OBJECTIVES & STRATEGIES

GOAL #1 :        To achieve a high degree of customer satisfaction in everything we do.

Objectives :

1.1   To implement new technologies that will allow all MVWA personnel to: process information more efficiently, provide customers with reasonable access to account data and provide enhanced reporting for Board personnel.

 

 


1.2    To establish customer relations procedures for the company and its employees, which will emphasize the fact that all employees are customer service representatives whose duties include interacting with customers to ensure professionalism, accuracy, and consistency.

 

 

 

 

 

 

 

 

 

 

 

 

 

 


1.3   To ensure policies and procedures are followed and to resolve inquiries in an efficient and effective manner.

 

 


1.4   To create production standards for customer service employees to ensure customer concerns are being addressed in a timely and professional manner.

Strategies :

1.1.1   Develop a more efficient customer information and billing system through the implementation of updated software.

1.1.2   Remodel current MVWA web site with an interactive design that will allow customers to access their accounts on-line, contribute feedback about the quality of services, order, discontinue and pay for new services.

1.1.3   Move rapidly toward a 24/7 operation that will allow us to address certain, pressing needs of customers immediately, ensuring optimum client satisfaction.

1.2.1   Develop a written protocol for customer service procedures and policies covering all points of contact between the Board and customers (in progress).

1.2.2   Develop training strategy for all employees in customer relations procedures related to their positions.

1.2.3   Conduct employee evaluations to determine current skill levels and understanding of customer service protocol.

1.2.4   Develop protocol whereby intelligence gained in the field can be transmitted to the appropriate part of the organization within a reasonable period of time.

1.2.5  Develop a plan that will improve the image of the MVWA relative to our real and/or perceived role in road conditions, such as road cuts and the restoration of such cuts.

1.2.6  Since our customers include contractors, as well as water customers, complete all contracts on time.

1.2.7  Encourage employees to become involved in community events as representatives of MVWA by sponsoring their participation in events such as the Heart Run/Walk or the Boilermaker.

1.2.8  Provide tanker trucks of water to customers when they are without water due to a main break.

1.2.9  Provide a contractor to repair customer-side service leaks between the curb box and the house. Charge the customer through billing over a five-year period.

1.2.10  Vary the location of Board meetings in order to give customers from different parts of our service area the opportunity to attend.

1.3.1   Provide training to customer service personnel at regular intervals.

1.3.2   Provide a manual/employee handbook clarifying company policies and procedures and explaining employee responsibilities.

1.3.3   Conduct sensitivity training, on the phone, in the field, etc. as part of all customer relations training programs.

1.4.1   Implement due dates for all objectives.

1.4.2   Conduct follow-up interviews with customers following each at home service, in order to measure customer satisfaction and identify problem areas (to be developed).

1.4.3   Recognize employees with a certificate, award or reward for Excellent Customer Service (interior and exterior).

 

GOAL #2:     To optimize the use of our financial resources.

Objectives:

2.1   To develop and implement effective financial tools to identify, report, and manage all operational costs, including the use of technology that allows for easy retrieval of financial information using existing databases.










2.2   To ensure that the cost of all water board services are allocated and recovered in a timely and equitable manner, and that enforceable penalties be implemented and enforced to deal with recalcitrant customers, ensuring the collection of all monies due to the water authority.






2.3   To annually develop a three-year financial plan that provides revenues to meet all annual costs and establishes operational and capital reserve accounts consistent with long-term financial plans developed through rate model.

2.4   Achieve an upgrade in the bond rating from our previous category for the next bond issue.

2.5   To establish and maintain a system of internal controls for each significant business process and perform periodic reviews of our internal control system.

2.6   Develop alternative revenue sources for activities that are consistent with the mission of the organization.

 

Strategies:

2.1.1   Employ a methodology for cost/benefit analyses to determine the rate of return for Board expenditures.

2.1.2   Employ a method for the immediate or timely payment of all vendors in order to ensure better rates.

2.1.3   Gear financial resources to (a) making the water safe, affordable and convenient and (b) to providing additional forms of customer satisfaction.

2.2.1  Review the performance of all meters 2” and larger and replace 20% of the “loss leaders” within the coming fiscal year.     

2.2.2   Invoice all repair costs against outside parties where such billable services are caused by others.

2.2.3   Work closely with local codes departments to receive Certificate of Occupancy notifications on new homes.

2.2.3   Optimize cash collections from both existing and new sources of revenue. Evaluate our contract with power production of hydro facilities in order to ensure that proper and timely payments are being received.

2.3.1   Evaluate and establish reserves and investment strategies.

2.3.2   Identify and plan for new costs associated with mandates.

2.4.1   Enhance the annual cash flow of the Authority and the Board and increase the debt service coverage ratio.

2.5.1   Develop and maintain an automated parts inventory.

GOAL #3:       Through science, technology, and engineering, to provide our customers with a safe, secure
                         and dependable supply of high quality water.

Objectives:

3.1   To provide a plentiful supply of water through a well-maintained, secure and dependable delivery system, while continuing to upgrade well-guarded, well-maintained storage capabilities.

 

 

 

 

 

 

 

 

 

 

 

 

3.2   To optimize water quality, study alternative treatment techniques and strive to meet and/or surpass standards before federal and state regulation implementation dates. This includes keeping all personnel current on new issues related to water service, and new ways and means of ensuring water quality and security.

 

 

 

 

 

 

 

 

 

 

 

3.3   To protect and manage our water shed and distribution system.

 

3.4   To optimize water system security.

 

 

 


3.5   To minimize unauthorized and improper use of water system facilities.

 

Strategies:

3.1.1   Identify water storage and delivery deficiencies and plan for corrective actions within the Capital Improvement Program. Include a program in which nonfunctioning valves would be identified and repaired in order to avoid downtime, and a valve exercising program for quicker and more reliable responses, in order to ensure that valves can be found when needed. Also include preventive maintenance for old mains, “Pig” mains, pump stations, regulators, flushing and pro-active repair work.

3.1.2  Prioritize all remedial projects within the five-year Capital Improvement Program (CIP) and adopt amended CIP.

3.1.3   Reduce unaccounted water use by 20% through aggressive leak detection programs and water main repairs.

3.1.4   Check progress of unidirectional flushing program. Include an opportunity for public comment, and ensure the availability of employees to complete the project.

3.1.5   Develop and implement a schedule for cleaning of tanks and ensure the availability of employees to complete the project.

3.1.6  Study the need for master meters and install where necessary to increase measurement of aggregate water use within specific service zones and water districts.

3.1.7   Continue the development and implementation of SCADA systems for automated monitoring and control of major system components.     

3.2.1  Increase routine maintenance at open reservoirs to eliminate any adverse conditions that could affect water quality until the reservoirs are replaced with closed storage.

3.2.2. Eliminate open storage reservoirs by EPA compliance date.

3.2.3  Improve water quality monitoring within the distribution system by increasing the number of strategic sampling points and installing designated sampling stations.

3.2.4   Establish and conduct a program for inspection and installation of backflow prevention devices.

3.2.5   Develop a computerized modeling program for the distribution system to store and analyze sampling data.

3.2.6   Utilize the pilot plant to test the use of alternate coagulants and alternate disinfectants. Provide label ID's for LIMS system to aid lab technicians.

3.2.7    Continue to characterize Disinfectant By-Products (DBP's) and study their formation from treatment plant to distribution system.

3.2.8    Establish treatment plant control strategies and set goals for key indicators such as turbidity, color, pH, and various particle counts.  

3.2.9    Make certain that all required licenses (Class A's, Class D's, First Aid, etc.) are kept current.

3.3.1    Develop a computerized model of the watershed through the use of Geographic Information Systems (GIS) and Global Positioning System (GPS) equipment.

3.4.1    Conduct continual vulnerability studies for all systems and devise corrective measures.  

3.4.2    Update emergency response plans to facilitate operational ability during crisis situations.   

3.4.3    Implement new technologies for electronic surveillance of water quality and physical plant conditions.  

3.5.1    Achieve and maintain a high degree of physical security features at all facilities.           

3.5.2    Develop and implement more frequent schedules for security patrolling and inspections at all facilities.   

 

GOAL #4 :           To develop a professional work force and a safe work environment for our employees.

Objectives:

4.1   To achieve and maintain a well-trained, safe, knowledgeable and professional work force through continuing education opportunities.

 

 

 

 

 

 

 



4.2   To evaluate Board staffing levels and employee compensation to achieve benefits and salary/wages that are commensurate with the required skill levels and are sufficiently competitive within the region to attract and retain talented and dedicated individuals.

4.3  To develop, document and disseminate a comprehensive employee handbook for personnel policies and Board operations to improve employee knowledge, production, and commitment to the mission of the Water Board.

4.4   To increase the level of communications between management, employees, and departments via weekly inter-office communication in order to ensure that the entire operation will continue to run smoothly in the event of an emergency.

4.5   To provide a constructive and rewarding work environment by developing ways to improve employee morale.

 

Strategies:

4.1.1   Provide employees with the most current and effective tools and technology required to perform their functions.

4.1.2   Cross-train employees with the goal of accomplishing the greatest number of tasks using the fewest possible workers.

4.1.3   Expand laboratory space to increase productivity and minimize distractions.

4.1.4  Clarify job descriptions.

4.1.5   Implement tuition assistance program for job-related training.

4.1.6   Develop written safety procedures and ensure compliance through a schedule of testing and inspections.

4.1.7   Adopt and disseminate a comprehensive handbook of company policies and ensure that all employees are knowledgeable of and abide by all policies.

4.2.1   Replace retiring or separated employees as quickly as practical when appropriate.

 

4.3.1   Establish a schedule of company-wide staff meetings at all levels and within each department including training and feedback sessions.


4.4.1   Provide proper training in interdepartmental communication and information exchange.



4.5.1   Institute an employee recognition program.

4.5.2   Establish an internal company web site, to be updated regularly.

4.5.3   Provide tours of all major company facilities to all employees.

4.5.4   Establish a monthly internal company newsletter.

4.5.5   Establish a Break Room/Sick Room for employees.

 

GOAL #5:        To be a good neighbor and a visible asset in the community.

Objectives:

5.1    To continually improve our image with the public.

 

 

 

 

 

 

 


5.2   To develop a clearly defined role in regional economic development efforts by the end of the fiscal year.

 


5.3   To educate the public on water system issues.

 

 

 


5.4   To develop and maintain safe and attractive facilities.

Strategies:

5.1.1   Conduct an annual survey to gauge public perception.

5.1.2   Intensify positive forms of media exposure.

5.1.3   Encourage employees to join and participate in local social and professional organizations.

5.1.4   Alert department heads and employees to information being disseminated to the public via website, TV, etc.

5.1.5   Establish a “customer connection” insurance policy or time-payment plan to make repair costs more affordable.

5.1.6  Publicly showcase each department's work, showing (for example) how meters are installed, how broken mains are fixed, how water samples are processed, how customer complaints are handled, etc.

5.2.1   Identify and meet with local development agencies and define Board's role in supporting economic development.

5.2.2   Develop and distribute water system information for developers and customers.

5.3.1   Improve and maintain the web site.

5.3.2   Increase sponsorship activities.

5.3.3  Publicize employee volunteerism and community work.

5.3.4  Educate the public about the water system through open houses, tours of the filtration plant, lab, etc.

5.4.1  Keep Water Authority facilities and properties attractive.

5.4.2  Eliminate or minimize safety hazards for employees and the public.

5.4.3   Consolidate all departments in one central location removed from City Hall.

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