2030 Plan - Grand Strand Water and Sewer Authority

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• Maintain an effective balance between long-term debt, asset values, operations and maintenance expenditures, and operating revenues. • Prepare annually a balanced two-year Operating and Capital Improvement Budget, monitor on a monthly basis and report to Board of Directors and staff. • Update the rate model each year with biennial rate increases generally in the range of 3% to 5%, which provides financial security and maintains a rate structure that is lower than most comparable utilities. • Conduct long range financial planning to ensure organizational sustainability and quality customer service. • Maintain cash reserves to sustain short and long-term requirements related to working capital needs, emergency needs, capital replacement and expansion, rate stabilization, and risk management. • Maintain financial integrity by auditing financial results and internal controls and updating financial accounting policies and procedures on an annual basis. Short Term Strategies/Goals • Improve and maintain a systematic approach through life-cycle costing to aid in the decision making process of repair or replacement of assets. Discuss ways to incorporate this financial analysis into the Infrastructure Stability Attribute in regards to a comprehensive asset management program. • Maintain and improve our budget process to include the mission, goals and values of GSWSA and of each department in the final budget document and distribute to each supervisory level employee. • Complete a comprehensive review of all measurements, including benchmarks and dashboards within the industry. Review each of the Attribute measures and begin collecting, reporting, evaluating, and taking action based upon appropriate data. • Educate supervisory employees in regards to financial strategies, budget process and available financial data. • Continue to evaluate interest rates on current investments to receive the best rate available. • Increase customer education in regards to rates and how they compare to other local utilities to allow for more acceptance and consistency of expectations. G. Infrastructure Stability Core Strategies • Establish a formal enterprise computerized asset maintenance management system (CMMS) to include critical historical and operational data while meeting independent departmental needs. • Maintain and enhance assets at the lowest possible life-cycle costs and acceptable risk using an asset repair versus replacement analysis. • Research latest technology and implement new programs, equipment, and processes where applicable to improve asset management. 64
• Continue to improve workflow processes to collect accurate information and maintain an efficient asset management system to assist in decision-making. • Continue to ensure asset repair, rehabilitation, and replacement efforts are coordinated within the community to minimize disruptions and other negative consequences. • Minimize capital and operating expenditures through prudent maintenance practices. • Maintain employee accountability for equipment condition through performance evaluations and reviews. Short Term Strategies/Goals • Identify, prioritize, collect and document all critical assets and information that need to be maintained by each department for input into the Geographic Information System (GIS). • Research asset management programs, including work order based systems, through review of other utilities asset management programs and product demonstrations, as well as, the effectiveness of our current asset management systems. • Identify and budget capital outlay items (i.e. PCs, laptops, GPS units, etc.) needed by each department for asset information and data collection. • Improve communication, understanding, and knowledge sharing among departments regarding assets, including the start-up of an asset and life cycle costs. H. Operational Resiliency Core Strategies • Focus on routine operations reliability through design, operations and maintenance. • Strive to maintain continuous service at affordable rates through the implementation of emergency response plan, reserve funds, and insurance. • Continually improve and maintain an emergency response plan to address potential emergencies that could affect routine operations. • Ensure adequate emergency back-up power and water supply including generators, water storage facilities, and system redundancy. Short Term Strategies/Goals • Maintain adequate inventory for emergency repair parts and equipment and perform quarterly inventory inspections. • Maintain updated list of utility contractors, material suppliers, and chemical suppliers for on-call availability during emergency situations requiring additional outside resources. 65
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I. EXECUTIVE SUMMARY Grand Strand W
Page 4 and 5:
II. INTRODUCTION The purpose of the
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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 and 58: Adapting to the changes in both the
Page 59 and 60: 8. Operational Resiliency: “Ensur
Page 61 and 62: Short Term Strategies/Goals • Imp
Page 63: • Evaluate a variety of training
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
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2030 Plan - Grand Strand Water and Sewer Authority

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