Water Journal : Water Journal December 2013
WATER DECEMBER 2013 34 Feature Article phase. This followed an initial phase that investigated and prepared business cases for a range of reforms and improvements that were then selected by the DEP under the process of PPS. Fundamentally, the approach provides access through the private sector to global best practices which are identi ed, veri ed, piloted where appropriate, and then implemented through to a performance-based consulting contract. As this is a consulting relationship, at all times the DEP maintains full control of its operation and decides which initiatives to undertake or not, directing its own staff in the implementation. The partners work cooperatively to rst conduct detailed analysis and assessments using speci c consulting tools to identify and select initiatives for adoption through a formal business case and then approval under an appropriate governance structure. The greater challenge, however, is in changing the mindsets and behaviour of the employees, and instilling a performance management culture at the DEP. Without a sustainable change in the way people think and work, the improvements will be transient, and not sustainable. In the rst instance, by aligning Veolia's remuneration with the continuing achievement of savings, both parties are aligned in efforts to make the change sustainable. Achieving sustainable organisational change is a shared journey and a range of techniques and tools are applied, from data analytics and data visualisation, through setting and formalising performance measurement systems, to leading by example including role modelling, providing meeting scripts and supporting and coaching leadership and change agents within the business. These efforts are coordinated with speci c communications and interventions, and rely heavily on also supporting strong senior leadership by the DEP. In effect, both the management and the workers together must learn a new way of working and managing to achieve performance. And as the process moves from trials into demonstrations and through broad roll-out programs, the power of change agents to lead change, and the power of motivation created through shared success and subtle internal competition, all combine to create a powerfully effective model for change. This behavioural work is suppported by a wide range of tools and methods as required, including: • Development of operational management tools, systems and processes; Global experience and expertise brought to NYC OpX. PPS components for value delivery.
Water Journal November 2013
Water Journal February 2014