Great Lakes Water Authority’s goal of tripling its capacity to deliver capital improvement projects led Strategy+ to craft and implement a strategic plan approach that facilitated change in organizational capabilities while ensuring employee buy-in.
In support of Great Lakes Water Authority’s objective to be a “Best in Class” utility provider, we were engaged to assess, plan and establish organizational capabilities that could deliver $3.4B in capital improvements over 10 years. We were appointed to consider:
Organizational Restructuring
Assess capabilities and governance and create a strategic plan that recommended a new organization structure along with new roles, skills, hiring and training for management and operations including responsibilities and reporting relationships.
Business Processes
Evaluate existing business operations, project delivery models and CIP business processes and recommend improvements to increase efficiency and effectiveness.
Roles Development Plan
Use competency-based research techniques, assess resources and the required skillsets necessary to deliver the CIP. Create and implement a training and recruitment plan to build Great Lakes Water Authority’s project delivery capacity.
Change Management and Communications
Create and implement an employee communications strategy from c-suite to grass roots to articulate and deliver organizational strengthening initiatives. Monitor uptake of new roles, processes and tools. Advise on and implement course corrections to the strategic plan.
Technology Systems
Identify and implement a Program Management Information System to improve process efficiency and quality of project control systems and reporting.
Systems and Standards
Create and implement a Program Management Plan and Standard Operating Procedures to serve as a living reference guide to program policies and procedures.
Implementation Support
Develop an implementation roadmap, consisting of organizational, financial, workforce development initiatives and provide implementation support over three years.
Immediate Staff Augmentation
Increase Great Lakes Water Authority’s capacity in the short-term by integrating AECOM employees with Great Lakes Water Authority (GLWA) employees to act as an extension of GLWA CIP and business office staff.
Our Approach
Establishing a new strategic plan and implementing through a new project management office (PMO) while transforming operating and delivery models, business processes, PMIS, and resource capacity was a significant change to manage with GLWA’s existing staff.
Our Strategy+ team used a holistic delivery framework to facilitate the change journey for GLWA employees. Our process relied heavily on co-creation and engagement with end user groups at all levels including leadership, manager groups, engineering and support staff.
