本文探讨了Aurora公用设施是如何从美国的紧急干旱响应演变而来的 2002年夏天，到2004年春天，一个更公平的水资源预算制度将被废除。2002年，Aurora Utilities启动了一个“一刀切”的基于固定资产的三层体系 水区大小以及非常严格的用水限制。到2003年，公用事业取得了进展 大型灌溉机的水预算系统和所有人的固定室外水预算 住宅账户和每周连续两天的用水限制。到2004年，根据旱灾前的水资源，为所有用户制定了个人水资源预算 户外使用量减少30%，两天 每周的限制仍在继续，为客户提供了一个与之合作的框架 他们的个性化预算。 一个成功的项目需要组建一个跨学科团队 包括水资源保护、媒体关系/公共关系、公用事业计费、， 公用事业金融、信息技术、规划和分区。毫不奇怪， 与跨学科团队合作相关的常见困难出现在 学科之间的沟通失误、不同的期望、团队的协调、， 缺乏足够的时间创建程序，以及未设计的计费系统的缺陷 为了完成任务。尽管存在挑战，但该项目取得了许多积极成果， 例如高客户满意度和吸引力（远高于之前 干旱限制），增加客户参与和响应，实现 30%的减排目标（33%的实际），以及对 自2002年以来，客户对用水和明智用水的看法。包括参考资料。

This paper examines how Aurora Utilities evolved from emergency drought response in the summer 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 fixed water block sizes along with very severe water restrictions. By 2003, the utility had progressed to a water budget system for large irrigators and a fixed outdoor water budget for all residential 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 water usage with the outdoor consumption reduced by 30 percent, and the two-day per week restrictions were continued to provide a framework for customers in which to work with their individualized budgets. For a successful program, it was necessary to assemble an interdisciplinary team comprised 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, from miscommunication between disciplines, different expectations, coordination of the team, lack of sufficient time to create the program, and pitfalls of a billing system not designed for 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 the 30 percent reduction goal (33 percent actual), and massive transformation of the customer's perspection of water consumption and wise water use since 2002. Includes reference.