ADSSC Partners and Stakeholders

Management Programme - PSMP

Presentation @

Palladium Partners and Stakeholders

Management Road-show

31st May 2012

by

Zillay Ahmed, ADSSC Business Support

ADSSC Background and Service Delivery Model

ADSSC currently

services 1.3 million

inhabitants, after

completion of its CIP

will serve a population

base of 1.7 million

Established in June 2005.

Owned by the Government

of Abu Dhabi

Over US $ 6 billion

Capital Investment

Projects (CIP) in

progress

Sewer tunnel project

(STEP); 41 kms length,

up to 5.5 m in diameter,

commissioning planned

for 2014, with capacity to

handle 1.6 million cubic

meters by 2030

510 employees

work at

ADSSC. O & M

is 100 %

outsourced

3

ADSSC Assets

4 www.adssc.ae

ADSSC Whole of Government Outcomes:

Reliable, secure, safe and cost effective provision of sewerage services

Sewerage network that complies with environmental regulations and standards

What’s our

contribution to

AD Vision?

Our Mission: “To achieve excellence in the provision of high quality, cost effective, safe and environmentally compliant sewerage

services in the Emirate of Abu Dhabi.”

Why do we

exist?

V2: Ensure Customer Satisfaction V1: Increase efficiency of ADSSC What “Value” do

we need to

deliver during

the next 5

years?

External Stakeholder Collaboration

I6: Ensure regulatory compliance

Where should

we focus our

efforts in order

to deliver this

Value?

Service Delivery

I1: Effectively manage overloaded asset base

I3: Realistic planning and

efficient delivery of CAPEX

Customer Focus

Organisational Excellence

E1: Attract qualified & experienced staff

E3: Ensure complete IT segregation from ADWEA

E4: Enhance communication

capabilities

E5: Implement best-practice frameworks

E2: Motivate & retain human capital

What will

enable us to

execute all

these

challenges?

I4: Improve management of Trade Effluent customers

I5: Enhance domestic customer service

PSMP linkage to ADSSC Strategy Map 2011-2015

I2: Strengthen value-added partnerships with suppliers, contractors and consultants

I7: Enhance co-ordination with developers I8: Ensure alignment and co-ordination

with relevant governmental entities

Stakeholder

Collaboration

theme and 4-

priorities

5 www.adssc.ae

Customer Focus

ADSSC Whole of Government Outcomes:

Reliable, secure, safe and cost effective provision of sewerage services

Sewerage network that complies with environmental regulations and standards

What’s our

contribution to

AD Vision?

Why do we

exist?

V2: Ensure Customer Satisfaction V1: Enhance Cost Efficiency

What “Value” do

we need to

deliver during

the next 5

years?

External Stakeholder Collaboration

I5: Comply with Regulatory Requirements I6: Coordinate and Collaborate with External Stakeholders

Where

should we

focus our

efforts in

order to

deliver this

Value?

Service Delivery

I2: Plan and Deliver CAPEXI1: Manage Overloaded Asset

Base

Organizational Excellence

E1: Attract, Motivate & Retain Human Capital E2: Deploy technology enablement E3: Implement Best-Practice Frameworks

What will

enable us to

execute all

these

challenges?

I3: Facilitate Implementation of Trade Effluent Regulations

I4: Facilitate Transition Towards Tariff Regime

Vision: “To be recognized by communities, businesses and regulators as a world leader in the provision of sewerage services by

2020”

Mission: “To achieve excellence in the provision of high quality, cost effective, safe and environmentally compliant sewerage

services in the Emirate of Abu Dhabi.”

PSMP linkage to ADSSC Strategy Map 2012-2016

Stakeholder

Collaboration

theme and 2-

priorities

6

What is PSMP?

ADSSC Partners & Stakeholders Management Program reviews & improves:

• Relationship

• Engagement

• Management

• Satisfaction

PSMP focuses on ADSSC stakeholders, including:

• Contractors

• Consultants

• Government entities

• Developers

• Suppliers

PSMP excludes the following stakeholders, included under separate initiatives:

• Employees

• Customers

7

Why PSMP?

Strategic Planning framework mandated by Abu Dhabi Executive Council includes:

• Strategic Stakeholder Mapping

• Stakeholder Needs Analysis

• Stakeholder Interactions

Abu Dhabi Government Excellence Award (EFQM model) stresses on Stakeholder:

• Engagement

• Consultation

• Partnerships

• Technological collaboration

Abu Dhabi Executive Council Performance Management Framework includes:

• Whole-of-Government Outcomes

• Inter-dependencies & Inter-linkages

• Alignment with Abu Dhabi Vision

8

How did we proceed?

Internal Assessment, Planning and Actions:

• Stakeholder Prioritization

• Verification of process interfaces and touch points

• Review of existing procedures, forms, technology deployment

• Design of Stakeholder customized questionnaire

• Issuance of participation invitation via MD office

Engagement Options:

• 1-2-1

• Focus Groups

Outcomes and Next Steps:

• Communication (3-iterations)

• Internal Improvement Projects

• Integration with ADSSC Strategic Planning and Performance Management

Scorecards

9 www.adssc.ae

PSMP

Engagement

Satisfaction

Management

Relationship

• Participation invitation by MD

• 1-2-2 interviews

• Focus group sessions

• Report back via formal MD letter

• Contractual Ts’ & Cs’

• SLAs

• Technological interface

• Partnership opportunities

• Identification of concerns &

process improvement

opportunities

• Action planning

• Implementation

Stakeholder PerceptionsWhy do /don’t you

agree?What should be done by ADSSC? Who should do it?

When should it be

done?Rank

1. Slow response time and

decision making

Agree, this was the case

when we were apart of

ADWEA (in the MOUs)

We are appointing our legal advisor to

review all MOUs and revisit the IDAs

(removing Power and Water). Consider

communicating this to Developers

Assets Already underway 3

2. Lack of empowerment Don’t agree regarding internal empowerment –

feel this is a legacy issue

from ADWEA

As above Assets Already underway 3

3. Slow and inefficient communication

Yes, this is an existing problem. Communication

channels and procedure is

not clear . Responses tend

to be reactive (query

specific)

Clearly indicate the required protocol (e.g., use overseeing consultants)

Clear contact points on website (query)

Implement strong reception system

Business Support Immediately – quick win

1

4. No clear contact point As above As above Business Support Immediately - next 3 months

1

5. Stakeholder not clear on

ADSSC internal roles and responsibilities

No need to know internal roles as long as contact

points are clearly identified

Clearly communicate relevant points of contact

Business Support Immediately - next 3 months

1

6. Limited / no availability of TSE Agree that this is a concern but this is something that is

out of our hands

A letter has been sent to all developers communicating that a Higher

Committee for Water & Agricultural

Strategy is deciding on the correct policy

and use

Continue to keep developers updated on

status

Assets Already underway 2

ADSSC PSMP Framework

• Structured interview Q &A

• Tailored surveys

• Objective analysis

10 www.adssc.ae

Workshop conducted to identify areas of improvement

2010 2011

Government

Entities, 5

Contractors, 5

Consultants, 5

Developers, 3

Participants

Launch of the programme

1-2-1 interviews with selected stakeholders (18)

Action plans implementation

Enhanced approach with increased number of

participants (64)

Customized surveys & analysis for each stakeholder

group Open discussions in focus group setting

Execution & monitoring framework for actions to be

taken

Approach : Approach :

PSMP – Comparison between 2-cycles

11 www.adssc.ae

Interviews

• Eighteen 1-2-1 interviews were done with stakeholders from all identified strategic stakeholder groups

Workshops

• Workshops were conducted to understand stakeholders’ perception and to identify areas requiring change

Management Presentation

• Feedback presentation was made to Management of ADSSC

Action Plans

• An implementation framework has been developed along with the relevant Action Plans

2010

Ap

pro

ach

2010 External Stakeholders Feedback

• An acknowledgment of the continuous efforts made to

improve the partnership between ADSSC and O&M

Contractors.

• ADSSC communication and reporting lines were seen to be

defined and clear.

• Transparency and access to higher management is seen

to be amongst the positive attributes resulting in higher

satisfaction results.

Areas of improvement were mostly focused on the

following :

• Contract terms and conditions

• Scoping

• Bid bonds

• Variation orders

• HSE

PSMP – Cycle 1 2010

Project initiated in January 2010 and completed in April 2010

12 www.adssc.ae

Rank Identified Issue Action Taken

1

Contract monitoring and

implementation on-site

• New O & M contracts are performance based, with specific HSE KPIs’

2

HSE culture

• Effective implementation of an Integrated Management System (IMS)

resulted in achievement of the ADSSC IMS Certification in May 2010

• HSE Specialist has been brought on-board

3

Contracts Ts’ & Cs’

• New contracts are performance based

•Terms and conditions aligned to FIDIC

4

Variations Management

and timelines

• End-to-end process review and re-design

5

Sharing of Bid Outcomes

• Relevant policy review is under consideration (changed in 2012)

PSMP – Cycle 1 2010 – Outcomes

All areas of concern were addressed and reported back to stakeholders

13

PSMP – Cycle II Details

Stakeholders Involvement – 64 external organizations:

• 18 Government entities

• 8 Developers

• 14 Suppliers

• 12 Contractors (Projects)

• 5 Contractors (O & M)

• 7 Consultants

Engagement Method:

• Customized questionnaire

• 6 Focus Groups (1-2 guests invited from each stakeholder entity)

Focus Group details:

• ADSSC MD, Executive Management team and relevant staff attended

• Survey results presented

• Discussion and lunch

14 www.adssc.ae

ADSSC PSMP Cycle II – Government Entities

15 www.adssc.ae

ADSSC PSMP Cycle II – O&M Contractors

General Construction Comp.

ADSSC PSMP Cycle II – Consultants

ADSSC PSMP Cycle II - Developers

Additionally 14 Suppliers

participated, representing the full

spectrum, in terms of volume of

business and strategic importance for

ADSSC

16 www.adssc.ae

• Frequency of Interaction

• Perception of ADSSC: − Professionalism

− Social Responsibility

− Technology

− Service Delivery

− Bureaucracy

− Responsiveness

− Leadership

− Values

SECTIONS

1 & 2

• Overall Satisfaction on General

Issues: − Quality and Timeliness of

Communication Material

− Professionalism, Knowledge and

Responsiveness of ADSSC

Personnel

− Clarity of Communication Channel

− Contribution to Government

Outcomes

− Frequency of interaction

SECTION 3 SECTION 4

• Overall Satisfaction on

Technical Issues: − The Bidding Process

− Contractual Terms and

Conditions

− On-Site Coordination

− Integrated Management

System

− The Handover Process

− The Variation Process

− The Payment Process

PSMP – Cycle II Questionnaire Design

17 www.adssc.ae

Higher Satisfaction Rates

Lower Satisfaction Rates

Moderate Satisfaction Rates

Based on the results of the survey … … we’ve built a “heat map” of the technical aspects

of the interaction between ADSSC & the Consultants

to identify major improvement areas:

High

Satisfaction

LEGEND:

Moderate

Satisfaction Areas to

improve

Feedback Review and Analysis – typical example

18

PSMP – Cycle II Outcomes

Four Improvement Projects identified, related to:

• Bidding

• Consultant Effectiveness

• Internal Divisional Coordination

• Handover

What was done:

• Internal multi-divisional teams formed

• Maximum 6-month timeline per team

• 4 concurrent projects

• Monthly update to Management

• Feedback to stakeholders at PSMP Cycle III planned for October 2012

PSMP Cycle III Options:

• Repeat Cycle I or II methodology

• Do collective Focus Group

• Invite relevant stakeholders in joint session/s

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PSMP – Tips for Success

Design and Planning stage:

• Drill down to smallest details

• Ensure that stakeholder selection is representative of the group

• Develop interview/survey methodology in coordination with relevant internal divisions

• Leave 6-7 weeks window for receipt of participants feedback (reminders @W3/4/5)

Interaction stage:

• Prepare well and stick to schedule

• Brief executive management team prior to meeting

• Deploy professional facilitation during workshop as interactions can get messy

• Recognize / reward stakeholders

Analysis and Report back stage:

• Capture all discussion notes

• Communicate your action plans to stakeholders

• Engage executive management in periodic review of agreed action plans / outcomes

20 www.adssc.ae

ADSSC PSMP Focus Groups in Session

21 www.adssc.ae

Appreciation Certificates

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ADSSC Organizational Excellence –

Sharing Best Practice Sessions

1. Western Region Development Council (WRDC) – March 2012 @ADSSC

2. DU Telecom – February 2012 @ADSSC

3. Regulation & Supervision Bureau (RSB) Abu Dhabi – January 2012 @ADSSC

4. Roads & Transport Authority Dubai (RTA) – June 2011 @ADSSC

5. Region of Peel, Mississauga, Canada - February 2011

6. Abu Dhabi Distribution Company – November 2010, at ADDC Head Office

7. Calgary Water, City of Calgary, Canada – October 2010

8. ETISALAT – October 2010 @ADSSC

9. Department of Transport (DoT) Abu Dhabi – July 2010 @ADSSC

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1. “ADSSC Partners and Stakeholders Management Programme - PSMP”

presentation at Palladium Round Table Workshops in May 2012, Abu Dhabi

2. “Organizational Excellence @ ADSSC: An integrated Approach” paper

presentation at Balanced Scorecard Forum in April 2012, Dubai

3. “A Practical Guide to Performance Benchmarking” workshop (full-day) presentation

at Balanced Scorecard Forum in April 2012, Dubai

4. “Benchmarking UAE Style” paper presentation at 6th International Benchmarking

Conference, March 2012, Dubai

5. “International Innovation: Globally Leveraging a Canadian Best Practice” paper

published in American Public Works Association (APWA), June 2011 issue

6. “Benchmarking Sewerage Services in Abu Dhabi” paper published in IWA Utility

Water Management International, June 2011 issue

ADSSC Organizational Excellence –

Presentations and Publications

24

7. “Strategic Performance Management @ ADSSC” paper presentation at NWWBI

Conference in Banff, Canada, April 2011

8. “Risk Management @ADSSS” paper presentation at MENA ERM conference in April

2011, Dubai

9. “ADSSC ARP Case Study” paper published by QPR in April 2011

10. “Using Process Benchmarking to Leverage Best Practices in the Establishment

of a Functional and Dynamic Balanced Scorecard-based Performance

Measurement System” paper presentation at IWA Benchmarking Conference,

Valencia, Spain – January 2011

11. “Rapid Growth – an Abu Dhabi Perspective” paper presentation at WSAA

Conference in Sydney, Australia – October 2008

ADSSC Organizational Excellence –

Presentations and Publications

25

Thank you.