HomeMy WebLinkAbout2011-10-24 - Citizens Advisory Committee Meeting Agenda Packet
Yorba Linda
Water District
AGENDA
YORBA LINDA WATER DISTRICT
CITIZENS ADVISORY COMMITTEE MEETING
Monday, October 24, 2011, 8:30 AM
1717 E Miraloma Ave, Placentia CA 92870
1. CALL TO ORDER
2. PUBLIC COMMENTS
Any individual wishing to address the committee is requested to identify themselves and state the matter on
which they wish to comment. If the matter is on this agenda, the committee Chair will recognize the individual for
their comment when the item is considered. No action will be taken on matters not listed on this agenda.
Comments are limited to matters of public interest and matters within the jurisdiction of the Water District.
Comments are limited to five minutes.
3. PRESENTATIONS
3.1. Your Water's Taste and Odor
4. DISCUSSION ITEMS
This portion of the agenda is for matters such as technical presentations, drafts of proposed policies, or similar
items for which staff is seeking the advice and counsel of the Committee members. This portion of the agenda
may also include items for information only.
4.1. Bottled Water Label Contest Finalists
4.2. American Water Works Association's (AWWA) QualServe Program Results
4.3. OCWD Ground Water Adventure Tour
4.4. Date for November/December CAC Meeting
4.5. Future Agenda Items
Citizens Advisory Committee Questionnaire Results and Executive Summary
District Public Affairs Efforts
Rate Structure and Financial Planning
5. ADJOURNMENT
5.1. The next meeting of the Citizens Advisory Committee will be held November 28, 2011 at
8:30 a.m.
Items Distributed to the Committee Less Than 72 Hours Prior to the Meeting
Pursuant to Government Code section 54957.5, non-exempt public records that relate to open session agenda items
and are distributed to a majority of the Committee less than seventy-two (72) hours prior to the meeting will be available
for public inspection in the lobby of the District's business office located at 1717 E. Miraloma Avenue, Placentia, CA
92870, during regular business hours. When practical, these public records will also be made available on the District's
internet website accessible at http://www.ylwd.com/.
Accommodations for the Disabled
Any person may make a request for a disability-related modification or accommodation needed for that person to be
able to participate in the public meeting by telephoning the Executive Secretary at 714-701-3020, or writing to Yorba
Linda Water District, P.O. Box 309, Yorba Linda, CA 92885-0309. Requests must specify the nature of the disability and
the type of accommodation requested. A telephone number or other contact information should be included so the
District staff may discuss appropriate arrangements. Persons requesting a disability-related accommodation should
make the request with adequate time before the meeting for the District to provide the requested accommodation.
ITEM NO. 3.1
AGENDA REPORT
Meeting Date: October 24, 2011
To: Citizens Advisory Committee
From: Ken Vecchiarelli, General
Manager
Prepared By: Derek Nguyen, Water Quality
Engineer
Subject: Your Water's Taste and Odor
SUMMARY:
Over the past month some Metropolitan Water District Customers may have noticed a musty taste
and odor in their tap water, stemming from an algae bloom in the east branch of the State Water
Project. As YLWD's Water Quality Engineer Derek Ngyuen explains, the taste-and-odor issues do
not however pose any health risks.
ITEM NO. 4.1
AGENDA REPORT
Meeting Date: October 24, 2011
To: Citizens Advisory Committee
From: Ken Vecchiarelli, General
Manager
Prepared By: Damon Micalizzi, Public
Information Officer
Subject: Bottled Water Label Contest Finalists
SUMMARY:
For the 2011-2012 School Year, YLWD conducted it's first ever label contest. The theme for this
year's contest is Water Use Efficiency. The winner's artwork will be featured on the interior label of
our Bottled Water for one year and the student, school and principal will be recognized by the Board
of Directors. The Citizens Advisory Committee will review the finalists and vote on a winner.
ITEM NO. 4.2
AGENDA REPORT
Meeting Date: October 24, 2011
To: Citizens Advisory Committee
From: Ken Vecchiarelli, General
Manager
Subject: American Water Works Association's (AWWA) QualServe Program Results
SUMMARY:
The AWWA QualServe Program is designed to help water and wastewater agencies improve
performance and increase customer satisfaction on a continuing basis through the use of an agency
Self-Assessment Survey. This survey was taken by fifty employees throughout the month of August
2010 and asks for the "insider" perspective in the areas of Organizational Development, Business
Operations, Customer Relations, Water Operations, and Wastewater Operations. The survey was
anonymous with individuals identified only by department, whether they were a "Supervisor", and
the approximate length of their service to the District (less than 1 year, 1-5 years, or more than 5
years). The survey consisted of 350 questions rated on a scale of (1)Strongly Disagree to (5)
Strongly Agree, with an option of "Not Applicable/I Don't Know".
The Citizens Advisory Committee received the results of the Survey in September.
ATTACHMENTS:
Name: Description: Type.
QualServe_Analysis _All in One.pdf Qual Serve Results Backup Material
Yorba Linda Water District
Self-Assessment Report Analysis
Overall:
• 50 respondents with an overall average response of 3.5
o Organization Development = 3.3
o Business Planning & Management = 3.2
o Customer Relations = 3.6
o Wastewater Operations = 3.9
o Water Operations = 3.8
• Average variation within groups:
o By position = 0.1
o By tenure = 0.6
o By department = 0.5
Variations between Departments:
• By department:
o Organization Development = 0.7
o Business Planning & Management = 0.9
o Customer Relations = 0.7
o Wastewater Operations = 0.6
o Water Operations = 0.8
Individual Category Averages:
• Highest Average - Health & Safety Management = 3.9 with an average of 42
respondents
o Question 4-2 Health and safety is a high priority of both management and
staff. = 40% strongly agree with 48 respondents
o Question 4-6 The health and safety program includes monitoring of safety
on the job investigation and feedback from all accidents.= 35% strongly
agree with 43 respondents
o Question 4-8 This utility rigorously implements a confined-space entry
policy, including training and certification = 42% strongly agree with 43
respondents
• Lowest Average - Continuous Improvement = 2.7 with an average of
respondent
o Question 2-9 Some employees may receive bonuses on team achievements
= 68% strongly disagree with 44 respondents
o Question 2-11 Labor (unions) and management work together effectively
to improve working conditions = 52% strongly disagree with 46
Comments
• Communications - from supervision, between departments, cost/benefit analysis
• Improvements - roles & responsibilities, direction, support, attitude, GIS, rates
Percentage Response by Individual Statement ` = y L
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(Note: the highest response for each statement is highlighted in red. If there are equal L ° ° " y
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responses, all responses for that statement are highlighted.) o N
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Yorba Linda
ORGANIZATIONAL DEVELOPMENT
1-1 1 understand and support this utility's mission, vision, values and strategic direction. 50 100% 4.3 40% 12% 2%
1-2 The organization's programs/initiatives show commitment to the stated mission, vision, values and strategic direction. 50 100% 3.8 26% 28% 6% 21%.
1-3 Employee's actions show commitment to the stated mission, vision, values and strategic direction. 50 100% 3.6 16% 16% 12% 4%
1-4 Managers and supervisors demonstrate commitment to the utility's mission, vision, values and strategic direction. 50 100% 3.5 18% 26% 10% 6%
1-5 This utility develops and retains engaged employees for our organization's future success. 49 98% 2.7 8% 20°l0 ' • 22%
1-6 1 feel comfortable discussing issues about our utility with the managers of the organization. 50 100% 3.5 28% 24% 6% 10%
1-7 My subordinates/team members are comfortable discussing work-related issues with both managers and peers, as evidenced in regular 50 100% 3.5 18% 28% 12% 6%
team meetings or individual discussions.
1-8 1 have opportunities to offer input on matters that I know something about or that generally concern me. 50 100% 4.0 32% 30%
1-9 Senior staff communicate effectively with all employees. 50 100% 3.2 10% 30% • 14% 10%
1-10 Striving for high quality service is important to this utility. 50 100% 4.2 W 38% 12% 2% 2%
1-11 Information regarding utility organization and management are effectively communicated to all employees. 50 100% 2.9 6% 20% • 16% 12%
1-12 Employee roles and responsibilities are clear at this utility and people are sure about what to do in specific situations. 50 100% 3.6 14% • 32% 4% 4%
1-13 This utility's management encourages employees to ask questions and offer ideas. 49 98% 3.3 6% 33% 14% 4%
1-14 At this utility, people work together to make sure that things get done right and on schedule. 49 98% 3.7 20% 18% 12% 4%
1-15 My supervisor consistently checks with me to see "how things are going". 50 100% 4.0 34% 20% 2% 2%
1-16 Senior management participates regularly in day-to-day activities. 47 94% 3.4 17% 28% • 13% 6%
1-17 Senior management are visible and accessible to employees and customers. 49 98% 3.7 22% 29% 8% 2%
1-18 Employees at this utility know and support improvements we are striving to make. 49 98% 3.1 6% 31% 12% 8%
1-19 Managers and supervisors receive training on how to effectively lead people. 42 84% 3.6 14% 19% 7% 7%
1-20 Managers and supervisors effectively apply the training they receive on how to effectively lead people. 44 88% 3.3 11% • 32% 1 1% 9%
1-21 This utility rewards and/or recognizes people who exceed expectations and requirements (e.g., when a unit exceeds its performance 47 94% 2.8 11 % 21 % • 23% 19%
targets, they may be formally recognized).
1-22 1 have an understanding and appropriate tools/training to perform my job well. 50 100% 4.1 H' • 38% 14% 8%
1-23 This utility has clearly defined decision-making processes that are regularly followed. 49 98% 3.2 10% 33%1 1 12% 10%
Improvement Continuous 2-1 This utility has a formal process for comparing its performance against other utilities or similar organizations. 42 84% 2.2 10% 26% 31%
2-2 The employees of this utility are continually developing and implementing ways to improve efficiency and effectiveness. 49 98% 3.3 14% 31% 8% 8%
2-3 The outcomes/results of the utility's continuous improvement efforts are easily recognized because they are tracked or reported. 47 94% 2.8 11% 19% 23% 11%
2-4 This utility periodically (e.g., at least annually) measures its performance against its short and long-term goals. 39 78% 3.0 13% 15% << 18% 10%
2-5 This utility is committing the necessary resources (e.g., training employees, investing in new technology, etc.) to achieve its long-term 49 98% 3.5 18% 31 % 14% 4%
performance improvement goals.
2-6 A team approach is encouraged to promote performance improvement. 49 98% 3.3 16% 24% 16% 8%
2-7 Most employees of this utility receive formal training on problem-solving skills and methods. 46 92% 3.0 7% 30% 20% 11%
2-8 Problem-solving skills and methods are used by employees to contribute to continual improvement. 46 92% 3.3 4% 37°fo 11% 2%
2-9 Some employees may receive bonuses on team achievements. 44 88% 1.4 2% 5% 25%
2-10 This utility has implemented high performance work teams. 41 82% 2.8 10% 12% 20% 15%
2-11 Labor (unions) and management work together effectively to improve working conditions. 46 92% 1.9 2% 9% 22% 15%
Percentage Response by Individual Statement ` = y L
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(Note: the highest response for each statement is highlighted in red. If there are equal a L ° o yR
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responses, all responses for that statement are highlighted.) N
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Yorba Linda
2-12 Employees and management work together effectively to improve working conditions. 47 94% 2.5 4% 19% 1'. 17%
2-13 Labor (unions) and management at this utility work together to develop new job classifications and pay systems that are flexible and 41 82% 2.2 2% 10% 27% 24%
support strategic direction.
2-14 Employees and management at this utility work together to develop new job classifications and pay systems that are flexible and 43 86% 2.2 14% 26% 23%
support strategic direction.
Human Resources Planning and Management 1156 86% 3.0 14% 26% 26% 1791
3-1 This utility has formal programs for training, certification, and education. 47 94% 3.9 32% 19% 6% 4%
3-2 This utility's training and certification programs emphasize cross-training and multi-skill certification (e.g., operator and mechanic). 46 92% 3.2 13% 17% 15% 15%
3-3 Individual training/education plans are developed for each employee and reviewed/updated annually. 46 92% 2.7 11% 24% 22% 15% *11
3-4 Mentors/advisors are available to help employees identify and achieve their goals. 46 92% 2.5 7% 15% 26% 24%
3-5 This utility provides employees with retraining and transition assistance when changing positions. 42 84% 3.1 12% 21 % 24% 10%
3-6 This utility promotes job security by relying on normal attrition, reassignment to other positions, and early retirement to avoid lay-off 35 70% 3.1 11% 20% 3% 14%
situations.
3-7 This utility's compensation system (benefits and salary) are competitive within the industry. 47 94% 2.0 11 % 21 % 30%
3-8 This utility has implemented skill-based incentives to encourage employees to learn new skills. 46 92% 2.0 11 % 17% 30%
3-9 Employees are rewarded financially for excellent performance. 46 92% 2.0 4% 200 15%
3-10 This utility has written policies to ensure a fair workplace according to equal opportunity regulations. 46 92% 3.9 33% 24% 2% 4%
3-11 Performance and other workplace standards are consistently monitored and enforced. 46 92% 3.2 9% 24% 15% 13%
3-12 This utility does a good job of attracting and hiring qualified staff that are a "good fit" with position requirements. 46 92% 3.3 13% 28% 9% 13%
3-13 This utility does a good job of attracting and hiring qualified staff that are a "good fit" with organizational culture. 45 90% 3.4 18% 29% 9% 11%
3-14 This utility is committed to equal opportunity and equal treatment of all employees regardless of age, sex, race, religion, or other 47 94% 3.9 fl!
30% 21 % 9% 2%
workforce diversity issues.
3-15 At least annually, every employee's performance is evaluated by a supervisor and the employee receives formal feedback. 46 92% 3.6 13% 17% 9%
3-16 Supervisors routinely provide constructive, informal feedback to employees. 45 90% 3.6 16% 36% 4% 2%
3-17 When management's performance is evaluated, attainment of improvement objectives is a primary consideration. 27 54% 3.0 7% 30% 15% 15%
3-18 This utility has formal objectives related to knowledge sharing. 37 74% 2.6 3% 19% 30% 16%
3-19 This utility has formal objectives related to learning culture type of behaviors. 34 68% 2.5 3% 15% 29% JEWELW-w 15%
3-20 This utility provides its employees with a comprehensive benefits package, including health insurance, short-term disability, and long- 44 88% 4.0 32% 9% 14% 2%
term disability insurance protection.
3-21 This utility has processes and practices in place to support career development. 46 92% 3.2 13% 28% 13% 13%
3-22 Human resources related performance metrics have been defined and are tracked and reviewed on a regular basis. 29 58% 2.8 21% 24% 10%
3-23 Practices for personal/professional development are in place related to knowledge management and employee retention. 44 88% 2.8 50 25% 20% 16%
3-24 This utility's workforce plan follows its strategic direction, including appropriate job flexibility and use of alternative resources 40 80% 3.5 13% t ` 30% 15% 30%
(contracting, part-time, etc.)
3-25 A formal employee recognition and reward system has been implemented. 45 90% 2.4 7% 27% 24%
3-26 Employee engagement surveys are conducted on a regular basis and results are shared with all employees. 43 86% 2.1 9% 30% 23%
3-27 This utility has clearly defined roles and responsibilities for all job positions with individual accountability for job performance. 45 90% 3.3 18% 29% 7% 16%
4-1 This utility has a formal health and safety program. 48 96% 4.0 33% 1 ' A 15% 6% 2%
Percentage Response by Individual Statement ` = y L
o R
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(Note: the highest response for each statement is highlighted in red. If there are equal L ° ° " y
d a y m „ o o
responses, all responses for that statement are highlighted.) o N
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Yorba Linda
4-2 Health and safety is a high priority of both management and staff. 48 96% 4.0 19% 6%
4-3 Health and safety are fully integrated into everyday work practices and procedures at all levels. 48 96% 4.0 15% 4% 4%
4-4 Safety is tracked with performance measures (e.g., lost work days, lost time-accidents, etc.) 40 80% 3.5 20% 8% 13%
4-5 Health and safety training and equipment provided to employees conforms to the highest industry standards considering the job 46 92% 3.9 33% 15% 9% 2%
classification, type of work performed, and risk exposure of each employee.
4-6 The health and safety program includes monitoring of safety on the job investigation and feedback from all accidents. 43 86% 3.8 28% 26% 7% 5%
4-7 When faced with a safety risk or a question, employees know where to find information (e.g., procedures) or who to call for assistance. 47 94% 3.7 26% 11% 2%
4-8 This utility rigorously implements a confined-space entry policy, including training and certification. 43 86% 4.1 37% 14% 7%
4-9 Management, crew supervisors, and crew members are aware of and consistently follow trench safety procedures and fully comply with 40 80% 4.1 28% 15%
all related OSHA state/provincial requirements in all applicable settings.
4-10 Awareness of skills training is provided to appropriate staff to prevent and handle risks associated with noxious gases, oxygen 42 84% 4.1 29% G. 21%
deficiency, explosion hazards, and microbiological threats.
4-11 This utility has a comprehensive health and safety program for dealing with all aspects of hazardous material (e.g., chlorine). 41 82% 3.9 24% 37%
4-12 Work areas are equipped with appropriate lighting, ventilation, and noise control. 47 94% 4.1 38% 11% 4% 2%
4-13 Work areas have proper layout with ergonomically designed furniture and equipment. 47 94% 3.8 26% 23% 9% 2%
5-1 This utility has a comprehensive emergency response plan that addresses all major circumstances that could disrupt normal operations. 46 92% 3.6 26% 26% 9% 7%
5-2 This utility has an up-to-date risk management plan that conforms to Clean Air Act amendments and OSHA state/provincial 30 60% 3.7 211%M 23% 13%
requirements and standards.
5-3 This utility routinely conducts emergency response training for appropriate personnel. 45 90% 3.0 16% 18% 20% 13%
5-4 This utility routinely conducts simulation drills, table-top exercises, and other methods to test whether it is prepared for an emergency. 46 92% 2.8 7% 22% 17% 20%
5-5 This utility conducts sessions to forecast the emergency situations that could arise and uses this information in designing its emergency 41 82% 2.8 10% 17% 22% 17%
response plan.
5-6 All employees have an understanding of their special roles in emergency situations. 48 96% 2.7 6% 17% 29% 17%
5-7 This utility investigates the causes of emergencies and takes the necessary corrective actions to prevent a recurrence. 46 92% 3.6 20% 33% 9% 2%
5-8 This utility's customer call/dispatch center effectively prioritizes and appropriately expedites response to reports of low water pressure 42 84% 4.1 38% 17% 2% 2%
and water main leaks and breaks.
5-9 This utility's dispatch center expedites response to reports of backups and flow stoppages in an effective manner. 38 76% 4.1 34% 16% 3% 3%
5-10 Each emergency response goes through an after action review to effectively identify procedures that served well and those that did not 36 72% 3.4 19% 19% 6%
meet expectations.
5-11 This utility has, or effectively coordinates with, an emergency response command center and communications system to keep its 38 76% 3.4 16% 32% 16% 3%
response team, regulators, government agencies, media, and the general public informed.
5-12 This utility is in compliance with hazardous material storage regulations, such as spill containment installed around all bulk hazardous 36 72% 4.1 25% 140 3%
material and fuel storage areas.
5-13 This utility has formal mutual aid arrangements with local, state, and/or regional emergency response organizations and other utilities. 38 76% 4.2 37% 16% 30%
1
0
5-14 This utility has a specially trained first-responder team (or backup) to respond to emergency situations such as a chlorine leak or 32 64% 3.0 16% 9%
hazardous chemical or fuel spill.
5-15 Up-to-date and accessible standard response procedures are followed carefully by all utility personnel. 34 68% 3.4 18% 24% 18% 30
Percentage Response by Individual Statement y L
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(Note: the highest response for each statement is highlighted in red. If there are equal a L ° o
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responses, all responses for that statement are highlighted.) o N
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Yorba Linda
5-16 This utility takes appropriate measures to protects its property and facilities from unauthorized entry and activity. 46 92% 3.7 26% 22% 4%
5-17 This utility has implemented a chemical delivery system that minimizes the inventory of hazardous chemicals on site. 28 56% 3.9 18% 25% 11
Percentage Response by Individual Statement ` = y L
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(Note: the highest response for each statement is highlighted in red. If there are equal L ° N " yR
d a y m „ o o
responses, all responses for that statement are highlighted.) N
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Yorba Linda
Knowledge and Asset Management 428 54% 3.2 13% 35% 24% 14% 14%
6-1 This utility has a formal process for planning technical upgrades, expanding capacity, and maintaining existing assets that cover both 38 76% 3.8 24% 21 % 8% 3%
short and long term planning horizons ranging from 5 to at least 50 years.
6-2 This utility develops contingency plans far enough in advance to stay on top of situations. 37 74% 3.5 14% 16% 22% 3%
6-3 This utility has a formal process for evaluating the condition of existing utility equipment and infrastructure and determining replacement 37 74% 3.4 14% 32% 8% 8%
or rehabilitation needs.
6-4 This information from such evaluations contributes to capital improvement and maintenance program decisions to achieve target service 31 62% 3.6 16% 32% 10%
levels.
6-5 This utility keeps an up-to-date inventory of its assets and real property. 36 72% 3.7 14% 22% 11%
6-6 Accurate maps and as-built drawings are readily available covering all utility properties, easements, rights-of-way, etc. 42 84% 3.1 14% 24% 14% 17%
6-7 This utility has a CMMS (Computerized Maintenance Management System) that is used to track work and costs. 32 64% 2.0 3% 6% 25% 16% a'
6-8 This utility's critical assets have been identified using a risk model. 16 32% 3.4 25% 19% 19% 6%
6-9 Capital renewal and projected replacement expenditures exist for at least ten years out. 20 40% 3.5 5% "1 15% 15% 5%
6-10 A formal process for risk assessment is used to determine renew or replacement capital expenditures. 21 42% 3.5 19% 5% 10%
6-11 RCM (Reliability Centered Maintenance) and failure mode analysis are example techniques used by maintenance. 12 24% 2.1 8% 33% 17% '
6-12 This utility captures sewer system condition data in accordance with NAASCO/Pipe Line Assessment and Certification Program. 16 32% 3.9 31% 25% 6%
6-13 This utility has a Knowledge Management Program in place to capture critical knowledge from employees eligible for retirement in the 26 52% 2.0 4% 8% 15% 27%
next five years.
6-14 This utility has a Knowledge Management Program in place to capture critical organization policies procedures, and work processes. 22 44% 2.2 5% 14% 18% 27%
6-15 There is a reserve account to provide funding for asset renewal or replacement. 19 38% 3.7 16% 21% 5% 5%
6-16 This utility demonstrates a sustainable approach to asset management, including consideration of social and environmental costs and 23 46% 3.2 26% 13% 9%
benefits in its capital and operating decision-making.
BUSINESS PLANNING AND MANAGEMENT
Capital Improvement Planning 254 56% 3.7; 1&3% 20% 7% 8%
7-1 Capital improvements are clearly linked to the utility's strategic plan and long-term goals. 35 70% 4.2 31% 26%
7-2 The capital improvement plan is updated yearly as part of the annual planning process. 30 60% 4.3 37% 7% 7%
7-3 The process for prioritizing where to spend capital funds is based on optimized use of assets based on return on investment, life cycle 24 48% 4.0 29% 21% 8%
cost or other business case analysis.
7-4 The higher priority projects identified in this process are funded first. 28 56% 4.0 25% 21% 7%
7-5 The selection of potential capital improvement projects is based on staff-level input from many departments (e.g., operations, 32 64% 3.7 25% 13% 19% 6%
maintenance, engineering, etc.).
7-6 Customers and other stakeholders have opportunities to provide input to capital planning processes in a meaningful way, such as 32 64% 3.0 13% 25% 16% 16%
defining service levels.
7-7 This utility's staff have all the skills, information, tools and processes needed to execute the capital improvement plan on time and 30 60% 3.5 20% 30% 3% 10%
budget.
7-8 This utility's capital improvement program is linked with local and regional master plans. 20 40% 3.1 10% . 15% 20% 15%
7-9 The capital improvement plan takes into account the utility's regulatory compliance requirements. 23 46% 3.6 13% 17% 13%
8-1 This utility has implemented an effective strategic planning process. 32 64% 3.2 3% 34 % 16% 3%
Percentage Response by Individual Statement ` = y L
o R
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Z
(Note: the highest response for each statement is highlighted in red. If there are equal a L ° ° " y
responses, all responses for that statement are highlighted.) N
o
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Yorba Linda
8-2 This utility's strategic planning process is based on the utility's vision and mission. 29 58% 3.4 17% 24% 10% 3%
8-3 This utility's Strategic Plan includes performance measures that are reviewed on a regular basis. 24 48% 3.2 13% 25% 21% 4%
8-4 This utility identifies strengths, weaknesses, opportunities and threats and analyzes them to identify alternative solutions. 27 54% 3.3 4% 37% 11% 4%
8-5 Employees understand the direction of the utility's Strategic Plan. 36 72% 2.3 8% 8% 22% 25%
8-6 Employees feel a sense of ownership for the utility's Strategic Plan. 33 66% 2.2 3% 21% 12% 24%
8-7 This utility actively seeks to involve all relevant stakeholder groups (employees, customers, governance body, etc.) in its strategic 32 64% 2.4 3% 25% 19% 19%
planning process.
8-8 This utility's strategic plan identifies key constituencies, defines the utility's relationship with them, and articulates specific goal for each 25 50% 2.6 4% 24% 16%
relationship.
8-9 This utility follows through on commitments listed in the strategic plan to all stakeholders. 23 46% 3.1 9% 22% 26% 9%
8-10 Adhering to the utility's strategic plan improves its ability to accomplish its mission. 27 54% 3.4 11% 11% 4%
8-11 The strategic plan identifies potential new business opportunities (e.g., large commercial users and residential subdivisions). 20 40% 3.2 5% 30% 10% 506
8-12 :This rategic and business plans clearly define who, or which departments, are responsible for each task. 29 58% 3.1 3% 7% 14°l0
8-13 an empoyee, unersanmy roe n mpemenng s uys sraegc pan. % % 14 utilities strategic planning includes consideration of climate change impacts and the potential for mitigating associated risks. 23 46% 2.8 9% 4%
I
9-1 This utility has established financial performance targets. 30 60% 3.4 20% 30% 3% 13%
9-2 This utility has an effective financial planning process to ensure it has the capital and cash it needs to meet its business plan. 30 60% 3.4 17% 23% 13% 10%
9-3 This utility meets its financial obligations in a timely manner (e.g., payroll, debt service, payments to suppliers, etc.) 33 66% 4.3 42% 9% 3%
9-4 This utility periodically reviews its investments to determine whether they are achieving their expected outcomes. 25 50% 4.2 32% . 4% 4%
9-5 This utility successfully collects revenues owed to it (e.g., service fees, rates, local government payments, etc.) 32 64% 4.0 25% 9% 3% 3%
9-6 This utility has control over its revenues such that other government departments (e.g., trash service, roads, etc.) do not have access to 28 56% 4.4 36% 11%
utility revenues.
9-7 This utility knows the limitations of its financial knowledge and seeks advice from outside experts when needed. 32 64% 4.0 6% 3% 6%
9-8 This utility has a formal program to manage financial risks related to operations and capital investments. 23 46% 3.6 26% 9% 9%
9-9 Financial risks are considered in the utility's day-to-day operations. 29 58% 3.6 140 28% 3% 7%
9-10 This utility has a process to identify supplemental goods and services (e.g., biosolids by-products, laboratory and engineering services, 23 46% 3.3 9% 26% 22% 4%
bottled water, etc.) it can offer.
9-11 This utility educates its employees at all levels about budget and financial processes that are important to them. 36 72% 2.2 19% 17% 28%
9-12 This utility regularly conducts rigorous analysis of its rate structure, revenue generation, and capital needs to ensure rates are at the 29 58% 3.0 14% 3% 21% 24%
right levels and adequate cash and capital are available.
9-13 This utility has established specific criteria to determine when rates should be adjusted. 33, 66% 2.4 6% 27% 6% 24%
9-14 This utility develops, maintains and uses both short and long-term financial projections for capital, O&M and revenues. 27 54% 3.3 22% 15% 11
O/o
Property
Plant and 10-1 This utility considers strategic purchases of property to protect the watershed and source water resources.
10-2 This utility supports its water supplier when that utility considers strategic purchases of property to protect the source water resources.
10-3 This utility seeks input from the public when deciding property issues that may impact adjacent residents or the public at large.
Percentage Response by Individual Statement ` = y L
o R
o L= a a a 0 CO
Z
(Note: the highest response for each statement is highlighted in red. If there are equal L ° ° " y
d a y m „ o o
responses, all responses for that statement are highlighted.) o N
o
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Yorba Linda
10-4 Buildings, real property, rights-of-way, and easements are maintained to an appropriate service level.
10-5 This utility's long-range plan includes a formal process for identifying future real estate needs.
10-6 This utility's participation in local and regional land planning protects resources while balancing multiple uses.
10-7 This utility regularly reviews its property holdings to make appropriate decisions regarding maintenance and disposal of surplus property.
10-8 Where appropriate, this utility supports multiple uses of utility property as part of its good neighbor policy and/or as a source of
additional revenue.
11-1 This utility hires engineering firms to perform selected services and projects in a way that makes economic, technical, and operational 36 72% 3.7 28% 17% 6% 11%
sense.
11-2 This utility conducts appropriate levels of research and development through its own and/or through collaborative efforts. 35 70% 3.4 23% 26% 9% 14%
11-3 This utility tracks costs for design and construction of capital improvement program projects. 36 727 4.1 39% 8% 8%
11-4 This utility administers design and construction according to formal policies and procedures to ensure quality and cost effectiveness. 32 64% 3.9 2206 6% 3%
11-5 The process to select consultants and contractors to work on the utility's projects is well documented and is based on qualifications and 34 68% 3.2 24% 9% 6% 26%
best value rather than lower cost.
11-6 This process consistently identifies firms that are well qualified to do good work 35 70% 3.4 26% 11% 14% 14%
11-7 This utility has a process to pre-qualify engineers and other contractors. 27 54% 3.6 33% 11 % 7%
11-8 This utility has an effective process for inspection of new distribution and/or collection systems that ensures quality extensions to the 31 62% 3.5 23% 13%
system.
11-9 This utility uses alternative delivery mechanisms when and where appropriate. 22 44% 3.5 23% 14% 9%
Purchasing 228 65% 3.A mmr 3v/d lo% 13%
12-1 This utility solicits competitive bids when ordering bulk chemicals, fuel, and other large-dollar-volume equipment, material, and supplies. 32 64% 13.150% 25% 9%
12-2 This utility has a program to evaluate and optimize chemical usage. 20 40% 20% 10%
12-3 Formal policies and procedures are in place to manage equipment inventories, materials and other supplies and are followed by 36 72% 28% 8% 11
employees.
12-4 Warehouse inventory is minimized for spare parts and supplies, based on supplier availability, delivery time, criticality of the equipment, 37 74% 11 % 14%
and built-in redundancy.
12-5 Purhasing policies allow the utility to buy equipment that is compatible with previous purchases (e.g., meters, valves, hydrants, pumps, 35 70% 26% 14% 6%
etc. )
12-6 Purchased parts are available as needed. 40 80% 28% 10% 20%
12-7 This utility uses regional and cooperative approaches to purchasing supplies it needs. 28 56% 21 % 11 % 21
Information Management 978 65% 3.0 11% 21Ulllllllllllll~P_20% 14%
13-1 Computer and other information management system problems are quickly resolved. 45 90% 2.8 9% 24% 22% 18%
13-2 This utility has a 3-5 year business-driven information technology roadmap that guides information technology investments. 20 40% 2.8 25% 20% 20%
13-3 This utility appropriately invests in information technology to address business issues and maximize its resources. 31 62% 3.1 13% 19% 19% 16%
13-4 Project management principles (for example, managing and communicating project scope, schedule, budget, quality) are routinely 27 54% 3.1 11% 15% 26% 11%
applied to all information systems-related projects.
13-5 Investments in information system hardware and software are researched and given appropriate attention for the level of investment. 29 58% 3.0 14% 24% 24% 10%
Percentage Response by Individual Statement ` = y L
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(Note: the highest response for each statement is highlighted in red. If there are equal L ° ° " y
d a y m „ o o
responses, all responses for that statement are highlighted.) o N
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Yorba Linda
13-6 This utility has a maintenance management/asset management system to support its preventive and predictive maintenance programs. 30 60% 2.7 7% 20% 17% 23%
13-7 This utility collects asset data from maintenance, operations, and financial sources to show total cost of asset for planning rehabilitation 32 64% 2.8 6% 22% 19% 19%
and replacement.
13-8 This utility has a customer information management system (CIS) that provides centralized access to current and historical data about 35 70% 3.6 17% 34% 9% 3%
customer accounts, premises, service agreements, bills, inquiries, complaints, water consumption, sewer disruptions, and
13-9 All information management systems are consistently available when needed. 34 68% 3.0 9% 35% 12% 6%
13-10 This utility has a human resources information system (HRIS) containing current and historical data on employee's salaries, benefits, 28 56% 3.2 11% 29% 21% 7%
tenure, training records, medical records, skills, certifications, demographic data, and that supports legal reporting re
13-11 This utility has a self-service human resource system available to all employees. 36 72% 2.2 6% 33% 14% '
13-12 This utility's laboratory information management system (LIMS) provides complete, secured access to all monitoring data, supports 15 30% 1.9 70 20% 27% '
random sample management, and handles lab inventory.
13-13 This utility's laboratory information management system (LIMS) automatically generates all required regulatory reports. 14 28% 1.8 21% 36% '
13-14 This utility's accounting system can report costs by department, activity, and project. 31 62% 3.6 26% 23% 10% 6%
13-15 The utility's accounting system provides timely and flexible reports in the desired format. 30 60% 3.2 20% 23% 17% 13%
13-16 This utility has a geographic-based information management system (GIS) that contains complete and up-to-date records of utility 40 80% 2.9 15% 18% 18%
infrastructure and property.
13-17 Employees rarely re-enter the same data into multiple information systems. 30 60% 2.7 7% 23% 23% 20%
13-18 Employees have the tools, data and required training to easily perform required data analysis using data from multiple systems 36 72% 2.7 8% 19% 25% 19%
13-19 Employees can easily find data that is stored electronically. 39 78% 2.6 8% 150X 260X 23%
13-20 Timely support (as defined by the users) is consistently provided for this utility's information management systems. 36 72% 3.1 6% 25% 19% 6%
13-21 Employees have the necessary computing resources to perform their jobs and to communicate effectively. 41 82% 3.0 7% ' , 27% 20% 12%
13-22 This utility has systems providing information such as current and historical engineering drawings, process instrumentation and 38 76% 3.1 5% 29% 16% 8%
diagrams, treatment plant operating manuals, and emergency procedures for those who need the information.
13-23 This utility utilizes process control instrumentation and supervisory control and data acquisitions (SCADA) that provides real-time access 40 80% 4.0 28% 3%
to all critical system operating data.
13-24 All employees receive the necessary training on computer systems used to do their jobs. 42 84% 2.9 10% 19% 24% 14%
13-25 This utility uses effective information management technology as a key strategy for increasing the productivity and competitiveness of 36 72% 3.0 6% 22% 19% 14%
the utility.
13-26 This utility has implemented hardware and software standards within and across each of its facilities. 33 66% 3.1 9% 24% 9%
L13-27This y has implemented data management standards throughout t he organization. 33 66% 3.0 9% 15% 15%
ty has implemented appropriate levels of security for information systems. 34 68% 3.5 15% 12% 3%
ty has implemented robust information systems backup/restore and disaster recovery mechanisms. 30 60% 3.7 23% 27% 7% 3%
ty has implemented software solutions that automate routine functions (for example, using workflow technology to automatically 33 66% 3.0 6% 27% 21 % 12%
rk from one person to another, gathering necessary approval levels along the way).
14-1 This utility has a formal program to reduce energy consumption. 36 72% 3.1 19% 19% 17% 190
14-2 Energy efficiency is a factor when selecting motors, pumps, drive systems, lighting systems, air compressors, and other treatment 34 68% 3.7 26%M 21%1 12%
system equipment.
Percentage Response by Individual Statement ` = y L
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(Note: the highest response for each statement is highlighted in red. If there are equal L ° ° " y
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responses, all responses for that statement are highlighted.) o N
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Yorba Linda
14-3 This utility has explored, or is relying on, one or more energy efficiency methods, such as self-generation, co-generation, peak-load 34 68% 3.9 32% 21% 6% 3%
leveling, peak shifting, hydropower (hydraulic head), and/or methane-generated energy.
14-4 Staff receive proper training on reading and responding to energy controls, especially for operations with high energy demand. 27 54% 3.0 7% 30% 11% 19%
14-5 Energy usage is monitored regularly and usage reported (before actual utility bills are received). 24 48% 2.7 25% 17% 25%
14-6 A team or person has responsibility to evaluate and report usage. 22 44% 2.8 18% 23% 18%
14-7 Voluntary (manual or automatic) load shedding or generator power is utilized to minimize peak energy usage. 22 44% 3.4 23% 23% • 5% 14%
14-8 Motors with high efficiency ratings are usually selected for new or replacement equipment. 23 46% 4.1 22% 26% 4%
14-9 Biogas from digestion (if available) is used for heating and/or electricity generation. 15 30% 1.7 7% 7% 13%
14-10 This utility uses vehicles and equipment that use alternative fuels (i.e., natural gas, electric, ethanol, etc.). 37 74% 2.3 5% 16% 35%
14-11 High efficiency lighting is used for most building interiors and for exterior lighting. 38 76% 3.4 21 % ' • 21 % 8% 16%
14-12 Heating, ventilation and air conditioning meet the needs of spaces when occupied and reduce to an acceptable level when not. 40 80% 3.4 23% 18% 13% 13%
14-13 This utility has documented its carbon footprint and has plans/actions for meeting targeted reductions. 18 36% 2.1 11% 60 220 6% .
CUSTOMER RELATIONS
Customer Service 433 87% 3.7 23% 29% 28% 12% 8%
15-1 This utility views its primary mission as providing excellent customer service. 47 94% 4.4 28% 13% 2%
15-2 In everyday work, each employee demonstrates that his or her job is to provide excellent service to utility customers. 47 94% 4.3 32% 17% 2%
15-3 This utility routinely tracks and reports on specific and measurable customer service goals. 43 86% 3.7 28% 19% 12% 5%
15-4 A tracking method that includes action plans is in place to achieve the utility's customer service goals. 37 74% 3.4 22% 19%0 14% 5%
15-5 Customer service guidelines are provided to all employees (e.g., covering telephone etiquette, field repairs, response times, and follow- 45 90% 3.3 20% 24% 13% 11%
up) on an ongoing basis.
15-6 Every employee who might have contact with customers (including office, operations, and field personnel) receives customer sensitivity 40 80% 3.5 20% 18% 10% 13%
training.
15-7 This utility ensures that field staff know basic things about utility operations, have information about current events, and know where to 45 90% 3.4 18% 27% • 18% 2%
refer customers for more information.
15-8 Field personnel are courteous, have a neat appearance, and leave a good impression on the customers they come in contact with. 46 92% 4.1 37% 22% 2%
15-9 This utility has a multi-channel (phone, web, etc.) contact center where customers can contact one location for anything they need, 45 90% 4.2 36% 9% 2%
including service activation and termination, account information and bill payment, information inquiries and complaints.
15-10 A program for employees to recommend customer service improvements is an integral part of the ongoing improvement process. 38 76% 3.0 18% 13% ' • 21% 13%
16-1 This utility tracks, trends and reports on first contact resolution (sometimes called first call resolution). 31 62% 3.6 29% 13% 6% 3%
16-2 This utility has a systematic process for evaluating, following up, and reporting on all customer suggestions and complaints. 35 70% 3.7 23% 6% 3%
16-3 This utility provides clear, accurate, easy-to-understand information about the utility and its services to customers through a number of 41 82% 3.9 5%
different programs.
16-4 Communications from this utility reflect its customer's demographics (for example, language, culture, etc.). 38 76% 3.6 21%, 34% 8%
16-5 This utility effectively uses different media outlets to communicate with its customers. 42 84% 3.8 26%N&--' _ 29% 7% 2%
Percentage Response by Individual Statement ` = y L
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(Note: the highest response for each statement is highlighted in red. If there are equal L ° ° " y
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responses, all responses for that statement are highlighted.) o N
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Yorba Linda
16-6 This utility has an active education and outreach program to involve customers in planning and decision-making processes, especially 38 76% 3.5 16% 29% 8% 8%
for rate-making, capital improvements, and permitting.
16-7 This utility effectively educates the public about capital improvements, including technology upgrades, system expansion, and 38 76% 3.4 18% 29% 18% 3%
rehabilitation or replacement of aging infrastructure.
16-8 This utility understands that customers depend on field workers for information so managers ensure that field staff know basic things 42 84% 3.4 21%!24% 19% 5%
about utility operations, have information about current events, and know where to refer customers for more information.
16-9 Customers believe the utility is using their money wisely as indicated by their willingness to support rate increases to pay for needed 37 74% 2.9 8% 24% 14% 19%
improvements.
16-10 This utility has established formal customer loyalty goals. 29 58% 2.8 10% 21% 21%
16-11 A tracking method, including action plans and reporting, is in place for customer loyalty goals. 24 48% 2.5 8% 13% 21 % 21%
16-12 Surveys and other techniques, such as focus groups, are periodically used to measure customer loyalty and get input on issues such as 26 52% 2.8 8% 23% 23% 15%
"willingness to pay" for improved service levels.
16-13 Surveys indicate that customer loyalty levels are high. 21 42% 3.3 24% 24% 10% 14%
16-14 This utility uses its rate structure to influence customer behavior (e.g., conserving water, using reclaimed water, etc.). 38 76% 2.8 11% . 21% 11 %
16-15 This utility conducts analyses of customer rates and account information and uses this information in the long-range planning process. 35 70% 3.3 9% 34% 6% 9%
16-16 Public tours and/or speakers are provided on a regular basis and on request as an integral part of the utility's public education and 37 74% 2.4 3% 19% 22% 27% a'
outreach effort.
16-17 Customer account information includes information for long-term planning and trend analysis. 24 48% 3.0 8% 25% 29% OEM 4%
16-18 This utility regularly uses customer information and feedback for its strategic planning process and to improve customer satisfaction. 33 66% 3.2 12% 18% 9%
Customer Accounts Management 392 .0, 3.9 3% 5%
17-1 This utility manages customer accounts effectively. 32 64% 4.2 38% 22%
17-2 Information on customer accounts (e.g., billing data, collections data, preferences, complaints, etc.) is managed effectively and 33 66% 4.0 24%
efficiently.
17-3 This utility manages credit and collections effectively. 31 62% 4.1 32% 26%
17-4 This utility handles delinquent accounts in a consistent, fair but firm manner. 33 66% 4.1 27%
17-5 This utility reads meters accurately and in a timely manner. 39 78% 4.5 38% 8%
17-6 This utility uses automated meter reading to determine customer consumption. 36 72% 3.9 25% 3%
17-7 This utility delivers timely and accurate bills. 38 76% 4.3 11
17-8 Customer information and billing systems are used to track rate impacts on customer classes and demographic subgroups. 23 46% 3.3 22% 9% 17%
17-9 This utility utilizes a program to properly calibrate meters and keep them in good repair to ensure accurate readings. 30 60% 3.6 27% 17% 13% 7%
17-10 This utility provides consolidated bills for commercial accounts. 11 22% 3.0 18% 2706
17-11 This utility processes payments accurately and promptly. 35 70% 4.3 40% 14%
17-12 This utility manages miscellaneous devices on customer premises that are integral for accurate/reliable metering. 22 44% 3.6 18% 5% 14%
17-13 This utility charges appropriate fees for services or products that customers use beyond those reflected in water/wastewater rates (e.g., 29 58% 3.1 21 % M 17% 17% 21%
back-up or leak inspection on customer property).
18-1 This utility has examined joint billing opportunities with other utilities (i.e., water, wastewater, gas, trash, or electricity), and has made the 18 36% 2.3 6% 22% 17% 11 % '
best decisions for its circumstances.
18-2 Representatives of this utility regularly interact with local, state/provincial, and federal government entities. 28 56% 3.6 18%
Percentage Response by Individual Statement ` = y L
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(Note: the highest response for each statement is highlighted in red. If there are equal a L ° ° " y
responses, all responses for that statement are highlighted.) N
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Yorba Linda
18-3 Interactions with local, state/provincial, and federal government entities are effective. 27 54% 3.6 19% 30% ~ 11
18-4 This utility has a good relationship with zoning boards and staff. 24 48% 3.4 13% 33% 13% 4%
18-5 This utility has a good relationship with city/county councils and staff and planners. 33 66% 3.3 12% 30% 6% 12%
18-6 This utility has a good relationship with parks and recreations managers. 28 56% 3.5 18% 29% 7% 4%
18-7 When appropriate, this utility participates in citing decision processes, permitting procedures, standard setting, and designating uses of 23 46% 3.7 17% 35%
water bodies.
18-8 This utility has formal programs to address potential odor, noise, safety, and traffic issues that may affect nearby communities. 30 60% 3.3 3% 40% 7% 7%
18-9 This utility coordinates all capital improvements with appropriate departments (e.g., coordinates with transportation department to 31 62% 3.9 13% 19% 3%
minimize disruption of traffic on street and pipe projects).
18-10 This utility maintains a proactive dialogue and overall good communications with regulators. 26 52% 3.9 23% r 31 %
18-11 This utility actively participates in legislative and regulatory affairs that affect the utility. 27 54% 3.6 19% 7%
18-12 This utility monitors and develops positions on proposed legislation or actively participates in industry associations that provide such 27 54% 3.4 11% 15%
services to member utilities.
18-13 When appropriate, this utility formally participates in rule-making, local ordinance development, and related processes. 29 58% 3.7 14% 41%
18-14 This utility has a formal process to incorporate new rules and regulatory requirements into its own policies, procedures, and daily 31 62% 3.4 10% 29% 10%
operating practices
18-15 This utility has a successful program to measure the level of regulatory compliance it achieves (e.g.., self-inspection, routine monitoring, 26 52% 3.5 12% 35% 4% 8%
periodic compliance audits, and management systems audits).
18-16 This utility has a formal corrective action process, as well as a periodic review with senior utility management to report on compliance 23 46% 3.2 13% 30% 9% 13%
performance.
18-17 Senior management uses the information from these reports to help set improvement priorities. 23 46% 3.1 9% 4% 17%
18-18 This utility publishes and widely distributes an annual report that describes all aspects of the utility's operations, including completed and 33 66% 3.5 a' . 21% 27% 9% 12%
planned projects, community outreach programs, regulatory compliance, and financial information.
18-19 This utility's strategic direction reflects the community's values as indicated by ongoing survey and other outreach programs. 28 56% 3.1 7% 18% 11%
18-20 This utility has an active outreach program that involves senior utility managers as well as managers of key customers. 24, 48% 3.0 896 29% 8% 17%
WASTEWATER OPERATIONS
Watershed Management
19-1 This utility has established partnerships with other government organizations, environmental groups (e.g., NGOs), districts, and
authorities to manage regional watershed issues.
19-2 This utility stays informed of regional watershed issues and becomes involved when appropriate.
19-3 The roles and responsibilities of various government agencies, districts, and authorities for storm water management in the watershed
are clearly defined.
19-4 This utility collects data regarding water quality in the service area.
19-5 This utility has developed or actively participated in pollution prevention programs.
19-6 This utility participates in a local and/or regional stream water quality program for the relevant watershed(s).
19-7 This utility participates in local and regional watershed monitoring programs to assess their impact on the watershed.
19-8 This utility supports the use of retention basins, wetlands, stream and habitat restoration, and other projects to control the rate and
content of run-off during storm events.
19-9 This utility has created incentives to implement "best practices" for controlling contaminated run-off from non-point sources (i.e., uses or
enforces erosion and sedimentation control methods).
Percentage Response by Individual Statement ` = y L
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(Note: the highest response for each statement is highlighted in red. If there are equal a L ° ° " y
responses, all responses for that statement are highlighted.) N
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Yorba Linda
19-10 Special or specific sampling and analysis of receiving water quality are triggered during high flow and overflow conditions.
19-11 This utility has incorporated special receiving water sampling as part of a community disaster response plan.
Operations Wastewater Collection System 20-1 This utility has a formal wet weather management program to prepare for and manage high flow and overflow conditions. 20 40% 3.2 15% 10 25% 20% 10%
20-2 This utility has adequate capacity to handle normal peak flow (e.g., no dry weather overflows occur at this utility). 30 60% 4.0 23% 17% 3%
20-3 This utility employs strategies to minimize or eliminate overflows as documented in a CMOM or similar program. 23 46% 4.3 13% 4%
20-4 This utility utilizes one or more special storage and/or treatment systems for CSO mitigation. 11 22% 2.0 18% 18% 9%
20-5 This utility monitors collection system flows and rainfall data for troubleshooting and/or modeling 24 48% 2.9 8% 25% 17% 21%
20-6 This utility completes all legally required notifications for overflow events satisfactorily and on-time. 25 50% 4.2 32% 16% 4%
20-7 This utility maintains up-to-date digitized information on its system, such as "as built" drawings and showing age, materials of 33 66% 3.4 18% 21% 18% 6%
construction, maintenance/repair records, and the condition of all components and provides that data electronically (via GIS a
20-8 This utility's collection/interceptor system preventive maintenance program includes periodic inflow and infiltration testing where the 18 36% 3.7 11% 22% 11%
likelihood of 1/1 exists.
20-9 Regularly scheduled inspections and preventive maintenance are conducted on collection/interceptor system pumps, power supplies, 31 62% 4.1 32% 16% 3%
and backup power generators at a suitable frequency .
20-10 This utility's condition assessment program uses techniques such as closed circuit TV inspection of pipelines. 35 70% 4.4 20% 20%
20-11 This utility conducts periodic hydro flushing and cleaning of sewer system in problem areas to prevent backups, odors, and other 35 70% 4.4 34% 11%
problems.
20-12 This utility works hard to coordinate its collection system maintenance and rehabilitation activities with those who may be impacted (e.g., 29 58% 4.2 14% 3%
other government agencies, other utilities, customers, etc.).
20-13 Innovative technologies for rehabilitation/replacement, including trenchless technologies, directional drilling or pipe bursting, are 27 54% 4.3 26% 7% 11%
employed where needed.
20-14 Flow monitoring of collection system zones is conducted regularly in areas of particular interest. 28 56% 3.4 14% 32% 14%
20-15 All pump stations have reliable remote monitoring systems. 33 66% 4.0 36% 12% 6% 3%
21-1 Management and the workforce at this utility are constantly striving to improve treatment operations and maintenance.
21-2 Plant operators at this utility have been trained to perform basic maintenance activities such as cleaning, lubrications, adjustments, and
minor repairs.
21-3 The operations of the treatment plant and key unit treatment processes are continuously monitored and controlled with state-of-the-art
control systems.
21-4 There are adequate alarms to alert operators to plant process upsets and conditions outside of the norm before they become serious.
21-5 This utility has a formal process to periodically review and upgrade its process control systems.
21-6 This utility has a formal operator training program that helps employees to become certified and to acquire and maintain appropriate
skills and knowledge.
21-7 This utility's treatment processes have the appropriate level of equipment redundancy to ensure reliable operation at all times.
21-8 This utility has an effective asset management program, including technology (CMMS/EAMS) for preventive and predictive maintenance
of its critical assets.
Percentage Response by Individual Statement ` = y L
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Yorba Linda
21-9 This utility has a predictive maintenance program for all major rotating equipment (pumps and drives, motors, generators, compressors)
that utilizes techniques such as temperature, vibration and lube oil analysis.
21-10 This utility conducts failure analysis to identify and correct deficiencies that cause problems.
21-11 This utility has a formal program for accurately monitoring the volume and quality it treats or conveys to assure all data is reliable and
timely for regulatory purposes.
21-12 This utility performs additional monitoring beyond regulatory requirements as appropriate for local circumstances.
21-13 This utility routinely improves its treatment performance and/or monitoring programs by tracking emerging issues and technologies.
21-14 This utility has a formal quality assurance/quality control plan for its analytical laboratory facilities or contract lab services.
21-15 To ensure reliable treatment, this utility always has a certified operator available who can monitor and control the plant(s).
21-16 This utility allows an operator to work alone only when personnel safety systems are in place to ensure that the operator's personal
safety is not compromised.
21-17 This utility continuously monitors the quality of its sources/influent.
21-18 Coordination between collection system and treatment operations is effective.
21-19 This utility uses plant effluent as reclaimed water internally wherever applicable.
Program
Industrial Pre-Treatment 22-1 This utility operates an effective pre-treatment program for specific non-domestic users.
22-2 The pre-treatment regulations/ordinances are up-to-date and enforceable.
22-3 Formal procedures are used to notify treatment plant operators of batch discharges and/or accidental releases from industrial customers
whose waste could upset the treatment process.
22-4 Industrial/commercial dischargers are required to notify plant operations of possible problems in advance of flows reaching treatment
facilities.
22-5 This utility regulates all industrial users covered under applicable national pretreatment standards, and where necessary, establishes
more stringent local limits.
22-6 This utility operates an effective inspection, sampling, and monitoring program to ensure industrial dischargers are meeting the
pretreatment ordinance and other special requirements.
22-7 This utility works with its industrial and commercial customers to provide technical assistance on pretreatment requirements, problems,
and treatment options.
22-8 Customer outreach programs include recognition of superior performance, innovative and creative pretreatment, or other awards for
exceptional compliance.
22-9 This utility has an effective formal communications and response program for hazardous spills and releases from industrial/commercial
customers.
Biosolids Management
23-1 This utility's technology has been selected based on applicable standards and potential end uses of biosolids.
23-2 This utility has people on staff who fully understand wastewater biosolids technology and management.
23-3 Biosolids management staff collaborate with customers using the product.
23-4 If biosolids are applied to the land, they are applied at rates suitable for local soil management and crop production without NOV or fines
incurred.
23-5 This utility periodically evaluates the methods of treatment and disposal of biosolids used by its contractor without NOV or fines
incurred.
23-6 This utility has a long-term biosolids management plan that provides for safe, economical disposition for at least the next 10 years.
Percentage Response by Individual Statement ` = y L
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23-7 This utility collaborates with its customers to assure there is a plan for safe and economical disposal well into the future.
23-8 This utility is using (or has formally evaluated) biosolids management methods that produce a usable by-product (e.g. NBP pursuit or
receipt of certification).
23-9 This utility has confidence that its pretreatment program is effective in ensuring quality biosolids.
23-10 This utility captures and uses energy from various treatment plant residuals and waste streams (e.g., methane from anaerobic sludge
digestion or heat recovery from incineration).
23-11 This utility has effective methods for eliminating or managing odors from stored biosolids.
23-12 This utility has a formal market development program with local/regional farming organizations, wholesale/retail nurseries, and other
operations dealing in fertilizers to identify and serve potential market demand for biosolids.
23-13 A rigorous solids and biosolids monitoring program is being conducted and includes pathogens, metals, toxics, pH, and other
parameters of local concern.
24-1 This utility is in compliance with all of its federal or state/provincial discharge requirements in the current permit cycle.
24-2 This utility monitors receiving and treating of its wastewater to ensure that it is in compliance with federal or state/provincial discharge
requirements in the currently permit cycle.
24-3 This utility keeps its employees informed about factors that may impact its ability to consistently meet all federal or state/provincial
discharge requirements.
24-4 This utility understands the impact its wastewater has on the receiving waters and takes steps to ensure the quality and quantity of its
wastewater fall within agreed limits.
24-5 This utility has standardized procedures to quickly correct operating problems regarding capacity of treatment (identified by an alarm).
24-6 This utility uses redundancy (automated backup) for all critical equipment to ensure effluent quality is maintained.
24-7 When it becomes aware of significant unpredicted changes in its wastewater quality and/or quantity, this utility advises regulators or
outside entities and works with them to minimize impact.
24-8 This utility has a routine sensor maintenance and calibration program to ensure data reliability .
24-9 Sensors or monitors in a collection/interceptor system and/or plant headworks provide the real-time data to support needed system
analysis.
24-10 Routine monitoring and laboratory analyses are used by this utility to measure treatment plant removal efficiency and effluent quality.
24-11 This utility is successful in staying ahead of new regulatory requirements under Clean Water Act Amendments and other state/local
statutes.
24-12 This utility is effective in its negotiations with regulators for the re-issuance of its federal or state/provincial discharge permit.
24-13 This utility coordinates with its users in preparation for re-issuance of federal and state/provincial discharge permit(s).
24-14 This utility has a formal air emissions management program under which it has inventoried all air emission sources.
24-15 This utility has modeled dispersion patterns from its various air emission sources under normal atmospheric conditions.
24-16 This utility has modeled the potential areas impacted by accidental or emergency releases of hazardous materials such as chlorine gas.
24-17 This utility uses effective technologies to control emissions of air pollutants.
24-18 In the last 5 years, this utility has not violated air emission requirements or received complaints.
24-19 This utility uses effective control technology to ensure odors are not a problem in areas surrounding the treatment plant.
WATER OPERATIONS
Percentage Response by Individual Statement ` = y L
o R
M o L= CL a a d CO
Z
(Note: the highest response for each statement is highlighted in red. If there are equal a L ° N " y
responses, all responses for that statement are highlighted.) N
o
a'
Yorba Linda
Water Resources Management 677 59% 3.6 24% 31% 29% 7% 8%
25-1 This utility has developed a protection program for source waters (watershed and/or groundwater recharge areas). 21 42% 3.8 19% 10% 5%
25-2 This utility has developed a protection program for source waters (the groundwater recharge areas). 22 44% 3.8 27% 5% 5%
25-3 This utility is allied with its suppliers to protect the water resources it relies on. 29 58% 4.0 31 % 31%
25-4 Part of this utility's source water protection program includes active involvement in regional land use planning and zoning. 20 40% 3.9 20% 35%
25-5 This utility has a formal planning process to ensure the adequacy and quality of source water supply for future development. 27 54% 4.0 30% 30% 4%
25-6 This utility uses information on customer demographics and consumption patterns in the development of rate structure, price incentives, 32 64% 3.2 19% 25% 9% 19%
conservation, and programs for specific classes of customers.
25-7 There is cooperation among utilities and other entities that depend on the same watershed or groundwater recharge area. 28 56% 4.1 36% 14% 4%
25-8 This utility publishes water consumption information and makes it readily available to customers. 33 66% 3.7 30% 24% 3% 9%
25-9 This utility analyzes changes in household consumption patterns, especially in times of peak demand. 23 46% 3.8 17% 22% 9%
25-10 This utility uses water consumption information to develop water supply and demand-management strategies. 30 60% 3.7 23% 20% 10% 3%
25-11 This utility tracks its unaccounted-for water (e.g., leaks, firefighting, or fire hydrant abuse). [Unaccounted-for water is defined as the 32 64% 3.3 13% 31% 9% 13%
difference between the quantity of water pumped into the distribution system and the quantity of water billed]
25-12 This utility has a program to minimize its unaccounted-for water loss. 25 50% 2.7 4% 24% 20% 20%
25-13 This utility's water rates have price incentives that promote conserving water. 34 68% 2.4 6% 18% 29% 9%
25-14 This utility uses cost of service rates and fees that fairly distribute costs to customers. 35 70% 2.8 14% 23% 20%
25-15 The utility service area has a requirement for lower-water-consumption fixtures in all new residential construction (toilets, low-flow 25 50% 3.0 24% 20% 12% 1606
showerheads, low-flow lawn and landscaping irrigation, etc.)
25-16 This utility understands the current water resources situation in relation to future economic development plans for its service area. 32 64% 3.9 31% 25% 6% 3%
25-17 This utility joins with its water suppliers to support sustainable use of the resources they both depend on. 32 64% 4.0 28% 25% 3% 3%
25-18 This utility has an active program to protect its water delivery infrastructure. 36 72% 3.8 28% 31% 3%
25-19 This utility effectively manages land areas critical to protecting its source water. 26 52% 3.3 15% 19% 8% 8%
25-20 This utility allies with its water suppliers to assure there is a safe and reliable supply well into the future. 35 70% 3.9 34% 26% 3%
25-21 This utility effectively manages its water resources when they are used for other activities. 32 64% 3.7 19% 6%
25-22 This utility has multiple transmission pipelines, well fields, or connections to its wholesale suppliers, to assure there will be an adequate 38 76% 4.0 32% 32%
supply of water even during emergencies.
25-23 This utility effectively communicates the reasons why watershed protection is important to a safe and adequate water supply. 30 60% 3.3 13% 270
23%
26-1 Management and the workforce at this utility are constantly striving to improve treatment operations and maintenance. 22 44% 3.6 18% 36% 5%
26-2 Plant operators at this utility have been trained to perform basic maintenance activities such as cleaning, lubrications, adjustments, and 23 46% 3.9 22% 35%
minor repairs.
26-3 Plant operators at this utility have been trained to perform basic maintenance activities such as cleaning, lubrications, adjustments, and 21 42% 4.1 33% 19%
minor repairs.
26-4 The operations of the treatment plant and key unit treatment processes are continuously monitored and controlled with state-of-the-art 26 52% 4.0 27% 150X 4%
control systems.
26-5 This utility has a formal process to periodically review and upgrade its process control systems. 14 28% 3.4 21%1 21% 14%
Percentage Response by Individual Statement ` = y L
o R
o L= a a a 0 Co
Q Z
(Note: the highest response for each statement is highlighted in red. If there are equal a L ° ° " y
responses, all responses for that statement are highlighted.) N
o
a'
Yorba Linda
26-6 This utility has a formal operator training program that helps employees to become certified and to acquire and maintain appropriate 26 52% 3.3 15% 27% 15% 8%
skills and knowledge.
26-7 This utility's treatment processes have the appropriate level of equipment redundancy to ensure reliable operation at all times. 18 36% 3.6 17% 33% 6% 6%
26-8 This utility has an effective asset management program, including technology (CMMS/EAMS) for preventive and predictive maintenance 16 32% 2.5 6% 19% 31% 6%
of its critical assets.
26-9 This utility has a predictive maintenance program for all major rotating equipment (pumps and drives, motors, generators, compressors) 17 34% 2.9 18% 12% 12% 24%
that utilizes techniques such as temperature, vibration and lube oil analysis.
26-10 This utility conducts failure analysis to identify and correct deficiencies that cause problems. 17 34% 2.9 18% 18% 12% 24%
26-11 This utility has a formal program for accurately monitoring the volume and quality it treats or conveys to assure all data is reliable and 19 38% 3.7 21% 26% 5% 5%
timely for regulatory purposes.
26-12 This utility performs additional monitoring beyond regulatory requirements as appropriate for local circumstances. 15 30% 3.7 27% 20% 13% 7%
26-13 This utility routinely improves its treatment performance and/or monitoring programs by tracking emerging issues and technologies. 13 26% 3.5 15% 31 % 15%
26-14 This utility has a formal quality assurance/quality control plan for its analytical laboratory facilities or contract lab services. 11 22% 4.0 180110 180
26-15 To ensure reliable treatment, this utility always has a certified operator available who can monitor and control the plant(s). 22 44% 4.0 9% 9%
26-16 This utility allows an operator to work alone only when personnel safety systems are in place to ensure that the operator's personal 20 40% 3.8 15% 40%
safety is not compromised.
26-17 This utility continuously monitors the quality of all of its sources/influent. 21 42% 3.9 24% 10%
26-18 This utility has adopted formal water quality performance goals (such as the Partnership for Safe Water) to ensure meeting customer 15 30% 3.8 20% 27% 7%
needs and expectations.
26-19 This utility's Consumer Confidence Reports consistently indicates that it meets drinking water standards. 24 48% 4.4 25% 17%
Operations Water Distribution 27-1 This utility continuously monitors and controls distribution system reservoirs, pressures, flows, etc., using state-of-the-art automated 44 88% 4.5 20% 11% 2%
process control (supervisory control and data acquisition [SCADA]).
27-2 This utility has a formal preventive maintenance program for flushing, cleaning, and inspecting and exercising water mains, valves, and 43 86% 4.4 30% 14%
hydrants.
27-3 This utility employs strategies to minimize or eliminate leaks in the distribution system. 42 84% 3.8 29% 31% 5% 2%
27-4 This utility maintains up-to-date digitized information on its system, such as "as built" drawings and showing age, materials of 44 88% 3.2 20% 23% 23% 900
construction, maintenance/repair records, and the condition of all components and provides that data electronically (via GIS a
27-5 Regularly scheduled inspections and preventive maintenance are conducted on distribution system pumps, valves, hydrants, pipes, and 39 78% 4.0 31% . 18% 5%
power systems at the proper frequencies.
27-6 This utility has formal water main rehabilitation/replacement program for maintaining the reliability of its distribution system 36 72% 3.7 28% 25% 14%
infrastructure.
27-7 This utility has completed hydraulic/water quality modeling of its distribution system for optimizing its operation. 31 62% 3.8 26% 6% 3%
27-8 This utility conducts periodic systematic flushing of the distribution system and coordinates these efforts through public information 38 76% 3.6 26% 26% 13% 5%
programs.
27-9 This utility has an active energy conservation program to minimize costs of pumping and distribution of water throughout the system. 32 64% 3.8 31% 22% 13%
27-10 This utility has a long-term capital and financial planning program to ensure adequate funding for water main rehabilitation and 35 70% 3.5 23% 26% 17%
replacement.
27-11 Where appropriate, this utility uses trenchless technology for replacing water mains. 29 580% 2.8 17% 14% 24% 17%
Percentage Response by Individual Statement ` = y L
o R
o L= a a a 0 CO
Z
(Note: the highest response for each statement is highlighted in red. If there are equal a L ° ° " y
~ d y m ~
responses, all responses for that statement are highlighted.) N
o
a'
Yorba Linda
27-12 This utility coordinates its water main replacement program with transportation departments and other utilities. 31 62% 3.7 19% 26% 6% 3%
Water Quality Management 447 64% 3.9 36% 27% 28% 5% 4%
28-1 This utility actively participates in water quality optimization programs such as the Partnership for Safe Water. 15 30% 3.5 27% 20% all 7% 7%
28-2 Drinking water supplied by this utility has not been suspected or implicated in connection with any public illness. 34 68% 4.3 21% 18% 3%
28-3 This utility has a formal water quality monitoring program that covers the entire distribution system. 37 74% 4.4 22% 22%
28-4 This utility samples for disinfectant residuals to help ensure the safety of water delivered to customers. 40 80% 4.4 20% 23%
28-5 This utility carefully tracks all customer inquiries/complaints on taste, odor, safety, and other water quality problems. 38 76% 4.2 34% 18% 3%
28-6 This utility responds to all customer water quality inquiries/complaints, addresses the problems, and reports back to the customer. 39 78% 4.3 36% 18%
28-7 This utility periodically conducts surveys to measure customer satisfaction regarding water quality. 28 56% 3.4 11% 32% 14% 4%
28-8 Employees utilize a formal education/training program to ensure that employees engaged in water quality regulatory compliance have 35 70% 3.7 23% 29% 3%
the knowledge and skills to perform theirjobs.
28-9 This utility takes measures to address reduction in taste, odor, and other similar problems. 34 68% 3.9 29% 32%
28-10 This utility effectively controls, via ordinances, cross-connections and potential backflow. 36 72% 4.0 25% 25% 8%
28-11 This utility has an effective customer outreach and education program on water quality, safety, and aesthetics. 29 58% 3.4 21% 28% 10% 10%
28-12 This utility has an effective process to allow for customer involvement in deciding on expenditures to improve water quality. 25 50% 2.8 12% ' 1 20% 20%
28-13 Utility staff is actively involved with recognized local and state associations. 29 58% 2.9 14% 17% 14% 21%
28-14 This utility implements a cross-connection control program that follows industry standards. 28 56% 3.8 36% 18% 4% 4%
Self-Assessment Survey
Report prepared for:
Yorba Linda
BACKGROUND . QUALSERVE SELF-ASSESSMENT
OVERALL SUMMARY
•
Overall Results Table for Each Business Area by Number of Responses in Each Rating (1 to 5)
Overall Results Table for Each Business Area by Percentage of Responses in Each Rating (1 to 5)
Graphs Displaying Table Results
Individual Tables and Graphs for:
Supervisors
Non-Supervisors
Less than One Year of Service
One to Five Years of Service
More Than Five Years of Service
Each Individual Group (Group Numbers Determined by Utility)
111 1111111 111 iiiipq~
•
Charts Displaying High, Low, and Median Responses for:
Overall
Supervisors
Non-Supervisors
Less than One Year of Service
One to Five Years of Service
More Than Five Years of Service
SECTION III
Charts Displaying High, Low, and Median Responses for Individual Groups
•
General Comments
INTRODUCTION TO QUALSERVE SELF-ASSESSMENT
The American Water Works Association and the Water Environment Federation are sponsoring this Self-Assessment program to
assist utilities with establishing programs to improve performance, enhance efficiency, and increase customer satisfaction.
AW WA and W EF have learned a great deal about the self-assessment approach from other industries and are bringing the
process to water and wastewater utilities through the QualServe TM program.
The QualServe Self-Assessment Survey is modeled after a number of organizational evaluation programs from private and non-
profit sectors. Perhaps the best known is the Malcolm Baldrige National Quality Awards Program that is managed by the US
Department of Commerce. This prestigious program uses survey techniques as one method to prepare applicants for the award
evaluation process. Other industries with successful programs on quality and performance also rely on internal surveys for
assessing the performance of an organization, both initially and as a tool for measuring progress. Assessment tools are
becoming more widespread in our industry, particularly for specific topic areas like asset management, energy management,
human resources, etc.This survey is designed as an overall indicator of performance trends in 28 "business process categories".
This new, updated QualServe Assessment tool is enhanced from an earlier version and is intended to cover the full range of
basic utility functions. It can be an indicator of good performance in specific business processes, as well as an identifier of
others where improvement is needed.
The survey is also designed to fit the startup needs of the QualServe program. It provides utilities with a tool for obtaining
employee input on current performance. AWWA maintains a central database of survey results as a source of information for all
utilities. Your utility's data will be kept secure and confidential, with summary results reported anonymously to other QualServe
participants.
Your utility has decided to participate in the QualServe program utility self-assessment, which is conducted by using this survey
tool. The survey is designed to help your utility determine its overall strengths and weaknesses by assessing the perceptions of
your own employees.
SURVEY DESCRIPTION
Thank you for contributing your time to complete the survey. It represents an important step in this utility's commitment to
improve its performance and better serve its customers. It is very important to gain the perspective of experienced employees
through this survey. The survey is designed to collect your views of the relative strength and conformity with best practices for
key business processes within your utility. "Best practices" are ways of doing business that have been shown to bring superior
results.
Each section of the survey refers to a particular business process category and includes a series of statements reflecting a
sampling of best practices for that category. There are no right or wrong answers; the goal is to learn your opinions. The answer
scale is designed to measure the degree to which you believe best practices are being implemented at your utility.
RESPONDENT SURVEY INSTRUCTIONS
Employees were asked to read each survey statement, think of how that statement applies at their utility, and choose the
response that most closely reflects their personal opinion. Responses are based on what employees know and believe. They
were also asked to respond to each survey statement individually regardless of its similarity to other statements. Some survey
statements may also contain multiple sentences, in which case the first sentence is the best practice, and additional sentences
simply provide additional information to help the employee understand what is intended. If employees wanted to emphasize
something or make a related point, narrative comments were entered on the last page of the survey.
Below is a sample of the survey structure. The meaning of the six responses to choose from are listed.
Don't
Strongly * Strongly Know/No
Agree Disagree
Response
5 4 3 2 1
ORGANIZATIONAL DEVELOPMENT
I understand this utility's mission, vision, values and O
1 1 strategic direction. ~ O~ O~ O~ O~
5 Strongly Agree You believe the activity is fully implemented at your
utility.
4 Agree You believe the activity is largely implemented, but
there is room for some improvement.
3 Neutral You believe the activity is implemented, but there is
room for substantial improvement.
2 Disagree You believe the activity is implemented, but only
occasionally or without uniformity.
1 Strongly Disagree You believe the activity is not practiced at all at your
utility.
You do not know whether the activity is practiced or
Don't Know/ not, or you do not understand the best practices
No Response statement. (Use this option for no other reason but
either of these two.)
Instructions to employees taking the survey: Responses to the statements are to be very quick. Each response should only
take 15 to 30 seconds. Do not spend much time deciding between similar responses. Make a choice and then go to the next
statement. You may not have complete knowledge of all of the areas covered in the survey; nevertheless, respond to each
statement to the best of your ability. If you do not choose a response, we will assume you intended "No Response".
Read each survey statement, think of how that statement applies at your utility and choose the response that most closely
reflects your personal opinion. Respond based on what you know and believe. Respond to each survey statement individually
regardless of its similarity to other statements. Some survey statements may also contain multiple sentences, in which case the
first sentence is the best practice, and additional sentences simply provide additional information to help you understand what is
intended. If you want to emphasize something or make a related point, narrative comments may be entered on the last
page of the survey.
The term "utility" as used in this survey refers to an organization or department, agency, or company that is in the business of
drinking water and/or wastewater service to customers.
Your opinions are important. AWWA, WEF, and your utility all thank you for participating. Results will be available at your utility
shortly. You may direct comments or questions to any member of the utility's self-assessment team. Again, thank you for your
time.
YOUR RESPONSES ARE CONFIDENTIAL
QualServe does not need your identity for this survey. The analyses are performed on responses offered by many people. We
do ask whether you are a manager or non-manager, how long you have worked at your utility, and what department you work in,
so that the data analysis can provide more insight. V
M _
Self-Assessment Survey
Overall Summary
The QualServe Self-Assessment Survey
The QualServe self-assessment process uses a standard survey instrument to collect feedback from a cross-section of utility staff
covering selected business process categories (as shown below in the Business Process Model). This utility had:
Number of Survey Participants: 50
Number of Statements Completed: 402
The findings are not measures of absolute performance. Results should be used as a baseline that can be used to measure your quality
improvement initiatives. By using future self-assessments, comparisons can be made to the established baseline.
Definition of Groups
Group 1: Administration
Group 2: Engineering
Group 3: Finance
Group 4: IT
Group 5: Operations
Survey results not identifying a group are shown: Group: "Group Number Not Identified"
• Rated Statements • Agree and Key Strengths
There are five major business processes that include twenty-eight business practice categories that are shown in the Business Process
diagram on the last page of this section. Employees have responded to the statements in the appropriate business practice categories.
These five major business categories are:
Organizational Development
Business Planning and Management
Customer Relations
Wastewater Operations
Water Operations
Employee opinions show that many of the "best practices" are currently being implemented. Many of the statements in the business
process categories received high percentages in employee agreement of either "Strongly Agree" or "Agree". The percentages shown are
combined "Strongly Agree" and "Agree. As a group, employees feel that the utility performs best in the areas showing a high agreement.
This relative performance measure does not necessarily mean that other areas are not strong or that these areas do not need
improvement.
Employees also provided high scores for several best practice statements on the survey. In the opinions of survey respondents, many
believe that many "best practice" statements are being implemented. The statements below show the highest rating in each business
category. These are not necessarily the only statements that score high - it merely shows a sampling of each business category. Note
that there may be multiple statements that score equally to the statements shown. Only the top three rated statements are listed
here. Where "Ma"is shown, there were no 1esP017ses i17 that WlSh7ess category.
Following are the results of your utility's employee responses to the QualServe self-assessment survey showing the statements with the
highest percentage ratings for "Strongly Agree" and "Agree" in each business category. The percentages highlighted in yellow indicate
statements that reflect key strengths for your utility (scoring 80% or better in "Strongly Agree" and "Agree" categories). The number
shaded in grey preceding each statement is the total number of employee responses for that particular statement.
IBUSINESS PROCESS CATEGORY: ORGANIZATION DEVELOPMENT
•
86.00/ 50 1 understand and support this utility's mission, vision, values and strategic direction.
84.00% 50 Striving for high quality service is important to this utility.
78.00% 50 1 have an understanding and appropriate tools/training to perform my job well.
Improvement
iContinuous 51.02% 49 This utility is committing the necessary resources (e.g., training employees, investing in new technology, etc.) to
achieve its long-term performance improvement goals.
51.02% 49 A team approach is encouraged to promote performance improvement.
44.90% 49 The employees of this utility are continually developing and implementing ways to improve efficiency and
effectiveness.
lHuman Resources Planning and Management
75.00% 44 This utility provides its employees with a comprehensive benefits package, including health insurance, short-term
disability, and long-term disability insurance protection.
69.57% 46 This utility has written policies to ensure a fair workplace according to equal opportunity regulations.
70.21% 47 This utility has formal programs for training, certification, and education.
iHealth and Safety Management
85.0090 40 Management, crew supervisors, and crew members are aware of and consistently follow trench safety procedures and
fully comply with all related OSHA state/provincial requirements in all applicable settings.
82,98% 47 Work areas are equipped with appropriate lighting, ventilation, and noise control.
79.07% 43 This utility rigorously implements a confined-space entry policy, including training and certification.
Response
iSecurity, Emergency Planning and 83.33'% 36 This utility is in compliance with hazardous material storage regulations, such as spill containment installed around all
bulk hazardous material and fuel storage areas.
81.58° 38 This utility has formal mutual aid arrangements with local, state, and/or regional emergency response organizations
and other utilities.
78.95% 38 This utility's dispatch center expedites response to reports of backups and flow stoppages in an effective manner.
68.75 / 16 This utility captures sewer system condition data in accordance with NAASCO/Pipe Line Assessment and Certification
Program.
68.42% 38 This utility has a formal process for planning technical upgrades, expanding capacity, and maintaining existing assets
that cover both short and long term planning horizons ranging from 5 to at least 50 years.
68.42% 19 There is a reserve account to provide funding for asset renewal or replacement.
IBUSINESS PROCESS CATEGORY: BUSINESS PLANNING AND DEVELOPMENT
Improvement iCapital 86.67% 313 The capital improvement plan is updated yearly as part of the annual planning process.
74.29% 35 Capital improvements are clearly linked to the utility's strategic plan and long-term goals.
71.43% 28 The higher priority projects identified in this process are funded first.
iStrategic Planning
48.15%1 27 Adhering to the utility's strategic plan improves its ability to accomplish its mission.
43.48% 23 This utility follows through on commitments listed in the strategic plan to all stakeholders.
41.38% 29 This utility's strategic planning process is based on the utility's vision and mission.
Finance and Fiscal Management
92.00% 25 This utility periodically reviews its investments to determine whether they are achieving their expected outcomes.
89.29% 28 This utility has control over its revenues such that other government departments (e.g., trash service, roads, etc.) do
not have access to utility revenues.
87.88% 33 This utility meets its financial obligations in a timely manner (e.g., payroll, debt service, payments to suppliers, etc.)
Engineering
83.33°% 36 This utility tracks costs for design and construction of capital improvement program projects.
68.75% 32 This utility administers design and construction according to formal policies and procedures to ensure quality and cost
effectiveness.
66.67% 36 This utility hires engineering firms to perform selected services and projects in a way that makes economic, technical,
and operational sense.
Purchasin
6b.63% •32 This utility solicits competitive bids when ordering bulk chemicals, fuel, and other large-dollar-volume equipment,
material, and supplies.
54.29% 35 Purchasing policies allow the utility to buy equipment that is compatible with previous purchases (e.g., meters, valves,
hydrants, pumps, etc.)
41.67% 36 Formal policies and procedures are in place to manage equipment inventories, materials and other supplies and are
followed by employees.
Information Management
70.00% 40 This utility utilizes process control instrumentation and supervisory control and data acquisitions (SCADA) that
provides real-time access to all critical system operating data.
63.33% 30 This utility has implemented robust information systems backup/restore and disaster recovery mechanisms.
61.29% 31 This utility's accounting system can report costs by department, activity, and project.
lEnergy Management
70.59%34 This utility has explored, or is relying on, one or more energy efficiency methods, such as self-generation, co-
generation, peak-load leveling, peak shifting, hydropower (hydraulic head), and/or methane-generated energy.
69.57% 23 Motors with high efficiency ratings are usually selected for new or replacement equipment.
67.65 / 34 Energy efficiency is a factor when selecting motors, pumps, drive systems, lighting systems, air compressors, and
other treatment system equipment.
IBUSINESS PROCESS CATEGORY: CUSTOMER RELATIONS
iCustomer Service
85,11%J 47 This utility views its primary mission as providing excellent customer service.
82.22% 45 This utility has a multi-channel (phone, web, etc.) contact center where customers can contact one location for
anything they need, including service activation and termination, account information and bill payment, information
inquiries and complaints.
80.85% 47 In everyday work, each employee demonstrates that his or her job is to provide excellent service to utility customers.
iCustomer Strategy and Loyalty
63.41% 41 This utility provides clear, accurate, easy-to-understand information about the utility and its services to customers
through a number of different programs.
61.90% 42 This utility effectively uses different media outlets to communicate with its customers.
57.89% 38 Communications from this utility reflect its customer's demographics (for example, language, culture, etc.).
iCustomer Accounts Management
92.31 % 39 This utility reads meters accurately and in a timely manner.
89.47% 38 This utility delivers timely and accurate bills.
85.71 % 35 This utility processes payments accurately and promptly.
Government, Business, and Community Relations
77.42% 31 This utility coordinates all capital improvements with appropriate departments (e.g., coordinates with transportation
department to minimize disruption of traffic on street and pipe projects).
69.23% 26 This utility maintains a proactive dialogue and overall good communications with regulators.
55.17% 29 When appropriate, this utility formally participates in rule-making, local ordinance development, and related processes.
BUSINESS PROCESS CATEGORY: WASTEWATER OPERATIONS
• • •
88.57% 35 This utility conducts periodic hydro flushing and cleaning of sewer system in problem areas to prevent backups,
odors, and other problems.
82.76° 29 This utility works hard to coordinate its collection system maintenance and rehabilitation activities with those who may
be impacted (e.g., other government agencies, other utilities, customers, etc.).
82.61% 23 This utility employs strategies to minimize or eliminate overflows as documented in a CMOM or similar program.
IBUSINESS PROCESS CATEGORY: WATER OPERATIONS
Water Resources Management
82.14% 28 There is cooperation among utilities and other entities that depend on the same watershed or groundwater recharge
area.
69.57% 23 This utility analyzes changes in household consumption patterns, especially in times of peak demand.
68.97% 29 This utility is allied with its suppliers to protect the water resources it relies on.
Operations Water Treatment 83.33% 24 This utility's Consumer Confidence Reports consistently indicates that it meets drinking water standards.
81.82% 22 To ensure reliable treatment, this utility always has a certified operator available who can monitor and control the
plant(s).
81.82% 11 This utility has a formal quality assurance/quality control plan for its analytical laboratory facilities or contract lab
services.
Operations Water Distribution 86.36% 44 This utility continuously monitors and controls distribution system reservoirs, pressures, flows, etc., using state-of-the-
art automated process control (supervisory control and data acquisition [SCADA]).
86.05% 43 This utility has a formal preventive maintenance program for flushing, cleaning, and inspecting and exercising water
mains, valves, and hydrants.
76.92% 39 Regularly scheduled inspections and preventive maintenance are conducted on distribution system pumps, valves,
hydrants, pipes, and power systems at the proper frequencies.
Water Quality Management
82.05'5 39 This utility responds to all customer water quality inquiries/complaints, addresses the problems, and reports back to the
customer.
79.41% 34 Drinking water supplied by this utility has not been suspected or implicated in connection with any public illness.
78.95 / 38 This utility carefully tracks all customer inquiries/complaints on taste, odor, safety, and other water quality problems.
• Rated Statements • Disagree and Areas for Improvement
In addition to identifying areas of with ratings of "Strongly Agree" and "Agree", the QualServe self-assessment also identifies where
employees feel things can be improved. Employees feel the following business process categories present the best overall opportunity to
make improvements. Remember, there are other areas that need improvement, yet these are perhaps the best place to start.
Employees offered opinions on "best practice" statements that they felt were not being implemented. There are many valid reasons that
a utility may not be using a "best practice" (e.g., the practice may not apply at this utility, there may be a legal or institutional barrier
preventing implementation, or the costs of implementation may be excessive, etc.). In some cases, employees may not be aware that a
"best practice" is actually being used at a utility.
Based on the responses from the self-assessment survey, the following best practice statements deserve some attention. At the same
time, there may be other practices that warrant attention as well. The statements below show the highest rating of "Strongly Disagree"
and "Disagree" statements in each category. These are not necessarily the only statements that score high - it merely shows a sampling
of each business category. Note that there may be multiple statements that score equally to the statements shown, only the top three
statements are listed. Where "n/a" is shown, there were no responses in that business category.
Following are the results of your utility's employee responses to the QualServe self-assessment survey. Areas that are highlighted in red
are those statements that have a most-rated response over 50% in both the "Strongly Disagree" and "Disagree" rating. The highlighted
areas should be given considerable attention for improvement. The number shaded in grey preceding each statement is the total number
of employee responses for that particular statement.
BUSINESS PROCESS CATEGORY: ORGANIZATION DEVELOPMENT
Leadership and Organization
46.94% 49 This utility develops and retains engaged employees for our organization's future success.
42.55% 47 This utility rewards and/or recognizes people who exceed expectations and requirements (e.g., when a unit exceeds its
performance targets, they may be formally recognized).
28.00% 50 Information regarding utility organization and management are effectively communicated to all employees.
Continuous Improvement
44 Some employees may receive bonuses on team achievements.
46 Labor (unions) and management work together effectively to improve working conditions.
41 Labor (unions) and management at this utility work together to develop newjob classifications and pay systems that
are flexible and support strategic direction.
LLa~_e_
ources Planning and Management
46 This utility has implemented skill-based incentives to encourage employees to learn new skills.
47 This utility's compensation system (benefits and salary) are competitive within the industry.
46 Employees are rewarded financially for excellent performance.
Health and Safety Management
20.00%1 40 Safety is tracked with performance measures (e.g., lost work days, lost time-accidents, etc.)
12.77% 47 When faced with a safety risk or a question, employees know where to find information (e.g., procedures) or who to
call for assistance.
11.63% 43 The health and safety program includes monitoring of safety on the job investigation and feedback from all accidents.
Response
Security, Emergency Planning and 45.83%48 All employees have an understanding of their special roles in emergency situations.
39.02% 41 This utility conducts sessions to forecast the emergency situations that could arise and uses this information in
designing its emergency response plan.
36.96% 46 This utility routinely conducts simulation drills, table-top exercises, and other methods to test whether it is prepared for
an emergency.
Knowledge and Asset Management
26 This utility has a Knowledge Management Program in place to capture critical knowledge from employees eligible for
retirement in the next five years.
32 This utility has a CMMS (Computerized Maintenance Management System) that is used to track work and costs.
22 This utility has a Knowledge Management Program in place to capture critical organization policies procedures, and
work processes.
IBUSINESS PROCESS CATEGORY: BUSINESS PLANNING AND DEVELOPMENT
Improvement Capital 35.00%1 20 This utility's capital improvement program is linked with local and regional master plans.
31.25% 32 Customers and other stakeholders have opportunities to provide input to capital planning processes in a meaningful
way, such as defining service levels.
25.00% 32 The selection of potential capital improvement projects is based on staff-level input from many departments (e.g.,
operations, maintenance, engineering, etc.).
Strategic Planning
33 Employees feel a sense of ownership for the utility's Strategic Plan.
36 Employees understand the direction of the utility's Strategic Plan.
32 This utility actively seeks to involve all relevant stakeholder groups (employees, customers, governance body, etc.) in
its strategic planning process.
Finance and Fiscal Management
36 This utility educates its employees at all levels about budget and financial processes that are important to them.
33 This utility has established specific criteria to determine when rates should be adjusted.
44.83% 29 This utility regularly conducts rigorous analysis of its rate structure, revenue generation, and capital needs to ensure
rates are at the right levels and adequate cash and capital are available.
Engineering
32.35%1 34 The process to select consultants and contractors to work on the utility's projects is well documented and is based on
qualifications and best value rather than lower cost.
28.57% 35 This process consistently identifies firms that are well qualified to do good work
22.86% 35 This utility conducts appropriate levels of research and development through its own and/or through collaborative
efforts.
32.14% •28 This utility uses regional and cooperative approaches to purchasing supplies it needs.
30.00% 20 This utility has a program to evaluate and optimize chemical usage.
30.00% 40 Purchased parts are available as needed.
Information Management
14 This utility's laboratory information management system (LIMS) automatically generates all required regulatory reports.
15 This utility's laboratory information management system (LIMS) provides complete, secured access to all monitoring
data, supports random sample management, and handles lab inventory.
36 This utility has a self-service human resource system available to all employees.
Energy Management
15 Biogas from digestion (if available) is used for heating and/or electricity generation.
18 This utility has documented its carbon footprint and has plans/actions for meeting targeted reductions.
37 This utility uses vehicles and equipment that use alternative fuels (i.e., natural gas, electric, ethanol, etc.).
BUSINESS PROCESS CATEGORY: CUSTOMER RELATIONS
Customer Service
34.21%1 38 A program for employees to recommend customer service improvements is an integral part of the ongoing
improvement process.
24.44% 45 Customer service guidelines are provided to all employees (e.g., covering telephone etiquette, field repairs, response
times, and follow-up) on an ongoing basis.
22.50% 40 Every employee who might have contact with customers (including office, operations, and field personnel) receives
customer sensitivity training.
Customer Strategy and Loyalty
24 A tracking method, including action plans and reporting, is in place for customer loyalty goals.
37 Public tours and/or speakers are provided on a regular basis and on request as an integral part of the utility's public
education and outreach effort.
44.83% 29 This utility has established formal customer loyalty goals.
Customer Accounts Management
37.93% 29 This utility charges appropriate fees for services or products that customers use beyond those reflected in
water/wastewater rates (e.g., back-up or leak inspection on customer property).
27.27% 11 This utility provides consolidated bills for commercial accounts.
26.09% 23 Customer information and billing systems are used to track rate impacts on customer classes and demographic
subgroups.
Government, Business, and Community Relations
18 This utility has examined joint billing opportunities with other utilities (i.e., water, wastewater, gas, trash, or electricity),
and has made the best decisions for its circumstances.
28.57% 28 This utility's strategic direction reflects the community's values as indicated by ongoing survey and other outreach
programs.
25.00% 24 This utility has an active outreach program that involves senior utility managers as well as managers of key customers.
IBUSINESS PROCESS CATEGORY: WASTEWATER OPERATIONS
Operations Wastewater Collection System 11 This utility utilizes one or more special storage and/or treatment systems for CSO mitigation.
37.50% 24 This utility monitors collection system flows and rainfall data for troubleshooting and/or modeling.
30.00% 20 This utility has a formal wet weather management program to prepare for and manage high flow and overflow
conditions.
BUSINESS PROCESS CATEGORY: WATER OPERATIONS
Water Resources Management
47.06% 34 This utility's water rates have price incentives that promote conserving water.
44.00% 25 The utility service area has a requirement for lower-water-consumption fixtures in all new residential construction
(toilets, low-flow showerheads, low-flow lawn and landscaping irrigation, etc.)
42.86% 35 This utility uses cost of service rates and fees that fairly distribute costs to customers.
Operations Water Treatment 43.75%1 16 This utility has an effective asset management program, including technology (CMMS/EAMS) for preventive and
predictive maintenance of its critical assets.
35.29% 17 This utility has a predictive maintenance program for all major rotating equipment (pumps and drives, motors,
generators, compressors) that utilizes techniques such as temperature, vibration and lube oil analysis.
35.29% 17 This utility conducts failure analysis to identify and correct deficiencies that cause problems.
Operations Water Distribution 44.83%29 Where appropriate, this utility uses trenchless technology for replacing water mains.
34.09% 23 This utility maintains up-to-date digitized information on its system, such as "as built" drawings and showing age,
materials of construction, maintenance/repair records, and the condition of all components and provides that data
electronically (via GIS a
18.42% 19 This utility conducts periodic systematic flushing of the distribution system and coordinates these efforts through public
information programs.
Water Quality Management
44.00%25 This utility has an effective process to allow for customer involvement in deciding on expenditures to improve water
quality.
34.48% 29 Utility staff is actively involved with recognized local and state associations.
20.69 / 29 This utility has an effective customer outreach and education program on water quality, safety, and aesthetics.
Improvement
The QualServe Self-Assessment is not an end point. It is the beginning of the improvement process. Other tools that complement the
self-assessment process are the QualServe Orientation/Readiness Survey, the QualServe Peer Review, and the QualServe
Benchmarking Performance Indicators. The Orientation/Readiness survey guides a utility on what business areas to concentrate on first,
whether or not to continue current methods or to adopt other available best practices.
The QualServe Peer Review offers an independent and neutral view of utility operations from a team of trained utility professionals
(peers) employed by other North American utilities. The results of this review, like those from the self-assessment, are not conclusive. A
high level perspective is provided on areas of strengths and opportunities for improvement. Both the self-assessment and peer review
offer compelling information for further attention by the utility as improvements are considered.
The QualServe Benchmarking Performance Indicators are designed to help participating organizations improve their operational
efficiency and effectiveness. Utility managers can use this information to determine where his or her utility's performance resides within
the industry peer group. Twenty-two high-level indicators were selected as the starting point for the system because they are more likely
to be recognizable and applicable to large numbers of utilities. These indicators can help utilities build a performance measurement
system, to continuously track improvements in utility performance.
Much work remains for the utility to define its agenda for improvement, consider alternative ways of addressing each action item, select
the most suitable approach, implement it, and measure its success. Some of the improvement cycles can be considered in short order,
others may take years. With each success, resources can be applied to new challenges, and continue to build employee and customer
support and involvement.
Note that although your utility's ratings in some areas may be high and you are on the right track, you need to continually pay attention to
these areas in a "maintenance" mode to avoid a decrease in current ratings or continued improvement.
Summary of Key Strengths
The QualServe Business Process diagram below shows the total percentage of "Strongly Agree" and "Agree" reported in each of the
categories.
OMEr--. NIANAGEM i-
Capital Improvement Planning 64.6%
Customer Service 62.1% Strategic Planning 35.4%
Customer Strategy and Loyalty 44.3% Finance and Fiscal Management 61.2%
Customer Accounts Management 72.7%
Plant and Property Management
Government, Business, and
49.7% Engineering 60.8%
Community Relations
Purchasing 45.2%
Information Management 70.0%
ergy Management 45.7°0
Leadership and Organization 56.2%
Continuous Improvement 27.7%
Human Resources Planning and
Management 40.2%
Health and Safety Management 72.4%
Security, Emergency Planning and Response
53.3%
Knowledge and Asset Management 48.1%
WASTEWATER OPERATIONS jVATER OPER,,, ;CNS
Watershed Management Water Resources Management 55.4%
Wastewater Collection System Water Treatment Operations and o
Operations and Maintenance 70.6% Maintenance 60.3 /o
Wastewater Treatment Operations Water Distribution Operations and 61.7%
and Maintenance Maintenance
Industrial Pre-Treatment Program Water Quality Management 62.9%
Biosolids Management
Wastewater Permitting/Air and Water
Quality
Self-Assessment Survey
Report prepared for:
Yorba Linda
•
Overall Results Table for Each Business Area by Number of Responses in Each Rating (1 to 5)
Overall Results Table for Each Business Area by Percentage of Responses in Each Rating (1 to 5)
Graphs Displaying Table Results
Individual Tables and Graphs for:
Supervisors
Non-Supervisors
Less than One Year of Service
One to Five Years of Service
More Than Five Years of Service
Each Individual Group (Group Numbers Determined by Utility)
SUMMARY OF BUSINESS AREA RESULTS - OVERALL
(Highlighting Highest Number of Responses for Each Area)
Total Number Total Number of (5) (4) (3) (2) (1) Average
Number of Responses is for Entire Business Category of Responses NO Response Number Number Number Number Number Response
(times number of questions) Strongly Agree Neutral Disagree Strongly
Agree Disagree
AREAS OF EXPERIENCE/EXPERTISE:
Leadership and Organization 1124 26 227 306 113 73 3.5
Continuous Improvement 629 71 47 127 122 143 2.7
Human Resources Planning and Management 1156 194 160 299 197 195 3.0
Health and Safety Management 580 70 179 114 29 17 3.9
Security, Emergency Planning and Response 670 180 148 178 79 56 3.5
Knowledge and Asset Management 428 372 55 103 58 61 3.2
Customer Service 433 67 128 100 42 22 3.7
Customer Strategy and Satisfaction 609 291 100 170 86 66 3.2
Government/Business/Community Relations 539 461 75 40 37 3.4
Customer Accounts Management 392 258 135 76 12 19 3.9
Capital Improvement Planning 254 196 80 52 18 20 3.7
Strategic Planning 396 304 32 61 74 2.9
Financial and Fiscal Planning 410 290 89 64 45 50 3.5
Plant and Property Management
Engineering 288 162 84 57 23 33 3.6
Purchasing 228 122 30 72 23 30 3.2
Information Management Systems 978 522 108 193 140 3.0
Energy Management 370 280 67 89 36 76 3.1
Watershed Management
Collection Operations and Maintenance 402 348 136 71 27 20 3.9
N -
Water Resources Management 677 473 163 197 49 56 3.6
Treatment Operations and Maintenance 360 590? 100 18 25 3.7
Distribution Operations and Maintenance 444 156 28 108 41 21 3.8
Water Quality Management 447 253 119 124 23 19 3.9
SUMMARY OF BUSINESS AREA RESULTS - OVERALL
•
Percent Percent Percent Pe
Response Percent ,cent
Response
Number of Responses is for Entire Business Category NO
(times number of questions) Strongly Agree Neutral Disagree Strongly
• Disagree
AREAS OF EXPERIENCE/EXPERTISE:
Leadership and Organization
Continuous Improvement
Human Resources Planning and Management
Health and Safety Management : •
Security, Emergency Planning and Response •
Knowledge and Asset Management
vapaai improvement i-=iannmg
Strategic Planning
Financial and Fiscal Planning • '
Plant and Property Management
Engineering
Purchasing
Information Management Systems
Water Resources Management
Treatment Operations and Maintenance . • • •
Distribution Operations and Maintenance
Water Quality Management
® Strongly Agree
®Agree I
Leadership and Organization
■ Neutral
D Disagree
L.Strongly Disagree
Continuous Improvement
Human Resources Planning and
Management
Health and Safety Management
Security, Emergency Planning and
Response
=Ed
Knowledge and Asset Management
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Percent Response
BUSINESS PLANNING AND DEVELOPMENT - OVERALL
Strongly Agree
Capital Improvement Planning Agree
7.
■ Neutral
D Disagree
Strategic Planning mStrongly Disagree
Financial and Fiscal Planning
Plant and Property Management
Engineering 77
Purchasing
Information Management Systems
Energy Management
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Percent Response
CUSTOMER RELATIONS - OVERALL
G Strongly Agree
oAgree
■ Neutral
Customer Service
o Disagree
■Strongly Disagree
Customer Strategy and Satisfaction
Government/Business/Community
Relations
Customer Accounts Management
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Percent Response
WASTEWATER • ' • OVEMALL
13 Strongly Agree
UAgree
Watershed Management
■ Neutral
o D isagree
OStrongly Disagree
Collection Operations and
Maintenance
Treatment Operations and
Maintenance
Industrial Pretreatment
Biosolids Management
Permitting Air and Water Quality
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Percent Response
WATER OPERATIONS - OVERALL
0 Strongly Agree
CAgree
■ Neutral
Water Resources Management
o Disagree
OStrongly Disagree
Treatment Operations and d=md
Maintenance
Distribution Operations and
Maintenance
Water Quality Management
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Percent Response
SUMMARY OF BUSINESS AREA RESULTS - SUPERVISOR
•
Total Number of (5) (4) (3) (2) (1) Average
Response Percent Percent Percent Percent Percent
Response
Number of Responses is for Entire Business Category NO
(times number of questions) Strongly Agree Neutral Disagree Strongly
• Disagree
AREAS OF EXPERIENCE/EXPERTISE
Leadership and Organization •
Continuous Improvement
Human Resources Planning and Management •
Health and Safety Management
Security, Emergency Planning and Response
Knowledge and Asset Management
vapaai improvement iaianning
Strategic Planning
Financial and Fiscal Planning
Plant and Property Management
Engineering
Purchasing
Information Management Systems
Water Resources Management '
Treatment Operations and Maintenance
Distribution Operations and Maintenance •
Water Quality Management '
I DStrongly Agree
DAgree
Leadership and Organization
■ Neutral
DDisagree
■Strongly Disagree
Continuous Improvement
Human Resources Planning and
Management
Health and Safety Management
Security, Emergency Planning and
Response
Knowledge and Asset Management
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Percent Response
BUSINESS PLANNING AND DEVELOPMENT SUPERVISOR
DStrongly Agree
Capital Improvement Planning DAgree
■ Neutral
DDisagree
Strategic Planning ■Strongly Disagree
Financial and Fiscal Planning
Plant and Property Management
Engineering
Purchasing
Information Management Systems
Energy Management
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Percent Response
CUSTOMER RELATIONS - SUPERVISOR
DStrongly Agree
DAgree
■ Neutral
Customer Service
DDisagree
■Strongly Disagree
Customer Strategy and Satisfaction
Government/Business/Community
Relations
Customer Accounts Management
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Percent Response
WASTEWATER OPERATIONS SUPERVISOR
13 Strongly Agree
DAgree
Watershed Management
■ Neutral
DDisagree
■Strongly Disagree
Collection Operations and
Maintenance
Treatment Operations and
Maintenance
Industrial Pretreatment
Biosolids Management
Permitting Air and Water Quality
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Percent Response
WATER OPERATIONS - SUPERVISOR
iT
GStrongly Agree
DAgree
■ Neutral
Water Resources Management
oDisagree
®Strongly Disagree
Treatment Operations and
Maintenance
Distribution Operations and
Maintenance
Water Quality Management
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Percent Response
SUMMARY OF BUSINESS AREA RESULTS - NON-SUPERVISOR
•
Total Number of (5) (4) (3) (2) (1) Average
Response Percent Percent Percent Percent Percent
Response
Number of Responses is for Entire Business Category NO
(times number of questions) Strongly Agree Neutral Disagree Strongly
• Disagree
AREAS OF EXPERIENCE/EXPERTISE
Leadership and Organization
Continuous Improvement
Human Resources Planning and Management
Health and Safety Management •
Security, Emergency Planning and Response
Knowledge and Asset Management
vapaai improvement iaianning
Strategic Planning •
Financial and Fiscal Planning
Plant and Property Management
Engineering
Purchasing
Information Management Systems ' : ' • ,
Water Resources Management
Treatment Operations and Maintenance
Distribution Operations and Maintenance
Water Quality Management
I DStrongly Agree
DAgree
Leadership and Organization
■ Neutral
DDisagree
■Strongly Disagree
Continuous Improvement
Human Resources Planning and
Management
Health and Safety Management
Security, Emergency Planning and
Response
Knowledge and Asset Management
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Percent Response
BUSINESS PLANNING AND DEVELOPMENT - NON-SUPERVISOR
DStrongly Agree
Capital Improvement Planning DAgree
■ Neutral
DDisagree
Strategic Planning ■Strongly Disagree
Financial and Fiscal Planning
Plant and Property Management
Engineering
Purchasing
Information Management Systems
Energy Management
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Percent Response
CUSTOMER RELATIONS - NON-SUPERVISOR
DStrongly Agree
DAgree
■ Neutral
Customer Service
DDiagree
■Strongly Disagree
Customer Strategy and Satisfaction
Government/Business/Community
Relations
Customer Accounts Management t7
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Percent Response
WASTEWATER OPERATIONS - NON-SUPERVISOR
G Stron Igy Agree
DAgree
Watershed Management
■ Neutral
D Disagree
■Strongly Disagree
Collection Operations and
Maintenance
Treatment Operations and
Maintenance
Industrial Pretreatment
Biosolids Management
Permitting Air and Water Quality
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Percent Response
WATER OPERATIONS - NON-SUPERVISOR
iT
OStrongly Agree
DAgree
■ Neutral
Water Resources Management
oDisagree
®Strongly Disagree
Treatment Operations and
Maintenance
Distribution Operations and
Maintenance
Water Quality Management
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Percent Response
SUMMARY OF BUSINESS AREA RESULTS - 1 YEAR OR LESS SERVICE
Total Number of (5) (4) (3) (2) 193143110TOW Average
Response Percent Percent Percent Percent
Response
Number of Responses is for Entire Business Category NO
Strongly Agree Neutral Disagree
(times number of questions) Agree
AREAS OF EXPERIENCE/EXPERTISE:
Leadership and Organization
Continuous Improvement
Human Resources Planning and Management
Health and Safety Management
Security, Emergency Planning and Response
Knowledge and Asset Management
Capital improvement ianniny
Strategic Planning
Financial and Fiscal Planning
Plant and Property Management
Engineering
Purchasing
Information Management Systems
Water Resources Management
Treatment Operations and Maintenance
Distribution Operations and Maintenance
Water Quality Management
Jill 1111JI11111111~~pq
GStrongly Agree
OAgree
Leadership and Organization
■ Neutral
O D isagree
a Strongly Disagree
Continuous Improvement
Human Resources Planning and
Management
7771
Health and Safety Management
Security, Emergency Planning and 771
Response
Knowledge and Asset Management
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Percent Response
BUSINESS PLANNING AND DEVELOPMENT OR LESS SERVICE
OStrongly Agree
Capital Improvement Planning OAgree
■ Neutral
O D isagree
Strategic Planning oStrongly Disagree
Financial and Fiscal Planning
Plant and Property Management
Engineering
Purchasing
Information Management Systems
Energy Management
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Percent Response
CUSTOMER RELATIONS - 1 YEAR OR LESS SERVICE
DStrongly Agree
DAgree
■ Neutral
Customer Service
D D isagree
■Strongly Disagree
Customer Strategy and Satisfaction
Government/Business/Community
Relations
Customer Accounts Management 7::
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Percent Response
WASTEWATER OPERATIONS . OR LESS SERVICE
OStrongly Agree
DAgree
Watershed Management
■Neutral
DDisagree
■Strongly Disagree
Collection Operations and
Maintenance
Treatment Operations and
Maintenance
Industrial Pretreatment
Biosolids Management
Permitting Air and Water Quality
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Percent Response
WATER OPERATIONS YEAR OR LESS SERVICE
OSeries1
DSeries2
■Series3
Water Resources Management
r7 oSeries4
OSeries5
Treatment Operations and
Maintenance
Distribution Operations and
Maintenance
Water Quality Management
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Percent Response
SUMMARY OF BUSINESS AREA RESULTS - 1-5 YEARS SERVICE
Number Total of (5) (4) (3) (2) (1) 19-04-010TOW Average
Response Percent Percent Percent Percent Percent
Response
Number of Responses is for Entire Business Category NO
(times number of questions) Strongly Agree Neutral Disagree Strongly
• Disagree
AREAS OF EXPERIENCE/EXPERTISE:
Leadership and Organization
Continuous Improvement
Human Resources Planning and Management
Health and Safety Management •
Security, Emergency Planning and Response
Knowledge and Asset Management
Capital Improvement I, anning
Strategic Planning • ' .
Financial and Fiscal Planning
Plant and Property Management
Engineering
Purchasing
Information Management Systems ' : ' • ,
Water Resources Management
Treatment Operations and Maintenance
Distribution Operations and Maintenance
Water Quality Management
oStrongly Agree
OAgree
Leadership and Organization
■ Neutral
O D isagree
■Strongly Disagree
Continuous Improvement
Human Resources Planning and
Management
Health and Safety Management
Security, Emergency Planning and
Response
Knowledge and Asset Management
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Percent Response
BUSINESS PLANNING AND DEVELOPMENT - 1-5 YEARS SERVICE
OStrongly Agree
Capital Improvement Planning OAgree
■ Neutral
O Disagree
Strategic Planning ■Strongly Disagree
Financial and Fiscal Planning
Plant and Property Management
Engineering
Purchasing
Information Management Systems
Energy Management
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Percent Response
CUSTOMER RELATIONS - 1-5 YEARS SERVICE
GStrongly Agree
DAgree
■ Neutral
Customer Service
D D isagree
■Strongly Disagree
Customer Strategy and Satisfaction
Government/Business/Community
Relations
Customer Accounts Management
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Percent Response
WASTEWATER OPERATIONS - 1-5 YEARS SERVICE
.Strongly Agree
DAgree
Watershed Management
■Neutral
.Disagree
■Strongly Disagree
Collection Operations and
Maintenance
Treatment Operations and
Maintenance
Industrial Pretreatment
Biosolids Management
Permitting Air and Water Quality
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Percent Response
WATER OPERATIONS
OStrongly Agree
OAgree
■ Neutral
Water Resources Management
O Disagree
OStrongly Disagree
Treatment Operations and
Maintenance
Distribution Operations and
Maintenance
Water Quality Management
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Percent Response
SUMMARY OF BUSINESS AREA RESULTS - 5 YEARS OR MORE SERVICE
Number Total E•
Response Percent Percent Percent Percent Percent
Response
Number of Responses is for Entire Business Category NO
Strongly Agree Neutral Disagree Strongly
(times number of questions)
Agree
Disagree
AREAS OF EXPERIENCE/EXPERTISE:
Leadership and Organization •
Continuous Improvement • .
Human Resources Planning and Management
Health and Safety Management
Security, Emergency Planning and Response
Knowledge and Asset Management • •
Capital Improvement I, anning
Strategic Planning
Financial and Fiscal Planning
Plant and Property Management
Engineering
Purchasing
Information Management Systems
Water Resources Management
Treatment Operations and Maintenance • • ' ,
Distribution Operations and Maintenance
Water Quality Management • •
- - - -
=1 ZZ Lei
DStrongly Agree
OAgree
Leadership and Organization
■ Neutral
O D isagree
■Strongly Disagree
Continuous Improvement
Human Resources Planning and
Management
Health and Safety Management
Security, Emergency Planning and
Response
Knowledge and Asset Management
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Percent Response
BUSINESS PLANNING AND DEVELOPMENT OR MORE SERVICE
OStrongly Agree
Capital Improvement Planning OAgree
■ Neutral
.Disagree
Strategic Planning ■Strongly Disagree
Financial and Fiscal Planning
Plant and Property Management
Engineering
Purchasing
Information Management Systems
Energy Management
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Percent Response
YEARS CUSTOMER RELATIONS - 5 OR MORE SERVICE
GStrongly Agree
DAgree
■ Neutral
Customer Service
D D isagree
■Strongly Disagree
Customer Strategy and Satisfaction
Government/Business/Community
Relations
Customer Accounts Management
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Percent Response
WASTEWATER OPERATIONS YEARS OR MORE SERVICE
.Strongly Agree
DAgree
Watershed Management
■Neutral
.Disagree
■Strongly Disagree
Collection Operations and
Maintenance
Treatment Operations and
Maintenance
Industrial Pretreatment
Biosolids Management
Permitting Air and Water Quality
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Percent Response
WATER OPERATIONS YEARS OR MORE SERVICE
OStrongly Agree
OAgree
■ Neutral
Water Resources Management
O Disagree
OStrongly Disagree
Treatment Operations and
Maintenance
Distribution Operations and
Maintenance
Water Quality Management
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Percent Response
Summary of Business Area Results for: Administration
Number Total of (5) (4) (3) (2) (1) 19-04-010TOW Average
Response Percent Percent Percent Percent Percent
Response
Number of Responses is for Entire Business Category NO
(times number of questions) Strongly Agree Neutral Disagree Strongly
• Disagree
AREAS OF EXPERIENCE/EXPERTISE:
Leadership and Organization
Continuous Improvement 0~~~~~~®
Human Resources Planning and Management
Health and Safety Management
Security, Emergency Planning and Response
Knowledge and Asset Management
Capital Improvement H anning
Strategic Planning
Financial and Fiscal Planning
Plant and Property Management
Engineering
Purchasing
Information Management Systems
Water Resources Management
Treatment Operations and Maintenance
Distribution Operations and Maintenance
Water Quality Management
oStrongly Agree
OAgree
Leadership and Organization
■ Neutral
.Disagree
■Strongly Disagree
Continuous Improvement
Human Resources Planning and
Management
Health and Safety Management
Security, Emergency Planning and
Response
Knowledge and Asset Management
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Percent Response
Business Planning and Management for: Administration
OStrongly Agree
Capital Improvement Planning OAgree
■ Neutral
O Disagree
Strategic Planning ■Strongly Disagree
Financial and Fiscal Planning 77
Plant and Property Management
Engineering
Purchasing
Information Management Systems
Energy Management
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Percent Response
Customer • for: Administration
GStrongly Agree
oAgree
■ Neutral
Customer Service
o D isagree
■Strongly Disagree
Customer Strategy and Satisfaction
Government/Business/Community
Relations
Customer Accounts Management
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Percent Response
Wastewater Operations for: Administration
.Strongly Agree
.Agree
Watershed Management
-Neutral
.Disagree
-Strongly Disagree
Collection Operations and
Maintenance
Treatment Operations and
Maintenance
Industrial Pretreatment
Biosolids Management
Permitting Air and Water Quality
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Percent Response
Water Operations for: Administration
OStrongly Agree
oAgree
■ Neutral
Water Resources Management
o D isagree
OStrongly Disagree
Treatment Operations and
Maintenance
Distribution Operations and
Maintenance
Water Quality Management
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Percent Response
Summary of Business Area Results for: Engineering
Number Total •
Response Percent Percent Percent Percent Percent
Response
Number of Responses is for Entire Business Category NO
(times number of questions) Strongly Agree Neutral Disagree Strongly
• Disagree
AREAS OF EXPERIENCE/EXPERTISE:
Leadership and Organization
Continuous Improvement
Human Resources Planning and Management
Health and Safety Management
Security, Emergency Planning and Response
Knowledge and Asset Management
Capital Improvement H anning
Strategic Planning ' •
Financial and Fiscal Planning
Plant and Property Management
Engineering
Purchasing
Information Management Systems
Water Resources Management
Treatment Operations and Maintenance
Distribution Operations and Maintenance
Water Quality Management
oStrongly Agree
OAgree
Leadership and Organization
■ Neutral
.Disagree
■Strongly Disagree
Continuous Improvement
Human Resources Planning and
Management
Health and Safety Management
Security, Emergency Planning and
Response 77
Knowledge and Asset Management
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Percent Response
Business Planning and Management for: Engineering
OStrongly Agree
Capital Improvement Planning OAgree
■ Neutral
O Disagree
Strategic Planning ■Strongly Disagree
Financial and Fiscal Planning
Plant and Property Management
Engineering
Purchasing
Information Management Systems
Energy Management
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Percent Response
Customer Relations for: Engineering
-
Strongly Agree
F
UAgree
■ Neutral
Customer Service
-Disagree
■Strongly Disagree
Customer Strategy and Satisfaction
Government/Business/Community
Relations
Customer Accounts Management
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Percent Response
Wastewater Operations for: Engineering
.Strongly Agree
mAgree
Watershed Management
■Neutral
.Disagree
■Strongly Disagree
Collection Operations and
Maintenance
Treatment Operations and
Maintenance
Industrial Pretreatment
Biosolids Management
Permitting Air and Water Quality
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Percent Response
Water Operations for: Engineering
OStrongly Agree
OAgree
■ Neutral
Water Resources Management
o D isagree
OStrongly Disagree
Treatment Operations and
Maintenance
Distribution Operations and
Maintenance
Water Quality Management
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Percent Response
Summary of Business Area Results for: Finance
Number Total •
Response Percent Percent Percent Percent Percent
Response
Number of Responses is for Entire Business Category NO
(times number of questions) Strongly Agree Neutral Disagree Strongly
• Disagree
AREAS OF EXPERIENCE/EXPERTISE:
Leadership and Organization
Continuous Improvement
Human Resources Planning and Management
Health and Safety Management
Security, Emergency Planning and Response : •
Knowledge and Asset Management
Capital Improvement H anning
Strategic Planning ' •
Financial and Fiscal Planning
Plant and Property Management
Engineering
Purchasing
Information Management Systems
Water Resources Management
Treatment Operations and Maintenance
Distribution Operations and Maintenance ' .
Water Quality Management
• , • - - • • •
13Strongly Agree
OAgree
Leadership and Organization
■ Neutral
.Disagree
■Strongly Disagree
Continuous Improvement
Human Resources Planning and
Management
Health and Safety Management
Security, Emergency Planning and
Response
Knowledge and Asset Management
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Percent Response
Business Planning and Management for: Finance
OStrongly Agree
Capital Improvement Planning OAgree
■ Neutral
.Disagree
Strategic Planning 71 ■Strongly Disagree
Financial and Fiscal Planning
Plant and Property Management
Engineering
Purchasing
Information Management Systems
Energy Management
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Percent Response
Customer Relations for: Finance
GStrongly Agree
oAgree
■ Neutral
Customer Service
.Disagree
■Strongly Disagree
Customer Strategy and Satisfaction
Government/Business/Community
Relations
Customer Accounts Management
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Percent Response
Wastewater Operations for: Finance
.Strongly Agree
.Agree
Watershed Management
■Neutral
.Disagree
■Strongly Disagree
Collection Operations and
Maintenance
Treatment Operations and
Maintenance
Industrial Pretreatment
Biosolids Management
Permitting Air and Water Quality
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Percent Response
Water Operations for: Finance
OStrongly Agree
oAgree
■ Neutral
Water Resources Management
o D isagree
OStrongly Disagree
Treatment Operations and
Maintenance
Distribution Operations and
Maintenance
Water Quality Management
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Percent Response
Summary of Business Area Results for: IT
Number Total of (5) (4) (3) (2) (1) 19-04-010TOW Average
Response Percent Percent Percent Percent Percent
Response
Number of Responses is for Entire Business Category NO
(times number of questions) Strongly Agree Neutral Disagree Strongly
• Disagree
AREAS OF EXPERIENCE/EXPERTISE:
Leadership and Organization
Continuous Improvement
Human Resources Planning and Management
Health and Safety Management
Security, Emergency Planning and Response
Knowledge and Asset Management ' •
Capital Improvement H anning
Strategic Planning •
Financial and Fiscal Planning
Plant and Property Management
Engineering
Purchasing
Information Management Systems
Water Resources Management
Treatment Operations and Maintenance •
Distribution Operations and Maintenance
'
Water Quality Management 71
oStrongly Agree
OAgree
Leadership and Organization
■ Neutral
O Disagree
■Strongly Disagree
Continuous Improvement
Human Resources Planning and
Management
Health and Safety Management
Security, Emergency Planning and
Response
Knowledge and Asset Management
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Percent Response
Business Planning and Management for: IT
OStrongly Agree
Capital Improvement Planning OAgree
■ Neutral
O Disagree
Strategic Planning 77 1 1 1 ■Strongly Disagree
Financial and Fiscal Planning
Plant and Property Management
Engineering
Purchasing
Information Management Systems
Energy Management
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Percent Response
Customer Relations for: IT
GStrongly Agree
oAgree
■ Neutral
Customer Service
o D isagree
■Strongly Disagree
Customer Strategy and Satisfaction
Government/Business/Community
Relations
Customer Accounts Management
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Percent Response
Wastewater Operations for: IT
.Strongly Agree
.Agree
Watershed Management
-Neutral
.Disagree
-Strongly Disagree
Collection Operations and
Maintenance
Treatment Operations and
Maintenance
Industrial Pretreatment
Biosolids Management
Permitting Air and Water Quality
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Percent Response
Water Operations for: IT
OStrongly Agree
oAgree
■ Neutral
Water Resources Management
o Disagree
OStrongly Disagree
Treatment Operations and
Maintenance
Distribution Operations and
Maintenance
Water Quality Management t~m=
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Percent Response
Summary of Business Area Results for: Operations
Number Total •
Response Percent Percent Percent Percent Percent
Response
Number of Responses is for Entire Business Category NO
(times number of questions) Strongly Agree Neutral Disagree Strongly
• Disagree
AREAS OF EXPERIENCE/EXPERTISE:
Leadership and Organization • .
Continuous Improvement
Human Resources Planning and Management
Health and Safety Management
Security, Emergency Planning and Response
Knowledge and Asset Management • •
Capital Improvement H anning
Strategic Planning
Financial and Fiscal Planning
Plant and Property Management
Engineering
Purchasing
Information Management Systems •
Water Resources Management
Treatment Operations and Maintenance
Distribution Operations and Maintenance
Water Quality Management
13Strongly Agree
OAgree
Leadership and Organization
■ Neutral
O D isagree
■Strongly Disagree
Continuous Improvement
Human Resources Planning and
Management
Health and Safety Management
Security, Emergency Planning and
Response
Knowledge and Asset Management
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Percent Response
Business Planning and Management for: Operations
OStrongly Agree
Capital Improvement Planning OAgree
■ Neutral
.Disagree
Strategic Planning ■Strongly Disagree
Financial and Fiscal Planning
Plant and Property Management
Engineering
Purchasing
Information Management Systems
Energy Management
4
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Percent Response
Customer • for: Operations
GStrongly Agree
oAgree
■ Neutral
Customer Service
o D isagree
■Strongly Disagree
Customer Strategy and Satisfaction
Government/Business/Community
Relations
Customer Accounts Management
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Percent Response
Wastewater Operations for: Operations
.Strongly Agree
.Agree
Watershed Management
-Neutral
.Disagree
-Strongly Disagree
Collection Operations and
Maintenance
Treatment Operations and
Maintenance
Industrial Pretreatment
Biosolids Management
Permitting Air and Water Quality
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Percent Response
Water Operations for: Operations
OStrongly Agree
oAgree
■ Neutral
Water Resources Management
7 o D isagree
OStrongly Disagree
Treatment Operations and
Maintenance
Distribution Operations and
Maintenance 7
Water Quality Management 7t
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Percent Response
Self-Assessment Survey
Report prepared for:
Yorba Linda
SECTION 11
General Comments
Yorba Linda Self-Assessment Report Page 122 of 124
i
QualServe Self-Assessment
General Comments
Organizationally, I think this utility can use an efficiency audit throughout its departments. Like any organization, there are areas of which
process and procedures can be improved. Ideally, department heads should sit together to identify areas that which they know now and
from past experiences should improve and take immediate steps to act on them. The roles and responsibilities of individuals in
deparments could be better defined and communicated. As a result, certain tasks seem to be crossed when it comes to having a clear
distinction of responsiblity. Besides needing a clearer line of responsiblity and a deeper look at the level of performance efficiency, the
District as a whole, has a strong committment to quality and service. Overall, this organization has in its asset very talented and highly
dedicated individuals, nonetheless, departments need to work together more efficiently and lines of responsibilities need to be more clearly
defined.
Communication is an area that can always be improved. Supervisors should always ensure that their directions are understood. Overall,
YLW D does a good job at what they do.
THE PLANT AND PROPERTY MANAGEMENT SECTION SHOULD NOT HAVE BEEN DELETED. IT IS A KEY PART OF AN OVERALL
ORGANIZATION PORTFOLIO AS WELL AS MAINTAING A CURRENT INVENTORY OF ALL EASEMENTS. WE DON'T DO A GOOD
JOB OF MAINTAINING THOSE EASEMENTS AND EVENTUALLY ARE SPENDING MORE TIME IN RESEARCHING AND POSSIBILY
HAVE TO PAY FOR IMPROVEMENTS?
There is hope that projects underway like CMMS will fix a number of the negative responses. Clearly I need to understand more of what
goes on in Operations and Maintenance.
GIS system is incomplete. It seems that more could be done to expedite the completion and implimentation of the system. CMMS is not
used/non-existing.
This place is a hot mess, but has so much potential for improvement under better management and more effective communication
between departments.
In my opinion Yorba Linda Water District is a great place to work. There are only a few things I feel need some work. I believe we need
more communication between departments we need to interact more frequently and be informed of projects and goals that certain
departments are working on. This would help a lot when were speaking with customers we would all be better informed.
Overall, I feel the District lacks a true directions. This could be accomplished by policies from the GM that indicate that all departments
actively coordinate through effective communication means and training how they each support each other. Currently the Districts
operates as mini fiefdoms which each manager only caring about their little area. To better support District activates we each should
recognize that we are each other customers and work more closely together ensuring that it is not just manager making decisions, but
valuable input comes from all levels of staff. The IT department should recognize it is not a deciding group, but a support group whose
primary role is to assist the district and its various department in providing high quality yet affordable products that the staff that will use
them can actually work with them.
There area lot of people here that have been working here way too long and no longer care about their job. They do the minimum to get
by and nobody says anything to them to do better even though everyone working with them knows they just are here to collect a paycheck.
At other places they would be fired for having a bad attitude, even though they do thier work (barely). Not sure why supervisors don't fire
people here. Just because youve been here a long time and know how the district works dont mean that you dont have to work as hard as
everyone else or that your way is the only way. Also sometimes management has come to talk to us about the us vs them thing but
sometimes it seems like thier not real sincere or serious or whatever. Like they talk down to us. Also every time i come into the office to
see hr people are talking about their home lives and what they did on the weekends. mostly hr and that new pr guy. Also there are a
couple people that dont do anything all day but tell others what to do or how to do theer job. theres a rumor that a person in operations who
is not a supervisor may be next for Lee's job. if so me and a bunch of other guys will quit.
Gis is hard to use , plat sheets are also hard to use scada control system is hard to use and updates are far behiend , scada reports are
hard to read some data not correct, need better benifeits retierment and salary we are not keeping pace with other local districts,
equipment is well taken care of, district supports spending money on replacment of equipment when needed, new building is way to cold
thermostats should not be able to go to 68 and 74 is not warm enough. need better way to communicate between upper managment and
employees
1.70 The districts _mission statement is very clear. Why are we spending so much public money on projects, technologies that don't seem
to align with the mission statement? (Tracking devices, camera systems, solar panels, elaborate SCADA systems, flat screen TV,
expensive cell phones and more). What is the cost benefit for these expenditures. These may all be very good projects, please
communicate how our customers are going to benefit from them and at what cost for the benefit. HR : The district has several employee
who seem to get involved into areas that they are not responsible for. If we had better defined job descriptions and keep employee
working in their roles, this would create a lot less tension throughout the district. When someone without the proper training and knowledge
starts making decisions and directing others outside of their area of expertise it can only turn out bad.
There is a lot of things about this District that I feel I should be informed about. The comunication problem at this utility is not good. There
is an us against them attitude here that I have never experienced at any other place I,v been emloyed and it is getting worse. Thanks
Yorba Linda Self-Assessment Report Page 123 of 124
One of the major problems we have here are the board of directors needs to get with the times and raise the rates in water and sewer.lt
seams like they just want to keep getting relected like they are,but running us in the ground.Lets keep rates low,get relected, and take it
out of the employes who break there backs for this water district.This district is no where near the other citys and water districts in salaries
and benefits,Thats one reason why we have lost so many good employes in the past five years,
operations managers and supervisors have alots of favoritism when it comes to promoting employees, I wish that can change.
Yorba Linda Self-Assessment Report Page 124 of 124
ITEM NO. 4.3
AGENDA REPORT
Meeting Date: October 24, 2011
Subject: OCWD Ground Water Adventure Tour
ATTACHMENTS:
Name: cv, i~a$icri: a ype:
GroundWater Adventure Tour.pdf OCWD Ground Water Adventure Tour pdf Backup Material
SPECIAL INVITATION
Learn about Southern California and Orange 2011 ORANGE COUNTY
County's water supplies! WATER DISTRICT
Environmental rulings, poor infrastructure and lack GROUNDWATER
of funding have pushed Southern California's water ADVENTURE TOUR
supplies to the limit. Fortunately, in northern and
central Orange County, a groundwater basin exists
that with careful management by the Orange County 8:00 AM - 4:30 PM
Water District (OCWD) has provided a reliable source NOVEMBER 10, 2011
of water for more than 75 years. 18700 WARD STREET
By capturing stormwater, managing the Santa Ana River FOUNTAIN VALLEY, CA
and purifying wastewater to near-distilled-quality water, BREAKFAST & LUNCH
OCWD has the pulse on today's water challenges and WILL BE SERVED
the expertise to know what needs to be done to ensure
Orange County's supplies are safe and reliable. SPACE IS LIMITED*
Join us on a tour of OCWD's facilities to learn about
YOUR water supplies and how they are managed in an R.S.V.P. BY 10.28.11
environmentally and financially sound manner. ROSE WILKE
714.378.3217
Visit the Groundwater Replenishment System, the world's RWILKE@OCWD.COM
largest advanced wastewater purification system of its
kind, see a 300 Foot-long rubber dam in action and *Priority will be given to individuals who have
not previously attended
visit with some of the Santa Ana watershed's smaller,
more furry residents at the Prado Wetlands.
WWW.OCWD.COM m'
6,6 G W R S
GROUNDWATER REPLENISHMENT SYSTEM
WWW.GWRSYSTEM.COM
ITEM NO. 4.4
AGENDA REPORT
Meeting Date: October 24, 2011
To: Citizens Advisory Committee
From: Ken Vecchiarelli, General
Manager
Prepared By: Damon Micalizzi, Public
Information Officer
Subject: Date for November/December CAC Meeting
SUMMARY:
To better accommodate the busy schedules that come with the Holidays, the CAC has decided to
meet once for the months of November and December. The following dates are available:
Monday, November 21, 2011
Monday, November 28, 2011
Monday, December 5, 2011
Monday, December 19, 2011