2030 Plan - Grand Strand Water and Sewer Authority

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is defined as any program of rate adjustments and customer impacts that is above the average rate adjustments anticipated for wastewater utilities throughout the country. Figure 2 presents the benchmark ranges wastewater rate impacts anticipated for the typical residential customer of GSWSA. Figure 2 GSWSA Wastewater Rate Impact Benchmarks As mentioned in Section A, GSWSA has developed a program of water and wastewater rate and impact fee adjustments as part of its 2030 Plan to address its significant capital investments over the next 20 years. Specifically, it is anticipated that the combined water and wastewater bills for the typical residential customer of GSWSA will increase from its FY 2010 level of $41.10 to $52.30 by FY 2020 and $63.72 by FY 2030. This translates into annualized increases during the next 10-year period of 2.44% and 2.22% over a 20 year period, both of which fall within the exceptional benchmark range. Similarly, as part of its plan to address the growth and expansion related portion of the $612 million combined water and wastewater capital improvements during the next 20 years, GSWSA anticipates annualized adjustments of 1.94% to its combined water and wastewater impact fees over the next 20 years. RFC believes the forecasted benchmark categories and ranges will prove to be useful to GSWSA over the coming years as it continued efforts to maintain exceptional to favorable annual rate adjustments and customer impacts in relation to other local and national utilities. However, it should be noted that the benchmark ranges presented 88
above were forecasted on historical information from 1998 through 2010. Although historical information is often a reliable indicator of future performance, there will usually be differences between the forecast and actual results as events and circumstances frequently do not occur as expected, and those differences may be material. E. Organization and Human Resources Plan The organizational plan currently in place is anticipated to continue to serve as the basic framework for providing efficient delivery of products and services to customers. However, the organization will continue its flexible approach and adjust according to the needs of customers, the strengths and weaknesses of its employees, and improving technology and business practices. A major goal of the organization is the development of its employees to meet future needs. As such, emphasis will be placed on hiring the most qualified applicant, and employee training and development. However, as the needs of the organization indicate, qualified employees from other organizations will be hired to complement the existing staff and to broaden the organizations perspective of practices within the water and wastewater utility industry. Several employees in top level management positions could be retiring within a five to ten year time horizon. A major focus during the next several years will be succession planning to ensure that each management position has at least one employee, qualified and capable of assuming the role when a vacancy occurs. This effort is currently underway with several employees identified for additional education and training. 1. General Administration This group has recently been reorganized to provide additional support to the operating divisions as well as improving its execution of the policies and directives of the Board of Directors and general management of the organization. Some of these functions may be delegated to divisions or more consolidated under administration depending on circumstances and personnel requirements. It is anticipated however, that administration will remain relatively stable and not grow at a pace proportionate to the general customer base or the operating divisions. Some employees may be added in Human Resources as the number of overall employees increase. 2. Financial and Customer Services Division This division should grow at a pace substantially less than the overall customer base. Accounting will continue to remain stable in its growth. Billing and Customer Service Departments will continue to be directly affected by customer growth. Enhanced technology and other innovative programs will continually be analyzed to maintain as small and efficient staff as possible. The Purchasing and IS Departments will remain stable in its future growth and should not be affected proportionately by the growth of the general customer base. 89
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I. EXECUTIVE SUMMARY Grand Strand W
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II. INTRODUCTION The purpose of the
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Water and Sewer Authority (HWSA) wa
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E. Health Hazard Elimination In 198
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G. Service to New Developments Sinc
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Beach City employees involved in wa
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The county’s industrial base is a
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• New Services Development • In
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1. Retail Customers GSWSA provides
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D. Financial Position The Comprehen
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average merit increase of 4% during
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$169,746. Disposals for 2008 were $
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during the next 20 years, both of w
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As Table 1 indicates, the water and
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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 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: of rate adjustments and customer im
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2030 Plan - Grand Strand Water and Sewer Authority

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