General Manager Customer Delivery

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1 General Manager Customer Delivery Position Description (final) Customer Delivery Group Position number: TBA Job family: Executive Hours worked per week: as required Manager s title: Managing Director Does the employee need to drive a vehicle as part of the role? Yes Date: 27 May 2016 Does the employee have to provide a car for work purposes (budgeted in their TRP?) Yes Work location: Parramatta and Potts Hill To be completed after evaluation by job evaluation coordinator only: Evaluated grade: ICE 8 (GM)

2 Section 1: Purpose and context What is the purpose of the position? The role has been newly created from a major operating model review that has landed on a customer centric outcome. From 4 July 2016, the organisational structure will move from 8 divisions to 6 groups to deliver on a customer centric focus. The purpose of the role is to implement the operating model, creating the new Customer Delivery Group to deliver exceptional customer experience across the customer journey through retail services, essential products and services and optimised operations, maintenance and renewals. The role is also required to partner with the GM Finance Services to establish the end-to-end supply chain. The role is part of the Executive team which leads the whole organisation, setting strategic direction, with accountabilities that span 2-5 years and beyond. Major challenges for the position will be to: deliver on the blueprint of the operating model within the newly established Customer Delivery Group implement a new structure for the group to deliver better service for customers at a market competitive price drive substantial, transformative change to optimise customer outcomes enable intelligent operations that utilise new and emerging technologies and embrace positive trends in the sector achieve significant change and performance improvements by working collaboratively with unions, in a highly unionised workforce ensure and maintain the provision of reliable water and wastewater services during a period of major change. manage the group to help achieve Sydney Water s goal of moving towards agreed constructive culture benchmarks improve safety culture and results The position will be expected to contribute to and achieve against Sydney Water s four strategic success measures as follows: Customer Experience Customer Trust Constructive Employee Culture Strategic value of the company. 27/05/2016 2

3 The structural context for the position Sydney Water Board Managing Director GM Customer Strategy & Regulation GM Liveable City Solutions GM Customer Delivery GM Digital Services GM Finance Services GM People & Corporate Services To lead business improvement, positive customer experiences and value through effective futurefocused corporate, customer, product and service, brand and regulatory strategies. To establish a Customer Centre of Excellence and design a new customer experience that puts customers at the heart. To contribute towards the liveability of the greater Sydney Region and support the delivery of organisational strategy by developing plans and delivering integrated water solutions that optimise service outcomes for our customers while balancing regulatory obligations, lifecycle cost and risk. To deliver exceptional customer experience across the customer journey through retail services, essential products and services and optimised operations, maintenance and renewals. To partner with the GM Finance Services to establish and manage the end to end supply chain. To design, develop and manage Sydney Water s digital and enterprise wide solutions to accelerate our transformation into a highly connected, high performing utility. Support digital enablement of customer and asset engagement and management. Lead major IT rollouts including ERP, T2020. Lead organisation wide information and knowledge management. To support the delivery of organisational strategy by managing the financial activities, statutory financial reporting obligations, financial systems and financial sustainability of the organisation and providing leading edge financial and commercial decision support. To lead the establishment of and manage an end to end supply chain function in partnership with the GM Customer Delivery. To lead the development and provision of reliable, efficient and quality people, safety and corporate services and frameworks that enable Sydney Water s business results. To establish a Business Centre that standardises delivery of corporate services across the organisation Lead and Deliver Enable and Support 27/05/2016 3

4 What are the direct and indirect reports to the position? The structure of the division will be determined by the successful applicant in consultation with the Managing Director. A key focus of this work will be to align the structure with the approved customer centric operating model. Currently the transitional arrangements include approximately 1450 staff. Is the position at a significantly different level of work from its manager and direct reports, as it should be? Can you describe how? Yes. This is an executive role accountable for the largest group in Sydney Water, reporting to the Managing Director. Notes on structure The long term structure for the organisation is currently being determined via the organisational design project. An interim structure will be in place from 4 th July however this will be largely a reorganisation of functional reporting. The successful candidate will determine both the new structure of the Customer Delivery Group and the necessary capabilities required to deliver success. 27/05/2016 4

5 Section 2: Key accountabilities and outcomes/tasks Please refer to the Appendix for standard manager accountabilities. Leadership expectations This position is an Executive role. It will participate as a member of the executive team to: develop and refine medium to long term corporate strategy to deliver on Sydney Water s vision and mission shape, execute, monitor and adapt the work of Sydney Water to implement the corporate strategy and deliver the best value to customers design, implement and resource the operating model of the group with regard for the work to be done operate the group to meet corporate financial, contractual, and regulatory requirements and targets As group General Manager, it will: determine the extent to which work within the group is done in-house or outsourced measure and evaluate the group s performance against better practice, and implement improvements based on this knowledge conduct risk, compliance, quality and assurance reviews monitor and report on the group s performance prepare board, committee and executive papers for relevant reporting and decision making. Number of direct reports in the future structure is to be determined together with the successful candidate, but likely to be no more than 7. There will be approximately 1450 staff in the group. Technical accountabilities There are no technical accountabilities for this role. It is a leadership role. Systems or process accountabilities Accountable for Sydney Water s SCADA systems, which are managed within the Customer Delivery Group. Accountable for the implementation of the enterprise resource planning system (ERP phased over a 4 year period) and a new billing system within the group, in partnership with the GM Digital Services. Accountable for the realisation of benefits associated with the implementation of the ERP and billing system within the group Manages data associated with systems used by the group, where system is managed in Digital Services. Conduct projects within sound P3O/MSP principles and governance to deliver outcomes on time and on budget. 27/05/2016 5

6 Customers (internal and external) This role is ultimately accountable for the delivery of customer experience at Sydney Water therefore the entire Greater Sydney region s residential and business customers form the customer base. It will: Manage all transactional customer services manage connections to Sydney Water s system manage retail, business and small-medium developer customer acquisition and onboarding manage all customer relationships, interaction and complaints channels, including the customer contact centre, for bill assist and complex case management manage all reactive customer complaints manage meter to cash process including meter reading, billing, revenue collection and debt recovery manage customer hardship and outreach programs monitor & report on the effectiveness of the customer management systems across Sydney Water manage meter asset fleet develop and manage relationships with business customers manage small to medium developer services and direction. Manage the customer operations hub run contact centre for network faults, and ensure speedy and efficient fault resolution manage pro-active customer communications consolidate asset, customer and operational data to allow proactive risk monitoring and develop a real time, predictive, analytics and insights capability manage sampling and monitoring services to ensure water quality contribute to the corporate emergency management and security strategy, including incident management response and business continuity. Manage product and service delivery operate, maintain, monitor, analyse and optimise Sydney Water s operational assets, including treatment plants, networks and SCADA system develop short term tactical asset management and work plans integrate operations and maintenance at a plant / area level to achieve Corporate objectives with respect to budget and levels of service undertake minor and simple infrastructure delivery works and liaise with Liveable City Solutions Group for more complex works to be constructed plan and deliver civil, electrical and mechanical asset maintenance and renewal services that represents best value to customers manage fault response to customer contract and corporate targets ensure product quality and volumes are delivered to meet customer needs and regulatory requirements determine best mix of in-house and outsourced services to provide best value support GM, CSR, to develop and deliver products and services that meet customer needs measure performance against industry best practice benchmarks in delivery of water services and customer service and take action to close gaps identify cost reductions that deliver best value for customers 27/05/2016 6

7 manage key outsourced operations, maintenance and supply chain contracts. Decision making/autonomy The position holds Executive authority and delegation within the Customer Delivery Group. The position holds the authority to approve operational expenditure up to $5m. The position holds the authority to make operational and staffing changes within permissible parameters providing they are comply with relevant guidelines, regulations and agreements such as those concerning the operating licence, customer contract, the enterprise agreement and the environment. The position must refer other changes that have a broader strategic, operational or people implication to the Executive for decision and direction setting. Impact of position provides leadership of the largest group (by employees and operating budget) in the organisation during a time of great change, and the adoption of a new operating model responsible for major business improvements, including the creation of the customer operations hub and as a major contributor to the development of the supply chain function partner with the GM CSR and GM LCS to determine strategies to service the residents and businesses of Sydney core contributor to achieving Sydney Water s Lifestream strategy goal to keep Customer at the Heart via the creation of the customer operations hub highly influential and commands the largest division in the largest water utility in Australia Impact spectrum Delivery Operational Tactical Strategic x The role contributes to strategy as a member of the Executive, and implements strategy within the group. Financial Opex annual budget = $467m for FTE = 1380 for /05/2016 7

8 Innovation and Complexity challenges What are the typical, day-to-day challenges the position will need to deal with? Managing a complex system of plant and networks to deliver reliable water and wastewater services in Australia s largest city. Network maintenance issues that result in media interest. Resolving faults and issues where staff interacting with customers are ambassadors for Sydney Water and directly affect our reputation. Industrial relations issues; the group has the largest workforce of all groups and is the most unionised. There is a very positive relationship with unions that is based on interest based bargaining with a common vision of a successful Sydney Water with an engaged and motivated workforce. What are the most complex problems the position will need to deal with, that require deeper thought and understanding, affecting business operations, people, and finances Introduction of the Enterprise Resource Planning system and its impact on current systems and Sydney Water services. Maintaining Sydney Water s competitiveness through greater business efficiency and cost reductions. While a monopoly, there is a need to remain competitive in order to drive the best customer value. Finding the best way to deliver services on a 24/7 basis to meet changing customer expectations that do not result in cost blowouts. In conjunction with the GM, Digital, finding the most effective ways to harness technology to deliver customer benefits and value through intelligent operations and emerging and new technologies Partner with the GM Finance Services to introduce the supply chain function. Identify opportunities for transformational change within the group that will deliver corporate success Identify opportunities for collaboration and partnerships to enhance Sydney Water s overall performance. Deliver improvements in customer service through a revolution in services and customer interactions. Innovation spectrum Make/recommend minor changes Develop improved day to day processes Make major improvements or changes to ways of working Lead innovation and change x The GM role is expected to lead innovation and change within the group and in collaboration with the Executive, across Sydney Water. This includes corporate systems that are largely used within the group or will be replacing systems used within the group. Safety The GM Customer Delivery has the greatest number of non-office workers and faces the greatest challenges in ensuring safety of workers. The GM is expected to ensure the safety of all Sydney Water employees and deliver improvements in safety for contractors. 27/05/2016 8

9 Section 3: Relationships beyond the immediate team This role will get input from and provide input to all members of the corporate Executive, and the group executive, and specialists within the group or rest of the corporation as required. The role will work closely with the other general managers to plan and develop Sydney Waters service: shape and integrate work within groups and with other GMs when there is cross-group work to be done secure the engagement and collaboration of own and other groups where there is cross-group work to be done The role is also required to manage designated stakeholder relationships and represent the organisation in relevant contract negotiations, public forums, unions, industry bodies and to the media, as appropriate. As such the level, if not the frequency, of communications is very high. Section 4: Knowledge/skills/experience Experience running a similar multi-function division or group in a comparable utility that has a customercentric model. At least 15 years experience, at least 5 of which must be at the General Manager level. Strong interpersonal skills coupled with exemplary Leadership and People Management experience Highly developed strategic thinking skills Strong commercial skills Goal-oriented with the ability to influence others to achieve goals and metrics Able to negotiate and influence a varied stakeholder base Well-developed communication, facilitation and presentation skills Relevant degree, with a management post-graduate qualification ideal. Role will be office based but required to visit sites and plants on a regular basis. Sydney Water expects all staff to do other projects and perform additional duties as required. 27/05/2016 9

10 Appendix People management accountabilities Manager once Removed accountabilities Ensure consistency across the business unit and integrate the work of teams Provide subordinates once removed with someone to talk to if they feel they are not being treated fairly by their manager or if they want to appeal a decision made by their manager Ensure the quality of management for subordinates once removed Answer the question about future of the subordinates once removed by making a clear judgment of potential and providing feedback Build capability for future roles Manager accountabilities Provide leadership to direct reports Ensure direct reports fully understand my role (as a manager), accountabilities and authorities Build and maintain a strong, two way, trusting working relationship with my staff based on achieving the business goals and enabling subordinates to work to their fullest potential Ensure my direct reports can answer key questions of: o Where are we going? o What is their work? o How their performance will be assessed? Set clear tasks by explaining the background to the work (context), the purpose, how much is required and to what quality, the resources available and the time Make accountabilities and authorities clear and ensure subordinates have the financial, people, and physical authorities needed to be able to achieve their work Set effective baseline conditions for productive work by completing important people management processes of selection, induction, contribution assessment and provide development for the position so staff can complete tasks effectively Ensure the team works in a way that each team member actively contributes to the decisions made and moves in a set direction with commitment Communicate with direct reports, in person about, change wherever possible Quickly address discomfort or tension so problems are resolved before they develop into conflict Lead culture change within your team Role model corporate behaviours and ethics. Planning accountabilities Ensure systems of work and processes are effective, that the structure of the team supports the work to be done and that work is aligned across members of my team Develop team business plans and ensuring effective execution of those plans Ensure work occurs at the right level and outcomes are delivered to the agreed requirements. Integrate work across team/s Apply Sydney Water policies and procedures consistently and fairly Communicate what is required for the business and why. 27/05/

11 Signature behaviours All staff are accountable for demonstrating Sydney Water s signature behaviours of: Focus on solutions (Positive attitude, change ready, improvement and insight) Demonstrate a positive outlook e.g. constructive language, active listening Find a way to make things better Display openness to suggestions, new ideas and new ways of working Stand up and contribute (Participation, collaboration, courage and respect) Actively participate and work with others to make it happen Challenge respectfully Share knowledge and offer opinions Do what you say (Honesty, integrity, transparency and trust) Agree what to do and by when; get it done and do it well Demonstrate openness and honesty Regularly update, inform and share information Support and Encourage (Encouragement, communication, empathy and cooperation) Actively listen, show care and concern for others and build relationships Identify and acknowledge others strengths and skills Make time for others to help people build from their strengths Own the outcome (Ownership, accountability, results and accomplishment) Own the role and accountabilities fulfil them Actively support business or team decisions and accomplishments Hold self and others to account respectfully for behaviours and actions 27/05/