A MAP to Quality – the Management Assessment Profile Benchmarks Performance
Several water and wastewater professional associations have supported their member and subscriber benchmarking needs with projects and programs during the last decade. Various performance indicators can be chosen and/or factored into a performance management system to track over time.
of measurement across utility organizations key on customer satisfaction, operational efficiency, financial status, capital protection, and other relevant or meaningful focal points. At higher levels of management, measures become broad and encompassing. At lower levels of organizations, measures
are generally more specific and narrowly focused. At all levels, progressive management teams desire to know how they are performing relative to others, and how they are improving over time. They value comparative analysis. Water and wastewater facility managers often focus their efforts on
individual areas of strength. A common template of measuring quality performance assures direction, systems control, teamwork, and a sense of accomplishment.
Woodard and Curran manage the operations of over 30 water and wastewater systems in the municipal and industrial sectors. Project
and facility managers requested a set of performance standards. The MAP program is built on five elements of quality performance: Customer Service, Leadership, Technical Management, Vision, and Community. Each of these elements is further defined by five standards, creating a matrix of 25
achievement standards. Standards are sub-divided into requirements, and specific measurements are assigned to each. Audits are requested or scheduled for each facility and achieving managers become peer assessors within the program.
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