1. 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.

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

3. 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

4. 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, ( 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 “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?

6. 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?

7. 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…

8. 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

9. 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 $$$ to spend and when
Determine where we can have the greatest impact for the $$$

10. 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

11. 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)

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
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

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
Chartering is like a “tailgate meeting” for a project

14. 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!

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!!!!!
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

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 Design, Bid, Build contracts

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

19. Year 1 Outcomes – KPI’s

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

21. Goal: shift to proactive cleaning from reactive

22. Clean a unique 20% of the system each year

24. 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

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

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

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

28. 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

29. Thank you! Kenny Atkins Courtney Driver courtneyd@cityofws.org
Courtney Driver
Damon Dequenne
David Saunders