How we do business

Objective: We will focus on developing and maintaining effective working relationships to deliver Council’s strategic directions and cost effective services that meet the changing needs of the community.

Like many organisations we face daily challenges. An ongoing challenge is continuing to provide services to meet the requirements of a growing population with diverse needs.

In meeting this we must ensure our governance and financial management is responsible, accountable and transparent. We must ensure a working environment that is safe and healthy and encourages learning and development opportunities for our staff.

Engaging our community on a regular basis is important as it not only serves as a way for us to inform, but for the community to provide valuable feedback and create strong relationships.

In order to achieve our City Plan priorities it is paramount that we build strong partnerships across all levels of government, as well as with business and community groups. We will take a lead role in advocating to influence government policy and resource allocation, and to ensure the best outcomes for our region in areas such as education and employment opportunities, environment, health services, and public transport.

Over the life of this current City Plan (2013-2017) we are delivering ongoing services and new initiatives across the following five important priorities:

  • Lead by advocating and collaborating on issues important to the Greater Geelong community.

  • Efficient and customer focused organisation.

  • Responsible and sustainable financial management.

  • Informed and engaged community.

  • Motivated and skilled staff in a safe work environment.


Strategies and master plans 

  • Asset Management Strategy and associated plans

  • Corporate Document Management Strategy

  • Digital Geelong Strategy

  • Human Resource Management Strategy

  • Marketing Management Strategy
  • Occupational Health and Safety Management Strategy

  • Rating Strategy

  • Customer Service Strategy
  • Community Engagement Action Plan

  • Communication strategies

  • Local Government Rates Capping and Variation Framework Review

Key partnerships include

  • G21 – Geelong Region Alliance

  • State and Federal Governments

  • Community agencies

  • Council employees

  • The community

  • Business and industry groups

  • Special interest groups

Challenges

  • The release of the Susan Halliday Review of Workplace Culture, EY Sweeney qualitative report and the subsequent Commission of Inquiry report.

  • The dismissal of the City's mayor and 12 councillors and the temporary appointment of administrators.

  • Ageing workforce and skills shortages in various services delivered by the City.

  • Staff retention and succession planning.

  • Prioritising new initiatives with budget constraints.

  • Funding the defined benefit superannuation shortfall.

  • Maintaining a growing list of ageing infrastructure.

  • Keeping abreast of changing occupational health and safety legislation and procedures.

  • Rapid developments in Information Technology and Management.

  • Communicating to an increasingly diverse community.

  • Current political environment and marginal seats in our region.

  • Balancing community views and desires with factors such as budget constraints, economic environment, social and environmental impacts.

  • The Victorian Electoral Commission electoral representation review.

  • A change in practice and community expectations of local government responsibilities.

  • The introduction of rate capping and the application of the variation process.

  • Keeping abreast of and implementing ongoing changes in legislation, planning controls and policies.


Priority: Lead by advocating and collaborating on issues important to the Greater Geelong community

The City of Greater Geelong recognises that collaboration with all levels of government is required in order to meet all of our communities needs. By working in partnerships with other levels of government, we are able to access greater resources and coordinate strategic responses to issues as they arise.

We will:

  • Advocate on the community’s interests to State and Federal governments.

  • Develop and foster partnerships that offer wellbeing, economic and environmental opportunities for our municipality.

  • Work with other governments and organisations for the benefit of the local community, city and region.

Progress indicators:

Type of indicator
Indicators Target
D
Community satisfaction with Council’s advocacy and community representation on key local issues (Local Government Community Satisfaction Survey) Meet or exceed Victorian Council average


Priority: Efficient and customer focused organisation

Our goal is to be a customer-focused organisation that considers the customer’s perspective and delivers efficient and effective services to meet the growing needs of our community. This is underpinned by our Customer Service Commitments and Customer Service Strategy.

We are committed to:

  • A ‘can do’ culture

  • Delivering our services with integrity and simplicity in a convenient way

  • Being responsible and timely in responding to the community

  • Using technology effectively to improve business functions and deliver benefits to the community

  • Providing efficient and value for money services and programs

  • Ensuring programs and services meet the current and future needs of the community.


Progress indicators:

Type of indicator
Indicators Target
D
Percentage of correspondence responded to within 10 working days 80%
D
Average total connect time (seconds) Equal to or less than previous year
D
Percentage enquiry resolution (resolved at point of contact) 80%
D
Customer Service Index – getting through (60 per cent time to live operator, 40 per cent greeting skills) Equal to or greater than the previous year
D
Customer Service Index – service delivery (50 per cent manner, 50 per cent enquiry resolution) Equal to or greater than the previous year
D
Community satisfaction with customer contact (Local Government Community Satisfaction Survey) Meet or exceed Victorian Council average
D
Percentage of Requests for Service (RFS) completed on time Greater than 85%
D
Overall community satisfaction with Council performance (Local Government Community Satisfaction Survey) Meet or exceed Victorian Council average
D
Percentage of building applications processed within timeframe Greater than 80%
D
Percentage of planning applications (DA) completed within 60 statutory days Greater than 80%
D
Community satisfaction rating for overall performance in town planning policy and approvals (Local Government Community Satisfaction Survey) Meet or exceed Victorian Council average
D
Community satisfaction rating for overall performance with planning and building permits (Local Government Community Satisfaction Survey) Meet or exceed Victorian Council average


Priority: Responsible and sustainable financial management 

We will provide a sound financial basis that supports our strategic priorities and enables us to deliver and maintain infrastructure and services to ensure the sustainability of our region into the future.

We will:

  • Responsibly manage ratepayers’ funds in the delivery of services and programs.

  • Maintain a strong financial position and a sustainable debt level.

  • Be consistent with our asset management strategies and policies.

  • Strive to maintain the condition of our community assets.


Progress indicators:

Type of indicator
Indicators Target
D
Liquidity - working capital ratio Current assets to current liabilities ratio between 1 and 1.5
D
Loan Borrowing relative to self funded revenue Loan borrowing is less than 60% of self funded revenue
D
Underlying result-  Operating surplus as a percentage of total operating revenue Operating surplus is 1% of total operating revenue
D
Investment gap- percentage of Capital expenditure funded by depreciation 80%


Priority: Informed and engaged community 

Engagement activities will be offered widely and openly to ensure the community has the opportunity to participate in decision making processes and is informed about matters that impact on their lives.

We will do this by:

  • Communicating through a variety of mediums to reach our community.

  • Engaging with our customers and the broader community to better understand their needs and concerns and provide them with feedback about their input and decisions made.

  • Being open and transparent.


Progress indicators:

Type of indicator
Indicators Target
D
Community satisfaction with overall performance in community engagement (Local Government Community Satisfaction Survey) Meet or exceed Victorian Council average
D
Community satisfaction rating for overall performance in informing the community (Local Government Community Satisfaction Survey) Meet or exceed Victorian Council average
D
Percentage of consultations where feedback is required provided to participants 90%


Priority: Motivated and skilled staff in a safe work environment 

We will encourage our staff to be motivated, well-trained and well-resourced to enable them to make informed decisions and to deliver efficient and effective services that benefit our community.

A safe work environment will be provided by maintaining occupational health and safety (OHS) processes which meet and exceed current legislative standards and by regularly providing OHS and broad based training to all our staff.

We will:

  • Have a highly skilled, effective and adaptable workforce.

  • Provide consistent communication to staff and engage them in decision making processes.

  • Provide training and development opportunities for continuous improvement and OHS processes.

  • Strive to be an employer of choice with staff who possess a can-do attitude.

  • Provide effective risk management procedures and maintain a safe work place.

  • Promote health and wellbeing programs

  • Promote work-life balance opportunities.

Progress Indicators:

Type of indicator
Indicators Target
D
Percentage of operating budget allocated to training and development Equal to or greater than the previous year
D
Staff absenteeism (percentage of hours paid - excludes Family Leave) 2% or lower
D
Turnover of permanent staff Equal to or less than the industry average
D
Overall staff satisfaction rating Greater than 3.8 (result out of 5)
D
Lost time injury frequency rate (number of lost time injuries per million hours worked) 17.42 or lower
D
Lost time incident duration Equal to or less than the industry average
D
Employer Claim Cost Rating Equal to or less than the industry average

Ongoing services and activities that contribute to How We Do business:

  • Customer service centres provide easy access for all residents, as well as deliver services from numerous locations around the region.

  • Human resources including remuneration, training and occupational health and safety.

  • Council meetings.

  • Council elections.

  • Citizenship ceremonies and civic functions.

  • City of Greater Geelong website maintenance content update.

  • Provision of online payment services including rates, pet registrations, parking infringements and other Council invoices.

  • Review of objections to infringement notices.

  • Programmed and emergency maintenance and upgrades of the 750 council owned buildings, including sporting facilities, community centres, halls, neighbourhood houses and senior citizens centres.

  • Consultations with the community on a broad range projects, services, events and issues.

  • Representation on and support for the G21 Geelong Region Alliance to ensure the long term strategic and sustainable development of the region.

  • Representation on various committees of management.

  • The provision of communications material including City News, media releases, annual calendar, speeches, social media, newsletters, advertising and Community Update.

  • Traffic management – safety and access of traffic including roundabouts, traffic islands, speed humps and signage.

  • Upgrade and maintenance of street furniture, bus stops, road signs, line-marking, street lighting and trees.

  • Parking in all areas within the municipality, including local laws patrols, permits and commercial car park management.

Indicator Key:

Key
Type of measure
D
Direct – Council has a direct influence on the measure result
I
Influence – Council has an influence on the measure result but other external factors outside our control also impact it
M
Monitor – Council has no influence on the measure result but monitors it to assist in future planning




Print Page last updated: Monday, 21 November 2016