Transcript Presentation Title

SAILING THE SEAS TO ITS
SUCCESS
AGENDA
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Who is Yarra Valley Water?
Transactions versus Problem Solving
Internal and External Quality
Industry Cooperation
WHO IS YARRA VALLEY WATER?
 Victorian Water Industry
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Government owned corporations – DEPI, Water
Minister
Competition by comparison – ESC, EWOV
Metro Wholesaler: Melbourne Water
Metro Retailers: Yarra Valley Water, City West Water,
South East Water
Regional Water Corporations
 Yarra Valley Water Facts
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Water and Sanitation services
724,000 Customers
9,798 kilometres Water Mains
9,152 kilometres Sewers
YARRA VALLEY WATER’S SERVICE AREA
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THE KEYS TO SUCCESS,
STRATEGY AND
CULTURE
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2013 STRATEGY
 Our customers recognise us as their best
service provider and are engaged in
what we advocate
 We provide our services within the
carrying capacity of nature and inspire
others to do the same
 We achieve our objectives at the lowest
community cost and consistently meet
our shareholders expectations
 We have a vibrant workplace achieving
exceptional business outcomes,
successful partnerships and personal
satisfaction.
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2020 STRATEGY
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ORGANISATIONAL CULTURE
 The Journey
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First measure up 2001, a shock for many
Living the Blue program
Commitment to extraordinary culture in 2013 Strategy
Culture reported to YVW Board in Strategy Scorecard
 The Achievement
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World leading culture
Culture underpins our performance
Its the way we do things
Copy our process but can’t copy our culture
Developing People:
By 2013, together we create and embrace opportunities that achieve
our personal and professional goals.
Measure of
success:
Achieving &
SelfActualising
behaviours of
the Human
Synergistics
Organisational
Culture
Inventory
December 2009
Achieving & Self-Actualising behaviours of the Human
Synergistics Organisational Culture Inventory
100%
75%
Achieving
51%
50%
25%
75%
63%
61%
46%
Self-Actualising
0%
2008/09
Actual
YVW Strategy Scorecard
2010/11
Target
2012/13
Target
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CORPORATE CULTURE PROGRAMS
 Landmark
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"I am not saying this is right, but please consider it as one
possibility“
The what you have a complaint about may or may not be
valid. What is important is what you are doing about it.
 Requisite Organisation
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Organisational design
Authority and accountability
Task assigning
 Performance Effectiveness
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Regular one-to-one conversations (‘PEP Talks’) between a
manager and employee.
Regular and effective PEP Talks are key to unlocking the full
potential of each employee and contributing to individual and
organisational goals
CORPORATE CULTURE PROGRAMS
 Effective Conversations
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Critical nature of ongoing quality conversations.
Confidence and skill to have conversations that
result in better outcomes and better relationships.
Skills in listening and questioning.
Feedback that motivates and results in sustained
change.
 Unlocking Potential (UP)
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IGNITE: stimulate curiosity and create mindsets
for exceptional achievement
CONNECT: create linkages between individual
concerns and organisational goals
EXTEND: unlock potential and enable high
performance
TRANSACTIONS VS
PROBLEM SOLVING
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DRIVERS FOR CHANGE
 Challenges of managing our Contact Centre
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Right people, right place, right time
Forecasting and planning
Recruitment and training
 Cost blow out after major system replacement
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Increased average handle time
Reduced Service Level performance
System defects and workarounds
 Transaction processing
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High volume
Low complexity
Low value add
 Meeting or exceeding customer expectations
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Work backlogs
Workforce flexibility
TRANSACTIONS VERSUS PROBLEM SOLVING
Leverage new Billing systems web capability
Move transactions to self service
Develop problem solving capability
Create more rewarding and fulfilling work for
staff
 Significant cost savings
 Increase customer satisfaction
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INTERNAL AND
EXTERNAL QUALITY
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INTERNAL AND EXTERNAL QUALITY
 External Quality
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New Focus customer research
7 Key questions
Verbatim responses
 Internal Quality
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4 calls per person per month evaluated
Comprehensive assessment by Quality Team
Payment Extensions
 Calibrate internal and external results
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Internal lead indicator of satisfaction
Following through as promised
Having your question answered first time, every time
Shift of focus from soft skills to work processes
EXTERNAL QUALITY PERFORMANCE - RESIDENTIAL
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INDUSTRY
COOPERATION
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INDUSTRY COOPERATION
 IWA
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IWA exists to provide a forum for sharing information,
networking and professional development in the
Victorian water industry.
Special Interest Groups (SIGs)
 What the Customer SIG has achieved
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Develop industry position for undetected leaks
Engaged EWOV to improve complaint resolution.
Shared improvement ideas
Developed valuable networks
Collective negotiation with DHS