In 2014, new legislation meant the Queensland Urban Utilities (QUU) took on the responsibility for development assessments and the management of new water and wastewater connections from five local governments. This meant QUU experienced a dramatic increase in work volumes, from 600 development applications to between 6,000 and 8,000 each year. For all water and wastewater connections, QUU also took on the responsibility of managing the entire end-to-end process, from assessment through to design, construction and maintenance. This had a significant impact on QUU’s business.
Working for QUU’s Development Services group, we designed, developed and implemented a new business model across all operational and organisational elements. We built sufficient flexibility into the model to accommodate legislative uncertainty and continued legislative change up until a few weeks from the go live date.
End-to-End Transformation Solution
Our team designed and developed the operational requirements for a new business model. We supported this with strong change management, stakeholder engagement and a focus on the end customer. Using a collaborative approach, we promoted organisational ownership, helping to minimise implementation risks.
The new business model included:
- A two-streamed customer service delivery model
- Team objectives, vision and values
- Organisational structure and resourcing plan
- Clearly defined roles, responsibilities and delegations
- Key performance indicators, reporting framework and information and communications technology (ICT) based reporting
- Business process design, documentation and ongoing performance improvement framework
- Online workflow-based ICT customer lodgement portal and backend ICT management system for all services
- Cost-recovery requirements, including services pricing
- Supporting tools and collateral
- Comprehensive Services
Our team delivered:
- Organisation design
- Process design
- KPI Framework
- Stakeholder assessment
- Change management support
For the go live date, UDD Development Services was ready for business:
- The ICT system was successfully designed, implemented, operational and managing the new workflows.
- The team had expanded from approximately 20 to 40 staff, some in completely new roles.
- A new leadership team was in place to guide their teams.
- We had designed and documented over 30 new business processes and trained staff in how to deliver them.
- The board had approved a suite of KPIs to drive performance culture.
- We had developed and implemented tools to support delivery.
The results within the first two months of operation included:
- Limited negative feedback from customers and industry (practically none).
- Meeting stakeholders’ key requirements of no impact on industry.
- The business had achieved their KPI stretch targets.
- They had received almost double the previous year’s applications and the team had processed and assessed them within eight weeks.
- The online customer lodgement portal was delivering improved access and service to customers.