2. Introduction to SPA Trade Services PDA Work Flow Management Systems The Era of Change

3. What do we do? Planning, development, maintenance and overall safe operations of the Client's Assets

4. Project Goals To support the overall mission and vision through the effective use and management of information, using SPA PDA Work Flow Management Systems. To set procedures, KPI’s and to evaluate contractor performance and improve cash flow resources.

5. Why Change ‘Change for Change sake?’ or is there any other reason why you should think about Change?

6. Historical Information SPA Trade Services Work Flow Management Procedures has been proven to: Recognise Work Flow capabilities Set documented procedures Review requirements to align with goals Bring necessary cultural change Create ownership of information

7. Gap Analysis Greater value for money Supervisors ownership of labour planning Development of OHS Procedures Performance reviews and reporting Historical analysis of assets Strategic planning of asset condition and performance maintenance provisions

8. Why Utilise SPA Trade Services Work Flow Management Solutions We Deliver value for money We Listen, Learn and Understand about the organisations culture We Develop Best Practice Support the Client's core business We Retain knowledge & expertise We change and adapt quickly to the client’s needs and expectations We deliver exemplarily customer service

9. System goals A review of the ever changing needs of Client’s Regulatory OHS Compliance Requirements has led to the development requirements in the following area’ s o Customer information o Asset information o Planning o Reporting

10. Customer information Capture the relevant customer information to aid the move towards Web based contact and record and respond to inquires in a cost effective processed manor

11. Asset Information To detail relevant asset information to allow short, medium and long term planning, reducing cost and increasing quality and long term asset efficiency

12. Planning Allow a planning process based on existing concepts using historical and critical information

13. Reporting Allow easy access to relevant reporting information to asses performance The SPA Work Flow Management System will support the customer by creating a ‘Customer Experience’ developed from a set of process that is undertaken to complete the task.

14. Project Time Line Deliverables ‘The control of information is vital to any successful planning’

15. Initial and Short Term o Identify internal and external KPI’s o Asses the impact of reducing maintenance schedules to allow effective labour re-sourcing o Develop priority fields linked to resource planning o Streamline work requests directed to trade groups o Introduce a Customer Service (Login) process o Introduce SPA PDA Mobile Software o Link time sheets to work requests o Link Materials and Labour Content to work requests o Introduce OHS Compliance Information Certifications

16. Medium Term (1-2 years) o Introduce condition monitoring o Introduce life cycle costing o Introduce fault code reporting o Introduce contractor performance assessments o Introduce external Contractor Compliance Auditing and Certification

17. Long term (2-5 years) Further Development of on-line client information systems Contractor Compliance and Auditing

18. Barriers to success o Effectively documenting procedures o Historical success/failure o Developing Inter- department/personal relationships o Customer uptake and support o Individual Department Reporting o Management Support Services

19. Effects of Scheduled Maintenance Servicing o Increased real time reporting o Yearly labour re-sourcing o High customer satisfaction o Easy system interaction o Capturing useful information

20. Contractor’s o Identifying and implement reduced work process by multiple sign off o Increased information captured from site surveys o Detailed performance reporting o Increased OHS Compliance information o On line performance review

21. Projects o Open access to maintenance planning o Access to condition field and life cycle costing o Examine and Document all Labour and Material Costs

22. Customer o Increased feed back on work requests o On-line Customer Login Facility o On-line Service level agreements o Increased customer service

23. What now Agree for The Era of Change Establish test group or Pilot Site Agree on Training Dates Test or Pilot Site Role out Date Department training Department role out

24. Culture Change through Effective and Strategic Management of Procedures ‘Develop a change in culture’

25. Continue Improvement Review In- House Departmental Feedback Regularly Implement new strategies regularly Create ownership of the process Create Strong working parties Identify and be Focused on the Client’s needs and requirements The systems should ‘support’ the process