HomeMy WebLinkAboutMemo - Mail Packet - 11/17/2015 - Memorandum From Kevin R. Gertig Re: Association Of Metropolitan Water Agencies 2015 Gold Award2015
PLATINUM AWARD FOR
UTILITY EXCELLENCE
Anchorage Water & Wastewater Utility
Aurora Water
Boston Water and Sewer Commission
Denver Water
East Bay Municipal Utility District
Las Vegas Valley Water District
Scottsdale Water
South Central Connecticut Regional
Water Authority
SUSTAINABLE
WATER UTILITY
MANAGEMENT
AWARD
Austin Water
City of Bellevue Utilities
Water Works Board of the
City of Birmingham
Central Arkansas Water
Charlotte Water
Chesterfield County Utilities
Department
Contra Costa Water District
Miami-Dade Water and
Sewer Department
Prince William County
Service Authority
Riverside Public Utilities
Santa Rosa Water
Washington Suburban
Sanitary Commission
GOLD AWARD FOR
EXCEPTIONAL UTILITY
PERFORMANCE
Fort Collins Utilities
Recognizing the exceptional performance
of water agencies where management
vision and employee commitment create
a sustainable utility producing ample
supplies of clean, safe drinking water.
The Association of Metropolitan Water Agencies (AMWA) is an
organization of the largest publicly owned drinking water systems in the
United States, and its membership serves more than 143 million Americans
with safe, clean drinking water.
The nation’s only policy-making organization solely for metropolitan
drinking water suppliers, AMWA was formed in 1981 to ensure that the
issues of these utilities would be represented in Washington, D.C. The
association represents the interests of its members by working with Congress
and the federal agencies to ensure safe and cost-effective federal drinking
water laws and regulations that protect public health.
Member representatives to AMWA are the general managers and CEOs
of these large water systems. They serve on committees addressing
utility management, regulation, legislation, security, sustainability and
international exchange, providing the expertise to achieve water suppliers’
goals and meet their customers’ expectations.
In the realm of utility management, the association provides programs,
publications and services to help water suppliers be more effective, efficient
and successful. Members have access to the ideas of industry experts and
the experience of leading water agency managers on best practices for
competing in today’s challenging environment.
AMWA’s Gold Award for Exceptional Utility Performance, Platinum Award
for Utility Excellence and Sustainable Water Utility Management Award
are part of the association’s industry recognition program that honors
distinguished achievement of utilities and individuals, as well as notable
contributions to the drinking water industry and ultimately to the public.
In the 15 years since AMWA began its annual awards program to honor the
exceptional operations and innovative management practices of the nation’s
leading public drinking water systems, scores of our members have been
recognized for exemplary business practices and performance. The criteria
for the awards have been expanded over the years to encompass the industry
standard Attributes of Effective Utility Management.
This year eight remarkable water utilities earned the Platinum Award for Utility
Excellence and one is honored with the Gold Award for Exceptional Utility
Performance. All were judged by panels of their peers to exemplify high levels
of achievement in applying the Attributes in their planning and operations. The
Attributes are an important tool for water utility management, but they must be
implemented by forward-looking managers and a committed workforce in order
for a utility to achieve its mission to provide high quality water and responsive
service at an affordable price, while protecting the environment and supporting
community sustainability.
In just the second year of AMWA’s Sustainable Water Utility Management
Award, 12 members will receive this new level of recognition for making a
serious commitment and significant progress toward long-term viability
through all channels of water system management. The winners of the
2015 sustainability award show how water systems can achieve a balance of
innovative and successful accomplishment in areas of economic, social and
environmental endeavors.
AMWA salutes the superior performance and significant achievements of all
these pacesetting water utilities.
Diane VanDe Hei
Executive Director
October 2015
1 | 2015 Sustainability Award
SUSTAINABLE WATER UTILITY MANAGEMENT AWARD
Like the city it serves, Austin Water is committed to sustainability. The utility
has a long history of strong financial health and affordable rates, and its record
of environmental accomplishments continues to grow. Its story, however, must
be tied to the region’s historic drought. Worse than any drought recorded
before, it has had ripple effects throughout the utility.
Austin Water has strengthened its conservation programs and drought
management plan, and citizens have responded resoundingly. By FY 2014, per
capita water use was the lowest in decades. That usage declined every year without additional
restrictions likely indicates conservation habits are here to stay – and may only grow stronger
given long-term changes to utility conservation efforts.
Many improvements were also implemented to ensure financial sustainability. For over 20 years,
the utility has structured rates and fees to incentivize conservation and address affordability,
particularly for low-income customers. In recent years, with dramatic drops in water usage, it
moved to cover more fixed costs; created drought surcharges and a revenue stability reserve
fund and surcharge; and instituted operational efficiencies to cut costs at unprecedented levels.
This built better predictability, stability and financial viability.
The need to partner with stakeholders to develop policies reflective of community values was
highlighted in recent years. Community engagement has never been higher, and it has paid off in
consistent City Council support and increased program efficacy.
Because its employees and community rose to the
challenge, Austin Water is stronger and more resilient
than ever before.
Greg Meszaros
Austin Water
Greg Meszaros, Director
Left: Austin Water purchased and painted two reclaimed water trucks for the city’s Parks and Recreation
Department to water newly planted trees with treated effluent from its wastewater treatment plants.
Right: Operations staff at Austin Water’s Ullrich Water Treatment plant stand high above the clarifiers
with the city skyline in the background.
2015 Sustainability Award | 2
SUSTAINABLE WATER UTILITY MANAGEMENT AWARD
Bellevue Utilities Department is a water retailer responsible for providing safe,
clean drinking water to 37,445 customer accounts, representing a population
of some 134,000, with a service area that covers over 37 square miles.
As a majority stakeholder, Bellevue Utilities purchases its drinking water
from Cascade Water Alliance, which in turn purchases water from Seattle
Public Utilities, while developing other water sources for the future, such as
Lake Tapps.
Bellevue Utilities is a future-focused, agile and knowledgeable organization providing valued,
sustainable services to the community for current and future generations. Sustainability is
a foundational aspect of how the water system operates and makes decisions that balance
economic, environmental and social objectives. Its overarching mission is to actively support
public health and safety, quality neighborhoods, and a healthy and sustainable environment
and economy by effectively managing drinking water, wastewater, storm and surface water,
and solid waste services. It meets this mission using a variety of tools including audits, surveys,
benchmarking and continuous improvement programs. Performance measures are tracked to
gauge effectiveness, efficiency and workload.
A financially self-supporting enterprise that operates as a department within the city,
Bellevue Utilities is comprised of four lines of business: drinking water, wastewater, storm
and surface water, and solid waste. Each utility service is a stand-alone business that must be
financially sustainable.
Bellevue Utilities has a long-term commitment
to sustainability and environmental
protection, which is demonstrated through
its numerous successful public education
and outreach programs, and it has produced
significant results for water conservation and
environmental health.
Nav Otal
City of Bellevue Utilities
Nav Otal, Utilities Director
Left: A member of the Bellevue Utilities’ staff conducts maintenance work on one of its 25 reservoirs.
Right: A Bellevue Utilities’ staffer tests water quality at one of the sampling stations located in its
service area.
3 | 2015 Sustainability Award
SUSTAINABLE WATER UTILITY MANAGEMENT AWARD
The Water Works Board of the City of Birmingham (BWWB) has a history of
long-term strategic planning which has allowed it to provide the highest quality
drinking water to meet customer and stakeholder needs and expectations and
economic development for its service area. The utility also plans for future
growth in the region to ensure the system is viable for future generations. In an
effort to provide for the system’s long-term viability, its capital improvement
plan averages $59 million each year, which supports system-wide, long-term
infrastructure improvement (over $300 million invested in the last five years)
and growth.
A Rate Stabilization and Equalization (RSE) approach was adopted in 2005, which helps ensure
the utility’s financial and economic stability. The Board approves the annual operating and
capital budgets based on management projections, and annual rate increases are adopted and
implemented. Management consistently recommends and the Board approves rate increases
using this method to sustain financial stability with adequate operating, capital, debt service and
reserve funds. BWWB’s financial condition has improved and bond ratings have improved to AA
with S&P and Aa2 with Moody’s. The rating agencies recently indicated the utility has a strong
board and management team with good succession planning, is addressing key issues, and
accomplishes its goals—recognizing sound management for the utility’s long-term stability.
BWWB’s watershed protection policy, developed with stakeholder involvement, provides
guidelines for development near Lake Purdy, a key water source. Communication with
local, regional and state officials provides opportunities to gain support for much needed
infrastructure improvement and related rate increases.
Left: Team building is an important part of employee and leadership development at BWWB.
Right: BWWB staffers visit several schools throughout the year as part of its Wonder Works
of Water curriculum.
Water Works Board of the City of Birmingham
Mac Underwood, General Manager
Mac
Underwood
2015 Sustainability Award | 4
SUSTAINABLE WATER UTILITY MANAGEMENT AWARD
Sustainable water utility management is integral to Central Arkansas Water
(CAW) and it has worked with area utilities to reduce their reliance upon
CAW’s source water.
The utility has assured rate stability and established dedicated funds
for watershed protection. A comprehensive Lake Maumelle Watershed
Management Plan is in place to maintain a high-quality drinking water supply.
Implementation of the plan involved close collaboration with private property
owners and governmental partners. In addition to a watershed zoning code, the
plan includes subdivision and storm water regulations that limit phosphorous,
sediment and total organic carbon loading.
CAW worked with state agencies to prohibit the surface discharge of
wastewater within the watershed. It has acquired over 2,400 acres within the
watershed and has embarked on a program to acquire conservation easements.
The utility has also quantified its pipeline replacement needs, increased energy
efficiency and implemented recycling programs. It has removed hazardous
materials from sensitive areas.
In addition, CAW has provided over $1 million
in financial aid to families, senior citizens and
other individuals in need of assistance.
Central Arkansas Water
Graham Rich, CEO
Tad Bohannon, Chief Legal Counsel
Graham Rich
Tad Bohannon
Left: Since 2011, Central Arkansas Water has completed prescribed burns over 1,200 acres of property
in the Lake Maumelle Watershed, improving forest health, increasing filtration capabilities of the
landscape and enhancing wildlife habitat.
Right: When rehabilitating a 115-year-old water main in downtown Little Rock, CAW used a slip-line
technique, digging in strategic areas and pulling the new PVC pipe through the existing main.
5 | 2015 Sustainability Award
SUSTAINABLE WATER UTILITY MANAGEMENT AWARD
Charlotte Water (CLTWater) provides drinking water and sanitary sewer
services to nearly a million people in the Charlotte, N.C. region. Functionally a
regional utility, CLTWater structurally is a city department with strong interlocal
agreements linking six towns and Mecklenburg County to provide retail service.
Expanding farther regionally, other agreements with neighbors provide for retail
and/or wholesale service provision or receipt. Sustainability efforts and approach
are demonstrated by CLTWater in many ways.
An early managed competition leader, Charlotte Water transitioned into
continuous improvement through benchmarking, re-engineering and embracing quality
programs. With a Continuous Improvement Officer on its Executive Leadership Team,
the utility holds corporate environmental ISO 14001, NELAP/ISO 17025 and a quality ISO
9001 certification. It also participates in Partnership for Safe Water and has strong, active
stakeholder partnerships.
CLTWater depends on hydropower reservoirs controlled by Duke Energy. A non-profit
corporation formed by 18 water utilities and Duke Energy, all of which share the resource,
invests in basin-wide planning to improve the usefulness of the system.
Triple A bond ratings by the three major
rating agencies underscore CLTWater’s
strength. Revenue stability and predictability,
fairness to customers and full cost recovery
are the focus of a 10-year financial planning
horizon. Increases in the fixed portion of
rates in the last few years and for the future
improve sustainability.
Left: Charlotte Water seeks to meet and exceed best practice standards, such as the National
Environmental Laboratory Accreditation Program (NELAP). Standards are adopted and adapted as
appropriate to serve the current business needs while continuously improving.
Right: Charlotte Water provides a hands-on, water-themed learning center called the “Blue Planet” at
one of its water plants where students and community groups learn about water and the environment.
Charlotte Water
Barry Gullet, Director
Barry Gullet
2015 Sustainability Award | 6
SUSTAINABLE WATER UTILITY MANAGEMENT AWARD
The mission of Chesterfield County Utilities Department is “to provide the
highest quality water and wastewater services that meet or exceed the needs
and expectations of our present and future customers.” The utility produces
potable water, treated effluent and process residuals in full compliance with all
regulatory and reliability requirements. Its annual performance plan illustrates
how well it meets its goals and how it strives to improve on every aspect of
its operation by tracking over 100 annual and historic performance measures
from virtually every work center in the department.
The Utilities Department continues to ensure financial integrity by efficiently allocating
resources through proven methods. It continues to improve upon its strong financial position
through competitive rates that adequately recover costs and provide for reserves and future
needs, thereby maintaining a AAA bond rating and ensuring stability for the future.
The Utilities Department strives to be efficient and environmentally conscious in all aspects of
operations. The wastewater treatment plants have implemented several process improvement
initiatives directed at becoming a more sustainable utility, including such items as reducing
natural gas consumption, potable water usage and energy/chemical consumption. Three centers
have obtained and maintained their certification levels in the Department of Environmental
Quality’s Virginia Environmental Excellence Program.
Left: Chesterfield County Utilities Department expanded its existing bio-solid storage pad and
completely covered the new storage area in 2012.
Right: The Proctor’s Creek Wastewater Treatment Plant’s methane optimization project allows
methane to continuously heat the primary digester boilers/heat exchangers, reducing the amount
of methane gas flared off and natural gas consumed.
Chesterfield County Utilities Department
George Hayes, Director
George Hayes
7 | 2015 Sustainability Award
SUSTAINABLE WATER UTILITY MANAGEMENT AWARD
Contra Costa Water District (CCWD) maintains a dedication to excellence in
performance and service as a water utility in Contra Costa County, Calif. The
District has earned the confidence of customers through fiscal responsibility
and a proactive approach in protecting source water, delivering a high quality
product and conserving a vital resource.
CCWD shows leadership in state-wide water affairs with a focus on preserving
Delta water quality and developing regional water supply reliability. Keeping
the Delta, the Los Vaqueros Watershed and the lands surrounding these features ecologically
healthy is essential to sustaining the District’s water supply, meeting public health goals and
supporting a vibrant regional economy.
Implementation of long-term and near-term strategies to manage water supply sources ensures
the District has access to untreated water of high quality to process through its state-of-the-art
water treatment plants, optimizing chemical and energy use to meet public health requirements
in an environmentally responsible manner.
Significant investments in water use efficiency projects have helped to reduce the service area’s
total water use by over 30 percent since the late 1980s, despite a nearly 40 percent increase
in population.
CCWD is incorporating climate change considerations and resiliency into long-term planning
documents, addressing vulnerabilities and investing in improvements that will increase the
sustainability and resiliency of water supplies and infrastructure.
The District is committed to balancing
operating expenditures, revenues and debt
service while it invests in infrastructure
assets, controls operations and maintenance
expenditures and increases water quality and
customer service levels.
Left: CCWD offers rebates to customers who replace their front yard lawns with
water-efficient landscaping.
Right: Hiking is one of the many activities people can enjoy at the Los Vaqueros Watershed.
Contra Costa Water District
Jerry Brown, General Manager
Jerry Brown
2015 Sustainability Award | 8
SUSTAINABLE WATER UTILITY MANAGEMENT AWARD
Since 2006, Miami-Dade Water and Sewer Department (MDWASD) has
implemented a Water Use Efficiency Program as part of a bigger effort to
improve management of traditional water supplies while encouraging the
development of alternative water supplies and improving the efficiency of water
use. The initiative has resulted in significant capital improvements and reduced
water demand by about 40 MGD.
In addition to demand-side management through conservation, MDWASD
has implemented an aggressive supply-side management water loss reduction
program. The non-revenue reduction plan calls for improvements in the
distribution system, an aggressive Leak Detection Program and implementation
of Advanced Meter Infrastructure.
The Methane Sequestration Project at the South Dade Wastewater Treatment
Plant combines landfill and digester gases to increase the amount of self-
generated electricity with the potential to produce 63,800 KW per day.
In 2012, an Enterprise Asset Management System was successfully implemented
to manage infrastructure capital assets and minimize the total life cycle cost of owning and
operating them. MDWASD’s capital program identifies future capital needs out to 15 years. The
Capital Improvement Plan (CIP) provides long-term funding needed to complete improvements
required by EPA and regulatory legislation.
A well-established employee recognition program has
produced more than $38 million in savings. And, in an
effort to create buy-in and support for the department’s
programs and policies, MDWASD staff regularly attend
municipal, community and business meetings.
Left: The Miami-Dade County Board of County Commissioners and the MDWASD Director took part in
the 7th Annual Water Conservation Poster Contest Recognition Ceremony.
Right: Participants are engaged in an MDWASD Water-Energy Learning and Behavior Workshop.
Lester Sola
Douglas Yoder
Miami-Dade Water and Sewer Department
Lester Sola, Director
Doug Yoder, Deputy Director
9 | 2015 Sustainability Award
SUSTAINABLE WATER UTILITY MANAGEMENT AWARD
Sustainability is a critical component of the Prince William County Service
Authority’s strategic planning, business practices and educational outreach
efforts. From its pricing models and fee structures to its customer engagement
platforms, the Service Authority is promoting wise use of water while securing
its financial future with sound fiscal management.
With improved, environmentally friendly technologies and proactive
maintenance, the Service
Authority is meeting stringent regulatory
requirements and winning industry awards
for its operational excellence. It also works
to protect source waters to ensure the
health and welfare of more than a quarter
of a million customers in Prince William
County, Va. through meticulous planning,
an exemplary workforce and agile
responsiveness to its customers.
Left: By using preventative maintenance like the Cured-in-Place Pipe program, the Prince William
County Service Authority adds decades of life to its sewer mains and saves millions of dollars in potential
infrastructure costs.
Right: The Service Authority exercises more than 4,000 of its 29,000 valves each year, an effective and
proactive way to keep track of its water infrastructure.
Prince William County Service Authority
Dean Dickey, General Manager
Dean Dickey
2015 Sustainability Award | 10
SUSTAINABLE WATER UTILITY MANAGEMENT AWARD
An organization committed to the highest quality water at the lowest
possible rates to benefit the community, the City of Riverside Public Utilities
Department (RPU) strives to be recognized as a unique community asset with a
global reputation for innovation, sustainability and an enhanced quality of life.
With a service population of more than 297,000 people and a 74.2 square-
mile service area, RPU has adopted a philosophy which embraces sustainable
practices, enabling it to remain a leader in utility excellence.
RPU continues to develop increasingly innovative and sustainable projects
that serve as testament to the utility’s commitment to excellence, its customers and its industry.
Guided by a utility roadmap to the future, RPU has developed projects that help decrease
the organization’s reliance on non-renewable resources, such as its Solar Well Project. Other
projects, like the North Riverside Aquifer Storage and Recovery Project, protect and improve
local groundwater supplies.
RPU serves as an integral part of its
community through active participation
in conservation, outreach and sustainable
practices that engender community and
stakeholder engagement and socially
responsible initiatives.
Girish
Balachandran
Left: RPU helps protect local habitat through the Santa Ana sucker fish survey.
Right: The long-term vitality of RPU’s infrastructure was maintained with replacement of the 16-million
gallon Evans Reservoir.
Riverside Public Utilities
Girish Balachandran, General Manager
11 | 2015 Sustainability Award
SUSTAINABLE WATER UTILITY MANAGEMENT AWARD
In 2015, the City of Santa Rosa’s Utilities Department was renamed Santa
Rosa Water, a change that reflects its deep commitment to sustainability and
resiliency. Balancing social, environmental and fiscal objectives, Santa Rosa
Water (SRW) uses an integrated approach to manage the community’s water
resources, enhance customer service, raise awareness about water-related issues
and improve communication with key stakeholders.
SRW operates and manages complex water operations to successfully serve
over 170,000 people in homes, institutions and businesses. Its services include water delivery,
wastewater collection and treatment and recycled water reuse. SRW also helps customers
conserve water, manages an extensive storm drain system and is responsible for enhancing the
health of its watershed with over 100 miles of creek. In the process, SRW strives to use all of
its resources wisely and consistently plans for long-range financial, environmental and social
sustainability.
SRW’s employees proactively review and improve its practices and processes to ensure
operations are fiscally, environmentally and socially sound. The utility conducts in-depth rate
setting processes, collaborates with partners, leads innovative efforts to conserve water and
energy, consistently budgets capital improvements and reserve funds, beneficially reuses recycled
water, and provides outreach, education and technical assistance to its customers. Sustainability-
focused, full-service management of drinking water, wastewater collection, wastewater
treatment, recycled water and storm water achieves the primary components of SRW’s
mission statement: Protecting public health by sustaining water resources, infrastructure and
the environment.
Left: Water is stored in SRW reservoirs at higher elevations to ensure water pressure and volume are
stabilized and sufficient water supply is available to fight fires, even if electricity to pumps is turned off.
Right: Water Use Efficiency staff perform landscape water use checkups at no cost to SRW customers.
Santa Rosa Water
David Guhin, Director of Utilities
David Guhin
2015 Sustainability Award | 12
SUSTAINABLE WATER UTILITY MANAGEMENT AWARD
At the turn of the century, Washington Suburban Sanitary Commission (WSSC)
suffered through major layoffs forced by six years without rate increases.
Inspection programs suffered, minimal attention was given to infrastructure
renewal and the IT back room was stagnant at a time when, worldwide,
technology was changing rapidly.
Now WSSC’s water main replacement has gone from a handful to 55-plus miles
per year. The utility has become a leader in mitigating the explosive potential
damage of large-diameter pre-stressed, concrete cylinder pipe (PCCP) by using breakthrough
acoustic fiber optics technology, and a comprehensive Asset Management Program is under
development.
Environmentally, WSSC obtains 28 percent of its electric power needs from wind power. Two
public/private partnerships have resulted in solar power projects at two wastewater treatment
plants without any ratepayer dollars.
For financial stability, WSSC has worked to stabilize rates. Its Ready-to-Serve Fee has gone
up for the first time in 25 years, but the FY16 usage rate will go up only one percent. For the
first time, the new budget includes a ratepayer-supported Customer Assistance Program. And,
a restructured debt program and transformation of its Supply Chain Management is saving
WSSC tens of millions of dollars.
For its customers, WSSC has augmented the Customer Contact Center and has given
customers a wider range of bill payment methods, in addition to establishing the Customer
Assistance Program.
But the one bottom line that matters
most: WSSC has never had a drinking
water quality violation.
Left: Thousands of students have visited WSSC’s Brighton Dam over the last ten years of the Children’s
Water Festival, learning about the impact they have on life’s most precious resource.
Right: Solar panels at one of two WSSC wastewater treatment facilities provides 17 percent of the
electrical power used at the plants.
Washington Suburban Sanitary Commission
Jerry Johnson, General Manager
Jerry Johnson
13 | 2015 Platinum Award
PLATINUM AWARD FOR UTILITY EXCELLENCE
Anchorage Water & Wastewater Utility (AWWU) embraces continuous
improvement as a core value. It has engaged its Board of Directors for long-
term strategic direction and focused on strategic business planning in a two-year
cycle using teams composed of staff who contribute ideas from all divisions and
many work units of the utility.
Significant use is made of new metrics to enhance the management toolbox,
quantifying pipeline break statistics, equipment performance, employee
engagement and customer satisfaction. The utility tracks employee suggestions, public concerns,
capital investment decisions and other actions that keep it accountable and provide for
transparent reporting to the public. Staff development is promoted throughout the utility, from
interns to line-workers to supervisors to the executive team.
AWWU recognizes that safeguarding public health and the environment is a core commitment
that is served by clearly reliable infrastructure, clearly responsible finances and clearly
professional service. Its 1,600 miles of pipeline
comprises a “buried treasure.”
To meet its goal to continue to build the trust of
the community in its operations, the utility will
communicate its intent to invest wisely to ensure
reliable service, safeguard public health and protect
the environment long into the future.
Left: An AWWU worker sets steam thaw points for winter excavation.
Right: Inspector Sid “Spiderman” Taylor, a 40-year utility veteran, shows that humor is a core
value at AWWU.
Anchorage Water & Wastewater Utility
Brett Jokela, General Manager
Brett Jokela
PLATINUM AWARD FOR UTILITY EXCELLENCE
2015 Platinum Award | 14
Aurora Water strives for excellence and in recent years has made numerous
operational and strategic improvements. Whether it is the development
of an Integrated Water Master Plan, key divisional reorganizations or a
new compensation model, the utility is constantly improving the way it
does business.
Extensive performance metrics mirror Aurora Water’s desire to excel, and
its 427 employees devote each day to providing the highest quality water
possible without sacrificing customer service. A leader in the industry, it is the
only utility in the country to have two treatment facilities with a Phase IV Excellence in Water
designation from the Partnership for Safe Drinking Water. Its third facility has earned the
Phase III Director’s Award.
Aurora Water realizes its obligation to protect the environment and minimize its carbon
footprint. The utility’s potable reuse system provides the foundation for the first regional water-
sharing partnerships of its kind. Its energy master plan outlines clear-cut goals to guarantee it is
conducting business responsibly.
The utility cannot accomplish all it does without dedicated staff, so it has numerous incentives
to help recruit the best. Its Core Four program ensures that employees are invested in its values
of professionalism, respect, integrity and customer service, and its compensation packages
make the staff want to build a career with Aurora Water.
Marshall
Brown
Left: Aurora Water’s data-driven asset management program helps the utility closely track infrastructure
so it can prioritize replacement and rehabilitation.
Right: Performance metrics provide the foundation for much of what Aurora Water does. The utility
requires 75 daily tests at its treatment plants to ensure 100 percent compliance.
Aurora Water
Marshall Brown, Director
15 | 2015 Platinum Award
PLATINUM AWARD FOR UTILITY EXCELLENCE
Boston Water and Sewer Commission
Henry F. Vitale, Executive Director
John Sullivan, Chief Engineer
Since its creation, the Boston Water and Sewer Commission (BWSC) has
provided the City of Boston with reliable, quality water. A program – which
began as an aggressive 17 miles of water pipe replaced or rehabilitated yearly
based on age and the city’s construction schedule – has transformed into
a successful asset management approach. When combined with an active
leak detection and flushing program, the results have been undeniable. The
Commission has averaged just over 34 water pipe failures per year and has
witnessed its unbilled water drop from 48 percent to 14 percent.
In addition to strong infrastructure, BWSC maintains quality customer service.
In 2004, it found great success in the installation of automatic meter readers.
Customer satisfaction increased and the Commission was able to bill based on
actual usage. Currently, BWSC is in the process of upgrading all of its 90,000
accounts to a more advanced meter reader.
The Commission believes in community engagement, and a newly purchased
water trailer is sent to all city events promoting hydration and the need to keep
waterways clean. In addition, programs are in place to assist ratepayers when an emergency
occurs with their personal sewer or water line.
Improvement of IT infrastructure is ongoing with the intent not only to become more proactive,
but also to limit the costs passed on to ratepayers. A strong infrastructure, quality service and
dedicated employees have driven BWSC to
sound financial and organizational success.
Left: Members of the BWSC staff celebrate winning a tap water taste test “2014 Best of the Best” Award.
Right: A BWSC employee teaches children about water distribution systems while attending a local
parade with the utility’s water rehydration trailer.
Henry F. Vitale
John Sullivan
PLATINUM AWARD FOR UTILITY EXCELLENCE
2015 Platinum Award | 16
Driven by a strategic plan that focuses on its customers, an effective and
efficient organization, financial strength and external relationships, Denver
Water has made significant progress toward excellence in recent years. Specific,
targeted improvements helped increase overall customer satisfaction from 87
percent in 2013 to 92 percent in 2015. The utility is on its way to becoming
a “Lean” organization, and process improvements made by employees have
resulted in over $5 million of hard-dollar savings. In addition, operating costs
are trending down, the total number of injuries has dropped 26 percent and
unplanned customer-outage hours have decreased 32 percent.
When it comes to the preservation of water resources in the western United States, Denver
Water steps up and leads. The collaboration it helped initiate among Colorado River
stakeholders has been recognized by officials in Colorado and through a Global Water
Intelligence award. In addition, the utility extended its scenario approach to water supply
planning to capital budgeting and long-range financial planning. It is redeveloping its 35-acre
operating campus to increase efficiency, provide better customer service, and create a workplace
that retains and attracts top talent. Its emergency planning has evolved significantly, with
completion of a fully redundant disaster-recovery facility and disaster-specific plans.
Denver Water is proud of its progress and the legacy of employees past and present, and
it continues to look toward the future and additional opportunities for improvement. The
template provided by the AMWA Platinum Award for
Utility Excellence has provided the catalyst for this
work to continue.
James S.
Lochhead
Left: Denver Water Customer Service Field technicians make more than 100,000 stops per year,
achieving a 92 percent same-day service level, 83 percent productivity and 94 percent quality metric.
Right: A Denver Water employee opens a valve to divert rushing water and keep it from flowing onto a
highway during the historic floods that struck Colorado in 2013.
Denver Water
James S. Lochhead, Manager and CEO
17 | 2015 Platinum Award
PLATINUM AWARD FOR UTILITY EXCELLENCE
East Bay Municipal Utility District
Michael J. Wallis, Director of Operations and Maintenance
In the years since its receipt of the AMWA Gold Award in 2001, the East Bay
Municipal Utility District (EBMUD) has developed a comprehensive Strategic
Plan, completed a $482 million project to allow delivery of supplemental
water supplies greatly improving resiliency, developed and implemented
a comprehensive Business Continuity Program and increased the level of
replacement of its pipelines.
In 2011, EBMUD completed the construction of the Freeport facilities, which
allow delivery of up to 100 MGD of supplemental water supplies from the
Sacramento River, greatly diversifying the utility’s portfolio of water sources and improving
reliability and resiliency. With the current drought, EBMUD used these facilities for the first time
last year to deliver 23,000 acre-feet of supplemental water supply.
EBMUD created and maintains a Business Continuity Program (BCP) to minimize disruptions
of critical business functions and enhance its capability to recover operations expediently and
successfully following an event that causes business interruptions. The BCP includes preparing
plans, conducting training and exercises, completing mitigation activities and performing
outreach efforts. The program provides critical support to the more operationally driven
Emergency Operations Program.
EBMUD proactively replaces pipelines to maintain high reliability and customer service. Its
replacement rate will double from 7.5 miles per year since 2000 to 15 miles planned for FY
2016. The rate of replacement will continue to increase with time as the system ages, finally
reaching a plateau of about 40 miles per
year in 2025-2035.
Left: Freeport Intake on the Sacramento River allows delivery of up to 100 MGD of supplemental water
supplies from the Sacramento River to EBMUD customers during a drought.
Right: An EBMUD pipeline crew installs an 8-inch steel pipe in the Berkeley Hills.
Michael J.
Wallis
PLATINUM AWARD FOR UTILITY EXCELLENCE
2015 Platinum Award | 18
Ten years ago, Southern Nevada was experiencing record-breaking growth
conditions, but today the community is rebuilding itself from one of the worst
periods of economic recession the region has ever experienced. The Las Vegas
Valley Water District (LVVWD) was no exception: in the past ten years, its
revenues significantly declined as a result of depressed economic conditions,
customer service levels were declining, and portions of the organization were
overloaded with work while others remained light.
The economic environment provided a catalyst for change and a major
organizational redirection. Focus was shifted from capital projects to keep up with demand to
an emphasis on operations and maintenance. Investments were made to maintain the existing
water delivery system, rather than expand it.
The organization itself became leaner and more efficient: departments were restructured and
reorganized to better reflect a new economic environment. As these actions were underway, a
company-wide strategic planning effort was initiated to evaluate how the organization exists
today, to establish goals for the future and to set the course. A new general manager instituted a
new leadership team committed to operating in a new environment.
Navigating new waters has not been easy. Hard decisions have been made in order to move
forward and meet the goals set forth in the strategic plan. In their wake, the opportunity
for evaluation has led to process changes that provide for a more efficient and effective
organization. The LVVWD remains committed to serving a safe and reliable water supply for
Southern Nevada.
John
Entsminger
Left: LVVWD Distribution responds to a leak in front of the Paris Hotel and Casino, picked up by the leak
detection program.
Right: The Springs Preserve is a 180-acre facility owned and operated by LVVWD for the public’s
benefit and intended to educate and inspire visitors about sustainable living in the desert southwest.
Las Vegas Valley Water District
John Entsminger, General Manager
19 | 2015 Platinum Award
PLATINUM AWARD FOR UTILITY EXCELLENCE
South Central Connecticut Regional Water Authority
Larry Bingaman, President and CEO
Jim Flynn, Vice President of Operations
The South Central Connecticut Regional Water Authority (RWA) faces the
challenges of many water utilities across the country: the effects of economic
downturns and slow recovery, reduced demand and revenues, an aging
infrastructure, increased regulation and the loss of institutional knowledge as
an aging workforce retires.
The RWA confronted these challenges with its 2009-2014 Strategic Plan. The
plan set the course to right the ship, reduce costs and target inefficiencies.
Organized around the four perspectives of the Balanced Scorecard, the plan
focused on the key actions required to regain its footing and has accomplished
much through the work of many employees:
• Developed a 10-year financial stability model;
• Instituted workforce flexibility and succession planning;
• Optimized operations to reduce costs and increase product quality;
• Made safety a strategic focus;
• Continued to maintain a customer satisfaction index of over 90 percent;
• Focused on employee and leadership development;
• Ensured operational resiliency and continuity of operations;
• Continued to contribute to regional sustainability;
• Provided efficient, sustainable capital planning and delivery; and
• Reorganized to form an asset management division.
With a new Strategic Plan for FY 2015 – FY 2020, the RWA is tapping the possibilities for
continuous improvement. This plan frames its mission, vision and values within the Balanced
Scorecard and the Ten Attributes of Effectively Managed Utilities to keep it financially strong,
highly effective, able to provide world-class customer service and be a great place to work.
Left: Safety is a core value at the RWA and facility safety improvements include building stairways on our
water tanks and underground vaults in place of fixed ladders.
Right: A one-megawatt solar array, installed at an RWA well field is 2014, will provide over 80 percent
of the energy used at that facility and will reduce the RWA’s carbon footprint by 1.5 million pounds of
carbon dioxide annually.
Larry Bingaman
Jim Flynn
PLATINUM AWARD FOR UTILITY EXCELLENCE
2015 Platinum Award | 20
Located in the Sonoran Desert, Scottsdale has a very arid climate, averaging
less then seven inches of rain per year. Scottsdale Water knows that every drop
of water is precious in the desert and has a long history of thinking and acting
strategically with its water resources.
Prior to the early 1980s, Scottsdale relied 100 percent on groundwater for its
drinking water supplies. Today, through strategic planning, innovation and
community and administration support, Scottsdale Water has a diverse water
portfolio with approximately 90 percent of its drinking water coming from
renewable surface water supplies.
Scottsdale Water operates one of the most sophisticated indirect potable reuse facilities in
the world and has been an industry leader since its Advance Water Treatment facility began
operation in 1998 as a zero discharge facility. Scottsdale Water now recharges an average of 1.4
billion gallons of purified recycled water into the aquifer annually.
Due in large part to its innovative, aggressive recharge efforts, Scottsdale was the first city in
Arizona to achieve safe yield – pumping less groundwater out of the aquifer than it recharges
back in – which the state mandated must be achieved by the year 2025. Scottsdale has achieved
safe yield every year since 2006.
Brian
Biesemeyer
Left: The hub of Scottsdale Water operations, the Water Campus incorporates the city’s primary surface
water treatment plant, a water reclamation and advanced water treatment facility, a 63-well indirect
potable recharge system and a state-of-the-art water quality laboratory.
Right: Weathered metal sculptures, gabion walls and a 5.5 acre demonstration Xeriscape Garden
integrate the zero pollution, 27 MGD Chaparral Water Treatment Plant into the surrounding
neighborhood.
Scottsdale Water
Brian Biesemeyer, Director
21 | 2015 Gold Award
GOLD AWARD FOR EXCEPTIONAL UTILITY PERFORMANCE
Fort Collins Utilities
Kevin Gertig, Executive Director
Fort Collins Utilities has put in place numerous processes that make for
exceptional utility performance, starting with ISO 14001:2004 Certification
for Environmental Management for its water treatment facility. The treatment
facility and distribution system also received accreditation from the Partnership
for Safe Water.
The water system benefits from a robust strategic financial planning process, an
asset management program that includes infrastructure modeling and capital
improvement planning and use of the Plan-Do-Check-Act continuous improvement cycle.
Extensive customer satisfaction and stakeholder understanding efforts garner high grades from
Fort Collins customers. An extensive water rights portfolio ensures customers will have access
to drinking water in even the driest years and a rigorous testing program assures high-quality
finished water for its customers.
Fort Collins Utilities shows its commitment to the development of its employees through
extensive training and development programs.
A measurement process is in place that constantly monitors the key aspects of the business.
Left: The Joe Wright Reservoir is a raw water storage reservoir owned and operated by Fort Collins
Utilities. Copyright: 2015 Dick Stenzel and the Applegate Group, Inc.
Right: A Fort Collins Utilities water meter crew prepares to enter a meter pit.
Kevin Gertig
Association of Metropolitan Water Agencies
1620 I Street, NW, Suite 500, Washington, DC 20006
(202) 331-2820 | www.amwa.net