StrategicPlanning:

AHandbookforSmallWater
Systems
OneoftheSimpleToolsforEffective
Performance(STEP)GuideSeries
Office of Water (4606M)
EPA 816-R-03-015
www.epa.gov/safewater
September 2003
Printed on Recycled Paper
Contents
Is This Guide for Me? .............................................................................................................................................................................................. 1
What Will I Learn From this Guide? ........................................................................................................................................................................ 2
What is Strategic Planning? ................................................................................................................................................................................... 3
How Will Strategic Planning Benefit My Water System? ........................................................................................................................................ 4
STEP 1: Developing a Strategic Roadmap .............................................................................................................................................................. 5
Example Worksheet Defining Your Ideal, Goals, and Values............................................................................................................................. 6
Worksheet: Defining Your Ideal, Goals, and Values .......................................................................................................................................... 6
STEP 2: Defining Your Area of Service .................................................................................................................................................................... 7
Example Worksheet: Current and Future Areas of Service ................................................................................................................................ 8
Worksheet: Current and Future Areas of Service ............................................................................................................................................... 9
STEP 3: Assessing Your Systems Technical, Managerial, and Financial Capacity .............................................................................................. 10
Example Worksheet: Assessing Your Systems Capacity .............................................................................................................................. 11
Worksheet: Assessing Your Systems Capacity ............................................................................................................................................. 11
STEP 4: Identifying Your Options .......................................................................................................................................................................... 12
Worksheet: Identifying Options ....................................................................................................................................................................... 13
STEP 5: Analyzing and Assessing Your Options .................................................................................................................................................. 14
Example Worksheet: Assessing Your Options ................................................................................................................................................ 15
Worksheet: Assessing Your Options ............................................................................................................................................................... 16
STEP 6: Implementing Your Options ..................................................................................................................................................................... 17
Example Worksheet: Implementation Action Plan and Challenges ................................................................................................................. 18
Worksheet: Implementation Action Plan and Challenges ................................................................................................................................ 19
STEP 7: Assess and Evaluate .............................................................................................................................................................................. 20
Appendix A: Safe Drinking Water Act Primacy Agencies ...................................................................................................................................... 21
Appendix B: Tribal Contacts ................................................................................................................................................................................. 26
Appendix C: Other STEP Guide Documents ......................................................................................................................................................... 27
IsThisGuideforMe?
This guide is designed to help owners and operators of community water systems (CWSs) and non-transient non-community water systems
(NTNCWSs) serving 3,300 people or fewer learn more about the strategic planning process and begin to develop a strategic plan. CWSs include all
systems (both publicly and privately owned) with at least 25 year-round residential customers or 15 year-round service connections. NTNCWSs
include all systems (both publicly and privately owned) that are not CWSs and that serve at least 25 of the same people for more than six months a
year. Typical systems that may find this guide useful include:
Small Towns Manufactured housing communities
Rural Water Districts Homeowners associations
Tribal Systems Factories, religious institutions, and
schools with their own water supplies
This guide presents basic concepts on strategic planning for small water systems and explains how this process can help improve your technical,
managerial, and financial capabilities. It provides background information on the process of strategic planning and a series of worksheets from which
you can begin to develop a written strategic plan. Your State or Regional Tribal Capacity Development Coordinator can provide additional information
and help you tailor your strategic planning process or written strategic plan to your specific circumstances. For a complete list of state and tribal
contacts, see Appendices A and B.
Additional copies of this guide may be obtained by calling the Safe Drinking Water Hotline at (800) 426-4791. You may also download the guide
from EPAs Safe Drinking Water Website at www.epa.gov/safewater/smallsys/ssinfo.htm.
1
WhatWillILearnFromthisGuide?
The U.S. drinking water industry is facing many key challenges in the 21
st
century. These include replacing aging infrastructure, meeting extensive
regulatory requirements, operating in an environment with increased competition
and public expectations, and ensuring system security and safety.
To meet these challenges and continue to provide a safe and reliable water
supply, systems will need to be prepared and ensure that technical, managerial,
and financial structures can respond to changing circumstances. Strategic
planning can help prepare your water system to meet challenges and maintain
organizational and financial stability in an uncertain future.
This guide will:
Explain the concept of strategic planning;
Explain the benefits of strategic planning for small water systems; and,
Illustrate the steps you can take to start the planning process and begin to develop a strategic plan.
This guide contains a series of worksheets to help guide you through the strategic planning process. Your State or Regional Tribal Capacity
Development Coordinator can help you fill in the worksheets and develop, implement, and maximize the benefits of, strategic planning.
2
WhatisStrategicPlanning?
The idea of strategic planning is to plan today for an uncertain tomorrow. It
can help you address both problems that you know will arise in the future,
and problems that you cant predict. It can help your system succeed in a
changing environment.
A written strategic plan can be the end result of the planning process. It is
typically a short document that summarizes what your water system does,
why it does it, what it is trying to accomplish, and how it will meet its goals
and values.
1
Systems that do not develop a written plan should still engage
in the strategic planning process.
There are 7 steps to strategic planning:
1. Developinga strategic roadmap.
2. Definingyour area of service.
3. Assessingyour systems technical, managerial, and
financial capabilities (i.e., its capacity).
4. Identifyingyour options for fulfilling your area of service.
5. Analyzingandassessingyour options.
6. Implementing your options through an action plan.
7. Evaluatingyour options.
Developing a Strategic Roadmap
Implementing your Action Plan
Defining your Area of Service
Assessing TMF Capacity
Identifying your Options
Analyzing and Assessing your Options
Evaluating the Planning Process or Written
Plan
The 7 Steps of Strategic Planning
Plan
To plan strategically or to draw up a written strategic plan, you will need to look at all aspects of your system and develop values and goals. While
this could lead to organizational, financial, or technical changes in the way your system operates, the benefits of strategic planning will make your
efforts worthwhile.
1
For more information on strategic planning, see: http://www.allianceonline.org/faqs.html
3
HowWillStrategicPlanningBenefitMyWaterSystem?
In general, small water systems draw up formal plans for important capital improvements projects and when such plans are required (e.g., for
permits, licenses, rate review processes, etc.). This kind of long-range planning typically involves developing a goal and a series of milestones that
will be met over a certain period of time. However, it typically does not prepare systems to successfully respond to unknown or changing
conditions, nor does it involve improving operations and management. Strategic planning on the other hand, will not only guide these infrastructure
improvements, but will also focus the use of limited resources on previously defined priorities, improve decision making, and enhance
responsiveness and performance of a system.
For example, system security has recently become a top priority for systems. Traditional long-range planning can provide a time frame and plan of
action for systems to make needed security-related improvements or otherwise upgrade security measures. Strategic planning will not only provide a
road map for accomplishing these tasks, but will also prepare your system to effectively respond to unexpected events, while accomplishing the
overall goals and objectives of your system.
Strategic planning can:
Help you understand what services your system currently provides and what services you would like to provide in the future to best
serve your customers.
Allow you to concentrate on making good decisions now so that your system will be successful in the future.
Focus your energy and resources.
Ensure that system employees, owners, and managers are all working toward the same goals.
If it aint broke, dont fix it is not a sensible approach to planning. It does not allow your water system to prepare for and adapt to changing
circumstances. Strategic planning will.
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STEP1:DevelopingaStrategicRoadmap
The first step in learning how to plan strategically and create an effective strategic plan, is developing a strategic roadmap and defining your ideals,
goals, and values. A strategic roadmap will help you determine the purpose of strategic planning for your system, and what you intend to gain from
the process. Ultimately, your answers will provide a guide, or roadmap, by helping you shape your actions to meet your ideals, goals, and values.
Consider the following questions:
1. Whatisyoursystemtryingtoaccomplish,andwhy?
Answering this question will help you understand what the day-to-day purpose of your system is,
and the fundamental reasons for its existence.
2. Howcanthisbeaccomplished?
Answering this question will help you understand how to achieve your purpose (defined by
answering question 1).
Your answers to these questions should address both the practical operation of your system (e.g., achieving delivery of clean water to customers
through proper treatment and storage methods), and the broader goals of which system personnel should be aware (e.g., public health protection).
Your answers to these questions would also serve as a basis for vision and mission statements in a written strategic plan should your water system
decide to do one. Once you have considered your answers to the above questions, the following worksheet will help you develop your own strategic
roadmap by asking you to address your systems:
Ideals An image of what your system should become.
Goals The day-to-day and overall operation and management objectives or aspirations for your system.
Values The beliefs you would like to guide your systems employees; explain what is most important to your system and your
systems employees.
A completed example and a blank worksheet are provided. Once you have defined your goals and values, you will need to assess whether the way
in which your system is currently being maintained, managed, and operated is helping to accomplish these goals or promote these values.
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Worksheet:DefiningYourIdeal,Goals,andValues
p a m d a o R c i g e t a r t S
s l a e d I
s l a o G
) y t i r o i r p o t g n i d r o c c a (
s e u l a V
p a m d a o R c i g e t a r t S - e l p m a x E
s l a e d I
y b s r e m o t s u c s t i o t r e t a w g n i k n i r d n a e l c , e f a s e d i v o r p l l i w m e t s y S r e t a W Z Y X e h T
g n i d e e c x e r o g n i t e e m , m e t s y s e h t d n a y l p p u s s t i f o y t i r u c e s d n a y t e f a s e h t g n i r u s n e
d n a g n i t a u l a v e y l t n e t s i s n o c d n a , s n o i t a l u g e r e t a t s d n a l a r e d e f w e n d n a g n i t s i x e
. s n o i t a r e p o d n a t n e m e g a n a m g n i v o r p m i
s l a o G
) y t i r o i r p o t g n i d r o c c a (
n a e v a h , s n o i t a t c e p x e r e m o t s u c d n a s d r a d n a t s y t i l a u q r e t a w l l a d e e c x e r o t e e m o T
. t s o c e l b a n o s a e r a t a r e t a w e d i v o r p d n a , r e t a w f o y l p p u s e f a s d n a e t a u q e d a
s e u l a V
a s e t o m o r p , e c n e d i f n o c r e m u s n o c s d l i u b t a h t y a w a n i s s e n i s u b r u o t c u d n o c o T
l l i t s e l i h w t s o c s e z i m i n i m d n a , h t l a e h c i l b u p s t c e t o r p , t n e m n o r i v n e k r o w e v i t r o p p u s
. t c u d o r p d n a e c i v r e s r o i r e p u s g n i d i v o r p
6
STEP2:DefiningYourAreaofService
Defining your area of service involves deciding which functions or roles your
system will or will not be responsible for. It is important to note that not every
system is suited to provide every service. Defining your area of service will
focus the strategic planning process and allow you to more effectively meet
your goals and fulfill your values.
Water systems can provide a number of services in the areas of source water
development and protection; drinking water treatment; treated water storage,
transmission, and distribution; and retail customer services. Nowadays,
security issues are also a major concern.
2
The following worksheet will allow
you to define your area of service including your current roles and functions and
provides space for you to list the services, roles, and functions you would like
to provide in the future.
When filling in the worksheet, consider whether you have been successful in
performing all of your roles or if there are services that you have had trouble
providing effectively. Ultimately, you may decide to expand or limit your
systems functions. For example, a system may choose to purchase treated
water from a wholesale provider and concentrate its efforts on distribution and
retail customer services. Both a completed example and a blank table are
provided. The example is not exhaustive, but gives an indication of the things
you might want to consider regarding expanding, reducing, or altering your
systems roles.
WATER SYSTEM ORGANIZATIONAL STRUCTURES
A water systems organization can be divided into three
parts:
Governance focuses on
accountability and provides
direction to and oversight of,
the overall operation and
management of the water
system.
Management focuses on
responsibility and controls
the day-to-day operation and
management of the system.
Strategic planning is a
function of management.
Operations focus on performance and must
meet certain performance standards.
2
For more information on the measures you can take to assess and improve your systems security see ASDWA/NRWAs Security Vulnerability Self-
Assessment Guide for Small Drinking Water Systems, November 2002, and other security-related information on ASDWAs Web site
(http://www.asdwa.org/) and EPAs Water Infrastructure Security Web site at http://www.epa.gov/safewater/security/index.html.
7
ExampleWorksheet:CurrentandFutureAreasofService
e l p m a x E
e c i v r e S f o a e r A e l o R t n e r r u C e l o R e r u t u F
r e t a w e c r u o S
& t n e m p o l e v e d
n o i t c e t o r p
e c n a i l p m o c , M & O e n i t u o r t c u d n o C
; n o i t c e t o r p d a e h l l e w , g n i r o t i n o m
n a l p n o i t c e t o r p r e t a w e c r u o s t n e m e l p m i
e c n a n i f d n a s s e r d d a , e l o r t n e r r u c e u n i t n o C
e h t r e d i s n o c d n a , s e r u s a e m d e t a l e r - y t i r u c e s
e r u t u f t e e m o t e c r u o s w e n a f o t n e m p o l e v e d
d n a m e d
t n e m t a e r t r e t a W
e c n a i l p m o c , M & O e n i t u o r t c u d n o C
t e s s a , s i s y l a n a b a l , g n i r o t i n o m
g n i n i a r t r o t a r e p o , e c n a n e t n i a m
g n i z i m i t p o r e d i s n o c t u b e l o r t n e r r u c e u n i t n o C
, r e t a w d e t a e r t g n i s a h c r u p , s e s s e c o r p t n e m t a e r t
w e n t e e m o t t n e m t a e r t l a n o i t i d d a g n i l l a t s n i r o
s n o i t a l u g e r
r e t a w d e t a e r T
& e g a r o t s
n o i t u b i r t s i d
e c n a i l p m o c ; M & O e n i t u o r t c u d n o C
; r i a p e r d n a n o i t c e t e d k a e l ; g n i r o t i n o m
, r i a p e r , n o i t c e p s n i k n a t e g a r o t s
l o r t n o c n o i s o r r o c ; n o i t a t i l i b a h e r
g n i t c a r t n o c r e d i s n o c t u b e l o r t n e r r u c e u n i t n o C
y b r a e n h t i w g n i t a d i l o s n o c r o e c i v r e s M & O r o f t u o
s e p i p e c a l p e r o t g n i c n a n i f e r u c e s d n a , s m e t s y s
e l u d e h c s n o s n i a m d n a
r e m o t s u c l i a t e R
e c i v r e s
r e t e m t c u d n o c ; s n o i t c e n n o c w e n l l a t s n I
r e t e m ; n o i t a t i l i b a h e r d n a n o i t a l l a t s n i
s n o i t c e l l o c d n a g n i l l i b ; g n i d a e r
s p i h s r e n t r a p r e d i s n o c t u b e l o r t n e r r u c e u n i t n o C
l i a t e r r e t t e b e d i v o r p o t s m e t s y s y b r a e n h t i w
o t n i g e b d n a t s o c r e w o l a t a s e c i v r e s r e m o t s u c
s i s a b l a u n n a n a n o s e t a r w e i v e r
s e u s s i y t i r u c e S
d n u o r a g n i c n e f n i a t n i a m d n a l l a t s n I
s t n e n o p m o c m e t s y s l a c i t i r c
l o r t a p f f a t s g n i v a h r e d i s n o c ; g n i c n e f n i a t n i a M
d n a g n i s s a p s e r t e g a r u o c s i d o t m e t s y s e h t
o t s l a i c i f f o e t a t s d n a l a c o l h t i w k r o w ; g n i r e p m a t
n a l P e s n o p s e R y c n e g r e m E n a p o l e v e d P R E )
t n e m s s e s s a y t i l i b a r e n l u v a t c u d n o c
( ;
8
Worksheet:CurrentandFutureAreasofService
e c i v r e S f o a e r A e l o R t n e r r u C e l o R e r u t u F
r e t a w e c r u o S
& t n e m p o l e v e d
n o i t c e t o r p
t n e m t a e r t r e t a W
r e t a w d e t a e r T
& e g a r o t s
n o i t u b i r t s i d
r e m o t s u c l i a t e R
e c i v r e s
s e u s s i y t i r u c e S
9
STEP3:AssessingYourSystemsTechnical,Managerial,
andFinancialCapacity
An important part of strategic planning involves assessing your systems capabilities. You
may already have some of this information in the form of self-assessments, sanitary
surveys, and loan and permit application data. Assessing your capabilities includes an
assessment of your:
Physical infrastructure
3
and operational abilities (technical capacity). This includes
deciding whether processes need to be changed or improved upon, and assessing
the technical knowledge and qualifications of your systems operators. For
example, consider the number of Continuing Education credits earned by operators,
their understanding of new and upcoming regulations, and their level of certification.
Institutional and administrative abilities (managerial capacity) and deciding whether
your systems affairs are conducted in a manner that enables you to maintain
compliance, operate efficiently, and meet customer expectations.
Ability to acquire and manage financial resources (financial capacity) and deciding whether you will be able to continue current operations,
make necessary repairs and replacements, and afford upgrades.
Knowing your strengths and weaknesses in these three areas will help you refine your goals to focus on areas that need improvement, and
capitalize on your strengths. The following worksheet provides space for you to note your strengths and weaknesses in the three components of
capacity. Both a completed example and a blank table are provided.
3
Assessing your systems capabilities should involve an in-depth inventory of your systems infrastructure. This can be completed through the development
of anassetmanagementplan. Asset management is a planning process that ensures that you get the most value from each your assets, and have the
financial resources to repair and replace them when necessary. Successful asset management depends on knowing about the condition and value your
systems assets and regularly communicating with management and customers about future needs. This understanding is key to developing a thorough
and useful strategic plan. For more information on Asset Management, see EPAs Asset Management Guide (EPA 816-R-03-016), which can be obtained by
calling the Safe Drinking Water Hotline (1-800-426-4791).
10
Worksheet:AssessingYourSystemsCapacity
4
y t i c a p a C s h t g n e r t S s e s s e n k a e W
l a c i n h c e T
l a i r e g a n a M
l a i c n a n i F
y t i c a p a C s h t g n e r t S s e s s e n k a e W
l a c i n h c e T
e l t t i l ; r e t a w g n i k n i r d f o e c r u o s e l b a i l e R
m e t s y s ; s d r a d n a t s A W D S g n i t e e m e l b u o r t
. d e i f i t r e c y l r e p o r p s i r o t a r e p o
t n e m e g a n a m t e s s a o n d n a y r o t n e v n i t e s s a d e t a d t u O
. s e d a r g p u y t i r u c e s d e d e e n d e s s e r d d a t o n e v a h ; n a l p
l a i r e g a n a M
d n a s r e m o t s u c h t i w p i h s n o i t a l e r d o o G
. d e n i a r t y l r e p o r p r o t a r e p o ; s r o t a l u g e r
n o d e n i a r t t o n s r e b m e m d r a o b ; r o t a r e p o e m i t t r a P
. s t n e m e r i u q e r y r o t a l u g e r g n i m o c p u
l a i c n a n i F
g n i d r o c c a d e n i a t n i a m e r a s d r o c e r d n a s k o o B
; s l a p i c n i r p g n i t n u o c c a d e t p e c c a y l l a r e n e g o t
. y l l a u n n a d e w e i v e r t e g d u b
e v r e s e r ; s t e s s a f o n o i t a u l a v d e l i a t e d g n i k c a L
n e e b t o n e v a h s e t a r ; d e d n u f y l l u f t o n t n u o c c a
. g n i r a e h g n i t t e s e t a r e c n i s d e w e i v e r
4
Remember to consider:
For technical capacity - the adequacy of your source water, physical infrastructure, operator expertise and knowledge, and overall
operations and maintenance.
For managerial capacity - your systems ownership structure; staffing and organization; and relationships with customers, regulators,
and technical assistance providers.
For financial capacity - your systems revenues, credit worthiness, and fiscal management and controls.
11
STEP4:IdentifyingYourOptions
At this point in the strategic planning process, you have defined your
current services and roles and decided what services you would like to
provide in the future. You should also have a good understanding of the
strengths and weaknesses in your technical, managerial, and financial
capabilities. This information will allow you to identify a range of options to
best fulfill your goals and values.
One goal of strategic planning is to fully consider the widest possible range
of alternatives over a long-term time frame and not just choose the quick
fix. This involves thinking about options that can be implemented within
your systems current structures, and options that may require reorganizing
or fundamentally changing your systems ownership, managerial,
operational, and physical structures.
The worksheet on the next page provides space for you to list options for
your system. List as many options as you can think of even if they do not
seem feasible. An option that does not seem feasible in the near term may
be more feasible in the longer term and other options may be more feasible
when implemented in combination. You will assess each option in Step 5.
Some examples of strategic options appear in the box to the right. For
additional ideas talk to your State or Regional Tribal Capacity Development
Coordinator. Contact information appears in Appendices A and B.
StrategicOptionsExamples
Purchase wholesale treated water while
continuing to serve as a distributor
Build stakeholder involvement and community
interest in source water protection program
Physically interconnect with another system
Develop an asset management plan and
capital improvement plan, and research
potential funding sources for infrastructure
improvements
Contact local authorities to discuss working
with system staff to conduct frequent patrols
of the system and developing an Emergency
Contact List
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Worksheet:IdentifyingOptions
e c i v r e S f o a e r A s n o i t p O
r e t a w e c r u o S
d n a t n e m p o l e v e d
n o i t c e t o r p
t n e m t a e r t r e t a W
r e t a w d e t a e r T
d n a e g a r o t s
n o i t u b i r t s i d
r e m o t s u c l i a t e R
s e c i v r e s
s e u s s i y t i r u c e S
13
STEP5:AnalyzingandAssessingYourOptions
In order to thoroughly assess your options and determine their feasibility, you must consider the long-term economic, regulatory, and implementation
impacts the options will have on your system. Options can impact a technological aspect of your system (source water development and protection,
treatment, storage and distribution) or an organizational aspect (retail customer services, operation and
management, ownership).
Pursuing an option, or combination of options, could result in reorganization or a change to your ownership or
management. Other options may be easily worked into the current structure and operating environment. The
optimalchoice is one that will achieve your goals at the lowest possible cost and allow you to succeed in a
dynamic environment.
To fully assess each option, consider the following questions:
How will this option affect the technical, managerial, and financial capacity of the system?
Is the option consistent with your systems goals and values?
Will implementing the option ensure continued compliance with current and future regulatory standards?
Is the total cost of choosing and implementing this option within your systems current or potential financial means?
Will the option be accepted by the governing board, town managers, the community, and regulators?
Will the option increase the quality or reliability of service and be accepted by customers?
Will the option positively or negatively impact system security?
Can this option be practically implemented by water system managers and operators?
The following worksheet provides space for you to consider the pros and cons for each option you identified in the previous step. Remember to
consider future challenges that your system may encounter such as increasing regulatory requirements and customer expectations, replacement and
major rehabilitation of physical assets, and maintaining and upgrading security measures. Both a completed example and a blank table are provided.
Once you have made your choices, you may wish to go a step further and write up a formal strategic plan. Businesses typically develop formal
strategic plans as a management tool to: develop goals towards which all employees can work; ensure that the company is achieving the highest
performance standards possible; and guarantee success and adaptability in a changing business environment.
5
5
http://www.allianceonline.org/faqs.html
14
ExampleWorksheet:AssessingYourOptions
f o a e r A
e c i v r e S
s n o i t p O s o r P s n o C n o i t u l o S m u m i t p O
r e t a w e c r u o S
t n e m p o l e v e d
d n a
n o i t c e t o r p
t n e m e l p m I
r e t a w e c r u o s
n a l p n o i t c e t o r p
r e t t e b a o t d a e l l l i W
y t e f a s r o y t i l a u q f o g n i d n a t s r e d n u
y l p p u s e f a s s e r u s n e ; s n r e c n o c
m e t s y s / y t i n u m m o c g n i r e h t a G
y l t s o c ; t l u c i f f i d e b d l u o c t r o p p u s
n w o n k n u ; g n i m u s n o c - e m i t d n a
s e c r u o s n o i t a n i m a t n o c
n w o n k f o y r o t n e v n i p o l e v e D
r o f s e c r u o s l a i t n e t o p d n a
d l i u b ; n o i t a n i m a t n o c
t n e m e v l o v n i r e d l o h e k a t s
n i t s e r e t n i y t i n u m m o c d n a
n o i t c e t o r p r e t a w e c r u o s
m a r g o r p
p o l e v e D
e v i t a n r e t l a
y l p p u s f o e c r u o s
r e t t e b a o t d a e l l l i W
y t e f a s r o y t i l a u q f o g n i d n a t s r e d n u
y l p p u s e f a s s e r u s n e ; s n r e c n o c
t n a c i f i n g i s o n d a h s a h m e t s y S
- p u ; e t a d o t s e u s s i y t i l a u q r e t a w
s e r u t i d n e p x e l a t i p a c t n o r f
r e t a W
t n e m t a e r t
h t i w e u n i t n o C
y l n o n o i t c e f n i s i d
o t e v i t c e f f e ; n o i t p o e v i s n e p x e t s a e L
e t a d
r o f t n e i c i f f u s e b t o n y a M
w e n h t i w e c n a i l p m o c
s n o i t a l u g e r
n o i t c e f n i s i d e s u o t e u n i t n o C
r e t a w e c r u o s w e n ; y l n o
l l i w s e r u s a e m n o i t c e t o r p
n i m e t s y s e h t p e e k
e c n a i l p m o c
d e t a e r t e s a h c r u P
r e t a w
w e n h t i w g n i y l p m o c r o f n o i t p O
e t a n i m i l e l l i w ; s n o i t a l u g e r
t n a l p d e r i u q e r d n a s t s o c t n e m t a e r t
s n o i t a c i f i d o m
s ' m e t s y s o t e g n a h c t n a c i f i n g i S
e s a e r c n i y a m ; e c i v r e s f o a e r a
s t s o c
r e t a w d e t a e r T
d n a e g a r o t s
n o i t u b i r t s i d
e g a r o t s e s a e r c n I
y t i c a p a c
s r e m o t s u c o t y r e v i l e d d e u n i t n o C
d e t p u r s i d s i y l p p u s f i n e v e
t e s s a d e t a d p u d e e N
s s e s s a o t n a l p t n e m e g a n a m
t n o r f - p u e r i u q e r d l u o w ; d e e n
s e r u t i d n e p x e l a t i p a c
t e s s a e t e l p m o C
d n a n a l p t n e m e g a n a m
; n a l p t n e m e v o r p m i l a t i p a c
s e c r u o s g n i d n u f h c r a e s e r
l i a t e R
r e m o t s u c
s e c i v r e s
h t i w r e n t r a P
) s ( m e t s y s y b r a e n
n o i t a r e p o r o f
d n a
t n e m e g a n a m
s e c i v r e s
r o f s g n i v a s t s o c l a i t n e t o P
p i h s r e n w o n i e g n a h c o n ; s r e m o t s u c
m e t s y s r o f y m o n o t u a e m o s f o s s o L
d n a , s r o t a r e p o , s r e g a n a m
y t i n u m m o c
e s a e r c n i o t s p i h s r e n t r a p e s U
e c u d e r d n a s e i c n e i c i f f e
t h g i s r e v o p o l e v e d ; s t s o c
y m o n o t u a e r u s n e o t d r a o b
n o i s i c e d d e d e e n d n a
y t i r o h t u a g n i k a m
y t i r u c e S
s e u s s i
d n a p o l e v e D
a t n e m e l p m i
y t i l i b a r e n l u v
) A V ( t n e m s s e s s a
n i g e b ; P R E d n a
m e t s y s t n e u q e r f
s l o r t a p
y c n e g r e m e n i e s n o p s e r e t a i d e m m I
g n i s s a p s e r t s e g a r u o c s i d ; s n o i t a u t i s
g n i r e p m a t r o y t r e p o r p m e t s y s n o
; e r u t c u r t s a r f n i m e t s y s h t i w
y t i r u c e s m e t s y s o t s t a e r h t s e t a n i m i l e
s e i t i r o h t u a l a c o l d e f f a t s r e d n U
h t i w ; l o r t a p o t e l b a e b t o n y a m
t n e u q e r f , f f a t s m e t s y s d e t i m i l
m e t s y s r e p o r p d n a s l o r t a p
; t l u c i f f i d e b d l u o c n o i t a r e p o
e r i u q e r y a m A V / P R E g n i t e l p m o c
) t n a t l u s n o c , . g . e ( e d i s t u o
t n o r f - p u d n a e c n a t s i s s a
e r u t i d n e p x e
r o t a n i d r o o C e t a t S t c a t n o C
n o n o i t a m r o f n i e r o m r o f
l a c o l h t i w t e e m ; s P R E
f f a t s m e t s y s d n a s e i t i r o h t u a
l o r t a p g n i r a h s s s u c s i d o t
y t i l i b i s n o p s e r
15
Worksheet:AssessingYourOptions
f o a e r A
e c i v r e S
s n o i t p O s o r P s n o C n o i t u l o S m u m i t p O
r e t a w e c r u o S
t n e m p o l e v e d
d n a
n o i t c e t o r p
r e t a W
t n e m t a e r t
r e t a w d e t a e r T
d n a e g a r o t s
n o i t u b i r t s i d
l i a t e R
r e m o t s u c
s e c i v r e s
y t i r u c e S
s e u s s i
16
STEP6:ImplementingYourOptions
Strategic planning takes time and effort. It is important to realize however, that implementing the options you have selected will involve additional on-
going commitments. You may need to gather additional technical, managerial, and financial resources which may require additional planning. You
need to make sure that everyone involved in implementing the options (managers, operators, governing board, etc.), and everyone who will be
affected by it (your customers, regulators, etc.), is committed to its success.
Implementing your options involves identifying challenges that could arise during and after implementation, and developing an action plan to address
these challenges. This can include developing a time line of upcoming regulations; a schedule for monitoring and evaluating your systems
technical, managerial, and financial progress; and plans for continuous improvement.
Toimplementyourchosenoptions,youneedtodevelopanactionplan.YOUMAYNEEDTO:
Provide special training for technical staff or
Obtain approvals, permits, and certifications
management.
from relevant authorities (e.g., from a PUC for a
Make personnel changes.
rate change).
Address new regulatory and legal
Re-examine your systems revenue-raising
requirements.
mechanisms.
Inform relevant parties of changes and garner
Find outside public or private sources to fund
support from regulators, system staff,
changes.
managers, consumers, and the community.
The following worksheet is designed to help identify potential challenges and develop an action plan to address obstacles to successful
implementation. It provides space for describing your challenges and your plans for overcoming them. This worksheet will also help you set out a
schedule for implementing your options. A completed example and a blank worksheet are provided.
17
ExampleWorksheet:ImplementationActionPlanandChallenges
n e s o h C
n o i t p O
s n o i t c A d e r i u q e R
1
d e s o p o r P
e t a D d n E / t r a t S
2
s e g n e l l a h C d e t a l e R
3
s e g n e l l a h C s s e r d d A o t s n a l P
4
p o l e v e D
r e t a w e c r u o s
n o i t c e t o r p
n a l p
f o s t l u s e r s s e s s a d n a t c u d n o C
y r o t n e v n i r e t a w e c r u o s
o t 3 0 / 1 / 1 1
4 0 / 1 / 1
o t s e c r u o s e r f f a t s d e t i m i L
d e t i m i l ; y r o t n e v n i e t e l p m o c
e l b a e g d e l w o n k l e n n o s r e p y b
/ y t i r u c e s l a i t n e t o p n o
s t a e r h t n o i t a n i m a t n o c
s e c r u o s e r e t a t s e l b a l i a v a e s U
; ) e c n a t s i s s a l a i c n a n i f r o l a c i n h c e t (
e d i w y t n u o c f o y t i l i b i s s o p o t n i k o o l
y b r a e n h t i w n o i t a r e p o o c r o m a r g o r p
s m e t s y s
l a i t n e t o p y f i t n e d I
s t a e r h t d n a s t n a n i m a t n o c
s n o i t c a p u - w o l l o f s s u c s i D
o t 4 0 / 1 / 1
g n i o g n O
r e d l o h e k a t s g n i r e h t a G
p u - w o l l o f n i t s e r e t n i
l a i c n a n i f d e t i m i l ; s n o i t c a
s e c r u o s e r
n o i t c e t o r p r e t a w e c r u o s e z i c i l b u P
r o f t r o p p u s y t i n u m m o c n i a g o t s t r o f f e
; m a r g o r p e h t n i t n e m e v l o v n i
s e c r u o s e r e t a t s e l b a l i a v a e t a g i t s e v n i
d n a s r o t a l u g e r h t i w t e e M
s r e n w o d n a l d e t c e f f a
p o l e v e D
t e s s a
t n e m e g a n a m
n a l p
f f a t s n i a r T
o t 4 0 / 1 / 1
4 0 / 1 / 3
e m i t e l b a r e d i s n o C
r o f s s e c o r p w e n ; t n e m t i m m o c
f f a t s m e t s y s
y l l u f o t s e d i u g g n i t s i x e e s U
g n i t t e g e r o f e b s s e c o r p e h t d n a t s r e d n u
d e t r a t s
y r o t n e v n i t c u d n o C
g n i d n u f l a n o i t i d d a e r u c e S
w e i v e R
s e t a r t n e r r u c
y c n e g a y t i l i t u c i l b u p h t i w t e e M
o t 4 0 / 1 / 3
4 0 / 1 / 4
l l i w s e g n a h c e t a r y n A
- e t a r ; l a v o r p p a C U P e r i u q e r
e m o s r e b m u c s i s s e c o r p w e i v e r
e t a r ; e v i s n e p x e d n a
r a l u p o p n u e b l l i w s e s a e r c n i
e k i l s e v i t a n r e t l a r e d i s n o C
, m e t s y s r e h t o n a h t i w n o i t a d i l o s n o c
r o , e c i v r e s f o a e r a g n i c u d e r r e h t r u f
e c n a t s i s s a l a r e d e f r o e t a t s g n i k e e s
s g n i t e e m c i l b u p d l o H
m e t s y s r o b h g i e n h t i w t e e M
n i g e B
t n e u q e r f
m e t s y s
s l o r t a p
s e i t i r o h t u a l a c o l t c a t n o C
o t 3 0 / 1 / 1 1
g n i o g n O
s e c r u o s e r l a i c n a n i f d e t i m i L
f o e m i t e l b a l i a v a d n a
; f f a t s m e t s y s d n a s e i t i r o h t u a
w a l l a c o l g n i z i r a i l i m a f
l a c i t i r c h t i w t n e m e c r o f n e
s t n e n o p m o c m e t s y s
r o f r o t a n i d r o o C e t a t S t c a t n o C
y t i r u c e s m e t s y s n o s e c r u o s e r e l b a l i a v a
d n a s e i t i r o h t u a l a c o l e t a c u d e o t
f o e c n a t r o p m i e h t n o f f a t s m e t s y s
m e t s y s m r a l a o t n i k o o l ; y t i r u c e s
t o n n a c s l o r t a p m e t s y s f i n o i t a l l a t s n i
d e r i s e d s a n e t f o s a d e t c u d n o c e b
l a c o l h t i w g n i t e e m p u t e S
f f a t s m e t s y s d n a s e i t i r o h t u a
e l u d e h c s l o r t a p p o l e v e D
1
e l p i t l u m e r a e r e h t f I . e l p m a x e r o f , s t c e j o r p n o i t c u r t s n o c y n a r o , s l a v o r p p a g n i c n a n i f , s g n i t e e m y e k e d u l c n i t h g i m e s e h T . n o i t p o h c a e f o n o i t a t n e m e l p m i r o f d e r i u q e r e r a t a h t s p e t s e h t e b i r c s e D
. y l g n i d r o c c a s n o i t c a e s e h t p u o r g o t t n a w y a m u o y , n o i t p o n e s o h c r u o y g n i t e l p m o c o t s e g a t s
2
n i t e s n a l p e h t f o t r a p s i h t e v a h o t e k i l d l u o w u o y h c i h w y b y a d r o h t n o m a n i r e t n e , t e s e t a d c i f i c e p s o n s i e r e h t f I . n o i t c a d e r i u q e r e h t h s i n i f d n a t r a t s o t e p o h u o y h c i h w n o e t a d e h t r e t n E
. n o i t o m
3
. s e s s e r g o r p t c e j o r p e h t s a s e t a d p u r o s e g n a h c y n a e k a m d n a , s n i g e b t c e j o r p e h t e r o f e b e s e h t t u o b a k n i h T . n o i t c a d e r i u q e r h c a e o t d e t a l e r s m e l b o r p l a i t n e t o p y n a e z i r a m m u S
4
. y l g n i d r o c c a s n a l p r u o y t i d e , e s i r a s e g n e l l a h c t n e r e f f i d r o w e n d n a d e t n e m e l p m i e r a s n o i t p o r u o y s A . d e r e t n u o c n e y d a e r l a s m e l b o r p y n a r o s m e l b o r p l a i t n e t o p g n i m o c r e v o r o f s a e d i y n a r e t n E
18
i
i
E / t r
l l
Worksheet:ImplementationActionPlanandChallenges
s that are required for implementation of each option. These might include key meetings, financing approvals, or any construction projects, for example. If there are multiple
ing your chosen option, you may want to group these actions accordingly.
which you hope to start and finish the required action. If there is no specific date set, enter in a month or day by which you would like to have this part of the plan set in
tential problems related to each required action. Think about these before the project begins, and make any changes or updates as the project progresses.
r overcoming potential problems or any problems already encountered. As your options are implemented and new or different challenges arise, edit your plans accordingly.
n e s o h C
n o t p O
s n o t c A d e r i u q e R
1
d e s o p o r P
e t a D d n a t S
2
s e g n e l a h C d e t a l e R
3
s e g n e l a h C s s e r d d A o t s n a l P
4
1
p e t s e h t e b i r c s e D
t e l p m o c o t s e g a t s
2
n o e t a d e h t r e t n E
. n o i t o m
3
o p y n a e z i r a m m u S
4
o f s a e d i y n a r e t n E
19
STEP7:AssessandEvaluate
Strategic planning helps you face an unpredictable future successfully. This does not mean that your current plan will address every circumstance
or provide a solution for every challenge. There may be elements that dont work, or problems that arise that need additional analysis and action.
Or, you may want to make changes if the results are not serving your systems or your customers best interests.
On-going monitoring and evaluation will help you assess whether your system is operating the way you want it to. The worksheets in this guide
should be reviewed, revised, and updated on no less than an annual basis to reflect any financial, managerial, technical, or strategic changes
affecting your system.
Remember, strategic planning is a continuous process that can result in continuous improvements. The planning process and the values and goals
that define your system should allow you to respond more effectively, quickly, and creatively in the future.
There are numerous tools and resources that can make strategic planning easier. The following Appendices provide a list of State and Regional
Tribal Capacity Development Coordinator contacts and additional EPA resources that will help you navigate through the strategic planning process.
Plan
Revise Evaluate
20
AppendixA:SafeDrinkingWaterActPrimacyAgencies
For additional information or to learn more about the laws in your own state, please contact your EPA Regional Coordinator or State Drinking Water Agency.
1 n o i g e R A P E l m t h . x e d n i / r e t a w k n i r d / o c e / 1 n o i g e r / v o g . a p e . w w w 4 8 5 1 - 8 1 9 ) 7 1 6 (
t u c i t c e n n o C
n o i s i v i D r e t a W g n i k n i r D : h t l a e H c i l b u P f o t n e m t r a p e D
m t h . d w d / r e t a w / S R B / s u . t c . e t a t s . h p d . w w w 3 3 3 7 - 9 0 5 ) 0 6 8 (
e n i a M
g n i r e e n i g n E h t l a e H f o n o i s i v i D : s e c i v r e S n a m u H f o t n e m t r a p e D e n i a M
m t h . x e d n i / r e t a w / g n e / s h d / s u . e m . e t a t s . w w w 0 7 0 2 - 7 8 2 ) 7 0 2 (
s t t e s u h c a s s a M
m a r g o r P r e t a W g n i k n i r D : n o i t c e t o r P l a t n e m n o r i v n E f o t n e m t r a p e D
m t h . e m o h s w d / s w d / p r b / p e d / s u . a m . e t a t s . w w w 0 7 7 5 - 2 9 2 ) 7 1 6 (
e r i h s p m a H w e N
u a e r u B g n i r e e n i g n E y l p p u S r e t a W : s e c i v r e S l a t n e m n o r i v n E f o t n e m t r a p e D
/ b e s w / s u . h n . e t a t s . s e d . w w w 3 1 5 2 - 1 7 2 ) 3 0 6 (
d n a l s I e d o h R
y t i l a u Q r e t a W g n i k n i r D f o e c i f f O : h t l a e H f o t n e m t r a p e D
m t h . e m o H / q w d / t n e m n o r i v n e / g r o . i r h t l a e h . w w w 7 6 8 6 - 2 2 2 ) 1 0 4 (
t n o m r e V
n o i s i v i D y l p p u S r e t a W : n o i t a v r e s n o C l a t n e m n o r i v n E f o t n e m t r a p e D
g r o . r e t a w g n i k n i r d t n o m r e v . w w w 0 0 4 3 - 1 4 2 ) 2 0 8 (
2 n o i g e R A P E / r e t a w g n i k n i r d / r e t a w / 2 0 n o i g e r / v o g . a p e . w w w 9 7 8 3 - 7 3 6 ) 2 1 2 (
y e s r e J w e N
r e t a W g n i k n i r D e f a S f o u a e r u B : n o i t c e t o r P l a t n e m n o r i v n E f o t n e m t r a p e D
m t h . k n r d e f a s / y l p p u s r e t a w / p e d / s u . j n . e t a t s . w w w 0 5 5 5 - 2 9 2 ) 9 0 6 (
k r o Y w e N
n o i t c e t o r P y l p p u S r e t a W c i l b u P f o u a e r u B : h t l a e H c i l b u P f o t n e m t r a p e D
m t h . n i a m / r e t a w / h o d s y n / s u . y n . e t a t s . h t l a e h . w w w 0 5 6 7 - 2 0 4 ) 8 1 5 (
o c i R o t r e u P
m a r g o r P n o i s i v r e p u S y l p p u S r e t a W c i l b u P : h t l a e H f o t n e m t r a p e D
m t h . k n i l r p / d p e c / 2 0 n o i g e r / v o g . a p e . w w w 0 7 8 5 - 7 7 9 ) 7 8 7 (
s d n a l s I n i g r i V
l a t n e m n o r i v n E f o n o i s i v i D : s e c r u o s e R l a r u t a N d n a g n i n n a l P f o t n e m t r a p e D
n o i t c e t o r P
m t h . k n i l i v / d p e c / 2 0 n o i g e r / v o g . a p e . w w w 2 8 0 1 - 3 7 7 ) 0 4 3 (
21
3 n o i g e R A P E / d p a w 3 g e r / v o g . a p e . w w w 0 0 3 2 - 4 1 8 ) 5 1 2 (
e r a w a l e D
h t l a e H c i l b u P f o n o i s i v i D : s e c i v r e S l a i c o S d n a h t l a e H e r a w a l e D
m t h . p s h / h p d / s s h d / s u . e d . e t a t s . w w w 1 4 5 - 9 3 7 ) 2 0 3 (
a i b m u l o C f o t c i r t s i D
n o i s i v i D t n e m e g a n a M s e c r u o s e R r e t a W : n o i t a r t s i n i m d A h t l a e H l a t n e m n o r i v n E
/ m o c . a s a w c d . w w w 9 1 2 - 5 3 5 ) 2 0 2 (
d n a l y r a M
m a r g o r P r e t a W g n i k n i r D c i l b u P : t n e m n o r i v n E e h t f o t n e m t r a p e D
p s a . x e d n i / s t r o p e r / e d m t u o b a / s u . d m . e t a t s . e d m . w w w 0 0 3 - 7 3 5 ) 0 1 4 (
a i n a v l y s n n e P
t n e m e g a n a M y l p p u S r e t a W f o u a e r u B : n o i t c e t o r P l a t n e m n o r i v n E f o t n e m t r a p e D
/ m s w / t g m r e t a w / e t a t u p e d / p e d / s u . a p . e t a t s . p e d . w w w
m t h . m s w
7 1 0 5 - 7 8 7 ) 7 1 7 (
a i n i g r i V
g n i r e e n i g n E y l p p u S r e t a W f o n o i s i v i D : h t l a e H f o t n e m t r a p e D
m t h . x e d n i / w d d / s u . a v . e t a t s . h d v . w w w 6 5 5 - 6 8 7 ) 4 0 8 (
a i n i g r i V t s e W
t n e m t r a p e D g n i r e e n i g n E l a t n e m n o r i v n E : h t l a e H c i l b u P r o f u a e r u B
/ d e e / s h e o / g r o . r h h d v w . w w w 8 9 2 - 8 5 5 ) 4 0 3 (
0
0
2
6
1
4 n o i g e R A P E / r e t a w / 4 n o i g e r / v o g . a p e . w w w 5 4 3 9 - 2 6 5 ) 4 0 4 (
a m a b a l A
h c n a r B y l p p u S r e t a W : t n e m e g a n a M l a t n e m n o r i v n E f o t n e m t r a p e D
/ n o i s i v i D r e t a W / s u . l a . e t a t s . m e d a . w w w
m t h . P P n o i s i v i D r e t a W
3 7 7 7 - 1 7 2 ) 4 3 3 (
a d i r o l F
n o i t c e S r e t a W g n i k n i r D : n o i t c e t o r P l a t n e m n o r i v n E f o t n e m t r a p e D
m t h . x e d n i / r e t a w g n i k n i r d / r e t a w / s u . l f . e t a t s . p e d . w w w 2 6 7 1 - 7 8 4 ) 0 5 8 (
a i g r o e G
h c n a r B s e c r u o s e R r e t a W : s e c r u o s e R l a r u t a N f o t n e m t r a p e D
/ n o r i v n e / r n d / s u . a g . e t a t s . r n d . w w w 7 8 0 4 - 6 5 6 ) 4 0 4 (
y k c u t n e K
h c n a r B r e t a W g n i k n i r D : n o i t c e t o r P l a t n e m n o r i v n E f o t n e m t r a p e D
/ w d / s u . y k . e t a t s . r n . r e t a w 0 1 4 3 - 4 6 5 ) 2 0 5 (
i p p i s s i s s i M
y l p p u S r e t a W f o n o i s i v i D : h t l a e H f o t n e m t r a p e D
m t h . x e d n i / y l p p u s r e t a w / s u . s m . e t a t s . h d s m . w w w 8 1 5 7 - 6 7 5 ) 1 0 6 (
a n i l o r a C h t r o N
y l p p u S r e t a W c i l b u P : s e c r u o s e R l a r u t a N d n a t n e m n o r i v n E f o t n e m t r a p e D
n o i t c e S
s w p / s u . c n . e t a t s . r n e . h e d . w w w 1 2 3 2 - 3 3 7 ) 9 1 9 (
a n i l o r a C h t u o S
r e t a W f o u a e r u B : l o r t n o C l a t n e m n o r i v n E d n a h t l a e H f o t n e m t r a p e D
l m t h . r e t a w d / l m t h / r e t a w / t e n . c e h d c s . w w w 0 0 3 4 - 8 9 8 ) 3 0 8 (
e e s s e n n e T
y l p p u S r e t a W f o n o i s i v i D : n o i t a v r e s n o C d n a t n e m n o r i v n E f o t n e m t r a p e D
/ s w d / t n e m n o r i v n e / s u . n t . e t a t s . w w w 1 9 1 0 - 2 3 5 ) 5 1 6 (
22
5 n o i g e R A P E / r e t a w 5 r / v o g . a p e . w w w 9 3 2 4 - 6 8 8 ) 2 1 3 (
s i o n i l l I
s e i l p p u S r e t a W c i l b u P f o n o i s i v i D : y c n e g A n o i t c e t o r P l a t n e m n o r i v n E
l m t h . s w p - x e d n i / r e t a w / s u . l i . e t a t s . a p e . w w w 3 5 6 8 - 5 8 7 ) 7 1 2 (
a n a i d n I
h c n a r B r e t a W g n i k n i r D : t n e m e g a n a M l a t n e m n o r i v n E f o t n e m t r a p e D
l m t h . x e d n i / b w d / m w o / m e d i / g r o . i a . w w w 2 8 2 3 - 8 0 3 ) 7 1 3 (
n a g i h c i M
l a c i g o l o i d a R d n a r e t a W g n i k n i r D : y t i l a u Q l a t n e m n o r i v n E f o t n e m t r a p e D
n o i s i v i D n o i t c e t o r P
q e d / v o g . n a g i h c i m . w w w 6 1 2 9 - 5 3 3 ) 7 1 5 (
a t o s e n n i M
n o i t c e S n o i t c e t o r P r e t a W g n i k n i r D : h t l a e H f o t n e m t r a p e D
l m t h . x e d n i / h e / s v i d / s u . n m . e t a t s . h t l a e h . w w w 0 7 7 0 - 5 1 2 ) 1 5 6 (
o i h O
r e t a W d n u o r G d n a g n i k n i r D f o n o i s i v i D : y c n e g A n o i t c e t o r P l a t n e m n o r i v n E
/ w s d / s u . h o . e t a t s . a p e . w w w 2 5 7 2 - 4 4 6 ) 4 1 6 (
n i s n o c s i W
y l p p u S r e t a W f o u a e r u B : s e c r u o s e R l a r u t a N f o t n e m t r a p e D
m t h . x e d n i / g w d / r e t a w / g r o / s u . i w . e t a t s . r n d . w w w 9 9 2 2 - 6 6 2 ) 8 0 6 (
6 n o i g e R A P E r e t a w / 6 n o i g e r / v o g . a p e . w w w 7 5 7 2 - 5 6 6 ) 4 1 2 (
s a s n a k r A
g n i r e e n i g n E f o n o i s i v i D : h t l a e H f o t n e m t r a p e D
l m t h . x e d n i / g n e / m o c . s a s n a k r a y h t l a e h . w w w 3 2 6 2 - 1 6 6 ) 1 0 5 (
a n a i s i u o L
s e c i v r e S h t l a e H d n a l a t n e m n o r i v n E f o n o i s i v i D : h t l a e H c i l b u P f o e c i f f O
m t h . r t w e f a s / H P O / s u . a l . e t a t s . h h d . w w w 8 3 0 5 - 5 6 7 ) 5 2 2 (
o c i x e M w e N
u a e r u B r e t a W g n i k n i r D : t n e m t r a p e D t n e m n o r i v n E
l m t h . p o t b w d / b w d / s u . m n . e t a t s . v n e m n . w w w 6 3 5 7 - 7 2 8 ) 5 0 5 (
a m o h a l k O
n o i s i v i D y t i l a u Q r e t a W : y t i l a u Q l a t n e m n o r i v n E f o t n e m t r a p e D
m t h . x e d n i / w e n D Q W / s u . k o . e t a t s . q e d . w w w 0 0 1 8 - 2 0 7 ) 5 0 4 (
s a x e T
n o i s i v i D y l p p u S r e t a W : y t i l a u Q l a t n e m n o r i v n E n o n o i s s i m m o C s a x e T
/ w d p / m r e p r e t a w / g n i t t i m r e p / s u . x t . e t a t s . c c r n t . w w w
l m t h . 0 0 0 w d p
6 9 0 6 - 9 3 2 ) 2 1 5 (
23
7 n o i g e R A P E m t h . w g w d / r e t a w / 7 n o i g e r / v o g . a p e . w w w 0 3 0 7 - 1 5 5 ) 3 1 9 (
a w o I
n o i t c e S y l p p u S r e t a W : s e c r u o s e R l a r u t a N f o t n e m t r a p e D
m t h . p u s r t w / y l p u s r t w / d p e / s u . a i . e t a t s . w w w 5 7 2 0 - 5 2 7 ) 5 1 5 (
s a s n a K
n o i t c e S y l p p u S r e t a W c i l b u P : t n e m n o r i v n E d n a h t l a e H f o t n e m t r a p e D
/ s w p / s u . s k . e t a t s . e h d k . w w w 4 1 5 5 - 6 9 2 ) 5 8 7 (
i r u o s s i M
m a r g o r P r e t a W g n i k n i r D c i l b u P : s e c r u o s e R l a r u t a N f o t n e m t r a p e D
m t h . p w d p e m o h / p w d p / d c s p w / s u . o m . e t a t s . r n d . w w w 1 3 3 5 - 1 5 7 ) 3 7 5 (
a k s a r b e N
e r u s n e c i L d n a n o i t a l u g e R S H H f o t n e m t r a p e D
m t h . x e d n i h n e / h n e / s u . e n . e t a t s . s h h . w w w 1 4 5 2 - 1 7 4 ) 2 0 4 (
8 n o i g e R A P E / r e t a w / 8 0 n o i g e r / v o g . a p e . w w w 1 2 0 7 - 2 1 3 ) 3 0 3 (
o d a r o l o C
m a r g o r P r e t a W g n i k n i r D : t n e m n o r i v n E d n a h t l a e H c i l b u P f o t n e m t r a p e D
p s a . m o h q w / q w / s u . o c . e t a t s . e h p d c . w w w 0 0 5 3 - 2 9 6 ) 3 0 3 (
a n a t n o M
n o i t c e S y l p p u S r e t a W c i l b u P : y t i l a u Q l a t n e m n o r i v n E f o t n e m t r a p e D
p s a . x e d n i / o f n i q w / s u . t m . e t a t s . q e d . w w w 0 8 0 3 - 4 4 4 ) 6 0 4 (
a t o k a D h t r o N
s e i t i l i c a F l a p i c i n u M f o n o i s i v i D : h t l a e H f o t n e m t r a p e D
m t h . x e d n i / f m / n o r i v n e / d h d n / s u . d n . e t a t s . h t l a e h . s h e . w w w 1 1 2 5 - 8 2 3 ) 1 0 7 (
a t o k a D h t u o S
r e t a W g n i k n i r D : s e c r u o s e R l a r u t a N d n a t n e m n o r i v n E f o t n e m t r a p e D
m a r g o r P
m t h . g r p w d / g n i k n i r d / s e d / r n e d / s u . d s . e t a t s . w w w 4 5 7 3 - 3 7 7 ) 5 0 6 (
h a t U
r e t a W g n i k n i r D f o n o i s i v i D : y t i l a u Q l a t n e m n o r i v n E f o t n e m t r a p e D
m t h . x e d n I / w d q e / s u . t u . e t a t s . q e d . w w w 0 0 2 4 - 6 3 5 ) 1 0 8 (
g n i m o y W
m a r g o r P r e t a W g n i k n i r D g n i m o y W : I I I V n o i g e R A P E
l m t h . n o c y w / n o c y w / e m o h w d / r e t a w / 8 0 n o i g e r / v o g . a p e . w w w 2 1 3 6 - 2 1 3 ) 3 0 3 (
24
9 n o i g e R A P E l m t h . x e d n i / r e t a w / 9 n o i g e r / v o g . a p e . w w w 4 8 8 1 - 4 4 7 ) 5 1 4 (
a o m a S n a c i r e m A
a o m a S n a c i r e m A : y c n e g A n o i t c e t o r P l a t n e m n o r i v n E
l m t h . a o m a s / s d n a l s i / r p _ s s o r c / 9 n o i g e R / v o g . a p e . w w w 0 7 1 2 - 4 4 7 ) 5 1 4 (
a n o z i r A
d n a g n i r o t i n o M r e t a W g n i k n i r D : y t i l a u Q l a t n e m n o r i v n E f o t n e m t r a p e D
n o i s i v i D t n e m s s e s s A
l m t h . x e d n i / w d / r e t a w / n o r i v n e / s u . z a . e t a t s . q e d a . w w w 4 4 6 4 - 7 0 2 ) 2 0 6 (
a i n r o f i l a C
d n a r e t a W g n i k n i r D f o n o i s i v i D : s e c i v r e S h t l a e H f o t n e m t r a p e D
t n e m e g a n a M l a t n e m n o r i v n E
/ m e w d d / s p / g r o / v o g . t e n w h a c . s h d . w w w 1 1 1 6 - 3 2 3 ) 6 1 9 (
m a u G
y c n e g A n o i t c e t o r P l a t n e m n o r i v n E m a u G
l m t h . m a u g / s d n a l s i / r p _ s s o r c / 9 0 n o i g e r / v o g . a p e . w w w 3 6 8 8 - 2 7 4 ) 1 7 6 (
i i a w a H
n o i s i v i D t n e m e g a n a M l a t n e m n o r i v n E : h t l a e H f o t n e m t r a p e D
l m t h . x e d n i / b w d s / h e / h t l a e h / v o g . i i a w a h . w w w 8 5 2 4 - 6 8 5 ) 8 0 8 (
a d a v e N
s e c i v r e S n o i t c e t o r P h t l a e H f o u a e r u B : s e c r u o s e R n a m u H f o t n e m t r a p e D
m t h . p w d s / e h p / s p h b / s u . v n . e t a t s . k 2 h t l a e h . w w w 5 1 6 6 - 7 8 6 ) 5 7 7 (
0 1 n o i g e R A P E / 0 1 n o i g e r / v o g . a p e . w w w 9 8 3 1 - 3 5 5 ) 6 0 2 (
a k s a l A
r e t a w e t s a W d n a r e t a W g n i k n i r D : n o i t a v r e s n o C l a t n e m n o r i v n E f o t n e m t r a p e D
m a r g o r P
m t h . r e t a w e f a s / h e d / c e d / s u . k a . e t a t s . w w w 3 5 6 7 - 9 6 2 ) 7 0 9 (
o h a d I
n o i s i v i D y t i l a u Q r e t a W : y t i l a u Q l a t n e m n o r i v n E f o t n e m t r a p e D
m t h . 1 r e t a w / r e t a w / q e d / s u . d i . e t a t s . 2 w w w 2 0 5 0 - 3 7 3 ) 8 0 2 (
n o g e r O
m a r g o r P r e t a W g n i k n i r D : s e c r u o s e R n a m u H f o t n e m t r a p e D
m t h . x e d n i / p w d / s u . r o . e t a t s . r h . d h o . w w w 7 1 3 4 - 1 3 7 ) 3 0 5 (
n o t g n i h s a W
n o i s i v i D r e t a W g n i k n i r D : h t l a e H f o t n e m t r a p e D
/ w d / p h e / v o g . a w . h o d . w w w 6 9 0 3 - 6 3 2 ) 0 6 3 (
25
AppendixB:TribalContacts
For additional information or to learn more about the laws governing your Tribe, use the contact information provided in this Appendix.
s r e t r a u q d a e H A P E S U
e c i f f O l a t n e m n o r i v n E n a i d n I n a c i r e m A n a i d n i / v o g . a p e . w w w 3 0 3 0 - 4 6 5 ) 2 0 2 (
s r o t a n i d r o o C t n e m p o l e v e D y t i c a p a C l a b i r T l a n o i g e R A P E S U
1 n o i g e R A P E l m t h . l a b i r t / t n e m n r e v o g / s c i p o t / 1 0 n o i g e r / v o g . a p e . w w w 1 4 3 7 - 2 7 3 ) 8 8 8 (
2 n o i g e R A P E l m t h . x e d n i / s n o i t a n / 2 0 n o i g e r / v o g . a p e . w w w 0 0 6 3 - 7 3 6 ) 2 1 2 (
4 n o i g e R A P E m t h . x e d n i / n a i d n i / d a e / 4 0 n o i g e r / v o g . a p e . w w w 9 3 9 6 - 2 6 5 ) 4 0 4 (
5 n o i g e R A P E b p t s / r e t a w / 5 n o i g e r / v o g . a p e . w w w 3 2 1 2 - 3 5 3 ) 2 1 3 (
6 n o i g e R A P E m t h . l a b i r t / a x 6 / 6 0 n o i g e r / v o g . a p e . w w w 3 6 0 6 - 7 8 8 ) 0 0 8 (
7 n o i g e R A P E m t h . x e d n i / l a b i r t _ t n e m n r e v o g / 7 0 n o i g e r / v o g . a p e . w w w 0 3 0 7 - 1 5 5 ) 3 1 9 (
8 n o i g e R A P E s e b i r t / 8 0 n o i g e r / v o g . a p e . w w w 6 1 1 6 - 2 1 3 ) 3 0 3 (
9 n o i g e R A P E l m t h . x e d n i / n a i d n i / r p _ s s o r c / 9 0 n o i g e r / v o g . a p e . w w w 0 0 5 1 - 4 4 7 ) 5 1 4 (
0 1 n o i g e R A P E
/ e g a p b e w / F S N . l a b i r t / 0 1 r / v o g . a p e . e t i m e s o y
t n e m u c o d n e p o ? e g a p e m o h + e c i f f o + l a b i r t
1 1 0 4 - 3 5 5 ) 6 0 2 (
s t c a t n o C r e h t O
s n a c i r e m A e v i t a N r o f n o i t a r t s i n i m d A / a n a / s m a r g o r p / v o g . s h h d . f c a . w w w 2 6 2 9 - 2 2 9 ) 7 7 8 (
s r i a f f A n a i d n I f o u a e r u B l m t h . s r i a f f a - n a i d n i - u a e r u b / v o g . i o d . w w w 0 1 7 3 - 8 0 2 ) 2 0 2 (
s e c i v r e S h t l a e H n a i d n I v o g . s h i . w w w 4 2 0 3 - 3 4 4 ) 1 0 3 (
n o i t a i c o s s A r e t a W n a c i r e m A e v i t a N g r o . c n i a w a n . w w w 6 3 6 6 - 2 8 7 ) 5 7 7 (
26
AppendixC:OtherSTEPGuideDocuments
This brochure is one in a series of Simple Tools for Effective Performance (STEP) documents for small drinking water systems. The STEP documents can
be obtained from EPA by calling the Safe Drinking Water Hotline at (800) 426-4791 and requesting the document by its publication number. The documents
can also be found at www.epa.gov/safewater/smallsys/ssinfo.htm.
AVAILABLENOW
A Small Systems Guide to the Total Coliform Rule (TCR)
This workbook is designed to help small systems understand the TCR and
the mandatory monitoring required under the rule. The workbook provides
sample worksheets to help systems organize and track TCR monitoring
data, and provides appropriate follow-up actions should monitoring show a
positive presence of coliform.
Publication number EPA 816-R-01-017A
Published: June 2001
Safe Drinking Water Act (SDWA) Regulation Overview Brochure for Small
Systems
This brochure summarizes SDWA regulations that currently exist, are
proposed, or are under development that affect or will affect small water
systems. The brochure emphasizes how the regulations relate to each
other, and explains the multi-barrier approach to microbial and chemical/
radiological risks and how SDWA regulations fit into this type of framework.
Publication number EPA 816-R-03-017
Published: September 2003
Complying With the Revised Drinking Water Standard for Arsenic: Small
Entity Compliance Guide
This workbook is designed to help systems understand and achieve
compliance with the Arsenic Rule. The workbook provides sample
worksheets to help systems organize data, and provides guidance for small
systems on their selection of appropriate compliance options.
Publication number EPA 816-R-02-008A
Published: August 2002
Asset Management Workbook
This workbook will guide small systems through the process of developing
an asset management plan and includes worksheets on completing a
thorough asset inventory; prioritizing the rehabilitation and replacement
of your assets; developing a simple asset management plan: and carrying
out the plan. The workbook also provides information about how asset
management can help improve your systems financial health and ability
to provide safe drinking water.
Publication number EPA 816-R-03-016
UNDERDEVELOPMENT
Disinfectants/Disinfection By-Products (D/DBP)Rule Workbook
Rate-Setting: A Handbook for Small Systems
Restructuring: A Handbook for Small Systems
27