LINKING OUTCOMES TO LEVELS OF SERVICE - Waikato District Council March 2021
←
→
Page content transcription
If your browser does not render page correctly, please read the page content below
LINKING OUTCOMES TO LEVELS OF SERVICE Waikato District Council March 2021
Delivering a clear line of sight from Community
Outcomes to Levels (and Cost) of Service
The Council has developed
a clear and structured way
to discuss and agree the
organisation’s levels of service
(and performance measures)
including how these will drive and
deliver on the Council’s community
outcomes and aspirations. The Council POKENO
has leveraged the One Network
Framework approach to provide a
common level of service framework TE KAUWHATA
across all Council infrastructure activities.
HUNTLY
Our Vision:
“Liveable, Thriving,
NGARUAWAHIA
Connected Communities”
RAGLAN
Population:
» 82,900 (2020 forecast)
Key economic drivers:
» Dairy; Mining; Aggregates;
Education; Freight and
logistic industries; Adventure
tourism and events.
Context these cities, however with these benefits comes
the increased need to invest in supporting
» The Waikato district covers more infrastructure and services.
than 400,000 hectares and sits
within the area bounded by Auckland, » The District includes a large number of urban
Hamilton, and Tauranga. centres connected by a vast transport system
with many rural roads. This mix of urban and
» This strategic location means the district benefits rural can be challenging to develop a framework
from the economic and population growth of that supports clear decision making at all levels.
Why we developed Supporting Elected
a new Framework Member buy in and
decision making
» The majority of Council measures were technical,
asset based and low level. There were limited
measures looking at the bigger (strategic) picture. The entire framework was developed with
» This resulted in levels of service that did not Council’s elected members. The Council team
support clear and easy to understand decision took time to step elected members through
making or drive the right behaviours the Council each part of the framework, and at each point,
were looking for.
sought feedback and direction.
» There wasn’t a clear line of sight between the
Examples of how this was achieved included:
community outcomes the Council were striving
to achieve and the performance measures from
which we could gauge successful delivery. » Taking appropriate time, with supporting expertise
and resourcing, to step elected members through
» We needed a clear and succinct way to discuss each step of the framework so they could
levels of service and what this meant for Councils understand the different elements and inter-
planning and investment decision making. relationships as well as how that then translated
into decision making and desired results.
» Identifying and developing the organisation’s
levels of service into three specific categories -
Strategic, Tactical and Operational, to provide
a more comprehensive set of levels of service
including clear connection between outcomes,
levels of service and cost.
» Elected members ranked the levels of service
areas within each of the asset families to give
the project team clear guidance on what was
important to the District’s communities.
» Developed online access to the draft framework
and programme so that elected members could
be hands on and better understand what it was
and what it helped deliver.
» Developed scenarios that showed different levels
of service and what this will look and feel like to
the community.
» Had clear risk based conversations for each
scenario to support elected members to better
understand the pros and cons of each including
cost implications.
Developing the Framework:
From Outcomes to Levels of Service
Activity Based Outcomes
Aligning our Community Each core Activity has One Network Framework
Outcomes developed a set of activity Application
The Council has developed specific outcomes to further The Council transport team
a clear framework outlining define what the Council seeks classified their roading network
the relationship and line of to achieve for the community. using the One Network
sight between the Councils The Activity based outcomes Framework including identifying
community outcomes, delivery are aligned to the overall the Place and Movement Street
of core activities, level of service, Council vision and Community Categories.
performance measures, costs of Outcomes. The activities
include Transport, Three They also identified, using their
service and risk.
Waters, Solid Waste, Libraries, agreed growth projections,
Property and Open Spaces. the future growth impacts and
relevant triggers that could
mean a move to another
classification.
The Council used workshops
with expert staff as well as the
agreed growth projections to
develop this work.
Strategic Alignment -
National / Regional / Local
The Council developed a
clear framework outlining the
relationship and line of sight
between national - regional -
local outcomes, Council core
activities and levels of service.
This helped give confidence
to the elected members and
Levels of Service Categories
investors that the Council was
delivering on government To support clarity, and a focused and consistent approach across
expectations, how this aligned activities, Council structured their levels of service into three categories:
to the Councils community
outcomes, and the supporting 1. Strategic - Big Picture - Long Term Focus
levels of service and
performance measures to guide • what we need in the future, guides new major investment.
and monitor success.
2. Tactical – Medium - Long Term Focus
• How are we looking after what we got i.e. the condition, guides
renewals and/or minor improvements.
3. Operational – Short term - Immediate Focus
• Maintenance and operations, guides business as usual, contract
requirements and delivery.
The Council focuses its decision making primarily on Strategic and
Tactical Levels of Service.
Operational Levels of Service are delivered through contract KPIs.
Service Level Statements
Service Level Statements
were developed for each level
of service to support elected
members understanding and
clarity on what the customer
would get.
We worked with elected members
to agree the appropriate level of
service for each asset.
Resilient Network
Service level Grade A
Lifeline routes and their
catchment roads will remain
open in a 1:100 year flood event
Service level Grade B
Scenarios Delivery
Lifeline routes will remain open
Scenarios were developed The Council has adopted a
in a 1:100 year flood event
to support direction on the collaborative contracting model
‘package’ of levels of service which brings together Council
Service level Grade C Council could invest in, to staff and the main contractor
No routes will remain open in a address the identified level of into one team ‘Alliance’.
1:100 year flood event service gaps.
The Alliance delivers on
The scenarios outlined different Councils contract performance
This approach is supported by levels of service, what the framework primarily focused on
an online programme that shows customer would actually see the tactical and technical levels
visual representation of each and the resulting costs and risks of service, that has a clear
service level including cost and associated with each. line of sight back to Councils
risk profiles. Long Term Plan and outcomes
framework.
Level of Service - Cost
- Risk’ Relationship Risk Based Assessment
The framework is designed to of each Asset Group
show the critical relationship
A risk based assessment was
between levels of service,
undertaken for each asset group
associated costs and resulting Visualisation Tool
within each corridor i.e. road
risks. This means that when An interactive visualisation tool
surface, footpaths, signage, bins
working with elected members, was developed to support a
and stormwater channels.
there was a clear conversation ‘one stop shop’ for all asset and
at all times about the impacts The assessment defined the levels of service information.
of their direction and decision condition of each asset group
making in terms of what the within that corridor i.e. excellent - This programme is a great
community would get, how good - average - poor - very poor. tool to allow elected members
much this would cost and the to get ‘hands on’ and better
This assessment is then linked understand the different
resulting pros and cons.
to the levels of service in scenarios and subsequent
terms of what good looks like, community impacts (pros and
how the assets are currently cons) of their decision making.
performing, where the relevant
risk areas are, options to
address and relevant costs.Delivering on the One Network
Framework Objectives
Elected Members
Support strong governance and decision making
to achieve community and Council aspirations
The ONF provides a nationally recognised approach
that elected members can use to translate how they
could address their own District’s challenges and
deliver on their community aspirations.
Council Management Team
Support clear business strategy to meet objectives
and lead organisational performance
The ONF gives our management team a clear line of sight to what
government is looking to invest in through the Districts transport
activities. This has helped guide our organisational strategy,
community outcomes delivery and Long Term Planning processes.
Investment Advisor / Financial Manager
Ensure equitable customer outcomes and investor confidence
The ONF sets a consistent classification with standards and
guidelines for the construction, operation, and maintenance of
roads. This has increased confidence in the Council’s
management of their networks including through
contractual performance indicators and subsequent
costs of service delivery.
Journey Manager / Network Manager
Optimise Journey Experiences
The ONF Place and Movement Street Categories have
helped the Council to further classify the function and
characteristics of different corridors including the
customer journey experiences. The Council has then agreed the
appropriate levels of service to deliver the identified function of each
corridor within the District’s transport system.
Click
Here
For more information contact Ross Bayer, to read the
Waikato
Roading Team Leader on ross.bayer@waidc.govt.nz RCA reporte t o work
u
w e contin s and
s
ce a akeholder ey …’
s p a
h this ty, st rk jou
rn
‘Watc r communi e t w o
u ne N
with o s on our O
r
partneYou can also read
