Simple, easy, 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.
The delivery of information technology projects has accelerated this year with 50 additional digital features newly available to the business, up from 40 introduced in 2017-18. Our IT Delivery team has worked with our change managers to help ensure our people make best use of the technology features being delivered.
In addition, there has been ongoing development and scaling of the agile framework, which is used by more than 35 per cent of our IT projects. This has been well supported by our internal agile coach helping our people understand the mindset and method.
The IT services panel came into effect on 1 July 2018 enabling us to consolidate and better manage and use our suppliers. The panel provides services for both operational and project activity.
During 2018-19, we worked on 59 projects to simplify a range of processes. Of these, 22 were completed and 25 remain in progress as at the end of June. Among those delivered, we have:
By simplifying processes related to risk management, we are improving safety outcomes, operational and capital efficiencies, and better integrating enhanced risk intelligence and behaviours in our business.
In 2018-19 we delivered:
As a result of these actions, risk management in the business has been standardised, enabling an end-to-end process, eliminating duplication, and facilitating better connection of risk management with business activities and decision making.
Our risk intelligence has improved through consolidating risk data and making it more available. These actions are moving us towards the aim of using risk data to inform corporate performance. Our collaboration on risk is improving as we enhance and harness the value of risk management.
This year we focused on nine core quality management system processes with the aim to improve their effectiveness and efficiency. By identifying and partnering with the process owners, we initiated work to collaboratively deliver the design and implementation of improvements.
The nine processes were:
In 2018-19 we upgraded and expanded our hazard, incident and risk management tool to incorporate environmental risks. An audit module was added to the system to facilitate audits and ensure findings are captured and managed from one central tool.
Continual improvement of our Business Management System was introduced, applying an agile approach to deliver incremental improvements.
The internal management systems audit schedule was redesigned using risk to define the frequency of audits, ensuring efforts are focused on the areas where most value will be added.
Building on the pilot run in 2017-18, our Leading Change Module – including eLearning, classroom training and one-on-one coaching – was completed by 40 people leaders and 25 IT project managers.
Rollout of five change management approach elements began in 2018-19:
These were targeted for IT project managers, customer delivery managers and other people leaders managing significant change.
Our people leaders are key to achieving change effectively. Training delivered is a critical part of implementing and maturing our organisational change readiness capability.
Additionally, a standardised induction package for change leads was piloted to ensure best practice is applied consistently, regardless of business demand.
At 30 June 2019, we were considered ‘project level’ mature in our change capability. Achieving this level is part of our progress to be at ‘enterprise level’ of maturity which enables improved customer experiences from a workforce that is ready, willing and able to lead and deliver improvements and change.
As we continue to evolve to meet our customers’ changing expectations and our regulatory requirements, we have reviewed the way services are delivered for our customers in metropolitan Adelaide.
In November 2018, we notified Allwater that the current contract would not be extended, to enable a new contracting arrangement that reflects the evolving needs of our customers. Preparations are now underway for changes that will come into effect from 1 July 2021 when we adopt a new contract model comprising two components: production and treatment, and field services.
Best practice service delivery models from around the world were reviewed as we developed our new approach which balances local knowledge and experience with the best national and international expertise available.
The procurement process for both contracts is underway and will continue to progress during 2019-20.