2. Achieving Best in Class Performance for Collection Systems
The Winston-Salem Program Management Approach
The Story of the Winston-Salem Collection System Program (CSIP) Management Program Approach to reducing Sanitary Sewer Overflows
3 pronged approach:
Operational Efficiency, Quality, Culture, Optimization
Capital Planning, budgeting, capacity, construction planning
Delivery.

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
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
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, ( 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

5. CSIP Program “Quick Start” Approach
Continuation of Rapid Assessment
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
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
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?

6. Mission and Vision Vision Mission
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.
WHERE DO WE WANT TO BE?

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
These next few slides talk about how we moved forward, and what we accomplished in year 1
Discuss these concepts…

8. Quick Start Components (Accomplishments)
Sewer Cleaning Data Collection (SOPs)
Sewer Cleaning Frequency Optimization (Tools)
Dynamic Risk based model
Tools and training
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

9. Quick Start Components (Accomplishments)
Near Term Condition Assessment Support
Desk Top Assessment
Develop a 4S sampling approach
Prioritize Repairs
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)
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 $$$ to spend and when
Determine where we can have the greatest impact for the $$$

10. Quick Start Components (Accomplishments)
SSO Response
Training on data collection
Updated SOP’s
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

11. Quick Start Components (Accomplishments)
Deep Dive Operational Gap Assessment
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
Create a plan for how to get where we are going…. A road map!

12. 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
findings and recommendations 15 bundles or intitiatives
5 years ( and then some)
Prioritized to :
Reduce SSO’s
Operate more efficiently
Become sustainable ( For example- proactive cleaning vs reactive cleaning)

13. 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
Chatering is like a “tailgate meeting” for a project

14. Overarching Concepts 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
Work the consultant out of a job!

15. 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

16. Overarching Concepts Condition and Capacity Assessment
4S- Statistically Significant Sample Set
Field Verification and Micro Calibration
Optimization of Capital Dollars
Red Flags!!!!!
Example- South Fork #3, Fiddler’s Creek - Talk about how these projects evolved over time

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

18. Year 1 Outcomes Annual Report
Talk here about the year 1 successes
AP – Not legible. Agreed- Place holder until we get marketing help for better graphics

19. Year 1 Outcomes – KPI’s

20. Year 2 Outcomes – KPI’s
AP – Not legible. Agreed- Place holder until we get marketing help for better graphics

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

22. 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

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
Statistically Significant Sample Set: A Streamlined Approach to  Condition Assessment for  the City/County Utilities  Commission
Erich  Scherch,
Alex Palmatier, Michael Stover
10:40
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
The Project Delivery  Side of the Winston-Salem  Collection System Improvement Program: Using Progressive Design B8uild to Deliver  Capital Projects
Chris  Brown
2:15
Risk Based Predictive maintenance Solutions for  Cleaning Sewer Mains
Alex Palmatier, Kim Duncan
3:55
To Know or  not to Know- An actionable Approach to Performance Management
Elizabeth Lowell,
Mike Koivisto