affect costs and revenues. This understanding will
inform a financial strategy that ensures adequate revenues to support the investments over their
complete lifecycle. Ideally, this effort builds on an ongoing process of identifying future needs and
planning ahead to finance future investments.
The Element 3 alternatives analysis should provide a complete picture of direct capital, operations, and
maintenance costs for selected project(s). The utility's asset management program will provide full
lifecycle project costs by articulating anticipated operational and maintenance needs and timeframes for
renewal or replacement.
A maintained or improved bond rating (if relevant) is an indicator of a successful financial strategy. A
strong rating reflects that the utility is meeting required or desired debt coverage ratios and required
reserves. Healthy financial conditions will help maintain operating budgets, avoid future deferred
infrastructure maintenance conditions, and support capital planning projects and other capital
expenditures.
Current Planning Practice
Utilities engaged in long-term utility planning processes that result in recommendations for major
capital or operational expenditures typically also develop a supporting capital and operations and
maintenance financing strategy. Conventional practice generally involves the following activities:
• Articulation of anticipated project costs (capital, operations, and maintenance) on an annualized
net present value basis;
• Selection of a project capitalization approach (e.g., capital financing from current revenues,
government grants/loans, or revenue bonds); and
Planning for Sustainability Page 47
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• Articulation of project-driven revenue requirements (based on costs and capitalization
approach) and the development of a strategy to ensure revenue adequacy.
A 2002 EPA study estimated that water utilities face a 20-year operations and maintenance funding gap
of $148 billion for clean water utilities and $161 billion for drinking water utilities.14 A General
Accounting Office report from the same year concluded that over 25 percent of drinking water utilities
and over 40 percent of wastewater utilities did not collect enough in user fees and other local sources of
revenue to cover their full cost of service (including operations and maintenance, debt service,
depreciation, and taxes).15 The remainder of this section describes financial strategies to help utilities
close or avoid such funding gaps.
Building Sustainability Considerations into Financial Strategies
For the purposes of this handbook, building a sustainable project financing strategy may involve altering
or emphasizing various aspects of the traditional project financing strategy, as follows:
• Ensuring a complete accounting of all project-
related capital, operations, maintenance, and Strategies for Reducing Direct Capital
i t. t ii i-t i t. u • Costs of Projects
replacement costs on a full hfecycle cost basis J
(making sure to account for asset depreciation ,„.,.„ , , , L L . L
Utilities can employ a number of strategies to
and full costing of predictive and preventive reduce construction-related direct costs, including:
maintenance);
Undertaking a fair and complete comparison of * )(alue en9ineerin9;
• Using construction management to
capital financing alternatives, covering interest, minimize cost over-runs and change
acquisition, and implementation costs; and orders; and
Reviewing and adjusting, as needed, the timing, * Providin9 clear Pr°Ject sPecifications-
amount, and structure of rates, fees, charges,
and other revenue sources consistent with projections for new project related revenue
requirements.
The following steps will help utilities build sustainable financial strategies for their selected project
alternatives, as well as maintain or improve the overall financial health of their organization.
Step 1: Account fully for all project capital costs
There are two types of project capital costs. Primary project capital costs should have been built into
costs used for alternatives analysis. They typically include construction, engineering and technical
services, environmental review and permitting, bidding and contracts, legal services, land and right-of-
way acquisition, commissioning costs, and construction management. These costs represent the base
14 Reported amounts are central estimates assuming no increase in revenues. EPA, "The Clean Water and Drinking Water Infrastructure Gap
Analysis," http://www.epa.gov/ogwdwOOO/gapreport.pdf.
General Accounting Office, "Water Infrastructure: Information on Financing, Capital Planning, and Privatization,"
http://www.gao.gov/new.items/d02764.pdf
Planning for Sustainability Page 48
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capital funding requirement associated with the selected alternatives, and it is critical to ensure their full
accounting as part of alternatives analysis.
Secondary capital costs are linked to the
capital financing method. They include the
cost of capital (interest rate), capital
acquisition costs (such as financial advisory
fees, rating agency fees, closing costs, etc.),
and costs related to creating any required
reserve funds or meeting debt coverage
covenants. Even grants have some costs,
such as grant application and administration
costs.
The example on this page shows a cost
analysis from the Quay County, New Mexico
"Forty Year Water Plan." The analysis is for a
conventional treatment and pumping system
that includes an intake structure, pumping
station, storage tanks, treatment plant,
pipelines, and other pieces of component
infrastructure. Primary costs include
construction, design services, funding
activities, public education, and other
items—along with 5-year projected costs for
operations and maintenance and
replacement. In addition, the cost estimate
includes the secondary capital cost of "debt
service on financed share" for the financed
component of the project.
Example Cost Analysis from the Quay County,
New Mexico "Forty Year Water Plan"
FIXED COSTS
Total Construction Cost $216,000,000
Capital Outlay for Federal Share (80%) $172,800,000
Capital Outlay for State Share (10%) $21,600,000
Capital Outlay for Local ENMRWA Member Share (10%) $21,600,000
NON-CONSTRUCTION COST
Detailed Design Services $13,000,000
Funding Activities $250,000
Public Education Programs $250,000
Environmental and Permitting $1,500,000
Construction Management Services $13,000,000
TOTAL NON-CONSTRUCTION COST $28,000,000
Capital Outlay for ENMRWA Member Share $2,800,000
Total Fixed Costs-All Phases Full Delivery $244,000,000
Federal Share (80%) $195,200,000
State Share (10%) $24,400,000
ENMRWA Member Share (10%) $24,400,000
RECURRING COSTS
Raw Water Cost ($35 per acre foot to ISC) $600,000
Debt Service on Financed Share (20 year period) $1,950,600
Cost of Operation and Maintenance (5 yr period) $9,815,000
Replacement Costs (5 year period) $478,000
ISC Ute Reservoir O&M Fee ($5.60 per acre foot) $134,400
Sub-total Annualized Costs $12,978,000
System Average Water Rate Projection ($/gal) $1.66
Source: Quay County, New Mexico "Forty Year Water Plan," September 2004
It is critical that the utility account fully for all capital financing costs—using up-to-date information on
interest rates and other factors—and build them into future revenue requirements analysis. Calculating
new projects' overall impact on average annual capital financing costs and the maximum annual future
debt service payment will help utilities understand the effects of new projects on the utility's cost
structure.
Planning for Sustainability
Page 49
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Step 2: Account fully for operations and
maintenance costs
The selected project alternatives will likely
change overall operations and maintenance
costs for the utility (either up or down).
Although these costs should have been fully
profiled during alternatives analysis, it is
important to thoroughly review the estimates
at this point in the process. This will ensure
revenue requirement estimates are fully
reflective of any changes in O&M costs
resulting from the new project(s).
From a project financial sustainability point of
view, asset depreciation is an additional
operating cost area to consider. Establishing a
project depreciation expense, an area of
potential weakness in many revenue adequacy determinations, is critical to estimating revenue
requirements sufficient to replace aging infrastructure. Revenue requirements reflecting depreciation
costs can provide the means to establish and fund repair and replacement accounts.
Underfunding predictive and preventive maintenance (i.e., failing to fully estimate costs as part of the
revenue requirements determination) is a key vulnerability of revenue adequacy determinations.
Ongoing condition assessment costs of any new infrastructure also need to be accounted for, consistent
with the utility's asset management program requirements. Overall, maintenance costs will be unique
to the particular assets involved, but should be driven by the utility's asset management program, which
will set the type and frequency of desired maintenance. Because underfunding predictive and
preventive maintenance is a common problem, thorough consideration of project maintenance costs
with the underpinning of the utility's asset management program is critical to ensuring maintenance
needs are fully represented when establishing funding adequacy. A 2002 GAO report estimated that 29
percent of water utilities deferred maintenance due to inadequate funding.16
Operations and Maintenance Funds in Greeley,
Colorado and Salem, Oregon
To ensure that operations and maintenance expenses are
adequately funded, some utilities establish separate funds for
them. For example, the City of Greeley, Colorado (serving a
population of 93,000 people) separates its enterprise funds for
operations from several other capital improvement funds. The
operations fund is primarily funded by water and wastewater
rates and has a minimum reserve of 90 days of O&M expenses.
Transfers of funded depreciation from operating funds are used
to pay for the replacement and renewal of capital assets.
Similarly, the City of Salem, Oregon (serving a population of
177,000) has established rehabilitation and replacement funds
to cover future infrastructure rehabilitation and replacement
costs as determined by the city's capital improvement plans.
For further reading, see EPA, "Case Studies of Sustainable Water and
Wastewater Pricing"
General Accounting Office, "Water Infrastructure: Information on Financing, Capital Planning, and Privatization/
http://www.gao.gov/new.items/d02764.pdf
Planning for Sustainability
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Changes in the utilization and
expense of existing
allows the utility to avoid or delay the financial costs of developing
new water supplies. Monthly service and usage charges (using
Increasing Resilience and Saving Money through Energy Efficiency in New Mexico
Entranosa Water & Wastewater Association serves slightly more than 3100 residential connections in a suburban and rural
area east of Albuquerque, New Mexico. Its decision to pursue infrastructure investments to save money, become more
energy efficient, and make its electrical supply more resilient illustrates how a utility can set and act on sustainability
priorities.
Entranosa's ground water supply is fed from seven deep wells (ranging from 605 to 1080 feet of depth). The water is
delivered to two booster/disinfection stations, from which it is lifted to an array of tank storage at varying elevations.
Entranosa uses a lot of electrical energy to fulfill its mission. The electrical supply is provided by a rural electric cooperative,
and it is subject to outage from snow storms, occasional hurricane-force winds, and cattle knocking down power poles.
To address these challenges, Entranosa took some common sense, relatively low-cost steps to reduce its operational costs
and meet the needs of its customers. The Association changed energy from electric to natural gas on one highly productive
well helping to cut operational cost (depending on the cost of gas) and providing an emergency source of power to provide
baseline flows to meet the needs of its membership. It also installed variable speed pumps that operate with greater energy
efficiency at low flow rates. Taken together, these changes reduced the Association's annual operational costs by
approximately $7,000.
Step 3: Account for the impacts new projects may have on overall utility system costs and
revenues
In addition to affecting direct capital,
operations, and maintenance expenses, Water Conservation and Financing in
selected project alternatives may also Marin County, California
affect overall cost and revenue structure.
.An example of how projects can explicitly (and intentionally) affect
lo ensure revenue requirements utilization and revenues comes from the Marin Municipal Water
associated with the new projects are District in California, which serves 190,000 people. The Marin
correctly established, the following Municipal Water District operates under a comprehensive integrated
' resource management plan that includes a demand-management
potential impacts should be examined: progrgm fo reduce wgter use Through conservation and water
recycling, the utility has kept demand at 1980 levels in spite of a
• Changes in the cost of service to rising population.
different classes of customers;
While water conservation reduces the revenues for the utility, it also
infrastructure by the addition of increasing block rates) cover the full operating costs of the utility, and
connection fees cover past and future capital costs.
new infrastructure (e.g., bigger
new pipes that bring larger
volume flows to an existing treatment facility);
Changes in the type and utilization rates of personnel;
Changes in the need to provide emergency services; and
Changes in the resiliency of existing infrastructure and facilities (with potential implications for
emergency preparedness and insurance costs).
Planning for Sustainability Page 51
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Cash vs. Debt Financing
As indicated above, new project(s) may also affect revenues available to the utility. The utility should
therefore examine if the project(s) will affect any of the assumptions used in its revenue projections.
Key areas for consideration are any change to the size of the customer base or to customer utilization
rates. For example, conservation pricing has the potential to decrease utilization rates as customers
conserve water, which may reduce revenues and potentially make them less predictable.17 Similarly, an
economic downturn can reduce the number of utility customers or their ability to pay. This decreased
rate-paying base can place substantial financial pressure on the utility.
Step 4: Develop a capital financing strategy
An effective capital financing strategy is critical
to the financial sustainability of the selected
project alternatives and the utility system as a
whole. A utility should seek a capital financing
strategy that keeps capital acquisition and
interest costs as low as possible and keeps the
repayment schedule (principal and interest)
consistent with revenue capacity (cash flow).
The mix of financing options used by the utility
and how debt is structured will affect financial
sustainability. There are two basic building
blocks of an effective capital financing strategy:
1) identifying and comparing the full range of
project financing options available, and 2)
managing capital commitments and debt
structure on an ongoing basis consistent with
utility revenue capacity and borrowing conditions.
Examining the Options
It is critically important to look at all funding options and carefully consider the differences in financing
costs they represent. Four basic options exist for capitalization of proposed project(s): rates and other
utility direct revenue sources, federal or state loan or subsidy programs, revenue bonds, and state
grants. The mix of capitalization approaches used can substantially affect borrowing costs and
repayment schedules.
In general, utilities have two choices when funding new capital investments—using revenues to "pay as
you go" for new investments, or using long-term debt financing. Under a "pay as you go" approach,
capitalization through utility rates and other revenues does not carry debt financing costs, but it is
typically reserved for routine replacement of existing facilities, system extensions, and basic
improvements that can fit comfortably into annual utility revenue capacity. Major capital replacements
When considering financial strategies for new projects,
utilities should consider the pros and cons of cash vs. debt
financing. Key considerations include:
• The opportunity cost of using cash that could be
deployed elsewhere or kept as a liquid asset;
• The need to manage and protect asset
replacement funds over time;
• The cost of capital (i.e., don't use cash for
something you can inexpensively finance);
• Whether or not benefits will accrue to future
customers, which favors spreading out the
repayment terms through debt financing; and
• The useful life of an investment (i.e., don't borrow
for 30 years if the useful life is 10 years).
EPA, Water and Wastewater Pricing: An Informational Overview,"
http://www.epa.gov/owm/waterinfrastructure/pricing/pdfs/waterpricing final2.pdf
Planning for Sustainability
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and improvements, on the other hand, are typically financed using long-term debt. The use of long-
term debt allows for capital costs to be distributed over a number of years and better matches customer
charges with the long-term benefits provided by the new projects. The primary options for addressing
major capital financing needs are federal and state loan programs and the private bond market. Each
will subject the utility to different interest, acquisition, and implementation costs.
EPA's "Financing Alternatives Comparison Tool" (FACT) provides an illustration of how different
financing affects borrowing costs. 1S FACT compares alternative financing strategies taking into account
interest rates, financing periods, amortization methods, and other financing factors. The table below
shows key input assumptions and results for an illustrative example for the "Town of Clean Water." It
compares two financing approaches—SRF Direct Loan and Revenue Bond—to illustrate how different
capitalization approaches can substantially influence borrowing rates and the associated long-term
costs. Because the interest rate for the SRF option is substantially lower than the revenue bond
alternative (along with no reserve requirements), total net present value financial costs for the SRF
alternative are substantially lower for the utility. (Note that there may be other considerations in
weighing different financing approaches; for example SRF-funding is subject to Davis-Bacon wage
requirements while a revenue bond approach does not have these requirements.)
Table 3: FACT: Illustrative Example for "Town of Clean Water"
Key Financial Assumptions and Results SRF Loan Revenue Bond
Project Cost to be Financed
Construction Period Interest Rate (24 months)
Repayment Period Interest Rate (20 years)
Reserve Interest Rate (20 years)
Other selected costs specific to financing
method
615,000
2%
2%
(no reserve)
Reporting
615,000
5.5%
5.5%
5.5% (interest rate on a reserve fund that equals 10%
of the loan principal)
Bond counsel, underwriter, rating agency fee, bond
insurance, SEC disclosure
Results
Total Financed
Total Costs
Net Present Value (NPV) of Total Costs (5.5%
discount rate)
Average cost per year
$616,230
$800,260
$428,81019
$36,375
$699,744
$1,114,407
$617,945
$50,655
Source; EPA, FACT Overview presentation (on file)
As illustrated above, government loan programs, such as the Clean Water and Drinking Water State
Revolving Loan funds, will often carry lower interest rates than private bond issues. (In practice, the
comparison of rates will depend on factors such as a state's or community's bond rating.) Depending on
18 See: http://water.epa.gov/grants funding/cwsrf/fact.cfm
19 Readers will note that the NPV under the SRF financing as calculated by FACT is lower than the financed amount. This results from the
difference between the interest rate charged on the principle (2%) and the discount rate used for calculating NPV in the tool (5.5%).
Planning for Sustainability
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community eligibility, government loan programs may also provide interest and principal forgiveness
options. These features can reduce debt financing costs substantially. These subsidies provide an
incentive for utilities to make sound investments (including investments in sustainability) that they
would not otherwise be able to make using commercial debt. SRF eligibility, review, and selection
processes are intended to ensure that utilities are making the best possible use of the subsidy.
Capital acquisition costs will be different for SRF funding and private capital. Government loan
programs will have loan application and ongoing reporting-related administrative costs. Private capital
acquisition costs typically include financial advisory services, bond counsel, underwriting fees, rating
agency fees, closing costs and fees, and bond insurance, and will have a mix of recurring costs including
those for reporting, accounting, and general administration. Further major project capitalization costs
include contributions to specified reserves (e.g., reserve account needs related to annual principal and
interest payments, for emergency repairs, and for replacements) or meeting coverage covenants
imposed by the indenture. There are no specific federal SRF requirements for reserves or coverage
covenants, although many state SRF programs require one or the other. Through coverage covenants,
state SRFs can require that, after operating and maintenance expenses are met, net annual revenues
must equal some increment above 100 percent (e.g., 120 percent) of the annual debt service payments
for principal and interest.
Although more favorable borrowing terms-
including incentives in some states for
"green" project investments—are a principal
reason utilities seek SRF financing, not all
utilities are eligible. For those that are
eligible, there are other considerations to
take into account. For example, a utility
with many capital projects may choose to
seek SRF funding only for those most likely
to be approved or that would have the most
difficulty getting favorable terms in private
markets. SRF funding can also help
accelerate project implementation because
utilities with SRF loans can often obtain
accelerated consideration of environmental
and other permits. SRF funding, however,
covers only a small portion of the funding
needed for water and wastewater capital
needs and cannot be used for operations
and maintenance.
Camden County Municipal Utilities Authority and the
Benefits of SRF Financing
The Camden County (New Jersey) Municipal Utilities Authority
(CCMUA) financing approach for a new sludge drying facility at
its 80 million gallon per day wastewater treatment plant provides
an example of the benefits of SRF financing. The capital cost of
the project is approximately $27.5 million. CCMUA considered
financing through the low interest New Jersey SRF and also
through normal government revenue bonds. According to the
Deputy Executive Director at CCMUA, "the difference in total
cost and annual cost was startling."
Specifically, CCMUA was able to obtain 75 percent interest-free
funding through the New Jersey SRF. As a result, the annual
cost to CCMUA with SRF financing is approximately $1.65
million per year for 20 years. This compares very favorably to
the $3 million per year that the CCMUA would have paid had it
utilized commercial funding. Paying $1.35 million per year less
in annual debt service enabled the CCMUA to implement this
important plant improvement without having to raise rates. Over
the 20-year life of the loan, CCMUA will save approximately $27
million for its ratepayers by financing this project through the
SRF program.
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Structuring Capital Commitments and Debt
Debt structure is the second critical aspect of a financing strategy. It is linked to prevailing borrowing
conditions and the phasing of capital project implementation. A utility, when structuring debt, should
consider prevailing and anticipated future bond market conditions (to the extent that revenue bonds are
an important element of the capital financing approach). Key variables a utility can manage, depending
on conditions, are the timing of borrowing, the amount of each increment of borrowing, and the mix of
interest and principal paid on an annual basis over the life of the repayment schedule. Maintaining
ongoing awareness of bond market conditions can provide refinancing opportunities throughout the life
of the project, particularly in cases where a utility has strategically deferred principal payments as a
result of financing during an unfavorable interest rate climate. Regardless of the public or private
financing option(s) selected, a utility can adjust project phasing, and therefore the associated annual
capital principal and interest cost requirements. Project phasing can smooth revenue requirements
over a several year period and help strike an effective balance with utility revenue capacity over the
debt financing period.
Step 5: Determine current revenue adequacy and develop future revenue strategy
Steps 1 through 4 will provide the utility with a full accounting of the annualized costs and revenue
impacts of the new projects. This information can be overlaid on the utility's current revenue
projections to determine revenue adequacy. In some cases, cost savings from new capital projects (e.g.,
from reduced maintenance costs or more efficient operations) and current revenue generation will be
sufficient to cover new debt payments. In other cases, major capital projects may shift cost structures in
a manner that requires increasing revenues, unless rates, in particular, have been previously structured
with future capital project financing needs in mind.
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Assessing Revenues Using the Financial Dashboard from the Environmental Finance Center at
Boise State University
The Financial Dashboard, developed by the Environmental Finance Center at Boise State University in Idaho, provides
drinking water, wastewater, and stormwater utilities with a concise way to track, view, and evaluate the adequacy of
revenues and other elements of their financial sustainability. To use the dashboard, utilities enter information on expenses,
rates, other revenue sources, and service demand. The dashboard quickly shows how total revenues compare to total
expenses, and provides several indicators of financial sustainability, such as:
• Affordability—the percent of annual median income to pay for water service;
• Operating ratio—the ratio of ongoing operating revenues to operating costs;
• System reinvestment—a measure of funds for replacement compared to annual depreciation; and
• Revenues vs. expenses—the difference between annual revenue and annual expenses.
The dashboard can be used to assess the utilitiy's current structure of revenues and expenses and evaluate alternative
approaches.
The financial dashboard can be found at: http://efc.boisestate.edu/Tools/Dashboard/tabid/154/Default.aspx
~
Once the level of adequate revenues has been established—and if a utility determines that increased
revenues are required—the utility will need to decide how to generate the necessary revenues through
customer rates and fees. Several considerations will need to be balanced:
• The timing, amount, and structure of any needed rate increases (e.g., phasing in increases over
time);
• Alterations of the rate structure to reflect changes in the full cost of service to different classes
of customers (e.g., industrial, commercial, and residential) or explicit acknowledgement of any
transfer of revenues generated from one class to investments that serve another class;
Planning for Sustainability
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• Deviations from full cost of service pricing to accommodate special community conditions, such
as low income customers (typically, states have their own guidelines regarding identification and
accommodation of disadvantaged households);
• The structure and amount of system development fees (placed on, for example, developers) to
help offset the capital cost of providing service to new customers; and
• The structure and amount of direct customer service connection fees.
Newport, New Hampshire: Setting the Stage for Raising Rates
Newport, New Hampshire is a small town of approximately 6,500 residents in West Central New Hampshire. Its city water
system provides drinking water from a protected watershed and a single groundwater well to approximately 5,000 people,
commercial customers, municipal agencies, and a single large industrial user. Newport is an example of a system that had
to re-evaluate its revenues in light of a changing revenue and cost structure and adjust rates to put the system on a
sustainable (and equitable) foundation.
Newport invested in an expensive new treatment plant for its surface water supply in the early 1990s. To cover debt service
and part of the capital project costs Newport raised its water rates at that time.
By 2002, however, a study by the city showed that rates were not adequate to cover ongoing operating costs and anticipated
infrastructure upgrades. Costs included administration, treatment, distribution services, and debt service. Rates would also
have to cover part of future infrastructure upgrades, because the city anticipated that the costs would not be fully covered by
capital reserve funds, Drinking Water State Resolving Fund loans, and Community Development Block grant funds. With
expenses increasing and capital investments on the horizon—at the same time that rates were static and usage was
declining—the revenue adequacy study predicted that cash and working capital balances would decline to critical levels by
2004-2005.
Based on a 10-year planning horizon, the city chose to raise rates 10 percent over four years. For residential customers, the
new rates were a straight usage charge based on metering. To soften the impact on lower income ratepayers and shift more
of the cost burden to larger users, the city also reduced the minimum usage charge from 5,000 gallons per month to 3,000
gallons. The utility estimated that it will not have to raise rates again until 2013.
As the city was considering the need to raise rates, it informed the town selectmen and residents about the need for the
increase and was ultimately successful in getting rates approved.
Further Reading:
• EPA, "Case Studies of Sustainable Water and Wastewater Pricing:
http://www.epa.gov/safewater/smallsvstems/pdfs/guide smallsvstems fullcost pricing case studies.pdf
Resources that can help utilities calculate revenue requirements and set rates are included in Appendix
A. They include:
• EPA, Setting Small Drinking Water Rates for a Sustainable Future—a step-by-step rate setting
guide for small utilities to assessing annual costs, revenue needs, and reserve requirements and
setting appropriate rates; and
• American Water Works Association (AWWA), Principles of Water Rates, Fees, and Charges—a
comprehensive guide for assessing costs and revenue requirements and setting rates.
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Implementing These Steps on a Smaller Scale
Utilities implementing at a smaller scale may face several financing challenges, including lack of credit,
lack of asset management programs, or pressure not to increase rates. These utilities need to be aware
of and utilize resources that are available to help them obtain favorable financing rates and receive
technical assistance. Resources include various Federal and State resources for building technical,
financial, and managerial capacity, such as EPA's resources for small public water systems and capacity
development, including the rate-setting guide "Setting Small Drinking Water System Rates for a
Sustainable Future."20
A number of utility associations also provide resources for utilities. While EPA does not formally
endorse the resources, they include:
• The Rural Community Assistance Partnership, which works with small, rural communities to
build sustainable water systems.21
• The National Rural Water Association, which has state affiliate "circuit riders" that can provide
assistance to smaller utilities, including assistance in applying for SRF loans.22
• The American Water Works Association's Capacity Assistance Program, which assists smaller
utilities with "business planning."23
Utilities implementing at a smaller scale may have a more limited range of options for generating
revenues or obtaining financing than larger systems—or at least they may not realize what options are
open to them. For example, the small community of Hidden Valley Lake, California achieved significant
cost savings by merging a public and private utility. The merger opened up new opportunities for
financing drinking water infrastructure (see call-out box below).
20 See: http://water.epa.gov/tvpe/drink/pws/smallsystems/index.cfm
21 See http://www.rcap.org/
22 See: http://www.nrwa.org/
23 See: http://www.awwa.org/files/Resources/SmallSvstems/CAPSelfAssessmentChecklist.pdf
Planning for Sustainability Page 58
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Hidden Valley Lake Community Services District:
Changing Ownership and Operation for a Sustainable Financial Strategy
The example of Hidden Valley Lake Community Services district demonstrates how a small utility can change its ownership
and operations structure to put itself on a sustainable financial footing. Hidden Valley Lake is a community of 2,400
residential lots and 34 commercial lots within a 1,400 acre service boundary.
Prior to 1993, Stonehouse Mutual Water Company (established in 1968) supplied water to the Hidden Valley Lake
subdivision and sewer to 200 lots around Hidden Valley Lake. As the community grew, the financial future of the company
became increasingly uncertain. As a private company, it had no access to low interest loans or grants for infrastructure
projects that the community would inevitably need.
Stonehouse Mutual Water Company's financial problems led to discussions of a merger with Hidden Valley Lake Community
Services District, a public utility that provided sewer service to most of the community. A merger into one utility company
could provide large benefits, including:
• $300,000 savings per year in administrative and operational costs;
• Additional protection to the community through state oversight with full transparency; and
• Access to low cost loans and grants.
The two utilities merged in 1993. State law transitioned full ownership of water rights to the Community Services District and
exempted the transfer of funds from Stonehouse Mutual Water to the Community Services District from taxation. For the
merger to occur, a vote from the Hidden Valley Lake property owners was required—1,544 votes were in favor with only 46
opposed.
The shift from a private to a public agency gave the utility the ability to access low interest loans and grants that were greatly
needed for water and sewer infrastructure improvements and expansion for the rapidly growing Hidden Valley Lake
community. In addition, the $300,000 annual savings from the merger was used to offset new infrastructure investment. For
example, the savings allowed the Community Services District to issue four sewer bonds and receive a state loan to pay for
a Water Reclamation Plant project while keeping rates stable.
In 2004, the Community Services District obtained a low interest $3 million loan as a public agency and launched the Water
Infrastructure Improvement Project (WIIP) to add capacity for an additional million gallons of stored water, implement
SCADA system improvements, replace water regulator valves throughout the water system, and establish new pump
stations. Community Services District was also able to operate its pumps during off peak hours, accessing the lowest
energy costs. These savings helped sustain the water rate structure.
Moving from the private sector to the public sector gave customers a say in decision making. Full transparency under a
public agency created more confidence from the public at large.
Currently, drinking water revenues are generated through:
• Water rates, which pay for the cost of operating and maintaining the water system (including improvements to
increase system reliability and sustainability); and
• Water service hook-up fees, which reimburse the District for the incremental costs of capital investment and
funding for improvements necessary to provide the capacity for growth.
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Key Diagnostic Questions
Utility managers can use the following questions to evaluate their implementation of this element:
• Was a full range of capital financing options considered and were their interest, acquisition, and
implementation costs fully identified and thoroughly compared?
• Does the capital financing strategy keep capital acquisition and interest costs as low as possible
and keep the repayment schedule (principal and interest) consistent with utility revenue
capacity (cash flow)?
• What was considered in determining whether to use cash versus debt financing?
• Are rates, fees, and charges sustainable and do they generate sufficient revenue to fully cover
long-term, full lifecycle costs of the selected project alternatives?
• Are costs allocated fairly/appropriately (e.g., reliability costs to current customers, cost recovery
for industrial wastewater permitting and treatment, growth costs to new development, rates for
disadvantaged households)?
• Does the rate structure create appropriate customer incentives consistent with your utility's
objectives (e.g., conservation pricing)?
• Does the financial strategy maintain or improve the bond rating, debt coverage ratio, or capital
financing reserves where relevant?
Example of Sustainability Planning in Practice: Camden, New
Jersey Invests in New Infrastructure and Benefits the
Environment without Raising Rates
The Camden County Municipal Utilities Authority (CCMUA) operates an 80 million gallon per day
wastewater treatment plant in Camden, New Jersey (population approximately 500,000). The sewage
treatment plant was completed in 1987 and, as a result, many of its key process units were due for
replacement during the period 2007-2012. As these process units aged, CCMUA noted steadily
increasing maintenance costs; overtime costs also increased due to the increased incidence of
unplanned repairs. In addition, the CCMUA was aware that newer technology was available that could
reduce energy and operating costs. Camden provides an example of using an environmental
management system (EMS) and associated asset management program to support infrastructure
upgrades and reduce environmental impact while maintaining current rates.
As part of its EMS, CCMUA embarked on a five-year plan to replace its five main treatment process units,
which included sedimentation tanks, pure oxygen aeration tanks, sludge thickening facilities, sludge
dewatering facilities, and sludge drying facilities. These capital improvements resulted in significantly
reduced maintenance and overtime costs, when compared to maintaining aging equipment. Moreover,
the pure oxygen system upgrade utilized new technology that resulted in reduced electricity costs.
Similarly, the new sludge thickening, dewatering, and drying facilities produced drier sludge cakes,
resulting in significant reductions in sludge disposal costs.
Planning for Sustainability Page 60
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In all cases, CCMUA utilized the New Jersey State Revolving Fund which offered 75 percent interest free
loans. The much lower interest rate corresponded to much lower annual debt service costs. The annual
operations and maintenance cost savings associated with the plant upgrades exceeded the annual debt
service costs. As a result, CCMUA was able to replace or upgrade all of its main treatment process units
without raising user rates. Furthermore, public support for these plant improvements was quite easy to
obtain.
In addition to the economic benefits realized through this EMS and its associated asset management
plan, CCMUA also improved its environmental performance. The new sludge thickening and dewatering
facilities increased the treatment plant's capability to capture more sludge through the treatment
process. Effluent quality improved by about 70 percent. Reducing the weight and volume of biosolids
also reduced disposal needs and odor potential.
Overall, CCMUA's asset management program, as part of its overall EMS, identified replacement of
underperforming, high maintenance capital with new, more efficient equipment as a key opportunity.
These changes, coupled with the use of low interest New Jersey State Revolving Loan Fund financing,
enabled 1) replacing the main treatment plant process units, 2) reducing annual operating and
maintenance costs, and 3) improving environmental performance without raising rates.
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Conclusion
Incorporating sustainability considerations into water and wastewater utility planning can produce
substantial benefits. It can help utilities:
• Reduce lifecycle costs by operating more efficiently, pursuing cost-effective investment
strategies and optimizing investment choices.
• Optimize social, environmental, and economic benefits by selecting projects through a
systematic process of setting sustainability goals and objectives that also support community
priorities.
• Increase community support through upfront dialogue with community members and active
consideration of other community priorities as alternatives are considered.
• Balance assessment of a range of traditional and non-traditional infrastructure alternatives
using consistent criteria.
• Increase fiscal sustainability by analyzing the full lifecycle costs of investments, developing low
cost financing strategies, and ensuring that revenue needs are accurately assessed to support
maintenance, renewal, and replacement of infrastructure while meeting all regulatory
requirements.
• Provide sustainability benefits information for making replicable, consistent, and transparent
decisions and for explaining decisions to board members, local elected officials, the public, and
others.
• Increase customer support through clear rate expectations (and avoided "rate shocks"),
increased system reliability, and increased responsiveness when disruptions occur.
• Enhance the technical, financial, and managerial capacity of the utility.
The case studies in this handbook provide examples of how to undertake certain aspects of planning.
The guidance and tools referenced in the handbook and Appendix A provide further helpful resources.
Utilities applying this guidance and these tools should utilize the identified processes on an iterative
basis, refining them over time. This will help support the sustainability and responsiveness of the
planning process.
As the practice of planning for sustainability evolves, more effective practices will emerge. EPA
envisions this handbook as a resource that can be updated to provide water utilities with the most
current advice and resources. These resources can help utilities more effectively use this planning
approach over time and further optimize their infrastructure and operational decisions.
Planning for Sustainability Page 62
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Appendix A: Useful Sustainability Planning Resources
Asset Management
• EPA, "Asset Management: A Best Practices Guide":
http://epa.gov/safewater/smallsystems/pdfs/guide smallsystems assetmanagement bestpract
ices.pdf
• EPA, "Asset Management: A Handbook for Small Water Systems":
http://epa.gov/safewater/smallsystems/pdfs/guide smallsystems asset mgmnt.pdf
• Association of Metropolitan Water Agencies, NACWA, and the Water Environment Federation,
"Implementing Asset Management: A Practical Guide": https://www.e-
wef.org/Home/ProductDetails/tabid/192/Default.aspx?Productld=4130
• EPA Office of Wastewater Management Asset Management resources:
http://www.epa.gov/owm/assetmanage/index.htm
• New Mexico Environmental Finance Center Asset Management resources:
http://nmefc.nmt.edu/AssetManagement.php
• EPA, Check Up Program for Small Systems (CUPSS)—tool for inventorying assets, maintenance,
and associated costs and short and long term budgeting: http://epa.gov/safewater/cupss/
Collaboration and Partnerships
• EPA, "Gaining Operational and Managerial Efficiencies Through Water System Partnerships":
http://www.epa.gov/ogwdwOOO/smallsystems/pdfs/casestudies smallsystems gainingoperatio
nal.pdf
Community Engagement
Guides and Tools
• EPA, Public Involvement Tools website—compendium of public involvement manuals, tools, and
techniques for public involvement in environmental decisions:
http://www.epa.gov/publicinvolvement/involvework.htm
• Envision Utah Community Planning Process—describes a participatory planning process that
involves a stakeholder steering committee, community "values analysis," and a community
information and education campaign: http://www.envisionutah.org/eu about euprocess.html
• American Water Works Association Public Communications Toolkit—members-only resources
for public relations and public communications for water utilities:
http://www.awwa.org/Government/Content.cfm?ltemNumber=3851&&navltemNumber=3852
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• Water Environment Federation, "Survival Guide: Public Communications for Water
Professionals"—public communications guidance and best practices for water managers:
http://www.wef. org/WorkArea/DownloadAsset.aspx?id=7120
• International Association of Public Participation (IAP2) website—compendium of public
involvement tools and resources: http://www.iap2.org/
Case Studies
• University of Arizona Water Resources Research Center, "Best Practices for Stakeholder
Engagement in Water Resources Planning"—summary of poster sessions for 2009 conference
that briefly describe case studies of various efforts to involve stakeholders in water planning:
http://cals.arizona.edu/AZWATER/programs/conf2009/posters.pdf
• peopleandparticipation.net case studies—international collection of public participation case
studies: http://www.epa.gov/publicinvolvement/involvework.htm
Effective Utility Management
• Effective Utility Management Collaboration Effort: www.watereum.org
Energy Efficiency
• EPA, Energy Efficiency for Water and Wastewater Utilities—provides links to several guides and
tools for tracking and understanding water utility energy use:
http://water.epa.gov/infrastructure/sustain/energyefficiencv.cfm
• EPA, "Ensuring a Sustainable Future: An Energy Management Guidebook for Wastewater and
Water Utilities"
http://www.epa.gov/owm/waterinfrastructure/pdfs/guidebook si energymanagement.pdf
• EPA, "Report on Evaluation of Energy Conservation Measures for Wastewater Treatment
Facilities": http://water.epa.gov/scitech/wastetech/upload/Evaluation-of-Energy-Conservation-
Measures-for-Wastewater-Treatment-Facilities.pdf
• Energy Star/Portfolio Manager for water utilities—tool for plant managers to assess and track
energy use, energy costs, and associated carbon emissions and benchmark performance against
other similar facilities:
http://www.energystar.gov/index.cfm?c=water.wastewater drinking water
• EPRI. "Energy Audit Manual for Water/Wastewater Facilities"—guide for assessing energy use at
the process level: http://www.ceel.org/ind/mot-sys/ww/epri-audit.pdf
• New York State Energy Research and Development Authority (NYSERDA), "FlexTech Program"—
technique for energy assessments for facilities that will receive CWSRF funding:
http://nvserda.nv.gov/en/Page-Sections/Commercial-and-lndustrial/Programs/FlexTech-
Program.aspx?sc database=web
Planning for Sustainability Page 64
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• State of Wisconsin "Water and Wastewater Energy Best Practice Guidebook":
http://www.werf.org/AM/Template.cfm?Section=Home&CONTENTID=10245&TEMPLATE=/CM/
ContentDisplay.cfm
• Alliance to Save Energy. "Watergy: Taking Advantage of Untapped Energy and Water Efficiency
Opportunities in Municipal Water Systems" http://www.munee.org/files/watergysummarv.pdf
• Rural Community Assistance Corporation, "Sustainable Infrastructure for Small System Public
Services: A Planning and Resources Guide": www.rcac.org/assets/green infra/gig.pdf
Environmental Management Systems
• Resources on Environmental Management Systems for Water and Wastewater Utilities:
http://www.peercenter.net/sas/water.cfm
Green Infrastructure
• Center for Neighborhood Technologies (CNT) Green Values Stormwater Management
Calculator—assesses hydrological impacts and cost-effectiveness of green infrastructure
options: http://logan.cnt.org/calculator/calculator.php
• EPA, Green Infrastructure website—provides background and resources on green infrastructure
strategies: http://water.epa.gov/infrastructure/greeninfrastructure/index.cfm
• Water Environment Research Foundation (WERF): "Performance and Whole-Life Costs of Best
Management Practices and Sustainable Urban Drainage Systems":
http://www.werf.org/AM/CustomSource/Downloads/uGetExecutiveSummary.cfm?FILE=ES-01-
CTS-21Ta.pdf&ContentFilelD=10452 (Executive Summary)
• Water Infrastructure Finance Authority of Arizona, "Sustainable Infrastructure: A Best Practices
Guide for Arizona Wastewater Utilities" (chapter on "sustainable design strategies"):
www.azwifa.gov/publications/BestPracticesGuideForWastewaterUtilities.pdf
Support for Existing Communities
• Vermont Agency of Natural Resources, "Growth Center and Growth Management Guidance
Document"—guidance on strategies to support existing communities for wastewater utilities:
http://www.anr.state.vt.us/dec/fed/financial/docs/GROWTH%20CENTER%20AND%20GROWTH
%20MANAGEMENT%20GUIDEANCE%20November%202010.pdf
Sustainable Financial Strategy
• Financial strategy: EPA, Financing Alternatives Comparison Tool (FACT)- financial analysis tool
that calculates and compares the costs of various financing options for water quality projects:
http://www.epa.gov/owm/cwfinance/cwsrf/fact.htm
Planning for Sustainability Page 65
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• EPA, "Setting Small Drinking Water Rates for a Sustainable Future"—a step-by-step rate setting
guide for small utilities for assessing annual costs, revenue needs, and reserve requirements and
setting appropriate rates:
http://www.epa.gov/owm/waterinfrastructure/pdfs/final ratesetting guide.pdf
• American Water Works Association (AWWA), "Principles of Water Rates, Fees, and Charges"—a
comprehensive guide for assessing costs and revenue requirements and setting rates:
http://apps.awwa. org/ebusmain/OnlineStore/ProductDetail/tabid/55/Default.aspx?ProductlD=
6695
• American Water Works Association, CAP: Capacity Assistance Program Self Assessment
Workbook Checklist—a series of self-assessment questions to help utilities "operate like a
business":
https://www. awwa.org/files/Resources/SmallSystems/CAPSelf AssessmentChecklist.pdf
• Government Finance Officers Association, guidance manuals and reports on financing topics:
http://www.gfoa.org/index.php?option=com content&task=view&id=332. Key publications
include:
o Debt Issuance and Management: A Guide for Smaller Government—introduces the
essential concepts of tax-exempt debt financing and compares and contrasts options.
o Benchmarking and Measuring Debt Capacity: GFOA Budgeting Series Volume 1 (Putting
Recommended Budget Practices into Action)—provides a useful analytic approach to
implementing budget practices.
o Capital Project Planning and Evaluation—discusses considerations associated with most
capital project types (e.g., public participation, cost estimation and budgeting, and
project oversight) and a short description of twelve important capital project types.
• Rowan Miranda, Ronald Pincur, and Doug Straley, "Elements of a Comprehensive Local
Government Debt Policy," Government Finance Review (October 1997):
http://www.gfoa.org/downloads/GFREIementsofDebtPolicy.pdf
• Margaret C. H. Kelly and Matthew Zieper, "Strategies for Passing a Bond Referendum,"
Government Finance Review (June, 2001):
http://www.gfoa.org/downloads/GFRPassingBondReferendum.pdf
• California Debt and Investment Advisory Commission, "Bond Insurance as a Form of Credit
Enhancement in California's Municipal Bond Market":
http://www.gfoa.org/downloads/CDIACCreditEnhancementReport.pdf
Water System Vulnerability Resources and Assessment Tools
• EPA, Water Security Website—provides a wide range of resources on water security,
vulnerability, and resilience: http://water.epa.gov/infrastructure/watersecurity/
Planning for Sustainability Page 66
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• American Water Works Association (AWWA), "J100 RAMCAP Standard for Risk and Resilience
Management of Water and Wastewater Systems"—voluntary consensus standard encompassing
an all-hazards risk and resilience management process for use specifically by water and
wastewater utilities:
http://www.awwa. org/Resources/standards.cfm?ltemNumber=54453&navltemNumber=55050
• EPA, Vulnerability Self-Assessment Tool (VSAT)—risk assessment software tool that assists
drinking water and wastewater utilities in assessing security threats and natural hazards and
updating utility Emergency Response Plans; appropriate for any water system size or type:
http://water.epa.gov/infrastructure/watersecurity/techtools/vsat.cfm
• National Rural Water Association, Security and Emergency Management System (SEMS)—
software to assist small water systems in completing a vulnerability self-assessment:
http://semstechnologies.com/RAMCAP.asp
• Sandia National Laboratories, Risk Assessment Methodology (RAM-W)—a vulnerability self-
assessment tool appropriate for small, medium, or large systems:
http://www.sandia.gov/ram/RAMW.htm
• EPA, Community-Based Water Resiliency Website and Tool—resiliency resources for
communities and water utilities, including a tool to help communities conduct a self-assessment
of resiliency to service disruptions and identify actions to enhance resiliency:
http://water.epa.gov/infrastructure/watersecurity/communities/index.cfm
• EPA, Climate Resilience Evaluation and Awareness Tool (GREAT)—a software tool to assist
drinking water and wastewater utilities in understanding potential climate change threats and in
assessing the related risks at their individual utilities:
http://water.epa.gov/infrastructure/watersecurity/climate/creat.cfm (Related resources for
increasing water system resilience to climate change are available at: EPA, Climate Ready Water
Utilities: http://water.epa.gov/infrastructure/watersecurity/climate/index.cfm
Water Quality
• EPA, "Small Systems Guide to Safe Drinking Water Act Regulations"—resource for
understanding current and anticipated drinking water regulations with which utilities need to
comply: http://epa.gov/safewater/smallsystems/pdfs/guide smallsystems sdwa.pdf
Water Utility Sustainability and Climate Change Adaptation
• Cheryl Welch, The Green Utility: A Practical Guide to Sustainability, American Water Works
Association (2010)—includes ideas, plans, and tools to reduce environmental impacts, positively
impact communities, and deliver high quality service:
http://www.normas.com/AWWA/pages/20706.html
• The Institute for Sustainable Infrastructure—developed and provides a civil engineering
infrastructure Sustainability rating system: http://sustainableinfrastructure.org/
Planning for Sustainability Page 67
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• EPA, "Climate Change Indicators in the United States"—presents 24 indicators, each describing
trends related to the causes and effects of climate change:
http://www.epa.gov/climatechange/indicators.html
• EPA, "Climate Change Vulnerability Assessments: Four Case Studies of Water Utility Practices"—
presents a series of case studies describing the approaches currently being taken by four water
utilities to assess their vulnerability to climate change:
http://cfpub.epa. gov/ncea/global/recordisplay.cfm?deid=233808
Water Utility Strategic Planning
• EPA, "Strategic Planning: A Handbook for Small Water Systems, Simple Tools for Environmental
Protection (STEP) Guide"—a strategic planning guide and workbook for small water systems:
http://www.epa.gov/ogwdw/smallsystems/pdfs/guide smallsystems stratplan.pdf
• Honolulu Board of Water Supply, "Development of a Strategic Planning Process: Tailored
Collaboration Project," American Water Works Association Research Foundation
Working with Boards and Commissions
• EPA, "Talking To Your Decision Makers: A Best Practices Guide"—describes the role of board and
commissions and provides information about effective engagement and communication:
http://www.epa.gov/ogwdw/smallsystems/pdfs/guide smallsvs decision makers 08-25-06.pdf
Planning for Sustainability Page 68
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Appendix B: Relationship Between Core Elements of
Planning for Sustainability and Effective Utility
Management
Core Elements of Planning
for Sustainability
Element 1: Goal Setting
Effective Utility Management
Keys to Management Success
Strategic Business Planning
Continual Improvement Management
Attributes of Effectively Managed Utilities
• Customer Satisfaction
• Community Sustainability
• Stakeholder Understanding & Support
• Water Resource Adequacy
Element 2: Objectives and
Strategies
• Strategic Business Planning
• Measurement
Elements: Alternatives
Analysis
Strategic Business Planning
• Customer Satisfaction
• Infrastructure Stability
• Product Quality
Element 4: Financial Strategy
Financial Viability
For more information on Effective Utility Management, please see: www.watereum.org.
Planning for Sustainability
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