ROCKY MOUNTAIN WATER JULY 2019 | 17
FEATURE
objective of this principle is to develop a CIP with projects
that address multiple objectives and document the project
and objectives in a way that can be easily communicated
to a variety of stakeholders as opportunities arise and
projections of growth, supply, system degradation, and
demands change. Achieving this objective requires the
evaluation of the full spectrum of system needs as listed
in Phase 2 of the framework above the succinct project
summaries that facilitate quick understanding.
The following case studies illustrate how JVWCD and WBWCD
implemented each of the principles.
Deriving evaluation criteria from the strategic plan
Several years ago, JVWCD developed a strategic plan that
is used to guide decisions and tasks at all levels of the
organization to meet its mission of delivering quality water
every day. The strategic plan is based on the Ten Attributes
of an Effectively Managed Utility, published in 2017 by the
National Association of Clean Water Agencies (NACWA).
Each JVWCD employee understands which attributes are
directly impacted by their job and are provided a monthly
update which measures the JVWCD’s success on those
attributes. Figure 3 shows the report card that is presented
to the Board each month providing a red/yellow/green light
score on the performance indicators for each attribute.
JVWCD staff chose to derive the evaluation criteria for its
current master planning effort from JVWCD’s strategic
plan to tie the CIP projects back to the delivery of quality
water that customers expect. Following this approach,
improvements developed to meet State of Utah Division of
Drinking Water disinfection byproducts limits or minimum
pressure requirements, for example, are tied back to the level
of service that JVWCD is providing under the Product Quality
or Water Resources Adequacy attributes with which their
Figure 3. JVWCD Monthly “Report Card” for Board