Fall 2022 Ubits

Fall 2022

MyAccount upgrade project stands out for collaboration

and customer focus

In 2022, expectations are higher than ever regarding online business, and our customers’ expectations are no different. We have offered online payment and billing through MyAccount since 2013. While updates were made in 2017 to include a responsive design, the functionality has primarily remained the same. In the ever-changing world of digital experience, our legacy MyAccount portal served our utility and customers well, but it needed an upgrade.

Our utility and City of Tacoma employees have been collaborating since early 2019 to bring new life to MyAccount. Through detailed requirements gathering, an intense request for proposal and vendor selection process, dozens of design workshops, and hours of review and testing, the dedicated team delivered a solution that aligns with our utility’s digital modernization goals. The upgrade also positions us to provide customers with the online self-service portal they expect.

“We spent hundreds of hours researching best practices, interviewing subject matter experts, and workshopping to deliver an exceptional customer experience,” said Treena Colby of TPU Public Affairs & Communications.

The new portal reaches beyond just payment and billing, which demands the participation of employees from each division.

The project team worked closely with business partners and staff to deliver a high-quality portal that truly reflects our customers’ needs,” said Curtis Sneddon, project manager.

MyAccount now leverages customers’ advanced meters, displaying their real-time usage data in graphs and tables, allowing them to better understand how they use power and water at home or in their businesses. This understanding can help customers make changes that could lower their electricity and water use and save them money.

We are delivering on the TPU promise of valuing our customers’ time, money, and preferences,” Treena said. “This gives them the tools they need to actively and easily manage bills and usage whenever they want.”

MyAccount upgrade stands out for collaboration and customer focus

Customers can also easily manage many program enrollments within MyAccount, such as AutoPay, paperless billing, Budget Billing, and alternate due date, with more options to come in the next year. The performance solutions team in Customer Services played a critical role in ensuring that each new piece of the MyAccount puzzle worked properly and kept the customer experience in mind. Test Coordinator Kelli Sullivan reflected on this work.

The biggest challenge we faced was understanding how changes would impact other areas down the road,” Kelli said. “We would fix one issue to find out weeks later that our solution created unexpected results somewhere else.”

This team’s attention to detail throughout the testing process instills confidence that the big ideas and concepts brought to the table work when a customer logs in and takes an action.

The MyAccount upgrade has been a team effort, impossible without the work of many contributors. Employees from Tacoma Power, Tacoma Water, TPU Customer Services, ITD, UTS, and TPU Public Affairs & Communications collaborated seamlessly to bring this project to life.

“And we’re not done yet!” Curtis exclaimed. “We are continuing this work and will introduce new features to the portal over the next year.”

The newest feature, released in August, includes the ability for customers to make donations within MyAccount. These donations will help low-income and disabled customers pay their utility bills.

There will be future phases of the project and opportunities to become involved.

Public Utility Board

A local math educator is our newest Public Utility Board member

Elly Claus-McGahan, a K-12 math educator, attended her first meeting on Oct. 12 as our newest Public Utility Board member. Elly has worked in math education locally for over 20 years. She recently expanded her interests to climate change action and affordable housing, volunteering her time at the Sustainable Tacoma Commission, Habitat for Humanity, and other local groups focused on these areas. She has a Ph.D. in Mathematics from the University of Texas at Austin and a professional development certificate from George Washington University in Development and Financing of Renewable Projects.

As a board member, I will pay particular attention to equitable decarbonization, affordability, and sustainability,” said Elly. “Decarbonization leads to greater health from reduced pollution indoors and out; affordability puts people first and supports Tacoma’s goal to be inclusive. Sustainability provides for our region’s long-term vitality, health, and beauty. I’m looking forward to working with a dedicated board and organization.”

Former Public Utility Board Chair Christine Cooley departed at the end of September, creating the vacant position. Elly will serve Christine’s remaining term as a Board member, and Carlos M. Watson is the new chair. John O’Loughlin is the vice-chair, Holland Cohen is secretary, and William Bridges is also a member.

Board members are appointed by the mayor and confirmed by the Tacoma City Council. Members serve a five-year term without pay. The Board meets on the second and fourth Wednesday of the month. Everyone may attend the meetings in person or virtually and can check MyTPU.org for times and Zoom information. The meetings are also broadcast live and streamed by TV Tacoma.

Cascadia Rising brings utility divisions together in an emergency exercise

Last June, Emergency Management coordinated our first full-scale four-day functional emergency exercise as part of the regional Cascadia Rising 2022 response drill. Select staff from across the utility’s divisions came together in a situation room to discuss the emergency scenario, make their way to assess damages, and restore emergency services for the public at multiple sites. All teams participating in the exercise had to conduct themselves as if in an actual emergency.

The Emergency Operations Centers and Emergency Coordination Centers at all levels of government and private sectors were also activated to coordinate simulated field response operations across Washington, Oregon, and Idaho. The simulation helped them prepare for responding to a long-expected 9.0 subduction zone earthquake and subsequent 100-foot tsunami. The exercise picked up where Cascadia Rising 2016 ended – four days after a Cascadia Subduction Zone rupture. TPU tested improvements made to select capability gaps identified in the TPU Cascadia Rising 2016 After-Action Report.

The exercise objectives were to:

Demonstrate the ability to use radio communications across the utility. Including communications between Dispatch/Fleet, Fleet/divisions, Dispatch/Power, and the ability for UTS to support radio communication systems.

Demonstrate the Water division’s ability to restore vital water services at a specific well. Including dispatching emergency resources via radio communications.

As teams made their way to multiple locations to address their assignments, they were presented with other exercise situations, including generators’ down, loss of communication, and others. The teams accomplished the exercise objectives and were successful. A hotwash held at the end offered participants constructive feedback.

Demonstrate the ability to share situational awareness using the TPU Situation Report and distribution lists.

bits & pieces

Tacoma Rainiers “MVP Moves” campaign honored with MarCom Award

The Communications Office was notified in October that TPU received a top honor from the MarCom Awards administered by the Association of Marketing and Communication Professionals. Our organization received a Gold Award for the TPU MVP Moves Campaign focusing on several utility programs:

• Tacoma Rainiers Baseball in-stadium and game day promotion highlighting Tacoma Power and Tacoma Water conservation.

• TPU EV home charging.

• Recognition of our employees’ years of service. The campaign ran throughout the Tacoma Rainiers’ season with game announcements, digital banners, advertising in The Dirt game day program and throughout the ballpark, and a special TPU Night at the Rainiers with a focus on recognizing our Service Awards honorees of the past three years. TPU Night also helped raise dollars for the Senior Assistance Fund.

Julie Sallenbach, Valerie Lorfeld, Jenae Elliot, Rebecca King, Darlene Lewis, and Sonja Bert of the Communications Office led campaign planning and creative development.

TPU was also honored with a Gold Award for WaterLine a monthly email newsletter sent to Tacoma Water employees and received Honorable Mention for the special Forward Together edition of Ubits from early 2022.

The MarCom Awards is an international creative competition that recognizes outstanding achievements by marketing and communications professionals and receives about 5,000 entries each year. Entries come from corporate marketing and communication departments, advertising agencies, public relations firms, design shops, production companies, freelancers, and organizations of all sizes. Only 20% of entrants receive Gold Awards, and 10% receive Honorable Mentions.

Futuristic fish tagging trailer creates enormous efficiencies for fish programs

We are huge fish fans. Tacoma Power grows coho, steelhead, spring Chinook, and sockeye at our two Cushman Hydro Project hatcheries. We tag our fish to track returning adults and learn which hatchery management strategies are most successful. One tag type we use is coded wire tagging (CWT). We also clip adipose fins (customary for hatchery fish). Neither hurt the fish.

It typically takes 13 people to clip and tag fish by hand, and the fish must be anesthetized. However, thanks to the Northwest Indian Fisheries Commission’s (NWIFC) innovative fish tagging trailer, we have taken a step into the future!

It only takes two people to operate the trailer, which clips and tags triple the fish in the same amount of time as a manual operation. A camera measures each fish to 1/10 of a millimeter, and they get sorted by size. Another camera takes a photo to determine the fin’s location. A set of foam pads grab and hold each fish for a split second to clip the fin and insert the CWT, which is the width of a human hair, into the fish’s snout. Amazing!

The NWIFC also handles our critical pathology work and oversees our fish veterinarian work.

Power appreciates the outstanding efforts of the NWIFC to help protect and preserve fish populations.

Local high school students learn about utility careers during summer program

In partnership with MESA of Tacoma/South Puget Sound, our utility created a new summer education program for local high school students to immerse them in the many possibilities of future careers in utilities.

Over three weeks, 30 students engaged in 30 hours of the curriculum through a mix of classroom instruction and presentations from TPU professionals, facility tours and site visits, and hands-on learning. Many were new to students and most surprised them. Thirty employees volunteered to support the activities.

Employees shared their journeys during a career panel, which are often not direct and easy but require patience, perseverance, and passion. They discussed leadership skills, the value of mentorship, and relationships and encouraged students to turn every experience into building blocks for their futures.

“This is just the beginning for us,” said Toniqua Bouie, MESA administrator. “We look forward to many more years.”

Due to the program’s success, there is already a verbal commitment to expand and grow for 2023.

Through MESA, we have found a new pathway for students to learn about the work we do, the services we provide to our community, and the vast array of careers we have here,” said Alice Massara, strategic people programs manager.

Thanks to employees throughout the utility and City of Tacoma, who helped make this opportunity for students possible and successful.

Tacoma Water earns S&P AA+ credit rating

Standard & Poor (S&P) recognized Tacoma Water’s commitment to financial strength and long-range planning by raising their credit rating to AA+. The S&P also upgrade Regional Water Supply System bonds. The new rating places Water in the top 17% of all U.S. water utilities rated by S&P and positively impacts keeping rates lower for customers.

Jodi Collins, Financial Stewardship manager and her team led the financial planning efforts on behalf of Tacoma Water. Jodi credits dedicated staff, outstanding leadership, and policy support provided by Director Jackie Flowers, the Public Utility Board, and Tacoma City Council for this recognition.

“

I am grateful for the dedication and professionalism of the Financial Stewardship team, and I’m proud to be a part of the extraordinary Tacoma Water team,” said Jodi.

She also noted the rating is an affirmation of the vision and effectiveness of the utility’s management team, including Superintendent Scott Dewhirst and Business Services Manager Sean Senescall, and the diligence and hard work of the staff.

Sean remarked that the new rating is “a nice team win to bring home for Tacoma Water’s customers.”

A fond farewell to our recent retirees

RETIREES FOR APRIL - SEPTEMBER 2022

Pat Bacon | a Tacoma Power senior project manager, retired after 25 years.

Michael Baines | a Tacoma Power communications systems technician III, retired after 25.5 years.

Bill Berry | a Tacoma Power section manager, retired after 10 years.

Tina Best | a Tacoma Water heavy equipment operator, retired after 29 years.

Toby Brewer | a Tacoma Power supervisor III, retired after 25 years.

Carl Busenius | a Tacoma Power grounds maintenance worker, retired after 23 years.

Mark Campeau | a Tacoma Power assistant section manager I, retired after 29 years.

Darrel Carreau | a Tacoma Water service worker, retired after 23 years.

Bill Cummins | a Tacoma Water service mechanic, retired after 25 years.

Kathleen Fitzgerald | a Tacoma Power senior wire electrician, retired after 30 years.

Steve Hatcher | a Customer Services manager, retired after 20.5 years.

Jim Hoye | a Tacoma Power vehicle and equipment shop attendant, retired after 17 years.

Jon Lindberg | a Tacoma Power communications system technician II, retired after 24 years.

Ken Lowder | a Tacoma Water service supervisor, retired after 25 years.

Lauri Mattsen | a Tacoma Power financial assistant, retired after 33.5 years.

Terry Michael | a Tacoma Water treatment plant operator III, retired after 6 years.

Michele Nelson | a Tacoma Power utility services representative supervisor, retired after 32.5 years.

Mike Snider | a Tacoma Power arborist, retired after 20.5 years.

James Van Ness | a Tacoma Power heavy equipment mechanic, retired after 13 years.

Ernest Wooldridge | a Tacoma Power engineer IV, retired after 10 years.

Welcome new employees

MANY EMPLOYEES JOINED TEAM TPU FROM APRIL TO SEPTEMBER

Strategic plan defines the Green River Watershed’s future

The Green River Watershed is the primary source of Tacoma’s drinking water and provides ecological benefits to the region. This unique resource requires conscientious management, and now there is a comprehensive strategy to prioritize and focus the work. The Watershed Strategic Plan steers the team purposefully and systematically in a defined direction, on a path of continuous improvement over the next five years.

In August 2021, Division Manager Greg Volkhardt requested that Watershed Services (WS) develop a strategic plan to focus on future work and management of the watershed. Assistant Division Manager Jesse Narog was up for the challenge.

This strategy provides a vehicle to carry forward priority work that the utility identified. We identified many of these projects years ago, but had no mechanism to implement them,” said Jesse. “The strategy defines our goals, prioritizes the work, and establishes an accountability framework through which we’ll pursue it.”

The WS core team of Jesse, Jarrod Kaiser, and Tyler Patterson, and supporting workgroups, spent over six months developing the plan. Staff from Watershed Operations, Environmental Stewardship, TPU Public Affairs and Communications, the water strategy advisor, and other departments throughout the division, provided invaluable input. The team knew it was essential to identify the current workload and focus the new team on a unified vision. They also needed to tackle some current challenges and future ones such as climate change, land ownership, and land use in the watershed. The strategic plan became the mechanism to bring their vision into reality.

First, they developed a series of core competencies for which the WS team must perform to deliver on their mission. These core competencies are specific to WS but reflect areas other utility and watershed managers must also perform for everyone to succeed. Then they engaged staff

for input on which competencies were most important for the next three to five years. The core team worked with staff to rank each core competency by the level of importance and rate of achievement. They discussed the results and selected a subset of the competencies as focus areas: leadership, resiliency, and source water protection.

Next, the team developed a list of objectives for each focus area. These objectives guide decisions and activities to ensure they align with the WS mission and vision. The result was seven objectives spread between the three focus areas. The WS core team met with staff to present, discuss, and rank 57 draft initiatives, refining the list down to 16.

“Working through the development of the strategic plan brought focus to where our team thought we could grow,” said Environmental Stewardship Manager Tyler Patterson. Watershed Operations Manager Jarrod Kaiser added, “Managing a multiple-ownership, mixed-use watershed in a dynamic landscape, we can and will get pulled away from our core work to address emergent issues. Having a guiding document will help us to recover and get back to our core work quicker. I think it will also lead to improvements that will help minimize the level and regularity of emergent type issues.”

WS will monitor and report on initiatives quarterly and drive them toward established goals and completion. This monitoring process also provides accountability to managers and allows them to remove obstacles or assist with additional resource needs.

Jarrod summed up the project. “The process of building this strategy made it clear how dependent we are on our coworkers and staff in other Water sections to achieving our mission.”

With a comprehensive strategy in place, implementing the utility’s mission, vision, and values for the Green River Watershed will help ensure clean, reliable water for our community, while providing ecological benefit to the region.