Water and wastewater utilities face mounting pressures to deliver safe, affordable, and reliable services amid intensifying challenges: affordability and rate sensitivity, supply chain disruptions, changing workforce dynamics, and rising operational costs. Addressing these challenges is beyond the capacity of any one organization and will only be achieved through innovation and collaborative efforts across the sector. These intersecting drivers are prompting utilities worldwide to re-examine their business models, community roles, and approaches to innovation, including establishing Research & Innovation (R&I) Programs (WRF 4907). Since 2015, a network of water, wastewater, and public sector organizations has developed practical resources and frameworks to support R&I in the water sector (WRF 4642, WRF 4907, TWTI-21-01). In a previous research effort, this network identified utilization of resources outside of the organization as the most broadly and effectively adopted innovation management discipline (WRF Project 4642). These partnerships can take multiple forms including collaborations with vendors, consultants, universities, and peer utilities, among others. Utility-to-Utility collaboration, which provides access to broader networks of expertise and skillsets, expanded resources, and opportunities to limit risk, is consistently rated as one of the most valuable partnerships by utility innovation leaders. However, only 25% of such collaborations meet expectations, limiting the sector's ability to share insights, pool resources, and accelerate impactful change (WRF Project 4907). Additionally, resource availability is consistently selected as a top internal inhibitor to innovation, with only 43% of utilities reported having a process for providing resources for innovation (WRF Project 4642). These internal challenges are only compounded by external pressures, which can further inhibit R&I program success. The most recent collaborative effort of this group, Accelerating Research and Innovation through Collaboration and Emerging Catalysts, is being conducted by approximately 40 utilities from around the world including the US, Canada, Brazil, and Australia, and is advised by a technical advisory panel of leading industry organization including The Water Tower Institute, the Water Research Foundation, the American Water Works Association, the American Metropolitan Water Association, and the Water Environment Federation. This ongoing project examines how utilities may improve the value of direct peer-to-peer collaborations and sharing of innovation insights, deploy creative tactics for resourcing their R&I efforts, and effectively leverage emerging market drivers, artificial intelligence (AI), and digital technologies to accelerate innovation program impact. This session will present attendees with a toolkit to address these challenges, developed through a comprehensive, cross-sector analysis. This toolkit synthesizes public and private best practices and sector case studies into tailored tactics for addressing utility core interests. Attendees will leave the session with proven approaches to enhance R&I outcomes through stronger collaborations, resourcing, and leveraging digital tools, empowering them to transform innovation from a siloed activity into a sector-wide engine for progress.

Governance as a Catalyst: Portland's One Water Story The City of Portland and Stantec Consulting submit this abstract for the 2026 WEF/AWWA Utility Management Conference. Portland leveraged voter-approved governance reform to launch and accelerate its One Water journey, demonstrating how governance serves as a powerful enabler of transformation. This case study highlights how governance reform, leadership alignment, participatory stakeholder processes, and community trust combine to create meaningful progress. The presentation shares Portland's process, supported by Stantec's facilitation, offering transferable lessons on change management and advancing the One Water mindset to improve resilience, break down silos, and enhance customer service. Portland's One Water Journey As water challenges become increasingly complex and interconnected, siloed management of drinking water, wastewater, and stormwater is no longer viable. Cities must adopt approaches that integrate governance and planning, maximize resource value through standardized practices, and build resilience to climate and seismic events, as well as economic, social, and financial pressures. Portland is embracing this transformation through its One Water journey-a deliberate effort to move from siloed management to a circular water economy emphasizing integrated watershed and programmatic management, performance management, collaboration, financial planning, resource recovery, and affordability. In August 2024, former Mayor Ted Wheeler directed Portland's Public Works Service Area (PWSA)-comprised of the Water Bureau, Bureau of Environmental Services, and Bureau of Transportation-to assess feasibility of adopting a One Water model. Stantec, alongside the US Water Alliance and NEX Strategies, led the Preliminary One Water Feasibility Study and Roadmap, completed in 45 days. This work coincided with Portland's historic government transition (Measure 26-228), offering a once-in-a-generation opportunity to design organizational models around integration rather than silos. Governance as an Enabler of One Water Portland's charter reform, approved by voters in 2022 and effected in 2025, dismantled its unique commission form of government where elected officials simultaneously led the City's legislative branch and served as bureau executives. The transition to a professional city administrator model, supported by district-based elected council members, fundamentally reshaped bureau relationships. The creation of the Public Works Service Area-bringing together Water, Environmental Services, Transportation, and later Parks-was intentionally designed to break down silos and foster collaboration. This reorganization provided a governance framework uniquely aligned with One Water principles. The feasibility study found that while leadership collaboration occurred in isolated cases, significant challenges and opportunities for realignment remained. Historically, bureaus developed 'bespoke,' mission-aligned processes, solutions, and policies serving narrowly defined needs with limited coordination. This resulted in varied solutions to shared problems. Lack of common standards bred inefficiency, conflicts, and prevented best practice sharing between departments. Without coordinating on shared goals, departments planned, budgeted, and executed independently, causing missed opportunities, delays, and higher costs for tax- and rate-payers. Staff expressed optimism about shared leadership culture, emphasizing desire for clarity, alignment, and collective vision. The recommendation to form a One Water Leadership Team was rooted in this insight: the city needed a formal cross-bureau body empowered to set priorities, drive integration, and ensure accountability. One Water and the Circular Water Economy Portland's study highlighted how existing successes and future opportunities align with principles of reduction, recovery, and regeneration: Reduction: Portland's nationally recognized green streets and stormwater management practices reduce infrastructure strain, improve water quality, and deliver ecosystem benefits. Shared performance management and affordability initiatives between Environmental Services and the Water Bureau illustrate how coordinated financial strategies reduce customer costs while maintaining system investment. Recovery: Opportunities include biosolid recovery for agricultural applications, expanding methane recovery from wastewater treatment to generate renewable energy, and exploring greywater reuse for parks irrigation, plus nutrient capture and stormwater harvesting for non-potable uses. Regeneration: Integrated capital improvement planning, coupled with system-wide resiliency assessment for climate, seismic, and financial threats, enables Portland to regenerate long-term resilience. This includes watershed restoration, green infrastructure expansion, and nature-based solutions improving both built and natural systems. Work to Date Since completing the One Water Feasibility Study in October 2024, Portland has advanced implementation through governance, integration, and equity. A One Water Leadership Team and supporting Project Management Team guide cross-bureau collaboration between Environmental Services, Water, and Transportation. An inventory of key functions identified opportunities to align affordability programs, capital planning, emergency management, and maintenance systems. With nearly $1 billion in annual infrastructure investment, Portland launched integrated capital planning to coordinate projects across bureaus while strengthening seismic resilience and updating climate assessments to address heat, drought, wildfire, and flooding risks. Collaborative work with Parks and the Bureau of Planning and Sustainability advances natural resource management for climate resilience. A five-year Joint Affordability Strategy is underway to improve rate structures, expand customer assistance, and control costs. Equity has been elevated through Public Works Procurement Day, fair contracting forums, and targeted neighborhood investments. These initiatives demonstrate how Portland is embedding One Water as a framework guiding infrastructure investment, environmental stewardship, affordability, and resilience. Outcomes and Broader Lessons The feasibility study concluded that Portland is well-positioned to become a national leader in One Water and circular water economy practices if governance reforms create lasting organizational alignment. While early in its journey, strong leadership, intentional change management, and transparent communication about water service value are proving essential to sustain public trust and political will. Portland's case demonstrates that One Water strategies can be driven by various organizational levels including governance reboots. Leveraging motivating factors-crisis, opportunity, or structural reform-enables organizations to adopt One Water practices. By realigning bureaus under PWSA, creating cross-bureau leadership structures, and embedding equity and resiliency in planning, Portland is laying groundwork for integrated watershed management and a regenerative, circular water economy. This case offers transferable lessons: governance reform provides critical openings for integrated water management; leadership collaboration and community trust must be cultivated intentionally; and embedding reuse, recovery, and regeneration into planning creates durable pathways toward financial sustainability, equity, and climate resilience. Ultimately, Portland's One Water journey models how cities can transition from linear 'use and dispose' systems toward regenerative, circular water economies. By embedding reuse, resiliency, and recovery into governance, policy, and practice, Portland charts a course for sustainable urban water management in an era defined by complexity, collaboration, scarcity, and change. Summary This abstract presents a rare case where once-in-a-generation governance reform directly enabled a utility's transition toward a One Water framework. Portland's experience demonstrates how structural change, combined with intentional leadership alignment and community engagement, unlocks integration across water, wastewater, stormwater, and transportation systems. The case study advances the field by connecting governance design to circular water economy practices, equity, and resilience-areas of growing importance for utilities nationwide. This submission offers both a unique perspective on governance as a catalyst for One Water and practical transferable lessons for cities and utilities facing similar pressures.

The Town of Cary, North Carolina, serves a dynamic and rapidly growing service area that includes Morrisville, RTP South, RDU Airport, and the Town of Apex. As a regional utility provider, Cary faces the challenge of supporting growth while maintaining long-term water reliability, affordability, and environmental stewardship. The 2025 Long Range Water Resources Plan (LRWRP) provides a strategic framework for managing water and wastewater needs through 2070, grounded in technical analysis and shaped by collaboration. The LRWRP was developed with input from regional partners and aligned with council priorities. A visioning workshop held early in the process brought together utility partners, planners, and regulators to shape the plan's direction and ensure alignment with broader regional goals. This collaborative approach was essential given Cary's joint ownership of key infrastructure, including the Cary-Apex Water Treatment Facility (CAWTF), the Western Wake Regional Water Reclamation Facility, and a shared interbasin transfer certificate with Apex. These shared assets require coordinated forecasting, investment planning, and regulatory engagement to ensure long-term reliability and capacity. The plan is built around three foundational planning elements: 1. Looking Back: Understanding System Performance A comprehensive Water Use Analysis examined historical trends across raw and finished water, wastewater, and reclaimed systems. The analysis included daily and seasonal consumption patterns, customer billing data, and system performance metrics from 2001 to 2022. Cary's residential per capita water use has declined to 49 gallons per capita per day (gpcd), well below the national average of 83 gpcd, reflecting the success of conservation efforts. 2. Planning Ahead: Forecasting Growth and Demand Water demand and wastewater flow forecasts were developed using probabilistic modeling and scenario evaluation, incorporating parcel-level growth projections, regional transportation plans, and the Imagine Cary Community Plan. The forecasts account for growth across multiple jurisdictions and include coordinated projections with Apex to reflect shared infrastructure needs. By 2070, Cary's finished water demand is projected to reach 33.6 MGD, with a combined Cary & Apex maximum day demand of 71 MGD for Cary and Apex- exceeding the current CAWTF capacity of 56 MGD. Wastewater treatment needs will also increase, with Western Wake Regional WRF projected to exceed capacity by 2046. 3.Balancing Supply and Demand: Strategic Resource Management Cary's strategy prioritizes optimizing existing resources before seeking new supply. Key initiatives include: •Process Loss Recovery at CAWTF: Backwash recycling and recovery could reclaim up to 5 MGD of raw water and add 5 MGD of finished water capacity, potentially deferring expansion needs by over a decade.

Conservation and Efficiency: Cary continues to promote low-flow fixtures, smart irrigation, and sustainable building practices. Reclaimed water use and the Living Buildings initiative support long-term reliability.
Jordan Lake Allocation: Cary and Apex currently hold a combined allocation of 46.2 MGD. The LRWRP positions Cary to pursue additional allocation in Round 5 and explore reallocation of storage pools to increase supply.
Regional Collaboration: As a member of the Triangle Water Supply Partnership, Cary aligns its planning with regional strategies and participates in the Triangle Regional Water Supply Plan. The LRWRP outlines a portfolio of strategies that balance infrastructure investment, environmental stewardship, and cost management. These include optimizing existing infrastructure, securing additional water supply, and planning for treatment capacity expansions. The plan also includes scenario evaluations to assess the impact of high and low growth trajectories, ensuring flexibility in decision-making. Outcomes and Benefits The LRWRP provides Cary with a robust roadmap to meet projected water and wastewater needs through 2070. It supports:

Infrastructure Timing: Clear triggers for expansion based on 80% capacity thresholds.
Cost Efficiency: Deferred capital investments through optimization and conservation.
Regulatory Alignment: Coordination with NCDEQ and EMC for interbasin transfer and allocation approvals.
Regional Resilience: Shared planning with Apex and other utilities to ensure sustainable growth.

This presentation will share Cary's strategic planning journey, highlighting lessons learned in stakeholder engagement, regional coordination, and navigating the complexities of joint infrastructure planning. Attendees will gain practical insights into how Cary's framework supports long-term resilience, infrastructure decisions, and adaptive planning in the face of growth, climate uncertainty, and evolving customer expectations.

Public utility agencies face a growing challenge: delivering critical infrastructure improvements amid limited internal staffing capacity. While many utilities have access to capital funding, they often lack the internal bandwidth to manage multiple large-scale projects simultaneously. This paper presents a replicable model developed by Pinellas County Utilities (PCU), which leverages Project Management Augmentation Services (PM Aug) to integrate experienced engineering consultants into internal teams. These consultants bring deep technical expertise and scalable support to manage a diverse and expanding portfolio of Capital Improvement Program (CIP) projects. Launched in 2022 with five initial projects, PCU's PM Aug program has grown to 37 projects valued at over $360 million. Today, 17 senior and junior project managers work alongside PCU staff to deliver projects across all phases-from planning through construction. These initiatives include:

Advanced Metering Infrastructure (AMI) conversion
Wastewater treatment plant and pump station upgrades
Water, wastewater, and reclaimed water pipe replacements and relocations •Infiltration and inflow (I&I) reduction and air release valve replacements
Transfer of private sewer systems to public ownership
Building upgrades and joint municipal coordination

The PM Aug model has enabled PCU to streamline project execution using both progressive design-build and traditional design-bid-build delivery methods. These strategies have helped the utility stay on schedule and within budget, despite increasing project complexity and staffing constraints. Notably, projects managed under the PM Aug model saw a 35% increase in CIP spending, a key indicator of accelerated delivery, along with reduced delays. Two of PCU's largest initiatives are being delivered under this model: the Advanced Metering Infrastructure (AMI) Conversion Project and the Mobile Home Community (MHC) Wastewater Collection System Improvements Project. The AMI Conversion Project highlights the model's effectiveness in managing technical complexity. It involves replacing approximately 115,000 existing water meters and installing 14,500 new AMI meters for reclaimed water customers. The project's complexity, stemming from coordination across seven contractors and integration with PCU's billing platform, required a dedicated project lead. Through PM Aug, PCU assigned a senior project manager to serve as the central point of coordination among the integrator, meter supplier, installer, and internal stakeholders. This focused leadership enabled the project to maintain momentum, resolve issues quickly, and keep all parties aligned. As a result, the AMI project is currently tracking approximately nine months ahead of schedule. Another compelling example is the Mobile Home Community Wastewater Collection System Improvements Project, which addresses I&I issues by transitioning aging, privately owned wastewater systems in mobile home communities to modern, publicly managed infrastructure. These projects are fully grant-funded and involve:

Replacing and bringing private systems under public management
Designing and constructing new gravity sewer systems
Coordinating with multiple community associations and property owners
Minimizing disruption to residents during construction Given the sensitive nature of working within residential communities and the complexity of stakeholder coordination, PCU again leveraged PM Aug to assign a dedicated senior project manager. This individual served as liaison between PCU, design consultants, contractors, construction engineering and inspection teams, and community representatives. Key responsibilities included facilitating public outreach and community meetings, managing design, permitting, and easement acquisition, overseeing phased construction to minimize service interruptions, ensuring compliance with environmental and regulatory requirements, and managing grant funding and reporting. The PM Aug manager's focused oversight helped streamline communication, reduce resident concerns, and keep the project on track. As of September 2025, the project is 46% complete, with one MHC in the testing phase and another added to the program due to cost savings. The project is ahead of schedule and has received strong community support. This case underscores how PM Aug can be effectively applied not only to technically complex projects like AMI, but also to community-sensitive initiatives that require diplomacy, coordination, and sustained engagement. The paper will also provide practical guidance for utilities looking to adopt or scale PM Aug services, including structuring contracts for flexibility and accountability, selecting consultants who can integrate quickly and add value, onboarding strategies to align external PMs with internal systems and culture, performance tracking methods to measure impact on schedule, budget, and backlog, and lessons learned from rapid scaling, including communication protocols and knowledge transfer. Consultants will gain insights into how to position services to meet utility needs without overstepping internal roles, build trust and credibility within public agency teams, structure teams with both senior leadership and junior support, adapt to various delivery methods (design-build and design-bid-build), and demonstrate value through measurable outcomes like backlog reduction and cost control. Utility managers attending this session will walk away with actionable strategies to bolster internal capabilities without long-term staffing commitments, reduce project backlogs and accelerate infrastructure delivery, and improve project outcomes through targeted expertise and scalable support. By learning from PCU's successful implementation, attendees will gain a roadmap to launch or enhance their own PM Aug programs. This adaptable, scalable model offers a compelling solution for utilities navigating similar staffing and workload challenges.

The Town of Pittsboro, North Carolina, faced a transformative challenge following the approval of one of the state's largest master-planned communities. With a current population of approximately 4,500 and infrastructure designed for incremental growth, the town is now preparing for a projected population exceeding 84,000 within two decades. Concurrently, regional economic development-including two major industrial megasites-has intensified pressure on existing water and wastewater systems for the region. In response, the municipalities of Pittsboro, Siler City, and Chatham County consolidated their utility services with the City of Sanford, forming TriRiver Water, a regional utility entity designed to support long-term growth and resilience. This session will provide municipal utility professionals with actionable strategies for managing large-scale utility mergers, addressing water supply and distribution challenges, and securing financial and operational sustainability. Using the TriRiver case study the presentation will focus on: [b]Collaborative Negotiation Processes:[/b] Gain insights into the negotiation process highlighting the critical role of legal frameworks and working groups composed of elected officials, staff, and attorneys. [b]Financial Modeling for Utility Mergers:[/b] Explore the financial strategies developed to support over $400 million in capital improvements, including the establishment of System Development Fees and achieving rate parity. [b]Workforce Transition Management:[/b] Discover best practices for handling the transition of utility staff to ensure continuity and efficiency in service delivery during and after the merger. [b]Public Engagement and Transparency:[/b] Learn how an open and transparent process helped build trust and facilitate a smooth transition in utility management between two local governments. [b]Water Supply Planning:[/b] Each legacy utility operated its own water treatment plant (WTP). The merger enables strategic interconnectivity and resource sharing. Future supply options under evaluation include a new WTP through the Triangle Water Supply Partnership and expansion of Sanford's existing facilities. [b]Demand Forecasting and Growth Management:[/b] Lee and Chatham Counties rank among the fastest-growing regions in the U.S., driven by proximity to the Research Triangle Park and RDU International Airport. The Triangle Innovation Point and Chatham-Siler City Advanced Manufacturing Site are expected to catalyze significant industrial and residential development. [b]System Reliability and Redundancy:[/b] Historically, limited interconnection between systems posed risks during emergency events. A regional water model of the interconnected system identifies opportunities for cross-system water transfers, enhancing reliability and operational flexibility under stress conditions such as droughts or infrastructure failures. [b]Operational Optimization:[/b] Consolidation introduces new looping opportunities and service enhancements. The regional water model supports analysis of pressure zones, water age, and flow dynamics to ensure water quality and efficient operations across the integrated network.

Trust has become one of the most valuable forms of infrastructure for modern utilities. Customers, regulators, and elected officials want confidence that utilities are investing wisely, operating transparently, and addressing affordability and equity in measurable ways. The Portland Water Bureau (PWB) and the Bureau of Environmental Services (BES) are advancing this work through the careful use of artificial intelligence, data analytics, and equity-driven planning tools. Portland's approach recognizes that building trust begins long before technology is fully implemented. Both bureaus are using AI and data to inform system investments, improve operational planning, and design affordability programs that reach those most in need. System-Level Trust – Data-Driven Capital and Asset Decisions Both utilities are applying optimization and machine-learning tools to improve transparency and efficiency in large, complex investment decisions. At PWB, the Engineering Planning group has used Optimatics AssetAdvanced since 2021 to support in-house mains project selection. The software uses the bureau's GIS pipe data, RANK database, and asset-management metrics to identify roughly 30,000 feet of the most desirable pipe segments for replacement each year. In FY 2024/ 2025, full in-house selection was completed using the software, supported by engineering review, saving extensive analysis time compared with manual methods. The process continues for FY 2025/ 2026 and will improve as data quality and internal coordination strengthen. PWB also piloted AssetAdvanced's machine-learning likelihood-of-failure (LOF) module. Early results showed high accuracy relative to statistical models, demonstrating potential to replace more labor-intensive analysis. Whether the module becomes a budgeted tool will depend on fiscal capacity, but the pilot confirmed that data-driven risk modeling can enhance affordability and accountability. At BES, staff have used Optimatics Optimizer since 2019 to prioritize capital improvements, evaluate alternatives, and inform operational strategies for the combined-sewer system. Optimizer's genetic algorithms link directly with hydraulic models and risk data to evaluate thousands of options under real-world constraints such as cost, surcharge potential, and combined-sewer-overflow (CSO) risk. Applications include: Balancing inflow control and pipe upgrades: In the Sullivan Basin, Optimizer tested combinations of stormwater controls and pipe replacements to reduce surcharge and capacity issues. Streamlined alternatives development: Automated analyses now generate and compare preliminary alternatives systematically, improving consistency and saving staff time. Large-diameter pipe evaluation: BES is piloting the Optimizer Blockage Tool to assess failure consequences for large-diameter sewers, supporting climate-resilient, long-term planning. Hydraulic-model efficiency: Work with consultants is exploring Optimizer's role in model calibration to increase accuracy and reduce manual workload. Together, these efforts demonstrate how AI can replace traditional, resource-intensive methods with scalable, transparent, and reproducible processes that strengthen fiscal stewardship. Service-Level Trust – Laying the Groundwork for Transparency At the service level, both bureaus are preparing for Advanced Metering Infrastructure (AMI). They are in the procurement phase for a meter-data-management (MDM) system and have begun installing and retrofitting AMI-ready meters. These early steps are guided by principles of transparency, privacy, and equitable access. AMI will eventually provide customers with more predictable bills, real-time leak detection, and clearer understanding of usage. Even in procurement, the conversation around data standards and integration is improving internal communication and setting expectations for accountable implementation. Personalized Trust – Engaging Customers Through Data and Design To extend transparency to the individual level, the bureaus are developing a Customer Engagement Portal (CEP) scheduled for launch next year. The portal will allow customers to view usage data, receive tailored insights, and provide feedback, creating a two-way exchange between the utility and its customers. This capability will help transform raw data into understanding and understanding into trust-well before all technical components are complete. Machine Learning for Affordability – The Smart Discount Pilot Portland is also testing the role of AI in proactive affordability assistance. The Smart Discount Pilot uses machine-learning models to analyze billing and payment patterns alongside other data indicators to identify households that may experience financial stress. The goal is to determine whether data can responsibly predict financial need and enable targeted assistance before accounts become delinquent. Early findings are promising and emphasize the importance of coupling technology with empathy, ethics, and careful governance to avoid bias. Equity and Leadership Integration Both bureaus are using an Equity Data Toolkit-which integrates utility, billing, and public-health datasets-to help prioritize infrastructure investments and program outreach. While the bureaus do not yet operate under a formal shared data-governance structure, collaboration between planning, asset-management, and customer-service teams has increased alignment and built a stronger foundation for future governance. Leadership across both organizations is emphasizing transparency, communication, and equity considerations as part of every technology-related decision. Lessons Learned and Broader Applicability Although much of this work is still underway, several lessons have already emerged: Cross-functional collaboration accelerates progress and reduces redundancy between bureaus. Early attention to data integration and privacy prevents larger issues later in implementation. Equity-driven analytics make investment decisions more defensible to both policymakers and the public. Incremental deployment allows utilities to learn and adapt without undermining public confidence. Together, these projects show that AI and analytics can strengthen trust long before outcomes are fully realized. Portland's experience demonstrates that transparency in the process-how data are used, communicated, and tested-can itself build credibility and affordability. Learning Objectives 1. Explain how AI and analytics can improve capital investment planning, asset management, and affordability-program design. 2. Describe how early-stage AMI and customer-platform planning support transparency and readiness. 3. Identify leadership, equity, and communication practices that connect digital transformation to public trust.

In the wake of a 2022 Boil Water Notice and a subsequent external review, Austin Water (AW) launched a comprehensive internal management and organizational evaluation to address organizational and cultural challenges. While the evaluation was initially scoped to address staffing and the management structure at AW's water treatment plants, the findings revealed broader issues common to many municipal utilities, ranging from limited organizational autonomy to varying leadership practices and morale challenges. The evaluation, led internally by a cross-functional team, utilized the Partnership for Safe Water's Self-Assessment framework and was enriched by interviews with leaders from five high-performing peer utilities. This benchmarking process helped AW pinpoint actionable strategies for improvement, including enhancing compensation structures, clarifying roles and responsibilities, and fostering a culture of accountability. The evaluation team organized its findings into three core themes:
1. Organizational Autonomy – addressing organizational structure constraints, compensation flexibility, and job classification challenges associated with being part of a larger government organization;
2. Culture—tackling employee engagement, recognition, leadership development, and bridging the gap between field and office staff; and
3. Standardization – improving consistency in policy enforcement, training, and performance management. Throughout this year-long evaluation, Austin Water engaged in deep organizational reflection, identifying several key improvements that bolster operational efficiency, leadership effectiveness, and infrastructure reliability. Notable management improvements include a more robust management structure with better-defined reporting relationships, a streamlined onboarding process, effective retention strategies, targeted leadership development initiatives, clarified policies and procedures, and establishment of a knowledge management and transfer framework. To foster a strong organizational culture, the evaluation team also recommended cultural initiatives like employee feedback channels, expanded recognition programs, and increased executive visibility at field sites, all aimed at building stronger relationships and trust across the organization. Operationally, AW significantly bolstered its resilience by developing situational awareness dashboards, establishing Standard Operating Procedures (SOPs) for non-normal conditions, and creating targeted training programs specific to water treatment plant operations. These improvements have increased preparedness, reduced maintenance backlogs, and improved water quality performance. By implementing these operational strategies, AW not only addressed immediate challenges but also established a foundation for sustained reliability and responsiveness in its services. This presentation will share the key findings, strategic actions, and measurable impacts of AW's transformation, with an emphasis on how other utilities can replicate this introspective approach and take advantage of AW's lessons learned. By leveraging internal expertise, engaging in peer benchmarking, and committing to cultural change, AW has laid a strong foundation for a more resilient, engaged, and high-performing utility. Attendees will gain valuable insights and practical strategies that can be adapted to their own organizations, fostering a culture of continuous improvement and operational excellence.

The water and wastewater industry faces a significant and growing challenge: the rapid loss of institutional knowledge due to the retirement of long-tenured employees, increasing turnover, and a shortage of structured succession and training programs. For many public utilities, this presents a threat to both operational continuity and regulatory compliance. The complexity of water and wastewater treatment processes, combined with the sector's increasing reliance on aging infrastructure, technology, and stringent environmental regulations, demands a workforce that can make informed, experience-based decisions. Many organizations lack the systems necessary to capture and transfer critical institutional knowledge, and this problem is compounded by the accelerating rate of retirements (as of 2025, over 11,000 people are turning 65 years old every day). Nowhere is this more apparent than in operational departments, where the knowledge required to make effective process control decisions has traditionally been passed down informally-through side-by-side training, mentorship, or on-the-job exposure. As key staff leave or retire, this informal model begins to break down. Without a systematic approach to retaining and sharing expertise, organizations risk making decisions in an information vacuum, increasing operational risk, reducing efficiency, and impacting public health or the environment. This presentation explores how South Platte Renew (SPR), Colorado's third largest WWTP, responded to such a challenge. Following the turnover of several key members of its operations department, SPR was left with a largely inexperienced team tasked with running complex treatment processes with minimal historical or procedural guidance. Rather than attempting to recreate a traditional model of knowledge sharing SPR embraced a new, system-based approach focused on resilience, risk mitigation, and long-term sustainability. Understanding the Challenge Plant operations at SPR experienced significant turnover over a short period, with several senior operators retiring or moving on. These individuals had carried much of the facility's operational memory, including knowledge of specific process quirks, regulatory requirements, history, and situational problem-solving. Their departure exposed a critical vulnerability: much of the decision-making capacity was embedded in people, not systems. As a result, remaining staff found themselves without the knowledge needed to maintain process stability or respond effectively to unplanned events. While this scenario is not unique to SPR, its response provides a model for other utilities facing similar transitions. The organization recognized that institutional knowledge, if left unstructured, can easily be lost. Instead of trying to replicate the old system by hiring experienced staff, SPR focused on building a framework that would enable any operator-regardless of tenure-to access critical information, make informed decisions, and contribute meaningfully to the facility's performance. Strategy 1: Building Systems, Not Just Teams The first step in bridging the knowledge gap was to shift the organizational mindset from person-dependent operations to system-dependent operations. This meant utilizing standardized operating procedures (SOPs), process guides, and documentation for routine tasks, troubleshooting, and emergency scenarios. To ensure these documents remained relevant, SPR incorporated feedback from operators at all levels. Inexperienced staff were encouraged to identify gaps or ambiguities in the procedures, and improvements were made iteratively. The goal was not to produce perfect documents but to create a living system of institutional memory that grows and evolves with the team. Management staff also facilitated collaborative process evaluations on a regular basis. These evaluations were discussions involving multiple plant divisions (Engineering, Lab, Operations, Maintenance) and were centered around identifying critical failure points or process upsets before they occurred. Several of these discussions identified complex procedures or high risk activities that could be planned for, and built additional touchpoints such as daily readings or visual observations to help train operators about the criticality of these processes. This approach also extended to digital systems. SPR implemented centralized knowledge management tools where documentation, process trends, and historical data could be accessed easily. This provided newer staff with context for decision-making, empowering them to act with greater confidence and accuracy. Strategy 2: Using a Risk-Based Framework Another key component of SPR's strategy was adopting a risk-based approach to operations. Recognizing that inexperienced teams may struggle with prioritization or understanding the downstream effects of decisions, SPR developed a framework to help operators assess the likelihood and consequence of various process conditions and potential failures. This framework was designed to guide decision-making during both routine and non-routine events. For example, rather than relying on intuition to determine whether a process deviation warranted immediate intervention, operators were trained to assess the potential impact of inaction against available mitigation strategies. This structured thinking helped reduce decision paralysis and ensured that limited experience did not equate to inaction or misjudgment. Additionally, the risk-based approach encouraged collaborative learning. Multi-functional teams were brought together regularly to debrief recent issues, walk through what was known, what was assumed, and what could have been done differently. These sessions helped reinforce systems thinking while creating a culture of continuous improvement. Strategy 3: Intentional Knowledge Capture SPR also committed to proactive knowledge capture. Rather than waiting for staff to leave before trying to collect their knowledge, the organization began identifying roles, tasks, and pieces of information that were vulnerable to loss. These were prioritized for documentation, cross-training, and procedural development. Mentorship was reimagined not as a one-on-one pairing but as a team-based process. Senior staff regularly hosted live process walkthroughs during shift changes, which allowed for conversation and a deeper understanding of current process trends as well as exploration of what-if scenarios. This approach helped with engagement across a group of less experienced operators, and encouraged participation regardless of tenure. Strategy 4: Competency Based Training To support the growth of operations staff and enable fast and repeatable training program, SPR developed a competency-based training schedule. This approach focused on creating transferable skills and an evaluation system that allowed operations staff to demonstrate their capabilities. This system was tied to performance evaluations and career advancement, and enabled management to train operators to be competent in systems, rather than just simply performing rote tasks. Conclusion The experience at South Platte Renew illustrates both the vulnerability and the opportunity that comes with workforce transition in public utilities. While the loss of institutional knowledge presents a real threat to operations, it also provides a catalyst for rethinking how knowledge is captured, shared, and used. By building systems rather than relying on individuals, and by taking a risk-based, structured approach to training and operations, public utilities can create resilient teams capable of adapting to change, sustaining performance, and delivering on their public service mission in the face of significant turnover. SPR's experience is a call to action for utilities across the sector: institutional knowledge cannot be assumed, and it cannot be replaced overnight. With the right strategies in place, it can be preserved, shared, and even strengthened. This ultimately paves the way for a more stable and sustainable workforce as our industry becomes more complex. One final note -- I selected 'Healthy Leadership System Management' as a topic but believe this could also work for Leadership Stories or even potentially Strategic Planning categories.

[b]Operationalizing Strategic Utility Planning[/b] Defining a clear vision is a critical first step for any utility, but translating that vision into the everyday flow of operational decisions is one of the most persistent and complex issues facing the water sector today. Too often, bold ideas stall at the point of execution, leaving utilities with fragmented priorities, underutilized resources, and missed opportunities. This presentation explores how the City of Boise's Water Renewal Services (WRS) tackled this challenge head-on by transforming recommendations from its strategic implementation plan (the [i]what[/i] and [i]why[/i]) into a living, tactical framework (the [i]how[/i]). Attendees will learn how WRS built a repeatable process that connects strategic drivers to capital planning, developed prioritization metrics rooted in the utility's vision and community values, and created feedback loops that allow tactical execution to shape future strategy. The session will offer practical tools and insights for utilities seeking to close the implementation gap and build resilient, adaptive systems that reflect both regulatory requirements and public expectations. Key lessons learned will be explored: ensuring implementation decisions are incorporated into subsequent strategies, connecting capital planning with other tactical planning efforts, and identifying the timing and prompts for updating tactical plans. [b]From Disposal to Purpose: The Strategic Shift[/b] In 2020, WRS redefined its mission, shifting from disposal to renewal: the 2020 WRS Utility Plan set a new direction for the utility and established the broad vision (the [i]what[/i]) for the next several decades. Importantly, WRS invited its community to co-author the future-shaping a utility plan that reflects shared values, environmental stewardship, and long-term resilience. The utility plan unified diverse planning drivers into a clear framework – [b]planning drivers[/b] (the [i]why[/i]) were used to build viable solutions, instead of trying to do everything, everywhere, all at once. This was done by establishing the [b]boundary conditions[/b] of the planning drivers underpinning the utility plan. The vision of [i]what[/i] and [i]why[/i] established in 2020 still stands today. The WRS Utility Plan is not a static map - it's a compass. To follow the compass's guidance, the 2020 WRS Utility Plan also established an implementation roadmap (the [i]how[/i]) for WRS to move toward that Vision and meet the expectations of the community, organized in '4Ps' – People/Processes, Policy, Pricing, and Projects. The implementation roadmap was conceived as a guiding strategy, with the expectation that further detail would be developed. As WRS has embarked on implementation, a key lesson learned is that gaps in strategic implementation can create challenges in day-to-day tactical utility activities. [b]When Strategy Meets Reality: The Tactical Challenge[/b] All utilities face needs that require investments – from a broken pump to a new treatment facility. WRS' Project Delivery Model (PDM) has a planning component designed to progress utility issues from problems to executable projects, first conceived as part of the 2020 Utility Strategic Implementation Plan, but without the tactical detail for daily decision-making. So what if, as is the case at most, if not all utilities:
The needs outweigh the resources (capital dollars and human and organizational capacity) available to implement a solution?
Information on the various needs is incomplete, inaccurate, or simply not available?
Accountability for outcomes of decisions is divorced from the ability to make those decisions?
Needs are highly interdependent? Further, as was the case at WRS, what if prioritizing needs isn't standardized? Can a high-level recommendation from a strategic utility plan become a tactical reality? [b]From the what and why of strategy to the how of tactical implementation[/b] Recognizing that most utilities face overwhelming needs and limited resources, WRS tackled the challenge head-on by asking, 'How can we go from analysis to action? What if every decision could be traced back to shared values and strategic goals?' WRS answered by leveraging an engagement strategy grounded in key planning drivers and boundary conditions from the 2020 Utility Plan: 1. [b]Utility leadership set the course[/b] by identifying priorities that should be captured in the capital delivery plan, known as the 'workbank' – a place to capture all identified problems across the utility. These priorities aligned to the vision (the [i]what[/i]) established in the 2020 Utility Plan. 2. [b]Staff across programs and operations defined the workbank[/b] across categories of needs tied to the planning drivers (the [i]why[/i]) described in the 2020 Utility Plan. The workbank provided a centralized way to identify and evaluate all upcoming utility needs in coordination, rather than treating them as isolated issues. 3. [b]Prioritization metrics aligned[/b] to those same planning drivers and ensured the utility would continue to operate within the boundary conditions set by the plan were developed to allow for an apples-to-apples comparison of projects. Metrics included levels of service, regulatory drivers, innovation, etc. 4. [b]Workbank workshops unified the conversation[/b], transforming fragmented discussions into a focused, informed prioritization process (the [i]how[/i]). By facilitating cross-functional dialogue, these workshops provided the context for values-based decisions based on the utility's needs and planning drivers, enabling value-based decision-making across the organization. This collaborative approach provided the setting necessary for aligning tactical actions with strategic goals - reinforcing a unified vision that guides every step of capital planning. [b]The result? A repeatable process that doesn't just produce a list – it builds momentum.[/b] Every CIP planning cycle now will reinforce the utility's core values and vision, creating a feedback loop that connects strategy to execution and prepares the organization to adapt without starting from scratch. This has allowed the utility to avoid a major plan update with every CIP update. [b]Next steps: from tactical execution to strategic evolution[/b] Strategic planning is not a one-way street, from strategic to tactical, it's a dynamic cycle. [i]How [/i]things get implemented does not just follow strategy; it can help reshape it. As the utility updates its 2020 Utility Plan, it's using real-world insights from the workbank prioritization process to inform the next generation of strategic direction. One key lesson learned: [i]how [/i]projects are prioritized directly influences [i]what [/i]gets planned. When one area receives more attention, others may see their boundary conditions narrow – limiting the scope of future solutions. This feedback loop between tactical decisions and strategic planning ensures that priorities remain aligned and responsive. Similarly, a transparent feedback loop between planning processes can help to avoid conflicting priorities. A lesson learned is that all planning efforts that a utility undertakes, strategic or tactical, are interconnected and WRS is working to better define how planning efforts like facility plan updates, that follow the workbank prioritization, should be scoped to take into account decisions made while still supporting the appropriate level of analysis. Finally, WRS is defining a proactive management process for keeping its plans continually updated, having learned that having a definition of what triggers a change in a course of action is as important to define as making the decision in the first place. Because in utility planning, change isn't just inevitable - it's essential. And with a shared vision, adaptive tools, and a commitment to learning from implementation, WRS is proving that change can be strategic, inclusive, and transformative.

Some of the most effective utility leaders are also exceptional internal communicators-a skill that is often underestimated but has significant, measurable impact on organizational performance. The importance of internal communication in leadership has been consistently reinforced by industry research. For instance, David Grossman's landmark findings (Grossman, 2011) revealed that poor internal communications cost large organizations an average of $62.4 million annually in lost productivity, employee turnover, and project inefficiencies. Even for smaller companies, the impact is substantial: Debra Hamilton (Hamilton, 2009) documented that miscommunication costs small businesses with just 100 employees an average of $420,000 each year. These findings are particularly resonant for water and sewer utilities, where tight budgets, regulatory pressures, and operational complexity demand that every interaction count and every message be clear. This session addresses the critical question: How can utility leaders systematically improve their internal communication to achieve healthy leadership, foster resilient teams, and position their organizations to meet both current challenges and future demands? Drawing from a blend of industry-wide case studies, behavioral science, and first-hand leadership experiences, we present a practical, scalable framework-the 'Six W's of Communication'-designed to help utility managers and supervisors at all levels build and sustain a culture of clarity, trust, and engagement. [b]Framework Overview: The Six W's of Communication[/b] Rooted in the classic Lasswell (1948) model and adapted for today's utility environments, the Six W's provide a comprehensive roadmap for intentional, effective internal communication:

1. Why (Rationale): Every internal message should begin by addressing the fundamental question of purpose. Leaders must clarify why a message matters, and what strategic or operational goal it supports. Drawing on Craig Ferguson's reflective questions-'Does this need to be said? Does this need to be said by me? Does this need to be said by me now?'-leaders can prevent information overload and ensure communication is both timely and relevant.

2. Who (Communicator): Leaders need to understand their own communication style and how it may be perceived by others. The session introduces a self-assessment tool based on Casse (1981), categorizing leadership styles as Systemizer (analytical and factual), Energizer (action-oriented), Innovator (visionary), or Associator (empathetic). Recognizing these styles-and their potential strengths or pitfalls-enables leaders to play to their strengths and adapt for different audiences.

3. Says What (Message): Substance is as important as style. We explore Grossman's '5 Cs' (2022) for crafting messages that are Clear, Concise, Credible, Compelling, and Consistent. Leaders will practice constructing messages that cut through noise and drive action, with tips for avoiding jargon and ambiguity.

4. In Which Channel (Medium): Choosing the right channel is critical for message delivery and retention. From face-to-face meetings, emails, and digital dashboards to briefings and interactive workshops, leaders must match their message to the optimal platform. We present best practices and utility-specific scenarios for selecting and leveraging communication channels, including hybrid and remote team environments.

5. To Whom (Audience): Formal or informal audience analysis is essential for effective internal communication. We outline factors such as audience expectations, knowledge level, attitudes, team size, demographics, setting, and engagement style (Bannon, 2025). Leaders will learn how to tailor messages to various internal stakeholders-from field crews and operations staff to executive teams and cross-departmental project groups.

6. With What Effect (Outcome): The ultimate goal of communication is to achieve a specific impact. We introduce the 'reverse empathy map,' prompting leaders to clarify what they want their audience to think, feel, say, and do after receiving a message. This outcome-driven approach ensures internal communications are purposeful and measurable. [b]Session Content, Tools, and Activities[/b] The session is structured for maximum engagement and practical takeaways:

Live self-assessment: Attendees will complete a communication style self-assessment (Systemizer, Energizer, Innovator, Associator), gaining insight into their default approaches and areas for adaptation.

Scenario-based group work: Participants will work in small groups to craft and deliver internal messages for common utility scenarios such as operational changes, emergency response, safety briefings, and organizational updates. Each group will analyze their audience, choose a delivery channel, and define desired outcomes.

Reverse empathy mapping: Leaders will engage in an exercise to map out the thoughts, feelings, and actions they want to inspire within their teams, ensuring every internal communication is outcome-focused.

Toolkit distribution: Attendees will receive templates for message planning, channel selection, audience analysis, and post-communication feedback-resources that can be directly applied within their organizations. [b]Sector-Wide Applicability and Results[/b] While the utility sector is diverse, the challenges of internal communication are strikingly consistent. Sector-wide case studies-including lessons learned from both large metropolitan systems and smaller rural utilities-demonstrate that intentional internal communication leads to:

Higher employee engagement and morale, with increased retention rates,

Stronger alignment between field, office, and leadership teams,

Improved crisis response and project delivery, with fewer misunderstandings and rework,

Enhanced readiness for change management and digital transformation initiatives. For example, utilities that implemented structured internal communications frameworks reported reductions in project delays, improved staff satisfaction on engagement surveys, and more successful adoption of new technologies and procedures. By prioritizing clarity, frequency, and feedback in internal messaging, these organizations created a culture of open dialogue, mutual respect, and continuous improvement. [b]Audience Appeal and Innovation[/b] This session offers a novel integration of behavioral insights, leadership development, and practical communication frameworks, tailored specifically for utilities. The approach is evidence-based and interactive, featuring adult-learning principles such as peer exchange, real-world simulation, and immediate application. The 'Six W's of Communication' model, combined with the 5 Cs of messaging, provides a holistic, actionable toolkit not previously presented at this conference. Attendees will leave equipped to address internal communication challenges ranging from day-to-day operations to major organizational change. [b]Utility Leader Engagement and Authorship[/b] The presentation is co-authored by an experienced utility general manager who has deployed these strategies in real utility settings. Peer-to-peer learning ensures that the content is practical, relatable, and immediately relevant to the needs of water, wastewater, and stormwater leaders. [b]Concluding Value[/b] Strategic internal communication is fundamental to healthy utility leadership. It drives vision, trust, accountability, and adaptability-qualities that are critical as utilities navigate workforce transitions, regulatory changes, digital transformation, and evolving community expectations. By mastering the Six W's framework and leveraging proven tools and techniques, today's utility leaders can build resilient organizations, foster a culture of engagement and innovation, and meet future challenges with confidence. Participants in this session will: •Gain a practical framework for assessing and improving their internal communication practices;

Learn to tailor messages to diverse audiences within their organization;

Practice strategies for effective communication in crisis, change, and routine operations;

Leave with resources and templates that support immediate, measurable improvements in communication and leadership outcomes. [b]Key Learning Objectives[/b]

Apply the Six W's framework to real-world internal communication challenges in utility leadership.

Assess and refine personal and team communication styles to enhance alignment, performance, and engagement.

Implement proven strategies and tools to reduce miscommunication, improve morale, and strengthen organizational culture.

Participate in interactive exercises for hands-on learning, peer exchange, and immediate application in their own utilities.

The water sector is at a pivotal moment facing mounting challenges from climate change, aging infrastructure, and financial strain, along with the promise of transitioning to a circular water economy. To meet these challenges and opportunities utilities and regulators must embrace innovation, not only pursuing new technologies and management strategies in wastewater, but in permitting processes that can enable implementation. Leadership from WEF, the University of California Berkeley, Stanford University, and Water Innovation Services highlight achievable steps that can be taken to accelerate innovation through more collaborative permitting processes. This work developed a practical framework for navigating permitting processes through five interrelated characteristics: clarity, capacity building, continuity, and trust, all centered around the concept of bounded flexibility. These characteristics are not abstract ideas but represent actionable practices that utilities and regulators can apply to accelerate innovation and pursue circular water strategies, all while improving water quality. This session will provide details on this framework and case studies covering different types of innovation that demonstrate how collaborative relationships can unlock multi-benefit solutions. These examples will show how early engagement, iterative learning, and adaptive regulatory approaches can overcome institutional barriers and create space for creativity. By nurturing relationships and embracing joint capacity building, utilities and permitting authorities can develop solutions that reduce costs, recover resources, and build resilience to climate and financial pressures – without overly burdensome permitting processes. This session will equip utility managers and leaders with insights and best practices for supporting the characteristics of successful permitting in their own organizations. Participants will learn how to articulate project benefits, build technical and organizational capacity, maintain continuity through staff changes, cultivate trust between utilities and regulators, and apply bounded flexibility within regulatory constraints. By utilizing this framework, utilities can ensure that permitting wastewater innovation can be accomplished, all while advancing water quality goals, community priorities, and the sector's transition to a sustainable, circular future.

Asset data and information developed during design, construction, and asset rehabilitation and replacement projects is foundational to support long-term operations and maintenance (O&M) and asset management related activities. However, current industry asset on-boarding practices are often not given the same intentional and thoughtful approach and standardization of practice as other design, construction, and O&M activities (e.g., contract drawing, specification, and standard operating procedure (SOP) development). The result is often a chaotic world of data and information located in a variety of applications and storage repositories, managed by multiple stakeholders - or worse yet, information that is not collected at all. The lack of organized, structured, complete, accurate, and accessible data and information leaves many stakeholders scrambling to allocate resources to organize and execute final O&M and asset management system of record uploads (e.g. work management systems, O&M manuals, asset registry, record document repository) creating delays and missed opportunities. Ultimately, this hinders efficient support and execution of day-to-day O&M activities of the new assets and facilities, creating unnecessary long-term O&M, asset management and cost of service risks. The UMC 2024 podium presentation titled Leveraging the Dataverse to Enable Living Data Management from Design to Operations featured a case study of Portland Water Bureau's (PWB) development of a Data Collection Tool (DCT) to improve asset onboarding outcomes for its $1.5B Bull Run Water Treatment Program. To support the desire for improved outcomes, PWB decided to move away from its historic spreadsheet-based data collection process in favor of a more robust DCT developed on the Microsoft Power Platform using Dataverse in Azure with a PowerApp user interface. PWB included requirements for use of the DCT in the construction contract documents, and engineering services during construction service contracts with the engineers of record. The DCT leverages data structure and outputs from the program comprising 135 million gallon per day (MGD) water treatment plant and pipeline design CADD/BIM models, along with the associated asset management asset hierarchy structure, to collect and organize required data and information and will be used to populate their new Asset Management System, fixed asset registry, and develop an interactive electronic operations and maintenance manual (eOM). This proposed Session topic will build on that presentation including PWB DCT implementation challenges and early use lessons learned. The session will expand coverage of this important industry topic to include a robust panel discussion from and owners and constructors on the risks associated with poor asset onboarding practices and the supporting elements necessary to achieve improved outcomes including:

Foundational business processes and workflows
Tools and technology enablement
Cross functional collaboration and role and responsibility definition for organizational workgroups and service providers: o Engineering o Project Management/Capital Projects o Operations & Maintenance o Asset Management o Contractors o Engineering Consultants
Leadership commitment
Organizational change management
Standards and contract adherence

Session participants will benefit from insights and lessons learned through a facilitated discussion with panelists who will draw upon their experiences with state of the industry owner organization (brief descriptions included below and above for PWB) and service provider efforts to improve asset on-boarding outcomes in support of more effective and efficient long-term operations, maintenance, and asset management programs. Speaker 1 - Portland Water Bureau: PWB is leveraging a Data Collection Tool (DCT) built on Microsoft's Power Platform with Dataverse in Azure and a user interface in PowerApp, that provides a program level tool for the collection and management of data across the host of design, construction, program, and owner contributors from design completion through construction. The DCT is currently being rolled out for stakeholder use with contractor, engineer of record, and program user training sessions and supporting training materials. The PWB conference panelist will draw from tool roll-out and early use and broader industry constructor experiences to present on and inform contributions to the panel discussion. Speaker 2 - King County Wastewater Treatment Division (WTD): As part of King County's WTD vision to achieve higher capital delivery throughput to improve system resiliency and compliance on its Offsite Facilities Program, the asset management department is developing a robust model driven Asset Control Tool (ACT) application on Microsoft's (MS) Power Platform with Dataverse in Azure to replace an existing MS Excel spreadsheet-based tool as a 'system of record' for asset data and information collection and storage from initial capital project planning through design, construction, and transition to long-term O&M. By replacing the existing spreadsheet tool-based process with the ACT, organizational work groups and external service providers and business partners will be able to track and monitor asset status throughout the newly defined project lifecycle stages. This new capability will provide visibility and transparency to cross functional (asset management, operations, maintenance, engineering, project management, and external contractors) teams and facilitate consistent, complete, and efficient collection and interim structured storage of asset data and information for defined extract, transform, and load (ETL) processes (batch and whole project) to WTD's new Maximo computerized maintenance management system (CMMS) and document management system. The ACT is planned for progressive roll-out and use across WTDs entire capital delivery portfolio (estimated at >$1.0B/yr.) as well as O&M managed asset replacement projects. The WTD conference panelist will draw from historical on-boarding practices, the tool development process including a robust requirements definition effort and cross-functional stakeholder engagement efforts, user acceptance testing, and early user roll-out to present on and inform contributions to the panel discussion. Speaker 3 - Central Contra Costa Sanitary District: In 2015, Central Contra Costa County Sanitary District (Central San) developed the Asset Management (AM) Implementation Plan which outlined workflows describing the organization's asset handover process. However, despite this effort, several issues have persisted. Central San felt the need to initiate an asset handover process improvement project to address the challenges in transitioning assets throughout the project delivery lifecycle into Central San's ownership and long-term operations and maintenance. The project followed a structured, collaborative methodology, through four phases: current state evaluation, future state visioning, gap analysis, and implementation plan development. Each phase was used to engage stakeholders across different workgroups (Asset Management/Optimization, O&M, Capital Projects and an external contractor), to identify barriers and opportunities, and develop actionable solutions to streamline the asset handover process. Findings of the current state evaluation revealed recurring barriers that included unclear roles and responsibilities, fragmented communication, lack of process understanding, and limitations in existing tools and systems. Staff across workgroups expressed a strong commitment to excellence but cited resource constraints and the need for improved training and documentation. Collaborative envisioning sessions were then used to define Central San's desired future state which emphasizes early stakeholder engagement, structured communication, standardized processes, robust tracking and monitoring, and lifecycle integration. Key recommendations include appointing dedicated asset handover roles, developing comprehensive guidebooks, implementing digital tracking tools, and enhancing training programs. A structured gap analysis effort identified multiple closure elements that were consolidated into six strategic implementation plan initiatives: 1. Define and Document Optimized Asset Handover Process 2. Develop and Deploy Digital Tracking Tools 3. Change Management and Adoption 4. Update Standards, Specifications, Contracts, and Asset Numbering Schema 5. Expand Use of PMIS 6. Develop Asset-Level Condition Assessment Methodology and Tools The Central San conference panelist will draw from historical asset handover practices and completion of the described handover improvement process evaluation project to present on and inform contributions to the panel discussion.