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This paper examines how Aurora Utilities evolved from emergency drought response in thesummer of 2002 to a more equitable water budget system by the spring of 2004. In 2002, Aurora Utilities initiated a "one-size fits all" 3-block tier system based on fixedwater block sizes along with very severe water restrictions. By 2003, the utility had progressedto a water budget system for large irrigators and a fixed outdoor water budget for allresidential accounts and continuance of two day per week water restrictions. By 2004, an individual water budget for all customers was adopted, based on pre-drought waterusage with the outdoor consumption reduced by 30 percent, and the two-dayper week restrictions were continued to provide a framework for customers in which to work withtheir individualized budgets.For a successful program, it was necessary to assemble an interdisciplinary teamcomprised of Water Conservation, Media Relations/Public Relations, Utilities Billing,Utilities Finance, Information Technology, and Planning and Zoning. Not surprisingly,the usual difficulties associated with interdisciplinary teamwork occurred, frommiscommunication between disciplines, different expectations, coordination of the team,lack of sufficient time to create the program, and pitfalls of a billing system not designedfor the task. Although there were challenges, the program had many positive outcomes,such as high customer satisfaction and appeal (much more than the previous drought restrictions), increased customer participation and response, attainment of the30 percent reduction goal (33 percent actual), and massive transformation of thecustomer's perspection of water consumption and wise water use since 2002. Includes reference.

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Edition: Vol. - No. Published: 06/17/2005 Number of Pages: 11File Size: 1 file , 760 KB