2016/17 WDRC Operational Plan
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Division: 1. Corporate Services 2016 / 17 Ambition
To facilitate the continual improvement of Council's financial, governance and performance management frameworks and systems to support the achievement of its strategic goals
Accountability
General Manager (Corporate Services) Corporate Plan Linkage
Finish
Prepare general purpose 2015/16 Financial Statements for Annual Reporting
1.7
30/10/16
Financial Statements are unqualified and completed within statutory timeframe
Review progress against the 2016/17 Budget
1.7
30/06/17
Council accepts budget reviews
Prepare and ensure the Adoption of the 2017/18 Budget by 30 June 2017
1.7
30/06/17
The Annual Budget is adopted by Council
1.7 & 1.6
30/06/17
Financial Management Reporting meets the needs of managers and Council
Strategic Function Elements
Actions
Key Performance Indicators - TARGET
Finance Department. Accountability: Chief Financial Officer Financial Planning & Reporting
Facilitate Improved Management and Council reporting
Zero High Risk Audit Issues reported No major internal control failures Financial Operations
Improve Procurement Practices across WDRC
1.7
30/06/17
There are no major procurement issues WDRC staff are trained in good procurement practices
Implement continuous improvements including Corporate cards and online requisitioning Improve the percentage of local procurement by WDRC
1.8
30/06/17
Staff report improved efficiencies as a result of Corporate Cards and online requisitioning
1.4, 5.1, 5.2
30/06/17
Local procurement is greater than 70% Zero High Risk Financial Audit Issues reported No major internal control failures
Information Communications Technology Department . Accountability: Chief Information Officer Technical Services
Business Systems Support
Move SQL data to a Managed Service
1.5
30/09/16
Perform an annual IT asset inspection audit
1.5
30/11/2016
Develop and implement a technology road map
1.8
31/12/16
Perform bi-annual disaster recovery tests
1.8
30/06/17
Develop an Applications Portfolio for the purpose of effectively managing software, support and licensing
1.5
30/08/2016
Develop role based security profiles for core systems
1.9
30/09/2016
1.8 1.6
30/06/17
Develop and maintain a Business Systems Consultative Group
2016/17 WDRC Operational Plan
Fortnightly "Sandbox" tests are completed. 6 monthly "Planned Migration" tests completed.
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Strategic Function Elements Networks and Security
Corporate Plan Linkage
Actions
Finish
Key Performance Indicators - TARGET A program of network security testing during the year (Blackbox, whitebox and social engineering tests) is conducted
1.8, 1.9
28/02/17
Develop and implement a Vendor Access standard work practice
1.8
31/08/16
Implement Wide Area Network (WAN) optimisation
1.8
31/03/17
Develop WAN/Local Area Network (LAN) metrics for the proactive management of WAN/LAN performance
1.8
31/07/2016
Roll out wireless access points to council depots for improved mobile and field worker connectivity
1.8
31/10/2016
Implement a Helpdesk self service portal and service catalogue
1.8
31/10/16
Develop monthly service desk performance reports to managers
1.8
30/09/16
Support the Chairing of an ICT Governance Steering Committee
1.8
30/06/17
1.3,1.5,1.8
30/10/16
All existing domains/websites are managed through one provider.
1.3,1.8
30/06/17
Innovation Lab digital deliverables are adopted and successfully deployed by relevant departments.
Increase employee engagement
1.2
30/06/17
Increase overall employee alignment and engagement results by a minimum of 10%
Enable the workforce to be agile and adaptive
1.2
30/06/17
5% of permanent workforce has participated in a secondment, job share, or training arrangement to broaden their skill-base
Recognise and reward high performance
1.2
31/12/16
All employees participate in an annual Performance Partnering review
1.2,1.8
30/06/17
Criteria defined, and list of HiPos reported to Executive
Define contemporary strategies to identify and develop high performers
1.2,
30/09/16
10% of Mentees are Field-based employees
Extend the mentoring program to all staff
1.2
31/12/16
Evidence of career plans and positive feedback
Coordinate programs to expand career opportunities for women
1.2
31/03/17
Evidence through performance partnering that leadership capabilities have been enhanced
Learning and Development
Develop Leadership Capability
1.2
31/12/16
Change & Innovation
Enable a collaborative and innovative culture
1.2
30/06/17
Implement high involvement work strategies to develop team capability
1.2
31/12/16
Deliver priority training programs
1.2
30/06/17
Drive a comprehensive onboarding and induction program
1.2
31/12/16
Coordinate a 'job exchange' program
1.2
31/12/16
Support the leadership team to provide a safe and healthy workplace
1.1
30/06/17
Increase in hazard reporting
Promote safe and healthy workplace practices
1.1
30/06/17
20% of employees participate in the program
Minimise the frequency and severity of workplace safety incidents
1.1
30/06/17
Improvement in WDRC workers compensation insurance claim history
Service Delivery
Digital Innovation and Development
Conduct programmed Network Penetration/Security Testing
Develop a strategy for the technical management of all Council's public-facing digital output Facilitate the development of new digital solutions to meet the evolving needs of cross-departmental initiatives such as the Innovation Lab
90% of ICT Helpdesk Requests are assigned within 2 business hours 60% of all service desk inbound calls are resolved at first response
Human Resources Department . Accountability: Chief Human Resources Officer Employee Services
Training & Assessment
Workplace Health & Safety
Develop a capability matrix
2016/17 WDRC Operational Plan
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Corporate Plan Linkage
Finish
Ensure the Continuous improvement of the Regional Customer Contact Centre, and the refinement of operating procedures and on-going training to achieve Customer Service excellence
1.3
30/06/17
Customer Service satisfaction as measured by an external party is greater than 80%
Collaborate with the Corporate Communications Department on the implementation of regional awareness initiatives to promote the 1300 COUNCIL number, and the Contact Centre
1.3
30/11/16
Complainants requesting an Internal Review are less than 10% of all complainants
Develop a Business Partnering program with Facilities and Community Development
1.3
31/12/16
Customer Complaints reviewed by the Queensland Ombudsman are less than 5% of all complaints received
Complaints Management
Review the Complaints Management process to improve service delivery
1.6
31/03/17
Corporate Governance
Implement a self-evaluation process for Council, Council Committees, the Executive Management Team and other Advisory Committees
1.6
30/12/16
Less than 5% of investigations are undertaken by the Information Commissioner
Organisation Performance and Reporting
Formulate a New 5 year WDRC Corporate Plan (2017 - 2021)
1.6, 1.4, 3.3
30/06/17
The linkages between the 2013-2017 Corporate Plan and the Annual Operations Plans are clear Legislative reporting requirements are always met
Enterprise Risk Management
Facilitate implementation of a staged Four Year Enterprise Risk Management Framework (Year 3 of 4)
1.9
30/06/17
Proactively develop a collaborative media network to effectively manage media issues
1.4
30/06/17
Work in collaboration with ICT to implement a Strategic WDRC Web Strategy designed to consolidate Council's web presence across all online platforms and enhance the customer experience.
1.4
30/06/2017
Improve Council's digital and electronic communication platforms.
1.4
30/06/17
Strategic Marketing
Implement a Western Downs Events Marketing Strategy to assist community groups to effectively promote events that have the potential to deliver a strong economic benefit to the region
1.4
30/12/16
Service Design
Coordinate cross-department projects through Council's Innovation Lab to stimulate the adoption of technology, solution based thinking, and a culture of continuous improvement.
1.8
30/06/17
Strategic Function Elements
Actions
Key Performance Indicators - TARGET
Customer Support and Governance Department. Accountability : Customer Support and Governance Manager Customer Service Management
Communication and Marketing Department. Accountability: Communication and Marketing Manager Corporate Communications
2016/17 WDRC Operational Plan
80% of media releases and alerts and enquiries picked up by media agencies 95% information supplied to media agencies within deadlines;
Increase Average reach of Facebook posts by 10%
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Strategic Function Elements
Corporate Plan Linkage
Actions
Key Performance Indicators - TARGET
Finish
2016 - 17 DIVISION 2 - Community and Liveability 2016 / 17 Ambition To enable economic and community development & enrich the liveability for communities of our region through the delivery of services and infrastructure aligned to Council's strategic goals Accountability General Manager (Community and Liveability) Strategic Function Elements
Actions
Corporate Plan Linkage
Key Performance Indicators - TARGET
Finish
Facilities Department. Accountability: Facilities Manager Community Facilities
Deliver the 2016/17 Community Facilities Capital Works Program on budget
2.1
30/06/17
Capital Works program is delivered 5% under the adopted budget
Monitor and increase the percentage of Council expenditure spent on the use of local suppliers/business
5.2
30/06/17
Council expenditure with local suppliers increases by 10% from 2015/16
Finalise the condition assessments on all Council owned facilities
1.5 &2.1
31/12/16
The 2016/17 component of the 10 Years Capital Works Program (2017-2027) is completed
Develop a Regional Community Facilities Strategy (incorporating best practice management)
1.5 &2.1
31/03/18
100% on budget, and within 5% of schedule is achieved
Review and develop effective and efficient Preventative Maintenance Programs for all facilities based on levels of service and condition assessments
1.5 &2.1
31/12/16
Maintenance and repair completion rates improve by 20%
7.1
30/06/17
>3 initiatives are implemented to change current business practices to reduce energy costs
1.6 & 3.1
30/09/17
All approved asset use results in low risk to Council (indemnity)
Develop a Regional Pubic Open Space Strategy within Budget
1.5, 2.1 & 3.1
31/03/17
100% on budget, and within 5% of schedule, is achieved
Deliver the 2016/17 Parks Capital Works Program within budget
2.1
30/06/17
Nil budget over spend
Deliver the Town Entry Statement Upgrade Project within Budget
4.1 & 4.2
31/03/17
Nil budget over spend
Improve usage and the attractiveness of our Parks
4.1 & 4.2
30/06/17
2017 Performance Assessment indicates 'on target' or above
Improve Dalby Saleyards as a cost effective selling centre to all stakeholders
5.2
30/06/17
There is a 10% reduction in operating costs for 2016/17
Calculate ROI for Saleyards to maintain a National Saleyard Quality Assurance (NSQA) and European Union (EU) accreditation
5.2
30/06/17
There is a Return on Investment > $1:$2
Implement, Monitor and Measure the Dalby Regional Saleyards 2016/17 Marketing Plan
5.2
30/06/17
There is a Return on Investment > $1:$2
Undertake a comprehensive review of Development application fees and an infrastructure charging regime to gear settings that promote Economic Development
1.6, 6.2, 7.2
31/12/16
100% Development Applications are processed within Statutory Timeframes
Establish a new approach to Early Developer Engagement, and improve public awareness of development processes (via media, print and seminar programs)
1.6, 6.2, 7.2
30/09/16
Prioritise the recovery of developer infrastructure contributions that remain outstanding
1.6,6.2,7.2
30/06/17
100% Development Approvals are assessed for compliance.
Act as an enabler for economic development
1.6,6.2,7.2
30/06/17
Survey Plans endorsed within 10 business days of receipt
Undertake a review of Trade Waste Arrangements
1.6,6.2,7.2
31/03/17
Reduce energy usage within Council buildings, and establish and implement appropriate initiatives for improvement Implement a Coordinated Parks/Facilities and Events Management Process Parks and Open Spaces
Saleyards
Planning and Environment Department. Accountability: Planning and Environment Manager Development Assessment
Development Compliance
Plumbing Assessment
2016/17 WDRC Operational Plan
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Corporate Plan Linkage
Finish
1.4, 1.9 & 7.2
28/02/17
95% of Licensed Food Businesses are inspected in the financial year
Improve Customer On-line resources
1.3, 1.4, 1.8, 2.1
31/01/17
100% of Registered Environmentally Relevant Activities are audited in the financial year
Collaborate with Governance on Local Law Review to ensure Local Laws remain relevant and operationally effective in a changing environment
1.4, 1.6 ,2.1 & 3.3
30/06/17
100% of Licensed Higher Risk Personal Appearance Services are inspected in the financial year
2.1 & 3.3
30/06/17
5% Pound Pets are re-homed
2.1
31/12/16
2.1, 1.8
30/06/17
Collaborate with local veterinarians to promote and educate the public on responsible pet ownership - particularly in regard to de-sexing and registration
2.1
30/06/17
Develop a Biosecurity Plan as required by new Biosecurity Act
7.2
30/09/17
Implement - via local Pest Management groups - the Biosecurity Plan including Priority Annual Action Plans - Wild Dog, Salvinia, Harrisia and Feral Pig
7.2
30/06/16
Natural Resource Management
Continue delivery and development of Russell Park Management Plan in partnership with Murri Rangers to include the establishment of agreed KPI's for quarterly reporting
7.2
30/06/17
Regional Data capture for the Vertebrate Monitoring Program is increased by 2 additional sites
Stock Routes
Develop the Stock Route Management Plan in accordance with the Queensland Government reforms to stock route arrangements
7.2
31/12/16
An additional 2 Landholder Pest Management Groups are established
Implement the Fire Management Plan (rolling program subject to changes in scheduling of stock route usage, weather and other events)
7.2
30/06/17
50% of the Planned Annual Fire Program (for Stock routes and Reserves) is completed
Deliver initiatives to decrease rates of kerbside recycling contamination
2.1
31/12/16
The rate of construction and demolition waste diversion from landfill is increased by 6% per annum (Qld State Govt )
Implement the new Waste Education program
2.1
30/06/17
The rate of municipal waste diversion from landfill is increased by 1% per annum (Qld State Govt)
Mobilise operations at Winfields Road Landfill
2.1
31/12/16
There is no increase in the contamination of recycled material from the previous financial year (roadside collection contract)
Implement the waste reduction recycling Plan in line with the Queensland State Government's 'Waste Avoidance and Resource Productivity Strategy 2014 2024'
2.1
30/06/17
Implement Council's 2015 Waste Management Infrastructure Strategy
2.1
30/06/17
Develop post closure plans for the staged closure of landfill sites pursuant to the 2015 Waste Management Infrastructure strategy
2.1
31/12/16
Implement a waste reduction recycling plan in line with the Queensland State Government's 'Waste Avoidance and Resource Productivity Strategy 2014 2024'
2.1
30/06/17
Finalise for adoption, and then implement the Western Downs Planning Scheme
1.2, 1.3, 1.4, 2.1, 3.1, 6.1, 6.2 & 7.2
01/08/16
Undertake the necessary consequential amendments to the Western Downs Planning Scheme on an as-required basis
1.2, 1.3, 1.4, 2.1, 3.1, 6.1, 6.2 & 7.2
30/06/17
5.2
31/12/16
2.1, 4.1, 4.2, 5.1 & 5.2
30/06/17
Strategic Function Elements Environmental Health
Local Law and Animal Management
Actions Improve public awareness, education and an enforcement program with regard to illegal dumping, including asbestos
Progress the Animal Management Disaster Management Sub Plans in relation to local laws and Animal Management (Cats and Dogs) Act 2008 etc. Develop and implement an animal management enforcement strategy Expand mobility ( in-field technologies) to animal management and Local Laws
Pest Management
Waste Collection
Waste Landfills
Transfer Stations
Key Performance Indicators - TARGET
90% of the noxious weed program, as contracted by Main Roads, is completed
Economic Development Department. Accountability: Economic Development Manager Strategic Planning
Economic Development
Develop and implement an economic development strategy incorporating investment attraction, planning and tourism initiatives
Tourism Events
Support the development, and where appropriate the delivery, of Major Events in the region
2016/17 WDRC Operational Plan
100% completion of projects on time and within budget
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Strategic Function Elements Marketing and Development
Corporate Plan Linkage
Actions
Finish
2.1, 2.2, 4.1, 4.2, 5.1 & 5.2
28/02/17
Implement the 'First Five Forever' strategic initiative across the region - (4 yr project through to December 2018) Phase 1 - Develop and roll out new programing and outreach through out the region
2.2, 3.2
28/02/17
Implement the Digitisation Action Plan of cultural and historical assets held by council - (3 year roll out program 2016 to 2019) Phase 1
2.2,1.8
30/06/17
Develop a Regional Collection Management Framework
1.8, 2.1
30/03/17
4.2
30/06/17
Develop and implement a Marketing strategy to encourage Economic growth in the region
Key Performance Indicators - TARGET
Community Development Department. Accountability: Community Development Manager Library
100% completion of projects on time and within budget
Cultural Services
Improve promotion and attendance at cultural events and exhibitions
Cultural Programs
Undertake Regional Arts Collections Project Stage 1
1.4, 1.5, 1.6, 1.9, 2.1, 2.2, 3.2, 4.1 & 4.2
31/03/17
Investigate the development of a Regional Youth Framework
1.2, 2.1, 2.2, 3.4 & 4.1
28/02/17
Implement Smart-y Grants automated grants system
2.1, 2.2
30/06/17
Implement an audit to determine levels of participation in Junior and Senior sports across the region
1.3, 1.6
28/02/17
2.1
31/12/16
Community Services Directory developed and implemented on time
1.5, 1.6, 1.7
30/06/17
The Occupancy Rate for Regional Aged Cared Services is 95% or higher
3.2
30/06/17
Youth Development Community Grants Community Programs Community Services
Develop, implement and manage Community Services Directory
Greater than 5% increase in attendance from 2015/16
100% completion on time and within budget
Health Services Department. Accountability: Health Services Manager Aged Care
Reduce the financial burden on Council for the provision of aged care services
Community Care Services
Review and implement Policies and work practice to ensure accreditation/auditing requirements are met for HACC centre and Aged Care Centres
2016/17 WDRC Operational Plan
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Strategic Function Elements
Corporate Plan Linkage
Actions
Key Performance Indicators - TARGET
Finish
Division: 3. Infrastructure Services 2016 / 17
Ambition The sustainable development of our region through the provision of engineering and technical support services in the delivery of essential infrastructure and Accountability General Manager (Infrastructure Services) Strategic Function Elements
Actions
Corporate Plan Linkage
Finish
Key Performance Indicators - TARGET
Infrastructure Services Accountability: Infrastructure Services General Manager Disaster Management
Counter Disaster Operations
Maintain the Local Disaster Management Plan and its Operational Procedures
3.3
30/06/17
95% LDMG Core Members are qualified in mandatory training courses
Review currency of the WDRC Natural Hazard Risk Assessment document
3.3
30/06/17
Facilitate Disaster Management Training for the Local Disaster Management Group (LDMG) members and staff
3.3
30/06/17
Provide disaster coordination and response plans in the event of a disaster
3.3
30/06/17
Develop 10 year program in accordance with strategic asset management plan for roads
8.1
30/06/17
% Service levels met increases
Operate and improve electronic maintenance management system for management of road assets
8.1
30/06/17
There is a reduction in the number of unfinished works items not occurring within service standard response time
Manage and monitor impact of Energy and Resource Sector on Council's road network
8.1
30/06/17
Actionable infrastructure complaints over time are reduced
Monitor and review an integrated management system for all Works operations including Quality Assurance, Work Place Health and Safety and environment
8.1
30/06/17
Maintain 3rd Party Certification for Quality Assurance and Integrated Management Systems
8.1
30/06/17
Manage and monitor the Regional Coordination of the regulatory transport system
8.1
30/06/17
Improve Council footpath network within urban areas to improve connectiveness
8.1
03/01/16
Maintain Street lighting infrastructure to acceptable Council standards
8.1
30/06/17
Submit, Deliver and Acquit Natural Disaster Relief and Recovery Arrangements (NDRRA) for flood management as required
8.1 & 3.3
30/06/17
Maintain and operate the depots to meet Council's operational requirements
1.5 & 1.7
30/06/17
Implement a new depot facility in Chinchilla
1.5 & 1.7
30/06/17
Achieve full cost recovery plus appropriate margins on projects
5.1 & 1.7
30/06/17
Works Department. Accountability: Works Managers Transport Infrastructure
Council Depots
Commercial Works
2016/17 WDRC Operational Plan
There is a margin of 10% achieved on completed commercial works
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Corporate Plan Linkage
Finish
Improve operation of Water Bore Assets
2.1
30/06/17
Weir
Maintain and operate Surface Water Assets as required
2.1
30/06/17
Treatment (Water)
Maintain and operate Water Treatment Assets to achieve required water quality standards in accordance with Drinking Water Quality Management Plans
2.1, 6.2
30/06/17
Carry out staged Commissioning of new water treatment plant at Chinchilla
2.1, 6.2
30/06/17
Strategic Function Elements
Actions
Key Performance Indicators - TARGET
Utilities Department. Accountability: Utilities Manager and Water Treatment Principal Bores
Storage (Water)
Maintain a reservoir inspection and cleaning program
2.1
30/06/17
Distribution (Water)
Maintain and operate Distribution Assets to comply with customer service standards and the Drinking Water Quality Management Plan
2.1
30/06/17
Implement and maintain Standard Work Practices for Distribution, Operation and Maintenance
2.1
30/06/17
The average response time in Regional Towns, for water incidents (bursts and leaks) is 120 minutes or less The Average response time in Villages, for water incidents (bursts and leaks) is 240 minutes or less The average response time in Hamlets, for water incidents (bursts and leaks) is 360 minutes or less There are less than 10 water quality complaints per 1,000 connections, per year for towns
Distribution (Water)
Maintain the 'Dial Before You Dig' System
Water Revenue
Provide technical advice and support to Council's Revenue Team and customers
Commercial Works
1.1, 1.3 & 1.8
30/06/17
1.3 & 1.7
30/06/17
Achieve full cost recovery plus appropriate margin on projects
5.1
30/06/17
Storage (Recycled Water)
Maintain the Recycled Water Reservoir and Inspection program
2.1
30/06/17
Treatment (Recycled Water)
Maintain and operate Treatment Assets as required under Recycled Water Supply Agreements
2,1,5.1 & 7.2
30/06/17
2.1 & 7.2
30/06/17
5.1
30/06/17
2,1, 6.2 & 7.2
30/06/17
2.1 & 7.2
30/06/17
Develop and operate treatment systems to supply new recycled water schemes in Miles Distribution (Recycled Water)
Maintain and operate Distribution Assets as required under Recycled Water Supply Agreements
Conservation
Continue working with sporting and community groups on their Water Management Plans
Treatment (Waste Water)
Maintain and operate Wastewater Treatment Assets in accordance with environmental licence conditions
Recycled Water Agreements are fully complied with.
100% compliance with requirements of recycled water agreements
There are less than 40% Sewer main breaks and chokes, per 100km of mains The average response time for sewerage incidents (including main breaks and chokes) is 120 minutes or less.
Pumping Station (Waste Water)
Maintain and operate Wastewater Pumping Assets
Mains (Waste Water)
2.1
30/06/17
Undertake CCTV inspections as per network program
1.5 & 2.1
30/06/17
Operate and maintain sewer network assets in accordance with customer service standards
1.5 & 2.1
30/06/17
Gate Station (Gas)
Operate and maintain Gas infrastructure in accordance with the Safe Ops Plan
1.1 & 5.1
30/06/17
Mains (Gas)
Undertake ongoing development and review of gas operating procedures
1.1, 1.9
30/06/17
2016/17 WDRC Operational Plan
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Corporate Plan Linkage
Finish
1.5 & 8.1
30/06/17
Provide specialist Civil Design Technical support and advice
8.1
30/06/17
Provide support to the Wambo River Improvement Trust
7.2
30/06/17
Provide strategic Flood Mitigation and Disaster Management support
3.3
30/06/17
Coordinate the continued enhancement of Council's Asset Management system
1.5
30/06/17
Enhance Asset Management Reporting
1.5
30/06/17
Implement a suitable Asset Management Maintenance system in conjunction with the Business Systems Review
1.5
30/06/17
1.5, 1.6, 1.7, & 1.8
30/06/17
1.5, 1.8 & 1.3
30/06/17
Strategic Function Elements
Actions
Key Performance Indicators - TARGET
Technical Services Department. Accountability: Technical Services Manager Strategic Technical Support
Asset Management
Provide registered professional engineering certification services
Implement an effective Asset Renewal Demand tool in conjunction with the Asset Management Plan GIS
Implement a new Corporate G.I.S. system in line with the Business Systems Review
Fleet
Continue investigations and implementation of an appropriate Fleet Management System in conjunction with the Business Systems Review, and in liaison with I.C.T.
1.5 & 1.7
30/06/17
Review the Fleet costing system to allow analysis of scheduled vs unscheduled maintenance costs
1.5 & 1.7
30/01/17
Maintain and operate workshops to meet Council's operational requirements
1.5 & 1.7
30/06/17
Review the procurement of fleet servicing
1.5 & 1.7
30/06/17
Manage mobile crushing operations to ensure compliance with Mines Department regulations
5.1 & 7.2
30/06/17
Reduce the Operational costs of the quarry and gravel pits
5.1 & 7.2
30/06/17
Reduce stock piles to the levels required by councils operations
5.1 & 7.2
30/06/17
Quarries and Gravel Pits
2016/17 WDRC Operational Plan
The averagecondition score of assets is improved
The annual return on gross fleet value is greater than 9%
Profit achieved on product sales (Quarries) is greater than 9%
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