OCM Appendix Master A781185 · prevention, aged, family, youth and children’s ... participation...

Hobsons Bay City Council 8 March 2016

Ordinary Council Meeting Agenda

Appendix 7

Mid Year Council Plan and Local Government Performance Reporting

Framework (LGPRF) Indicators Progress Report

1

Council Plan Annual Action Plan

Progress Report Mid Year - Quarter 2 (October to December 2015)

2

Acknowledgements

The Council acknowledges all language groups of the Kulin Nation as the traditional owners of these municipal lands. We recognise the first people’s relationship to this land and offer our respect to their elders past and present.

January 2016

3

Introduction This quarterly report provides a snapshot of Council’s performance against its Annual Action Plan for Quarter 2 (October to December 2015). The overarching vision for Hobsons Bay, bringing together the aspirations of residents, Councillors, and stakeholders is to ensure we are:

valuing the wellbeing of our people and our place, now and into the future

a safe, clean, accessible and connected municipality, which values diversity, protects its heritage and environment, fosters a strong sense of community and provides opportunities to achieve the best possible health and wellbeing

a place that people are proud to call home In order to accomplish its responsibilities, Council’s strategic framework allows the organisation to identify community needs and aspirations over the long term (via the Community Health and Wellbeing Plan 2013‐17) and operationalise these via the Council Plan 2013‐17. Each year Council identifies a number of initiatives that form the basis of its Council Plan Annual Action Plan which is implemented by all Council departments. This second quarter report (October, November, December) indicates Council’s progress against the current action plan. Reporting on the progress of these actions is a legislative requirement. It also assists Council to ensure initiatives are on track throughout the financial year.

4

Table of Contents

Overall Performance Summary ....................................................................................... 6 GOAL 1: ........................................................................................................................... 9 An Inclusive, Resilient and Healthy Community .............................................................. 9 GOAL 2: ......................................................................................................................... 15 A Well Planned, Vibrant and Sustainable Place ............................................................. 15 GOAL 3: ......................................................................................................................... 20 Quality Community Infrastructure and Public Open Spaces .......................................... 20 GOAL 4: ......................................................................................................................... 24 An Innovative, Proactive and Leading Organisation ...................................................... 24 Legislated Performance Indicators Half Yearly Results ........................................................................................................ 31

5

Council’s Performance

The Council Plan 2013‐17 articulates Council’s strategic direction for the next four years. It is prepared in accordance with legislative requirements in the Local Government Act 1989 and is based on a planning framework that aligns the community’s vision to our strategies, activities and financial resources. The Council Plan 2013‐17 is structured around four key goals, which describe how Council will serve the community to deliver on the community’s vision for Hobsons Bay. Each goal area identifies the objectives that, as an organisation, we will work towards achieving from 2013 to 2017. The figure below shows the spread of all initiatives across Council departments and directorates.

When reading this report, the following key will be applied to show the extent of progress on major initiatives and actions.

Key Not Started Work on this initiative has not yet commenced

Deferred Work on this initiative has been deferred to another time

Behind Schedule Completion of this initiative is behind schedule and at risk of not being completed

On Schedule Progress of this initiative is on schedule

Completed The initiative is fully completed

No Longer Relevant The initiative is no longer relevant

6

Overall Performance Summary This section provides a snapshot of the performance achieved this quarter.

The Council Plan Annual Action Plan 2015‐16 includes nine major initiatives and 58 initiatives.

Overall Progress Overall, 73 per cent (49) of all initiatives are progressing on schedule. A further 16 per cent (11) have been completed.

Progress of Major Initiatives Out of the nine major initiatives, 89 per cent (8) are progressing on schedule and one has been completed.

7

Progress of Initiatives Out of the 58 initiatives, 71 per cent (41) are progressing on schedule and ten have been completed.

Further details on the progress of the major initiatives and initiatives can be found in the report against each of the four Council Plan goal areas.

8

Progress Against Council Plan Goal Areas

9

GOAL 1:

An Inclusive, Resilient and Healthy Community Engaging with local communities and stakeholders to plan for, and provide access to, the services, cultural and recreational experiences, and economic opportunities that enhance health and wellbeing. Whilst many Hobsons Bay residents experience good health, just under a quarter rate their health as fair or poor (higher than the average for Victoria). Data shows that diabetes, cancer and asthma are particular health concerns for Hobsons Bay residents, along with mental health issues particularly for young people. In fact, more young people in Hobsons Bay experience psychological distress and psychiatric hospitalisations than anywhere in the Western Metropolitan Region and Victoria. In line with these concerns, our community told us that improving the provision of health related services should be a priority for Council’s work. Council contributes directly to protecting and promoting the health of its community through a

range of traditional services ranging from immunisation, food safety, communicable disease prevention, aged, family, youth and children’s services, as well as emergency recovery and response. In addition, the provision and maintenance of recreational facilities, libraries, community facilities, support of cultural facilities, access to arts and events, building accessible footpaths, roads and open space, all foster both physical and mental wellbeing. However, Council is not able to do it all therefore partnerships are formed with other organisations and levels of government to collaboratively work together and advocate for the needs of the current and future community.

Council will: 1.1 Provide a range of accessible, high quality services and social supports 1.2 Foster community wellbeing, capacity and sense of belonging 1.3 Protect and promote public health and community safety 1.4 Provide a range of opportunities that support people to engage in healthy and active lifestyles, the arts,

recreation and sport 1.5 Foster cultural expression and lifelong learning 1.6 Work in partnership with key stakeholders to attract and advocate for the services needed in Hobsons Bay.

10

Progress of Major Initiatives Within this goal area, out of the two major initiatives, one is completed and one is now on schedule.

Major Initiative

Q2 Comment Quarterly Status

Q1 Q2 Q3 Q4

Concept plans developed for the new Altona Early Years Hub

A feasibility study regarding early years services in the Altona /Seaholme precinct was tabled at the Ordinary Council meeting in November. The study proposed an Early Years Integrated Hub on the P‐9 Altona school site. Council resolved at the meeting to undertake community consultation on early years services and facilities in the area before committing to a final position. Community consultation commenced late November with a report to go to Council in March 2016.

Participate in the 2015 Review of the Municipal Emergency Management plan

The review of the Municipal Emergency Management Plan has been completed by the State Emergency Services (SES). Hobsons Bay City Council has achieved 100 per cent best practice. The SES presented Council with a certificate at its Ordinary Council Meeting on 27 October 2015. It should be noted that Council has achieved the same rating for the past two years.

11

Progress of Initiatives

Within this goal area, out of the 17 initiatives, four have been completed, 12 are on schedule, and one is no longer relevant.

Major Initiative


Q1 Q2 Q3 Q4

Implementation of a new state‐wide Maternal and Child Health IT system

The new Maternal and Child Health IT system (CDIS) is in operation. All staff have been trained in its application and are using the program for all consultations. Use of the calendar component of the system will commence in first quarter of 2016 when calendar set up issues will be rectified by program administrators.

Develop new 'Still Talking' facilitated playgroup site

Three new supported playgroups have commenced to support families either exiting Smalltalk playgroups or having not met Smalltalk playgroup eligibility criteria. The playgroups are being provided in Altona North (Eastona Park), Altona Meadows and Laverton.

Review and redevelop the service delivery model for Youth Services

The Youth Services team have continued to progress the development of a new service delivery model in preparation for relocating to the new Newport Youth, Library, Seniors facility. Works have included ongoing regular meetings with all staff to discuss the strengths, weaknesses, opportunities and threats of a co‐located service with higher street visibility. The team have been actively developing a model that responds to a co‐located service which has capacity to deliver programs on site while maximising the strengths and

12

Major Initiative


Q1 Q2 Q3 Q4

opportunities of the new facility. It is anticipated the model will be finalised next quarter.

Rollout online payments for Libraries

Online payments for library fines, fees and charges is in place and testing has been completed. A marketing campaign for customers will be prepared and launched once live trial is completed. Proposal for online payment gateways for Council fees and charges including rates to be scoped with IT through governance model with a view to trialling at Williamstown Library or the new Newport Library. This is in line with the Customer Service strategy which aims to expand direct customer service for Council business into other Council sites beyond Civic Centre.

Develop a strategy which provides the Council with direction around Learning Communities

Brief completed and contractor appointed. Work commenced with staff consultation scheduled for third quarter.

Finalise the implementation of Consumer Directed Care for the Home Care Packages program

Compliance has been achieved with a small number of clients with further refinement of practices required.

Implementation of short term case management program for consumers accessing HACC and NRCP

Program has commenced. Nine (9) clients currently receiving short term case management and those who require will be supported..

This action was not reported on

during the quarter.

13

Major Initiative


Q1 Q2 Q3 Q4

Development of a Hobsons Bay community wellbeing and participation guide

Out and About booklet distributed to all residents and community outlets and many businesses across the municipality with positive reception and feedback received.

Develop a Liquor Licensing Policy Statement

The Liquor Licensing Background Paper and the recommendations to develop a Liquor Licensing policy Statement was endorsed by Council on the 15 December 2015 Council Meeting. The development of the draft Liquor Licensing Policy Statement has began and is scheduled to be drafted by June 2016.

Explore the feasibility of returning wandering micro chipped and registered animals directly to owners

Investigating this option in line with the review of the scope of services by Lost Dogs Home.

Implement the year one actions of the Events and Festivals Plan

The Hobsons Bay Events and Festivals Plan was endorsed by Council in December 2015 and the action plan is ready for implementation in quarter three. In the interim, event and festival support included the 2015 ParaWorlds, Around the Bay in a Day, several Christmas and cultural events.

Review the Hobsons Bay Arts and Culture Plan 2011‐2015

The Hobsons Bay Arts and Culture Plan review and report is underway.

Finalise and implement the Active Community Volunteer Strategy

Active Volunteering Strategy endorsed by Council. Recruitment of a Community Capacity Building Officer position underway to lead implementation of the strategy.

Implement the endorsed Sport and Recreation Strategic Plan

Sport and Recreation Policy review commenced.

14

Major Initiative


Q1 Q2 Q3 Q4

Undertake three cultural activities in Laverton around Woods Street Arts space that help activate Lohse and Woods Street park and retail/business precinct

Activities included the Artist In Residence Program and Co‐Working Wednesdays for creative industries.

Development of a 2015‐2017 action plan which provides a basis for strategies and actions to be delivered as identified in the Reconciliation Policy Statement

Draft Reconciliation Policy Statement feedback received and action plan being finalised for implementation with timelines. Staff member resigned to take up another role. Replacement appointed and will pick up this task on commencement.

Expand the homework help program

The funding for this program is externally granted through the Operational Library Grant made available via the State Government. Other external funding will need to be sought to offer the program beyond June 2016, or a continued offer will be explored through the implementation of a volunteer network once the Community Capacity Building Officer commences. This will not necessarily involve an expansion of the current offer.

15

GOAL 2:

A Well Planned, Vibrant and Sustainable Place Fostering safe, attractive and connected neighbourhoods that provide social and economic opportunities for all and are resilient to climate change; while caring for our precious heritage, coast and natural resources for future generations. Hobsons Bay residents identify strongly with their neighbourhood and Hobsons Bay as a place with many recognising the municipality as close to their ideal place to live. Above all else, the community values the coastal location of the municipality, along with its many parks and quality open spaces, and would like the Council to continue to protect these community and environmentally significant areas for future generations to enjoy. This includes ensuring the impacts of climate change are considered. Climate change presents many challenges for Hobsons Bay including higher average temperatures, reduced rainfall, extreme weather events and sea level rise.

Council has a role in planning healthy communities, not only through its land use and social planning functions, but also through the provision of infrastructure including walking and cycling connections for physical activity and active transport. Council also has a role in planning to accommodate the changing nature of our population and in ensuring development is appropriate and accessible for all. Tourism and cultural industries provide identity as well as visitor attraction and community benefits, as do a number of retail precincts. Local job creation is important now and into the future.

Council will: 2.1 Contribute to creating an accessible, well connected city 2.2 Enhance neighbourhood character, while respecting local heritage and open space 2.3 Contribute to initiatives that encourage economic opportunities through local employment, business,

industry and tourism 2.4 Plan for a well designed urban environment and public spaces that enhance safety for all community

members and contribute to the life of the city 2.5 Reduce the Council’s ecological footprint and ensure our community has the capacity to adapt to the effects

of climate change 2.6 Ensure opportunities for residents to enhance their health and wellbeing are delivered upon through

strategic integrated planning, social research, community consultation and evaluation.

16

Progress of Major Initiatives Within this goal area, all three major initiatives are progressing on schedule.

Major Initiative


Q1 Q2 Q3 Q4

Develop a Hobsons Bay business investment prospectus to attract new and diverse business investment

Work has commenced including meeting with State agencies, convening an Investment and Attraction Facilitation Working Group and scoping materials.

Prepare a new tourism strategy in consultation with relevant stakeholders

Review of the prior strategy is underway in preparation for Council review and endorsement of a new framework.

Develop the Multicultural Policy 2016‐2020 in consultation with community and stakeholders

Community and stakeholder consultations are now complete with the final report being written. Findings within this report will be used to support the draft policy.

17


Out of the eight initiatives within this goal area, seven are progressing on schedule and one has been completed.

Major Initiative


Q1 Q2 Q3 Q4

Finalise the review and rewrite of the Municipal Strategic Statement (MSS)

Work is continuing on the review of the Municipal Strategic Statement (MSS). A final draft is almost complete which proposes to incorporate recently adopted Council Strategies and Policies into the Planning Scheme. It is anticipated that a draft will be place out for public comment by mid May.

Finalise the Neighbourhood Character Study

Draft brochures have been developed for consideration which identified the key components of neighbourhood character that should be protected. The brochures also provide guidance for the implementation of the new residential zones. A review of the information collected to date is being reviewed. Once reviewed they will be amended and presented to Council by the end of the financial year.

Deliver the Hobsons Bay Business Excellence Awards

The Hobsons Bay Business Excellence Awards were held, with more than 100 business entries received, a short list

18

Major Initiative


Q1 Q2 Q3 Q4

of finalists with site visits undertaken by a specialist and independent panel of judges, and a sold out gala dinner event to announce and celebrate the winners at the Williamstown Town Hall in October 2015.

Finalise the Activity Centre Strategy

A draft Activity Centres Strategy is currently being finalised. It is expected that the findings from the Activity Centre Strategy will be used to inform the residential zones work. Due to workloads this project has stalled, it is likely that this project will be completed in the next financial year.

Finalise the Public Art Strategy

A draft strategy is prepared and ready for Council review in quarter three.

Finalise the Newport Structure Plan

The establishment of the Major Hazard Facilities Advisory Committee will provide much needed direction on the Major Hazard Facility that affects parts of Newport. It is expected that the outcomes of this Committee will inform the future of the Newport Structure Plan. Other elements of the Structure Plan are continuing, however the structure plan will be unable to be finalised until the findings of the Major Hazard Facility Advisory Committee are made. Council will be making a submission to the Committee. It is likely that this project will be completed by the end of this financial year to early next financial year.

Undertake works to reduce greenhouse gas emissions from Council buildings

Altona library lighting renewal and natural ventilation works tender complete. Works expected to be completed first quarter in 2016.

Finalise the Housing The Housing Strategy is reliant upon the development of

19

Major Initiative


Q1 Q2 Q3 Q4

Strategy the Activity Centres Strategy and the Neighbourhood Character Study which are still being developed. As mentioned above work on the Activity Centre Strategy has stalled due to competing workloads. Irrespective of this, work is continuing on other elements of the Housing Strategy, including work on the affordable housing policy statement, a housing affordability report, review of population projection. It is likely that this project will be completed by the end of this financial year to early next financial year.

20

GOAL 3:

Quality Community Infrastructure and Public Open Spaces Delivering a high standard of well‐maintained community infrastructure including roads, Council owned buildings, pedestrian and cycle ways, and public open spaces that are accessible and meet the needs of local communities. The Hobsons Bay community is concerned about the effects that population growth will have on the municipality’s infrastructure. They told us that they want Council to prioritise the maintenance of open spaces and parks (particularly in neighbourhood areas including Altona North, Laverton and Altona Meadows), and to improve roads, streets and shared bike/footpaths. Council has various roles in relation to community infrastructure including advocating for, planning, building, operating and maintaining. Community infrastructure provided and maintained by Council includes kindergartens, maternal and child health centres, childcare centres, community meeting spaces / halls, community centres and seniors centres; as well as other infrastructure including roads, footpaths, bicycle tracks and walking trails.

Their effective management is crucial to the sustainable delivery of these services to meet community needs and aspirations. The municipality’s parks and open spaces are among residents’ most valued aspects of Hobsons Bay and allow the community to enjoy the municipality while facilitating activities such as walking and cycling, which promote good health and wellbeing. As such, Council understands the importance of ensuring it protects and enhances all the natural open space areas of the municipality. Maintaining the cleanliness of the municipality is one of the major roles of Council. Through managing waste collection, recycling services, street and beach cleaning and litter prevention programs, Council can maintain the municipality in a clean and sanitary condition.

Council will: 3.1 Protect and enhance our coastal environment, public open space network and natural areas 3.2 Build and maintain a clean, safe and beautiful city 3.3 Invest in and maintain Council owned buildings to ensure they respond to community needs 3.4 Provide and maintain roads, drainage and footpath networks that meet the needs of the community 3.5 Increase the use of integrated transport across the municipality.

21

Progress of Major Initiatives Within this goal area, both major initiatives are progressing on schedule.

Major Initiative


Q1 Q2 Q3 Q4

Develop a Biodiversity Strategy in consultation with the community and stakeholders

Draft for public consultation is due 30 June 2016. Initial community consultation on key issues and themes has been completed. A Technical Report will be completed in quarter three.

Further develop an integrated approach to asset management including roads, drains, footpaths, building and open space that is consistent with National Asset Management Frameworks (NAMF)

Asset Management Framework Action Plan developed consistent with NAMF. Actions underway including asset auditing, renewal gap established and data transferring to corporate systems.

22


Within this goal area, out of the 11 initiatives, 10 are progressing on schedule, and one has been completed.

Major Initiative


Q1 Q2 Q3 Q4

Develop the Open Space Strategy

Discussion paper distributed to CMT and Councillors with Ward Briefings scheduled for January 2016.

Advocate to the State Government the Hobsons Bay foreshore needs and priorities as identified and supported by relevant data to ascertain government funding and approval

Foreshore Infrastructure Status Report presented to Council in October 2015. Information to be used as the basis for an advocacy plan to state government specifically Parks Victoria and the Department of Environment, Land, Water and Planning.

Undertake stage 1 feasibility study into Cherry Lake water harvesting project

Feasibility progressing with Melbourne Water undertaking water tests to ascertain current water quality levels.

Develop and deliver the endorsed 2015/2016 capital works program

36% of the 2015/2016 capital works program has been delivered.

23

Major Initiative


Q1 Q2 Q3 Q4

Develop a business plan for venues including the Town Hall

Work is underway in preparation for the Town Hall receiving new bookings from July 2016 onwards.

Review the governance model of the Laverton Hub

Report presented to Council in August with a positive response. Review of staffing levels underway with a view to permanent position for the Coordinator role being finalised.

Complete the Newport Youth, Library and Seniors Facility

Project construction on schedule with practical completion in July 2016 and official opening in September 2016.

Develop the Property Strategy

Strategy under implementation with priority focus on the Commercial Property Review.

Deliver the 2015/2016 Roads, Drainage and Footpath Program

Program on schedule with 50% of the Footpath Program complete and 30% of the Roads Program complete.

Progress the Integrated Transport Strategy

The Integrated Transport Strategy is developing, with the completion of the literature review and consultation which involved several workshops with the community and key stakeholders.

Significantly progress the delivery of the Kororoit Creek Trail development

Design documentation for stage three currently being prepared for procurement in March 2016. Round two of the Federal Government Stronger Regions funding unsuccessful notification received and application to be submitted to round three by mid March 2016.

24

GOAL 4:

An Innovative, Proactive and Leading Organisation

Providing strong civic leadership, advocacy and good governance to promote the wellbeing of people who live, work in and visit Hobsons Bay: ensuring that the Council is an effective, financially strong and capable organisation. The role of local government is one of leadership and involves a range of functions including strategic planning, advocacy, and facilitation of community participation. Ultimately however, Council exists to serve the needs of its community, so understanding community needs is vital to effectively planning for and responding to our community. Despite its many functions and responsibilities, Council is not always legislatively able to do everything. However, a commitment to integrated council planning will help ensure strong working collaborations and partnerships are developed not only with key organisations, business and

community groups but also internally between Council business areas. All this is underpinned by a highly skilled workforce and as such it is critical for Council to have a focus on attracting and retaining the best workforce possible that will help it deliver the outcomes it needs. Achieving the best outcomes for Hobsons Bay requires Council to be an effective, capable, transparent and well‐resourced organisation which manages risks and maximises opportunities wherever possible. This requires excellence in governance and organisational practices.

Council will: 4.1 Undertake responsible and sustainable decision making and management 4.2 Understand community needs, advocate and partner with others for the benefit of the municipality,

especially in relation to children and young people 4.3 Communicate and engage effectively with the community and provide excellent customer service 4.4 Foster a highly skilled, effective and committed workforce.

25

Progress of Major Initiatives Within this goal area, out of the two major initiatives, both are progressing on schedule.

Major Initiative


Q1 Q2 Q3 Q4

Implement Phase 1 of the Data Protection System Renewal

A detailed design document has been established and a suitable data protection solution has been selected.

Finalise implementation of E Recruit program

E‐Recruit system has been developed. Testing is nearing the end with a ‘go live’ date set for March 2016.

26


Within this goal area, out of the 22 initiatives, 12 are progressing on schedule, four have been completed, three have been deferred, two have not started and one is behind schedule.

Major Initiative


Q1 Q2 Q3 Q4

Increase staff understanding of the Records Management Policy

The Knowledge and Records Management Unit have rolled out a comprehensive Records Management toolkit to assist staff with their record keeping obligations. The toolkit consists of the recently endorsed 'Records Management Policy', regular record keeping training sessions, and a number of fact sheets.

Develop an Open Data Policy and Framework

An ‘Open Data Access Policy’ and a complementary ‘Policy Guideline’ has been developed and endorsed by the Corporate Management Team and adopted by Council. To date, Council's Street Trees and Waste Collection data has been released to the public (see http://data.gov.au/dataset/treesdata or http://opencouncildata.org/ ). Additional datasets with a high community value have been identified and flagged for release.

27

Major Initiative


Q1 Q2 Q3 Q4

Finalise the Information Communication Technology (ICT) End User Strategy including end user survey

Strategic priorities, actions, and KPIs are currently being developed to support the End User Computing Strategy.

Promote and enhance the use of electronic rates notices

Uptake of electronic rates notices has been modest to date. Will continue to promote via upcoming rates notice mail out.

Enhance the current online payments made through Council's website

51 per cent of customers are making payment via online gateways available on our Council website. We have made minor aesthetic improvements to the payments page on the website to promote usage and make it easier for our customers.

Review the Council's Long Term Financial Plan (LTFP) in light of the new State Government rate capping policy

As part of the midyear review undertaken in December 2015, the LTFP was readjusted to reflect the announcement of a 2.5 per cent rate cap for the 2016/17 financial year.

Review the community local law meeting procedures and common seal

Review completed and adopted by Council

Tender for the Animal Management Service

Commenced review with Local Laws Coordinator and other staff with an objective of reducing the service requirements for scope of tender.

Review the role Hobsons Bay City Council undertakes in managing the Home Care Consortium for the Westbay Consortium

Both Wyndham and Maribyrnong withdrew from case management. Hobsons Bay now has full contract management, financial control and service delivery quality management responsibilities for the three municipalities. The consortium has been dissolved with all management functions residing with Hobsons Bay.

28

Major Initiative


Q1 Q2 Q3 Q4

Introduction of mobile technology for timesheets and for collecting client feedback more effectively

The introduction of Care Link+ mobile for Direct Care Employees (DCE’s) commenced in October 2015. All DCE’s were issued with Samsung Smart Phones between October and December 2015. The initial focus is for timesheets and day to day communications to be via the smart phones. Client feedback has not been a focus as yet.

Review and streamline processes for seeking legal advice

Requested summary of all legal costs by department to commence this review.

Implement continuous improvement program for contract management

No comment provided.

Develop Universal Design Guidelines

The draft Universal Design Guidelines have been developed and will be presented to Council early next year.

Development of a playgroup strategy

Due to competing priorities the development of a playgroup strategy has been reschedule to commence in quarter three.

Review the implementation of the Smarty Grants software and develop a Council policy on the delivery of the Community Grants program

A Community Grants Officer is yet to be secured to undertake this work. The work will be implemented over the coming 12 month period, and will be reported on in December 2016.

Implement the Customer Service Strategy

The Customer Focus Strategy is on track to be presented to CMT for adoption in February 2016.

29

Major Initiative


Q1 Q2 Q3 Q4

Develop a plan for delivering customer service training across the organisation

Listed action in proposed Customer Focus Strategy.

Explore possible investment in a Customer Relationship Management Service

Listed action in proposed Customer Focus Strategy.

Improve the procedures for issuing resident parking permits

Report completed by Crowe Horwath and a brief prepared to go to Council in Feb 2016

Deliver a communication strategy for Hobsons Bay which refocuses communication priorities and drives future work of the communications team

2016‐20 Communications Strategy is currently being developed by the Strategic Communications team and is scheduled to be completed by June 2016.

This action was not reported on during

the quarter.

Develop an Organisation Development Strategy in consultation with employees and stakeholders

This action is still on hold due to conflicting projects.

Undertake key competencies review / organisational skills audit

This action has been deferred due to reallocation of budgeted funds. ‐ Alternative options are currently being explored.

30

Legislated Performance Indicators Half Yearly Result

31

Legislated Performance Indicators

Half Yearly Results

The new Local Government (Planning and Reporting) Regulations 2014 set out the new financial planning and reporting framework for local government, commencing in the 2014‐15 financial year. The Local Government Performance Reporting Framework (LGPRF) is a mandatory system of reporting to ensure that all councils are measuring and reporting their performance in a consistent way. Commencing the 2014‐15 financial year, all Council’s are be required to report their performance information consistently in their annual reports, and these will also be used to compare council performance. The LGPRF consist of four indicator sets; service performance, financial performance, sustainable capacity and the governance and management checklist.

The half yearly results of the indicators that will be reported on within Council’s performance statement at the end of the financial year are reported here. Please note that care should be taken when interpreting the data provided in this report as it only pertains to half the financial year. When the reporting period is less than 12 months, the data elements reported for the numerator or denominator may not be uniform throughout the year. Care should particularly be taken when interpreting results for financials as the timing of revenue or expenditure recognition may not be uniform throughout the year.

32

Service Performance Indicators Six Monthly Results – July to December 2015 These indicators measure performance against the service’s appropriateness, quality, cost and service outcome.

Service Performance Indicators Service/indicator/measure

Results2016

Material Variations

Aquatic Facilities Satisfaction User satisfaction with aquatic facilities (optional)

0.00 Result available at end of Financial Year.

[User satisfaction with how council has performed on provision of aquatic facilities]

Service standard

Health inspections of aquatic facilities 2

[Number of authorised officer inspections of Council aquatic facilities / Number of Council aquatic facilities]

Health and Safety Reportable safety incidents at aquatic facilities [Number of WorkSafe reportable aquatic facility safety incidents]

0 No reportable safety incidents occurred at either Laverton Swim and Fitness Centre or Bayfit.

Service cost

Cost of indoor aquatic facilities ‐$0.19

[Direct cost of indoor aquatic facilities less income received / Number of visits to indoor aquatic facilities]

Utilisation

Utilisation of aquatic facilities 2 visits

[Number of visits to aquatic facilities / Municipal population]

33


Results2016

Material Variations

Animal Management

Timeliness

Time taken to action animal management requests 2 days

[Number of days between receipt and first response action for all animal management requests / Number of animal management requests]

Service standard

Animals reclaimed 43%

[Number of animals reclaimed / Number of animals collected] x100

Service cost

Cost of animal management service $25.60

[Direct cost of the animal management service / Number of registered animals]

Health and safety

Animal management prosecutions 1 Defendant pleaded guilty.

[Number of successful animal management prosecutions]

34


Results2016

Material Variations

Food Safety

Timeliness

Time taken to action food complaints 2 days

[Number of days between receipt and first response action for all food complaints / Number of food complaints]

Service standard

Food safety assessments 51%

[Number of registered class 1 food premises and class 2 food premises that receive an annual food safety assessment in accordance with the Food Act 1984 / Number of registered class 1 food premises and class 2 food premises that require an annual food safety assessment in accordance with the Food Act 1984] x100

Service cost

Cost of food safety service $355.15

[Direct cost of the food safety service / Number of food premises registered or notified in accordance with the Food Act 1984]

Health and safety

Critical and major non‐compliance outcome notifications 86%

[Number of critical non‐compliance outcome notifications and major non‐compliance notifications about a food premises followed up / Number of critical non‐compliance outcome notifications and major non‐compliance notifications about a food premises] x100

35


Results2016

Material Variations

Governance

Transparency 2%

Council decisions made at meetings closed to the public[Number of Council resolutions made at ordinary or special meetings of Council, or at meetings of a special committee consisting only of Councillors, closed to the public / Number of Council resolutions made at ordinary or special meetings of Council or at meetings of a special committee consisting only of Councillors ] x100

Consultation and engagement

Satisfaction with community consultation and engagement 0.00 Result available at end of Financial Year

Community satisfaction rating out of 100 with how Council has performed on community consultation and engagement

Attendance

Councillor attendance at council meetings[The sum of the number of Councillors who attended each ordinary and special Council meeting / (Number of ordinary and special Council meetings) × (Number of Councillors elected at the last Council general election)] x100

98%

Service cost

Cost of governance $23,612.57

[Direct cost of the governance service / Number of Councillors elected at the last Council general election]

Satisfaction

Satisfaction with council decisions 0.00 Result available at end of Financial Year

[Community satisfaction rating out of 100 with how council has performed in making decisions in the interest of the community]

36


Results2016

Material Variations

Home and Community Care (HACC)

Timeliness

Time taken to commence the HACC service[Number of days between the referral of a new client and the commencement of HACC service / Number of new clients who have received a HACC service]

15 days

Service standard

Compliance with Community Care Common Standards[Number of Community Care Common Standards expected outcomes met / Number of expected outcomes under the Community Care Common Standards] x100

72%

Service cost

Cost of domestic care service [Cost of the domestic care service / Hours of domestic care service provided] $51.51

Service cost

Cost of personal care service [Cost of the personal care service / Hours of personal care service provided] $47.30

Service cost

Cost of respite care service $148.21

[Cost of the respite care service / Hours of respite care service provided]

Participation

Participation in HACC service [Number of people that received a HACC service / Municipal target population for HACC services] x100

15%

Participation

Participation in HACC service by CALD people[Number of CALD people who receive a HACC service / Municipal target population in relation to CALD people for HACC services] x100

11%

37


Results2016

Material Variations

Libraries

Utilisation Library collection usage Number of library collection item loans / Number of library collection items]

2

The turnover rate is calculated on an annual basis, so on this basis it would be expected that the end of year result will be comparable to last year.+

Resource standard Standard of library collection [Number of library collection items purchased in the last 5 years / Number of library collection items] x100

72%

The collection is ageing. The last injection of significant collection capital apart from an annual replenishment rate of 9 per cent currently, was when Altona North Library was opened five years ago. A collection Resource Plan is being prepared to ensure the quality indicator of a significant portion of the collection remains less than five years old.

Service costCost of library service [Direct cost of the library service / Number of visits]

$9.17

Participation Active library members [Number of active library members / Municipal population] x100

16%

As a half year result, this is slightly lower than expected, however the effect of Newport Library relocation has impacted, while we rebuild the new Library due to open in September 2016.

38


Results2016

Material Variations

Maternal and Child Health (MCH)

Satisfaction

Participation in first MCH home visit [Number of first MCH home visits / Number of birth notifications received] x100 0.00%

Service standard

Infant enrolments in the MCH service 0.00%

[Number of infants enrolled in the MCH service (from birth notifications received) / Number of birth notifications received] x100

Service cost

Awaiting data for all the MCH indicators due to issues with software provider Statewide.

Cost of the MCH service $0.00

[Cost of the MCH service / Hours worked by MCH nurses]

Participation

Participation in the MCH service 0.00%

[Number of children who attend the MCH service at least once (in the year) / Number of children enrolled in the MCH service] x100

Participation

Participation in the MCH service by Aboriginal children 0.00%

[Number of Aboriginal children who attend the MCH service at least once (in the year) / Number of Aboriginal children enrolled in the MCH service] x100

39


Results2016

Material Variations

Roads

Satisfaction of use

Sealed local road requests 102 requests

[Number of sealed local road requests / Kilometres of sealed local roads ] x100

Condition

Sealed local roads below the intervention level 99%

[Number of kilometres of sealed local roads below the renewal intervention level set by Council / Kilometres of sealed local roads] x100

Service cost

Cost of sealed local road reconstruction $50.29

[Direct cost of sealed local road reconstruction / Square metres of sealed local roads reconstructed]

Service Cost

Cost of sealed local road resealing $134.53

[Direct cost of sealed local road resealing / Square metres of sealed local roads resealed]

Satisfaction

Satisfaction with sealed local roads 0.00 Result available at end of Financial Year

[Community satisfaction rating out of 100 with how council has performed on the condition of sealed local roads]

40


Results2016

Material Variations

Statutory Planning

Timeliness

Time taken to decide planning applications 102 days

[The median number of days between receipt of a planning application and a decision on the application]

Service standard

Planning applications decided within 60 days 52%

[Number of planning application decisions made within 60 days / Number of planning application decisions made] x100

Service cost

Cost of statutory planning service $2940.65

[Direct cost of the statutory planning service / Number of planning applications received]

Decision making

Council planning decisions upheld at VCAT 55%

[Number of VCAT decisions that did not set aside council's decision in relation to a planning application / Number of VCAT decisions in relation to planning applications] x100

41


Results2016

Material Variations

Waste Collection

Satisfaction

Kerbside bin collection requests [Number of kerbside garbage and recycling bin collection requests / Number of kerbside bin collection households] x1000

82 requests

Most requests relate to ordering new bins, requesting a replacement for lost or stolen bins or repairs to bins.

Service standard Kerbside collection bins missed [Number of kerbside garbage and recycling collection bins missed / Number of scheduled kerbside garbage and recycling collection bin lifts] x10,000

5 bins

The result reflects provision of a high quality bin collection service in Hobsons Bay with the missed bin rate equating to 0.05% of all scheduled garbage and recycling bin lifts.

Service cost

Cost of kerbside garbage bin collection service $43.48

[Direct cost of the kerbside garbage bin collection service / Number of kerbside garbage collection bins]

Service cost

Cost of kerbside recyclables collection service $11.81

[Direct cost of the kerbside recyclables bin collection service / Number of kerbside recyclables collection bins]

Waste diversion

Kerbside collection waste diverted from landfill [Weight of recyclables and green organics collected from kerbside bins / Weight of garbage, recyclables and green organics collected from kerbside bins] x100

48%

Council has a strong focus on reducing the amount of waste going to landfill and this result is higher than the 2014‐15 12 month result for similar and all councils.

42

Sustainable Capacity Indicators Six Monthly Results – July to December 2015 These indicators collectively provide an overall assessment of the organisation’s long term sustainability. Please note care should particularly be taken when interpreting results for financial as the timing of revenue or expenditure recognition may not be uniform throughout the year.

Half Year Results

Indicator/measure 2015/2016 Material Variations Population Expenses per head of municipal population $1,255.47 [Total expenses / Municipal population] Infrastructure per head of municipal population $6,147.72 [Value of infrastructure / Municipal population] Population density per length of road 211.97 [Municipal population / Kilometres of local roads] Own-source revenue

Own-source revenue per head of municipal population $1,207.42 [Own-source revenue / Municipal population] Recurrent grants

Recurrent grants per head of municipal population $128.23 [Recurrent grants / Municipal population] Disadvantage

Relative Socio-Economic Disadvantage 7.00 [Index of Relative Socio-Economic Disadvantage by decile]

43

Financial Performance Indicators Six Monthly Results – July to December 2015 These indicators collectively provide an overall assessment of the organisation’s financial management effectiveness. Please note that care should particularly be taken when interpreting results for financial as the timing of revenue or expenditure recognition may not be uniform throughout the year.

Results Forecasts Dimension/indicator/measure 2016 2017 2018 2019 2020 Material Variations

Efficiency Revenue level Average residential rate per residential property assessment $1,685.51 $1,685.51 $1,723.44 $1,762.33 $1,802.19 [Residential rate revenue / Number of residential property assessments]

Expenditure level Expenses per property assessment $2,848.23 $2,841.08 $2,933.99 $3,038.17 $3,146.37 [Total expenses / Number of property assessments] Workforce turnover

Resignations and terminations compared to average staff 10.49% 5.22% 5.22% 5.22% 5.22% Increased terminations in 2016 due to Council decision to outsource

long day child care [Number of permanent staff resignations and terminations / Average number of permanent staff for the financial year] x100

Liquidity Working capital Current assets compared to current liabilities 165.15% 179.41% 178.98% 185.98% 165.77% [Current assets / Current liabilities] x100 Unrestricted cash

44

Unrestricted cash compared to current liabilities 105.71% 118.40% 118.83% 126.66% 115.49% [Unrestricted cash / Current liabilities] x100

Obligations Asset renewal Asset renewal compared to depreciation 107.32% 105.97% 103.37% 108.23% 110.20% [Asset renewal expense / Asset depreciation] x100 Loans and borrowings Loans and borrowings compared to rates 17.97% 17.44% 16.95% 16.48% 16.06% [Interest bearing loans and borrowings / Rate revenue] x100 Loans and borrowings repayments compared to rates 5.85% 3.82% 0.76% 0.73% 0.72% [Interest and principal repayments on interest bearing loans and borrowings / Rate revenue] x100

Indebtedness Non-current liabilities compared to own source revenue 13.81% 16.30% 15.89% 15.47% 11.01% [Non-current liabilities / Own source revenue] x100 Operating position Adjusted underlying result Adjusted underlying surplus (or deficit) 7.42% 10.74% 9.17% 8.40% 7.32% [Adjusted underlying surplus (deficit)/ Adjusted underlying revenue] x100

Stability Rates concentration Rates compared to adjusted underlying revenue 77.45% 77.12% 78.18% 78.32% 78.51% [Rate revenue / Adjusted underlying revenue] x100 Rates effort Rates compared to property values 0.40% 0.41% 0.42% 0.43% 0.44% [Rate revenue / Capital improved value of rateable properties in the municipality] x100

OCM Appendix Master A781185 · prevention, aged, family, youth and children’s ... participation...

Documents

Transcript of OCM Appendix Master A781185 · prevention, aged, family, youth and children’s ... participation...