Gold Award for Exceptional Utility Performance
The Gold Award for Exceptional Utility Performance recognizes member water systems that exhibit high levels of performance in the areas of product quality, customer satisfaction, employee and leadership development, operational optimization, financial viability, community sustainability, enterprise resiliency, infrastructure strategy and performance, stakeholder understanding and support, and water resource sustainability. These are the ten Attributes of Effectively Managed Utilities identified in 2007 by a blue ribbon panel of water and wastewater utility executives.
Any AMWA member utility that has never won a Gold Award is eligible to apply for the Gold Award for Exceptional Utility Performance.
- Example Gold Award-Winning Application
Recent Award Winners
Orlando Utilities Commission
2006 Gold Award for Exceptional Utility Performance
Orlando Utilities Commission recently completed a $124 million water production modernization and expansion project that resulted in eight interconnected and fully automated water treatment facilities. OUC is working with regional partners to implement a comprehensive, integrated water resources plan.Its employees are recognized for controlling expenses, reaching project milestones, providing top-notch service quality and customer satisfaction.
Santa Rosa Utilities Department
2006 Gold Award for Exceptional Utility Performance
The Santa Rosa Utilities Department implemented a Computerized Maintenance and Management System to collect information for use by management in creating realistic goals and measuring the efficiency of its business processes. It also undertook a management and organizational change coaching process to prepare for the technological and work process changes necessary to transition to a 21st century public utility.
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.
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.
Northern Kentucky Water District
2005 Gold Award for Exceptional Utility Performance
Responding to the findings of a benchmarking study, Northern Kentucky Water District increased automation, improved its performance appraisal system and provided more employee empowerment. The recent acquisition of two water systems allowed the District to add to its customer base while realizing operational efficiencies that keep water rates low. Through systematic infrastructure replacement and rehabilitation, guided by an asset management plan, the District balanced needs with practical financial limitations.
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.
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.
City of Bellevue Utilities
2003 Gold Award for Exceptional Utility Performance
Each year, as part of its mission to provide exceptional public service to its more than 34,000 customers, the City of Bellevue Utilities conducts a Performance Measures Survey to gauge residents' satisfaction with city services. The findings contribute to budgetary performance measures and comparable cities measures identified by the International City/County Management Association. Bellevue also tracks annual performance measures to compare effectiveness, efficiency and workload. In 2002, Bellevue Utilities began a project to complete a self-assessment, request an independent audit and achieve accreditation by the American Public Works Association. The self-assessment has been completed and the audit will take place in early 2004. Bellevue Utilities has adopted strong financial policies for the long term, building and maintaining a first rate, reliable system with very little debt. Funds are set aside for future renewal and replacement of the system without the use of any debt financing and with only small incremental rate increases. Even though no use of debt is anticipated, Bellevue maintains a high bond rating.