在过去的几年里，全国范围内的废水和水公用事业都在进行 各种改进活动，如战略规划、实施 环境管理体系、ISO认证和同行评审。这个 大辛辛那提大都会下水道区（MSD）也致力于 持续改进运营，加强对纳税人和客户的服务 利益相关者，并变得更加高效。作为这一过程的一部分，MSD的高级领导 不仅依赖于长期战略的制定，还依赖于 员工、客户和外部专家。本文概述了这项工作 到目前为止，这种情况已经发生，克服了障碍，以及不同寻常的情况 MSD目前正在采取的方法是根据其目标和目标监控和衡量进展 目标。

Over the past several years, wastewater and water utilities nation-wide have undertaken various improvement activities, such as strategic planning, the implementation of environmental management systems, ISO certifications and peer reviews. The Metropolitan Sewer District of Greater Cincinnati (MSD) has also dedicated itself to continually improving its operations, enhancing customer service to both ratepayers and stakeholders, and becoming more efficient. As a part of that process, MSD senior leaders have relied not only on the formulation of long-term strategy, but also on feedback from employees, customers and outside experts. This paper provides an overview of the work that has taken place so far, the hurdles that were overcome, and the unusual approach MSD is now taking to monitor and measure progress against its goals and objectives.