2030 Plan - Grand Strand Water and Sewer Authority

More documents

Recommendations

Info

Ten Attributes of Effectively Managed Utilities 1. Product Quality: “Produces potable water, treated effluent, and process residuals in full compliance with regulatory and reliability requirements and consistent with customer, public health, and ecological needs.” 2. Employee and Leadership Development: “Recruits and retains a workforce that is competent, motivated, adaptive, and safe-working. Establishes a participatory, collaborative organization dedicated to continual learning and improvement. Ensures employee institutional knowledge is retained and improved upon over time. Provides a focus on and emphasizes opportunities for professional and leadership development and strives to create an integrated and well-coordinated senior leadership team.” 3. Financial Viability: “Understands the full life-cycle cost of the utility and establishes and maintains an effective balance between long-term debt, asset values, operations and maintenance expenditures, and operating revenues. Establishes predictable rates—consistent with community expectations and acceptability—adequate to recover costs, provide for reserves, maintain support from bond rating agencies, and plan and invest for future needs.” 4. Community Sustainability: “Is explicitly cognizant of and attentive to the impacts its decisions have on current and long-term future community and watershed health and welfare. Manages operations, infrastructure, and investments to protect, restore, and enhance the natural environment; efficiently uses water and energy resources; promotes economic vitality; and engenders overall community improvement. Explicitly considers a variety of pollution prevention, watershed, and source water protection approaches as part of an overall strategy to maintain and enhance ecological and community sustainability.” 5. Stakeholder Understanding and Support: “Engenders understanding and support from oversight bodies, community and watershed interests, and regulatory bodies for service levels, rate structures, operating budgets, capital improvement programs, and risk management decisions. Actively involves stakeholders in the decisions that will affect them.” 6. Customer Satisfaction: “Provides reliable, responsive, and affordable services in line with explicit, customer-accepted service levels. Receives timely customer feedback to maintain responsiveness to customer needs and emergencies.” 7. Operational Optimization: “Ensures ongoing, timely, cost-effective, reliable, and sustainable performance improvements in all facets of its operations. Minimizes resource use, loss, and impacts from day-to-day operations. Maintains awareness of information and operational technology developments to anticipate and support timely adoption of improvements.” 58
8. Operational Resiliency: “Ensures utility leadership and staff work together to anticipate and avoid problems. Proactively identifies, assesses, establishes tolerance levels for, and effectively manages a full range of business risks (including legal, regulatory, financial, environmental, safety, security, and natural disaster-related) in a proactive way consistent with industry trends and system reliability goals.” 9. Infrastructure Stability: “Understands the condition of and costs associated with critical infrastructure assets. Maintains and enhances the condition of all assets over the long-term at the lowest possible life-cycle cost and acceptable risk consistent with customer, community, and regulator-supported service levels, and consistent with anticipated growth and system reliability goals. Assures asset repair, rehabilitation, and replacement efforts are coordinated within the community to minimize disruptions and other negative consequences.” 10. Water Resource Adequacy: “Ensures water availability consistent with current and future customer needs through long-term resource supply and demand analysis, conservation, and public education. Explicitly considers its role in water availability and manages operations to provide for long-term aquifer and surface water sustainability and replenishment.” Five Keys to Management Success 1. Leadership: “Critical to effective utility management particularly in the context of driving and inspiring change within an organization.” 2. Strategic Business Planning: “An important tool for achieving balance and cohesion across the Attributes.” 3. Organizational Approaches: “Contribute to overall effective utility management that are critical to the success of management improvement efforts.” 4. Measurement: “Critical to the management improvement efforts associated with the Attributes.” 5. Continual Improvement Management Framework: “A plan, do, check, act framework.” As a result of this assessment, GSWSA’s future strategic direction in regards to each major attribute is provided. A. Water Quality 59
Page 2 and 3:
I. EXECUTIVE SUMMARY Grand Strand W
Page 4 and 5:
II. INTRODUCTION The purpose of the
Page 6 and 7:
Water and Sewer Authority (HWSA) wa
Page 9: E. Health Hazard Elimination In 198
Page 13 and 14: G. Service to New Developments Sinc
Page 15 and 16: Beach City employees involved in wa
Page 17 and 18: The county’s industrial base is a
Page 19: • New Services Development • In
Page 23 and 24: 1. Retail Customers GSWSA provides
Page 25 and 26: D. Financial Position The Comprehen
Page 27 and 28: average merit increase of 4% during
Page 29 and 30: $169,746. Disposals for 2008 were $
Page 31 and 32: during the next 20 years, both of w
Page 33 and 34: As Table 1 indicates, the water and
Page 35 and 36: located in Horry County, the compar
Page 37 and 38: (5) User Rate Affordability It is a
Page 41 and 42: a. Sources The main water intake is
Page 44: 2. Wastewater Wastewater facilities
Page 50 and 51: (2) Myrtle Beach The Myrtle Beach W
Page 52: Re-pumping - 55 re-pumping stations
Page 55 and 56: Innovative and Alternative method o
Page 57: Adapting to the changes in both the
Page 61 and 62: Short Term Strategies/Goals • Imp
Page 63 and 64: • Evaluate a variety of training
Page 65 and 66: • Continue to improve workflow pr
Page 67 and 68: Core Strategies • Involve stakeho
Page 70 and 71: C. Capital Improvement Plan Providi
Page 72: demand. ASR capacity will be availa
Page 75 and 76: 2. Wastewater Capital Improvement P
Page 77 and 78: (7) Green Sea-Floyds WWTP The Green
Page 79 and 80: The Myrtle Beach WWTP generates abo
Page 82 and 83: h. Wastewater Capital Improvement F
Page 84: 2. Revenue and Rate Projections Rev
Page 87 and 88: of rate adjustments and customer im
Page 89 and 90: above were forecasted on historical
show all

2030 Plan - Grand Strand Water and Sewer Authority

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?