Engaging the Workforce in Asset Management Thursday, June 27, 2019 - PDF document

6/26/2019 1 Engaging the Workforce in Asset Management Thursday, June 27, 2019 1:00 – 2:30 PM ET 2 1

6/26/2019 How to Participate Today • Audio Modes • Listen using Mic & Speakers • Or, select “Use Telephone” and dial the conference (please remember long distance phone charges apply). • Submit your questions using the Questions pane. • A recording will be available for replay shortly after this webcast. 3 Your Co-Hosts Mike Sweeney Scott Haskins Toho Water Authority Jacobs Deputy Executive Director Vice President, Strategic Planning Oversees Asset • Management Program and Utility Management • Expansion Asset and Risk • Strategic Planning • Management Interdepartmental • Leadership Development • Initiatives 4 2

6/26/2019 Introduction 5 Relevant Quotes • “It is not the strongest or the most intelligent who will survive but those who can best manage change.” -Charles Darwin • “Don’t fear failure. Fear being in the exact same place next year as you are today.” - Michael Hyatt 6 3

6/26/2019 Asset Management is transformational, not trivial • Core business and touches every aspect of utility business • Entire asset life-cycle is involved • AM is a discipline (practices and principles) with accountability and reporting requirements • Practices need to be learned and documented as work processes • Vendors often need to be familiar with AM 7 Employee Engagement is difficult to measure but important • External stakeholders and customers need to understand vision • Service level and customer driven • Involves getting from current state to future state • Long term resource investment is required • Ultimately, Culture and values need to embrace AM • Understanding Change is essential to success 8 4

6/26/2019 Speaker Introductions • Leisa Thompson- General Manager, Metropolitan Council Environmental Services • Helena Henao Fernandez- Deputy Director, TEAM2100, Environment Agency • Doug Stewart- Asset Management Director, Portland Water Bureau 9 Metropolitan Council Environmental Services Leisa Thompson General Manager Minnesota 10 5

6/26/2019 21 st Century Leadership Insights from Neuroscience 11 Metropolitan Council is a Regional Planning Agency Metropolitan Council Protect Public Protect Public Ensure Coordinated, Orderly, Ensure Coordinated, Orderly, Health & Safety Health & Safety & Economical Development & Economical Development Community Transportation Environmental Metro Transit Development Services Services Water Wastewater Water Supply Resource Treatment Planning Planning 12 12 6

6/26/2019 We Serve  7 Counties  110 Communities  2,700,000 People Our Facilities  9 WW Facilities  610 Miles Interceptors  250 MGD Our Organization  600 Employees  $7B Assets  $150M Annual Capital 13 13 Strategic Plan Catalyst for Change 14 7

6/26/2019 Recognizing the Need for Change You can’t solve todays problems with the same thinking that created them Einstein 15 15 Create an ES Vision One to Many Relationship Leaders at All Levels Collaborative Process 16 16 8

6/26/2019 Unlocking the Key to Transformation Dissatisfaction Actionable with Current Steps to Get State There Vision of Future State Status Quo Transforming 17 17 17 Strategic Plan Take-Aways Experience Future Everyone likes to be heard (Hearing Create Vision & Leaders at All Levels all the Voices) Build Sustainable Collective Safe space enables rich dialogue Excellence and Systems Internal Teams  Discovering we have common ground External Collaborations  creates community Build New Knowledge & Skills Visual facilitation spurs co-creation Meeting  We have energy to make change Collaboration  happen Team Facilitation  Silo-connecting is Best Design Change  18 18 9

6/26/2019 Traditional Structure: The Sum of Our Silos 19 19 Becoming Greater Than the Sum of Our Silos Our Model for Working Together We are all leaders Connect business areas Customers come first S ystems for Sustaining 20 20 10

6/26/2019 Transformation Work in Progress Build Skills and Mindsets 21 Start at the Top and All Levels - Build Skills and Mindset Multiple Sessions Group Stays over Together weeks/months Integrated with Applied Learning their regular work role Network for Visual Emphasis ongoing learning 22 22 11

6/26/2019 Start at the Top and All Levels – Build Skills and Mindsets Team Leader Cohort Leading Change Cohort Green Belt Cohorts CORE Utility Leader Cohorts Collaboration Network & Monthly Employee Meetings Art of Convening Cohorts 23 23 The Leading Change Cohort Summary 24 24 12

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6/26/2019 Use Neuroscience for Transformation 43 T H I N K Brain Science Significantly Improve Bring Out the Best in Organizational Others Performance Make Change Happen Become an Inclusive & Adapt Faster Organization that Attracts Diversity 44 44 22

6/26/2019 The Neuroscience of Social and Physical Threats 45 45 Collaboration and Meetings 46 46 23

6/26/2019 What Scares Us in Meetings? Social Threats Have the Same Impact as Physical Threats 47 47 SCARF Model by David Rock Fairness of exchanges between people or processes Our sense of safety with others Having a say in decisions and events Being able to predict the future Our relative importance to others 48 48 24

6/26/2019 Synchronize the Science of the Brain with Leadership Behaviors and Culture Change 95% 5% Brain is 2% of body mass Brain Uses 20% of available energy Thinking Behaviors Un-Thinking Behaviors 20% of brain energy is 80% of brain energy is used by conscious brain used by the subconscious for creative and thinking brain for reflex behaviors behaviors and habits that keep our body functioning and safe Processing Speed Processing Speed 40 bits info/second 40 million bits info/second Blood Supply Blood Supply Decreases when fear is Increases when fear is triggered triggered 49 49 Culture Change Requirements Goal: Improve the Quality of Conversations and Decisions Priorities Habits Systems Apply SCARF within Group or Leadership development plan Reduce Social Individual Meetings incorporates principles Threats from Design Group Meetings to Provide resources for meeting Meetings: Integrate SCARF design & facilitation Group or Design Individual Meetings to Provide meeting and Individual Integrate SCARF feedback guides 50 50 25

6/26/2019 Email Leisa.Thompson@metc.state.mn.us Twitter https://twitter.com/MetCouncilNews LinkedIn https://www.linkedin.com/company/metropolitan-council-of-the-twin- cities/ Web https://metrocouncil.org/ 51 51 Helena Henao-Fernandez Deputy Program Director Thames Estuary Asset Management 2100 (TEAM2100) Program Environment Agency, United Kingdom 52 26

6/26/2019 Innovation as a Tool of Engagement 53 The 1953 Flood 17hrs to travel down east coast 54 27

6/26/2019 The 1953 Event • 100 people died in the Thames Estuary • Over 25,000 properties were damaged • 30,000 people evacuated • 100,000 acres of land flooded along the coast • London escaped due to outer defence failures 55 55 The Thames Barrier and Tidal Defences Built 56 28

6/26/2019 What Does the System Protect? Infrastructure Heritage Industry •400 schools • over 3100 • 40,000 •16 hospitals hectares of commercia People & Property sensitive •8 Power stations l and • 1.3 million heritage •More than 1000 industrial electricity residents sites properties substations • Over 500,000 • 4 World •167 km of railway homes Heritage • £275 billion Habitat sites •35 Tube stations property value • 55 sq km •51 Rail stations designated •Over 300 km of Culture Roads habitat • Art galleries sites and historic buildings 57 TEA-ZZ-ZZ.ZZ-TP-PM-ZZ-000005 ISSUE DATE: 07/08/2015 UNCONTROLLED WHEN PRINTED 58 58 29

6/26/2019 Asset Types 59 Why focus on Asset £ Management? • Delivering long term value: Pledge within the Full Business Case to show Government that its money is being invested wisely; • Ensure our stakeholders – those we protect – receive best benefit from our investments; • Develop our knowledge and understanding of our assets, how they perform, how effective our work is and how our work delivers the EA Corporate Strategy; and • Ensuring we deliver what we say we will efficiently. 60 30

6/26/2019 61 TEAM2100 Innovation Process: A culture of Innovation enables to open minds, people acquire an appetite for change and for embracing different ways of working. This creates engagement with an asset management approach and a long term vision. All ideas are valued! 62 31