AWWMA Strategic Plan
(updated 2004)

Foreword

On the direction of the Executive Board, the President-elect and regional VPs have undertaken the task of updating AWWMA strategic plan for 2003-04. Although strategic plans have been prepared in the past, 2002-2003 being the most recent, it is the intent of the executive board that a strategic plan be updated each year by the president-elect and regional VPs. Specifically, yearly updates are needed in the strategic objectives and action items.

The following is drawn from the strategic plan 2002-2003. Since the Mission Statement is formulated on a long-term basis, no amendments were made. Minor amendments were made to the mid-range strategic directions. The strategic objectives and action items were updated.

Introduction

The strategic plan provides yearly direction on which Alaska Water Wastewater Management Association (AWWMA) executive board should base its activities. The intent is to update the plan annually to ensure that the organization can take account of changing circumstances as they occur. The Strategic Planning Committee will be chaired by the president-elect and comprised of the regional vice-presidents.

This plan takes a relatively narrow view of the objectives and the activities the organization should concentrate on in a given year. The plan does not attempt to provide a detailed listing of all of the Association’s programs or activities. It is up to the Executive Board and/or individual committees to identify activities in detail within the framework of this plan as well as to identify the scope and sources of necessary funding.

Purpose of the Strategic Plan

A.     AWWMA recognizes the need for its officers, staff and membership to have well-established objectives to provide continuity and guidance for the many volunteers who make up the working committees of the Association. The Strategic Plan charts the future direction of the association for the upcoming year. The mission statement (also included herein) should be updated on a ten year basis and charts the long-term direction of the organization. The strategic plan will serve as a guide to focus and prioritize board and committee activities for administrative organization, and for budgeting expenditure of funds. This plan shall serve as the central document for informing the membership of the Association’s overall direction and goals.

2.      Strategic directions for the basis for mid-range (3-5 year) Association goals.

 3.      Specific strategic objectives are identified for  emphasis within each strategic direction area. These objectives are identified by the president-elect and regional VPs, approved by the Executive Board and will provide the highest benefits to the Associations in each of the three goal categories.

4.      Action items are specifically assigned tasks and/or projects with target completion dates designed to advance the goals and objectives of the strategic directions. These items are presented in an action and date format for each strategic objective and with specific committee and/or officer assignments. The calendar will be reviewed by the Executive Board and updated annually and the Winter Executive Board meeting.

Implementation of the Strategic Plan

AWWMA Executive Board has the ultimate responsibility for implementation of the Strategic Plan. This includes evaluating committee and regional proposals for consistency with the plan, annual evaluation of the relevancy of the plan (including annual revision of the plan objectives, if necessary, and action item calendar), and annual distribution of the revised plan including publication in the summer newsletter. The Chair/President Elect shall serve as the coordinator or director of these activities and as liaison with the committees to ensure that specific objectives are met on schedule.

Strategic Plan

AWWMA Mission Statement

      1.         Overview

In addition to assisting with activities, which fulfill the missions of the represented national organizations, AWWMA is dedicated to the stewardship of the environment and human health. As a leader for the drinking water and wastewater treatment industries, AWWMA must be an effective instrument by advancing the technology and science of the water and waste fields and government policies relative to the industries’ roll in stewardship of water resources, and additionally shall assume the responsibility to:

A.     Identify unique regional water and wastewater issues and concerns and provide leadership and education to the public concerning these issues and concerns;

B.     Establish our organizations as the recognized authority on water resource and wastewater disposal policy and planning issues in Alaska, through demonstrated knowledge and leadership on relative issues and through active, cooperative participation in the political and regulatory decision-making process;

C.     Provide and assure training and educational opportunities for members and industry related workers;

D.     Provide a network for communicating and sharing water industry information with all Association’s members and the public;

E.      Encourage volunteer participation of the      Associations’ members through a strong and active network of committees and sub-Regions;

F.      Support equal opportunity/affirmative action programs and practices throughout the water works and wastewater industry and AWWA and WEF;

G.     Acquire sufficient resources to meet the Associations’ goals and objectives;

H. The Executive Board should review this mission statement to determine which changes, deletions, or additions are appropriate. The Board should also review the Association’s activities to insure that they are consistent with these purposes. Any current or proposed activity, which is judged to be in conflict with the mission statement, should not be continued or implemented with appropriate resolution of the conflict.

  2.      Objectives

AWWMA will work to:

  1.      Be the leader in the water and waste field

  2.      Promote communication and understanding between consumers and suppliers of water and waste services. To maintain effective communications and credibility with consumers;

  3.      Respond pro-actively to environmental concerns with respect to the water and waste field.

  4.      Achieve technological progress through education and advancement of knowledge in the water and waste field.

 5.      Influence legislative/regulatory activities.

 3.      Focus

AWWMA will focus its activities on issues related to drinking water supply, treatment, and distribution, and wastewater collection, treatment, and disposal. AWWMA recognizes that other major organizations are focusing on groundwater, solid waste, air quality and general public works issues. AWWMA will strive to deal with issues of mutual interest where conflicts of interest do not occur, through affiliation and joint undertakings with other relevant organizations.

4.   Membership

The following list outlines the target groups to which AWWMA activities should be directed.

 Commitment

The Executive Board of AWWMA, in signing this document wishes to express its commitment to the concept of strategic planning and its belief that this process will provide valuable assistance in fulfilling the Association’s mission.

Strategic Directions

AWWMA should work to be the leader in the water and waste field. AWWMA should be the focal point for activities relating to the water and waste field, and to be an effective and credible spokes-group on water and waste issues. 

      1.   Long term activities:

A.  Preserve and enhance the ties to the AWWA and WEF

B.     Maintain and enhance the infrastructure for promoting the activities and goals of the AWWA and WEF

C.     Continue to enhance the quality of the AWWMA and its activities

 D.     Promote the presence and stature of the AWWMA throughout Alaska

E.      Encourage cooperation with related organizations on mutual issues

 F.      Conduct AWWMA affairs in a professional and financially responsible manner

2.   Short term activities:

A.     Assist the State Department of Environmental Conservation in retaining primacy for Alaska’s drinking water

 B.     Develop, prepare and distribute a welcome package for new members and an information brochure on the benefits of AWWMA membership.

 C.     Establish a financial business plan for the AWWMA

 Strategic Objectives

      1.    Continuing objectives:

A.     Provide quality workshops, seminars and conferences

 B.     Provide small systems support

 C.     Take an active role in government involvement

D.     Organization of the Water Run

 E.   Organization of the historical files

       2.   New objectives:

A.     Promote member involvement

 B.     Effective fiscal management

 C.  Recognition of volunteerism

Strategic Action Items

1.      Member involvement:

A.     Execute recommendations of the 1999 Task force on Committees and Membership

  B.     Promote member involvement in the strategic planning session at the 2003 Statewide Conference

C.  Promote member education of the activities of the Executive Board and committee organization so they can participate.

2.      Effective fiscal management:

  B.     Establish monthly publication of expenditures

  C.  Publish all contractual arrangements