Award Winners
City of Fort Worth Water Department
2004 Gold Award for Exceptional Utility Performance
In recent years, the City of Fort Worth Water Department has undertaken several benchmarking assessments that have translated into goals and changes for the department. One was the Water Treatment Plant Optimization Study, which resulted in better efficiency and cost savings, and a second was QualServe, a program that provides tools to help utilities improve service. This year, the department placed fifth nationally in the AWWA Top Ops Competition. As part of a city-wide initiative, the Water Production Division developed a competitiveness strategy and business plan that identifies strategic goals and objectives. Employee groups meet regularly to address issues and determine solutions, and the PAY$ program provides financial rewards to employees for suggestions leading to improved processes and customer service and/or a reduction in operational costs. For example, a committee of employees suggested a cross training program for operators and mechanics, which will phase out these two positions and create a single position capable of handling both responsibilities. To obtain customer feedback, the city conducts an annual survey, and the results regularly indicate that most residents are pleased with the level of service they receive.
City of San Diego Water Department
2004 Gold Award for Exceptional Utility Performance
The City of San Diego Water Department launched a Bid-to-Goal effort in 2002, and the City Council approved its implementation in 2004. Bid-to-Goal departs from conventional thinking to focus on the development of a public employee labor/management collaboration aimed at achieving the best possible service delivery at competitive costs. The two-year development process was dependent upon labor/management cooperation. The city's two unions, AFSCME Local 127, representing frontline workers, and the San Diego Municipal Employees Association, representing supervisors and professionals, were involved from the beginning of the process. At least 20 percent of the Water Operation's workforce had direct input into the process. The Steering Committee that guided the entire process included employees from all functional areas of Water Operations as well as union and management representatives. The San Diego Water Department is the first water utility in the country to combine ISO 14001 certification for environmental management practices with a Bid-to-Goal program, and a symbiotic relationship has been found between the two programs. Where Bid-to-Goal has cost goals and IS0 14001 has environmental goals, they both involve employee empowerment, improved teamwork and improved public image. The five-year Employee Bid, which began in 2004, will result in $1.2 million of savings compared to five-year budget projections.
DeKalb County Water and Sewer Division
2005 Gold Award for Exceptional Utility Performance
The DeKalb County Water and Sewer Division used capital improvement plans, key performance indicators and action plans to strengthen its overall performance. The Division paid close attention to communication, the training and development of all staff members, performance measures and community relations to improve performance and move forward.
Erie County Water Authority
2005 Gold Award for Exceptional Utility Performance
The Erie County Water Authority launched an aggressive program to reorganize and streamline its operations and achieved substantial reductions in operating expenses and increased revenues. Budget savings over the last eight years were derived from investment in more efficient and technologically advanced operations, reduced payroll costs and prudent debt management. This commitment to sound management practices resulted in significant cost savings, an extensive system-wide capital improvement program that is primarily based on a "pay as you go" model and a stabilized rate structure for its customers.
Utilities Department of the City of North Las Vegas
2005 Gold Award for Exceptional Utility Performance
Employees at the newly created Utilities Department of the City of North Las Vegas improved work processes through initiatives such as converting to a new utility software system, establishing a call center for customer convenience, annual infrastructure improvements based upon maintenance surveys, and a new approval process for engineering plans. Leadership, awards and regular staff involvement have encouraged employees to find creative ways to improve the department.
Champlain Water District
2005 Gold Award for Exceptional Utility Performance
The Champlain Water District has actively supported the public health protection goals of the Partnership For Safe Water (PSW) program and was the first utility in the country to receive the PSW "Excellence in Water Treatment" Award in 1999. It is the only utility in the country to maintain Phase IV standards of excellence and received the Phase IV Five Year Anniversary Award in 2004.
Chandler Municipal Utilities
2005 Gold Award for Exceptional Utility Performance
Chandler Municipal Utilities went through a self-assessment process, which it incorporated with employee assistance to become a stronger organization, improving its services and employee moral, and repairing its aging infrastructure. Chandler's Municipal Utilities and Public Works Departments were the first in Arizona to achieve accreditation from the American Public Works Association.
Charleston Commissioners of Public Works
2005 Gold Award for Exceptional Utility Performance
To achieve its strategic goals, the Charleston Commissioners of Public Works became registered to the ISO 14001 international standard of environmental excellence. The utility has actively participated in research and development activities for the industry, developed comprehensive training programs, and developed a culture of performance-orientation through incentive, merit and associate recognition programs.
Portland Water District
2005 Platinum Award for Utility Excellence
The Portland Water District measures its success through customer satisfaction. The District reduced water rates in 1999 and 2000, and since then rates have remained stable. Early on, the District understood it needed to take charge of an evolving industry and aging workforce by becoming a leader in water and wastewater training. A state-of-the-art development center was constructed, and partnerships were formed to conduct quality workforce development programs. Communication with both internal and external customers has been a high priority.
Tampa Water Department
2005 Platinum Award for Utility Excellence
The Tampa Water Department focused on continuous organizational improvement using the Networked Talent Model and process improvement teams. Training is targeted in leadership, management, team and task skills for employees at all levels. Performance indicators were developed and benchmarked against industry leaders. Results from these comparative analyses were integrated back into the strategic and tactical planning processes and immediately incorporated when applicable. Technology is a strong part of existing and planned programs, including GIS, asset management, process improvements and data management.
City of Norfolk Department of Utilities
2005 Platinum Award for Utility Excellence
The City of Norfolk Department of Utilities achieved competitiveness through benchmarking nationally and partnering with 17 localities regionally. The department conducted focus groups for customer feedback, and maintained excellent communication between top leadership and employees. It partnered with two local universities to research better reservoir management and water treatment techniques, and also offers on-site degree programs for employees. In addition, the department conducted planning for hurricanes and other emergencies and participated on technical advisory committees to develop statewide water supply planning regulations.
Miami-Dade Water and Sewer Department
2005 Platinum Award for Utility Excellence
To improve services, the Miami-Dade Water and Sewer Department implemented an Efficiency Business Plan with benchmarks, staffing plans and 120 opportunities for improvements. The utility worked towards improvements by empowering employees to submit new ideas, implementing efficiency projects, providing financial incentives to employees for documented efficiency savings, and investing in employees through a comprehensive training program, competitive salary adjustments and a bonus incentive program. These initiatives proved successful as the utility's water and sewer rates are among the lowest in the country. In a resident satisfaction survey, 87 percent of Miami-Dade customers rated services as good to excellent.