Integrated Team Program Management Approach for Best-in-Class Collection Systems Performance

1. Achieving Best in Class Performance for Collection Systems Through an Integrated Team Program Management Approach David Saunders – HDR

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

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)

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

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

6. 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 and Vision 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 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

8. 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 SewerCleaning

9. Fast Start Components • Desk top condition assessment approach The Outcome-Prioritize repairs and inform capital budgets Near Term Condition Assessment Support

10. Fast Start Components • Training on data collection • Updated SOPs • SSO review meeting enhancements • Root cause determination approach SSO Response

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

12. TIER 1 HEADER TIER 2 HEADER First Name Last Name Business Title First Name Last Name Business Title First Name Last Name Business Title First Name Last Name Business Title First Name Last Name Business Title First Name Last Name Business Title First Name Last Name Business Title The Road Map

13. Overarching Concepts 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 Ownership and accountability (through chartering)

14. 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

15. Overarching Concepts 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 Operational optimization

16. Overarching Concepts 4S - statistically significant sample set Field verification and micro calibration Optimization of capital dollars Red flags!!!!! Condition and capacity assessment

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

18. Year 1 OutcomesAnnual Report

19. Year 1 Outcomes – KPI’s

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

25. Year 2 Outcomes – To Date

26. Year 2 Outcomes – To Date

27. Year 2 Outcomes To Date (Preliminary Data)

28. TIER 1 HEADER TIER 2 HEADER First Name Last Name Business Title First Name Last Name Business Title First Name Last Name Business Title First Name Last Name Business Title First Name Last Name Business Title First Name Last Name Business Title First Name Last Name Business Title The Road Map

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