BEST VALUE REVIEW REPORT
Local Laws
November 2005
Local Laws
Best Value Review
Table of Contents
Executive summary
SERVICE PROFILE ................................................................................................................... 4
LOCAL LAWS REVIEW .............................................................................................................. 4
KEY ISSUES & IMPROVEMENTS ................................................................................................. 5
CONCLUSION........................................................................................................................... 6
1
Introduction
1.1
1.2
1.3
1.4
2
SCOPE & PURPOSE ...................................................................................................... 7
BACKGROUND .............................................................................................................. 7
REVIEW METHODOLOGY ............................................................................................... 8
APPROACH FOR THIS REVIEW ...................................................................................... 10
Description of Service
2.1
2.2
2.3
2.4
2.5
2.6
2.7
2.8
2.9
2.10
2.11
2.12
2.13
2.14
2.15
2.16
2.17
2.18
2.19
2.20
2.20
3
SERVICE MISSION ....................................................................................................... 12
SERVICE OBJECTIVES ................................................................................................. 12
SERVICE STRUCTURE ................................................................................................. 13
SERVICE DELIVERY METHODS ..................................................................................... 13
MAJOR ACTIVITIES & CUSTOMERS SERVICED .............................................................. 13
COMMUNICATION WITH USERS .................................................................................... 13
ACCESSIBILITY ........................................................................................................... 14
RESPONSIVENESS ...................................................................................................... 14
LOCAL EMPLOYMENT GROWTH & RETENTION .............................................................. 15
SUPPLIERS ................................................................................................................. 15
KEY INTERDEPENDENCIES ........................................................................................... 15
RESOURCES & BUDGETS ............................................................................................ 15
FUNDING .................................................................................................................... 16
EXISTING PERFORMANCE ............................................................................................ 16
IT SYSTEMS ............................................................................................................... 17
LEGISLATION, POLICIES & STANDARDS ........................................................................ 17
EXISTING PROCESSES ................................................................................................ 17
ENVIRONMENTAL MANAGEMENT .................................................................................. 20
RISK ASSESSMENT ..................................................................................................... 20
COMPETITIVE NEUTRALITY ASSESSMENT ..................................................................... 21
KEY SERVICE DELIVERY ISSUES .................................................................................. 22
Consultation
3.1
3.2
4
APPROACH TO CONSULTATION .................................................................................... 24
KEY FINDINGS FROM CUSTOMER SURVEYS .................................................................. 24
Service Analysis
4.1
4.2
4.3
4.4
4.5
5
FUTURE DEMAND ANALYSIS ........................................................................................ 26
BENCHMARKING/COMPARATIVE PERFORMANCE ........................................................... 26
VALUE FOR MONEY..................................................................................................... 27
SERVICE GAPS ........................................................................................................... 28
IMPROVEMENT OPPORTUNITIES .................................................................................. 28
Recommended Service Improvements
5.1
SERVICE IMPROVEMENT PLAN ..................................................................................... 29
6
Reporting ………………………………………………………………………………..33
7
Compliance with Best Value Principles………………………………….…33
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Best Value Review
Attachments…………………………………………………………………………………..…35
1. ORGANISATION STRUCTURE ............................................................................................... 36
2. SYSTEMS VIEW.................................................................................................................. 37
3. ENQUIRY/COMPLAINT PROCESS ......................................................................................... 38
4. LOCAL SURVEY & RESULTS................................................................................................ 39
5. REPORT ON BENCHMARKING .............................................................................................. 42
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Local Laws
Best Value Review
EXECUTIVE SUMMARY
Best Value
The Local Government (Best Values Principles) Act 1999 requires councils to review the
services they offer to ensure they are:
•
•
•
•
Responsive to community needs:
Accessible to those members of the community for whom the service is intended:
Meeting quality and costs standards developed by the Council.
Continuously improving.
In reviewing services councils may also take into account:
•
•
•
•
•
•
•
The best on offer in both the public and private sectors:
An assessment of value for money in service delivery:
Community expectations and values:
The balance of affordability and accessibility of services to the community:
Opportunities for local employment growth or retention:
The value of potential partnerships with other Councils and State and
Commonwealth governments.
Potential environmental advantages for the municipal district.
Local Laws Review
The review of the Local Laws Service commenced in March 2004. The service review
Team comprised:
Kevin Murphy
Senior Environmental Health Officer (Manager Local Laws)
Ken Smith
Senior Local Laws Officer
April Picton
Acting Development Services Coordinator
Michael Desmond Parks and Urban Services Coordinator
Jane Carter
Customer Service Officer
Since the commencement of the review and parallel to its progress, a number of staff
changes have occurred. Ken Smith left to take up a position in Benalla, Adam Layfield
who was in the 0.6 position was appointed Senior Local Laws Officer and Jane Carter
went on maternity leave. The 0.6 EFT position was also advertised re-advertised and an
appointment has been made.
Attachment 1 indicates the organisational structure, Attachment 2 shows the Local Laws
system view.
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Local Laws
Best Value Review
The team followed the generic process for review as adopted by Council in 2003.
The Local Laws Unit aims to protect the environment and amenity of the Shire and
maintain harmony within neighbourhoods and communities. The Local Laws services are
required to educate the community, to enforce all aspects of the Council’s local laws and
related legislation and regulations. The local laws staff are also involved on a daily basis
with the operation of school crossings, animal control and fire prevention.
Mansfield Shire Council has delegated authority to Local Laws Officers and other staff to
enforce compliance through issuing permits, investigating and prosecuting as required.
This Best Value Review focused on the Local Laws processes used in animal control both
domestic and stock, parking control, supervision of school crossing supervisors, level of
efficiency and helpfulness of our Local Laws Officers, and the issuing of Fire Prevention
Notices to remove fire hazards by our Local Laws Officers and their availability ‘around the
clock’.
Key issues and improvements
By following a process of service analysis, consultation and benchmarking, three key
issues emerged:
Community wants Local Laws to have more presence, particularly at ‘busy’ times
enforcing local laws
Importance of following up on enforcement
Local Laws is a key driver of satisfaction among our community
A number improvement opportunities have been identified that have the potential to
increase efficiency and better meet customer needs.
Key recommended improvements include:
•
•
•
Review department structure and improve reporting mechanisms
Need to review key processes and priorities for work plan and set related key
performance indicators
Annualising salary for senior officer at higher band to encourage varied work shifts
and simplify the administration of non-standard working hours.
Each year Council spends approximately $150,000 to ensure the enforcement of local
laws (including costs for animal, traffic and fire hazards). The cost reflects actual service
delivery and does not include the cost of strategic planning for the service.
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Best Value Review
Performance Measure
Quality & Cost
Standards
No. hours parking enforcement
per week
Min. 4 hours parking
control activity
per week
80% completed
within target period
Response to CRMS action
requests
Customer satisfaction (ACSS)
Collection rate for fines
Invoice advice forwarded to
Finance
Service operates within budget
70
80%
100% w/n 3 weeks
100%
Performance Targets
Year 1
Year 2
Year 3
80%
85%
85%
90%
71
85%
100% w/n 2
weeks
72
90%
100% w/n 2
weeks
100%
100%
CONCLUSION
Local law units across small rural shires cover large geographic areas, need to maintain
reactive works ability and yet schedule works proactively. Increased visibility and
enforcement is required by the local community as the shire becomes busier and amenity
and safety become higher priorities.
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Local Laws
Best Value Review
1 INTRODUCTION
1.1 SCOPE & PURPOSE
This report incorporates details of a Best Value Review conducted for Local Laws, using
the State Government’s Best Value Principles as a guide.
The report also incorporates recommendations to satisfy the need to set quality and cost
standards and continuous improvement targets for the service.
1.2 BACKGROUND
The Best Value Legislation passed by the State Government in December 1999 replaced
the Compulsory Competitive Tendering (CCT) legislation that applied to municipal councils
in Victoria. Under Best Value Victoria the emphasis is on developing more sophisticated
systems and benchmarks to demonstrate that services provided by Council are meeting
community (customer) needs.
Councils now need to comply with the following Best Value Principles:
Services must meet defined quality and cost standards
Services must be responsive to the needs of the community
Services must be accessible to those for whom they are intended
Continuous improvement must be achieved in service provision
Council must consult with its community in relation to the services provided
Council must report regularly to the community on achievement of Best Value
Principles
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Local Laws
Best Value Review
1.3 REVIEW METHODOLOGY
Council has adopted the following process to undertake the Best Value Reviews of the
various services:
M a n s fie ld S h ir e C o u n c il
B e s t V a lu e S e r v ic e
P r o c e s s O v e r v ie w
S e t u p a s e r v ic e a r e a r e v ie w
te a m
A n a ly s e e x is tin g s e r v ic e
C o n s u lt
Id e n t if y th e ‘g a p ’
s tr e n g th s &
o p p o r tu n itie s fo r
im p r o v e m e n t
S
$
I
$
B e n c h m a r k a g a in s t
o t h e r o r g a n is a tio n s fo r
m o r e in fo
M e a s u re :
D e v e lo p k e y
p e r fo r m a n c e in d ic a to r s
P la n :
w o r k p la n s &
r e c o m m e n d a tio n s fo r
fu tu r e im p r o v e m e n ts
R e p o r t to C o u n c il
R e p o r t to M in is t e r f o r
L o c a l G o v e rn m e n t
O n g o in g c o n s u lta tio n , r e v ie w ,
m e a s u r e , im p r o v e & r e p o r t
The key stages are summarised as follows:
Stage 1 – Describe Existing Service
This stage describes and analyses the existing service providing a clear description of
what the service is, the service objectives and delivery methods.
The description includes a review of how the service is currently managed with existing
policies, processes, procedures, measures and resources.
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Best Value Review
Stage 2 – Consultation
Council has adopted the following Mansfield Best Value Consultative Program for its Best
Value Reviews. Existing data is utilized and added to by the service as required.
Mansfield Best Value Consultative Program
External audit
Internal audit
Annual
Mansfield
General
Survey
Annual Local Govt
Customer
Satisfaction
Survey
Annual
Organisation
Survey
Mansfield Shire Council
Mansfield
Shire Service
Service
Survey
Focus
Group/
Meetings/
Interviews
Customer
Requests/
Complaints
Industry or
related
consultative
data
Sources of additional information if required
This consultation process relates specifically to the service’s customers but can also relate
to suppliers, stakeholders and staff.
The results of the consultation are collated and analysed in preparation for the next stage
of work.
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Stage 3 – Service Analysis
The analysis of the service examines the issues raised in previous stages of the work and
considers service alternatives, benchmarking studies, future demand, service gaps,
resource and budget impacts, delivery method and performance measurement. The main
recommendations are generated during this stage of work.
Stage 4 – Implement Service Improvements
This is the final stage of work and primarily involves developing appropriate quality and
cost standards for improved service delivery. Desired targets will be defined for the
service improvements, based on relevant industry standards. Recommendations will also
be provided on the next steps and an implementation plan developed. The improved
service delivery plan informs Council’s future planning and work plans.
Stage 5 – Report on Service Review
The Best Value Service Review Report is submitted to the Executive Management Team
and presented to Council. The improved service delivery plan informs Council’s future
planning and work plans.
The Report will be communicated to the customers and general public via the media,
copies for inspection and via the Annual Report. Council will also report on its Best Value
Reviews to the State Government.
1.4 Approach for this review
A Best Value Local Laws Review team of five staff from various departments was formed
in March 2004 and met regularly as they followed the Best Value Review Process.
The Service Review Team comprised:
Kevin Murphy
Ken Smith
April Picton
Michael Desmond
Jane Carter
Senior Environmental Health Officer
Senior Local Laws Officer
Acting Development Services Coordinator
Parks and Urban Services Coordinator
Customer Service Officer
The group identified the residents and ratepayers of Mansfield Shire as the predominant
customers for this service and identified a number of other target audience groups.
Refer to Systems View Attachment 2
The community members were surveyed about their satisfaction with the Local laws
services and about a range of issues identified in the current service analysis. A survey
was also conducted of like sized Councils to establish some benchmarks for comparison.
The Review lost momentum with staffing changes and while much valuable work had been
achieved and the Review had neared completion, significant time passed with no
progress.
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Best Value Review
Since the commencement of the review and parallel to its progress, a number of staff
changes occurred. Ken Smith left to take up a position in Benalla, Adam Layfield who was
in the 0.6 position was appointed Senior Local Laws Officer and Jane Carter went on
maternity leave. The 0.6 EFT position is to be filled.
It was determined that the Organisational Liaison Officer would assist in finalising the
report, utilizing much of the work already done and more recent survey results that
indicated strong community sentiment.
It was seen as timely to reassess the reporting lines of Local Laws, its resources, work
plans and measures. The review could effectively become a tool for the new Senior and
subsequent appointment of a Local Laws Officer for their induction and planning of future
work roles and priorities.
Benchmarking has comprised
• data collected via the ‘Super 11 Councils which included Delatite Shire Council,
• the DPI Annual Customer Satisfaction Survey,
• Councils own detailed annual survey and
• the team held a local laws specific street talk survey.
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Local Laws
Best Value Review
2 Description of Service
Local Laws consists of 1.6 EFT local laws officers together with admin and relief
assistance, reporting to the Senior Environmental Health Officer. The local laws staff are
also involved on a daily basis with the operation of 4 supervised school crossings.
Core functions include the role of principal local laws enforcement,issuance of permits,
parking regulation enforcement, traffic management, domestic animal management, public
amenity, fire prevention inspections and livestock control on roadsides and in public areas.
On average, 700 enquiries are made each year, requiring Local Laws officers to respond,
investigate, educate and where necessary, issue permits, infringements or warnings.
In essence, the service plays a reactive role instigated by action requests or complaints
and a proactive role to minimize the likelihood of complaints or undesirable outcomes.
Local Laws Officers respond to complaints about possible breaches of local laws and state
regulation and to notifications about potentially hazardous situations that may involve
animals or actions of people. They also work to educate the community about local laws
and prevent undesirable outcomes by minimising risk. The officers manage the School
Crossing Supervisors and backfill these positions where necessary.
Senior Local Laws Officers and Local Laws Officers are multi skilled, applying their time to
all program areas. Other than in reaction to a specific action request, staff largely manage
their own time and determine how and where to concentrate effort. There is also
seasonality involved in the nature of work, for example, in spring and summer, more effort
is put into fire prevention.
This Best Value Review considered the quality of service delivery across the broad range
of Local Laws function areas as well as the unit’s responsiveness to customer need.
The enforcement of Local Laws aids in protecting the local amenity and community
relationships within neighbourhoods.
2.1 Service Mission
Local Laws is ‘in the business of’ improving public amenity and safety by encouraging
compliance with local and state regulations surrounding local laws, animal control, parking
control, traffic and fire prevention.
2.2 Service Objectives
Local Laws relates to a number of Council’s key strategic areas including ‘our unique
environment, ‘economic development’ and ‘community development’. The Council Plan
does not identify local laws service area specific actions however the efficient proactive
and reactive work of Local Laws contributes to an overall environment in which other
actions and strategies can be achieved.
The Council Plan has been developed by Council to provide direction and guidance to the
organisation in developing and providing services to the community.
Local laws enforcement activities fall specifically within the objectives of the Council’s
Corporate Plan.
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Best Value Review
2.3 SERVICE STRUCTURE
Currently there are 1.6EFT contributing to the provision of Local Laws enforcement ; one
full-time, one part-time (0.6), a Senior Environmental Health Officer managing the unit,
administration support and relief assistance. Local Laws Enforcement is part of the
Environmental Health Service Unit, which in turn, is part of the Infrastructure and
Environmental Services Department.
See Attachment 1- Organisational Structure
2.4 Service delivery methods
Local Laws is an in-house service based from Mansfield Shire Council offices and funded
by Council. There is a combination of desk based and patrol based work.
Hours are generally 8.15am to 5pm Monday to Friday. Some work occurs outside of these
hours, particularly for events and stock or emergency local laws callouts. Non-standard
work attracts penalty loadings.
A rotated staff member is assigned ‘available’ and is paid a daily allowance. After hours
‘standby’ availability attracts an additional payment. The adequacy of this payment has
been questioned.
2.5 Major activities & customers serviced
Major activity
Customer segments
serviced
Existing consultation mechanisms
Fire prevention
Land owners, Occupiers,
CFA & Brigades
Reporting through the Municipal Fire
Prevention committee. No formal
mechanism to ratepayers
Parking
Visitors, Residents, Main
St. shop owners
General Public, dog & cat
owners predominantly
Visitors, residents
Residents, ratepayers,
shop owners, builders
Resident Families school
aged children
Farmers, hobby farmers,
motorists
Animal Control
domestic
Litter
Local Laws
School Crossings
Animal Control
livestock
Council’s Community survey mail out to
ratepayers with specific questions.
ACCS general local laws question in phone
survey to residents
No formal mechanism
Meetings with stock sale yard and regular
contact with stock owners following action.
No formal mechanism for general public
contact.
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Best Value Review
2.6 Communication with users
Existing communication happens predominantly via the local media via the advertising
column Mansfield Matters and via editorial gained by issuing media releases.
Media releases highlight current issues or changes. Recent releases include:
•
•
•
•
•
•
•
Burning off in residential areas
Dogs wandering at large
New community local law and relevant changes
Dog registrations
Dumping rubbish
Parking enforcement
Unclaimed impounded pets & livestock
Media releases are an underutilised tool organisation wide and this trend holds true for the
Local Laws Unit.
Mansfield Matters
Council’s paid communication space in the two local papers is used by Local Laws to
communicate changes or permit notifications, road closures etc. It is also used to draw
attention to animals held in Council’s pound.
Brochures
A range of brochures exist including Noise, Dogs & Cats, Agisting horses,
Horse husbandry. Distribution strategy is limited to at counter or in response
to a specific request/complaint.
In person
Local Laws Officers have regular contact with members of the community in
carrying out their duties.
Signage
A variety of signage exists relating to local laws eg parking zones
Website
Council has a Local Laws section available on its website.
2.7 Accessibility
Local Laws is accessible 24 hours a day via the municipal offices during business hours
and via the emergency access phone number for non-business hours including weekends.
Local Laws Officers have 2 mobile phones (including CDMA) that are sometimes out of
range due to the topography, size of the municipality and number of transmitters across
the shire.
The 24 hour service is promoted via an annual brochure sent with the rates notice, via
Mansfield Matters and on the website.
2.8 Responsiveness
Much of Local Laws work is reactive in relation to requests for action. These may be
applications for permits or requests such as retrieving stock on roads, loose dogs or
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Best Value Review
complaints regarding noise and rubbish dumping or unsightly premises. Applications for
permits under the Local laws is both reactionary and as a result of proactive work.
Requests for action by the public are entered into the electronic Customer Request
Monitoring System (CRMS) or Document Management System (TRIM) which provides
capacity to measure performance outcomes.
Depending on the nature of the request there are default target response and enquiry
closure times set. For example, most complaints are handled initially within 24 hours and
straight away for emergencies. Action requests are handled and responded to by other
staff when Local Laws Officers are not available.
The service is responsive on a 24 hour 7 days per week basis for emergencies. Council
Local Laws Officers are also contracted to provide a back up service to Vic Roads for
stock on roads under the jurisdiction of Vic Roads. A fee for service is also provided for Mt
Buller Alpine Resort and Goulburn Murray Water Authority for patrols within the Alpine
Resort and on the Lake Eildon frontage.
2.9
Local employment growth and retention
Organisational policies direct the employment processes for engaging new staff. The
Local Laws area is staffed by locals. Appointments to both the current senior and part time
local laws officer followed the normal procedure with multiple applications received for both
positions. Such turnover of staff is not common.
2.10 Suppliers
The principal suppliers are as follows
Vic Roads
Aces Animal Care.
Animal Behaviour Systems Australia
Rodwells Mansfield.
Other suppliers are derived from Councils normal purchasing policy arrangements.
2.11 Key interdependencies
•
•
•
•
•
Local Laws relies upon the Fireld Services Unit and Council’s Environmental Health
Officer (Manager) for back up in some situations including the provision of relief and
after hours availability.
Customer Service and the Finance Unit work to complete many of the Local Laws
processes including dog & cat registrations, fire notices, fines recovery and invoice
raising. Both of these units are reliant on local laws to provide information to carry
out these functions.
Administration support is provided by the Engineering Unit
Local Laws also works in closely with community groups and the tourism and
economic development unit, particularly in relation to events.
Externally, Local Laws works in cooperation with Vic Police, CFA, Vic Roads and
their contractors, Alpine Resort Management Boards and GMW.
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Best Value Review
2.12 Resources & Budgets
Local Laws consists of 1.6EFTLocal Laws Officers and support staff
Equipment on hand includes one specially modified vehicle, two mobile phones, radios
wghich comprise of Council’s own frequency and a UHF radio, palm pilot, access to a rifle,
pound facility for dogs and livestock (not cats), cages for the capture of cats and possums,
horse float, dog pole, snow chains, microchip reader, dog sundries, horse sundries, rural
fencing equipment, warning roadside signage, stop bats, high visibility and protective
clothing.
Each year Council spends approximately $150,000 to ensure the enforcement of local
laws (including costs for animal, traffic, fire hazard and emergency management). The
cost reflects actual service delivery and does not include the cost of strategic planning for
the service.
Local Laws
Gross Expenditure
Income
Animal registrations*
Fines, fees, charges
External services
Gross Income -
03/04
145,000
04/05
153,000
36,000
10,000
7,000
53,000
38,000
9,000
10,000
57,000
Animal registrations income is not a direct function of Local Laws work effort – largely an
administrative and reception function. Additional registration fees are however collected
through unplanned enforcement activity and press releases.
2.13 Funding
Local Laws is internally funded by Council from general rate revenue.
External providers also provide funding as income on a contracted fee for service basis.
Goulburn Murray Water fund weekend lakeside patrols around Lake Eildon foreshore over
the summer season $5,000.
Mt Buller RMB contributes payment toward fortnightly dog patrol on Mt Buller of $220 per
month. This figure is based on a $60 per hour one operator and vehicle charge that may
need to be reviewed.
Council’s Local Laws Unit also provides a ‘back up service’ for the Vic Roads contractor
for stock on road notifications where they are unable to provide a timely response.
Council’s Finance Unit does not receive regular advice on when to raise invoices for these
external providers, perhaps reflecting a breakdown in administrative function in Local Laws
and/or a need to reinforce responsibilities by performing a process review.
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2.14 Existing Performance
Existing performance is not formally reported upon. There are a number of measures in
place, for example number of fire direction notices and fines issued are reported to
Council’s Municipal Fire Prevention Committee but not fines income received/followed up.
There are no formal reporting mechanism or targets set for many areas of activity.
There is currently a lack of performance criteria to assess value for money but survey
results suggest customers are generally satisfied, however desire more parking
enforcement.
There is a need to improve follow up across a range of enforcement issues. In reviewing
key processes, there is the opportunity to clarify cross departmental responsibilities and
triggers for action.
The focus of existing measures is predominantly reactive in nature and on the issue of
permits, notices, fines etc without due consideration of whether the measure encourages
the best end result. Collection rate for fines is relatively low.
More consideration needs to be given to those measures that will focus performance
appropriately on improved compliance with local laws and the related law enforcement
activities.
Current measures:
Permits
• number of Permits issued
Protection of Municipal Amenity
• number and timing of fire hazard inspections undertaken
• number of fire hazard notices issued
• number of street sign and furniture permits issued
Use of Roads and Footpaths
• number of traffic complaints responded to and timeframe
• number of pedestrian complaints
• number of inspections and parking assessments
Parking Schemes
• number of parking infringements issued
• time spent monitoring parking
Animal Management
• number of animals registered
• number of animals impounded
• number of abandoned animals euthanased or rehoused
• number of general complaints regarding animals responded to
• number of general complaints regarding livestock responded to
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Customer satisfaction of Enforcement of By-laws as measured by the Annual Community
Satisfaction Survey (*ACSS) is as below:
CRITERIA / YEAR - INDEXED MEAN
2005
*ACSS (Feb)
68
Council’s survey parking enforcement (Oct)
Council’s survey local laws enforcement
generally (Nov)
2004
70
60
66
2003
66
76
79
2002
62
n/a
n/a
*ACSS respondents indicating dissatisfaction provided some comment and sought a
greater level of enforcement relating to animals and parking control in particular.
2.15 IT Systems
Global Positioning Satellite software is used in conjunction with the palm pilot.
Council’s corporate systems are used for dog registrations, property and ownership
identification and to record fire direction notices.
2.16 Legislation, Policies & Standards
Mansfield Shire Council has recently redeveloped and, following public consultation,
adopted a set of new Local Laws known as the Community Local Laws 2004. Local Laws
are based on state models but are unique to the needs of the shire.
The Community Local Law of Mansfield Shire delegates Council authority to Local Laws
Officers and other staff to enforce compliance through issuing of and policing relevant
permits, investigating and if required prosecuting for failure to abide by the local laws.
Local Laws Officers also works to the
Domestic (Feral & Nuisance) Animal Act 1994.
Local Government Act 1989
Transport Act 1983
Road Safety Act 1986
Impounding of Livestock Act 1994
Country Fire Authority Act 1958
Environment Protection Act 1970
2.17 Existing Processes
The Local Laws unit lacks its own detailed work plan, procedures and defined work
processes. A manual from Delatite Shire has been partially rewritten and is in need of
completion. Defining key processes would facilitate improvements and clarify roles and
responsibilities and where they best sit across the organisation in regard to follow up.
During the review process the Local Laws staff with Organisational Liaison Officer mapped
the enforcement process. The exercise identifies the current review steps within the
process and the finished product and thus provides clarity for the staff involved.
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Best Value Review
The Local Laws Enforcement service involves the following key processes, most of which
are not mapped:
• Assessing Permit Applications and Inspections
Involves provision of advice, responding to complaints, issuing application forms,
assessing applications and issuing permits in relation to road closures, raffles, portable
signs, goods on footways and outdoor eating, camping on private property (including
during construction of dwelling), burning off, and consumption of alcohol at public events.
140 permits were issued in 2004 (calendar year), reflecting an upward trend.
• Investigate and Manage Nuisance and Pest Control
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Local Laws officers respond to and maintain records of complaints received, try to resolve
the issue and provide follow-up as appropriate. Nuisance and pest control complaints
occur all year, with the peak period being from January to March, when the highest
numbers of complaints about European wasps occur.
Councils Local Laws Officers respond to complaints about wasps on council-owned land
and treat nests where found. (Property owners are responsible for the eradication of pests
from their own properties.)
10 reports were attended to in 2004.
On average 200 nuisance complaints are received each year and 30 complaints about
wasps on council-owned land are received. Advice is provided to landowners to enable
them to confidently undertake treatment on their land.
• Fire Prevention
Local Laws Officers are required to inspect private properties for fire hazards, investigate
complaints, issue fire direction notices and engage contractors to attend to properties
where the landlord has failed to comply and issue related infringement notices.
300 fire notices were issued 2004/5 season.
Approx 40 properties were attended to by a contractor engaged by Council.
Infringement notices were not sent in a timely manner.
Invoices to the correct landowner for works performed by contractors were also not sent in
a timely manner
Over the last couple of years, the infringement and invoice notices have been delayed.
Problems with the Municipalities maps synchronized for the GPS ‘palm’ being used by
Officers has been identified as a problem in correctly identifying properties.
Access to electronic forms that remove the need for manual type entry has been a recent
improvement to this process.
• Local Laws Administration and Enforcement
This requires the issuing of warning notices or notices to comply, infringement notices and
impoundment notices.
65 infringement notices were issued in 2004. Notices related to parking, domestic
animals, local law and fire. Follow up courtesy letters were sent however limited follow up
action occurred where responses were not received. Eg court action not undertaken.
• Prosecutions
Local Laws officers are required to prepare briefs and attend court for prosecutions, when
necessary, at Mansfield or Melbourne Magistrate’s Court. Currently all matters have been
able to be completed or otherwise resolved without the need for court proceedings. On
some occasions the elapsed time has meant further action could not be undertaken
•
Protection of Municipal Amenity
The aim of this program is to advise the community on appropriate use of private land and
the requirements for permits such as advertising, storage and dismantling of second-hand
vehicles, and the use of caravans and incinerators. The program also has responsibility to
identify and rectify any inappropriate use of private or Council land eg. interference with
watercourses, lighting of fires or camping. The program also coordinates and participates
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Local Laws
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in fire hazard management including inspection, and issuing notices. In addition, the
program responds promptly to observed or reported litter problems.
•
Use of Roads and Footpaths
The aim of this program is to advise the community of the appropriate use of roads and
footpaths and the requirements for permits for street signs and furniture, use of bicycles
and skateboards, street trading, appeals and raffles. The program aims to identify and
rectify inappropriate use of roads and footpaths including abandoned shopping trolleys,
parking of trucks or abandoned vehicles. The program also manages school crossing
supervisors and for their training and placement.
•
Parking Schemes
The aim of this program is to ensure equitable access to properties and facilities by
advising road users of appropriate use of parking spaces. The program oversees the
implementation of parking restrictions and the disabled parking scheme. The program
also monitors and reviews car parking requirements throughout the municipality.
•
Animal Management
This program responds promptly in dealing with reports of wandering stock and straying
dogs. The program has a responsibility to investigate reports of inappropriately kept
animals, bees, poultry and other birds and to ensure the matter is satisfactorily resolved.
The program promotes community awareness of the need for responsibility in the
ownership of pets and administers the requirements of the Domestic (Feral & Nuisance)
Animal Act 1994 and oversees the annual animal registration program.
2.18 Environmental Management
A commitment to environmental sustainability requires communities to embrace many
environmental considerations. This involves decision-making that takes into account the
triple bottom line approach, i.e.: environmental, social as well as economic factors
impacting on services to customers.
Council can play a significant role in promoting environmental sustainability at the local
level. Practical examples include waste minimisation, recycling, reusing, energy
conservation, energy efficient building design, open space planning etc.
When scoping the service (Step One), the Review Team was asked to identify the impact
each activity may have on the environment, together with any efforts that are made to
reduce the impact. A summary of impacts and efforts to minimise them, is tabled as
follows:
Area of Work
Negative Impact
Advice, issuing permits
and inspections.
Consumption of
paper and electricity
Investigation and
management of
nuisance/ pest control
Local Laws Admin. and
Enforcement
Use of chemicals
Driving – emissions
and fuel consumption
Minimised by
Double-sided photocopying
Re-using paper where possible
Electronic transfer of data
Electronic storage of data where
possible (TRIM,CRMS)
Ensuring that eradication causes no
further damage to local flora or fauna
Containing spray application
Pre planning patrols for maximum
impact not meandering
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Fire prevention
Permits
Education
Minimising risk of fire by sound environmental, economic and
social planning.
Non-issue of burn off permits unless necessary, forces residents to
consider more environmentally friendly options for disposing of
green and other waste, and improves air quality.
Any efforts to educate the community about local laws contributes
to amenity generally and often environmentally
2.19 Risk assessment
Best Value provides an opportunity to review Council’s current risk management practices.
For the purposes of this exercise risk has been defined as “any unplanned event that will
have an adverse impact on the service areas ability to deliver consistent and required
quality outcomes.
The following presents a summary of the risk areas identified:
Area of Risk
Lack of permits over street
furniture and signage (currently no
permits issued so potentially
Council liable for accidents over
street obstacles)
Dog attack
School crossing accident
Car accident with stock on road
Staff absence
Officer attacked/accident
Likelihood of
Occurrence of
Risk
Risk
Consequence
Overall Risk
Rating
Medium
High
High
Low
Low
Low
Low
Low
Medium
High
Medium
Low
Medium
Medium
Medium
Medium
Low
Medium
2.20 Competitive Neutrality Assessment
2.20.1 Overview
Competitive Neutrality forms a key part of the National Competition Policy package of
reforms and aims to offset any net competitive advantage a Council business activity may
enjoy over a private sector organisation. Council is obliged to apply Competitive Neutrality
Policy to business activities which:
provide products or services in competition with other private businesses;
charge a fee for such product or service;
are deemed to be significant in terms of:
- the scale of the operation in relation to the size of the marketplace;
- the amount of fee income derived from sales compared to the annual cost
of providing the product or service
Activities which, by their nature, are non-business or non-profit orientated are exempt from
Competitive Neutrality Policy.
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As a pre condition to the receipt of annual competition payments from the State
Government, Council is required to annually certify that it has applied the principles of
Competitive Neutrality Policy to all significant business activities.
2.20.2 Competitive Neutrality Assessment
Local Laws is non business and non-profit orientated and so is exempt from Competitive
Neutrality Policy.
Local Laws is a service deemed best delivered in-house.
2.21 Key Service Delivery Issues
Customer expectations
• Council’s customer surveys over time have indicated an expectation of increased
levels of enforcement and increased visible presence; particularly at times of high
demand eg events, weekends, peak user periods.
• Protecting amenity has become more of an issue raised – particularly surrounding trail
bike use and the noise generated.
Unit Management & Operations – Identified shortcomings
• Lack of follow up of outstanding fines and notices – a structured approach is required
• Lack of control over street furniture placed by traders.
• Need for improved communication within the unit and between staff and management.
• Need for increased input by staff into policy and budget development.
• Role delineation
o staff indicated a desire for clear position descriptions to indicate responsibilities
around eg writing policy.
o within key processes eg dog registrations, fire notices where they cross over unit
responsibilities
o Admin support – clarify access to admin support eg: input of infringement, follow
up letters for people who haven’t paid fines – template letter exists
• Clear reporting guidelines and format needs to be established
• Lack of set objectives/workplans. Current work plan is mostly reactive – responding to
CRMS and TRIM action items providing an easy reporting link for capturing work
completed as the vast majority of customer requests are recorded.
• Clarify ‘chain of command’ protocols
OH&S
• Working alone could be an issue if there is aggression when dealing with a ‘customer’
and particularly if this is in an ‘out of mobile range’ area. Staff are trained in
recognising aggressive behaviour, agreed responses and in communication strategies.
They have identified working alone and a lack of unit identification eg recognisable
uniform as OH&S issues. Staff feel better identification would increase safety and also
raise the profile of Local Laws officers and help combat the perception that they are
never out alone eg parking patrol.
Training
• The Unit training budget of $800 may need to be increased and a culture of training
and skill gap closure developed for this unit and new staff /roles. Ideally the
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Local Laws
•
Best Value Review
performance review process would identify training priorities and inform the budget
development.
Reporting capabilities of CRMS are not well understood by Local Laws which is likely
an issue of training. Response times and targets need to be more appropriately set.
Technical
Technical issues raised over the use of GPS equipment, its accuracy and, as a
separate issue, the availability of this resource which is shared with engineering/rates
areas.
•
•
Community Education
It has been recognised that a greater emphasis on community education could potentially
reduce the number of enquiries and infringements/notices to comply issued each year and
improve community relations with Local Laws officers.
There are a number of authorities with jurisdiction over various public land areas of the
shire and neighbouring areas to the shire which can cause confusion with ‘who is
responsible for what’. This confusion extends also to responsibility over private land.
Community education could form part of a raft of proactive strategies to improve
compliance with local laws. Currently there are some information brochures but no
distribution strategy other than availability over the counter and on Council’s web page.
The Unit issues occasional media releases and notices for Mansfield Matters.
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3
CONSULTATION
3.1
Approach to Consultation
The review team made use of Council’s community surveys and the state government’s
customer satisfaction survey. In addition, the team held a local laws specific street talk
survey. Council also had access to data derived from the “Super 11” Councils including
survey results of 25 Councils
3.2
Key Findings from Customer Surveys
Department of Infrastructure Annual Community Satisfaction Survey
The Department of Infrastructure (DOI) undertakes an annual survey to measure
residents’ perceptions about the performance of their local council.
Enforcement of By-Laws is identified as one of a number of key responsibility areas.
Residents are asked to rate council’s performance in enforcing five by-laws, these being:
♦ Food and Health – not within this Councils ‘Local Laws’ area of responsibility.
♦ Noise,Animal, Control, Parking, Fire Prevention
Residents are also invited to make comment as to where they believe that improvement is
needed.
Year of ACSS
2005
2004
2003
2002
2001
Indexed mean
68
70
66
62
65
Key responses to the 2005 survey follow:
Improvement required in the following
area of Local Laws Enforcement ACSS 2005
Animal Management (see local survey comment below)
Parking restrictions (as above)
Across whole area
Noise
Reason for needs improvement
(51 respondents)
27%
25%
16%
12%
Council’s Community Survey
Council’s own community survey held in October/November 2004 revealed a significant
drop in satisfaction from the 2003 results for parking control. The 2004 result (2.97) was
marginally lower than “3” which defined a service as ‘adequate’. All other areas rated as
better than adequate with our “out of hours emergency service” listed as 3.78 and the
Animal registration process listed as 4. Only 9 Council services receiving a higher
satisfaction ‘score’.
With the poor performance of parking control, there is some argument to suggest that the
redeveloped ‘Streetscape’ within the township had a high impact on this result.
Notwithstanding this possible explanation, additional effort is now been directed at parking
enforcement.
See Attachment 4 A. – Local Survey
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Local Laws
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Best Value Review Team Interviews
In 2004 the Local Laws Best Value Review conducted a Customer Satisfaction interview of
57 randomly selected members of the community.
The key findings from these surveys were –
52% of the respondents indicated that they did not know the Local Laws Officers
distributed and enforced Fire Prevention Notices to clear long grass.
70% of residents interviewed believed that local laws officers should be more of a
presence in the Mansfield Ward especially after hours and on weekends.
51% of respondents indicated that parking control with in the Mansfield Township needs
more enforcement
A copy of that survey format is also included as Attachment 4 B
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4 SERVICE ANALYSIS
4.1
Future Demand Analysis
Mansfield Shire is growing slowly but steadily at about 1% according to the Department of
Sustainability and Environment. The biggest change will be the increase in the aged
population which will go from about 20% of the population to 40% by 2030.
Tourism continues to thrive and visitor numbers to grow placing increasing pressure on
parking in particular. The Shire and Mt Buller currently experience 1.1 million bed nights
per annum. There has also been an increasing number of events throughout the calendar
year and Local Laws need to be directly involved in regard to permits, road closures etc..
Typically, events are held on weekends placing ‘out of traditional hours’ pressure on the
staff.
There is likely to be increasing need for Local Laws staff to work out of hours both on
weekend and after normal hours on week days. Snow season for example places
pressure on parking on a Friday night. The need for more parking capacity is known by
Council and medium to long term solutions have been identified in the Urban Design
Framework, however in the short to medium term there will need to be extra attention
focused on parking enforcement and community education around parking.
4.2 Benchmarking/Comparative Performance
The Best Value Review Team conducted a benchmarking survey in 2004 against 25
councils; predominantly small rural shires but also including large rural, rural city and a
couple of metropolitan. Key results are
•
•
•
•
•
•
Mansfield has a low Local Law Officer EFT common to small rural shires
Mansfield spends little time on parking enforcement, common to small rural shires
Small rural shires’ Local Laws staff have a broader range of responsibilities than
those in bigger councils/non rural eg Municipal Fire Prevention inspections
Most councils (like Mansfield) do not have ‘Town Planning enforcement’ as part of
the Local Law staff roles
Mansfield had the lowest number of Local Laws infringement notices issued and
was the lowest for income from penalty fees. Other shires with similarly low income
were small rural shire.
Most councils’ Local Laws units do not perform programmed out of hours work
(Mansfield does)
See Attachment 5. – Report on Benchmarking
SUPER 11 BENCHMARKING NETWORK
Mansfield Shire Council belongs to a network of 11 Victorian councils sharing sufficient
similarities to make comparison meaningful and cost efficient. The "Super 11" undertake
benchmarking projects to compare their performance in specific areas. Participating
councils in the network include Campaspe, Colac-Otway, Corangamite, Macedon Ranges,
Mansfield, Mitchell, Moira, Moyne, South Gippsland, Surf Coast and Swan Hill.
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There is common agreement across the Super 11 that much benefit has been gained by
sharing information and common experiences and concerns with other members of the
network.
Swan Hill
SUPER 11 BENCHMARKING NETWORK
Campaspe
Moira
Macedon Ranges
Former Delatite Shire, now
Shires of Benalla and
Mansfield
Moyne
Mitchell
Corangamite
Surf Coast
Colac-Otway
South Gippsland
Staff in the Local Laws service have participated in a performance benchmarking exercise
during May 2002 which was instigated by Surf Coast Shire Council. The initial data
collection enabled comparisons of fees and charges for a wide range of service delivery
areas, and in relation to Local Laws Enforcement, the following few areas:
Council
Macedon Ranges
Surf Coast
Moyne
Moira
Corangamite
Mansfield
Mitchell
South Gippsland
Campaspe
A Frame
Application
$5
$30
Nil
Nil
Nil
$35
$22
26
Nil
A Frame
Permit
$20
$70
$27.50
$50
$35
$35
Nil
$58
$32
Street
Furniture
$25
$200
$25 - $100
$50
Nil
$35
$22
$84
$52
Finger
Board Sign
$25
$70
$140
Nil
Nil
Nil
Nil
Nil
Nil
Swan Hill
$35
$35
$100
$80 - $120
4.3
Value for Money
An essential requirement of the Best Value legislation is the demonstration that services
are being delivered in a way that represents value for money. In particular, the Best Value
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Principles require current service delivery to be compared against what’s on offer in the
public and private sectors.
When we compare Mansfield to other small rural shires the Local Laws service is providing
reasonable value for money when you consider the range and scope of services provided
with a relatively low EFT and budget. Staff are always rostered to be available to work out
of hours and be on call for emergencies.
Reviewing and improving a number of processes to ensure adequate follow up will
improve the value of this service, both on an income front and from a ‘deterrent’ effect that
should result in improved compliance with Local Laws.
There is currently a lack of performance criteria set to further assess value for money.
4.4
Service Gaps
Service gaps exist between performance and what is expected by our customers and to a
lesser degree, in comparison to some other small rural shires, in the following areas:
•
•
•
Parking enforcement
Follow through enforcement of fines/penalties
Visibility particularly at busy times (sometimes ‘out of hours’)
Affordability of the service must be considered when addressing the service gaps. Most
Council service areas could mount a case for additional resources to complete more work.
In the case of Local Laws, service gaps may be partially closed by addition of staff and/or
by a change to work practices and improvements in processes and management.
4.5
Improvement Opportunities
Review / improve the management of Local Laws.
Establish regular meetings with manager.
Annualise salary and vary expectation of ‘normal’ hours.
Map key processes, including area of responsibility across departments and trigger
points. This must include Fire Prevention notices, infringement notices, Local Laws
response when designated officer away etc. This should also clarify use of
administrative support.
Clarify line of authority, responsibility, action when Local Laws Officer not available.
Review response and closure times for actions/complaints via CRMS
Resolve footpath occupation permit situation
Choose appropriate measures that will lead to improved performance, set indicators
and targets for performance and establish regular reporting.
Manage expectations by developing a communication strategy that combines
community education.
Consider more visible staff uniforms/badges to help focus attention on staff when
out enforcing.
Foster a culture of training and professional development for local laws staff, back
up staff and admin support.
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Best Value Review
5 RECOMMENDED SERVICE IMPROVEMENTS
5.1
Service Improvement Plan
Page
30
Recommendation
Review management & line
reporting of Local Laws
Develop Local Laws Policy &
Procedures
Footpath & street trading
Detail
Responsible
Officer
Review where Local Laws fits
organisationally, and to which position
it should report. Consider capacity to
manage workload.
Review Local Laws staff banding &
annualising salary
Develop measures, performance
indicators and reporting requirements
DIES
Nil
DIES
SEHO/SLLO
Nil
Determine policy & procedures after
appropriate consultation.
DIES
Determine dog lead free areas
Determine, communicate & sign.
SEHO
SLLO
Review and map key processes
Fire Prevention
Infringement notice issue &
follow up
Appeal against infringement
CRMS – logging, accessing &
reporting
Administrative support
Caravan Camping on private
property
Dogs on public land/DSE
Parking permits
Others as identified
Parking
Review parking in business
area of town
Estimate
of Costs
Not updated since Delatite days.
Improve & clarify organisational policy
& responsibility across departments
including reception & finance and
identify trigger points for progress.
Identify areas for admin support,
process for delegation & develop
standard letters, etc.
SEHO
SLLO
Consult & research to determine length DIES
of stay, need for loading zones,
disabled parking etc
Completion
February 06
Completed
EMT
approval
approval
Yes
No
Yes
No
Dec 2005
Nil
March 2006
Council
Yes
Yes
Yes\
(may be
signage
expense)
Nil
Commenced
NA
NA
Minor
Completed
Yes
NA
Local Laws
Information Technology
Upgrade PDA device
Training
Develop culture of training
Provide & use budget
for training
Identify gaps & attend
targeted training
Training of support staff
Increased presence
Develop 24/7 roster and
proactive planned work
activities
Review standby rates &
relationship to annualised
salary.
Visibility of Local Laws Officers
Enforce infringement notices
Develop communications
strategy
External Service Provision
Review service agreements with
external parties eg RMB, GMW,,
RDC
Best Value Review
Current PDA lacks memory and GPS
ability. Enable accurate referencing of
property owners & address
SLLO needs training in TRIM, CRMS,
and use of GPS. Also requirements
around certificates eg firearms, etc.
Additional as identified
SLLO
Upgraded
at no cost
to unit
SEHO &
SLLO
Completed
No
Ongoing
Yes –
No
unless
budgeted
No
Ongoing Ongoing
Nil
Takes busy times, events, out of hours
work loads into consideration.
SEHO
SLLO
Sets recommended parking & other
street patrol/enforcement times
Nil
Completed
Yes
No
-$2000
Completed
No
No
Nil
January 05
– priority
process
Yes
No
March 06
Yes
No
Nil
March 06
Yes
No
Nil
March 06 or
before
renewal
Findings
to EMT
SLLO
Consider upgrade visibility of uniform –
develop proposal & obtain costing
SLLO
Nil
Associated with process review – to
act as a deterrent and effectively
increase presence impact by
consequence
SLLO– culture
supported by
SEHO & EMT
Consider audience, tools and
frequency for community education &
promotion
SLLO
Review charges & obligations
SEHO
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Local Laws
5.2
Best Value Review
QUALITY & COST STANDARDS
The recommended quality and cost performance measures provide a reliable means of assessing whether key service outcomes are
being achieved. The cost & quality standards shown have been developed by taking the first five Best Value Factors into account.
Where possible, the final two factors have also been considered.
I.
II.
III.
IV.
V.
VI.
VII.
Best on offer 208C(A)
Value for money 208C(b)
Community Expectations and Values 208C(c)
Affordability & accessibility 208C(d)
Local employment 208C(e)
Partnerships 208C(f)
Environmental Impacts 208C(g)
Quality and Cost Standards
Performance measure
4 hours parking
enforcement per week
(undertaken over 2 days)
Response to CRMS
action requests within
target period
Customer satisfaction
(ACSS)
Collection rate for fines
Performance Targets
Year 1
Year 2
Year 3
80%
85%
90%
85%
90%
90%
70
71
72
80%
85%
90%
Invoice advice forwarded
to Finance
100% w/n
3 weeks
100% w/n
2 weeks
100% w/n
2 weeks
Service operates within
budget
100%
100%
100%
Actual Performance & Trends (if
available)
Discuss significant differences
between target and
performance
Currently 48% with limited no follow
up
Currently ad hoc where no advice
can be received and invoices not
issued
Much higher performance
expected with focus of new SLLO
Target set to satisfaction of new
SLLO
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6 REPORTING
Mansfield Shire Council’s Local Laws Best Value Report will be presented to Council and
then made available to the community. A brief summary of the Council’s Best Value
Reviews is also included in the Annual Report and will be posted on the website.
The Best Value Reviews will also be reported on to the Minister, Department of
Infrastructure.
Achievements against performance targets will be communicated to Council and the
community on an ongoing basis.
7 COMPLIANCE WITH BEST VALUE PRINCIPLES
This section looks specifically at the requirements of the Best Value Principles and indicates where in the
body of this Report the issues raised by legislative requirements are addressed, if appropriate.
Best Value Principles
Section 208B(a)
All services provided by Council must meet the quality and
cost standards as required by Section 208D
Section 208C(a)
The need to review services against the best on offer in
both the public and private sectors
Section 208C(b)
An assessment of value for money in service delivery
Section 208C(c)
Community (Customer) expectations and values
Section 208C(d)
The balance of affordability and accessibility of services to
the community (customers)
Section 208C(e) (only if applicable)
Opportunities for local employment growth or retention
Section 208C(f) (only if applicable)
The value of potential partnerships with other Councils and
State and the Commonwealth governments
Section 208B(b)
All services provided by a Council must be responsive to
the needs of its community (customers)
Section 208(c)
Each service provided by a Council must be accessible to
those members of the community (customers) for whom the
service is intended
Section 208B(d)
A Council must achieve continuous improvement in the
provision of services for its community (customers)
Section 208B(e)
A Council must develop a program of regular consultation
with its community (customers) in relation to the services it
provides
Section 208B(f)
A Council must report regularly to its community
(customers) on its achievements in relation to the other five
best value principles
Report
Reference
4.2 & 4.3
2.14 & 4.2
2.13 & 4.3
2.14 & 4.4
2.7
2.9
2.8
2.6 & 2.8
2.4 & 2.7
2.21, 4.4 &
4.6
3
6
Not
Applicable
Local Laws
Best Value Review
ATTACHMENTS
1.
ORGANISATIONAL STRUCTURE
2.
SYSTEMS VIEW
3.
ENQUIRY/COMPLAINT PROCESS
4.
LOCAL SURVEY
A. COUNCILS COMMUNITY SURVEY ‘SUMMARY OF RESULTS 2004 (3 PAGES)
B. LOCAL LAW SPECIFIC STREET TALK SURVEY (2 PAGES)
5.
REPORT ON BENCHMARKING STUDIES
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Best Value
ATTACHMENT 1.
Local Laws
Best Value Review
M ANSFIELD
Attachment 2
Systems View
Mission: Improve public amenity and safety by encouraging compliance with State regulations & Local Laws,
Vision: To offer quality services in relation to Animal Control, Parking Control, Traffic and Fire Prevention activities
Values: Accessibility, flexibility, quality and availability of services which meets the needs of residents, ratepayers and visitors
Suppliers
Legislators
Council Local Laws
Vic Police
Bureau of Animal Welfare
MAV
Other Council Staff
Equipment Suppliers
Vehicle
Communications
Record Management
Inputs
Policies, information,
support services,
permit applications
materials, equipment,
funding
Other Stakeholders
Vet Practitioners
School Council
Municipal Fire Prevention Committee
Goulburn Murray Water Authority
Alpine Resort Management Board
Relationships
Supervisor, regulator, enforcer, advisor
Key Processes
Local Law Permit Application process & enforce
Parking patrols
Domestic Animal Registration & Enforcement
Livestock at large responses
Municipal Fire Hazard identification & action
School Crossing Supervision
Operation of Municipal Pound
Patrols – Municipality, Lakeside, Alpine Resort
Targets
Improved Customer Satisfaction – 70%
Operate within Budgets – income & expenditure
100 % invoices forwarded for processing
School Crossings supervised
80% infringements collected
Officers always available to respond as necessary
Page
Customers
Residents, ratepayers,
visitors, neighbors.
Vic Police
Pet & Stock owners
Pedestrians
Road users
Outputs
Local Law standards met
Domestic animals
registered and controlled
Parking requirements met
School crossings
supervised
Patrols undertaken
Performance Measures
Operate within Budget
Nil complaints re school crossings
Infringements and invoices collected
CRMS timeframes met
Patrols undertaken meet set standards
Performed after normal hours work
37
Local Laws
Best Value Review
ATTACHMENT3 – ENQUIRY COMPLAINT PROCESS
ENQUIRY / COMPLAINT
▼
CUSTOMER SERVICE
▼
Details:
Complainant Name / Phone Number / Address / Date / Time / Location
Nearest Intersection or Landmark
Description of animal/s / Type of Complaint.
C.R.M.S
URGENT:
Ph. Local Laws Officer
Non -Urgent: 24hr Response
▼
Lost Animal – Take Details
No Response
Found Animal (Domestic)
Registered – Give details of owner or contact owner
Unregistered – Take details. Is animal secured? Local Laws to
pick up (follow urgent procedure)
▼
Pass to Development and
Environmental Services
Admin.
Found Animal (Livestock)
Take details. Is animal secured? Local Laws to pick up
(follow urgent procedure)
▼
Ph. / 2 – Way Local Laws
Officer
▼
No Response – Leave
message on phone
▼
1
ENQUIRES GENERAL : TAKE DETAILS
2
PERMIT ENQUIRIES :
PASS TO DEVELOPMENT AND
ENVIRONMENTAL SERVICES ADMINISTRATION
3
COMPLAINTS :
Email / C.R.M.S.
To be checked at the
start of business each
day by Local Laws
TAKE DETAILS
Advise Customer that a Local Laws Officer Should be in contact
within 24 hrs.
Contact Depot
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Best Value
ATTACHMENT 4.A
LOCAL COMMUNITY SURVEY SUMMARY OF RESULTS 2004 (3 PAGES)
Local Laws
Best Value Review
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Local Laws
Best Value Review
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Local Laws
Best Value Review
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Local Laws
Best Value Review
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Local Laws
Best Value Review
talk Survey.
ATTACHMENT 4 B
M ANSFIELD
Local Laws Best Value Survey
1.
θ Female θ Male
(Tick the applicable box).
2.
In to which age group do you fall?
Under
24yrs
θ
25 to
34yrs
θ
35 to
49yrs
θ
50 to 64
yrs
θ
65 to
74yrs
θ
75 or over
θ
3. Have you had any contact with the Local Laws Officers/Ranger?
θ Yes
θ No
If yes please specify : ______________________________________
4. Listed below are services provided by the local laws unit, please rate on a
scale of Excellent, Good, Adequate, Needs Improvement, Needs a lot of
Improvement how you feel the service performs in particular to:
Animal Control – Domestic such as call outs to stray cats and dogs
A) Excellent – Outstanding
B) Good – High Standard
C) Adequate – an acceptable standard
D) Needs improvement
E) Needs a lot of improvement
Animal Control – Stock such as call outs to wandering stock, stock on roads.
A) Excellent – Outstanding
B) Good – High Standard
C) Adequate – an acceptable standard
D) Needs improvement
E) Needs a lot of improvement
Distribution of Fire Prevention notices to clear long grass.
A) Excellent – Outstanding
B) Good – High Standard
C) Adequate – an acceptable standard
D) Needs improvement
E) Needs a lot of improvement
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Local Laws
Best Value Review
The service of School Crossing Supervisors.
A) Excellent – Outstanding
B) Good – High Standard
C) Adequate – an acceptable standard
D) Needs improvement
E) Needs a lot of improvement
5. Is parking control is adequately enforced within Mansfield Township?
A) Excellent – Outstanding
B) Good – High Standard
C) Adequate – an acceptable standard
D) Needs improvement
E) Needs a lot of improvement
6. In which Ward of Mansfield do you now live, or if a non-resident ratepayer
– in which Ward is your property?
Mansfield θ
Bonnie Doon θ
Tolmieθ
Jamieson θ
7. Thinking of the most recent contact, how well did Local Laws perform in the
way you were treated. For instance things like the ease of contact,
helpfulness, speed of response, and there attitude towards you. We do not
mean the actual outcome.
A) Excellent – Outstanding
B) Good – High Standard
C) Adequate – an acceptable standard
D) Needs improvement
E) Needs a lot of improvement
8. Do you have any issues relating to Local Laws?
Thank you for participation.
Page
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Local Laws
Best Value Review
ATTACHMENT 5.
SURVEY CONDUCETD BY “SUPER 11” COUNCILS FOR BEST VALUE
25 COUNCILS WERE SURVEYED IN RELATION TO LOCAL LAW ISSUES
NB LAST PAGE ALSO PROVIDES THE KEY TO MUNICIPAL RESPONSES
MANSFIELD RESPONSE SHOWN AS 1, ALPINE = 7, BAW BAW = 8, INDIGO = 13 ETC
Local Laws Best Value Benchmarking Survey 2004
Respondent Councils
1
Mansfield
2
East Gippsland
3
Swan Hill
4
West Wimmera
5
Corangamite
6
Yarriambiack
7
Alpine
8
Baw Baw
9
Echuca
10
Gannawarra
11
Glenelg
12
Golden Plains
13
Indigo
14
Latrobe City
15
Mildura
16
Mitchell
17
Moorabool
18
Mt Alexander
19
Murrindindi
20
Northern Grampians
21
Pyrenees
22
Southern Grampians
23
Surf Coast
24
Wangaratta
25
Wellington
Page
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Local Laws
Best Value Review
IS TOURISM A MAJOR FOCUS OF MUNICIPALITY
Valid
yes
Frequency
18
no
Total
Percent
72.0
Valid Percent
72.0
Cumulative
Percent
72.0
100.0
7
28.0
28.0
25
100.0
100.0
Tourism a major focus of municipality
20
10
Frequency
0
yes
no
Tourism a major focus of municipality
Page
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Local Laws
Best Value Review
EFT LOCAL LAWS OFFICERS
Valid
Frequency
1
Percent
4.0
Valid Percent
4.3
Cumulative
Percent
4.3
1.0
4
16.0
17.4
21.7
1.6
1
4.0
4.3
26.1
2.0
3
12.0
13.0
39.1
2.2
1
4.0
4.3
43.5
2.6
1
4.0
4.3
47.8
3.0
5
20.0
21.7
69.6
3.5
1
4.0
4.3
73.9
4.0
1
4.0
4.3
78.3
5.0
2
8.0
8.7
87.0
5.5
1
4.0
4.3
91.3
100.0
.8
7.0
Total
Missing
System
Total
2
8.0
8.7
23
92.0
100.0
2
8.0
25
100.0
EFT Local Laws Officers
6
5
4
3
2
Frequency
1
0
.8
1.0
1.6
2.0
2.2
2.6
3.0
3.5
4.0
5.0
5.5
7.0
EFT Local Laws Officers
70% of Councils surveyed employ 3 or less Local Laws Officers
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Local Laws
Best Value Review
8
14
7
6
15
2
5
EFT Local Laws Officers
25
9
8
4
3
11
3
16 17
20
23
18
5
2
10
22
19
1
6 7
1
12 13
21
0
0
10
20
30
Name of municipality
DOMESTIC ANIMAL CONTROL BY LOCAL LAWS
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Local Laws
Best Value Review
PARKING BY LOCAL LAWS
30
20
10
Frequency
0
yes
no
Parking by Local Laws
AVERAGE HOURS PER WEEK PARKING
80
14
70
15
60
Average hours week parking
50
8 9
40
11
3
30
22
18
20
2
10
17
1
7
0
0
25
23
10
12
10
20
20
30
Name of municipality
Page
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Local Laws
Best Value Review
LOCAL LAWS ENFORCEMENT BY EMPLOYEES
Valid
yes
no
Total
Frequency
23
Percent
92.0
Valid Percent
92.0
Cumulative
Percent
92.0
2
8.0
8.0
100.0
25
100.0
100.0
Note: 'No' answer relates to contractors performing Local Laws – 2 instances
FIRE PREVENTION INSPECTIONS BY LOCAL LAWS
Valid
yes
Cumulative
Percent
75.0
24.0
25.0
100.0
96.0
100.0
Percent
72.0
6
24
no
Total
Missing
Valid Percent
75.0
Frequency
18
missing
Total
1
4.0
25
100.0
PLANNING ENFORCEMENT BY LOCAL LAWS
Valid
Frequency
8
Percent
32.0
Valid Percent
32.0
Cumulative
Percent
32.0
no
17
68.0
68.0
100.0
Total
25
100.0
100.0
yes
EMERGENCY MANAGEMENT BY LOCAL LAWS
Valid
yes
Frequency
12
Percent
48.0
Valid Percent
48.0
Cumulative
Percent
48.0
100.0
no
13
52.0
52.0
Total
25
100.0
100.0
COUNCIL RUN POUND FOR DOMESTIC ANIMALS
Valid
yes
no
Total
Frequency
18
Percent
72.0
Valid Percent
72.0
Cumulative
Percent
72.0
100.0
7
28.0
28.0
25
100.0
100.0
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Local Laws
Best Value Review
COUNCIL RUN POUND FOR LIVESTOCK
Valid
yes
Frequency
20
Percent
80.0
Valid Percent
80.0
Cumulative
Percent
80.0
5
20.0
20.0
100.0
25
100.0
100.0
no
Total
PROGRAMMED OUT OF HOURS WORK
Frequency
Valid
Percent
Cumulative
Percent
Valid Percent
yes
8
32.0
32.0
32.0
no
17
68.0
68.0
100.0
Total
25
100.0
100.0
DETAILED LOCAL LAWS POLICY & PROCEDURES MANUAL
Frequency
Valid
Percent
Valid Percent
Cumulative
Percent
yes
16
64.0
64.0
64.0
no
9
36.0
36.0
100.0
25
100.0
100.0
Total
Page
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Local Laws
Best Value Review
Registration fee standard animal
Many respondents had difficulty identifying standard animal ie dog or cat?
Minimum fee animal
Many municipalities put ranges of figures in response to many of the fees &
charges questions following or did not provide at all
Page
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Local Laws
Best Value Review
120
15
100
21
80
2
Local Laws Permit Fee
60
13
6
8
17
19
5
40
9
1
25
12
3
14
20
24
0
0
10
20
30
Name of municipality
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Local Laws
Best Value Review
DOMESTIC ANIMALS REGISTERED
700
2
No. domestic animals infringements pa
600
500
400
300
17
200
23
9
8
100
1
0
3 4
13
14
5
7
0
24
18
15
19
16
25
10 11 12
20 21
22
10
20
30
Name of municipality
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Local Laws
Best Value Review
40
11
No. livestock infringements pa
30
15
20
21
23
14
10
1
0
3
4
16
18
13
5
7
0
8
12
19
10
20
30
Name of municipality
2000
25
14
17
No. fire prevention notices pa
1000
15
1
12
7 8 9
4 5
3
11
6
16
10
13
18
21
19
24
0
-1000
0
10
20
30
Name of municipality
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Local Laws
Best Value Review
300
No. fire prevention infringements pa
17
200
25
100
14
1
0
3
4
7 8
9
13
15
21
18 19
-100
0
10
20
30
Name of municipality
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