Achieving Best in Class Performance for Collection Systems The Winston-Salem Program Management Approach

Transcription

1 2014 HDR Architecture, HDR, Inc., all rights reserved.

2 Achieving Best in Class Performance for Collection Systems The Winston-Salem Program Management Approach 2016 HDR, Inc., all rights reserved.

3 Contents Background. Where are we and How did we get here? Initial Quick Assessment. Where do we want to be? Fast Start & Strategic Planning-..How do we get to where we want to be? Year 1 -What was planned and what was accomplished. And go! Year 2 What s next?

4 Background It all starts with a request from EPA o 308 data request letter o Data scrubbing and response assistance o The Results- a LOV letter Rapid Assessment of Opportunities o Master plan review o Operational gap analysis Interviews Document Review Report out City of Winston-Salem decision to avoid Compliance Action Transition to the CSIP format

5 CSIP Program Quick Start Approach Continuation of Rapid Assessment o Designed to identify immediate ROI activities Assess the state of the collection system Near Term Condition Discover Known Operational issues Develop an understanding of IT related issues o Key Performance Indicators Concurrent with Strategic Planning process Perform a SWOC or WS -OC Incorporate previous Master Planning and PAS 55 Assessments Review known KPI s

6 Mission and Vision Vision We will be a top-performing utility supported by a trained, knowledgeable, and proactive staff, dependable equipment, efficient processes, effective information management, and fair and affordable rates. Mission To improve collection and conveyance of wastewater while protecting the environment and community we serve by complying with all regulatory requirements.

7 Overarching Concepts of the Program Ownership and Accountability Team Integration Knowledge Transfer Operational Optimization Condition and Capacity Assessment Design and Delivery of Construction Solutions

8 Quick Start Components (Accomplishments) Sewer Cleaning Data Collection (SOPs) Sewer Cleaning Frequency Optimization (Tools) o Dynamic Risk based model o Tools and training Identify and Implement right level of cleaning effort

9 Quick Start Components (Accomplishments) Near Term Condition Assessment Support o Desk Top Assessment o Develop a 4S sampling approach o Prioritize Repairs o Inform Capital Budgets

10 Quick Start Components (Accomplishments) SSO Response o Training on data collection o Updated SOP s o SSO Review Meeting Enhancements o Root Cause Determination Approach

11 Quick Start Components (Accomplishments) Deep Dive Operational Gap Assessment o Develop an Optimization Plan (5 year Road map) Based on gaps identified Management Condition and Capacity Assessment Cleaning Optimization, Root Control, and Easement Management Construction and Repair Lift Station Operations FOG Programs SSO Response Planning and Scheduling Information Systems Support Staff Augmentation

12 TIER 1 HEADER TIER 2 HEADER

13 Overarching Concepts Ownership and Accountability (Through Chartering) o Agree on Purpose of the program and each initiative o Agree on Roles of participants o Develop the Mission and Vision statements o Integrate with strategic planning o Integrate Consulting Knowledge with Operational Knowledge

14 Overarching Concepts Integration and Knowledge Transfer (Ownership and Accountability) o Road Map Initiatives have Client Lead Client Vice -Lead Client Champion Consultant Lead Milestones Challenges and mitigations o Goals Get the right staff in the right place with the right tools Working the consultant out of a job

15 Overarching Concepts Operational Optimization o Follow the road map o Change Course when Necessary Adapt the plan to the things discovered along the way» Definition of an SSO» Tying back to Strategic Planning Strategic Communications Leadership Training

16 Overarching Concepts Condition and Capacity Assessment o 4S- Statistically Significant Sample Set o Field Verification and Micro Calibration o Optimization of Capital Dollars o Red Flags!!!!!

17 Overarching Concepts Design and Delivery of Construction Solutions o IDIQ (~45 defects under review or construction as we speak) o Progressive Design Build o Traditional SSES and Repair

18 Year 1 Outcomes Annual Report

19 Year 1 Outcomes KPI s

20 Year 2 Outcomes KPI s

21 Year 2 Upcoming Goals and Objectives Capital Planning SSO progress to Date Cleaning to date

22 TIER 1 HEADER TIER 2 HEADER

23 9:30 Policy and Management Winston-Salem CSIP- Achieving Best in Class Performance Through an Integrated Team program Management Approach David Saunders, Courtney Driver, Damon Dequenne 10:05 Policy and Management Statistically Significant Sample Set: A Streamlined Approach to Condition Assessment for the City/County Utilities Commission Erich Scherch, Alex Palmatier, Michael Stover 10:40 Policy and Management To Build or not to Build-: Field Verification Methods for Capital Planning Tina Whitfield, Michael Stover 1:45 Collection and Distribution Setting Sewer Maintenance Crews up for Success HDR Subcontractors for W-S CSIP Steve Tilson, Laurie Chase, Kim Duncan 4:30 Special Topics Change Management and the I of the Pyramid HDR Subcontractors for W-S CSIP John Evans ( Blue Cypress) and Damon Dequenne 10:45 Special Topics The Project Delivery Side of the Winston- Salem Collection System Improvement Program: Using Progressive Design B8uild to Deliver Capital Projects Chris Brown 2:15 Collection and Distribution Risk Based Predictive maintenance Solutions for Cleaning Sewer Mains 3:55 Special Topics To Know or not to Know- An actionable Approach to Performance Management Alex Palmatier, Kim Duncan Elizabeth Lowell, Mike Koivisto