AWWA JTMGT69646

In 2006, Greater Cincinnati Water Works (GCWW) began a robust review of its Strategic Plan and operating processes within the utility. GCWW had been tracking performance metrics for some time but realized the shortcomings of their approach. What GCWW needed was a process that would not only help it develop and track meaningful performance indicators as well as tie it all to the enterprise level, but would also align GCWW's Strategic Plan around a meaningful structure. This structure would need the ability to cascade performance indicators through the various divisions and yet convey overall organizational performance. This paper examines the process GCWW followed to align existing and create new key performance indicators to the balanced scorecard. This process is the first step in linking daily operations to the utility's vision, mission, and overall business strategy, and will position GCWW for the next step in the performance management process.