Journal - American Water Works Association

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Four utility leaders discussed realities for their utilities one year into the COVID-19 pandemic, highlighting key adaptive mechanisms and the long view of their road ahead. The pandemic provides an introspective mirror for utilities to assess their inherent strengths and vulnerabilities, but also to define and communicate proactive and adaptive best practices. In the utility sector, decisions of the past dictate the feasible range of responses in the present, and lessons learned today shape potential long-term resilience...

Eleven utilities from across the United States were studied to understand the pandemic's effects on water consumption and utility revenues. Most utilities in the study saw an overall increase in water consumption with a rise in residential demand that offset declines in nonresidential demand. Most utilities in the study experienced increased revenues in 2020 compared with previous years, largely due to rate increases, inclining block rates, and an unusually warm summer. Water utilities' ability to adjust to fluctuating demand and changing revenue patterns is a testament to their sound financial practices...

In a recent roundtable gathering, AWWA water industry leaders provided insights on how the COVID-19 pandemic has affected the water industry, now and going forward. Members of AWWA's Management and Leadership Division Board of Trustees shared how organizations adapted, found silver linings, and thrived despite challenges. Lessons learned for resilient utility management include new approaches to public communications, virtual meeting adoption, changed workforce expectations, and more.

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Four pilot teams shared experiences with piloting during the COVID-19 pandemic, emphasizing that thoughtful planning streamlines the piloting process while mitigating the risk of transmitting illness. Remote access to and control of pilot equipment, along with the use of virtual communication platforms, enabled teams to successfully perform pilot-scale studies. Operating pilot systems through the pandemic allowed teams to respond to drastic changes on a small scale to mitigate risks around full-scale processes at the treatment plant...

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Many water and wastewater utilities effectively took a "triage" approach to addressing initial COVID-19-related disruptions but should reassess practices to ensure long-term financial resilience. Although the short-term financial effects of the pandemic varied widely among utilities, related economic and financial uncertainties will likely persist, with potentially long-term impacts. Utilities should implement a phased post-pandemic strategy encompassing scenario planning, rate structures, consumer assistance programs, staffing and training, debt structuring, and smart technologies...

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Early in 2020, when the severity of COVID-19 became evident, US water utilities implementing conservation programs had to act quickly to determine how to mitigate changes in their conservation programs and staffing. Prioritization and collaboration helped utility staff settle into their new way of working, which included adapting to online connection with customers and each other. These adaptations might lead to permanent changes. Thanks in large part to the power of technology, many water conservation and customer education programs have continued, with interest and participation even increasing in some cases...

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Epidemics and pandemics are natural disasters that water utilities must prepare for and respond to. There are mitigation measures that utilities can employ during an epidemic or pandemic to reduce the impact of these disasters on their operations and the communities that they serve. The guidance and resources in this article should help drinking water utilities deal with present and future COVID-19 concerns, as well as other public health emergencies that will undoubtedly occur in the future.

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In April 2020, AWWA hosted a webinar on how utilities can be a trusted source of information during the COVID-19 pandemic. Following a communications plan and using a spokesperson, water utilities should focus on simple messages that use basic terminology. Utilities should express empathy, focus on facts, and be transparent to build and reinforce public trust during a crisis.