Activity groups with activity service levels, performance measures and targets
←
→
Page content transcription
If your browser does not render page correctly, please read the page content below
Activity groups with activity service levels, performance measures and targets
The following is a summary of our activity groups and the service levels, performance measures and targets of our activities. We undertake these activities in order
to achieve our vision of being a leading edge district. Our activities fall into twelve groups:
1. Water supply
2. Stormwater drainage
3. Sewerage and the treatment and disposal of sewage
4. Provision of roads and footpaths
5. Parks and recreation
6. Community and cultural
7. Economic development
8. Community facilities and services
9. Transportation
10. Investments
11. Corporate
Water supply
Safe drinking water is a fundamental requirement for public health. Water systems play a vital role in ensuring the health and safety of communities, a productive
economy and a healthy environment. The activities included in the group are:
• Water supply
Stormwater drainage
Stormwater collection and its disposal are necessary in order to protect the health and safety of people and their land and property. By managing the stormwater
piped network, and waterways and natural drainage systems from point source, to discharge, to natural environment, a degree of protection is applied to land,
property, the receiving environment and life. The activities included in the group are:
• Stormwater
• Waterways and natural drainage
Sewerage and the treatment and disposal of sewage
As well as providing a convenience to households by enabling easy sewage disposal, the collection, treatment and disposal of wastewater is also important to
maintain public and environmental health, as well as the quality of our natural environment, e.g. waterways. The activities included in the group are:
• WastewaterProvision of roads and footpaths
This group manages the district’s roads, bridges, traffic management and control systems and streetlights and contributes to our economic and social wellbeing.
The activities included in the group are:
• Roading
• Footpaths and berms
Parks and recreation
This group of activities includes services and facilities that underpin the maintenance of a district that works for everyone. It ranges from the provision of parks,
open spaces, reserves and sportsgrounds, which contribute to the health and social fabric of the community, to swimming pools which, although not essential
services, are important facilities for the social connectivity and wellbeing of our district. The activities included in the group are:
• Parks and reserves
• Swimming pools
• Cooks Gardens
Community and cultural
This group of activities oversees the management of key cultural facilities; ensures the appropriate stewardship of nationally-important collections; works closely
with central government departments and supports achievement of strategic outcomes through a combination of direct delivery models and collaboration with
community agencies and organisations.
This strategic development and operational implementation stretches across the following:
• Community
• Libraries
• Sarjeant Gallery
• Royal Wanganui Opera House
• War Memorial Centre
• New Zealand Glassworks
We also provide support for the Whanganui Regional Museum.
Economic development
This group of activities aims to promote the district as a tourism destination and facilitate the growth and development of the district’s economy. These functions
are provided by the council-controlled organisation Whanganui & Partners, with support provided by the Council. The activities included in the group are:
• Whanganui & Partners – Economic development
• I-siteCommunity facilities and services
This group of activities includes services and facilities that help to sustain the safety and welfare of our community, preserve our exceptional heritage and
infrastructure and protect our environment and awa. The activities included in the group are:
• Cemeteries
• CBD maintenance
• Waste minimisation
• Pensioner housing
• Community buildings
• Emergency management
• Animal management
• Building control
• Environmental health
• Parking services
• Resource management
• Environmental policy
Transportation
Transport provides and maintains connections both within the district and beyond and is essential for economic prosperity and social connectedness. The activities
included in the group are:
• Airport
• Port and river
• Durie Hill elevator
Investments
This group intends to enhance the development of our district and provide an acceptable financial return to the community. The activities included in the group
are:
• Investments – including:
o Whanganui District Council Holdings Limited
o Harbour Endowment property portfolio
o City Endowment property portfolio
o QuarryCorporate
This group of activities provides support for Council staff and elected members to work together for the benefit of the community. The activities included in the
group are:
• Governance
• Corporate management
• Community and operational propertyWater Supply
Community Customer levels of Customer Customer service performance measures Performance Initiatives to improve levels
Outcomes service value level procedure of service
Performance measure Baseline 1 Year 1 Year 2 Year 3 Years 4-10
Target Target Target Target
(2021- (2022- (2023- (2024-
2022) 2023) 2024) 2031)
Works for A continuous Responsiveness The total number of 63 < 100Community Customer levels of Customer Customer service performance measures Performance Initiatives to improve levels
Outcomes service value level procedure of service
Performance measure Baseline 1 Year 1 Year 2 Year 3 Years 4-10
Target Target Target Target
(2021- (2022- (2023- (2024-
2022) 2023) 2024) 2031)
(measured from the time contractor and report on
that notification is received response times within the
to the time that the service monthly contract meetings.
personnel reach the site) Update current CRM process.
Median response time for 1 hour 14 22 hours 22 hours 22 hours 22 hours Council CRM Continue to maintain high
resolution of urgent call minutes system levels of service from
outs (measured from the contractor and report on
time that notification is response times within the
received to the time that monthly contract meetings. .
the service personnel Update current CRM process.
confirm resolution of the
fault or interruption)
Median response time for 1 hours 32 24 hours 24 hours 24 hours 24 hours Council CRM Continue to maintain high
attending non-urgent call- minutes system levels of service from
outs (measured from the contractor and report on
time that notification is response times within the
received to the time that monthly contract meetings.
the service personnel reach Update current CRM process.
the site)
Median response time for 1 days 18 4 days 4 days 4 days 4 days Council CRM Continue to maintain high
resolution of non-urgent call minutes system levels of service from
outs (measured from the contractor and report on
time that notification is response times within the
received to the time that monthly contract meetings. .
the service personnel Update current CRM process.
confirm resolution of the
fault or interruption)
The percentage of real 35% < 40% < 40% < 40% < 40% Modelled based Flow modelling and capital
water loss from the on minimum work and upgrades.
network reticulation night flows to
system 3 the average
water
consumption in
combination
the water
model.
The average amount of 330 litres 350 litres 350 litres 350 litres 350 litres Total Installation of flow meters on
water consumed per consumption – domestic connections.
resident per day industry
consumption
3
Due to absence of water meters in the reticulation system this is calculated by comparing minimum night flows to the average water consumption in combination with the water model.Community Customer levels of Customer Customer service performance measures Performance Initiatives to improve levels
Outcomes service value level procedure of service
Performance measure Baseline 1 Year 1 Year 2 Year 3 Years 4-10
Target Target Target Target
(2021- (2022- (2023- (2024-
2022) 2023) 2024) 2031)
divided by 365
days divided by
total
population.
Water is safe to Quality The extent to which the 100% 100% 100% 100% 100% Register of Following the sampling and
drink water supply will comply compliance compliance compliance compliance Community testing requirements in the
with part 4 of the New drinking Water Drinking-water Standards of
Zealand drinking water Supplies New Zealand (DWSNZ) 2005
standards (bacteria (Ministry of (Revised 2008)
compliance criteria) Health).
Quality The extent to which the 100% 100% 100% 100% 100% Annual As above
water supply will comply compliance compliance compliance compliance independent
with part 5 of the New survey
Zealand drinking water conducted by
standards (protozoal the Ministry of
compliance criteria) Health.Stormwater
Community Customer levels of Customer Customer service performance measures Performance Initiatives to improve levels
Outcomes service value level procedure of service
Performance measure Baseline 4 Year 1 Year 2 Year 3 Years 4-10
Target Target Target Target
(2021- (2022- (2023- (2024-
2022) 2023) 2024) 2031)
Environment Monitor flood Responsiveness The median response time 05 4 hours 4 hours 4 hours 4 hours Monthly Operation of a Customer Help
warnings and to attend a flooding event reports from Desk during working hours
respond promptly (measured from the time maintenance and provision of an after-
during emergency notification is received to contractor hours service for handling
management the time that the service complaints; operation of a 24
flooding events personnel reach the site) hour on-call maintenance
service
Ensure a safe and Health and Number of flooding events 6 07Community Customer levels of Customer Customer service performance measures Performance Initiatives to improve levels
Outcomes service value level procedure of service
Performance measure Baseline 4 Year 1 Year 2 Year 3 Years 4-10
Target Target Target Target
(2021- (2022- (2023- (2024-
2022) 2023) 2024) 2031)
(Expressed per 1000 compliance with NZS: 4404
properties connected to and Council’s companion
storm water system) document; use of electronic
measurement and alarm
systems; quality audits of
contractors
Health and Compliance with all 0 WDC CRM As above
safety resource consents for system
discharge from the
stormwater system.
Measured by the number
of:
abatement notices 0 0 0 0
infringement notices 0 0 0 0
enforcement orders 0 0 0 0
convictions 0 0 0 0
Received by Council in
relation to those resource
consents
Network System Works for Number of urban floor- 2,250 2,200 2,120 2,040 1,607 WDC CRM Planned capital upgrades to
Performance everyone levels at risk, during the system the stormwater network.
flood design-event. 8
8
As defined by the Horizons One Plan, the Building Act and the Whanganui District Council District Plan rulesWaterways and natural drainage
Community Customer levels of Customer Customer service performance measures Performance Initiatives to improve levels of
Outcomes service value level procedure service
Performance measure Baseline 9 Year 1 Year 2 Year 3 Years 4-10
Target Target Target Target
(2021- (2022- (2023- (2024-
2022) 2023) 2024) 2031)
Environment Effective warnings Reliability Compliance with the 100% 100% 100% 100% 100% Emergency Annual review of the action
and responses are Whanganui River Flood event post- plan in conjunction with
given to protect Action plan event debrief Horizons Regional Council
people and property reports
from the
Whanganui River’s
rising flood waters
9
The ‘baseline’ reflects actual achievement from the last year as reported in the 2019/20 Annual Report.Wastewater
Community Customer levels of Customer Customer service performance measures Performance Initiatives to improve levels
Outcomes service value level procedure of service
Performance measure Baseline 10 Year 1 Year 2 Year 3 Years 4-10
Target Target Target Target
(2021- (2022- (2023- (2024-
2022) 2023) 2024) 2031)
Environment The sewerage Responsiveness The number of dry weather 0.83Community Customer levels of Customer Customer service performance measures Performance Initiatives to improve levels
Outcomes service value level procedure of service
Performance measure Baseline 10 Year 1 Year 2 Year 3 Years 4-10
Target Target Target Target
(2021- (2022- (2023- (2024-
2022) 2023) 2024) 2031)
adverse effects of Infringement Continuous sampling and
wastewater Notices monitoring of the new
abatement notices 0 0 0 0 Enforcement process.
Orders, and Maintaining all electrical and
infringement notices 0 0 0 0 Convictions mechanical equipment to a
high standard.
enforcement orders 0 0 0 0
convictions 0 0 0 0
in relation to the resource
consents.
Reliability The total number of 16.2Roading
Community Customer levels of Customer Customer service performance measures Performance Initiatives to improve levels
Outcomes service value level procedure of service
Performance measure Baseline 11 Year 1 Year 2 Year 3 Years 4-10
Target Target Target Target
(2021- (2022- (2023- (2024-
2022) 2023) 2024) 2031)
Economy The provisions of a Safety The change from the 20 -1 -1 -1 -1 New Zealand Continuing to work on road
Connectivity, safe and secure previous financial year in Police Crash safety issues with the NZ
Community local roading the number of fatalities or Assessment Police, Horizons Regional
network serious injury crashes on System (CAS) Council, NZTA and ACC
the local road network and regular site through a Road Safety Action
safety audits Plan (RSAP) group; Using Low
Cost/Low Risk work category
to undertake safety
improvement works; carrying
out a formal Crash Reduction
Study (CRS) every three years;
following regular maintenance
programmes for key
components of the
infrastructure; ensuring
corridor design and
construction for new
subdivisions complies with
NZS:4404 and Council’s
Companion Document
A local roading Quality The average quality ride on 79.9% 88-92% 88-92% 88-92% 88-92% NZTA Programming work that
network that a sealed local road network, Achievement targets rough roads and
provides a smooth measured by smooth traffic report maintains investment levels
travel experience exposure that achieve appropriate
levels of service.
Quality The percentage of the 4.49% > 4% > 4% > 4% > 4% NZTA Identifying and producing the
sealed road network that is Achievement resealing works programme a
resurfaced report year in advance.
A local road Responsiveness The percentage of customer 83.9% >90% > 90% > 90% > 90% CRM system Investigation of customer
corridor network service requests that are complaints; Intervention
that meets the actioned within five working Strategy Plans that allow
needs of the users days solutions to customer issues
that are linked to long-term
asset management strategies;
11
The ‘baseline’ reflects actual achievement from the last year as reported in the 2019/20 Annual Report. . Where this differs from the Annual Report a footnote is used and an explanation given. If it has not been measured in the Annual Report before
then it will say ‘New’. However, if it is a new measure and data is available then a baseline has been added. It is important that we track progress over the period of the Long Term Plan from a beginning point or ‘baseline’.ensuring Council’s ‘Road Asset Maintenance Management’ (RAMM) system is current and linked to the roading programme; undertaking ‘All Fault’ asset surveys which identify network degradation and its effect on customers’ health and safety
Footpaths & Berms
Community Customer levels of Customer Customer service performance measures Performance Initiatives to improve levels
Outcomes service value level procedure of service
Performance measure Baseline 12 Year 1 Year 2 Year 3 Years 4-10
Target Target Target Target
(2021- (2022- (2023- (2024-
2022) 2023) 2024) 2031)
Economy, Footpaths help Responsiveness The percentage of footpath 74% >90% > 90% > 90% > 90% CRM system Investigation of customer
Connectivity, people move about requests actioned within complaints; Intervention
Community safely and five working days of Strategy Plans that allow
comfortably and notification 13 solutions to customer issues
get them where that are linked to long-term
they need to go asset management strategies;
ensuring Council’s ‘Road Asset
Maintenance Management’
(RAMM) system is current and
linked to the roading
programme; undertaking ‘All
Fault’ asset surveys which
identify network degradation
and its effect on customers’
health and safety.
Quality The percentage of footpaths 99% 15 >90% >90% >90% >90% Footpath By continuing to monitor
that meet Council’s condition rating footpath condition through
standard of a defect 14 score survey rating surveys.
ofParks and Reserves
Community Customer levels of Customer value Customer service performance measures Performance Initiatives to improve levels
Outcomes service level of service
procedure
Performance measure Baseline 16 Year 1 Year 2 Year 3 Years 4-10
Target Target Target Target
(2021- (2022- (2023- (2024-
2022) 2023) 2024) 2031)
Economy Parks and Reserves Quality The percentage of the 73% 75% 80% 85% 85% Independent Ongoing monthly monitoring
/Connectivity are well community satisfied with Community of contract areas against the
/ Creativity maintained and the maintenance and Views Survey specific contract
presented. presentation of our open specifications –(mowing
spaces height, weeds, litter);
investigate and remedy
issues raised through the
CRM system; programme
maintenance within the
Annual plan process;
investigate customer
complaints and undertake
maintenance as required
and within budgeted
monies; encourage use of
volunteer workforce where
appropriate.
Shared pathways Accessibility Percentage increase in New >5% >5% >5% >5% Permanently Implementation of the
are well connected users of river shared increase increase increase increase installed trip Active Transport Strategy;
and provide links pathway and Te Tuaiwi on on on on counter. undertaking regular
throughout our shared pathway. previous previous previous previous inspections on the walkways
communities year year year year and programme
maintenance as required.
Open Space areas The percentage of -- 90% 90% 90% 90% Identify Identify where need for
are well distributed households within 800m percentage of greenspace is required to
throughout the city walking distance of an houses within meet targets through
to ensure open space area (premier 800m walking provision analysis
reasonable access or passive park) distance of
for all residents. greenspace
areas with
mapping.
16
The ‘baseline’ reflects actual achievement from the last year as reported in the 2019/20 Annual Report. Where this differs from the Annual Report a footnote is used and an explanation given. If it has not been measured in the Annual Report before then
it will say ‘New’. However, if it is a new measure and data is available then a baseline has been added. It is important that we track progress over the period of the Long Term Plan from a beginning point or ‘baseline’.Community/ Public toilet Health and safety/ The percentage of people 50% 70% 70% 70% 70% Independent Ongoing monthly monitoring
Economy / facilities are clean, Quality/ who are satisfied that Community of contract areas against the
Environment fit for purpose and Accessibility/ there are adequate toilet Views Survey specific contract
meet the needs of Availability facilities to meet user specifications; reactive
users. needs. maintenance to be
undertaken in a timely
manner; planned
maintenance and capital
expenditure to be
undertaken within the
annual plan process and in
response to condition rating
process in Asset Register;
investigate and remedy
issues raised through the
CRM system; assess need
for new facilities against
known demand.
Health and safety/ The percentage of people 54% 70% 70% 70% 70% Independent As above
Quality who are satisfied with the Community
standard of toilet facilities. Views Survey
Community / Sportsgrounds Reliability/Availability The percentage of the 63% 80% 80% 80% 80% Independent Investigate and remedy
Economy within the district community satisfied with Community issues raised through the
meet community the district’s Views Survey CRM system; planned
need. sportsgrounds maintenance and capital
expenditure to be
undertaken within the
annual plan process and in
response to condition rating
process in Asset Register;
implement Sports and
Recreation Strategy; work
with the Sport and
Recreation Advisory GroupCooks Gardens
Community Customer levels of Customer Customer service performance measures Performance Initiatives to improve levels of
Outcomes service value level procedure service
Performance measure Baseline 17 Year 1 Year 2 Year 3 Years 4-10
Target Target Target Target
(2021- (2022- (2023- (2024-
2022) 2023) 2024) 2031)
Economy Cooks Gardens is Accessibility The number of functions New 70 75 80 80 Internal Improvements to pricing
recognised as a held each year at Cooks Monthly structures, contracts and terms
premier sporting Gardens Function Centre. Records and conditions of hire
and event facility,
available for use or Accessibility The number of days each New 110 115 120 120 Internal Marketing and
hire. year that Cooks Gardens Monthly communications strategy to
track and grounds are Records promote the Cooks Gardens.
used 18.
Quality The percentage of the 30% 40% 45% 50% 50% Annual Client feedback to identify
community who have used, Community areas of focus to improve
visited, or attended an event Views Survey service delivery.
at Cooks Gardens.
Quality The percentage of hirers that New 85% 90 90 90 Internal Survey Hirers feedback to identify
are satisfied with their areas of focus to improve
experience at Cooks service delivery.
Gardens.
17
The ‘baseline’ reflects actual achievement from the last year as reported in the 2019/20 Annual Report. Where this differs from the Annual Report a footnote is used and an explanation given. If it has not been measured in the Annual Report before then
it will say ‘New’. However, if it is a new measure and data is available then a baseline has been added. It is important that we track progress over the period of the Long Term Plan from a beginning point or ‘baseline’.
18
Includes events, games and organised practices for organisations with MOUs to utilise Cooks Gardens track and grounds.Swimming pools
Community Customer levels of Customer value Customer service performance measures Performance Initiatives to improve levels
Outcomes service level of service
procedure
Performance measure Baseline 19 Year 1 Year 2 Year 3 Years 4-10
Target Target Target Target
(2021- (2022- (2023- (2024-
2022) 2023) 2024) 2031)
Economy, Reliability/Availability/ The percentage of users 87% 90% 90% 90% 90% Internally Delivery of intercept surveys
Community, Aquatic facilities Health and Safety / satisfied with the Splash delivered to keep up to date with
Environment, provide a good Centre survey of customer issues and needs;
Connectivity visitor experience swimming pool operation of a revolving
Affordability customers schedule of programmes;
encouraging contractors to
better engage with schools;
hosting a variety of events
with widespread appeal
The percentage of users 87% 90% 90% 90% 90% Internally As above
satisfied with the delivered
Whanganui East Pool survey of
swimming pool
customers
The percentage of pool 87% 80% 80% 80% 80% Internally Obtaining and responding to
users satisfied that aquatic delivered feedback from customers in
facilities provide value for survey of relation to their experiences
money. swimming pool and ideas for future services
customers and programmes where
these can be delivered
within budget.
19
The ‘baseline’ reflects actual achievement from the last year as reported in the 2019/20 Annual Report. Where this differs from the Annual Report a footnote is used and an explanation given. If it has not been measured in the Annual Report before
then it will say ‘New’. However, if it is a new measure and data is available then a baseline has been added. It is important that we track progress over the period of the Long Term Plan from a beginning point or ‘baseline’.Community
Community Customer levels of Customer Customer service performance measures Performance Initiatives to improve levels of
Outcomes service value level procedure service
Performance measure Baseline 20 Year 1 Year 2 Year 3 Years 4-10
Target Target Target Target
(2021- (2022- (2023- (2024-
2022) 2023) 2024) 2031)
Community, Effective Support The percentage of resource New 100% 100% 100% 100% Council records Continuing to work
Connectivity relationships are consent applications collaboratively with our Iwi
developed in a received by Council are partners; continue to provide
mutually provided to mana whenua mana whenua opportunities to
appropriate way to within seven workings days. engage on council
support Māori strategies/policies.
participation in the
decision making
process.
Creativity, Whanganui is a fun, Quality Perception of Whanganui to New 70% 75% 80% 80% Independent Implementation of Whanganui
Economy creative and vibrant be a creative place. Community Arts Strategy; engage and
place to be. Views survey include local artists; makes
Whanganui a creative arts hub;
work with arts learning
centres.
Accessibility/ The percentage of residents 77% 22 70% 77% 85% 85% Independent As above; delivering targeted
Quantity participating 21 in creative Community promotional campaigns;
activities Views survey facilitates the participation of
toi Māori
Effectiveness Contribution that creative New > previous > previous > previous > previous Infometrics As above.
arts and industries makes to year year year year Creative arts
the Whanganui District industries
economy. sector GDP 23;
and Economic
impact
assessment for
events and film.
20
The ‘baseline’ reflects actual achievement from the last year as reported in the 2019/20 Annual Report. Where this differs from the Annual Report a footnote is used and an explanation given. If it has not been measured in the Annual Report before then
it will say ‘New’. However, if it is a new measure and data is available then a baseline has been added. It is important that we track progress over the period of the Long Term Plan from a beginning point or ‘baseline’.
21
This includes participating as a performer or artist in any arts events or activities, as well as more passive involvement as an audience member or visitor to cultural institutions or performances, which includes shows; events; concerts; screenings; or
school, amateur/club and professional performances. Arts includes craft and object art, visual arts, Ngā toi Māori, Pacific arts, Asian arts, Theatre, Dance, Literature, Music, Museums and Film.
22
Audience Atlas 2017 – The audience atlas has an extended definition of what participation in ‘cultural performance’ from the 2018-2028 Long Term Plan.
23
Architecture, graphic design, animation, film production and cinemas, video game development, TV and radio production, galleries, artists, craftspeople (including glass artists, potters, jewellers, carvers and weavers), fashion, music including musicians,
bars and performance venues, theatre and dance venues and performers, tattoo and ta moko artists, writers & journalists and interior designers.Libraries
Community Customer levels of Customer Customer service performance measures Performance Initiatives to improve levels of
Outcomes service value level procedure service
Performance measure Baseline 24 Year 1 Year 2 Year 3 Years 4-10
Target Target Target Target
(2021- (2022- (2023- (2024-
2022) 2023) 2024) 2031)
Economy, Our libraries are Quality The number of items issued 476,592 500,000 520,000 540,000 560,000 Library Analysis of users’ revealed
Community, inclusive places and per annum management preferences to improve
Environment the library’s services system targeting of collection
are well used by the database procurement.
people of Quality The rate of collection ‘turn 5.125 6 6.5 6.5 7 Library Continued refreshment of the
Whanganui. over’ each year 25 management library’s spaces; extension of
system the Davis Library; development
database of additional community hubs
Accessibility The number of people Physical Physical Physical Physical Physical Door counter Continuing to offer a diverse
visiting our libraries, visits: visits: visits: visits: visits: programme of services with
measured by physical visits. 290,689 320,000 340,000 360,000 380,000+ broad appeal; extending the
Davis Library; providing
community library hubs
Quality The percentage of library 84% 90% 90% 90% 90% Independent Continually engaging our
users satisfied with the Community community, offering diverse
service provided Views Survey programmes of services,
extending the Davis Library,
providing community library
hubs
Accessibility The percentage of the 52% 60% 63% 66% 70% Independent Continually engaging our
Whanganui population that Community community, offering diverse
uses the library Views Survey programmes of services,
providing community library
hubs
Creativity The community’s Accessibility The number of public 76,547 80,000 85,000 90,000 90,000 Library Improves to connectivity and
digital capability internet sessions. management equipment to match changing
and access is system user expectations.
supported and
improved
24
The ‘baseline’ reflects actual achievement from the last year as reported in the 2019/20 Annual Report. Where this differs from the Annual Report a footnote is used and an explanation given. If it has not been measured in the Annual Report before
then it will say ‘New’. However, if it is a new measure and data is available then a baseline has been added. It is important that we track progress over the period of the Long Term Plan from a beginning point or ‘baseline’.
25
The ‘turn over’ rate shows the demand placed on stock and the durability of resources. The higher the rate, the higher the demand that is placed on that resource.Sarjeant Gallery Te Whare o Rehua Whanganui
Community Customer levels of Customer Customer service performance measures Performance Initiatives to improve levels
Outcomes service value level procedure of service
Performance measure Baseline 26 Year 1 Year 2 Year 3 Years 4-10
Target Target Target Target
(2021- (2022- (2023- (2024-
2022) 2023) 2024) 2031)
Creativity, The Gallery is used, Accessibility The Number of users of the 54,348 57,000 57,000 88,900 90,000+ Data collected Active promotion of the
Economy, supported and Gallery and recorded exhibition programmes;
Community, valued by diverse daily via door responsiveness to customer
Connectivity, communities. counting feedback
Environment devices and
website
statistics.
Accessibility The percentage of the 26% 30% 30% 35% 35-40% Independent As above
Whanganui population that Community
uses the Gallery Views Survey
Quality The percentage of visitors 96% 90% 90% 90% 90% Regular visitor Regular reviews of visitor
satisfied with the Gallery's surveys feedback
exhibitions
Quality The percentage of visitors 96% 90% 90% 90% 90% Regular visitor Regular reviews of visitor
satisfied with their Gallery surveys feedback
experience
The Gallery Quality The total number of items 3,460 3,750 4,000 4,250 4,500 Recorded on Items are cared for in
preserves its in the collection the Vernon accordance the Sarjeant
significant catalogued to best practice database Gallery Collections Policy.
collections for international standards
future generations
26 The ‘baseline’ reflects actual achievement from the last year as reported in the 2019/20 Annual Report. Where this differs from the Annual Report a footnote is used and an explanation given. If it has not been measured in the Annual Report before then
it will say ‘New’. However, if it is a new measure and data is available then a baseline has been added. It is important that we track progress over the period of the Long Term Plan from a beginning point or ‘baseline’.Royal Wanganui Opera House
Community Customer levels of Customer Customer service performance measures Performance Initiatives to improve levels of
Outcomes service value level procedure service
Performance measure Baseline 27 Year 1 Year 2 Year 3 Years 4-10
Target Target Target Target
(2021- (2022- (2023- (2024-
2022) 2023) 2024) 2031)
Creativity, The Royal Wanganui Accessibility The number of events each 50 85 90 90 90 Internal Improvements to pricing
Connectivity, Opera House is year that the Royal Monthly structures, contracts and terms
Environment, recognised as a Wanganui Opera House Records and conditions of hire.
Economy special and unique hosts
cultural facility, Accessibility The number of locally 20 30 35 35 35 Internal Marketing and
available for produced, community events Monthly communications strategy to
community and at the Royal Wanganui Records promote the Royal Wanganui
professional hire. Opera House. Opera House.
Accessibility The percentage of the 30% 35% 35% 35% 40% Annual
Whanganui population that Community Collaborating with regional
attends one or more events Views Survey theatres to support marketing
at the Royal Wanganui of events to the community
Opera House Improvements to seating,
Quality The percentage of the especially for those with
community satisfied with 62% 65% 65% 65% 70% Annual restricted access.
their experience at the Royal Community
Wanganui Opera House. Views Survey Investment into ticketing and
improvements to added value
services offered.
Investment and improvement
of technical equipment.
Client feedback to identify
areas of focus to improve
service delivery.
Development of added value
services to generate additional
income.
27
The ‘baseline’ reflects actual achievement from the last year as reported in the 2019/20 Annual Report. Where this differs from the Annual Report a footnote is used and an explanation given. If it has not been measured in the Annual Report before then
it will say ‘New’. However, if it is a new measure and data is available then a baseline has been added. It is important that we track progress over the period of the Long Term Plan from a beginning point or ‘baseline’.Quality The percentage of hirers that 95% 28 90% 90% 90% 90% Internal survey Hirers feedback to identify
are satisfied with the Royal areas of focus to improve
Wanganui Opera House. service delivery.
28
Baseline is from 2017/18 Annual Report where a similar performance measure was used.War Memorial Centre
Community Customer levels of Customer Customer service performance measures Performance Initiatives to improve levels of
Outcomes service value level procedure service
Performance measure Baseline 29 Year 1 Year 2 Year 3 Years 4-10
Target Target Target Target
(2021- (2022- (2023- (2024-
2022) 2023) 2024) 2031)
Economy The Whanganui War Accessibility The number of events days 92 120 130 140 140 Internal Marketing and
Memorial Centre is each year that the Monthly communications strategy to
recognised as a Whanganui War Memorial Records promote the Whanganui War
special and unique Centre hosts. Memorial Centre as a venue
conference and Investment into ticketing and
convention facility, Accessibility The number of locally 29 30 35 40 40 Internal improvements to added value
available for produced, community events Monthly services offered
community and at the Whanganui War Records Improvements in customer
professional hire. Memorial Centre. service through internal
processes, guest feedback, and
staff training.
Quality The percentage of the 53% 55% 60% 65% 70% Annual Client feedback to identify
community satisfied with the Community areas of focus to improve
Whanganui War Memorial Views Survey service delivery.
Centre. Development of added value
services to generate additional
income.
Quality The percentage of hirers that 95% 30 90% 90% 90% 90% Internal Survey Customer feedback to identify
are satisfied with their areas of focus to improve
experience at the War service delivery.
memorial Centre.
29
The ‘baseline’ reflects actual achievement from the last year as reported in the 2019/20 Annual Report.
30
Baseline is from 2017/18 Annual Report where a similar performance measure was used.Whanganui Regional Museum Service levels, performance measures and targets The Council will continue to monitor and report on actual performance against the deliverables set out in the Service Level Agreement. The Whanganui Regional Museum plays an important role in our community and its collections represent a significant and irreplaceable public inheritance. We fund the Whanganui Regional Museum Trust to operate the Museum activity. We have a service level agreement with the Museum Trust. This sets out what will be purchased and provided by way of Museum services and establishes clear performance measures for monitoring service outcomes. The priority areas addressed in the service level agreement are stewardship, access and standards.
NZ Glassworks
Community Customer levels of Customer Customer service performance measures Performance Initiatives to improve levels of
Outcomes service value level procedure service
Performance measure Baseline 31 Year 1 Year 2 Year 3 Years 4-10
Target Target Target Target
(2021- (2022- (2023- (2024-
2022) 2023) 2024) 2031)
Community, New Zealand Quality The percentage of 97% 90% 90% 90% 90% Internal survey Becoming the leading place for
Connectivity Glassworks was Glassworks customers all the community to access
established to satisfied with their and experience all aspects of
enrich the arts and experience glass art.
build on
Whanganui’s
existing reputation
as a centre of glass
art excellence.
The percentage of 87% 85% 85% 85% 85% Internal survey Providing a glass centre of
Glassworks users satisfied or excellence.
very satisfied with the
services and facilities
provided
Number of hours booked by 1167 1251 1288 1326 1365 Financial Promotion of facility;
working glass artists per reporting implement business plan
annum
Creativity, Provide a national Sustainability The number of visitors to NZ 27,592 28,140 28,700 29,280 29,860 Visitor counter Becoming the leading place for
Economy centre for Glassworks community to access and
community glass in experience all aspects of glass
Whanganui, art; implement business plan.
benefitting the
community through
reducing reliance on
rate payers.
31
The ‘baseline’ reflects actual achievement from the last year as reported in the 2019/20 Annual Report. Where this differs from the Annual Report a footnote is used and an explanation given. If it has not been measured in the Annual Report before then
it will say ‘New’. However, if it is a new measure and data is available then a baseline has been added. It is important that we track progress over the period of the Long Term Plan from a beginning point or ‘baseline’.Whanganui & Partners – Economic development
Service levels, performance measures and targets
The Council will continue to monitor and report on actual performance against the deliverables set out in the Statement of Intent for Whanganui and Partners.
The Whanganui and Partners plays an important role in our community to undertake economic development and marketing of Whanganui. We fund Whanganui
and Partners to undertake the economic development activity.
The priority areas addressed in the Statement of Intent include:
• A thriving business community – Our businesses and sectors are adapting, innovating, growing and operating sustainably.
• Our capability unlocked – Our workforce is skilled, engaged in lifelong learning and connected to opportunities.
• An aspirational brand – A distinguished, differentiated brand contributes to a strong reputation and experience, particularly for first-time visitors
• A creative identity – A strong and vibrant creative sector generates employment, grows innovation and enhances Whanganui’s attractivenessi-SITE Visitor Information Centre
Community Customer levels of Customer Customer service performance measures Performance Initiatives to improve levels of
Outcomes service value level procedure service
Performance measure Baseline 32 Year 1 Year 2 Year 3 Years 4-10
Target Target Target Target
(2021- (2022- (2023- (2024-
2022) 2023) 2024) 2031)
Connectivity The i-Site provides Effectiveness The number of visitors 20,536 25,000 25,250 25,500 25,750 Internal Continued i-Site membership
an attractive and served by the i-SITE Monthly and tourism product training.
engaging space for Records using Collaboration with tourism
locals and visitors – electronic door product providers to enhance
encouraging people counters and service.
to visit, spend time manual records.
and do business
with us
The i-Site provides Quality Customer satisfaction with 4.5 4.5 4.5 4.5 4.5 Trip Advisor,
excellent customer service received at the i-SITE Facebook,
service with the Google or other
right information online rating
delivered to locals service:
and visitors Aggregate score
32
The ‘baseline’ reflects actual achievement from the last year as reported in the 2019/20 Annual Report. Where this differs from the Annual Report a footnote is used and an explanation given. If it has not been measured in the Annual Report before then
it will say ‘New’. However, if it is a new measure and data is available then a baseline has been added. It is important that we track progress over the period of the Long Term Plan from a beginning point or ‘baseline’.Cemeteries
Community Customer levels of Customer Customer service performance measures Performance Initiatives to improve levels of
Outcomes service value level procedure service
Performance measure Baseline 33 Year 1 Year 2 Year 3 Years 4-10
Target Target Target Target
(2021- (2022- (2023- (2024-
2022) 2023) 2024) 2031)
Community, There is adequate Availability/ There is adequate capacity New 2500 2500 2500 2750 Data base Maintaining records on the
Environment capacity to meet Reliability to meet 5 years capacity for 2186 maintained, number of plots available;
future burial and future burial and cremation recording investigate and remedy issues
cremation needs of needs. number of raised through the CRM system
the community. available plots
Connectivity, Cemetery grounds Quality The percentage of people --% 90% 90% 90% 90% Independent Regular auditing and scoring
creativity provide a special satisfied with cemetery Park Check against the contract
place of facilities Survey specification using the pre-
remembrance for defined performance scoring
loved ones amongst criteria in the contract
attractive and well specification (eg timeliness of
maintained grounds work, quality of physical works,
administration, health and
safety, Presentation and public
liaison, quality plan etc).
Heritage records are Accessibility The number of official 30,883 45,000 Complete Complete Complete Database report Implement a reliable data base
maintained to help cemetery records available quarterly system that allows the public
people to connect on the Council website to find information about the
with the past deceased from the website.
33
The ‘baseline’ reflects actual achievement from the last year as reported in the 2019/20 Annual Report. Where this differs from the Annual Report a footnote is used and an explanation given. If it has not been measured in the Annual Report before
then it will say ‘New’. However, if it is a new measure and data is available then a baseline has been added. It is important that we track progress over the period of the Long Term Plan from a beginning point or ‘baseline’.Central Business District maintenance
Community Customer levels of Customer Customer service performance measures Performance Initiatives to improve levels of
Outcomes service value level procedure service
Performance measure Baseline 34 Year 1 Year 2 Year 3 Years 4-10
Target Target Target Target
(2021- (2022- (2023- (2024-
2022) 2023) 2024) 2031)
Community / The CBD is safe, Quality The percentage of residents 71% 75% 80% 80% 80% Independent Continue to maintain the high
Economy / vibrant and satisfied with the Community levels of service our
Environment contributes to the contribution the town centre Views Survey community receives.
positive image of makes to the image of
Whanganui Whanganui
Safety The percentage of residents 58% 70% 70% 70% 70% Independent Maintain a strong working
that feel safe in the CBD Community relationship with Mainstreet
during the evening Views Survey and the Police.
Community / The CBD is clean Quality The percentage of residents 78% 90% 90% 90% 90% Independent Maintain current levels of
Environment and attractive satisfied with the standard of Community service.
the presentation in the town Views Survey
centre
Public toilets in the Quality The number of complaints 3Waste minimisation
Community Customer levels of Customer Customer service performance measures Performance Initiatives to improve levels of
Outcomes service value level procedure service
Performance measure Baseline 35 Year 1 Year 2 Year 3 Years 4-10
Target Target Target Target
(2021- (2022- (2023- (2024-
2022) 2023) 2024) 2031)
Environment Waste minimisation Quality The percentage of users of 99% 95% 95% 95% 95% Survey of Continuing investigation of
and waste the Resource Recovery Resource further product lines for waste
collection services Centre that are satisfied Recovery minimisation through the
are accessible and with the overall service Centre users centre
effective provided conducted Providing opportunities for
throughout the customers to provide feedback
year and responding to initiatives
for improvement
Effectiveness Iconic events 36 held in public 100% 100% 100% 100% 100% Parks and Increase resources and
parks and reserves will have reserves usage knowledge for event waste
an appropriate waste application minimisation plans to assist
minimisation plan form event organisers.
Ensure that waste
minimisation planning is a
condition of use for events
licence to occupy.
Council supports Effectiveness The amount of product 4128 Maintain or Maintain or Maintain or Maintain or Recycling Continuing investigation of
and provides recycled through the centre tonnes improve improve improve improve Centre daily further product lines for waste
incentives for waste each year from from from from records minimisation through the
reduction, reuse previous previous previous previous centre
and recycling in line year year year year Investigate opportunities to
with its Waste increase waste services in the
Management & community and waste product
Minimisation Plan received through the Centre
Accessibility The number of educational 9 >5 >5 >5 >5 Resource Increase delivery of
visits to schools on waste Recovery educational visits through all
minimisation Centre records schools and institutions.
Adherence to customer care
and expectations.
35
The ‘baseline’ reflects actual achievement from the last year as reported in the 2019/20 Annual Report. Where this differs from the Annual Report a footnote is used and an explanation given. If it has not been measured in the Annual Report before
then it will say ‘New’. However, if it is a new measure and data is available then a baseline has been added. It is important that we track progress over the period of the Long Term Plan from a beginning point or ‘baseline’.
36 Iconic events are large scale events that expect to attract crowds of 100+, and do not include smaller scale one-off events. Measurement is that a waste minimisation plan is received - we do not monitor the achievements within it.Pensioner housing
Community Customer levels of Customer Customer service performance measures Performance Initiatives to improve levels
Outcomes service value level procedure of service
Performance measure Baseline 37 Year 1 Year 2 Year 3 Years 4-10
Target Target Target Target
(2021- (2022- (2023- (2024-
2022) 2023) 2024) 2031)
Community Pensioner housing Quality Tenants' overall satisfaction 93% 90% 90% 90% 90% Internally Implementation of outcomes
is healthy, safe, with Council's Pensioner delivered from the pensioner housing
warm and well Housing service survey to a review; tendering of the
maintained random sample welfare services contract to
of pensioner ensure delivery of the best
housing tenants service possible
Tenant wellbeing is Responsiveness The percentage of tenants 66% 70% 70% 70% 70% Internally As above
maintained through who are satisfied with delivered
welfare and welfare services survey of
connectivity pensioner
services housing tenants
Provision is based Responsiveness The percentage of 97% 90% 90% 90% 90% Management Council reviewing long-term
on the needs of our pensioner housing units report sustainability of portfolio to
community that are occupied assist with improving the
occupancy levels.
37
The ‘baseline’ reflects actual achievement from the last year as reported in the 2019/20 Annual Report. Where this differs from the Annual Report a footnote is used and an explanation given. If it has not been measured in the Annual Report before then
it will say ‘New’. However, if it is a new measure and data is available then a baseline has been added. It is important that we track progress over the period of the Long Term Plan from a beginning point or ‘baseline’.Emergency management
Community Customer levels of Customer Customer service performance measures Performance Initiatives to improve levels
Outcomes service value level procedure of service
Performance measure Baseline 38 Year 1 Year 2 Year 3 Years 4-10
Target Target Target Target
(2021- (2022- (2023- (2024-
2022) 2023) 2024) 2031)
Community The community is Responsiveness The percentage of the 86% >80% >80% >80% >80% Independent Continuing to deliver public
properly prepared community indicating they Community awareness campaigns and
for and educated are prepared to be self- Views Survey targeted advertising
about emergency sufficient for at least three
events days during an emergency
event
Responsiveness The number of community 20 20 20 20 20 Council records Working with partner
engagement meetings or organisation and community
community focused groups to increase awareness,
exercises conducted public profile and availability.
A continuous 24- Responsiveness The percentage of 100% 100% 100% 100% 100% MCDEM Maintenance of a roster of
hour emergency emergency management contractor experienced staff on duty
management calls responded to within 15 records and officer call-out. On call duty
response service is minutes duty officer officer includes vehicle with
provided event logs siren and lights as well as
tsunami warning capabilities.
The functional roles Quality Number of EOC activations, 2 2 2 2 2 Council records Ongoing staff training and
required for an for events or exercises, with capability development.
effective EOC all function desks necessary
(CIMS3) capability for responding to the event Engagement with NEMA in
in response to or exercise appropriately the Capability Development
emergency events staffed. space in order to emphasise
are able to be and shape local level training
covered by
appropriately
trained staff.
Civil Defence sirens Responsiveness Any fault identified through 100% 100% 100% 100% 100% Council records Monthly monitoring of the
operate when monthly testing of the siren network with
tested and are tsunami sirens is rectified maintenance work as
rapidly repaired if within 10 working days and required. Siren upgrade
faults are identified any gaps are covered by initiative includes
alternate means. environmental hardening.
Pandemic Responsiveness That Council’s pandemic 100% 100% 100% 100% 100% Council records Regular review of the
Readiness response resurgence plan is Council’s pandemic response
38 The ‘baseline’ reflects actual achievement from the last year as reported in the 2019/20 Annual Report. Where this differs from the Annual Report a footnote is used and an explanation given. If it has not been measured in the Annual Report before then
it will say ‘New’. However, if it is a new measure and data is available then a baseline has been added. It is important that we track progress over the period of the Long Term Plan from a beginning point or ‘baseline’.reviewed at least quarterly plan to make sure that it
to maintain alignment with maintains flexibility and
the Regional and National usability while aligning with
Pandemic Response Plan the latest guidance along with
and the WDHB. compatibility with the All of
Government approach at
regional and national levels.Animal control
Community Customer levels of Customer Customer service performance measures Performance Initiatives to improve levels
Outcomes service value level procedure of service
Performance measure Baseline 39 Year 1 Year 2 Year 3 Years 4-10
Target Target Target Target
(2021- (2022- (2023- (2024-
2022) 2023) 2024) 2031)
Community, A dog registration Responsiveness The percentage of known 98% 97% 97% 97% 97% Property & Provision of proactive
Economy service and system dogs that are registered Rating database education with the
is delivered community
Effectiveness Percentage of responsible New 65% 68% 70% 80% Property & Provision of proactive
dog owners Rating database education with the
community
Excellent customer Quality The percentage of the 49% 50% 51% 52% 53% Independent Provision of a greater public
service is provided community satisfied with Community profile.
to our customers the animal control services Views Survey
and the animal provided Extra patrols under taken so
control activity the community see us a
minimises nuisance proactive not reactive.
and makes
Whanganui a safer
place to live
Responsiveness The percentage of Priority 1 96% 98% 98% 98% 98% Reduce Officer administration
(Urgent) 40 call outs that are CRM system to increase mobility and
responded to within 1 hours response time.
Prevention initiatives to
reduce P1 type incidents.
39
The ‘baseline’ reflects actual achievement from the last year as reported in the 2019/20 Annual Report. Where this differs from the Annual Report a footnote is used and an explanation given. If it has not been measured in the Annual Report before then
it will say ‘New’. However, if it is a new measure and data is available then a baseline has been added. It is important that we track progress over the period of the Long Term Plan from a beginning point or ‘baseline’.
40 Priority 1 includes: dog attack (bite), dog rushing, police/agency request, secured dog or wandering stock (if state highway).Building control
Community Customer levels of Customer Customer service performance measures Performance Initiatives to improve levels of
Outcomes service value level procedure service
Performance measure Baseline 41 Year 1 Year 2 Year 3 Years 4-10
Target Target Target Target
(2021- (2022- (2023- (2024-
2022) 2023) 2024) 2031)
Community, Whanganui’s Safety The maintenance of building Achieved Achieve Achieve Achieve Achieve Annual internal Delivery of internal quality
Economy, building integrity is consent authority audit plus a audits; operational
Environment protected so that accreditation status two-yearly management team reviews;
buildings are safe external audit strategic management team
and fit for use reviews
The building Timeliness The percentage of building 93% 100% 100% 100% 100% Property & Utilisation of improved
consent process is consents processed within Rating database technologies, (e.g. phone apps)
compliant, efficient statutory timeframes. and results of and continuing to improve
and user friendly building timeliness by enhancing our
consent audits online services such as the
ability to complete Code
Compliance Certificate
application forms online.
Building consent Quality The percentage of customers 87% 90% 90% 90% 90% Internally Adherence to the Customer
services are satisfied with the building delivered Care Strategy; providing more
professional and consent services provided survey of opportunities for customers to
meet the needs of building control engage and feedback
customers customers from
the previous 12
months
41
The ‘baseline’ reflects actual achievement from the last year as reported in the 2019/20 Annual Report. Where this differs from the Annual Report a footnote is used and an explanation given. If it has not been measured in the Annual Report before then
it will say ‘New’. However, if it is a new measure and data is available then a baseline has been added. It is important that we track progress over the period of the Long Term Plan from a beginning point or ‘baseline’.You can also read
