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首页> 外文会议>Utility Management Conference Proceedings 2012 : Managing in the New Normal >PROJECT BLUEPRINT: GREATER CINCINNATI WATER WORKS CREATES A NEW BLUEPRINT FOR SUCCESS!
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PROJECT BLUEPRINT: GREATER CINCINNATI WATER WORKS CREATES A NEW BLUEPRINT FOR SUCCESS!

机译：项目蓝图：更大的辛辛那提水厂创造了成功的新蓝图！

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Strategic business planning has been an important tool to help guide Greater Cincinnati WaterrnWorks (GCWW) closer to its vision of being a utility that will serve as a standard for excellencernin the water utility industry. Since 1995, Greater Cincinnati Water Works has used strategicrnbusiness planning to take a long-term view of the utility’s goals and operations and to determinernstrategies and objectives that support the overall mission and vision. Over the years, strategicrnplanning has helped explain the utilities goals to employees and stakeholders as well as stimulaternchange and start improvement efforts throughout the organization.rnIn 2011, GCWW created its fourth strategic business plan and embarked on a totally newrnapproach to create the plan. Unlike prior plans when mostly consultants assisted in creating thernplan, employees were empowered to research local businesses; best practices; the top 100 placesrnto work; leading utilities; and fortune 500 companies to determine what worked for them andrnwhat might work for GCWW. This new and exciting approach allowed utility employees torn‘own’ the process and direct the outcome from their research. Employees were able to develop arnsense of the organization’s Mission and Vision for the future and then determine the overallrnaccomplishments (goals, strategies) the organization should achieve and the methods (actionrnitems) to achieve those accomplishments in the next 3 years.rnDevelopment of the plan involved several phases:rn1. Identifying the goal areas and business driversrn2. Determining strategies and action items needed to reach the goalsrn3. Budget and resource planningrn4. Implementation planning for the Strategic Business PlanrnThis process will provide significant benefits to GCWW and others because it provides a solidrnprocess for developing a strategic business plan and provides a documented implementation planrnoutlining objectives, processes, tools and deliverables expected for each project team. Equallyrnimportant is that GCWW can use this process and tools to streamline, affect and acceleraterncontinuous improvement efforts throughout the organization.
机译：战略性业务计划一直是帮助指导Greater Cincinnati WaterrnWorks（GCWW）接近其成为公用事业的愿景的重要工具，该愿景将成为水务行业的卓越标准。自1995年以来，大辛辛那提水务公司就一直使用战略业务规划来长期查看公用事业的目标和运营，并确定支持总体使命和愿景的战略和目标。多年来，战略规划帮助向员工和利益相关者解释了公用事业的目标，并刺激了整个组织的变革并开始了改进工作。2011年，GCWW制定了第四个战略业务计划，并着手采用全新的方法来创建该计划。与以前的计划（大多数情况下由顾问协助制定计划）不同，员工有权研究本地业务。最佳做法；排名前100位的工作场所；领先的公用事业；和《财富》 500强公司来确定对他们有用的内容，以及对GCWW有用的内容。这种新颖而激动人心的方法使公用事业部门的员工能够“拥有”这一过程并指导其研究结果。员工能够了解组织对未来的使命和愿景，然后确定组织应实现的总体成就（目标，战略）以及在未来3年内实现这些成就的方法（行动项）.rn几个阶段：确定目标领域和业务驱动力。确定实现目标所需的策略和行动项目。预算和资源规划4。战略业务计划的实施计划此流程将为GCWW和其他公司带来重大收益，因为它为制定战略业务计划提供了坚实的流程，并提供了文件化的实施计划，概述了每个项目团队的目标，流程，工具和可交付成果。同样重要的是，GCWW可以使用此过程和工具来简化，影响和加速整个组织的持续改进工作。

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