Using an Organizational Approach to Infrastructure Management Improvements at Northeast Ohio Regional Sewer District to Achieve Lasting Results
Driven by a $3 billion U.S. Environmental Protection Agency CSO consent order, aging infrastructure,rnnew responsibilities for managing regional stormwater infrastructure, and a strong desire to improvernefficiency, the Northeast Ohio Regional Sewer District (NEORSD) has been on an aggressive campaignrnto adopt better infrastructure management practices based on advanced Asset Management (AM)rnprincipals. This campaign has required the standard technical AM elements including data collection onrnthe condition and criticality of assets, evaluation and configuration of software systems to manage therninflux of new information, and adjustment of several business processes. Beyond the technical andrnoperations elements, it has also required a significant investment in organizational development,rncollaboration and culture change. These typically overlooked and under-emphasized areas were keyrnconcerns for NEORSD. An investment in these areas has helped NEORSD realize benefits well beyondrnthose confined to infrastructure management.rnBecause NEORSD knew that fully implementing infrastructure management changes would span severalrnyears and impact staff at all levels, an organizational approach was developed to help improve thernchances of long-term success. The organizational approach puts much more focus on people andrnprocesses. Rather than simply introducing new techniques, procedures and practices to staff and assumingrnthey will be accepted and implemented, NEORSD with the help of their consultant CDM, utilized severalrndifferent types of collaborative gatherings geared toward the various utility audiences in order to achievernbuy-in from stakeholders; conducted an organizational review to see how changes should “fit-in” to thernNEORSD organization, and studied the organizational and cultural issues of other utilities to understandrntheir successes and failures related to AM practice implementation.rnThe organizational approach has revealed numerous opportunities for improvement beyond simplyrnchanging software, adjusting business practices and other technology and operations adjustments; therncommon things associated with AM implementations. Acting on these opportunities has demonstrated arnnumber of tangible benefits for NEORSD including:rn1. Actively Engaged Employees - From the very beginning of the effort NEORSD has used crossfunctionalrnteams and targeted gatherings tailored to reach stakeholders. This has been effective atrnensuring that people from different departments at each level of the organization have anrnenterprise-level perspective. Gaining perspective has helped staff understand why communicatingrninformation on condition assessment and maintenance practices across plants, learning aboutrnsoftware functionality from peers and resource sharing, for example, benefits them individually,rnas well as benefits the organization. Without both the individual perspective on how changesrnimpact each employee and the wider perspective on how an individual’s actions impact the wholernorganization, there is little ability to affect widespread change.rn2. A Working Change Management Template – An effective change management processrnrequires creating a sense of urgency, building a guiding team, communicating to achieve buy in,rnempowering action, establishing quick wins and persistence. Through their AM implementationrnefforts NEORSD has developed a “template” for their organization on how to conduct changernmanagement for new initiatives. The template is unique to NEORSD, but it is likely similar atrnother utilities. Finding the right levers for change has been critical for engaging employees, andrnhas allowed NEORSD to sustain their efforts even as the effort enters is fifth year.rn3. Early and Frequent Wins - This is perhaps the most difficult, yet most important element of anyrnnew initiative. Early wins sustain the momentum or an effort. One of the early benefits forrnNEORSD was the ability to postpone a multi-million dollar replacement of several blowers at thernEasterly Wastewater Treatment Facility through enhanced maintenance practices. This early winrnhelped justify the need for future efforts with several stakeholder groups. Another example wasrnrethinking how work orders were processed in the collection system. In the past, most workrnorders were handled by one individual with work tracked at the interceptor level. A newrncommunications approach will distribute work orders to supervisors and field personal, creatingrnnew information pathways and streamlining management systems. This has the benefit ofrnempowering employees and helping with knowledge retention, as well as sustaining thernmomentum of the program.rnAn organizational approach has not only allowed NEORSD to achieve measurable successes with theirrninfrastructure management efforts, but has also provided benefits associated with the broader concepts ofrnEffective Utility Management (EUM). This includes more staff engagement and the development of arnchange management template for future initiatives. This presentation will discuss how a blending of thernconcepts of advanced AM, EUM principals, change management and goal-driven collaboration betweenrndifferent groups can produce significant efficiency improvements in infrastructure management practicesrnand for other types of broad organizational initiatives.......
【作者名称】: Seth Garrison
, Andreas Remias
, Josh Markey
【关 键 词】: Asset Management
, Organization Development
, Culture Change
, Performance Improvement
【会议名称】: Utility Management Conference Proceedings 2012 : Managing in the New Normal
【会议地点】: Miami, FL(US)
【上篇论文】: 外文会议 - Fundamentals on Ecological Modelling in Coastal Waters Including an Example from the River Elbe
【下篇论文】: 外文会议 - Institutional Knowledge and Succession Planning In the Cloud: A Low-Cost Way to Capture How Things Really Work
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