SAILING THE SEAS TO ITS SUCCESS

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AGENDA

Who is Yarra Valley Water? Transactions versus Problem Solving Internal and External Quality Industry Cooperation

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WHO IS YARRA VALLEY WATER?

Victorian Water Industry 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 Water and Sanitation services 724,000 Customers 9,798 kilometres Water Mains 9,152 kilometres Sewers

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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 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 World leading culture Culture underpins our performance Its the way we do things Copy our process but can’t copy our culture

December 2009 YVW Strategy Scorecard 9

Developing People: By 2013, together we create and embrace opportunities that achieve our personal and professional goals.

Measure of success:Achieving & Self-Actualising behaviours of the Human Synergistics Organisational Culture Inventory

Achieving & Self-Actualising behaviours of the Human Synergistics Organisational Culture Inventory

75%63%51%61%

46%

0%

25%

50%

75%

100%

2008/09 2010/11 2012/13

Achieving

Self-Actualising

TargetTargetActual

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CORPORATE CULTURE PROGRAMS

Landmark "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 Organisational design Authority and accountability Task assigning

Performance Effectiveness 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

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CORPORATE CULTURE PROGRAMS

Effective Conversations 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) 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

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TRANSACTIONS VSPROBLEM SOLVING

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DRIVERS FOR CHANGE

Challenges of managing our Contact Centre Right people, right place, right time Forecasting and planning Recruitment and training

Cost blow out after major system replacement Increased average handle time Reduced Service Level performance System defects and workarounds

Transaction processing High volume Low complexity Low value add

Meeting or exceeding customer expectations Work backlogs Workforce flexibility

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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 ANDEXTERNAL QUALITY

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INTERNAL AND EXTERNAL QUALITY

External Quality New Focus customer research 7 Key questions Verbatim responses

Internal Quality 4 calls per person per month evaluated Comprehensive assessment by Quality Team Payment Extensions

Calibrate internal and external results 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

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EXTERNAL QUALITY PERFORMANCE - RESIDENTIAL

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INDUSTRYCOOPERATION

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INDUSTRY COOPERATION

IWA 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 Develop industry position for undetected leaks Engaged EWOV to improve complaint resolution. Shared improvement ideas Developed valuable networks Collective negotiation with DHS