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Victoria Daly Shire Council Victoria Daly Shire Council Service Delivery Plan Period: 08/09 - 12/13 v3.2.2 VICTORIA DALY SHIRE BUSINESS STRUCTURE AND SERVICE DELIVERY PLAN TABLE OF CONTENTS May 2008 DIRECTORATE: Chief Executive and Governance DIRECTORATE: Corporate and Community Services DIRECTORATE: Infrastructure and Civil Services Business Unit: Chief Executive and Shire Services Management Business Unit: Financial and Corporate Management Business Unit: Assets Core - Local Emergency Management (PAGE 4) Core - Council Planning and Reporting (PAGE 118) Core - Asset Management (PAGE 135) Core - Shire Services Management (PAGE 8) Core - Financial Management (PAGE 121) Core - Fleet and Plant Maintenance and Management (PAGE 137) Core - Maintenance and Upgrade of Council-controlled buildings, facilities and fixed Business Unit: Governance Core - Information Technology and Communications (PAGE 124) assets (PAGE 141) Agency - Economic Development Support (PAGE 11) Core - Revenue Growth (PAGE 126) Business Unit: Civil Services Core - Administration of Council Meetings, Local Boards and Sub Committees (PAGE 13) Business Unit: Human Resources and Training Agency - Airstrips Maintenance (PAGE 212) Core - Adminstration of Local Laws (PAGE 15) Core - Human Resources Management (PAGE 128) Agency - Environmental Health and Life Skills (PAGE 218) Core - Training and Employment of Local People in Council Operations (PAGE Core - Advocacy and Representation on Local and Regional Issues (PAGE 18) 131) Agency - Natural Resource Management (PAGE 220) Core - Community Information and Liaison Services (PAGE 20) Business Unit: Commercial Operations Agency - Outstation / Homeland Municipal Services (PAGE 223) Core - Governance (PAGE 23) Commercial - Community Stores and Retail (PAGE 32) Commercial - Barge Landing Maintenance (PAGE 152) Core - Public and Corporate Relations (PAGE 26) Commercial - Employment and Training (PAGE 35) Commercial - Non-Council Roads (PAGE 154) Core - Records Management (PAGE 28) Commercial - Horticulture (PAGE 39) Commercial - Power, Water and Sewerage Essential Services (PAGE 157) Core - Risk Management (PAGE 30) Commercial - Indigenous Art Enterprises (PAGE 41) Core - Cemeteries Management (PAGE 164) Commercial - Post Office Agency (PAGE 44) Core - Companion Animal Welfare and Control (PAGE 168) Commercial - Visitor Accommodation and Tourist Information (PAGE 46) Core - Lighting for Public Safety, including Street Lighting (PAGE 172) Business Unit: Community Services North Core - Local Roads Maintenance (PAGE 177) Agency - Aged and Disabled Care Services (PAGE 65) Core - Local Roads Upgrading and Construction (PAGE 186) Core - Maintenance and Upgrade of Council-controlled Parks, Reserves and Open Agency - Centrelink (PAGE 69) Spaces (PAGE 188) Agency - Community Media (PAGE 73) Core - Traffic Management on Local Roads (PAGE 193) Agency - Community Safety (PAGE 76) Core - Waste Management (including litter reduction) (PAGE 195) Agency - Family Services (including Child Care) (PAGE 80) Core - Weed Control and Fire Hazard Reduction (PAGE 206) Agency - Sport and Recreation and Youth Services (PAGE 84) Other - Borrow Pit Operations (p148) Core - Civic, Cultural and Sporting Events (PAGE 52) Business Unit: Territory Housing Services Commercial - Territory Housing and Related Infrastructure Repairs and Other - Swimming Pools (PAGE 49) Maintenance (PAGE 230) Core - Libraries and Cultural Heritage (PAGE 57) Commercial - Territory Housing Tenancy Management (PAGE 234) Business Unit: Community Services South Business Unit: Office for Infrastructure and Civil Services Agency - Aged and Disabled Care Services (PAGE 98) Core - Infrastructure and Civil Services Management (PAGE 228) Agency - Centrelink (PAGE 101) Agency - Community Media (PAGE 105) Agency - Community Safety (PAGE 107) Agency - Family Services (including Child Care) (PAGE 111) Agency - Sport and Recreation and Youth Services (PAGE 115) Core - Civic, Cultural and Sporting Events (PAGE 88) Core - Libraries and Cultural Heritage (PAGE 93) Business Unit: Office for Corporate and Community Services Core - Corporate and Community Services Management (PAGE 133) Victoria Daly Shire Council Service Delivery Plan (08/09 - 12/13) Organisational SWOT S TRENGTHS W EAKNESSES INTERNAL • CEO AND GOVERNANCE: Agreement on Shire and • iNFRASTRUCTURE AND CIVIL SERVICES: ward boundaries Inconsistent standard of services • iNFRASTRUCTURE AND CIVIL SERVICES: Local • CORPORATE SERVICES: Contract obligations with road and airstrip standards staff • CORPORATE SERVICES: Improved customer • CORPORATE SERVICES: Condition and type of service assets and facilities • CEO AND GOVERNANCE: Improved administration • COMMUNITY SERVICES: Inconsistent standard of and record-keeping services • CORPORATE SERVICES: Procurement and • iNFRASTRUCTURE AND CIVIL SERVICES: No management of assets Shire-wide local roads management system • CEO AND GOVERNANCE: Funding for local • CORPORATE SERVICES: Limited employment of government elections local Indigenous staff • CEO AND GOVERNANCE: Strengthened Advocacy • iNFRASTRUCTURE AND CIVIL SERVICES: Low • CORPORATE SERVICES: Improved IT and financial skills base of some local potential employees management systems • iNFRASTRUCTURE AND CIVIL SERVICES: Council • iNFRASTRUCTURE AND CIVIL SERVICES: PAWC employee housing shortages assistance with street lighting maintenance • CORPORATE SERVICES: Lack of standardised • CEO AND GOVERNANCE: Full-time leadership and rates and service charges schedules representation • CORPORATE SERVICES: Inaccessibility of • CORPORATE SERVICES: Improved accountability specialist financial management systems • INFRASTRUCTURE AND CIVIL SERVICES: Better • CORPORATE SERVICES: High staff turnover coordination of Local Emergency Management • CORPORATE SERVICES: Shire reliance on non- • COMMUNITY SERVICES: Shire as preferred service self generated revenue delivery agent • COMMUNITY SERVICES: Access to library services • CORPORATE SERVICES: Improved human • CORPORATE SERVICES: Lack of adequate ITC resources management networks in some communities • CEO AND GOVERNANCE: Early hiring of senior • CEO AND GOVERNANCE: Community meeting staff spaces • COMMUNITY SERVICES: Civic and community • CORPORATE SERVICES: Cemetery management events differences • CORPORATE SERVICES: Early hiring of senior staff • iNFRASTRUCTURE AND CIVIL SERVICES: Lack of • iNFRASTRUCTURE AND CIVIL SERVICES: all-season access to all communities Improved animal welfare and control • iNFRASTRUCTURE AND CIVIL SERVICES: • CEO AND GOVERNANCE: Intergovernmental Inadequate plant storage facilities advocacy and representation • CEO AND GOVERNANCE: Community control over • INFRASTRUCTURE AND CIVIL SERVICES: Better Shire finances management of assets and infrastructure • CEO AND GOVERNANCE: Distance and geography • CEO AND GOVERNANCE: Support from Local • CORPORATE SERVICES: Difficult and expensive Boards security arrangements for assets • CORPORATE SERVICES: Pooling of administrative resources • COMMUNITY SERVICES: Skill sets of local residents • iNFRASTRUCTURE AND CIVIL SERVICES: Improved waste management standards O PPORTUNITIES T HREATS EXTERNAL • COMMUNITY SERVICES: Potential for improved • CORPORATE SERVICES: High community service delivery expectations of service standards and access to • CORPORATE SERVICES: Forward planning can resources deliver savings • iNFRASTRUCTURE AND CIVIL SERVICES: Waste • CEO AND GOVERNANCE: Governance training management service constraints • CORPORATE SERVICES: Scope for consistent • CEO AND GOVERNANCE: Retention of existing administration services senior governance staff • iNFRASTRUCTURE AND CIVIL SERVICES: • CORPORATE SERVICES: Financial situation of Potential for improved natural resource management current councils June 02, 2008 Page 2 of 238 Victoria Daly Shire Council Service Delivery Plan (08/09 - 12/13) • COMMUNITY SERVICES: Potential expansion of • iNFRASTRUCTURE AND CIVIL SERVICES: community events and festivals Increased visitor numbers • iNFRASTRUCTURE AND CIVIL SERVICES: • CORPORATE SERVICES: Instability of tied funding Potential for improved standard and consistency of • CEO AND GOVERNANCE: Communication with services communities • CORPORATE SERVICES: Potential for increased • iNFRASTRUCTURE AND CIVIL SERVICES: rates revenue Increased expectation of compliance with legislation • CORPORATE SERVICES: Potential for better • COMMUNITY SERVICES: Impact of Australian access to grant funding Government Intervention • iNFRASTRUCTURE AND CIVIL SERVICES: Potential for increased borrow pit costs • COMMUNITY SERVICES: Service delivery mix • CORPORATE SERVICES: Occupational health and safety issues • CORPORATE SERVICES: Financial accountability in communities • iNFRASTRUCTURE AND CIVIL SERVICES: Labour recruitment difficulties • CORPORATE SERVICES: Costs of large-scale capital upgrading • CORPORATE SERVICES: Location of financial headquarters • COMMUNITY SERVICES: Reliance on grants funding • iNFRASTRUCTURE AND CIVIL SERVICES: Potential expansion of local road network • CORPORATE SERVICES: Potential that start-up funds are inadequate • CEO AND GOVERNANCE: Equal and fair representation across all communities • CORPORATE SERVICES: Increase of ratepayer base • iNFRASTRUCTURE AND CIVIL SERVICES: Difficulties in enforcing standards and local laws • iNFRASTRUCTURE AND CIVIL SERVICES: Impact of the Australian Government Intervention • CEO AND GOVERNANCE: Community engagement • CEO AND GOVERNANCE: Cultural differences • CEO AND GOVERNANCE: Shire Headquarters June 02, 2008 Page 3 of 238 Victoria
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