minutes of the ceo performance and … · performance appraisal survey. moved cr rankine, seconded...

CEO Performance and Remuneration Review Committee Meeting Minutes - 3 July 2019

MINUTES OF THE CEO PERFORMANCE AND REMUNERATION REVIEW COMMITTEE MEETING OF THE CITY OF TEA TREE GULLY

HELD ON WEDNESDAY 3 JULY 2019 AT 6.31PM IN THE CIVIC CENTRE, 571 MONTAGUE ROAD, MODBURY

1. Opening and Welcome 2. Attendance Record:

2.1 Present Mayor K Knight (Presiding Member), Crs A Schlueter, L Jones (entered at 7.25pm), B Rankine and P Field.

2.2 Apologies Nil

2.3 Record of Officers in Attendance Mr J Moyle Chief Executive Officer Ms I Cooper Manager Governance and Policy Consultants from Hender Consulting Mr A Reed General Manager Ms L Dinnison-Mitchell Senior Consultant

2.4 Record of Number of Persons in the Public Gallery

Nil

2.5 Record of Media in Attendance

3. Confirmation of Minutes to the Previous Meeting - Nil 4. Public Forum - Nil 5. Deputations - Nil


6. Presentations

6.1 Performance against CEO Key Performance Indicators 2018-19 (D19/41568)

During the presentation Cr Jones entered the meeting at 7.25pm Mr John Moyle, Chief Executive Officer (CEO), having presented on the performance against CEO Key Performance Indicators for 2018-19 financial year to Elected Members at a workshop on 2 July 2019, summarised and tabled the information presented to be used as background information for the CEO Performance Appraisal Survey. Moved Cr Rankine, Seconded Cr Schlueter That the Committee notes the performance against CEO Key Performance Indicators 2018-19 as presented by the Chief Executive Officer, Mr John Moyle and tabled at the meeting and attached to the Minutes to be used as background information for the CEO Performance Appraisal Survey.

Carried Unanimously (1)

6.2 Development of Draft CEO Key Performance Indicators 2019-20 (D19/41570)

Mr John Moyle, Chief Executive Officer (CEO) discussed the development of draft CEO Key Performance Indicators for 2019-20 financial year with the Committee and sought direct feedback from Committee members. Moved Cr Schlueter, Seconded Cr Field That the Committee: 1. Receives and notes the draft CEO Key Performance Indicators for 2019-20

as tabled at the meeting and attached to the Minutes. 2. Following the CEO performance review process, the draft CEO Key

Performance Indicators for 2019-20 be further amended if required and brought back to the Committee for consideration as part of the finalisation of the 2018-19 Appraisal process.

Carried Unanimously (2) 7. Petitions - Nil 8. Declaration of Conflicts of Interest - Nil 9. Adjourned Business - Nil 10. Motions Lying on the Table - Nil


11. Management Reports

Office of the Chief Executive Officer - Nil Assets & Environment - Nil Organisational Services & Excellence - Nil Community & Cultural Development - Nil

12. Notice(s) of Motions - Nil 13. Motions without Notice - Nil 14. Questions on Notice - Nil 15. Questions without Notice - Nil 16. Status Report on Council and Committee Resolutions - Nil 17. Other Business - Nil 18. Section 90(2) Local Government Act 1999 – Confidential Items - Nil

19. Date of Next Meeting

14 August 2019 The Presiding Member declared the meeting closed at 8.20pm.

Confirmed……………………………….. Presiding Member 14 August 2019

CEO KPI Presentation2 July 2019

Attachment 1 Presentation on CEO KPIs 2018-19

Contents

Section 1.1

Section 1.2

Section 1.3

Section 1.4

Section 1.5

Section 1.6

Section 1.7

Section 1.8

Section 1

Section 2.1

Section 2.2

Section 2.3

Section 2.4

Section 2.5

Section 2.6

Section 2.7

Section 2.8

Section 2

CTTG.SA.GOV.AU


http://www.cttg.sa.gov.au/

Lorem ipsum dolor sit amet, consectetur adipiscing elit, sed do eiusmod tempor incididunt ut labore et dolore magna aliqua.

Section 1 Heading

CTTG.SA.GOV.AU



• Lorem ipsum dolor sit amet, consectetur adipiscing elit, sed do

• Eiusmod tempor incididunt ut laboreet dolore magna aliqua.

• Ut enim ad minim veniam, quisnostrud exercitation ullamco laboris.

Heading Style 1

CTTG.SA.GOV.AU



Heading Style 1

Lorem ipsum dolor sit amet, consecteturadipiscing elit, sed do eiusmod tempor incididuntut labore et dolore magna aliqua. Ut enim ad minim veniam, quis nostrud exercitation ullamcolaboris nisi ut.

Lorem ipsum dolor sit amet, consectetur adipiscing elit, sed do eiusmod tempor incididunt ut laboreet dolore magna aliqua.

Neque porro quisquam est qui dolorem ipsum quia

“Lorem ipsum dolor sit amet, consecteturadipiscing elit, sed do eiusmod temporincididunt ut labore et dolore magna aliqua.”

CTTG.SA.GOV.AU



“Lorem ipsum dolor sit amet,

consectetur adipiscing elit, sed

do eiusmod tempor incididunt ut

labore et dolore magna aliqua.”

CTTG.SA.GOV.AU

Lorem ipsum dolor sit amet, consectetur adipiscing elit, seddo eiusmod tempor incididuntut labore et dolore.

“Neque porro quisquam est

qui dolorem ipsum quia.”



Lorem ipsum dolor sit amet, consectetur adipiscing elit, sed do eiusmod tempor incididunt utlabore et dolore magna aliqua.

Lorem ipsum dolor sit amet, consecteturadipiscing elit, sed do eiusmod temporincididunt ut labore et dolore magna aliqua.

Heading Style 2 Heading Style 2

CTTG.SA.GOV.AU



• Lorem ipsum dolor sit

• Amet, consectetur adipiscing

• Elit, sed do eiusmod tempor

• Incididunt ut labore et dolore

Heading Style 1

“Neque porro quisquam est qui

dolorem ipsum quia dolor sit

onsectetur adipiscing elit, sed do

eiusmod tempor.”

CTTG.SA.GOV.AU



Heading Style 1

• Lorem ipsum dolor sit amet, consectetur

• Adipiscing elit, sed do eiusmod temporincididunt

• Ut labore et dolore magna aliqua. Utenim ad

• Minim veniam, quis nostrud exercitation ullamco

CTTG.SA.GOV.AU

Heading Style 2



• Lorem ipsum dolor sit amet, consectetur adipiscing elit, sed do eiusmod tempor

• Ut enim ad minim veniam, quisnostrud exercitation ullamco laborisnisi ut aliquip ex ea commodoconsequat.

• Lorem ipsum dolor sit amet, consectetur adipiscing elit, sed do

Heading Style 1

CTTG.SA.GOV.AU



Heading Style 2

Heading Style 1

Do eiusmod tempor incidin dolor sit amet um

Heading Style 2

CTTG.SA.GOV.AU

Heading Style 2 Heading Style 2



Performance against Chief Executive Officer (CEO) Key Performance Indicators (KPIs) – 2018-2019

1 Ref: D19/33022

The following Key Performance Indicators are in addition to the general major responsibilities set out in the adopted Position Description for the Chief Executive Officer of Council KPIs linked to the Strategic Plan 2020

Healthy and Safe

Prosperous and Connected

Vibrant and Liveable

Ref Strategic Plan Theme & Aspiration

Objective CEO KPI Progress Update

1. Healthy and Safe – our community is healthy and safe

A community where people are safe in our public places and spaces

Work Health & Safety Plan

Sponsor continued implementation of Council’s Work Health & Safety Plan and the achievement of the associated plan targets focussing on the CEO showing Council’s Executives Commitment to providing a safe work environment to all employees and providing 6 monthly reports to Council on Council’s achievements in this area.

Note: While the above focus is on internal safety which contributes to community safety, community safety is also addressed as an objective through delivery of the capital works program (refer KPI 4)

The Work Health and Safety Plan 2017 - 2020 is designed to support the strategic vision and values as described in the Work Health and Safety & Injury Management Policy and comprises of four key programs, each with an executive sponsor.

Each program contains a clear purpose, objective, target and key performance indicators which will be implemented and measured to assist in improving work health and safety for all staff, volunteers, contractors and members of our community.

A 6 monthly information report detailing the achievements in this area was presented to Council for information on 26 March 2019.

All Work Health and Safety Plan 2017 - 2020 program Key Performance Indicators were tracking at 100% as confirmed verbally by the LGA Workers Compensation Scheme.

Attachment 2 Detail on performance against CEO KPIs for 2018-19

Chief Executive Officer Key Performance Indicators (KPI) – 2018-2019

2 Ref: D19/33022



2. Healthy and Safe – our community is healthy and safe

AND

Vibrant and Liveable – our city is a desirable and sustainable place to live

A community where people have easy access to places, spaces and services that support good health

A sustainable city that has a healthy natural environment and is resilient to climate change

Propose (to Council) a revised hierarchy and associated levels of service model for play spaces and associated open spaces

Ensure completion of review existing play spaces and associated reserves classification, and highlight any proposed changes to Council

Ensure provision of forward program and funding model for tree screen upgrades and operational maintenance

Ensure progression of ‘Plan Improvement’ activities listed in the Open Space Asset Management Plan

Delivery of 9 Fund My Neighbourhood projects

An elected member workshop was conducted on 4 June 2019 to provide an overview on Open Space progress to date.

Open Space Hierarchy & Open Space Review.

A Playground Development Framework has been completed to guide the type, quantity and cost of play equipment that will be installed at Local, Neighbourhood, District and Regional playgrounds.

A gap analysis has identified a number of playgrounds that have been developed to a level which is not consistent with their current classification. A number of these playgrounds will be re-classified, while a number will be developed to their proposed classification when they reach the end of their useful life.

A report is being presented to Council on by September 2019 on a new draft Playground Guide, which includes the associated levels of service. Any proposed changes to the open space hierarchy will be contained within this report.

Forward Program/Funding Model

Tree screens have been inspected and given a condition score, which has resulted in the development of a forward works program that includes a funding model for tree screen upgrades. The forward works program prioritises the upgrade of tree screens based on their condition and



3 Ref: D19/33022



significance, to be considered as part of any draft program of future works presented to Council.

Future budgets will be presented to Council for consideration based on tree screens in a poor condition being scheduled for capital replacement, with tree screens in a better condition being maintained by removing and replacing infill vegetation.

Open Space Asset Management Plan – Improvement Activities

An Open Space Asset Management Plan (OS AMP) was adopted by Council on 10 July 2018. Progress on the plan improvement activities are as follows:

Levels of service are being established and trialled in Modbury Precinct, as communicated to Elected Members on 4 June 2019 at a workshop

Condition Assessment for open space assets (e.g. Tree screens) are currently being undertaken, applying the asset ranking criteria detailed in the OS AMP

Using OS AMPs to underpin the Long Term Financial Plan (LTFP). The LTFP includes a provision for review and planning of capital renewals, new and upgrades for open space (including tree screens).

Reviewed and centralised approximately $57 million open space datasets



4 Ref: D19/33022



Asset condition auditing program – underway/ongoing (completion to be determined). Asset Condition Audit Program was proposed for 2019-20 however has not been funded in the upcoming annual budget. Notwithstanding this, an overall targeted condition assessment has been undertaken as part of a smaller scale program.

Fund My Neighbourhood

9 Fund My Neighbourhood projects completed;

Amenities buildings – Modbury Sporting Community Club – refurbishment change rooms and toilet facilities

Amenities buildings – Illyarrie Reserve, Surrey Downs – barbecue and toilet facilities upgrade

Amenities buildings – Jubilee Reserve, Wynn Vale – barbecue, toilet and playground upgrade

Banksia Park – upgrade of tennis/netball courts

Golden Fields, Golden Grove – park fitness compact workout area

Wynn Vale Oval, Wynn Vale – construct car park (near the Lions Lookout) – 30-40 space car park with lighting plus funds from the adjoining King Baptist Grammar School to substantially increase the project

Pathway lighting at Golden Fields, Golden Grove – install along pathway



5 Ref: D19/33022



Civic Park, Modbury – water play feature – hand pump and sluice channel

Golden Grove Tennis Club improvements Tilley Reserve, Surrey Downs

3. Prosperous and Connected – our local economy prospers and people feel a sense of purpose and belonging

A community where people have the resources and capacity to achieve their goals

Modbury Precinct

Implement the next phases of Modbury Precinct and continue to promote the development of private and government land within the Modbury Precinct providing 6 monthly reporting to Council on progress.

New Service Centre Fit Out

Oversite of this major project to ensure it is delivered on time, within budget and that benefits identified are realised – Refer to Item 10 also

Modbury Precinct

Streetscape upgrade for North East Road (adjacent Civic Park and Civic Centre) completed and Smart Road streetscape upgrade (Reservoir to North East Roads) scheduled for completion by August 2019.

Completed Modbury Precinct Integrated Transport Study and suggested recommended actions developed for Council’s future consideration, as necessary.

Meadowvale Age Friendly Precinct Concepts completed and costed and allocation included in FYE2020 budget to upgrade pedestrian ramp.

Wayfinding Audit and Signage Plan completed with priority areas to be identified.

Options and concepts to develop and upgrade Australia Reserve prepared and Council report scheduled for July 2019 to commence community engagement.

Dalaston Reserve upgraded.



6 Ref: D19/33022



“This is Modbury” brand campaign executed in May and June on Domain.com.au and Facebook targeting future residents.

Major Events and Activation Events held including Civic Park Movies, Civic Park AusDay, Civic Park Carols, Summer Garden Festival and Touch-a-Truck.

Connecting community through Welcome Dinners and Neighbour Day events.

Urban design advice for investors in Modbury Precinct at pre-lodgement stage of Development Application process.

Funding applications lodged with: PLEC for undergrounding powerlines along portion Golden Grove and Reservoir Roads; and with Places for People Fund to assist with Concept Plans for Dry Creek enhancement

Installation of water play feature in Civic Park Playground and refurbishment of change rooms and toilet facilities at Modbury Sporting Community Club as part of Fund My Neighbourhood grant program.

Modbury Soccer Club Inc

o Installation of new main sign promoting Smith Partners Stadium / Club / Council site

o Upgrade to building lighting to LED technology and switchboard replacement

o Commencement of installation of new pitch lighting to LED technology (to be completed in 2019-20 financial year)



7 Ref: D19/33022



Waterworld Aquatic Centre - replacement of ‘curly’ slide structure and update to colour coding of slide (now blue and yellow).

Footpath renewals along portion of Corio, Henry Burton and Castle Streets.

Upgrade of Library and availability of public WiFi in Civic Park.

Modbury Bowling Club – installation of 2 synthetic turf rinks.

Regular condition audits to ensure the new standards that have been set are being maintained at the desired level.

New Service Centre Fit Out

Governance structure includes project steering group (fortnightly meetings which the CEO attends). Presentation was given to Audit Committee meeting on 27 March 2019 on progress. Presentation and report presented to Council on 28 May 2019 covering budget and timelines. Budget amendments have been adopted by Council at each stage of the project. There is a practical completion date of 30 August 2019, with staff intended to relocate on 14 September 2019.

CEO briefed daily by the Directors on major changes as required

As part of ensuring benefits will be realised, this is incorporated as part of the design of the service centre, and takes into account revised work practices. Elected Members will be further informed of benefits realised.



8 Ref: D19/33022



4. Vibrant and Liveable – our city is a desirable and sustainable place to live

AND

Healthy and Safe – our community is healthy and safe

A city that is made up of places and spaces that are appealing and easy to access

A community where people are safe in our public places and spaces

Capital Works Program and Budget

Ensure that the capital works program as set out in Council’s Annual Business Plan for 2018-2019 is delivered. This will be evidenced by reporting on projects completed by project, with a focus of a 90% completion rate (and 98% commenced by 30 June 2019) and within a negative 5% to positive 5% range of Council’s third quarter budget review based on budget category. Progress to be reported to Council at the end of each quarter.

Focus area – Implement a system where our Capital works program is available to our community with anticipated commencement/completion timeframes

As at 28 June 2019, figures indicate we are primarily on track to deliver on this KPI noting figures are not quite finalised yet. Project Delivery Out of 267 Capital Works Projects, overall commenced or completed projects are at 98.2%:

247 (92 %) of these projects were completed by 30 June 2019

15 projects were in progress (5.6%) with 5 not yet commenced (1.8%) prior to 30 June 2019.

The following projects are staged across multiple financial years and therefore, while these stages are completed, will continue to be worked on across multiple financial years:

Main Roads & Gateways – Smart Road, Modbury

Service Centre / Depot

Richardson Reserve Soccer pitches Projects not commenced:

Beckman Reserve, Highbury o Due to delay in approval from the Department of Education

Replacement Shed TTG CFS Haines Road o Delay due to unforeseen Heritage issues

Greenwith Primary School Parking, Greenwith o Delay due to seeking approval from DPTI regarding modifying

access to Golden Way and negotiating with school about car parking arrangements



9 Ref: D19/33022



Greenwith Playground Campus, Greenwith o Due solely to schools signing off on the joint use agreement

which is a precursor for these works to commence.

Construct 6 courts at Banksia Park Hub o Due to extensive community engagement after the council

elections Capital Works Budget Final figures won’t be available in relation to this KPI until late August 2019, however preliminary figures for the year ending 30 June 2019 (as at 28 June 2019) indicates that 85.5% of budget has been spent in comparison to Q3 Budget review. This is represented by a net actual spend of $32.5 million in comparison to a Q3 Budget forecast position of $38.008 million (which was presented to Council on 28 May 2019), noting that several invoices will be received in the coming days for works completed in June 2019, as per standard practice. This gap will bridge significantly during this time. A system has been developed that will make our capital works program available to the community. This draft system is currently being populated with relevant data, which once made available will inform our community regarding anticipated commencement and completion timeframes.



10 Ref: D19/33022



5. A place that expresses a unique character and identity, an area that inspires pride in its residents and one that people enjoy visiting

Community Events, Programs and Services

Ensure Council provides for community events and programs that support community development. This will be achieved via:

Delivering an Events program as adopted by Council for 2018-2019 and developing a draft Events program for 2019-2020 for Council’s consideration.

Delivering a range of programs and services that take into account the diversity of our communities interests and needs, evidenced by:

o The number and target demographic group of programs/services offered quarterly

o Positive participant feedback received (as part of evaluation) on the outcomes and impact of programs/services delivered

o Participation rates

EVENTS PROGRAM

The Events and Activation program for 2018-19 included the delivery of: Major Events

Civic Park Carols – 16 December 2018

Civic Park Movies – 9 November 2018, 11 & 18 January 2019, 1 & 8 February 2019

Civic Park AusDay – 26 January 2019

ANZAC Day – 25 April 2019 Activation Events

Touch-a-Truck – 12 October 2018

Tea Tree Minigaine – 3 November 2018

Gully Arts Show – 22 February – 3 March 2019

Summer Garden Festival – 16 March 2019

Sponsored Events

Bay to Birdwood – 30 September 2018

Diwali Mehla – 21 October 2018

Kindy in the Park – 24 October 2018

Viaksahi Mela – 28 April 2019

Tea Tree Gully Historical Car & Motorcycle Show – 19 May 2019 (cancelled due to inclement weather)

Dance into Indian New Year – 2 June 2019



11 Ref: D19/33022



Programs and services achieve measurable community wellbeing outcomes to be determined in line with our strategic plan & our proposed Community Wellbeing and Inclusion for All Action Plan

Opening event

Hargrave Reserve Opening – 19 August 2018 An evaluation of this program including feedback, attendance figures, expenditure and income has been reported to Council via an Information Report on 9 April 2019. In addition, in Annual Community Survey our Events Program received an 88% satisfaction rating compared with 86% in 2018. At this same meeting on the 9 April 2019, Council endorsed the Major Events and Activation Program for 2019–2020. RECREATION & LEISURE During the 2018-19 financial year approximately 98 programs were offered to the community on a regular weekly basis via Council’s Recreation and Aquatic facilities. Some statistical weekly based highlights include:

4 Junior Gym sessions, averaging 110 participants

30 Strength for Life 50+ Sessions, averaging 450 participants

1,196 Learn to Swim enrolments for the 2018-19 Waterworld season

28,205 waterslide passes at Waterworld Aquatic Centre

35 Netball / Basketball programs, averaging 1,694 participants Activation of community spaces was a key focus area, achieving:

100 average weekly participants for Sunset Yoga in Civic Park (free, 4 week program)



12 Ref: D19/33022



5 hop scotch grids installed in prominent locations across the City of Tea Tree Gully

A ‘test’ skate workshop held at Golden Grove Skate Park (in partnership with Youth Development) attracting 8 participants aged between 5 – 12 years.

An old cricket pitch was rejuvenated at Lyons Road Reserve, Dernancourt

Golden Grove Arts Centre:

hosted 12 matinee shows, averaging 230 attendees per show

achieved 199 days of external hire (noting a further 79 days of closure due to major capital upgrades)

hosted Arj Barker (comedian), attracting 278 attendees A sample of the feedback received and relating to community programs includes: Waterworld Birthday Parties “I was also so happy to see you had full recycling options and biodegradable cutlery. I didn’t think to ask if you provide them and had gone to numerous supermarkets to find plates, cups and cutlery that was biodegradable, really disappointing to still see so much plastic in our shops, but was really happy to see that Waterworld have realised the importance of being environmentally responsible and are really reducing their footprint!”



13 Ref: D19/33022



“We commented at the end of the party that it is one of the best parties we have booked. I felt so relaxed, as the host I thought that I would be running around and stressing about that many kids in the water but it was all taken care of. The party host was fantastic with the kids” Sunset Yoga “I attended with a friend and we had a great night (despite the cool weather). It was a great turn out and everyone around us seemed to be having a good time (families, kids, men, people of all shapes and sizes – it was a great community event!). It is positive way of bringing the community together and promoting health and wellbeing. I will definitely be back next week!” LIBRARY SERVICES ARTS & CULTURE Over 29,700+ people attended a range of events and activities developed by the team. Early Learning (Baby Bounce/ Toddler Time/ Storytime/Stay and Play) are regular activities held to encourage the development of a love of books and social interactions, have 16,000+ people attending within a year. Digital Hub activities provide small group and one-on-one assistance with computers and digital devices (to 1400+ people). Some of the topics covered include: Get more from your smart phone; Netflix; introduction to Windows 10; write a cover letter; Paypal; Richard Pascoe Talk – is this a scam?



14 Ref: D19/33022



A wide range of activities are run in partnership with community groups, local authors and information sessions linking people with history. Gallery 1855 has provided approximately 7 exhibitions with up to attendance of 2,200 visiting annually. COMMUNITY DEVELOPMENT & ENGAGEMENT JULY 2018-MAY 2019

644 programs and activities delivered By Community Development Team at the community centres

Approx. 23,081 Hours of Group Social Support provided to people Aged 65+ (Active Ageing Team programs)

Approx. 3,164 meals provided to people Aged 65+ (Active Ageing Team programs)

Approx. 17,780 Trips Provided for people Aged 65+ (Active Ageing Team programs)

37,080 Volunteer hours contributed to CTTG programs & services



15 Ref: D19/33022

KPIs to be linked to the Organisation Plan 2020

People and Leadership

Customer and Community Relations

Governance

Finance and Systems

Continuous Improvement

Ref. Organisation Plan Theme

Organisation Plan Aspirations

CEO KPI Progress Update

6. People and Leadership

We have a positive high-performing culture

Training Plan

Sponsor and support the continued development of staff individually and as a collective group through implementing a Training Plan to address core organisational competencies focussing on Customer Experience and Digital Literacy in 2018-19.

Focus area - delivery of the ongoing management development program for managers – Coaching, Communications and Providing Feedback to staff.

A comprehensive review of the training needs analysis was completed. The review identified the compliance and WHS training needs for all positions and also examined training delivery methodologies.

An organisation-wide training plan has been implemented with a focus on WHS and compliance, as well as organisational core competencies including customer experience and digital literacy.

Digital Literacy training has been provided using online learning as well as face to face and individual support. Customer experience training has been offered via the University of Adelaide as well as customised in house programs for specific teams. Extensive training was also conducted on the new Customer First Solution.

Two new online learning platforms with a suite of e-learning programs have been sourced for implementation to complement face to face delivery options and provide cost effective training.

Our comprehensive Management Development and Leadership program continued to be delivered, with a Coaching,



16 Ref: D19/33022




Communication and Providing feedback program with the University of Adelaide being run for all Managers. Masterclasses were also held on our Management Operating Framework and Team Leader Forums were offered on a number of Leadership topics. The Executive undertook a 360 degree feedback Leadership Impact assessment and the first group of Managers commenced a 360 degree Management Impact Assessment.

7. Customers and Community Relations

We identify and understand the needs of our customers to inform delivery of services

Customer Experience Program

Ensure that the Customer Experience Program is continued to be implemented through the Customer First Program, with positive results from the Customer Survey value for money for rates paid (>2%) and customer satisfaction (>3%) in comparison to previous year.

Focus area - delivery of a new Customer Relationship Management System with an expected go live date of early 2019.

Customer Survey The value for money metric was removed from the annual community survey as it was difficult to evaluate and provided little value in regards to measuring and improving performance. A decision was made to replace this with other indicators that provided greater insight into the satisfaction levels with key services and activities.

A range of customer based initiatives have been implemented at an organisational and department level and resulted in the following:

Satisfaction at the first point of contact – 92% (11% above industry benchmark) an increase of 1% when compared to 2018 results

Satisfaction with service at a department level – 85% (22% above industry benchmark) an increase of 18% when compared to 2018 results

Satisfaction with the service delivered – 83% (18% above industry benchmark) and an increase of 6% when compared to 2018



17 Ref: D19/33022




Note – results taken from the annual customer service benchmarking survey presented at a Council workshop on 21 May 2019.

Focus area: new Customer Relationship Management System

New Customer First Solution (replacing the Authority CRM system) delivered on time and under budget. Benefits include:

Stable easy use online portal

Simple to interpret map for requests

Requests can be traced online with the ability for third parties to follow requests

Auto notifications on the status of requests to keep customers informed

Improved internal user experience (including mobile application for field staff)

Reduction in error rates and duplicate requests

Enhanced reporting capabilities

Clean customer data with enforcement and auditing of data standards

Service levels published for all reactive requests (excludes programmed works)



18 Ref: D19/33022




Streamlined complaints management

Training delivered to over 180 staff members

Flexibility to respond to future customer and business needs.

8. Governance

We take a balance approach to risk

Facilitate Council elections and induction of the new Council to meet mandatory requirements and best practice plus develop a program for Elected Members that assists in preparing the new Council team to work together for the benefit of the City of tea Tree Gully community.

Keep informed and ensure Council is ready to adapt to new and reviewed legislative changes, especially Planning reform through the PDI Act and Local Government Act reform.

Council Elections and Mandatory Training

Council elections were facilitated successfully with 13 members elected from 29 candidates in November 2018.

Council adopted an Elected Member Induction, Training and Development Plan that reflected the mandatory training requirements of a new Council (as well as a number of other best practice elements) on 28 June 2018, and delivery of this training plan has been completed.

Legislative Reform

Elected members are kept informed of legislative changes through a number of mechanisms, including the Elected Member Weekly Summary, directly from the LGA via their weekly circulars, and Council reports.

Council considered and provided feedback to the Planning, Development and Infrastructure (General)(Development Assessment) Variation Regulations 2019 on 9 April 2019. Council also considered and provided feedback to the LGA and Office of Local Government on Local Government Reform ideas after consideration at its meeting on 9 April 2019.



19 Ref: D19/33022




9. Finance and Systems

We are financially sustainable

Operating Budget

Deliver robust and accurate financial planning and reporting that incorporates a balanced budget delivery where operating expenditure is within a negative 1% - positive 2% range of Council’s third quarter budget review

Full figures are not available in relation to this KPI until August 2019, however preliminary figures for 30 June 2019 (as at 28 June 2019) indicate that we are on track to meet this KPI in comparison to Q3 Budget review. The current result indicates an additional surplus of $1.7 million (with a forecast operating surplus of 4.5 million, resulting in total forecast surplus of $6.2 million), which is represented by:

Income – Actual $93.0 million in comparison to forecast $93.2 million.

Expenditure (excluding depreciation which is still to be finalised) – Actual $72.4 million in comparison to forecast $74.3 million. This is a favourable variance of $1.9 million or 2.6% variance.

This sits close to the KPI range at this stage and it is favourable, noting that many invoices will be received in the coming days for works completed in June 2019, as per standard practice. This gap will bridge significantly during this time. A final report will be presented to Council in September 2019.

10. Continuous Improvement

We include continuous improvement in our daily thinking in order to grow


Complete at least 25 Continuous Improvement initiatives for 2018/19 reporting a summary of the outcomes to Elected Members throughout the year.

Continuous Improvement Council has completed a number of Continuous Improvement (CI) initiatives in 2018-19 in line with the established focus area. Information reports on this topic were presented to Council at its



20 Ref: D19/33022




Focus area – CI program to focus on areas that result in reduced time frames without detracting from the customer experience or quality of our outputs

New Service Centre – Identify and implement a series of change management efficiency improvements connected to the relocation of field operations from the former depot to this new facility

meetings on 26 February 2019 and 14 May 2019 with the last update for the year to be provided on 9 July 2019.

A total of 90 formal CI initiatives have been completed for the year. Specific customer improvement initiatives are detailed in Appendix 1. New Service Centre

As part of ensuring benefits will be realised – this is incorporated as part of the design of the service centre, and takes into account revised work practices. Elected Members will be further informed of benefits realised once the transition into the new building is completed later this year.



21 Ref: D19/33022

Appendix 1 – Continuous Improvement Initiatives

Major Initiatives Completed – Quarter 4, 2019 presented at Council Meeting - 9 July 2019

Office of the CEO Portfolio

City Strategy

1. Section 221 permits (applications for accessing council land, primarily a verge for stormwater or services cross overs etc) have now been launched online via a smart form and the process has changed to have everything go through Salesforce to a single responsible officer. Previously there were a number of people managing the process and managing inconsistently. Now have a stronger link between application, approval and payments which will improve permit revenue collection. We are also undertaking training to improve the quality of our approval process.

2. Work has been done to link all of the relevant strategic city plans to a layer in Exponare so that all Council operations can see heritage details, Modbury sporting hub master plans etc to assist with designing capital works and reducing conflicts.

Governance & Policy

3. Improved Incident Management arrangements, with a revised document structure that now clearly supports and enables the effective response to, and recovery from, an incident. This also involved undertaking a business impact assessment of critical functions which enables the clear prioritisation of critical processes based on the risk rating and maximum allowable outage for each function, to better enable the effective recovery and resumption of services.

4. Improved approach to review existing risks and identifying new risks using a community facing perspective (community outcome focussed) rather than an inward looking approach, with a greater focus on strategic challenges that may be foreseeable in the next 5 years. This included better clarification of causal factors, which enabled greater consolidation of risks.

5. Building capacity across the organisation for more effective and efficient management of s41 Committees, enabling the reduction of 1FTE as well as reducing reliance on key staff.

6. Outsourcing internal audit engagements which enables better delivery of projects utilising specific areas of expertise. This is complemented by a revised approach to internal audit planning for next financial year, which has resulted in a greater variety and better balance of internal audit projects including addressing higher



22 Ref: D19/33022

amount of strategic risks and functions with high community impact, in comparison to compliance based audits. This will ensure the greatest amount of value is obtained from our internal audit resources while continuing to provide the Audit Committee with assurance over core areas of Councils operations/controls. This has also resulted in a 1.0 FTE saving with 20% of the financial savings going to an increase in expenditure to cover increase operating costs.

Organisational Services & Excellence Portfolio


7. Council participated for the first time last year in the LG Professionals Performance Excellence Program which benchmarked key service provision data from FY17/18, providing a report to Council of performance in comparison to 24 other participating South Australian councils, and another 116 councils across Australia and New Zealand. The Management Leadership Team reviewed the report and based on the results, nominated 4 key areas to be the subject of a Service or Strategic Review. Those areas are Roads and Bridges, Parks and Open Space, Gender Diversity and Span of Control (number of staff per supervisor). These projects have commenced and report of outcomes to be delivered to Council in FY20.

Information Technology Solutions (ITS)

8. Engagement of UniSA Capstone group to complete data science work and process analysis with Council’s Annual Business Plan. The group saved Council approximately $24,000 in development costs and have completed an Interactive Dashboard showing a visual display of the capital works program on a map. Plans for it published live on our website next quarter which will increase transparency for our community on works planned and in progress, and intended to lower CRMs/customer information requests.

9. Changes made to the IT operating environment was not well captured. The team had poor visibility of when there was a change approved. A Change calendar was created for the team to view all approved changes and therefore could assess impact on other IT maintenance activities and projects. The calendar also assists first point of contact resolution on the IT Helpdesk and avoids unexpected impacts from interaction with other projects and resourcing.

10. Worked with OD to improve the new starters onboarding process – NASA (network and systems access form) was improved to ensure that Managers had a process to reduce errors and delays on new employees being added to and accessing the IT systems.

11. Chambers AV project - Removed the existing microphones, replaced and upgraded the sound equipment. In the system programming, there is now a single display via control panel to control all microphones and equipment. Also shows a queue of EMs who have elected to speak. Introduces the capability to allow video recording in future. Can also link the Chambers, Gallery and Banksia Room as one large room to accommodate a large public presentation.



23 Ref: D19/33022

12. Temperature sensors were fitted as a trial into the Civic Park, Golden Fields and Balmoral irrigation cabinets to monitor temperatures within the cabinets. This data enables the irrigation team to attend site before the equipment reaches melt down temperatures. Preventing damage to electrical equipment in extreme temperatures, can reduce the maintenance of equipment and equipment replacement costs in excess of $10,000 per instance of melt down.

13. Completed upgrade of presentation equipment in meeting rooms to allow staff to wirelessly project to screens, allowing utilisation of any device in the room and to reduce trips hazards of leads on the floor.

Customer and Communications

14. Customer First Solution (Salesforce implementation) project delivered on time and under budget by approx. 20%, delivering estimated $100,000 in savings throughout project delivery. Community Portal log-ins have been significant since go-live. 1600 cases have been raised with over 3200 auto-notifications have been generated from the system. Service levels are also now published to the customer for each case raised. As at 28th May to the 28th June, 11 compliments received, 3 pieces of neutral feedback, and 3 complaints.

15. Formally trained over 180 staff to use the Salesforce system. A number of improvements were created throughout the project based on feedback from these staff training sessions, and as a result of team re-evaluating the work flow of their own processes.

Finance & Ratings

16. All Accounts Receivable invoices are now being emailed out to save printing, folding and posting. This has saved the team 0.5 days per month – allowing them to focus on high value work instead.

17. Payroll help requests are now being tracked through Solarwinds (IT Helpdesk database) to improve transparency of request and actions relating to payroll which reduces the number of emails to be tracked.

18. Improvements have been made to the Aged Debtors report which enables the accounts team to improve turnaround time of following up payments and therefore improving cash flow.



24 Ref: D19/33022

19. All audit papers and bank reconciliations are now electronic – this change will save printing paper and provide a more efficient process in retrieving previous papers.

Organisational Development

20. PeopleStreme upgrade has been completed which has enabled better reporting for leaders to drill down into their teams performance and training plans via reporting dashboards. The upgrade also allows for reporting on mandatory competencies, provide leaders with capacity for increased compliance.

21. A Training Needs Analysis has been completed for WHS and compliance training needs, resulting in the development of an organizational wide training plan. This plan identifies high priority needs and can be reported on through PeopleStreme

22. OD have purchased a subscription to an online learning database, which contains a large number of training programs which are linked to staff through the Training Needs Analysis. By utilizing more digital content to conduct staff training, the OD team estimates an annual saving of approximately $150,000 in face-to-face facilitation costs.

23. Core competencies are now being included in the recruitment process for roles and can also now be tested during recruitment to ensure that candidates are tested for their suitability to perform the role, aimed at reducing turnover through poor suitability.

24. New Management Impact tool has been implemented which provides a 360 degree feedback tool for managers on their management effectiveness. This tool is the next extension of their development to the Leadership Impact Tool previously used across Council.

25. Positive psychology workshops have been conducted for the Wellbeing Advisory Group, which has been supplemented by the purchase a positive HR toolkit so that the positive psychology sciences can be incorporated into our people processes.

26. In improving the safety of staff and visitors to the Civic Centre, two defibrillators (or Automated External Defibrillators) are being installed - one in the reception area and one downstairs near the Library. They are easy to use and can help save a life prior to an ambulance arriving.

27. A review was conducted and improvements have been made to all of our position description templates to provide consistency and based on the RASCI model (Responsible, Accountable, Supportive, Consulted, Informed). These changes will assist current and future leaders in improving role clarity for staff and themselves.



25 Ref: D19/33022

28. A project was launched to engage staff in a review of Council’s organsational Vision, Values and behaviour statements with the aim of improving the number of behaviours underpinning each Value – this was identified to assist staff with engaging with the common purpose and acceptable standards of conduct.

29. A trial has been conducted for the use of a new Psychological Risk Assessment tool. Working with some of our high risk groups such as those teams working with difficult customers, attending road incidents, community safety inspectors, rec centres staff, staff impacted by trauma – the risk assessment aims to identify what controls Council should implement to further support the psychological safety of those teams.

30. Upgraded iCare (incident management system) for improved data capture, investigation and data flow process. Staff members reporting incidents can now see them for the entire reporting lifecycle, not just until they are first submitted. We have also turned on escalation of incidents alerts, so that line managers are aware when an incident has not been investigated within 14 days of being created.

31. The structure and format of the Workplace Emergency Planning Committee been reviewed the improve functionality, perform in a more streamlined manner, provide better reporting and improve compliance.

Community & Cultural Development Portfolio

Recreation & Leisure Services

32. Commissioned a hard court audit e.g. tennis, netball courts etc across the city, which determines the condition ratings and priorities for upgrade. Report to be provided to Council in the next quarter. The report outcomes will improve the process for the determination of upgrades of the courts based on condition priorities. Council engaged the same auditor to complete an assessment of the Road and Cycle Safety Centre (refer point below) as they were able to obtain a cost reduction by packaging together.

Community Development and Engagement

33. An independent review was conducted for whole of site planning and optimisation of the Road and Cycle Safety Centre. The aim is to improve our understanding of current and future opportunities to properly utilise this asset.



26 Ref: D19/33022

34. Following a trial last year, and subsequent information report, Council have now implemented the changes to the Community Bus routes to improve the service for customers.

35. Council is a participant in the newly commenced LG Professionals Community Managers Network project around measuring social outcomes from participation in community programs. The project will improve our ability to measure the value of community programs as a dollar figure such as Youth Leadership Program – being able to better report on our social return on investment.

Library, Arts and Culture

36. Library Redesign has been completed with a number of improvements identified throughout the project design and construction – as the library has now opened following the redesign project, the next step is to do a post-implementation evaluation and ensure the changes and processes are effective.

37. A change has been made to library opening hours to improve customer service and to meet the community’s needs in response to findings from a community exit survey which were reported to Council recently.

38. Earlier library opening hours has enabled a review of preschool programs. Programs were adapted to accommodate school drop off and children’s sleeping schedules. Baby Bounce (0-2 years) and Mini Mover (Toddler) session were increased to cater for their popularity and parental leave. And new Stay & Play (0-5years) sessions encourages a family friendly experience.

39. The Library leadership team have reviewed staff member rosters and identified that a lower level of staffing could be accommodated over the weekends, contributing to an approximate annual saving of $20,000.

City Development

40. An e-lodgement system has been fully launched for 24/7 submissions of Development Applications, now live on our website. This system provides for a reduction in counter presentations, 24 hours service to improve trades access after-hours, and allows a faster turnaround time for approvals. Customers can also now track the progress status of their lodgement.



27 Ref: D19/33022

Community Safety

41. Completed a trial for an app called Health Manager. We have 690 food premises in the City, so Environmental Health Officers C(EHOs) can now go out and complete a food safety inspection and complete the report in the field. The app also enables the EHOs to deliver the report straight to the premises owner and Content Manager instantly. This improves efficiency and auto-generation of correspondence from Health Manager means the customer receives a consistent report immediately. We are also now using this app for swimming pool inspections based on the success of the food inspections.

Assets and Environment Portfolio

Civil Assets

42. A Playground Development Guide has been developed and implemented to guide the amount of equipment and the cost for installation of playground equipment at the various classifications of playgrounds. This improves design and maintenance planning and guides community expectations with consistent approaches.

43. An audit has been conducted of all of our tree screens and this has enabled us to improve planning and design an operational works program (managed by Parks) and a capital works program (managed by Civil Assets). The final program is under development based on the priorities of condition ratings and location.

Strategic Projects

44. An improved capital works reporting process has been implemented across all capital works projects for improving visibility of current status of projects across departments. This will assist with ELT reporting of progress in terms of time and budget, works coordination across council departments and utility service authorities to avoid conflicts with other planned works.

45. Implemented a Project Initiation Document (smart form) – requires project managers to identify and sign off on key performance indicators including milestone dates, scope, budget, time, risk. This will assist with monitoring key milestones and performance indicators and enable benefits realisation assessment at end of project.



28 Ref: D19/33022

Building Assets & Environment

46. Undertook a process to negotiate the purchase of 3 existing transportable buildings at the waste water treatment plant which are currently rented at a monthly cost. The initial price was $55,000, negotiated down to $51,000. This purchase also then allowed for the redundant demountable building at the Tolley Rd Depot to be transferred to Richardson Reserve for community use as temporary club rooms – instead of being transferred to and used at the waste water treatment plant in lieu of hired assets.

47. Implemented a waste management strategy and community campaign which involved advertising on bus stops, TTG website etc. to improve resident’s understanding of which bins to use. This strategy has generated a 5.2% reduction in waste sent to landfill YOY (reduction of 1,014 tonnes) equating $101,400 cost saving waste levy savings (savings equated prior to recent waste levy increase).

Civil & Water Operations

48. Reconophalt trial – we have triaWled using a new asphalt product incorporating recycled products, such as soft plastics and glass. The sustainable recycled asphalt was trialled on Dernancourt’s Glenwood Walk, Heathfield Grove and Wynn Vale Community Centre carpark. It met Council expectations in terms of performance, cost and demonstrated its commitment to environmental sustainability. The three projects totalling 2,100 cubic metres soaked up the equivalent of 200,000 plastic bags, 7,400 glass bottles, toner from 4,500 printer cartridges and 76 tonnes of reclaimed road asphalt. We are now looking to extend this use across the road resealing program. Use of recycled products creates an economy for such products, and reduces the use of virgin materials. This particular recycled product has enhanced polymer properties at the same or near same cost of an inferior quality asphalt product.

49. General road reconstruction practices saw Council removing the seal (asphalt) and the pavement which comprises of 2 layers – compacted rubble and compacted crushed rock equating to approx. 250 – 350mm of new pavement. By undertaking this process, it generates a large amount of clean fill requiring disposal, deeper excavation presenting risks of hitting services and requirement for importing new virgin material. Therefore Council undertook to change and improve the pavement design and have trialled removing only 1 layer of approx. 1500mm to allow for shape correction and compaction and by using our crushed recycled asphalt as the nominated material for this layer it eliminates the requirement to purchase virgin material. Additionally, it provides added benefits in improving the strength of the pavement as it contains bitumen within the mix and significantly reduces the chances of hitting existing services. This method is expected to save Council $22,000 per project on average.

50. We have conducted an analysis of data for identified street sweeping zones of the network to develop a program based on maximizing the frequency of leaf litter drop and volumes within these zones. This has assisted us in developing a program which we have now put on the CTTG website for the residents to see how many pick-ups we do within their area, and reduces the number of ad hoc requests for street sweeping through CRMs.



29 Ref: D19/33022

51. Our civil crews have implemented a new trolley system for carrying compaction (Wacker) plates which weigh up to 80kg and require a two person lift. The trolley system prevents the need for our staff to carry these units and therefore reduce the risk of serious manual handling injuries.

52. The Sign Shop have designed and fabricated a steel signage palette which allows for safe storage, handling and transport of the tall Totem type signage poles for Community Centres and Reserves etc. This steel palette replaces wooden pallets which were previously used. The nature of the wooden pallets created manual handling risks for our staff and safety issues during transport if they were damaged.

Major Initiatives Completed – Quarter 3, 2019 presented at Council Meeting - 14 May 2019

53. Online lodgement of FOI applications and integration into Content Manager Freedom of Information (FOI) applications can now be lodged online through the Council’s website via Smart Forms, including online payment and submission of supporting information. Additionally, Council has launched frequently asked questions and increased information about the FOI process on the website to reduce the number of Customer Service queries handled. To improve administration efficiencies, FOI forms have been integrated automatically to flow into Content Manager.

54. Completed PinForce to DACO (Dogs and Cats Online) integration

An integration was completed to allow General Inspectors to quickly search Animal registrations via DACO to pre-populate expiation tickets, improving efficiency.

55. Grant Guru – Community Grant Portal GrantGuru is a powerful and up-to-date funding database that makes finding and applying for grants easy. This service seeks to maximise funding available to use in our City from external funding providers (both government and non-government organisations). This product will support the growth and sustainability of businesses and community groups, as well as increasing local investment and economic activity more generally. We are trialling this software product for one year at a discounted rate and during this time GrantGuru will supply quarterly dashboard reports to indicate user engagement and after one year, staff will review the product to determine the value and level of use and whether to renew the subscription.

56. Falkenberg Road trial of dust suppressant

Urban Rural contractors have been trialling a new Dust-A-Side product called HydroTac on Falkenburg Road, Golden Grove. The product binds surface particles together to prevent dust increasing driver safety and reduces maintenance and watering costs. The product is also totally organic, it has no corrosive chloride compounds and is readily biodegradable and therefore environmentally friendly. The trial was completed in February and to date the road is in good condition and has no dust issues. We are now looking to trial the product on a high traffic area such as Hannaford Hump Road before winter sets in, as the product also works as a



30 Ref: D19/33022

binding agent to prevent pot holing and provides a better surface. We are also currently considering the effectiveness of trialling this product on Golden Fields carpark Golden Grove to address a current CRM for the carpark.

57. Review of CI Program Structure, Outcomes and reporting dashboard

A review of the Continuous Improvement Program has been completed which has enabled an integration with the existing CTTG management operating and project management frameworks. The focus of the program is to centralise project data and improvement ideas, whilst empowering teams to self-manage projects to completion with the aim of improving a constructive and achieving team culture. A reporting dashboard has been generated to measure the success of the key components of the program including ideas generated per portfolio, and projects approved which focus on customer benefit.

58. Asset Management Process Maps – inclusion of Assetic usage

As part of the annual MACK program review, it was identified that a number of procedures did not include a full integration of Assetic. Through a series of workshops, work has commenced on updating the process maps to ensure that the procedures adequately reflect the use of Assetic in supporting our asset management program. These workshops also identified a number of other continuous improvement opportunities across the MACK program which will be progressively addressed.

59. Bank file integration

The Finance team have established a Direct Link for bank file integration – this link automatically downloads bank files into Authority (Council’s corporate accounting system) to save time manually downloading files by the Finance team.

60. Journal entry reports Journal entries into Authority has been improved to automate a report being created straight after entering a journal – Finance officers previously had to manually print screen to save. This now makes it more efficient and also gives the Finance team more information on the transaction as part of the report.

61. Online Forms – Rates Refunds

To save administration time and use of paper copies of forms, an online Rates Refund form has been created by the Rating team, which is now live and being used successfully.



31 Ref: D19/33022

Major Initiatives Completed – Quarter 2, 2019 presented at Council Meeting – 26 February 2019

62. Customer First Solution Stage 1 of the CFS project has commenced with process mapping for workflows and service standards underway for the design and configuration of Work Order management for Customer Request Notifications (CRN). Cross-department collaboration workshops to identify optimisation of process flows for both customers and staff where possible.

63. Online Contractor WHS Induction An online WHS induction portal was implemented for all contractors completing unsupervised works for Council to complete prior to commencing work onsite. Approximately $245,000.00 in savings has been estimated by moving to an online solution due to a reduction in face to face requirements including travel, labour hours and staff costs.

64. Digital Road Map Identification of key activities where digital service requests including Smart Forms can be lodged by the customer 24/7. Continue process mapping services to identify additional services which could be supported by this solution.

65. Smart forms

As at 31 December 2018 we have over 150 smart forms available on Council’s website. Total submission from 1 October 2018 to 31 December 2018 was 2571. Additional features of the forms include logic, payments, customised auto responses (stating next steps and service levels) and integration into Council’s record management system.

66. Online Development Applications Customers are now able to submit a Development Application online, including all attachments. This application is the processed through an auditable workflow and allows the customer to complete 24/7 rather than utilising a face to face booking within the Service Centre.

67. Website development Council website continues to be our most powerful service and information tool with approximately 194,579 website sessions from 1 October to 31 December 2018 (a 3% increase compared with the same period in 2017). The website improvements that have been implemented over this period include:

Use of interactive maps to display service based information including street sweeping, verge cutting and location of CWMS connections

Use of interactive maps for displaying ward boundary information and public art locations with our City

Redevelopment of key areas including waste, Recreation and Leisure Services (Go.See.Play), contact us information and the Modbury Sport Hub.



32 Ref: D19/33022

68. Improvement to Complaints process A review of the process for investigation and action of complaints, with additional training for Customer Service Representatives underway. The new process provides for the investigation to be completed by an independent team member where required.

69. Venue hire We have successfully completed a trial of an online booking system (Space to Co) for the hire of Council facilities. The two selected sites for the trial are:

Hyde Park – Rose Village

Haines Memorial Park This system allows the customer to process their booking end to end online. This includes viewing the availability of the venue, booking the venue, processing payments and reminder notifications to the customer prior to the booking. Internally this has significantly reduce the steps required to book venues (from 16 steps to 3 steps) resulting in significant time savings in processing requests. Based on this successful trial we are developing an approach to transfer other Council venues onto this system. To further improve our customers experiences when booking Council venues we have created a series of virtual tours. The customer does not physically have to visit the facilities to gain a clear understanding of what is available. This further supports our ability to provide the customer with venues bookings end-to-end online bookings. We currently have 19 virtual tours online which have received over 8,000 views over the last 12 months.

70. Mail Processing Solution

Digitisation of hard copy mail and integration with email to improve streamlining of mail processing within the Customer Relations team, has allowed for resources to focus on FOI requests, with some able to be redeployed to other services. This technology could also be applied to emails received, or for automating the Accounts Payable functions – investigations are underway as to benefits to Council.

71. Reduction in Printed Receipts

The ITS and Library teams worked closely with FE Technologies to improve the Self Check-in kiosks so that book check-in receipts could be emailed to the customer as an option instead of a printed receipt.

72. Targeted Email Messaging

A reduction of effort was obtained by automating the daily notification to key staff regarding the Fire Ban Status for the day. This now occurs automatically via a processing solution rather than a staff member manually completing the task.



33 Ref: D19/33022

73. Internet of Things – Data Collection In order to improve knowledge about space utilisation, counter sensors have been established within the Civic Park to measure the number of customers utilizing the grounds. Investigation is underway as to what other services this technology could support Council in Asset Utilisation including pipe pressure gauges, temperatures gauges and motion sensing.

74. BRIMS (Bushfire Risk Information Management System) TTG Community Safety Manager is working closely with other Councils to implement a pilot software allowing all Council and State assets at risk of fire to be visible to fire authorities and adjacent councils, including risk control measures to improve fire prevention strategies and readiness to respond and control fire emergencies.

75. Elmers Reserve Emergency Planning Improvements were made to the Emergency Evacuation Plan for Elmers Reserve to improve safety of staff and members of the public in the event of an emergency, particularly when EnviroCare Sunday events are held at the reserve.

76. Project Redesign – Revised Customer Service Model, RFID implementation and new Library entrance Modifications to the Library will enable a higher % of staff time available for direct customer service, utilisation of technology to improve customer service outcomes and more open and inviting space for customers entering the library. Modifications include:

Returns room (containing RFID sorter)

Customer service areas

Entrance

Carpet design (completed)

Chute room

77. Project Redesign - Design of Black Box station within new Library Sorting Room In order to reduce the risk of manual handling injuries for Library staff through the sideways movement of heavy boxes, a modification to the design of the new Sorting Room has resulted in a work bench being converted to a steel roller bench which allows incoming and outgoing “Black Boxes” to be easily pushed along as they are emptied or filled for Courier transport. This initiative was modelled on Burnside City Council library and was able to be accounted for in the existing project budget.



34 Ref: D19/33022

78. Project Redesign – Trial use of Collaboration Software The Project Redesign team have implemented MS Planner to manage collaboration and communication within the project team to improve transparency of project progress and outcomes across the department and Council. Following the trial, this software will be considered for other departments including the Continuous Improvement network.

79. Service Centre relocation project – Lean workspaces The works depot teams have been engaging with the 5S initiative “Get your S Together” to enable teams to work together in sorting and setting in order their current work areas in preparation for the move. Key team members have been trained in the 5S principles and supported by a Continuous Improvement facilitator to work through cleaning, sorting and identifying what is waste vs goods required to move to the new location.

80. Service Centre relocation project – Improvement to pedestrian management The design has been revised to include a boom gate at the main pedestrian crossing for staff to get to the work areas from the car park. This has provided increased safety for staff crossing the main truck entry point as trucks are stopped at the boom gate first then a roundabout, additionally the position of the boom gate has created improved off road truck parking reducing risk of overflow onto the road whilst navigating through the boom gate.

81. Service Centre relocation project – Improvement to chemical storage The design has been revised to increase the capacity of the underground spill control (bunding) and prevention of rain entry into compound via a cantilever verandah. These improvements has ensured that the storage area meets compliance requirements, and the use of cantilever design on the verandah eliminates the risk of vehicles and trailers impacting the verandah posts while refilling.

82. Service Centre relocation project – Improvement to washbay area The design has been revised to include 2 washbays as opposed to the current 1 washbay to reduce plant downtime awaiting use of the washbay. Additionally, improvements in the flooring having deep grated sections for mud washing reduces the risk of mud build up on the concrete and prevents slips, trips and falls for staff conducting the cleaning.

83. Improvement to usage of PeopleStreme system Organisational Development implemented a package of support tools for leaders and employees, and began measuring usage of the system to understand how well the system has been utilised and therefore target specific teams with additional coaching/training where take-up is lower.



35 Ref: D19/33022

84. Improvement to Injury Management Organisational Development conducted a series of awareness and training sessions on Injury Prevention and best practice injury management. Since the sessions have been conducted, OD have reported a decrease in time length away from work for injured employees, and improved success with case resolutions. These outcomes provide both cost savings, and morale/productivity benefits.

85. Improvement to Employee Wellbeing Organisational Development conducted a series of Mental Health First Aid training sessions, with a number of personnel now identified to assist staff where additional support may be required. In addition, a Wellbeing Advisory Group has been established, and staff survey underway to identify key activities to improve worker wellbeing. The intended benefits from such programs include improved culture and engagement scores, improved retention, decrease in complex workers compensation claims and improvements in customer service delivery through decreased stress and improved morale.

86. Revision of Corporate Values and Behaviours Work has commenced to conduct a review of the existing Vision, Values and Behaviours of CTTG with the view to make improvements on the current standards and expectations, with consultation from across the workforce. Team based champions will assist with supporting and encouraging the desired behaviours and communicating the Vision and Values widely across the organisation, with support from the Leadership Teams.

Major Initiatives Completed – Quarter 1, 2019 presented at Council Meeting – 26 February 2019

87. Online Searches Section 7 and 187 searches are available to customers on-line. A summary of these benefits were presented as an Information Report to Council on 25 September 2018. (Online Search Requests)

88. Standing invoices for residential bins

Residents paying for the service of additional bins were invoiced on a monthly basis. This required significant administration effort on behalf of council staff in raising and processing the invoices for the service. A change of the method to a standing invoice approach has eliminated much of the manual processing required by Building Assets and Environment staff as well as Accounts Receivable staff.

89. Performance Excellence Program – data benchmarking – future opportunities The Local Government Professionals of South Australia has launched a program to collect benchmarking data across councils in South Australia. With initially 17 councils undertaking the program in 2017, a further 8, including the City of Tea Tree Gully entered the program in 2018.



36 Ref: D19/33022

The information collected relates to all aspects of Council performance and is used to provide a relative indication of how each council is performing relative to others. Working groups have been established within local government to ensure there is consistency in the methods used to apply the definitions for a true comparison. The data required was collected through a mini program through-out August and has been entered and validated on time. The Senior Business Analyst will review this information in order to identify potential Continuous Improvement opportunities for the business.

90. Visual Management – status updates in plain view Visual Management is a display, usually pictorial, used to keep teams up to date with real time information, project or instant warnings or indicators. Several initiatives have been in place naturally in the organisation that apply these principles. Two departments, Procurement and Continuous Improvement have implemented visual management practices in recent months. Both departments facilitate the delivery of organisational wide projects where up to date information is beneficial to stakeholders of the projects. Posters, indicating status of activities, have been created and are on display in the work areas.


DRAFT Chief Executive Officer Key Performance Indicators (KPIs) – 2019-2020

The following KPIs and focus areas are in addition to the general major responsibilities set out in the adopted Position Description for the Chief Executive Officer of Council KPIs linked to the Strategic Plan 2020

Strategic Plan Theme & Aspiration

Ref CEO KPI

Healthy & Safe

Our community is healthy and safe

1. Street Lighting Review

Undertake a comprehensive service review on the management of street lighting assets (including public car parks), including but not limited to:

LED options and payback period versus risks associated with conversion

Management of network provider contracts

Management of service requests for new lighting

Report to be presented to Council no later than February 2020

Prosperous & connected

Our local economy prospers and people feel a sense of purpose and belonging

2.

Disability Inclusion Action Plan

Commence the development of a diversity inclusion action plan, with a particular focus for 2019-20 being ensuring Council is prepared for the implementation of the Disability Inclusion Act 2018

Vibrant & Liveable

Our City is a desirable and sustainable place to live

3. Planning Reform

Ensure Council is ready to transition to the Planning and Design Code and implementation of the Planning, Development & Infrastructure Act 2012

4. Capital Works Budget and Program

Ensure that the capital works program as set out in Council’s Annual Business Plan for 2019-20 is delivered. This will be evidenced by reporting on projects completed by project, with a focus of a 90% completion rate (and 98% commenced by 30 June 2020) and within a negative 5% to positive 5% range of Council’s third quarter budget review based on budget category. Progress to be reported to Council at the end of each quarter.

Attachment 3 DRAFT CEO KPIs for 2019-20 adopted by Committee on 3 July 2019.pdf


2 Ref: D19/33419

Strategic Plan Theme & Aspiration

Ref CEO KPI

5. Capital Works Schedule

Develop a draft rolling 3 year Capital Works schedules for key asset areas such as:

Road Construction

Road Reseals

Footpaths

Play Spaces

Building Upgrades

Community Wastewater Management System

Tree Screens

Information Technology



3 Ref: D19/33419

KPIs to be linked to the Organisation Plan 2020

Organisation Plan Theme & Aspiration

Ref CEO KPI

Customer Care

We are a high performing, customer focussed organisation

6. Customer Experience (to be redrafted and presented back to the Committee)

Continue to leverage off of Customer First approach focusing on process and systems improvements to improve customer experience across key services. Measure success through a Voice of the Customer program key metrics:

Reduction in customer complaints received

Increase in overall satisfaction with entire experience with Council

Increase net easy score (measures customers feedback in regards to level of ease having queries

resolved by Council)

Increase with satisfaction with general information received from Council

Increase with customers following Council’s social media channels

Increase with overall satisfaction with Council’s website

Increase in Customer Requests logged and tracked via the ‘my.teatreegully’ portal

Decrease in call volume (Contact Centre)

Increase in e-newsletter subscription.

Learning and Growth

We are a learning organisation and our people are developing skills for their future and the community’s benefit

7. Project Management and Contract Management

Undertake a review of project management and contract management frameworks including the development of a training needs analysis.



4 Ref: D19/33419

Organisation Plan Theme & Aspiration

Ref CEO KPI

Future Capability

We are building the capacity and capability of our people, community and businesses through the continuous improvement of our services and operations

8. Continuous Improvement

Complete at least 25 Continuous Improvement initiatives for 2019-20 reporting a summary of the outcomes to Elected Members throughout the year. In addition to these initiatives:

Continue to evolve the Assets & Environment portfolio work practices to ensure that the investment in the new Service Centre and the Customer First Solution be realised with the benefits being reported to Council quarterly.

Complete a review of Councils waste management approach with a report being presented to Council’s Audit Committee by December 2019.

Sustainable Operations

Our customer, financial, risk and governance practices contribute to the long-term sustainability of our operations and service

9. Operating Budget

Deliver robust and accurate financial planning and reporting that incorporates a balanced budget delivery where operating expenditure is within a negative 1% - positive 2% range of Council’s third quarter budget review

10. Work Health & Safety

Sponsor continued implementation of Council’s Work Health & Safety Plan and the achievement of the associated plan targets focussing on the CEO showing Council’s Executives Commitment to providing a safe work environment to all employees and providing an annual reports to Council on Council’s achievements in this area. Note: The above focus is on internal safety which contributes to community safety. Community safety is also addressed as an objective through delivery of the capital works program (refer KPI 4)


minutes of the ceo performance and … · performance appraisal survey. moved cr rankine, seconded...

Documents