Evolution of a Water Utility: Holding On to G.S.D. to Steward and Trusted Provider

The Pittsburgh Water and Sewer Authority has undergone an evolution. Initially formed as an Authority that was divested from the City primarily for financial reasons these initial years were operated in a maintain and react mode leading to a loss of confidence in the Authority and its operations. In the mid 2010's PWSA began to experience system events involving water quality (corrosion control/lead service lines), water availability (boil water advisory), metering/billing, user rates, regulatory oversight and changes in management and leadership. These events caused a serious loss of confidence in the Authority and the quality of its drinking water among the public, local media, and political, regulatory, and oversight bodies. An assessment of PWSA in 2017 by an independent team was authorized by the Board of Directors to help provide insight into these concerns. The assessment found that issues confronting PWSA could be attributed to a combination of: 1.The complexity of the distribution infrastructure network (rising mains, pump stations, tanks, and open and covered reservoirs) designed over 120 years ago to operate in Pittsburgh's difficult terrain 2.An extended period of deferred infrastructure renewal and replacement 3.A recent history of change in leadership and management styles and goals 4.A lack of adequate capital funding or expenditure 5.Difficulty in attracting, training and retaining qualified staff With the results of this independent assessment, the Interim Executive Director moved PWSA into a period of Get Stuff Done (G.S.D.) an aggressive campaign to work with oversight bodies and rapidly increase capital projects as a stop gap approach to slow the ever increasing system events and begin to shore up PWSA's physical infrastructure and its administrative and fiscal operations. The G.S.D. program provided an inflection point in the trajectory of PWSA's operations. While, the G.S.D. period provided necessary attention to the situation, the approach is not a preferred operating mode as it has a short-range planning horizon, sacrificing the long-term mission of a utility to achieve necessary near-term results. PWSA has utilized the momentum from the G.S.D. period, to catapult itself into a proactive and forward-looking utility serving as a steward of the environment and as a trusted service provider. This presentation will provide an overview of PWSA's evolution, allowing attendees to reflect on where they may be currently operating as a utility. Key performance indicators and efforts will be discussed to highlight PWSA's current state as a steward and trusted service provider, but also providing attendees with examples for use in evaluating their own evolution. Efforts to be discussed include: 1.Mission, Vision, and Values 2.Organizational Development 3.Customer Service Metrics 4.Capital and Operating Program Expansion 5.Corrosion Control and Lead Service Line Replacements 6.Financial Stability 7.Supplier Diversity Program 8.Community Engagement 9.Environmental Compliance and Ethics Program