Tampa, Florida's, Department of Sanitary Sewers (DSS) began an optimization program at their advanced wastewater treatment plant two years ago. Since then, the utility has achieved significant progress toward meeting their goal of becoming a world-class competitive organization
within the next five years. The program has focused on three areas–people, practices, and technology. During the first year, the Department created new mission and vision statements. A Steering Team was formed. The Team developed a Program Plan and selected business processes were
modeled to determine an approximate productivity opportunity. A second team was formed to communicate the program throughout the utility and to other stakeholders. The Communication Team developed a communication plan and began publishing a monthly newsletter for all internally and externally
interested parties. A third team was created to address technology needs to support the optimization. This Technology Team drafted a Technology Plan for later use as the framework for a process to identify, prioritize, and implement technology tools. A Leadership Training Program was designed
with the needs of a changing organization in mind. And, finally, a pilot was designed to allow Department staff to try out new work practices and organization models. The second year saw the beginning of the leadership program. Team training was initiated for all staff volunteering for
pilots and other teams. The first pilot was completed and a second pilot was designed to continue learning new ways of working. The completion of the first pilot saw the payment of the first of three performance bonuses. This bonus amounted to over 659 per person for every person at the plant
from frontline workers to the plant manager. Everyone received the same bonus amount. Meanwhile, several technology initiatives from the Technology Plan were started and some were completed in the same year. Another team began looking at current job descriptions and pay scales in support
of workforce flexibility/skill-based compensation (WFF/SBC). The WFF/SBC Team designed new job descriptions based on what was learned from the pilots. The pilots also provided staff with the first opportunity to cross-train into new job skills. Within the pilot areas, the ratio
of planned maintenance to reactive maintenance improved to 80 percent and 20 percent, respectively. This was due in large part to the implementation of a 30-day work plan for pilot area staff and the development of a maintenance standard operating procedure. Finally, the second year of the
program saw the start of negotiations of Service Level Agreements (SLAs) between DSS and several supporting city departments including fleet maintenance and MIS. As the third year begins, a Transition Team has been formed and a Transition Plan has been developed to help the organization
move from old structures, work habits, and practices to new organization strategies, streamlined work practices, and technology enablers. A new organization model has been developed. The second and third (last) pilots will be completed. Leadership Training will be completed as will Team Training.
Technology Plan initiatives will become technology specifications and SLAs will be completed and in place. Better pay scales are being proposed and a Training & Certification Program is being designed for implementation before the end of the year. Many hurdles are ahead for these teams.
However, the DSS is confident that the strength of working in teams and keeping focused will enable them to continue the successful conversion to becoming a world-class competitive utility.
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