b'SECTION II - SECTION II -KEY PRIORITIES AND RECOMMENDATIONS KEY PRIORITIES AND RECOMMENDATIONSLeverage online reviews, such as Googlereading and meter maintenance functions. Reviews, to engage with and address customerImplement strategies to reduce the numberof special procurements requested by77. Make Fleet Management issues. Enhance outreach efforts to keyof unsuccessful meter reads. Streamline anddepartments.Streamline enterprise-wideenhancements. Develop a long-term fleet stakeholders and customers. expedite meter testing to increase approvedcontracts to cover shared services. management plan to keep the fleet updated 59. Improve communications throughoutmanufacturers from whom we can purchase72. Optimize procurement processand in good repair. Reduce the number of Team H 2 O. Establish expectations formeters.overall.Implement a procurement trainingunderused and dedicated administrative communications with employees that addressprogram; Procure warehouse managementvehicles and develop a ten-year replacement cascading information.Establish a scheduleBilling and Revenue Collectionsoftware; Optimize the purchasing processstrategy. Transition to electric vehicles where of regular site visits to all work locations byand streamline through automation wherepossible. Reduce downtime for vehicle leadership team members.Leverage the66. Reduce estimated bills. Implementpossible. Streamline and automate therepairs and preventative maintenance work.facility digital monitors to communicate criticalmeasures to obtain actual meter reads fromPurchase Card (P-Card) program, simplifying information. meters, with a priority on accounts that haveend-to-end processes and reconciling andService Levels for Internal and 60. Focus on Equity. Engage stakeholders intwo consecutive estimates. approving transactions. Implement an meaningful decision-making on projects andExternal Service Delivery programs impacting their community. 67. Address root causes of customerelectronic contract filing system. Streamline 61. Engage key stakeholders. Seekconcerns. Identify methods of measuringlegal review of contracts and procurement78. Create a General Managers Office of opportunities to invite elected officials to visitservice line leaks that impact billeddocuments. Performance and Accountability. This facilities and job sites to promote a betterconsumption; aged metering infrastructure and73. Update policies for use of approvedoffice will incorporate the H 2 O Stat process understanding of our work, challenges andequipment are driving needed re-reads takingfunding. Identify and eliminate barriers thatto improve performance on expanded opportunities. Improve understanding of budgetaway from other tasks to maintain the system. prevent Engineering and Construction fromcustomer service KPIs.requests.Develop relationships with advocacy68. Improve collections efforts. Identifyutilizing approved capital funding without79. Establish a Data Governance groups to advance WSSC Water priorities.revenue recovery strategy. requiring additional administrative actionsframework. Adopt a policy based on 62. Consider designating exclusive accountcreating more workload. certain criteria. Publish data for use to representative(s) to liaison with largeOperational Efficiencies74. Make Information Technology anddrive operational decisions. Revisit the data commercial accounts. Information System enhancements.retention policy to reduce redundancies and 69. Realign Organization. Streamline operationsUpgrade GIS software system; Enhance ITunneeded data. Automate data collection Meteringand generate efficiencies by moving Facilitiesapproval and fulfillment process to includeand refine the list of Asset Management Key Maintenance to General Services. Consolidatingprojects and software and hardware requests.Performance Indicators (KPIs).facilities maintenance responsibilities in oneComplete necessary upgrades to Oracle 63. Develop a strategy to modernizedepartment will aid in clarifying roles andUtility Suite. Make more processes paperless. metering infrastructure. Over half of theresponsibilities and improve service levelsMaximize the use of existing IT applications meter population is inside of dwellings makingoverall. Develop an organizational restructuringfor an enterprise-wide approach and cost it difficult to maintain the infrastructure andplan. Review organizational structure to reviewsavings on maintenance.ensure meters are functioning properly (stillGIS functions and responsibilities across75. Assess resource needs. Consider registering consumption) without requiring andepartments. staffing all operating departments with an appointment for entering the property. This70. Update and document procurementadministrative contract manager. Assign an impacts the meter services teams productivity.and contract administration procedures. HR representative to each facility to work on The recommendations are to upgrade toProviding step-by-step procedures in thesite to address issues and answer questions.a smart metering system, moving meteringform of a manual will assist WSSC Water76. Develop strategies to improve vendor infrastructure outside of dwellings wherewith efficiently acquiring goods and services.relations.Implement a web-based vendor possible to provide benefits to customers andInterpret and apply the procurementperformance management solution to assist the utility alike. regulations and policies consistently across thein vendor management.64. Improve meter maintenance andorganization. Establish service-level targets for replacement program. Create a cross- the process to assist in workload planning and functional Large Meter Task Force to focus onprioritization. Improve contractor accountability replacing large meters.Improve and leverageby developing or enforcing policies and meter-related dashboards for enhancedprocedures to cure/terminate ineffective productivity.contracts. 65. Reduce workload on meter readers.71. Establish formal process to identify the Continue to explore options for staffing meterbest procurement approach. Procurement reading operations, including creating a largerneeds to establish a formal process to decide candidate pool based on county of work andon the best procurement approach and criteria enhanced onboarding for meter readers.for award in alignment with State of Maryland Deploy new technology to support meterprocurement regulations. Minimize the number 22 WSSC Water 2023 Transition Report WSSC Water 2023 Transition Report 23'