Yesterday, Today and Tomorrow - What is the New Normal during a time of Crisis and Beyond?
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1/21/2021
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Yesterday, Today and Tomorrow –
What is the New Normal during a time of Crisis
and Beyond?
A Focus on People, Processes and Technologies
January 21, 2021
Developed by the “Retooling the Workforce” workgroup of the WEF
Utility Management Committee
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1/21/2021
How to Participate Today
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• A recording will be
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Rhonda Harris Gwen Ruff Jeanette Klamm
Brown and Caldwell Columbus Water Works Johnson County Wastewater
Cello Vitasovic Michael McGrath Richard Gerstberger
9D Analytics Fairfax County Tap Resource Development Group
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How do we deal with the “New Normal?”
Moderator Rhonda Harris – Brown and Caldwell
Challenges Gwen Ruff – Columbus Water Works
Information (with overlap between the speakers)
People Jeanette Klamm – Johnson County Wastewater
Processes Cello Vitasovic – 9danalytics
Technologies Michael McGrath – Fairfax County
Discussion and Closing Comments
Richard Gerstberger – Tap Resource Development Group
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Opportunity for Interactive Participation
On your computer or smart phone,
go to www.menti.com and use code
91 64 22 (no spaces)
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1/21/2021
Challenges
Major issues in the new paradigm
Gwen Ruff, Columbus Waterworks
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Workforce Challenges – what are we facing?
• Cultural Shifts
• Limited Essential Staff Resources
• Effects of stress
• People, processes and technologies
needed
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Cultural Shifts
“The greatest danger in times of
turbulence is not the turbulence – it is
to act with yesterday’s logic.”
– Peter Drucker
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Cultural Shifts
• Hoarding of basic needs and
supplies
• Financial and health concerns
• Employee expectations
• Adaptability and flexibility to
respond to the speed of change
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Cultural Shifts
• Customer expectations
• Organizational reset
• Defining essential personnel
and operations
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Staff Resources
• Limited staff and staff availability
• Retirements and loss of
institutional knowledge
• Telecommuting options - impact
on customer expectations and
customer service
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Staff Resources
• Childcare and Eldercare
commitments
Sandwich generation
Work/home balance
• Social distancing and work
scheduling
• Effectiveness and timeliness
of internal communications
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Physical and Psychological Impacts
• Financial
Underemployed/layoffs
• Family Values/Beliefs
Off duty behaviors
Vacations/Holidays
To mask or not to mask?
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Physical and Psychological Impacts
• Stress
Home and Work
• Physical and Mental
Health/Well Being
• Depression, Anxiety, Social
Isolation and Grief
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People, Processes and Technology
• Create new opportunities
• Reevaluate, reinvent and reset
• Unpredictable Chaos
• Speed of information (social media) and impact on
decisions
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Opportunity for Interactive Participation
On your computer or smart phone,
go to www.menti.com and use code
91 64 22 (no spaces)
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People
Figuring Out Ways to Help People
Accomplish Their Work
Jeanette Klamm, Johnson County Wastewater
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Our Most Valuable Resource (for all of our
organizations)…
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JCW Background
• Southwestern quarter of KC
metro
• 5 plants with a 6th plant in June
2021
• Average Daily Flow – 0.8 MGD –
16.3 MGD
• 600,000 customers served
• Over 200 employees in JCW/150
employees in O&M
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Covid-19 strategies
• Staggered shifts
• Updated and written SOP’s
• Work remotely if possible
• Lots of PPE’s
• Procedural (no riding in vehicles together, social
distancing, hired out some jobs, disinfection after each shift,
etc.)
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Plan A in March – Skeleton Crew
• Minimum number of people on staff
• All others sent home
• Not sustainable
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Plan A Outcome
• Pro – make sure staff was available to come in
• Con – Use up accrued time and have none when
needed
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Plan B – Supervisor work remotely
• Sent all supervisors to work
remotely
• All staff remain on site
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Plan B Outcome
• Pro – O&M continued normally
Creative communication by supervisors
Natural leaders stepped up
Remained in compliance/PM’s completed
• Con – Extra effort from supervisors
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How was this able to work?
• Automation/Controls/
SCADA
• Organizational
Culture
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Automation/Controls/SCADA
• Plant process is
mostly automated
• PM’s directed through
asset management
• Maintenance requires
personnel
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Organizational Culture
• HPO – High Performing Organization
“…conceptual framework for organizations that leads to
improved, sustainable organizational performance”
• LEAP – Leadership Empowers All People
“lead from where you stand philosophy”
• Q2 Time
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Opportunity for Interactive Participation
On your computer or smart phone,
go to www.menti.com and use code
91 64 22 (no spaces)
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Processes
Documenting, Analyzing, and Improving
How We Do Business
Cello Vitasovic, 9danalytics
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How Organizations Create Value
Technology
Business
Processes
Enables
People Organization
Execute
Interact
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Value Creation: Capabilities Improvement Methodology
Technology
Assess
Processes
System
Maturity
People
Monitor Analyze As Is
Performance System State
and Impact
Continuous
5 5 5 Improvement
Maturity
4 4 4 Implement
Improvements
Design To Be
System State
3 3 3 Plan
Improvements
2 2 2
1 1 1
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Focus on Processes
Processes
Assess System
Maturity
Monitor Analyze As Is
Performance System State
and Impact
5 Continuous
Improvement
4 Implement Design To Be
Improvements System State
3
2 Plan
Improvements
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Start With Maturity Model
Processes
5
4 Assess System
Maturity
3
2
1
Monitor Analyze As Is
Performance System State
and Impact
Continuous
Improvement
Implement Design To Be
1 2 3 4 5 Improvements System State
Plan
A maturity model defines Improvements
how well a system could work
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Start With Maturity Model
Processes
5
4 Assess System
3 Maturity
2
1
Monitor Analyze As Is
Performance System State
and Impact
Continuous
Improvement
Implement Design To Be
Improvements System State
1 2 3 4 5 Plan
Improvements
A maturity model defines
how well a system could work
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Assessing/Analyzing Current State
Processes
5
4
Assess System
3 Maturity
2
1
Monitor
Analyze As Is
Performance System State
and Impact
A maturity model defines
how well a system could work
Continuous
Improvement
An assessment method measures
how well a system actually works Implement Design To Be
Improvements System State
1 2 3 4 5
Plan
Improvements
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Example – City of Grand Rapids3
Processes
Cross-Media Electronic Reporting Rule (CROMERR)
Assess System
Timeliness of data generation, Maturity
Integrity of the electronic document,
Submission knowingly with intent and not by accident,
Opportunity to review and repudiate copy of record, Monitor
Analyze As Is
System State
Acknowledgement of receipt, and Performance
and Impact
Determining the identity of the individual uniquely entitled to
use a signature device.
Continuous
Improvement
Implement Design To Be
Improvements System State
Plan
Improvements
3UAIM (WRF) Cross Media Reporting Case Study, Mike Staal
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System = Process A system model explains how something actually works;
Processes
System
example here is for business process modeling.
System models for other components (e.g. technology,
Feedback
people components) would have different form & notation
Assess System
Maturity
As Is
Monitor
Analyze As Is
Performance System State
and Impact
Continuous
Improvement
Implement Design To Be
Improvements System State
Plan
Improvements
3UAIM Cross Media Reporting Case Study, Mike S
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What Model Tells US A system model explains how something actually works;
Processes
System
example here is for business process modeling.
System models for other components (e.g. technology,
Feedback
people components) would have different form & notation
Assess System
Maturity
Business process (system) models answer questions like the following:
What are the boundaries of the As Is including all required elements andAnalyze As Is
process, Monitor
System State
excluding others? Performance
and Impact
Who is responsible for the process and who participates in the process?
What metrics are used to assess performance of the process?
Continuous
What triggers the start of a process and when does it end? Improvement
What artifacts, such as documents and data stored in a database, result from the
process? Implement
Improvements
Design To Be
System State
Which activities must happen in sequence and which can be done in parallel?
What decisions drive the process?
Plan
What are the business rules that must be applied in those decisions?
Improvements
3UAIM Cross Media Reporting Case Study, Mike S
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Analysis
Processes
System
Feedback Assess System
Maturity
As Is
Monitor
Performance
and Impact Analyze As Is
System State
Continuous
Improvement
Implement
Improvements
Design To Be
System State
Plan
Improvements
3UAIM Cross Media Reporting Case Study, Mike Staal
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201/21/2021
Design
Processes
System
Feedback Assess System
Maturity
Analyze As Is
As Is Monitor
Performance
and Impact
System
State
Continuous
Improvement
Implement
Design To Be
Improvements
System State
Plan
Improvements
To Be 3UAIM Cross Media Reporting Case Study, Mike Staal
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Simulation
Processes
System
Metrics: Simulated 53 cases over 365 days, 2 FTE
Feedback
From: City of Grand Rapids Assess System
Maturity
As-Is Model As Is To-Be Model
Analyze As Is
Monitor
Performance System
• Cost: $102,410 • Cost:$70,143
and Impact State
• Percent Complete: 100% • Percent Complete: 100%
• Utility Hours of Review: ~515 hours • Utility Hours of Review: ~93
hours Continuous
• Industry Hours for reporting: ~300 Improvement
hours • Industry Hours for reporting: ~ 10
hours
Implement
Design To Be
Improvements
System State
Plan
Improvements
To Be
3UAIM Cross Media Reporting Case Study, Mike Staal
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System Modeling
Processes
Processes are Documented
Increases Maturity
5
4
3
Assess
2 System
Maturity
1
Monitor Analyze As Is
Performance System State
and Impact
Continuous
Improvement
Implement Design To Be 1 2 3 4 5
Improvements System State
System
Feedback
A system model explains how something works
Plan
Improvements
example here is for business process modeling.
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Develop Plan for Improvements
Processes
Produce Plan
5 Scope, schedule, budget, resources
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3
2
Assess
1 System
Maturity
Monitor Analyze As Is
Performance System State
and Impact
Continuous
Improvement
Implement Design To Be
Improvements System State
Plan
Improvements
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…to develop and apply a holistic analysis framework
Execute Improvement Plan and a methodology based on system modeling to
help utilities improve maturity of their capabilities
and implement change management
focused on value and overall performance.4
Assess
System
Maturity Value Creation
Monitor Analyze As Is
Technology
Processes
Performance System State
People
and Impact
5 5 5
Continuous
Maturity
4 4 4
Improvement 3 3 3
2 2 2
Implement Design To Be 1 1 1
Improvements System State
Make
Adjustments
Plan 1 2 3 4 5
Improvements
Learning/
Change Management 4WISE Mission statement
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Managing System Based on Quantitative Measurements
Assess Monitor performance
System
Maturity
according to metrics, KPIs
Monitor
Analyze As Is
Performance and
System State
Impact
Continuous
Improvement
Implement Design To Be
Improvements System State
Plan
Improvements
1 2 3 4 5
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UAIM/WISE: “People Topics”
Assess
Maturity models for: System
Maturity
Analyze As
Monitor
Is System
Workforce Performance
and Impact
State
Continuous
Improvement
Implement Design To Be
Improvements System State
Organization
Plan
Improvements
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We Focused on Business Processes…
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And need to keep in mind other components…
Technology
Business
Processes Enables
People Organization
Execute
Interact
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Role of Technology: Next
Technology
Enables
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Opportunity for Interactive Participation
On your computer or smart phone,
go to www.menti.com and use code
91 64 22 (no spaces)
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Technology
The Tools we Use to Help Us
Michael McGrath, Fairfax County
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World War II Innovations
• Radar
• Nuclear power
• Jet engines & space travel
• ATMs & Ballpoint pens
• Superglue
• Synthetic rubber
• Photocopiers
• Penicillin
• Computers
Sources:www.findmypast.com/blog/history & bletchleypark.org.uk
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Crisis Breeds Innovation
• Research may have existed but not applied for
practical use
• These innovations needed for survival
• Those that used innovations and changed
processes were more successful.
• Innovations were adapted for widespread use.
More it is used, more it is needed
• Without need/ practical use, innovation is
solution in search of a problem
Sources:www.essentialimpact.com
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2020 Crisis
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Technology moving to widespread use
Yesterday Today Tomorrow
Training Seminar Travel to conference center Live & recorded in teams ?
Meeting w/ other Drive to government center, sit in Sign in on laptop. Open ?
government agencies conference room for hours, drive back Zoom
Approvals check inbox, sign, copy & interoffice mail download, print, sign, scan, ?
email or digitally sign
Enterprise application Office Desktop Citrix or zscaler ?
(like timesheet, SCADA)
Operator Log Books Logbooks at duty station Elogger shared w/ all ?
depts
Connect w/ others. Huddle around water cooler social media, texting ?
Exchange ideas, gossip
Vote on ideas Raise hands, stickies, red dots Kahoot, Mentimeter ?
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Our Experience
• Tech already existed. Not invented for this crisis
• Early adopters did not benefit until everyone else
joined in
• Started using them because we had to (the burning
platform analogy)
• Those adopting and adapting fared better
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Future Self Advice
• Tech might already exist but can’t
predict its widespread use
• Be ready to adopt. But …
Is there a benefit?
Will it be widely adopted?
Plan for changing business practices
• Staff who think critically and can
adapt are valuable
• How do we find and retain them?
(back to PEOPLE)
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Thoughts Moving Forward
• What is the “new normal”?
• How to successfully navigate in this environment
• Let’s connect and learn from each other!
• View these challenges through the lens of creating
opportunities
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Opportunity for Interactive Participation
On your computer or smart phone,
go to www.menti.com and use code
91 64 22 (no spaces)
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301/21/2021
Questions and Discussion
Richard Gerstberger,
Tap Resource Development Group
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