General Manager’s fiscal year 2020 ANNUAL REPORT · Association’s Certificate of Achievement for Excellences in Financial Reporting for the 24th consecutive year Recommended current

General Manager’s fiscal year 2020

ANNUAL REPORT

WWW.MOUNTPLEASANTWATERWORKS.COM

TABLE OF CONTENTS

01.MESSAGE FROM GENERAL MANAGER

04.LEADING OUR SUCCESS: COMMISSIONERS & COMMITTEES

06.FY 2020 HIGHLIGHTS

16.STRATEGIC GOALS PROGRESS REPORT

How can I best describe fiscal year 2020 at Mount Pleasant Waterworks? I believe it has been one of the most challenging years for me and our staff in all my 31 years as general manager.

If I were to categorize the challenges, I’d say the 3 C’s: climate, the COVID-19 virus and commitment. Climatic uncertainty tops the list. Starting with May 2019 being the hottest month on record, spring 2019 the driest 6 months on record, all summer months exceeding average high temperatures, and October being the second hottest month on record, these extremes drove water demand through the roof. MPW’s water demand exceeded our previous peak, 12 days in a row in June. Customers heavily irrigating became frustrated with MPW because of their high bills and complained on social media. We also faced an active hurricane season in summer 2019. Hurricane Dorian sat on the Bahamas for three days before brushing by South Carolina and Tropical Storm Bertha developed in less than 24 hours, land-falling in north Mount Pleasant. Fast forward to

the 30 days between mid-May and mid-June 2020 bringing us the coldest period on record. Rainfall measures for the spring of 2020 are already 25% above normal. Water demand is down almost 20% than last year at this time. Weather changes and climatic shifts have undoubtedly become more unpredictable and extreme and pose a huge challenge for our water utility.

The Covid-19 virus comes in at number two. On page 10 of this report, we provide an overview of the activities involved in

FY2020 General Manager’s Annual Report

MESSAGE FROMGENERAL MANAGER

01

our response to the pandemic. Suffice it to say that our staff and Commissioners met the challenge with providing emergency administrative leave to staff, conducting virtual Commission and Managing Team meetings, attending 40-plus Incident Command Meetings, implementing emergency operating procedures and new Personal Protective Equipment (PPE) standards, adjusting to stay-at-home orders, using FEMA time sheets, all while providing our customers with continuous high-quality water, award-winning wastewater treatment, and exceptional customer service. MPW also participated in MUSC’s first pilot for Back2Business and a statewide research project testing for the Covid-19 virus in wastewater (see article

on page 34 titled, “Covid-19 Wastewater Sampling Study”). We may not be done with the virus for the foreseeable future; however, MPW has and will meet the challenge.

Commitment may not be a challenge; however, staying committed to doing the right thing in the face of adversity is challenging. When customers complain on social media; when news reporters misrepresent issues; when regulators force unnecessary restrictions; when the economy tanks and folks are out of work and budgets and staff are cut; it takes commitment to keep the focus on all the good your team continues to do for the community and to listen to customers

02


When you hand good people possibility, they do great things. Mount Pleasant Waterworks owes its continued success to the men and women who have offered their time and talent to the organization over the years. Thank you.

GM Message continued

who appreciate what we do. Commitment is cleaning the office late at night by yourself while wearing PPE. Commitment is working alone at a water plant days on end; commitment is managers and Commissioners making hard decisions; commitment is treating wastewater containing the Covid-19 virus and fixing pumps and water leaks during a stay-at-home order; commitment is pushing contractors to keep working to renew our infrastructure; commitment is answering the phone with a pleasant voice again and again for our customers. I could go on and on about the commitment of everyone with MPW. Commitment to our customers and each other is why we continue to be one of the Best Places to Work in South Carolina.

Challenges test your mettle and perseverance. We met these challenges and more in fiscal year 2020 due to the dedication and commitment of our staff and Commissioners. I would have expected nothing less.

Respectfully,

Clay DuffieGeneral Manager


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When you hand good people possibility, they do great things.

04

LEADING OUR SUCCESSCOMMISSIONERS & COMMITTEES

Behind every decision made at MPW is the thoughtful consideration of the seven-member Commissioners of Public Works for the Town of Mount Pleasant. Guided by the company values of fairness, integrity and quality, the Commissioners are wholly committed to providing customers with water and wastewater services of exceptional quality and value, while protecting public health and the environment.

The Town of Mount Pleasant held its municipal elections on November 5, 2019, which included two open MPW Commission seats. Incumbent Rick Crosby was reelected to his fifth term and Linda Page was elected to her first term. Newly elected Town Council member, Jake Rambo, also joined the Commission as the new Chairman of the Town’s Water Supply Committee. (See full list on page 47)

Following the Town election, the Commission elected its new Chair, Vice-Chair and Secretary-Treasurer to serve

two-year terms, as well as new Chairs and Vice-Chairs for its standing committees - Finance, Audit and Personnel.

During an Emergency Meeting held on March 23, 2020, the Commissioners passed an Emergency Resolution to establish provisions and standards to hold electronic public meetings due to the State of Emergency declared by Governor Henry McMaster on March 13, 2020 related to the Covid-19 virus.

A total of 46 meetings were held, with an additional meeting of the Water Supply Committee to receive an update on septic tanks in the Shem Creek watershed and discuss greener methods of development regarding water usage. A briefing to Town Council was also held to provide an update on SCDHEC’s Groundwater Withdrawal Permit Reduction.

The following table summarizes the involvement by Commissioners on behalf of our ratepayers.

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FINANCE AUDIT PERSONNEL COMMISSION

Susan Mellichamp elected as Chair and Dr. Lauritsen as Vice-Chair

Met nine times

Reviewed and recommended approval of 10 agenda items relating to a variety of financial issues

Recommended changes to various MPW policies

Reviewed, discussed, and recommended a FY2021 budget that provides for continued investments in the water and wastewater system

Received legal advice under Executive Session on pending litigation

Linda Page elected as Chair and Dr. Lauritsen as Vice-Chair

Met three times

Received and discussed the Comprehensive Annual Financial Report (CAFR) for FY2019, prepared by MPW staff. The auditor presented a “clean” opinion on this report, which also received the Government Financial Officers Association’s Certificate of Achievement for Excellences in Financial Reporting for the 24th consecutive year

Recommended current auditor be retained for an additional three years

Mac Jenkinson elected as Chair and Linda Page as Vice-Chair

Met 15 times

Reviewed and recommended approval of 4 agenda items relating to a variety of personnel issues

Reviewed, discussed, and recommended for FY2021; adjustments to pay scale

Met in Executive Session to discuss personnel matters

Rick Crosby elected as Chair, Susan Mellichamp as Vice-Chair, Dr. Lauritsen as Secretary-Treasurer

Met 19 times

FY21-22 Capital Budget Workshop

Annual Strategic Planning Retreat

Public hearing on the proposed FY2021 budget

Reviewed and approved 16 recommendations from committees relating to a variety of financial and personnel issues

Reviewed and approved seven recommendations from staff on a variety of matters

Received legal advice during Executive Session on pending litigation and personnel matters



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FY2020 HIGHLIGHTS

Providing high-quality, drinking water and reliable wastewater service where and when customers need it is at the core of our business. In fiscal year 2020 (July 1, 2019 - June 30, 2020), we delivered on this promise daily while also making great strides in advancing our five-year strategic plan.

The following items exemplify that progress and showcase the talent found at every level of the organization.

Alone we can do so little; together we can do so much. - Helen Keller

1. Rifle Range Road Wastewater Treatment Plant Rehabilitation & Expansion Project

2014Developed Wastewater Treatment Master Plan

Conducted surveying & began land acquisition

process

Started design process

2015 2016

The Rifle Range Road Wastewater Treatment Plant (RRRWWTP) Rehabilitation & Expansion Project is projected for completion in 2021. The project originated in 2014 during the development of the Wastewater Treatment Master Plan with construction commencing in 2018. With 167 construction change orders recorded to date, the estimated total project cost at completion is approximately $71 million. Once operational, the RRRWWTP will serve the needs of MPW customers for approximately 30 additional years.

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Started construction

Final completion

2017 2018 2021Awarded contract using Construction Manager at Risk project delivery approach; Conducted

Value Engineering

$71M 9.2 10.6Total Construction Cost at Completion

Annual average MGDTreatment Capacity

Maximum month MGDTreatment Capacity


In fiscal year 2020, MPW continued to work with the S.C. Department of Health & Environmental Control (SCDHEC) and regional stakeholders to reach a solution on the groundwater withdrawal quantity for its service area. In September 2019, MPW staff presented a modified permit request to the Technical Advisory Committee (TAC) that included safety measures to protect the Charleston Aquifer. The TAC voted to approve MPW’s withdrawal request of 2,409 million gallons per year (MGY) and to include a trigger level to provide additional protection of the resource. In January 2020, SCDHEC moved forward with issuing a permit that did not include input from the regional stakeholders. The issued permit reduces MPW’s withdrawal to 1,679 MGY by the end of the permit cycle in year 2023. MPW appealed the permit and engaged legal counsel.

Chloride Concentration MappingMPW partnered with the S.C. Department of Natural Resources (SCDNR) to sample and map chloride concentration in the Charleston Aquifer to determine the occurrence of saltwater intrusion. Preliminary data indicated that no saltwater intrusion has occurred.

MPW also requested additional groundwater flow model analyses from the U.S. Geological Survey. The model results indicated that the difference between the requested pumping volume of 2,409 MGY and the issued permit volume of 1,679 MGY is approximately 30 feet by the year 2050. The results also substantiated that pumping at a rate of 2,409 MGY would not reach the trigger level that the TAC approved and would not negatively impact the aquifer.

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2. SCDHEC Groundwater Permit Update

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Deep Well 2 Replacement Project Update Project Cost $5.7MWith the replacement well drilling having started January 2020, the project remains on schedule. The 16-inch stainless steel upper casing was installed and finalized in June 2020 to a depth of approximately 1,600 feet. Additional activities include drilling of the pilot hole for the lower casing, gravel, and screening that will reach approximately 2,001 feet. The estimated completion for the drilling and complete casing install is the end of summer 2020. The final portion of the project includes surface facility construction (pump and well house) and begins in September 2020 with an expected completion of summer 2021.

Deep Well 5 Replacement Project UpdateProject Cost $6.8MDrilling for the Deep Well 5 Replacement project is close to completion. Since kicking off the project in May 2019, the lower pilot hole has been reamed to 19-inches to a depth of 1,996 feet. The drilling contractor is scheduled to complete caliper logging for the lower hole and installation of the screen, lower casing, and gravel at the end of July 2020, with a drilling completion date set for August 2020.

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3. Deep Wells 2 & 5 Replacement Projects

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Along with the rest of the world, the COVID-19 virus presented MPW with a threat and challenge like we had never seen. Year after year, we prepared our team diligently for the many hazards listed in our Emergency Management Plan (EMP). Few would have thought that 2020 would have been the time to activate our emergency plan for “ESG-23 Epidemic/Pandemic”.

With so much uncertainty across the health, science, and academic communities at the onset of the novel coronavirus, MPW understood the need to chart its own course. Within days of the Covid-19 virus being declared a pandemic by the World Health Organization, MPW activated its EMP and began daily leadership meetings. Operational decisions made as part of those meetings and impacts to the organization include the following:

» 42 Emergency Management Plan meetings held as of June 2020

» Suspension of Disconnects enacted per State order

» Emergency Administrative Leave authorized for employees

» Approved staff teleworking option and transitioned 40+ teleworking stations

» Created Covid-19 Customer Care

4. Covid-19 Virus Response: MUSC Partnership

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5. Succession Planning

During the second quarter of fiscal year 2020, MPW partnered with Raftelis and The Novak Group to conduct an executive search for its general manager position. A project kickoff meeting was held in May 2020 in which key deliverables and timelines were created. Key stakeholder interviews and candidate sourcing is

scheduled to begin in the second quarter of fiscal year 2021. Outreach, ad placement, and applicant review are scheduled for the third quarter of fiscal year 2021, wrapping up with the interview process, screenings, candidate selection, and onboarding in the fourth quarter.

Program to assist eligible MPW customers with bill payments

» Suspended non-essential work functions/Closed lobby

» Established employee awareness initiative to educate staff on company expectations: social distancing, mask wearing, hand washing, self-monitoring, remote meetings.

» Financial Impact: $800K estimated as of July 2020 (does not include lost productivity/employee hours)

MUSC Back2BusinessTaking part in the MUSC Back2Business program changed the game for the organization. A few of the key partnership benefits include:

» Site assessment

» Return-to-Work Playbook

» Antibody testing

» 24-7 access to a medical team

» Contact tracing

» Back2Business certification

MPW employees stepped up to meet the challenge to provide essential water and wastewater services in uncertain times.

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Managing the Response at HomeHurricane Dorian marked the 11th hurricane-related activation of MPW’s Emergency Management Plan since Hurricane Hugo in 1989. On Thursday, September 5, 2019, Dorian made its nearest pass of Mt. Pleasant bringing peak gusts of 59 mph and sustained winds of 36 mph. Over an 11-day period, starting August 29, 2019, MPW responded to various challenges to ensure customers had access to water and wastewater services throughout the hazard event.

Several notables from MPW’s incident summary include:

» Conducted nine Incident Command meetings

» Shut down Reverse Osmosis (RO)

Plants and relied solely on water supply from CWS

» Coordinated communications with Town of Mount Pleasant

» Closed down Operations Center for four days

» Transitioned to generator power after losing commercial power to all treatment facilities and 58 pump stations (24-hour duration)

» Sustained seven minor spills

» Experienced damage at pump station 42 during transition from commercial to generator power

» Rainfall totals: 8.38” (gauges ranged from 3.39’ – 10.12”)

Managing the Response AwayOn Saturday, September 7, 2019, only days after the eye of Hurricane Dorian passed within 20 miles of the Charleston area, Water Missions International reached out to MPW with a request to assist in their Bahamas Relief Effort. In no time at all, MPW assembled a team of water operation experts to leave for Nassau on Thursday, September 12, to assist with establishing water and wastewater services to the hard-hit areas of Marsh Harbour and Treasure

6. Hurricane Dorian Response:at Home & Away

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Cay located on the Abaco Islands.The crew was chosen based on their unique skill-set and willingness to serve. The MPW team included: Rob Atkinson, John Grant, Graham MacDonald, and Quinn Tolbert.Establishing a reliable and safe drinking water source for the relief workers and residents was the primary mission along with evaluating Treasure Cay’s wastewater collection system.

A RO unit, supplied by Water Mission International, was initially set up beside the harbor and functioned as a desalination unit treating seawater. Production was low and the consumption of fuel high. Luckily, after speaking with residents, the team was informed of multiple abandoned groundwater wells on the island. The RO unit was moved to a new location and things began to come together with production increasing to 110 gallons per hour.

The MPW crew also located, tested, and developed a guiding document of all the critical infrastructure points in Treasure Cay for the Bahamas Water & Sewer Corporation.

“Our RO location literally became the local watering hole where most people in the town would finish their day to fill up water jugs and share touching stories with each other and listen to one another’s needs,” shared John Grant. “I think most people were able to relax for a moment when they were collecting water from us, knowing that people from all over the world are here to support them is huge.”

The guys in the blue “Clean Water” t-shirts quickly became known as the primary go-to resource around the island. They were asked to fix, repair, and engineer everyday objects and transform them into functional engines and industry equipment. It became apparent that the skills of our industry are extremely valuable. Often, we take for granted how important our jobs are and how much we truly know.


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6. Our People: Knowledge Transfer

Nicole BatesAmerican Water Works Association Customer Service Committee

Mel BennettMUWG Management Committee, Vice Chair

Jamie ChurchillSCAWWA IT Committee, Chair

Clay DuffieSCAWWA Water Utility Council

SC Water Plan: Groundwater Technical Advisory Committee

SC Water Plan: Planning Process Advisory Council

Michael FirestoneWEASC Engineering Management Committee

Ronnie FreemanCharleston County Hazard Mitigation Planning Committee

Low Country Safety Professionals Committee, Chair

WEASC Safety Committee, Chair

Brian HeadSCAWWA IT Committee

SCAWWA/WEASC Joint Asset Management Committee

Terry HughesSensus Partner & Advisor Network Water Users Group Chair

Brian JenerouWEASC Collections Committee

Michael LybrandSCAWWA Distribution Committee

Michelle McLemoreSouth Carolina Utility Billing Association Board Member

David NiesseSCDOT Utility Relocation Ad-Hoc Committee, Chair (WUC/SCWQA/SCRWA)

AWWA Joint Section Research Committee

WEFMAX Planning Committee (Charleston)

SCAWWA Fuller Award Committee, Chair

SCAWWA Scholarship Committee

Ross WattaySCAWWA Distribution Committee, Chair

SCAWWA Water Loss Committee, Chair

MPW employees understand the power of continued learning and partnerships in our ever-changing industry. Collaboration with industry and environmental organizations, regulators, and other utility leaders across the country allows for an unparalleled transfer of knowledge across the organization. We are ever-committed to expanding our water I.Q. to ensure we have clean water and a healthy community for years to come.

Industry Involvement


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PresentationsMaximo Utility Work GroupWater, Waste Water and Pipelines Kick-Off, Session moderator (Mel Bennett)

Maximo Training: The People Portion of People, Process, and Technology (Mel Bennett)

Sensus Reach 2019 National ConferenceSmarter Advanced Metering Infrastructure & Smarter People: An unexpected positive impact of AMI (Nicole Bates)

SCAWWA Water Resource WorkshopWater Resource Leader panel discussion (Clay Duffie)

SCAWWA Joint Asset Committee Fall Workshop 2019RCM @ MPW: Navigating Our Way to PM Success (Brian Head)

South Carolina Environmental Conference 2020 Virtual SessionLarge Diameter Water Main Cleaning (Ross Wattay)

Southeastern Desalting Association Annual SymposiumRO to the Rescue: The Role of RO in Disaster Relief (Graham McDonald)

US Water Alliance One Water Council panel discussion (Clay Duffie)

WEASC Safety Workshop 2019The Basics of Confined Space Entry and their Hazards (Ronnie Freeman)

WEFTEC Direct Potable Reuse Plans (Allan Clum)

Distribution SeminarsWater Main Repair Application, (Michael Lybrand)

Pump Basics and Maintenance (Patrick Ross)

Non-Revenue Water/Water Quality (Ross Wattay)

Non-Revenue Water/Water Main Repair Application (Ross Wattay)

A&B Level Math (Ross Wattay)

PublicationsJournal AWWA magazine*“Does Our Industry Ignore Fall Protection” October 2019 issue

*“In the Trenches: Becoming Complacent” January 2019 issue

*“Normalization of Deviance” April 2020 issue

*“Hierarchy of Controls” July 2020 issue(*authored by Ronnie Freeman)

4th Place Division One

Operations Challenge Team

Tim MoultrieSCAWWA Distribution Operator of the Year

Awar

ds

2020Best Places to Work in

South Carolina

06 FY2020 General Manager’s Annual ReportFY2020 General Manager’s Annual Report

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STRATEGIC GOALS PROGRESS REPORT

Financial Viability

Workforce Development

Customer Service

Operational Excellence

p. 17

p. 20

p. 24

p. 32

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FinancialViabilityRecover all costs in a fiscally responsible, fair, and equitable manner.

Government Finance Officers Association Awards

Certificate of

Achievement for

Excellence in

Financial Reporting

Distinguished

Budget

Presentation

Award

Certificate of

Achievement in

Popular Annual

Financial Reporting

FY 2020 FY 2019 FY 2018

Gallon sold 3,191,159,200 2,883,988,800 2,837,255,200

Operating Revenues $59,256,915 $52,416,260 $48,185,295

Operating Expenses $37,190,914 $35,683,646 $34,282,451

Net Earnings $22,066,001 $16,732,614 $13,902,844

Impact Fees $3,944,481 $6,892,668 $10,557,964

Residential Equivalent Units (Active)

Water Only 47,152 46,627 45,432

Including Irrigations 51,927 51,130 49,831

Meter Installs 793 749 709

Financial Viability At-a-Glance

Gallons sold increased by 11% during fiscal year 2020 generating an 13% increase in operating revenues. Other operating revenues interest earnings which in excess of $1 million. Operating expense increased by 4% over the previous fiscal year generating a 32% increase in net earnings. Impact fees decreased by 43% over the previous fiscal year. Active water residential equivalent units (REU) increased by 1% as compared to the 3% increase during fiscal year 2019.

24th consecutive year 2nd consecutive year 11th consecutive year

Operations & Maintenance Summary Profit & Loss


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ACCOUNT ACTUAL BUDGET % BUDGET

Water Sales 17,453,972 14,994,784 116.40%

Excess Sales 3,680,636 2,996,514 122.83%

BFC 5,438,125 5,423,478 100.27%

Subtotal Water 26,572,734 23,414,776 113.49%

Wastewater Billed 16,401,648 15,061,150 108.90%

Excess Use 1,486,872 1,197,032 124.21%

BFC 10,287,430 10,189,494 100.96%

Subtotal Wastewater 28,175,950 26,447,676 106.53%

Subtotal Water & Wastewater 54,748,684 49,862,452 109.80%

Service Line Care 274,216 200,000 137.11%

Connection 422,592 500,000 84.52%

Account Management 859,679 842,000 102.10%

Engineering 344,283 275,000 125.19%

Other Water 561,491 350,000 160.43%

Other Wastewater 253,780 255,000 99.52%

Other Gen. Revenue 715,847 180,000 397.69%

Interest Revenue 1,076,344 724,869 148.49%

Subtotal Other Revenue 4,234,017 3,126,869 135.41%

Total Revenue 59,256,917 53,189,321 111.41%

Compensation 15,641,154 17,666,984 88.53%

Contractual 8,334,308 9,658,579 86.29%

Supplies & Maintenance 2,135,399 2,299,849 92.85%

Travel & Education 265,235 499,133 53.14%

Other 1,236,839 1,311,000 94.34%$

Debt Service 9,577,978 9,573,481 100.05%

Total Expense (1) 37,190,914 41,009,026 90.69%

Net Earnings 22,066,002 12,180,295 181.16%

(1) Does not include $1,000,000 for R&M expense funded through the capital budget

Cumulative Water Gallons Billed FY 2020

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WorkforceDevelopmentRecruit, educate, and support qualified, committed, mission-driven employees.


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Avery CoakleyWastewater Pumps

Mechanic

Kimberly GeorgeDispatch Assistant

Lindsey BeardLaboratory Technician

David ConyersWater Distribution

Mechanic

Anthony CantyService Line Care

Technician

Trenton Dombrowski Water Distribution

Mechanic

Yanna CappsProgrammer/

Analyst

Daniel EppsWater Quality

Mechanic

We Recruit.

Once again in fiscal year 2020, recruitment was a top priority for MPW. A record total of 34 vacant positions were filled. This is the highest number of vacancies ever filled in a fiscal year. Of the 34 positions, 19 new employees were hired, and 15 employees were promoted internally. MPW continues to support its succession planning initiative of adding new talent to its employee population and promoting existing staff whenever possible.

Welcome to the talent that joined the MPW team in fiscal year 2020!

Human Resources Department

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Ryan MarcinkusWastewater Pumps

Mechanic

Justin PhillipsWastewater Pumps

Mechanic

Mike MarionWastewater I&I

Mechanic

Matt SoucieService Line Care

Technician

Clancy MyersCustomer Support

Specialist

Chuck SweeneyAsset Management Department Head

Travon GreenWastewater Lines

Mechanic

Andrew Hitchcock Service Line Care

Technician

Natalie J. LawrenceCommunications

Manager

Edward NavarreteService Line Care

Foreman

Robert ZieglerWater Quality

Mechanic

APPROVEDPOSITIONS

NEW HIRES PROMOTIONS % FULL

COMPLEMENT% TURNOVER

RATE

FY 2020 154 19 15 95% 0.56%

FY 2019 147 16 8 95% 0.45%

FY 2018 138 13 2 95% 0.52%

Goal: Maintain 95% full complement of active positions and an employee turnover rate under 3%

We Educate.

Waterworks University provided educational opportunities for staff on various topics such as Microsoft Excel, Microsoft Outlook, leadership, license exam preparation, as well as various industry-specific and technical items.

Two courses of note include an Interview Skills/Recruiting Workshop and a Supervisor Skills Certificate Program. With the volume of hiring and the number of interviews conducted organization-wide, the Recruiting Workshop gave our leaders the tools needed to conduct objective, effective and legal interviews. The Supervisor Skills Certificate Program was offered at Trident Technical College as a five-week, professional development series for our up-and-coming leaders. Finally, when the COVID-19 virus hit, Waterworks University pivoted to a virtual platform offering Microsoft Teams and Power BI360 educational courses.


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10 Classes

2,211total hours of education17 hrs/employee

70 LicenseHolders

26 New Licenses

Attained

177licenses held

which requires continuing education

2 Virtual

post-coronavirusclass transition

EMPLOYEE EDUCATION FY 2020 SNAPSHOT


We Support.

From lower turnover to improved productivity, thriving employees create a thriving business. It is for that reason that MPW continues its efforts to create a work culture that promotes health through all aspects of its employees’ lives. In fiscal year 2020, MPW offered the following wellness opportunities to its employees:

» Annual Biometric Screening: 98 participants

» Fall Employee Picnic: 142 attendees

» Spring Oyster Roast: 209 attendees

» Charleston Push-Up & Up: two teams (12 total employees)

» Healthy Business Challenge: two seminars

» MUSC Wellness Wednesdays: five classes

» MUSC Weight Loss Challenge: 46 registered

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2016

- 20

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For the fifth consecutive year, MPW was named as one of the Best Places to Work in South Carolina. Sponsored by SCBIZ magazine, this annual award identifies and recognizes the state’s top employers. Fifty companies are selected in the small-to-medium size category. MPW was on that list for 2020 - again!

To be considered, companies participate in a two-part survey process. The first part evaluates each

nominated company’s workplace policies, practices, philosophy, systems, and demographics. The second part gathers employee input and opinions anonymously.

Using that data, MPW checks the pulse of the organization. The results are reviewed with HR and Managing Team members to identify areas of progress and concern.

Final company rankings will be announced during a virtual awards ceremony on August 21, 2020. We are incredibly proud of staff’s effort to create a culture that is worthy of such recognition.


CustomerServiceAchieve customer satisfaction through excellent communication, service, and stakeholder engagement.


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How can we help?Customer Surveys The MPW team strives for an exceptional customer experience for all its customers. From fielding daily calls about billing and usage to on-site troubleshooting visits, MPW team members go the extra mile to provide solutions to customer issues.

Customer surveys are conducted on a weekly basis for all customers that contact MPW about their account or service. Surveys are then emailed to all customers with an email address on file. The survey asks customers 12 questions, three of which ask them to rate MPW overall on a scale of 10 to 1; to rate their experience

7,027 Move-in

Requests

6,570 Move-outRequests

CUSTOMER SERVICESFY 2020 SNAPSHOT

52,640calls received

41K MeteredCustomers

91.7K Customers

Served

442,700 bills generated

108/$38K

# of recipients/funds distributed

Customer Care Program

2,614meters

investigated

4,008 routine service orders completed

Customer Services Department

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on a specific phone call; and to evaluate the quality of their most recent customer service experience as being Excellent, Very Satisfactory, or Average.

Each month, scores are summarized and shared with field services and customer services departments to identify successes and areas for improvement. The overall customer service score is shared during

MPW’s monthly, all-staff Open Forum meeting.

The customer satisfaction score goal is 90%. For fiscal year 2020, MPW scored 89% for MPW overall, 92% for service on a specific phone call, and 92% satisfaction with their most recent customer service experience.

89MPW Overall

92Recent Call

92Call Quality

Advanced Metering Infrastructure Phase 2In fiscal year 2019, MPW completed the first phase of its advanced metering infrastructure (AMI) project, which involved the systemwide replacement of its meter infrastructure. Throughout fiscal year 2020, the organization focused on implementing the multitude of operations and customer service opportunities available as a result of the enhanced data captured via the new AMI system.

A few of the benefits AMI data offers to both MPW customers and the organization include the following:



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High Usage AlertsIn the past, if a customer experienced high usage, MPW was not able to send an alert until it received the meter reading for billing (which could result in a longer period of high usage). Now, with AMI data, based on certain parameters, MPW can alert customers of increased usage prior to the meter being read for billing.

Continuous Consumption AlertsFor continuous consumption alerts, MPW notifies residential customers experiencing 10 gallons of usage per hour for a 24-hour period. Using AMI data, MPW can now assist customers in finding and fixing leaks, or unknown usage, far in advance of what was previously allowed. From a running toilet or outside hose, customers may now make adjustments or repairs prior to their billing which may be higher than normal.

Leak AdjustmentsAMI data also proves valuable in helping customers with leak adjustments. Previously, leak adjustments involved a lot of estimation. Customers and MPW had to estimate when a leak began, if a leak was completely repaired, and how much water was used due to the leak. Now with AMI data, MPW can usually see exactly when the leak started, confirm the repair for the customer, and calculate the number of gallons involved.

Pool Fill AdjustmentsMany customers with pools alert us prior to or right after filling their pool. AMI data allows MPW to make a proper adjustments.

Water Loss Calculations & Billing Read DateAMI data is a valuable new tool in calculating the difference between water produced and water sold through MPW meters. Prior to AMI, the process proved more difficult because of a delay in meter readings - 21 days or greater between the meter reading being collected and the bill being produced. With AMI, the window between meter read and billing decreased from greater than 21 days to less than 14 days. This significantly improves customers’ understanding of their billing period and when the water was used. Regarding water loss, the calculation now involves daily and monthly accurate usage for all metered water for comparison to production numbers.


WaterSmartCustomer Portal

Following completion of the AMI project, MPW began its search for an online customer portal software solution. The top three customer portal options on the market provided product demonstrations during an intensive interview process. MPW selected WaterSmart and immediately began the data transfer and employee learning process. (Due to the unforeseen coronavirus pandemic, full implementation and an original go-live date were slightly delayed as staff pivoted to focus on a new set of customer priorities.)

AMI: Phase 2 continued

Prior to launching the new portal, MPW worked with the software team to ensure that the transition for its current registered users of online account management to their new WaterSmart account was seamless. It was important that these customers be able to use their existing username and password, instead of re-enrolling in another online system. It was a success!

The WaterSmart portal offers customers a one-stop platform to pay bills, examine historic water usage, and watch video tutorials on many topics including tracking water usage, comparing water usage from previous years, and comparing water usage to similar households. WaterSmart also offers irrigation recommendations, conservation suggestions, and the ability to set up alerts and notifications.

Outbound Notification SystemAn additional benefit of the new system is its robust outbound notification system. Previously, when a customer inquired about usage, MPW responded by emailing or printing copies of AMI data for customers. Via WaterSmart, customers can now access their usage data online.

It is also a great customer tool for irrigation notifications. The majority of calls received at MPW, in regard to an unexpected high bill, stem from a misunderstanding of the amount of water passing through an irrigation system based on their current settings. With WaterSmart, when a customer sets up an irrigation system in the spring or makes adjustments to

their system, they can then check their usage from the previous day to follow the changes to their water use.

These are just a few of the many positive self-service features available to MPW customers through its new WaterSmart portal.

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Summer Water UseConservation Campaign

Understanding MPW’s water service rate structure is key to a customer’s ability to manage future usage and utility bills. With conservation as the goal, MPW’s assigned water rates increase in response to a customer’s increase in gallons of water used along a four-tiered, excessive use rate structure.

In summer 2019, MPW noticed unprecedented high-water usage that coincided with a drought taking place across the region at the time. As a result of the higher usage, many MPW customers were incurring a higher than normal water bill. Although summer water usage generally increases for a variety of reasons, irrigation often tops the list. In an effort to get ahead of a similar situation occurring in 2020, MPW launched an educational summer water use messaging campaign in spring 2020.

During the months of April and May 2020, MPW sent bill messages to its entire customer base, and emails and calls to approximately 10,000 residential and commercial customers encouraging them to evaluate their summer water needs and offering conservation tips. The emails were personalized, showing customers their high water use from the previous summer. MPW encouraged the money-saving option of purchasing an irrigation meter for those high-use customers currently without

one. Throughout the campaign, MPW also aligned its social media messaging to one of water conservation.

The results of the campaign have been positive. Customers have used significantly less water and avoided excessive use charges in comparison to the previous year. MPW also installed a number of irrigation meters following the outreach campaign.

FY2020 General Manager’s Annual ReportFY2020 General Manager’s Annual Report

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Billing System UpgradeComing Soon

A major focus of the customer services department throughout fiscal year 2020 was the evaluation of MPW’s current billing system and exploration of options for upgrade or a new billing system in the future. This involves extensive work in identifying MPW’s wants and needs of our system with review of our business processes and careful evaluation of our current system and its new implementation that is available. MPW hired Whitlock Consulting to manage the project and guide the team through the process. In the spring of fiscal year 2020, MPW sent out a request for proposals to three providers with Harris, a software solution company. In the coming fiscal year, MPW will complete demonstrations of the three billing software products and make a selection in fall 2020. In addition to the implementation, MPW will conduct a business process assessment.

Communications Department

Communication & Branding AuditA New Look

In fall 2019, MPW reached out to industry-expert Raftelis to conduct an audit of its communication program. The consultants offered a few recommendations based on conversations with communications staff and utility leadership, and a review

of MPW’s printed materials and online communication channels.

» Brand Refresh: Consider a review and refresh of the MPW brand. This includes the color palette and font for your materials, messaging, use of photography and visuals, etc.

» Consistency: Printed and online materials currently lack consistency in design and use of logo, color, fonts, etc., making it harder to build understanding and connection with customers, stakeholders and employees.

» Streamline communication channels: Evaluate the channels currently in use to determine which channels are most effective for targeted communication with primary audiences.

» People as an Asset: Employees’ connection to customers is a communication opportunity that can be further leveraged. Focus on storytelling around these connections for a more impactful message.

In response to the recommendations, MPW selected Revize to assist in the development of a new website, along with two local creatives, branding company 12pt. Design and photographer Gareth Blayney. Despite setbacks from the Covid-19 pandemic, the initiative continues to progress with the goal of providing MPW customers with an enhanced website experience.


Capital ProjectPublic Engagement Process

MPW understands that utility construction projects can be viewed as a nuisance for the impacted community rather than the positive long-term solution the project is designed to provide. In August 2019, MPW worked with a local communication consultant to devise a public engagement strategy tailored for MPW’s large scale Capital Improvement Program projects.

Following an assessment of MPW’s existing process and one-on-one meetings with capital program project managers, inspectors, and the communications specialist, the consultant presented a step-by-step public engagement guide during a half-day working session. Roles and expectations of staff assigned to managing projects and communicating progress were clarified and the new process was implemented in January 2020.


Citizens AcademyCommunity Partners

MPW knows its customers care about their water, so we offer programs to help them learn more about the essential services we provide. One of the ways we can expand our community’s water I.Q. is through our annual Citizens Academy.


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COMMUNICATION & PUBLIC ENGAGEMENTFY 2020 SNAPSHOT

New Followers218 Facebook34 Twitter

total # meetings/attendees

3/58Public Meetings

17

# unique plans created for each

Capital ProjectCommunication Plans

Google/SCDHEC permit, Snowden, CCSD Lead Sampling, Covid-19,

2019 Water Quality Report

28Media Mentions

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Fiscal year 2020 marked MPW’s second Citizens Academy with a class size of 24 community members. Over the course of five, 2-hour classes offered in the fall, attendees participated in a behind-the-scenes tour of the Center Street Wastewater Treatment Plant, and were presented with an overview of MPW operations.

MPW’s Citizens Academy is a critical component of the organization’s commitment to environmental stewardship. Informing and engaging residents and businesses in the community about the importance of water and wastewater services and its connection to clean water issues is paramount to the future of the organization and our community.

“I learned that I’m in good hands.”Response from Citizens Academy participant when asked, “What did you learn?”

Operational ExcellenceDevelop, maintain, and improve MPW infrastructure to provide reliable services and exceptional water quality while protecting resources and the environment.


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Exceptional QualityFrom Source to Tap

When MPW customers turn on the tap, they can count on their water being purified, monitored, and tested to protect their health and safety.

Water Quality Action Plan In fiscal year 2020, the laboratory team finalized MPW’s Water Quality Action Plan that will be used by water operators and the water quality department. Water operations is currently using the data to make process control decisions and improve ammonia dosing. Action items based on water quality criteria are used to

WATER QUALITY & ENVIRONMENTAL PROTECTION

FY 2020 SNAPSHOT

3,083,780,000gallons ofwastewater treated(combined)

1,114,554,000gallons of water produced

(Reverse Osmosis)

2,287,830,000gallons of water purchased

(Charleston Water System)

14,500Water Quality samples pulled

2,027Dry Ton Solids Disposed

Operations Department

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Annual Wastewater ReportInaugural IssueIn February 2020, MPW published its first Annual Wastewater Report. The report summarized the performance of MPW’s two Wastewater Treatment Plants during the 12-month period from January 1, 2018, to December 31, 2018. During this period, MPW collected, transported, and treated an average of 9 million gallons of wastewater per day - a total of more than 3.2 billion gallons per year. MPW looks forward to continuing to report on the job it does to protect public health and the environment while meeting regulatory requirements.

set targets to create a cohesive plan to manage and optimize water quality leaving the treatment plants and ground storage tanks. These action items will also be used to assist in managing the distribution system.

Innovation at WorkDuring fiscal year 2020, MPW wastewater treatment operators recognized a problem with dust and airborne contaminants in the Center Street Treatment Plant blower room. The team created an innovative solution by installing filter fabric over the air intakes. The material worked well at removing dust and protecting the turbo blowers and is now used as a model at other facilities


2020 Recipient of SCDHEC Operational Excellence AwardRifle Range Road Wastewater Treatment Plant & Center Street Wastewater Treatment Plant


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Ground Storage TankImprovementsMPW completed the inspection and cleaning of all ground storage tanks. A plan has been developed to routinely clean and inspect the tanks and to prioritize repairs. Both booster pump station (BPS) storage tanks have been painted and a project to install mixers into the Highway 41 BPS has been planned for the coming year. The mixer will improve water quality by eliminating stratification in the tank. The install will serve as a pilot for MPW and may prove to be an effective way to improve water quality in the ground storage tanks.

Partnerships for our Community

Covid-19 Wastewater Sampling Study: USC/SCDHEC PartnershipMPW has been working with the University of South Carolina (USC) to monitor bio-aerosols at its wastewater treatment plant. At the onset of the coronavirus pandemic, the relationship quickly shifted to sampling for the virus. USC, in partnership with SCDHEC, hopes to develop a model that will be used to predict community health and serve as an additional tool for public health decision-makers when dealing with similar viral disease outbreaks. In mid-June 2020, MPW’s wastewater sampling data indicated a large increase in coronavirus copies resulting in local media interest.

Funding has been provided to sample through December 2020.



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Lead & Copper Sampling Plan: CCSD PartnershipIn November 2019, the Charleston County School District (CCSD) reached out to MPW to assist with the development of its Lead & Copper Sampling Plan. Ross Wattay, field services manager at MPW, and Allan Clum, MPW’s operations manager, advised District personnel throughout the process.

Allan Clum also participated in an advisory panel for CCSD regarding the plan. Proposed revisions to the Environmental Protection Agency’s Lead & Copper Rule are expected to be published in the near future and will include a suite of actions

to reduce lead exposure in drinking water where it is needed the most.

Potable ReuseFeasibility StudyWater use has been growing significantly in recent years, with water withdrawal predicted to rise 18 percent by 2025, according to the United Nations Environment Programme. In October 2019, MPW commissioned CDM Smith to conduct a direct potable reuse feasibility study. The following tasks were conducted in fiscal year 2020 as MPW continues to explore this innovative water reuse solution.

Engineering Department

Regulatory Reviewno current state regulations; will require development by SCDHEC

Public Acceptance Approachbrand development; early public engagement and communications

Funding OpportunitiesBureau of Reclamation grants for on-site test units

Treatment ApproachThree treatment steps and two concentrations of treated wastewater

Bench Top Treatment ApproachCurrently collecting samples and sending to CDM lab


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Asset ManagementStrategic Plan UpdateIn January 2020, MPW commissioned Mott McDonald to assist in the development of the organization’s Strategic Asset Management Plan (SAMP). Under the direction of Chuck Sweeney, MPW’s asset management program department head, the team delivered a gap assessment findings and recommendations report in early July 2020, immediately followed by the creation of a set of internal working teams tasked with developing MPW’s SAMP. Comprised of MPW employees, the seven work teams are listed to the right.

Next Deliverables: Asset Management Policy, Organizational Change Management Plan


Steering Team

Leadership & Change

Reliability Engineering

Work Management

Materials Management

Capital Delivery

Technology Enablement

CAPITAL PROJECTSFY 2020 SUMMARY

Spent$93.1M/63%

Balance$24M/16%

Encumbered$31.1M/21%

$22.8MNew Assets Added

47ProjectsCompleted

ASSET MANAGEMENT TEAMS

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Capital Planning WorkshopFY 2021-2022Each year, MPW hosts a Capital Planning Workshop for Commissioners and Town of Mount Pleasant Water Supply Committee members to provide an opportunity to learn more about its capital program prior to the budget review and approval process. During the day-long event, MPW employees, along with the organization’s asset class engineering consultants, interact with governing leaders and offer the following information:

» Overview of the day-to-day functions of each asset;

» Needs assessment summary to maintain/extend the life of existing assets;

» Systemwide forecast of future asset needs; and

» Value of each asset class in current dollars, and the funding request for the proposed FY2021-2022 Capital Improvement Program.



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Water Quality OptimizationDistribution & Collection Systems Water quality is directly tied to a complex interconnected series of components that make up MPW’s drinking water distribution and wastewater collection systems. MPW has a strong maintenance and replacement program that continually protects the

integrity of its pipes, pumps, and treatment systems so that we continue to deliver quality water to customers and safeguard the environment from harmful pollutants.

Field Services Department

Water Line CleaningInitiative

MPW distribution mechanics changed out nine, 6-inch meters in fiscal year 2020 to assist in the completion of the AMI meter replacement project. They also installed 10 new system valves and three pig launch and retrieval stations in support of MPW’s line cleaning initiative. Other significant activities include the following:


WATER QUALITY: DISTRIBUTION SYSTEM

FY 2020 SNAPSHOT

1,840# exercised out of 13,813 total valves (13%)

System Valves

37 milesUnidirectional Pipe Flushing

# of miles completed out of 567 total (7%)

Outages136 Planned135 Unplanned

3,990 total hydrants (25%)

1,005 Hydrants Serviced

The number in parenthesis represents jobs completed by the Service Line Care team.


Collaborating withDevelopers

MPW works closely with developers to ensure that the proper preparation of water mains is adhered to for its customers. Per MPW specifications, all new water lines require cleaning which reduces flushing volumes in order to pass bacteriological testing. Seven projects were conducted in fiscal year 2020 to address this requirement. Project highlights include:

» Creekside - upgraded new lines and service laterals

» Hwy. 41 – replaced 460 feet of 18” transmission main

» Patriots Point - cleaned 3,600 feet of 8” main; improved chloride residual levels reducing flushing volumes

» Rivertowne - Marks the beginning of the new cleaning program since the transmission main was cleaned on Hwy 41 last April; cleaned 8.6 miles of 10” and 12” main


Site RestorationUpdate

MPW’s site restoration team is often called to deliver and haul materials to and from job sites, provide traffic control, operate equipment, and lend a helping hand during excavation work. The team also continues to provide concrete, sod and asphalt restoration.

» 290 property restorations

» 133 easements cut

» 20 obstructions removed from fire hydrants

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FY 2020 FY 2019

Leaks 730 (275) 799

Breaks 155 196

Low Pressure 128 (56) 125

Irrigation Meters 264 161

Phase III Directors Awardfor the Distribution System Optimization Program

In recognition of its water quality improvements program, Mount Pleasant Waterworks was awarded the prestigious Phase III Directors Award. This AWWA-sponsored award recognizes MPW employees’ hard work and dedication to providing the highest quality of water to customers.


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Non-Revenue WaterUpdate

In comparison to last fiscal year, the amount of water supplied to the distribution system decreased by 153 million gallons (MG) and the amount of water sold increased by 115 MG. The total non-revenue water decreased in fiscal year 2020 by 199 MG. At the time of this report, the percentage of non-revenue water for the year is 13.54% as compared to last year’s value of 16.67%. The improvements are attributed to the new AMI system and the previously mentioned water line cleaning initiative with developers.


Water AuditInaugural Initiative

MPW engaged Cavanaugh & Associates to perform its first Water Audit during fiscal year 2020. The audit confirmed, based on non-revenue water values, that MPW remains a good steward of its resources. During the audit, a new performance indicator was introduced called the Infrastructure Leakage Index (ILI). It measures infrastructure health by comparing miles of pipe, connections, and average system operating pressure to the amount of annual water loss. The ILI for MPW in fiscal year 2020 was 1.18 - an exceptional number since east coast utilities with a score under 3.0 are considered doing well.


Customers CallsColor, Taste, Odor

Cross-departmental collaboration is critical to maintaining product consistency. Throughout each year, MPW records and tracks customer complaints about water quality along four categories: color, taste, odor, and miscellaneous. In fiscal year 2020, MPW achieved the following in comparison to the previous year:

» 29% overall reduction in complaints

» 46% reduction in color calls

» 32% reduction in odor calls

Color One intiative that contributed to the 46% reduction in color calls was the Highway 41 water main cleaning project conducted in April 2019. Prior to the completion of the project, customers in the Rivertowne and Brickyard neighborhoods submitted multiple complaints about water color. Only one color complaint was recorded for the same area in fiscal year 2020.

TasteThe small increase in taste calls during fiscal year 2020 resulted from a single event at RO Plant 3. Seventeen of the 19 taste calls received over a two-day period were the result of differing quality parameters between the RO-treated and stored water in a ground storage tank. Going forward, MPW will drain the tank prior to a prolonged shut-down to ensure blending occurs gradually in the system.

Odor Another driver of this year’s overall reduction in complaints was the introduction of a new disinfection system that allowed for better maintenance of chlorine residuals at dead end water mains.This particular action also reduced odor complaints by 32%.

The overall body of work accomplished by the laboratory team armed field staff with information as to where problems have the highest potential for occurrence. MPW remains diligent to ensure a similar event does not take place in the future.

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75

1929

Color Taste Odor Misc

139

8

65

22

FY 2020 Water Quality

FY 2019 Water Quality

Service Line CareUpdate


Leaks 275

Sewer Backups 64

Low Pressure 56

Continuous Usage 138

Meter Installs 537

FY 2020 FY 2019

Total Enrolled per fiscal year 497 852

Total Enrolled to date 4,564 4,404

Earnings $274,219 $247,096

Expenditures $25,553 $34,345

Net Revenue $248,666 $212,751

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As of February 2020, all on-call responses involving both water and wastewater services are handled by MPW’s Service Line Care (SLC) team. Their skills and knowledge helped reduce overtime, while improving customer service.


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Inflow & Infiltration Collection SystemUpdate

When ground water and stormwater enter MPW’s collection systems – known as inflow and infiltration (I&I) – treatment plants become less efficient and systems become strained. The following work was done in fiscal year 2020 to identify and address I&I issues.

CollectionsMPW’s collections department continued to support sewer system rehabilitation projects. One such project was the replacement of 100 feet of gravity main on Williamson Drive. By conducting the work in house, MPW was able to use the $25,000 in savings to repair manholes. MPW also replaced 10 clean-outs in Basin 11. Four major points of failure were also found on Muirhead, Whipple, and Greymarsh Road. The repairs required detailed coordination with MPW contractor, Vortex. Well points, bypass pumping and cooperation with the Town was vital to make the point repairs a success. Closed Circuit TV inspection of all Ductile Iron Pipe (DIP) was also completed. MPW recognized that most, if not all, DIP gravity will need to be lined.

PumpsThe pumps department replaced 52 pumps in fiscal year 2020 to address aging units and to standardize on common sizes reducing inventory. Twenty flow meters were installed at stations throughout

the system, improving MPW’s ability to determine pump efficiency and I&I. Work was also done to implement de-ragging programs at two key stations. Regional Pump Station 119, located in Park West, and Regional Pump Station 2, located on Labor Camp Road, are now equipped with the de-ragging program and are working well.


WASTEWATER COLLECTION:ENVIRONMENTAL PROTECTION

FY 2020 SNAPSHOT

153 Point Repairs Completed

20flow meters

installed

610K ft Cleaned158K ft Televised134K ft Smoke Tested

Gravity Main Work

52Pumps Replaced

ONE reportable spill at CSWWTP

Reliability Center Maintenance Reliability Centered Maintenance (RCM) is a process that ensures maintenance tasks are performed in an efficient, cost-effective, reliable, and safe manner. It is one component of MPW’s asset management program and the organization enjoyed great success in fiscal year 2020 with a 50% drop in corrective maintenance. MPW’s RCM program continues to improve its teams’ work efficiency by reducing unnecessary work, as illustrated in the above graph.

This is also the first year AMI data was used to evaluate the amount of I&I entering the wastewater system. MPW’s end of year I&I was 24.68%, reflecting the proactive work conducted to keep up with the system by addressing points of failure and improving aged infrastructure.

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ACTIVITY FY 2020 FY 2019

Backups 162 158

Spills 1 4

Main Line Blockages 7 7

Grinder Pumps 88 110

Odor Complaints 37 43

Leaks 13 12

Sink Holes 25 23


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MPW’s electrical and instrumentation team is relied upon to improve operations with key facility upgrades. In fiscal year 2020, pump station panel replacements at three locations and installations of the cleaning cycle at regional pump stations 2 and 119 improved control efficiency and reduced corrective maintenance. To ensure continued reliability, membrane Variable Frequency Drives (VFD) were replaced at RO plants 3 and 4. Four new stationary generators were also installed at key pump stations identified as critical for service and vulnerable to storm activity. Other key activities include the following:

» Start-up of new disinfection system at four RO plants

» Bypass monitoring and start-up for capital pump station upgrade project (nine locations)

» Center Street WWTP CAT6 network reconfiguration

» Replaced RO 3 high-service VFD

» Replaced office generator fuel tank

» Installed groundwater monitoring probes at five pump station basins

» Supported flow meter installation at 20 pump stations

» Installed electrical service and equipment for two new office trailers.

SCADA Master Plan MPW began the implementation of its SCADA Master Plan in fiscal year 2020.

» Programmable logic controller upgrades at CWS’ Daniel Island and Hwy 41 points of delivery improved reliability with control and feedback performance

» ASR Well Automation improved efficient operations of ASR wells

» Portable generator monitoring during storm recovery

» Solar-powered remote terminal units for bypass pumps to support pump station upgrades

Electrical & InstrumentationUpdate


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IT Master PlanUpdateIn fiscal year 2020, MPW completed its Information Technology (IT) Master Plan refresh with the assistance of eGroup. The key deliverables associated with the work included:

» Companywide assessment of applications

» External Penetration Testing

» PCI Compliance

» Backup Strategy

» IT Service Management

» Technology Improvements

» Implementation Plan

Discussions with all departments yielded over 1,500 (1,538 at last count) unique combinations of inputs and outputs. eGroup offered approximately 100 recommendations for improving the security and operational effectiveness at MPW. The recommendations are funded for fiscal year 2021.

IT Department

CybersecurityUpdate

Strengthening MPW’s cybersecurity continued to be a priority as this threat increases. Several significant successes include:

» Network and IT systems Security Assessment

IT Department

IT & SAFETY:ORGANIZATIONAL PROTECTION

FY 2020 SNAPSHOT

30-50 # of Teleworkers Supported

101Computer

replacements

3 hrs.IT downtime

4 OSHA recordable injuries

286 Max # days

between injuries

Workers’ Compensation2 Claims1.23% eMod

26restricted duty days

111lost days

20 facility/job site inspections

51 pints of blood donated


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» External network penetration test: Zero compromises identified

» Cybersecurity Awareness Training: 301 staff training hours

» Quarterly Phishing Campaigns: three campaigns conducted

IT Department

Drought ResponseEmergency Planning

MPW entered fiscal year 2020 on the heels of the 2019 drought. This was the first time MPW formally activated its emergency management plan in response to a drought. Following that incident, MPW immediately began work on updating its plan. The following is a recap of the events that influenced improvements:

» MPW Drought Tabletop Exercise

» Emergency Management Plan activation in response to South Carolina drought

» South Carolina Department of Natural Resources Drought Tabletop Exercise, Columbia SC

» AWWA M60 Drought Preparedness & Response Manual 2nd Edition, 2019

» SCDHEC Withdrawal Permit Reduction issued January 6, 2020

Lessons learned from the 2019 drought were invaluable including the relationship MPW established with the South Carolina State Climatology Office and participation in the state’s Drought Response Committee meetings.

IT Department

Active ShooterSafety Exercise

In January 2020, MPW conducted active shooter training with front-line staff. The class was designed to empower and equip staff to act when the midst of an unexpected crisis. Unlike traditional exercises, this course was hands-on and included a unique and innovative approach including:

» Instructors: former military, law enforcement and EMS

» Approach & Philosophy: taught to not see ourselves as victims, but to act

Emergency ResponseBy-the-numbers

» Emergency Management Plan activations: 3

» # of Incident Command meetings (COVID/Dorian/SCDHEC permit): 55

» Safety training hours: 977

» Security training hours: 92

» Emergency Management training hours: 108

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» Realistic Experience: blank 12-gauge shotgun fired during class to expose employees to reality

» Facility Assessment: MPW offices assessed and used for critical thinking scenarios

» Bleed Control: staff trained in critical bleed control first aid using tourniquets and wound packing

Following the exercise, MPW stocked its fleet and facilities with the same bleed control kits used in the class.

Commission of Public Works for the Town of Mount Pleasant

Rick Crosby, Chair

Susan I. Mellichamp, Vice Chair

Diane Lauritsen, Secretary Treasurer

Mac Jenkinson

Linda Page

Mayor Will Haynie

Jake Rambo, Town of Mount Pleasant Water Supply Chair

Mount Pleasant WaterworksManagement Team

Clay Duffie, General Manager

Nicole Bates, Customer Services Manager

Allan Clum, Operations Manager

Mark Coffin, Chief Financial Officer

Christi Fowler, Human Resource Manager

Brian Head, Technical Services Manager

Natalie J. Lawrence, Communications Manager

David Niesse, Engineering Manager

Ross Wattay, Field Services Manager

WATERCONNECTSUS ALL

1619 RIFLE RANGE ROAD | MT. PLEASANT, SOUTH CAROLINA, 29464 | 843.884.9626

WWW.MOUNTPLEASANTWATERWORKS.COM

http://www.mountpleasantwaterworks.com

Documents

General Manager’s fiscal year 2020 ANNUAL REPORT · Association’s Certificate of Achievement for Excellences in Financial Reporting for the 24th consecutive year Recommended current