operational plan 2015/2016 - mid-coast council · status - c – completed i - incomplete p –...

STATUS - C – Completed I - Incomplete P – Progressing N – Not yet programmed to commence W – Withdrawn of 38

Operational Plan 2015/2016 Third Quarter Review

Frontline Services

Cultural Services – Aboriginal Cultural Engagement - Initiatives

Key Initiatives Target

Status Comment (explanation to status) Q1 Q2 Q3 Q4

Partner with other agencies to develop a program of workshops to support local research of Aboriginal family history

I Two workshops will be presented by the Indigenous Unit of the State Library of NSW in Taree in April. Workshop on 21 April for support staff - service providers, library staff; workshop on 22 April for Aboriginal community members.

Undertake stakeholder consultation and develop a framework for a Manning Valley Reconciliation Action Plan

P Meeting with Manning Aboriginal Community Working Party sub-committee members to take place in April.

Cultural Services – Aboriginal Cultural Engagement - Key Performance Indicators

Key Performance Indicators Standard Achieved Comment Action plan

Q1 Q2 Q3 Q4

Correspondence answered within 14 days (DP 35.1)

90% 50 NA 0 Q3 National Apology and Harmony Day activities were the focus of this position

New procedure in place to better support staff.

Number of items requiring action 2 0 1


Meet external funding specifications and reporting requirements

100% 100 100 100

Partner in four major events of significance to the Aboriginal community

100% 1 1 2 National apology anniversary - February; Harmony Day – March.

Deliver two Aboriginal Family history workshops

100% 0 0 0 Workshops to take place in April.

Regulatory Services - Building and Development Services - Initiatives



Develop quarterly Building Contractors Newsletter

C Template, plan and approach completed. Second edition about to be distributed.

Review reporting systems to monitor application workflows

C

Develop a framework for the electronic lodgement of Development Applications

C

Develop electronic inspection reporting system

C

Develop electronic assessment document

C Testing of draft document is currently being carried out.

Develop a Safer Pool Strategy C This forms part of the Pool Tool Kit and self assessment checklist developed and published in March. Three workshops have subsequently been held to assist real estate agents assist their clients.

Review the Development Application lodgement package

P We have reviewed content during the lodgement team trial which commenced in January and this has informed development of new content and structure of the development application lodgement package. New web content has been drafted and will be published in Q4.


Regulatory Services - Building and Development Services - Key Performance Indicators


Q1 Q2 Q3 Q4


90% 95 95 82 The management of workflow and responsibility remain a core focus of our administrative review which will be completed in Q4.


Provide determinations on complete Complying Development Applications within 10 days where notification is not required1

100% 100 100 100

Provide determinations on complete Complying Development Applications within 20 days where notification is required1

100% 0 N/A N/A CDC`s no longer require notification due to legislative changes

Provide determinations on complete1 Development Applications within 40 days where submissions are not received and referral is not required to external agencies

90% 95 85 69 Average assessment time is 34 days.

The current trial of our approach to lodgement process seeks to address the factors that impact on determination timeframes.

Provide determinations on complete1 Development Applications within 60 days where submissions are not received and referral is required to external agencies

80% 100 80 93


Make requests for further information:

90%

within 25 days of lodgement; and/or

87 66 60 73% sent within 30 days of lodgement. Analysis of delays. Officers to be reminded to ensure that referral responses are received in timeframe.

within 10 days from receipt of advice from external agencies requesting further information

- - -

Provide determinations on complete subdivision certificates applications within 21 days

90% 67 76 71 All under 21 days, with exception of one @ 24 and one that took 55 days.

Follow- up with Duty Officer to refine process.

Carry out initial inspection on Building Certificate applications within seven days

100% 100 100 100

Provide determinations on Building Certificate applications within five days of satisfactory inspection

100% 100 100 0 One application took 6 days. Refinement of process to accommodate part time staff.

Carry out initial inspection on Swimming Pool Compliance Certificate applications within seven days

100% 71 100 44 9 Inspections took more that 7 days. One application took 6 days to complete the scanning task. The other 8 inspections were delayed at the request of the applicant.

Staff advise that the scanning delay was a one off error.

Provide determinations on Swimming Pool Compliance Certificate applications within five days of satisfactory inspection

100% 100 100 94

Provide determinations on complete2 Construction Certificate Applications within 14 days

90% 92 95 60 1 application was allocated on 29/1/2016 & completed 15/2/2016.

1 application required further information letter

Allocation was delayed by Acting TLBS as not sure of the process.

Officer advised that further information letter needs to be initiated in Pathway.


Process Dwelling Entitlement Certificate Applications within 10 business days

90% 90 69 93

Provide determinations on Review of Environmental Factors (REF) within 14 days

100% 100 67 100

Complete internal development referrals within 15 days

100% 77 100 100

1. A complete application is one where all information necessary to facilitate assessment has been provided and no further details are required

2. A complete construction certificate is one where all information necessary to facilitate assessment has been provided, no further details are required and an operative development consent is in place

Governance – Community and Customer Engagement - Initiatives



Review and improve the key forms used by customers

C

Develop a social media strategy to enhance utilisation of social media channels for informing and referring

C

Develop a framework for proactive engagement prior to, and during Council exhibition periods

C

Improve our customer service response to real estate agents and funeral directors acting on behalf of clients

C


Evaluate and review the service centre knowledge management system platform for effectiveness

P We are close to finalising the knowledge management system now in Sharepoint.

Governance – Community and Customer Engagement - Key Performance Indicators


Q1 Q2 Q3 Q4


90% 91 88 82 Submissions received for Taree West open space plan were not completed in our document management system whilst engagement was being undertaken in this locality. Our Customer Service Centre staff have experienced high levels of vacancies during a pilot period which impacted completion of correspondence.

New procedure in place.


Complete transactions at first point of contact

80% 73 74 77

Answer incoming telephone calls within 30 seconds

80% 40 39 43

Hold eight training events and capacity building activities with community based organisations

100% 3 3 3


Executive – Economic - Initiatives



Implement the activities described in the Economic Development Strategy 2015-2016

P

Regulatory Services – Environmental Health & Compliance - Initiatives



Review the Compliance Policy and Guidelines

C A guideline has been developed and reviewed with feedback to be sought from community in Q4 prior to finalisation.

Develop guidelines and an approval process for the transportation of liquid waste

C The guidelines and approval process has been included as exempt development in a Draft Local Approvals Policy.

Develop a plan for the upgrade of the Companion Animals Pound in line with amended legislation

C Completed.

Review processes for managing use of public car parks

C Completed. Information collected will be use for 16/17 initiative due Aug 16.

Develop an Asbestos Waste Management Plan

C Waste management plan has been included in GTCC Asbestos policy and procedure. Content within these documents relevant to waste management reviewed.


Regulatory Services – Environmental Health & Compliance - Key Performance Indicators


Q1 Q2 Q3 Q4


90% 92 71 85 The management of workflow and responsibility remain a core focus of our administrative review which will be completed in Q4.


Conduct at least 150 days of parking patrols annually to ensure turnover and accessibility of public parking

100% - - - Measured annually. May fall short. Review of parking surveillance and change to duties has resulted in less parking days.

Inspect all food premises annually 100% - - - 47 completed Q3. On track to complete.

Inspect regulated premises including tattooists, beauticians, commercial cooling towers and caravan parks annually

100% - - Measured annually – inspections are progressing in accordance with program of works and due for completion Q4.

Undertake a minimum of 20 annual Environmental Audits of industrial premises

100% 100 - - Completed Q1

Provide determinations on complete On Site Sewerage Management Applications within 40 days

90% 78 100 100

Inspect 100 existing on-site sewerage management systems annually

100% - - - Measured annually

Complete internal development referrals within 15 days

100% 69 53 47 Review is being carried out to simplify and reduce referrals. To be completed Q4.


Complete all on-site sewerage management pre-purchase reports within 28 days

100% 100 100 100

Planning & Environmental Services – Environmental Services - Initiatives



Undertake sand tracing survey at Old Bar Beach following the winter storm season

C Sampling survey completed in September 2015 following winter storms. Draft report not received from consultant until January and cannot be finalised until OEH complete their review as they are a partner in this project. Final report expected in Q4.

Establish a sand transport monitoring program to assess the effectiveness of maintenance dredging within the Farquhar Inlet

C Sand Transport Monitoring Program was established in 2015 with implementation and review of the results ongoing.

Undertake stage one works for the Endeavour Place boating facility upgrade

C Tidy up Taree in partnership with Council completed the refurbishment of the Endeavour Place toilets in December 2015. This concludes stage one of the upgrade for Endeavour Place. Subsequent stages will see the resurfacing of the Endeavour Place car park, extension of the boat ramp as well as additional footpaths providing access between the foreshore, toilet block and Bicentennial Park.

Undertake maintenance dredging of the Harrington Backchannel in partnership with the Farquhar Inlet Management Group (FIMG) to improve navigation

I This project experienced delays due to the need to investigate all options for sale or stockpiling of the dredged sand prior to having the consultant finalise the environmental impact assessment. Following consultation with Crown Lands the most viable option has been determined to be placement of the sand on the existing islands within the Backchannel. The FIMG dredge is currently undergoing maintenance and works are expected to occur in June.

Undertake stage one works for the Bohnock boating facility upgrade

C Survey and concept design of the boat ramp upgrade at Bohnock has been completed. This concludes stage one of the upgrade. Subsequent stages will see extension of the boat ramp, construction of the carpark and installation of a pontoon.


Install stormwater quality improvement infrastructure in Browns Creek in partnership with Friends of Browns Creek

P A Gross Pollutant Trap (GPT) will be installed in Wrigley Park with modifications to improve drainage. The project is anticipated to be completed in Q4 together with a riverbank erosion control project on Browns Creek.

Install effluent treatment systems on dairy farms on the Manning River floodplain in partnership with the Dairy Advancement Group (DAGs)

P Two dairy effluent management projects are being delivered in partnership with the MNC Dairy Advancement Group (DAGs). One is on a dairy farm located at Harrington and will result in the construction of an above ground effluent treatment pond during Q4 – one of the first of its kind in NSW. This project is on track for completion in Q4. The other project, which has recently been completed, involved the de-sludging and upgrade of an effluent treatment pond on a dairy farm at Johns River.

Undertake one kilometre of riverbank restoration on priority sites identified in the Manning Riverbank Management Study

C Two riverbank restoration projects have recently been completed on the Manning River including 1.1kms on a property at Mitchell's Island (Pelican Point) and 700m on a property at Harrington.

Undertake a strategic assessment of acid sulfate soil areas to identify priority areas for remediation

P The Water Research Laboratory (UNSW) was engaged in Q1 to prepare an ASS remediation action plan. The data gathering and field collection program was completed during Q2 with the draft report expected in April 2016. This project is on track for completion in Q4.

Conduct an investigation into the processes affecting the dynamics of the two Manning River entrances to determine the affect (if any) on coastal erosion

P Manly Hydraulics Laboratory (MHL - NSW Public Works) submitted a draft report in January, which was thoroughly reviewed by staff. MHL are currently making a number of amendments to the draft report as a result of this review, which is due for completion in April 2016.

Planning & Environmental Services – Environmental Services - Key Performance Indicators


Q1 Q2 Q3 Q4


90% 95 98 100



Prepare Review of Environmental Factors within 30 business days

100% 100 100 100 Q1 – 3 REFs

Q2 – 4 REFs

Q3 – 3 REFs

Provide environmental assessment of Development Applications within 15 business days

100% 100 100 100 Q1 – 8 referrals

Q2 - 5 referrals

Q3 - 6 referrals

Monitor acidity (pH) levels at Big Swamp every six weeks

100% 100 100 100 Q1 – 1 by staff then 1 by WRL (UNSW)

Q2 – 2 sampling rounds by WRL (UNSW)

Q3 - 2 sampling rounds by WRL (UNSW)

Undertake water quality testing (turbidity, Chlorophyll A and pH) in the lower Manning River estuary six times annually to inform the State of the Manning Report Card

100% 0 100 100 Q1 – Not due to commence until Q2

Q2 - Water quality monitoring program commenced in November with 2 sampling events undertaken by OEH

Q3 – 3 sampling events undertaken by OEH

Inspect 360 properties for noxious weeds annually

100% 100 100 100 Average of 90 inspections per quarter.

Q1 - 121

Q2 – 127

Q3 – 94

Infrastructure Services - Initiatives



Review and improve road response ratings

C We have reviewed this as part of implementation of our electronic roads maintenance system.


Implement an electronic roads maintenance management system for field staff

C This is now being used by customer service staff to record requests and reports as well as our field staff.

Evaluate and review the maintenance procedures for all key road maintenance activities

C Maintenance procedures and have been reviewed and revised as part of the implementation of our electronic roads maintenance system.

Implement identified components of capital works project management framework following audit

C Templates in use and reporting processes implemented.

Infrastructure Services - Key Performance Indicators


Q1 Q2 Q3 Q4


90% 93 97 95


Respond to high priority road, bridge and drainage defects within industry standard timeframes

100% 100 100 100

Conduct formal monthly inspections along all Regional Roads

100% 100 100 100

Initiate resident meetings to discuss planned infrastructure projects

100% N/A N/A N/A


Planning & Environmental Services – Landuse Planning - Initiatives



Review infrastructure contribution (Section 94) plans

I Plans have been reviewed and adjustments made to the priority of infrastructure. New draft plan has been prepared and this will be reported to Council in May 2016.

Complete the planning proposal to enable rural residential development in exchange for the developers constructing the realignment of Old Soldiers Road, Rainbow Flat

P The Gateway Determination from NSW Planning and Environment outlined an expected completion date of September 2016. The applicant commissioned studies in Q2 which were a requirement from the Gateway Determination. These studies are yet to be completed and will require agreement from government agencies prior to the rezoning being exhibited. Due to the delays in submitting the studies it is not expected that this project will be completed in Q4, but is expected to be completed within the timeframe outlined in the Gateway Determination.

Develop a local strategy to identify growth opportunities in the Manning Valley

P A discussion paper based on the data collected in Q1 and Q2 is being prepared with consultation on the paper due to commence in late April 2016. The discussion paper will identify opportunities that can be achieved through changing zoning and development controls that will lead to greater housing choice as well as increased agricultural and business opportunities, while minimising land use conflict and protecting important ecological assets. The draft local strategy is expected to be completed in Q4.

Complete stage one rezoning for the Northern Gateway, Cundletown

P The Gateway Determination from NSW Planning and Environment outlined an expected completion date of August 2016. Exhibition was completed on 5 April 2016. The LEP amendment is expected to be presented to Council seeking adoption in Q4 with gazettal by the NSW Minister for Planning by August 2016.

Review Local Environmental Plan (LEP) 2010 to include recommendations from the residential and employment zone review

P The LEP amendment was forwarded to the NSW Planning and Environment (DPE) in December for a Gateway Determination and has experienced delays due to requests from DPE to split the amendment into 2 separate planning proposals and negotiate support for key initiatives such as bulky good premises in industrial zones and exclusion for farm dams from requiring consent, both of which DPE did not initially support. A Gateway Determination is expected in April/May. If this occurs then exhibition is likely to be in May/June with a report to Council for adoption in June/July.


Planning & Environmental Services – Landuse Planning - Key Performance Indicators


Q1 Q2 Q3 Q4


90% 100 100 95


Provide heritage assessment of Development Applications within 10 business days

90% 100 100 100 Q1 – 4 referrals

Q2 – 3 referrals

Q3 – 4 referrals

Report Planning Proposals to Council within three months

90% n/a n/a 100 Q1 – no planning proposal reports

Q2 – no planning proposal reports

Q3 – Tallwoods planning proposal report

Undertake quarterly town centre inspections to facilitate vibrant spaces activities

100% 100 100 100 Inspections of Taree, Wingham, Old Bar and Harrington CBDs undertaken:

Q1 - 20 July and 25 Aug 2015

Q2 - 6, 15 & 27 October and 7, 8 and 17 December 2015

Q3 – 20 January, 24 February, 17, 21 March 2016

Property & Procurement – Leisure Facilities – Initiatives



Replace the MALC indoor swimming pool liner

C


Upgrade the MALC male toilets/change rooms

N On target to commence in Q4.

Property & Procurement – Leisure Facilities – Key Performance Indicators


Q1 Q2 Q3 Q4

Number of facility memberships at the MALC

>1,100 1,005 977 915 Attributed to a loss in single memberships. There has been a gain in family and seniors memberships

Target family and senior memberships to supplement loss of singles.

Number of visitations (including casual visitors) at the MALC

>165,000 37,817 49,945 45,762

Number of visitations (including casual visitors) at the Wingham Pool

>6,000 0 7542 7,796

Hold quarterly contract review meetings with YMCA

100% 100 100 100

Cultural Services – Library Services – Initiatives



Develop local partnerships to enhance the scope of online historical images collection

C Draft Memorandum of understanding (MOU) prepared between Council and Manning Valley Historical Society. Additional MOUs pending with other local historical societies.

Implement interactive content including book reviews and community features on Library website

P Software evaluation completed ready for implementation in Q4.


Scope partnership opportunities with tertiary providers to engage with the growing numbers of online/external students

P Consultation under way.

Cultural Services – Library Services – Key Performance Indicators


Q1 Q2 Q3 Q4


90% 100 100 100


Average visits per resident per annum

5.0 6.3 5.9 5.9

Average items borrowed per resident per annum

6.9 7.8 8.7 8.9

Average loans per item 3.8 4.5 5.3 5.5

Amount of collection less than five years old

51% 49 64 64

Number of attendees at library programs

5,000 2501 1437

1894

Deliver eight pop-up library at significant community events/locations

100% 1 2 1 Further events planned for Q4.


Cultural Services – Manning Entertainment Centre – Initiatives



Develop a strategy to attract philanthropic support for projects

C Research completed and draft strategy developed utilising register of cultural organisations to be progressed in Q4.

Upgrade Green Room/dressing rooms

I Deferred due to timing of air conditioning upgrade. Stage 1 will be implemented mid-year.

Identify and deliver new interactive program opportunities utilising the National Broadband Network

P

As per previous quarter: positive discussions have been held with potential partners. Actual program delivery at MEC will depend on NBN connection date.

Deliver a program of workshops to build local performing arts, technical and performance capacity

P

New activities in Q3 - for delivery Q4: Singing workshop with Jonathon Welch to be held 16 April. Sydney Symphony workshops to be held in June.

Cultural Services – Manning Entertainment Centre – Key Performance Indicators


Q1 Q2 Q3 Q4


90% 100 100 100


Generate profit on a majority of entrepreneurial shows

70% 57 75 100 73% year to date.

Increase visitation over the previous three-year average

5% Measured annually. Year to date +18%.


Online bookings as a percentage of all sales

40% 60 71 57 66% year to date.

Increase annual kiosk profit 5% Measured annually.

Cultural Services – Manning Regional Art Gallery – Initiatives



Develop online catalogue of Greater Taree Art Collection

W Deferred pending collection valuation

Establish partnerships with tourism operators to promote cultural tourism

C Gallery was included in Manning Valley tourism brochure and Archibald exhibition has been promoted in accommodation outlets. Working with tourism will be ongoing component of Gallery marketing.

Establish a wi-fi hot spot to enhance gallery user experience

I Still awaiting final date for NBN connection.

Deliver a program of niche market art fairs

P Multicultural Festival to be held in May in partnership with Migrant Resource Centre.

Cultural Services – Manning Regional Art Gallery – Key Performance Indicators


Q1 Q2 Q3 Q4


90% 33 0 100


Increase visitation over the previous three year average

5% Measured annually.


Deliver exhibitions and public programs aimed at engaging with Arts NSW target groups including Aboriginal, multicultural, youth

20% 2 1 3

Fill places at art workshops 80% 84 100 100

Increase annual Gallery shop profit 5% Measured annually.

Property & Procurement – Parks & Reserves – Initiatives



Develop and implement enhanced maintenance programs for parks and reserves assets

C

Develop an open space improvements works program incorporating outcomes of the Open Space Improvement Plan consultation

P Harrington/Crowdy Head program completed based on findings from consultations and work with Chamber of commerce.

Taree West program drafted during Q3.

Property & Procurement – Parks & Reserves – Key Performance Indicators


Q1 Q2 Q3 Q4


90% 92 72 100



Undertake 27 cycles of the sports field mowing program

100% 100 100 100

Undertake 12 cycles of 3 urban broadscale mowing programs

100% 100 100 100

Undertake 42 cycles of 2 horticultural maintenance programs

100% 100 100 100

Undertake 5 cycles of the weed spray program in parks

100% 100 80 100

Undertake 7 cycles of the boat ramp cleaning program

100% 100 100 100

Undertake 4 cycles of playground safety inspections

100% 100 100 100

Undertake 4 cycles of water safety sign inspections

100% 100 100 100

Manage the public amenities cleaning contract through monthly inspections

100% 100 100 100

Property & Procurement – Taree Regional Airport – Initiatives



Implement Aviation Business Park sub brand

C

Secure sales for 75% of Aviation Business Park lots

P Encountered issues releasing the lots for sale. It is envisage that several sales will be completed by end of FY.

Scope viability of Stage 2 of the Aviation Business Park

P On target for completion in Q4


Property & Procurement – Taree Regional Airport – Key Performance Indicators


Q1 Q2 Q3 Q4

Comply with airport operational regulations (CASA, Department of Infrastructure and Transport, Air Services Australia, Bureau of Meteorology, Australian Federal Police)

100% 100 100 100

Record aircraft takeoff and landing movements

100% 100 100 100

Governance – Tourism – Initiatives



Develop an events and festivals strategy

C

Develop conference packages for marketing

C Packages being implemented for Rotary and Lions district conferences and broader marketing underway including representation at trade fairs.

Implement pop up Visitor information sites at key locations

C Visitor information material and access at Caltex being improved and additional information now available at Art Gallery. Further expansion deferred until the NSW Government report on visitor service due late.

Implement Destination Management Plan initiatives including focus on recreation vehicles

C Implementation of all five objectives of the Destination Management Plan continues. New Manning Valley website launched, Tourist routes reviewed, RV strategy complete, two cooperative marketing campaigns have been run, ten new brochures developed, printed and distributed, the new visitor guide published together with five Manning Valley billboards re-skinned with updated image and text.


Governance – Tourism – Key Performance Indicators


Q1 Q2 Q3 Q4


90% 54 98 100


Increase engagement (shares and likes) Tourism social media to 3,000

100% NA NA NA

Increase accommodation bookings via Manning Valley website

5% NA NA NA

Provide Partner updates monthly from February to November

100% 100 100 100

Deliver three education sessions for tourism operators annually

100% NA NA NA

Conduct two Manning Valley tourism campaigns annually

100% 1 1 100%

Regulatory Services – Waste Management – Initiatives



Review bulk waste collection program with a focus on reducing the large volume of unsorted waste being deposited into landfill

C

Implement program to identify and address unauthorised collection services

C


Develop and implement illegal dumping strategy

C

Prepare a relocation strategy for the resource recovery area of the Bucketts Way Landfill

C

Implementation underway with an approved development application which has supported the lodgement of a grant application to the Environmental Trust to fund implementation.

Regulatory Services – Waste Management – Key Performance Indicators


Q1 Q2 Q3 Q4


90% 100 95 100


Pick up household waste on the day collection is due

100% 100 100 100

Empty overflowing public place litter bins within 24 hours of notification

100% 100 100 100

Undertake weekly landfill compliance audits

100% 100 100 100

Cultural Services – Youth Engagement – Initiatives



Establish a formal communication exchange with local high schools to ensure engagement in organised activities

C Successful school assembly presentations in the lead-up to Youth Week.


Develop a digital media strategy for youth engagement

I High engagement is occurring via digital media. The strategy will be completed in Q4.

Deliver a Youth Week program P Funding secured, all event planned and marketing completed.

Develop and deliver a program of intergenerational activities to build connections between youth and seniors groups

P Two events in April as part of Senior’s Festival and Youth Week.

Cultural Services – Youth Engagement – Key Performance Indicators


Q1 Q2 Q3 Q4


90% NA NA 100


Meet external funding specifications and reporting requirements

100% 100 100 100

Deliver 12 youth activities and events

100% 1 1 1 7 events in April in and around Youth Week.

Deliver 50 youth relevant media posts in social media, print and website

100% 40 41 51

Facilitate 20 youth network meetings including MYSST and MYAT

100% 3 4 5 Both networks are actively engaged in supporting youth-related activities and Youth Week.


Support Services

Asset Planning – Initiatives



Implement bridge asset inspection regime in partnership with Infrastructure Services including process, documentation and reporting requirements

C

Prepare a Pedestrian Access Mobility Plan

P Data collection complete, draft Plan prepared.

Complete the Lower Manning River Flood Study Review in partnership with the Floodplain Management Advisory Committee

P Draft Flood Study endorsed by Council for public exhibition. Public exhibition completed with Final Flood Study to be presented to Flood Plain Management Advisory Committee early Q4 for recommendation to Council for adoption.

Review and improve public car park asset inspection regime in conjunction with Infrastructure Services including process, documentation and reporting requirements

P Asset Officer (new position) commenced review early Q3 however position vacated mid Q3 and initiative placed on hold. Vacancy on track to be filled early Q4 with project to recommence mid-Q4. Completion date to be revised once new Asset Officer commences.

Implement stormwater drainage asset inspection regime in partnership with Infrastructure Services including process, documentation and reporting requirements

P Asset Officer (new position) commenced review early Q3 however position vacated mid Q3 and initiative placed on hold. Vacancy on track to be filled early Q4 with project to recommence mid-Q4. Completion date to be revised once new Asset Officer commences.


Implement the Project Management Audit action plan

P No Audit deliverables due Q3 – on track to complete Q4 Audit deliverables.

Asset Planning – Key Performance Indicators


Q1 Q2 Q3 Q4


90% 97 99 95


Issue draft 4-year Capital Works Program and draft year one Project Briefs by February

100% 10 50 60 Preparation delayed by SRV process. 4-Yr CWP including SRV prepared March. Project Briefs progressing, anticipate completion April.

Complete externally contracted capital works within contracted value including approved variations

100% N/A 100 100 Gloucester Road Stage 1 reconstruction (practical completion); Manning Point Road Stage 1 Reconstruction (practical completion); Illangari Circuit Stormwater Drainage Improvements (practical completion).

Complete investigation and concept design of projects for annual capital works prior to commencement of the year in which they are funded for delivery, allowing for ‘adopted budget’ variances

80% 15 20 40 Current priority of effort towards finalising FY15/16 project design. Concept design of FY16/17 projects commenced. Survey and geotechnical investigations outsourced for priority projects with some projects outsourced for full design.

Priority of design effort will switch to FY16/17 in Q4

Complete funding agreement reports by prescribed dates (including Roads to Recovery, Road and Maritime Services monthly expenditure, state and federal grants)

100% 100 100 100 Completed as required


Respond to development referrals within 15 business days

100% 100 92 96 Completed as required

Undertake development engineering inspections within two business days of notification

100% 100 100 100 Completed as required. In some cases inspections programmed beyond 2 days by request and agreement.

Finalise and issue Project Briefs for capital works projects within one month of the budget being approved

90% 100 N/A N/A All Project Briefs for FY15/16 issued Q1.

Finance – Finance & Rates – Initiatives



Develop a Financial Management Framework to create a single point of reference

C

Review the debt recovery process

C

Issue Section 603 certificates electronically

C Implementation completed with ongoing promotion to increase participation.

Review policy for preparation of the Long Term Financial Plan

I Finalisation delayed for one month to incorporate enhancements/learnings from 2016/17 LTFP currently being finalised.


Finance – Finance & Rates – Key Performance Indicators


Q1 Q2 Q3 Q4


90% 100 100 99


Issue Section 603 certificates within 5 business days of request

100% 100 100 100

Minimise level of outstanding rates and annual charges

<7.5% 6.7 5.9 4.3

Maintain weighted average return on term deposit investments that exceeds the Bank Bill Swap Rates

100% 100 100 100

Maintain liquidity by ensuring a minimum of $7 million is available in 90 days or less investments

100% 100 100 100

Pay supplier invoices by the invoice due date

100% 75 65 69 The current manual system requires that invoices are received between 5 - 10 days in advance of due date, depending on the level of authorisation required. While we know that this does not always occur, we are unable to determine how many of those with delayed payment, were received in less than the required time for processing and how many suffered delay due to the manual authorisation process.

We are currently evaluating tenders to progress implementation of an eProcurement system that will significantly improve our capability to meet the KPI.

Develop payment plans with landholders who have outstanding rates

80% 84.8

82.9 83.5


Governance – Initiatives



Standardise venue and outdoor hire agreements forms and process

C

Implement new record keeping procedure for cemeteries administration

C Assessment of software for online bookings and management of records undertaken. Project was impacted by the service review of Customer Service. Minor administrative procedural change implemented.

Implement asset planning records management framework

C All asset planning records now contained in new framework.

Implement communications strategy for capital works project management framework

C Communications templates have been utilised to improve communications with key stakeholders. The current Lakesway project was informed by impact expressed by bus companies and a great result achieved which reduced impact on bus companies and other road users.

Governance – Key Performance Indicators


Q1 Q2 Q3 Q4


90% 98 92 93


Hold three Internal Audit Committee meetings annually

100% 1 1 1

Respond to liability claims within five business days

100% 100 100 100


Process Government Information Public Access (GIPA) formal applications within 20 business days

100% 100 100 100

Enter surface mail into Council’s records management system by close of the second business day

100% 100 100 100

Enter all Corporate email received by 4pm into Council’s records management system on the same day

100% 100 100 100

Organisational Development – Initiatives



Develop an employee wellbeing program

I Draft wellbeing program developed for consultation.

Review team meeting arrangements to determine effectiveness

C

Scope integrated human resource information system (HRIS) options

P Roadmap workshopped with stakeholders and projects identified for inclusion in 16/17 Operational Plan.

Undertake an audit of the work health and safety management system

C Audit completed February 2016. Audit recommendations to be considered by the Leadership Team in Q3 in order to develop a prioritised plan of action.

Implement payroll work order coding to enable direct coding of salaries and wages to projects

W Quote obtained, but cost was prohibitive. This project is now being considered as a component of the HRIS scoping project outlined above.


Implement organisational capacity building programs including succession planning; talent management; and emerging leaders

P Vacancy critical roles identified and development of capacity building plans has commenced. Knowledge management toolkit to be developed during the course of the project.

The Emerging Leaders project has been scoped and strategy development has commenced.

Develop and implement an employment-based training strategy incorporating traineeships, apprenticeships and internships

P Draft strategy has been developed, consultation will commence Q4. Research undertaken to identify possible funded opportunities for 2016/17. One traineeship commenced in Q3 and two fully funded traineeships to commence Q4. An internship opportunity identified, with recruitment to commence Q4, subject to final approval.

Organisational Development – Key Performance Indicators


Q1 Q2 Q3 Q4


90% 99 95 98


Complete and lodge pay runs within prescribed timeframes

100% 100 100 100

Deliver Monthly Details Reports to Finance within one business day of payroll processing to enable payroll upload to the finance system

100% 100 100 100

Resolve grievances at the local level

90% 0 0 0 0 grievances handled in Q3.


Property & Procurement – Initiatives



Undertake a review of inventory control

C

Prepare a management plan for future expansion of Dawson River Cemetery

P Awaiting further light detection and ranging (LIDAR) survey information to finalise plan. Anticipated completion Q4

Minimise stock on hand through lower item costs and higher order frequency including identification and removal of obsolete and slow moving stock

P Work in progress

Work collaboratively with ‘Tidy Towns Taree’ to deliver new amenities in Endeavour Park

C

Property & Procurement – Key Performance Indicators


Q1 Q2 Q3 Q4


90% 98 100 85 Staff error, procedures rectified.


Maintain inventory accuracy + or -2% -1.3 0.6 >0.01


Ensure inventory turnover of five times a year

100% 4.2 4.3 3.3

Goods and services sourced via an established contract

90% of annual

expenditure on contract

92 86 81

Review leases three months prior to expiry

100% 100 100 100

Plant utilisation rate >75% 77 78 78

Complete Trades works in accordance with service level agreement

>95% 98 97 99

Technology – Initiatives



Implement Disaster Recovery site at Depot

P System design and testing complete. Awaiting implementation of NBN connections to finalise.

Review Council’s internet connections to take advantage of the NBN

C

Expand the range of online certificate requests

C

Complete eProcurement implementation project plan

P Open tender currently under way with contract to be awarded in Q4.

Upgrade Standard Operating Environment to take advantage of new Office technologies

P The upgrade of the depot currently underway will complete this project in Q4.


Technology – Key Performance Indicators


Q1 Q2 Q3 Q4


90% 100 100 90


Maintain availability of computer applications to support delivery of services to Council’s internal and external customers

99% 99 99 99

Update property and mapping data including property details, constraints and zoning information within three business days of notification

90% 95 98 98

Maintain accuracy of property and mapping data with minimal variation between Council and state government planning data

<2% 1.2 1.2 1.2

Acknowledge and prioritise helpdesk requests within one hour of receipt

100% 85 95 90 Reduced staff numbers have resulted in slightly slower response time.

Resolve helpdesk jobs in accordance with the internal service level agreement:

- High Priority within four business hours

90% 95 96 95

- Medium Priority within eight business hours

85% 82 85 85


- Low Priority within five business days

80% 78 81 78

Resolve and close all helpdesk jobs within 30 business days

100% 95 95 95


Corporate

Corporate - Initiatives



Work collaboratively with landowners to prepare a planning proposal to rezone land for a transport interchange north of Cundletown

P Planning proposal (rezoning) will be lodged Q4.

Prepare a cultural precinct concept plan

P Community feedback from consultation has been collated. EOI documentation currently being prepared for distribution in Q4.

Revise Manning Valley Community Plan

W The recent government announcements of possible amalgamations have suspended all activity.

Corporate - Key Performance Indicators

Key Performance Indicators Standard % Achieved Comment Action plan

Q1 Q2 Q3 Q4

Finance Management

Budget versus actual variation per quarter

<10% 100 100 100

“Unqualified” annual financial audit achieved

100% N/A 100% NA

Debt service ratio (indicator of borrowing capacity – adopted position of Council)

Strong <10%

Satisfactory <20%

9.50 9.56 9.53


Unrestricted current ratio (indicator of ability to meet short term financial obligations - position adopted of Council)

Favourable 1.5 – 2.5%

1.25 1.25 1.25

Customer Service

Correspondence answered within 10 business days

90% 95 94 93

Human Resource Management (standard relates to industry average/range or benchmarks)

Management to staff ratio 4 - 9% 6 - - Measured annually

Voluntary turnover rate 4 - 9% 7 - - Measured annually

New starter turnover rate <9% 0 - - Measured annually

Unplanned absence rate (overall) <4% 2.7 - -

Lost time injury frequency rate (the number of lost-time injuries relative to the total number of hours worked)

<18 0 20.1 13.4

Lost time injury severity rate (the average amount of time lost at work due to work related injuries)

<13 8.5 4.5 7.0

Annual employee performance assessments completed within two months of the end of financial year (measured Quarter 1 annually)

90% 75 - - Measured annually

Council Business

Council business papers published by the Friday of the week before the meeting

100% 100 100 100

Quarterly operational plan status report prepared and presented to Council within one month of the end of the quarter

100% 100 100 100

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Highlight

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Highlight


Progress towards the Delivery Program reported to Council within one month at the end of Quarters 2 and 4.

100% NA 100 100

Council Resolutions commenced within five business days

100% 98 100 97 35/36 were completed within 5 business days. The consent for the Cundletown motel and highway centre was prepared but not issued within 5 business days.

Advisory Committees

Draft committee minutes published on website within 10 business days

100% 75 69 89 9 meetings were held:

8 minutes were published within required time

1 minutes remain outstanding

Internal Communication

Conduct three All Staff Briefing sessions

100% NA 2 1

Staff survey conducted annually 100% - - -

operational plan 2015/2016 - mid-coast council · status - c – completed i - incomplete p –...

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