1 / 24

From Community Burden to Citizen Value

From Community Burden to Citizen Value. ERZ: For the clean future of Zurich. G. Neuhold www.erz.ch Zagreb Symposium November 2010. Statement 1. There is no reason or law why people employed by public organizations have to be slow, corrupt and stupid. Statement 2.

hop
Download Presentation

From Community Burden to Citizen Value

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. From Community BurdentoCitizen Value ERZ: Forthe clean future of Zurich G. Neuhold www.erz.ch Zagreb Symposium November 2010

  2. Statement 1 • There is no reason or law why people employed by public organizations have to be slow, corrupt and stupid.

  3. Statement 2 • There is no reason why public organizations cannot be as sucessful as private ones.

  4. Pre-Conditions A Politicians and administrative management has to stick to their own business. B Management must have similar environment as private industry. C Above has to be independent of election time.

  5. City of Zurich Data • 390 000 inhabitants • 190 000 units • 20 000 companies • 200 000 commuters every day • 2,5 mio overnight stays • 25 000 city admin. employees

  6. ERZ Plants Sewage Treatment Plant and Composting Facility Waste Incineration PlantHagenholz Waste Incineration PlantJosefstrasse Workshop Wallisellen Heating Plant Aubrugg ara glatt, training center

  7. Situation Solid Waste(1996) • Big debts, operational loss, poormanagement WasteWater(1966) • Sludgescandal, poormanagement, bigfinancialreserves City Cleaning(2000) • Toomanyhierarchicallevels, oldequipment, militarymanagement style

  8. Main Foci ● Organization ● Leadership ● Finance ● Organizational Culture

  9. c Procurement Process for Vehicles in the City of Zurich Involvement of Sales & Admin protocol Protokoll - Workshop for projects of Workshop (not standardized) (nicht standardisiert) SFR 5,000 and over - 1 12a 24 0 26 9 25 16 - Sales & Admin . 21 Head of Business Unit Workshop - 2 6 8 Building authority 13 12b (14) Multiple processes 4c 17 5 22 in internal auditing 18 20a 10 4a 3 20b 11 Officer 4b 20c 15 7 23 L 19 Operations Three invoices for buying a car - The processes depicted illustrate the complexity of processes in 1997 International Benchmarking - aquabench GmbH - [www.aquabench.de]

  10. Finance Solid Waste • Generally coststoohigh • Private householdssubsidiceindustry WasteWater • Coststoohigh • Reservesverybig DistrictHeating • Coststoohigh

  11. Structure decisions taken • New organizationstructurefollowingmainprocesses • Defineresponsibilityframes • Definekeymanagementpeople • Defineanddocumentdivisionofworkbetweenpoliticiansandadministration • Give 6 months time periodtotransfertonewstructure Note: All decisionshavebeenverballypersonallycommunicatedto all employeesbythemanagementanddocumentedaccordingly.

  12. Organisation ERZ Management Board Urs Pauli CEO Peter Wiederkehr Marcel Mueller COO Thomas Pfister CFOThomas Kralemann Werdhoelzli Sanitation Fleet + Facility Services Hagenholz Community Heating Site Departments Waste-to-Energy Plants Marcel Mueller Community Heating Hanspeter Wild Drainage Hans Lamp Wastewater Treatment Plant Werdhoelzli Peter Wiederkehr Sanitation Michael Ultsch Fleet + Facility Services Peter Schaffner Waste Management Thomas Kralemann Human Resources + Services Simone Schori Services Communications Leta Filli Financial Services Thomas Pfister IT Services Giorgio Facchinetti

  13. Operational decisions taken • Each division manager has full operational and planning responsabilities • All processes must have an owner • Safety and healthcare management • Introduce controlling process • Install professional purchasing

  14. Individual coaching Management coaching General meetings Leadership training Further training Changing the culture frombureaucratic to service oriented [www. eurosysteam.de]

  15. What did we achieve? General: • Clear straight line between politicians and operational organization • Planning processes installed • New culture accepted by the employees remaining • Cost reduction • Employees engagement and information process working

  16. ApproachInfrastructure and service price revenue price overheads Prop. costs Infrastructure and service price (ISP) = costs for infrastructure Quantity Break-Even

  17. Profit/Loss of ERZ waste and waste collection in mio. CHF

  18. Development of absences

  19. What did we achieve Solid Waste Management: • Reduced costs of thermal treatment from 230 CHFto 126 CHF per ton • Renewed WTE plant and modernized logistic equipment Waste Water Management: • Installed new structure • Increased electrical self supply from 36% to 93%

  20. Cargo-Tram

  21. What did we achieve District Heating: • Merged the district heating devision of the Technical University (ETH), the county and the city of Zurich • Changed from operational loss to profit City Cleaning: • Employees are responsibe for areas and machine park • Activity triggered by occasions

  22. What did we not achieve • Cost leadership in collection logistics • Market leader in waste management • Founding of cooperation company of the country WTE plants • Installing independent, fully city owned legal entity for ERZ

  23. Current situation • WTE plant Hagenholz renewed • Biomass (wood) plant (30MWth/11MWel) achievedOctober 5, 2010 • Training program «managing people is a profession» started • New management generation in power since June 2008

  24. Zurich

More Related