Achieving Best in Class Performance for Collection Systems Through an Integrated Team Program Management Approach David Saunders – HDR The Story of the Winston-Salem Collection System Program (CSIP) Management Program Approach to reducing Sanitary Sewer Overflows Who do we have in the audience today? 3 pronged approach: Operational Efficiency, Quality, Culture, Optimization Capital Planning, budgeting, capacity, construction planning Delivery.

01 02 03 04 05 Agenda Background Initial “Quick Assessment” Fast Start & Strategic Planning 04 Year 1 05 Year 2

Background What? Collection System Improvement Program (CSIP) Why? Reduce SSO’s and increase operational efficiency Where? City of Winston-Salem, Forsyth County, NC Who? City/County Utilities (CCU) serving 100k sewer connections 225 FTEs working in collection and treatment 1750 miles of gravity sewer lines 50 pump stations When? 5-year program kicked off in July 2016 (assessment and fast start activities Mar-Jul 2016) Background: It all starts with a request from EPA 308 data request letter Data scrubbing and response assistance The Results- a LOV letter Rapid Assessment of Opportunities Master plan review Operational gap analysis Interviews Document Review Report out City of Winston-Salem decision to avoid Compliance Action Transition to the CSIP format

Background EPA 308 data request letter Data review and response assistance The results - a LOV letter Rapid assessment of opportunities Master plan review Operational gap analysis Interviews, document review, report out City of Winston-Salem decision to avoid compliance action Transition to the CSIP format HOW DID WE GET HERE? August 28, 2014…. EPA “308” letter- An information request Tell us everything about everything about your collection system SR # WR # compared to SSO reports- HUGE DATA SCRUBBING EFFORT 30 Days to respond LOV letter April 9, 2015 ( About 6 months later) RAPID ASSESSMENT-While waiting on the EPA to respond the Utilities Division began an assessment process to begin reducing SSO’s and prioritizing the right capital projects to address condition related, and capacity related SSO’s There was already a Collection System Master Plan Good- There was a plan Bad- Very conservative, and could form the basis of a Consent Decree Ugly- Focused mostly on growth and capacity related needs Very low I&I related SSO numbers Very expensive investments in Capacity and Pump Station related SSO Occurrences Operational Gap Analysis 20-25 interviews Document reviews Power Point report out

CSIP Program “Fast Start” Approach Timeline of SSOs Continuation of Rapid Assessment Identify immediate ROI activities Assess the state of the collection system Near term condition Discover known operational issues Develop understanding of IT issues Concurrent with Strategic Planning Perform a SWOC or “WS”- OC Incorporate previous master planning and PAS 55 assessments Review known KPI’s The next step- AFTER City went through a larger scale procurement process to develop and deliver a more sustainable solution via a program management approach. Within the program management approach there were two concurrent initiatives: Continuation of the “Rapid Assessment” Beginning of a Strategic Planning Initiative. These things are related! WHERE DO WE WANT TO BE?

Mission and Vision Mission Vision To improve collection and conveyance of wastewater while protecting the environment and community we serve by complying with all regulatory requirements. 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.  WHERE DO WE WANT TO BE?

Overarching Concepts of the Program Implement Key Program Concepts: Ownership and accountability Team integration Knowledge transfer Through the Delivery of : Operational optimization Condition and capacity assessment Design and delivery of construction solutions These next few slides talk about how we moved forward, and what we accomplished in year 1 Discuss these concepts…

Sewer Cleaning Fast Start Components Data Collection SOPs Sewer cleaning frequency optimization Tool Dynamic risk based model Iimplementation and training The Outcome- Identify and implement right level of cleaning effort Identify the right technology tools, collect the right data, use the data in a risk based dynamic model Clean pipes at the right frequency based on: Pipe material Pipe condition How dirty Use the right techniques and the right equipment ½” hose vs 1” hose

Near Term Condition Assessment Support Fast Start Components Near Term Condition Assessment Support Desk top condition assessment approach The Outcome-Prioritize repairs and inform capital budgets With out an updated and accurate capital budget forecast tool - EPA could enforce the master plan assumptions via a consent decree or Compliance Order Use a statistical sample to predict the over all system The other way is to use data we already have, but that will over predict the condition of the system because it is based only on the poorest performing pipes. ( Desktop) Statistically Significant Sample Set By dividing the system into asset classes and sampling the condition of the assets Find things that prevent SSO’s (~ 100 miles of CCTV ) Get smarter about the life of the system….which tells us more about how much $$$ to spend and when Determine where we can have the greatest impact for the $$$

SSO Response Fast Start Components Training on data collection Updated SOPs SSO review meeting enhancements Root cause determination approach Instead of just responding to- SSO’s- What can we learn from each occurrence? A lot of work when there are 8-10 SSO’s per month-----No so much when there are 2 or 3

Fast Start Components Accomplishments Deep dive operational gap assessment Develop an optimization plan (5 year road map) based on gaps identified, including: Management Condition/capacity assessment Cleaning optimization, root control, easement management Construction and repair Lift station operations FOG programs SSO response Planning and scheduling Information systems support Staff augmentation Create a plan for how to get where we are going…. A road map! ~200 + findings and recommendations 50 bundles or initiatives 5 years ( and then some) Prioritized to : Reduce SSO’s Operate more efficiently Become sustainable ( For example- proactive cleaning vs reactive cleaning)

The Road Map TIER 1 HEADER First Name Last Name TIER 2 HEADER Business Title TIER 2 HEADER First Name Last Name Business Title The Road Map Create a plan for how to get where we are going…. A road map! ~200 + findings and recommendations 50 bundles or initiatives 5 years ( and then some) Prioritized to : Reduce SSO’s Operate more efficiently Become sustainable ( For example- proactive cleaning vs reactive cleaning) Swim Lanes by functional area; Management, Condition Assessment, Capacity Assessment, Capital Delivery, Field Operations, First Response, Fog Management, Root Control; and Easement Maintenance, Construction and Repair Columns for years Blue= Complete Green = In process

Overarching Concepts Ownership and accountability (through chartering) Agree on purpose of the program and each initiative Agree on roles of participants Develop the mission and vision statements Integrate with strategic planning Integrate consulting knowledge with operational knowledge Revisit the overarching concepts Chartering is like a “tailgate meeting” for a project

Our goal has been the same since day 1. Overarching Concepts Our goal has been the same since day 1. Integration and knowledge transfer (ownership and accountability) Road map initiatives have Client lead Client vice-lead Client champion Consultant lead Milestones Challenges and mitigations Goals Get the right staff in the right place with the right tools Working the consultant out of a job Provide a gateway to a sustainable program Review the members of the Charter Team Discuss the staff Augmentation process… Work the consultant out of a job!

Overarching Concepts Operational optimization Follow the road map 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 Talk about the evolution of service levels and responsibilities

Overarching Concepts Condition and capacity assessment 4S - statistically significant sample set Field verification and micro calibration Optimization of capital dollars Red flags!!!!! 4S-worked with our Partners (Hydrostructures) to collect ~ 90 mikes of 4S CCTV data Identify capacity projects from master plan and get more monitoring data Example- South Fork #3, Fiddler’s Creek - Talk about how these projects evolved over time

Overarching Concepts Design and delivery of construction solutions IDIQ (~45 defects under review or construction as we speak) Progressive design-build Traditional SSES and Design, Bid, Build contracts

Year 1 Outcomes Annual Report Talk here about the year 1 successes

Year 1 Outcomes – KPI’s

This data represents all SSOs on the public system, not just state reportable…

Goal: shift to proactive cleaning from reactive

Clean a unique 20% of the system each year

Year 2 Upcoming Goals and Objectives Informed capital planning Further reduce SSOs Meet the year 2 cleaning goal Develop a sustainable staffing plan Deliver construction projects Traditional and alternative JE: if the SSO graphic goes on this slide too, might want to think of some other graphics for the previous two slides so you can maximize the different results that we show. Different Graphic John- This references the one Kim has asked for that is more interactive

Year 2 Outcomes – To Date AP – Not legible. Agreed- Place holder until we get marketing help for better graphics

Year 2 Outcomes – To Date AP – Not legible. Agreed- Place holder until we get marketing help for better graphics

Year 2 Outcomes To Date (Preliminary Data) AP – Not legible. Agreed- Place holder until we get marketing help for better graphics

The Road Map TIER 1 HEADER First Name Last Name TIER 2 HEADER Business Title TIER 2 HEADER First Name Last Name Business Title The Road Map Note to reviewers: This is simply a “prop” The speaking points will talk about how the road map is used and hoe it relates to the progress being made in the program. However, as we (I) develop the presentation, we might take advantage of the idea of zooming into certain aspects

Thank you! Kenny Atkins Courtney Driver courtneyd@cityofws.org kennya@cityofws.org Courtney Driver courtneyd@cityofws.org Damon Dequenne damond@cityofws.org David Saunders david.saunders@hdrinc.com