WSSC 2-YEAR
Information Technology Strategic Plan
Table of Contents
Executive Summary ........................................................................................................................ 1
1 Introduction ............................................................................................................................ 2
1.1 About WSSC ...................................................................................................................... 2
1.1.1 World Class Service and Culture ........................................................................................ 2
1.1.2 Top Water Utility Challenges ............................................................................................. 3
1.2 WSSC Mission Statement ................................................................................................. 4
1.3 WSSC IT Mission Statement ............................................................................................. 4
1.4 WSSC Vision Statement .................................................................................................... 4
1.5 WSSC IT Vision Statement ............................................................................................... 4
2. Technology Strategy Process .................................................................................................. 5
2.1 Strategic Planning and Management Overview ............................................................. 5
3 Strategy Planning and Management ...................................................................................... 6
3.1 Step 1: Develop the Technology Strategy ....................................................................... 6
3.2 Step 2: Translate the Strategy ......................................................................................... 8
3.2.1 IT Department Goals and Objectives ................................................................................. 8
3.3 Step 3: Plan Operations ................................................................................................. 10
3.3.1 Major Technology Strategic Initiatives Overview .......................................................... 10
3.3.2 Project Cornerstone .......................................................................................................... 11
3.3.3 Retiree Payroll ................................................................................................................... 16
3.3.4 Procure to Pay ................................................................................................................... 17
3.3.5 Enterprise Content Management ..................................................................................... 18
3.3.6 Laboratory Information Management System (LMS) .................................................... 20
3.3.7 Project Prioritization Methodology .................................................................................... 23
3.3.8 WSSC 2-Year Roadmap ....................................................................................................... 25
3.3.9 Improving Communications .................................................................................................. 27
3.3.10 Innovation ............................................................................................................................ 29
3.4 Step 4: Execute Processes and Initiatives .................................................................... 31
3.4.1 Program Management ...................................................................................................... 31
3.4.2 Personnel ........................................................................................................................... 34
3.5 Step 5: Monitor and Learn ............................................................................................. 35
3.5.1 Initiative Metrics ............................................................................................................... 36
3.6 Step 6: Test and Adapt Strategy .................................................................................... 39
4 Conclusion ............................................................................................................................. 41
4.1 Implementing the Vision ............................................................................................... 41
4.2 Looking Ahead ............................................................................................................... 41
Appendix A: WSSC Strategic Priorities .............................................................................................. 44
Appendix B: Acronyms ..................................................................................................................... 45
WSSC 2-Year Information Technology Strategic Plan 1
Executive Summary
Washington Suburban Sanitary Commission (WSSC) 2-Year Information Technology Strategic Plan
is an approach to implementing the vision that helps make measurable advances to progress WSSC
towards key initiatives and strategic goals over a two-year time frame.
The WSSC 2-Year Information Technology Strategic plan aligns the Information Technology (IT)
Departmental Mission and Vision with the corporate goals and objectives and provides the
framework and roadmap for completing the transformation of the IT organization. Starting with
technology governance, this plan continues the WSSC technology focus on improving the
organization’s ability to quickly respond to changing business needs and leveraging advances in
technology while always ensuring safe and efficient water delivery and sewage treatment for WSSC
customers.
The information technology strategic planning team highlights the following within this document:
Technology Strategic Planning Process
Developing the Technology Strategy
Translating the Strategy
Technology Goals and Objectives
Major Technology Initiatives and Projects
Plan Operations - WSSC 2-Year Road Map
WSSC 2-Year Timeline - Project Implementation Schedule
In addition to achieving a long-term vision and future direction for WSSC, this framework outlines
the corresponding operational, governance, and technology targets used to align immediate goals
and initiatives within the WSSC strategic direction. This framework uses an iterative approach for
strategic planning, emphasizing the partnership between the IT Department and the business to
clearly identify, prioritize, develop and deploy robust solutions that achieve World-Class Service for
WSSC customers and embrace industry-proven development processes that create a World-Class
Culture for WSSC employees.
WSSC 2-Year Information Technology Strategic Plan 2
1 Introduction
Washington Suburban Sanitary Commission (WSSC) 2-Year Information Technology Strategic Plan
offers an innovative functional and actionable response to existing trends and illustrates the current
innovation and positive trajectory of WSSC Information Technology (IT) Department and the
vision for WSSC customers, employees and key stakeholders.
WSSC IT Department and support staff developed this Strategic Plan to provide WSSC with a two-
year roadmap for support, services and organizational development. This plan also provides WSSC
bi-county customers and stakeholders insight to WSSC digital strategy and business technology
focused efforts. In this fast-paced, ever-changing world, WSSC will update the plan as necessary
with input from the Commissioners, Executive Leadership Team, and staff.
The information technology strategic planning team developed this plan with broad involvement
and guidance from the WSSC stakeholders. Members of different departments from across the
company collaborated in a process that included invaluable interviews, conversations, a review of the
status of existing goals, objectives, and action items; the result of this work produced a refreshed
Strategic Plan.
1.1 About WSSC
The WSSC core business is to provide safe and reliable water and wastewater services to its
customers. Among the nation’s largest water and wastewater utilities, WSSC serves more than 1.8
million residents over roughly 1,000 square miles.
1.1.1 World Class Service and Culture
WSSC wants to solidify its current ranking among the top tier of the best-managed water and
wastewater utilities in the world. It pursues this excellence in an environment of evolving business
complexity, advancing technology, increasing stakeholder expectations, and tightening economics.
Delivering high-quality services requires more than pipes and pumps. In addition to physical
infrastructure, WSSC future performance will also depend on its ability to provide first-rate
WSSC 2-Year Information Technology Strategic Plan 3
customer service, operate a modern and efficient service delivery organization, secure and optimize
financial resources, employ a skilled workforce capable of delivering on future needs, and serve and
protect the region’s water resources.
The 21st-century business technology function is increasingly recognized as a strategic service and
support function. This requires deliberate forethought, ongoing investment, quality assurance, and
periodic renewal. Intelligently deployed technology-based systems, business processes and real-time
data offer WSSC unprecedented opportunities to improve and even innovate the way it manages the
business and serves its customers. Congruent with this vision, WSSC will exploit opportunities
where information technology can significantly contribute to the enterprise business effectiveness
and efficiency.
1.1.2 Top Water Utility Challenges
The Water Research Foundation inquiry on the future of the water industry produced a list of trends
to watch over the next 10-15 years. Interviews, surveys, and discussions validated the following list:
Uncertain Economy, Financial Instability
Mass/Social Media Explosion
Drought Potential, Decreased Availability/Adequacy of Water Resources
Increasing/Expanding Government Regulations
Condition of Water/Wastewater Infrastructure/Capital Needs
Efficiency Drivers, Resource Optimization
Shifting Water Demands/Scarcity (Per Capita Reduction)
Customer Service/Community Relations
Utility Security Lack of Public Appreciation for the Value of Water
Climate Change Uncertainty Funding for Capital Improvement Projects
Replacing a Retiring Workforce; Dynamic Talent Life-Cycle
Energy Usage/Cost
Expanding Technology Applications Service/Investment
WSSC 2-Year Information Technology Strategic Plan 4
1.2 WSSC Mission Statement
WSSC is entrusted, by the community, to provide safe and reliable water, life’s most precious
resource, and to return clean water to the environment, all in an ethical, sustainable, and financially
responsible manner.
1.3 WSSC IT Mission Statement
The WSSC IT Department focus is to lead technology efforts to support the strategic goals of
WSSC. IT will provide leadership, expertise, and resources in the ideation, development, and
deployment of innovative technologies and streamlined processes to improve efficiency, business
interaction and customer access to WSSC information and services.
1.4 WSSC Vision Statement
To be THE world-class water utility, where excellent products and services are always on tap.
1.5 WSSC IT Vision Statement
Under the direction of the WSSC 2-Year Information Technology Strategic Plan and guidance of the
General Manager, the IT Department will:
Rise to a position of absolute leadership among public utilities in the creative use and
application of technology and leverage this investment to improve customer service and
organizational performance dramatically.
Serve as a change agent to support the redefinition of business processes to more effectively
serve our customers.
Find innovative technology solutions to build a Smart Utility.
WSSC 2-Year Information Technology Strategic Plan 5
2. Technology Strategy Process
To craft the WSSC 2-Year Information Technology Strategic Plan, the information technology
strategic planning team relied on the following process as discussed in subsection 2.1 below.
2.1 Strategic Planning and Management Overview
Step 1: Develop the Technology Strategy
o Review important internal and external strategies and plans
o Engage internal stakeholders and use their feedback as a foundation for the WSSC 2-Year Information Technology Strategic Plan
o Develop a holistic strategy statement in sync with Technology and Business goals
Step 2: Translate the Strategy
o Translate strategy statement into specific objectives and initiatives for the WSSC 2-Year Information Technology Strategic Plan
o Use the strategy statement as a guide to map and prioritize the operational plans and resources needed to achieve the WSSC IT Department objectives
Step 3: Plan Operations
o Create spreadsheet of the ongoing Strategic Technology Initiatives and approved projects over the 2-Year Timeline
o Identify and evaluate metrics
Step 4: Execute Processes and Initiatives
o Implement Strategic Roadmap
Step 5: Monitor and Learn
o Collect key metrics
Step 6: Test and Adapt Strategy
o Evaluate outcomes, metrics and performance
o Validate the Strategy
o Refine and redefine critical metrics as needed
WSSC 2-Year Information Technology Strategic Plan 6
3 Strategy Planning and Management
The subsections that follow provide the details for the strategy planning and management steps
outlined in subsection 2.1 of this document, Strategic Planning and Management Overview.
3.1 Step 1: Develop the Technology Strategy
The 2-Year Information Technology Strategic Plan is the current iteration of the WSSC ongoing
improvement process. The Office of the Chief Information Officer (CIO) developed the strategy
within the context of the WSSC Mission and Vision statements and created an update to the
previous Information Technology Strategic Plan.
Individual and group consultations with WSSC staff, representing multiple levels from across WSSC,
provided the critical data necessary to develop the strategic plan. The team analyzed WSSC business
needs and then mapped them to the WSSC three technology goal types: People, Process, and Tools.
This process identified and prioritized opportunities where technology solutions could best help
address those needs.
This strategy supports the Major Technology Initiatives and Projects (detailed in subsequent sections
of this document) that apply solution approaches that are served and reinforced across WSSC
multiple Strategic Priorities. The WSSC 2-Year Information Technology Strategic Plan highlights
WSSC initiatives to improve overall business and technology functions. The table that begins on the
next page lists the business needs in terms of goal type, IT Technology Strategic Goal, and WSSC
Initiative.
WSSC 2-Year Information Technology Strategic Plan 7
Table 1: Business Needs
Goal Type WSSC
Strategic Priorities WSSC Initiative Need
People
Process
DELIVER EXCELLENT
CUSTOMER SERVICE Customer Relationships
Transform WSSC into a
customer-centric culture
People
Process
ENHANCE STAKEHOLDER
RELATIONSHIPS Communications Strategy
Develop and execute a
proactive communications
strategy
Process
People
INSPIRE EMPLOYEE
ENGAGEMENT Succession Planning
Implement a
comprehensive succession
planning program
Process INSPIRE EMPLOYEE
ENGAGEMENT Accountability
Integrate an Environment of
Accountability
People
Process
Tool
INSPIRE EMPLOYEE
ENGAGEMENT World-Class Culture
Streamline processes (IT
department and WSSC-
wide) to create a workplace
where employees work,
thrive and serve
Tool IMPROVE
INFRASTRUCTURE Buried Infrastructure
Refurbish aging buried
infrastructure
Process
Tool
IMPROVE
INFRASTRUCTURE Plant Infrastructure
Optimize plant
infrastructure
Process
Tool
IMPROVE
INFRASTRUCTURE Asset Management
Implement and integrate
asset management
practices
People
Process
Tool
ACHIEVE PROCESS
EXCELLENCE AND
FINANCIAL STABILITY
Process Optimization
Use new techniques to
optimize technology for
people, process, to improve
cost structure
Process
ACHIEVE PROCESS
EXCELLENCE AND
FINANCIAL STABILITY
Supply Chain Diversify and optimize
supply chain
Tool
Process
ACHIEVE PROCESS
EXCELLENCE AND
FINANCIAL STABILITY
Stable Rate Structure
Provide flexible, scalable
infrastructure to support
stability of costs to maintain
current rate structures.
WSSC 2-Year Information Technology Strategic Plan 8
3.2 Step 2: Translate the Strategy
The following Technology Goals and Objectives map directly to WSSC Technology Vision and
illustrates the IT Department approach, over the next two years, to these critical issues identified as
part of the strategic planning process. Moreover, these goals support the roadmap to fulfill the
WSSC strategic technology direction.
3.2.1 IT Department Goals and Objectives
The table that follows shows how to create objectives based on first bulleted item of the WSSC IT
Vision Statement, as discussed in subsection 1.5 of this document, and the WSSC IT People Goal.
First Bulleted Item in WSSC IT Vision Statement: Rise to a position of absolute leadership
among public utilities in the creative use and application of technology and leverage this investment
to dramatically improve the customer service and organizational performance dramatically.
Table 2: Objectives Based on People Goal
People Goal: Further empower the IT department to perform its job effectively through the provision of training and team building activities that increase morale.
- DELIVER EXCELLENT CUSTOMER SERVICE - ENHANCE STAKEHOLDER RELATIONSHIPS - ACHIEVE PROCESS EXCELLENCE AND FINANCIAL STABILITY
- ACHIEVE WORLD CLASS SERVICE AND CULTURE
Objective 1.1 Increase the percentage of IT employees that earn a rating of 4 (out of 5) or higher on annual performance reviews.
Objective 1.2 Increase the percentage of IT employees that rank WSSC as a great place to work in annual workplace survey.
WSSC 2-Year Information Technology Strategic Plan 9
The table that follows shows how to create objectives based on second bulleted item of the WSSC
IT Vision Statement, as discussed in subsection 1.5 of this document, and the WSSC IT Process
Goal.
Second Bulleted Item in WSSC IT Vision Statement: Serve as a Change Agent to support
redefinition of business processes to more effectively serve our customers.
Table 3: Objectives Based on Process Goal
Process Goal: Partner with WSSC business units to innovate, resolve problems, enhance efficiency and improve performance through process improvement.
- DELIVER EXCELLENT CUSTOMER SERVICE
- ENHANCE STAKEHOLDER RELATIONSHIPS
- IMPROVE INFRASTRUCTURE
- ACHIEVE PROCESS EXCELLENCE AND FINANCIAL STABILITY
- ACHIEVE WORLD CLASS SERVICE AND CULTURE
Objective 2.1 Increase the percentage of departments that rate IT department highly in annual surveys.
Objective 2.2 Increase the number of new requests that include IT department in project initiation phase.
The table that appears on the next page shows how to create objectives based on third bulleted item
of the WSSC IT Vision Statement, as discussed in subsection 1.5 of this document, and the WSSC
IT Tools Goal.
Third Bulleted Item in WSSC IT Vision Statement: Find innovative technology solutions to
build a Smart Utility.
WSSC 2-Year Information Technology Strategic Plan 10
Table 4: Objectives Based on Tools Goal
Tools Goal: Partner with WSSC business units to use technology as an enabler in support of the delivery of water-related services to our customers.
- IMPROVE INFRASTRUCTURE
- ACHIEVE PROCESS EXCELLENCE AND FINANCIAL STABILITY
- ACHIEVE WORLD CLASS SERVICE AND CULTURE
Objective 3.1
Increase the percentage of time WSSC’s technical infrastructure is available.
Improve availability of WSSC services -- Technical resources should be measured against the business purposes they serve not separate technical metrics.
Objective 3.2
Increase the percentage of tickets resolved during first contact by the service desk.
Measure and improve customer satisfaction of ticket resolutions.
3.3 Step 3: Plan Operations
The subsections that follow discuss major technology strategic initiatives and projects that affect
operations and will be implemented over a two-year period.
3.3.1 Major Technology Strategic Initiatives Overview
The major technology strategic initiatives are the foundation for transforming the WSSC ability to
better serve the customers' evolving environment. These initiatives have WSSC-wide impact. They
are critical to delivering systems and solutions that improve operations capabilities, efficiencies, and
enable the IT Department to provide the following:
Enhanced enterprise technology infrastructure to meet or exceed customer expectations.
Increased resiliency for infrastructure and operations.
WSSC 2-Year Information Technology Strategic Plan 11
New capabilities that can offer new services supporting a digital environment, interoperability, and mobility.
Improved service quality and customer support processes.
Multiple factors will be considered for the technology initiatives and projects that will include
implementation intensity (and concomitant demands on management attention), expected benefits,
and additional portfolio and system-specific considerations.
The major technology initiatives and projects that will enable WSSC to become more efficient,
transparent, and that will enhance the overall experience for customers (externally and internally),
are discussed in the subsections that follow. Based on analyzing where WSSC is today, the following
initiatives and projects are presented that will help transport WSSC to the desired future state. These
innovative solutions will help to Transform WSSC from outdated tools and processes and focus
technology on the present and future priorities for WSSC customers and leadership.
3.3.2 Project Cornerstone
Project Cornerstone initiative will enable WSSC to provide world‐
class service, standardize enterprise solutions (Mobile Workforce
Management [MWM], Work and Asset Management [WAM]),
leverage existing investments in installed Oracle products (e‐Business
Suite, MWM, WAM, Field Work Process Integration Pack [PIP]), and prepare for
future strategic initiatives (Meter Data Management [MDM], and Decision Support System [DSS]).
WSSC is undertaking a vision‐stretching implementation of the Oracle leading Customer Care and
Billing (CC&B) solution. Delivery of this project entails the following: (1) technological advances
such as cloud computing; (2) customer service improvements through meter‐to‐cash business
process review and revision; and (3) enablement of new revenue assurance practices such as
deposits, monthly billing, and credit and collections. This project will also open a retirement path for
specific business systems (Customer Service Information System [CSIS], Field Service System,
Permit Processing Information System [PPIS], and Maintenance Management Information System
[MMIS]) as part of an overarching technology strategy. These mainframe‐based systems are
WSSC 2-Year Information Technology Strategic Plan 12
antiquated, inflexible, lack sophisticated functionality, detract from the customer experience, and do
not position WSSC for future strategic initiatives. Moreover, in some cases, these systems do not
provide a complete and consistent view or reporting of information, and in most cases, have been
designated as "high-risk applications" for several years.
Two specific projects make up this initiative. What are they?
3.3.2.1 Oracle Customer-to-Meter (C2M)
The Oracle Customer Care and Billing (CC&B) v 2.6 system was chosen as the solution to replace
CSIS and to drive WSSC customer experience. Oracle’s Customer to Meter (C2M) system was
chosen as the comprehensive solution, to include additional work modules that will enable our
eventual transition to Advanced Metering Infrastructure (AMI). This project will replace the legacy
“Meter2Cash” systems with C2M as the desired future state. This project will result in achieving the
following benefits:
1. Provide better and added services to WSSC customers
2. Streamline processes and incorporate fully integrated “best business practices”
3. Develop a system that is user‐friendly, and that empowers end‐users to identify and improve their business processes quickly
4. Add and enhance the functionality of business processes
5. Improve quality and accessibility of information for decision support
6. Reduce redundant data entry, storage, and paper processing
7. Improve operational effectiveness and productivity
8. Enhance Customer Relationship Management (CRM) and web self‐service
The exhibit below demonstrates the reach of this solution set and potential impact to WSSC.
WSSC 2-Year Information Technology Strategic Plan 13
Exhibit 1: C2M Oracle Reference Model
This improvement will also lead to a new billing capability, which is one of the requirements driving
this change. Customer billing of utilities requires more data and flexibility. This solution will meet
those requirements. A sample bill is shown on the next page. As identified previously, this project
will also open a retirement path for specific business systems such as CSIS, Field Service System
(FSS), PPIS, and MMIS.
WSSC 2-Year Information Technology Strategic Plan 14
Exhibit 2: C2M Billing Sample
WSSC 2-Year Information Technology Strategic Plan 15
3.3.2.2 Oracle MWM/WAM
The Oracle Mobile Workforce Management (MWM) v2.3 and Work and Asset Management (WAM)
v2.2 systems have been chosen as the solution to standardize work management for WSSC. This
project will replace corresponding functions in the mainframe Maintenance Management
Information System (MMIS), and the Field Services System (FSS), with WAM and MWM as the
desired future state. This program will impact the business systems that WSSC employs to
accomplish many core business processes, including: work management, asset management,
materials management, field services, and operations and maintenance. These core business
processes are currently managed by the following business systems: MMIS, TEAMS (WAM 1.9),
Field Service System (FSS), and E-Business Suite (EBS). MWM/WAM will achieve the following
benefits:
1. Offer customers an improved experience as a result of tightly integrated work planning automation with mobile dispatch and real-time updates
2. Support Advanced Metering Infrastructure (AMI)
3. Enable Utility Services to receive and assign vicinity and route-based work remotely, utilizing MWM, and generate near real-time status reporting on completed work orders
4. Provide production benefits from improved planning and scheduling, integrated inventory management, enhanced reporting capabilities and dashboards, and successful integration between MWM/WAM and other interfaces such as Geographical Information System (GIS), Supervisory Control and Data Acquisition (SCADA) and e-Builder
5. Enable General Services to track all inventory materials in a single system, experience better standard reporting and work order processing for fleet reservations, and provide fully functioning interfaces to its Fuel and Automatic Vehicle Location (AVL) applications
The MWM workflow model appears on the next page.
WSSC 2-Year Information Technology Strategic Plan 16
Exhibit 3: Oracle MWM Workflow Model
3.3.3 Retiree Payroll
The Retiree Payroll initiative will replace the current mainframe-based retiree payroll system with a
client-server solution. This is critical to WSSC as part of the effort to develop a World-Class Culture.
The replacement of the current system fits strategically with the C2M and Procure-to-Pay (P2P)
initiatives. This is also one more step in the efforts to retire the mainframe environment. This will
also result in achieving the following benefits:
1. Full Automation and Integration for the following functions:
a. Benefits Management
b. Compensation Management
c. Deductions
d. Tax Management
e. Vacation/Leave Management
f. W2 Preparation
2. More productive and cost effective for staff
3. More flexibility for staff access and interaction
WSSC 2-Year Information Technology Strategic Plan 17
This critical initiative coincides with the effort to fully automate the WSSC financial processes, tools
and procedures. The graphic below depicts the impact of this initiative.
Exhibit 4: Payroll Today – Payroll Tomorrow
3.3.4 Procure to Pay
The Procure-to-Pay (P2P) initiative will provide a new and updated platform for Payroll and
Automated Financial Operations. This is a critical business effort to automate the financial processes
to the latest Oracle E-Biz Suite. It starts with Accounts Payable and goes all the way through
Procurement. Advanced financial controls provide out-of-the box as well as configurable content to
oversee the entire procure-to-pay (P2P) business process and satisfy needs of P2P practitioners
(finance and procurement), auditors, and IT staff. The completion is also critical as it is timed in
sequence with the C2M implementation. As with C2M, this is another step in the process of retiring
the mainframe environment. This will result in achieving the following benefits:
1. Enhancing service to internal customers and reducing cost
2. Enhancing staff productivity
3. Bolstering policy enforcement and controls
4. Increasing ability to identify and reduce maverick spending
5. Enhancing collaboration with vendors
WSSC 2-Year Information Technology Strategic Plan 18
6. Advanced analytics
7. Supplier, contract, legal, tax, and policy compliance
8. Electronic capture of all business-to-business (B2B) transactions
9. Reduced errors, fraud and risk
10. Buying at negotiated prices and within budget
3.3.5 Enterprise Content Management
The Enterprise Content Management initiative will provide an Enterprise Content Management
(ECM) solution to successfully transition the WSSC existing unstructured electronic records into a
system that provides management throughout the information lifecycle. This initiative will provide a
sustainable foundation for e-business standardization, workflow integration, enterprise-wide
collaboration, and paper reduction, in a business environment characterized by continued, rapid
growth.
What is Enterprise Content Management? In the larger sense, ECM refers to the strategies, tools,
processes and skills an organization needs to manage all information assets. The ECM approach is
being applied to all unstructured electronic records. These records represent many of the
organization’s key corporate and operational information assets and yet are among the most difficult
to manage, share, retrieve and preserve over time because they lack the structure and self-
containment provided by a database.
Essentially, ECM systems create a database-like environment for unstructured records. An ECM
system enables users to capture records into a repository where they can embed metadata (data
attributes) that enables the system to automatically manage, control access, retrieve, and audit the
records. The file classification plan is one type of metadata, used to define how long the records are
kept over time. The graphic below shows the wide range of elements that are affected by an ECM
solution.
WSSC 2-Year Information Technology Strategic Plan 19
Exhibit 5: Enterprise Content Management
This initiative will have significant benefits for WSSC. Some of these are listed below:
1. Improved transparency
2. Increased efficiency and cost reduction
3. Structuring company knowledge
4. Reduced processing times
5. Improved data analytics
6. Improved accuracy and reporting
7. Improved information sharing
8. Time savings
9. Lower archive and paper costs
The following sub-projects are an outgrowth of the ECM initiative. They are important steps in the
planning and implementation stages of the initiative. They include the following:
1. Business process mapping and review
2. Business and data management workflow
3. Electronic signatures
4. Advanced dashboards
WSSC 2-Year Information Technology Strategic Plan 20
3.3.6 Laboratory Information Management System (LMS)
This solution allows WSSC Production Department (Lab team) to effectively manage samples and
associated data. By using Laboratory Information Management System (LIMS), the lab can automate
workflows, integrate instruments, and manage samples and associated information. This is critical to
meet government, state, and local regulatory requirements. Without this solution, the task of
meeting these requirements would require extensive involvement by everyone in Production
Department to meet reporting requirements. Therefore, this effort is to update the current version
of LIMS with the latest to allow for maintenance of information in order to meet reporting
requirements. In addition, the latest version has continued maintenance provided by the vendor.
There are many benefits of this application for WSSC. LIMS will reduce the human error by
transmitting the numbers directly from the analyzers to accurate and traceable results modules.
Project benefits include:
Efficiency
Generate and send reports
Eliminate lost data
Generate invoices
Retrieve data quickly
Access archived data
Accuracy
Reduce error
Enhance quality control
Verify data at input
Avoid missed deadlines
Avoid the embarrassment of false
results
Client Satisfaction:
Electronically notify customers
Invoice customers for good job
done
Configure reports
Productivity:
Track productivity
Increase throughput
Document lab output
Spend time effectively
Interact directly with LIMS
developer
WSSC 2-Year Information Technology Strategic Plan 23
Below is a graphic illustration of the LIMS components.
Exhibit 6: LIMS Components
3.3.7 Project Prioritization Methodology
Even though each project discussed in the previous section (Section 3 and subsections 3.3.1 through
3.3.7) addresses a vital business need, the implementation must be carried out in the context of finite
human and financial resources. These tasks require a phased approach that balances the
implementation demands and risks of individual projects within the broader portfolio while ensuring
full continuity of WSSC essential products and services.
By taking various system-specific and portfolio considerations into account, the planning team
employed a heuristic process to sequence the implementation of priority technology systems. While
WSSC 2-Year Information Technology Strategic Plan 24
most of these assessments are qualitative by nature, they provide a logical framework for thinking
through tradeoffs and balancing the project portfolio.
The team clustered projects according to expected implementation intensity, project duration, and
complexity. Three broad categories emerged:
Multi-Year projects are complex and intensive with an expected implementation of two
years. These carry more significant risks and require greater stakeholder engagement.
Short-term projects are less complex and narrower in scope with an expected
implementation of fewer than two years.
Platform projects provide for the development and maintenance of technology platforms
that serve as the foundation for vertical solutions. These are low intensity, multi-year
projects, often implemented in modules. They are dynamic and open-ended by nature.
Additional considerations were taken into account for multi-year projects given the high cost,
complexity, and risk associated with implementing these systems. System vulnerability, including age
and availability of system support, was a particularly important consideration, as some of these
critical systems were legacy systems or homegrown solutions with dwindling trained support
personnel. Additional portfolio and system-specific implementation considerations included:
Systems dependencies: any natural project linkages (e.g., when one system is a prerequisite
for or can harness positive spillover effects from another).
Staff bandwidth: implementation bandwidth of IT Department and the respective functional
units.
Organizational readiness: capacity of IT department and the respective functional units to
support implementation.
Technical constraints: technical considerations, such as level of project complexity and
maturity of the technology.
Reputational constraints: risk of breeding negative perceptions of WSSC by external
stakeholders, primarily an issue for externally facing technologies.
WSSC 2-Year Information Technology Strategic Plan 25
Bridge solutions: any short-term solutions that can address users’ urgent needs while waiting
for system replacement.
3.3.8 WSSC 2-Year Roadmap
A notational road map of WSSC approved Major Strategic Initiatives and Projects appears on the
next page. Mapped to the WSSC Strategic Initiatives, the roadmap illustrates how the IT
Department will implement each project over the next two years and how these projects will impact
WSSC. Light-blue lines at the top of the diagram are for the Major Strategic Initiatives. Dark-blue
lines are for the finance-focused projects. Purple lines are for the IT-focused application
development projects, and green lines are for the IT-focused infrastructure and platform projects.
WSSC 2-Year Information Technology Strategic Plan 26
Exhibit 7: WSSC 2-Year Roadmap
WSSC 2-Year Information Technology Strategic Plan 27
3.3.9 Improving Communications
As mentioned previously, effective communication is a challenge across the organization. Despite
technology such as email, smart-phones, tables and web pages that expedite the delivery of data
across the organization, WSSC IT must take steps to manage information for the maximum amount
of knowledge to be conveyed with the least amount of data.
Some key steps WSSC will take to improve communications and to engage the customer are as
follows:
3.3.9.1 Web Redesign
Web redesign will improve the presence of information and data to the WSSC community and
make it one of the key tools available to disperse information. As the web redesign project
progresses, WSSC will engage users across the organization to gain input and ideas for the redesign.
This will be an enterprise-wide effort, not only IT.
3.3.9.2 Digital Strategy
Digital Strategy initiative sets out to accomplish three things:
1. Enable an increasingly mobile workforce to access high-quality digital information and services anywhere, anytime, on any device.
2. Ensure that as WSSC adjusts to this new digital world, WSSC seizes the opportunity to procure and manage devices, applications, and data in smart, secure and affordable ways.
3. Unlock the power of data to spur innovation and improve the quality of services for WSSC stakeholders.
Cloud computing, smart mobile devices, and collaboration tools are changing the consumer
landscape and providing the public sector with opportunities and challenges. Customers will expect
WSSC to deliver and receive digital information and services anytime, anywhere and on any device.
This must be done safely, securely, and with fewer resources. To build for the future, WSSC is
developing a digital strategy that embraces the opportunity to innovate more with less and enable
stakeholders to better leverage WSSC data to improve the quality of services.
WSSC 2-Year Information Technology Strategic Plan 28
3.3.9.3 Customer and Stakeholder Focus
Regardless of the form taken, digital services must be designed and delivered with customer service
first in mind and must reflect the technologies used by today’s customers. To develop innovative,
transparent, customer-facing products and services efficiently and effectively, WSSC must embrace a
customer-centric design that includes:
Measuring how well WSSC is providing meaningful services
Focusing WSSC efforts on those interactions that have the most use and value
Institutionalizing performance measurement
Continuously improving services in response to those measurements.
3.3.9.4 Business Intelligence / Data Analytics
WSSC will use recent advances in data analytics to further enhance communication and improve
business intelligence (BI). The analytics process helps business users discover data trends so they can
accurately make predictions about the future. Analyzing data is a critical component in the question-
answering phase leading up to the decision-making phase, which is critical for increasing business
intelligence.
WSSC 2-Year Information Technology Strategic Plan 29
3.3.10 Innovation
WSSC recently formed the STAT Office, responsible for statistical analysis and implementation of
the WSSC performance monitoring program and management, as a section within the Office of the
General Manager. In conjunction, IT recently formed an Enterprise Project Management Office
(EPMO) to evaluate the viability of new project requests supporting the efforts of WSSC STAT
Office to examine operational efficiencies and to introduce WSSC to new ideas. WSSC also sparks
innovation with summer internships, developing relationships with universities and leveraging the
interns’ experience with new technology. By leveraging the interns’ creativity and taking advantage
of interns’ studies in their respective schools, this helps to build and improve the career pipeline,
leading to work during the summer with exciting technology such as augmented reality and video
game development.
The WSSC approach identifies innovative ideas, develops them into pilots, eventually leading to full-
scale projects presented to the Enterprise Project Management Office (EPMO), to enhance the
ability of WSSC to accomplish its mission of improving
sustainability and operations.
To further spark creativity at WSSC, the IT Department has
also established a goal of at least five pilots in the upcoming year. Turning innovation into value
requires the analytical and creative sides to be working together to evolve the organization’s
thoughts, work, and communication pathways.
WSSC focuses on the following areas for sustained innovation:
1. Organizational maturity – A measure of an organization’s ability to embrace
innovation. The table on the next page lists and describes the organizational maturity
levels.
2. Cross-boundary collaboration where no individual or group operates alone.
3. Sustainable organizational structure fostering innovation that influences the quality
of goods or services it produces.
EPMOPilotIdea
WSSC 2-Year Information Technology Strategic Plan 30
Additionally, WSSC IT Department is innovating the way WSSC engages with stakeholders in the
business community. For example, WSSC recently awarded the IT Consulting and Technical
Services (CATS) contract vehicle to better facilitate qualified firms to provide a range of
management support services and expert assistance to the WSSC IT Team. Moreover, CATS
contract vehicle enables WSSC to obtain IT consulting and technical services in a timely and
economical manner. One way WSSC is becoming more business-friendly is through Procure-to-Pay
(P2P), which will provide a new platform for Payroll and Automated Financial Operations from
Accounts Payable through Procurement.
Table 5: Sustained Innovation Index Maturity Levels
Maturity Level Characteristics Sustained Innovation Effect
1 Chaotic, ad-hoc or individual heroics; islands of structure may exist, but are not connected and do not communicate with each other
Little or no innovation awareness or attention
2 Repeatable and operationally capable, supported by high-level documentation
Emergent innovation focus. Inconsistent, sporadically effective.
3 Fully defined, supported by detailed documentation, consistently repeatable, overlap or conflict
Threshold of sustained innovation.
4 Disciplined and consistent management characterized by quantitative performance measures and analysis
Measurable improvements with increasingly higher levels of performance
5 Continuous optimization characterized by proactive and periodic management or operational improvements
Fully sustained innovation. A market influencer and leader
WSSC 2-Year Information Technology Strategic Plan 31
3.4 Step 4: Execute Processes and Initiatives
This section focuses on the processes, initiatives and operations needed to implement the planned
vision. The process follows standard project management methodologies to execute each project’s
system development lifecycle (SDLC).
These methodologies help manage project delivery, budget, and risk throughout the process. They
also utilize checkpoints to ensure delivery of the expected solution for the client department or
WSSC.
3.4.1 Program Management
The exhibit that appears on the next page illustrates the WSSC iterative approach to program
management. The text that follows the exhibit describes the major tasks listed in the gray vertical
bars under the horizontal bars for the Initiation, Planning, and Execution phases of a program
and/or project SDLC.
WSSC 2-Year Information Technology Strategic Plan 32
Exhibit 8: Integrated Project Management Methodology Diagram
WSSC 2-Year Information Technology Strategic Plan 33
Initiation. The executive responsible for the program or project (strategic initiative) gathers the
identified resources (approved for the program) and introduces the program to the organization.
System Concept Development. The development and presentation of the system solution occurs
at a high level. It identifies essential elements of the architecture and integration points and includes
specific components that are necessary for the system design. The System Concept Development
becomes the roadmap for developing the implementation of the solution.
Planning. The development manager works to plan for successful application releases through
assistance with scope and task definitions, resource planning, and estimation for each phase of work,
technology selection, and scheduling.
Requirements Analysis. WSSC system analysts work with all appropriate assigned staff to elicit
requirements for the system and document those into a Functional Requirements Document (FRD)
that contains specific, clear, and testable software and requirements to guide the subsequent phases.
Design. In this phase, the application architect and technical team extend the requirements
document into a detailed plan for the proposed release. To that end, the group creates a System
Design Document (SDD) in support of development and operational activities.
Development. During this phase, the development team builds the release, performs unit testing
and code review, updates the design and requirements documents as needed, and coordinates
activities with testers and operations. WSSC design and development capability includes the software
necessary for the project (i.e., Oracle E-Biz Suite). It is also during this time that the test team begins
to develop test scripts for the next phase, and training development begins and includes instructional
design, development, and then training of end-users.
Integration and Test. WSSC testing team finalizes test scripts and executes system integration and
regression testing to ensure the correct implementation of all requirements without adverse impact
to the overall system. WSSC testing team supports, maintains, and uses a testing environment that
replicates the production environment for all testing activities before deploying to the production
environment. Implementation of the tested applications into the production environment will be
seamless with minimal interruption of the production system. Once IT internal testing is complete,
the testing team will submit the application for User Acceptance Testing (UAT). If the production
implementation requires data migration, IT will use a set of test data to test the data migration
approach.
WSSC 2-Year Information Technology Strategic Plan 34
Implementation. WSSC IT developers work closely with the WSSC IT operations team to ensure a
smooth transition into WSSC production environments. These teams perform the software
implementation tasks and provide support for data migration. The implementation of the tested
applications into the production environment will be seamless with minimal interruption of the
production system.
Operations and Maintenance. WSSC IT operations and maintenance support include system
administration and security support. As a technology-focused company, WSSC maintains a team
capable of managing and executing against a variety of SDLCs. It is essential to understand the
nuances of each client's unique implementation to accomplish the objectives of the organization.
3.4.2 Personnel
The ambitious nature of this plan will require WSSC to mobilize staff and external consultants and
vendors optimally. The accountability and oversight responsibility for project success relies on
WSSC IT leadership. Realizing this vision will require close cooperation and sustained commitment
from the IT Department and business units, a streamlined delivery process, and an uncompromising
focus on performance. IT leadership will determine the level of effort for each exercise and assign
staff accordingly. Staffing requirements will be identified to minimize the impact on all business
areas but sufficient to complete the project on schedule. As required, external experts will be
employed to facilitate missing gaps.
To meet and exceed expectations, the IT Department and the user community need to develop and
align around practical obligations in order to make realistic and credible commitments. At the
project outset, the IT Department and the business unit must continue to work together to hone in
on the expected value of the project (recognizing that in most cases technology systems are only part
of the solution and require new skills and behaviors) and develop realistic implementation timelines
that consider competing demands on implementation partners.
Given the intensity of project implementation activities, it will be critical for WSSC internal staff to
have ownership and control over the exercise of the project delivery process. WSSC must be
opportunistic in choosing between turnkey implementation by an integrator or utilizing an internal
integration team while leveraging external resources for critical components. The latter alternative
WSSC 2-Year Information Technology Strategic Plan 35
will also allow WSSC to unbundle large initiatives into smaller subprojects for closer oversight.
Unbundling large projects into smaller contracts will also enable the hiring of the most qualified
consulting support for each project phase and greater Small, Local, and Minority Business
Enterprise (SLMBE) participation in the projects.
3.5 Step 5: Monitor and Learn
Each project presents an opportunity to focus on end-to-end performance to improve the
performance of the business activity significantly. IT and the business unit will redesign relevant
processes to rationalize process steps, establish accountability through appropriate metrics, and
eliminate unnecessary complexity.
A more rigorous approach to performance management that goes beyond timely delivery of systems
will be developed to complement informal user feedback. At the project outset, the IT Department
and the business unit will agree on a few simple performance metrics that can signal whether the
system enhances users' effectiveness and efficiency. Some metrics might be straightforward to
measure, such as call time or digitized records. For metrics that measure changes in the way users do
business, the IT Department will consider periodic brief user surveys using simple e-survey tools.
During the Monitor and Learn stage, WSSC will periodically review the key metrics supporting the
Technology Initiatives and IT Goals for adherence to or progress toward established targets.
Personnel will recommend process changes for management approval that will ensure WSSC
achieves and sustains metric objectives. Management also will evaluate personnel performance and
make staffing adjustments to accommodate anticipated changes in service demand.
WSSC 2-Year Information Technology Strategic Plan 36
Exhibit 9: Monitor and Learn Stage High-Level Diagram
With a focus on improvement and progress toward the Technology Initiatives that ultimately fulfill
the IT Goals, purpose for the Monitor and Learn stage is to continuously adjust the day-to-day
processes. Successfully progressing through this stage also demonstrates compliance with Strategic
Priorities and the ultimate mission and vision of the organization. The ability of the organization to
meet objectives will be used to determine the effectiveness of the goals and objectives in
accomplishing the organization's vision.
In addition, the emphasis during the Monitor and Learn stage will be on improving the accuracy and
ease of metrics collection. It is essential for management to identify those metrics with the most
significant value and give them higher priority status. The program management team must also
carefully screen metrics that demonstrate little or no correlation toward the achievement of the
organization's goals and initiatives as well as give preference to causal over-correlation.
3.5.1 Initiative Metrics
A defined set of metrics tied to objectives will accompany each initiative or project. Initiative Metrics
are critical for measuring the progress of the project and ensuring successful implementation. WSSC
will also be able to manage risk (as seen in the graphic on the next page) to the project as WSSC
tracks progress through the metrics.
WSSC 2-Year Information Technology Strategic Plan 37
Exhibit 10: Risk Management
A sample metrics dashboard appears on the next page. The dashboard enables the program
management team to track activities and assignments, take necessary actions as required, and
monitor responsiveness from those working on the project.
WSSC 2-Year Information Technology Strategic Plan 38
Exhibit 11: Sample Project Metrics Dashboard
Additional metrics include:
Ongoing business customer satisfaction scores
Implementation time for new features/functionality
Delay time to implement new features/functionality
System availability (Mean Time Between Events (MTBE)/Mean Time to Repair (MTTR +
MTBE))
System response time
WSSC 2-Year Information Technology Strategic Plan 39
System throughput (Tx/sec, Bytes/sec)
Data accuracy
Incident rate, average incident resolution time, and 90% resolution time
3.6 Step 6: Test and Adapt Strategy
As the WSSC IT Department examines the strategy and processes going forward, with the objective
of creating efficiencies that optimize value and customer experience, WSSC will provide more
efficient and cost-effective delivery of services to and support of customers (internal and external).
WSSC will achieve:
An approach focused on identifying and eliminating activities that add cost without adding
value, thereby improving the flow of work processes
Ongoing technology innovation to support the WSSC core business
Diagram that appears on the next page shows the Expedited Life Cycle Process (XLC).
WSSC 2-Year Information Technology Strategic Plan 40
Exhibit 12: Expedited Life Cycle Process High-Level Diagram
While the strategic planning process endeavors to capture the most critical technology needs across
the enterprise, these requirements evolve, and new demands emerge. Furthermore,
information/business technology is a dynamic field; best practices change, and new and improved
technology solutions enter the market.
In the final phase of this WSSC 2-Year IT Strategic Plan, IT Governance is integrated as a decision-
making tool and discipline to adjust and direct the improvement efforts of WSSC regularly. Not only
does this approach compel organization-wide improvement linked to achieving strategic priorities,
but it also fosters a high-involvement, high-performance culture that can become self-sustaining.
WSSC 2-Year Information Technology Strategic Plan 41
4 Conclusion
The subsections that follow discuss implementing the vision and looking ahead.
4.1 Implementing the Vision
The WSSC 2-Year IT Strategic Plan is intended to act as the new comprehensive and living
technology roadmap for WSSC. Its purpose is to guide, advance, and affirm WSSC continued
commitment to investing substantially in its technology infrastructure. Further, it seeks to develop
an actionable strategy for leveraging innovative technology for administrative and internal systems.
The Strategic Plan establishes a process to vet, assess, prioritize, and utilize innovative ideas and
tools.
Designed to be responsive to the WSSC critical business, this 2-year IT Strategic Plan leverages
technology-enabled solutions to advance the WSSC pressing business challenges. This plan is
intended to support WSSC transformation into an industry-leading, high performing, and customer-
responsive, cost-effective and environmentally responsible entity. It is important to reiterate that this
plan is fluid. While WSSC leadership is confident in the strategic direction proposed in this plan, it
also recognizes that the IT Department is not implementing this plan in a vacuum. As external
factors and WSSC business needs change, as well as WSSC ability to apply new and better
technology solutions strategically, the IT Department must revisit this plan with regularity to
recalibrate and optimize performance.
4.2 Looking Ahead
Beginning on the next page is a list of innovative technologies and treatment methodologies in the
public water and sanitation industry that are breaking ground in the United States (US) and around
the world. These examples provide a glimpse into where innovations are being made to make the
use and management of water more efficient in many ways and to help the environment at the same
time.
WSSC 2-Year Information Technology Strategic Plan 42
For WSSC:
MEET-ME4WATER (Meeting Microbial Electrochemistry for water)
An Action Group has been formed to focus on overcoming barriers to scaling up microbial electrochemical technologies to bring them to market more quickly. The Action Group will focus on two lines of work:
Microbial electrochemical technologies (MET) applied to urban and industrial wastewater treatment (and desalinated water production) at zero energy and sludge production/disposal cost. MET applied to recovery and synthesis of added value products (i.e. compounds from urine, caustic soda, hydrogen) from wastewater at zero energy and sludge production/disposal cost.
See: http://www.eip-water.eu/working-groups/meet-me4water-meeting-microbial-electroche-mistry-water-ag110
Acoustic Sensing Technology
A broken or leaking pipe can be a major inconvenience and amount to huge loss of resources. Even finding the problem when the pipe is buried underground can be time-consuming, disruptive and expensive. Acoustic Sensing Technology uses sonar to find and assess problems in pipes deep underground. It combines hardware, software and data analytics that can survey up to 330ft (100m) in less than three minutes.
EMAGIN
Designed for water utilities and industrial water users, EMAGIN’s HARVI platform helps water operators more easily manage water systems using artificial intelligence. It creates a virtual clone of the physical infrastructure that can be accessed through a cloud-based application. It also provides insight into usage based on historical data, current weather, major events nearby or other factors. “These predictions are then used to iteratively simulate the impacts of control decisions until an optimal decision is found and delivered to the operator in real time,” the company’s website explains. “The geospatial tab provides a real-time visualization of the system with the ability to filter key water quality or hydraulic parameters.”
Utilis
Eyes in the sky can be eyes underground. Utilis helps detect leaks in water infrastructure using aerial imaging taken from satellite-mounted sensors, and it can do so over vast areas – thousands of square miles. “The Utilis algorithm detects treated water, by looking for a particular spectral ‘signature’ typical to drinking water,” the company explains. “Eventually, the user is presented with a leakage graphic report overlaid on a map with streets, pipes and size information.”
WSSC 2-Year Information Technology Strategic Plan 43
High-Efficiency Ultraviolet Disinfection System
Several drinking water utilities, together with the Water Research Foundation, are working to pilot a high-efficiency UV system. The UV system uses a highly reflective chamber with claims of over 99 percent reflectance of 254 nm UV generated. The low-pressure UV system will be compared to the existing medium-pressure UV system at the water treatment plant. The research will evaluate the reliability and effectiveness of the technology for Cryptosporidium inactivation, maintenance requirements, and operation and maintenance costs.
Blockchain Technology
Blockchain technology is being introduced in many industries as a new method of managing data and transactions in a secure manner. A simple view basically assigns tokens to documents and then uses peer-to-peer architecture to protect that data or transaction. This technology can be used for a wide use of business functions and is being tested by businesses and government agencies across the US.
For the Consumer:
AquaSeca
One of the most common causes of property damage is non-weather-related water damage. AquaSeca has jumped into the market to find a solution: a sensor that straps to the outside of exposed pipes and monitors and analyzes water flow. It can then track consumption, spot leaks and send alerts when abnormal flows are detected.
Flo Technologies
Flo belongs in the “smart home” class of new technology. It provides a monitor, alarm and control system for home water systems. By analyzing water temperature, pressure and flow, it can detect irregularities and allow a customer to shut off the water remotely. It can also help with conservation by letting a consumer know how much water he is using and where in the house.
WSSC 2-Year Information Technology Strategic Plan 44
Appendix A: WSSC Strategic Priorities
WSSC 2-Year Information Technology Strategic Plan 45
Appendix B: Acronyms
Acronym Description
AMI Advanced Metering Infrastructure
AVL Automatic Vehicle Location
B2B Business-to-Business
BI Business Intelligence
C2M Customer-to-Meter
CATS Consulting and Technical Services
CC&B Customer Care and Billing
CIO Chief Information Officer
CRM Customer Relationship Management
CSIS Customer Service Information System
EBS E-Business Suite
EPMO or ePMO Enterprise Program Management Office
DSS Decision Support System
ECM Enterprise Content Management
WSSC 2-Year Information Technology Strategic Plan 46
Acronym Description
FRD Functional Requirements Document
FSS Field Service System
GIS Geographical Information System
IT Information Technology
LIMS Laboratory Information Management System
MEET-
ME4WATER
Meeting Microbial Electrochemistry for Water
MET Microbial Electrochemical Technologies
MDM Meter Data Management
MMIS Maintenance Management Information System
MWM Mobile Workforce Management
P2P Procure-to-Pay
PIP Process Integration Pack
PPIS Permit Processing Information System
SCADA Supervisory Control and Data Acquisition
WSSC 2-Year Information Technology Strategic Plan 47
Acronym Description
SDD System Design Document
SDLC System Development Lifecycle
SLMBE Small, Local, and Minority Business Enterprise
UAT User Acceptance Testing
US United States
WAM Work and Asset Management
WSSC Washington Suburban Sanitary Commission
XLC Expedited Life Cycle Process