City of Detroit_Veolia_Transition_Plan_Retail_Services

Lake
St. Clair
Lake
Erie
OAKLAND
COUNTY
MACOMB
COUNTY
WAYNE
COUNTY
MONROE
COUNTY
CITYOF
DETROIT
Transition Plan
Retail Services for the City of Detroit
IMAGE CREDITS: City of Detroit, from Photo Disc of North American Cities; Map adapted from Michigan Geographic Framework (MGF)

Retail Transition Plan
DWSD / December 19, 2014 3
Overview/Summary
Identifying ideas, risks and
recommended improvements in support
of bifurcating DWSD into the new DWSD
Retail and GLWA
Reason for this Transition Plan
The City of Detroit and the Detroit Water and Sewerage
Department (DWSD) are part of an unprecedented program
to restructure the delivery of water and wastewater services
in the region. A non-trivial part of that effort involves the
distribution of the wholesale and retail activities of the water
and sewer system between the Great Lakes Water
Authority (GLWA) and the new DWSD Retail entity. Under
separate management, the new DWSD Retail will also be
under greater day-to-day control from the City of Detroit,
which will operate according to Mayor Duggan’s objectives
for improved performance and efficiency. This transition
plan, developed in collaboration with City and DWSD staff,
puts forth the main tasks and considerations necessary to
both achieve a successful transition and meet service level
requirements of the Mayor’s administration.
Transition Underway Now
A significant portion of the transition must be accomplished
in 200 days and as such the parties are moving quickly to
carry out the bifurcation between Retail activities and
Wholesale activities for the new DWSD Retail and the
GLWA. The City and DWSD teams have already initiated
the effort by meeting with stakeholders, discussing plans
and considering options.

Plan Organization
This Transition Plan is designed to help the City and DWSD
identify immediate critical decision points, short and long
term risks, improvement ideas and a roadmap for
implementation. The plan provides an overview before
focusing on the core retail areas of Customer Service,
Engineering & Capital, Field Services, Finance, Human
Resources and Procurement in Appendices 1-6. IT is
discussed throughout those sections due to its overriding
impact on all departments. Of note were a number of
identified issues regarding the future coordination between
DWSD and GLWA that were determined to be beyond the
timeline and scope of this plan. This plan primarily focuses
on utility management strategies and does not address the
less operationally-oriented areas of legal services or
system security.
Short, Medium & Long Term Suggestions
There will be references in the plan to a 200-Day
Transition, Mid Term Solutions and a Five Year Plan.
200-Day Transition
The 200-Day Transition refers to the immediate actions
required for dividing and stabilizing the Retail activities of
Customer Service and Field Services between the new
DWSD Retail and the new GLWA. Also during this period,
the new DWSD Retail entity must outline a plan to share
services, staff and resources with not only GLWA, but also
City Departments when appropriate and beneficial. These
aggressive, short-term actions must ensure the continued
functionality of the activities for each organization.

Mid-Term Solutions
Mid Term Solutions refers to actions aimed at developing a
standalone utility; some of these actions may need to be
implemented over a period longer than the initial 200-day
period. Such changes focus on improving service, cutting
costs and making the utility more effective.
Five Year Plan
The Five Year Plan refers to longer-term actions that target
Better Practices towards the industry standards most
appropriate for the City of Detroit. For example, addressing
water loss in the system.
Guiding Principles for Transition
The instructions from the City for this document included a
number of guiding principles that needed to be considered.
• Customer Focus – The service levels to customers
need to be maintained through the transition and then
improved.
• Fiscal Responsibility – Hold the annual revenue
adjustment to 4% or less for ten years.
• Clarification of Scope – The new Retail entity needs
to be defined by scope of work, geography or size and
type of facility.
• Separation of the new DWSD Retail entity – The
new DWSD Retail entity needs to become a separate
standalone entity from the GLWA and focused on the
customers in Detroit, with the Mayor’s administration
having responsibility and accountability for the new
DWSD Retail entity on “Day 1” of its creation even if
some functions are still being shared with GLWA.
• Impact of Delineation of Services on Organization –
Suggestions regarding the delineation of services
between (1) the new DWSD Retail entity, (2) the new
DWSD Retail entity and the City and (3) the new
DWSD Retail entity and other organizations must be
outlined and noted.
• Collaboration – The entire effort and discussion must
be collaborative and include input from both the City
and DWSD personnel. This input would inform the
separation of day-to-day operations, the timeline for
bifurcation and performance management plans based
on best practices as defined by Detroit. This final report
summarizing the transition plan at this stage included
extensive participation in the workshop and the
consideration of almost 100 comments on the draft

presentations that had been updated from that
workshop.
Defining the Scope of Work for Retail
The following table identifies the assumed split of physical
DWSD assets between GLWA and the new DWSD Retail
entity. No doubt, during the 200-Day Transition, issues
surrounding division of property, vehicles, equipment &
tools will be subject to significant discussion between the
parties.
In addition to physical assets, there are a number of
considerations regarding shared resources and
departments, which unlike dividing physical assets, will be
more complicated to delineate. For example, the GIS
mapping and/or hydraulic models are needed by both
entities. Suggestions are made but better definition will
occur as the transition progresses and discussions between
the new DWSD Retail and GLWA occur.
GLWA Retail
Plants The 5 water plants and 1
wastewater plant.
Pumps,
CSO, Lifts
and Tanks
All CSO, Lifts, Pumps & Tank.
These are critical to supply for
Retail and other entities.
Communication link to
SCADA data for information
as well as coordination on
service delivery.
Force
Mains
Force mains go with lift stations.
Water Lines More than 1000 miles of >/=24
inch diameter water pipes.
2800 miles of <24 inch
diameter.
Sewer
Lines
Round sewers greater than or
equal to 36 inches as well as oval
and box sewers whose equivalent
diameters are greater than or
equal to 36 inches.
Sewers whose equivalent
diameter is less than 36
inches.
Property* Plants, pumps, tanks, lift stations
and CSO facilities. Includes
sewer garage at the WWTP.
Main Office Building,
Customer Care Centers,
West & Central Yards
Vehicles,
Equipment
& Tools
Equipment located at plants,
pump stations and CSO sites
including sewer garage.
Current equipment at Meter
Shop, West & Central Yard.
* Issues surrounding division of property, vehicles, equipment & tools subject to significant
discussion between parties during the 200-day transition period.

Section Summaries
Transition plan summaries for (1)
Customer Service, (2) Engineering &
Capital, (3) Field Services, (4) Finance,
(5) Human Resources and (6)
Procurement
Analysis by Department
The plan has involved insight from the Peer Review Report,
follow-up discussions and a summary of suggested next
actions related to the new DWSD Retail entity. A workshop
was then organized to formally collaborate and document
the transition plan for the new DWSD Retail entity; the
results of which were organized by functional area.
Each area then listed the prioritized business processes
and associated assets, systems & tools to be addressed
during the transition as well as possible organizational
structures. For each area, key actions were organized by
those to be addressed during the 200-Day Transition
versus the Mid Term and Long Term.
A summary of the analysis by each area follows with the
more detailed PowerPoint slide deck used for the
discussion and summary attached to this plan as
appendices.
(1) Customer Service Transition
The new Retail Customer Service department will aspire to:
• Operate an efficient call center with trained staff and
functional IT support systems, which meet industry
standards in call-management metrics.
• Maintain safe and strategically located payment
centers to serve customers.
• Ensure that accurate billing and effective collections
models are in place.
To achieve these aspirations, the Customer Service
department must (a) make a number of decisions in the
short-term, (b) resolve issues, (c) address risks and (d) take
advantage of savings opportunities.
(a) Customer Service Short Term Decisions
• Which IVR replacement should be implemented?
• Which critical metrics should be implemented for
managing call flow and the overall customer
experience (CX)?

• How should the billing process audit and SLA
development for GLWA accounts be conducted?
• Which types and methods of communication should be
used to keep customers informed of the transition
process?
• What, specifically, will be done to manage the
employee experience during transition and beyond?
(b) Customer Service Issues
• Determine whether previous premise-based IVR
should be replaced by a contact center in the cloud
solution. Potential benefits: no up-front capital cost;
quick implementation; no DWSD maintenance efforts
required, provide flexibility for future upgrades.
• Currently billing 3,600 “non-revenue” accounts, which
are accounts that are not being paid and presumed to
be vacant.
• Currently billing 8,000 “non-AMR” accounts using
estimates.
• Currently using internal staff and equipment to print,
fold and mail monthly bills; there is potential for
significant savings by going with a third-party
vendor/partner.
• Inbound call handling and general management of the
activity requires improvement.
• Lack of metrics management strategy.
• Lack of both a documented and audited current billing
process.
• Lack of a strategic plan to govern which technologies
will be implemented and when.
• Delineation of duties (“banking function”) between
Customer Service and Finance is required.
(c) Customer Service Risks
• Reporting Structure. A decision should be made
whether the metering department continues to report
into Customer Service or Field Services (Veolia would
recommend that metering should report to field
services, but this decision is outside the scope of this
plan).
• Water bill ownership. Property owner or “bill to” party.
• Temporary call centers. Managing temporary call
center beyond 90 days.
• Reporting (Cognos). Ability to generate meaningful
data out of the reporting system.

• Field service orders. Integrated service order process
between customer service agents and the field with as
much automation as possible.
• Performance management/KPIs. Currently Customer
Service is data rich but information poor. In other
words, the data is not actionable and supportive of
management decision-making. Before establishing
KPIs, management must establish the performance
goals that it believes are desirable and achievable.
• Collections. More creative ideas for paying bills are
required.
• Water shutoffs. Consistency is key to a successful
program, but the complexity of this issue is beyond the
scope of this report.
(d) Customer Service Savings/Opportunities
• Replace current IVR technology and “right-size”
inbound-call staffing.
• Outsource print and mail function to third party while
also increasing features and functionality.
(2) Engineering & Capital Transition
The new DWSD Retail Engineering & Capital department
will have the following objectives:
• Prioritize critical underground assets and renew the
above-ground (the new DWSD Retail buildings & fleet)
and underground assets at a rate approaching industry
practice, but within affordability and implementation
constraints.
• Design, procure, execute and manage Capital
Improvement Program (CIP) projects.
• Provide strategic planning for master planning
purposes.
Definitive 200-Day Transition decisions need to be made
and acted upon to jumpstart the CIP. The condition of the
underground assets could not be determined from
information provided during either the Peer Review Report
work or for this Transition Plan. It is Veolia’s understanding
that this information is not available and will not be
available to the new DWSD Retail entity. Therefore,
investment will be necessary to determine the condition of
the assets.
The close link between the Field Services activities and
Capital Planning means a number of interrelated issues are
discussed in both sections of this Transition Plan. Clearly,
information provided by Field Services in concert with the
Engineering group would normally be used to develop the

underground CIP. However, further development of the
Field Services capabilities must occur first.
Industry best practices in the development of an
underground CIP would have the following characteristics:
• A fully functional Computerized Maintenance
Management System (CMMS) that tracks condition of
all assets as well as location and historical
maintenance.
• A robust GIS with the location and associated
attributes of all assets that works with the CMMS.
• Asset condition determined through leak detection
(water mains), line break and failure history, camera
inspections (wastewater collection lines) and other
important asset conditions that are updated as
required.
• Capital project spending in the order of 1.5 to 2.0% of
asset value for normal preventative and predictive
maintenance and additional capital spending as
required and identified through additional assessments.
The new DWSD Retail entity will have the opportunity to
implement these best practices. Veolia estimates that to
complete the condition assessment it will take 3 to 5 years
at a cost estimated to be in the 10’s of millions of dollars.
The cost will depend on the time allowed (faster costs
more), the condition of the assets and the extent of analysis
desired. It should be noted that cleaning costs will
comprise a large portion of the spend, especially if heavy
cleaning is required. The cost difference between light and
heavy cleaning costs can vary by a factor of 100.
The recommended approach would be to develop a phased
and affordable approach such that high priority parts of the
network are assessed as soon as practicable with other
areas later, as resources and budget allow.
Therefore, taking this phased approach to CIP development
and acknowledging that the CMMS and GIS are discussed
in the Field Services section Veolia recommends the
following to prioritize the development of the CIP.
The new DWSD Retail entity should immediately:
• Convene workshops with the most knowledgeable
Field Service and Maintenance staff to identify which of
the new DWSD Retail assets are in greatest need of
immediate repair. The output of these workshops
should include a prioritized listing of immediate repair
priorities.
• Concurrently, the new DWSD Retail should procure an
indefinite delivery contract for Program Management.
This contract should include performance

compensation aligning the Program Manager with the
new DWSD Retail’s CIP objectives and success
factors. The Program Manager should be brought on
as quickly as possible to reinforce the capabilities of
the Engineering and Capital group.
• Meanwhile, convene workshops of interested and
knowledgeable engineering and construction
companies to brief them on the immediate priority
repair needs. Procure some of this local and
knowledgeable expertise to assist with the identification
and development of the CIP. Many have extensive
knowledge of the underground system.
Lean heavily on the Program Manager for support in
developing the strategy for procuring the individual repairs.
One strategy may be to procure third-party, design-build
repair solutions to be managed by the Program Manager.
The new DWSD Retail leadership should determine
whether the projects would be evaluated based on being
the best solution with the lowest initial cost or lowest total
cost of ownership, depending on the level of urgency and
availability of timely funding. These initial projects will
represent the start of Retail’s CIP, but this is only a quick
fix.
Ultimately, the long-term solution is a thorough bottom-up
asset condition assessment using asset management
methodologies as the basis for the CIP. This condition
assessment should involve a highly detailed identification of
each asset, which is then analyzed as to its criticality in the
scheme of the overall network. This analysis is foundational
to a risk-based (failure mode-and-effect analysis)
maintenance strategy. This criticality assessment will drive
the next wave of CIP and continued application of asset
management methodologies will continually feed into the
CIP project prioritization process. All of this is done to
ensure that money is spent wisely and proactively,
minimizing emergency repairs and associated costs of
breaks and damage, which are vastly more expensive than
well planned and executed renewals.
(a) Engineering & Capital Short Term Decisions
• Develop a focused effort to target the highest risk
areas of the underground assets. The goal would be to
move away from allowance budgeting to best-practice,
bottom-up capital planning.
• Determine the capital budget as it will drive many
decisions related to timing of the condition survey, the
resources that can be brought in from the outside and
personnel required within the Engineering Department.
• Determine the timeline by when the new DWSD Retail
entity will achieve industry best practices for

underground asset management, which also will drive
resource and personnel decisions.
• Determine the role Engineering & Capital will play in
the Special Operations teams discussed below to
address short term and emergency needs.
• Outsource indefinite delivery contracts (IDC) to
increase capacity to manage and deliver a vastly larger
amount of annual capital projects.
• Evaluate current personnel resources and internal
capabilities to determine the optimal Engineering
organizational structure and ability to deliver CIP
projects effectively and efficiently.
> Determine roles and responsibilities of all
departments and assigned personnel. Evaluate staff
and as necessary develop contract delivery
methods to augment existing staff while training,
developing and hiring additional staff. Staffing and
the roles of staff are highly dependent on the type of
contract delivery methods the new DWSD Retail
entity will employ (program management, IDC
referred to by DWSD as “As-Needed”, other
projects/scopes, etc.)
> Develop a Strategic Plan to deliver the required CIP
in a timely and effective manner.
> Strongly consider an Integrated Program
Management delivery method, which would blend
the knowledge and experience of the new DWSD
Retail organization with the expertise of a program
management professional. This person, or
consultant, would bring best practices, innovative
solutions, and resources to work alongside the new
DWSD Retail to meet quality, safety, budget, and
schedule expectations of the CIP. This approach
will also help build the new DWSD Retail staff
capabilities for future sustained CIP delivery.
• Evaluate the current selection and contracting for
professional services to streamline and reduce the time
it takes to get from need identification to contract
execution. Veolia recommends dedicated procurement
resources assigned to CIP delivery.
• Evaluate the current project delivery procedures and
documentation, and implement a Project Management
and Controls regimen. The goal would be to allow the
CIP to be managed more effectively.
• Streamline current CIP Approval and Contracting
processes. The goal would be to reduce excessively
long lead times between needs identification, project
development, approval and procurement. Veolia
suggests combining the initial CIP identification

process with the DRMS process to create a better-
defined list of projects, project scopes and cost
estimates.
• Program management implementation planning. The
goal would be to:
> Define CIP Controls, Reporting, and Standards.
> Define effective QA/QC Program.
> Develop a plan to review, update or create new
design documents, including front end
specifications, bid forms, measurement and payout
standards and technical specifications (latest
version of CSI Master format).
• Establish program performance measurement metrics.
The goal would be to establish:
> Percentage of CIP delivered versus Plan.
> Cost of CIP projects versus budget.
> Accuracy of Engineers’ estimates relative to bids
received.
> Schedule of project completion vs planned.
> Change Order percentage (including provisional
allowance usage).
• Develop a subcontracting plan. The plan would include:
> Participation Goals for DBE.
> Market Assessments.
> Outreach activities to attract more competition.
(b) Engineering & Capital Issues
• Capital Plan – at present set by the budget allotted.
The formation of the GLWA provides the new DWSD
Retail entity with $50 million dollars annually for capital
improvement, of which some or all may be leveraged
for debt. The leveraging of it for debt could finance
significantly more projects, which has significant
implications for personnel and sub-contractor decisions
as well as some of the timeline considerations
discussed above.
> Special Operations Teams. To support accelerated
CIP development, assemble a focused team to
review available data on breaks, pipe age,
condition, type, operating pressure and the like to
identify critical sections for replacement or
rehabilitation. This was referred to as a “Tiger team”
in some discussions.
> The mission of this group will be to quickly formulate
targeted capital replacements or upgrades of

chronically failing water and sewer line sections. It
would be comprised of a dedicated group of 4 to 6
engineering professionals and technicians and the
approach would generally consist of the following:
 Assemble GIS data that is available on water
distribution and wastewater collection systems
for reference, planning, and or analysis of line
breakage history.
 Assemble records of break history over the
recent past that will enable targeting specific
line segments and geographic areas for
replacement or upgrade.
 Where possible, provide detailed information on
pipe size, materials of construction, date of
installation, zone operating pressure, and
repair/break history will be assembled, and
entered into the GIS data base in the
appropriate asset levels.
 Initiate a scheduled program to collect pipe
“cookies” to determine condition, and
surrounding soil types. This is typically
performed for specific pipe types, sizes,
geographic sections, at some predetermined
intervals (every 2000′).
 Determine if asset evaluation platform will be
used (MOSARE: Module for Statistical Analysis
of Water Networks, a software developed by
Veolia to predict pipe breaks and to prioritize
renewals) or some other failure-based analysis
to manage program.
 Establish a set of evaluation metrics to develop
rational for determining appropriate actions on
pipe sections.
• Line size, required capacity & criticality.
o Will affect prioritization of response.
o Will impact cost of action.
• Materials of construction.
o Will determine rehab/replacement
approach appropriate.
o Significant influence on expected
remaining life based on asset
evaluation.
• Breaks /1000′/5-year period
o Will provide prioritization guidance on
rehab vs. replacement decisions.
• Determine what type of replacement action
– slip lining, pipe bursting, dig/replace,

CIPP, spot repair with consideration for all
variables noted above.
 The output of the asset evaluation considering
all the identified variables will provide a list of
target line sections to be rehabbed/replaced.
 Coordinate with the engineering resource team
to develop the required contract platform to
execute the determined rehab/replacement
action. Engineering and construction
management and final construction to be
performed under both IDC and project specific
discipline contracts as may be appropriate.
> Budget for a dedicated team to build system
knowledge and proactively target renewals and
technologies.
• Staff numbers to support the major CIP initiative –
it is intended that the new DWSD Retail team manage
outsourced contracts to provide design, construction
management as well as construction to respond to
peak demand.
> Identify scope types, engineering service,
construction requirements (pipe rehab/replacement,
slip lining, CIPP, pipe-bursting), and construction
management service requirements. Use of IDC
contracts should be considered.
> Quantify contracting options, desirable duration,
terms & conditions, compensation structures, etc. to
respond to requirements of the program, which will
require amendments to the current procurement
policies and practices. Suggestions for the revised
procurement policies and practices are included in
the procurement section that follows.
• Construction & Field services personnel. Field
services provides inspection services & MISS DIG is
supported from construction services thus requiring
increased personnel.
> Consideration should be given to outsourcing the
MISS DIG program – companies available to
provide these services.
> Inspection could be supported out of IDC contract
tailored for this requirement. Some capability could
be maintained for small/specialty projects.
• Current design standards do not respond to
climate change.

> Suggest that a separate review be conducted by
qualified engineering firm to determine if Detroit
design standards should be modified.
• Hydraulic model. The hydraulic model does not
currently have the functionality necessary to be an
effective tool. It must be validated against actual
system performance to allow line sizing, fire flow
verification, asset configuration.
> The Hydraulic model is a critical tool for all
concerned to be used in order to provide for proper
system operations and management. It will enable
informed solutions to system hydraulic issues such
as capacity, pressure conditions, predict future
conditions enabling right-sizing assets and ensuring
enhanced customer service.
(c) Engineering & Capital Risks
• Procurement.
> It is essential to (1) identify required service
contracts, (2) develop scopes of services, and (3)
engage Legal and purchasing for appropriate Terms
and Conditions. The above steps are necessary to
prepare for the contracting effort required to support
the Mayor’s initiatives.
• Implementation time frame.
> For the accelerated ramp up of the desired
rehabilitation program, the most efficient option is to
outsource a significant portion of the services
necessary to avoid the hurdles of building capability
internally. While this is not inconsistent with past
practices, the recommendation is to improve this
outsourcing in terms of both procurement practices
and its implementation to improve effectiveness.
> Quantify contracting options, desirable duration,
terms & conditions, compensation structures, etc. to
respond to requirements of the program, which will
necessitate changes in policies and practices.
• Material purchases.
> The current DWSD approach to purchasing material
is ‘in-bulk’ to leverage a quantity discount, avoid tax
issues, and have product readily available to
execute work. While currently a sound approach,
this may prove more challenging in the accelerated
program. A mix of contractor and DWSD supplied
materials may be necessary to respond to timing
requirements.
• Contractor outreach/more competition.

> In order to attract a broader group of contracting
entities, the envisioned program should be
broadcast to the marketplace. This can be
accomplished through local outreach meetings,
dedicated publications, trade journals, periodicals. It
may be beneficial to issue RFIs for specialty IDC
contracts, soliciting input as to structure, scoping,
and any other suggestions contractors may provide.
• Permits and MISS DIG procedures. Developing a MISS
DIG outsourcing contract and streamlined permitting
process should be an immediate priority.
(d) Engineering & Capital Savings/Opportunities
• Savings can be achieved from the perspective of
optimizing the way work is (1) designed (using an
information-rich GIS), (2) procured (via a myriad of
appropriate delivery methods, including indefinite
delivery contracts) and (3) supervised (with contracted
engineering and construction technicians).
> Pilot an alternative delivery method to determine if
cost savings and/or higher quality and schedule
metrics can be achieved.
> Consider adopting best value contracting
methodologies to encourage competition and small
local firms the ability to compete.
> Develop a contractor outreach plan which includes
regularly scheduled Contractor and Vendor
Outreach Days to foster better communication of
project solicitations and procurement procedures
and requirements with interested contractors and
vendors. Solicit feedback from contractors on what
can be done to lower costs.
• Ultimately, however, Engineering & Capital is an area
where significant investment is required to renew
underground assets. The determination of how much
is required and the most affordable and appropriate
methods to implement will require a focused approach
based on sound asset condition assessment combined
with coordination of current engineering planning and
ongoing projects.
(3) Field Services Transition
The current underground asset management program is
100% reactive and a proactive approach needs to be
developed with a mid-term goal of cleaning and CCTV
inspections closer to the industry standard of 10% of the
system per year.
The new Field Services department needs to work closely
with the Engineering & Capital department in order to
develop a strong CIP going forward. The information

resulting from the various field services activities (GIS
database, various condition assessment techniques and
proactive asset management program) will be used to form
the basis of the CIP.
Recommended objectives for the new Retail Field Services
department are:
• Update the existing GIS database and utilize this
powerful tool throughout the organization (engineering
& field services). Work has already been done and
DWSD IT estimates additional layers will cost $3-4
million. As the GIS will be the basis of numerous
recommendations for underground asset condition
assessment and improvement the need to update it
should be a top and urgent priority.
• Implement a proactive underground asset
management program to determine asset condition first
and then implement regular inspections and
preventative and predictive maintenance practices and
repair and replacement strategies.
• Utilize and implement fleet management program
including equipping all vehicles with GPS devices.
To achieve these objectives the Field Services department
must make a few short-term decisions, resolve issues,
address risks and take advantage of savings/opportunities.
(a) Field Services Short Term Decisions
• Develop and validate a database of water and sewer
network assets.
• Implement an upgraded GIS tool.
• Establish Asset Criticality.
• Develop, consolidate, and calibrate existing sewer and
water hydraulic models.
• Build an initial immediate capital replacement plan
based on current information and knowledge compiled
from existing staff, local engineering consultants and
contractors.
• Evaluate the condition of existing assets.
• Develop and implement a leak detection program.
• Conduct a detailed inflow & infiltration study of the
system.
(b) Field Services Issues
• Ability to share GIS information with other utilities.
• Cost to implement a complete GIS system (multi-layer-
Water, Sewer, electrical, gas, soil, property
information).

• Cost of GIS compatible work management system (i.e.
Hanson or similar) & accessibility by work crews to
information.
• CCTV Capital (build versus buy), consideration needs
to be given if there is a short-term need to outsource to
catch up.
• Vactor-jet trucks, tools, spares (valves, pipe,
Manhole’s, hydrants etc.).
• Training – requirements on multiple disciplines,
activities.
• Capital upgrade to critical buried infrastructure.
• Setting up “quick response” repair crew contracts.
(c) Field Services Risks
• Accuracy of hydraulic model.
• Hydraulic model is dependent on the GIS database.
• Hydraulic model is just as important to GLWA as the
DWSD Retail entity (SLA needed).
• Split of Underground assets may result in unclear
responsibilities or overlapping responsibilities.
• GIS will need to be shared between City and GLWA.
Issues to resolve: Decisions surrounding who owns the
system, who is responsible for software updates,
access etc. need to be made.
• Valve exercising and repair program needed, but the
short term consequences and resource requirements
are unknown at this time.
• Back-flow prevention and cross connection – important
issue that is not currently being addressed.
• Water quality inside the retail system – SLA with
GLWA or move toward in-house system in the future
so that DWSD Retail has control of the water quality
program (will require licensed operator).
• Need inventory list and value of all stock, spare pipe
segments, valves, equipment, tools etc. to determine
split and gaps.
(d) Field Services Savings/Opportunities
• Better leak detection should reduce burst related
emergency repair costs.
• Implementing a burst model will assist in identifying
problem areas and lead to proactive replacement.

• Outsource MISS DIG program to free up in-house staff
for field inspection of pipe repair/replacement.
• Strong construction oversight should help reduce pipe
failures.
• Better GIS data will provide staff in the field the
information that they need to make repairs safely and
more cost effective.
Field Services Recommended Technologies
The following three pages include tables of recommended
technologies for Field Services to consider acquiring and
fully implementing in support of improving system
understanding, awareness and cost-effective performance
management. Also included are several repair technologies
that Field Services should consider contracting for as
appropriate.

Field Services Recommended Technologies (1/3)

(4) Finance Transition
The recommended objectives of the new Retail Finance
department are:
• Improve business processes including performance
monitoring and recording, rates and debt and internal
controls.
• Implement optimal enterprise resource planning (ERP)
system as soon as practical.
To achieve these aspirations the Finance department must
make a few short-term decisions, resolve issues, address
risks and take advantage of savings/opportunities.
(a) Finance Short Term Decisions
• A decision whether DWSD Retail should have a
standalone Finance function, or be shared with the City
or GLWA needs to be made.
• Similarly, a decision whether or not DWSD Retail
should have its own systems, in particular ERP, or
should it be shared with the City or GLWA needs to be
made. Key considerations include cost, linkages to City
and GLWA systems, ease/speed of implementation,
and standalone vs. integration preferences.
(b) Finance Issues
• A suggested standalone DWSD Retail organization
chart is provided herein and will require decisions.
• A preliminary estimate of the cost of implementing a
standalone ERP is in the range of $1 million, based on
the use of a lighter platform than Oracle (such as Great
Plains or Lawson). Sharing the ERP with the City or
GLWA would bring other potential advantages. For a
basic solution such as Great Plains or Lawson, early
estimates for just the standalone DWSD Retail ERP
would be in the following range:
> Set up costs: Approximately $300,000 for the core
application, consulting services and data cleaning
and conversion; assuming an externally hosted
solution (if on premise, another $200,000 for servers
and storage).
> Annual costs: Approximately $200,000 for user
licenses, annual support, and storage.
> In addition, to lessen the burden on DWSD staff
given the other changes coming, DWSD could hire
an external consulting firm to manage the
implementation for 9 to 12 months, for a cost that
could be in the $500,000 range.

> This does not include the cost of connecting or
integrating the system with other systems, such as
may be used by the City or GLWA.
• Rates and debt: DWSD Retail can use the current rate
structure and debt management services during the
transition therefore this is a less urgent item. A Cost of
Service study should eventually be completed that is in
line with the regulatory view of utilities (even though
DWSD Retail is unlikely to be regulated; this will still
provide defendable standards). DWSD Retail will
quickly need its own rate model.
• The two Finance groups (DWSD Retail and GLWA) are
likely to employ more staff than the current DWSD
Finance group. There may be a recruitment challenge;
and it is also a reason to outsource some specific
tasks, such as payroll and others.
• Organization chart: the current DWSD Finance group
should provide Finance services during the 200 day
period. The proposed DWSD Retail organization chart
can be developed and prepared over the 200-day
period for implementation immediately afterwards,
pending the negotiation of SLAs.
(c) Finance Risks
• Personnel assessment (capacity/skills/training).
• Need a gap analysis in the near term to figure out what
the best ERP plan is going forward. (Cost and time
issues; benefits of sharing).
• Organization chart: Interim organization for the 200
days (not stand-alone). See Finance section
organization chart.
(d) Finance Savings/Opportunities
Opportunities for improvement exist and are detailed in the
Finance Transition section that follows later in this report.
(5) Human Resources Transition
The recommended objectives for the new DWSD Retail
Human Resources department are:
• Provide and administer HR services for 300-500
personnel; including recruiting, onboarding, payroll and
benefits administration and managing labor
agreements.
• Manage and coordinate a utility-wide training program.
• Provide strategic planning for organizational
development.
To achieve these objectives the Human Resources
department should make a few short-term decisions,

resolve issues, address risks and take advantage of
savings/opportunities.
(a) Human Resources Short Term Decisions
• Develop the primary goals and objectives that the
organization should be designed to meet.
• Detail the continuing activities that need to be
performed in order to implement the strategies that
have been selected as part of the planning process.
• Once activities have been grouped into specific tasks,
assign the appropriate authority and responsibility,
Confirm alignment with current existing labor
agreements.
• Decide how coordination and communication with the
external social environment can be facilitated.
• Cross training and on-boarding.
(b) Human Resources Issues
• Resistance to change – expecting resistance to
change and planning for it from the start of your
change management program will allow you to
effectively manage objection.
• A sense of urgency – failure to create a strong sense
of urgency causes a change movement to lose
momentum before it gets a chance to start.
• Build an emotional and rational case for change –
many leaders excel at building rational case for
change, but they are less adept in appealing to
people’s emotional core.
• Involve the people – whenever an organization
imposes new things on people there will be difficulties.
Participation, involvement and open, early, full
communication are the important factors.
(c) Human Resources Risks
• Elevate employee experience.
• Contract services – HR/payroll/benefits.
• Re-classification program continuation.
• Communication strategy.
• Training development management (Organizational
Development – OD).
• Difficult to recruit in current environment – can’t tell
people what their benefits will be or in some instance
who they will be working for (GLWA or City).

(d) Human Resources Savings/Opportunities
• Outsourcing certain functions to a Center of
Excellence.
• Increased use of technology to allow for better
communication, including email, mobile phones and
webcasting.
• Standardization of processes, procedures and
reporting.
• More efficient use of existing staff.
(6) Procurement Transition
The new DWSD Retail Procurement department should
become a strategic partner with DWSD Retail leadership
featuring:
• Spend data mapping: Goods and Services that impact
Retail vs. Wholesale.
• Contract Management: Identify and re-assign existing
contracts and related suppliers that pertain to the retail
business.
• Organization: Identify and manage the transition of
employees that will manage Purchasing,
Contracts/Grants and Materials Management for
standalone entity.
• Knowledge Transfer: Contract knowledge transfer must
occur to ensure the flow of business and prevent any
contract violations from occurring.
• System: Determine if the current instance of Oracle is
sufficient enough to manage the procurement function
until new ERPs are implemented by the City and
DWSD/GLWA.
• Process Mapping: Map existing procurement /
purchasing processes and procedures to determine
applicability for standalone.
• Policy: Update/develop a procurement policy that
meets the requirements of public procurement
regulations while remaining innovative enough to
attract the market place and drive efficiency in the
procurement process.
• Inventory Management: Develop a starting inventory
management protocol on how stock will be managed
and secured.
• Reporting Structure: Determine a reporting path for
Procurement to ensure field compliance and
demonstrate the value of Procurement to the entity.

• Procurement Strategy Development: Category
strategies on recurring goods and services need to be
developed to improve savings opportunities.
• Continuous Improvement: Procurement KPI, Market
Data Reporting, Employee Training.
To achieve these aspirations the Procurement department
must make a few short-term decisions, resolve issues,
address risks and take advantage of savings/opportunities.
(a) Procurement Short Term Decisions
• Determine what spend categories can be purchased
under a Shared Services model (City & DWSD Retail,
City & DWSD Retail & GLWA).
• Decide how the Shared Services Procurement function
will look/operate?
• Develop a process to determine which employees will
stay with DWSD Retail and the functions they will
provide.
• Consideration must be given to which contracts will be
unique to GLWA, DWSD Retail and/or shared and how
they will be developed and managed.
• Decide how spend category strategies should be built
at DWSD Retail and across agencies/departments to
maximize savings opportunities, minimize supply risk
and improve the overall supply chain.
• Decide on the additional KPIs that should be reported
to show the value of Procurement to the
business/operations.
• Decide how the restructuring can be as an opportunity
to improve the Purchasing Process/Procedures to
reduce cycle times and improve the reputation/image
of Procurement.
(b) Procurement Issues
• This restructuring effort should produce Procurement
Budget savings through shared service Procurement
and reduction in FTE redundancies.
• Inventory Management efforts might require additional
funds to improve localized security, controls and
ongoing monitoring.
• Training of employees will have a slight impact on
budget (however some of the savings derived from
reduction in Procurement staff can pay for this).
• Staffing levels and qualifications.

> Consideration must be given to what the new team
will look like and how they will manage applicable
vendors specific to the retail entity.
• Process.
> Process change is imperative to efficiency,
improvement and capturing savings faster.
> Board and City Council approval thresholds should
be increased to address high-dollar, non-recurring
spend.
• Strategy.
> A general procurement strategy supported by
category specific strategies need to be implemented
and supported by a robust process change to take
advantage of this opportunity.
• ERP.
> Regardless of the chosen ERP system or approach
a strong emphasis needs to be placed on training
both requisition and Procurement staff on how to
use it correctly and effectively to avoid a “garbage-
in, garbage-out” scenario.
(c) Procurement Risks
• Spend Data Mapping may take a long period of time to
complete due to data quality issues in ERP.
• Without adequate spend breakdown and details it will
be a challenge to align categories to buyers.
• Without correct alignment of spend categories to
buyers the concept of category specialization will not
be efficiently deployed keeping things “as normal”.
• If there isn’t a strong connection between operations
and procurement it will be difficult to drive savings and
innovation.
• New policies that are under development need to offer
controls but also process flexibility to attract new
bidders, reduce cycle times and permit buyers to react
quickly to savings opportunities (by being agile in
today’s economy).
• New bidders turned off by the city’s financial situation.
• Managing too much inventory can continue to result in
shrinkage and added security costs – contracts should
seek offloading inventory risk to suppliers wherever
possible based around a just in time approach.
• Reassignment of contracts can lead to spend
divestiture impacting the pricing offered by suppliers.

(d) Procurement Savings/Opportunities
• Shared Services/Organization.
> Consolidating category management from multiple
departments to one, managed by one category
manager will result in a “one voice to the market”
scenario and improve the City’s leverage in the
market place – more volume, more savings.
> Overall headcount reduction.
• Operational Integration/Innovation.
> Integrating operations staff into the Procurement
process will result in giving Procurement the
opportunity to challenge historical ways of doing
business and age-old specifications.
> Procurement can connect innovative partners in the
market place to operations and the business to
discover, test and apply new products and services
in an effort to drive Total Cost of Ownership savings.
• Immediate Categories.
> Applicable category savings as identified in the
DWSD Peer Review indicates that savings for the
retail entity can come from equipment rental and
contract services spend categories.
Urgent Action Items
Priority actions include appointing
leaders, quick service improvements,
addressing key issues and IT
Establish the DWSD Retail Organization
Many different options exist for structuring the DWSD Retail
organization. Options will naturally vary based on the skills
of the personnel chosen to manage the facilities and even
the programs put into place. The organization chart below
is just one of several options that could be selected.
The important issue for the transition to move forward is
that key positions are identified and staffed in a timely
manner. Those specific key positions include the future
CEO, COO, Finance, Human Resources and IT managers.
The City may select these positions if it is determined that
the City will be providing those services. In the DWSD
Retail organization chart that follows, the positions
highlighted in yellow should immediately be filled and made
accountable.

Make Quick Service Improvements
There are four areas in which procedures can and should
be changed to effect quick improvements. They are line
break and collapse response, long waits on phone calls,
capital expenditures and hydrants.
Line Break and Collapse Response
• Designated Responders – Response team
designated and trained to handle breaks & collapsed
pipe. Visit site, stabilize situation for public & property
safety and request appropriate help. A pre-planned
approach to problems from valve shut off, public
notification, road blockage, engineering help and
construction services is needed.
• Predictive Planning – Analysis of frequent problem
areas would be made to identify likely locations based
on pipe material, age and historical records and also
carry out a risk assessment of possible locations with
pre planning and practice of response.
Long Waits on Customer Phone Calls
• Daily Coaching – Provide daily coaching to phone
answering staff to help improve speed of response and
current issues.
• Temp Service – Continue temporary service for help
through transition but tie in supervision more closely
with DWSD call center management.
• Work Flow – Re organize and direct walk in staff to
handle back office functions and use slack time to help
on call answering.
Capital Expenditures
• GIS Mapping – Hire out help to verify existing water
system data and enter sewer data into GIS.
CEO
Admin
General
Counsel
Human
Resources
IT
Finance
Procurement
Finance
Public Affairs COO
Security Engineering
Engineering
Capital
Planning
Project
Management
Field Services
Field Services
Yard
Field Services
Vehicles
Meter
Management
Customer
Service
Mgr. Customer
Service

• Fast Asset Condition – Create a dedicated team to
analyze existing pipe condition and break history. Also
conduct a water assessment in high problem areas to
identify sections of pipe with leaks. Have funds
budgeted for replacement and repair. Use zoom
camera inspection to quickly assess miles a day of
sewer pipe to prioritize cleaning and lengthier CCTV
inspection. Object is to eliminate good pipe to focus on
bad. Have sewer lining company pre bid spot and short
lining costs.
• Preventive Repair – The use of spot repairs to fix
problems found in water lines and sewer lines identified
in assessment.
Hydrants
• Repair Team – Analyze areas of most failure and Root
Cause Analysis of problem. Send a team to inspect,
test and service hydrant. Have contractor ready for
spot repairs of non-functioning hydrants.
Address Retail Transition Key Issues
The bifurcation will be a major undertaking and like any
large project should have some form of management
structure and control. The City, DWSD and GLWA are
already starting discussion of what, when and how to do
things. As such a plan outlining the basic organization,
expectations and governance would help and has shown
useful in past similar events.
• People – A lead person and team should be assigned
to oversee the process and handle details.
• Schedule – A schedule needs to be created with
critical path items identified like hiring managers.
• Budget – The transition will have costs involved from
changing locks, logos, signs and communication.
• Steering Committee – A final authority is needed to
help referee issues that are sure to arrive during the
bifurcation.
• Communication – Every stakeholder will be interested
in the personal impact of the transition and thus an
outreach effort is needed to provide basic information.
Define and Implement IT Function and Plan
Determine selection, timing, and appropriate resources
needed to implement a new ERP for the City (and how it
will be used by DWSD Retail). This was a major system of
interest to many departments within the new DWSD Retail,
and timing will be important as an interim solution may be
to remain on the City's current ERP.

Define working group to establish SLA terms and conditions
for shared applications, systems, data sharing, and
services (i.e., GIS, WAM, Billing, Data Center,
Communications, Security, Lab Services,
Rapid Response, etc.).
Review thoroughness and accuracy of water and sewerage
GIS information – to be shared between DWSD Retail and
GLWA.
Finalize selection of business critical applications (either
current or missing) in each department and develop plans
to transfer or transition them to the either (1) DWSD Retail
(2) the City's existing system, or (3) purchasing an entirely
new system. For example: GIS, underground asset
management (work orders, inventory, etc.), billing, ERP,
HR system for payroll, benefits, training are all systems
requiring specific transition plans.
Identify needs, evaluate options and implement a wide
variety of critical bifurcation IT projects such as establishing
an independent domain name, website, email, network,
helpdesk, cyber security, etc. These types of projects will
be essential to establishing the Retail entity’s independent
IT infrastructure.
Stand-up Independent Support Functions
The DWSD Retail entity must quickly identify and establish
stand-alone support functions including safety, security,
legal and PR as well as the previously discussed IT
function.
• Safety – Expand the DWSD staff in terms of size and
skill set. It is recommended that at least three Safety
Managers be assigned to the Field Services
department. These services can also be contracted.
• Security – Security is part of effective risk
management. Needs must be identified and security
resources secured for the protection of DWSD Retail’s
personnel, customers and assets. These security
resources could be allocated from GLWA, from the City
or outsourced.
• Legal – The City and DWSD need to determine how to
source Retail’s legal support, whether from the City,
hired personnel or outsourced.
• Public Relations – Similar to the other support
functions, Public Relations resources must be secured
for use by the stand-alone DWSD Retail entity.

o Appendix 1 - Customer
Service Transition……………p.35
o Appendix 2 - Engineering
and Capital Transition.………p.48
o Appendix 3 - Field
Services Transition.………….p.66
o Appendix 4 - Finance
Transition………………………p.83
o Appendix 5 - Human
Resources Transition………..p.96
o Appendix 6 - Procurement
Transition…………..………… p.111
Appendices

Appendix 1
Customer Service Transition
December 19, 2014

Overall Customer Service priorities for Retail
organization
Business Processes Assets, Systems & Tools Rank Importance
(1 ‘s, 2’s, 3’s)
Manage customers during transition (i.e., communication
with customers about on going changes and set
expectations, transfer wholesale customers accounts to
GLWA)
Webpage, Print Media, Training,
Performance Management,
Up/down/sideways communication
1
Produce customer water & sewer bills & generate
monthly reporting on billing and collection status
Enquesta, AMR, Cognos Reporting,
Training, Perf Mgt, print & mail options
(ERP?); bill process audit; consider SLA
for GLWA billing during trans
1
Manage retail customer collections through customer
care center
Customer pymt centers, IVR, Training,
Perf Mgt, Explore automated options
1
Provide revenue assistance and payment support plans Training, Performance Management 2
Manage shutoffs for delinquent accounts Revenue management system (ERP?)
CMMS, Training, Performance
Management; consistency is key
2
Manage health of retail meters through testing,
replacement & repair
AMR, CMMS, Training, Perf Mgt;
progression opportunities with field ops
3
Reduce non-revenue water usage through automating
meter reads and metering unmetered connections
AMR completion, Training, Perf Mgt;
customer /agent portals; escalation
process for inability to gain access;
priority given to paying cust; options for
grants/low-cost financing; mid-term
options for Highland Park and Dearborn
2
Manage and improve inbound call handling Enquesta (as the CIS/CRM), Altura,
Training, Perf Mgt; explore contact ctr
in cloud options; automate as much as
possible
1
Manage the employee “experience” Training, Performance Management 1

200-day Customer Service transition activities
Transition Key Activities Considerations / Options Initial Decisions
Maintain billing cycle
and revenue
collection during
transition process
• Audit and document current billing
process; look for process improvement
opportunities.
• Retail may need an SLA with GLWA to
provide wholesale billing services until
GLWA has a billing system and can
manage wholesale accounts; critical to
demonstrate the integrity of the
Wholesale billing process.
• How will the City of Detroit be billed for
water consumption after transition
period?
• Training the employees on how to deal
with customers questions and concerns
will be required as well as providing
them with FAQ’s as new information is
available.
• Benny to begin working with
Customer Service to
document billing process.
Determine how to transfer
wholesale accounts to GLWA
Determine how to allocate water
usage cost for City of Detroit
Isolate Highland Park
feeds as well as (40) City
of Dearborn feeds
“Over-communicate” with
employees and maintain
morale
Develop/monitor water
balancing audit process
Communicate with customers to
address transition concerns
Prepare employees at customer
touch points with transition FAQ

Customer Service tasks over time to reach
“Standalone” utility
200-day Transition Mid-term Solution
Inception of
Authority
Stabilize & bifurcate utility Develop a Standalone utility
Key Activities Tasks Tasks
Determine how GLWA wholesale will
be billed now & future
Determine how to allocate water
usage cost for City of Detroit
May need to resort to a model similar to the way Dearborn is
billed for unmetered connections
Communicate with customers to
address transition concerns
Identify and use all possible channels; website is already being
utilized
Prepare employees at customer touch
points with transition FAQ
Anticipate and document questions that will be asked
Agree on and document preferred answers
Isolate (3) Highland Park feeds as well
as (40) City of Dearborn feeds
“Over-communicate” with
employees and maintain morale
Ensure that communication flows up, down and sideways
Help employees make connection between what they do and
the overall success of the transition process
Develop/monitor water balancing
audit process

Proposed Customer Service organization structure
Current DWSD Organization
1. Please review and identify further edits or questions.
Proposed Standalone Organization
108 FTEs
Proposed:
• Outsource Mail Operations
Source:
Customer
Service Staffing
levels excel
document as
analyzed by
Veolia SME
Customer Service
Officer (108)
Manager
Customer Service
CBMS
Call centers (75)
Collections
Billing
Mail Ops (4)
Manager Meters
(49?)
Meter technician
Meter testing (3)
Other staff?
Director, Customer
Service(108) + 15)
Temp Call Ctr (15)
Manager, Call
Ctr/Pymt Oper
Reporting?
Call centers <75
Collections
Billing
Manager Meters
(49+)
Meter technician
Meter testing (4)
Other staff?

Proposed Customer Service Standalone roles and
responsibilities
Role Responsibilities Attributes
CSO Director • Provide leadership direction
• Responsible for achieving
business strategy and
identified metrics
Minimum education
(BA/BS)
Minimum 15 years CS
experience
Manager,
Billing/Reporting
and System
Support
• Set strategy for functional
area
• Manage &direct &develop
staff
• Responsible for accurate &
timely billing/reporting
Minimum 5 years
billing and/or CS
experience
Manager,
Collections/Revenu
e Protection
• Set strategy for functional
area
• Manage &direct &develop
staff
• Responsible for revenue
collection processes &
solutions & reporting
Minimum 5 years
Collections and/or CS
experience
Customer Service
Specialists
Manager,
Customer Care
Centers
• Care Center Manager or
someone at her/his discretion
to manage the outsourced
mail operations
Manager,
Reporting
Manager, Meters
Field Services
Technicians
Customer Service
Specialist
Linkages:
Senior leadership, organization, customersProposed Standalone Organization
Director,
Customer
Service(108)
Manager, Call
Ctr/Pymt Oper
Reporting?
Call centers <75
Collections
Billing
Manager Meters
(49+)
Meter technician
Meter testing (4)
Other staff?

Demonstrated Capabilities
Standalone Model “Better Practice” Model
1. Business Processes
- Manage customers during transition (I.e.,
communication with customers about on going
changes and set expectations, transfer wholesale
customers accounts to GLWA)
Reduce customer call volume through pro-active communication
Provide recorded FAQs via the call tree
Provide documented FAQs via the website
Use bill inserts strategically
No change
- Produce customer water & sewer bills & generate
monthly reporting on billing and collection status
Ability to bill customers for estimated use on a timely basis &
report out on status internally; “true-ups” MUST be incorporated
Ability to bill customers in a timely manner using accurate
meter data & accurately report out on status internally
- Manage retail customer collections through customer
care center
Independently run call center to answer customers queries
Look at automated applications & reserve staff for complex issues
Manage call volume & meet basic metrics such as ensuring
calls are answered in 1 minute or less, resolved (AHT) in 3-4
minutes, and that the emergency line has top priority with a
maximum 1 minute queue time; call abandonment rate
should be reduced from current 30% to 10% or less
- Provide revenue assistance and payment support plans Continue communication about available options and offer
additional customer workshops as needed
Offer alternative payment programs; explore self-service
Ability to effective manage shutoff program by ensuring
accurate & timely data is used & illegal shutoff use is
monitored & addressed
- Manage shutoffs for delinquent accounts Track, manage & solve overdue accounts through payment plan
or threat of shutoff
Ability to effectively manage shutoff program by ensuring
accurate & timely data is used & illegal shutoff use is
monitored & addressed; strive for 100% completion
- Manage health of residential meters through testing,
replacement & repair
Create strategic plan for meter testing and replacement Long-term plan should include testing and replacement on
an on-going basis
- Reduce non-revenue water usage through automating
meter reads and metering unmetered connections
All connections should either be metered or cut and capped All connections should be metered or cut and capped
Mission & Vision for Customer Service “Better
Practice” Model
• Efficient call center, with trained staff & functioning IT support systems, which meets industry standards in terms of call management metrics
• Safe & strategically located payment centers to serve customers
• Accurate billing and effective collections models in place
Inception of
Authority
Five-year Plan
Develop a Better Practice utility

Mission & Vision for Customer Service “Better
Practice” Model (cont’d)
2. Assets, Systems and Data
- IVR Manage incoming through a combination of employees & the IVR
system
Handle all basic customer calls resulting in a reduction in
average calls handled & hold time for emergency calls.
- AMR Digitally gather meter reading data & transfer data to billing
database
Maintain AMR portal which is accessible by Retail customers
Obtain 80% of meter readings through AMR system
- Enquesta Database populated with Bill To & Owner information for all
accounts
Produce billing performance reports and accurate, timely
and auditable bills for all customers
- Customer payment centers Improve safety and look at optimizing center locations and
practices
Offer customers strategically located payment center(s)
which meet customer payment needs and keeps employee
and customers safe.
Provide alternative/online payment options
- ACD A cloud-based ACD should be considered as it would help
call center agents prioritize calls
- WFMS Mobile Work Force Management System (WFMS), Service
Link used by Meter Operations to manage and monitor the
field crews. The software optimizes the work assignments
and routes for the field crews.
- TIBCO Assess the viability of TIBCO solutions for data integration.
- Develop Retail Customer Portal and Application for
smart phones and tablets
This will improve customer service and customer awareness.
It will potentially reduce the number of calls to the call
center.
Inception of
Authority
Five-year Plan
• Efficient call center, with trained staff & functioning IT support systems, which meets industry standards in terms of call management metrics
• Safe & strategically located payment centers to serve customers
• Accurate billing and effective collections models in place

Identified Risk Considerations from Workshop:
Does metering report into CS going forward?
Metering should report to field services?
Ownership of water bill (property owner vs. “bill to” party).
How to manage temporary call center beyond 90 days.
Reporting (Cognos). Ability to generate meaningful data out of the reporting system.
Separation of duties (Customer service vs. finance).
Field service orders. Integrated service order process between customer service
agents and the field with as much automation as possible.
Performance management/KPIs. Need to be thought through. Data rich but
information poor.
Collections: need to provide creative ideas for paying bills.
Water shutoffs – consistency is key!
There are approximately 3,600 non-revenue accounts (accounts that are not being
paid and presumed vacant).
There are approximately 8,000 non-AMR accounts.
Need separate of duties between CS and Finance regarding “banking” functions.
Customer Service risk considerations

Need to explore options and create business to determine whether
previous premise-based IVR should be replaced by a contact
center in the cloud solution. Potential benefits: no up-front capital
cost; quick implementation; no DWSD maintenance efforts
required.
Currently billing 3,600 “non-revenue” accounts.
Currently billing 8,000 “non-AMR’d” accounts using estimates.
Currently using internal staff and equipment to print, fold and mail
monthly bills; potential for significant savings by going with a third-
party vendor/partner.
Customer Service budgetary issues

IVR replacement.
Identification and implementation of critical metrics for managing
call flow and the overall customer experience (CX).
Billing process audit and SLA development for GLWA accounts.
Types and methods of communication that will be used to keep
customers informed of the transition process.
What, specifically, will be done to manage the employee
experience during transition and beyond.
Customer Service short term decisions

Improved inbound call handling/management of activity.
Metrics management strategy.
Document and audit current billing process.
IVR replacement.
Need for strategic plan to govern which technologies will be
implemented and when.
Separation of duties (“banking function”) between CS and Finance.
Outsource bill print and mail function.
Customer Service key issues

Replace prior IVR technology and “right-size” inbound staffing.
Outsource print and mail function to third party while also
increasing features and functionality.
Customer Service savings/opportunities

Appendix 2
Engineering
& Capital Transition
December 19, 2014

Overall Engineering & Capital priorities for Retail
organization
(1 ‘s, 2’s, 3’s)
Manage transition of assets & current projects from DWSD to
Wholesale and Retail and (i.e. capital planning, permit and Miss Dig
requests)
CIP digital files, Project Permits, Key contact
numbers, Emergency contact information,
allocated project funds
1
Develop process for creation of CIP and seek approval of 1 and 5-
year CIP
GIS/CMMS, Hydraulic Model, system drawings
(paper/digital), CIP plans
1
Provide engineering services for CIP projects; including
Planning/conceptual level, detailed design of line replacement and
above ground appurtenances, and value engineering to concept
design solutions
CAD systems, engineering software (take-off,
estimating), interface between wholesale &
retail
2
Procure necessary services and equipment for CIP projects, including
exploring alternative delivery contracts
Construction resources, equipment, IDC rehab
contracts, CM services contracts
1
Provide full contract management, oversight, generate/review
construction schedules, and QA/QC control for execution of
construction contracts, including inspections
Outsourced service contracts, existing?,
transfer over? 2
Provide engineering services during construction, including review of
shop drawings
Subset of services in IDC CM contract 2
Provide project management, including contract supervision, review
of construction progress, assess contract variations, and process
payment claims
Project Management Information System
(PMIS): E-Builder, Contract Manager, etc. 2
Interface with O&M staff and contractor personnel for tie-ins to
existing assets and for capital planning
Coordination w/customer service, field service
crews
2
Handle permit and MISS DIG requests 1
Address impacts of climate change (polar vortex, etc.)
Root cause analysis (what is causing the breaks: bad fasteners, etc?)

200-day Engineering & Capital initial transition
activities
Manage transition for
assets to City retail
• Explore outside support to
digitize records, & formatting
of GIS platform. Accessible
to both DWSD and GLWA
• Suggested formation of Tiger
team dedicated to accelerate
this effort.
• Develop scope requirements
guide to support further
development of required
contract scopes & details
• Coordinate with both groups
to confirm current and
planned contract actions to
determine path forward
Reprioritize CIP with retail &
Detroit Future City concepts
Transfer of AGAM engineering
records
Reassign agreements
Determine handling of permit
and MISS DIG requests
Establish document
management system/process
Get contracts in place to
support new staffing
organization
Populate pipe & line
break/sink hole attribute in
GIS & use MOSARE for line
size adequacy & CIP planning
Centrally locate organization
for training/coordination
• Identify CIP rehab focus efforts to
address high failure rate areas in City
• Cataloguing all engineering records –
as-builts, completed designs &
conceptual designs, GIS data base,
customer call records, break records.
• Opportunity to digitize all that are not
• Take possession of records &
determine location to store
• Dedicated team to assemble all
required records for input into
MOSARE to perform evaluation
• Identify scope types, construction
requirements, engineering service
and construction management
service requirements.
• Quantify contracting options,
desirable duration, terms &
conditions, compensation structures,
etc.
• Confirm existing contracts/service
agreements that must be assigned.
• Execute legal action to re-assign to
DWSD retail
• Identify existing permits for projects
and catalogue for review/renewal.
• Re-confirm and adopt internal call
before you dig practice.

Engineering & Capital tasks over time to reach
“Standalone” utility
200-day Transition Mid-term SolutionInception of
Authority
Key Activities Tasks Tasks
Reprioritize CIP with Retail & Detroit
Future City concepts
Sort/separate CIP plan to ID retail projects.
Review for continued priority, cost and schedule
Review against MOSARE results to validate priority
Confirm priority of scheduled projects,
confirm cost estimates. Continue to develop
MOSARE platform to expedite system
upgrades.
Transfer of AGAM engineering
records
Obtain, compile and catalogue all system records
Obtain access to GIS system records/data base
Obtain all maintenance records of system (paper or digital) -
Confirmed separation of records, long term
management of information, GIS data base
development, access, incorporation into
asset management platform
Populate pipe & line break/sink hole
attribute in GIS & use MOSARE for
line size adequacy & CIP planning
Form dedicated team to accomplish this in response to Mayor’s
priority. (suggested Tiger team – perhaps four to six staff)
Confirm on-going effectiveness of Tiger team
to respond and drive this need.
Get contracts in place to support new
staffing organization
Review options for outsourcing engineering design and
construction management
Identify desired capability, deliverables, contract structure,
terms and basis of compensation
Solicit and award contracts
Development of scope of services for various
engineering, Construction Management and
Construction services. T&Cs should be
updated.
Reassign agreements Identify, assemble all existing service, construction or supply
agreements.
Review agreements for cost effectiveness
Update service agreement T&Cs, validate
scope(s) in existing contracts, vs. required.
Determine handling of permit and
MISS DIG requests
Review outsourcing vs. continued mix of in-house and
contracted.
Prepare scope/bid document for outsourcing
if option selected.
Confirm organization necessary to
staff the requirements
Validate suggested organization and required capabilities
Hire key staff for organization
Review projected work load, vs. staff and
outsourcing support contracts necessary.

Proposed Engineering & Capital organization
structure
Current Staff dedicated to
Engineering & Capital Projects
Proposed Standalone Organization
~75 FTEs
~30 FTEs
Proposed:
• Focus on CIP delivery
• Strategically outsource certain
services (i.e. engineering,
construction management,
inspection, etc.) and manage
using in-house staff
Water (20)
Engrg (Water
Design) (15)
Engrg (Water
Systems) (5)
Wastewater (36)
Engrg (36)
Field
Engineering (19)
Engrg (3)
Senior Associate
Engr (1)
Senior Assistant
Engrs (2)
Inspections (16)
Principal
Construction
Inspector (1)
Plant Inspector
(1)
Water Line
Inspectors (3)
Inspectors (11)
Director of Engrg & CIP
(1)
Capital Planning (3)
Senior Project Engineers
(1)
Project Engineers (2)
Engineering (9)
(2)
Engineering Technicians
(3)
Project/Construction
Management (8)
Project Manager (2)
Senior Construction
Manager (1)
Construction Manager
(3)
Construction
Inspectors/Technicians
(2)
Admin Assistant (1) QA/QC (1)
+ consulting team for
Program delivery
(a set of related
infrastructure projects)
+ selective
consulting teams

Director of Engrg & CIP
(1)
Capital Planning (3)
(1)
Engineering (9)
(2)
Engineering Technicians
(3)
Project/Construction
Management (8)
Project Manager (2)
Senior Construction
Manager (1)
Construction Manager
(3)
Construction
Inspectors/Technicians
(2)
Admin Assistant (1) QA/QC (1)
Proposed Engineering & Capital Standalone roles
and responsibilities
Standalone:
~30 FTEs
Director of
Engineering
& CIP
• Manages the engineering and
construction management division
for the DWSD
• Supervises staff in the execution of
capital projects within the system
Min education
requirement
(BA/BS); XX
years
experience
Senior
Project
Engineer
• Supervises the development of the
project scope & design elements to
assure completeness, conformance
with established standards, and
adherence to completion
schedules
Project
Engineer
• Responsible for design of individual
assigned projects either through
in-house engineering resources, or
outside consultants retained to
provide engineering services
Engineer
Technicians
• Responsible for compiling detailed
elements for design, project
scoping, quantity take-off and
estimating, response to
engineering RFIs, review of shop
drawings, coordination with GIS
input and access
Linkages:
Senior leadership, Operations & Maintenance, Finance, consulting team for
Program Management, contractors and subcontractors, other utilities

Proposed Engineering & Capital Standalone roles
and responsibilities
Senior
Construction
Manager
• Manage the completion of
construction projects, oversight staff,
required engineering support,
construction contracts, QA/QC for the
construction work, Construction
Management service contracts,
interface with the operations division
and impact on customer service.
Min education
requirement
(BA/BS); XX years
experience
Construction
Manager
• Provide oversight of assigned
construction contracts, contract
managers as assigned under
Construction Management contracts,
QA/QC staff and services as required,
engineering support and contract
interpretation during project
execution, acceptance and testing of
completed projects.
Construction
Inspector/Tec
hnician
• Provide project QA/QC, construction
inspection, coordination with
contractors, review of shop drawings,
confirmation of contract adherence,
oversight of field resources as
assigned.
Linkages:
Senior leadership, Operations & Maintenance, Finance, consulting team for
Program Management, contractors and subcontractors, other utilities
…Continued

Mission & Vision for Engineering & Capital “Better
Practice” Model
• Prioritize and renew the aboveground and underground assets at a rate approaching industry practice
• Design, procure, execute and manage Capital Improvement Program (CIP) projects
Inception of
Authority
Five-year Plan
1. Business Processes
Manage transition of assets & current projects
from DWSD to Wholesale and Retail and (i.e.
capital planning, permit and MISS DIG requests)
Able to validate organization and required capabilities
with majority of key staff retained/hired
No change
Development of CIP and seek approval of 1- and 5-
year CIP
Has clearly defined program goal
Has full ownership of data and records
Has CIP driven by an asset management program
Provide engineering services for CIP projects;
including Planning/conceptual level, detailed
design of line replacement and above ground
appurtenances and value engineering to concept
design solutions
Able to deliver services with outsourced capabilities in
place
Manage contract deliverables to contract schedule and
budget
Able to execute ongoing CIP platform meeting
schedule and annual budget
Procure necessary services and equipment for CIP
projects, including exploring alternative delivery
contracts
Able to clearly select the appropriate project-specific
traditional or alternative delivery contracting methods
(e.g. Indefinite Delivery Contract, specific scope & fee)
Establish a streamlined value chain from needs
assessment to procurement to contract award
Able to establish a feedback loop from business users to
procurement process
Deliver CIP consistent with industry standards –
achieving 10% rehab/repair of collection &
distribution networks annually

Practice” Model
Inception of
Authority
Five-year Plan
1. Business Processes (cont’d)
Provide full contract management, oversight, and
QA/QC control for execution of construction
contracts, including inspections
place
budget
Validate contract deliverables properly, close out in
timely manner and produce accurate as-built records
Provide design during construction services,
including review of shop drawings,
generate/review construction schedules
place
budget
Provide project management, including contract
supervision, review of construction progress,
assess contract variations, and process payment
claims
budget
Interface with O&M staff and contractor personnel
for tie-ins to existing assets and for capital planning
Reduce unplanned disruption of service to Retail
customers
No change

Practice” Model
Inception of
Authority
Five-year Plan
2. Assets, Systems and Data
GIS/CMMS, Hydraulic Model, system drawings
(paper/digital),
Take possession and have capability to interactively and
securely access and manage digital records of system
securely
Have a well-integrated comprehensive GIS system,
which enables complete asset mapping,
management of all underground assets and their
condition
CIP plans and CIP digital files, planning files,
engineering drawings and specifications, contracts,
change orders, shop drawings, as-builts, payment
records, inspection records
securely access and manage digital records of system on
a modern construction management platform
Have a well-integrated comprehensive Program
Management Information System (PMIS), which
enables complete asset mapping, management of all
underground assets and their condition
Project Permits, Key contact numbers, Emergency
contact information, allocated project funds
No change
CAD systems, engineering software (take-off,
estimating), interface between wholesale & retail
Share records with wholesale
No change
- Construction resources, equipment, IDC rehab
contracts, CM services contracts
- Outsourced service contracts, existing?,
transfer over?
No change
- Office space

Identified Risk Considerations from Workshop:
Procurement.
Essential to identify service contracts required, develop scopes of services, engage
Legal/purchasing for appropriate T&Cs to prepare for contracting effort required to support
Mayor’s initiatives.
A lot of work to do in a short time-frame.
For the accelerated ramp up of the desired rehab program the most efficient option is to outsource a
significant portion of the services necessary to avoid the hurdles of building capability internally.
Quantify contracting options, desirable duration, terms & conditions, compensation structures, etc. to
respond to requirements of the program.
Material purchases.
Current DWSD approach to purchasing material in bulk to leverage quantity discount, avoid tax issues,
and have it readily available to execute the work is sound. However, with the accelerated program,
knowing what will be required and having it available when needed could prove more challenging. A mix
of contractor supplied materials, as well as DWSD may be in order to respond to timing requirements.
Contractor outreach/more competition.
In order to attract a broader group of contracting entities the envisioned program should be broadcast to
the marketplace. This can be accomplished through dedicated publications, trade journals, periodicals. It
may be beneficial to issue RFIs for specialty IDC contracts, soliciting input as to structure, scoping, and
any other suggestions contractors may provide.
Improvements to permits and MISS DIG procedures need to be implemented now.
Engineering & Capital risk considerations

Capital Plan – at present set by the budget allotted. The lease payment from
the GLWA provides a minimum of $50 million dollars for capital investment.
This payment may be leveraged for debt financed capital improvements.
Need budget for a dedicated team to build system knowledge and proactively
target renewals.
Definitive 200-Day Transition decisions need to be made and acted upon to
jumpstart the CIP. The condition of the underground assets was not able to be
determined from information provided during either the Peer Review Report
work or for this Transition Plan. It is Veolia’s understanding that this
information is not available and will not be available to the new DWSD Retail
entity. Therefore, investment will be necessary to determine the condition of
the assets.
The close link between the Field Services activities and Capital Planning
means a number of interrelated issues are discussed in both sections of this
Transition Plan. Clearly information provided by Field Services would normally
be used to develop the underground CIP. However, further development of the
Field Services capabilities will first be necessary for that to occur.
Engineering & Capital budgetary issues

Decide to move away from allowance budgeting to best-practice, bottom-up
capital planning starting with a focused effort on targeting the highest risk
areas of the underground assets.
Decide to outsource indefinite delivery contracts (IDC) to increase capacity to
manage and deliver a vastly larger amount of annual capital projects.
Evaluate current personnel resources and internal capabilities to best
determine optimal Engineering organizational structure and ability to deliver
CIP projects effectively and efficiently.
Determine Roles and Responsibilities of all departments and assigned personnel. Evaluate
staff and as necessary develop contract delivery methods to augment existing staff while
training, developing and hiring additional staff. Staffing and the roles of staff are highly
dependent on the type of contract delivery methods the new DWSD-R will employ (program
management, IDC referred to by DWSD as “As-Needed”, other projects/scopes, etc.).
Develop a Strategic Plan to best deliver the required CIP in a timely and effective manner.
Strongly consider an Integrated Program Management delivery method which would blend
the knowledge and experience of DWSD organization with the expertise of a program
management professional who will bring best practices, innovative solutions, and resources
to work alongside the DWSD to meet quality, safety, budget, and schedule expectations of
the CIP. This approach will also help build DWSD staff capabilities for future sustained CIP
delivery.
Engineering & Capital short term decisions

Evaluate current selection and contracting for professional services to
streamline and reduce the time it takes to get from need identification to
contract execution. Recommend dedicated procurement resources assigned
to CIP delivery.
Evaluate current project delivery procedures and documentation, and
implement a Project Management and Controls regiment to allow the CIP to be
managed more effectively.
Streamline current CIP Approval and Contracting processes which leads to
excessively long lead time to get from needs identification to project
development and approval and procurement.. Suggest combining the initial
CIP identification process with the DRMS process to make the CIP document a
list of better defined projects with identified project scopes and better defined
cost estimates.
Program management implementation planning
Define CIP Controls, Reporting, and Standards
Define effective QA/QC Program
Develop a plan to review and update or create new Design documents, including,
front end specifications
bid forms
measurement and payout standards
technical specifications (CSI format)
Engineering & Capital short term decisions (cont’d)

Establish program performance measurement metrics
Percentage of CIP delivered vs Plan
Cost of CIP projects vs budget
Accuracy of Engineers estimates relative to bids received
Schedule of project completion vs planned
Change Order percentage (including provisional allowance usage)
Develop a subcontracting plan
Participation Goals for DBE
Market Assessments
Develop outreach activities to attract more competition
Engineering & Capital short term decisions (cont’d)

Identified key issues from Workshop:
Capital Plan- at present set by the budget allotted. Future expectation is to
increase by perhaps 3x – approaching $250M/yr. to respond to Mayor’s mission
To support accelerated CIP development assemble focused team to review available data
(breaks, pipe age, condition, type, operating pressure etc.) to identify critical sections for
replacement/rehab. This was referred to as a “Tiger team” and it might engage the MOSARE
platform. This team’s mission would be to collect the data, perform analysis including field
material sampling, prioritize planned rehab to address areas of high failure.
Questioned staff numbers to support this major initiative – it is intended that the
DWSD team manage outsourced contracts to provide design, construction
management as well as construction to respond to peak demand.
Identify scope types, engineering service, construction requirements (pipe rehab/replacement,
slip lining, CIPP, pipe-bursting), and construction management service requirements. Use of IDC
contracts should be considered.
Quantify contracting options, desirable duration, terms & conditions, compensation structures,
etc. to respond to requirements of the program.
Engineering & Capital key issues

Identified key issues from Workshop (cont’d):
Field services provides inspection services & MISS DIG is supported from
construction services requiring more personnel
Consideration should be given to outsourcing the MISS DIG program – companies available to
provide these services.
Inspection could be supported out of IDC contract tailored for this requirement. Some capability
could be maintained for small/specialty projects.
Current design standards do not respond to climate change
Suggest that a separate review be conducted by qualified engineering firm to determine if Detroit
design standards should be modified.
Hydraulic model – must be validated against actual system performance to allow
line sizing, fire flow verification, asset configuration
The Hydraulic model is a critical tool for all concerned to be used in order to provide for proper
system operations and management. It will enable informed solutions to system hydraulic issues
such as capacity, pressure conditions, predict future conditions enabling right-sizing assets, and
assuring enhanced customer service.
Engineering & Capital key issues (cont’d)

Savings can be achieved from the perspective of optimizing the way
work is designed (using an information-rich GIS), procured (via a
myriad of appropriate delivery methods, including indefinite delivery
contracts) and supervised (with contracted engineering and
construction technicians).
Investigate a Project Labor Agreement with the Unions to obtain a lower man-hour
cost for trade work.
Pilot an alternative delivery method to determine if cost savings and/or higher quality
and schedule metrics can be achieved.
Consider replacing cost preferences, which discourage competition and increases
costs, with projects specifically set aside for firms which meet the preferential
requirements.
Develop a contractor outreach plan which includes regularly scheduled Contractor and
Vendor Outreach Days to foster better communication of project solicitations and
procurement procedures and requirements with interested contractors and vendors.
Solicit feedback from contractors on what can be done to lower costs.
Ultimately, however, Engineering & Capital is an area where significant
investment is required to renew underground assets.
Engineering & Capital savings/opportunities

Appendix 3
Field Services Transition
December 19, 2014

Overall Field Services priorities for Retail
organization
(1’s, 2’s, 3’s)
Manage transition, separation and operations of
existing underground linear assets between retail
and wholesale (i.e. lateral, trunk, interceptor,
water mains, water transmission lines)
- Manage GIS Data GIS database, hydraulic model (validate and calibrate) 1
- Criticality of assets Veolia has developed parameters that can be used to
assess criticality on both collection and distribution 1
- Annual repair and replacement (renewal rate )
of sewer lines and water lines
Increase infrastructure renewal, which should be
between 1.0 and 1.5% of system annually at a minimum 3
- CCTV inspection and sewer line cleaning
program Underground asset management program 2
- Leak detection program Underground asset management program 2
- Sink-hole and missing lids intervention, hydrants
programs, water main breaks Fast response (within 1-2 hours stabilize situation) 1
- Water quality lab and sampling collection 1
- Manage fleet routing Fleet management system 3
- Fuel management program 3
- Right of ways 2
- Hydrant metering (for construction), theft
reduction 3
- Backflow preventers Part of IPP? 2
- Inventory 2

200-day Field Services transition activities
Manage transition,
separation and
operations of
underground assets
• How do we determine the demarcation
between GLWA underground assets
and DWSD underground assets
• What equipment will be needed for
proactive line maintenance activities?
• What are realistic cleaning and CCTV
annual goals? Entire system every 5
years or 10 years?
• Should DWSD add personnel to catch-
up with needed proactive sewer line
cleaning and CCTV inspection? Or
utilized contractors?
• Should DWDS add personnel to
improve performance or rely on service
contracts?
• Are additional personnel needed to
implement fast response teams for
cave-ins and missing lids?
• Do we maintain the existing Water
Quality lab or outsource to GLWA or to
a third-party contract lab?
• Can fleet management and
maintenance be outsourced?
• TextDetermine demarcation of
linear assets
Develop underground asset
management program
Increase infrastructure
renewal rate
Balance R&M activities
(Proactive & Reactive)
Implement fleet and fuel
management system
Regulatory required sampling
and analysis
GIS database asset attributes
update and topology rules
revised

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