NYC DEP Focuses on Recruitment and Talent Development

Organizational Sustainability

WEFTEC 2016

Aimee Edwards, NYC Environmental Protection Bridget Kundmueller, NYC Environmental Protection Alexandria Gibson, NYC Environmental Protection

Seth Yoskowitz, GHD

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Today’s Presentation

v About NYC Environmental Protection v Agency Mission, Vision and Values

v Current State of the Workforce

v Workforce Development Strategic Focus and Objectives v Key Focus Area – BEDC Accountable Manager Certification v Workforce Sustainability Next Steps

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The New York City Department of Environmental Protection (DEP) protects public health and the environment by supplying clean drinking water, collecting and treating wastewater, and reducing air, noise, and hazardous materials pollution. DEP is the largest combined municipal water and wastewater utility in the country, with nearly 6,000 employees. We deliver 1.2 billion gallons of high quality drinking water per day to 8.5 million New York City residents and more than 1 million people in upstate New York, and we collect and treat an average of 1.3 billion gallons of wastewater per day.

About DEP

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• 19 reservoirs

• 3 controlled lakes

• 7,000 miles of water mains, tunnels and aqueducts

• 7,500 miles of sewers

• 14 wastewater treatment plants

• 96 wastewater pumping stations

• 6 dewatering facilities

About DEP

Agency Mission & Vision

Vision.

Mission. To protect public health and the environment by supplying clean drinking water, collecting and treating wastewater, and reducing air, noise, and hazardous materials pollution.

To be the safest, most efficient, cost-effective, resilient, and transparent water utility in the nation.

• Safety • Service • Support

• Transparency • Sustainability • Innovation

Our values describe how we become the best utility in the nation.

Our Values

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Issues / Challenges • Changing Technology

• Greater Demand for Accurate Forecasting

• Multi-Generational Workforce and Different Baby Boomer, Gen X, Gen Y, Millennials’ Perspectives

• Competing with Private Industry in Recruitment and Retention

• Growing Attrition Rate

Advantages / Opportunities • Knowledgeable and

Experienced People

• Diverse Makeup of Talent

• Challenging, Innovative Projects

• Strong Leadership

• Pockets of Growing Interest in the ‘Call to Public Service’

Current State of DEP’s Workforce

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DEP retirement trends demonstrate potential staffing challenges within the near future. More than 31% of the agency’s workforce is currently eligible to retire.

Current State of DEP’s Workforce

31%

2016

RetirementEligible 42%

2020

55%

2025

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§ Develop clear career paths § Create opportunities for

advancement § Provide staff training § Create strategic project

assignments to build skills § Build culture of “managers

as mentors” § Emphasize performance

management

Workforce Development Focuses on Our People

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Our goal is to become the best Capital Program Delivery organization in the US.

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Accountable Management • The Bureau of Engineering Design and

Construction (BEDC) manages the design and construction of DEP’s Capital Construction Program

• Currently there is $10.5 billion in active construction contracts

• $10 billion in the FY’17 – FY ‘20 capital plan

• At BEDC Project Managers are called “Accountable Managers” to reflect the importance of the role and highly the critical nature of delivering capital projects effectively

• There are approximately 120 Accountable Managers at DEP

• Accountable Managers manage a set of individual projects and report to a Portfolio Manager

Asst. or Deputy

Commissioner

Portfolio Manager

Accountable Manager

Risk Manager

Technical Experts

Project Team Members

BEDC PMO

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BEDC’s Accountable Management Culture

What (Product) Do the Right Thing Scope & Deliverables • On time, on budget, and

within quality parameters

How (Process)

Do Things Right Plan & Control • Work procedure, method,

execute coordination and control

Who (People)

Use the Right People Stakeholders & Resources • Organizational structure,

roles and responsibilities, teamwork, and leadership

Why (Purpose)

Have Meaningful Dreams Strategy & Values • Vision, mission, strategy,

and objectives

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Accountable Manager Certification Program

Purpose: To review and reinforce the essential project management requirements of project delivery within NYC Environmental Protection’s Capital Program

• 15-day training and education curriculum delivered over an ~18 month period

• Focusing on the immediately relevant issues, concerns and challenges facing BEDC’s Accountable Managers

• Increase on-time, on-budget, on-quality project delivery

• Facilitated by BEDC’s own subject matter experts, with course material design and development support from the consultant

• Emphasizing adult learning techniques, with real-life examples drawn from BEDC’s own project delivery history

• Professional Development Hours (PDHs) are made available

Accountable Mgr Knowledge andSkills Development

Project Delivery Performance

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Accountable Manager Certification Program Curriculum

Day 1: a) Project Delivery System b) Project Planning Day 2: Scope Management Day 3: Budget and Schedule Controls Day 4: Quality Management Day 5: a) EHS Management - Design b) Sustainability Day 6: EHS Management Construction Day 7: Claims Avoidance

Day 8: CM Schedule Management Day 9: Risk Management Day 10: Construction SOPs I Day 11: Construction SOPs II Day 12: Permit Management Day 13: Contract Procurement and Management Day 14: Design Commission Day 15: a) Partnering b) Managing Project Teams

Topics chosen to address the issues most pressing for successful project delivery, most impactful to enhance Accountable Managers’ capabilities,

and most common as sources of project delivery challenge

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Courses are Facilitated by BEDC’s Own Internal Subject Matter Experts

• High credibility

• Achieve knowledge transfer through BEDC’s own project history

• Use of DEP terminology

• Focused on areas of key known improvement needs

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Highly Interactive Training Modules Emphasizing BEDC Real-Life Examples

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Highly Interactive Training Modules Emphasizing BEDC Real-Life Examples

• Class size limited to ~22 attendees to maximize interaction, discussion, story telling, and participation

• Each course is delivered six times to enable the entire 120 person Accountable Manager population to attend

• Each course is held in three locations to provide easier access for BEDC staff who are spread across the watershed geography

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Participants are Accountable for Their Learning

• Successful course completion is now a critical part of Accountable Manager career development

• Each course day is concluded with a test that must be passed

• Successful passing of all tests is required to achieve Accountable Manager Certification

• Improved project delivery performance is expected

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Initial Results

• Course participant surveys distributed after each course

• Participant feedback also solicited informally to identify more nuanced information

• 97% report the overall course quality to be “Good” or “Excellent”

• Participants report being able to apply course information immediately to their projects

0

20

40

60

80

100

# of

Res

pond

ents

Rating for Overall Course Quality

0% 3%

45% 52%

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DEP Workforce Sustainability Next Steps

Recruit ● Train ● Retain

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Rollout of Succession Planning Initiative

oCritical Positions / Roles Identification

oCompetency Modeling oSkills Gap Analysis oSpecialized Recruitment Plan

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Skills Development & Engagement

o Technical / Trades

o Management and Leadership

o Professional and Career Development

o Mentoring / Knowledge Transfer

o Networking Events

o Recognition Programs

o Quality of Life / Wellness Programs

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Vision for DEP Workforce Sustainability Skilled, capable and trained staff who are excellent stewards of NYC funds and resources

Thank You! Questions?

Aimee Edwards, NYC Environmental Protection (AimeeE@dep.nyc.gov) Seth Yoskowitz, GHD (seth.yoskowitz@ghd.com)