Sailing the seas to its success

1. Sailing the seas to its success

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

3. 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

4. Yarra valley water’s service area

5. The keys to success, strategy and culture

6. 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.

7. 2020 Strategy

8. 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

9. Developing People: By 2013, together we create and embrace opportunities that achieve our personal and professional goals. Actual Target Target YVW Strategy Scorecard

10. 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

11. 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

12. Transactions Vs Problem solving

13. 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

14. 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

15. Internal and External quality

16. 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

17. External Quality Performance - Residential

18. Industry cooperation

19. 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