Although AWWA has long recognized that every utility must provide fair rates and fees to all customers, the water industry has made slow progress in recognizing the importance of customer assistance programs. Utilities were not designed to provide social assistance, but especially after the economic recession in 2008, many were forced into that position as financially strained communities faced high unemployment, closed businesses, and mortgage distress. Customers struggled to pay their bills, and utilities had to find ways to keep people connected.

Every stakeholder wants to avoid shutting off water services; shutoffs are wasteful and emotionally expensive, and a point of friction that can burn hot if managed poorly. In response to more recent challenges, many utilities across North America have worked closely with their local, state, provincial, and national governments to collaborate on solutions to affordability challenges in their service areas.

The water industry's efforts have gained traction in the last few years, including with AWWA's report, Developing a New Framework for Household Affordability and Financial Capability Assessment in the Water Sector , and the article by Manny Teodoro and Robin Rose Saywitz in this issue of Journal AWWA . Many times, collaborating with existing community service programs can deliver assistance to low‐income households through customer assistance programs operated by other utilities (such as energy service) and community housing organizations. The approaches will vary, but every solution should account for both household affordability and the financial capability of the local water utility.

In the best of times, most utilities may face a low but steady stream of struggling customers. Unfortunately, we are facing historically high levels of unemployment and a complete reorganization of society caused by COVID‐19, so we should expect that the need for affordability programs is likely to skyrocket. In fact, the next few years could be the ultimate stress test for many communities, because the ability of low‐income customers to pay for safe, reliable water does not reduce their need for those services. As we work to stay safe and healthy, utilities and their communities will need flexibility and creativity to somehow balance expected lower revenues with expected rising costs while giving attention to staff safety and continuity of service.

While customers should understand the underlying forces that drive their water and wastewater rates, many renters never see a water bill, so it can be difficult to communicate with, much less help, those who are disproportionately affected by affordability challenges. Tougher times seem likely, so the water industry will need guidance and support on issues of affordability.

This month's Journal AWWA features a range of topics, including affordability, communication, and AWWA Standards. Please consider sharing your perspectives and experiences with water professionals everywhere by writing me at journaleditor@awwa.org.

尽管AWWA早就认识到每个公用事业公司都必须向所有客户提供公平的价格和费用，但是水行业在认识到客户援助计划的重要性方面进展缓慢。公用事业并非旨在提供社会援助，但尤其是在2008年经济衰退之后，由于资金紧张的社区面临着高失业率，封闭的企业和抵押贷款困扰，许多人被迫担任这一职务。客户努力支付账单，公用事业不得不寻找使人们保持联系的方法。

每个利益相关者都希望避免关闭供水服务；停工是浪费的，在情感上是昂贵的，如果管理不善，摩擦点可能会灼热。为了应对最新的挑战，北美的许多公用事业公司都与当地，州，省和国家政府紧密合作，就解决其服务领域中的可承受性挑战提出了解决方案。

在过去的几年中，自来水行业的工作受到了关注，包括AWWA的报告，“开发水行业家庭负担能力和财务能力评估的新框架”，以及Manny Teodoro和Robin Rose Saywitz在本期《 AWWA杂志》上发表的文章。。很多时候，与现有社区服务计划合作可以通过其他公用事业（例如能源服务）和社区住房组织运营的客户援助计划为低收入家庭提供帮助。方法会有所不同，但是每种解决方案都应考虑家庭负担能力和当地自来水公司的财务能力。

在最佳时机，大多数公用事业公司可能会遇到少量但稳定的苦苦挣扎的客户。不幸的是，由于COVID-19，我们面临着历史上的高失业率和社会的全面重组，因此我们应该预期对可负担性计划的需求可能会激增。实际上，未来几年可能是许多社区的最终压力测试，因为低收入客户支付安全，可靠水的能力并不会减少他们对这些服务的需求。在我们努力保持安全和健康的同时，公用事业及其社区将需要灵活性和创造力，以某种方式在预期的较低收入与预期的成本上升之间取得平衡，同时关注员工的安全和服务的连续性。

尽管客户应该了解驱动其水费和废水费率的潜在因素，但许多房客却从未见过水费账单，因此，与负担能力受到巨大影响的人很难与他们沟通，更不用说帮助了。艰难时期似乎很可能发生，因此水行业将需要在负担能力问题上提供指导和支持。

本月的AWWA期刊包含一系列主题，包括负担能力，沟通和AWWA标准。请考虑通过与我联系，写信至journaleditor@awwa.org与世界各地的水务专业人员分享您的观点和经验。