Works Management Optimisation

Phase 2 – 28 January 2021

Case For Change – The Why?

Next Steps

Questions/Support

Proposed Structure – Phase 2

Recap

Agenda

5

4

1

2

3

Recap - Approach and Methodology

3

Workshop 1, 2 & 3

Scene setting – Setting context Reviewed current state What a centralised works management function could look like and

what elements should be centralised Functions and Activities Model Capabilities Business processes and interfaces conceptually designed Revealingof draft functions within works management

Phase 1(Dec ’20)

Governance arrangements – Works Management Group established Working Group initiated Communication

Pre Workshops

Pre Workshops

Revealing of Structure re Team Leaders and functions Team Leader consultation phase completed Recruitment process commenced for Team Leader roles RACI and functional conversations across sites pre Phase 2 consultation

Scope and description of Proposed ChangeWorks Management Optimisation

This proposed change moves us from a decentralised model to a centralised Works Management function, which will:

Improve the effectiveness of our delivery, through better and more consistent practices and standards. This will improve reliability and availability of our assets and ultimately network resilience.

Improve the efficiency of our delivery by optimising activities.

Develop greater capability in contemporary maintenance practice through a centralized Works Management function and workforce skill development plans.

Engage staff to build a greater culture of empowered innovation and a further embracing of advanced technology through strong participation in the co-design of these activities.

Prepare us for the future through by adopting an operating model that drives integration, automation and standardisation with a view to greater IWM network management in the future.

Compliment the work being undertaken by WOOD to optimise their delivery of maintenance works.

The problem we are solving; Our current Maintenance and Works Management (Low Risk Capital) arrangements are highly decentralised, leading to a range of common functions being undertaken in a bespoke manner within the different service areas and worksites. The solution focusses on centralising and standardising the delivery of our maintenance services.

Phase 2 – Pre Work Dec 2020

5

Workshop 1

Workshop 2&3

(virtual session)

Carried out multiple site engagement activities at: ETP, Winneke, WTP, Brooklyn

Discussed draft functions with various people and teams across the sites: Works Coordination Works Forward Planning Maintenance Specialist Lead Analytics Reliability Specialists

Discussed Phase 3 and Client Representative function Discussed Works Management Discussed Operations and how it will work with Works Management

Pre Workshops Pre Work

Phase 2

Manager, Works Delivery1 FTE

Business Performance & Contract

Management

Team Leader1 FTE

Works Reliability & Minor Capital

Team Leader1 FTE

Infrastructure Maintenance

Team Leader1 FTE

Maintenance Specialist Lead

X FTE

Contracts Specialists2 FTE

Finance Analyst1 FTE

Reliability SpecialistsX FTE

Minor Capital Program Area Lead & Co-

Ordinators 3 FTE

Works CoordinatorsX FTE

Works Forward PlannersX FTE

Works Management – Phase 1 (Execution)

Data Analytics Specialist

X FTE

Phase 1• Team Leaders• Minor Capital

Reporting line change

Phase 2 • Maintenance Team• Reliability Team• Data Analytics• Minor Capital

Phase 3 • Review “Client rep Roles”• Review automation / control

contracts

Manager, Works Delivery1 FTE

Business Performance & Contract

Management

Team Leader1 FTE

Works Reliability & Minor Capital

Team Leader1 FTE

Infrastructure Maintenance

Team Leader1 FTE

Maintenance Lead ETP

1 FTE

Contracts Specialists2 FTE

Finance Analyst1 FTE

Reliability Specialists

3 FTE

Minor Capital Program Area Lead & Co-

Ordinators 3 FTE

Works Management – Phase 2 Proposed Structure

Data Analytics1 FTE

Phase 2 • Maintenance Team• Reliability Team• Data Analytics• Minor Capital

Phase 3 • Review “Client rep Roles”• Review automation / control

contracts

Maintenance Lead

Water

1 FTE

Maintenance Lead

WTP & ST

1 FTE

Forward Planning

Water

1 FTE

Works Coordinator

ETP

1 FTE

Works Coordinator

Water

1 FTE

Works Coordinator

WTP

1 FTE

Works Coordinator

ST

1 FTE

Forward Planning

ETP

1 FTE

Forward PlanningST, WTP

1 FTE

* Forward planning FTE will be 2 initially with 1 extra to be considered during the transition / implementation

Impacted roles (Phase 1 & 2)

ETP• Team Leader - Day Operations and Program Delivery• Area Lead - Maintenance and Delivery Planning• Maintenance Coordinator• Maintenance Specialist

X 4FTE

Water Supply

• Team Leader – Maintenance• Maintenance Coordinator• Maintenance Engineer• Operational Scheduler• Area Lead Works Coordination

X5 FTE

Sewerage Transfer• Team Leader Operations and Process Support (Vacant)• Maintenance Coordinator• Works Coordinator and Administration

X3FTE

WTP• Operations and Maintenance Program Lead• Maintenance Engineer

X2FTE

Contracts & Governance

• Business Improvement Lead (Currently used for MDPR PM) X1FTE

Process - What does this mean for impacted people?

Expression of Interest (EOI) Process

• Expression of Interest (EOI) will be undertaken for all roles under the proposed structure in Phase 2.

• Internal only – Works Management impacted employees only.

How does the EOI process work?

• The EOI process provides a merit based assessment of people’s qualification, skills, experience, capability and behaviours. This includes an EOI interview as part of the process.

• The EOI process is used to ensure everyone has the opportunity to express an interest for specific roles.

• The EOI process is quarantined to the former Maintenance teams across Infrastructure Operations only (those directly impacted by Works Management).

• In the event an individual is not successful in acquiring a role, then we will explore redeployment opportunities for them where possible. If an individual is not redeployed then the redundancy policy will be applied.

• If there are positions at the end of the EOI process that remain unfilled, they will be advertised and filled as per Melbourne Water’s recruitment policy and procedures.

Next Steps – A Phased Approach…

• Present proposed structure (28 January 2021), including FTE for:• Maintenance• Reliability• Data analytics

• Consultation and feedback on proposed structure ( 28 Jan – 12 Feb)• EOI process, recruitment and implementation (February – April 2021)

• Establishment of two (2) Team Leader roles: (Maintenance Sewer & Water / Reliability & Minor Capital)

• Consultation and Feedback on Team Leader roles (18-27 November 2020)• Finalise decision on Team Leader roles (2 December 2020)• Pending decision: Team Leader Recruitment Process Commences (3

December 2020)• Commence review and build upon draft role descriptions for maintenance

functions reporting to Team Leaders (December 2020)

Phase 2 – Works Management(Jan 2021– May 2021)

Phase 1 – Team Leaders (Nov 2020 – Jan 2021)

Phase 3 – Works Management(April 2021– June 2021)

• Review automation / Controls Contract• Review Client Rep roles

Works Management – Support Available

• We are committed to supporting you through this process and encourage you to reach out to the Infrastructure Operations leadership team with any questions you may have.

• People and Capability, Tony La Pila (Senior HR Business Partner) is available to support you and the team during this process.

• The Employee Assistance Programme (Converge) is also available to you if required and can be contacted on 1300 687 327.

Questions