TULSA'S UTILITY ENTERPRISE INITIATIVE: USING TECHNOLOGY, STRATEGY AND ASSET MANAGEMENT TO DRIVE LONG TERM PERFORMANCE

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1 TULSA'S UTILITY ENTERPRISE INITIATIVE: USING TECHNOLOGY, STRATEGY AND ASSET MANAGEMENT TO DRIVE LONG TERM PERFORMANCE Lauren Brookey, UEI Chair, Board Steve Steckler, Project Manager, IMG Rebel Group Matt Bond, Deputy Project Manager, Black & Veatch The IMG Team 1

2 CONTENTS 1. s Performance Improvement Paradigm 2. Elements of the Utility Enterprise Initiative 3. A Strategic Plan With Real Measures and Goals 4. Using the Unique City- Contractual Relationship to Drive Performance 5. New Systems and Contracts 6. A Public Service Balance Sheet 7. Asset Management Program 2

3 S PERFORMANCE IMPROVEMENT PARADIGM Vision means seeing the future, but only a few cities project utility performance data and relate it to current business strategy. The Board sets strategy and goals and holds management accountable for meeting it. Vision Strategy The Board determines what data it needs to guide and track performance; reporting system provides feedback to board. Accountability Empowerment Information With information comes empowerment, and with empowerment comes the responsibility for achievement. Results Performance data also empowers utility staff because it distributes responsibility for performance to all layers of the organization.

4 ELEMENTS OF THE UEI PROGRAM 1. STRATEGIC BUSINESS PLAN /TUB 2. ANNUAL UTILITY PERFORMANCE AGREEMENT City of Tulsa 3. BUDGET & H.R. WORKING GROUPS Finance & Administration 8. STRATEGIC GOVERNANCE INFORMATION 7. STRATEGIC ASSET MANAGEMENT SYSTEM BUDGET 4. SUPPORT SERVICE AGREEMENTS 5. PERFORMANCE MANAGEMENT SYSTEM 6. OPTIMIZED O&M PROTOCOLS & C.I.P. Admin. Support Services Engineering Services Dept. Water & Sewer Department 4

5 THE STRATEGIC PLAN: GETTING RIGHT TO BUSINESS The Traditional Strategy Process s Business Planning Process Management Retreat VISIONING Values Principles Culture Results of the Comprehensive Assessment Long-Term Cost and Rate Forecasts Peer and Contractor Benchmarks Environmental Scan Self-Appraisal Workshop Rigorous Gap Analysis Mission Statement Joint Board-Management Goal-Setting Workshop Strategic Goals Vision of Success Service, Risk & Compliance Measures Efficiency & Productivity Measures Return on Investment Measures Quantified Strategic Business Goals & Measures Executive Management Workshop Action Items Departmental Tactical Goals Strategic Action Items Tactical Action Items 5

6 ANNUAL CITY PERFORMANCE AGREEMENT Strategic Business Plan Goals, Measures and Milestones Efficiency (Labor and Capital Cost & Productivity) Service Quality (Compliance, Quality & Responsiveness) Asset Condition (Business Risk Exposure Index) Public Value (Condition, Liabilities, Value-For-Money) Baseline Performance Beginning-Of-Year Performance End-Of-Year Performance AGREED UPON ANNUAL TARGETS ROLL DOWN Aggregate Goals & Initiatives Department-Level Goals & Initiatives Division-Level Goals & Initiatives Shop-Level Goals & Initiatives AGREED UPON ASSUMPTIONS ROLL DOWN Critical Success Factors Budget and Resources Required Risks and Contingencies Commitments and Action Items 6

7 NEW UEI SYSTEM COMPONENTS New Utility Systems CMMS AMS Hach WIMS (operations mgmt) Improved GIS Improved SCADA Performance Mgmt System Data Warehouse Hardware Improvements New Support Systems Financial Mgmt. System HR Systems (e.g., Kronos) Customer Service (IVR, CRM) Billing System Improvements CSP (Permitting) Long-term Rate Model Enterprise Value Model a public service balance sheet

8 ARMS LENGTH SUPPORT CONTRACTS Engineering Services Technology Human Resources Purchasing Customer Service Equipment Mgmt. Legal PRICING TERMS SERVICE Quotes & Benchmarks Unit Price Provider- Customer Description/ Expectation s Negotiated Negotiated Service Units Incentives & Penalties Service Level Standards From Sample Contracts Budgeted Contract Price Default & Termination Service Measures Performance Reporting System Engineering Service Contract I.T. Service Contract H.R. Service Contract Purchasing Service Contract Customer Service Contract Equip Mgmt Service Contract 8 Legal Services Contract

9 THE ENTERPRISE VALUE MODEL (EVM): S PUBLIC SERVICE BALANCE SHEET Projected AMS Business Risk Exposure Index Rate Capacity v. Affordability Financial Liabilities The EVM uses several financial and asset condition measures to create a balance sheet for the utility that reflects its effective net worth to the public. The projected values will vary depending upon the investment, maintenance and ratemaking decisions made by. Net Public Value PV of Revenue Projections Book Value Less Depreciation + Financial Assets Service Quality Index & Compliance Status 9

10 ASSET MANAGEMENT PROGRAM Assessment and Framework Development Information Systems Capital Program Optimization

11 PAS 55 ASSET MANAGEMENT MATURITY SCORING Elements not in place In the process of developing an understanding of asset management. A basic understanding of requirements exist. In the process of deciding how the elements of asset management will be applied and started to apply them. A good understanding of requirements exist. Asset management plans have been developed and are being implemented. Leading practice. All elements of asset management are integrated and are being applied. Beyond leading practice. Pushing the boundaries of asset management Development. 24 January 2014 ASSET MANAGEMENT TOOLS PROJECT 11

12 PROGRAM GAP ASSESSMENT AND IMPLEMENTATION PLAN Continual Improvement Corrective and Preventative Action Audit General Requirements Management Review AM Policy Records AM Strategy AM Objectives AM Plans Contingency Planning Evaluation of Compliance Structure Investigation of Failures and Incidents Performance and Condition Monitoring Outsourcing Training Tools, Facilities & Equipment Communication Lifecycle Activities Change Management Legal requirements AM System Documentation Information Management Risk Management

13 AM IMPLEMENTATION PLAN PAS 55 Implementation Targets Management Review 4.7 Records General Requirements 4.2 AM Policy AM Strategy Continual Improvement Corrective and Preventative Action Audit AM Objectives AM Plans Contingency Planning Evaluation of Compliance Structure Investigation of Failures and Incidents Outsourcing Performance and Condition Monitoring Training Tools, Facilities & Equipment Communication Lifecycle Activities AM System Documentation Change Management Information Management Legal Requirements Risk Management Target Baseline Year 1 Year 2 Year 3

14 ASSET MANAGEMENT FRAMEWORK

15 IMPLEMENTATION OF THE ASSET MANAGEMENT FRAMEWORK Policy AM Strategy and Objectives Roles and Responsibilities Asset Management Plans, Master Plan, CIP Processes and Systems

16 REFINING ROLES AND RESPONSIBILITIES IT Systems Work Group Other City Departments Information Technology Human Resources Finance Engineering Services Asset Management Committee AM Framework, CIP, RCM Water and Sewer Department Engineering Planning (CIP) Water Distribution Raw Water Supply Engineering Construction Water Treatment Sewer O&M Water Pollution Control Addition of Asset Manager, IT System Manager, and Asset Management Committee aligned the functional roles and Asset Management Framework 16

17 ASSET MANAGEMENT INFORMATION SYSTEMS

18 PD Program Development & Implementation MATURE ASSET MANAGEMENT INFORMATION SYSTEMS Gap Assessment Program Plan AMIS Condition Asset Assessments Management Information Systems Linear Assets Facility Assets BRE & CIP Business Risk Exposure & CIP Project Identification GIS SAMS CCP Comprehensive CIP Prioritization CIP PRIORITIZATION WBMD Web Based Management Dashboards PERFORMANCE MANAGEMENT DASHBOARDS 18

19 CMMS IS FOUNDATION FOR ASSET MANAGEMENT Fully Linked GIS / CMMS Update GIS: Digitize maps, condition assessments Tulsa s CMMS Objectives Single system for all water and sewer Full integration with GIS Straightforward user interface

20 SUSTAINABLE CHANGE IS A JOURNEY Asset Management Maturity Innocence Awareness Understanding Competence Excellence Maintenance and spare spend ($) Repairs as good as before Reactive Fix it when it breaks Struggling with management systems Proactive, preventative maintenance Costs go down A pendulum swing in attitude shifting from cost focus to value focus Systems are a valuable tool information as an asset Repairs are as good as new Focus on lifecycle and reliability Proactive predictive maintenance Optimized decision making Maintenance is part of the supply chain While value and performance increases Reliability and Performance Maintenance is an expense Timeline (1 5 years) Maintenance is an investment 20

21 CAPITAL PROGRAM OPTIMIZATION

22 RISK ASSESSMENT AND CAPITAL PROJECT PRIORITIZATION ASSET MANAGEMENT EXPERIENCE Results Database Business Case Evaluation by Project NPV by Project NPV by Install Year NPV of Avoided Case Install Year Constraint Project X Project Y Project Z Optimization Process Results Database Budget Constraint Budget Scenarios Risk Tolerance NPV Maximization Optimization Model Optimization Tool Employing Monte Carlo Simulation Implementation Schedule Maximizing NPV Benefit

23 CAPITAL PLANNING PROCESS Project Identification and Needs Evaluation Project Justification Sheet Business Case Development Project Business Case CIP Modeling and Prioritization Prioritized and Optimized CIP CIP Review Workshop Draft 5 year and 15 year CIP Rate Modeling Final 5 year and 15 year CIP Asset Management Committee to review and approve at each stage

24 BALANCED SCORECARD RESULTS WATER SYSTEM Investment Drives Risk Reduction

25 CAPITAL PRIORITIZATION & OPTIMIZATION CIP FY15 Completed Efforts Completed Pilot Study in March, included 57 Water and Wastewater projects, 62% and 38% respectively Identified $11 million cost saving benefits of delaying 18 projects while maintaining risk tolerance levels Productive collaborative effort CIP FY16 Scope Expand process & tools to cover the full Wastewater 5 year CIP (rate model period) and update pilot projects Scheduled for completion by October 31 for FY16 Budgeted Increasing involvement by W&S/Engineering staff FY 17 add 5 year CIP Water Projects, FY 18 Fully Implemented All Projects

26 DISCUSSION AND Q&A LAUREN BROOKEY,, STEVE STECKLER, IMG REBEL, MATT BOND, BLACK & VEATCH, 26

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