With the growth of Auckland City, the combined
stormwater/wastewater system was exceeding capacity during rainfall
events, resulting in pollution of the Waitemata Harbour. A
conventional project model could not guarantee the level of service
that Metrowater wanted for their customers during the separation
process so they decided on an Alliance model – one that was
strongly customer focussed. The project goal of cleaning up
Auckland’s harbour was a philosophy of shared ownership and
responsibility reflected in the principle – "it's ours".
Metrowater is Auckland City's water and wastewater utility and
was established by Auckland City Council to provide water and
wastewater services to over 142,000 homes and businesses, reaching
420,000 people across Auckland City. The area of operation
covers 153 square kilometres with a water and wastewater network of
more than 3,600 km of pipes. Metrowater’s expectation is that their
customers receive the highest quality, reliable water supply
possible and that Auckland City’s wastewater networks are managed
in a cost effective, environmentally sound and sustainable
manner.
Pollution in the Waitemata Harbour was caused by regular
overflows from a combined stormwater/wastewater system. The best
solution was to separate the combined system and as a result
Metrowater bundled a series of separation projects and explored
alternative approaches to delivery. The work involved installing a
new reticulated wastewater network to nearly 1000 private
properties in two inner-city suburbs of Auckland - Kingsland and
Eden Terrace. Although the work was potentially inconvenient
and disruptive to private property, the Clear Harbour Alliance team
provided a superior service throughout and maintained a strong
customer focus.
A set of Key Performance Indicators (KPIs) were developed that
directed the team towards common goals. The management team then
set about building cohesion between the various parties in the
Alliance. This was a highly successful strategy and served to
build a unified team where members were proud to distinguish
themselves and their colleagues as Clear Harbour Alliance.
Systems that supported high performance results and the
development of strong relationships created a culture of innovation
and breakthrough thinking for the first time within the New Zealand
water industry.
The Alliance adopted a number of game breaking methods
including:
- In keeping with the spirit of an alliance contract, the team
co-located and a separate brand was created that established a
common identity. The result was a purpose built office where
client, consultants and contractor could work together in an open
and informal environment
- A thorough induction process for all Alliance participants
covering safety, quality and environmental management
processes
- Ongoing training and coaching
- Regular monitoring and recording in the Risk and Opportunities
Register as well as the Innovations and Lessons Learned
databases
- Customer management and property databases, which provided
single repositories for important documents, property information
and customer contact records
- A dedicated team within the Alliance managed the lodging of all
consents and worked hard to build a relationship with dedicated
council staff
Relationships improved with several stakeholders once a single
point of contact within each entity was established. Through
improved communication and a collaborative approach, the physical
works finished under budget, several months ahead of programme in
April 2010. Outstanding results were achieved across the areas of
safety, environment and customer care.
Customer satisfaction ratings were monitored to gain feedback
before work started and upon completion. Satisfaction
averaged over eight out of ten in the four scoring areas that were
monitored – this is in the game breaking area of the performance
spectrum. The results of this survey also set important benchmark
data for Metrowater in this regard.
A sound communication strategy was developed by the customer
services team. 1000 properties translated to over 6000
directly-impacted customers and many more partners, families,
visitors, customers and passers-by.
Innovation was achieved through improved external communications
and the integration of an internal project database and linkages of
these systems to GIS viewing capability.
By encouraging greater interaction between the different
elements of the project e.g. design and construction, improved
internal communications resulted. This not only enhanced the
technical outcomes of the project, but it strengthened the seamless
interaction of the project within the community. Disruption
was minimised to customers who had work carried out on or near
their properties, a result that was vital to Metrowater.
The project also had positive environmental outcomes as diluted
wastewater overflows into the Waitemata Harbour during wet weather
were reduced.
Clear Harbour Alliance presented a unique opportunity to improve
the public interface between infrastructure companies and the
community. Metrowater’s reputation was enhanced through the
seamless delivery of the project and the positive experiences that
their customers had with the project.
The project was the recipient of a New Zealand Planning
Institute “Best Practice Award” for 2009. This is a pleasing legacy
for those involved with the project – in particular Metrowater.
“Clear Harbour Alliance has developed a team of excellence; one
that has carried out our drainage upgrade project in a manner
unprecedented in the New Zealand water industry. Without a
doubt, customer engagement has been outstanding which demonstrates
how the Alliance has shaped a team wholly committed to providing
outstanding service to, and minimal impact on, our customers and
community.” Linda Danen, Head of Strategy and Marketing,
Metrowater