FOR EXCEPTIONAL UTILITY PERFORMANCE

Transcription

1 A M WA P L AT I N U M AWA R D A P P L I C AT I O N FOR EXCEPTIONAL UTILITY PERFORMANCE

2 Tampa Bay Water Utility Profile Tampa Bay Water supplies wholesale drinking water to Hillsborough County, Pasco County, Pinellas County, New Port Richey, St. Petersburg and Tampa. We supply water to more than 2.4 million people through the governments we serve. We are a non-profit, special district of the State of Florida created to plan, develop and deliver a highquality drinking water supply, and we work to protect our water supply sources. We are a true regional utility, funded through the sale of water to our member governments. Our members share the cost of developing new supplies, share in environmental stewardship, share voting rights equitably among the three counties and pay the same wholesale water rates. Our fiscal year 2018 budget is $168 million. Tampa Bay Water was created by interlocal agreement among our member governments. Our policies are established by a nine-member board of directors, with two elected commissioners from each member county and one elected representative from each member city. We are often cited as a model of regional cooperation, thanks to the spirit of regionalism that created the utility. Each board member represents an individual city or county the agency serves, while also representing the Tampa Bay region. The policy decisions and directives of our board ensure our region has adequate and sustainable drinking water now and for future generations. In a climate characterized as subtropical the Tampa Bay area receives most of its rain in the summer season. With three different sources of water, the diverse supply system of Tampa Bay Water faces unique operational challenges, but those challenges are more than offset by the operational flexibility and adaptability our utility gains through a regionally interconnected system. Tampa Bay Water s board approved the Integrated Source Water Protection Program in The program employs a range of initiatives to prevent and reduce source water pollutions, such as education and outreach programs, participation in regulatory initiative as well as partnerships and monitoring programs. Mission Tampa Bay Water reliably provides clean, safe water to the Tampa Bay region now and for future generations. Our Vision is to: Be a model for regional water supply in the nation; Be a leader in innovation and best practices; and Be a respected member of the Tampa Bay community. Values the Principles that Guide Us Our employees and their safety are the keys to the agency s success. We strive for continuous improvement in everything we do. We fulfill our mission in partnership with our stakeholders in a responsible, efficient and environmentally sustainable manner. PAGE 1

3 Attribute: Product Quality Providing clean, safe drinking water is a top priority at Tampa Bay Water. The drinking water provided to member governments is safe: it meets or is better than all local, state and federal drinking water regulations, including the Safe Drinking Water Act. The agency uses three sources of water that require unique treatment processes before the sources are blended and distributed to more than 2.4 million residents and businesses in the Tampa Bay region. Tampa Bay Water s State-certified laboratory collects more than 6,000 samples and conducts more than 100,000 water quality tests annually to ensure we meet: More than 100 local, state and federal drinking water parameters 17 additional, stringent parameters established by our member governments Tampa Bay Water s regulatory compliance, water quality and operations staff work closely to continuously monitor the treatment processes at all water treatment plants and points of connection throughout the water supply system. The agency employs a Supervisory Control and Data Acquisition system (SCADA) and custom water quality software to carefully monitor and alert staff of any deviation from required standards as well as self-imposed requirements. If monitoring results are outside of expectations, automated SCADA notifications are reported in real time to operators and managers through alert systems. If there is a deviation from standards, an immediate response is employed to avoid water quality issues. Biofiltration Research This project ( ) was a team effort undertaken by Tampa Bay Water, the Water Research Foundation, Veolia Water and Carollo Engineers to understand how biofiltration at Tampa Bay Water s regional surface water treatment plant can enhance water quality, treatment and hydraulic performance. This project looked at ways to use biofiltration to improve taste and odor, lower levels of regulated disinfection byproducts, decrease chemical usage and decrease energy usage. The results of the research confirmed that Tampa Bay Water s biofiltration system is operating in the most effective and efficient way possible. Water Quality Work Group Each month, a water quality work group, comprised of Tampa Bay Water staff and member government lab, water quality and operations staff, meets to discuss issues in the regional and local distribution systems. It is a forum to share information, discuss issues and coordinate activities related to the regional water quality. Tampa Bay Water s has water quality standards (referred to as Exhibit D standards) that were established as part of the agency s Master Water Supply contract with its member governments and are in addition to all Safe Drinking Water Act requirements. Water quality work group responsibilities include identifying parameters of concern among members, determining appropriate levels for the parameters of concern and developing level cost estimates for additional treatment to meet goals. Water Quality Report Each year, Tampa Bay Water is required to submit a Consumer Confidence Report to the Florida Department of Environmental Protection and to its member governments. In 2015, Tampa Bay Water expanded this report to help communicate to residents the high-quality drinking water that comes from the regional system. Tampa Bay Water communicates its track record of success in delivering high-quality water to its member governments and how it meets or is better than the Safe Drinking Water Act standards. PAGE 2

4 Attribute: Customer Satisfaction Partnership and collaboration with stakeholders have been fundamental to the success of Tampa Bay Water. Since 1998, the agency has maintained an active outreach program with stakeholders that include the members of the board of directors, member government staff, regulatory agencies, and the public. The agency s strategic plan addresses this as a major goal: To develop new relationships with stakeholders and improve and maintain our collaborative relationships with other stakeholders. Tampa Bay Water takes a visible communications role as it investigates potential new water supply projects through its Long-term Master Water Plan. The agency has a long track record of proactive public outreach to ensure transparency and ensure community values are incorporated into proposed projects. We have developed internal and external communications and outreach plans that highlight projects and initiatives, successes, water policy, and regional supply and demand. Additionally, any project with the potential for public impact includes a public information component and feedback mechanism for the public. We communicate with stakeholders through monthly and bimonthly e-newsletters, social media, community events, agency websites, surveys, blogs, news releases, public meetings, public speaking engagements through a Speakers Bureau, in-person working groups, and advertising campaigns. The agency also recognizes its employees as one of its most important stakeholders. To accomplish the goals and objectives set out in the strategic plan, there must be a common understanding of the agency mission, goals and objectives among employees. Employees must also understand their roles and responsibilities in accomplishing the mission. Tampa Bay Water proactively conducts employee satisfaction surveys, the results of which aid in communications planning and help measure the effectiveness of employee communications. Working Closely with Our Members Tampa Bay Water communicates regularly with our members through in-person meetings, , telephone and letters. Regular meetings are held through the Water Quality Work Group (monthly), Operations Coordination Committee (monthly), Conservation Consortium (monthly), Water Management District Coordination (quarterly), Tampa Bypass/Hillsborough River Coordination Group (monthly), Member Utility Director meetings (quarterly), as well as through informal communications daily. In addition, our Board of Directors meets six times per year, an Executive Committee meets during the off-board meeting months, and each is preceded by board member briefings with staff to discuss member government issues and the agendas for the upcoming meetings. Understanding Public Opinion Tampa Bay Water also seeks to understand opinions from our customer s customers the rate payers. A statistically valid telephone and Internet survey of 1,200 randomly selected households in the Tampa Bay Water service area is conducted approximately every three years, the latest was in March Tampa Bay Water seeks to understand opinions on water needs, quality, sources, cost, information sources and more. The survey results are compared to previous year s surveys when appropriate. The agency continually evaluates its communications and adjusts its messaging accordingly. It also evaluates its communications program annually to review the effectiveness to date. The next public opinion survey is scheduled for 2018 to provide a quantitative evaluation in comparison to the 2015 research. All evaluations include qualitative factors, such as citizen input and media coverage. PAGE 3

5 Attribute: Employee and Leadership Development Tampa Bay Water understands that our employees are the keys to our success. The agency has accomplished a more than $1 billion infrastructure program over the last two decades, while maintaining a lean and talented staff. Since 1998, the agency has grown from 101 employees to 148 full-time employees. We supplement staff through the expertise of outside, as-needed consultants who are brought on to assist on assignments requiring specific skills and technical expertise. Recruitment To ensure we hire and retain talented staff, the agency has a comprehensive recruitment process that includes traditional newspaper advertising, online ads, social media, and focused recruitment through industry websites and publications - magazines, ad boards, recruiting firms, professional organizations - to reach the best and the brightest in the fields of hire. The agency partners with local colleges and universities to provide internships and cooperative learning opportunities to provide real-world experiences for college graduates some of whom have moved on to become full-time employees after graduation. We fill internship positions in decision support, engineering, finance, information technology, the laboratory, public affairs, purchasing, safety, and water conservation. Training and Professional Development With a wide range of employee education, background and responsibilities, comes the need for diversified professional development and training opportunities for all employees at all levels of the agency. Tampa Bay Water provides training to all employees through a variety of means and methods. Operational and field staff are provided required safety training such as confined spaces training, forklift training, personal protective device training, heavy equipment training, through hands-on, classroom and in the field training, and are supplemented by web-based tools for training. All staff are provided safety briefings and human resource training through regular monthly employee meetings, as well as web-based, online resources through Coggno. Agency managers, senior managers and other senior staff meet quarterly for additional management and leadership training provided through in-house human resources staff and outside consultants and experts on human resources laws and regulations. In addition, the agency offers an annual travel and training budget and provides employee incentives for professional development and additional education through a tuition-reimbursement program, a program for pay increases based on receiving additional degrees or certifications, and career ladders. Succession Planning With one-third of our workforce retiring in the next 5 to 10 years, we understand the importance of capturing and retaining the institutional knowledge that our long-time employees hold. Since 2015, the agency has implemented an Environmental Management System based on the ISO standards (additional information available in Operational Optimization). This program includes documenting all the agency s key processes through updates of our policies and procedures. Employees are involved through interviews, field demonstrations, and in the drafting and reviewing of the policies and procedures. The first step in this program is to document all the institutional knowledge of how things have been done from our long-time employees to create a baseline of information for future improvement and future employees stepping into important positions. PAGE 4

6 Attribute: Operational Optimization Tampa Bay Water has the unequivocal obligation to provide a reliable drinking water supply to its members who together serve more than 2.4 million people. With water from two river sources, a reservoir, desalinated seawater and groundwater, we use a flexible operating plan to manage a complex system while protecting the environment, ensuring reliability and minimizing cost. Short-term and Long-term Operational Planning Tampa Bay Water s operating protocol guides the agency in selecting water sources to meet the members demands for safe, clean, affordable water while ensuring environmental sustainability. The agency s Optimized Regional Operations Plan (OROP) is a vital part of our Decision Support System that uses forecasted surface water flows, current groundwater level conditions and rainfall data to determine how to rotate production among available supplies to meet demands. This tool ensures water demand for the tri-county region is met while protecting the environment by using sophisticated computer models to analyze and forecast groundwater conditions at water supply facilities. Based on continual field monitoring and these forecasts, water production can be rotated or adjusted. Tampa Bay Water also provides regional water demand forecasts for its six member governments to project the amount of water supply needed within Tampa Bay Water s service area. The agency s Longterm Demand Forecasting models are designed primarily for long-term planning and forecasting over year horizons. The agency has developed a better understanding of variation in water demand and the implications on supply development options (size and timing). The agency uses a long-term demand forecasting system to quantify how socioeconomic, weather characteristics and policy decisions influence potable water demand in its service area. Continual Improvement In 2015, Tampa Bay Water began implementing an Environmental Management System (EMS). Using the international standard for an effective management system, ISO 14001, Tampa Bay Water embarked on a continual cycle of planning, implementing, reviewing and improving the processes and actions the agency takes to meet its environmental and operational obligations on a day-to-day basis. This program ensures best management practices are defined and used to reduce environmental impacts and continually improve organizational performance. Following an annual performance audit, Tampa Bay Water began implementing this agency-wide continual improvement program framework. The approach is endorsed by the Environmental Protection Agency and several water utility organizations such as American Water Works Association and the Water Research Foundation. Tampa Bay Water s board-approved EMS policy is closely aligned with the agency s strategic plan and operating budget and focuses on continual improvement; complying with environmental laws and regulations; preventing pollution; protecting public health; listening and considering the views of stakeholders; providing outreach and education, and communicating the environmental policy to all of our stakeholders. Tampa Bay Water s Asset Management Program also includes continual improvement activities. The agency has focused on continual improvement for years but had not developed a formal process or approach. PAGE 5

7 Attribute: Operational Optimization Capital Project Planning Tampa Bay Water s Capital Improvement Program (CIP) is a comprehensive, five-year plan of approved and proposed capital projects. The CIP framework allows the agency to identify and prioritize capital projects through a coordinated interdepartmental effort that considers the integration of planning and development, engineering, financing requirements, and future operating and maintenance costs. The program also helps to develop time lines and funding scenarios for each project that identifies a funding source, a projected cash flow, and future operating and maintenance cost estimates. Several operational devices feed the CIP including the agency s Long-term Master Water Plan; Systems Analysis and Reliability considerations; the Energy Management Program; the Renewal and Replacement Program; Property Redress; and the agency s Vulnerability Assessment. In addition, external sources and contractual and regulatory obligations also feed the CIP including joint project agreements with member governments; memoranda of understanding with member governments; Tampa Bay Water s governance documents; and permits with the Southwest Florida Water Management District and the Florida Department of Environmental Protection. Responsible Budgeting and Financial Planning Tampa Bay Water s budget balances the board s overarching goals and meets the goals and objectives outlined in the agency s Strategic Plan. For the last seven years, Tampa Bay Water has been able to maintain the same wholesale water rate through responsible budgeting and financial planning. The agency takes steps to gain operational efficiencies and looked for innovative ways to lower costs such as the bond refunding that saved the agency millions over the bond terms. And Tampa Bay Water maintains an AA+ and Aa1 credit rating with rating agencies and receives an unqualified opinion on financial statements year after year. See Financial Viability section for more information. Energy Management Program Tampa Bay Water has developed an Energy Management System based on ISO standards that establish the systems and processes necessary to improve energy performance, including energy efficiency, use and consumption. The Energy Management System commits to: Review the agency s energy performance, objective and targets regularly and seek continual improvement Improve the effectiveness of operations to reduce energy consumption while ensuring protection of the public health Continually reduce overall energy consumption and energy costs, while maintaining water quality and reliability Consider energy performance improvements in design and modification of facilities, equipment, systems and processes Effectively procure and utilize energy-efficient products and services Listen and consider the views of interested stakeholders when establishing and reviewing progress on the energy management objectives and targets And regularly communicate the energy policy to agency employees, those persons working on our behalf, and interested stakeholders of the organization. PAGE 6

8 Attribute: Financial Viability One of the agency key strategic plan goals is the Maintain the Financial Stability of the organization. We do that through an annual budget that balances the board s three goals of maintaining a reliable water supply, being good stewards of the environment and maintaining cost-effective rates. In June 2017, the board approved a budget with the same wholesale rate of $2.559 per 1,000 gallons for the seventh consecutive year. And, Tampa Bay Water maintains an AA+ and Aa1 credit rating with rating agencies and receives an unqualified opinion on financial statements year after year Bond Refunding to Save Millions Tampa Bay Water issued Series 2016A, 2016B and 2016C bonds to focus on providing savings to the Agency and refunding the remaining medium-term note associated with the 2011B bonds. The Series 2016A bonds advanced refunded the Series 2008 bonds with tax-exempt bonds. The Series 2016B bonds refunded the remaining medium-term note of the 2011B bonds with taxable bonds since they could not be advanced refunded on a tax-exempt basis. The Series 2016C bonds partially advanced refunded the Series 2010 bonds with tax-exempt bonds. This bond refunding saves the agency $3 million annually. Net Revenue Requirements By Resolution, Tampa Bay Water is required to take all actions to collect Net Revenues in each fiscal year so that, together with Fund Balance, they equal at least 125% of the Annual Debt Service coming due in such fiscal year. Such Net Revenues must also be adequate in each fiscal year to pay at least 100% of the Annual Debt Service coming due in such fiscal year; any amounts required by the terms of the Bond Resolution to be deposited in the Reserve Account or with any issuer of a Reserve Account Letter of Credit or Reserve Account Insurance Policy; any amounts to be deposited in the Renewal and Replacement Fund in such fiscal year; and any amounts to be repaid to the Capital Improvement Fund in such fiscal year. Maintaining a High Bond Rating Tampa Bay Water s debt maintained it s very high-quality credit rating of AA+ from both Standard & Poor s and Fitch and Aa1 from Moody s with the issuance of the Series 2016A, 2016B and 2016C Bonds. The Agency has the second highest credit rating from all three rating agencies. During fiscal year 2016, revenues were 1.48 times greater than the amount needed for debt services on the Agency s revenue bonds. PAGE 7

9 Attribute: Financial Viability Planning for the Future 20-year Long-term Master Water Plan Tampa Bay Water has a Long-Term Master Water Plan that documents how the agency meets its unequivocal obligation to provide quality water to the member governments now and in the future. The agency s Long-term Demand Forecasting models are designed primarily for planning and forecasting over 20-to-30-year time horizons. The models provide monthly and annual water demand forecast for of the six member governments through the 2035 planning horizon. This demand planning ensures that adequate water supply will be made available to member governments in the future and that supplies are added in such a way as to minimize wholesale water rate impacts. Planning for the Near Future - Capital Improvement Planning Tampa Bay Water has a comprehensive Capital Improvement Program of approved and proposed capital projects that is updated annually. Tampa Bay Water utilizes a Multi-Attribute Utility Analysis and a Two-Tier Ranking System method to determine a benefit score for each capital project. The benefit scores allow Tampa Bay Water to prioritize projects to allocate funding sources, assign staff, and determine project schedules. The evaluation criteria are modified or updated annually to reflect the Agency s current strategic goals. Projects are re-evaluated every year until they reach the bidding or construction phase. And, demand projections are annually updated to facilitate new supplies being on-line in a timely manner, but not so far in advance as to unnecessarily burden the cost of water by overbuilding capacity. Planning for Now Renewal and Replacement Program Tampa Bay Water has developed a Renewal and Replacement Program that assists in developing a schedule for replacing or improving components to maintain the reliability of the system. Tampa Bay Water is required to maintain an amount equal to five percent of the prior fiscal year s Gross Revenues or such other amount as is certified by the Consulting Engineer. These funds are available to be used for repair and/or replacement of the System as the need arises. The Renewal and Replacement Fund provisions are reviewed annually by the System Engineer. Annual Rate-Setting Keeping Water Affordable Tampa Bay Water establishes rates based on an annual estimate that sets forth the expected cost of providing wholesale water service to our member governments. The uniform rate consists of a variable cost component and a fixed cost component. The variable cost rate recovers agency expenses that are directly related to the quantity of water delivered, primarily chemicals, electric power, and water purchased from the cities of Tampa and New Port Richey. The variable cost rate is applied to the quantity of water delivered to member governments each month. The fixed cost rate recovers agency expenses incurred for the operation, maintenance, management, security, development, and financing of the water system. The fixed cost rate is assessed to member governments monthly based on onetwelfth of the total annual fixed cost applied to the ratio of each member s annual water usage during the previous fiscal year divided by such usage of all member governments during such year. At fiscal year-end, each member s share of this fixed cost is recalculated based on the current year s usage. The rate structure provides an equitable means of matching the monthly billings with the agency s monthly cash flow needs. Tampa Bay Water utilizes a Rate Stabilization Account that is funded from amounts established by the annual budget or approved by the Board. The fund is used to maintain changes in the Uniform PAGE 8

10 Attribute: Financial Viability Rate at more consistent levels. After meeting the Utility Reserve Fund requirements, any additional funds deposited to the Utility Reserve Fund at the end of the fiscal year are transferred to the Rate Stabilization Account and accounted for as deferred revenues of the fiscal year in which the revenues were accrued. Maintaining the Rate for Seven Consecutive Years The agency s board of directors and management consider many factors when setting the budget and water rates (Uniform Rate). These factors include the estimated demands provided by the agency s member governments, which in turn consider such factors as anticipated population growth of the three counties, environmental conditions, and the economy of the region. For seven consecutive years, Tampa Bay Water s board of directors has approved the agency s fiscal year budget with no wholesale rate increase. The 2017 budget reduced agency expenditures by $3 million and maintained a wholesale drinking water rate of $2.56 per 1,000 gallons. The 2018 budget used no rate stabilization and cost increases were offset by increased revenue from increased demand. At approximately a quarter of a penny per gallon, the cost of wholesale water remains affordable for all residents when compared to other regular household expenses. In addition to holding the rate steady, Tampa Bay Water utilizes an investment strategy that is designed to protect our ratepayers from sudden or unexpected rate changes. The objectives of the Tampa Bay Water s investment policy are safety, liquidity and return on investment. The primary objective is the minimization of risk and the preservation and protection of investment principal. The second objective is to maintain sufficient liquidity always to meet all cash requirements that can reasonably be anticipated. The third objective is to maximize investment return, but only within the constraints of the first two objectives. The investment policy also establishes allowable investments, investment providers, and investment concentrations in furtherance of these objectives. The Agency currently maintains all its deposit accounts in accounts that qualify as Public Deposit accounts as defined by Florida Statutes or have been purchased from Securities Investor Protection Corporation (SIPC) brokers/dealers with a long-term issuer rating in the A category or higher from both Standard & Poor s and Moody s Rating Services. Tampa Bay Water s Investment Pool is in full compliance with the investment policy and had an overall annual rate of return for fiscal year 2016 of 1.06%, compared to the benchmark rate (Bank of America Merrill Lynch 1-3 Year U.S. Treasury Index) of 0.88%. PAGE 9

11 Attribute: Financial Viability To generate additional income, Tampa Bay Water has an agreement with a local electric utility, Tampa Electric (TECO), and is part of its Commercial Demand Response Program. The program helps manage peak demand to reduce summer and winter electricity demand peaks. Tampa Bay Water earns revenue on a quarterly basis by agreeing to reduce TECO-based electricity consumption when TECO calls for a demand response event, i.e. the reduction of energy usage to lower peak demand. Revenues thus earned are deposited into an Energy Fund. Tampa Bay Water accomplishes the energy reductions by exercising its existing backup generators, which comply with EPA air requirements. To date, the agency has received $1.3 million for involvement in this program. PAGE 10

12 Attribute: Infrastructure Strategy and Performance Strategic Planning Tampa Bay Water s strategic plan provides a roadmap to fulfilling its mission of reliably providing clean, safe water to the region now and for future generations. First established in 2011, the strategic plan was updated in 2014 and 2016 to ensure the goals and objectives embrace changes in the organization, while still aligning with the agency s mission and vision. The agency goals are to: 1. Maintain Water Supply and Delivery System Reliability and Sustainability 2. Increase Efficiency of All Agency Operations 3. Maintain Financial Stability and Sustainability 4. Maintain Open, Collaborative Relationships with Member Governments and Other Stakeholders 5. Uphold a Health and Safety Culture In late 2017, the agency will again be updating the strategic plan through a series of workshops with internal staff and board members to add performance metrics and key performance indicators. That work begins in late June 2017 and will be completed by late October Asset Management Tampa Bay Water uses IBM s MAXIMO software for enterprise asset management and maintenance. This tool automates all aspects of maintenance operations including equipment history, scheduling, preventive maintenance, work orders, labor and expense tracking, procurement and reporting. Tampa Bay Water implemented MAXIMO phase one in December 2014 and is currently using it to provide a framework for decision-making processes by: Automatically generating and scheduling preventive and predictive maintenance work orders for the operations and maintenance teams Processing service requests and corrective work orders for the operations and maintenance teams Tracking routine regulatory reports and regulatory interactions Documenting operator's daily activities in the electronic operators log book to meet regulatory requirements Tracking asset operations and maintenance lifecycle costs (inventory parts, service purchase orders, and labor required to maintain assets) Maintaining complete asset history in one location Managing the operations and maintenance asset registry list and functional location hierarchy Calculating and providing reports for maintenance and operations metrics, and key performance indicators Future phases of the MAXIMO implementation are planned to sync the ESRI GIS system with MAXIMO to integrate linear assets using the spatial module; expand the asset registry and work order functionality to the Monitoring and Mitigation, Laboratory and Facilities Departments; and utilize the training module to document and track all operations and maintenance training requirements and expirations. PAGE 11

13 Attribute: Infrastructure Strategy and Performance Planning for Growth and Resiliency Planning for the future is an on-going process at Tampa Bay Water that includes more than potential new supplies. Our long-term planning process includes analyses of future demand, conservation potential, supply reliability, water shortage mitigation planning and hydrologic uncertainty all wrapped up in the Long-term Master Water Plan planning process. This 20-year plan is a framework for meeting the region s future drinking water needs. The Long-term Master Water Plan identifies future water needs and potential water supply projects that could be designed and built to meet those needs for the region. The plan is updated every five years; each update must be approved by the agency s board of directors. The next update will be completed in late The planning process includes data from a comprehensive demand forecasting model that help predict future water demands by analyzing water use data, weather, demographic and economic data. Our Demand Management Plan quantifies potential water savings from passive and active conservation efforts. Planning for dry times is also part of the process. Operational and supply uncertainty is forecasted and modeled, to help understand how to mitigate and manage that risk. Altogether, these models and plans forecast how much water will be needed in the future and when, so we can plan new supplies at the right time to keep our region growing and thriving. As the largest wholesale water utility in the southeastern United States, Tampa Bay Water continually grapples with seasonal water availability issues and periodic droughts, which will likely be exacerbated by climate change and variability conditions. Nearly percent of Tampa Bay Water s supplies comes from local rivers and Tampa Bay. Using surface water sources adds uncertainty to Tampa Bay Water s operations. This makes the Tampa Bay region more susceptible to the effects of climate variability. Because of these changes, Tampa Bay Water is involved in several research studies to find answers to the following questions: How will the earth s changing climate affect our local rainfall? Will rainfall be less predictable in the future? Will river flows be less predictable? How good will our estimates be and what can we rely on for future water supplies? Tampa Bay Water is working with the Florida Water and Climate Alliance (FloridaWCA), whose members include the University of Florida Water Institute, Florida State University, three water management districts and six major public water supply utilities, to better understand how varying weather affects the reliability of our water supplies. Our engineers and scientists use this information to better manage our water supply system under whatever conditions Mother Nature may provide in the future. Tampa Bay Water is also collaborating with other large water providers through the Water Utility Climate Alliance (WUCA), 10 of the nation's largest water providers that collectively supply drinking water for more than 43 million people throughout the United States. Together, these utilities are collecting data, examining modeling tools and holding forums to exchange information with the goal to better understand the impact of changing weather patterns on the world's drinking water resources. PAGE 12

14 Attribute: Enterprise Resiliency Emergency Planning Tampa Bay Water s Emergency Management Plan (EMP) was developed to support National Incident Management System requirements and is an outline of general principles and procedures for staff to follow in effectively responding to an emergency incident or unusual situation either within the agency or within the community. The foundation of the plan is the Water Emergency Incident Command System (WEICS), which is an incident management tool that provides for efficient and effective utilization of agency resources in response to any type of unusual event. The Agency has adopted the Water Emergency Incident Command System to reduce the confusion and chaos commonly experienced by a water utility at the onset of an incident. Our emergency plan is specific in assigning responsibility, authority, and areas to be covered. It is flexible in allowing individuals in command to call upon further reserves of personnel, supplies, equipment, and space as required, but in an organized, documented, and logical manner. Continuity of Operations Tampa Bay Water has established a Continuity of Operations Plan Essential (COP-E) to ensure high levels of service quality and availability in the event of a widespread catastrophic event. Procedures have been developed to support the continuance of time-sensitive business operations and functions in the event of their disruption. Tampa Bay Water is committed to supporting mission essential functions, as required. Likewise, Tampa Bay Water and its management are responsible for maintaining a viable COP-E that conforms to acceptable insurance, regulatory, and ethical practices and is consistent with the provisions and direction of other policy, plans, and procedures. Training Staff and Communicating During an Event Education and in-service training is done through the new employee orientation program, the annual training process, and through an ongoing series of drills. All Tampa Bay Water employees are required to complete Federal Emergency Management Agency (FEMA) training, with all employees requiring at least the IS 100 and IS 700 courses. Employees with emergency roles that differ from their nonemergency assignment are required to complete IS 200 in addition to the base courses. Branch Directors and higher are required to complete IS 200 and IS 300 in addition to the base courses, and command and general staff are required to complete IS 200, IS 300 and IS 400 in addition to the base courses. Tampa Bay Water s emergency training also addresses specific roles and responsibilities during emergencies, and the information and skills required to perform duties, communicate using backup systems, and obtain logistical support during emergencies. Tampa Bay Water maintains employee telephone call lists, cell phone numbers, radio and satellite communication devices and will be utilized as necessary to alert essential staff to respond. Additionally, Tampa Bay Water maintains direct contact with the Emergency Operations Center (EOC) of each member government, state emergency management, law enforcement and regulatory agencies. Tampa Bay Water s Public Information Crisis Response Plan includes specific guidance on working with local media, updating agency website, hotlines and social media to inform the public of the emergency. For both internal and external notifications, Tampa Bay Water utilizes the Everbridge platform that offers flexible mass communication via landline, mobile device, SMS and . The system offers geo-targeting and does not require opt-in for emergency situations. PAGE 13

15 Attribute: Community Sustainability Tampa Bay Water is and has been an active member of the Tampa Bay community. Through involvement with the Tampa Bay Partnership, the Greater Tampa Chamber of Commerce, the Tampa Estuary Program, Leadership Tampa Bay, Leadership Tampa and many other organizations, the agency has provided a foundation for economic development in the region by providing a reliable, high-quality drinking water system. We also work with our member governments to implement programs that have led to the protection and conservation of our sources. Some specific examples include: Source Water Protection Mini-Grant Program: The agency gives up to $30,000 per year in mini-grants to organizations, groups and individuals who implement projects or programs to protect the sources of our drinking water. Funding Education Center - The agency also funds an education center located on one of its wellfields. This education center is used by the Pasco County School District to support environmental education curriculum with on-site visits to the center for students with classroom lessons and in-field experiments. Water-Wise Program This demand management program, run in cooperation with our six member governments and the local water management district, awards homeowners with Florida-Friendly, native yards, who have incorporated water-saving irrigation and techniques into their landscape with the designation of a Water Wise Landscape. Florida-friendly Landscaping Program - For more than 20 years, the agency has also provided more than $400,000 per year to fund this program, whose goal is to foster a sense of environmental stewardship among citizens by increasing awareness of natural systems and resources, and how they relate to ecology, economy and quality of life. The program s greatest emphasis is on designing, installing and retrofitting existing landscapes and associated irrigation systems to more Florida-friendly landscapes, which leads to increases in water use efficiency. Additionally, the agency: Participated in the development of Pasco and Hillsborough County Protection Ordinances; Reviewed and provided recommendations on 300 development proposals since 2007; Provided land for a regional storm water project in Brandon; Helped fund the University of Florida low impact development workshop; and we spend more than $2 million per year on environmental monitoring programs. The work we do is to meet our board s three over-arching goals of reliability, environmental sustainability, and cost-effectiveness. Environmental stewardship was, and remains, a cornerstone of the agency s water supply development. Before the new projects were built, the agency conducted extensive ecological and water quality assessments, so that it had a good baseline against which to measure future conditions. Once operations began for each new source alternative, the agency began extensive monitoring programs to measure any changes in those water bodies. Each year, these reports are compiled and peer reviewed. And each year has shown successful operations. PAGE 14

16 Attribute: Water Resource Sustainability Tampa Bay Water is committed to ensuring it can reliably meet the water demands of the region at an affordable cost and with little to no impact on the environment. The Tampa Bay region has spent more than $1 billion to build an interconnected, flexible and reliable drinking water supply system. Groundwater Recovery Assessment Though alternative water supplies now make up a large part of the regional water sources, the use of groundwater is still vital to the system with percent of the regional supply coming from wellfields some that have been pumping for more than 50 years. Though groundwater pumping has been drastically cut back, in the past very high rates of pumping from these wellfields contributed to lower water levels in some of the region s lakes and wetlands. Reduced pumping from wellfields is showing higher groundwater levels and environmental recovery in some lakes and wetlands. Tampa Bay Water is preparing a Recovery Assessment Plan to provide a final assessment of environmental recovery due to pumping cutbacks; identify any remaining adverse impacts; identify and evaluate potential options to address the remaining impacts; and begin addressing on-going damage now rather than waiting for the permit renewal. This Recovery Assessment is the first of its kind to be performed in the state of Florida, and as such, the specific methods, means and measurements to determine environmental recovery were not defined. The agency has been working with the Southwest Florida Water Management District (the District) for many years, specifically since the permit renewal in 2011, to determine the best means and methods to perform the assessment. Each step requires a team of staff and consultants working together to determine both the measurements and the boundaries that will be used. Surface Water and Desalinated Seawater It has been more than a decade since Tampa Bay Water began tapping the Alafia River, Hillsborough River, Tampa Bypass Canal and Tampa Bay as regional drinking water sources. After more than 14 years of operations and nearly 300 billion gallons of water withdrawn, treated and consumed, the agency s continual monitoring shows no adverse impacts associated with these withdrawals. Care is taken to ensure that Tampa Bay Water s permitted surface water withdrawals are conservative and based on available river flows to protect both low and high flows. The results of monitoring efforts are reviewed annually and are an important part of operations. Additionally, the Tampa Bay Seawater Desalination Facility concentrate discharge has been monitored for more than 14 years and no adverse impacts have been observed. For both alternative water supplies, Tampa Bay Water continues monitoring operations and will take action should conditions change. Reclaimed Water Tampa Bay Water is looking at reclaimed water as a potential future source of supply as part of the agency s Long-term Master Water Plan update. It is one of several source options on the table that will be examined to see if it is a feasible, reliable, cost-effective option for the region. Reclaimed water may be used to augment existing river water flows into the agency s surface water treatment plant or it may be cleaned to drinking water standards at a new advanced, multi-barrier facility than blended with other sources. It may also augment the existing flow into the seawater desalination facility. There are also projects under consideration that involve recharging the aquifer with treated reclaimed water so that it may be withdrawn later and at another location. PAGE 15

17 Attribute: Stakeholder Understanding and Support The agency has a long track record of proactive public outreach to ensure transparency and ensure community values are incorporated into proposed projects. The agency annually composes and/or updates a communications plan that is approved by the board of directors. The plan focuses on communicating the benefits of water and water services, and water s role in the social, economic, public and environmental health of the community. We have developed internal and external communications and outreach plans that highlight projects and initiatives, successes, water policy, and regional supply and demand. Additionally, any project with the potential for public impact includes a public information component and feedback mechanism for the public. Tampa Bay Water s commitment to informing and involving stakeholders began in 1995, when the regional utility hired its first public relations staff member and approved its first communications plan. That commitment has solidified through the years, with stakeholder involvement playing crucial roles in many significant efforts: The agency s governance restructuring Approval of a $610 million Master Water Plan that included alternative water sources Siting and design of the Master Water Plan projects Water quality testing and improvements Conservation initiatives Water quality education and awareness For the past 20 years, Tampa Bay Water has conducted qualitative and quantitative research on which its public communications and outreach plans are based. These plans are developed with input from the six governments we serve and approved by the Board of Directors. In fact, our stakeholder efforts begin with the governments we serve: our board members, utility directors, public communications and public affairs officers, conservation coordinators, water quality officers and more. By working closely with our members, we can ensure an understanding of our budget process, operational constraints, capital improvement needs, long-range planning requirements as well as water quality and conservation concerns. But there are times when outreach to our member governments residents is required. That s why Tampa Bay Water is committed to working with local environmental groups; Tampa Bay area business, community and civic groups; students at select educational institutions; and residents near existing and proposed facilities. One exciting initiative the agency is currently undertaking is directed at students. The goals are two-fold: to educate students on the benefits of adequate and reliable drinking water supplies in terms of value, economic sustainability and environmental stewardship and to communicate the importance of source water protection. All of these efforts capture the board s strategic plan goal of Maintaining Open, Collaborative Relationships with Member Governments and Other Stakeholders. PAGE 16