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Portland Bureau of Water Works

2001 Gold Award for Exceptional Utility Performance
Portland Bureau of Water Works, Oregon
  • Provides water to nearly 800,000 (450,000 of whom are Portland residents; the balance of 350,000 are served via wholesale contractors).
  • Two water sources---a surface system and a groundwater system.
  • 545 employees and an annual fund budget of $145 million.
Achievement Highlights: The agency has focused on developing a culture of continuous improvement since the early '90s, including: Strategic labor-management leadership approach with extensive employee involvement in systematic business process reengineering. Redesign of system operation (implementation of a SCADA system), fountain maintenance, grounds maintenance, customer service, mains flushing, emergency response, payroll and purchasing, stores operation and inventory management, concrete delivery and placement and laboratory management. Flattening of the organization with increased span of control and reduced mid-management ranks. Results have been evidenced by a revenue bond rating of Aa1 and a general obligation bond rating of Aaa; customer satisfaction ratings above 90%; rate increases below inflation, even as the capital improvement plan has been nearly doubled; and extremely competitive bills for customers based on local and national data.

Saint Paul Regional Water Services

2001 Gold Award for Exceptional Utility Performance
Saint Paul Regional Water Services (SPRWS) has focused its efforts in three areas. The first is water quality. Although the utility has access to abundant sources, SPRWS never takes water quality for granted and is committed to protecting the supply, improving treatment and ensuring delivery. Second is customer service. SPRWS regularly seeks feedback through the use of surveys, which help the utility clarify policies and enhance customer service. SPRWS continues to expand its customer base by entering into wholesale, retail and acquisition partnerships with suburban communities. The utility also has emphasized cost effectiveness by managing performance. Appropriately deployed technology and other improvements are directly linked to reduced cost and improved efficiency. Over the past five years, SPRWS has managed to increase revenue-funded capital improvements by five percent annually while holding increases in operating expenses to 1.4 percent per year and rate increases well below inflation. SPRWS recognizes that a public utility can benefit from adopting tools and practices utilized by the private sector. The utility's excellent reputation as a publicly owned organization provides additional leverage for these tools, bringing SPRWS even closer to its goal of becoming the leading regional water service provider.

Salt Lake City Department of Public Utilities

2001 Gold Award for Exceptional Utility Performance
The Salt Lake City Department of Public Utilities began its efforts to achieve continuous improvement and gain competitive advantage in 1992 when it embraced the philosophy and tools of total quality management. Since then, through extensive employee involvement, many processes have been improved and newer, more efficient and effective ones implemented. The department invested in SCADA technology to control a complex water distribution system, with only two employees monitoring the system. Water treatment plants combined operation and maintenance functions, and by using SCADA and particle counters, operators consistently maintain a 0.1 NTU finished water quality. Recognizing the need to continuously learn, the department implemented a leadership development program, which is open to any interested employee. A recently empowered Education Advisory Committee makes recommendations for technology, equipment, water industry and cross-training opportunities to improve employee communication, teamwork and job knowledge skills. The department partners with other government agencies, organizations and citizens to maintain superior source water quality while managing a watershed within the most-used national forest in the United States. A proactive watershed protection program helps keep the cost of water treatment down and reduces health risks by controlling pollution at the water supply source.

Seattle Public Utilities

2001 Gold Award for Exceptional Utility Performance
Seattle Public Utilities (SPU)
  • Serves a population of 1.3 million people in the greater Seattle metropolitan area.
  • 1,300 employees and a budget of $462 million for 2001.
  • Water system includes the Tolt and Cedar River watersheds and a small aquifer, as well as approximately 176 miles of supply mains and 460 millions gallons of storage capacity in transmission and distribution reservoirs, supporting nearly 150 mgd average water use.
Achievement Highlights: An aggressive water conservation program reduced per capita use by more than 20 percent over the past two decades. To meet a new set of challenges at the dawn of the next century, the Seattle Water Department was directed by the mayor to develop pathways to become more competitive and efficient, and at the same time to enhance customer service levels and environmental protection. Seattle Public Utilities was created in 1997 as one of the primary means of achieving these objectives through the merger of the water, wastewater, drainage and solid waste utilities. All SPU services now have performance measures based on desired end results, and performance results are reported to the utility director quarterly and discussed with management leaders to assure feedback and performance results are synchronized. An integrated Utility Call Center was created to provide seamless customer service related to any customer inquiries related to water, solid waste, drainage, wastewater and electrical services. Innovative approaches to facility development and alternative approaches to drinking water treatment saved SPU $70 million on the Tolt Treatment Plant by using design-build-operate (DBO), a estimated $150 million on the Cedar Treatment facility by moving to ozonation and ultra-violet technologies and a DBO approach, and approximately $100 million through more strategic approaches to reservoir covering and replacement. Though the integration of financial and administrative functions -- such as human resources, safety, information systems, finance, accounting, rates and communications services -- of three previously separate utilities, SPU achieved a cost saving of more than 10 percent without a reduction in service levels. An enhanced Capital Improvement Program (CIP) included redesigned support systems, development of standards and new processes, and increased annual capital completion from around 55 percent to 100 percent. This capital completion rate was accomplished for three years in a row, while the size of the CIP doubled from roughly $50 million in the early 1990s to more than $100 million in recent years. In addition, SPU has maintained Aa2 and AA bond ratings.

Spartanburg Water System

2001 Gold Award for Exceptional Utility Performance
Spartanburg Water System
  • Provides direct service to a population of approximately 110,000, and supplies water to nine wholesale customers serving a secondary population of approximately 73,000.
  • Operates three surface water reservoirs and two treatment facilities with a combined capacity of 79 mgd.
  • 188 employees and an annual budget of approximately $22 million.
Achievement Highlights: Spartanburg Water System has developed and is implementing a program it calls Pursuing Excellence, which encompasses initiatives designed to ensure high levels of employee and public safety, regulatory compliance, resource conservation, customer service and competitiveness. Maintenance and construction activities have been consolidated, multi-functional work teams established and the number of management levels and positions significantly decreased through attrition. Laboratory services have been consolidated and a state-of-the-art laboratory is currently under construction. More efficient analytical technologies and automation are being implemented where available, and extensive training and cross-training is underway. Customer satisfaction is measured and evaluated on a periodic basis in order to determine satisfaction. A Management, Operation and Maintenance Program consistent with EPA and Primacy Agency CMOM program guidance has been implemented to identify potential problems and schedule preventive maintenance. A systematic inspection of treatment facilities and water storage tanks was undertaken to assess current physical integrity, projected life, and needed modifications or upgrades to meet future growth in the community and anticipated regulatory requirements.

Tacoma Water

2001 Gold Award for Exceptional Utility Performance
Tacoma Water stands ready to meet unexpected and expected changes in the economy, the climate, competition and regulation. The utility's primary resource is its staff of committed employees who are trained to think strategically, to use current process improvement tools, to innovate and to respond quickly to meet utility needs and exceed customer expectations. Employee teams can be assembled quickly to address issues and produce workable, cost-effective and timely solutions. One long-standing team, for example, identifies infrastructure replacement needs. Another more recent team has produced thoughtful recommendations to address a more immediate challenge, a budget shortfall resulting from a drought in the Northwest and the related downturn in business activity. Tacoma Water's new business plan and continuing progress on its second regional water supply project also add to the utility's ability to remain competitive. Tacoma Water is proud of its role as a leader in the community, the region and the water utility industry.

Tampa Water Department

2001 Gold Award for Exceptional Utility Performance
The Tampa Water Department serves a customer population of almost 500,000 through 120,000 connections in a 211 square mile service area. Its primary water resource is the Hillsborough River Reservoir Basin located adjacent to the historic Hillsborough River Water Treatment Plant and Dam. Tampa Water is proud of the department's tradition of innovation and continuous improvement with the simultaneous objectives of delivering unquestionable water quality, sound financial performance and customer satisfaction that is considered "best in class" for the industry. Beginning in 1996 with a comprehensive competitive assessment and a strategic re-evaluation of the objectives of the department's Water Quality Master Plan, Tampa Water launched its Water Quality 2000 initiative in the Production Operations Division. This initiative included re-engineering O&M processes and a series of facility upgrades to ensure superior water quality, cost containment and process flexibility and reliability into the 21st century. Workforce reductions (achieved without layoffs) with simultaneous improvement in productivity and job satisfaction were achieved through training, skills based compensation and automation projects. Water quality initiatives include rehabilitation of the existing filter galleries with new under-drains, the addition of air scour, activated carbon filter media and a 20 MGD production augmentation facility employing Actiflo and ozone disinfection technologies.

Topeka Water

2001 Gold Award for Exceptional Utility Performance
Topeka Water
  • System includes a 63 mgd treatment plant, an 800-mile distribution system, 10 towers and reservoirs and nine pump stations.
  • Service population is 51,000 connections serving approximately 165,000 customers.
  • Employees number 108 and the annual budget is $18 million.
Achievement Highlights: Topeka Water, like many other water utilities, has operated an aging infrastructure that needs significant capital investment. At the same time, revenue growth was flat, operating costs were rising and customers were becoming vocal against significant rate increases. The following strategies were adopted: Phased capital projects consider financial restraints and better meet customer needs. Revenue enhancement opportunities were explored. Customer base growth became a key to better returns on existing investments. Completion of an aggressive meter change out program and negotiating wholesale water contracts achieved early revenue growth success. Operations and maintenance costs had to be controlled with the need to be competitive with private utilities. An aggressive staffing and process optimization program saved more than one million dollars in the first year. Many activities that were historically performed by in-house resources have been outsourced. Other changes include supervisor leadership skills, standard operating procedures, computerized mapping systems, computerized maintenance work orders, labor / management meetings, employee teams, training programs, and an enhanced safety program. Customer service has improved significantly with the adoption of new customer payment options and a charitable program that collects donations to help less fortunate customers with their utility payments. Customer complaints about red water and yard cleanups have dramatically reduced even though the work in customer yards has gone up over seven-fold.

Tualatin Valley Water District

2001 Gold Award for Exceptional Utility Performance
Located in the Portland, Oregon metropolitan area, Tualatin Valley Water District provides full water service to parts of three cities and unincorporated Washington County. The District is recognized for its competitive service and uses that competitive edge to obtain contracts to provide service to other agencies. In 2000, the City of Sherwood, the fastest growing city in Oregon during the '90s, selected the District to be its water operator and manager. In 2001, the Valley View Water District also selected the District for its O&M. Through a competitive bidding process in 2000 the city of Beaverton, Oregon chose the District to provide meter reading service. Meter reading services were reengineered, and a productivity meter reading pay program was established. Merit based pay for performance is applied to all District employees, who are not rewarded for longevity but for contributions they make to the organization each year. This resulted in a highly skilled workforce with a turnover rate just over 4 percent, with half of that due to retirements. The District's competitive pay program, strong financial position, low employee turnover and low ratio of employees per capita make it highly competitive in the water service industry.

Tucson Water Department

2001 Gold Award for Exceptional Utility Performance
The competitiveness achievement highlights of the Tucson Water Department include its Business Office Call Center, where staffing patterns are adjusted to most responsively handle customer calls, and 80 percent of the calls are answered in 20 seconds with less than a three percent drop rate. In addition, collapsed classifications and broad-banded skills in the department's Meter Service allow it to provide more efficient use of staff. Tucson Water evaluated Automatic Meter Reading technology and made routing and program changes to produce an efficiency increase of about 25 percent. The Maintenance Management Program is currently in a multi-year program to reengineer maintenance procedures in all areas of the department. This will involve reorganization, reclassification of positions, broad-banding of positions and a new maintenance computer system. A Reengineering Steering Committee was created of employees from throughout the department elected by their peers. The Committee coordinates multiple improvement projects, including a new job-shadowing/mentoring program to provide employees with new work/career experiences. A revolutionary water quality information system provides near real-time, neighborhood-based water quality information over the Tucson Water web site. The utility's financial system reflects information-based systems, customer and policy-driven rate structures, and the integration of short- and long-range plans and budgets.

Washington Suburban Sanitary Commission

2001 Gold Award for Exceptional Utility Performance
The Washington Suburban Sanitary Commission (WSSC) was created in 1918 by the State of Maryland to serve a 1,000 square mile bi-county area just outside Washington, D.C. For the first time in the Commission's 83-year history, it has a multi-year fiscal plan and a multi-year Blueprint for Change implementation plan which follow three parallel tracts: business strategies, cultural change and individual employee growth and development. WSSC received AAA bond ratings from all three investor agencies. Employee-led work teams have identified and implemented best practices in plants and maintenance to include flexible workforce, staffing for the baseload, importing in crisis, program driven maintenance, unstaffed operations, consolidated laboratory services, wireless access to information and incentive plans.