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Today’s Presentation

• The City of Baltimore Water and Wastewater Systems

• Challenges facing the City• The Strategic Planning Initiative• So Where Are We Now?

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Background of City of Baltimore Bureau of Water and Wastewater• More than 1,800 employees• Water

– Distribution of 226 mgd to 1.8 million people through the metropolitan area

• Wastewater– Collection, treatment and disposal of 240

mgd of wastewater from a service population of 1.6 million

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Bureau Organization

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Drinking Water System Overview

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Wastewater System Overview

Add WW Map

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Wastewater System OverviewTreatment Facilities

• Back River WWTP• Patapsco WWTP• Approximately 240 MGD • Total Service Area

– 390 square miles– 3,100 miles of pipe

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Management Issues

• Politics

• Workforce

5̶ Evolving leadership team

5̶ Aging workforce

5̶ Lack of succession plan

5̶ Culture of Silos of Information

• Absence of documented technical and financial

analysis

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Major Issues• Low income population• Economic situation• Regulation driven investment requirements:

– SSO Consent Decree negotiation and price– Covering or UV for finished water reservoirs– Enhanced nutrient removal– Stormwater

• Lack of macro-level information for negotiation with regulators

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Taking the First Step to Meet These Challenges• Develop a comprehensive strategic plan

utilizing the Effective Utility Management framework

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Strategic Planning Input• External stakeholders• City management• Customers• Employees

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Strategic Planning Input (cont’d) Existing Plans

• City of Baltimore Strategic Plan• Department of Public Works Strategic Plan

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Strategic Planning Input (cont’d)Benchmarking

• Available public data• Comparable organizations

– Size– Geography– Demographics– Services

• Key Measures – Attributes• Processes – Attributes and Keys

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Strategic Planning Input (cont’d)EUM Assessment - Attributes

• Attribute champions identify and report on:– Measures– Current Performance– Improvement Actions

• Senior Management Review

Product Quality

Customer Satisfaction

Employee/Leadership Development

Operational Optimization

Financial Viability

Infrastructure Stability

Operational Resiliency

Community Sustainability

Water Resource Adequacy

Stakeholder Understanding/Support

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Strategic Planning Input (cont’d)EUM Assessment - Keys

• A Keys to Management Success team evaluates performance on:– Leadership: 13 sub –issues– Strategic Business Planning: 18 sub-issues– Organizational Approaches: 10 sub-issues– Measurement: 7 sub-issues– Continual Improvement Management

Framework: 10 Sub-Issues

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Strategic Planning Inputs

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Strategic Planning Process Foundation Workshop• Who: Senior Management Team• What:

– Vision, values, and mission– Critical analysis of Ten EUM Attributes– Attribute by Attribute analysis:– Critical success factors– Attribute goals - Specific Baltimore– Measures important to internal & external leadership (Utility management,

Department of Public Works, City Council, Mayor, etc.)– Strategy ideas– Discussion of other EUM Keys to Management Success:

• Leadership• Measurement• Organizational approaches• Continuous improvement framework

• Outcome: Vision, Values, Mission, Attribute Teams

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Strategic Planning Process Strategy Workshops

• Who: Attribute Teams• What:

– Attribute measures– Attribute strategies– Senior management review and input

• Outcome: Collectively the enterprise level strategic plan

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Strategic Planning Process Implementation Planning

• Who: Attribute Teams• What:

– Who?– What?– When?– How much?– Senior management review

• Outcome: Time phased implementation plan

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Strategic Planning Process Business Unit Planning• Who: Employee teams for each business unit• What:

– Business unit role in achieving Attribute goals– Business unit

• Mission• Attribute goals• Key measures• Strategies

– Implementation plans

• Outcome:̶5 Business unit strategic plans

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Strategic Planning DocumentKeep it Simple

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Benefits of EUM Based Strategic Planning• Effective Communication – across departments at

various levels• Committed Team• Enhanced stakeholder focus• Improved decision making• Well directed strategies focusing on the ten Attributes• Predictable results

All Leading to a More Effectively Managed Utility and Improved Performance

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So Where Are We Now?• Strategic Planning Effort Goes on Hiatus

– Bureau Head Resigns– Director of Public Works Resigns

• Now What?– New Director of Public Works– New Bureau Head– New Bureau Chief Financial Officer– Filling vacant Division Head positions– Reignite strategic planning effort later this year