Welcome to Training Issues Challenges Case Studies Using

Welcome to: Training Issues & Challenges Case Studies Using Online Training By Todd Raish, VP-Operations, 360 water, Inc. 2010 MI-AWWA / MWEA JOINT Conference

Part 1: Training Issues and Challenges Part 2: Case Studies

Introduction: 360 water is an operations and maintenance training company based in Columbus, Ohio. 360 water provides: • license renewal training (contact hours) o 360 water’s training is approved by the Michigan Department of Natural Resources and Environment and 44 states • certification training (water and wastewater) • customized operations and maintenance training • asset management training 360 water is a certified WBE and started operations in 2000. We are water and wastewater industry people that recognized the need for better training.

Part 1: Training Issues and Challenges Transfer of Knowledge and Information. ► Facility Upgrades ► Succession Planning ► Staff Turnover: Upsize & Downsize

Part 1: Training Issues and Challenges Transfer of Knowledge and Information. ► Facility Upgrades ► O&M Training - Are you happy with it?

Part 1: Training Issues and Challenges What Happens 3 years after you have spent millions of dollars on a Plant Upgrade? 1) Operators leave your facility. 2) Their manufacturer training and experience leaves with them. 3) New Operators are hired and never get trained by the Manufacturer. 4) New operators are responsible for reading the Manufacturer’s O&M manuals but they are likely never tested to find out if they understand it. 5) Outgoing operators are responsible to relay important O&M information to the new incoming operators. How accurate is the transfer of information from one operator to another? SOLUTION: Convert Your O&M Manuals and Staff Expertise into Online Training.

Part 1: Training Issues and Challenges Transfer of Knowledge and Information. ► Succession Planning ► How do you capture and transfer your institutional knowledge?

Part 1: Training Issues and Challenges What Happens When Staff Retire? What Is the Plan to Capture and Transfer Institutional Knowledge? 1) Veteran staff ready to retire. {significant industry problem} 2) Their knowledge, training, and experience leaves with them. 3) Replacement staff must fill the void. 4) Supervisors/Managers are responsible to relay the important information from the veterans to the new staff. What information is transferred from veteran staff to new staff? How accurate is the transfer of information? How do you know that the new person is up-to-speed? SOLUTION: Capture the expertise (duties, tasks, risk & criticality) of your veteran employees and create online training modules as part of your succession plan.

Part 1: Training Issues and Challenges Transfer of Knowledge and Information. ► Staff Turnover: Upsize & Downsize ► How do you capture and transfer your institutional knowledge?

What Happens When A Utility Changes in Size? What is the plan to adjust? What about institutional knowledge? 1) Upsize: new hires and/or new utility capacity. 2) Downsize: less staff, but all of the workplace responsibilities remain. 3) Must meet your permit. 4) Must meet your level of service. 5) Supervisors/Managers are responsible that the work gets done and stay within the budget. Are your customers satisfied? What information should be transferred from larger staff to smaller staff? How accurate is the transfer of information? How do you know that the new staff is up-to-speed? SOLUTION: Capture the expertise (duties & tasks & criticality) of your veteran employees and create online training modules as part of your plan for change.

Part 1: Training Issues and Challenges Continuing Education Regulatory Driven: I take classes because I have to. Access Convenience Price Relevance (Quality)

Part 1: Training Issues and Challenges Solution: Continuing Education Online Access: always available = no excuses. Convenience: at home or a work. Price: cheaper than travelling to a seminar. Relevance: is it useful? Go to MI-WEA. ORG and use their online training. 517 -641 -7377.

Part 1: Training Issues and Challenges Questions and Comments? What is happening at your utility?

Part 2: Case Studies City of Columbus, Department of Public Utilities Wayne County Department of the Environment, Facilities Management Division

Part 2: Case Studies, Columbus DPU Department of Public Utilities Water, Wastewater, Power 1359 DPU staff 60 square miles; 900, 000 customers 102+330 MGD wwtr; 71+55+17 MGD wtr; $496 M utility revenue for 2008 $40 B infrastructure replacement cost 2008

Part 2: Case Studies – Columbus DPU Training Issues and Challenges: Consent Decree with environmental regulators. The Consent Order required additional skills and training. How does Columbus DPU prioritize and remember important utility information? Ask Questions and get Confirmation: Customized Online Training. Why? Training without measuring the transfer of knowledge is a waste of the utility’s resources. Don Cruden, P. E. , Division of Sewers & Drains DPU, City of Columbus.

Columbus DPU O&M Training Online Old School New School

Modified Drawing used to explain Operation and Maintenance to staff

Modified Drawing used to explain Operation and Maintenance to staff

Part 2: Case Studies – Columbus DPU Results at Columbus DPU: ► Training effort has incorporated customized online training into overall Department-wide program (O&M and AM). See article, Point, Click, Credit – Web-Based Operations and Maintenance Training Leads Change in Columbus, Ohio, Water Environment & Technology, August Issue, 2004. ► Customized online training platform that uses staff expertise ► More Flexible, Better Trained Employees ► More Accountability and Ownership ► Happier Customers (level of service is maintained within budget) ► Lower training costs with online training. Costs less than F 2 F. WAM efforts with AM: training time cut in half.

Ask Questions and Get Confirmation.

Run training reports with a variety of filters. Ask Questions and Get Confirmation.

Ask Questions and Get Confirmation.

Part 2, Case Studies – WCDOE, FMD Staff Knowledge Provides Foundation for Skills Development and Leadership Firooz Fath-Azam, P. E. Downriver WWTF

Part 2, Case Studies – WCDOE, FMD • Wayne County is the most populous county in the State of Michigan at 2. 1 million, and the 11 th most populous county in the U. S. • Serves 44 communities extending over 623 square miles including the City of Detroit • FMD operates a major 55 MGD WWTP, 8 CSO Facilities, 15 Pump Stations, 1500 miles of open drain and enclosed storm water drainage system. • Downriver WWTF 55 MGD, 2 nd largest plant in MI

Part 2, Case Studies – WCDOE, FMD The Pressures Facing Wayne County • WWTP is operated under contract with 13 customer communities who were demanding improvements in “competitiveness”. Ø Threat of privatization • County had to implement $150 million dollar courtordered improvement project. Ø Rate increases were needed • Staff issues were numerous Ø Retirements, union constraints, lack of training all resulted in limited flexibility.

Part 2, Case Studies – WCDOE, FMD Actions Taken: 1 st Step: Wayne County, FMD conducted an Employee Skill Inventory 2 nd Step: Prioritize the training needs. 3 Themes for Training Needs Were Identified: • • • Preventative maintenance skills Computer skills Administrative skills 3 rd Step: Knowledge Management and Employee Development

Workforce Resources are a Combination of Knowledge, Skills, and Experience Workforce Resources The content for customized online training

The Old Way: Obi Wan Kenobi Method

Part 2, Case Studies – WCDOE, FMD Knowledge Management and Staff Development Programs Minimize Knowledge Loss

Part 2, Case Studies – WCDOE, FMD The Facts: Adult Education is more effective when it is self-paced. Face-to-Face training is more effective when a training primer is offered. Training is misunderstood when keywords and phrases are not explained to the students. Documentation and record keeping are essential in today’s world. Online training delivers state approved, consistent, uniform training 24 x 7. The online component increases access to training and reduces the overall cost of training. Administration costs are minimized with automatic data storage.

Part 2, Case Studies – WCDOE, FMD Managers need to know the knowledge base of the staff in order to adequately support facility staff and meet the level of service for utility customers. A database that documents staff training progress is a great management tool. Creating educational “building blocks” can assure proficiency in subject matters. Customized online training provides a standardized, uniform and consistent solution. WCDOE has a “No Excuses” policy about training (vacation, absent, illness, 2 nd shift, 3 rd shift, “other meetings”). Prior to face-to-face training, staff should be able to demonstrate a basic understanding of the subject matter.

Part 2: Case Studies – WCDOE, FMD Results at WCDOE: ► Effort Has Significantly Streamlined FMD Staffing. 59% reduction in staff (133 down to 79) provided a cumulative personnel savings of $24 M through 2010. ► Customized online training platform; updatable ► More Flexible, Better Trained Employees ► More Accountability and Ownership ► Happier Customers (level of service is maintained) ► Lower Rate Increases (efficiencies resulting in better planning)

Part 1: Training Issues and Challenges Part 2: Case Studies At Columbus DPU and WCDOE FMD, the institutional knowledge is captured, shared, and measured. Training without measuring the knowledge transfer is a waste of the utility’s resources. Customized online training technology helped provide the solution.

Questions & Comments Thank you contact: todd@360 water. com