今天的公共事业面临许多当代问题，比如即将到来的“大脑问题” 由于婴儿潮一代退休，潜在的私有化增加了“流失” 客户的期望，以及基础设施材料和劳动力成本的不断上升。 应对这些挑战需要妥善规划。对于公用事业公司来说，正确的计划开始了 有战略规划。实现内在效益，娄东县卫生局 弗吉尼亚州利斯堡市管理局（LCSA）于年开展了战略规划过程- 房屋做 因此，高级员工会面，确定他们认为对推动LCSA向前发展很重要的举措。 由此，2001年成立了一个团队来制定战略计划。计划是 随后在2005年进行了更新，以进行“中期”修正并扩展规划 时期通过内部制定该计划，LCSA从中吸取了一些教训。首先，它是无价的 与内部团队一起执行该流程。其次，“自下而上”的方法是有效的 好第三，计划应该公布并分发。 第四，执行是关键 通过将计划分配给个人，然后评估他们在 完成计划。包括5个参考文献、图表。

Today's public utilities face many contemporary issues such as the impending "brain drain" as a result of boomer generation retirements, potential privatization, increased expectations of customers, and escalating costs for infrastructure materials and labor. Meeting these challenges requires proper planning. For a utility, proper planning starts with strategic planning. Realizing the inherent benefit, Loudoun County Sanitation Authority (LCSA), Leesburg, Virginia, undertook the strategic planning process in-house. To do so, senior staff met to identify initiatives they felt were important to move LCSA forward. From this, a team was formed to create the strategic plan in 2001. The plan was subsequently updated in 2005 to make "mid-course" corrections and extend the planning period. By creating the plan in-house, LCSA learned several lessons. First, it is invaluable to undertake the process with an internal team. Second, a "bottom up" approach works well. Third, the plan should be published and well distributed. Fourth, implementation is bolstered by assigning initiatives to individuals and then assessing their performance in completing the initiatives. Includes 5 references, figures.