Simple, easy, and customer friendly processes are important to create value for our customers. Keeping it simple motivates our people to challenge the status quo, get involved and act on their ideas for improving how we work.
During 2017-18, significant work got underway to simplify and improve the way we work making it easier for our customers and our people. We reviewed and simplified numerous activities across the business, including the following:
Technology is improving the way we do countless things across our organisation: delivery of services, engagement, customer service and communications with our people, our customers and our communities. During 2017-18 we developed an approach which enables faster implementation while appropriately managing risks.
In the financial year, 40 new digital capabilities were delivered within the business. The development and scaling of an agile framework continues with the approach being extended to our operational IT teams as well as in projects.
An IT services panel was established to consolidate and better manage our suppliers and will be operational from July 2018, while a new approach to project delivery aligned to business capabilities will deliver stronger project outcomes to benefit our people and customers.
Work to streamline and better coordinate our management system was undertaken in the 2017-18 financial year. Consolidating the tools and technology to support management systems and establishing roles and responsibilities for end-to-end execution of processes enables us to better respond to our customers.
A robust risk management culture is being developed across our organisation through the improvement of processes, systems and practices and by educating our people. In 2017-18 a business-wide assessment was undertaken, resulting in a number of actions being identified to lift the maturity of our risk management practices. Investigations of business processes were also conducted to identify opportunities to simplify and integrate risk management practices.
Training for our people on risk fundamentals is underway to ensure a standard baseline awareness of risk management across the organisation. Further, we developed a set of risk and opportunity decision criteria to support the development of Our Plan 2020-2024.
The Adelaide Services Alliance sees Allwater deliver water and sewerage services to customers in metropolitan Adelaide on our behalf. In 2017-18 we reviewed and updated the Alliance contract performance measurement framework to align it with our customer-centric strategy. The updated framework is designed to improve performance from July 2018.
Our change management approach has been developed to increase the level of change competency across SA Water and Alliance partner Allwater. Increasing our capability for organisational change will build a resilient, effective workforce able to adapt and respond to future challenges and also support the wider culture change focus.
Our change specialists and people leaders are using this approach. A leading change training module was piloted and refined, and an eLearning module was made available to help people develop their skills in leading and managing change.
Work to mature our change management approach will continue in 2018-19.
Fit-for-purpose, accessible data has the power to improve the services we provide. To enable our people to access and use data, we have a Business Intelligence platform with advanced self-service capability now available. This was achieved in 2017-18 by integrating various systems, enabling access to data about incidents, hazards and risks, customer segmentation, and fault information. We have trained ‘power users’ to access, analyse and report on this data.