15.4 DELIVERY PROGRAM PROGRESS REPORT JANUARY TO JUNE 2015 & UPDATE ON FUTURE PERFORMANCE MEASUREMENT & REPORTING

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1 15.4 DELIVERY PROGRAM PROGRESS REPORT JANUARY TO JUNE 2015 & UPDATE ON FUTURE PERFORMANCE MEASUREMENT & REPORTING ATTACHMENT: RESPONSIBLE OFFICER: AUTHOR: DELIVERY PROGRAM ITEM: DELIVERY PROGRAM PROGRESS REPORT RESULTS (DISTRIBUTED SEPARATELY) DEBRA JUST GENERAL MANAGER DARIUS TURNER CORPORATE STRATEGIC PLANNER A COUNCIL THAT IS OPEN AND HONEST AND REPRESENTS ITS CONSTITUENTS MEETING DATE: 26 OCTOBER 2015 Purpose of Report To update Council on the progress of the Delivery Program , in particular the 2014/15 financial year and to provide details of a review of performance measures and reporting systems for 2015/16. Background As part of the Integrated Planning and Reporting Framework the Office of Local Government (OLG) requires Council to adopt a suite of strategic planning documents. These documents include a long term Community Strategic Plan, a four year Delivery Program and an annual Operational Plan and Budget. These documents are supported by the Resourcing Strategy comprising the Long Term Financial Plan, Asset Management Policy and Plans and the Workforce Plan. The current Delivery Program was originally adopted in 2013 following extensive consultation with the community, Councillors and staff. The Delivery Program was readopted by Council in 2014 in a new format which combines the Operational Plan and Delivery Program and clearly outlines what Council will deliver to the community during the four year term of Council. The 2015/16 iteration of the Delivery Program and Operational Plan and Budget was adopted by Council on 22 June It is a requirement that a Delivery Program Progress report is provided to Council every 6 months, as well as an End of Term Report at the conclusion of the life span of the Delivery Program which summarises achievements during the Council term. Council s first End of Term Report was adopted in August 2012 as part of the new Integrated and Planning and Reporting Framework, and the next End of Term Report will be prepared at the conclusion of the current council term in Discussion Integrated Planning and Reporting legislation requires Council to provide six monthly progress reports to the community. This report meets this requirement, the first section providing results of the Delivery Program and Operational Plan for the past 12 months, with the second part of the report providing detail on future methods and systems to be introduced to improve performance across the organisation. PAGE 161

2 Delivery Program and Operational Plan Results January June 2015 Table 1 provides a summary of results for the performance measures listed in the Delivery Program and Operational Plan January June The Delivery Program Progress Report Results attachment provides individual targets, results and comments for each of the performance measures. Table 1 Summary of Results January June 2015: Delivery Program and Operational Plan 2014/15 Total number of Performance Measures On Target at 30 June 2015 Not Meeting Target at 30 June 2015 Performance measures requiring review, outside officers control or not applicable this reporting period at 30 June 2015 Duplicate Performance Measures (70.56%) 57 (22.98%) 15 (6.05%) 1 (0.40%) Over time it has become evident that a review of the way performance measures are developed and reported is required in order to best represent the quality programs, services and infrastructure that Willoughby City Council delivers to the community. As detailed in the next section of this report, elements of this review have already commenced, with other components and a timeline for their implementation also outlined below. The results presented in this report are in some cases impacted by timing, with several targets being met slightly after the finalisation of the reporting period. In addition, some performance measures have been affected due to circumstances outside of the officers control such as weather events and the delay or deferment of projects by Council. As the performance measures for 2015/16 have formally been adopted by Council as part of the Operational Plan 2015/16, it may be necessary to re-adopt the Operational Plan depending on outcomes of the review and the extent of revision of the existing performance measures. Future Reporting and Delivery Program and Operational Plan Performance Measures The recent organisational restructure has provided the allocation of resources and support which will enable a thorough review of current performance measures contained within the Delivery Program and Operational Plan. This review will serve to provide performance measures which are developed more rigorously, link more closely to activities being undertaken across the organisation and create more accountability through their connection with staff personal performance objectives. The following section details these improvements. Business Planning A formalised Business Planning Process took place in early 2015, in which managers provided strategies to improve business efficiency. The newly created Business Plans covered not only deliverables in the Delivery Program and Operational Plan, but also other considerations including workforce planning, sustainability, risk and asset management. PAGE 162

3 This new, holistic approach to planning was the first step in identifying areas for improvement and revision of the existing performance measures contained within the Delivery Program and Operational Plan. The allocation of resources through the organisational restructure, combined with the business planning process, will enable a revision of existing performance measures to ensure they are meaningful, within officers control, have challenging yet realistic targets and are assigned to staff appropriately. Project Management Office The Project Management Office and Business Improvement Office, created through the restructure, are key elements of the newly allocated resources which will also assist with the improvement of measuring performance across the organisation. As part of the review of performance measures, the Project Management Office in conjunction with the Strategy, Assets and Partnering Team, has separated projects from programs and other activities and applied a project management framework including monthly milestones which will ensure all projects are on track and on budget. In future, projects will be identified and reported on in a separate section of the Operational Plan and Budget, which will make it easier for the community to differentiate between projects and programs being delivered by Council. Business Improvement Office The Business Improvement Office is providing ongoing support across the organisation to ensure that key programs and services identified through Council s Fit for the Future submission, and Council s services are delivered in the most efficient manner possible. The Business Improvement Office is also providing input as to how these improvement efficiencies are tracked. Decision Making Framework A formal Decision Making Framework is also being implemented which will assist with the prioritisation of projects and capital works. All of these elements are designed to create greater accountability and rigour in the activities Council undertakes and will lead to increased performance and greater outcomes for the community. Pulse Software System The new approach to improving performance measurement will be further assisted by the introduction of corporate performance reporting software, Pulse. This software contains a number of modules which assist with corporate performance measurement, project management, employee performance management, risk management and delegation and policy management. The software will provide a vehicle for monthly reporting of performance across the three directorates of council and the organisation as a whole, and will indicate live tracking of performance through a dashboard which is accessible by management at all times. In summary, the Pulse software will greatly assist to measure and monitor performance and will lead to an improvement of service delivery to the community with much of it being operational by December PAGE 163

4 Corporate Scorecard In addition to the initiatives articulated previously in this report, a corporate scorecard is currently being prepared and will be soft launched in draft form October The corporate scorecard will also be reported on using the Pulse software and provides a snapshot of performance across the directorates with the strategic drivers of elected councillors and community, staff and organisation. In essence, the Corporate Scorecard rolls up all of the activities and performance measures across the organisation which allows management to monitor progress and address any issues in a timely manner. Key measures featured in the Corporate Scorecard include Fit for the Future ratios, budget tracking, customer satisfaction results, percentage of progress of projects and Operational Plan items as well as risk and work, health and safety statistics. The Corporate Scorecard is a work in progress which will be fully populated over time. Conclusion This report and the associated attachment provide a summary of results towards achieving the activities detailed in the Delivery Program and Operational Plan for the period of January June There is an impetus to improve these results and a number of mechanisms have been put in place to ensure that Council delivers the projects, services and infrastructure as promised in the Integrated Planning and reporting documents. Council will be updated on the outcomes of the review of performance measures prior to the next six monthly Delivery Program progress report and will be requested to consider re-adopting revised performance measures if necessary. OFFICER'S RECOMMENDATION That Council: Receives the Delivery Program Progress Report for the period January to June Endorses officers to finalise a review of the performance measures listed in the Delivery Program and Operational Plan 2015/16, with revised performance measures to be presented to Council for adoption at the completion of the review. PAGE 164

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