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1 2020 Performance Oversight Questions DC Water 1. Please Provide a Complete, Up-To-Date Organizational Chart for the Agency A

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1 2020 Performance Oversight Questions DC Water 1. Please Provide a Complete, Up-To-Date Organizational Chart for the Agency A 2020 Performance Oversight Questions DC Water A. ORGANIZATION AND OPERATIONS 1. Please provide a complete, up-to-date organizational chart for the agency and each division within the agency, including the names and titles of all senior personnel. Please include an explanation of the roles and responsibilities for each division and subdivision within the agency. Please include a list of the employees (name and title) for each subdivision and the number of vacant, frozen, and filled positions. For vacant positions, please indicate how long the position has been vacant. Please provide a narrative explanation of any changes to the organizational chart made during the previous year. Please see Tab 1-7 2. Please list each new program implemented by the agency during FY 2019 and FY 2020, to date. For each initiative please provide: . A description of the initiative, including when begun and when completed (or expected to be completed); . The funding required to implement the initiative; Any documented results of the initiative. Lead Free DC – The objective of this new program is to twofold. The first objective is to execute the new Lead Water Service Line Replacement and Disclosure Act of 2018, which was recently enacted. The new Lead Pipe Replacement Assistance Program (LPRAP) offers financial assistance to residents interested in removing partial lead service lines. The law also includes funding for the Capital Improvement Projects and Emergency Work to replace entire lead service line in public space and private property where DC Water is doing work and the homeowner consents to the line replacement on private property. There were also provisions in the law on customer education and outreach, water quality testing, tenant and material disclosures. The second objective of the new program is to aggregate the various lead service line replacement initiatives into a single enterprise program. Up until October of 2019 DC Water was very active in water quality testing and reporting, reconciling material inventory of unknown service lines, responding to voluntary requests to replace lead service lines, lead service line profiling and resolving OIG findings. Lead Free DC is a program encompassing all these initiatives into a single coordinated effort to leverage economies of scale, outreach, and execution across all the various delivery units within DC Water. Additionally, and consistent with Mr. Gadis’ vision “moving toward a plan where every inch of lead service line in the city is removed within the next 10 years”, DC Water will continue to develop and evolve the program. This expanded program will consider longer-term programmatic approaches centered on technologies, legislative considerations, replacement methodologies, construction techniques, financial assistance, partnerships and alliances. The annual cost of developing and executing the Lead Free DC long-term program is being developed. DC Water is utilizing the investment of $2.8 million in funding from the District to support LPRAP and capital investment and emergency work. DC Water is hopeful to continue this 1 partnership with the District. To build-out the long-term lead service program, DC Water is investing $90,000 for 3rd party strategy, analysis, and subject matter expertise. The benefit of the Lead Free DC programmatic enterprise approach ensures proper leadership and governance across a multi-functional team including engineering, operations, communications and marketing, customer service, people and talent, finance, performance, legal affairs and the CEO’s office. The programmatic approach also takes advantage of our diverse expertise, streamlined processes and better resource utilization. And finally, this program brings the direct focus and attention of the CEO to ensure his vision for a Lead Free DC is achieved in the next ten years. 2. Phase 2 of the Meter to Cash Assessment – In FY 2019, a meter to cash assessment was conducted. The assessment looked at the existing processes and identified improvement opportunities to enhance customer service, improve operational efficiency, and reduce risk along the meter-to-cash lifecycle. Many of the highest opportunity recommendations were adopted and are currently being implemented, including the ongoing effort to improve AMI penetration anticipated for completion this spring. The improvement of AMI penetration is significant. Reading meters properly and efficiently and providing a high level of customer satisfaction are critical business functions that require up-to-date technology. The cost of the project is estimated at $2.8 million which includes the cost of the installation vendor and the program management oversight. The commercial approach for this project is unique in that the payment terms are based on a performance contracting model that ties payment to successful installation and transmission. The benefits to DC Water and its customers include: • Reduced estimated water bills and resulting improved customer satisfaction • Increase transmission rate, enabling more customers to take advantage of alerts for high usage and leak detection • Reduced meter reading costs • Replace aging infrastructure 3. Enterprise Performance Plan Development and Implementation - The FY 2020 Enterprise Performance Plan is an integral part of strategy execution. It aligns to our Strategic Plan, The Blueprint, and is helping to drive collaboration and a focus on organizational performance. An initial effort for performance planning was launched in FY 2019. DC Water will track and report on 40 enterprise initiatives spanning the majority of clusters, departments and business units. This Plan is designed to empower every part of DC Water to operate from a common set of data points which seed the Plan in a connected, dynamic, and collaborative framework. Creating a cadence around communication, performance management and collaboration is essential. The enterprise performance plan development is being self-performed. The leader for the program sits in the Performance cluster of the organization is responsible the planning and execution. Additionally, the success for this program relies on ongoing collaboration and support of resources across the enterprise. No additional outside resources are being used at this time. 2 The benefit of the program is to drive the organization to a high performing utility that’s focused on measured results. This program sets the stage for data driven decision making using actual results to inform leadership and support informed decisions. 4. Enterprise Program Management Office - The DC Water Enterprise Program Management Office (EPMO) was created to enhance the organization’s program and project management capabilities, improve decision making collaboration and coordination across functional areas within the organization, and ensure strategic alignment of programs, initiatives, and projects. It will utilize a consistent, repeatable structure across an enterprise-wide portfolio. The established enterprise program management office development is being self-performed. The leader for the program sits in the Performance cluster of the organization is responsible the planning and execution. Additionally, the success for this program relies on ongoing collaboration and support of resources across the enterprise. No additional outside resources are being used at this time. The charter, framework, and technology tools will be established in the Spring of 2020. Full scale functionality will be in operation by January 2021. As the EPMO is rolled out, the results and benefits will be reported out as appropriate. 3. Please provide a complete, up-to-date position listing for your agency, ordered by program and activity, and including the following information for each position: . Title of position; . Name of employee or statement that the position is vacant, unfunded, or proposed; . Date employee began in position; . Salary and fringe benefits (separately), including the specific grade, series, and step of position; . Job status (continuing/term/temporary/contract); . Whether the position must be filled to comply with federal or local law. Please see Tab 8 4. Does the agency conduct annual performance evaluations of all of its employees, and was this done in FY 2019? Who conducts such evaluations? What are they performance measures by which employees are evaluated? What steps are taken to ensure that all agency employees are meeting individual job requirements? What steps are taken when an employee does not meet individual job requirements? In FY 2019 all eligible employees (worked 1040 hours, have been before July 1st) received performance evaluation. The employees’ direct supervisor conducts evaluations. Co-planners can be added for individuals that have cross functional job responsibilities and/or if the supervisor changed throughout the year. Employees are rated on the following competencies: communication, problem solving, job mastery/productivity, relationship management, customer service. Leaders are rated on these competencies, along with leadership, strategic thinking. Employees also have individual goals based on their specific job roles. Managers are responsible for meeting with employees to provide continuous feedback, coaching and mid-year check in. Managers are provided training and support from the 3 training and development team. Employees that are not meeting job requirements are typically put on a performance improvement plan and/or a memorandum of understanding for union employees. 5. Please list
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