Backflow prevention is one of those programs that rarely gets the spotlight but plays an essential role in protecting drinking water. In many cities and utility districts, especially small to midsize ones, the responsibility for managing thousands of backflow devices often falls on a surprisingly small team. Some municipalities task just two employees — sometimes even one full-time and one part-time staff member — with overseeing inspection notifications, tester certifications, compliance enforcement, and database management for every backflow device in their service area. So the question becomes: Can a two-person team realistically manage a program with 1,000 or more backflow devices?
The short answer? Yes — but it’s not easy. It requires intentional systems, clear priorities, and often, a shift in how work gets done. Let’s unpack how some utilities make it work, what the key bottlenecks are, and where some fall short.
Understanding the Scale of the Challenge
Every backflow device in a jurisdiction needs to be tracked, tested annually (or more frequently in some cases), and verified by certified testers. For a team overseeing 1,000 devices, that’s 1,000+ test reports, 1,000+ customer notifications, and thousands of data points to validate and store. That doesn’t even include the work of updating tester lists, managing non-compliance escalations, and responding to customer inquiries.
Here’s where the math gets tricky. Let’s say a single test report takes five minutes to review, validate, and file. That’s 5,000 minutes a year — or over 83 hours just on report handling. Add in time spent answering calls, re-sending notices, updating spreadsheets, chasing down expired tester credentials, and doing actual field inspections, and it’s clear that any inefficiency quickly compounds.
What Makes It Possible: Systems, Not Superpowers
The difference between success and burnout often comes down to one word: systems. High-functioning two-person teams tend to do the following:
- Standardize Everything
From notification templates to how test reports are submitted, standardization eliminates decision fatigue. Templates reduce errors, and having clear rules for how data is entered (especially if done manually) helps avoid hours of cleanup later. - Batch Work
Handling tasks in bulk instead of piecemeal is more efficient. For instance, sending out all annual notices in weekly batches by ZIP code, or reviewing all tester credential expirations at the beginning of each month. Batching reduces context-switching and helps with workload predictability. - Delegate What You Can
This doesn’t mean hiring — it means pushing responsibilities to where they belong. For example, some utilities require testers to submit digital reports directly, complete with device ID and location codes, eliminating the need for clerical entry on the city’s end. - Keep a Clean Database
One of the biggest time-wasters is chasing records tied to properties with incorrect or outdated information. Proactive database maintenance — merging duplicates, verifying addresses, removing inactive devices — goes a long way. - Use Compliance-First Messaging
Rather than threatening fines right away, effective backflow programs often start with education and reminders that explain the why behind compliance. This reduces call volume and encourages cooperation.
The Most Common Bottlenecks
Even with systems in place, certain challenges regularly threaten to overwhelm small teams.
Manual Data Entry
Paper test reports or emailed PDFs still dominate in many municipalities. Staff often spend hours re-typing information into spreadsheets or databases. One missed field or mistyped address can create follow-up work down the line.
Tester Coordination
Keeping a current list of certified testers, making sure they have the right contact info, and updating them when processes change — these are tasks that fall through the cracks. When testers are confused, the utility ends up with bad data or delayed reports.
Late or Non-Compliant Property Owners
Every year, a certain percentage of device owners won’t respond to notices. Managing follow-ups, sending secondary reminders, and in some cases, initiating code enforcement, eats up valuable time that could be spent on proactive work.
Time Off and Turnover
A two-person team has no buffer. If someone gets sick or leaves, the program can easily fall behind by weeks or months, creating a snowball effect of overdue reports, missed deadlines, and public complaints.
Creative Solutions From the Field
Utilities that run lean backflow programs have gotten creative. Here are a few examples of how they stretch their capacity:
- Shared Service Agreements: Smaller cities sometimes share a single certified backflow program manager across neighboring municipalities. This allows each city to benefit from specialized expertise without hiring full-time staff.
- Tester Portals: Some cities have built or subscribed to basic online tester portals, allowing testers to log in, see which properties they’ve submitted tests for, and upload digital forms directly. This removes a huge amount of administrative load.
- Tiered Notification Schedules: Rather than sending all 1,000+ notices at once, some utilities send quarterly or monthly waves of notices, smoothing out the incoming volume of test reports and reducing data-entry bottlenecks.
- Drop-Off Compliance Letters: For chronically non-compliant properties, some teams skip the third or fourth mailer and instead drive by and leave a printed compliance notice on the door. While more labor-intensive in the moment, this sometimes saves weeks of back-and-forth.
The Bottom Line
Managing 1,000 backflow devices with a two-person team is absolutely possible — but only if the team is equipped with the right processes, support, and clarity of priorities. It requires moving away from ad hoc workflows and toward structured, repeatable systems. It also means recognizing that while technology can help, even low-tech solutions — like batching tasks or enforcing form standards — can create a dramatic difference.
The real challenge isn’t the number of devices. It’s the lack of time for the people trying to stay ahead of them. With careful planning and some process discipline, even a small crew can run a big program — and keep the water safe while they do it.