Award Winners
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.
City of Raleigh Public Utilities Department
2001 Gold Award for Exceptional Utility Performance
The City of Raleigh Public Utilities Department provides water to a service population of approximately 315,000 customers. While experiencing a period of large growth, Raleigh remains committed to providing quality services at an affordable cost to its citizens. With only two rate increases during the past 12 years, current utility rates are the second lowest in the state and among the lowest in the region. Two new two-million-gallon elevated storage tanks, a new five-million-gallon clearwell and a new ozone generator top the list of recent improvements to the system. A proposed new water treatment plant is in the design phase to accommodate additional growth. Raleigh currently maintains bond rates of Aa1 from Moody's, AAA from Fitch and AAA from Standard and Poor's, the first water and sewer utility in the U.S. to achieve AAA ratings from Fitch and S&P. Utility employees continue to be a vital part of the improvement process. A SIP (Service Improvement Program) Committee develops programs to improve service to both internal and external customers. Work Order Process Teams study ways to improve various work processes and increase efficiency.
City of St. Louis Water Division
2001 Gold Award for Exceptional Utility Performance
For the City of St. Louis Water Division, competitiveness improvements begin and continue with staffing levels. The improvement process started in 1996 when each section manager was charged with evaluating the number of positions needed to perform critical functions. The resulting reduction of 8.7 percent of staff was realized through re-thinking work processes and utilizing technology advances, without any layoffs. Completion of a touch-read meter reading system, with an on-going migration to an automated meter reading system (AMR), more than doubled the productivity of meter readers. With the final installation of the AMR system, the meter reading force will be reduced to one individual. As a water utility in a city with fixed boundaries, the Water Division determined to use its excess capacity to become a regional water supplier. Using its Howard Bend Plant on the Missouri River as the source, it successfully negotiated to supply three wholesale customers in neighboring St. Charles County. An aggressive capital improvement program was initiated. A completely new reservoir (two tanks) was built within the historic exterior of the previous reservoir, retaining the character of the neighborhood. Also, a new pre-sedimentation and softening basin was added at the Chain of Rocks Plant on the Mississippi River to ensure compliance with future quality regulations. Conventional and innovative technologies are being utilized to upgrade the distribution infrastructure.
Orange County Water Division
2001 Gold Award for Exceptional Utility Performance
The Orange County Water Division constantly monitors the effectiveness of programs and processes it established to meet citizens' needs and develops new techniques to ensure that future needs are met. The Water Division's mission is to provide customers with safe and reliable water services by continually improving facilities, work processes and the capabilities of employees. The Water Division's competitiveness strategy includes a variety of initiatives. As the population of Orange County continues to grow, more water facilities have been built to provide adequate service. A state-of-the-art laboratory was completed in 1998 at the Eastern Regional Water Supply Facility that allows staff to work in a central location to perform all necessary testing. Maintenance of equipment and training of personnel are top priorities in the Water Division. Public education for community groups and in public schools continues to expand as innovative programs, such as "Touring the Water Facts," are developed.
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.
East Bay Municipal Utility District
2001 Gold Award for Exceptional Utility Performance
The East Bay Municipal Utility District (EBMUD) in Oakland, California, provides water service to 1.3 million customers and wastewater service to 610,000 customers. Despite rising inflation in the greater San Francisco Bay Area, EBMUD has met its strategic goal of keeping water and wastewater rates at or below the rate of inflation. The Capital Improvement Program is prioritized annually, investment is made in new technologies that increase efficiency and effectiveness, and the operating budget is continually reviewed for cost reductions. In 2000, EBMUD bought chemicals, pipe and other commodities through a single contract and entered into multi-year contracts to save over $1.5 million. At the same time, the utility promoted industry-leading programs in water conservation, water recycling, seismic improvement and water quality. EBMUD's 10-year, $189 million Seismic Improvement Program is internationally recognized for its proactive approach to seismic risk assessment and mitigation. At the program's halfway point, more than 200 critical facilities have been upgraded. Commitment to financial stability resulted in bond rating upgrades to AA and AA2, changes that will lower interest payments on new bonds by $5.5 million over 30 years.
El Paso Water Utilities
2001 Gold Award for Exceptional Utility Performance
Continuous process improvement by a workforce focused on quality and customer service is the mainstay at El Paso Water Utilities. In four years, costs have been reduced by re-engineering the organization and enhancing technology. Staff was reduced more than six percent while the customer per employee ratio improved by 14 percent because of rapid growth in the customer base. In addition, human resources were improved with enhanced training efforts, greater employee empowerment and better safety training, and workman's compensation claims were reduced 30 percent. While the utility is rapidly expanding its infrastructure, it has not neglected renovation needs. About $12 million per year is dedicated to renovation projects. The renovation program, combined with an expanded leak detection program, helped reduce unbilled water from 14 percent to 11 percent over the past few years. Because El Paso Water Utilities serves an arid, water-short region, it established an aggressive water conservation program that resulted in a 20 percent reduction in per capita water use since 1990. The Utility continues to be one of the most efficient water systems in the Southwest, whether measured by its low rates, AA3 and AA bond ratings or workforce size.
Green Bay Water Utility
2001 Gold Award for Exceptional Utility Performance
Since the 1970s, the Green Bay Water Utility has been committed to improving the efficiency and effectiveness of its service through teamwork and participation, a cultural change that impacted all areas &endash; from purchasing through design teams. The utility met increases in customers supplied, customer services offered and mandated programs without the need for an expanded workforce. Water quality was upgraded with the addition of ozonation to the utility's treatment train, main rehabilitation proceeded without the need for rate increases, and GIS will bring real time information to repair crews and customer service personnel. An upgrade of the utility's SCADA system will allow one person to control the entire operation from pumping stations to pressure control vaults. Billing and record-keeping software are also being upgraded to allow for more efficient data handling and a more timely response to customer inquiries.
Knoxville Utilities Board
2001 Gold Award for Exceptional Utility Performance
The Knoxville Utilities Board (KUB) provides electric, gas, water and wastewater service to 387,000 customers in East Tennessee. A successful traditional utility since 1939, KUB recognized in 1993 the need to adapt to the rapidly changing environment. KUB began to redefine itself around four corporate objectives: do the basics better; focus on the customer; be environmentally responsible; and serve the community's growth. Reorganization was undertaken along functional lines instead of by separate utility services. Employees focused on finding innovative ways to improve business processes and hold operating costs down through process improvement, re-engineering and organizational development. One innovative tool to improve service and efficiency is KUB's pilot water plant. A working scale model of the main plant, the pilot plant tests treatment processes and technologies for less money, in less time, and without risking the quality of the public water supply. The competitiveness strategy has paid off. KUB's 2002 budget marks the seventh consecutive budget without a rate increase, and operating cost per customer is actually four percent less than 10 years ago. KUB is proud of its efforts to improve service and hold rates down while continuing to maintain the integrity of its systems.
Metropolitan Water District of Southern California
2001 Gold Award for Exceptional Utility Performance
For 70 years, the Metropolitan Water District of Southern California has successfully acquired and delivered high quality water supplies to Southern California. Recent years have seen a growth of external competition and political realities within California that threatened to change or reduce the utility's role. In late 1998 and into early 1999, the challenges and demands issued by the state legislature, member agencies and the public in general led Metropolitan's Board of Directors to recruit a new executive management team. The team would not only provide solutions to existing issues, but also positive direction and leadership for the organization into the next century. A plan to restructure Metropolitan was presented to the Board and approved in July 1999. This district-wide reorganization was necessary to become more responsive, accountable and transparent to Metropolitan's customers and the public in general. Moving forward with a strategy for appropriate and manageable change, management began reorganizing staff and analyzing business practices with a new vision in mind &endash; to reduce unnecessary organizational layers, eliminate inefficient business practices, increase competitiveness and meet the demands of customers while maintaining stable water rates. The past two years have produced substantial changes in not only how Metropolitan is viewed, but also how it will operate more effectively in the future. Accomplishments to date include: $144 million in operations, maintenance and capital savings, 188 fewer employees since April 1999, four new bargaining unit contracts, elimination of 150 consultant contracts, and improved relationships with customers.