11.16.2011 Council PU Committee PPT CLE Utilities Phase 1 and Phase 2 Plans FINAL Version
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Transcript of 11.16.2011 Council PU Committee PPT CLE Utilities Phase 1 and Phase 2 Plans FINAL Version
8/3/2019 11.16.2011 Council PU Committee PPT CLE Utilities Phase 1 and Phase 2 Plans FINAL Version
http://slidepdf.com/reader/full/11162011-council-pu-committee-ppt-cle-utilities-phase-1-and-phase-2-plans 1/29
1
CITY OF CLEVELAND
CWD Customer Service TurnaroundProject - Phase 1
Project Briefing for
Cleveland City Council, Public Utilities Committee
November 16, 2011
8/3/2019 11.16.2011 Council PU Committee PPT CLE Utilities Phase 1 and Phase 2 Plans FINAL Version
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2
Agenda
• Turnaround Projecto Goals
o Actions and Accomplishments
o Overall Evaluation
o Phase 2
• DPU/CWD Reorganization
8/3/2019 11.16.2011 Council PU Committee PPT CLE Utilities Phase 1 and Phase 2 Plans FINAL Version
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Project Goals
• Accurate meter readings
• Accurate bills
• Quickly answering customer calls and first call resolution
• Collecting money owed to CWD for water usage
• More responsive to the needs of our jurisdictional partners
Key Issues• Incomplete and ineffective operatingprocedures/processes
• Non-optimal organization structure and staffing, skills,training
• Lack of daily/weekly/monthly metrics for each businessarea
• Large backlogs (pended bills, field orders, etc)
• Competing projects, prioritization of resources
8/3/2019 11.16.2011 Council PU Committee PPT CLE Utilities Phase 1 and Phase 2 Plans FINAL Version
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Actions and Accomplishments
Stabilization of core customer service areas
• More accurate meter readings – fewer estimated bills• More accurate bills – fewer pended bills
• Improved call center operations
• Increased collections; turn-offs of delinquentaccounts
• Substantial reductions in backlogs• Coordinated/prioritized competing projects
Comprehensive analysis of root causes
• Issues are pervasive - no “silver bullets”
• Fixed 73 technical/systems/data issues• Improved 54 operating procedures/processes
• Comprehensive approach yielded 145 priorityimprovements for Phase 2
8/3/2019 11.16.2011 Council PU Committee PPT CLE Utilities Phase 1 and Phase 2 Plans FINAL Version
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Accurate Meter Readings
• Fixed ubiquitous handheld “double-beep” warning
• Improved accuracy of meter readings by at least 8%(positive impact on over 33,000 quarterly bills)
• Integrated vacant property information into CC&B
• Identified accounts associated with vacant lots(4,800) and unoccupied properties (2,500) - stopuncollectable billings
• Completed/eliminated field activities which preventedmore current work from being scheduled
• Eliminated nearly 10,000 unresolved field activities
• Identified true non-progressing meters• Eliminated field investigation work for 23,000
locations not requiring meter change/repair
8/3/2019 11.16.2011 Council PU Committee PPT CLE Utilities Phase 1 and Phase 2 Plans FINAL Version
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Accurate Bills
• Began billing active meters that had not been billed
• 2,574 accounts will now be consistently billed
• Resolved missing service agreements for accounts withmultiple services
• 2,089 accounts will now be billed for all services (water,waste water, local charges)
• Reduced backlog of suppressed bills
• August 12 - 1,923; November 4 - 194• Increased billing based on actual reads
• Prevented valid low meter reads from failing the very lowcheck, resulting in estimated bills
• Improved remediation of non-progressive meters
• Reduced number of estimated bills by 10,000• Corrected accounts that had received inaccurate final read
adjustments
• 353 account adjustments being corrected by backlog team
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Quickly Answer Customer Calls
• Implemented new call center metrics which are in-linewith industry standards
• Answer 80% of calls in 30 seconds or less
• Abandoned call rate less than 5%
• Consolidate all call centers under one manager
• Improved oversight of similar job functions
• Developed call scripts for frequently occurring calltypes
• Ensures consistent information from customer servicerepresentatives
• Cross-trained CSR’s to handle calls in all queues
(Customer Service, Pay and Collections)• Improves wait times and reduces call transfers
• Created dedicated work group to support complexbilling issues
8/3/2019 11.16.2011 Council PU Committee PPT CLE Utilities Phase 1 and Phase 2 Plans FINAL Version
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8/3/2019 11.16.2011 Council PU Committee PPT CLE Utilities Phase 1 and Phase 2 Plans FINAL Version
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Collect Money Owed to CWD
• Restarted active collections efforts on August 1, 2011:
• Eliminated non-collections activities from Collections• Developed prioritized Collections Plan
• High $ accounts first
• Implemented outbound collections contacts
• Redeveloped customer contacts• 1st notice, final notice, tenant notifications, door
hangers
• Training/coaching to improve staff performance
• Stopped sending active accounts to collections agency
8/3/2019 11.16.2011 Council PU Committee PPT CLE Utilities Phase 1 and Phase 2 Plans FINAL Version
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Collect Money Owed to CWD, con’t
• Implemented corrections to past due totals on final
notices• Notices now show outstanding balances for all serviceagreements
• Removed credit score as a criterion for disconnections
• Equitable treatment of all customers
• Correct credit review date so that accounts are eligiblefor shut-off once delinquency criteria are met
• System flaw postponed the credit review date forsome accounts until 2040 or later
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8/3/2019 11.16.2011 Council PU Committee PPT CLE Utilities Phase 1 and Phase 2 Plans FINAL Version
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• From September 2009 through July 2011,Water A/R averaged $1M per month increase
• 9/09 : $19.0M–
7/11: $43.1M• Since August 1, 2011, A/R more than 180 days
delinquent is declining
8/3/2019 11.16.2011 Council PU Committee PPT CLE Utilities Phase 1 and Phase 2 Plans FINAL Version
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Coordinate/Prioritize Competing Projects
• July 16, 2011 CWD fixed rate charge
• IT contractors and employee resource coordination• AMR/Turnaround Project integration
• Ensure AMR project ‘fit’ with customers and CWD
customer service operations
• January 1, 2012 rate changes
• CWD, NEORSD, Euclid, Strongsville, North Olmstead,Fairview Park, Bedford Heights, Newburgh Heights
8/3/2019 11.16.2011 Council PU Committee PPT CLE Utilities Phase 1 and Phase 2 Plans FINAL Version
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Responsive to Jurisdictional Partners
• Developed process for coordinating service requestsfrom other jurisdictions
• Single point of contact
• 90 days notice for simple rate change
• 180 days notice for structural changes
• Developed implementation strategy for January 1,2012 rate increases
• CWD, NEORSD, Euclid, Strongsville, North Olmstead,Fairview Park, Bedford Heights, Newburgh Heights
• NEORSD customer service coordination
• Euclid and Bedford Heights waste water collections
8/3/2019 11.16.2011 Council PU Committee PPT CLE Utilities Phase 1 and Phase 2 Plans FINAL Version
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Use of Operational Metrics
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B&V evaluation at beginning of Phase 1
8/3/2019 11.16.2011 Council PU Committee PPT CLE Utilities Phase 1 and Phase 2 Plans FINAL Version
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B&V evaluation at end of Phase 1
8/3/2019 11.16.2011 Council PU Committee PPT CLE Utilities Phase 1 and Phase 2 Plans FINAL Version
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Phase 2 – Building on Improvement
Phase 1
• “Stop the Bleeding”
• Root cause analysis
• Focus on highest value fixes
Phase 2
• Entrench normal operations
• Finish core system fixes
• Complete mandatory projects
• Implement prioritized enhancements by June 30, 2012
8/3/2019 11.16.2011 Council PU Committee PPT CLE Utilities Phase 1 and Phase 2 Plans FINAL Version
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Phase 2 Focus
• Complete system fixes by March 31, 2012• Complete data integrity fixes, e.g. Datamatic interface
• Resolve all backlog causes, e.g. invalid “to-do’s” and fieldactivities
• Complete other CWD priorities by June 30, 2012• Adoption of Phase 1 process improvements• Weekly metrics-driven performance management
• Complete backlog resolution• Automate active collections• Integrate CC&B (billing system) with Ellipse (work
management system)• Complete all mandatory projects
• Oracle database upgrade
• CC&B version upgrade• 9 new rate structure changes and increases• AMR – interface completion, business impact/process
changes, training, testing, deployment
8/3/2019 11.16.2011 Council PU Committee PPT CLE Utilities Phase 1 and Phase 2 Plans FINAL Version
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City of ClevelandDepartment of Public UtilitiesReorganization Plan
Presented to Cleveland City Council,Public Utilities Committee
November 16, 2011
8/3/2019 11.16.2011 Council PU Committee PPT CLE Utilities Phase 1 and Phase 2 Plans FINAL Version
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Motivation for Reorganization
• Strengthen business focus on customer service
• Business areas operating in “silos” • Redundant operations within divisions
• Improve customer service and utilities
operations support functions – HR, IT, Finance,Communications
• Inefficient and redundant operations acrossdivisions
• Complete DPU-wide organizational reviewsundertaken over the past two years
8/3/2019 11.16.2011 Council PU Committee PPT CLE Utilities Phase 1 and Phase 2 Plans FINAL Version
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Why Reorganize?
• Improve efficiency• Provide better cost effective customer service
• Deliver excellent customer service• Make customer service DPU’s top priority
• Responsive to our customers and regional partners
• Facilitate accountability• Reduce layers of bureaucracy with oversight of
customer service function• Simplify organizational structure to: identify
problems; elevate problems for solution; solve
problems; and hold managers accountable whensolutions are not achieved in a timely fashion
8/3/2019 11.16.2011 Council PU Committee PPT CLE Utilities Phase 1 and Phase 2 Plans FINAL Version
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Why Reorganize?
• Position DPU and CWD for future changes
• Technological, Operational and Financial• Make DPU a “provider of choice” to allow for
service area expansion to further reduce averagecosts
• Focus CWD on its core activity – delivering highquality water
• Maintain water quality
• Make DPU/CWD a model for other utilities
8/3/2019 11.16.2011 Council PU Committee PPT CLE Utilities Phase 1 and Phase 2 Plans FINAL Version
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How is the new structure different?
• Elevate customer service as a DPU priority – reports to Director
through the Assistant Director of Public Utilities• Eliminate two layers of bureaucracy over CS
• Consolidate all CS business areas under A.D.
• Meter Services, Billing Services, Customer Care and Collections
• Implement CS metrics for all divisions with monitoring byA.D.
• Consolidate functional/support services at DPU level in fourareas:
• Chief Information Officer, Chief Financial Officer, Chief of Public Affairs and HR Manager
8/3/2019 11.16.2011 Council PU Committee PPT CLE Utilities Phase 1 and Phase 2 Plans FINAL Version
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How will things be better?
• DPU/CWD well positioned to maintain and build uponimprovements of Turnaround Project
• Better customer services means:
• Accurate meter readings
• Accurate bills
• Quickly answering customer calls and first-call resolution
• Collecting money owed to CWD for water usage
• DPU and CWD better positioned for future growth/challenges
• Provider of “choice”
• Shift to fixed cost recovery model • Equalization of rates
• Continue to provide high quality water
8/3/2019 11.16.2011 Council PU Committee PPT CLE Utilities Phase 1 and Phase 2 Plans FINAL Version
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Commissioner
CWD
Asst. Commissioner
Plant Operations
Asst. Commissioner
IT
Asst. Commissioner
Engineering
DPU Security
Asst. Commissioner
D&M
Risk Manager
Asst. Commissioner
CAS
Strategic Business
Program Manager
Asst. Commissioner
Budget and Finance
Communications
Manger
Asst. Commissioner
Human Resources
Dep. Commissioner
Org. Performance
Dep. Commissioner
Customer Focus
Benefits and Payroll
Talent Acquisition
&Workforce Planning
Performance
Management
Employee/Labor
Relations
Performance
Development and
Support
PU Building
Maintenance
Project Director
Central Warehouse
Finance/Procurement
Capital Finance
Projects
Billing/Meter Reading
Admin. Manager
Customer Service/
Collections Admin.
Manager
CAS Admin. Project
Director
Budget/Procurement
Projector Director
IT Administration
GIS
IT Manager
Safety Programs
Manager
Sustainability
Programs Manager
Environmental
Programs Manager
Asst. SBP Manager
Project Director
Special Events
Graphic Design
Media
Communications
Public Outreach/
Legislative Affairs
CWD “As Is” Organizational Chart
Chief of Dist.
Administration
Chief of Dist.
Pipe Repair
Chief of Dist.
Meters
Asst. Admin
Budget and
Procurement
Building Maintenance
General Maintenance
Manager
Communication
Center
Process Management
Capital Projects/
Facilities
Management
Advance Planning and
Hydraulics
Administration
Dist. Inspector
Dist. Engineer,
Permits and Sales
Backflow Admin.
Manager
Asst. Administrator
Baldwin
Crown
Morgan
Nottingham
Parma Control
Water Quality
Maintenance
Consulting Engineer
Legend
Reporting Structure
Changed by DPU
Consolidation
Reporting Structure
Changed by CWD
Reorganization
8/3/2019 11.16.2011 Council PU Committee PPT CLE Utilities Phase 1 and Phase 2 Plans FINAL Version
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Director
DPU
Commssioner
CWD
Commissioner
WPC
Chief Information
Officer
Commissioner
CPP
Chief Financial
Officer
Chief of Public
Affairs
HR Manager
Customer Care
Manager
Collections Manager
Billing Services
Manager
Commercial Care/
High Level
Complaints Unit
Meter Services/AMR
Manager
Water Review Board
Web
IT Security
Telecommunications
Standards
Infrastructure
Application Support
Rates
Controller
Risk Management
Budget
Legislation
Community
Outreach/Special
Events
Strategic Planning
Communication
Coordination with
City Priority
DPU “To Be” Organizational Structure
Asst. Director
Customer Service
Labor
Recruitment
Training
Personnel
Compensation
Intergovernmental
Affairs
Procurement
Security/DPU Police
8/3/2019 11.16.2011 Council PU Committee PPT CLE Utilities Phase 1 and Phase 2 Plans FINAL Version
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Asst. Director
Customer Service
Collections Manager
Billing Services
Manager
Customer Care
Manager
Call Center Manager
Call Center
Supervisors
CSR II
CSR I
CSR III
Out Bound
Collections
Supervisor
Field Operations
Supervisor
Skip Trace
Supervisor
Front Desk
Supervisor
Dispatch (COR)
Outbound Calls (COR)
Datamatic (COR)
CSR
1st Shift Supervisor
2nd Shift Supervisor
CFR
CFR
CSR
CSR
Mail Staff
Telephone Operators
AMR
Analyst
Meter Operations
Meter Reading
(Phases out w/AMR)
Meter Readers
Data Analysts
Field Technicians
Investigations
Meter Repairmen
Meter Services
Manager
AMR Contract
Management (Phases
out w/ AMR)
Call Center Monitors
Correspondence
Commercial Care/
High Level
Complaints Unit
CAS “To Be” Organizational Chart
Director
DPU
(Consolidated from
Permits and Sales, Meter
Reading, Call Center, CAS
& Collections)
8/3/2019 11.16.2011 Council PU Committee PPT CLE Utilities Phase 1 and Phase 2 Plans FINAL Version
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Commissioner
CWD
Manager
Plant Operations
Manager
D&M
Risk/ImpactAssessment
Dep. Commissioner
Operations
Dep. Commissioner
Engineering
Safety Programs
Manager
Environmental
Programs Manager
CWD “To Be” Organizational Chart
Chief of Dist.
Administration
Chief of Dist.
Pipe Repair
Process Management
Asst. Admin
Budget and
Procurement
Building Maintenance
General Maintenance
Manager
Communication
Center
Capital Projects/
Facilities
Management
Advance Planning and
Hydraulics
Dist. Inspector
Dist. Engineer,Permits and Sales
Backflow Admin.
Manager
Asst. Administrator
Baldwin
Crown
Morgan
Nottingham
Parma Control
Water Quality
Maintenance
Consulting Engineer