EFFECTIVE UTILITY
MANAGEMENT IN ACTION
UTILITY CASE EXAMPLES
Murfreesboro Water Resources Department
Columbus Water Works
Lehigh County Authority
Scottsdale Water
Boston Water and Sewer Commission
August 2018
*\Y A /
American Water Works
Association
t 1 metropolis ADWA ASDWA NAfWA
^ ^ WATER AGENCIES ir Association of State Drinlong Water Administrators ' V V/ \
WERFy ^Federationrn0nt C3\ ReSrd"1 \jyEPA
sshsese —^~ itawtrwuiippjpw ) Foundation
United States
Environmental Protection
Agency
-------
Effective Utility Management in Action - Utility Case Examples
CONTENTS
Introduction.................................... 1
Key Elements of EUM.................................... 3
Murfreesboro Water Resources Department................................... 4
Columbus Water Works 9
Lehigh County Authority 16
Scottsdale Water .21
Boston Water and Sewer Commission 27
The Effective Utility Management Collaborating Organizations
^ , 98m M--oPou«Nor ADWA ASDWAi- MAr\A/A
American Water Works \ ~ / ft A watfr &rFuriF« I V V/ *
Association I 4 WATER AGENCIES m Association or State Drtnk>r>9 wat# Administrators 1 "* *
4? k
VACPEA "^VIAteter Environment Water A I-OA
~ TL.1 y Federation ft JL Research WtMrX
SSS X0 Foundation- iB"0,
-------
Effective Utility Management at Murfreesboro Water Resources Department
Introduction
Effective Utility Management (EUM) first made its way onto the national scene in 2008 with the release of the original Effective
Utility Management: A Primer for Water and Wastewater Utilities ("EUM Primer"). A compilation of case examples that
demonstrated how a set of five pilot utilities had utilized EUM was released the following year.
Since the EUM Primer's 2008 release, EUM has grown to be one of the most widely used management frameworks for water
and wastewater utilities across the United States. It is a regular topic at utility conference sessions, it is used as a framework
for several national utility award programs, and it is used in the everyday operations and management at water utilities of all
sizes around the country.
In 2017, the eleven EUM Collaborating Organizations released an updated version of the EUM Primer, revised to reflect the
evolving technologies, challenges, and operating contexts faced by utility leaders today. The case examples included in this
document demonstrate a range of strategies and techniques that today's utility leaders are using to implement EUM in their
everyday work.
The purpose of this case example compilation is to
inform utilities about how their peer water service
providers have integrated EUM into their day-to-day
operations and future planning initiatives.
The Collaborating Organizations would like to thank
the following individuals for their contributions to the
five case examples highlighted in this compilation:
Boston Water and Sewer Commission
John Sullivan and Mark Van Dam
Columbus Water Works
Becky Butts, John Peebles, and Gwen Ruff
Lehigh County Authority
Liesel Gross
Murfreesboro Water Resources Department
Darren Gore and Steve Tate
Scottsdale Water
Brian Biesemeyer
Effective Utility Management: A Primer
for Water and Wastewater Utilities
Effective Utility Management
NACWA
The EUM Primer is the "go to" document for the
Effective Utility Management initiative. The Primer
describes the critical elements of EUM, including the
Ten Attributes and the Five Keys to Management
Success, and features a utility Self-Assessment
exercise.
-------
Effective Utility Management at Murfreesboro Water Resources Department
FEATURED CASE EXAMPLES
Boston Water and Sewer Commission
Boston, Massachusetts
Lehigh County Authority
Allentown, Pennsylvania
.9
Scottsdale Water
Scottsdale, Arizona
9
Murfreesboro Water Resources Department
Murfreesboro, Tennessee
9
9
Columbus Water Works
Columbus, Georgia
9
UTILITY QUICK STATS
Name
Location
Type
Size
Murfreesboro Water Resources Department
Murfreesboro, Tennessee
Combined
Water: 20 MGD
Wastewater: 24 MGD
Columbus Water Works
Columbus, Georgia
Combined
Water: 98 MGD
Wastewater: 80 MGD
Lehigh County Authority
Alientown, Pennsylvania
Combined
Water: 42 MGD
Wastewater: 40 MGD
Scottsdale Water
Scottsdale, Arizona
Combined
Water: 100 MGD
Wastewater: 40 MGD
Boston Water and Sewer Commission
Boston, Massachusetts
Combined
Water: 150 MGD
Wastewater: 90 MGD
Key:
Combined: Drinking Water and Wastewater Utility | MGD: Million Gallons per Day
-------
Effective Utility Management at Murfreesboro Water Resources Department
Key Elements of EUM
Throughout the case examples featured in this document, several key elements of Effective Utility Management are referenced.
These elements are described below, and are featured prominently in Effective Utility Management: A Primer for Water and
Wastewater Utilities (EUM Primer).
Throughout the EUM Primer; utilities learn about the Ten Attributes and Five Keys, and how these important elements work in
tandem to support successful utilities in today's challenging operating contexts.
Ten Attributes of an Effectively
Managed Utility
The Ten Attributes provide a clear set of
reference points and are intended to help
utilities maintain a balanced focus on all
important operational areas rather than
reactively moving from one problem to the
next. The Ten Attributes are listed, in no
particular order, in the white inner ring of the
graphic (right).
Five Keys to Management Success
The Five Keys are proven approaches which
help utilities to maximize their resources and
improve performance. By embedding the Five
Keys into their workplace culture, utilities
create a robust foundation for strong, ongoing
performance in the Ten Attribute areas. The
Five Keys are listed, in no particular order, in
the blue outer ring of the graphic (right).
The Effective Utility Management "Self-Assessment"
The rigorous and systematic self-assessment tool featured in the EUM Primer helps utility managers and staff evaluate their
operations and identify where to begin improvement efforts. By assessing how a utility performs relative to the Ten Attributes,
utility leaders can gain a more balanced and comprehensive picture of their organization.
Stakeholder
Understanding
and Support
Product
Quality
Customer
Satisfaction
Water Resource
Sustainability
Effective
Utility
Management
Employee and
Leadership
Development
Community
Sustainability
Operational
Optimization
Enterprise
Resiliency
Infrastructure
Strategy and
Performance
Financial
Viability
KNOWLEO
-------
Murfreesboro Water Resources Department
Murfreesboro Water Resources Department (MWRD) is committed to servicing
Murfreesboro, Tennessee residents, businesses, and visitors by providing high-
quality drinking water, advanced wastewater treatment and water reclamation, and
stormwater management.
In adopting the concepts and tools of Effective Utility Management, MWRD used the
Ten Attributes of an Effectively Managed Utility as a framework for setting future
performance goals and management strategies. Every initiative, every action, every
decision, and every dollar expended is now explicitly targeted at achieving one or
more of these goals for the express benefit of the community.
MURFREESBORO
TENNESSEE
MWRD's EUM Implementation at a Glance
System Profile
Murfreesboro, TM
Southeastern U.S.
Combined Water + Wastewater
Municipal Department
Overseen by a seven-member Board,
which makes recommendations to City
Council
Water Supply: East Fork Stones River and Percy
Priest Reservoir
Receiving Stream: W. Fork Stones River
Last WTP Expansion 2010
Last WWTP Expansion Fall 2017
Wafer
Wasfewafer
Customers Served
78,000
130,000
Lines
442 mi.
646 mi.
Plant Capacity
20 MGD
24 MGD
EUM sets clear expectations for
everyone in the Department. The
message of improving performance
through a 'Measure to Manage'
structure creates focus and a
collaborative team environment that
builds momentum and nurtures a
change-ready mindset.
- Darren Gore, Director
MWRD was looking toward a year of significant change in 2012, with planned
retirements driving a change in leadership at the utility. After learning about
the Effective Utility Management initiative through a series of conference
sessions, MWRD's new leadership team and City Council decided to adopt
the EUM Ten Attributes as a framework for focusing management and
operational strategies at the utility.
The leadership team chose EUM because of its clear and comprehensive
nature; it could act as a tool by which to communicate the utility's activities,
accomplishments, and investment needs more clearly with the governing
Board and City Council.
-------
Effective Utility Management at Murfreesboro Water Resources Department
Darren Gore, MWRD's Director, held a day-long meeting in 2012 dedicated to educating the Murfreesboro Water Resources
Board about EUM. Following the meeting, MWRD conducted the Utility Self-Assessment to identify priority Attributes with input
from division managers, board members, and the City Manager's office. Gore also advocated for the creation of an "EUM
Coordinator" position to improve business intelligence, utilize data more effectively, develop Key Performance Indicators
(KPIs), provide quality assurance, and ensure coherence of MWRD's EUM activities and programs. Since hiring the EUM
Coordinator in 2013, MWRD has implemented a number of processes and activities related to EUM, including participating in
the American Water Works Association Utility Benchmarking Survey, and being recognized in 2016 through the Utility of the
Future Today Recognition Program.
2011
Learns about EUM
Primer concepts
and tools at a
series of EUM-
based conference
sessions.
Effective Utility Management
2012
Presents EUM
model to City
Council.
Completes self-
assessment and
identifies top three
EUM priority
attributes:
Product Quality
Financial Viability
Customer
Satisfaction.
ft ^ ^ .«<
2013
2014
Creates a position
Initiates Annual
for an EUM
Trends and
Coordinator.
Strategic Plan
Develops
(updated annually).
Information
Participates
Technology Master
annually in AWWA
Plan to replace CIS
Utility
and implement
Benchmarking
AMI.
Study.
Initiates data
Identifies KPIs with
trending of key
substandard
performance
performance vs
indicators (KPIs).
peer group.
2016
Receives "Utility of
the Future: Today"
Recognition.
WATER
A RESOURCES
UTILITY™
- FUTURE
\JUUAY
The Utility Self-Assessment
The Self-Assessment was conducted by the MWRD Leadership Team (Division Managers), the Water Resources Board, and
the Murfreesboro City Manager's Office. Across these respondents, Customer Satisfaction, Product Quality, and Financial
Viability were identified as MWRD's highest priority Attributes. The exercise also produced a prioritized list of EUM Attributes
in need of the most improvement. Financial Viability and Product Quality were consistently rated highly in both importance
and achievement, while both Customer Satisfaction and Employee and Leadership Development were identified as areas for
improvement. Since 2013, improvement initiatives have largely focused on the Customer Satisfaction Attribute. The
development of a strategic plan related to Employee and Leadership Development is also underway, as of 2017.
-------
Effective Utility Management at Murfreesboro Water Resources Department
Keys to Management Success: The MWRD Approach
The EUM Keys to Management Success listed below are explicitly linked to the tools and approaches that MWRD utilizes to
plan for the future, address issues proactively, and track performance continuously, all the while communicating successes
and needs with their governing body, the Water Resources Board.
Key
MWRD Approach
Measurement
• Select KPIs
• Benchmark performance
• Track data and trends
Knowledge
Management
• Enhance data connectivity &
communication
• Promote teamwork to increase
knowledge base
• Plan for succession and turnover
Strategic
Business
Planning
• Define annual objectives
• Relate objectives to budgets and five-
year capital improvement plan
Continual
Improvement
Management
• Repeat processes
• Modify KPIs as needed
• Analyze trends and adjust as needed
Leadership
• Ongoing management commitment to
EUM
• Share successes and illuminate
challenges
>
J
Activities and Process
Improvements
In 2013, MWRD began a number of initiatives related to
Customer Satisfaction, many of which corresponded with
the utility's Information Technology (IT) Master Plan and
its focus on utilizing technology and process
improvements to optimize efficiency and improve the
customer experience. The organization has since replaced
a legacy customer information system, begun accepting
credit cards, introduced e-billing and installed Interactive
Voice Response (IVR), giving customers easier access to
account information and the ability to pay their bills
remotely.
10-20 Year
Service
Area
Planning
Continuous
Continuous
Financial
Planning
Annual
Budget
Strategic
Planning
^ffordabilitv
ISustainabilit
MWRD utilized this graphic depiction to show its Board and
staff how each strategic element, implicitly related to the Keys
to Management Success, are connected through a
"sustainability to affordability" approach.
Sustainable
Financially Viable
Customer Focused
Strategic
Planning
Annual Trends
One Water
Utility of the Future
Water Resource
Integration Plan
(WRIP)
Effective Utility
Management
• Financial Planning
' Product Quality
• Operational
Optimization
• Organizational
Approach
Information
Technology
(Business
Intelligence)
• CIS, IVR, MWM
* Advanced Metering
Infrastructure (AMI)
MWRD put together the above graphic to illustrate how each activity, process,
and technology implemented are cohesive within the broader objectives: to
continue to be sustainable, affordable, and customer-focused.
-------
Effective Utility Management at Murfreesboro Water Resources Department
Additionally, MWRD began use of the Mobile Workforce Management software which issues and tracks electronic service
orders to field technicians, and installed Advanced Metering Infrastructure (AMI) which provides more accurate metering, early
leak notification to customers, and online customer access to their own water consumption data.
Achieving Real Results
The value of EUM is in its
capacity to organize,
communicate, and manage the
mission in terms that everyone
- staff, customers, and
governing bodies - can
embrace.
- Steve Tate, MWRD EUM
Coordinator
In addition to its more substantial EUM improvement initiatives and projects, MWRD
achieved a number of "quick wins" shortly after adopting the EUM Ten Attributes
framework.
By sharing these successes with their Board and reiterating the connection with
EUM objectives, MWRD has garnered significant buy-in and trust from their Board
and created momentum to continue advancing process improvements and
activities related to its EUM-based strategic goals. Also included are examples of
graphics that MWRD has presented to its Board in 2016 and 2017 to demonstrate
the results of a few of the initiatives described below.
Employee Engagement Committee: The Operations and Maintenance division created an Employee Engagement Committee
to break down existing organizational silos and encourage employees to share innovative ideas, contributing to the Employee
and Leadership Development Attribute area.
Measuring Success: MWRD developed a Strategic Plan and, by developing indicators and measures as a part of this plan,
began participating in the annual American Water Works Association (AWWA) Benchmarking Performance Survey.
Conserving Energy and Protecting Ecosystem Health: The Wastewater Treatment Plant, already engaged in stormwater runoff
enhancements and Wastewater Treatment Plant improvements prior to 2013, also began engaging in energy conservation
work related to microbiological processes and nutrient removal, thereby contributing to the Product Quality attribute.
Measurable improvements in water quality and the biological health of the receiving stream have led to approval of a renewed
and expanded NPDES permit, and delisting of one and possibly two receiving stream segments from the 303(d) "Impaired
Waters" list.
5140,000
5120,000
5100,000
5&o,ooo
560,000
540,000
520,000
$8,958
50
MAR
5131,732
$119,403
5110,891
599,269
$76,306
561,154
566,234
lllllill
517,913
525,073
MAR APR MAY JUNE JULY AUG SEPT OCT NOV DEC JAN FEB
Figure 1 Annual Electrical Savings
for Carousels
Murfreesboro's energy savings
initiatives include a nutrient removal
process that lowers speeds in the
carousel aerators. This chart tracks
the annual cost savings from this
practice (cost savings in this chart
are specifically for FY14).
Cumulative Savings
• Before New Operations
New Operations
-------
Effective Utility Management at Murfreesboro Water Resources Department
Murfreesboro Water Resources Department Leadership Team
Since the Department adopted EUM, the Board feels much more connected with why certain decisions, initiatives
and recommendations are brought forward by staff. EUM lets us know that staff is concentrating on all aspects
of the utility and assures the Board that priority [Attributes] are at the forefront.
- John Sant Amour, Jr., Water Resources Board Chairman
Lessons Learned
The application of EUM tools and concepts has been critical to developing a cohesive, strategic vision at MWRD. Prior to
EUM, there was no formal strategic plan or continual improvement process in place. EUM helped MWRD move beyond a general
understanding of its priorities and needs to a more cohesive vision that tied all core missions into one Strategic Plan. This
plan also helps MWRD's stakeholders understand the connection between activities, investments, and long-term objectives.
Concepts within the EUM Primer lay the groundwork for helping MWRD to advance
its operations and management approaches, keeping up with today's most current eum honed MWRD's focus
technologies and practices. EUM shifted operations and management at MWRD 0n our performance. In
toward a Utility of the Future mindset through applicable tools and an actionable essence EUM shifted MWRD
framework. Through EUM, Darren Gore says, "We went from descriptive to predictive jnto the paradigms required
metrics and started seeking more regional, integrated, least-cost, highest return of a Utility of the Future.
solutions. Facilitating collaboration with key stakeholders was also paramount to
achieving long-term, sustainable results."
- Darren Gore, Director
EUM allows a clear pathway to take a leader's vision and communicate it to staff,
governing bodies, and other stakeholders. By sharing successes and planning next steps through the EUM lens, MWRD has
developed a cohesive strategy and is able to frame individual initiatives within the context of broader goals. MWRD has
intentionally focused on communicating with its governing body and other stakeholders to ensure that there is a clear
understanding of the connection between today's initiatives and tomorrow's outcomes. Both MWRD leadership and the Board
have noted how helpful this communication has been to building understanding, trust, and momentum over the five years since
the utility first adopted EUM.
-------
Columbus Water Works
Columbus Water Works (CWW) has a vision: to be an outstanding provider of utility
services, dedicated to protecting the environment, aspiring to new opportunities
and compelled to excel in service to its community.
Columbus
Water
Works
CWW has been recognized as a leader in its field for its work to make that vision a
reality. In 2009, CWW was featured in a case study for its application of the tools
and concepts from Effective Utility Management: A Primer for Water and
Wastewater Utilities (the EUM 'Primer'), based on the original version of the EUM
Primer, which was released in 2008. Since then, CWW has continued to utilize EUM
as a strategic planning framework, and has been recognized on the national stage
for its EUM-related efforts, including recognition as a "Utility of the Future Today" through the joint recognition program by
NACWA, WateReuse, WEF, WE&RF, and the U.S. EPA. This follow-up to the 2009 case example describes how CWW has continued
its EUM journey.
Serving our Community
Protecting the Environment
11
System Profile
Columbus, GA
Southeastern U.S.
Combined Water + Wastewater
Enterprise Utility
Five-member board includes the mayor
and four seats appointed by the
Columbus City Council.
Chattahoochee River
Combined Sewer Overflow (CSO) Treatment
Capacity (CWW operates two CSO plants): 121 MGD
Customers Served
Lines
Plant Capacity
Wafer
65,847
1405 mi.
98 MGD
Wastewater
60,295
1187 mi.
80 MGD
A Decade of EUM at Columbus Water Works
Columbus Water Works instituted its first comprehensive strategic plan in 1997. The plan was revised in 2005 and reviewed
again in 2007. Billy Turner, former Executive Director and an industry leader through his work with the Water Environment
Federation and the National Association of Clean Water Agencies, contributed substantially to the formulation of the original
EUM framework through his work on the steering committee that oversaw its development. Following Turner's participation
on the inaugural EUM Steering Group, CWW undertook a second major review of the strategic plan in 2008, this time using the
EUM Primer and Self-Assessment exercise to evaluate organization-wide performance. As part of this review, Columbus used
EUM as the framework for a day-long strategic planning workshop. In preparation, managers and team leaders completed the
Self-Assessment exercise, the results of which were presented at the workshop.
-------
Effective Utility Management in Action
In addition to assessing its goals and performance relative to the Attributes, CWW also cross-checked the list of example
measures provided in the EUM Primer with its existing performance measures and found that CWW's performance
measurement system was highly developed and provided strong coverage. Similarly, CWW compared its existing
management approach with the Five Keys to Management Success and found a high degree of correlation, proving a useful
exercise to verify that it was on track with its management approach.
CWW earned the Association of Metropolitan Water Agencies'
(AMWA) 2008 Platinum Award for Utility Excellence, which is
structured around the Attributes and Keys. CWW was also featured in
2009 as one of the first four utility case examples created by the
Collaborating Organizations to demonstrate how utilities were
beginning to apply EUM in their everyday operations and
management.
Since 2008, CWW has established EUM as the framework for all of its
strategic planning activities, with strategic plan updates made using
the EUM framework in 2012, 2015, and one planned for late 2017. It
has been recognized on the national stage several times, receiving
Platinum Awards from both the National Association of Clean Water
Agencies (NACWA) and AMWA.
Members of the CWW leadership team at a
2015 Strategic Planning Orientation.
2017
Third EUM-based
strategic plan
update scheduled
for late 2017.
2008
Learns about EUM
through a
conference
session.
Begins utilizing
EUM to update
existing strategic
plans.
Wins first AMWA
Platinum Award.
Featured as a
utility case
example for EUM
implementation.
Effective Utility
Management
Effective Water and Wastewater
Utility Management Case Studies
O »_ ».\\ NACWA ®nawc x
2011-2015
Conducts two
EUM-based
strategic plan
updates in 2012
and 2015.
Wins NACWA
Platinum Awards
in 2011 and 2012
based on EUM
initiatives.
A Performance
AWARDS
2016
Wins second
AMWA Platinum
Award for
excellence relative
to the EUM Ten
Attributes.
fa
Effective Utility Management
— ft— 4* >•*
-------
o Effective Utility Management in Action
EUM-Driven Strategic Initiatives
Based on their initial EUM Seif-Assessment findings and stakeholder input, CWW staff and leadership developed six Strategic
Initiatives to help focus internal resources and programs toward the areas that matter the most for the organization. The
Strategic Initiatives directly relate to EUM Attributes (see graphic at right for an explanation of how they align), and also take
into account key community values. These are:
Enhance Customer Satisfaction
Strengthen Regional Partnerships
Leverage Information Technology
Optimize Infrastructure Performance
Develop Sustainable Workforce
Maintain Financial Stability
Each of CWW's six Strategic Initiatives has a dedicated team made up
of members from across the organization. Team members meet
regularly to plan for and advance projects related to that Initiative's
"Performance Work Plan." Performance Work Plans are maintained
for each Strategic Initiative, and include a list of programs and
projects that are either planned or underway for the Strategic
Initiative.
Strategic Initiative Teams regularly report to the CWW Board on
progress relative to each Initiative, performance metrics have been
established for each Initiative, and the Initiatives are also the
framework for CWW's Five-Year Strategic Plan.
Keys to Management Success: The CWW Approach
The EUM Five Keys to Management Success are frequently used management approaches and systems, which create a
supportive context for a utility as it works towards its desired outcomes across the Ten Attributes. CWW has implemented the
Five Keys both implicitly and explicitly throughout their day-to-day operations and long-term planning processes.
Measurement: Tracking Progress against the CWW Strategic Initiatives
Two critical factors in CWW's success in implementing EUM are measuring progress relative to each Strategic Initiative, and
gathering input from the customers that it serves across the Columbus, Georgia community. Both of these practices help CWW
to engage in a cycle of continual improvement, an important Key to Management Success. Strategic business planning, another
important Key, is embedded deeply throughout the CWW culture in its ongoing work relative to the Strategic Initiatives
described above.
WM I
Columbus Water Works
Five Year Strategic Plan
FY 2013-2017
-------
o Effective Utility Management in Action
For each of CWW's six Strategic Initiatives, the CWW team has developed a set of measures (benchmarks) that it uses to track
progress. In total, CWW tracks 30 benchmarks which are updated yearly depending on emerging priorities and new data
availability. Below are examples of visual representations that CWW utilizes for one of its performance measures, the
Customer Satisfaction Index (CSI). The CSI is based on a monthly Customer Satisfaction Survey, which CWW contracts through
an external consultant as a part of its Strategy Team #1, Enhance Customer Satisfaction. The survey results are used to
calculate an overall satisfaction score that is included in CWW's monthly benchmark reporting. A clip of CWW's master
benchmark spreadsheet, which is completed monthly, is also included below.
ST1
925
Customer Satisfaction Index (CSI) Score will Meet or Exceed an Average of 825/FY
(margin of error+25)
900 -
875
S50
825
800 -
775
rjp Jp
872
874
876
867
865
"TT5F"
867
880
^ cP"
i Monthly Customer Satisfaction Score Target (825/FY)
/
Cumulative Average Score ^ •Margin of Error± 25
Team
Benchmark Description
JUL
AUG
SEP
OCT
NOV
DEC
JAN
FEB
MAR
APR
MAY
1
Total Number of Water Quality Complaints will not Exceed 160/FY (cumulative)
~
«<
*
>>
*
*
X
X
X
1
Customer Satisfaction Index (CSI) Score will Meet or Exceed an Average of 825/FY (margin of error +25)
<4
1
Achieve or Exceed 50% of Customer Payments Electronically/FY (YTD average)
In addition to internal measurement and benchmarking, CWW began to participate in the American Water Works Association
fAWWA) Annual Benchmarking Survey as a supplementary method of tracking the utility's performance relative to the
Attributes and a wide range of industry-accepted indicators.
-------
Effective Utility Management in Action
Continual Improvement: Making Adjustments Based on Community Input
As a part of its strategic planning and continual improvement efforts, CWW has committed to regular engagement and
feedback collection from its customers and other stakeholders. In addition to traditional customer feedback mechanisms
(e.g., customer service phone numbers, complaint collection/tracking), CWW has conducted regular stakeholder surveys since
2010, soliciting feedback on a range of topics related to its operations, customer service practices, and future
strategies/goals. CWW uses the results of these surveys to update and adjust its practices based on the evolving needs and
priorities of the community and to ensure that its Strategic Initiatives continue to align with community values.
THE CWW DOOR HANGER PROGRAM: A DIRECT RESPONSE TO CUSTOMER FEEDBACK
Serving our Community
Protecting the Environment
To Our Valued Customer
ilil
i'l
% 3 4
3 =!
S - eg _=
u£S
Working To Serve Vou Better
While you were out, we performed
the following service:
Lj Unstopped sewer line/serviced or repaired
sewer main
~ Connect water
! Repaired water main/service
1 Water meter repair work/or meter change
~ Other
The CWW representative for this job was;
Date: Truck #
If you have any questions please feel free to
Call us at 706-649-3400.
We need your help!
Please take a moment and let US know what kind
uld like to know
of service we provided. We w
if we met your expectations.
Satisfactory
Response time
Competence
Courtesy
Quality of work
Address
Cor
U nsatisfactory
~
CWW Represent!
Date:
Service
Location:
The Door Hanger Program, an initiative of Strategy
Team #1 (Enhance Customer Satisfaction) was
developed as a way to capture feedback from
customers as a result of a specific service call to a
residential address. In the Customer Service Index
Survey, customers indicated that they wanted to
know when a CWW employee performed a service
at their residence, and the CWW Door Hanger
Program was created in response.
The door hangers left following a service visit
include a CWW return-addressed, postage stamped
survey card, which the customer may complete and
mail to CWW. Customers also have the option to
complete this survey online through CWW's
website. Participating departments at CWW are
Meter Maintenance, Field Services, and Water
Quality Monitoring.
Customer Service and Meter Maintenance monitor
this activity. A designated member of Meter
Maintenance maintains the files for all door
hangers placed, as well as the comments returned
to CWW. The customer service manager (or
designated representative) reviews all comments
to determine if further action is needed. If so, the
comment card is forwarded to the appropriate
department. A monthly departmental report is
provided to Strategic Planning.
-------
Effective Utility Management in Action
Building a Deeper Bench: Employee and Leadership
Development as a Key Area of Focus
During CWW's initial EUM self-assessment in 2008,
participants ranked Product Quality and Financial Viability as
the most important Attributes for CWW; these Attributes also
received the highest achievement ratings, meaning that CWW
was doing well in the Attributes that were most important to
the utility and its customers. Employee and Leadership
Development also ranked as highly important for CWW, but
rated lower in terms of achievement. To address this
discrepancy, CWW immediately began developing an employee
training program and a succession plan to address pending
turn-over of the executive team.
Since 2008, Employee and Leadership Development has
remained one of the most critical Attributes for CWW. The CWW leadership team believes that in order to be strong across all
of the Attributes and CWW Strategic Initiatives, the organization must have a "deep bench" of strong employees who are
committed to the utility and its mission for excellence. Some of the key practices and programs that CWW has developed
around Employee and Leadership Development are described below.
External partnerships with learning/career development organizations, such as a partnership with the Columbus State
University Leadership Institute, a leadership program that provides regular information to all employees, in addition to a
classroom-based "How Deep is Your Bench?" training program that CWW employees and emerging leaders are able to attend.
At the Executive level, CWW is also partnering with the Leadership Institute to review and redefine the utility's Strategic Plan,
and to conduct a Community Leaders Survey, which was initiated in 2013.
Developing career ladders within each department for employees who are interested in advancing within the organization.
Career ladders include certification and continued learning opportunities.
Creating succession plans to address pending retirements and to
improve continuity in the event of a departure.
Focusing career/employee development initiatives on "soft skills"
(e.g., leadership and organizational culture development), beyond the
traditional technical training that employees have always received.
Doing a "strength finder" activity to assess employee strengths and
areas of greatest opportunity for growth. This exercise began with utility
managers, but has since been made available at all levels of the
organization.
4s a manager, EUM has given me a
framework that is accepted throughout
the industry. Because of this, I know that
if we are addressing these elements of
an effectively managed utility, we have
our eyes on the right ball.
- John Peebles, Senior Vice President,
Division of Water Resource Operations
r fattr-hr
I {"f-f « U uX, <<
'- V» w-fe famq..,,.
^^30 „CT
"s * ¥¦
r V
-------
Effective Utility Management in Action
Eight Years Later: Lessons Learned
In the eight years since Columbus Water Works was an original EUM Case Example utility, the organization has continued its
deep commitment to EUM as a holistic management and continual improvement framework. CWW has learned some important
lessons along the way:
Effectively managing your utility is about planning for your future and refining your strategies. In addition to its core Strategic
Plan and foundational Capital Improvement Plan, CWW has developed four complementary plans, listed below. Each of the
plans generate a list of projects, which are prioritized through consideration of overall project cost, project risk level, triple
bottom line benefits, and relation to CWW's EUM-based Strategic Initiatives.
Asset Management Program Information Technology (IT) Master Plan
Facilities Master Plan Energy Roadmap
To be successful in EUM, you have to have to have a deep bench of committed team members within the organization. By
establishing teams and leaders for each Strategic Initiative, CWW has achieved buy-in from all levels of the organization for
EUM and the associated strategies.
Broader community values must be an important consideration when defining a utility's priorities for the future. CWW has
collected input from its community members at several points along the way in its EUM journey, helping to garner board and
customer support for the initiative.
-------
Lehigh County Authority
Lehigh County Authority (LCA) aims to deliver exceptional value through high-
quality, affordable, and reliable water and wastewaters services, meeting the
needs of both existing and future customers.
Originally formed in 1966 to provide wholesale water to county municipalities,
LCA has grown and adapted to meet the changing needs of the region. LCA's Lehigh County Authority
service area now includes fourteen different water systems in Lehigh and
Northampton counties, each with their own source of water, storage facilities,
and treatment systems. Building on a pre-existing Strategic Plan, LCA's recent adoption of the tools and concepts from Effective
Utility Management: A Primer for Water and Wastewater Utilities (the EUM Primer) was a logical step as the Authority
continuously strives to improve service to its surrounding communities.
The Path to EUM: LCA's Leadership Transition
In 2015, Lehigh County Authority updated its Mission Statement, Vision Statement, and Values. In doing so, it also identified
seven "Goal Categories," under which LCA created 45 different Goal Statements. However, competing priorities and the sheer
number of goals made tracking progress across the organization cumbersome and difficult.
System Profile
Lehigh and Northampton Counties, PA
Northeastern U.S.
Combined Water + Wastewater
Enterprise Utility
Nine-member Board of Directors
appointed by the county
Schantz Spring I Crystal Spring
Little Lehigh Creek | Groundwater wells
Formed in 1966
Tripled customer base in 2013 via regional merger
Customers Served
Lines
Plant Capacity
Water Wastewater
55,000
613 mi. 325 mi.
42 MGD 40 MGD
2016 presented an opportunity to reevaluate and refocus the organization as LCA came under new leadership with a new CEO,
CFO, and COO, as well as growth of the Board of Directors from seven to nine members. The new Board was interested in
being more involved in the organization's goal-setting, and improving transparency and communication around measuring
progress toward those goals.
In 2016, LCA's new CEO became aware of the EUM Primer through one of her member associations, American Water Works
Association (AWWA). She recognized that the framework and approaches outlined in the EUM Primer could be utilized to
strengthen LCA's operations and management, while addressing the requests of the Board. Implementing EUM helped the
-------
o Effective Utility Management in Action
utility set and prioritize goals, and communicate the process and achievements with staff, Board members, and external
stakeholders.
2013 I 2015
Regional system I Undertakes
merger I process to update
significantly grows I Mission, Vision,
LCA's customer I Goals,
base and employee I
numbers. I Identifies 45 Goal
Statements in
seven
The First Step: Conducting a Utility Self-Assessment at LCA
In November 2016, the LCA management team and select employees conducted the EUM Self-Assessment to gauge the
organization's performance across the EUM Ten Attributes. The utility then calculated composite performance rankings based
on the feedback provided by 100% of LCA managers and supervisors, and a number of staff. To identify priority Attributes,
LCA adapted the EUM Self-Assessment slightly by creating a letter-based grading system to rate performance, rather than
using the numerical system provided in the EUM Primer.
The summary table below shows the composite results of LCA's tailored self-assessment to grade performance and rank
priority for the Ten Attributes. Yellow-shaded grades included more than one response with a "D" grade, and the green-shaded
ranks indicated no significant difference in ranking among these Attributes.
Based on the aggregated responses to the Self-
Assessment, the utility decided to focus on
Attributes that ranked as the lowest performing,
regardless of their priority ranking, and on the
Attribute that scored highest in terms of priority,
regardless of perceived performance. Through this
process, LCA prioritized four Attributes as areas of
focus in 2017: Employee and Leadership
Development, Financial Viability, Infrastructure
Strategy and Performance, and Product Quality
(Note: The Attributes listed in the table to the left differ
slightly in their titles from the Attributes listed here; the
names of three Attributes were updated when the Primer
was re-released in 2017).
2016
2017
Next Steps
Leadership
transition.
Completes the Self-
Assessment,
identifies four
priority Attributes.
Creates related
workplan for each.
Presents the EUM
Framework to the
Board of Directors.
Holds two-day
workshop;
finalizes and
rolls-out selected
measures.
EUM Attributes
Grade
Rank
Product Quality
A-
1
Financial Viability
C+
2
Infrastructure Stability
C
3
Employee and Leadership Development
C+
3
Operational Resiliency
B-
3
Water Resource Adequacy
B
3
Customer Satisfaction
B+
3
Operational Optimization
B-
8
Community Sustainability
B
9
Stakeholder Understanding and Support
B
10
-------
1 Effective Utility Management in Action
The LCA Approach to the EUM Keys to Management Success
In addition to the EUM workshops and the Self-
Assessment process, LCA leadership created a Mid-Term
Visioning Worksheet (right) for employees to provide
additional feedback on LCA's goals and organizational
priorities. This feedback validated the Attributes that LCA
selected as areas of focus through the Self-Assessment
process, and helped to build internal buy-in and ownership
around priority areas and goals.
In conjunction with validating the selected Attributes, the
Visioning Worksheets highlighted the overarching priority
areas of Information Technology, Communication, and
Teamwork. These areas of interest outlined by staff
generally support the Five Keys to Management Success,
as described in the EUM Primer.
LCA views all initiatives as directly related to the Five Keys.
For example, LCA created a new position of Chief
Information and Innovation Officer as a result of its EUM
implementation process. This position focuses on networks, storage, security, and continual improvement. It explicitly links
information technology to the Attribute improvement areas, including addressing knowledge management and transfer needs
associated with Employee and Leadership Development.
Measuring and Communicating LCA's EUM Processes and
Achievements
In February 2017, LCA's leadership presented the EUM framework and the results of its internal assessment to its Board. LCA
saw this presentation as an opportunity to communicate how the utility had identified these areas of focus, receive feedback,
and address the Board's request for improved communication and transparency in management initiatives. The Board agreed
that LCA selected the appropriate priority Attributes through the EUM Self-Assessment process, and raised additional Attribute
areas that could be important to achieve long-term objectives (e.g., Stakeholder Engagement, Water Resource Sustainability).
When LCA leadership presented the EUM framework to the Board in February 2017, the utility also identified several possible
measures for each priority Attribute. These measures were selected and adapted from the measures presented in Appendix C
of the EUM Primer, and from AWWA's Performance Benchmarking resources.
After receiving approval from the Board, paring down the list of identified measures to select final measures proved
challenging for LCA. For example, in some cases, the organization did not have the necessary data readily available. To
address this difficulty, and other related measurement issues, LCA held a two-day workshop in May 2017 with an external
expert to facilitate the process. During the workshop, LCA leadership, managers and employees considered availability of data,
maturity of related programming, and communication and measurement goals, in order to select the measures outlined in the
table below. LCA presented these measures to the Board for feedback and approval, and officially adopted them in July 2017.
LCA 2020 - Mid-Term Visioning Worksheet - Employee Input
LCA Vision: To be an industry-leading provider of world-class
water services, today and tomorrow.
1. Your Name & Department (optional, but please consider giving your name so we can follow
up with you on your ideas!)
2. What does this vision statement mean to you? In other words, what does it mean to
provide "world-class" water / sewer services? What would LCA look like if we achieved
this vision?
3. What should LCA focus on within the next three years, in addition to our 2017 Goals, to
move us closer to our vision?
4. What is LCA's number one....
Strength?
Weakness?
Opportunity?
Threat?
5. How do you see yourself personally contributing to helping LCA achieve our vision within
the next three years?
6. What training, tools or other resources / support would you need to be more effective in
helping us achieve LCA's vision within the next three years?
-------
Effective Utility Management in Action
LCA's Priority EUM Attributes LCA's Selected EUM Measures
Financial Viability
• Debt Service Coverage Ratio
• Internal vs. External Funding for Capital Expenditure
Infrastructure Strategy and Performance
• Asset Condition Assessment Coverage
• Planned Maintenance Ratio
• Asset "Needs Addressed" Coverage
Product Quality
• Elimination of SSOs / EPA CWA compliance
• Small Water Systems - Disruption of Service
• Small Water Systems - Regulatory Compliance
• Small Wastewater Systems - Regulatory Compliance
Employee & Leadership Development
• Training & Knowledge Management Coverage
• Training Hours per Employee
Planning for Success: Attribute Work Plans
In response to its Self-Assessment results, LCA identified an individual champion and team responsible for each priority
Attribute, These teams established 2017 work plans with goals linked to quarterly milestones, descriptions of ongoing
improvement activities, and plans for 2018 and beyond. LCA aims to develop a longer-term vision for each Attribute and
expects the individual work plans to evolve into a Strategic Plan structured around the Attributes, LCA's overarching long-term
aim is to leverage technology across all areas of management and operations, increase stakeholder input, and strengthen a
culture of continual improvement. The following list provides an overview of the major objectives outlined within the 2017 LCA
Attribute work plans.
Employee and Leadership Development: In 2017, LCA focused on succession planning and
knowledge loss prevention. LCA identified, planned for, and addressed retirement-related staff
turnover challenges, recruitment and retention strategies, and leadership development and
capacity building for new and existing employees.
Financial Viability: LCA's 2017 Financial Viability goals
included achieving LCA 2017 budget specified performance
targets, completing new capital need borrowing, and adopting
an updated capital financing policy.
Infrastructure Strategy and Performance: In 2017, LCA updated its computerized
maintenance management system, incorporated asset management projects into a pre-
existing Capital Improvement Plan, and began developing an Asset Management Strategy.
Product Quality: LCA aimed to eliminate Sanitary Sewer Overflows (SSOs) by developing
measurements and a cost-sharing methodology agreed upon by municipalities and City
Signatory municipalities through multi-stakeholder dialogue. In 2017, LCA also drafted a
Capacity, Management, Operation, and Maintenance (CMOM) Program and a Sewer Capacity Assurance & Rehabilitation
Program (SCARP) Improvement Implementation Plan.
-------
1 Effective Utility Management in Action
Reflections and Lessons Learned from
LCA's First Year of EUM Implementation
EUM strengthened and contributed to other management and continuous
improvement approaches that LCA already utilized. LCA leadership believe that
EUM works well with its existing management approaches. For example, LCA's
workforce planning and knowledge management programs predated
implementation of the EUM Primer by ten years. EUM helped refocus the
organization on these important areas, while creating a process for ongoing
evaluation and communication of related LCA activities and achievements.
The EUM framework is accessible to organizations of any size or any level of
background in strategic planning. LCA's CEO reflected that this is a tool by
which any organization could immediately gain value: "Starting strategic
planning or measurement processes can be overwhelming, but EUM simplifies
that process and takes the mystery out of it." LCA leadership found the EUM
Primer to be a relatable framework that provides a common language to talk
about the utility's priorities and challenges.
LCA's organizational culture has benefited from the EUM implementation
process, as employee interest, ownership, and motivation have increased.
Engaging in the highly collaborative process of identifying organizational
priorities and related objectives has generated internal buy-in and allowed LCA's
employees to feel ownership over the process and results. Furthermore,
employees report significant interest in the prioritized Attribute of Employee
and Leadership Development. LCA leadership notes that openly discussing
challenges, such as managing retirement risk, has had a positive impact by
demonstrating to employees that the organization is aware of these issues and
striving for improvement.
wf-wm
Starting strategic planning or
measurement processes can
be overwhelming, but EUM
simplifies that process and
takes the mystery out of it.
- Liesel Gross, CEO
EUM has helped build credibility with LCA's Board through a transparent goal-setting and prioritization process. Though
LCA is still in the first stages of incorporating EUM practices and tools, it has already proven to be extremely helpful in
facilitating transparent and clear communication with the Board about challenges, priorities and goals. CEO Liesei Gross
shared, "Increased transparency through the use of EUM in our goal-setting and prioritization processes has gone a long way
in helping our Board understand why we're asking for funding and support for certain projects." Particularly as related to asset
and infrastructure projects, LCA's leadership found that EUM has been instrumental in articulating priorities and gaining
traction, momentum, and funding for projects and activities.
-------
Scottsdale Water
The City of Scottsdale Water Resources Division (Scottsdale Water),
has a central vision that is embodied by staff and communicated to
customers daily: "Water Sustainability through Stewardship,
Innovation and People."
^ SCOTTSDALE
N^WATER
Scottsdale Water is committed to ensuring its product, its services
and its culture exemplify this vision. The utility found Effective Utility
Management: A Primer for Water and Wastewater Utilities (the EUM 'Primer') to be a useful framework for continual improvement
and strategic planning, first implementing EUM in 2014 and building on an existing Strategic Plan and Water and Wastewater
Master Plan. Scottsdale Water has become a leader in Effective Utility Management, winning the AMWA Platinum Award for
Utility Excellence in 2015, and sharing their ongoing experiences and innovations with water sector partners.
System Profile
Scottsdale, AZ
Southwestern U.S.
Combined Water + Wastewater
Municipal Department
Executive Director reports to the City
Manager and City Council
Colorado, Salt, and Verde Rivers
2nd water treatment plant online since 2006
Absorbed Stormwater Quality Program in 2014
water
wastewater
Customers Served
88,000
80,000
Lines
2,000 mi.
1,400 mi.
Plant Capacity
100 MGD
40 MGD
EUM Helped to Strengthen Existing Efforts
In 2012, Scottsdale Water was ahead of schedule to achieve most of the objectives outlined in its five-year Strategic and Water
and Wastewater Master Plans. Rather than sit back and relax, the organization seized the opportunity to implement an EUM-
based intermediate effort to strengthen existing efforts and identify additional items that may not have been included in the
Strategic or Master Plans, such as workforce or organizational development. The Scottsdale Water Resources Department
Director was familiar with the Primer through his role implementing EUM at another utility prior to joining Scottsdale Water in
December 2012. In early 2013, the Scottsdale Water leadership team presented the EUM Attribute framework and management
concepts to the Scottsdale City Manager and gained full support to begin implementation in the following year.
-------
2015
Receives AMWA
Platinum Award,
based on EUM
performance, for
Utility Excellence
2016
Launches the
Citizens Water
Academy
2017
New priority
Attributes
established:
Infrastructure
Strategy and
Performance
Employee and
Leadership
Development
Financial Viability
Water Resource
Sustainability
Effective Utility Management in Action
2011
Implements a Five-
Year strategic plan
2014
Conducts first EUM
Self-Assessment
Launches
Apprentice & Water
Quality Education
Programs
Effective Utility Management
Scottsdale Water's Annual EUM Self-Assessment and Attribute
Implementation Process
Scottsdale Water began to implement the EUM framework
in 2014, when it conducted the utility Self-Assessment
outlined in the EUM Primer for the first time. Since then,
Scottsdale Water has conducted an EUM Assessment
annually.
The annual Self-Assessment process at Scottsdale Water
involves the Management Team, made up of approximately
twenty individual mid-level to senior managers. Each
individual completes the assessment, with the results
compiled, reviewed, and discussed during an internal
meeting.
After identifying priority Attributes to address in that fiscal
year through the Self-Assessment, members of the
Management Team propose projects that will strengthen
performance in each priority Attribute. Scottsdale Water has
learned from past experience that by including a broad range
of management (rather than only asking for participation
Effective Utility Management
Scottsdale Water is committed to continual improvement and
uses the EUM process as one method of doing so:
• Division identifies new projects each year
• Rank EUM Attributes
Based on utility vision, goals, and specific needs
Rank current level of achievement for each Attribute
- Rank importance or each Attribute
• Choose 3-4 Attributes for focus each year based on scores
• Identify projects under each of the three Attributes
• Vote on projects
• Identify 3-5 projects per Attribute to complete
Assign to teams _
^WATER
W Water
Awatereum
V** Effnctlvo Utility Manaaornant
Scottsdale Water's EUM Process, as presented at the Association
of Metropolitan Water Agencies (AMWA) Executive Management
Conference; Oct. 2016
-------
Effective Management
from senior management at the division level) the Assessment garners a wide range of ideas and feedback, and strong internal
support for the projects.
The Management Team votes on the project proposals to select three to five projects
per Attribute for the year. The selected projects are assigned to a team that oversees
the projects for each Attribute area, tracks progress, and reports to the full
Management Team quarterly.
While some priority Attribute projects carry over from year to year, most projects target
completion in a one-year timeframe. If a project requires a financial commitment
greater than available in the predetermined fiscal year budget, that project is
incorporated into planning and slated for the following year. The EUM process at
Scottsdale Water thereby provides an opportunity for continuity of priority projects
between fiscal years, greater detail in budget proposals and employee ownership and
engagement.
Keys to Management Success: The Scottsdale Water Approach
The EUM Five Keys to Management Success are frequently used management approaches and systems, which create a
supportive context for a utility as it works towards its desired outcomes across the Ten Attributes. The table below
summarizes some of Scottsdale Water's key management approaches relative to each of the Five Keys. Some of these
approaches have been taken up in response to Scottsdale Water's annual Self-Assessments, while others were already
employed by Scottsdale Water prior to utilizing the EUM Primer.
Key
Scottsdale Water Approach
Measurement
Operations and system performance measure are reported daily, monthly and annually;
Key Performance Indicators reported monthly to Division management team
Knowledge Management
Technology Master Plan; Updated Information Access System; Internal Communication
Program; Operations Planning and Scheduling meeting; Asset Management Database
Strategic Business Planning
Five-year Strategic Plan and Master Plan; Progress Reported to City Executive Team
and City Council Quarterly; Long- and Short-Term Capital Improvement Plans
Continual Improvement
Management
Leadership Engagement Program, After-Action Reviews; EUM Annual review; Bimonthly
progress assessment meetings
Leadership
Apprentice Program for Water and Wastewater Treatment; Recruitment Program;
Leadership Engagement Program
EUM allows you to address
the "people side" of your
business. [A traditional
Master Plan] tends to focus
on assets and structure, but
those aren't the only
important components to a
successful utility.
- Brian Biesemeyer, Director
-------
Management
EUM Initiatives for Improved Attribute Performance
Scottsdale Water's priority Attributes have shifted from one fiscal year to the next, based on its annual Self-Assessment
exercise.
• FY2014-2015: Employee and Leadership Development; Enterprise Resiliency; and Infrastructure Strategy and
Performance.
• FY2015-2016: Operational Resiliency; Stakeholder Understanding and Support; Customer Satisfaction; and
Operational Optimization.
• FY2016-2017: Infrastructure Strategy and Performance; Employee and Leadership Development; Financial Viability;
and Water Resource Sustainability.
Each year since adopting the EUM framework, Scottsdale Water has accomplished numerous projects, as well as the
associated process and service improvements related to its selected priority Attribute areas. A few of the many successful
initiatives and the positive results since 2014 are described below
Employee and Leadership Development: In 2014, Scottsdale Water created its Apprentice Program to engage prospective
employees newly entering the workforce. The utility also expanded its recruitment program to include attending job fairs and
industry conferences to increase visibility as a utility and as an employer, and continues to implement both initiatives. The
utility began implementation of an Employee Leadership and Development Program in 2016 to improve training for supervisors
through quarterly leadership training sessions, reinforcing Scottsdale Water's commitment to help young supervisors develop
professionally.
Infrastructure Strategy and Performance: In 2014, Scottsdale integrated a Technology Master Plan into its water and
wastewater master plans, aiming to approach technology as strategically and proactively as other its other infrastructure.
Scottsdale completed the Technology Master Plan in 2017, with development including an evaluation of the Division's critical
communications and operations systems. The Technology Master Plan outlines the utility's plans to maintain, upgrade or
replace these systems. The utility also implemented an electrical equipment safety assessment program. This program
addresses infrastructure stability, employee safety, and Enterprise Resiliency.
Stakeholder Understanding and Support: In 2016, the utility created Scottsdale Water Citizens Academy; see the text box
by the same name for additional details.
Operational Optimization: In 2015, Scottsdale Water launched an employee safety campaign, which was well-received by
employees and has improved safety in Scottsdale facilities. That same year, the utility implemented a project to optimize their
pump-back system to maximize the amount of wastewater returned to the Advanced Water Treatment Plant to be processed
and recycled. With Scottsdale's complicated geography, optimizing the complex pump-back system required lift station
renovations as well as collaborating with regional partners.
Financial Viability: Scottsdale Water increased the use of paperless billing in 2017, in addition to implementing a
Procurement and Budget Training for employees to gain greater support and understanding of procurement, budget and
finance processes internally.
Customer Satisfaction: In 2015, Scottsdale Water invested in new signage on the Advanced Water Treatment Plant campus
to improve the visitor experience.
-------
Effective Utility Management in Action
SCOTTSDALE CITIZENS WATER ACADEMY
The Water Academy was formed as a part of the EUM process, drawing inspiration from popular police and fire academies.
The utility has created an opportunity for citizens to understand the science, engineering and labor required to deliver
quality water to the citizens of Scottsdale. In the spring of 2016, twenty residents participated in the inaugural six-week
Academy.
The Water Academy takes place twice a year, with residents applying in advance to attend six weeknight sessions over the
course of a month-and-a-half. The course includes presentations, tours, demonstrations, hands-on science experiments,
and interactions with the Scottsdale Water employees that clean and recycle the City's water daily, in a follow-up survey,
100% of participants rated the Academy as "excellent" or "very good," and many listed "meeting and listening to staff" as
one of the best aspects of the experience.
By participating in the Academy, residents and stakeholders will better understand the value they gain from what they pay
for water. "This has been a huge step with our citizens to get them engaged in what we do," said Director Brian Biesemeyer.
"It's also been great for our workforce to hear from citizens that the work they do is appreciated." In only a little over one
year since the first cohort "graduated" from the Academy, the Water Citizens Academy has already proven to be a highly
successful initiative for Scottsdale Water, its staff, and its customers.
VI
Measuring and Communicating Progress
Scottsdale Water has formed internal teams for each of its priority Attributes. These teams oversee the annual projects under
that Attribute. Once EUM-related projects are selected through the Management Team assessment and voting process
outlined above, they are assigned to the corresponding team, which reports quarterly on project progress during Management
Team meetings.
The visual on the following page is from Scottsdaie Water's EUM June 2017 Management Team Meeting Report, and provides
an example of how the Management Team tracks and communicates progress for a given project.
-------
© Effective Utility Management in
Action
Effective Utility Management
Financial Viability
June 2017 Activity Summary
Area 2: INCREASE USE OF PAPERLESS BILLING
~ V
RESEARCH
DEVELOP PLAN
PARTNER WITH
TREASURER & PIO
¦fr
• August -
September
2016
»September -
December 2016
January 2017
July 2017
in addition to the quarterly EUM Management Team meetings, monthly Key Performance Indicator (KPI) Reports include both
qualitative and quantitative measures to benchmark progress. Scottsdale Water shares progress internally during bi-annual
All-Staff Meetings, and externally, through annual presentations to City Council, the Citizens Water Academy, and association
conferences.
Takeaways and Lessons Learned
Identifying an internal champion for priority Attribute areas ensures that the utility makes progress towards EUM-related
goals. Scottsdale Water leadership acknowledges that utility staff are busy, and each individual has his/her own job and day-
to-day tasks which can distract from moving EUM-based projects forward. For Scottsdale Water, the key to overcoming this
challenge has been to engage senior management as champions for individual efforts, who are invested in the outcomes and
provide motivation to move EUM-related projects forward throughout the year.
In addition to the explicit benefits of EUM-related projects, Scottsdale Water has seen an added benefit of improved morale
and increased engagement from the management team and workforce through the EUM process. The inclusive process of
selecting priority Attributes and related projects has built ownership and increased staff engagement. Furthermore, during
staff meetings, Scottsdale Water provides updates on EUM projects that are underway in specific areas to improve the utility,
which has proven to be a positive way to keep staff apprised of progress.
EUM has allowed Scottsdale Water to address areas that are not specifically included in other continuous improvement
frameworks. Traditional Master Planning tends to focus on infrastructure and other assets, but the EUM framework explicitly
also addresses the "people" side of the business; a critical component of utility success. EUM provides the flexibility to
address continual improvement in a step-wise manner. Scottsdale Water has found EUM to be an impactful tool to achieve
benefits for the system, its customers, and City Council.
-------
Boston Water and Sewer Commission
Boston Water and Sewer Commission (BWSC or "the Commission") strives
to provide excellent service to its customers while maintaining cost
controlled, efficient delivery of water services and environmental
stewardship.
The Boston region has experienced a wide range of extreme weather
events since 2005, including heavy rains, abundant snow, and extreme temperatures. In response, the Commission has reviewed
and updated its management practices to be more proactive and adaptable. Adapting the tools and concepts outlined within
Effective Utility Management: A Primer for Water and Wastewater Utilities (the EUM Primer) helped BWSC address a range of
short- and long-term challenges while focusing on achieving its high-level organizational goals.
Boston Water and
Sewer Comission
System Profile
Boston, MA
Northeastern U.S.
Combined Water + Wastewater
Corporate and Political Subdivision of
the Commonwealth of Massachusetts
Three-member Board of Commissioners
appointed by the Mayor, confirmed by
the Boston City Council
fio
*0
Quabbin & Wachusett Reservoirs, via Massachusetts
Water Resource Authority
Created in 1977; continuous updates to infrastructure
Water
Wastewater
Customers Served
Lines
Plant Capacity
600,000 residents
+
600,000 daily commuters
442 mi. 646 mi.
20 MGD
24MGD
Incorporating EUM Guidance into the BWSC Management
Approach
BWSC took ownership of Boston's wastewater collection, stormwater drainage, and water distribution systems in accordance
with the Enabling Act of 1977. As part of the mandate, the Commission has improved and rehabilitated the systems to ensure
the infrastructure can accommodate Boston's unique weather patterns, including extreme heat, extreme cold, and heavy
precipitation. The Commission also now annually updates its three-year Capital Improvement Program (CIP) to proactively
manage changing conditions.
-------
1 Effective Utility Management in Action
In 2008 when the original EUM Primer was released, Boston faced flooding, combined sewer overflows, employee turnover and
knowledge loss, and an influx of underutilized data from Advanced Metering Infrastructure (AMI). In response to these
challenges-and as a means to address topics not already included in its CIP-the Commission adopted aspects of the EUM
framework after learning about the Primer through member associations.
2008
Implements EUM
as a supplement
to existing Capital
Improvement Plan
and management
practices.
2013
Hires new
Executive Director.
Undertakes Self-
Assessment and
commissions
external
evaluation.
2014
Hires new
Director of Safety
and Chief
Information
Officer.
Begins Automatic
Meter Reading
program updates
as an advanced
customer service
practice.
2015
Begins
development of IT
Disaster Recovery
Plan.
Receives AMWA
Platinum Award
for Utility
Excellence and
New England
Stormwater
Collaborative
"Stormy Award."
2016
Updates the
2007 Lead
Removal
Incentive
Program as part
of a Product
Quality initiative.
The Utility Self-Assessment at BWSC
To kick off its EUM implementation in 2008, BWSC conducted a Commission-wide Self-Assessment. This focused on
understanding improvement opportunities and identifying specific near- and long-term actions relative to challenges facing
the Commission. Staff and division directors filled out the Self-Assessment individually, and the Commission compiled these
results.
The assessment found that across the organization, Customer Satisfaction was highly rated in terms of both current
performance and importance for continued focus. BWSC also determined that Employee and Leadership Development was a
high priority for the utility, but needed work to reach its desired level of performance. The new focus on Employee and
Leadership Development highlighted a need to improve Knowledge Management practices (one of the Keys to Management
Success outlined in the EUM Primer), especially to support knowledge transfer as long-term employees began to retire.
In 2013, the recently-hired Executive Director launched an internal process to update the results from the 2008 assessment.
Based on results of the internal assessment, BWSC leadership commissioned a third-party evaluation, utilizing aspects of EUM
-------
Effective Utility Management in Action
as a framework. The Commission combined the results of the external
evaluation with those of the internal self-assessment, and decided to
prioritize Operational Optimization at an organizational level.
In addition to the organization-wide assessments, Division heads identify
annual goals relative to the Attributes and report to the Executive Director
on the progress toward these goals throughout the year. As part of this
goal-setting process, many Divisions undertake a Self-Assessment on a
yearly basis, as a way to identify areas for improvement and track
progress on prior goals. Examples of these goals and quarterly progress
report-outs are provided below.
In 2015, BWSC applied for and received the Association of Metropolitan
Water Agencies (AMWA) Platinum Award for Utility Excellence, which is
structured around the Ten EUM Attributes and the EUM Five Keys to Management Success. BWSC leadership team members
noted that the process of completing the application was an excellent exercise that prompted reflection upon the
Commission's performance to-date, and helped them to identify Attribute areas and aspects of the Management Keys to
Success that still had room for improvement.
EXAMPLES OF BWSC'S DIVISION-LEVEL EUM GOAL-SETTING PROCESS
Example Goal 1: Engineering Division
Goal: Investigate mechanisms to notify customers of upcoming work, water main shutdowns or emergencies that occur.
1st Quarter Reported Results: Ongoing customer service coordination continues. Notices are being prepared and
provided to the customers. Electronic mechanisms have been discussed with the Communication's Department and are
being investigated.
2nd Quarter Reported Results: Ongoing customer service coordination continues. Notices are being prepared and
provided to the customers. Monthly updates on large scale projects are being prepared and posted on the website as
well as distributed to email address books. Electronic mechanisms have been discussed with the Communication's
Department and are being utilized for scheduled water main shutdowns done by Construction.
Example Goal 2: Administrative Division
Goal: The American Water Works Association (AWWA) recommends that meters 3" in diameter be tested every three
years, 4" meters in diameter every two years and meters 6" and larger every year. In order to maintain this program, 450 -
500 meters need to be tested every year.
1st Quarter Reported Results: During the first quarter the Meter Division tested 1,518 meters. 154 of the meters were 3"
or larger and 1,364 meters were 2" or smaller. Meter Services will continue to test large meters in accordance with the
AWWA recommended test schedule, all working meters that are changed out and all meters requested to be tested by
customers.
2nd Quarter Reported Results: During the second quarter the Meter Division tested 1,091 meters. 204 of the meters were
3" or larger and 887 meters were 2" or smaller. Meter Services will continue to test large meters in accordance with the
AWWA recommended test schedule, all working meters that are changed out and all meters requested to be tested by
customers.
The EUM Self-Assessment is a clever
tool that forces you to prioritize your
goals, and organize a path to achieve
them in an efficient and effective
manner... [The EUM Primer] materials are
structured in a way that your
organization can continually revisit them
as a means of measuring progress
towards achieving its goals.
- Mike Nelson, Director of Engineering
-------
1 Effective Utility Management in Action
Taking Action: Applying the EUM Framework and Approach
Once EUM-related projects are selected by Division heads, managers within
the five Divisions become the driving force responsible for these initiatives.
Department managers lead and track progress of the specific initiatives and
activities, and report regularly to the Division head, who then reports to the
Executive Director. Creating accountability for the Attribute projects by
establishing internal champions for priority Attributes and related projects is
a major factor for BWSC's EUM-related successes to date.
Since 2008, BWSC has identified and implemented a number of initiatives to
address areas for improvement across the EUM Attributes.
Employee and Leadership Development: BWSC has placed substantial focus on improving knowledge transfer within the
organization as a key way to grow new employees. In 2017, BWSC created a lecture series where long-term staff give lectures
to newer staff on knowledge obtained over the course of their careers as a way to share "tribal knowledge," preparing for
upcoming retirements and subsequent knowledge loss. These lectures are open to all staff, and they are recorded and posted
on the internal shared drive for future reference. The first two lectures in 2017 were highly reviewed by staff and the lectures
are now held on a monthly basis.
In a separate learning initiative, the Commission sent three Engineering
Division directors to attend an EUM Workshop in 2017. Participants felt
the workshop was extremely valuable and helped them gain hands-on
experience with the EUM Primer. The directors who participated highly
recommended sending additional staff to future EUM-based
workshops.
In addition to sending additional staff to future EUM workshops as a
professional development opportunity, BWSC is implementing its new EUM knowledge as part of its operations. As a result of
the workshop, the Director of Construction plans to use the EUM framework to improve the process for planning, designing,
and constructing Green Infrastructure at BWSC.
In 2014, BWSC conducted an an internal review of Commission training practices with the aim of additional improvement to
Employee and Leadership Development activities. The review prompted the Comission to update its technical training and
safety programs to be more hands-on, and to increase tuition reimbursement for employees in support of new professional
growth opportunities.
Enterprise Resiliency: In 2014, a new Chief Information Officer joined the Commission and conducted an internal assessment
of the IT Department. Findings from this assessment highlighted areas for improvement in the Enterprise Resiliency Attribute
area. As a result, the Commission developed a Disaster Recovery Plan and began to implement the plan in 2017, under the
leadership of the IT Department.
Operational Optimization: BWSC leadership reports that EUM shifted the organization into a strategic planning mindset,
allowing the Commission to be proactive rather than reactive, especially in its wastewater operations and maintenance. As a
result of the 2013 Self-Assessment and external evaluation, the Commission expanded its strategic planning efforts past the
EUM has been a guideline and a
resource to open our eyes to areas
where we weren't as strong as we
thought we were. l/l/eVe used EUM-
thinking to innovate, and applied the
framework to new and existing
programs.
- Mark Van Dam, Executive Assistant to
the Executive Director
I walked away from the EUM training with a
sense of organization and direction for
how to improve our utility.
- Mike Nelson, Director of Engineering
-------
Effective Utility Management in Action
infrastructure-focused CIP and into other areas of the organization. This expansion led to the creation of an Operations
Strategic Plan.
The Commission also implemented a new risk-based software system which assists Commission staff to determine which
sewer or drainage assets are most in need of repair or replacement, based on predictive risk, and developed a five-year
Information Technology Strategic Plan in 2014 based on the IT Department's annual self-assessment exercise.
Customer Satisfaction: BWSC has continued to improve and grow its
customer-based programs as a result of EUM. To serve an important
customer group in need, the Commission increased rate discounts
offered to elderly citizens. It also worked to communicate more
proactively with customers. In this regard, Water Resource
Sustainability has also been an aspect of the improved customer
relations: BWSC helps customers track leaks through Automatic Meter
Reading (AMR) data. Phase II of the AMR program began in 2014 when
Commission installed units that track water consumption hourly. As a
result, the Customer Service Department can notify ratepayers when consumption spikes (a common indicator of leaks). "This
type of customer service was not something we did before EUM," said one BWSC staff member in 2017.
IMPROVING WATER QUALITY AND COMMUNITY ENGAGEMENT THROUGH
PARTNERSHIP WITH BOSTON PUBLIC SCHOOLS
In 2015, the Commission began work with Boston Public Schools (BPS) as the school system began developing its 10-
year Facilities Master Plan (released in March 2017). BPS renovations offered an opportunity for the Commission to
engage proactively with the community and simultaneously address compliance requirements. The Commission worked
with the BPS Facilities Management Department to design and provide funding for the construction of Green
Infrastructure (Gl) at five Boston public schools as part of the planned renovations.
Many Boston public schools are located within the tributary areas for the Charles River. Integrating Gl into their
development projects will improve water quality and reduce phosphorus loads in the Charles River. Phosphorus is a chief
culprit for dramatic algae blooms that plague the Charles River during the summer months. BWSC received a 2015
Stormy Award from the New England Stormwater Collaborative1 in recognition of this innovative stormwater
management program.
BWSC also collaborated with school staff members to develop curricula around Gl and water quality to be taught in 5th-
and 7th-grade classrooms. Gl play spaces paired with integrated curricula, provide a safe and enjoyable outdoor
recreation area and a hands-on opportunity for kids (and teachers) to learn about the Commission's work and the
importance of water stewardship.
Using EUM as a guideline to put the program together, the Commission thought strategically from the outset to maximize
the return on investment in the initiative. As a result, BWSC designed a collaborative project that will improve its
performance in a number of Attribute areas, including Product Quality, Stakeholder Understanding and Support,
Community Sustainability, and Water Resource Sustainability.
Since first implementing EUM, we have
improved communication with ratepayers
and our complaints have gone down
substantially.
- BWSC Leadership Team Member
-------
Effective Utility Management Action
EUM as a Framework for Continual Improvement in
Product Quality
In late 2016, the Mayor of Boston asked the Commission to focus more explicitly on Product Quality. BWSC utilized the EUM
framework to identify specific initiatives that advance multiple areas of its operations and improve performance across a
number of Attribute Areas.
The Mayor's request and subsequent strategic reflection led BWSC to update its pre-existing Lead Removal Incentive Program
by doubling the Program's financial incentive offerings and extending the period for interest-free payments. The graphic on
the right is an excerpt from BWSC's Program brochure.1 Although the BWSC lead program was instituted in 2007, reprioritizing
Product Quality prompted the Commission to revisit the program with a new EUM-oriented perspective. The update to the
program had a positive impact on Product Quality, as well as in the Attribute areas of Customer Satisfaction and Stakeholder
Understanding and Support.
The Lead Replacement Incentive Program at Boston Water and Sewer Commission
What Is a Private Water
Service?
It is the portion of the water
service pipe running from
the property line into the
building. This pipe may be
made of or contain lead.
Property
Line
Water
Main
Public Water
Service .
Private Water
Service
f
Public
Space
Private Property
The Program
The Lead Replacement Incentive Program exists
to encourage Boston's property owners to replace
private lead water services. While private water
service connections are the responsibility of the
owner, Boston Water arid Sewer Commission
(BWSC) has developed this voluntary grant program
as an incentive to remove lead from water services.
Financial assistance in the form of a credit up to
$2,000 towards the cost of the replacement and the
ability to pay interest-free over a 48-month period
are available to eligible property owners.
Who Is Eligible?
Boston property owners are eligible to participate
in the Lead Replacement Incentive Program if all of
the following conditions are met:
~ The property is served by a two-inch or smaller
water service pipe, which contains lead.
~ The water and sewer account for the property is
active and not delinquent.
~ The property owner agrees to have the work
done by BWSC.
~ The work presents no extraordinary physical
obstacles.
BWSC reserves the right to determine eligibility of
a property.
! http://www.bwsc.ora/SERVICES/Proarams/Lead Brochure.PDF
-------
Effective Utility Management in Action
Keys to Management Success: The BWSC Approach
BWSC considers the Five Keys to Management Success as it works towards its desired outcomes across the Ten Attributes;
it approaches each of the Keys through a variety of practices. In addition to the strides BWSC took to improve its internal
Knowledge Management through activities related to Employee and Leadership Development (described earlier), the
Commission:
Measures progress and shares benchmarks regularly: BWSC engages in a collaborative goal setting process via submission
of Monthly Management Report Goals, which are reported in a Commission-wide Report Status Update; sets Tactical and
Strategic Goals; and reports Key Performance Indicators (KPIs) on a monthly departmental basis.
Takes a proactive approach to Strategic Business Planning via the renewal and rehabilitation of its water infrastructure
through the CIP, in its five-year Strategic Information Technology Plan. Through aggressive leak detection and repair and
progressive metering programs, BWSC continues to reduce its unbilled and unaccounted-for-water.
Established internal best management practices, which are revised regularly. It also updates its CIP annually as part of its
Continual Improvement Management approach.
Takeaways and Lessons Learned
"Take it one step at a time." BWSC has found over nearly ten years of EUM-based
work that full implementation of the Attributes and Keys takes time, and highlights
that it is indeed a continuous improvement process. The Commission took
immediate strides forward by applying EUM to low-hanging fruit. By using the EUM
Primer as a guideline, the Commission continues to tackle the "big issues" one step
at a time.
EUM, and especially the Self-Assessment, have broadened BWSC's perspectives
on successful utility management. Through the EUM framework, the Commission
leadership considered and improved areas it had not tracked previously, such as
Employee and Leadership Development. Even in Attribute areas in which the
Commission performs well, such as Customer Satisfaction, EUM has provided an
impetus for continued innovation and improvement.
BWSC's day-to-day operations have improved dramatically as a result of EUM, especially in the areas of Customer Service,
water efficiency, Knowledge Management, Stakeholder Understanding and Support, Employee and Leadership Development,
and Enterprise Resiliency. EUM helps reinforce effective practices already in place and provides a streamlined framework for
improvement.
Since its inception, the EUM
Primer has been an effective
tool to ensure that our
ratepayers are getting the most
bang for their buck. The beauty
of the Primer is that there are
no 'MBA words' -just strong
management practices.
- John Sullivan, Chief Engineer
-------
EFFECTIVE UTILITY MANAGEMENT IN ACTION
Utility Case Examples
*\\, A /
American Water Works
Association
ACUTA
I 1 METROPOLITAN ^ ASUWAt N AO A/A
| f| WATER AGENCIES .fr Assooeticfl of State Dflnkjng Water Administrators * * V VM \
_
\\®RFw Federation Research
SttftESa: —¦ ~th.wwqmiwpww Foundation
United States
Environmental Protection
Agency
------- |