departmental business plan

Public Utilities Department – Business Plan

Public Utilities Department FY2019-2021 Business Plan 1

Public Utilities Department Departmental Business Plan

FY2019-2021


TABLE OF CONTENTS

Director’s Message 3

Department Vision & Mission 4

Guiding Documents 4

City of Raleigh Organizational Values 5

Department at a Glance 6

Initiatives Overview 7

Performance Measures Overview 12



Director’s MESSAGE:

Raleigh Public Utilities is an award winning regional utility that provides drinking water, sanitary sewer, and reuse water services to Raleigh and the six neighboring towns of Garner, Rolesville, Wake Forest, Knightdale, Wendell, and Zebulon. As a regional utility, we are tasked with operating and managing the system, and planning for the growth of the entire service area.

Our Business Plan is based on the Ten Attributes of Effectively Managed Water Sector Utilities that were developed through partnership between the Environmental Protection Agency (EPA) and six national water and wastewater associations such as the American Water Works Association (AWWA) and the Water Environment Federation (WEF). The Business Plan initiatives and action items have been developed based on the attributes to support and align with the Citywide Strategic Initiatives.

Initiative accomplishments from the previous year include implementation of Cityworks, the work order system for field operations; implementation of a Utility Customer Assistance Program to assist low fixed income customers with paying their utility bills; completion of a customer service survey, evolving the employee Incentive for Certification Program to sync with the new City of Raleigh compensation system; establishing employee development goals in the City’s new performance management system; developed water system interconnections with neighboring utilities; and continued implementation of the horizontal asset management program to address the aging underground system of water and sewer pipes.

Addressing our aging underground network of water and sewer pipes (assets) continues to be a major influence on the Public Utilities Operational underground pipes is the first step in an asset management plan. We start by assessing the condition of the most critical assets, like the large diameter sewer interceptors, the pipes that bring the raw water from the lake to the treatment plant, and water transmission mains. The condition assessment information is used to determine if the pipes are in immediate need of repair or replacement, or if they are fine and replacement can be deferred until later.

Ultimately, these efforts were undertaken with the goal of making our utility a better, more efficient organization, and I believe we have made significant progress in this mission. We will use our key performance indicators (KPI’s) to measure and trend our performance as we work to continuously improve our organization and provide world class service in a cost-effective manner. Through the dedication and hard work of our dedicated staff, the Public Utilities Department is committed to working efficiently; managing expenses, while providing a high level of customer service.

Robert Massengill Director of Public Utilities Department

https://www.awwa.org/Portals/0/files/resources/water%20utility%20management/eum/eumprimer.pdf

https://www.awwa.org/Portals/0/files/resources/water%20utility%20management/eum/eumprimer.pdf


Our VISION:

We are a world-class leader in sustainable water and wastewater service delivery.

Our MISSION:

To provide safe, sustainable water services for our customers while protecting public health and contributing to the economic, environmental and social vitality of our communities.

Our Key GUIDING & GOVERNING DOCUMENTS:

• City of Raleigh Strategic Plan

• Effective Utility Management Attributes

• City of Raleigh

• Underground Damage Prevention Act

• City of Raleigh Comp Plan

• North Carolina Division of

Environmental Quality System Permits

• Safe Drinking Water and Clean Water Acts

• City of Raleigh Public Utilities Handbook & Code

Our VALUES:



City of Raleigh’s ORGANIZATIONAL VALUES:



Public Utilities

Department

Communication Continuous Improvement

Financial Services Safety and Emergency

Preparedness Training and Development

Resource Recovery Sewer Maintenance

Technology Application Group

Asset Management Capital Project Management

Development Plan Review Geographical Information Systems

Meters

Water Distribution Water Treatment

Technology Application Group

Code Enforcement Customer Care and Billing

Our DEPARTMENT AT A GLANCE:

Our SERVICE AREAS/DIVISIONS/PROGRAM AREAS:

▪ Administration

▪ Wastewater/Resource Recovery

▪ Wastewater/Sewer Maintenance▪ Water/Meters

▪ Water/Water Distribution

▪ Water/Water Treatment

▪ Customer Service/Customer Care and Billing

▪ Capital Improvement

Our Resources:

FY17 FY18 FY19

Budget $234,042,547 $237,204,547 $235,472,453

Full-Time Positions (or FTE) 652 656 659

Administration

Waste Water

Water

Customer Service

Capital Improvement



Initiatives Overview FY2018 FY2019 FY2020 FY2021 Departmental Initiatives

Objective 1: Develop metrics and monitor performance based on expected levels of customer satisfaction

1.1 Develop goals and standards based on customer survey findings

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1.2 Determine measurement and monitoring tools, reports, etc. that can help achieve expected levels of customer satisfaction

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Objective 2: Develop and implement retention/recruitment plans to mitigate turnover in key positions

2.1 Identify high turnover positions within the utilities department and partner with Human Resources Department to develop mitigation plan for preventable turnover

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Objective 3: Develop and implement a vertical asset management program

3.1 Inventory and condition data for pump stations, plant equipment, building infrastructure, and other vertical assets

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3.2 Establish a rehabilitation and replacement plan based on criticality that will improve system reliability, reduce risk of catastrophic failure, and reduce the potential for damage to the environment and public and private infrastructure

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Objective 4: Integrate regional adaptive water management strategies into existing water shortage response plan

4.1 Collaborate with neighboring utilities to develop water transfer strategies for both emergency situations and drought mitigation.

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Administration Initiatives (pg. 12)

Objective 1: Develop and establish learning plans for all positions

1.1 Identify training topics for all positions * *

1.2 Develop curriculum for internal instruction for plan topics

* *

Objective 2: Improve insurance agency and utility settlement case process to improve investigation process.

2.1 Review current process and identify gaps and remediation steps

* *

2.2 Implement changes to case process *





Initiatives Overview FY2018 FY2019 FY2020 FY2021

Objective 3: Increase comprehension of Emergency preparedness at command and general staff levels

3.1 Increase amount of emergency table top exercises for varied positions in the department

* *

3.2 Annual review of emergency and safety plans with developed team for analysis and updating

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Capital Improvement Initiatives (p. 14)

Objective 1: Generate and archive accurate construction project documentation.

1.1 Map current processes and identify gaps * *

1.2 Implement process changes * *

Objective 2: Define remaining useful life and failure rates for major asset classes

2.1 Analyze current condition data to determine failure rates for major asset classes

* *

2.2 Make condition and critically data available to the department through Arc-GIS online

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Objective 3: Improve sewer collection system capacity permitting and tracking

3.1 Benchmark neighboring utilities with similar practices; Identify gaps between current process and industry best practices

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3.2 Implement process changes and update process tracking tool

* * * *

Objective 4: Establish Utilities GIS Mapping Design Standards.

4.1 Create design standards for mapping elements, including map templates, symbology and labeling for GIS mapping products

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4.2 Implement standards across GIS units * * * * Water Treatment Initiatives (p. 17)

Objective 1: Improve capacity in raw water pumping

1.1 Perform raw water main assessments *

1.2 Add an additional 54-inch transmission main to increase capacity

* * *




Objective 2: Replace and repair finished water storage infrastructure at EMJWTP

2.1 Perform assessments of 12 MG clear well and replace hardware

* *

2.2 Repair infrastructure and add baffling to control and improve water quality in the treatment process

* *

Objective 3: Improve treatment capacity, using the same footprint, by continuing the plant expansion at EMJWTP

3.1 Test new flocculation (slow and gentle mixing process) and construct second treatment rehab up fit

* *

Resource Recovery Initiatives (p. 19)

Objective 1: Improve environmental performance by reducing energy usage and expand the usage of alternative energy systems

1.1 Estimate and/or track energy usage for major processes and complete audit of current energy uses

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1.2 Identify strategies to reduce current energy usage on quarterly basis

* * *

Objective 2: Develop communication plan for Bioenergy Recovery Project

2.1 Develop communication plan and common communication material that describes Bioenergy Program and highlights key benefits

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2.2 Present material at all scheduled stakeholder and interested party meetings

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Objective 3: Eliminate potential pollutant sources on NRRRF plant site and provide additional hazardous material storage at NRRRF

3.1 Identify and schedule unused caustic tanks to be removed

* *

3.2 Remove 2 of 3 (66%) of unused caustic tanks * *

Customer Care & Billing Initiatives (p. 21)

Objective 1: Upgrade and Enhance the Customer Care and Billing system

1.1 Design and configure the system * *

1.2 Test and implement the internal and external experience in the system

* *

Objective 2: Increase web presence giving customers more access

2.1 Create more electronic forms to encourage online transactions

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Sewer Maintenance Initiatives (p. 23)

Objective 1: Maintain regulatory compliance with permit

1.1 Perform routine planned maintenance * * 1.2 Respond to preventative and reactive maintenance,

hotspots, CCTV (closed circuit television) inspections, customer complaints, easement clearing/inspections and FOG Inspections

* *

Objective 2: Protect the sewer collection system from introduction of grease, sediments and other contaminants by non-compliant food establishments

2.1 Adjust inspection schedule to focus on higher risk establishments

* *

Objective 3: Reduce the sewer back-up/overflow service requests

3.1 Create an educational program for plumbers and other stakeholders

* *

3.2 Conduct informational meeting/workshops for internal stakeholders

* *

Water Distribution Initiatives (p. 25)

Objective 1: Improve the distribution system through infrastructure replacement and enhancement 1.1 Replace large valves, 16 inches and greater

(approximately 1,500) * * * *

1.2 Painting of hydrants all hydrants chrome yellow to distinguish between private vs. public

* * * *

Objective 2: Increase distribution operational efficiency using technology

2.1 Implement Northfield software to help communication between NC 811 and City Works to capture planned/scheduled work for locates

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2.2 Implement a solution for a cash data issues in the field * * * *

Objective 3: Develop a method to ensure that new development aligns with City code and ensures that infrastructure meets Public Utilities standards

3.1 Gather stakeholders to update City of Raleigh Utility handbook and submission process * * * *

Meter Initiatives (p. 27) Objective 1: Improve compliance of cross connection in the system 1.1 Develop and implement education/communication

strategy for internal and external stakeholders * * * *

1.2 Implement strategies to increase enforcement * * * *



Initiatives Overview FY2018 FY2019 FY2020 FY2021 Objective 2: Implement solution and track reporting real-time data for dispatching

2.1 Pilot and perform analysis on potential solutions * *

2.2 Employ a dynamic routing solution to gain efficiencies in work processes and improving customer experiences

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Objective 3: Develop methods and strategy for water loss reduction

3.1 Reanalyze large meters for usage data collection and propose swap outs for standard and/or compound meters

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3.2 Analyze smart meter and stopped meters for usage for data collection, prioritize removal and severances

*



Performance Measures Overview

Departmental Performance Measures Key Performance Measures

1. Drinking water compliance rate

2. Waste water treatment compliance rate

3. Total Sewer System Overflow’s per 100 miles of pipe

4. Water main breaks per 100 miles of pipe

SWOT-based Performance Measures 1. Average resolution time

2. Customer escalation rate

3. Staff turnover rate

4. Reactive work orders 5. Water availability from neighboring utilities

Administration Performance Measures

Key Performance Measures

1. Debt-Service coverage ratio

2. Hours of training per employee

3. Cost per code enforcement investigation

4. Incident Rate

SWOT-based Performance Measures

1. Percentage of training plans completed 2. Amount of code enforcement investigation days per incident

4. Percent of staff compliance trained and tested in emergency preparedness tools Capital Improvement Performance Measures


1. Project completion time within Budget 2. Percentage of development review plans completed


1. Percentage of documents archived

2. Personnel resources saved

3. Major asset failure rate

4. Flow rate of sewer collection system 5. Percent of data entered in Mapping Application (PUMA)

Water Treatment Performance Measures


1. Total Average Water Production (in million gallons)

2. Water quality complaints/1000 customers

3. Total cost to operate plant per account 4. Chemical cost per million gallons treated

5. Total Organic Carbon removal rate




1. Raw water capacity

2. Chemical rate of disinfection

3. Production cost (chemical and maintenance)

5. Water quality

Resource Recovery Performance Measures


1. Amount of Water Treated, million gallons per day

2. Kilowatt hours per million gallons treated

3. Biochemical Oxygen Demand removal rate

4. Chemical cost per million gallons treated

5. Total Nitrogen, Percentage of allocation discharged SWOT-based Performance Measures

1. Kilowatt hours per million gallons treated

2. Production of biofuel

3. Stories that portray project in a positive manner

4. Percentage of potential pollutants removal

Customer Care and Billing Performance Measures

Key Performance Measures 1. Ease of paying utility bill

2 Customer contacts per year

3. Calls handled per year

4. Percentage of calls abandoned

5. Average customer wait time


1. Annual amount of customer calls

2. Number of online vs. call-in transactions

Sewer Maintenance Performance Measures

Key Performance Measures 1. Total Sewer System Overflow's per 100 miles of pipe

2. Dry Weather Sewer System Overflow's (SSO’s) per 100 miles of pipe

3. Easement cutting compliance rate

4. Preventative work vs corrective work

5. Food preparation establishment compliance rate SWOT-based Performance Measures

1. Sewer System Overflow (SSO’s) per 100 miles of pipe

2. Percentage of non-compliant food establishments 3. Percentage of sewer back-up/overflow service requests

4. Amount of sewer back up/overflow service requests (customer service line)



Water Distribution Performance Measures


1. Utility locate request vs. Utility locate (marked)

2. Valves exercised/month # 3. Percentage of reactive work completed/month % per program (Repair, Preventative, etc.)

4. Percentage of hydrants in service per month


1. Large valve exercised rate 2. Percentage of chrome yellow painted hydrants per year

3. Percentage of watermain breaks caused by contractors

4. Percentage of code inaccuracies corrected

Meters Performance Measures


1. Cross connection compliance system percentage

2. Hydrant meter rentals

3. Percentage of meters read per month


1. Percentage of compliance of cross connection in the system

2. Percentage of escalations

3. Miles traveled

4. Personnel resources saved

5. Water loss
