departmental programs 2015-2016 - city of burnside · departmental programs 2015-2016 office of the...

Council Minutes 28 April 2015

Council Meeting 26 May 2015

DEPARTMENTAL PROGRAMS 2015-2016

Office of the CEO p3 Corporate Services Division p15 Finance p27 Information Systems p37 People and Culture p45 Procurement and Contracts p54 Community and Development Services p65 City Development and Safety p71 Community Connections p83 Customer Service p109 Urban Services p115 Asset Services p121 Engineering Services p131 Operations Services p139

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Departmental Program Report 2015-16

For the renewed ability to manage departmental plans, report on strategic departmental outcomes and to highlight synergies across the organisation.

Office of the CEO 2015-16Manager Name: Paul Deb

1. Program Value Proposition

The Office of the Chief Executive Officer provides a strategic and coordinated approach to Council

business including relationship management for Council staff, Elected Members, Ratepayers and

external partners. The Department provides assurance, advisory and communication services on the full

range of issues across the Council.

2. Strategic Plan Strategic Directions

1 - Our Integrated Urban Form and Living Spaces

2 - Our Protected and Valued Environment

3 - Our Diverse Supportive, Happy and Healthy People

4 - Our Leading Inclusive and Connected Council

3. Program Functions

Civic Leadership

Develop productive and strategic relationships with all spheres of government and other key stakeholders. Build internal relationships and collaboration between Elected Members, Executive and staff through regular information exchange.

Elected Member Liaison and CEO Support

Provide support to the Mayor, Chief Executive Officer (CEO), and Elected Members. This includes management and coordination of CEO and Mayoral correspondence.

Citizenship Ceremonies and Mayoral Receptions

Coordinating and managing the staging of events including citizenship ceremonies and Mayoral receptions.

Community Engagement

Provides a channel by which residents and ratepayers can have a say on the decision making of Council and allows Council to gauge the wishes, aspirations and priorities of the electorate. This function coordinates and supports community consultation and engagement functions across Council.

Strategic Communications

Disseminates information about Council and its works into the public sphere using both traditional and new media channels. Key activities include quarterly resident newsletter, fortnightly messenger column, advertising, media management as well as the provision of strategic communication advice to Mayor, CEO and Executive.

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4. KPIs

Function/Action KPI Units Target Value Target Date

Civic Leadership All staff briefings undertaken on a quarterly basis (minimum of four All Staff Briefings undertaken by June 2016).

number 4 30/06/2016

Undertake Leadership Development Forums on a quarterly basis.

number 4 30/06/2016

Undertake regular catch ups with Elected Members as requested.

percentage request met

100% request met

30/06/2016

Completion of Performance Development Reviews for Office of the CEO

percentage complete

90% complete 30/06/2016

Elected Member Liaison ... Provide support to Elected Members

percentage request met

100% request met

Citizenship Ceremonies ... Undertake citizenship ceremonies in response from Department of Immigration and Border Protection and community member requests.

number of ceremonies

trending number of ceremonies

30/06/2016

Undertake Mayoral Receptions as needed at the request of the Mayor.

number of receptions

trending number of receptions

30/06/2016

Community Engagement Number of community engagements to support Council policy and programs.

number trending number of community engagements

30/06/2015

100% of community engagements undertaken by Community Engagement Function open for 21 days (as per Community Engagement Policy).

percentage compliance

100% compliance

30/06/2016

Number of Burnside Twitter activities

number trending number of twitter activities

30/06/2016

Strategic Communications Distribution of 35 good news opportunities by June 2016.

number 35 30/06/2016

20% increase in balanced news stories in media benchmarked from 2013/14 financial period.

percentage increase

20% 30/06/2016

Four editions of Burnside number 4 30/06/2016

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Focus distributed by June 2016

Implementation of all actions within the Strategic Communications Plan by June 2016.

percentage complete

100% complete 30/06/2016

Complete a community information publications audit (addressing branding, content and community relevance) by February 2016.

percentage complete by deadline

100% by deadline

29/02/2016

Coordinate delivery of Annual Community Survey results to Council.

Results delivered by deadline

Timeframe met 29/02/2016

Complete the Final Annual Report by December 2015.

percentage complete

100% by deadline

31/12/2015

Complete the Final Draft Annual Business Plan and Budget Document by May ready for Council adoption.

percentage complete by deadline

100% complete by deadline

31/05/2015

Development of city branded brochures

number 100% complete by deadline

30/06/2016

5. Strategic Risk Summary

Function: Civic Leadership

Risk: Divisions may not have the capability or capacity to implement decisions from the office

of ceo or council

Risk Rating: Moderate

Risk: Deliverable from divisions are not received by the Office of CEO in a timely manner


Function: Elected Member Liaison and CEO Support

Risk: Not being able to manage community expectations


Function: Citizenship Ceremonies and Mayoral Receptions

Risk: Not being able to manage community expectations


Risk:

Risk Rating:

Function: Community Engagement

Risk: Poor consultation or engagement processes including poorly timed consultation


5

Function: Strategic Communications

Risk: Communications Team not informed of issues or incidents that could attract media

attention

Risk Rating: Low

6. Our People

Position FTE Amount

Chief Executive Officer 1

Executive Officer (CEO and Mayor) 1

Strategic Community Engagement Officer 1.0

Corporate Communications Advisor 0.8

Community Engagement Administration Officer 1.0

7. Stakeholders

Internal Stakeholders

The Council

City of Burnside Elected Members

Employees, Staff & Volunteers of the City of Burnside

Independent Members of Committees

External Stakeholders

Community

State, Federal and Local Government Authorities

Boards of Incorporated Bodies

Subsidiaries (Eastern Health Authority, East Waste, Highbury Landfill Authority)

Local Government Association of SA

Office for State / Local Government Relations

Ombudsman

State Records

Media

Electoral Commission of SA

Freedom of Information Applicants

Department of Immigration and Border Protection

Office of Public Integrity

Independent Commissioner Against Corruption (ICAC)

8. Program Plan Actions

Action

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Action: Work with stakeholders, community, Elected Members and employees to communicate and implement ‘Be the Future of Burnside’.

Implementation Officer/s:

Paul Deb

Louise Miller-Frost

Nigel Morris

Program Function: Civic Leadership

Strategic Direction: 4 - Our Leading Inclusive and Connected Council

Desired Outcome: 4.7 - An empowered Council and Administration that is visionary and innovative in meeting community needs

Approach: 4.7.2 - Develop strong partnerships with our community, stakeholders and all levels of government to achieve our vision

Is this Action a control or risk mitigation activity for an identified risk?

No

Action Category: Business Need

Action Type: Operating

KPI: Clearly communicate and implement ‘Be the Future of Burnside’ in all Council correspondence, actions and initiatives

Action

Action: Work with all spheres of government and other organisations for the betterment of the local community, city and region.


Paul Deb

Louise Miller-Frost

Nigel Morris






No



KPI: Ensure that the Administration works with Federal, State and other local government organisations to achieve Council’s objectives.

Action

Action: Support Council’s involvement in regional and local government associations, networks and alliances.


Paul Deb

Louise Miller-Frost

Nigel Morris




Approach: 4.7.2 - Develop strong partnerships with our community, stakeholders and all

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levels of government to achieve our vision


No

Action Category: Strategic


KPI: Ensure that the Administration works with organisations such as the Eastern Region Alliance to achieve Council’s objectives.

Action

Action: Communicate regularly with staff on a range of issues.


Paul Deb

Louise Miller-Frost

Nigel Morris






No



KPI: All staff briefings undertaken on a quarterly basis (minimum of four All Staff Briefings undertaken by June 2016).

Action

Action: Elected Member Liaison and Administrative Support.


Jo Biskup

Helen Bortoluzzi

Program Function: Council and Executive Support


Desired Outcome: 4.3 - Delivery of good governance in Council business

Approach: 4.3.1 - Regularly review, update and adopt leading governance, risk management and administrative practices


No



KPI: Executive and Elected Member correspondence responded to within 10 working days as per Customer Service Policy.

Action

Action: Provide Administrative Support to the CEO and Executive Team.

Implementation Jo Biskup

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Officer/s: Helen Bortoluzzi

Program Function: Council and Executive Support


Desired Outcome: 4.3 - Delivery of good governance in Council business

Approach: 4.3.1 - Regularly review, update and adopt leading governance, risk management and administrative practices


No



KPI: Executive and Elected Member correspondence responded to within 10 working days as per Customer Service Policy.

Action

Action: Coordinate Citizenship Ceremonies.


Program Function: Citizenship Ceremonies and Mayoral Receptions

Strategic Direction: 3 - Our Diverse Supportive, Happy and Healthy People

Desired Outcome: 3.2 - A vibrant and diverse community that has a strong sense of belonging

Approach: 3.2.2 - Encourage and support the sharing and celebration of cultural and social diversity through local events and programs


No



KPI: Undertake citizenship ceremonies to meet Department of Immigration and Border Protection and community demand..

Action

Action: Coordinate Mayoral Receptions.


Program Function: Citizenship Ceremonies and Mayoral Receptions

Strategic Direction: 3 - Our Diverse Supportive, Happy and Healthy People

Desired Outcome: 3.2 - A vibrant and diverse community that has a strong sense of belonging

Approach: 3.2.2 - Encourage and support the sharing and celebration of cultural and social diversity through local events and programs


No



KPI: Meet the requests of the Mayor / community for Mayoral receptions

Action

Action: Provide advice and support to Elected Members

9


Paul Deb

Louise Miller-Frost

Nigel Morris

Jo Biskup

Helen Bortoluzzi






No



KPI: Provide advice and support to Elected Members as requested.

Action

Action: Implement framework for Community Engagement and Consultation


Bernie Auricht

Program Function: Strategic Communications


Desired Outcome: 4.1 - Our community is actively engaged and involved in shaping the City ’s future

Approach: 4.1.2 - Improve Council’s understanding of community views and our performance as rated by the Burnside community


Yes

Not being able to manage community expectations



KPI: Timely and concise consultations conducted

Action

Action: Provide continuity in consultation and engagements to community


Bernie Auricht




Approach: 4.1.1 - Provide a range of opportunities for the community to actively engage and participate in Council’s decision making activities


No

Action Category: Service Improvement


10

KPI: Timely and concise consultations conducted

Action

Action: Provide Elected Members and Administration with information on community perceptions of the service delivery of Council


Bernie Auricht






No

Action Category: Service Improvement


KPI: Maintenance and delivery of community survey results to track effectiveness of consultation and engagement

Action

Action: Increase positive media and public profile of City of Burnside


Bernie Auricht






No



KPI: Distribution of 35 good news opportunities by June 2016.

Action

Action: Increase knowledge and understanding of the work and services of Council throughout the Community


Bernie Auricht




Approach: 4.7.1 - Communicate our achievements


No


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KPI: 20% increase in balanced news stories in media benchmarked from 2013/14 financial period.

Action

Action: Provide a consistent proactive direct news source to residents and ratepayers on Council's work


Bernie Auricht






No



KPI: Four editions of Burnside Focus distributed by June 2016

Action

Action: Present Council information in a strategic manner that reaches the right people through the right communication channels at the right time


Bernie Auricht

Program Function: Community Engagement





No



KPI: Number of community engagements to support Council policy and programs.

Action

Action: Present Council information and material in a clear, easy to read and consistent manner using the brand refresh style


Bernie Auricht





Is this Action a control or risk mitigation activity for an identified

No

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risk?



KPI: Development of city branded brochures

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2015-16


2015-16Manager Name: Martin Cooper

The General Manager Corporate Services provides leadership and management oversight of the Corporate Services Division (Finance, Procurement & Contracts, Information Systems and People & Culture) and also has functional responsibility for Council's Governance, Strategic and Corporate Planning, Internal Audit and Business Improvement that provides key services both internally and externally in accordance with Council's strategic directions.





Management Oversight

This function coordinates the delivery of the divisional services in order to achieve the relevant community and strategic plan directions including the monitoring, progress reporting against key performance indicators and budgets. Work collaboratively with the department managers and Principal Governance Officer and Strategic/Corporate Planner to plan and deliver key Council services and strategies. Manage the resolution of service complaints escalated from within divisional business.

Leadership

This function provides effective leadership, management and oversight to the division and in particular the direct reports. The function enhances the skills of and mentors key personnel within the division to develop and maintain an ethos of best practice leadership management and service delivery including succession planning and the development of effective personnel.

Strategic and Corporate Planning

This function coordinates the development and implementation of Council’s strategic directions including the monitoring, progress reporting against key performance indicators and influencing the implementation of the Corporate Planning Framework to ensure consistency with the Strategic Community Plan.

Governance

The function of Governance is to implement, manage and coordinate corporate governance systems to ensure Council operates effectively and in compliance with legislative requirements.

Business Improvement

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Leads and assists Council staff in adopting an efficiency and effectiveness / continuous improvement process. Develops and implements a program to be more efficient and effective to reduce operating costs to improve financial performance, but also undertakes Service Delivery Reviews and Process Improvement initiatives.

General Manager and Governance Support

Provide support to General Manager Corporate Services and Governance function. This includes management of Council and Committee meeting documents and managing the administrative needs of the General Manager, ensuring correspondence is processed, responded too and/or acknowledged.

Internal Audit

Internal audit strives to bridge gaps and strengthen internal controls, risk management and governance of the key business processes of each department. The Internal Audit function is outsourced.


Management Oversight Corporate Performance Reports are prepared and issued on time (quarterly KPI reporting, Departmental Programs and Departmental Achievement Reports).

Percentage completed by due date

100 30/06/2016

Corporate Services capital and operating projects are delivered on time and within budget guidelines.

Percentage complete

90 30/06/2016

Leadership Divisional workforce reviews are undertaken including the completion of Performance Development Reviews.

Percentage completion

90 30/06/2016

Staff turnover rate within Division

Percentage 8-12 30/06/2016

Regular Corporate Services leadership meetings are undertaken

Number 12 30/06/2016

Strategic and CorporatePlanning

Quarterly Corporate Performance Reports are prepared and issued on time.

number of reports prepared

4 30/06/2016

Develop a Corporate Planning Framework by June 2016.

Timeframe 100% 30/06/2016

Develop service definitions and descriptions for all services provided by the City of Burnside

Timeframe 100% 30/06/2016

Governance Confidential register to be available on the website as per ombudsman's report.


100 30/06/2016

Ensure all staff and Percentage 100 30/06/2016

16

Elected Members comply with requirements of the register of interests.

compliance

All delegations are reviewed on an annual basis.


100 30/06/2016

Status report on progress of Departmental policy review developed and distributed.


100 30/06/2016

Management of Freedom of Information (FOI) applications in accordance with legislative timeframes

number trending number of FOI requests

30/06/2016

Maintain and provide exception reporting against Local Government Key Dates Table for each Audit Committee meeting


100 30/06/2016

Business Improvement Undertake Service Reviews


30 30/06/2016

General Manager and Governance Support

Council and Committee meetings Agenda's provided to Members three clear days of meeting and Minutes provided within five days after meeting

Percentage compliance

100 30/06/2016

All Council and Committee meeting Agenda's and Minutes are available in hard copy in the Library and Customer Desk and on Burnside Website three clear days of meeting and within five days after meeting


100 30/06/2016

Correspondence is managed in line with Council's Customer Service policy.


100 30/06/2016

Internal Audit Complete planned Internal Audit Reviews for all Council functions


90 30/06/2016

Function: Management Oversight

Risk: Internal Department advice is not sought, accepted or followed Risk Rating: Moderate

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Function: Leadership

Risk: Failure to adequately engage with Manager in the shared responsibility of business improvement

Risk Rating: Low

Function: Strategic and Corporate Planning

Risk: New Council may desired to change the strategic direction of the organisation impacting upon previously published planning documents

Risk Rating:

Risk: Strategic and corporate planning documents and process does not comply with Local Government Act requirements

Risk Rating: Low

Function: Governance

Risk: Compliance with legislative changes at state or federal level Risk Rating: Moderate

Function: Business Improvement

Risk: Failure to adequately engage with Manager in the shared responsibility of business improvement

Risk Rating: Low

Function: General Manager and Governance Support

Risk: No strategic risk identified for this functionRisk Rating: Low

Function: Internal Audit


Position FTE Amount

General Manager Corporate Services 1.0

Strategic and Corporate Planner 1.0

Principal Governance Officer 1.0

Business Improvement Officer 1.0

Executive Assistant - General Manager and Governance 1.0


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The CouncilCity of Burnside Elected MembersEmployees, Staff & Volunteers of the City of Burnside


Residents and Community

Service related consultants and contractors

Federal and State Government Departments

Freedom of Information applicants

Independent Commission Against Corruption (South Australia)

Ombudsman South Australia

Action

Action: Provide periodic reports to the CEO and/or Council on the Division's progress towards achieving relevant section of Council's Strategic Community Plan


Martin Cooper

Program Function: Management Oversight Strategic Direction: 4 - Our Leading Inclusive and Connected CouncilDesired Outcome: 4.6 - A financially sound Council that is accountable, responsible and sustainableApproach: 4.6.2 - Ensure the long-term sustainability of Council operations by monitoring

and comparing to peak body indicatorsIs this Action a control or risk mitigation activity for an identified risk?

No

Action Category: Business NeedAction Type: Operating

KPI: Corporate Performance Reports are prepared and issued on time (quarterly KPI reporting, Departmental Programs and Departmental Achievement Reports).

Action

Action: Work with direct reports to continually develop their skill sets and mentor them in order to enhance their performance


Martin Cooper

Program Function: LeadershipStrategic Direction: 4 - Our Leading Inclusive and Connected CouncilDesired Outcome: 4.4 - A respected organisation that is resilient, progressive and adaptable with a

culture that encourages well-being, learning and developmentApproach: 4.4.4 - Foster a robust and dynamic workforce that promotes a supportive culture

that recognises our corporate valuesIs this Action a control or risk mitigation activity for an identified risk?

No

Action Category:

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Business NeedAction Type: Operating

KPI: Divisional workforce reviews are undertaken including the completion of Performance Development Reviews.

Action

Action: Ongoing enhancement of Corporate Performance System – Burnside Business Central (BBC) and support Executive, Managers and Team Leaders in its effective use.


Belinda Portelli

Program Function: Strategic and Corporate PlanningStrategic Direction: 4 - Our Leading Inclusive and Connected CouncilDesired Outcome: 4.2 - Representation that is ethical, respectful, transparent, and instils confidence,

reflecting the best interests and values of the communityApproach: 4.2.3 - Ensure the necessary resources are provided to achieve the Strategic

PlanIs this Action a control or risk mitigation activity for an identified risk?Action Category: StrategicAction Type: Operating

KPI: 100% of Departmental Programs and discretionary capital and discretionary operating budget bids are prepared and issued on time.

Action

Action: Undertake Corporate reporting to support planning and decision makingImplementation Officer/s:

Belinda Portelli




KPI: Strategic and Corporate Performance Reports relating to progress and achievement of Community Plan (Strategic Plan) Success Indicators (objectives) are prepared and issued on time.

Action

Action: Work to align plans, budgets and performance measurement with Council’s corporate planning framework


Belinda Portelli

Program Function: Strategic and Corporate PlanningStrategic Direction: 4 - Our Leading Inclusive and Connected CouncilDesired Outcome: 4.1 - Our community is actively engaged and involved in shaping the City’s future

20


Is this Action a control or risk mitigation activity for an identified risk?Action Category: StrategicAction Type: Operating

KPI: Develop a Corporate Planning Framework by June 2016.

Action

Action: Prepare, coordinate and support the organisation in the Annual Business Planning and Budget process.


Belinda Portelli




KPI:

Action

Action: Start the review process of the Strategic Community PlanImplementation Officer/s:

Belinda Portelli

Program Function: Strategic and Corporate PlanningStrategic Direction: 4 - Our Leading Inclusive and Connected CouncilDesired Outcome: 4.1 - Our community is actively engaged and involved in shaping the City’s futureApproach: 4.1.2 - Improve Council’s understanding of community views and our

performance as rated by the Burnside communityIs this Action a control or risk mitigation activity for an identified risk?Action Category: StrategicAction Type: Operating

KPI:

Action

Action: Consolidation of and ongoing management of confidential items registers Implementation Officer/s:

Mark Asclipenos

Program Function: GovernanceStrategic Direction: 4 - Our Leading Inclusive and Connected Council

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Desired Outcome: 4.3 - Delivery of good governance in Council businessApproach: 4.3.1 - Regularly review, update and adopt leading governance, risk management

and administrative practicesIs this Action a control or risk mitigation activity for an identified risk?

No

Action Category: LegislativeAction Type: Operating

KPI: Confidential register to be available on the website as per ombudsman's report.

Action

Action: Management of Freedom of Information applications Implementation Officer/s:

Mark Asclipenos

Program Function: GovernanceStrategic Direction: 4 - Our Leading Inclusive and Connected CouncilDesired Outcome: 4.3 - Delivery of good governance in Council businessApproach: 4.3.1 - Regularly review, update and adopt leading governance, risk management

and administrative practicesIs this Action a control or risk mitigation activity for an identified risk?Action Category: LegislativeAction Type: Operating

KPI: Management of Freedom of Information (FOI) applications in accordance with legislative timeframes

Action

Action: Provide relevant governance induction training to employees which address legislative and business requirements.


Mark Asclipenos

Program Function: GovernanceStrategic Direction: 4 - Our Leading Inclusive and Connected CouncilDesired Outcome: 4.4 - A respected organisation that is resilient, progressive and adaptable with a

culture that encourages well-being, learning and developmentApproach: 4.4.1 - Provide career development and learning opportunitiesIs this Action a control or risk mitigation activity for an identified risk?Action Category: Business NeedAction Type: Operating

KPI: Ensure all staff and Elected Members comply with requirements of the register of interests.

Action

Action: Ongoing compliance and monitoring register of interest for all staff and elected members


Mark Asclipenos

22

Program Function: GovernanceStrategic Direction: 4 - Our Leading Inclusive and Connected CouncilDesired Outcome: 4.3 - Delivery of good governance in Council businessApproach: 4.3.1 - Regularly review, update and adopt leading governance, risk management

and administrative practicesIs this Action a control or risk mitigation activity for an identified risk?Action Category: LegislativeAction Type: Operating

KPI: Ensure all staff comply with requirements of the register of interests

Action

Action: Undertake Service Delivery ReviewsImplementation Officer/s:Program Function: Business Improvement Strategic Direction: 4 - Our Leading Inclusive and Connected CouncilDesired Outcome: 4.5 - Cost effective, leading edge technologies that deliver efficient council

services that benefit the communityApproach: 4.5.1 - Enable effective and efficient Council businessIs this Action a control or risk mitigation activity for an identified risk?

No

Action Category: StrategicAction Type: Operating

KPI:

Action

Action: Undertake Process Improvement InitiativesImplementation Officer/s:Program Function: Business Improvement Strategic Direction: 4 - Our Leading Inclusive and Connected CouncilDesired Outcome: 4.5 - Cost effective, leading edge technologies that deliver efficient council

services that benefit the communityApproach: 4.5.2 - Provide convenient and flexible service deliveryIs this Action a control or risk mitigation activity for an identified risk?

No

Action Category: Service ImprovementAction Type: Operating

KPI:

Action

Action: Compile Minutes, Agenda's and associated documents for Council and Committee meetings


Jo Biskup

23

Program Function: General Manager and Governance SupportStrategic Direction: 4 - Our Leading Inclusive and Connected CouncilDesired Outcome: 4.3 - Delivery of good governance in Council businessApproach: 4.3.1 - Regularly review, update and adopt leading governance, risk management


No


KPI: Council and Committee meetings Agenda's provided to Members three clear days of meeting and Minutes provided within five days after meeting

Action

Action: Make available Council and Committee Minutes and Agenda's to the publicImplementation Officer/s:

Jo Biskup



No


KPI: All Council and Committee meeting Agenda's and Minutes are available in hard copy in the Library and Customer Desk and on Burnside Website three clear days of meeting and within five days after meeting

Action

Action: Manage all General Manager, Corporate Services correspondence Implementation Officer/s:

Jo Biskup



No


KPI: Correspondence is managed in line with Council's Customer Service policy.

Action

Action: Engage consultancy to undertake Internal Audit function

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Martin Cooper

Program Function: Internal AuditStrategic Direction: 4 - Our Leading Inclusive and Connected CouncilDesired Outcome: 4.3 - Delivery of good governance in Council businessApproach: 4.3.3 - Ensure internal structures and systems are continually reviewed

facilitating efficient and effective outcomes of the Strategic Plan.Is this Action a control or risk mitigation activity for an identified risk?

No


KPI: Complete Internal Audit Reviews for all Council functions

25

2015-16


2015-16Manager Name: Marc Sodomka

The finance program will support Council to achieve a sustainable financial platform through managing

financial transactions in a manner which supports both short and long term financial sustainability and

accountability and transparency of public expenditure.


Accounts Payable

Suppliers invoices are received, processed, approved and paid in accordance with agreed terms and conditions

Accounts Receivable

Creation of invoices for goods and services provided to various organisations, individuals and local, state and federal government. The follow up of outstanding debts is also included in this function.

Strategic Finance

This function includes assisting departments manage the Annual Budget, produce annual and monthly financial statements as well as the Annual Business Plan. This function also undertakes integration of Asset Management Plans with the Fixed Assets Register. The accurate recording of the financial details and descriptions of fixed assets together with assessment of residual life, depreciation and revaluations to enable better planning and management of fixed assets, in particular infrastructure assets.

Payroll

Creation and maintenance of payroll records and documentation or all employees. In addition this includes calculation of payroll and leave entitlements. Payment of employees on a fortnightly basis.

Rates

Generation, processing and maintenance of the Rating System. This includes timely collection of all rates in accordance with legislation and agreed Council policies and resolutions.


Accounts Payable Creditors paid within agreed payment terms

percentage paid

90 30/06/2016

27

Invoices received and scanned within 5 working days.

percentage 100 30/06/2016

Accounts Receivable Debt recovered within 90 days.

percentage recovered

100 30/06/2016

Invoices raised within 5 working days of request.


Month end debtor statement issued within 5 working days of the end of the month.


Strategic Finance Long Term Financial Plan adopted by Council as part of Annual Business Plan and Budget

percentage completed

100 30/06/2016

Statutory budget reporting and financial reports prepared and submitted within statutory timeframes.


Annual Business Plan and Budget adopted by Council by 30 June.


Monthly financial reports provided to Council.

number 12 30/06/2016

Compliance with External Audit Requirements and Audit Management Letter.


100 30/06/2016

Operating Surplus by 2015/16 (within a 5 year average).

dollars Surplus Dollars 30/06/2016

Operating Surplus / (Deficit) Ratio 0% by 2015/16 (within a 5 year average).


Net Financial Liabilities less than total budgeted Annual Operating Revenue.

dollars < total budgeted annual operating revenue

30/06/2016

Net Financial Liabilities Ratio less than 100%.

percentage <100 30/06/2016

Asset Sustainability Ratio greater than 90% but less than 100% of depreciation over a 3 year period

percentage > 90 & <100 30/06/2016

Payroll Payroll payments accurately processed on a fortnightly basis.


Meet all External Audit requirements for the payroll function.


28

Rates Rates notices issued on time within legislative requirements.


Review of Annual Rating Policy completed by end of 1st quarter.


100 30/09/2015

Rates debt recovery completed in accordance with the Annual Rating Policy.


100 30/06/2016

Function: Accounts Payable

Risk: No strategic risk identified for this function

Risk Rating: Low

Function: Accounts Receivable


Risk Rating: Low

Function: Strategic Finance

Risk: Non achievement of long term financial indicators in accordance with the long term

financial plan

Risk Rating: Low

Function: Payroll


Risk Rating: Low

Function: Rates


Risk Rating: Low

Position FTE Amount

Chief Financial Officer 1.0

Finance Manager 1.0

Finance Business Partner 1.0

Finance Graduate 1.0

Payroll Officer 1

Rates & Finance Coordinator 1.0

Accounts Payable Officer 0.4

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Finance Officer 1.0

Rates Officer 1.0


The Council




State and Federal Governments including the Grants Commission

Ratepayers and Residents

Suppliers

Action

Action: Receive and pay invoicesImplementation Officer/s:

Janice van der Pennen

Program Function: Accounts PayableStrategic Direction: 4 - Our Leading Inclusive and Connected CouncilDesired Outcome: 4.6 - A financially sound Council that is accountable, responsible and sustainableApproach: 4.6.2 - Ensure the long-term sustainability of Council operations by monitoring


No


KPI: Invoices received and scanned within 5 working days.

Action

Action: Raise invoicesImplementation Officer/s:


Program Function: Accounts ReceivableStrategic Direction: 4 - Our Leading Inclusive and Connected CouncilDesired Outcome: 4.6 - A financially sound Council that is accountable, responsible and sustainableApproach: 4.6.2 - Ensure the long-term sustainability of Council operations by monitoring


No


30

Action Type: OperatingKPI: Invoices raised within 5 working days of request.

Action

Action: Undertake debt recovery and controlImplementation Officer/s:




No


KPI: Debt recovered within 90 days.

Action

Action: Issue end of month debtor statementsImplementation Officer/s:




No


KPI: Month end debtor statement issued within 5 working days of the end of the month.

Action

Action: Undertake fortnightly payment of staffImplementation Officer/s:

Amanda MacFarlane

Program Function: PayrollStrategic Direction: 4 - Our Leading Inclusive and Connected CouncilDesired Outcome: 4.6 - A financially sound Council that is accountable, responsible and sustainableApproach: 4.6.2 - Ensure the long-term sustainability of Council operations by monitoring


No


31

Action Type: OperatingKPI: Payroll payments accurately processed on a fortnightly basis.

Action

Action: Maintain accurate and confidential records of employee dataImplementation Officer/s:

Amanda MacFarlane

Program Function: PayrollStrategic Direction: 4 - Our Leading Inclusive and Connected CouncilDesired Outcome: 4.6 - A financially sound Council that is accountable, responsible and sustainableApproach: 4.6.2 - Ensure the long-term sustainability of Council operations by monitoring


No


KPI: Meet all External Audit requirements for the payroll function.

Action

Action: Generate rate income as per Council resolutionImplementation Officer/s:


Program Function: RatesStrategic Direction: 4 - Our Leading Inclusive and Connected CouncilDesired Outcome: 4.6 - A financially sound Council that is accountable, responsible and sustainableApproach: 4.6.3 - Ensure the rating system takes into account the range of financial

circumstances of the people in our communityIs this Action a control or risk mitigation activity for an identified risk?

YesNon achievement of long term financial indicators in accordance with the long term financial plan

Action Category: Resolution of CouncilAction Type: Operating

KPI: Rates notices issued on time within legislative requirements.

Action

Action: Undertake rates debt recoveryImplementation Officer/s:




No


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KPI: Rates debt recovery completed in accordance with the Annual Rating Policy.

Action

Action: Review the annual rating policyImplementation Officer/s:




No


KPI: Review of Annual Rating Policy completed by end of 1st quarter.

Action

Action: Develop plans to define and achieve the long term financial objectives of Council through review of the long term financial plan


Martin Cooper

Program Function: Strategic Finance Strategic Direction: 4 - Our Leading Inclusive and Connected CouncilDesired Outcome: 4.6 - A financially sound Council that is accountable, responsible and sustainableApproach: 4.6.1 - Engage the community in Council’s financial governance processIs this Action a control or risk mitigation activity for an identified risk?

Yes

Non achievement of long term financial indicators in accordance with the long term financial plan


KPI: Long Term Financial Plan adopted by Council annually by April.

Action

Action: Develop the draft budget through provision of quality advice and addressing the Strategic Plan, demonstrating sound management and efficient use of Council resources and revenue and outline potential risks and consequences.


Martin Cooper

Program Function: Strategic Finance Strategic Direction: 4 - Our Leading Inclusive and Connected CouncilDesired Outcome: 4.6 - A financially sound Council that is accountable, responsible and sustainableApproach: 4.6.2 - Ensure the long-term sustainability of Council operations by monitoring


No

Action Category: Business NeedAction Type:

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OperatingKPI: Annual Business Plan and Budget adopted by Council by 30 June.

Action

Action: Undertake regular financial reporting to CouncilImplementation Officer/s:

Martin Cooper



No


KPI: Monthly financial reports provided to Council.

Action

Action: Draft the 2016/2017 Budget including elected member workshops and public meeting


Martin Cooper



No


KPI: Annual Business Plan and Budget adopted by Council by 30 June.

Action

Action: Provide all relevant information and assist external auditors with External auditImplementation Officer/s:

Martin Cooper



No

Action Category: Legislative

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Action Type: OperatingKPI: Compliance with External Audit Requirements and Audit Management Letter.

Action

Action: Develop a risk management based Internal Controls Framework (including implementation of best practice suite of financial policies and protocols).


Martin Cooper

Program Function: Strategic Finance Strategic Direction: 4 - Our Leading Inclusive and Connected CouncilDesired Outcome: 4.3 - Delivery of good governance in Council businessApproach: 4.3.1 - Regularly review, update and adopt leading governance, risk management


No


KPI: Compliance with External Audit Requirements and Audit Management Letter.

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2015-16


2015-16Manager Name: Matthew Spearman

Ensure outstanding systems and records management support to provide efficient service delivery and information dissemination to the organisation and greater community. The Department will play a lead role in providing innovative and best practice solutions to improve the way Council performs business.





GIS and Mobile Computing

Develop and maintain Council’s Geographical Information System (GIS) to ensure the accurate, relevant and timely provision of spatial information. More recently this function also serves the organisation by developing efficient mobile solutions to streamline complex administrative processes.

Information Technology Projects and Support

Information Technology (IT) Projects staff lead the City of Burnside through innovation and change management in scoping, planning and implementing IT Projects which are prioritised on an Information Systems Roadmap. IT Projects are focused on continuous improvement and the reduction of administrative overhead. Helpdesk staff provide support and troubleshooting for a large range of corporate applications and end user devices and peripherals. Support requests are created and managed through an electronic request management system though phone and email support is also provided.

Information Management

The Records Team is responsible for the correct distribution, disposal, archiving and retrieval of all of Council’s electronic and paper based records as well as producing policy and providing corporate training in Records Management Awareness and the use of the Electronic Document and Records Management System.

Telecommunications

This function ensures the development, support and maintenance of Councils IP telephone system, mobile phone fleet and contact centre infrastructure.

Business Analysis

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In line with LEAN thinking, this function serves Council by analysing business processes from a technical perspective and recommending business process improvements for inclusion on the Information Systems Roadmap, ultimately resulting in significant efficiency gains and reduced costs.

Website Development and Maintenance

This function is closely tied to the Community Engagement Department and is responsible for the development and maintenance of Council’s website as well as alternative use sites such as social media controls. The website function assists Council to provide up-to-date and accessible information to the community.

Intranet Administration and Application Development

The corporate intranet is a key focus area responsible for development of custom applications and internal communications. Initiatives developed on the corporate intranet continue to assist Council in cost avoidance providing the flexibility to meet legislative changes and meeting corporate requirements.

Network Infrastructure and Security

This function ensures the reliability, stability and security of Council’s network and data. This is achieved through a variety of system administration tasks including hardware configuration changes, software upgrades and a security program outsourced to information security specialists.

Creative Design

The Creative Design function serves Council through the centralisation of consistent branding while providing professional graphic design support to reduce Council’s reliance on expensive consultancy. This function also supports Council’s community consultations through the creation of consultation materials, brochures, online surveys and administering the Engage Burnside software platform.


GIS and Mobile Computing Property Updates – To maintain Council’s property layer within 0.1% of Property System.

Percentage 99.9 30/06/2016

Mobile Solutions –Completing 90% of Mobile Solutions adopted in the information systems roadmap within the financial year providing weekly updates to stakeholders during development

Percentage 90 30/06/2016

Information Technology Projects and Support

Complete 95% of high priority IT projects outlined in the Information Systems financial year roadmap.


Respond to all logged IT requests within specified Request timeframes.


Information Management Score an average of 4.5 of 5 on the annual State Records survey.

Number 4.5 30/06/2016

Disseminate all incoming correspondence within one business day.


Telecommunications Ensure 99.99% uptime percentage 99.99 30/06/2016

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of Council’s phone and contact centre systems during business hours.

Business Analysis Improve business processes by implementing 3 time or cost saving initiatives

Number 3 30/06/2016

Website Development an... Provide up to date information to the public with a 99% uptime.


Intranet Administration and Application Development

Improve business processes by implementing 3 time or cost saving intranet initiatives

Number 2500 30/06/2016

Network Infrastructure and security

Maintain 99.99% uptime of all services during business hours.

percentage 99.99 30/06/2016

Creative Design Complete 100% of all online engagement and strategic design projects within prescribed timelines.


Function: GIS and Mobile Computing

Risk: Threat of unauthorised access to IT assets or information contained in themRisk Rating: Low

Function: Information Technology Projects and Support

Risk: Lack of established power users in key departments and for key applications resulting in less than optimal use of applications.


Function: Information Management

Risk: Threat of unauthorised access to IT assets or information contained in themRisk Rating: Low

Function: Telecommunications

Risk: Lack of mobile computing technologies Risk Rating: Low

Function: Business Analysis


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Function: Website Development and Maintenance

Risk: Declining vendor support for IT applicationsRisk Rating: Moderate

Function: Intranet Administration and Application Development

Risk: loss of corporate knowledgeRisk Rating:

Function: Network Infrastructure and Security

Risk: IT system failure Risk Rating: Moderate

Function: Creative Design



Position FTE Amount

Manager, Information Systems 1.0

IT Projects Coordinator 1.0

Network Administrator 1.0

GIS and Mobility Coordinator 1.0

Information Systems Officer (Helpdesk) 0.6

Team Leader Records 1.0

Information Management Compliance Officer 1.0

Information Management Officer 2.0

Creative and Digital Design 1.0


The Council

City of Burnside Elected MembersEmployees, Staff & Volunteers of the City of Burnside


Vendors

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ConsultantsAll visitors to Council’s website

Eastern Region Alliance Councils

Local Government IT Group

Various Records and IT User Groups

State Records

Action

Action: Complete all GIS and Mobile Solution projects as outlined in the Information Systems Roadmap


Tom Davey

Program Function: GIS and Mobile ComputingStrategic Direction: 1 - Our Integrated Urban Form and Living SpacesDesired Outcome: 1.6 - Fit for purpose and cost effective infrastructure that meets community needsApproach: 1.6.2 - Plan, maintain and deliver Council infrastructure and assets to the

required level of service and condition that meets the needs of the community now and into the future.


YesLack of mobile computing technologies


KPI: Mobile Solutions – Completing 90% of Mobile Solutions adopted in the information systems roadmap within the financial year providing weekly updates to stakeholders during development

Action

Action: Complete all Information Management projects as outlined in the Information Systems Roadmap


Kate Staples

Program Function: Information ManagementStrategic Direction: 4 - Our Leading Inclusive and Connected CouncilDesired Outcome: 4.5 - Cost effective, leading edge technologies that deliver efficient council


Yesloss of corporate knowledge


KPI: Maintain or improve upon the State Records Survey results.

Action

Action: Complete all Telecommunications projects as outlined in the Information Systems Roadmap

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Matthew Spearman

Program Function: TelecommunicationsStrategic Direction: 4 - Our Leading Inclusive and Connected CouncilDesired Outcome: 4.5 - Cost effective, leading edge technologies that deliver efficient council


No


KPI: Decrease in overall annual phone bill expenditure.

Action

Action: Complete all Intranet Administration and Application Development projects as outlined in the Information Systems Roadmap


Keshia Filipsons

Program Function: Intranet Administration and Application DevelopmentStrategic Direction: 4 - Our Leading Inclusive and Connected CouncilDesired Outcome: 4.5 - Cost effective, leading edge technologies that deliver efficient council


Yesloss of corporate knowledge


KPI: Develop solutions to save 2500 minutes per annum of employee time.

Action

Action: Complete all Website Development and Maintenance projects as outlined in the Information Systems Roadmap


Keshia Filipsons

Program Function: Website Development and MaintenanceStrategic Direction: 3 - Our Diverse Supportive, Happy and Healthy PeopleDesired Outcome: 3.4 - A community that can access a range of information, services and

opportunities that enhance their livesApproach: 4.3.1 - Regularly review, update and adopt leading governance, risk management


No


KPI: Provide up to date information to the public with a 99% uptime.

Action

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Action: Complete all Network Infrastructure and Security projects as outlined in the Information Systems Roadmap


Clinton Schmerl

Program Function: Network Infrastructure and SecurityStrategic Direction: 4 - Our Leading Inclusive and Connected CouncilDesired Outcome: 4.5 - Cost effective, leading edge technologies that deliver efficient council


YesThreat of unauthorised access to IT assets or information contained in them


KPI: Maintain 99.99% uptime of all services during business hours.

Action

Action: Provide Information Technology Support to Council's internal stakeholdersImplementation Officer/s:

Suzanne Freebairn

Program Function: Information Technology SupportStrategic Direction: 4 - Our Leading Inclusive and Connected CouncilDesired Outcome: 4.5 - Cost effective, leading edge technologies that deliver efficient council


No


KPI: Respond to all logged IT requests within specified Request timeframes.

Action

Action: Complete all Business Improvement projects as outlined in the Information Systems Roadmap


James Roberts

Program Function: Business AnalysisStrategic Direction: 4 - Our Leading Inclusive and Connected CouncilDesired Outcome: 4.7 - An empowered Council and Administration that is visionary and innovative

in meeting community needsApproach: 4.7.4 - Develop collaborative leadership and strong interdepartmental

relationshipsIs this Action a control or risk mitigation activity for an identified risk?

YesLack of established power users in key departments and for key applications resulting in less than optimal use of applications.


KPI: Improve business processes to save 2500 minutes per annum of employee time.

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ActionAction: Complete all core IT applications projects as outlined in the Information Systems

RoadmapImplementation Officer/s:

James Roberts

Program Function: Information Technology ProjectsStrategic Direction: 4 - Our Leading Inclusive and Connected CouncilDesired Outcome: 4.5 - Cost effective, leading edge technologies that deliver efficient council


No


KPI: Complete 95% of high priority IT projects outlined in the Information Systems financial year roadmap.

Action

Action: Complete all Information Systems administrative, strategic and policy projects as outlined in the Information Systems Roadmap


Matthew Spearman

Program Function: Information Technology ProjectsStrategic Direction: 4 - Our Leading Inclusive and Connected CouncilDesired Outcome: 4.3 - Delivery of good governance in Council businessApproach: 4.3.3 - Ensure internal structures and systems are continually reviewed


No


KPI: Complete 95% of high priority IT projects outlined in the Information Systems financial year roadmap.

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2015-16


2015-16Manager Name: Nicola Anning

Build organisational capacity and capability to enable the delivery of Council’s strategic directions through employing a disciplined approach that fosters a culture of accountability, achievement and a safe work environment.


Human Resource Management

The function of Human Resources is to provide consultancy and services to staff and Managers of Departments relating to policy and procedure, employee and industrial relations and recruitment.

Learning and Development

Develop, implement, conduct and monitor staff training programs including training needs analysis and compliance based training.This also includes the provision for leadership development.

Workforce Management and Operations

Develop and implementation of Council's Workforce Management Plan. Management of Council's legislative obligations and risk mitigation in relation to industrial and employee relations.

Change Management and Strategic Organisational Development

Implementation of cultural and organisational change within a framework of agreed change management.

Insurance

Management of Council’s insurance portfolio and any subsequent claims in order to cover all reasonably foreseeable insurable risks.

Work Health Safety and Risk Management

This function strives to implement and provide consultancy on best practice risk management through an integrated and systematic approach (inclusive of Work Health Safety) in liaison with key stakeholders.

Volunteer Coordination

The City of Burnside hosts a range of varied programs and services utilising the skills and talents of 462 volunteers.

45


Human Resource Management

Maintain an annual staff turnover rate between 8% to 15% of the Full-time Equivalent (FTE) position count.

percentage staff turnover

8 to 15 30/06/2016

All internally run recruitment and selection campaigns, as a result of staff turnover, to be filled within 12-weeks of vacancy advertisement.


100% 30/06/2016

All People and Culture policies and protocols to be reviewed and updated by their respective review dates


100% 30/06/2016

That PDR system is reviewed and updated and rolled out to all staff


100% 30/06/2016

Learning and Development

Staff attending organisational development training


80% 30/06/2016

That 100% of training budget is used and targeted for approved training


100% 30/06/2016

Workforce Managementand Operations

That all managers engage in the creation of a workforce plan and adhere to agreed structures

Completed workforce plan

100% 30/06/2016

Change Management and Strategic Organisational Development

Staff Climate Survey to be replaced by OCI/OEI to measure cultural change. Visual and measured improvement over the next 5 years can be seen

Measured improvement towards constructive styles are visually displayed

60% 30/06/2020

Organisational Change and restructure projects are implemented in line with agreed project objectives and deadlines


85% 30/06/2016

Organisational projects are implemented in line with Burnside Strategic Framework (People) 2014 - 2017


100% 30/06/2016

Insurance Annually review insurable risks to ensure appropriate coverage.

ongoing yes 30/06/2016

Work Health Safety and Risk Management

All Work Health Safety percentage 100 30/06/2016

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protocols and procedures to be reviewed and updated by their respective review date.

complete

Number of Work Health Safety and Injury Management Performance Standards for Self Insurers areas of non-compliance identified through audit to be less than 10%

percentage less than 10% 30/06/2016

Number of Risk Management Review Sections identified through audit at or above the Local Government metropolitan average

number 5 30/06/2016

Lost time injury frequency rates

number of claims per 250,000hours worked

4 30/06/2016

Volunteer Coordination All recommendations from the Volunteer Strategy/Baby Boomer Strategy are implemented by 2016.

Percentage implemented

100% 31/12/2016

Maintain the number of engaged volunteers at City of Burnside for 2015/16.

Number of volunteers

More than 400 30/06/2016

Function: Human Resource Management

Risk: Inability to recruit and retain appropriatel qualified staff and manage staff performanceRisk Rating: Moderate

Function: Learning and Development

Risk: Insufficient funds for training and development across BurnsideRisk Rating: Low

Function: Workforce Management and Operations


Function: Change Management and Strategic Organisational Development

Risk: Injury to WorkersRisk Rating:

Risk:

47

A significant, unplanned, adverse event presenting a threat to continuity of Councils critical functions or assets


Function: Insurance

Risk: A significant, unplanned, adverse event presenting a threat to continuity of Councils critical functions or assets


Function: Work Health Safety and Risk Management

Risk: A significant, unplanned, adverse event presenting a threat to continuity of Councils critical functions or assets


Risk:

Risk Rating:

Function: Volunteer Coordination

Risk: Compliance with legislative changes at state or federal levelRisk Rating: Low

Position FTE Amount

Manager, People and Culture 1

People and Culture Consultant 1

WHS and Risk Management Coordinator 1.0

Volunteer Coordinator 1.0

People and Culture Officer 0.8


The Council



Community

Unions


Office for State / Local Government Relations

48

Action

Action: All People and Culture Policies and Management Protocols (policies and procedures) to be reviewed and updated by their respective review dates.


Sandra GazzolaNicola Anning

Program Function: Human Resources Strategic Direction: 4 - Our Leading Inclusive and Connected CouncilDesired Outcome: 4.3 - Delivery of good governance in Council businessApproach: 4.3.1 - Regularly review, update and adopt leading governance, risk management


YesCompliance with legislative changes at state or federal level


KPI: All People and Culture protocols and procedures to be reviewed and updated by their respective review dates

Action

Action: Identify and provide relevant and timely training and development to employees which address legislative and business requirements.



Program Function: Learning and DevelopmentStrategic Direction: 4 - Our Leading Inclusive and Connected CouncilDesired Outcome: 4.4 - A respected organisation that is resilient, progressive and adaptable with a

culture that encourages well-being, learning and developmentApproach: 4.4.1 - Provide career development and learning opportunitiesIs this Action a control or risk mitigation activity for an identified risk?

YesInsufficient funds for training and development across Burnside


KPI: % target of staff attending organisational development training

Action

Action: PDR system is reviewed and updated and rolled out to all staff Implementation Officer/s:


Program Function: Human Resources Strategic Direction: 4 - Our Leading Inclusive and Connected CouncilDesired Outcome: 4.4 - A respected organisation that is resilient, progressive and adaptable with a


that recognises our corporate valuesIs this Action a control or risk mitigation activity

Yes

49

for an identified risk?Action Category: Business NeedAction Type: Operating

KPI: That PDRs are completed for all staff

Action

Action: Support managers with recruitment and induction processesImplementation Officer/s:


Program Function: Human Resources Strategic Direction: 4 - Our Leading Inclusive and Connected CouncilDesired Outcome: 4.4 - A respected organisation that is resilient, progressive and adaptable with a

culture that encourages well-being, learning and developmentApproach: 4.4.1 - Provide career development and learning opportunitiesIs this Action a control or risk mitigation activity for an identified risk?

YesInability to recruit and retain appropriatel qualified staff and manage staff performance


KPI: All recruitment and selection campaigns, as a result of staff turnover, to be filled within 12-weeks of vacancy notification.

Action

Action: Implement OCI/OEI to measure cultural change and staff acceptance of this change


Nicola AnningSandra Gazzola

Program Function: Change Management and Strategic Organisational DevelopmentStrategic Direction: 4 - Our Leading Inclusive and Connected CouncilDesired Outcome: 4.4 - A respected organisation that is resilient, progressive and adaptable with a



No


KPI: Staff Climate Survey to be replaced by OCI/OEI to measure cultural change and staff acceptance of this change. Visual and measured improvement over the next 5 years can be seen

Action

Action: Develop and implement Workforce PlanImplementation Officer/s:


Program Function: Workforce Management and Operations Strategic Direction: 4 - Our Leading Inclusive and Connected Council

50

Desired Outcome: 4.4 - A respected organisation that is resilient, progressive and adaptable with a culture that encourages well-being, learning and development

Approach: 4.4.4 - Foster a robust and dynamic workforce that promotes a supportive culture that recognises our corporate values


Yes


KPI: That all managers engage in the creation of a workforce plan and adhere to agreed structures

Action

Action: Review Council's insurance coverage in order to cover all reasonably foreseeable insurable risks


Stephen Smith

Program Function: Insurance Strategic Direction: 4 - Our Leading Inclusive and Connected CouncilDesired Outcome: 4.3 - Delivery of good governance in Council businessApproach: 4.3.1 - Regularly review, update and adopt leading governance, risk management


YesA significant, unplanned, adverse event presenting a threat to continuity of Councils critical functions or assets


KPI: Annually review insurable risks to ensure appropriate coverage.

Action

Action: Oversee implementation, monitoring and review of Business Continuity arrangements


Stephen SmithNicola Anning

Program Function: WHS and Risk ManagementStrategic Direction: 4 - Our Leading Inclusive and Connected CouncilDesired Outcome: 4.3 - Delivery of good governance in Council businessApproach: 4.3.1 - Regularly review, update and adopt leading governance, risk management


YesA significant, unplanned, adverse event presenting a threat to continuity of Councils critical functions or assets


KPI: Development of risk management framework and strategic directions plan

Action

Action: Develop, obtain approval for and implement Work Health and Safety and Injury Management Plan

51


Stephen SmithNicola Anning

Program Function: WHS and Risk ManagementStrategic Direction: 4 - Our Leading Inclusive and Connected CouncilDesired Outcome: 4.3 - Delivery of good governance in Council businessApproach: 4.3.1 - Regularly review, update and adopt leading governance, risk management


YesInjury to Workers


KPI: Number of Work Health Safety and Injury Management Performance Standards for Self Insurers areas of non-compliance identified through audit to be less than 10%

Action

Action: Undertake Change Management and Strategic Organisational DevelopmentImplementation Officer/s:


Program Function: Change Management and Strategic Organisational DevelopmentStrategic Direction: 4 - Our Leading Inclusive and Connected CouncilDesired Outcome: 4.4 - A respected organisation that is resilient, progressive and adaptable with a


that recognises our corporate valuesIs this Action a control or risk mitigation activity for an identified risk?Action Category: StrategicAction Type: Operating

KPI: Organisational projects are implemented in line with Burnside Strategic Framework (People) 2014 - 2017

Action

Action: Recognise the value of volunteer contributions through local awards, programs and recognition


Lisette BrunoNicola Anning

Program Function: Volunteer CoordinationStrategic Direction: 3 - Our Diverse Supportive, Happy and Healthy PeopleDesired Outcome: 3.2 - A vibrant and diverse community that has a strong sense of belongingApproach: 3.2.4 - Provide opportunities for people to connect and interact locallyIs this Action a control or risk mitigation activity for an identified risk?

No


52

KPI: Maintain the number of engaged volunteers at City of Burnside for 2015/16.

Action

Action: Implement the Volunteer Strategy/Baby Boomer StrategyImplementation Officer/s:

Lisette BrunoNicola Anning

Program Function: Volunteer CoordinationStrategic Direction: 3 - Our Diverse Supportive, Happy and Healthy PeopleDesired Outcome: 3.3 - A safe community that values and supports its peopleApproach: 3.3.1 - Encourage volunteerism in the communityIs this Action a control or risk mitigation activity for an identified risk?

No


KPI: All recommendations from the Volunteer Strategy/Baby Boomer Strategy are implemented by 2016.

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2015-16


2015-16Manager Name: Samantha Atkins

Provide high-level, quality, reliable Procurement and Fleet Management Services and support across Council, thereby ensuring value for money is achieved while the principles of probity, transparency, accountability and risk management are embraced and maintained.


Tendering and Quoting Services

Develop tender, quote and contract documentation. Provide resources and tools to internal customers to create quality specifications. Liaise with Contractors during tender and quote processes. Conduct tendering and quoting processes including maintaining evidence of processes and reasons for decisions.

Procurement and Contract Advice and Support

Provision of advice and support in all aspects of Procurement and Contracting activities including approaching the market and the appropriate procurement strategy for a good, work or service. Liaison with internal staff, legal providers, contractors and other stakeholders to minimise risk in procurement and contracting activities.

Procurement Framework

Evaluate and revise current documentation, including policies, management protocols, procedures, templates and resources.

Procurement Training and Education

Develop and source awareness and education resources. Deliver training and awareness for Council staff and Contractors. Provide resources and information to Contractors including education, where appropriate.

Implementation of Procurement Efficiencies and Industry Trends

Keep abreast of relevant innovations and apply where suitable. Identify efficiencies in procurement practices and related administrative processes to capture the most effective method of undertaking procurement activities.

Management of Light Fleet vehicles for Civic Centre

Maintain Light Fleet policies, protocols, procedures and templates, to strategically mange this asset. Conduct reviews of use and suitability of the Civic Centre light fleet to manage and maximise the deliverable service life of these assets, minimising risk and costs to Council.

54

Strategic Procurement

Identify opportunities for strategic alliances and introduction of innovations in procurement practices. Conduct analysis of category and spend information to maximise benefit of procurement activities.


Tendering and QuotingServices

Deliver savings of 1% of annual Council budget by the end of the 2015/16 financial year

percentage savings

1% 30/06/2016

Maintain 100% compliance for Procurement and Contracts staff with contract and process contract activities.


Procurement and Contract Advice and Support

Respond to requests for advice and support within expected timeframes.


Procurement Framework Review and/or update all relevant Procurement documentation by their respective review dates.


Undertake 6 monthly reviews of all non-review dated templates and resources.

percentage reviewed

100 30/06/2016

Undertake annual review of procurement and contracting structures.


100 30/06/2016

Procurement Training and Education

Develop and deliver Probity and Process training to relevant Council staff.

percentage of staff trained

100 31/12/2016

Identify and respond to training and education needs in a timely manner.


Implementation of Procur... Identify efficiencies in procurement processes and activities in a timely manner.

number 30/06/2016

Management of Light Fleet Vehicles for CivicCentre

Change over of Civic Centre light fleet vehicles by date on designated schedule to maximise the useful life and minimise costs.


Review and/or update relevant light fleet documentation by their respective review dates.


55

Respond to requests for advice and support within expected timeframes.


Strategic Procurement Complete a benchmarking project for major spend categories.


Conduct periodic spend analysis activities.

number 3 30/06/2016

Function: Tendering and Quoting Services

Risk: Unco-ordinated or insufficient tendering and quoting services resulting in incorrect process, not obtaining good value for money, exposure to investigations or complaints, and damages claims or purchasing Goods/Works/Services not fit for purpose

Risk Rating: Low

Function: Procurement and Contract Advice and Support

Risk: Inaccurate or insufficient advice resulting in incorrect processes or decisions leading to challenges to the process and decisions, incorrect purchases, value for money not being obtained, and possible investigations.

Risk Rating: Low

Function: Procurement Framework

Risk: Procurement Framework isn't kept up to date resulting in out of date practices, and procedures

Risk Rating: Low

Function: Procurement Training and Education

Risk: Non-existant, inaccurate, or insufficient training resulting in staff who are not aware of appropriate procurement or contract management practices

Risk Rating: Low

Function: Implementation of Procurement Efficiencies and Industry Trends

Risk: Efficiencies and Industry Trends are not identified or implementedRisk Rating: Low

Function: Management of Light Fleet vehicles for Civic Centre

Risk: Poorly managed Civic Centre vehicle assets resulting in increased costs, decreased utilisation of assets, vehicles not fir for purpose, and possible safety issues if factory recalls are not communicated.

Risk Rating: Low

Function: Strategic Procurement

Risk: Efficiencies and Industry Trends are not identified or implemented

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Risk Rating: Low

Position FTE Amount

Manager Procurement and Contracts 1

Procurement Officer 2


The Council



Contractors

Council Solutions

LGA Procurement

Procurement Australia

Industry Network Bodies

Legal Providers

Professional Association (Chartered Institute of Purchasing and Supply Australasia – CIPSA)

CIPSA Members

Other Local Government Procurement staff

ERA Councils

Local business

Various State Government Agencies

Action

Action: Conduct tendering and quoting processes for procurements over $15,000. This includes provision of an up to date suite of documentation, administration of online tendering and quoting systems, and maintaining all evidentiary records.


Samantha AtkinsDarren CampbellFrances Doyle

Program Function: Tendering and Quoting ServicesStrategic Direction: 4 - Our Leading Inclusive and Connected CouncilDesired Outcome: 4.3 - Delivery of good governance in Council businessApproach: 4.3.1 - Regularly review, update and adopt leading governance, risk management

and administrative practices

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No


KPI: Deliver savings of 1% of annual Council budget by the end of the 2015/16 financial year

Action

Action: Provide advice to staff on the most appropriate market approach to obtain best value for money, and provide resources and tools which enable staff to create specifications which accurately reflect the Goods, Works or Services required for Contracting.



Program Function: Procurement and Contract Advice and SupportStrategic Direction: 4 - Our Leading Inclusive and Connected CouncilDesired Outcome: 4.6 - A financially sound Council that is accountable, responsible and sustainableApproach: 4.6.4 - Provide sufficient resources to meet current and future needs of the

communityIs this Action a control or risk mitigation activity for an identified risk?

No


KPI: Respond to requests for advice and support within expected timeframes.

Action

Action: Provision of advice and support to internal staff on procurement and contracting activities including fostering and developing strong interdepartmental relationships.



Program Function: Procurement and Contract Advice and SupportStrategic Direction: 4 - Our Leading Inclusive and Connected CouncilDesired Outcome: 4.7 - An empowered Council and Administration that is visionary and innovative



No


KPI: Respond to requests for advice and support in a timely manner.

Action

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Action: Maintain industry intelligence and knowledge of business markets applicable to Local Government and City of Burnside in particular.



Program Function: Procurement and Contract Advice and SupportStrategic Direction: 4 - Our Leading Inclusive and Connected CouncilDesired Outcome: 4.3 - Delivery of good governance in Council businessApproach: 4.3.1 - Regularly review, update and adopt leading governance, risk management


No



Action

Action: Liaise with Contractors and other stakeholders to obtain information about procurement and contracting activities.



Program Function: Procurement and Contract Advice and SupportStrategic Direction: 4 - Our Leading Inclusive and Connected CouncilDesired Outcome: 4.7 - An empowered Council and Administration that is visionary and innovative

in meeting community needsApproach: 4.7.2 - Develop strong partnerships with our community, stakeholders and all

levels of government to achieve our visionIs this Action a control or risk mitigation activity for an identified risk?

No



Action

Action: Provide reports to the Leadership team on Procurement activities throughout Council.


Samantha AtkinsFrances Doyle

Program Function: Procurement and Contract Advice and SupportStrategic Direction: 4 - Our Leading Inclusive and Connected CouncilDesired Outcome: 4.6 - A financially sound Council that is accountable, responsible and sustainableApproach: 4.6.2 - Ensure the long-term sustainability of Council operations by monitoring

and comparing to peak body indicatorsIs this Action a control or risk mitigation activity for an identified

No

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risk?Action Category: Business NeedAction Type: Operating


Action

Action: Review and update the Council policy and Management Protocol documents, content of current resources for internal staff, Contractors, and other stakeholders for currency and applicability of information.



Program Function: Maintain and Revise the Procurement FrameworkStrategic Direction: 4 - Our Leading Inclusive and Connected CouncilDesired Outcome: 4.6 - A financially sound Council that is accountable, responsible and sustainableApproach: 4.6.4 - Provide sufficient resources to meet current and future needs of the


No


KPI: Undertake 6 monthly reviews of all non-review dated templates and resources.

Action

Action: Work with all areas of Council to ensure that the structures are in place to support all procurement and contracting activities, and source and/or develop awareness and education resources for procurement and contracting activities.



Program Function: Procurement Training and EducationStrategic Direction: 4 - Our Leading Inclusive and Connected CouncilDesired Outcome: 4.6 - A financially sound Council that is accountable, responsible and sustainableApproach: 4.6.4 - Provide sufficient resources to meet current and future needs of the


No


KPI: Undertake annual review of procurement and contracting structures.

Action

Action: Undertake gap analysis of training needs for procurement and contracting activities for internal staff.



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No


KPI: Identify and respond to training and education needs in a timely manner.

Action

Action: Facilitate or Deliver Procurement and Contract Management, and Probity and Process training programs to internal staff





No


KPI: Identify and respond to training and education needs in a timely manner.

Action

Action: Maintain membership of and participate in professional activities of industry professional association to receive updates within industry, and maintain membership of industry networks, both formal and informal..



Program Function: Identify and Implement Procurement Efficiencies and Industry TrendsStrategic Direction: 4 - Our Leading Inclusive and Connected CouncilDesired Outcome: 4.7 - An empowered Council and Administration that is visionary and innovative



No


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KPI: Maintain membership of formal and informal networks to enable awareness of changes and innovations in Procurement.

Action

Action: Identify and implement procurement industry trends and efficiencies, while maintaining the integrity of the procurement process for Council.



Program Function: Identify and Implement Procurement Efficiencies and Industry TrendsStrategic Direction: 4 - Our Leading Inclusive and Connected CouncilDesired Outcome: 4.7 - An empowered Council and Administration that is visionary and innovative



No


KPI: Maintain membership of formal and informal networks to enable awareness of changes and innovations in Procurement.

Action

Action: Evaluate and revise current light fleet documentation and resources, and maintain records for Civic Centre light fleet vehicles.


Darren CampbellSamantha Atkins

Program Function: Management of Light Fleet vehicles for Civic CentreStrategic Direction: 4 - Our Leading Inclusive and Connected CouncilDesired Outcome: 4.3 - Delivery of good governance in Council businessApproach: 4.3.1 - Regularly review, update and adopt leading governance, risk management


No


KPI: Review and/or update relevant light fleet documentation by their respective review dates.

Action

Action: Order, organise delivery of and disposal of light fleet vehicles at appropriate timeframes.


Darren Campbell

Program Function: Management of Light Fleet vehicles for Civic CentreStrategic Direction: 4 - Our Leading Inclusive and Connected CouncilDesired Outcome: 4.6 - A financially sound Council that is accountable, responsible and sustainableApproach: 4.6.4 - Provide sufficient resources to meet current and future needs of the

community

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No

Action Category: Business NeedAction Type: Capital

KPI: Change over of Civic Centre light fleet vehicles by date on designated schedule to maximise the useful life and minimise costs.

Action

Action: Liaise with Contractors/Suppliers to maintain knowledge of new and/or advantageous technologies in the light fleet industry.


Darren CampbellSamantha Atkins

Program Function: Management of Light Fleet vehicles for Civic CentreStrategic Direction: 4 - Our Leading Inclusive and Connected CouncilDesired Outcome: 4.7 - An empowered Council and Administration that is visionary and innovative



No



Action

Action: Collaborate with IT to develop a Procurement Request System on the IntranetImplementation Officer/s:

Samantha AtkinsMatthew Spearman

Program Function: Procurement and Contract Advice and SupportStrategic Direction: 4 - Our Leading Inclusive and Connected CouncilDesired Outcome: 4.5 - Cost effective, leading edge technologies that deliver efficient council


No



Action

Action: Conduct suitability review of Civic Centre light fleet vehiclesImplementation Officer/s:

Samantha AtkinsDarren Campbell

Program Function: Management of Light Fleet vehicles for Civic CentreStrategic Direction:

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4 - Our Leading Inclusive and Connected CouncilDesired Outcome: 4.6 - A financially sound Council that is accountable, responsible and sustainableApproach: 4.6.4 - Provide sufficient resources to meet current and future needs of the


No


KPI:

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2015-16


2015-16Manager Name: Louise Miller-Frost

The General Manager Community and Development Services provides leadership and management

oversight of community and development services and ensure that services and actions

are achieving delivery of Council's strategic directions. The Department also has functional responsibility

for Economic Development.






This function coordinates the delivery of the Divisional services in order to achieve the relevant Community Plan strategic directions including the monitoring, and progress reporting against key performance indicators and budgets. Manage the resolution of divisional service complaints as required.

Leadership

This function enhances the skills of and mentors key personnel within the Departments across the Division to facilitate development of personnel and succession planning.

Economic Development

Works with regional stakeholders to identify needs of the business community.

General Manager Support

Provide support to the General Manager, Community and Development Services through managing correspondence, administration and coordinating meetings within the division.


Management Oversight Strategic and Corporate Performance Reports relating to progress and


100 30/06/2016

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achievement of Community Plan (Strategic Plan) Success Indicators (objectives) are prepared and issued on time.

Community & Development Services capital and operating projects are delivered on time and within budget guidelines.

Percentage completed

90 30/06/2016

Leadership Completion of Performance Development Reviews within Division.


90 30/06/2016

CEO/GM PDR outcome reflects satisfactory or above performance.


Staff turnover rate within the Division.

Percentage 8-12 30/06/2016

Regular Community & Development Services leadership meeting undertaken.

Number 10-12 30/06/2016

Economic Development % of programmed initiatives completed.


General Manager Support Correspondence is managed in line with Council's Customer Service Policy


100 30/06/2016



Risk Rating: Low



Risk Rating: Low

Function: Economic Development

Risk: Increase in ratepayer demand for economic services or programs greater than capacity

or ability to respond.

Risk Rating: Low

Function: General Manager Support

Risk: No strategic risks identified for this function

66

Risk Rating: Low

Position FTE Amount

General Manager Community and Development Services 1

Executive Officer - General Manager Support 0.4


The Council




Community

ERA Councils

State and Federal departments

Action

Action: Provide periodic reports to the CEO and/or Council on the Division's progress towards achieving relevant section of Council's Community Plan


Louise Miller-Frost

Program Function: Management Oversight Strategic Direction: 4 - Our Leading Inclusive and Connected CouncilDesired Outcome: 4.7 - An empowered Council and Administration that is visionary and innovative



No


KPI: Strategic and Corporate Performance Reports relating to progress and achievement of Community Plan (Strategic Plan) Success Indicators (objectives) are prepared and issued on time.

Action

Action: Work with Department Managers to continually develop their skill sets and mentor them in order to enhance their performance


Louise Miller-Frost

Program Function: Leadership

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Strategic Direction: 4 - Our Leading Inclusive and Connected CouncilDesired Outcome: 4.4 - A respected organisation that is resilient, progressive and adaptable with a



No


KPI: satisfaction rating from staff survey about management

Action

Action: Undertake Economic Development initiativesImplementation Officer/s:

Louise Miller-Frost

Program Function: Economic DevelopmentStrategic Direction: 3 - Our Diverse Supportive, Happy and Healthy PeopleDesired Outcome: 3.1 - A range of businesses and organisations that increase vitality and wealth in

the City.Approach: 3.1.1 - Encourage the establishment of support networks for local businesses,

organisations and low-impact home based employmentIs this Action a control or risk mitigation activity for an identified risk?

No


KPI: % of programmed initiatives completed.

Action

Action: Provide and manage timely and concise correspondence (written, phone, etc) for General Manager, Community and Development Services


Helen Bortoluzzi

Program Function: General Manager SupportStrategic Direction: 4 - Our Leading Inclusive and Connected CouncilDesired Outcome: 4.3 - Delivery of good governance in Council businessApproach: 4.3.1 - Regularly review, update and adopt leading governance, risk management


No


KPI: Correspondence is managed in line with Council's Customer Service Policy

Action

Action: Provide all administrative support to General Manager, Community and Development Services

Implementation

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Officer/s: Helen Bortoluzzi



No



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2015-16


2015-16Manager Name: Jason Cattonar

Development Assessment and Compliance Services are undertaken in a consistent, professional and transparent manner and that our Development Plan is consistent with Council’s Strategic Plan and the 30 Year Plan. Ranger Services provide effective and professional parking control, animal management, bushfire management and other regulatory compliance services to the community.





Planning Assessment and Development Compliance

Town planners undertake professional, objective and consistent planning assessments leading to decisions, or recommendations to the Development Assessment Panel, and provide consistent and accurate advice to the community in relation to the Development Plan and the Development Act and Regulations.This function is also concerned with ensuring that development within the Council area is approved development, and that approved development is undertaken in accordance with all relevant approvals.

Building Assessment

Professional, objective and consistent building assessments, and provide consistent and accurate advice to the community in relation to the Building Code of Australia. The Building function is also responsible for regular inspection of building work and meeting various legislative compliance obligations.

Planning Policy

This function is concerned with ensuring that our Development Policy is consistent with the aspirations of our Strategic Plan and the 30 Year Plan.

Heritage

Provide professional, consistent and objective advice to the community and to planning staff in relation to planning applications of a heritage nature.

Development Administration

This function is concerned with ensuring the Department operates in a professional and efficient manner, and with providing professional, consistent and objective advice to the community about the development

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assessment process.

Eastern Health Authority

Seeks to ensure a safe and healthy community under the Public Health Act. This work is undertaken through the Eastern Health Authority. They are responsible for monitoring food safety and community health and provide immunisation and enforces sanitary conditions.

Ranger Services

Administer regulatory functions and ensure compliance in minimising bushfire risk, administer the Dog and Cat Management Act through the Animal Management Plan, and enhance the safety and amenity of the community through enforcement of parking regulations. Ranger Services also administer Council by-laws and compliance by making Orders under the Local Government Act.


Planning Assessment and DevelopmentCompliance

Applications decided within statutory timeframes


satisfaction rate via customer feedback surveys


Building Assessment Applications decided within statutory timeframes


Inspect 100% of new pools (80% within 2 weeks of notification, and 20% within 2 months)


Planning Policy Commencement of at least one Development Plan Amendment


100 1/04/2016

Heritage Referral reports for development applications made within 10 business days


Development Administrat... satisfaction rate via customer feedback surveys


Searches provided within statutory timeframes


Eastern Health Authority EHA produce an annual report on its activities

Number 1 30/06/2016

Ranger Services Bushfire management undertaken in accordance with the requirements of the Adelaide Mount Lofty Rangers Interim Bushfire Management Action Plan


72

Function: Planning Assessment and Development Compliance

Risk: Change in legislation requiring increase inspection to legislative targets which are not able to be meet with existing resources

Risk Rating: Low

Function: Building Assessment


Risk Rating: Low

Function: Planning Policy

Risk: Negative community sentimment about draft development plan amendments leading to non endorsement by Council


Function: Heritage


Risk Rating: Low

Function: Development Administration

Risk: No strategic risk identified for this function Risk Rating:

Function: Eastern Health Authority

Risk: Failure to deliver public health plan within agreed timeframeRisk Rating: Moderate

Function: Ranger Services


Risk Rating: Low

Position FTE Amount

Manager, City Development and Safety 1

Team Leader Development Administration 1

Team Leader Compliance 1

Team Leader Planning 1

Team Leader Building 1

Development Officer Planning 4

Development Officer Building 2

73

Development Officer Building Compliance 1

Administration Officer – Planning 1.0

Administration Officer – Building 0.8

Planning and Development Liaison Officer 1

Planner – Policy and Projects 1.4

Development Officer Compliance 1.0

Team Leader Ranger Services 1.0

Rangers 2.0

Rangers Administration 1.8


The Council


Engineering ServicesInformation ServicesFinanceOrganisational Development and GovernanceGovernance Procurement and ContractsCommunity EngagementOperations Services


Community

Ombudsman

Department of Planning Transport and Infrastructure

Department of Environment, Water and Natural Resources

Engineering consultants

Arborist consultants

Heritage Adviser

ERA Councils

Health Department

Eastern Health Authority

EPA

Dog and Cat Management Board

Local Government Association

All Pets

Animal Welfare League

74

RSPCA

Country Fire Service

NRM Board

Action

Action: Undertake Development Plan AssessmentsImplementation Officer/s:

Jason CattonarTheresa James

Program Function: Planning AssessmentStrategic Direction: 1 - Our Integrated Urban Form and Living SpacesDesired Outcome: 1.3 - Environmentally sustainable development which complements the City’s

characterApproach: 1.3.2 - Enhance the character, amenity, safety, and accessibility of the City

through promoting sympathetic and sustainable development.Is this Action a control or risk mitigation activity for an identified risk?

No


KPI: Applications decided within statutory timeframes

Action

Action: Provide advice and assistance to the community in relation to planning assessment


Jason CattonarTheresa James

Program Function: Planning AssessmentStrategic Direction: 1 - Our Integrated Urban Form and Living SpacesDesired Outcome: 1.3 - Environmentally sustainable development which complements the City’s



No


KPI: satisfaction rate via customer feedback surveys

Action

Action: Undertake Building Rules AssessmentsImplementation Officer/s:

Anthony Silvestri

Program Function: Building AssessmentStrategic Direction: 1 - Our Integrated Urban Form and Living SpacesDesired Outcome: 1.3 - Environmentally sustainable development which complements the City’s

character

75

Approach: 1.3.2 - Enhance the character, amenity, safety, and accessibility of the City through promoting sympathetic and sustainable development.


No



Action

Action: Undertake the Building Inspection program (in accordance with Council’s Building Inspection Policy).


Anthony Silvestri

Program Function: Building AssessmentStrategic Direction: 1 - Our Integrated Urban Form and Living SpacesDesired Outcome: 1.3 - Environmentally sustainable development which complements the City’s



No


KPI: Building inspection rate 90% of statutory requirements

Action

Action: Undertake compliance action in accordance with the (draft) Compliance/Enforcement Policy


Michael Walmesley

Program Function: Development ComplianceStrategic Direction: 1 - Our Integrated Urban Form and Living SpacesDesired Outcome: 1.3 - Environmentally sustainable development which complements the City’s



No


KPI: Undertake compliance in accordance with Compliance/Enforcement Policy.

Action

Action: Enhance functionality of the Planning and Building compliance register and ensure its maintenance


Michael Walmesley

76




No


KPI: Establishment of long-term compliance register by December 2013

Action

Action: Commencement of a Development Plan AmendmentImplementation Officer/s:

Jason CattonarWendy Hoare

Program Function: Planning PolicyStrategic Direction: 1 - Our Integrated Urban Form and Living SpacesDesired Outcome: 1.2 - A range of housing that meets the varying needs of the communityApproach: 1.2.1 - Encourage housing options to meet changing community needs, in

particular housing for the agedIs this Action a control or risk mitigation activity for an identified risk?

No


KPI: Commencement of at least one Development Plan Amendment

Action

Action: Maintain the Heritage Advisory Service.Implementation Officer/s:

Wendy Hoare

Program Function: HeritageStrategic Direction: 1 - Our Integrated Urban Form and Living SpacesDesired Outcome: 1.1 - Conservation and enhancement of the historic character of the CityApproach: 1.1.1 - Support the protection of the City's built and natural heritage, including

trees of significanceIs this Action a control or risk mitigation activity for an identified risk?

No


KPI: Referral reports for development applications made within 10 business days

Action

Action: Provide administrative support to the Development Assessment functionImplementation Lara Jones

77

Officer/s:Program Function: Development AdministrationStrategic Direction: 1 - Our Integrated Urban Form and Living SpacesDesired Outcome: 1.3 - Environmentally sustainable development which complements the City’s


through promoting sympathetic and sustainable development.Is this Action a control or risk mitigation activity for an identified risk?Action Category: LegislativeAction Type: Operating


Action

Action: Implementation of electronic DAP agendasImplementation Officer/s:

Jason Cattonar

Program Function: Process ImprovementStrategic Direction: 4 - Our Leading Inclusive and Connected CouncilDesired Outcome: 4.5 - Cost effective, leading edge technologies that deliver efficient council

services that benefit the communityApproach: 4.5.2 - Provide convenient and flexible service deliveryIs this Action a control or risk mitigation activity for an identified risk?Action Category: Service ImprovementAction Type: Capital

KPI: Full implementation of electronic DAP agendas

Action

Action: Progress action plan to proceed with electronic development records and archiving


Jason Cattonar



No

Action Category: Service ImprovementAction Type: Capital

KPI: Progress action plan to proceed with electronic development records and archiving.

Action

78

Action: Develop action plan to allow for electronic DA lodgementImplementation Officer/s:

Jason Cattonar



No

Action Category: Service ImprovementAction Type: Capital

KPI: Action plan developed to allow for electronic DA lodgement

Action

Action: Develop a Compliance/Enforcement Policy.Implementation Officer/s:

Michael WalmesleyJason Cattonar




No


KPI: Completion of Compliance/Enforcement Policy (including adoption by Council).

Action

Action: Monitor Eastern Health Authority services for City of Burnside contractImplementation Officer/s:

Jason Cattonar

Program Function: Environmental Health Strategic Direction: 3 - Our Diverse Supportive, Happy and Healthy PeopleDesired Outcome: 3.3 - A safe community that values and supports its peopleApproach: 3.3.3 - Maintain quality public and environmental health services to maximise

public safety and healthIs this Action a control or risk mitigation activity for an identified risk?

No


KPI: Report quarterly on EHA activities, producing four reports by June 2014..

Action

79

Action: Enlarge focus of the team to include educational approaches to complianceImplementation Officer/s:

Brenton Thomass

Program Function: Ranger Services Strategic Direction: 4 - Our Leading Inclusive and Connected CouncilDesired Outcome: 4.4 - A respected organisation that is resilient, progressive and adaptable with a



No


KPI: Develop and distribute advisory information on animal management, parking and bushfire prevention by June 2014.

Action

Action: Develop a partnership approach with schools to maximise safe parking in school zones


Brenton Thomass

Program Function: Ranger Services Strategic Direction: 3 - Our Diverse Supportive, Happy and Healthy PeopleDesired Outcome: 3.3 - A safe community that values and supports its peopleApproach: 3.3.3 - Maintain quality public and environmental health services to maximise


No


KPI: Provide schools with material for their newsletter once per term on safe parking

Action

Action: Undertake parking patrols and police parking restrictions Implementation Officer/s:

Brenton Thomass

Program Function: Regulatory Services Strategic Direction: 3 - Our Diverse Supportive, Happy and Healthy PeopleDesired Outcome: 3.3 - A safe community that values and supports its peopleApproach: 3.3.3 - Maintain quality public and environmental health services to maximise


No


KPI: Reduce complaints by 20% over 2012/13 figures by June 2014.

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Action

Action: Regulate private property to comply with clearance notices to minimise bushfire load.


Troy MartinBrenton Thomass

Program Function: Regulatory Services Strategic Direction: 2 - Our Protected and Valued EnvironmentDesired Outcome: 2.1 - Natural environments and watercourses protected and conserved in both

the Hills Face and the PlainsApproach: 2.1.1 - Undertake responsible bushfire management strategies to protect and

enhance the natural environment and propertyIs this Action a control or risk mitigation activity for an identified risk?

Yes


KPI: Ensure all relevant properties slashed and assessed prior to Fire Danger season (normally 1 December – varies dependent on CFS declaration of Fire Danger Season).

Action

Action: Administer Council’s regulatory responsibilities regarding dog and cat management


Brenton Thomass



No


KPI: Collect all due dog registrations

Action

Action: Administer Parking Permit System for residents and commercial propertiesImplementation Officer/s:

Brenton Thomass



No


81


KPI: Review the Residential Parking Permit system by June 2014 to ensure that Council has a contemporary policy in place.

82

2015-16


2015-16Manager Name: Leonie Scriven

The newly formed Community Connections Department delivers services and programs which enhance and foster community learning and development and provide targeted community wellness and lifestyle choice support services to the City of Burnside community. Community Learning provides a relaxed environment, in which our community can discover a world of informative and interesting information and have opportunities for interaction and life long learning through access to a diverse subject range and form of lendable materials, themed collections and special events and programs.Community Services delivers high quality support services and develops innovative programs in response to community needs, to support the wellness and lifestyle choices of Burnside's older and disabled community, in conjunction with the Federal Government MyAgedCare initiative. Community Development fosters the creation of community spirit, skills and resilience through providing accessible community facilities, community event support and other community programs and events, with local community organisations and the youth of the City being key focus groups.





Library Lending Services

The Burnside Library provides a comprehensive range of materials such as books, DVDS, Blu-rays, CDs, magazines, materials for the print disabled, newspapers, e-books, downloadable formats and for loan to provide for the recreational and informational needs of the community. The Library is part of the Public Libraries of South Australia One Card Library Management System and intends to join other public libraries in being able to provide a self service lending system through the implementation of RFID during this year.

Community Outreach Library Service

The Community Outreach Library Service visits members of the Library who are housebound or unable to access the Library for a variety of reasons and delivers materials to these people for their learning,

83

reading and general enjoyment.

Lifelong Learning Program

The Library provides life long learning training through the provision of relevant courses and materials to meet the needs of the community.

Local History Service

The Library provides a range of information in various formats on the history of the City of Burnside. Genealogy and family history groups are also active in a purpose built local history room where key resources can be freely accessed.

Early Childhood Development Program

The Early Childhood Development Program provides a range of high quality programs for young children, including "Storytime" and "Babychat". These programs are held in the Library to promote early literacy and encourage a culture of reading. The Library also offers school holiday and after-school programs for school aged children.

Toy Lending Service

The Burnside Toy Lending Library, provides toys of various styles for lending to the community to encourage early childhood learning and skills development.

Home Assist Service

Home Assist is funded by a Commonwealth Home Support Program Grant (CHSP) through the MyAgedCare initiative. It delivers services to eligible older residents and younger residents with a disability to support them to remain living safely in their homes. Services include home help, shopping, personal care, respite, minor home maintenance and modification and safety and security in and around the home. Home Assist also offers a range of broad range of social, fitness and educational activities and monthly community information sessions.

Eastern Region Men's Shed Program

The Eastern Region Men’s Shed Program is funded by CHSP and supported by City of Burnside. It is a socially inclusive centre based program which meets the individual needs of older men, including those with memory loss, living in three eastern region Councils. It provides, within a group setting, a meeting place for older men to socialise and work on projects either individually or as a group.

3Rs (Respite, Recreation & Revitalisation Program)

3Rs (Respite, Recreation & Revitalisation) Program is a flexible and innovative centre and community based program that assists participants to maintain or learn new skills that will give them confidence to remain active in, and connected to, their community. 3Rs is funded by CHSP and supported by the City of Burnside. It operates eight groups that meet weekly at locations across the eastern region of Adelaide.

Pepper Street Arts Centre and Community Arts

The PSAC is a major cultural hub of the City of Burnside. Supported by approximately 30 volunteers, it enables broad community involvement in and contact with, arts and cultural opportunities in a varied program of exhibitions and arts related activities. The Burnside Civic Centre Atrium space supports community groups, schools, cultural organisations and artists with the provision of a low cost central venue for arts and community showcases, with a community development focus.Local arts appreciation and support, community participation and development, positive local identity, social health and wellbeing, are key outcomes of these community arts based programs.

Community Events

The City of Burnside provides a range of high quality, entertaining, engaging and informative programs and events for the community such as cultural days, literacy author events, language classes, support for community events, youth focused events and other theme events that celebrate community diversity and social development. The program also provides assistance for community organisations using Burnside's community facilities.

Community Centres

Community Centres are hubs of activity, providing opportunities for people of all ages to enjoy diverse activities, meet new people and learn new skills. Over 40 volunteers provide a valuable service and support the community programs held in the various community centres managed by the City of Burnside.

Burnside Ballroom

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The Burnside Ballroom is a state heritage listed hire venue providing a unique atmosphere for a variety of events and private functions.

Community Grants and Sponsorships

The City of Burnside has a competitive Community Grants Scheme, for worthy community projects and provides financial, subsidy and in-kind support sponsorships to suitable local community groups which can demonstrate that their event contributes to the community development and wellbeing of our community in Burnside.

Youth Development Program

The Youth Development Program provides opportunities for young people aged between 12-25 years to participate in and contribute to their local community, to increase their knowledge and develop important skills. Youth Advisory Committee is a committee of local young people dedicated to representing young people’s voice on matters that affect them and planning events and program

Community Transport Program

Over 30 volunteers provide a convenient, regular and affordable method of shopping transport to vulnerable community members, through the provision and operation of a fleet of small buses. Buses are available for hire for social outings for both Burnside Community run programs and local not for profit groups.A volunteer based car service provides one-way transport, within a 10km radius of Civic Centre, to both hospital and medical appointments and some social activities.

Justice of the Peace Service

The City of Burnside provides a Justice of the Peace service for the community, which is staffed through the support of volunteer Justice of the Peace.

Community Connections Management and Service Delivery

The leadership team of Community Connections foster and promote community development, community services and community learning through development and enactment of key strategic initiatives, good governance, professional organisation management and leadership and continuous service improvement programs, as well as providing personalised support for key community initiatives.


Library Lending Services Operate in accordance with the Public Library Management System requirements


100% 30/06/2016

Maintain minimum of 1,000 Library visitors per day

Number of visits per day

1,000 30/06/2016

Maintain minimum of 600,000 loans per year

Number of loans per year

600,000 30/06/2016

Increase the number of registered borrowers per year from 25,000

Number of borrowers per year

More than 25,000

30/06/2016

Achieve 80% of positive feedback from members

Percentage achieved

80% 30/06/2016

Community Outreach Library Service

Maintain the number of residents serviced by the Community Outreach Library Service

Number of residents

340 residents 30/06/2016

Achieve 80% of positive feedback from clients

Percentage achieved

80% 30/06/2016

Lifelong Learning Program Achieve 80% of positive Percentage 80% of 30/06/2016

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feedback from customers who attended training sessions.

achieved feedback is positive

Local History Service Maintain local history collection to the required curatorial standard

Percentage of collection

100% 30/06/2016

Early Childhood Development Program

Maintain number of residents attending Babychat sessions

Number of residents

1,800 per year 30/06/2016

Achieve 80% of positive feedback from carers

Percentage achieved

80% 30/06/2016

Maintain the number of residents attending Story Time sessions

Number of residents

7,000 per year 30/06/2016

Achieve 80% of positive feedback from carers

Percentage achieved

80% 30/06/2016

Maintain the number of residents attending the School Holiday Program sessions

Number of residents

1,000 30/06/2016

Achieve 80% of positive feedback

Percentage achieved

80% 30/06/2016

Toy Lending Service Increase current Toy Lending Service membership from 660

Number of new members

More than 660 30/06/2016


Percentage achieved

80% 30/06/2016

Home Assist Service Meet CHSP minimum requirements for service outputs as per Funding Agreements

Percentage 100% 30/06/2016


Percentage achieved

80% 30/06/2016

Eastern Region Men's Shed Program

Meet CHSP minimum requirements for service outputs as per Funding Agreements

Percentage achieved

100% 30/06/2016


Percentage achieved

80% 30/06/2016

3Rs (Respite, Recreation... Meet CHSP minimum requirements for service outputs as per Funding Agreements

Percentage achieved

100% 30/06/2016


Percentage achieved

80% 30/06/2016

Pepper Street Arts Centre and Community Arts

Maintain volunteer staffing hours to a minimum of 38 hours/week.

Average hours per week

38 30/06/2016

Undertake a minimum of 20 exhibitions at Pepper

Number of exhibitions

20 30/06/2016

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St and Civic Centre Atrium per year.Achieve 80% of positive feedback from participants

Percentage achieved

80% 30/06/2016

Continue to deliver a variety of active learning arts based programs that meet community needs

Customer Satisfaction

Increase 30/06/2016

Community Events Number of community events and programs held

Number of events

Trending number

30/06/2016

Deliver a minimum of 30 events held in the library through the year

Number of events

30 30/06/2016

Community Centres Trend in community events and programs held in Burnside Community Centres

Number of events

Trending number

30/06/2016

Improve the service delivery and customer satisfaction with the Community Centres, as measured by 80% positive feedback

Percentage achieved

80% 30/06/2016

Trend in Community Centres booked / utilised

Percentage trend

Trending number

30/06/2016

Burnside Ballroom Number of community events and programs held in the Burnside Ballroom

Number of events

Trending number

30/06/2016

Community Grants andSponsorships

Develop a process by which sponsorship requests are considered


100% 30/06/2016

Develop a process by which Community Facility Room Hire Subsidy requests are considered


100% 30/06/2016

The Community Grants Scheme successfully delivered.

Scheme delivered on time and under budget

Delivered 30/06/2016

Youth Development Program

Number of activities for the youth focused programs in school holiday periods.

Number of participants

Trending number

30/06/2016

Achieve 80% of positive feedback from participants

Percentage achieved

80% 30/06/2016

Number of participants in the youth development programs

Number of participants

Trending number

30/06/2016

87

Achieve 80% of positive feedback from the Youth Advisory Committee members

Percentage achieved

80% 30/06/2016

Facilitate and develop a youth action plan, including broad community engagement, for integration into the Community Development Plan


100% 30/06/2016

Community Transport Program

Trend in usage of the Community Transport Bus Service programs

Number of users

Trending number

30/06/2016

Patronage of Volunteer Based Car Community Transport Service

Number of users

Trending number

30/06/2016


Percentage achieved

80% 30/06/2016

Justice of the Peace Service

Achieve 80% of positive feedback from customers

Percentage achieved

80% 30/06/2016

Community Connections ... Completion of Community Connections restructure and change management process

Percentage achieved

100% 30/06/2016

Achieve 85% of positive feedback from staff of Community Connections

Percentage achieved

85% 30/06/2016

Achieve 85% of positive feedback from Volunteers working with Community Connections

Percentage achieved

85% 30/06/2016

100% of Community Connections Services documented

Percentage achieved

100% 30/06/2016

Council adoption of the Community Development Strategy

Adoption achieved

100% 30/06/2016

100% of Community Connections forms and templates reviewed and current

Percentage achieved

100% 30/06/2016

100% of Community Connections Council Policies reviewed and current

Percentage achieved

100% 30/06/2016

Reduction in the number of workplace heath and safety related incidents reported

Percentage achieved

Reduced 30/06/2016

Complete Capital Projects by 30 June 2016 within 2.5% of the overall quarter 3 revised budget

Percentage achieved

Within 2.5% variance range

30/06/2016

88

Achieve 80% customer satisfaction for relevant services and programs delivered by Community Connections

Percentage achieved

80% 30/06/2016

Function: Library Lending Services

Risk: Changes to State Government Public Library Service funding model resulting in potential cost shifting from state to local government

Risk Rating: Low

Risk: Abusive customers threatening or harming staff members, resulting in upset staff, workcover claims, trauma or injury

Risk Rating: Low

Risk: After hours support mechanisms unavailable for staff creating situations where staff and/or patrons are unable to resolve issues including building management problems, technology failure, and security issues.

Risk Rating: Low

Risk: Failure to maintain library lending collection to desired community levelsRisk Rating: Low

Risk: High reliance on volunteers to ensure ongoing service or program deliveryRisk Rating: Moderate

Risk: Injury to a member of the public during event or visitRisk Rating: Low

Risk: Not implementing RFID as desired by the PLSARisk Rating: Moderate

Function: Community Outreach Library Service


Risk Rating: Low

Risk: Ageing Community Library Service Vehicle resulting in increased maintenance costs through to inability to service customers.

Risk Rating: Low

Function: Lifelong Learning Program


Risk Rating: Low

Risk: Courses, Programs or Services may not meet the needs desired by the community resulting in reduced attendance or requested service

Risk Rating: Low

89

Function: Local History Service

Risk: Hard copy local history documents deteriotating or being lost resulting in a failure to maintain a historical record or becoming in breach of the State Records Act 1997

Risk Rating: Low


Risk Rating: Low

Function: Early Childhood Development Program


Risk Rating: Low


Risk Rating: Low

Function: Toy Lending Service


Risk Rating: Low

Risk: Failure to maintain library lending collection to desired community levelsRisk Rating: Low

Function: Home Assist Service

Risk: Reduction in future Federal CHSP funding and the impact on staffing and services.Risk Rating: Moderate


Risk Rating: Low

Function: Eastern Region Men's Shed Program



Risk Rating: Low

Function: 3Rs (Respite, Recreation & Revitalisation Program)



Risk Rating: Low

90

Function: Pepper Street Arts Centre and Community Arts

Risk: Failure to explore and/or secure additional grant fundingRisk Rating: Moderate

Risk: Limited opportunities for program expansion (Youth and Pepper St / Community Arts)Risk Rating: Moderate



Function: Community Events


Risk Rating: Low


Risk: Providing sponsorships and subsidies with no formal budget Risk Rating: Moderate



Function: Community Centres


Risk Rating: Low





Risk Rating: Low

Function: Burnside Ballroom

Risk: After hours support mechanisms unavailable for staff creating situations where staff

91

and/or patrons are unable to resolve issues including building management problems, technology failure, and security issues.

Risk Rating: Low




Risk Rating: Low

Function: Community Grants and Sponsorships


Function: Youth Development Program


Risk Rating: Low


Risk: Limited opportunities for program expansion (Youth and Pepper St / Community Arts)Risk Rating: Moderate

Function: Community Transport Program



Function: Justice of the Peace Service


Function: Community Connections Management and Service Delivery

Position FTE Amount

Manager Community Connections 1

92

Team Leader Community Learning 1.0

Customer Experience Services Coordinator 1.0

Programming Services Coordinator 1.0

Collections and Acquisition Services Coordinator 1.0

Library Support 1.0

Library Officers 8.73

Library Events Officer 1.0

Toy Library Officer 0.5

Family Network Library Officer 0.7

Community Outreach Library Officers 1.47

Team Leader Community Services 1.0

CHSP Facilitator - In Home Support (externally funded) 1.0

CHSP Facilitator - Group Social Support (externally funded) 1.0

CHSP Program Administration Officers (externally funded) 3.0

Team Leader, Community Development 1

Community Centres Coordinator 1

Community Centres Officer 1

Youth Development Officer 1.0

Team Coordinator Pepper Street Arts and Youth 0.8

Exhibitions and Community Arts Coordination Officer 0.8

Community Arts Officer 0.6


The Council


Casual and Brokered Service Delivery Staff


Public Library Services

South Australian Public Library Network

Libraries Board of South Australia

Australian Library Information Association

Library Patrons

City of Burnside Residents

Residents families and carers

Visitors to the City of Burnside

93

Government Departments (State and Federal)Local Government Councils

Local Kindergartens, Primary and High Schools both public and private

Not for profit and charitable organisations

Suppliers and Contractors

Service Clubs and Community Groups

Local Commercial Businesses

Other Community Centres

Action

Action: Provide a relaxing, welcoming, helpful, supportive environment for people of all ages, with easy to find and use library facilities.


Lindy Burford

Program Function: Library Lending ServicesStrategic Direction: 3 - Our Diverse Supportive, Happy and Healthy PeopleDesired Outcome: 3.2 - A vibrant and diverse community that has a strong sense of belongingApproach: 3.2.3 - Encourage residents to participate in artistic, creative and lifelong learning

pursuitsIs this Action a control or risk mitigation activity for an identified risk?

YesHigh reliance on volunteers to ensure ongoing service or program delivery


KPI: Maintain 1000 Library visitors per day

Action

Action: Provide a dynamic and relevant collection of Library materialsImplementation Officer/s:

Lindy Burford



YesFailure to maintain library lending collection to desired community levels


KPI: Maintain the number of loans per year

Action

Action: Create a service and market the library service so as to increase the number of registered borrowers per year

94


Lindy Burford



YesFailure to maintain library lending collection to desired community levels


KPI: Increase the number of registered borrowers per year

Action

Action: Measure customer satisfaction through customer satisfaction survey forms, letters, compliment and complaints


Lindy Burford



YesCourses, Programs or Services may not meet the needs desired by the community resulting in reduced attendance or requested service


KPI: Achieve 80% of positive feedback from members

Action

Action: Support and operate in accordance with the Public Libraries Association Consortium including delivering the One Card Library Management System


Lindy Burford

Program Function: Library Lending ServicesStrategic Direction: 4 - Our Leading Inclusive and Connected CouncilDesired Outcome: 4.5 - Cost effective, leading edge technologies that deliver efficient council


YesChanges to State Government Public Library Service funding model resulting in potential cost shifting from state to local government

Action Category: Grant ApprovalAction Type: Capital - New or Upgrade

KPI: Operate in accordance with the Public Library Management System requirements

Action

95

Action: Provide a Community Outreach Library Service to residents of the City of Burnside.


Lindy Burford

Program Function: Community Outreach Library ServiceStrategic Direction: 3 - Our Diverse Supportive, Happy and Healthy PeopleDesired Outcome: 3.2 - A vibrant and diverse community that has a strong sense of belongingApproach: 3.2.3 - Encourage residents to participate in artistic, creative and lifelong learning


No


KPI: Maintain the number of residents serviced by the Community Outreach Library Service

Action

Action: Deliver and evaluate appropriate community training courses.Implementation Officer/s:

Lindy Burford

Program Function: Lifelong Learning ProgramStrategic Direction: 3 - Our Diverse Supportive, Happy and Healthy PeopleDesired Outcome: 3.2 - A vibrant and diverse community that has a strong sense of belongingApproach: 3.2.3 - Encourage residents to participate in artistic, creative and lifelong learning


No


KPI: Achieve 80% of positive feedback from customers who attended training sessions.

Action

Action: Facilitate the preservation of local history material and provide opportunities for the community to learn about Burnside's local history using this material


Lindy Burford

Program Function: Local History ServiceStrategic Direction: 3 - Our Diverse Supportive, Happy and Healthy PeopleDesired Outcome: 3.2 - A vibrant and diverse community that has a strong sense of belongingApproach: 3.2.2 - Encourage and support the sharing and celebration of cultural and social

diversity through local events and programsIs this Action a control or risk mitigation activity for an identified risk?

YesHard copy local history documents deteriotating or being lost resulting in a failure to maintain a historical record or becoming in breach of the State Records Act 1997


KPI: Maintain local history collection to the required curatorial standard

96

Action

Action: Deliver interesting Babychat sessions that meet the needs of the target client group


Lindy Burford

Program Function: Early Childhood Development ProgramStrategic Direction: 3 - Our Diverse Supportive, Happy and Healthy PeopleDesired Outcome: 3.2 - A vibrant and diverse community that has a strong sense of belongingApproach: 3.2.1 - Enhance the use of our community and cultural hubs as resource and

leisure centres to meet local needs and enliven activity, supporting all age groupsIs this Action a control or risk mitigation activity for an identified risk?



KPI: Maintain number of residents attending Babychat sessions

Action

Action: Deliver interesting Storytime sessions that meet the needs of the target client group


Lindy Burford

Program Function: Early Childhood Development ProgramStrategic Direction: 3 - Our Diverse Supportive, Happy and Healthy PeopleDesired Outcome: 3.2 - A vibrant and diverse community that has a strong sense of belongingApproach: 3.2.4 - Provide opportunities for people to connect and interact locallyIs this Action a control or risk mitigation activity for an identified risk?



KPI: Maintain the number of residents attending Story Time sessions

Action

Action: Deliver a exciting and appropriate the School Holiday Program that meets the needs of the client group


Lindy Burford

Program Function: Early Childhood Development ProgramStrategic Direction: 3 - Our Diverse Supportive, Happy and Healthy PeopleDesired Outcome: 3.2 - A vibrant and diverse community that has a strong sense of belongingApproach: 3.2.1 - Enhance the use of our community and cultural hubs as resource and




KPI: Maintain the number of residents attending the School Holiday Program sessions

97

Action

Action: Provide the Toy Library ServiceImplementation Officer/s:

Lindy Burford

Program Function: Toy Lending ServiceStrategic Direction: 3 - Our Diverse Supportive, Happy and Healthy PeopleDesired Outcome: 3.2 - A vibrant and diverse community that has a strong sense of belongingApproach: 3.2.1 - Enhance the use of our community and cultural hubs as resource and


No


KPI: Increase current Toy Lending Service membership

Action

Action: Provide innovative and desired Home Assist programs that meets the grant agreement requirements


Angela Morrison

Program Function: Home Assist ServiceStrategic Direction: 3 - Our Diverse Supportive, Happy and Healthy PeopleDesired Outcome: 3.4 - A community that can access a range of information, services and

opportunities that enhance their livesApproach: 3.4.1 - Facilitate and advocate for the provision of education, health and other

support services and resources to residents, particularly those most in need.Is this Action a control or risk mitigation activity for an identified risk?

YesReduction in future Federal CHSP funding and the impact on staffing and services.

Action Category: Grant ApprovalAction Type: Operating

KPI: Meet CHSP minimum requirements for service outputs as per Funding Agreements

Action

Action: Provide innovative and utilised Eastern Region Men's Shed program that meets the grant agreement requirements


Angela Morrison

Program Function: Eastern Region Men's Shed ProgramStrategic Direction: 3 - Our Diverse Supportive, Happy and Healthy PeopleDesired Outcome: 3.4 - A community that can access a range of information, services and

opportunities that enhance their livesApproach: 3.4.2 - Deliver and support integrated community services and programs to

create opportunities for all ages to participate in community life.Is this Action a control or risk mitigation activity for an identified risk?


Action Category: Grant Approval

98

Action Type: OperatingKPI: Meet CHSP minimum requirements for service outputs as per Funding

Agreements

Action

Action: Deliver a flexible, participant-led program that assists participants to form friendships, increase social networks and maintain or learn new skills that will


Angela Morrison

Program Function: 3R's (Respite, Recreation & Revitalisation Program)Strategic Direction: 3 - Our Diverse Supportive, Happy and Healthy PeopleDesired Outcome: 3.4 - A community that can access a range of information, services and




Action Category: Grant ApprovalAction Type: Operating

KPI: Meet CHSP minimum requirements for service outputs as per Funding Agreements

Action

Action: Ensure Pepper Street Arts Centre provides appropriate programs to the community and is viewed as a respected arts hub in the local community.


Theresa Brown

Program Function: Pepper Street Arts Centre and Community ArtsStrategic Direction: 3 - Our Diverse Supportive, Happy and Healthy PeopleDesired Outcome: 3.2 - A vibrant and diverse community that has a strong sense of belongingApproach: 3.2.3 - Encourage residents to participate in artistic, creative and lifelong learning


No


KPI: Maintain volunteer staffing hours to a minimum of 38 hours/week.

Action

Action: Provide opportunities for artists and community organisations to exhibit their work.


Theresa Brown


pursuitsIs this Action a control or risk

No

99

mitigation activity for an identified risk?Action Category: Business NeedAction Type: Operating

KPI: Minimum of 20 exhibitions undertaken at Pepper St and Civic Centre Atrium per year.

Action

Action: Support community interest in artistic pursuits and works though events and programs


Theresa Brown



No


KPI: Increase in community interest and participation in art through the staging of various events and programs.

Action

Action: Deliver and assist with the delivery of community events Implementation Officer/s:

Theresa Brown

Program Function: Community EventsStrategic Direction: 3 - Our Diverse Supportive, Happy and Healthy PeopleDesired Outcome: 3.2 - A vibrant and diverse community that has a strong sense of belongingApproach: 3.2.2 - Encourage and support the sharing and celebration of cultural and social




KPI: Increase the number of community events and programs held

Action

Action: Create a community connections events coordination group and support the library based events


Theresa Brown


100


No


KPI: Deliver a minimum of 30 events held in the library through the year

Action

Action: Create a community connections events coordination group and support the community centre events to encourage more users


Theresa Brown



No


KPI: Increase the number of community events and programs held

Action

Action: Seek to improve on customer and service delivery for bookings in the community centres.


Theresa Brown

Program Function: Community Centres Strategic Direction: 3 - Our Diverse Supportive, Happy and Healthy PeopleDesired Outcome: 3.2 - A vibrant and diverse community that has a strong sense of belongingApproach: 3.2.2 - Encourage and support the sharing and celebration of cultural and social




KPI: Improve on customer and service delivery for bookings in the community centres.

Action

Action: Provide a process for requests for sponsorships to be considered and for appropriate events and programs granted.


Theresa Brown

Program Function: Community Grants and SponsorshipsStrategic Direction: 3 - Our Diverse Supportive, Happy and Healthy People

101

Desired Outcome: 3.2 - A vibrant and diverse community that has a strong sense of belongingApproach: 3.2.2 - Encourage and support the sharing and celebration of cultural and social


Yes


KPI: Provide a process by which sponsorship requests are considered and where appropriate are granted.

Action

Action: Provide a process for requests for community room hire subsidy to be considered and for appropriate events and programs granted.


Theresa Brown

Program Function: Community Grants and SponsorshipsStrategic Direction: 3 - Our Diverse Supportive, Happy and Healthy PeopleDesired Outcome: 3.2 - A vibrant and diverse community that has a strong sense of belongingApproach: 3.2.2 - Encourage and support the sharing and celebration of cultural and social


Yes


KPI: Provide a process by which Community Facility Room Hire Subsidy requests are considered and where appropriate are granted.

Action

Action: Administer a Community Grants Scheme to encourage community development outcomes


Theresa Brown

Program Function: Community Grants and SponsorshipsStrategic Direction: 3 - Our Diverse Supportive, Happy and Healthy PeopleDesired Outcome: 3.2 - A vibrant and diverse community that has a strong sense of belongingApproach: 3.2.2 - Encourage and support the sharing and celebration of cultural and social


No


KPI: The Community Grants Scheme successfully delivered.

Action

Action: Deliver Youth Focused Programs including the Youth School Holiday ProgramImplementation Officer/s:

Theresa Brown

102

Program Function: Youth Development ProgramStrategic Direction: 3 - Our Diverse Supportive, Happy and Healthy PeopleDesired Outcome: 3.2 - A vibrant and diverse community that has a strong sense of belongingApproach: 3.2.1 - Enhance the use of our community and cultural hubs as resource and




KPI: Deliver activities for the youth focused programs in school holiday periods.

Action

Action: Review and increase the youth focused programs to meet desired needsImplementation Officer/s:

Theresa Brown

Program Function: Youth Development ProgramStrategic Direction: 3 - Our Diverse Supportive, Happy and Healthy PeopleDesired Outcome: 3.2 - A vibrant and diverse community that has a strong sense of belongingApproach: 3.2.2 - Encourage and support the sharing and celebration of cultural and social




KPI: Increase the number of participants in the youth development programs

Action

Action: Facilitate a Youth Advisory CommitteeImplementation Officer/s:

Theresa Brown

Program Function: Youth Development ProgramStrategic Direction: 3 - Our Diverse Supportive, Happy and Healthy PeopleDesired Outcome: 3.2 - A vibrant and diverse community that has a strong sense of belongingApproach: 3.2.4 - Provide opportunities for people to connect and interact locallyIs this Action a control or risk mitigation activity for an identified risk?



KPI: Achieve 80% of positive feedback from the Youth Advisory Committee members

Action

Action: Provide vulnerable community members with a convenient and affordable method of shopping transport through the provision and operation of small buses, driven by Volunteers.

Implementation

103

Officer/s: Theresa BrownProgram Function: Community Transport ProgramStrategic Direction: 3 - Our Diverse Supportive, Happy and Healthy PeopleDesired Outcome: 3.4 - A community that can access a range of information, services and



No


KPI: Increase usage of the Community Transport Bus service programs

Action

Action: Provide vulnerable community members with affordable and convenient car transport to medical appointments and social activities, supported by a small team of volunteer


Theresa Brown

Program Function: Community Transport ProgramStrategic Direction: 3 - Our Diverse Supportive, Happy and Healthy PeopleDesired Outcome: 3.4 - A community that can access a range of information, services and



No


KPI: Increase patronage of Volunteer Based Car Community Transport Service

Action

Action: Facilitate the hire of The City of Burnside Ballroom for appropriate community events and programs


Theresa Brown

Program Function: Burnside BallroomStrategic Direction: 3 - Our Diverse Supportive, Happy and Healthy PeopleDesired Outcome: 3.2 - A vibrant and diverse community that has a strong sense of belongingApproach: 3.2.1 - Enhance the use of our community and cultural hubs as resource and


No


KPI: Increase the number of community events and programs held in the Burnside Ballroom

104

Action

Action: Provide a Justice of the Peace ServiceImplementation Officer/s:

Theresa Brown

Program Function: Justice of the Peace ServiceStrategic Direction: 3 - Our Diverse Supportive, Happy and Healthy PeopleDesired Outcome: 3.4 - A community that can access a range of information, services and

opportunities that enhance their livesApproach: 3.4.1 - Facilitate and advocate for the provision of education, health and other

support services and resources to residents, particularly those most in need.Is this Action a control or risk mitigation activity for an identified risk?



KPI: Achieve 80% of positive feedback from customers

Action

Action: Develop the Community Development StrategyImplementation Officer/s:

Leonie Scriven

Program Function: Community Connections Management and Service DeliveryStrategic Direction: 4 - Our Leading Inclusive and Connected CouncilDesired Outcome: 4.3 - Delivery of good governance in Council businessApproach: 4.3.2 - Review services to ensure they meet community needs facilitating efficient

and effective outcomes of the Strategic PlanIs this Action a control or risk mitigation activity for an identified risk?

No


KPI: Council adoption of the Community Development Strategy

Action

Action: Deliver a successful restructure of the newly created Community Connections Department


Leonie Scriven

Program Function: Community Connections Management and Service DeliveryStrategic Direction: 4 - Our Leading Inclusive and Connected CouncilDesired Outcome: 4.3 - Delivery of good governance in Council businessApproach: 4.3.3 - Ensure internal structures and systems are continually reviewed


No


KPI: Completion of Community Connections restructure and change management

105

process

Action

Action: Foster a harmonious, safe, collaborative and communicative workplace environment and culture in the Community Connections Department


Leonie ScrivenLindy BurfordTheresa BrownAngela Morrison

Program Function: Community Connections Management and Service DeliveryStrategic Direction: 4 - Our Leading Inclusive and Connected CouncilDesired Outcome: 4.4 - A respected organisation that is resilient, progressive and adaptable with a



No


KPI: Achieve 85% of positive feedback from staff of Community Connections

Action

Action: Foster a harmonious, safe, collaborative and communicative workplace environment and culture in the Community Connections Department






No


KPI: Achieve 85% of positive feedback from Volunteers working with Community Connections

Action

Action: Foster a safe workplace environment and culture in the Community Connections Department



106




No


KPI: Reduction in the number of workplace heath and safety related incidents reported

Action

Action: Ensure Service Efficiency and Good Governance with appropriate Council Reports, Policy, Protocols, Procedures and Forms as relevant for Community Connections


Leonie Scriven

Program Function: Community Connections Management and Service DeliveryStrategic Direction: 4 - Our Leading Inclusive and Connected CouncilDesired Outcome: 4.3 - Delivery of good governance in Council businessApproach: 4.3.1 - Regularly review, update and adopt leading governance, risk management


No


KPI: 100% of Community Connections forms and templates reviewed and current

Action

Action: Document all Community Connections servicesImplementation Officer/s:

Leonie Scriven

Program Function: Community Connections Management and Service DeliveryStrategic Direction: 4 - Our Leading Inclusive and Connected CouncilDesired Outcome: 4.3 - Delivery of good governance in Council businessApproach: 4.3.2 - Review services to ensure they meet community needs facilitating efficient


No


KPI: 100% of Community Connections Services documented and costed

Action

Action: Manage the Community Connections Annual Operating Budget.

107


Leonie Scriven

Program Function: Community Connections Management and Service DeliveryStrategic Direction: 4 - Our Leading Inclusive and Connected CouncilDesired Outcome: 4.6 - A financially sound Council that is accountable, responsible and sustainableApproach: 4.6.4 - Provide sufficient resources to meet current and future needs of the


No


KPI: Complete Capital Projects by 30 June 2016 within 2.5% of the overall quarter 3 revised budget

Action

Action: Undertake customer satisfaction surveys for relevant services and programs delivered by Community Connections.


Leonie ScrivenTheresa BrownLindy BurfordAngela Morrison

Program Function: Community Connections Management and Service DeliveryStrategic Direction: 4 - Our Leading Inclusive and Connected CouncilDesired Outcome: 4.1 - Our community is actively engaged and involved in shaping the City’s futureApproach: 4.1.2 - Improve Council’s understanding of community views and our

performance as rated by the Burnside communityIs this Action a control or risk mitigation activity for an identified risk?



KPI: Achieve 80% customer satisfaction for relevant services and programs delivered by Community Connections

108

2015-16


2015-16Manager Name: Mary McDade

The Customer Service Department is the face and voice of Council and has a strong commitment to the delivery of exceptional service. The Customer Service Department provide the first point of contact for our customers which leads to a first and overall impression of Council. Being the starting point of the customer experience sets the scene for any further communication for the customer with Council.To improve the consistence and management of information. To foster and develop a strategic approach to the provision of customer service policies, programs and activities across the organisation.




Strategic 'B' CustomerWise Program

This program is designed to take the organisation on the journey of fostering a culture delivering excellence in service to our community and customers.

Customer Service

Delivers high quality responsive interactions with our residents and the general public through the customer service desk, call centre and cashiering roles.


Strategic 'B' CustomerWiseProgram

Review of Customer Request System


Customer Service Module Level 2 Completed


Customer Service Module Level 3 Completed


Customer Service Percentage 100 31/01/2019

109

Module Level 4 CompletedCustomer Service strategy integrated in Burnside Culture


Customer Service Number of calls answered in Call Centre

Number Trending Data 30/06/2016

80% Grade of Service achieved on a daily basis

Percentage Trending Data 30/06/2016

Number of transactions at the Front Desk


Number Customer Requests entered


Number of Centaman bookings for Parks, tennis courts etc.,


Function: Strategic 'B' CustomerWise Program

Risk: Organisations vision of fostering a culture delivering excellence in service not achieved Risk Rating: Moderate

Function: Customer Service

Risk: A focus on reactive communication rather than strategic communication Risk Rating: Moderate

Position FTE Amount

Manager Customer Service 1

Senior Customer Service Officer 1.0

Customer Service Officer 1.0






The Council


110


Residents, ratepayers and visitors

Media

Relevant SA Government Departments and Authorities

Other SA Councils


Community Groups

Regular hirers of Community Centre

Well Done after hours service

East Waste

Zero Waste SA

Jet Couriers

Action

Action: Drive and influence review of Customer Request Categories and associated workflows


Mary McDade

Program Function: Strategic 'B' CustomerWise ProgramStrategic Direction: 4 - Our Leading Inclusive and Connected CouncilDesired Outcome: 4.7 - An empowered Council and Administration that is visionary and innovative



YesOrganisations vision of fostering a culture delivering excellence in service not achieved


KPI: Review of Customer Request System

Action

Action: Support Departments to continue to work through various levels of the 'B' CustomerWise Program over the next 5 years


Mary McDade



relationshipsIs this Action a control or risk mitigation activity for an identified

YesOrganisations vision of fostering a culture delivering excellence in service not achieved

111

risk?Action Category: Service ImprovementAction Type: Operating

KPI: Customer Service strategy integrated in Burnside Culture

Action

Action: Accurate daily, weekly, monthly and quarterly reporting on how many calls received in the Call Centre


Mary McDade

Program Function: Customer Service Strategic Direction: 4 - Our Leading Inclusive and Connected CouncilDesired Outcome: 4.7 - An empowered Council and Administration that is visionary and innovative

in meeting community needsApproach: 4.7.5 - Encourage initiative and ownership for the Vision and Values of the

organisationIs this Action a control or risk mitigation activity for an identified risk?

No


KPI: Number of calls answered in Call Centre

Action

Action: Team to answer all incoming calls within 3 rings to achieve 80% Grade of ServiceImplementation Officer/s:

Vena FolinoMegha PandyaLyndall KennedyJoanna Hall




No


KPI: 80% Grade of Service achieved on daily basis

Action

Action: Create accurate reporting that shows the number of transactions undertaken at the front desk.


Mary McDade


112



No


KPI: Number of transactions at the Front Desk

Action

Action: Implement a buddying schedule and program for staff throughout organisation.Implementation Officer/s:

Vena Folino




No


KPI: Customer Service strategy integrated in Burnside Culture

Action

Action: Customer Service team to provide accurate, consistent, friendly and courteous at the front desk and in the call centre to both internal and external customers.


Vena FolinoMegha PandyaLyndall KennedyJoanna Hall




No


KPI: Number of transactions at the Front Desk

113

2015-16


2015-16Manager Name: Nigel Morris

The General Manager Urban Services provides leadership and management oversight of Urban Services (Asset, Engineering and Operations Services) that provides key services to the community in accordance with Council's strategic directions.The Department also undertakes the management of major capital strategic projects and proposals for Council, particularly those of high strategic risk and likely to involve significant Council investment. The department also formulates strategic policy and plans working across other Council business departments to effectively manage Council's open space, property, assets and infrastructure.






This function coordinates the delivery of divisional services in order to achieve relevant community and strategic plan directions including the monitoring, progress reporting against key performance indicators and budgets. Work collaboratively with the department managers and senior officers to plan and deliver key Council services. Manage the resolution of service complaints escalated from within divisional business.

Leadership

To provide effective leadership to the division and in particular the direct reports. This function enhances the skills of / and mentors key personnel within the division to develop and maintain an ethos of best practice leadership management and service delivery including the development of effective personnel and succession planning.

Strategic Project Management

This function involves providing effective leadership, management and oversight of a number of key major strategic projects and proposals as resolved by Council. The position is responsible for providing leadership to Council's project teams within resource constraints and in accordance with identified goals and objectives.

Urban Services Policy

115

This function involves preparing and delivering Council policy and plans in accordance with the Council strategic direction, in particular open space, waste management, property, asset and infrastructure management functions and services.

General Manager Support

Provide support to General Manager, Urban Services through managing correspondence, administration and coordinating meetings within the division.


Management Oversight Corporate Performance Reports are prepared and issued on time (Quarterly KPI Reporting, Departmental Programs and Departmental Achievement Reports) .


100 30/06/2016

Urban Services capital and operating projects are delivered on time and within budget guidelines.


90 30/06/2016

Leadership Divisional workforce reviews are undertaken including the completion of Performance Development Reviews.


90 30/06/2016

Regular Urban Services leadership meetings are undertaken.

Number 12 30/06/2016

Strategic Project Management

Delivery of Glenunga Reserve Community Hub within program.


100 31/12/2015

Progress to Council the Conyngham Street Depot Site Review by June 2016.

Timeframe Due date 30/06/2016

Develop the Civic Centre Master Plan to present to Council by June 2016.


Delivery of Glenunga Reserve Community Hub within 2.5% of Council approved budget.

Percentage Within 2.5% 31/12/2015

Urban Services Policy Progress to Council the Public Domain Streetscape Strategy by June 2016.


Develop a Property Acquisition and Disposal Plan by June 2016.


Contribute to developing service definitions and descriptions for Urban


116

Services Division.

General Manager Support Correspondence is managed in line with Council's Customer Service Policy


100 30/06/2016


Risk: No Strategic Risks identified for this functionRisk Rating: Low



Function: Strategic Project Management

Risk: Failure to deliver infrastructure that is safe and adequately fits the needs of users.Risk Rating: Moderate

Function: Urban Services Policy


Function: General Manager Support


Position FTE Amount

General Manager Urban Services 1.0

Strategic Project Officer 1

Executive Officer - General Manager Support 0.4


The Council


117


Service related consultants and contractors

Commonwealth and SA Government departments

Residents and Community Groups - users of all property, assets and infrastructure

Action

Action: Provide periodic reports to the CEO and/or Council on the Division's progress towards achieving relevant section of Council's Strategic Community Plan


Nigel Morris

Program Function: Management Oversight Strategic Direction: 4 - Our Leading Inclusive and Connected CouncilDesired Outcome: 4.7 - An empowered Council and Administration that is visionary and innovative



No


KPI: Corporate Performance Reports are prepared and issued on time (Quarterly KPI Reporting, Departmental Programs and Departmental Achievement Reports) .

Action

Action: Work with Department Managers to continual develop their skill sets and mentor them in order to enhance their performance.


Nigel Morris

Program Function: LeadershipStrategic Direction: 4 - Our Leading Inclusive and Connected CouncilDesired Outcome: 4.4 - A respected organisation that is resilient, progressive and adaptable with a



No


KPI: Divisional workforce reviews are undertaken including the completion of Performance Development Reviews.

Action

Action: Progress to Council the Conyngham Street Depot Site Review.Implementation Officer/s:

Barry Cant

118

Program Function: Strategic Project ManagementStrategic Direction: 1 - Our Integrated Urban Form and Living SpacesDesired Outcome: 1.6 - Fit for purpose and cost effective infrastructure that meets community needsApproach: 1.6.2 - Plan, maintain and deliver Council infrastructure and assets to the



No


KPI: Progress to Council the Conyngham Street Depot Site Review by June 2016.

Action

Action: Develop a Civic Centre Master Plan and present to CouncilImplementation Officer/s:

Barry Cant

Program Function: Strategic Project ManagementStrategic Direction: 1 - Our Integrated Urban Form and Living SpacesDesired Outcome: 1.4 - A range of high quality leisure and recreational opportunities and facilities

that foster healthy lifestyle pursuitsApproach: 1.4.1 - Ensure public spaces meet the future needs of our community and provide

for a variety of vibrant and inspirational opportunities, encouraging participation by the community.


No


KPI: Develop the Civic Centre Master Plan to present to Council by June 2016.

Action

Action: Develop a Property Acquisition and Disposal PlanImplementation Officer/s:

Barry Cant

Program Function: Urban Services Policy Strategic Direction: 1 - Our Integrated Urban Form and Living SpacesDesired Outcome: 1.6 - Fit for purpose and cost effective infrastructure that meets community needsApproach: 1.6.1 - Determine the social, economic and environmental infrastructure needs of

the communityIs this Action a control or risk mitigation activity for an identified risk?

No


KPI: Develop a Property Acquisition and Disposal Plan by June 2016.

Action

Action: Progress to Council to Public Domain Streetscape Strategy

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Barry Cant

Program Function: Urban Services Policy Strategic Direction: 1 - Our Integrated Urban Form and Living SpacesDesired Outcome: 1.5 - Sustainable, engaging and functional community public spaces and

streetscapes.Approach: 1.5.2 - Maintain and enhance streetscapes for improved amenity, character and

environmental outcomesIs this Action a control or risk mitigation activity for an identified risk?

No


KPI: Progress to Council the Public Domain Streetscape Strategy by June 2016.

Action

Action: Provide and manage timely and concise General Manager, Urban Services correspondence (written, phone, etc)


Helen Bortoluzzi



No



Action

Action: Provide all administrative support to General Manager, Urban ServicesImplementation Officer/s:

Helen Bortoluzzi



No



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2015-16


2015-16Manager Name: Magnus Heinrich

The City’s open space, recreational facilities including the George Bolton Swimming Centre, buildings and waste management services are fit for purpose and cost effectively managed in an environmentally sustainable manner.





Environmental Sustainability

The aim of this function is to achieve greater environmental sustainability of the City by increasing awareness of staff and community members; supporting the organisation to integrate best practice environmental and sustainability principles into all areas of business operations; enabling improved environmental outcomes across Council and the community.

Open Space Planning

The City’s open space forms part of our Urban Forest, open space planning includes managing the sporting and recreational needs of the community whilst preserving the environmental benefits offered by the retention of remnant vegetation and revegetation of degraded land. This planning activity is a continuing challenge in the context of changing climatic conditions and increasing demands by the community for structured use (sporting and community use) of the land.

Open Space and Landscape Projects

An outcome of the planning process is the delivery of projects to create new spaces or renew aging infrastructure to improve our open space for passive and recreational purposes. The Department undertakes landscape architecture and urban design activities to plan and design spaces that create functional and interesting environments to meet the needs of our community. They are involved with the concept of 'place', design quality, amenity and sustainability of built and natural outdoor environments.

George Bolton Swimming Centre

The administration and operations of this centre are managed through the Department.

The Department liaises closely with schools, community groups and residents to provide aquatic facilities

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suitable to all.

Recreation and Sport Planning

The City will continue to review the future demand of sporting and recreational activities though consultation with a broad range of stakeholders with the aim of providing cost effective functional facilities. Working with neighbouring Councils, Burnside will continue to minimise the duplication or over supply of facilities to ensure a mix of facilities within the region. Council will continue to pursue and develop opportunities for grant funding applications that assist and support sports and recreation activities and associated infrastructure developments.

Building and Property Management

This function strives for cost effective management of Council’s buildings and facilities including those that are leased or licensed to community and sporting groups. In order to maintain fit for purpose and efficient assets, a proactive maintenance program is undertaken as well as reactive or as needs maintenance and repairs.

Waste Management

The Department is primarily responsible for assisting in the management of domestic waste removal (green, recycling and refuse) contract and overseeing the hard waste collection program including education programs and development of promotional information to encourage reuse, recycling and to reduce waste going to landfill.


Environmental Sustainability

Partner with ERA Councils on Resilient East Program to complete the vulnerability assessment.

Percentage Complete

100 30/06/2016

Open Space Planning Complete Master Planning for Hazelwood Park and Kensington Gardens Reserve

Percentage Complete

100 30/01/2016

Open Space and Landscape Projects

Annual capital works program complete by 30 June 2016 within 2.5% of the budget.


George Bolton Swimming Centre

Monitor pool user numbers following the pool redevelopment.


Recreation and Sport Planning

Annual capital works program complete by 30 June 2016 within 2.5% of the budget.


Building and Property Management

Complete all community land revocations commenced in the previous year in accordance with Council resolutions and Ministerial approval.

Percentage Complete

100 30/06/2016

Ensure all buildings have detailed Asset Management Plans by the end of financial year.

Percentage complete

100 30/06/2016

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Develop and implement a new Property Acquisition and Disposal Strategy and gain approval from Council.

Percentage complete

100 31/12/2016

Waste Management Increase the diversion of hard waste from landfill from 5% to 35%.

Percentage Diverted

50 30/06/2016

Increase diversion of general kerbside waste collection from landfill from 57% to 62%.

Percentage Diverted

62 30/06/2016

Decrease the contamination rate of kerbside collected recyclables from 36% to 20%.

Percentage Contaminated

50 30/06/2016

Increase food organics recycling through kerbside organics collection from 5% to 7%.

Percentage Diverted

40 30/06/2016

Ensure waste service levels (as documented in service level agreement -SLA) meet Council's needs by annually reviewing service standards.

Percentage Complete

100 30/06/2016

Function: Environmental Sustainability

Risk: Not proactively adpating to climate change impacts Risk Rating: Moderate

Function: Open Space Planning

Risk: Failure to deliver and maintain infrastructure that is safe and adequately fits the needs of users


Function: Open Space and Landscape Projects

Risk: Council fails to maintain or improve the environment through the undertaking of its activities or operations


Function: George Bolton Swimming Centre



Risk:

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Loss of trust, faith or confidence in the services impacting upon customer relations Risk Rating: Moderate

Function: Recreation and Sport Planning

Risk: Loss of trust, faith or confidence in the services impacting upon customer relations Risk Rating: Moderate



Function: Building and Property Management



Function: Waste Management



Position FTE Amount

Manager Asset Services 1

Senior Project Officer 1

Projects Officer 1

Project Officer (Landscape) 1.0

Assets Officer 0.7

Senior Facilities Officer 1

Senior Property Officer 1.0

Building Management Officer 1

Team Leader Swimming Centre 1

Operations Coordinator Swimming Centre 1

Assistant Coordinator Swimming Centre 1

Customer Service Officer Swimming Centre 0.5


The Council


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Local, State and Federal Government Agencies as appropriate

Ratepayers and Residents Groups

Suppliers

Adelaide and Mount Lofty Ranges Natural Resources Management Board

Sporting Clubs

Businesses

Schools

Contractors

Community Groups

Eastern Region Alliance Councils

Service Groups

South Australian Local Government Association

Eastern Waste Management Authority

Highbury Landfill Regional Subsidiary

Action

Action: Implement the relevant Actions from the Environment and Biodiversity Strategy. Implementation Officer/s:

Melanie Spurling

Program Function: Environmental Sustainability Strategic Direction: 2 - Our Protected and Valued EnvironmentDesired Outcome: 2.2 - Sustainable use of natural resources, and minimisation of waste to address

climate changeApproach: 2.2.2 - Respond to the challenges of climate change and reduce our carbon

footprintIs this Action a control or risk mitigation activity for an identified risk?

YesCouncil fails to maintain or improve the environment through the undertaking of its activities or operations


KPI: Partner with ERA Councils on Resilient East Program to complete the vulnerability assessment.

Action

Action: Review the Community Land Management plans.Implementation Officer/s:

Magnus HeinrichJohn Draper

Program Function:

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Open Space Planning Strategic Direction: 1 - Our Integrated Urban Form and Living SpacesDesired Outcome: 1.4 - A range of high quality leisure and recreational opportunities and facilities

that foster healthy lifestyle pursuitsApproach: 1.4.2 - Create and facilitate access to diverse leisure, recreation and sporting

facilities and programs that are safe for people of all ages and abilities.Is this Action a control or risk mitigation activity for an identified risk?

No


KPI:

Action

Action: Complete the Master Plan for Hazelwood Park and Kensington Gardens ReserveImplementation Officer/s:

Barry CantMelanie SpurlingClaire Bottrall

Program Function: Open Space Planning Strategic Direction: 1 - Our Integrated Urban Form and Living SpacesDesired Outcome: 1.4 - A range of high quality leisure and recreational opportunities and facilities



No


KPI: Complete Master Planning for Hazelwood Park and Kensington Gardens Reserve

Action

Action: Maintain Swimming Centre OperationsImplementation Officer/s:

Ben Grant

Program Function: George Bolton Swimming Centre Strategic Direction: 1 - Our Integrated Urban Form and Living SpacesDesired Outcome: 1.4 - A range of high quality leisure and recreational opportunities and facilities



No


KPI: Monitor pool user numbers following the pool redevelopment.

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ActionAction: Undertake a review of terms and conditions of all leases and licencesImplementation Officer/s:

James Brennan

Program Function: Building and Property Management Strategic Direction: 1 - Our Integrated Urban Form and Living SpacesDesired Outcome: 1.6 - Fit for purpose and cost effective infrastructure that meets community needsApproach: 1.6.2 - Plan, maintain and deliver Council infrastructure and assets to the



YesLoss of trust, faith or confidence in the services impacting upon customer relations


KPI: Renew all leases and licences prior to expiration as appropriate.

Action

Action: Review of relevant Asset Management PlansImplementation Officer/s:

Magnus HeinrichScott Read




YesFailure to deliver and maintain infrastructure that is safe and adequately fits the needs of users


KPI: Ensure all buildings have detailed Asset Management Plans by the end of financial year.

Action

Action: Produce a Property Acquisition and Disposal Strategy by 30 June 2016.Implementation Officer/s:

Magnus HeinrichBarry Cant






127

Action Type: OperatingKPI: Develop and implement a new Property Acquisition and Disposal Strategy by

Council by 31 December 2014.

Action

Action: Facilitate trial of at call Hard Waste Collection ServiceImplementation Officer/s:

John Draper

Program Function: Waste Management Strategic Direction: 2 - Our Protected and Valued EnvironmentDesired Outcome: 2.2 - Sustainable use of natural resources, and minimisation of waste to address

climate changeApproach: 2.2.3 - Minimise the amount of waste to landfill and encourage reuse and

recyclingIs this Action a control or risk mitigation activity for an identified risk?

No


KPI: Increase the diversion of hard waste from landfill from 5% to 20%.

Action

Action: Undertake annual maintenance schedule for Council buildings Implementation Officer/s:

Scott Read




No


KPI: Ensure all buildings have detailed Asset Management Plans by the end of financial year.

Action

Action: Foster relationships with sports and community clubsImplementation Officer/s:

Magnus Heinrich

Program Function: Recreation and Sport Planning Strategic Direction: 3 - Our Diverse Supportive, Happy and Healthy PeopleDesired Outcome: 3.4 - A community that can access a range of information, services and


create opportunities for all ages to participate in community life.Is this Action a control or risk mitigation activity

No

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for an identified risk?Action Category: StrategicAction Type: Operating

KPI: Annual capital works program complete by 30 June 2016 within 2.5% of the budget.

129

2015-16


2015-16Manager Name: Kevan Delaney

The City’s engineering assets and infrastructure including, retaining walls, transportation and drainage

infrastructure, is fit for purpose and cost effectively managed in an environmentally sustainable manner.



Asset Planning

The Asset Planning function involves collecting, collating, storing and retrieving information and data on the capacity and condition of Council assets to formulate works plans and programs.

This function also works with the Finance Department on depreciation and asset valuation for assets and infrastructure within the Department’s responsibility and also assists with infrastructure information controlled by other Departments. In addition to maintaining the database, the team also maintains the Transportation and Drainage Infrastructure Asset Management Plans and coordinates or undertakes the collection of data for these asset classes.

Assistance is provided to other Departments for their asset groups.

Traffic Engineering

The Traffic Engineering section provides engineering expertise to inspect, identify and address parking, and traffic related safety and neighbourhood amenity issues. This function also manages strategic traffic analysis and traffic related issues, Transportation Planning, advocates for improved transit services, and driveway permits.

Civil Engineering Services

The Civil Engineering Services function provides engineering services primarily focussed on providing Transportation and Drainage infrastructure to meet Council’s strategic directions. The main activities include the following:

* Drainage Infrastructure and Watercourses Strategic planning, and design of Council’s underground drainage system, providing for sustainable and environmentally appropriate solutions wherever possible and practical. In addition the Department plans for local and regional flood mitigation issues, erosion management, and water sensitive urban design including potential stormwater harvesting. Typical activities not directly associated with delivering capital works include:- Reviewing watercourses for early erosion sites

131

- Liaising with residents on nuisance flooding issues- Reminding residents of, and helping them mitigate, nuisance and major flood risk

* Transportation Infrastructure The Transportation infrastructure is generally kerb and gutter, the road surface, the road pavement (the gravel under the sealed surface) and footpath assets. The Department will plan for and undertake construction as required to provide a transportation network.

* Easements and Road Reserve Land Management Engineering Services manages the City’s easements including the purchase or sale of land and road reserves either directly or through consultants or Council’s property officer. Council has accepted responsibility for numerous pipes within private property where easements do not exist and is proactively prioritising acquiring easements as needed to manage the risk.

*Public Lighting The Department plans, coordinates and delivers the public lighting infrastructure in reserves and on roads. Typical activities would include: - Coordinating repairs, assessing light spillage and insufficient light requests

* Development Assessment CommentsAnalyse internal referrals from an engineering perspective and provide comments and recommended conditions.

Capital Project delivery

Drainage, Transportation and Traffic Infrastructure program construction projects are typically undertaken through private sector contractors. The department plans and delivers the projects including specifying and assessing tenders, and contractor inductions and monitoring. Each year the team delivers approximately 200 discrete projects across five program areas with an approximate combined value of Six Million.


Asset Planning Review Asset Management Plans for Transport and Drainage by November 2016.


50 30/06/2016

Footpath defect data for major roads is collected annually (as per Footpath Policy).


100 30/06/2016

Footpath defect data for minor roads is collected by March 2017 (as per Footpath Policy).


100 30/03/2017

Future Capital works programs are prepared for the annual budget process

Date Due Date 18/12/2015

Traffic Engineering Complete community consultation for the Traffic Calming Program.


100 30/06/2016

Complete design for the current year's Traffic Calming capital works program.


100 28/04/2016

Civil Engineering Services Actively participate in the Eastern Region

Number of meetings

4 30/06/2016

132

Alliance's Aquifer Storage and Recovery project meetings.

Review 25% of the City’s easements annually over 4 years.


25 30/06/2018

Capital Project delivery Complete the capital works program by 30 June 2016 within 2.5% of the overall quarter 3 revised budget

Percentage Within 2.5% variance range

30/06/2016

Function: Asset Planning

Risk: Failure to deliver and maintain infrastructure that is safe and adequately fits the needs of

users


Risk: Not securing sufficient funding to meet the operational and capital replacement costs of

assets


Function: Traffic Engineering


users


Function: Civil Engineering Services

Risk: Council successfully sued for a footpath trip due to lack of due diligence

Risk Rating: Low


users


Function: Capital Project delivery

Risk: Not securing sufficient funding to meet the operational and capital replacement costs of

assets


Position FTE Amount

Manager, Engineering Services 1.0

Principal Traffic Engineering Officer 1.0

Senior Asset Engineer 1.0

Engineering Technical Officer 1.0

133

Senior Civil Technical Officer 1.0

Technical Officer Traffic and Assets 0.8

Principal Civil Engineer 1.0

Civil Technical Officer 0.8


The Council




Local, State and Federal Government organisations particularly the Department of Planning, Transport, and Infrastructure

Residents

Developers

Action

Action: Undertake an in-depth review of Council's Transportation and Drainage Asset Management Plans to ensure they add value to the service provision


Kevan Delaney

Anthony Kalogerinis

Shaun Smith

Program Function: Asset Planning Strategic Direction: 1 - Our Integrated Urban Form and Living SpacesDesired Outcome: 1.6 - Fit for purpose and cost effective infrastructure that meets community needsApproach: 1.6.1 - Determine the social, economic and environmental infrastructure needs of

the communityIs this Action a control or risk mitigation activity for an identified risk?

Yes

Failure to deliver and maintain infrastructure that is safe and adequately fits the needs of users


KPI: Review Asset Management Plans for Transport and Drainage by November 2016.

Action

Action: Undertake regular footpath defect and condition inspections and informing the maintenance service providers


Anthony Kalogerinis

Shaun Smith

Program Function: Asset Planning Strategic Direction: 1 - Our Integrated Urban Form and Living Spaces

134

Desired Outcome: 1.6 - Fit for purpose and cost effective infrastructure that meets community needsApproach: 1.6.2 - Plan, maintain and deliver Council infrastructure and assets to the



YesCouncil successfully sued for a footpath trip due to lack of due diligence


KPI: Footpath defect data for major roads is collected annually (as per Footpath Policy).

Action

Action: Assess and issue Section 221 Authorisations as required, especially access (driveway) construction


Shaun Smith

David Hayes

Program Function: Traffic Engineering Strategic Direction: 1 - Our Integrated Urban Form and Living SpacesDesired Outcome: 1.6 - Fit for purpose and cost effective infrastructure that meets community needsApproach: 1.6.2 - Plan, maintain and deliver Council infrastructure and assets to the



No


KPI: Section 221 Authorisations are issued as required and within appropriate response times.

Action

Action: Develop robust, defensible and integrated future works programs that represent good value and low life cycle cost


Kevan Delaney

Anthony Kalogerinis

Program Function: Asset Planning Strategic Direction: 1 - Our Integrated Urban Form and Living SpacesDesired Outcome: 1.6 - Fit for purpose and cost effective infrastructure that meets community needsApproach: 1.6.2 - Plan, maintain and deliver Council infrastructure and assets to the



Yes



KPI: Future Capital works programs are prepared for the annual budget process

135

ActionAction: Customer enquiries and requests are addressed in a timely and professional

manner.Implementation Officer/s:

David Hayes

Shaun Smith

Andrew Strauss

David Kenworthy

Jagath Pathirana

Program Function: Traffic Engineering Strategic Direction: 1 - Our Integrated Urban Form and Living SpacesDesired Outcome: 1.7 - An effective transport network that supports safe and efficient movement,

connecting people and places.Approach: 1.7.1 - Plan and implement appropriate local traffic management to enhance

safety and neighbourhood amenityIs this Action a control or risk mitigation activity for an identified risk?

No


KPI: Complete community consultation for the Traffic Calming Program.

Action

Action: Local Area Traffic Management plans are developed and implemented for Beulah Park and Kensington Park.


David Hayes


connecting people and places.Approach: 1.7.3 - Advocate for safe and reliable public and community transport linkages to

local shopping, health providers and service clubsIs this Action a control or risk mitigation activity for an identified risk?

No


KPI: Complete community consultation for the Traffic Calming Program.

Action

Action: Plan for and provide a functional and efficient Local and Regional Transportation Network.


David Hayes



safety and neighbourhood amenityIs this Action a Yes

136

control or risk mitigation activity for an identified risk?



KPI: Complete design for the current year's Traffic Calming capital works program.

Action

Action: Assess and address traffic safety and amenity, parking, and Transportation issues as they arise in a holistic and city wide manner


David Hayes

Kevan Delaney



safety and neighbourhood amenityIs this Action a control or risk mitigation activity for an identified risk?

No


KPI: Complete design for the current year's Traffic Calming capital works program.

Action

Action: Work with other Councils to provide cost effective services for Burnside, including the ASR project and the Eastern Region Urban Stormwater Plan


Kevan Delaney

Program Function: Civil Engineering Services Strategic Direction: 1 - Our Integrated Urban Form and Living SpacesDesired Outcome: 1.6 - Fit for purpose and cost effective infrastructure that meets community needsApproach: 1.6.2 - Plan, maintain and deliver Council infrastructure and assets to the



No


KPI: Actively participate in the Eastern Region Alliance's Aquifer Storage and Recovery project meetings.

Action

Action: Provide a risk managed, functional and effective rainwater drainage network to service levels.


David Kenworthy

Jagath Pathirana

Program Function: Civil Engineering Services

137

Strategic Direction: 1 - Our Integrated Urban Form and Living SpacesDesired Outcome: 1.6 - Fit for purpose and cost effective infrastructure that meets community needsApproach: 1.6.2 - Plan, maintain and deliver Council infrastructure and assets to the



Yes



KPI: Review 25% of the City’s easements annually over 4 years.

Action

Action: Ensure Council’s infrastructure assets are fit for purpose, guided by Council's Strategic Plans and relevant information


Kevan Delaney

David Hayes

David Kenworthy

Shaun Smith

Program Function: Civil Engineering Services Strategic Direction: 1 - Our Integrated Urban Form and Living SpacesDesired Outcome: 1.6 - Fit for purpose and cost effective infrastructure that meets community needsApproach: 1.6.2 - Plan, maintain and deliver Council infrastructure and assets to the



No


KPI:

138

2015-16


2015-16Manager Name: Mario Catalano

Ensure that the City’s urban spaces including; assets, parks, reserves and roadways, are fit for purpose and appropriately maintained for the use and benefit of the community.





Arboriculture Maintenance Program

Ensure the City’s street and reserve trees are maintained cost effectively utilising best practice arboriculture techniques to maximise their full potential whilst providing a safe and vibrant environment.Core activities for the management of the City’s trees include the planting, maintenance and removal of trees in accordance with the Urban Tree Management Strategy, which includes the management of the City’s vast remnant, Regulated and Significant Tree stock.

City Clean Program

Ensure the City’s streetscapes and open spaces are cleaned cost effectively in order to promote an environment free from litter and debris as far as practical whilst also responding to emergency and risk issues. Core activities associated with this function include the following:- Road and footpath sweeping. - Cleaning of public spaces including reserves, parks, walkways / laneways / car parks.- Seasonal leaf litter removal programs.- Side entry pit cleaning. - Storm damage response, silt and gross pollutant trap maintenance, trash rack cleaning, and water

sandbagging.- Drainpipe and creek clearance.- Council’s litterbin collection service, including bin installation and repair.- Graffiti removal. - Quick response for emergency cleaning needs. - Illegal rubbish removal.- Letter box drops – residents.- Bus shelters – cleaning.- Deceased animals - collection and disposal.

139

- Civic Centre deliveries and other miscellaneous tasks.

Parks Maintenance Services

Ensure the City’s parks and reserves are maintained cost effectively for Community use. This function provides for the maintenance of the City’s parks, reserves, sports grounds and landscape traffic devices including roundabouts and street verges. These activities include:- General horticultural duties.- Mulching, pruning, mowing, fertilising and general gardening duties.- Weed spraying, turf management.- Maintaining park furniture, barbeques, and playgrounds.- Sportsground renovation work; coring, fertilising and topdressing.- Irrigation maintenance and water consumption management.- Tusmore Park wading pool operation and maintenance.

Civil Maintenance Program

Ensure the City’s footpaths and roads are maintained cost effectively to a safe and acceptable Council standard. This function ensures that the City’s road and footpath infrastructure is maintained through minimising risk issues and prolonging asset life. The core activities include:- Footpath network repair and maintenance. - Road network maintenance and minor upgrade. - Kerb and water table network maintenance and repair.- Stormwater network maintenance and repair.- Privately funded works and work for other Council departments.- Verge upgrades (providing loam for grass verges).Traffic control devices minor repair and maintenance.- Assist with street furniture installation and maintenance. - Maintenance of bus shelters.- Storm damage response; sandbagging; bleeding bitumen roads.The majority of work plans are reactive, generated through inspection, community notifications, and footpath audits.

City Safe Maintenance Program

Ensure the City’s streets and reserves signage is in accordance with appropriate regulations and Council requirements.

The core activities for this function include:- The maintenance, repair and replacement of all Council signs including regulatory, directional, informative and name / street signs. - Community event support (e.g. Australia Day, Christmas Carols in the Park).- Street and park furniture maintenance (repair and replacement).- Asset repair (e.g. footbridges).- Tennis courts nets, fencing and other structures (repair and replacement).- Traffic signal alert trailer placement around City.- Temporary traffic signage. - General light steel fabrication. - Depot store management and safety equipment.- Work for other departments as required.

Conservation and Land Management

Ensure the City’s vegetation is environmentally sustainable by introducing and maintaining local indigenous flora throughout Council’s established open space reserve network. The aim is to expand and promote local indigenous flora and fauna to the broader community, contractors and other staff. This function also includes the remediation of Council’s Hills Face reserves network and identifying opportunities to link Hills Face reserve trails. The core activities of the Conservation and Land Management program are:- To improve and maintain the species diversity, habitat value and aesthetics of urban biodiversity sites. - Conserve and improve vegetation and habitat quality in hills face reserves and manage to achieve agreed fire fuel load objectives.- Develop and maintain management access trails and recreational walking trails in hills face reserves.- To advise parks staff, contractors, community groups and residents on the use of local plants in landscapes.- To propagate local plants for local projects, ensuring that locally rare and endangered species are secured.- The Urban Biodiversity field team manages 15ha of urban sites including restored creek, woodland and grassland and diverse planted sites. They also manage the council nursery and propagate up to 25,000

140

plants per year for council and community projects.- Vegetation works over approximately 150ha of reserve land in the hills face areas is undertaken by contract.

Workshop

Ensure the maintenance, including servicing and mechanical repair, of Council’s Operations Services Light Fleet, Major and Minor Plant is managed cost effectively. Other activities associated with this function include overseeing / assisting: - Mechanical related contractors and contract work. - Warranty claims. - Procurement of plant including parts and accessories

Contract Management

Ensure the effective contract management of various contracts supporting Operations Services maintenance plans including:- Weed spraying contract.- Tall tree maintenance and removal contract.- Tree stump removal contract.- Line marking contract.- Rural road maintenance contract.- Playground inspections contract.- Sports field audits contract.- Vegetation management and urban biodiversity contract.

Operations Management and Administration

Ensure the efficient and effective management of Depot Operations that meet Council’s strategic directions and are in accordance with all relevant legislation and regulations. This function includes:- Customer service.- Depot and office administration.- Records management.- Work Health and Safety management.- Technical compliance management of Council infrastructure.

Graffiti Program

Thirteen dedicated volunteers work in small teams to reduce the number of graffiti incidences in the community. Their rapid removal response to identified graffiti reports discourages further graffiti activity.


Arboriculture Maintenance Program

Responding to Customer Requests – achieving 90% completion of Arboriculture customer requests by the end of the financial year.


High Risk Trees Program – 100% completed.


Moderate Risk Program –25 % completed


Tree Planting Program –program completed within the financial year.


Footpath and Road Vegetation Clearance Program


Water sprouts (Suckers) removal Program


141

City Clean Program Responding to Customer Requests - achieve 90% completion target within response times.


Street Sweeping –program completed within financial year


Footpath Sweeping –program completed within financial year Illegal Rubbish Collection


Illegal Rubbish Collection – All illegal dumping removed within response times.


Drainage Pit Clearance Program


Leaf Litter Programs percentage 100 30/06/2016

Parks Maintenance Services

Responding to Customer Requests - achieve 90% completion target within the financial year.


Water consumption –maintain (IPOS) Irrigation Efficiency Index (between 0.8 – 1.2)

number 0.8-1.2 30/06/2016

Verge Grass Cutting –program completed within financial year

number of cycles

5 30/06/2016

Weed Spraying –program completed within financial year.


Oval Maintenance – less than 20% monthly high risk notifications from monthly oval inspections.

percentage less 20% 30/06/2016

Tusmore Wading Pool –meets relevant Standards


100 30/06/2016

Civil Maintenance Program Responding to Customer Request - achieving 90% completion within response times


City Safe Maintenance Program

Responding to Customer Request – achieve 90% completion within response times


Conservation and Land Management

Nursery Program – At least 10,000 plants propagated for local projects and for distribution to residents by end of financial year.

number 10000 30/06/2016

Urban Biodiversity percentage 90 30/06/2016

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Program – Maintain 10ha of core urban biodiversity site area meeting 90% of Conservation and Land Management audit standards.Hills Face Conservation and Land Management Program – Overall fire fuel loadings maintained at levels determined by Fire Prevention Officer.


Indigenous Vegetation Conservation Programs –Maintain 90 local species in secure populations at urban biodiversity sites

number 90 30/06/2016

Walking Trails Maintenance Program –Trails maintained to Conservation and Land Management audit standards.


Volunteer Conservation and Land Management Program - maintain all Volunteer contribution to at least 1000 hours per year.

hours completed

at least 1000 30/06/2016

Workshop Major Plant Maintenance Program – All major plant serviced cost effectively in accordance with service standards.


Light Fleet Maintenance Program – All vehicles serviced cost effectively in accordance with service standards.


Minor Plant Maintenance Programs – All minor plant serviced cost effectively in accordance with service standards.


Contract Management Responding to Customer Request – achieving 90% completion within the financial year..


Contract renewal - 100% contracts requiring renewal renewed.


Major, Light and Minor Plant Replacement Program – 100% complete within 2.5 % of budget


143

Operations Managementand Administration

Operations Service’s functions managed within budget parameters and to Council and service standards.

percentage +/- 5% 30/06/2016

All Operations Service’s policies and strategies requiring review completed within required timeframes.


Work Health and Safety risk assessments of new and existing tasks –100% completion by end of financial year..


SOP’s and SWM’s Reviews – 100% completion of those requiring review.


Corrective and Preventative Actions –95% completion rate


Continuous Improvement – at least 2 new initiatives that result in administration productivity improvement.

number at least 2 30/06/2016

Positive recognition from external customers –number received.

number at least 20 30/06/2016

Response to After Hours Call Out – 100% completion.


Private overhanging vegetation – 95% compliance after second letter.


Builders damage to council infrastructure –95% compliance after second letter.


Graffiti Program Maintain average numbers of volunteers on the Graffiti Removal team.

number of volunteers

10 30/06/2016

Function: Arboriculture Maintenance Program

Risk: Storm events which require significant unplanned maintenance will impact on planned maintenance

Risk Rating: Low

Function: City Clean Program

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Function: Parks Maintenance Services



Function: Civil Maintenance Program



Function: City Safe Maintenance Program



Function: Conservation and Land Management



Function: Workshop


Function: Contract Management


Function: Operations Management and Administration


Function: Graffiti Program

Risk: Loss of trust, faith or confidence in the services impacting upon customer relationsRisk Rating: Moderate

Position FTE Amount

Manager Operations Services 1

145

Technical Officer Parks 1

Technical Officer Contracts Civil 1

Asset & Compliance Officer 1

Technical Officer Arboriculture 1

Technical Officer Conservation Land Management 1.0

Administration and Customer Services Officers 2.2

Parks Services Team 11

Biodiversity Team 2

Arboriculture Team 8

City Clean Team 8

City Civil Maintenance Team 7

City Safe Team 3

Workshop Team 2


The Council



Ratepayers/Residents

Local, State and Federal Government Agencies as needed

Suppliers

Adelaide and Mount Lofty Ranges Natural Resources Management Board

Sporting Clubs

Schools .

Businesses.

Contractors.

Community Groups

Action

Action: Undertake High Risk Proactive Tree Maintenance Program.Implementation Officer/s:

David Sheldrick

Program Function: Arboriculture Maintenance Program Strategic Direction: 1 - Our Integrated Urban Form and Living SpacesDesired Outcome:

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1.5 - Sustainable, engaging and functional community public spaces and streetscapes.

Approach: 1.5.2 - Maintain and enhance streetscapes for improved amenity, character and environmental outcomes




KPI: High Risk Trees Program – 100% completed.

Action

Action: Undertake Moderate Risk Proactive Tree Maintenance Program.Implementation Officer/s:

David Sheldrick

Program Function: Arboriculture Maintenance Program Strategic Direction: 1 - Our Integrated Urban Form and Living SpacesDesired Outcome: 1.5 - Sustainable, engaging and functional community public spaces and





KPI: Moderate Risk Program – 25 % completed

Action

Action: Undertake Footpath and Road Vegetation Clearance Program..Implementation Officer/s:

David Sheldrick

Program Function: Arboriculture Maintenance Program Strategic Direction: 1 - Our Integrated Urban Form and Living SpacesDesired Outcome: 1.5 - Sustainable, engaging and functional community public spaces and





KPI: Footpath and Road Vegetation Clearance Program

Action

Action: Undertake Tree Planting ProgramImplementation Officer/s:

David Sheldrick

Program Function: Arboriculture Maintenance Program

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Strategic Direction: 1 - Our Integrated Urban Form and Living SpacesDesired Outcome: 1.5 - Sustainable, engaging and functional community public spaces and



No


KPI: Tree Planting Program – program completed within the financial year.

Action

Action: Undertake Street Sweeping ProgramsImplementation Officer/s:

John Beard

Program Function: City Clean ProgramStrategic Direction: 2 - Our Protected and Valued EnvironmentDesired Outcome: 2.1 - Natural environments and watercourses protected and conserved in both

the Hills Face and the PlainsApproach: 2.1.3 - Harness the city’s water resources to achieve reuse, flood protection,

healthy watercourses and improved stormwater quality.Is this Action a control or risk mitigation activity for an identified risk?

No


KPI: Street Sweeping – program completed within financial year

Action

Action: Undertake Footpath Sweeping programsImplementation Officer/s:

John Beard

Program Function: City Clean ProgramStrategic Direction: 2 - Our Protected and Valued EnvironmentDesired Outcome: 2.1 - Natural environments and watercourses protected and conserved in both



No


KPI: Footpath Sweeping – program completed within financial year Illegal Rubbish Collection

Action

Action: Undertake Illegal Rubbish CollectionImplementation

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Officer/s: John BeardProgram Function: City Clean ProgramStrategic Direction: 2 - Our Protected and Valued EnvironmentDesired Outcome: 2.1 - Natural environments and watercourses protected and conserved in both



No


KPI: Illegal Rubbish Collection – All illegal dumping removed within response times.

Action

Action: Monitor Water Consumption IPOS Code of PracticeImplementation Officer/s:

Jon McEachern

Program Function: Parks Maintenance ServicesStrategic Direction: 2 - Our Protected and Valued EnvironmentDesired Outcome: 2.2 - Sustainable use of natural resources, and minimisation of waste to address

climate changeApproach: 2.2.1 - Implement sustainable water use practices through water conservation,

capture and reuseIs this Action a control or risk mitigation activity for an identified risk?

No


KPI: Water consumption – maintain (IPOS) Irrigation Efficiency Index (between 0.8 –1.2)

Action

Action: Undertake Verge Grass Cutting Implementation Officer/s:

Peter Richardson

Program Function: Parks Maintenance ServicesStrategic Direction: 1 - Our Integrated Urban Form and Living SpacesDesired Outcome: 1.5 - Sustainable, engaging and functional community public spaces and



No


KPI: Verge Grass Cutting – program completed within financial year

Action

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Action: Undertake Weed Spraying.Implementation Officer/s:

Peter Richardson




No


KPI: Weed Spraying – program completed within financial year.

Action

Action: Implement Oval Maintenance ProgramsImplementation Officer/s:

Peter Richardson


streetscapes.Approach: 1.5.1 - Ensure that an accessible network of public spaces exists that responds to

the needs of the communityIs this Action a control or risk mitigation activity for an identified risk?

No


KPI: Oval Maintenance – less than 20% monthly high risk notifications from monthly oval inspections.

Action

Action: Maintain Tusmore Wading Pool.Implementation Officer/s:

Peter Richardson


streetscapes.Approach: 1.5.1 - Ensure that an accessible network of public spaces exists that responds to

the needs of the communityIs this Action a control or risk mitigation activity for an identified risk?

No


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KPI: Tusmore Wading Pool – meets relevant Standards

Action

Action: Implement the Nursery ProgramImplementation Officer/s:

David Howlett

Program Function: Conservation and Land ManagementStrategic Direction: 2 - Our Protected and Valued EnvironmentDesired Outcome: 2.1 - Natural environments and watercourses protected and conserved in both

the Hills Face and the PlainsApproach: 2.1.2 - Restore and improve local native vegetation and habitat ensuring

biodiversity is protectedIs this Action a control or risk mitigation activity for an identified risk?

No


KPI: Nursery Program – At least 10,000 plants propagated for local projects and for distribution to residents by end of financial year.

Action

Action: Develop and implement the Urban Biodiversity ProgramImplementation Officer/s:

Mark EllisDavid Howlett




No


KPI: Urban Biodiversity Program – Maintain 10ha of core urban biodiversity site area meeting 90% of Conservation and Land Management audit standards.

Action

Action: Develop and implement the Hills Face Conservation and Land Management Program


Mark Ellis



biodiversity is protectedIs this Action a control or risk mitigation activity

YesCouncil fails to maintain or improve the environment through the undertaking of

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for an identified risk?

its activities or operations


KPI: Hills Face Conservation and Land Management Program – Overall fire fuel loadings maintained at levels determined by Fire Prevention Officer.

Action

Action: Implement the Indigenous Vegetation Conservation Programs.Implementation Officer/s:

David Howlett




No


KPI: Indigenous Vegetation Conservation Programs – Maintain 90 local species in secure populations at urban biodiversity sites

Action

Action: Develop and implement the Walking Trails Maintenance Program.Implementation Officer/s:

Mark Ellis




No


KPI: Walking Trails Maintenance Program – Trails maintained to Conservation and Land Management audit standards.

Action

Action: Implement the Volunteer Conservation and Land Management Program.Implementation Officer/s:

Mark Ellis


the Hills Face and the Plains

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Approach: 2.1.2 - Restore and improve local native vegetation and habitat ensuring biodiversity is protected


No


KPI: Volunteer Conservation and Land Management Program - maintain all Volunteer contribution to at least 1000 hours per year.

Action

Action: Undertake the Major Plant Maintenance ProgramImplementation Officer/s:

Sean Cunningham

Program Function: WorkshopStrategic Direction: 4 - Our Leading Inclusive and Connected CouncilDesired Outcome: 4.5 - Cost effective, leading edge technologies that deliver efficient council




KPI: Major Plant Maintenance Program – All major plant serviced cost effectively in accordance with service standards.

Action

Action: Undertake the Light Fleet Maintenance ProgramImplementation Officer/s:

Sean Cunningham

Program Function: WorkshopStrategic Direction: 4 - Our Leading Inclusive and Connected CouncilDesired Outcome: 4.5 - Cost effective, leading edge technologies that deliver efficient council




KPI: Light Fleet Maintenance Program – All vehicles serviced cost effectively in accordance with service standards.

Action

Action: Undertake the Minor Plant Maintenance ProgramImplementation Officer/s:

Sean Cunningham

Program Function: WorkshopStrategic Direction: 4 - Our Leading Inclusive and Connected Council

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Desired Outcome: 4.5 - Cost effective, leading edge technologies that deliver efficient council services that benefit the community

Approach: 4.5.1 - Enable effective and efficient Council businessIs this Action a control or risk mitigation activity for an identified risk?



KPI: Minor Plant Maintenance Programs – All minor plant serviced cost effectively in accordance with service standards.

Action

Action: Renew Contracts that are due.Implementation Officer/s:

Mario CatalanoJon McEachernBrenton Moule

Program Function: Contract ManagementStrategic Direction: 4 - Our Leading Inclusive and Connected CouncilDesired Outcome: 4.5 - Cost effective, leading edge technologies that deliver efficient council


No


KPI: Contract renewal - 100% contracts requiring renewal renewed.

Action

Action: Undertake the Major, Light and Minor Plant Replacement ProgramImplementation Officer/s:

Brenton Moule

Program Function: Contract ManagementStrategic Direction: 4 - Our Leading Inclusive and Connected CouncilDesired Outcome: 4.5 - Cost effective, leading edge technologies that deliver efficient council

services that benefit the communityApproach: 4.4.5 - Continuously improve service delivery to balance customer expectation,

value of service and organisational capacity to deliverIs this Action a control or risk mitigation activity for an identified risk?



KPI: Major, Light and Minor Plant Replacement Program – 100% complete within 2.5 % of budget

Action

Action: Undertake Work Health Safety risk assessments of new and existing tasks.Implementation

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Officer/s: Mario CatalanoPeter MillardPeter RichardsonJohn BeardCraig WadhamWarren RadloffSean Cunningham

Program Function: Operations Management and AdministrationStrategic Direction: 4 - Our Leading Inclusive and Connected CouncilDesired Outcome: 4.4 - A respected organisation that is resilient, progressive and adaptable with a

culture that encourages well-being, learning and developmentApproach: 4.4.3 - Provide a workplace environment that is healthy and safeIs this Action a control or risk mitigation activity for an identified risk?



KPI: Work Health and Safety risk assessments of new and existing tasks – 100% completion by end of financial year..

Action

Action: Standard Operating Procedures and Standard Work Methods Reviews.Implementation Officer/s:

Mario CatalanoPeter MillardPeter RichardsonJohn BeardCraig WadhamWarren RadloffSean Cunningham



No


KPI: SOP’s and SWM’s Reviews – 100% completion of those requiring review.

Action

Action: Undertake Work Health Safety Corrective and Preventative Actions.Implementation Officer/s:

Mario CatalanoPeter MillardPeter RichardsonJohn BeardCraig Wadham

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Warren RadloffSean Cunningham



No


KPI: Corrective and Preventative Actions – 95% completion rate

Action

Action: Respond to Customer RequestsImplementation Officer/s:

Mario CatalanoPeter MillardPeter RichardsonJohn BeardCraig WadhamWarren RadloffSean CunninghamBrenton MouleAndrew CromptonDavid SheldrickColin PlunkettJon McEachern


culture that encourages well-being, learning and developmentApproach: 4.4.5 - Continuously improve service delivery to balance customer expectation,


YesLoss of trust, faith or confidence in the services impacting upon customer relations


KPI: Positive recognition from external customers – number received.

Action

Action: Identify and implement (where possible) the department's engagement in continuous improvement opportunities.


Mario Catalano


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No


KPI: Continuous Improvement – at least 4 new initiatives that result in administration productivity improvement.

Action

Action: Respond to private overhanging vegetation.Implementation Officer/s:

Colin Plunkett

Program Function: Operations Management and AdministrationStrategic Direction: 1 - Our Integrated Urban Form and Living SpacesDesired Outcome: 1.7 - An effective transport network that supports safe and efficient movement,

connecting people and places.Approach: 1.7.2 - Develop and maintain connections that link our neighbourhoods, facilities,

open space through a network of cycle and pedestrian routesIs this Action a control or risk mitigation activity for an identified risk?

No


KPI: Private overhanging vegetation – 95% compliance after second letter.

Action

Action: Respond to builders damage to council infrastructureImplementation Officer/s:

Colin Plunkett

Program Function: Operations Management and AdministrationStrategic Direction: 1 - Our Integrated Urban Form and Living SpacesDesired Outcome: 1.6 - Fit for purpose and cost effective infrastructure that meets community needsApproach: 1.6.2 - Plan, maintain and deliver Council infrastructure and assets to the



No


KPI: Builders damage to council infrastructure – 95% compliance after second letter.

Action

Action: Response to after hours call outs.Implementation Officer/s:

Jon McEachernDavid Sheldrick

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No


KPI: Response to After Hours Call Out – 100% completion.

Action

Action: Operations Service’s functions managed within budget parameters and to Council and service standards


Mario Catalano

Program Function: Operations Management and AdministrationStrategic Direction: 4 - Our Leading Inclusive and Connected CouncilDesired Outcome: 4.3 - Delivery of good governance in Council businessApproach: 4.3.2 - Review services to ensure they meet community needs facilitating efficient


No


KPI: Operations Service’s functions managed within budget parameters and to Council and service standards.

Action

Action: All Operation Service’s policies and strategies requiring review completed within required timeframes.


Mario Catalano

Program Function: Operations Management and AdministrationStrategic Direction: 4 - Our Leading Inclusive and Connected CouncilDesired Outcome: 4.3 - Delivery of good governance in Council businessApproach: 4.3.2 - Review services to ensure they meet community needs facilitating efficient


No


KPI: Operations Service’s functions managed within budget parameters and to Council and service standards.

Action

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Action: To support the volunteer graffiti removal team to continue to provide a rapid response to reported incidences of graffiti.


Brenton Moule

Program Function: Graffiti ProgramStrategic Direction: 3 - Our Diverse Supportive, Happy and Healthy PeopleDesired Outcome: 3.3 - A safe community that values and supports its peopleApproach: 3.3.1 - Encourage volunteerism in the communityIs this Action a control or risk mitigation activity for an identified risk?

No


KPI: Maintain 2012/13 average numbers of volunteers on the Graffiti Removal team.

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