Villarraga, Andres

Andres Villarraga, a Policy Analyst in the Commissioners Office at WSSC Water. In his role, Andres provides strategic, technical, and policy support...

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About Villarraga, Andres

Andres Villarraga, a Policy Analyst in the Commissioners Office at WSSC Water. In his role, Andres provides strategic, technical, and policy support to the Board of Commissioners ,helping shape long-term direction, strengthen governance, and advance WSSC Waters mission to deliver safe, reliable, and affordable water and wastewater services. Andres has over 13 years of experience at WSSC Water, previously serving in the Office of Performance Accountability, where he led Strategic Plan implementation, key performance measures, business process improvements, and data-driven initiatives. He also brings hands-on engineering experience managing inflow and infiltration pilot programs and supporting data integration within engineering and construction. He holds bachelors and masters degrees in Civil and Environmental Engineering from George Mason University. Andres brings a global perspective, a commitment to public service, and a passion for innovation in the water sector.

Villarraga, Andres

Titles from this speaker

Automation and Analysis: Data-Driven Strategies Improve Utility Processes and Analyze Performance at WSSC Water

Abstract

Our world is driven by data across all industries, and the water sector is no exception. This ranges from enterprise systems that have been in place for decades to smart systems that are generating data at an exponential rate. It is increasingly important to incorporate practices to make sound decisions from these systems and implement controls to ensure trusted data. WSSC Water completed efforts to identify processes to improve their data-driven decision-making, and this abstract will present two strategies used to improve their performance across many departments through automation, standardization, and visualization of data. Strategy 1: Enterprise Data Warehousing: A large portion of the data used by decision makers resides in systems of record that are operated by their functional teams. While this data is usually accurate and up to date, it requires an expert from the team to extract it from the system or understand the data that is produced. It is also more granular than decision makers require, and the teams reporting on it consistently aggregate it to produce the intended results. To address these issues, WSSC Water automated the creation of datasets in these functional groups, all of which were a part of their Enterprise Data Warehouse. In the use case for this strategy, they will show the automated Commission Performance Report and Human Resources Dashboards. These items reduced the time spent developing recurring reports, leveraging Power Bi for automated and interactive reporting. Strategy 2: Non-Enterprise Data Management and Application Development: Unlike the enterprise data, WSSC Water identified many users who are managing critical data in their own spreadsheets or other tools. To standardize and automate some of the processes, they worked with these users to provide low-code platforms to manage data in their existing IT infrastructure. These tools included the development of SharePoint data-structures, Applications and Workflows to allow users to edit and maintain datasets in a collaborative environment, with the increased auditability that these tools provide. In the use cases for this strategy, they will show the Transition Plan Tracking Application and Community Investment/Engagement Application. These converted existing series of over ten spreadsheets into a single data source, provided a low-code application for the teams to enter data, and Power Bi Dashboards for reporting. The combination of these two strategies allows groups to take small steps into the world of data-driven decision making. Teams are beginning the process with Strategy 2 by standardizing their reporting, with the intent to be automated into an enterprise solution under Strategy 1 in the future. In the past, tools such as the ones outlined in these strategies were limited to IT Departments and professional programmers. With the advent of modern data management strategies, they are much simpler to implement and maintain, but still in line with IT standards and supported by their department once they are in production. In the end, WSSC Water identified significant time savings, data quality, and visualization capabilities as a result of taking a data-driven approach to managing some of their manual efforts.

Washington Suburban Sanitary Commission (WSSC Water) looked to improve their data-driven decision-making through the use of automation and visualization of existing data sources, both enterprise and non-enterprise. They identified 10 processes that were seen as tedious and manual, and set forth to leverage modern, low-code technology for improvement. We'll discuss the initiatives that were reviewed and documented, with a future-state developed using one of two strategies.

SpeakerScrutchfield, Daniel

Presentation time

13:30:00

14:00:00

Session time

13:30:00

15:00:00

SessionAutomation and Analysis: Data-Driven Strategies Improve Utility Processes

Session number610

Session locationRoom 349

TopicAsset Management, Business Organization and Technology Transformation, Intelligent Water, Intermediate Level

Author(s)

Scrutchfield, Daniel, Villarraga, Andres

Author(s)D.R. Scrutchfield1, A. Villarraga2

Author affiliation(s)1Arcadis, VA, 2WSSC Water, MD

SourceProceedings of the Water Environment Federation

Document typeConference Paper

PublisherWater Environment Federation

Print publication date Oct 2024

DOI10.2175/193864718825159513

Volume / Issue

Content sourceWEFTEC

Word count15

Description: Empowering Effective Governance: Strengthening Board Engagement for Strategic...

Empowering Effective Governance: Strengthening Board Engagement for Strategic Impact

Abstract

Engaging a Board of Directors is a cornerstone of effective public utility management. It requires navigating diverse perspectives, fostering shared understanding of complex issues, and building a governance culture grounded in trust, accountability, and strategic alignment. As utilities face mounting challenges-ranging from workforce shortages and affordability pressures to aging infrastructure, environmental stewardship, and evolving regulatory demands-the ability to meaningfully engage and manage a Board becomes critical to sustained organizational success. WSSC Water has redefined the role of its Commissioners' Office by transitioning from a traditional oversight function to an integrated governance model that emphasizes collaboration, education, and strategic foresight. Through structured use of its Audit Committee and regular Commissioners' Meetings, the utility has embedded a disciplined cadence for decision-making that connects enterprise risk management, infrastructure investment oversight, regulatory compliance, workforce planning, and financial stewardship. This approach equips Commissioners with clear, data-driven insights-linking key performance indicators such as service reliability, workforce capacity, affordability, and resilience to the utility's long-term strategic objectives. The result is a governance framework that not only enhances regulatory and financial accountability but also strengthens the Board's ability to lead during periods of operational and community challenge. This session will explore practical strategies and lessons learned from WSSC Water's journey, offering participants a roadmap for cultivating effective Board engagement-transforming governance from a reactive checkpoint into a dynamic partnership that drives performance, ensures compliance, and advances public trust.

This paper was presented at the WEF/AWWA Utility Management Conference in Charlotte, NC, March 24-27, 2026.

Presentation time

14:00:00

14:20:00

Session time

13:30:00

15:00:00

SessionGovernance That Delivers: From Board Engagement to Workforce Resilience

Session locationCharlotte Convention Center

TopicBoard of Director Engagement and Management

Author(s)

Villarraga, Andres, Montes De Oca, Julianne

Author(s)A. Villarraga1, J. Montes De Oca1

SourceProceedings of the Water Environment Federation

Document typeConference Paper

PublisherWater Environment Federation

Print publication date Mar 2026

DOI10.2175/193864718825160185

Volume / Issue

Content sourceUtility Management Conference

Word count10

Reimagining Capital Delivery to Accelerate Infrastructure Rehabilitation

Abstract

The Washington Suburban Sanitary Commission (WSSC Water) is an industry leader in developing and adopting new business practices that improve the value delivered to their customers. As part of this drive for excellence, WSSC Water evaluated the potential benefit of leveraging expedited sewer rehabilitation to reduce capital costs and increase the benefit of the Sewer and Trunk Sewer Rehabilitation Programs especially with regard to infiltration and inflow (I&I) reduction. As part of this evaluation, WSSC Water partnered with Arcadis to identify and assess existing costs, effectiveness, advantages and weaknesses of the current and other potential sewer rehabilitation approaches. Four parameters were used to define potential approaches including extent (e.g., find and fix vs. holistic), implementation (e.g., traditional vs. expedited), technology (e.g., lining-centric vs. grout-centric), and contract method (e.g., plan-design-bid-build vs. plan-CMAR). An alternatives analysis was conducted demonstrating a cost comparison, benefits to the scheduled, program effectiveness, and market capacity to deliver this work for select number of the possible approaches. Additionally, to provide a benchmark against potential changes outlined in the alternatives analysis, WSSC Water engaged key stakeholders in the sewer rehabilitation process from project initiation to delivery to streamline the process to address key pain points. This was done, by first, accurately capturing the core end-to-end process and relevant workstreams. A combination of data review, interviews, and collaborative work sessions were executed to identify process stakeholders, activities, technology, pain points, and improvement opportunities. Over 25 staff members were engaged in interviews and work sessions to map the current business process and identify and prioritize pain points experienced. After leadership confirmation, these stakeholders then engaged in additional work sessions to develop solutions for the leading pain points identified. These solutions were then incorporated into a to-be business process map. Stakeholders also discussed a timeline for process development and categorized building blocks into implementation horizons to create an implementation plan for the to-be business process. By combining a deep knowledge of various techniques and technologies associated with expedited sewer rehabilitation as well as an understanding of current and potential business processes, WSSC Water executed a collaborative approach in achieving their objectives of optimizing the sewer rehabilitation process that was fit for the utility. This presentation will take participants through WSSC Water's journey of evaluating the various approaches to sewer rehabilitation, documenting their current process, and addressing key pain points as well as the outcomes and decisions made by the utility.

This paper was presented at the WEF Collection Systems Conference, June 27-30, 2023.

SpeakerVillarraga, Andres

Presentation time

10:45:00

11:15:00

Session time

08:30:00

11:45:00

SessionSession 16: Integrated Planning

Session number16

Session locationKansas City Convention Center

TopicClimate Change Resilience, Integrated Planning

Author(s)

Villarraga, Andres

Author(s)J. Brunner1; A. Villarraga2; J. Carter1; J. Shelton1;

Author affiliation(s)Arcadis1; WSSC Water2;

SourceProceedings of the Water Environment Federation

Document typeConference Paper

PublisherWater Environment Federation

Print publication date Jun 2023

DOI10.2175/193864718825158895

Volume / Issue

Content sourceCollections

Word count8

Description: Strategic Insights from Utility Leaders - Planning, Developing, Implementing and...

Strategic Insights from Utility Leaders - Planning, Developing, Implementing and Communicating Your Next Strategic Plan

Abstract

In this session, we will hear from four utility leaders who have recently developed and begun to implement their strategic plan. Each utility presentation will focus on a separate aspect of the strategic planning process: Planning, Developing, Implementing and Communicating.
[b]Speaker 1[/b] will present on planning for a strategic plan. They will discuss the reasons why a utility should consider developing or refreshing their strategic plan, how to gather internal and external interested parties to help develop the plan, and how to initially communicate to staff about embarking on this process. Speaker 1 will share challenges that they face leading to the development of the strategic plan and how they brought their team together. They will share the challenges they faced in preparing for this process and the tools they used.
[b]Speaker 2[/b] will discuss the process of developing the plan and the tools that they used to help their utility develop a solid strategic plan. They will discuss how tools like the Effective Utility Management (EUM) self-assessment, staff interviews, and organizational surveys can be utilized to help develop a strategic plan. Speaker 2 will provide insights into how they engaged staff and stakeholders throughout the development process of their strategic plan. In addition, they will share about how they established the governance structure and committees to help implement and execute their strategic plan moving forward.
[b]Speaker 3[/b] will focus on how to successfully implement the strategic plan. Bring about change is the real purpose of developing the strategic plan. This presentation will focus on how you build long-term buy-ins from staff to see real change take place in their utility. The speaker will also discuss challenges that their utility faced when implementing the plan and how they have worked to overcome those challenges. Speaker 3 also recently updated their strategic plan and will share how things have changed this cycle, how they overcame different challenges and helped to prepare their utility for implementing this new strategic plan.
[b]Speaker 4[/b] will focus on how to communicate about the strategic plan throughout this process noted above. The presentation will highlight different communication tools and mediums that can be utilized to reach different interested parties, both internal and external.

Finally, the Facilitators will hold a facilitated panel Q&A session to gain additional insights from the utility presenters and allow the audience to ask any specific questions as well as to share their own insights from strategic planning experiences they have. The facilitated session will help to answer real-world questions and challenges utilities have faced when developing and implementing a strategic plan. Other utilities are planning to attend this session and are willing to contribute to the facilitated panel discussion:
Metro Water Recovery (Denver, CO) - Dawn Ambrosio
City of Boise Public Works (ID) – Haley Falconer
Columbus Water and Power (OH) – Michael Wagner

This paper was presented at the WEF/AWWA Utility Management Conference in Charlotte, NC, March 24-27, 2026.

Presentation time

08:30:00

10:00:00

Session time

08:30:00

10:00:00

SessionStrategic Insights from Utility Leaders - Planning, Developing, Implementing and Communicating Your Next Strategic Plan

Session locationCharlotte Convention Center

TopicStrategic Planning

Author(s)

Decker, James, Ginley, James, Tarlton, Zachary, Villarraga, Andres, Moreno-Rivera, Carmen, Stifler, Colin, Decker, James, Ginley, Jim

Author(s)J. Decker1, J. Ginley2, Z. Tarlton3, A. Villarraga4, C. Moreno-Rivera5, C. Stifler6, J. Decker1, J. Ginley2

SourceProceedings of the Water Environment Federation

Document typeConference Paper

PublisherWater Environment Federation

Print publication date Mar 2026

DOI10.2175/193864718825160217

Volume / Issue

Content sourceUtility Management Conference

Word count16

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Villarraga, Andres

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