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Theme 5

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Responsible management

Strategic objectives

  • Decision-making in the delivery of high quality services by capable and professional people reflects transparent, accountable and fair practices.
  • Sound financial and risk management practices are carried out.

Achievements

Key figures

  • $25.3 million net operating cost  

  • 153,080 phone calls and 115,835 online requests 
  • 77,200 rateable properties
     

Website improvements

A number of improvements have been made to ensure continued provision of the Boroondara website in a manner that is accessible and customer focused. These include the achievement of accessibility certification from Vision Australia, confirming compliance with global standard WCAG 2.0 level AA and development of 16 planning and building content guides to support customers to navigate the complex building and planning regulations.
 
The centralisation of our website introduced tighter governance and quality control over published content. An audit of 125 of the most visited pages on the website since its launch in May 2017 achieved an average quality score of 94 per cent. During the year, customers completed over 30,000 eForms. Ninety three percent of customers who left feedback on eForms rated them as ‘Very easy’ or ‘Easy’ to use.

Advocacy

Council continued to work with residents and community groups on several advocacy campaigns during the year, including the North East Link, the Markham Estate redevelopment in Ashburton and the Bill Street public housing redevelopment in Hawthorn.

Summary of other achievements 

  • Implemented new software (Doc Assembler) for the generation of Council and Committee business papers.
  • Compiled the Council response to the Local Government Exposure Draft Bill to inform the final draft legislation before the Government reviews it to present to the Victorian Parliament.
  • Extended the funding agreement for Camcare to continue providing community services to Boroondara residents in need of support.
  • Developed and adopted the Budget 2018-19 document in accordance with the Victorian Local Government Model Budget and aligned its structure to the Boroondara Community Plan 2017-27.
  • Implemented Single Touch payroll systems in compliance with the Australian Tax Office (ATO).
  • Enabled online accessibility of the nomination form for Citizen and Young Citizen of the Year, to make the nomination process more convenient for the community.

Challenges 

  • The transition to a paperless office has required the building of hybrid systems, adding to time frames as officers have had to develop and learn these temporary processes.
     

 

 

 

 

Introduction