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5-YearITStrategicPlan FEBRUARY2013PGIII5-YearInformationTechnologyStrategicPlanChristopherLawsonChairGeneW.CounihanVice-ChairAntonioL.JonesCommissionerAdrienneA.MandelCommissionerDr.RoscoeM.MooreJr.CommissionerMelanieHartwig-DavisCommissionerDevelopedwiththeassistanceoftieBridgeInc.andGivingWorksInc. PGIv5-YEARITSTRATEGICPLAN TABLEOFCONTENTSI.Foreword......................................................................1II.ExecutiveSummary...........................................................2III.BackgroundandContext......................................................5A.WSSCContext..................................................................5B.TheCatalyticRoleofInformationTechnology......................................6C.NeedforanITStrategyRefresh..................................................6IV.ITStrategicPlanningObjectivesandMethodology...............................8V.StrategicITSystemPriorities..................................................10A.MappingBusinessNeedstoPotentialITSolutions.................................10B.GuidingPrinciples.............................................................11C.PriorityITSystems.............................................................12VI.SequencingofStrategicITSystems............................................14A.SequencingMethodology.......................................................14B.ProjectImplementationScheduleindicative.....................................15VII.ITTechnicalandServiceFunctions............................................16A.TechnicalInfrastructure........................................................16B.ITCustomerService...........................................................18VIII.DeliveringontheVision.....................................................19A.ProjectDeliveryApproach......................................................19B.CountyPartnerships...........................................................20C.ITOrganizationandStafng.....................................................21D.ITGovernance................................................................21IX.Conclusion..................................................................23AppendixAWSSCStrategicPriorities............................................25AppendixBImpactAssessmentsforPriorityITProjects...........................26AppendixCSummarySequencingConsiderationsforMulti-YearSystems..........27AppendixDAMIandCISTheSequencingDilemma...............................28 PGvI5-YEARITSTRATEGICPLAN FEBRUARY2013PG1DURINGTHELASTSEVERALYEARStheWashingtonSuburbanSanitaryCommissionWSSChasbegunimplementingaggressiveplanstoimproveouroperationscontaincostsandvastlyimprovecustomerservice.Thefactforexamplethatwearegraduallyreplacinganaginginfrastructurewhichisbothcriticallyimportantandverycostlyiswellknown.Wearealsoembarkingonboldstrategiesthatwilltoucheveryaspectofourworkandwhichwebelievewillhelpuscontinuouslyimproveouroperationsandenhanceourabilitytodeliverthehighestqualityservicestoourcustomers.Informationhasalwaysbeenvitalandaccesstoinformationusingtechnologyiscrucialtothesuccessofthemodernwaterandwastewaterutility.AlmosteverythingwedotodayatWSSCisfacilitatedbyinformationtechnologytouchingeveryaspectofutilityoperationsasithastouchedoureverydaylives.Itspervasivenessallowsustotakelaborandtimesavingtechnologiesforgrantedbutagreatdealofeortmustbeinvestedinplanningdesigningandimplementinginformationtechnologysystemsthatreallyimprovebusinessoperations.AtWSSCweconsiderourinformationtechnologyassetsoursoftinfrastructureasthefoundationforfuturedevelopmentfortheutility.Weneedtotreatinformationasastrategicassetestablishingarobustreliablemodernandinteroperabletechnologyinfrastructuretosupportdatacollectionanalysisreportingandevendirectoperations.TorealizethisvisionWSSCmustoptimizeInformationTechnologyITinvestmentsandmorerapidlydeployITcapabilitiesdrawingonourhighlyskilledandinnovativeworkforcepositionedtomeettheseemergingandexpandingrequirements.ThisstrategicplanoutlinestheinformationtechnologyroadmapforWSSC.Itiscomprehensiveandambitious.Itdemonstratesthesignicantcontributionoftechnologyinthewayweoperateourbusinessserviceourcustomersandmanageournances.ItalsoarmsWSSCscommitmenttoinvestingsubstantiallyinitsITinfrastructureasguidedbythisITStrategicPlan.Inthisdynamiccontextitisalsoimportanttonotethatthisplanitselfwillneedtoadjustandrespondtoevolvingcustomerneedsandchangingtechnologicalopportunities.WewanttothanktheWSSCmanagementandstaandMujibLodhiWSSCsChiefInformationOcerfordevelopingthiscomprehensiveplan.FinallywewanttothankourCommissionersandourChairmanfortheirstrategicguidanceinthisareaandfortheirsupport.JerryN.JohnsonGeneralManagerCEOI.Foreword PG25-YEARITSTRATEGICPLANII.ExecutiveSummaryWSSCscorebusinessistoprovidesafeandreliablewaterandwastewaterservicestoitscustomers.AmongthenationslargestwaterandwastewaterutilitiesWSSCservesmorethan1.8millionresidentsoverroughly1000squaremiles.WSSCsvisionistobeamongthetoptierofthebest-managedwaterandwastewaterutilitiesintheworld.Itpursuesthisexcellenceinanenvironmentofgrowingbusinesscomplexityadvancesintechnologychangingstakeholderexpectationsandtighteconomicsseeinsetonwaterutilitytrendsforcontext.AsthenationandthisregiongraduallyrecoverfromthesevereeconomicdownturnWSSCisdeterminedtonimblyrespondtothemyriadofchallengesandopportunitiesthatlieahead.SeveraloverarchingfactorsmakethisanopportunemomenttotakeafreshlookatWSSCsoverallInformationTechnologyITstrategy.FirstWSSCmustecientlyreplaceitsaginginfrastructurewhichisacostlycomplexandinformation-intensivemanagementprocess.Secondthereleaseofpent-updemandaccumulatedduringtherecenteconomicslow-downislikelytostrainWSSCscapacitytosupportnewgrowthandeconomicactivity.ThirdgivenincreasednancialpressuresonitscustomersWSSCmustdeliverstrongvaluetoitsratepayersandearnthepublicscondencebybettercommunicatingandengagingwiththestakeholders.Deliveringhigh-qualityservicesrequiresmorethanpipesandpumps.InadditiontophysicalinfrastructureWSSCsfutureperformancewillalsodependonitsabilitytoproviderst-ratecustomerserviceoperateamodernecientservicedeliveryorganizationsecureandoptimizenancialresourcesemployaskilledworkforcecapableofdeliveringonfutureneedsandserveandprotecttheregionswaterresources.The21stcenturyITfunctionisincreasinglyrecognizedasastrategicaswellasaserviceandsupportfunction.Thisrequiresstrategicforethoughtongoinginvestmentqualityassuranceandperiodicrenewal.IntelligentlydeployedIT-basedsystemsTop10WaterUtilityTrendsA2011inquirycommissionedbytheWaterResearchFoundationonthefutureoftheindustryproducedalistoftrendstowatchoverthenext10-20years.Whiletheseselectedtrendsarequalitativeandnotcomprehensivetheynonethelessportrayafuturethatissignicantlymorecomplexmoredynamicandmoretechnologicallyandconservationallydriventhantoday.1.UncertainEconomyFinancialInstability2.DecreasedAvailabilityAdequacyofWaterResources3.AgingWaterInfrastructureCapitalNeeds4.ShiftingWaterDemandsPerCapitaReduction5.ChangingWorkforceDynamicTalentLife-Cycle6.ExpandingTechnologyApplication7.MassSocialMediaExplosion8.IncreasingExpandingRegulations9.EciencyDriversResourceOptimization10.ClimateUncertaintyWSSCsITstrategyoersarobustITresponsetothesetrends.InterspersedinthisdocumentareStoriesoftheNearFutureaseriesofshortvignettesillustratinghowasuccessfulimplementationofthisstrategycouldbeexperiencedbyourcustomersouremployeesandourotherstakeholders.SourceWaterResearchFoundation2012.businessprocessesandreal-timedataoerWSSCunprecedentedopportunitiestoimproveandeveninnovatethewaybusinessismanagedandcustomersareserved.CongruentwiththisvisionWSSCwillexploitopportunitieswhereinformationtechnologycansignicantlycontributetotheenterprisesbusinesseectivenessandeciency. FEBRUARY2013PG3WithinputsfromindividualandgroupconsultationswithWSSCstaatdierentlevelsfromacrosstheenterprisetheITstrategicplanningteamanalyzedWSSCsbusinessneedsandidentiedandprioritizedopportunitieswhereITsolutionscouldhelpaddressthoseneedsasillustratedinthetableabove.TheprioritizedITsolutionopportunitiesspantheCommissionseightenterprise-widestrategicprioritiesarticulatedinthe2010StrategicPlanwithsomesolutionapproachesservingandreinforcingacrossmultiplepriorities.TheplannedITinitiativesarebeingphasedinoverthe5-yearplanninghorizontakingintoaccountmultipleconsiderationsincludingimplementationintensityandconcomitantdemandsonmanagementattentionexpectedbenetsandsomeadditionalportfolioandsystem-specicconsiderations.Our5-YearITStrategicPlanpinpointsopportunitiestoimproveWSSCstechnicalandITservicefunctions.HighlightsincludeContinuetransitioningtomoderndistributedarchitecturesLeveragecloudinfrastructurewhereitissecureandcost-eectiveInvestinITsecurityInvestinmobileinfrastructureandequipstawithreal-timeinformationandguidanceDevelopanalyticalcapabilitiestointegrateandharnesslarge-scaledataDeliveringonthisplanwillalsorequireastreamlineduser-orientedandperformance-drivenprojectPILLARKEYBUSINESSOPPORTUNITIESITSOLUTIONOPPORTUNITIESBUILDRENEWPHYSICALINFRASTRUCTUREMakeoptimalreplacementdecisionsDecisionSupportBudgetManagementAttractqualityprice-competitivevendorsProcurementContractsManagementEnsuretimelyexecutiontostandardsConstructionManagementWATERFILTRATIONWASTEWATERTREATMENTAdequateandcost-eectiveinputsSupplyChainManagementOptimizeassetavailabilityworkmanagementAssetManagementProductionTrackmonitorqualityandcomplianceWaterQualityAnalyticsDISTRIBUTIONCOLLECTIONCUSTOMERSERVICEOptimizepreventivecorrectivemaintenanceAssetManagementInfrastructureGeographicalInformationSystemsGISMobileWorkforceMinimizeleakagelossLeakDetectionCustomerresponsivenessCustomerSystemsAccuratefairbillingandcollectionsAdvancedMeteringInfrastructureAMIEcientlicensingandpermittingPermittingActivationandterminationsCustomerSystemsRevenueenhancementAdvancedMeteringInfrastructureAMICustomerSystemsCROSS-CUTTINGBUSINESSSUPPORTFUNCTIONSFinancialcompliancecostmanagementreportingandecientprocurementProcurementContractsManagementFinancialReportingStakeholderManagementAttractdevelopretainrightskillsmixHumanResourcesInformationSystemHRISMaintainaccuraterecordsofplantspipespeopleDocumentsRecordsKnowledgeManagementKMSetperformancetargetsmonitorresultsDashboardMobileWorkforceSafetyenvironmentalstewardshipSafetyManagementLeakDetectionAssetManagementStakeholderManagementBUSINESSNEEDSMAPPEDTOPOTENTIALITSOLUTIONS PG45-YEARITSTRATEGICPLANimplementationapproachsuccessfulleveragingofcounty-levelsynergiesclearITgovernanceprocessestoguideprioritiesandprojectimplementationanITteamorganizedandequippedtosupportbusinessneedsmitigationofkeyrisksandsucientnancialresources.This5-YearITStrategicPlanembodiesashiftinthewaytheCommissionviewsitsITfunctionandevaluatesandplansitsITinvestmentsoverthemediumterm.AsalivingstrategythisplanmustbeperiodicallyrevisitedandrecalibratedtoensureresponsivenesstotechnologicaladvancementsandWSSCschangingbusinessneeds.SuccessfuldeliveryofthisplanwillsolidifyITsroleasavaluablestrategicpartneraswellasareliableserviceprovider.VisionforLeveragingInformationTechnologytoImproveServiceVisitsforCustomersAfterputtingherkidstobedonenightMrs.JonesmakesaserviceactivationappointmentusingWSSCsserviceapponhermobilephone.WSSCcommitstoa4-hourwindowfortheservicevisitallowinghertoscheduletheappointmentforthemorningwithminimaldisruptiontoherday.TheeveningbeforeMrs.Jonesreceivesanautomatedcallremindingherofherappointmentwiththeoptiontoreschedule.ThenextmorningMrs.Jonesdropsoherkidsandcomeshomeintimeforherservicewindow.MeanwhileBobtheWSSCservicetechnicianisnishingupanotherjob.ThirtyminutesbeforeleavingBobuseshishand-helddevicetosendanautomatictextmessagetoMrs.Joneswithhisanticipatedarrivaltime.WhenBobarriveshepresentshisWSSCbadge.HomealoneMrs.JonesisverysecurityconsciousandentershisbadgenumberintoherWSSCserviceapp.TheWSSCserviceinstantlyconrmsBobsidentitybysendingBobspicturethroughtheappandlinkshimwiththeappointment.Reassuredsheinviteshimtobeginhiswork.AsheswitchesonthemeterBobnoticesthepressureislow.Usinghishand-helddeviceBobinitiatesafollow-upservicetickettocheckthepressureissue.Mrs.JonesthenreceivesanemailconrmationoftheserviceinitiationwhichshecanalsoaccessonherMyWSSCportal.SheisparticularlypleasedthatBobarrivedearlyinhisappointmentwindowandthisbusyworkingmomcannowgoaboutherdailytasks. FEBRUARY2013PG5III.BackgroundandContextA.WSSCContextWSSCscorebusinessistoprovidesafeandreliablewaterandwastewaterservicestoitscustomers.AmongthenationslargestwaterandwastewaterutilitiesWSSCservesmorethan1.8millionresidentsoverroughly1000squaremiles.WSSCsvisionistobeamongthetoptierofthebest-managedwaterandwastewaterutilitiesintheworld.AsWSSCsbusinessenvironmentcontinuestoevolvesotoomustWSSCtoremainpoisedtorespondtokeystrategicchallenges.WaterremainsapreciousscarceresourceandWSSCplaysanimportantroleinprotectingourwatershedandwaterways.AtthesametimeWSSCmustcontinuetocomplywithchangingregulatoryrequirements.MoreoverastheconduitbetweencustomersandtheirwatersupplyWSSCcanalsoplayaroleinpromotingwaterconservationthroughoutitsservicearea.WSSCreliesonitsvastinfrastructurenetworktodeliversafeandreliablewaterandwastewaterservices.HoweverlikemanyutilitiesWSSCsaginginfrastructureremainsapersistentchallenge.1WSSCmaintainsanetworkofroughly11000milesofwaterandsewerpipelinesaswellas7wastewatertreatmentplantsand2waterltrationplants.Upgradingitsaginginfrastructurewillrequirelarge-scaleinvestmentsinrepairsandreplacementbringingrelatedchallengesofcontrollingcostsandmaintaininglong-termnancialviabilityforWSSCtotheforefront.Inadditiontoimprovinginfrastructuremanagementpracticestheplannedinfrastructureinvestmentsalsooertheopportunitytodeployanewgenerationofutilityinfrastructureandapplicationtechnologiesthataresmartinformation-richcontext-andcustomer-responsiveandenvironmentallyresponsible.WSSCcontinuestobecommittedtodeliveringhigh-qualitywaterandwastewaterservicestoitscustomers.WSSCasanenterpriselargelyremainsoutofsightoutofmindformanycustomers.ButthispassiveinteractionwithconsumersisgraduallychangingandWSSCwilllikelyfacegreaterattentionandscrutinyfromcustomersandotherstakeholderswithexpectedrateincreasesandenvironmentalconsciousness.Inadditiontosafeandreliablewaterandwastewaterservicescustomersareincreasinglyseekingthekindofcontrolexibilitytransparencyandself-serviceoptionstheyhavebecomeaccustomedtoreceivingfromotherservicesproviders.Theydemandrst-ratecustomerservicewithup-to-the-minuteinformationwhenandhowtheywantitandturntoonlineandmobilechannelstoaccessinformationaccesssupportprovidefeedbackandcarryouttransactions.Deliveringhigh-qualityservicesinthemodernerarequiresmorethanpipesandpumps.Operatingandmaintainingthissophisticatedenterpriserequiresknowledgeableandservice-orientedstaeectiveandecientbusinesssystemsandprocessessucientandreliablenancialresourcesandmore.WSSCsworkforcecontinuestochangeasbabyboomersretire.WhilethesetrendshaveimplicationsfororganizationalbenchstrengthandknowledgetransfertheyalsooeranopportunitytobuildnewskillsandcompetenciesfortheWSSCofthefuture.WSSCmustalsostriveforgreaterbusinesseciencyasitplansforlarge-scaleinfrastructureinvestmentsandmakesitscasetostakeholdersforcontinuedrateincreases.Atthesametimethereleaseofpent-updemandaccumulatedduringtherecentperiodofeconomicslowdownislikelytostrainWSSCscapacitytosupportnewgrowthandeconomicactivity.1.OnanationalscaletheGovernmentAccountabilityOceGAOandtheEnvironmentalProtectionAgencyEPAhaveestimateda300500billiongapinwhatiscurrentlybeingspentonwaterinfrastructureandwhatneedstobeinvestedoverthenext20years.SourceWaterSectorInterdependenciesSummaryReport2011WaterEnvironmentFederation2011. PG65-YEARITSTRATEGICPLANB.TheCatalyticRoleofInformationTechnologyModernizingbusinessprocessesandimprovinginfrastructuremanagementpracticesareattheheartofhowa21stcenturywaterandwastewaterutilitymustrespondtotheabove-mentionedchallenges.Intelligentdeploymentoftechnologieswillplayanimportantroleinmakingourindustrymoreecientandevenchangethewaywedobusinessinordertobetterservetheircustomers.Remedyandinnovationarebothcomponentsofthistransformation.Thegureaboveillustratesjustsomeofthewaystechnologycanenhanceperformanceinwaterandwastewaterutilities.AstrategicITfunctioncansupportautilitysmissionbyNimblytakingadvantageofstrategicopportunitieswhentheyariseDevelopingstrategiestoeectivelyleveragetechnologyCreatingandleadinginitiativestoandbringaboutIT-enabledchangeDevelopingnewIT-enabledproductsandservicesImprovingtheeciencyofbusinesspracticesLeadingutilitiesareincreasinglyrealizingthatITisintegraltoeveryaspectofoperationsandthatanorganizationsabilitytotakeadvantageofnewsolutionstoenhanceperformancewilldependonthestrengthoftheirITinvestments.InWSSCtheITTeammustplayastrategicandcatalyticrolebyproactivelypartneringwithitsfunctionalcounterpartstoidentifynewopportunitieswheretechnologycandrivegreaterbusinesseectivenessandeciency.InturnthebroaderenterprisewillbenetfromembracingITasastrategicresourceandamission-criticalinvestment.C.NeedforanITStrategyRefreshIn2007anEnterpriseResourcePlanningERPsystemsreplacementprojectwasinitiatedbyWSSCundertheleadershipoftheCorporateAssetManagementOceCAMO.TheplanfocusedonupgradestoEnterpriseResourcePlanningERPEnterpriseAssetManagementEAMandCustomerRelationshipsManagementCRMsystemswhichwouldretirelegacysystemssuchasCOMPASSMMISTAMSOMAPSandCSIS.Implementationwasscheduledthrough2013.SincetheERPplanningeortWSSCsITTeamhaspressedaheadwiththeERPagendaandbeyondaswellasdeliveredimportantbusinesssolutionstotheutilityanditscustomers.Asaresultofstrongpartnershipswiththeirline-of-businesscounterpartstheITTeamdeliveredover20newsystemsolutionsinthelasttwoyears.Thefollowingtablecontainsasamplingofsolutionsdeliveredduring2011and2012.IllustrativeExamplesofInformationTechnologyDrivingBusinessValueEnabledata-drivendecisionmakingwithsmarttechnologiesImproveeldoperationscustomerresponsivenesswithmobiletechnologiesEnhancebusinessprocesseciencywithintegratedITsolutionsEnhancecustomerexperiencewithsimpliedtransactionsanytimeanywhereInformationTechnology FEBRUARY2013PG7ExamplesofSystemSolutionsDelivered2011-2012SYSTEMGO-LIvEDATEOracleTimeLaborMarch2011CustomerContactCenterJune2011FleetManagementOctober2011OracleHRPayrollSelf-SericeMarch2012WatershedPermitsJuly2012SLMBEComplianceTrackingJuly2012NowseveralyearsoutfromthemostrecentmajorITplanningeortsWSSCsnewITstrategicplanisdesignedtorespondtochangingbusinessneedsnewtechnologyopportunitiesandtheCommissionsnewstrategicplan.WithdedicatedandempoweredleadershipincreasingreceptivityfrombusinessunitsandsomeearlysuccessestheITTeamiswellpositionedtohelptransformITintoahigh-performingstrategicfunction.ThechallengegoingforwardwillbeinsustainingthismomentumandbalancingthedemandsofbusinessunitswhilegrowingtheITTeamsowncapacityanddisciplinetodeliverresponsiveandtimelysystems.VisionforLeveragingITforMoreEectiveEfcientCapitalInvestmentPlanningInJune2015WSSCreceivedapprovaltorehabilitatealargeportionofthePatuxentplantand12milesofwatermains.UsingWSSCsplantassetmanagementsystemengineeringconsultantsreviewassetmaintenancehistoriesofthebigpumps.Theydiscoverthat30HPpumpsareresponsibleforthemajormaintenanceworkloadsandadjustthedesignspecicationsaccordingly.Engineersloadthepreliminaryprojectimplementationwork-planintoWSSCsPrimaveraEngineeringProjectManagementPEPMsystemwhichgeneratesanengineeringcostestimatefortheproject.EngineersthenenterdesignparametersintoWSSCsContractsManagementCMSystemandassemblebidspecicationsandancillarydocumentsusingcontractwizardsandpre-approvedtemplates.Thevariousdocumentsarethenroutedtotheappropriateapprovalchannelsusingthebuilt-inworkow.UsingCMtheProjectManagerregularlytrackstheprogressofthecontractsensuringsteadymovementthroughtheapprovalcycle.Theprocurementapprovalcyclewasreducedfrom4monthsto1month.WiththeworknowunderwayContractsAdministrationpersonneltrackworkperformanceinrealtimeusingthePEPMsystem.Earned-valuereportsfromthePEPMgivetheEngineeringTeamChiefassurancethattheprojectisrunningwithinscheduleandunderbudget. PG85-YEARITSTRATEGICPLANIv.ITStrategicPlanningObjectiesandMethodologyEnvisioningamorestrategicroleofITthatisinlock-stepwiththeCommissionsbusinessneedstheGeneralManagerandChiefInformationOcerledthedevelopmentofa5-yearITStrategicPlanduring2012.AsmallteamoftechnologyandbusinessstrategyconsultantsfromtieBridgeInc.andGivingWorksInc.advisedandsupportedthiseort.Whilelegacysystemsreplacementremainsapriorityfortheenterprisethisplanemploysabroaderframeidentifyingopportunitiestodrivebusinessvaluethoughnewsystemsandtechnologiesaswellasmodernizingcurrentsystemswhileexaminingareasofgreatestbusinessrisk.Ratherthananinward-lookingvisiondevelopedbyandfortheITDepartmentthisplanisrootedinandguidedbytheCommissionscriticalbusinessneedswithITasthetoolandnottheobjective.Asabusiness-drivenplanthis5-YearITStrategicPlanhonesinonspecicopportunitiesoverthenextveyearswhereIT-basedsolutionscanunlockthegreatestbusinessvalueforWSSC.ThisapproachnotonlyensuresalignmentwithWSSCsownstrategicprioritiesandcorevaluessuchasoperationaleciencyandcustomerservicebutalsoleveragesITscriticalenablingandstrategicrolesinsupportingthemissionofWSSC.TheplanningapproachcanbesummarizedandillustratedasfollowsBusinessNeedsAnalysisidentifyingthecriticalbusinessneedstodrivesuccessdrawnprimarilyfromconsultationswithbusinessunitsandWSSCsStrategicPlanITSolutionsOverlayidentifyingthesubsetofbusinessneedswithcorrespondingITsolutionsandspecicopportunitieswhereIT-basedsolutionscanaddressthoseneedsandPrioritizationSequencingprioritizingamongthepotentialITopportunitiestoderiveasetofITprojectprioritiesandsequencingthoseopportunitiesappropriately.Guidedbytheenterprise-widestrategicprioritiesidentiedinthe2010WSSCStrategicPlantheITplanningteamconsultedextensivelywithWSSCstaandusercommunityfromacrosstheenterprisetoidentifykeybusinessandITchallengesandpotentialITsolutions.IndividualconsultationswereheldwithallTeamChiefsandDirectors.FocusgroupsprimarilytargetingGroupLeaderswerealsoheldforkeyfunctionaldepartmentsaswellaswithUnitCoordinatorsatthefoureld-servicedepots.Morethan200WSSCteammembersSTRATEGICPLANNINGAPPROACHStrategicITPrioritiesITOpportunitiesCriticalBusinessNeedsWSSCNeedsITSolutionSpaceITPrioritiesIT-relevantneedsImpactriskscostsbestpractices FEBRUARY2013PG9participatedinthisconversation.CoreelementsoftheproposedstrategicplanwerealsovettedwithmembersoftheChangeLeadershipTeamCLTandWSSCsCommissioners.AnalysisofindustrytrendsandITscurrentportfolioaswellastargetedconsultationswithexternalexpertsonselecttopicsfurtherstimulatedandvalidatedtheteamsstrategicperspective.TheplanpresentedhereoersastrategicframeworktoguideWSSCsITprioritiesoverthenextveyears.Theplansultimatevaluehoweverdependsnotonitsarticulationpersebutonitssuccessfulimplementation.AssuchthisplanalsoincludesanoverviewofimplementationsequencingandtimeframesforkeyinitiativestechnicalandcustomerservicerecommendationsanddeliveryrequirementsincludingprojectimplementationapproachexternalpartnershipsITgovernanceandorganizationrecommendationsandriskmitigationstrategies.Thisoverallstrategywillbefurthersupplementedbyshort-termtacticalimplementationsub-plansthatfurtherdetailsystemgapsrequirementsaccountabilitiesandimplementationschedules.Itiscriticaltonotethatthisplanisintendedasalivingstrategy.FiveyearscanbeaneternityinITandthisplanmustbeperiodicallyrecalibratedtorespondtotechnologicaladvancementsaswellasWSSCsevolvinglandscapeandchangingbusinessneeds.Theprocessforrecalibrationisalsooutlinedinthisdocument.VisionforLeveragingITtoFacilitateOurLocalDevelopmentTurneyandReynoldsPCTRaLaurel-baseddeveloperisnalizingplanstobuildanewsubdivisioninOlney.InneedofaWaterandSewerpermitaTRemployeelogsintoWSSCspermitsportaltoinitiatethepermittingprocess.WithintheportalhevalidateshisregistrationsubmitshispermitapplicationusingtheonlineformuploadshisAutoCADdrawingsandpaysthepermitfeesbycreditcard.ThepermittingsystemdoesapreliminarycheckoftheinformationsubmittedandnotiesTRthataninspectionreportwillberequired.FortunatelyTRhastheinspectionreporthandyanduploadsascannedcopy.NowcompletethepermitapplicationisimmediatelyregisteredandTRreceivesatrackingnumbertotrackhisapplicationsprogressintheportal.AweeklaterTRreceivesanemailfromtheWSSCautomatedpermittingsystemrequestinganinspectionappointmentdate.TRcallstheautomaticappointmentschedulingInteractiveVoiceResponseIVRsystemandschedulestheinspectionappointment.ThreeweekslaterTRreceiveshispermitbyemailasaPDF.ThepermitisalsoavailableinTRsMyWSSCportal. PG105-YEARITSTRATEGICPLANv.StrategicITSystemPrioritiesA.MappingBusinessNeedstoPotentialITSolutionsInassessingWSSCsIT-responsivebusinessneedsandopportunitiesweconsideredbothcoreoperationsandthebusinesssupportfunctionsoftheenterprise.InfrastructureltrationandtreatmentdistributioncollectionandcustomerservicerepresentWSSCscoreproductandcustomer-servicepillars.Butdeliveringonhigh-qualityandcost-eectivewaterandwastewaterservicesalsoreliesoncrucialenterprisebusinesssupportandmanagementfunctionsincludingnanceworkforceknowledgemanagementperformanceandsafetyandenvironment.Inadditiontosupportingoperationsthesecross-cuttingfunctionsalsoenablegreatercoherenceandoptimizationacrosstheenterprise.ConsultationswithWSSCleadershipandstaaswellastheplanningteamsindependentinsightssurfacedarangeofneedsandopportunitiestoenhanceWSSCsperformance.ThefollowingtablemapseachneedandopportunitywithitspotentialITsolutionareas.PILLARKEYBUSINESSOPPORTUNITIESKEYBUSINESSOPPORTUNITIESITSOLUTIONOPPORTUNITIESBUILDRENEWPHYSICALINFRASTRUCTUREPlanMakeoptimalreplacementdecisionsDecisionSupportBudgetManagementAcquireAttractqualityprice-competitivevendorsProcurementContractsManagementBuildEnsuretimelyexecutiontostandardsConstructionManagementWATERFILTRATIONWASTEWATERTREATMENTInboundlogisticsAdequateandcost-eectiveinputsSupplyChainManagementPlantmaintenanceOptimizeassetavailabilityworkmanagementAssetManagementProductionProductqualityTrackmonitorqualityandcomplianceWaterQualityAnalyticsDISTRIBUTIONCOLLECTIONCUSTOMERSERVICEWaterdeliverywastewatercollectionOptimizepreventivecorrectivemaintenanceAssetManagementInfrastructureGeographicalInformationSystemGISMobileWorkforceMinimizeleakagelossLeakDetectionCustomerserviceCustomerresponsivenessCustomerSystemsAccuratefairbillingandcollectionsAdvancedMeteringInfrastructureAMIEcientlicensingandpermittingPermittingActivationandterminationsCustomerSystemsRevenueenhancementAdvancedMeteringInfrastructureAMICustomerSystemsCROSS-CUTTINGBUSINESSSUPPORTFUNCTIONSFinanceFinancialcompliancecostmanagementreportingandecientprocurementProcurementContractsManagementFinancialReportingStakeholderManagementWorkforceAttractdevelopretainrightskillsmixHumanResourcesInformSystemHRISKnowledgeManagementMaintainaccuraterecordsofplantspipespeopleDocumentsRecordsKnowledgeManagementPerformanceSetperformancetargetsmonitorresultsDashboardMobileWorkforceSafetyenvironmentSafetyenvironmentalstewardshipSafetyManagementLeakDetectionAssetManagementStakeholderManagementBUSINESSNEEDSMAPPEDTOPOTENTIALITSOLUTIONS FEBRUARY2013PG11B.GuidingPrinciplesITisincreasinglybecomingthesoftinfrastructureinmodernenterprisesprovidingtheconnectivityandharnessingthedata-derivedintelligencefromandforincreasinglynetworkedorganizations.InthinkingthroughWSSCsbusinessneedsandopportunitiesidentiedintheprecedingsectionitbecameevidentthatitwouldbeunwisetosimplysolveeachneedandopportunityinapiecemealorsiloedmannerandWSSCneededtoformulateitsITstrategyfromaholisticperspective.DrawingoninternalconsultationsindustrytrendsandoptimalITpracticesthefollowingguidingprinciplesweredevelopedtoinformourprojectportfolioandimplementationchoices.2InvestinITasPartofMission-CriticalInfrastructureUpgradeorphanedandlegacysystemsWithbest-in-classsolutionsWSSCcantakeadvantageofthelatestdevelopmentsintheeldandensuresucientqualiedsupportpersonnel.Modernizingtheunderlyingsystemarchitecturewillalsolaythefoundationforgreaterintegrationacrosstheenterprisesystems.StreamlinethenautomatebusinessprocessesWSSCslegacysystemshavealsolockedtheorganizationintooutdatedandinecientbusinessprocesses.TheproposedmodernizationeortwillallowWSSCtotakeafreshlookatitsbusinessprocessesandredesignthemtostreamlinetheworkowandalsomakethemmoreresilient.Thoughtfulautomationwillincreasebusinesseciencyandreducehumanerror.LeveragemobiletechnologiestoincreaseeciencyandconnectivityofthedispersedworkforceWSSCisenteringaneraofgreaterrelianceonenterprisemobilesolutionstotransparentlyintegratetheoceandeld.MobiletechnologiesatWSSCwillhavetobearchitectedfromthegrounduptosupportbusinessandoperationalfunctionsacrosstheenterprise.Mobiletechnologieswillplayadominantroleindeliveringthevisionofareal-timeWSSCwhereoperationalactivitiesarevisibleandmanagedinreal-timedeliveringverysignicantbenetsintermsofimprovedcustomerserviceandprocesseciencies.Expanduseofonlinetechnologiestobetterserveandengagevariousstakeholderscustomersstavendorscommunityetc.Onlinetechnologiesarecriticaltodeployingself-servicetransactionsbycustomers.Theseserviceswillnotonlyhavetobeeasy-to-usebutcannotneedlesslypenalizethecustomersfortheconvenience.Onlinetechnologieswillhavetobecarefullydesignedtoensurethatthecustomerexperienceissmoothconsistentconvenientandsecure.InadditiononlinetechnologiesmustbeleveragedtodeployremotelearninglivecommunicationsandtransparencytoWSSCoperations.Socialtechnologiesoerunprecedentedopportunitytoleverageareal-timemediaforcustomermessagingaswellasrespondingtocustomerconcerns.ImproveinformationtransparencyandaccuracyforcustomersAnenhancedcustomerserviceexperiencegivescustomersreal-timeaccesstoinformationtheycareaboutsuchasusagedataandserviceissues.Fortunatelysmartdatatechnologiesarematureenoughtorespondtotheseneeds.MitigatesystemperformancerisksGivenitsaginginfrastructuretheessentialnatureofWSSCsservicesanditsstrategiclocationnearWashingtonDCanticipatingandaddressingperformancedegradationhelpsmaintainoperationscontinuityandprotectWSSCsassetsandreputation.WorkSmarterDevelopintegratedtechnologysolutionsthatcutacrossfunctionalunitsWithsystemsthattalktooneanotherWSSCcanstreamlineandenhancetheowofinformationacrossfunctionalsilosandevencombineandanalyzeinformationinnewways.2.Theseguidingprincipleswerefurthervettedthroughbenchmarkingdiscussionswithotherleadingutilitiesandindustrybestpractices. PG125-YEARITSTRATEGICPLANEnhancetwo-wayinformationowsbyexpandingtheuseofreal-timetechnologiesThiswillenableinformationtopassinstantlytoandfromtheeldtheoperationscentersandultimatelythecustomer.Accurateandtimelyinformationwillallowagreaterdegreeofne-grainedcontrolofutilityoperationsandallowgreaterexibilitytodeployconsumption-basedrevenuemodels.HarnessthepowerofinformationwithbusinessintelligenceandpredictiveanalyticsAdvancedanalyticscanhelpforecasttheCommissionsneedse.g.inventoryidentifyopportunitiesforcostsavingsenhancepreventivemaintenanceidentifypatternsofrisksandperformanceandproactivelyagissuesforfurtherattention.LeverageITforbettertrackingofbusinessperformanceAgoodmonitoringfunctiontracksdecision-relevantinformationpresentscriticalinformationindigestibleformatsandenablesuserstodrilldownasrequired.EectivelyStewardITResourcesLeverageo-the-shelftechnologieswhereappropriateWhilemadeinWSSCisawell-deservedsourceofinstitutionalpridebest-in-classo-the-shelfsolutionswhereappropriatewillallowWSSCtostayatthetechnologicalforefrontwhileachievinghighcost-eciencies.Optimizeexistingsystemsend-to-endITneedstoworkcloselywithuserstospecifyrequirementsupfrontmaximizesystemfunctionalityensuresystemsarefullyownedbythebusinessunitandensureusershaveregularopportunitiesforneededtrainingin-houseorthroughvendors.EmploybridgesolutionswhereappropriatetoalleviateuserpainpointswhilewaitingforsystemreplacementByaddressingsomepressinguserneedsbridgesolutionscanhelpbuytimeinaresource-constrainedenvironment.C.PriorityITSystemsDrawingupontheconsultationsanalysisofbusinessneedsandopportunitiesandtheguidingprinciplestheplanningteamidentiedthesetofproposedITapplicationsthatifimplementedcoulddrivethegreatestbusinessvalueforWSSC.ThisincludedcoresystemsimpactingcriticalbusinessfunctionsandorlargenumbersofstaaswellassecondarysystemswhererelativelymodestinvestmentwouldproducetangibleandsubstantivegainsforWSSC.Thetableonthefollowingpagebrieydescribestheportfolioofenterprise-leveltechnologyinitiativesthatareexpectedtoproducethegreatestoverallbusinessbenetforWSSC.TheselectedITprojectportfoliorespondstotheeightstrategicprioritiesidentiedintheCommissionsadoptedenterprise-wideStrategicPlan.Whileanumberofinitiativeswillcreatespill-overimpactacrossmultipleprioritiese.g.leakdetectioncarriessignicantbenetsforcustomersaswellastheenvironmentthetablemapstheprincipalalignmentbetweentheproposedITinitiativesandtheCommissionspriorities. FEBRUARY2013PG13WSSCPRIORITYKEYITINITIATIVESINITIATIVEDESCRIPTIONINFRASTRUCTUREAssetManagementProductionSupportsproductionplantassetse.g.ltrationwastewatertreatmentplants.IncludesplantassetsMROinventoryandworkmanagementtools.AssetManagementInfrastructureLinearSupportsmanagementofWSSCseldinfrastructureassetse.g.pipespumpsvalvesconnectionsetc..Includeseldwork-ordersassetcostsandutilization.ConstructionOperationsManagementDeliverscradle-to-gravemanagementofcapitalimprovementprojects.CIPBudgetManagementProvidesplanningandbudgetingtoolsforlong-termcapitalinvestments.CIPDecisionSupportManagesengineeringdatatosupportlong-termcapitalinvestmentdecisions.DocumentsRecordKnowledgeManagementDeliverssolutionbasefordocument-basedbusinessprocessimprovementprojectsacrossWSSC.MasterDataManagementDevelopsprocessesgovernancepoliciesstandardsandtoolsthatconsistentlydeneandmanageWSSCsmasterdatanon-transactionalreferencedatatohelpWSSCperformbetterbycreatingasingleauthoritativeversionofcustomersvendorsassetsinventorypartsetc.CUSTOMERSERVICECustomerServiceInformationSystemSupportscustomerrelationscustomerbillingandrevenuemanagement.ContactCenterBPR-EnhancementsRedesignscustomerservicescontactcenterbusinessprocessesandtechnologytosignicantlyimprovecontactcenterresponsiveness.AdvancedMeteringInfrastructureDeliversautomatedmeterreadingresultinginmoreecientconsumptionmanagementandenhancedcustomerservice.PermittingSupportsWSSCsentirescopeofpermittingresponsibilitiesincludingpermitissuancesplanreviewsinspectionsandlicensing.MobileWorkforceIntegratesdierenttechnologiestodelivertheplatformtoolsandsolutionsneededforaconnectedandmoreeectivemobileworkforce.Foundationtoreal-timeutility.GeographicalInformationSystemsProvidestheplatformanalysistoolsandsolutionstoincorporatespatialinformationinmanagingWSSCscustomersandinfrastructure.PROCUREMENTAPPOInventoryCMSupportsWSSCsprocure-to-payprocesses.Includescontractsmanagementpurchasinginventoryandpayables.SECURITYSAFETYSafetyManagementProvidesacomprehensivebusinessmanagementsystemdesignedtomanagesafetyelementsintheworkplace.WORKFORCEMANAGEMENTHRISPayrollEnhancementsUpgradesandenhancesfunctionalityoftheHRISsystemthroughimprovedbusinessprocessesbetterdatamanagementandstrongerintegrationbetweenHRandPayroll.RetireePaymentsManagementManagesaccountingtaxinganddisbursementsofretireepayments.FINANCIALSTABILITYFinancialReportingProvidesreportingtoolstosupporttheERPsystem.FixedAssetsDeliversanintegratedenterprisexedassetsaccountingsolutionincludingplanningtrackingandcompliancereporting.DashboardProvidesuniedperformanceandmanagementinformationdashboardacrossWSSCbusinessunits.COMMUNICATIONSSTAKEHOLDERRELATIONSStakeholderManagementFacilitatesWSSCscommunicationsmessagingandoverallengagementwithWSSCskeystakeholders.ENVIRONMENTALSTEWARDSHIPLeakDetectionUsesadvancedsensorsandanalyticsforproactiveleakdetectionultimatelydrivingupthesold-to-pumpedratio.ITINITIATIVESMAPPEDTOSTRATEGICPRIORITIES PG145-YEARITSTRATEGICPLANvI.SequencingofStrategicITSystemsA.SequencingMethodologyWhileeachprojectlistedintheprevioussectionaddressesanimportantbusinessneedimplementationmustbecarriedoutinthecontextofnitehumanandnancialresources.Aphasedapproachisrequiredthatbalancestheimplementationdemandsandrisksofindividualprojectswithinthebroaderportfoliowhileensuringfullcontinuityofouressentialproductsandservices.TheplanningteamemployedaheuristicprocesstosequencetheimplementationofthepriorityITsystemstakingvarioussystem-specicandportfolioconsiderationsintoaccount.Whilemostoftheseassessmentsarequalitativebynaturetheyprovideapragmaticframeworkforthinkingthroughtradeosandbalancingtheprojectportfolio.ProjectswereclusteredaccordingtotheirexpectedimplementationintensityincludingprojectdurationandcomplexityyieldingthreebroadcategoriesMulti-Yearprojectsarecomplexandintensivewithexpectedimplementationoftwoyearsormore.Thesecarrygreaterrisksandrequiregreaterstakeholderengagement.Short-termprojectsarelesscomplexandnarrowerinscopewithexpectedimplementationoflessthantwoyears.Platformprojectsprovideforthedevelopmentandmaintenanceoftechnologyplatformsuponwhichverticalsolutionsareconstructed.Thesearelowintensitymulti-yearprojectsoftenimplementedinmodules.Theyaredynamicandopen-endedbynature.ToensurepreferentialrankingbasedonIT-derivedbusinessbenetprojectswerealsoassessedontheirexpectedbusinessvalue.InadditiontoconsideringoverallimpactparticularattentionwasgiventoprojectsthatservedthethreeenterpriseprioritiescustomerserviceoperationsandinfrastructureandnancialstabilityconsideredmostactionablefromanITperspective.TheseassessmentsareincludedinAppendixB.Multi-yearprojectstookadditionalconsiderationsintoaccountgiventhehighcostcomplexityandriskassociatedwithimplementingthesesystems.Systemvulnerabilityincludingageandavailabilityofsystemsupportwasaparticularlyimportantconsiderationassomeofthesecriticalsystemswerelegacysystemsorhomegrownsolutionswithdwindlingtrainedsupportpersonnel.Additionalportfolioandsystem-specicimplementationconsiderationsincludedSystemsdependenciesanynaturalprojectslinkagese.g.whenonesystemisaprerequisitefororcanharnesspositivespillovereectsfromanother.StafbandwidthimplementationbandwidthofITandtherespectivefunctionalunits.3OrganizationalreadinesscapacityofITandtherespectivefunctionalunitstosupportimplementation.Technicalconstraintstechnicalconsiderationssuchaslevelofprojectcomplexityandmaturityoftechnology.ReputationalconstraintsriskofbreedingnegativeperceptionsofWSSCbyexternalstakeholdersprimarilyanissueforexternally-facingtechnologies.Bridgesolutionsanyshort-termsolutionsthatcanaddressusersurgentneedswhilewaitingforsystemreplacement.Adecisiontreehelpedlogicallyorganizethevariousdecisiondriversforthemulti-yearprojectsasillustratedinAppendixC.DeterminingthesequencingofAMIvis--visCSISinvolveddeeperanalysisofspecictechnicalconcernsandexpertconsultationsandaredetailedinAppendixD.3.IdeallyITshouldrampupnomorethantwomulti-yearprojectsatoncewhilebusinessunitsshouldrampuponemulti-yearprojectatatime. FEBRUARY2013PG15B.ProjectImplementationScheduleindicativeThegurebelowillustratestheproposedimplementationsequenceoftheprojectportfoliodevelopedfromthevarioussequencingconsiderationsdescribedearlierandinconsultationswithsubjectmatterexperts.JulOctJanAprJulOctJanAprJulOctJanAprJulOctJanAprJulOctJanAprTimeyrsFY2013FY2014FY2015FY2016Beyond20122013201420152016FY20172017Q1Q2Q3Q4Q1Q2Q3Q4Q1Q2Q3Q4Q1Q2Q3Q4Q1Q2Q3Q4AMProduction3PPRRPermitting2.75PPRRAMInfrastructure3PPRRRCSIS3PPPRRRAPPOInventoryCM2.25PRRAMI5to6PPPLeakDetection3PRConstructionOpsMgmt2CIPDecisionSupport2FinancialReports1.25FixedAsset0.5CIPBudgetMgmt1.25HRISEnhancements1StakeholderMgmt0.75RetirementPayments1SafetyMgmt1DocRecordsKMongoingDashboardongoingMobileWorkfceongoingContactCtrBPRENHongoingMDMongoingGISongoingTimeyrsFY2013FY2014FY2015FY2016BeyondFY2017Mul-Yearthru2022thru2019Short-TermPlaormPPlanningAcquisitionRDetailedRequirementsNoteProjecttimelinestartsatcontractexecutionPROJECTIMPLEMENTATIONSCHEDULE PG165-YEARITSTRATEGICPLANvII.ITTechnicalandSericeFunctionsWSSCsITTeamisbothastrategicandaservicefunction.AssuchITalsoplaysacriticalroleinmaintainingWSSCstechnicalinfrastructureandsupportingthebroadrangeofWSSCstatotroubleshoottechnologyandsystem-relatedissuesastheyarise.ProposalsforenhancingtheseimportantcomplementaryITfunctionsareoutlinedbelow.A.TechnicalInfrastructureArobusttechnicalinfrastructureisthefoundationuponwhichWSSCsITinvestmentsarebuiltandrequiressucientattentiontoensurethatthebenetsoftheseplannedITinvestmentsareproperlyrealized.GoingforwardWSSCstechnicalinfrastructuremustoerthearchitecturalexibilitythatmakesimplementationofnewtechnologiesandbusinessapplicationsbothfastandeasy.ThevisionforupgradingthevariouscomponentsofWSSCstechnicalinfrastructureislistedbelow.ContinuetotransitionfromalegacyenvironmenttomoderndistributedarchitecturesMovingawayfromalegacybig-ironenvironmenttoamoredistributednet-centrictechnologyinfrastructurecanhavemanybenetstotheWSSCenterprise.Thiswillproducegreaterpeer-to-peerrealtimeconnectivityamonguserswithinWSSCandalsoshiftmorecontrolandresponsibilityontheusageofthefunctionalitiestotheend-user.MovingtoarobustdistributedinfrastructurewillalsoallowWSSCtotakeadvantageofmanyavailableo-the-shelfbusinessapplicationsatsignicantlylowercostandrisk.Leveragecloudinfrastructurewhereitissecureandcost-eectiveITorganizationsareincreasinglybecomingcloudrst.Whethertheyaresoftwareplatformorinfrastructureasaserviceclouddeploymentsarebecomingmorecomplexandtheimportanceofabroaderclouddatamanagementstrategyisnowrecognizedasthecriticalenablerofsuccess.ToavoidtheperilsofdataandsystemfragmentationITandthebusinessunitswillneedtoalignaroundtheneedforsecureandtrusteddata.BeforeextensivecloudadoptionbecomesarealityatWSSCthereneedstobeasucientconvergenceofcoststructuresservicelevelsandresponsivenesstoevolvingbusinessneeds.AsWSSCweighstransitioningtowardsthecloudsomekeyfocusareaswillincludeCleararticulationofWSSCscloudstrategyIdenticationoftherightsetofworkloadstobemigratedontocloudCloudarchitecturedesignandbuildforprivatecloudsCloudsecurityRegulatoryrequirementsCloudgovernanceandsustenanceIfutilizingapubliccloudmodelanotherkeychallengewillbetoidentifytherightcloudserviceprovider.SeveraloptionsexistinthecloudmarketandsomefactorstobeconsideredinchoosingamongcloudserviceproviderswillincludethefollowingSelectionoftherightproviderforagivenapplicationworkloadorinfrastructurecongurationServiceLevelAgreementsSLAoeredbytheproviderApproachforsharingperformanceriskbetweenWSSCandthecloudproviderStandardscompliancerequirementsadheredtobytheserviceproviderCloudsecuritymechanismsPricingmodelsTransparencyinmeteringbillingInvestinITsecuritytoprotectourinfrastructureeectivelyrespondtobreachesandearnthecondenceofourcustomersandotherstakeholdersOurnationscriticalinfrastructureisapotentialterroristorstate-sponsoredcyberwartargetandWSSCsproximitytoWashingtonDClikelyrendersusmorevulnerablebecauseoftheareasattractivenesstoterrorists.Thedisruptionofdrinkingwaterandwastewaterservicesirrespectiveofwhetheritresults FEBRUARY2013PG17fromphysicalorcyberattackwouldhavecascadingimpactnotonlyonhomesbutalsoonhospitalsschoolsandcommercialenterprises.WSSCsriskenvironmentremainsdynamicandthereisacriticalcontinuingneedfordevelopingandmaintainingadequatesafeguards.Securitythreatsmayarisefromwithinoroutsideourbordersandthosewhomaywishtocompromiseourinfrastructureareincreasinglysophisticatedintheirknowledgeoftechnologyandwillingnesstouseittodisruptourservices.Furthermoretheoverallstrategyofimprovingthequalityofcustomerserviceandimprovingbusinesseciencycriticallydependsonthecondenceourcustomershaveonprotectingtheprivacyoftheirpersonalandbusinessinformation.Evensmallbreachescangreatlydamagethistrust.WSSCmustinvestcarefullyandadequatelyprotectthistrust.RecognizingtheneedtofocusattentiononthemostvaluabledataassetsourITsecurityeortswillplaceparticularemphasisonprotectingCustomerinformationPaymentinformationInfrastructuredataandplansCybersecurityprotectionregimensSCADAdatamanagingowpressureetc.ToenhanceITsecuritythestrategyenvisionsthefollowingactionsEstablishandenforcemonitoringstandardsandsystemhealthmetricsDevelopandrenedisasterrecoveryplansandcapabilitiesEnsureresilientsystemse.g.redundancyandback-upregimensImprovedisasterpreparednesssoWSSCscriticalfunctionscancontinueuninterruptedTestplansonaregularandrigorousbasisagainstpre-denedsuccessmeasuresConductregularvulnerabilitytestingofkeysystemsFollowindustry-standardrecommendationsandguidelinesforcybersecurityprotectionInvestinmobileinfrastructureandequipmanagementandfrontlineworkerswithreal-timeinformationandguidanceWhilemobilenetworkingprovidesexceptionalopportunitytostitchtogethertheeldworkforceandtheoperationscenterstherobustnessandreliabilityofthenetworkinfrastructuremustbeensured.GivenWSSCslargegeographyutilizingmultipletelecomnetworkproviderswillbeessentialtoensureoptimalcoverageandmitigateoutagerisks.Thecountytelecominfrastructureshouldalsobeleveraged.Forareaswithnomobilecoverageclearback-upprotocolsmustbeinplacetomanagethesegapsincludingaprocessofreconcilinganduploadingdataintothesysteminfrequentintervalstoallowaccesstoupdatedinformation.SeveralotherkeyenablerstooptimizemobileworkforcearealsoplannedincludingProvideuser-friendlytoolsforwork-planningcomplianceanddynamictask-schedulingbasedonrealtimeinformationPromotesituationalawarenessanduseeldstaassurveillancesentinelstodetectandrecordearlywarningsignse.g.infrastructuremonitoringProvidework-planningandlogisticsschedulingmanagementwithreal-timetrackingofpeopleandmobileequipmentDevelopcapabilitiestoharnessandintegratelarge-scaledatatosupportbusinessanalyticsApotentiallyhighlysignicantconsequenceofthissystemsmodernizationplanwillbetheorganizedcollectionofalargequantityofaccurateandservice-relevantdataregardingourinfrastructureproductcustomersvendorsstaandexternalstakeholders.OverthenextveyearsWSSCwillsystematicallydevelopthecapacitytointegrateanalyzeandderivepatternsandinsightsfromthislarge-scaledatatosupportbusinessdecision-makinganddistinguishitselfasatrulysmartutilityofthefuture. PG185-YEARITSTRATEGICPLANB.ITCustomerServiceProvidingcompetentandtimelysupporttostaacrosstheenterpriseisanimportantITfunction.DuringourconsultationprocessbusinessunitswereaskedforcandidfeedbackontheirITserviceexperienceduringtheconsultationsinearlyandmid-2012.IngeneralbusinessunitsviewedtheITTeamasasignicantlymoreresponsivepartnerandmanyreportedimprovedcustomerorientationinthedepartment.4SomeclientsalsonotedtheneedforStrongeruserorientationandcoordinationwithbusinessunitsduringplanninge.g.takingbusinesscyclesintoaccountandclarifyingexpectationsofbusinessunitsImprovedpreventativemaintenanceandMoresystematiclong-termplanningandspenddata.TheintegrationofITpersonnelintoasinglecohesiveteamwasgenerallywelcomedbykeyclientunitswithanimportantcaveatthattheywantedcompetenttechnicalsupportandrelationshipmanagementtoecientlyaddresstheirspecicITchallenges.Thereisalsoaneedtoensurethatthestaiswellequippedtoprovidetechnicalsupportforspecializeddatabasese.g.AIScashierandkeysupportareasliketheCallCenter.ThestreamliningandlongerservicehoursoftheITHelpDeskwerewelcomedbutanumberofclientsnotedthattheITTeamneededtomoreeectivelycommunicateitsimprovedoerings.ToimprovetheITserviceexperiencetheITTeamwillCreateServiceLevelAgreementsandperformancemetricsforeachfunctionandtransactiontypeMonitorandcommunicateperformanceresultsandimprovementsSeekstructuredandongoinguserinternalandexternalfeedbackandanalyzeresultstoimproveperformanceDesignateaprimarysupportresourceforeachkeyenterprisesystemsupportedbyadesignatedback-upteamtoensurequickproblemresolutionandtimelyescalationifneededDesignateinternalITpersonneltoserveasaccountmanagementliaisonstoline-of-businessgroups4.Forexampletherewasbroadappreciationforadvancedwarningsofsystemdowntimeandeortstotimedowntimeduringohours.VisionforLeveragingITtoEmpowerOurCustomersasEnvironmentalStewardsWhilepayinghiswaterandsewerbillonlineMr.RichardsnoticedWSSCwasoeringcustomerstheoptionofenrollinginitsleaknoticationsystemforAMR-enabledhouseholds.Heregisteredhisemailaddressandcellphonenumberwithoutmuchthought.SixmonthslaterMr.Richardsreceivedanemailandtextmessagenotifyinghimofunusuallyhighwaterusageathisresidence.TheemailalsoprovidedadirectlinktoviewhisusagehistoryonhisMyWSSCportal.SinceMr.Richardshadfollowedhisnormalroutinethatmorningandthedayspriorhecheckedhishomeforobviousleaksincludingthetoiletsfaucetsunder-sinkplumbingandsoon.Hethencheckedhisgardenhosewhichheforgottoshutoforthewinterandhadbegunleaking.AsthisleakwasunknowntoMr.Richardsitmighthavegoneunnoticedforweeksorevenmonthswastingwaterresourcesanddrivinguphiswaterbill.ThateveningMr.Richardswascuriousandwentonlinetoviewhiswaterusagehistory.Hescrolledthrougheasy-to-readgraphswithhismonthlyanddailyusageoverthelastyear.Theportalprovidedhiminteractivetoolstounderstandhisusageincludingmonthlycomparisonsyear-over-yearcomparisonsandcomparisonswithaveragesforsimilarly-sizedhouseholdsinWSSCsregion.TheportalalsofeaturedacalculatorthatestimatedtheimpactofusagereductionsonhismonthlybillandacatalogueofwaterconservationtipswhichMr.Richardsreadwithnewinterest.Nowwithaheightenedawarenessofhisconsumptionhebeganimplementingafewofthetips.Mr.Richardsbegancheckinghisusagedataeverytimehepaidhisbillonlinecomparingittothepriormonthandyearwhereavailable.Whenthesummermonthscamearoundhewasparticularlypleasedtoseehowhiseortstowaterhisgardenonlywhenneededandduringcoolertemperatureshelpedlowerhisusageandbillsfromtheprevioussummer. FEBRUARY2013PG19vIII.DelieringonthevisionFortheITTeamtoeectivelyserveasastrategicpartneranddeliveronthevisionseveralenablingconditionsprocessesstructuresandnormsmustbeinplaceasdescribedbelow.A.ProjectDeliveryApproachTheambitiousnatureofthisplanwillrequireWSSCtooptimallymobilizestaandexternalconsultantsandvendors.TheaccountabilityandoversightresponsibilityforprojectsuccesswillsquarelyrestontheWSSCteam.RealizingthisvisionwillrequireclosecooperationandsustainedcommitmentfromITandbusinessunitsastreamlineddeliveryprocessandanuncompromisingfocusonperformance.RealisticandcrediblecommitmentsTomeetandhopefullyexceedexpectationsITandtheusercommunityneedtodevelopandalignaroundrealisticcommitments.AttheprojectoutsetITandbusinessunitsmustcontinuetoworktogethertohoneinontheexpectedvalueoftheprojectrecognizingthatinmostcasesITsystemsareonlypartofthesolutionandalsorequirenewskillsandbehaviorsanddeveloprealisticimplementationtimelinesthattakeintoaccountcompetingdemandsonimplementationpartners.ClearmutualexpectationsandadvancedplanningToensurenewsystemsareresponsivetousersneedsusersmustworkcloselywithITtospecifyrequirementstestlaunchandultimatelymaintainnewsystems.ThisprocessnecessarilyaddsconsiderabledemandsonuserswhomustbalancetheITprojectwiththeirregularjobfunctions.Tobuildandsustaincommitmenttoimplementationusersneedtounderstandupfrontwhatwillbeexpectedofthemvis--visITtodesignandimplementnewsystems.InturnITneedstoplansucientlyinadvancetoallowuserstopreparefortheaddeddemandsandwhereverpossibletimethemostintensivecontributionsaroundtheusersbusinesscycle.SustainedmanagementcommitmentfromITandbusinessunitsWhiletheplanisintendedasalivingdocumentthatcanbeadaptedtochangingcontextsitisimportanttoavoidfalsestartstoprojectsbasedonchangingmanagementprioritieswhichultimatelydiminishesITscredibilityandfrustratesusers.InfacttheITstrategicplanningprocesswasdesignedtobuildcommitmenttoasharedlong-termvisionaroundITpriorities.BytakinganenterpriseapproachtosystemmodernizationITseekstobreakthroughthedepartmentalsilosandbuildcommitmenttoenterpriseobjectives.UnlikepreviouseortsthisplanwasdevelopedbasedonextensiveconsultationswiththebusinessunitsacrosstheenterpriseandkeycomponentshavebeenendorsedbytheCommissionsseniorleadershipteamandtheCommissioners.MoreovertheimplementationofthisplanwillbeoverseenbytheITGovernanceGroup.StreamlinedprojectdeliveryprocessesInexecutingthisambitioustransformationplantherubbermeetstheroadintheprojectdeliveryprocessesadoptedforeachinitiative.ForeachimplementationscenarioWSSChastomakesmartchoicesregardingahowmuchofthesystemisboughto-the-shelfandhowmuchisbuiltin-housebhowrequirementsaredevelopedandscopingisphasedchowthesystemisprocureddwhatgovernanceandprojectmanagementresourcesaremobilizedfortheinitiativeandeandhowprojectownershipisexercised.AsWSSCmovesfromapredominanceofhome-grownsystemstoindustry-standardsolutionsstawillmanagethesechangessystematicallyanddeployexternalexpertiseinatimelyandcost-ecientmanner.GiventheintensityofprojectimplementationactivitiesitwillbecriticalforWSSCinternalstatohaveownershipandcontrolovertheexerciseoftheprojectdeliveryprocess.WSSCmustbeopportunisticinchoosingbetweenturnkeyimplementationbyanintegratororutilizinganinternalintegrationteambutleveragingexternalresourcesforkeycomponents.ThelatteralternativewillalsoallowWSSCtounbundlelargeinitiativesintosmallersubprojectsforcloseroversight.Unbundlinglargeprojectsintosmallercontractswillalsoenablehiringofthemostqualiedconsultingsupportfor PG205-YEARITSTRATEGICPLANeachprojectphaseandgreaterSmallLocalandMinorityBusinessEnterpriseSLMBEparticipationintheprojects.PhasedapproachtosystemimplementationToensuretimelyandeectiveimplementationlargesystemimplementationprojectswillbeseparatedintosmallermoremanageablephases.Eachphasewillberunasastand-aloneprojectwheredeliverablesandbenetsareclearlyidentiedandprojectimplementationriskiscloselymonitoredandmitigated.Thisapproachbetterenablesadeliveringkeybusinessbenetsearlierduringthelife-cycleoftheprojectbkeepingtheprojectteamfocusedongoalsandsuccessmeasuresthatarewithingraspandcincorporatinglessonslearnedfromonephaseoftheprojecttothenextreducingoverallprojectrisk.Focusonend-to-endperformanceEachprojectpresentsanopportunitytosignicantlyimprovetheperformanceofthebusinessactivity.ITandthebusinessunitswillredesignrelevantbusinessprocessestorationalizeprocessstepsestablishaccountabilitythroughprocessmetricsandeliminateunnecessarycomplexity.Gettingthemostoutofsystemsalsorequireswell-trainedusersongoingcommitmenttosystemmaintenanceandperiodicadjustmentsorenhancementstooptimizeperformance.WhileusershaveprimaryresponsibilityforsystemmaintenanceITplaysanimportantsupportingrole.EachmajorsystemshouldhaveatleastonedesignatedsupportcontactwithinITwhocantroubleshootissuesastheyariseandtrackhelpdeskinquiriestoidentifypatternsofissues.FinallyperiodicrefreshertrainingsfornewandexistingusersorganizedbyITcanhelpkeepknowledgelevelscurrent.Amorerigorousapproachtoperformancemanagementthatgoesbeyondtimelydeliveryofsystemsshouldbedevelopedtocomplementinformaluserfeedback.AttheprojectoutsetITandthebusinessunitshouldagreeonafewsimpleperformancemetricsthatcansignalwhetherthesystemisenhancinguserseectivenessandoreciency.Somemetricsmightbestraightforwardtomeasuresuchascalltimeorrecordsdigitized.FormetricsthatmeasurechangesinthewayusersdobusinessITwillconsiderperiodicbriefusersurveysusingsimplee-surveytools.PeriodicreassessmentThisplanwillnotbeimplementedinavacuum.WhilethestrategicplanningprocesshasendeavoredtocapturethemostcriticalIT-relevantneedsacrosstheenterprisetheseneedswillevolveandnewneedsarelikelytoemerge.FurthermoreITitselfisadynamiceldwithevolvingbestpracticesandnewandimprovedtechnologysolutionsenteringthemarket.EverytwoyearstheITGovernanceGroupseeITGovernancesectionchargedwithoverseeingtheoverallprogressoftheplanwillreviewtheproposedprojectsandsequencingandmakenecessaryadjustments.DecisionstakenbytheITGovernanceGroupalongwiththeirunderlyingrationalewillbecommunicatedtotheseniormanagementteamtoensurethatallprincipalsunderstandandsharethecommitmenttoimplement.B.CountyPartnershipsWSSCreceivesthesupportcooperationandpride-of-ownershipfromtwoofMarylandsbest-in-classcountygovernments.ThisoersuniquestrategicopportunitiestoleveragetheleadershipresourcesandexpertisethatresideinPrinceGeorgesandMontgomerycounties.ContinuetoworkwiththeMontgomeryCountyInteragencyTechnologyPolicyandCoordinationCommitteeITPCCandPrinceGeorgesCountyInteragencyTechnologyCommitteeITCWSSChasbeenactiveintheMontgomeryCountyITPCCbothattheprincipalsandCIOsubcommitteelevelandPrinceGeorgesCountyITCattheCIOlevel.TheITPCCandITChaveproventobeaproductiveplatformtocoordinateplanningcooperationandleveragingofmutualresources.WSSCmustcontinuetheseeortsandfurtherexploreareasofmutualcooperation.ExploredevelopinganInter-countyTechnologyPanelconsistingorgovernmenttechnologyleadersofbothcountiesWSSCplanstoleveragetheexpertiseandresourcesofbothcountiestopromotestrongercollaborationandpotentialintegrationofsystems.ThefollowingareasareparticularlypromisingandwillbepursuedIntegrationofmutualpermittingandlicensingsystemstoprovideone-stopshoppingexperiencetobi-countycustomersBroaderleveragingofcounty-ownedFiberNetinfrastructureandWSSC-operatedmicrowavetelecommunicationssystemExpandexistingcooperativearrangementsonGISprojectstoincludeaccesstolivedatasharedon-sitetrainingandjointapplicationdevelopmentactivities.Mutualsupportarrangementsunderdisasterrecoveryandcontinuityofoperationsscenarios FEBRUARY2013PG21CooperativepurchasingandmutualleveragingofcontractvehiclesOpendatainitiativesdatavisualizationwebandmobileDevelopmentofinternshipopportunitiesforstudentsinuniversitiesandcommunitycollegesinthecountiesDevelopandimplementplanstoco-locateWSSCcustomerkiosksinCountyfacilitiesTherearegreatopportunitiestobetterserveWSSCsretailcustomersbystrategicallydeployingservicekiosksclosertoourcustomers.Thesekioskswillbeabletoprocesscustomertransactionsandserviceinquiriesaswellasserveasdynamicpublicmessagingstations.Co-locatingthesekiosksinCountyfacilitieswillallowWSSCtoleveragethejointinfrastructurefacilitiesandalsoexpandWSSCsbrandfootprint.C.ITOrganizationandStafngWSSCsITdepartmentisfortunatetohaveastrongtechnicalteam.Theteamistechnicallycompetentmotivatedproblem-solversintellectuallycuriousandeagertoplayakeyroleinmakingWSSCanindustryleaderinthesmartchoiceanddeploymentofinformationtechnologysolutions.TohelpdeliveronthisplanWSSCIThasdevelopedanewOne-ITorganizationalarchitectureenterprise-wideintegratedITteamandiscreatingabusinessculturethatisfocusedondeliveringsustainablebusinesssolutionontimeandwithinbudget.GroupswithintheITTeamhavebeendesignatedtomanagethesystemacquisitionandimplementationlife-cyclerespectivelywithveryspecicaccountabilitiesalongthoselines.TofurtherelevatetheITTeamsperformancetrajectoryanumberofstangbusinessprocessandculturalshiftsarebeingintroducedwithintheITTeam.TheseincludeModernizingtheskillsmixtottheevolvingenterprisearchitectureUpfrontneedsprioritizationanddisciplinedprojectmanagementGreatercollaborationwithandfeedbackfrominternalclientsEvidence-basedperformancemanagemente.g.trackingperformanceagainstservicestandardsLinkingindividualperformanceplanstoprojectsuccessGreaterstrategicpartneringwithexternaltechnologyvendorsandconsultantstoensureaccessandutilizationofbest-in-classsolutionsandexpertiseImplementingthetechnologymodernizationstrategywillrequireachangingmixoftechnicalskills.ThedemographicshiftsinourworkforcediscussedearlieralsomakeitnecessaryandfeasiblefortheITTeamtorecongureitscompetenciestodelivervalueinamoreagiletechnologicalenvironment.Shortagesareoccurringorexpectedinseveraljobcategoriesincludingtechnicalandline-of-businessspecicskillsetandtheseshortagescouldworsenastheagingworkforceretires50percentareeligibletoretirewithinveyears.MoreoverWSSCIThastocompetewithotherutilitiesaswellasfederalgovernmentagenciesandcontractorsforskilledsta.RecruitingthebestITtalentinacompetitiveyetdynamicmarketplacewillrequireWSSCtoproactivelyattractdevelopandretainnewtalent.Tomeettheneedforstangexibilityaswellattractingtop-qualitystawiththeappropriateskillsetsIThastoaddresscompetitivecompensationandmaintaintheabilitytotailorcompensationandtermsofemploymenttooptimizecapabilities.ToensureworkforcecontinuityasstaretireWSSCmustadequatelydocumentandtransferknowledge.MoreoverWSSCmustallocatefundsforskillstrainingasittransitionstonewsystems.UnderthesehighlycompetitivecircumstancestheWSSCITTeamhastoadoptahighlyproactivenimbleandresults-orientedrecruitmentprocess.WiththesupportoftheHRTeamITwilldevelopacontinuousrecruitmentstrategywhichfocusesonopportunisticquick-responsehiringofkeytalentastheybecomeavailableinthemarketratherthanrelyingonthetraditionalmethodofpostingpositionsandwaitingforapplications.ParticipationintechnologycareerfairsengagementofrecruitingteamspromotionofWSSCsattractivenessasaconduciveworkplacewillallbecomeelementsoftheITTeamsnewrecruitmentposture.D.ITGovernanceITgovernancereferstothedecisionrightsandresponsibilitiessurroundingITinitiatives.WSSChasnoformalizedITgovernanceprocess.AsoutlinedbelowITgovernancestructuresseektoguideITdeliveryacrossmultipleenterprisegoalsincludingstrategicalignmententerprisevalueresourceallocationandeciencyriskmitigationandprojectperformance. PG225-YEARITSTRATEGICPLANPROJECTSTEERINGCOMMITTEEPROJECTSTEERINGCOMMITTEEPROJECTSTEERINGCOMMITTEEStructureKeyprojectstakeholdersOCIOMeetregularlyKeyTasksReviewprogressProvidebusinesspolicydecisionsProvideprojectguidanceTrackprojectperformanceITGovernanceObjectivesStrategicalignmentEnsuringITsalignmentwithcorestrategicandbusinessobjectivesExploitingITcapabilitiestorenebusinessobjectivesandcapabilitiesProtectingandgrowingenterprisevalueProtectingexistingenterprisevalueandconsumerbrandequityExtendingvalueofexistingassetsrelationshipsandinfrastructureEliminatingvalue-depletingtechnologiesandinecientprocessesDeployingresourcesTakinganenterpriseperspectiveonhumannancialreputationalresourcesOptimizingsequenceandresourceallocationsMitigatingrisksMitigatingtechnologyrisksUsingITtomanagebusinessrisksEnsuringITprojectportfolioperformanceTrackingimplementationmilestonesMeetingcompliancerequirementsTrackingservicedeliveryperformanceTrackingsavingsWhileimplementationresponsibilityprimarilyrestswiththeCIOtheITgovernanceprocessinvolvesmultipleinternalstakeholdersimpactedbythesechanges.AnITGovernanceGroupcomprisedoftheGMCIOCFOandpotentiallyotherseniormanagerswillmeetquarterlyandwillbechargedwithprovidingoverallITportfolioguidancefromanenterpriseperspective.Whilenotaprojectimplementationoversightrolethisgroupplaysanimportantstrategicroleintakingstockofandidentifyingenterprise-wideITprioritiesreviewingprogressandbudgetsattheportfoliolevelandbuildingsupportforsuccessfulprojectimplementationformajorinitiatives.Asaportfolio-levelreviewbodytheITGovernanceGroupischargedwithoverseeingtheoverallprogressofthisstrategicplanincludingreviewingimplementationprogressandmakinganyreadjustments.GoingforwardtheITGovernanceGroupworkingcloselywiththeCIOwillprioritizenewmajorinitiativesastheyarise.GovernanceofindividualprojectswillrestwithProjectSteeringCommitteescomprisedofthekeyprojectstakeholdersrepresentingthecommunityofusersprojectprincipalsandtheCIO.ThesecommitteeswillmeetregularlytoreviewprogressguideprocessensurealignmentbetweenusersandtheITstaandtrackprojectperformance.Thisarrangementisdepictedgraphicallybelow.ITGOVERNANCEGROUPStructureGMCIOCFOpotentiallyotherseniormanagersKeyTasksOngoingoverallITportfolioguidanceITPORTFOLIOGOVERNANCEMODEL FEBRUARY2013PG23IX.ConclusionDesignedtoberesponsivetoWSSCscriticalbusinessthis5-yearITStrategicPlanleveragesIT-enabledsolutionstoadvancetheCommissionspressingbusinesschallenges.ThisplanisintendedtosupporttheCommissionstransformationintoahigh-performingcustomer-responsivecost-eectiveandenvironmentally-responsibleindustryleader.This5-yearITStrategicPlanrepresentsashiftinthewaytheCommissionviewsitsITfunctionandevaluatesandplansitsITinvestmentsoverthemediumterm.SuccessfuldeliveryofthisplanwillsolidifyITsroleasavaluablestrategicpartneraswellasareliableserviceprovider.ItsimplementationhoweverdependsontheongoingcommitmentofandclosecooperationbetweentheITTeamandtheirfunctionalcounterpartsandWSSCsabilitytomobilizethebest-availableinternalandexternalexpertise.Itisimportanttoreiteratethatthisplanisintendedasalivingstrategy.WhiletheCommissionsleadershipiscondentinthestrategicdirectionproposedinthisplanitalsorecognizesthatthisplanisnotbeingimplementedinavacuum.AsWSSCsbusinessneedschangeandnewandbetterITsolutionscometomarketsotoomustthisplanberevisitedatleastonceeverytwoyearsandrecalibratedtooptimizeperformance. PG245-YEARITSTRATEGICPLANJANUARY2013PG24APPENDICES FEBRUARY2013PG25AppendixAWSSCStrategicPrioritiesINFRASTRUCTUREPlanrenewandsustainourinfrastructuretomeetcustomerexpectationsthroughinnovativecost-eectivetechnologyandworldclassassetmanagementpractices.FINANCIALSTABILITYPracticesoundnancialstewardshipthatensuresdeliveryofthebestqualitywaterandwastewatertreatmentservicestoourcustomersatareasonablecostwithaordablerates.WORKFORCEMANAGEMENTSustainahigh-performingworkplacethatattractsandretainsdiverseexibleandknowledgeableemployeesfocusedonserviceexcellence.PROCUREMENTEnsureoperationaleciencyandreliableservicetocustomersandallstakeholdersthroughtransparentequitableandresponsibleprocurementpracticeswhichenhancethecommunityweserve.CUSTOMERSERVICEEnsurecustomercondencethroughthedeliveryoftimelyhigh-qualityproductsandservicestointernalandexternalcustomers.SECURITYSAFETYProtectourpeopleourbusinessandourcommunitythroughproactiveplanningemergencypreparednessandutilizationofeectiveriskmanagement.COMMUNICATIONSSTAKEHOLDERRELATIONSHIPSProactivelycommunicateandmaintainstrategicpartnershipsandcommunityrelationshipswithkeystakeholdersandjurisdictionsinsupportofourmission.ENVIRONMENTALSTEWARDSHIPPromotesafeandresponsiblestewardshipofourwaterairandlandusingecientandeectivebusinesspracticesandtechnology.ORGANIZATIONSTRATEGICPRIORITIES PG265-YEARITSTRATEGICPLANAppendixBImpactAssessmentsforPriorityITProjectsMajorRoleSupportingRoleCustomerOperationsInfrastructureFinancialStabilityLikelyImpactSYSTEMSNEWREPLACEDCostFairnessAssetEciencyServiceQualityAssetPerformanceWorkforcePerformanceComplianceCostofCapitalEcientTreasuryIncr.RevenuesReducedCostsCSISHighAMIHighASSETMGMT-PRODUCHighASSETMGMT-INFRASTHighAPPOINVENTORYCMMedLEAKDETECTIONMedPERMITTINGPPISAISHighShort-termPlatformMulti-yearFINANCIALREPORTINGHighFIXEDASSETSHighCONSTRUCTIONMGMTHighCIPDECISIONSUPPORTHighCIPBUDGETPLANNINGHighHRISENHANCEMENTSMedSAFETYMGMTMedRETIREESYSTEMMedSTAKEHOLDERMGMTMedDOCRECORDSKMHighDASHBOARDHighMOBILEWORKFORCEHighCONTACTCTRBPRENHMedMDMMedGISMedASSESSMENTOFEXPECTEDIMPACTFORPRIORITYITPROJECTS FEBRUARY2013PG27AppendixCSummarySequencingConsiderationsforMulti-YearSystemsEXPECTEDIMPACTVULNERABILITYMedMedDEPENDENCIESOTHERCONSTRAINTSBRIDGESOLS.COMPASSSpilloverMMISDataqualityplantdiversityAPPOInvCMNoneYesLeakDetectTrailsAMINoNewunprovenPermitPrecedesCSISDeveloperfacingPotentialdemanduptickMMISSpilloverCOMPASSCustomerfacingeldserviceCSISPrecedesAMIYesComplexcustomerfacingAMIFollowsCSISComplexitynetworkcoveragemeteringtechHIGHMEDNoNoNoNoDECISIONTREE-SEQUENCINGCONSIDERATIONSFORMULTI-YEARSYSTEMS PG285-YEARITSTRATEGICPLANAppendixDAMIandCISTheSequencingDilemmaAdvancedmeteringandimprovedcustomerinformationsystemsarebothessentialforwaterutilitiestobesuccessfulinthemodernerabutthetransitionisfraughtwithchallengesandrisks.AdvancedMeteringInfrastructureAMIandCustomerInformationSystemsCISbothtendtobelargecomplexprojects.Assuchitisgenerallyunwisetolaunchbothsimultaneouslybecauseofthehighdemandstheyplaceonmanagementfocus.Withintheindustrytherearedivergentopinionsonwhatsequencetofollow.WhenisitwisetoimplementAdvancedMeteringrstThemostpersuasivereasonfordoingAMIrstisthatittakesalongtimetofullyimplement.Utilitiesthatdonotmakethecommitmentriskunnecessarilydelayingimplementation.FurthermoreifelddataismessythenAMIprecedingCISallowscleaningofthedataandpreemptsfeedingerroneousinformationintotheCIS.Therearealsosomereasonstodelayimplementation.AMIimplementationisexpensive.Solidstatemeteringisatthecuspofsignicanttechnologicalimprovementssoaslightdelaymaymeancheaperandbetterprovensolutions.WhenisitwisertobeginwithCISrstImplementinganewCISsystemmakesthemostsensewhentheexistingcustomerdataislargelyreliableanddoesnotrequiresignicantcorrectionsbeforemigration.AlthoughCISisconceptuallymorecomplexthanAMIitssoftware-onlysolutionsarebasedonproventechnologiesandcanbecompletedinamuchshorterdurationthanthetimerequiredtobuildoutAMIsphysicalinfrastructure.OnceimplementedCIScandeliverimmediateandsignicantimprovementsofallcustomersexperiencesandalsoenhanceWSSCsabilitytogatherandanalyzecustomerfeedbackinanunprecedentedmanner.Thisinturncreatestheopportunitytodevelopcustomersegmentationoermonthlybillingsandintegratewithpermittingandpaymentsystems.Theabilitytosystematicallysegmentcustomersbasedontheirusageandpreferencesalsoprovidestheanalyticalbasisfortailoringratestructuresinthefuture.WhichsequenceisrecommendedforWSSCAfterweighingtheabovefactorsthestrategyteamhasconcludedthatWSSCwouldbebestservedbyrstlaunchingtheCISimplementationcloselyfollowedbythelaunchoftheAMIproject.InmakingthisdeterminationtheplanningteamtookintoaccounttherelativelycleanqualityofourexistingcustomerdatawhichbodeswellforasmoothimplementationofCISandthusarelativelyearlyrealizationofcustomerexperiencebenets.FurthermorethiswillallowtheITTeamtoevaluateandresolvetheuncertaintiesaroundcompetingmeteringoeringsandavoidgettinglockedintoaninferiorarchitecture.InadditionthecurrentCISsystemisinexibleanddiculttoadapttoWSSCschangingregulatoryandbusinessenvironmentcreatingadditionalurgencyforreplacingtheCIS.OncetheAMItechnologyselectionisnalizedWSSCwillaggressivelypursueopportunitiestoaccelerateAMIdeploymentinacost-eectivemanner. FEBRUARY2013PG29 PG305-YEARITSTRATEGICPLANPrintedonFSC-certifedrecycledpost-consumerpaper.