1. Using Process Benchmarking to Leverage Best Practices
in the Establishment of a Functional and Dynamic
Balanced Scorecard-based Performance Measurement
System: Abu Dhabi Sewerage Services Company
Demonstrates How Benchmarking Can Assist
Organizational Excellence.
Mr. Zillay Ahmed, Abu Dhabi Sewerage Services Company, PO 108801, Abu Dhabi, UAE:
Mr. David Main, AECOM Canada Ltd., 3292 Production Way, Burnaby, BC, Canada:
Ms. Kathy Davies Murphy, City of Calgary, Alberta, Canada:
Ms. Linda Petelka, Region of Peel, Ontario Canada:
4. UAE Facts
December 2, 1971 formation of UAE
86,000 square Kms total UAE area
87% area part of Abu Dhabi Emirate
Home of 200 Islands
Oil discovered in 1958
9% of world’s total oil reserves,
estimated at 98 billion barrels
5% of world’s total gas reserves,
estimated at 5.8 trillion cubic meter
International visibility:
Abu Dhabi Investment Authority a US $
875 billion fund - World’s largest SWF
US $ 7.5 billion ADIA bailout of Citibank
US $ 400 million Abu Dhabi purchase of
Manchester City Football Club
Burj Khalifa world’s longest tower
Masdar City, US $ 22 billion carbon
neutral city
5. ADSSC Background
ADSSC established in June 2005. Owned by the Government of Abu Dhabi
Services include: waste water collection, treatment and disposal
125 million gallons of waste water collected, transported and treated daily
90 million gallons of treated water supplied for horticulture daily. 100% re-use
by 2012
Over US $ 2 billion Capital Investment Projects (CIP) underway
Sewer tunnel project (STEP); 41 kms length, up to 5.5 m in diameter,
commissioning planned for 2014, with an initial average flow capacity of
800,000 cubic metes per day and eventually 1.6 million cubic meters by 2030
ADSSC currently services 1.3 million inhabitants, after completion of its CIP will
serve a population base of 1.7 million
8. Strategic Planning and Performance Management
– Current scenario
Inputs to Strategic 5 - Year Strategic 2 - Year Business
Business Planning Planning Planning
EC/ADWEA Weightings
Div/ Dept Mission Statements &
Govt. Directives
• Abu Dhabi Policy Agenda Objectives
• Plan Abu Dhabi 2030 ADSSC Vision , Mission, Values and • Minimum 3 objectives
• ADAEP Framework SWOT
• Performance Contract with ADWEA/EC
• Economic Vision 2030
• Surface Transport Master Plan
Priority Area Weightings Objectives Weightings
Regulations
• RSB license conditions, PIS and PCR
requirements Target Statements & Weightings
• EAD requirements for EHSMS Div./Dept. Plans
• Multiple plans for each objective
• Weightings for plans of each objectives
Key Performance Indicators (KPIs) , • MPP+IT+CAPEX/OPEX+RACI+PI
ADSSC Existing Inputs Weightings & RACI
• Improvement Projects (WSAA
Benchmarks)
• Wastewater collection Benchmarks from
Canadian Consortium Corporate Initiatives/ programs, Business Plan Review
• Others benchmarks (OWSC, PA)
• Corporate & Processes Risks
CAPEX/OPEX and RACI Meetings (BPRMs)
• Improvement initiatives prioritization
Feedback
Monthly
• ADSSC Master Plan
• Executive feedback and consultation
• ADSSC FSD Business Processes Milestones for Initiatives/programs
Feedback
Quarterly
• Integrated Management System of ADSSC Consolidated Business Plan of
• Annual Budget
• Existing 5 Year Strategic Plan ADSSC
• Existing 2 Year Business Plan
Consolidated Strategic Plan of
ADSSC
Divisions & Departments
Performance Contract PMS
ADSSC Performance • PIs linked to corporate KPIs.
• Complete quarterly performance report • Monthly management reporting through
Updates as per performance contract BI.
• Determine data source(s), data reporting • Defined data source(s), data reporting
template & frequency. template & frequency
11. ADSSC Strategic Plan structure
Priorities
KPIs
and
Targets
In addition to a number of other
components (including SWOT, KSM and
Context), the Strategic Plan includes ...
Initiatives and
Budgets
13. KPIs’ and Initiatives – alignment with Priorities
Priority KPIs In Performance Contract? Initiatives
No
% of TIP projects that are behind schedule
No
CAPEX budget estimation efficiency for TIP Projects Tactical Investment Programme (TIP)
No
% TIP CAPEX expenditure variance
Effective management of Capital
Investment Programs (TIP & STEP) No New Network / Tunnel "Strategic Tunnel
% of STEP projects that are behind schedule
Enhancement Programme" (STEP)
No
CAPEX budget estimation efficiency for STEP Projects
No
% STEP CAPEX expenditure variance
Enhance Customer Centric Capabilities No Customer Care Implementation Programme
% Increase in customer awareness of ADSSC services (CCIP)
No Annual Regulatory Requirements
Ensure Regulatory Compliance % Compliance with regulatory requirements Recycled Water and Bio-solid Regulations
No
Enhance Co-ordination With Developers % of Satisfied key Developers
No
Ensure Alignment and Co-ordination with
% of Satisfied key Government entities
Government Entities
14. ADSSC Business Plans structure
Divisional
SWOT
analysis
Divisional Balance
Scorecard:
Objectives, KPIs &
Plans
In addition to a number of other
components (including Mission
statement, KSM and Context), the
Business Plan includes ...
Divisional
Plans` targets
& budgets
15. Div KPIs’ and Plans – alignment with Objectives
Business Support Department Scorecard - Overview
Objective KPI name In 5YP? In PC? Plan Name
% e-Services implemented Y N
Enable Business Efficiency Through
World-class Software Solutions (as per the IT plan)
World Class IT Solutions
% of IT projects implemented as planned Y N
# of Top leadership communication sessions Y N
Enhance internal and external AD Excellence Award Framework & Communication Plan
Communication Capabilities (Internal & External)
% Implementation of communication plan Y N
% Implementation of AD Excellence Award Project (Actual vs. AD Excellence Award Framework & Communication Plan
Y N
Planned) (Internal & External)
% Implementation of Inter Divisional / Departmental SLAs Plan
Y N Organizational Excellence Initiatives
(Actual vs. Planned)
Execute Corporate Communication Plan
Achieve organizational excellence via
the introduction of best practices Update corporate Risk/RACM and facilitate its prioritization and
organization-wide implementation
Review and update Future State Design (FSDs) Process Framework
% of Organizational Excellence Plans executed as planned N N
Prepare and issue Sustainability Report
Prepare and implement ADSSC Corporate Social Responsibility (CSR)
Plan
Plan and implement 4 process benchmarking projects
16. Automation & Reporting Project - ARP
ARP launched in June 2010 to:
Effectively implement Strategic Planning & Performance Management
framework
Satisfy Abu Dhabi Accountability Authority requirements, i.e., linkage
between improvement initiatives and risk register
Ensure satisfactory implementation / integration of benchmarking projects
outcome and ADSSC Strategy
Generate intelligent management reports
Produce Executive Council reports
Knowledge capture and information sharing
Prepare ADSSC for future Business Intelligence (B.I) implementation
Integrate with Executive Council performance reporting tool
2011 Divisional Performance Review and Reporting will be done via ARP
2011 Corporate Performance Reviews, monthly & quarterly via ARP
18. Benchmarking Project Methodology
Select suitable ADSSC partners, in this case Region of
Peel and Calgary Water and benchmark:
Existing performance management systems
Implementation approaches
Scale of deployment
Technology usage
Challenges
Metrics, both tactical and strategic
Data analysis methodologies
Reporting & analysis
Identify best practices
Document and share final outcomes
19. Benchmarking Project Preliminary Outcomes
Best practice identification and implementation by all 3-
partner entities
Need for alignment between Metrics (measures), Goals
(priorities) and Initiatives (projects/plans)
Segmentation of Metrics into Operational and Strategic
categories and their linkages to Strategy and Business
Plans
Deployment of an integrated technology enabled approach
for effective performance management
Implementation of transparent governance approach
Organization-wide engagement and effective
communication
