WDRC 2018 / 19 Operational Plan
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WDRC 2018 / 19 Operational Plan
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OPERATIONAL PLAN 2018/2019
This 2018/2019 Operational Plan is developed by the Management and Executive team of WDRC, in response to the commitments of Council's Corporate Plan 2017-2022 Our Mission We are part of the community we serve, working together to provide valued leadership and services to a diverse region. Our Vision An innovative team - connected locally, united regionally. We Advocate For A long term domestic and industrial water supply for our region / A suite of regional health services providing our residents with 'Whole of Life' care / Regional educational facilities and first-class educational services / Community participation programs that engage and inspire our local youth / Modern and efficient telecommunication services that meet the needs of our region. Council's strategies for strengthening the capacity of its people to deliver on the objectives of the Corporate Plan, followed by Management's Operational Plan Strategies, are reported herewith. PEOPLE STRATEGIES OUR PEOPLE - TOGETHER WE MAKE A REAL DIFFERENCE
Success Driver
Safety First
Future Fit - Development and Leadership
Accountability
Expected Completion By:
Improve the capability of HSR's and increase engagement and participation levels with stakeholders across WDRC.
Chief Human Resources Officer
30.06.19
Improve access to Workplace Health and Safety (WHS) systems to improve incident reporting.
Chief Human Resources Officer
31.03.19
90% of incidents are reported through the Beakon Management System.
We will embed a Workplace Health and Safety culture.
Chief Human Resources Officer
30.06.19
Implementation action plan developed and delivered by 30 June 2019.
Ensure that Council complies with all of its statutory obligations, minimises its exposure to litigation, understands and manages its risk, undertakes targeted internal audits, and develops effective reporting frameworks.
Chief Human Resources Officer
30.06.19
Continue to cultivate a Safety First culture to grow and embed awareness and trust, and improve our employees' knowledge and understanding of safety.
Chief Human Resources Officer
30.06.19
80% of Survey respondents understand what "Safety First" means.
Recruitment and retention strategies (mix of permanent, fixed term and casual) to enable organisational agility, and responsiveness to changing priorities across the organisation and/or in specific departments/work units.
Chief Human Resources Officer
30.06.19
Time to recruit < 10 weeks from submission of recruitment justification.
Employees are engaged.
Chief Human Resources Officer
30.06.19
Unscheduled absenteeism rates are < 8 days.
Develop an industry best practice early career framework to equip our Trainees, Apprentices, Cadets, Bursary and Work Experience participants with the skills, capabilities and self-awareness to contribute meaningfully to our community through their careers.
Chief Human Resources Officer
30.06.19
80% of trainees/apprentices are placed by the conclusion of their traineeship/apprecticeship.
Actions toward meeting success drivers
Measure of Success : - a measurable outcome as a direct result of this Action 10% reduction in lost time injury frequency. All incidents are investigated within 2 business days of the incident being logged in Beakon.
There are no significant non-compliance issues. Non-compliance issues are addressed within statutory timeframes.
Training satisfaction evaluation score is above 75%. Revise WDRC's Learning and Development Strategy & Framework to build on a sustainable continuous learning and development culture that improves individual capability and organisational performance.
Chief Human Resources Officer
90% of people confirmed enrolled on internal training courses attend. 30.06.19 20% growth of enrolments for e-learning courses on the Learning Management System. 80% of training budget is expended.
WDRC will embed a performance culture in which staff are empowered to act responsibly; be held accountable for their actions; and be recognised for performance excellence.
We design and implement internal communications that reflect our culture.
WDRC 2018 / 19 Operational Plan
Chief Human Resources Officer
30.06.19
90% of staff have performance plans in place.
Manager Communication & Marketing
30.06.19
75% of staff open internal communications within 2 days of receipt.
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OPERATIONAL PLAN STRATEGIES STRONG ECONOMIC GROWTH
Success Driver
Accountability
Expected Completion By:
Manager Planning & Environment
30.06.19
Manager Technical Services
30.06.19
Manager Planning & Environment
30.06.19
Manager Communication & Marketing
30.06.19
Identify opportunities that facilitate investment attraction and value add opportunites to existing businesses in the region.
Manager Economic Development
30.06.19
Identify opportunities that faciliate engagement with tourism target markets to extend visitor night stay and economic investment in the region.
Manager Economic Development
30.06.19
Value-add to and enable the growth and development of the region's major events.
Manager Economic Development
30.06.19
Take a lead role in social media engagement and digital marketing to optimise attendance at our major regional events.
Manager Communication & Marketing
30.06.19
Residential and Community based Health Services buy local where possible; recruit & attract staff to live local and support local communities.
Manager Health Services
30.06.19
Actions toward meeting success drivers
We focus on improving our engagement with our customers.
There is confidence in our strong and diverse economy.
Improve access to the Councils road network for Higher Productivity Vehicles (HPV) to benefit local businesses.
Our Development Assessment processing timeframes will continue to be our key point of difference and amongst the best in the state.
Promote we are "Open for Business".
>90% of development applications are decided without additional information requests. >90% of decisions are made within allocated assessment timeframes.
Code assessment applications completed with decision notices are issued in under 20 business days (compared to statutory timeframe of 70 business days).
Our region is a recognised leader in energy, including clean, green renewable energies.
Reduce the operational costs of Councils power through renewable energy.
WDRC 2018 / 19 Operational Plan
There is an increase in the % of media outlets outside of our region that pick up our stories.
At least 30 leads are obtained to attract new investment to the region. Three investment events are completed.
A least 1 forum is held with tourism operators and the business community to grow and facilitate tourism opportunities in the region.
There is a 10% increase in attendance at Council's Major Events. At least one (1) new event is bought to the region through external sources.
There is a increase of 10% in engagement on social media.
The current ratio (6:4) of local to non-local suppliers is increased. More than 75% of Health Services roles will be filled by staff living locally.
Business and industry in our region live local and buy local Effective engagement of local suppliers increases local procurement.
There is an increase in the number of NHVR pre-approved transport routes across the region.
Compliance assessment applications completed with decision notices are issued in under 9 business days (compared to statutory timeframe of 10 business days).
Weâ&#x20AC;&#x2122;re open for business and offer investment opportunities that are right for our region.
We optimise our tourism opportunities, unique experiences and major events.
Measure of Success : - a measurable outcome as a direct result of this Action
Chief Financial Officer
30.06.19
There is a 10% improvement in local procurement spend.
Manager Facilities
31.12.18
There is a reduction of 25% in power costs.
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ACTIVE VIBRANT COMMUNITIES
Success Driver
Actions undertaken toward meeting success drivers
Accountability
Expected Completion By:
Measure of Success : - a measurable outcome as a direct result of this Action
90% of calls are resolved at the first point of contact. We deliver high quality customer service outcomes that meet the expectations of our community. We are a region without boundaries, united in community pride.
30.06.19
Call abandonment rate is less than 5%. 95% of customer complaints have outcomes delivered within target timeframes.
We "connect" with our customers by providing contemporary customer service delivery systems. Our community members are the loudest advocates for what's great about our region.
Manager Customer Support & Governance
Support Health Services Clients to participate in their local communities and encourage the wider community to engage with the services / aged care facilities.
Actively seek community engagement and advocacy for Council initiatives.
Manager Customer Support & Governance
30.06.19
Manager Health Services
31.03.19
There is a 50% increase in customers receiving rates notices electronically. There is a demonstrated increase in local community individuals and/or group participation at health services / aged care facilities. There is increased participation by permanent & community based clients / residents at local community based events.
Manager Communication & Marketing
30.06.19
There is a 10% increase in "Shares" and "Likes" (support) of social media posts.
There is an increased number of programs developed and delivered in partnership with the Arts community. Our Arts and Cultural spaces are actively used by the community through an active and vibrant network of artists and regional community groups in the Western Downs.
Manager Community Development
30.06.19
Use of arts and cultural spaces by the community increases. One networking event with regional artist and community groups is held annually.
5 grant writing and support workshops are delivered to community groups across the region. Our social, cultural and sporting events are supported locally and achieve regional participation.
Our Community groups are supported through engagement and capacity building activities.
Manager Community Development
30.06.19
The Grant Review Process is completed and recommendations are implemented. Internal partners funding programs are transistioned onto the Smarty Grants platform. There is an increased number of local cultural and sporting events transitioned into regional programs.
Create and implement a region-wide approach towards targeted community activations, programs and initiatives, and embed collaborative practice both internally and externally.
Manager Community Development
30.06.19
An Annual schedule of programs and activities is developed and promoted regionally, that leads the Department and key stakeholders to achieve optimum levels of local and regional participation The website is redeveloped to ensure community information is easily accessible.
Our parks, open spaces, and community facilities are well utilised and connect people regionally.
We have programs in place that leverage community pride to improve our streetscapes.
Our community facilities are well utilised.
Manager Facilities
30.06.19
>90% of plantings become well established trees.
Manager Communication & Marketing
30.06.19
Following recent investment, the utilisation of the Knowles Pavilion increases by 25%. A Volunteer Reference Group is established.
We foster a volunteer program that provides multi-faceted opportunities across a diverse range of Council functions.
Manager Community Development
Volunteer forums are held twice annually. 30.06.19 A Recognition program is developed and implemented. There is an increase in volunteer numbers across Council functions.
A recognised culture of volunteerism is active throughout our communities.
2 emergency services open days and volunteer drives are held per year. Provide opportunities for SES and other volunteer groups to carry out open days and volunteer drives. Support SES in targeting adequate group numbers and capabilities.
Executive Officer Infrastructure Services
30.06.19
All SES groups traIning is up to date and capability report acceptable. All SES group capability reports are completed.
Provide professional, standardised and well maintained faciltiies and vehicles for SES use. Each SES building has scheduled inspections and maintenance activities all up to date.
WDRC 2018 / 19 Operational Plan
Executive Officer Infrastructure Services
There are no outstanding (without a plan) maintenance issues longer than 30 days. 30.06.19 Maintenance requests are responded to / completed within 30 days.
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GREAT LIVEABILITY Success Driver
Actions toward meeting success drivers We'll continue to make improvements and increase compliance of Council's Waste Facilities. We deliver quality public access WiFi in significant community places.
Our residents enjoy the convenience of modern infrastructure and quality essential services.
Accountability
Expected Completion By:
Manager Planning & Environment
30.06.19
Contractors for supervised sites will achieve their contract performance targets.
Chief Information Officer
30.06.19
There is 95% availability for public access to WiFi.
Measure of Success : - a measurable outcome as a direct result of this Action
100% of recommendations from the Utilities review are fully implemented. Improve water supply systems (quality and operations) to ensure residents have access to quality water supplies across the region.
Manager Utilitites
31.08.18
There is a 10% decrease in water main breaks across the region. There is a 10% decrease in waste water line main breaks across the region.
Improve wastewater treatment processes to improve customer satisfaction and allow for better utilisation of effluent water. Provide quality regional cemeteries for burial and memorialisation services that meet the expectations of the community.
Manager Utilitites
30.04.19
Effluent quality improvements allow for an increase in land disposal of recycled water.
Manager Facilities
30.06.19
There is a 10% reduction in customer complaints around cemetery operations. Service levels (as identified in the 2017/18 Libraries Service Review) are implemented.
Valued recreational spaces, sporting and community facilities are provided regionally.
Libraries Service delivery is aligned to community needs and is relevant, sustainable and future-fit.
Report on collection turnover trends (compared to same quarter in previous year).
Manager Facilities
31.03.19
The Chinchilla Botanic Parklands and Knowles Pavlion Refurbishment Projects are completed on time and within budget.
Manager Works - Maintenance
31.12.18
Amount of m of road resheeted and resealed.
Utilise software systems to increase in-field access to mobile data and streamline documentation distribution Manager Works - Construction and record keeping to ensure the road network is monitored effectively.
31.03.19
We will implement systems to improve road safety across the region.
Manager Technical Services
30.06.19
The Traffic Advisory Committee with WDRC, QPS, DTMR and other industry stakeholders is established.
The survey and design program is to align with the adopted work program to provide lead time for construction.
Manager Technical Services
30.06.19
Project designs are completed at least 6 months prior to capital projects commencing.
Quarry material production is to be well planned and aligned with works programs.
Manager Technical Services
30.06.19
Quarry materials are made available a minimum of 8 weeks prior to works commencing.
Works Principal
30.06.19
The 10 year capital work program is developed and integrated into asset management systems.
Continuous improvement of the strategic framework for the delivery of programmed transport asset maintenance.
We have an up to date 10 year capital works program in place.
Our region remains an affordable place for families to live, work, prosper and play.
31.03.19
Report on new memberships trends (compared to same quarter in previous year). Implement major community projects to improve the liveability and economic development opportunities in the region.
A safe and well maintained road network connects our region.
Manager Community Development
A survey report on greater efficiency as a result of project documentation being delivered electronically by 31.12.18. Quality Systems and other job specific record keeping is recorded and transmitted electronically by 31.06.19.
Defect logging is maintained up to date.
Improved maintenance management systems for logging defects and programming across Council and TMR Manager Works - Maintenance works.
30.06.19
We deliver responsible budgets based on long term financial forecasts to ensure fully informed decisions are made and impacts on future financial periods are known.
Chief Financial Officer
30.06.19
Ensure our local laws enable business, reduce red-tape and meet the needs of Council and the community.
Manager Customer Support & Governance
30.06.19
Manager Planning & Environment
30.06.19
Manager Planning & Environment
30.06.19
Chief Information Officer
30.06.19
Responsible pet ownership programs demonstrate Council commitment to responsible pet ownership. Our environmental health programs focus on improving outcomes for our community.
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The Traffic Asset Maintenance Management Plan intervention time frames are met. Council has a greater than 1% operating surplus. Average general property rate continues to be lower than comparable Councils. Recommended changes to local laws and subordinate local laws are implemented. There is an increase in the number of animals under Pound Pet re-homing and de-sexing programs. A Customer Survey (Voice of the Customer) for Animal Management achieves a high ranking result. All food premises are inspected at least once per annum, with 100% completion by 30 June 2019. Maintainance inspections are carried out annually.
We maintain a reliable CCTV network that enhances public safety in our major town centres. We're recognised as one of the safest regions in Queensland.
Faults are rectified within 5 business days. An additional rain guage is installed near Jandowae. Ensure reliability and availability of the WDRC river and rain monitoring system to ensure timely and accurate early warning during flood events.
Executive Officer Infrastructure Services
Ensure we have a high functioning LDMG with the skills and competencies required to perform the role.
Executive Officer Infrastructure Services
28.02.19
Maintenance is carried out as planned and all repair requests are carried out within 30 days. Flood guage monitoring and response process are reviewed.
30.06.19
90% compliance with training against the framework is maintained. The Disaster Management Plan is reviewed once per year.
Ensure processes and systems are in in place to maintain a high state of disaster readiness.
Executive Officer Infrastructure Services
30.06.19
Natural Hazzard Risk Assessments are reviewed once per year. LDMG members and staff are appropriately resourced to respond immediately to a disaster event.
WDRC 2018 / 19 Operational Plan
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FINANCIAL SUSTAINABILITY Success Driver
Actions toward meeting success drivers
Accountability
Expected Completion By:
Council's financial control environment is sound.
Chief Financial Officer
30.06.19
Measure of Success : - a measurable outcome as a direct result of this Action No major control issues arise. All high risk rated internal and external audit issues are appropriately addressed.
Financial Statements are finalised in accordance with the audit plan.
We will control employee costs to assist financial sustainability.
We are recognised as a financially intelligent and responsible Council.
Chief Financial Officer
31.10.18
Chief Human Resources Officer
30.06.19
Chief Information Officer
30.06.19
Financial Statements are released to the community within statutory timeframes. No employees have > 8 weeks accrued annual leave. Fulltime employee (FTE) numbers remain within budgeted levels. There is 98% uptime for Authority, ECM, eMail and internet.
Core software and communication systems are available to ensure Council is able to deliver services.
WAN availability is at 98% . Business Continuity Plans are tested annually. Council will maintain a strong enterprise risk framework which ensures a mature approach to monitoring and managing risk.
Manager Customer Support & Governance
30.06.19
100% of leadership and team meetings have consideration of fraud and risk as standard agenda items. Risks are monitored and managed in accordance with legislative requirements and timeframes.
Property assets are effectively managed in order to provide maximum value to the community and mitigate Council's exposure to risk.
Manager Customer Support & Governance
100% of property system audit recommendations are implemented. 30.06.19 90% of leases are up to date and registered. Key Financial Sustainability indicators are met - notably the Operating Surplus Ratio is on average greater than 1% over the long term
Our long term financial planning guides informed and accountable decision making.
Council's actual outcomes and long term financial forecasts indicate Council remains in a sound financial position.
Chief Financial Officer
30.06.19
Adequate cash is invested and surpluses are generated to meet future obligations. Average remaining 'useful life' of all asset types sits between 30 and 40 years.
We will utilise the whole of life costing model to ensure future impacts of major projects are catered for.
Chief Financial Officer
30.06.19
100% of capital works projects over $100,000 are assessed using the whole of life costing model.
Residential Aged Care occupancy levels are sustained above 95%. Council owned Health Services deliver financially responsible service models to our local communities.
Manager Health Services
31.03.19
Our value for money culture enables us to deliver our core functions sustainably.
Unspent funds in Community Home Care Packages are reduced. Council provides a well controlled and safe gas network to the community.
Our agile and responsive business model enables us to align our capacity with service delivery.
Effective asset management ensures that we only own and maintain assets that are utilised.
An Average ACFI Income is sustained of over $145 / resident / day.
Manager Utilitites
31.10.18
There is a reduction in the % of gas lost in the network.
We will take a strategic approach to compliance matters, by dealing with both routine and reactive compliance activities.
Manager Planning & Environment
30.06.19
The Annual Compliance Audit programs are delivered on schedule.
Our annual action plans will guide how we target priority pests in specific areas.
Manager Planning & Environment
30.06.19
100% implementation of pest management action plans.
Our fleet is utilised efficiently and effectively.
Works Principal
28.02.19
Utilisation rates on major yellow fleet items increases by 5%.
Ensure field staff have access as needed to electronic information systems.
Works Principal
30.06.19
90% of relevant staff are using the Sensei software system.
Manager Technical Services
30.06.19
Items listed on the Asset Management Program Improvement Plans are completed as per the listed schedule.
Manager Facilities
30.06.19
Short (0-2 years), Medium (2-5 years) and Long Term (5 -10years) maintenance schedules are developed.
Asset Management Plan - Improvement Plans are to be actioned to ensure continued focus on delivering fit for purpose levels of service to the community.
We effectively manage our property assets to enhance long term sustainability and service delivery.
WDRC 2018 / 19 Operational Plan
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