The place of the possible
How we supported ourselves to do well
We will only achieve our outcomes if we work well as an organisation. This means working well internally as well as working well with others – our customers, stakeholders, providers and partners. This is a new section of our Annual Report and is driven by good management practices and the Long-term plan objectives: improving asset management practices to better manage risk and the timing of asset replacement, and achieving ongoing efficiencies from shared services and improved customer experiences.
Over the year we made progress to support ourselves and the achievement of our outcomes. At a strategic level we developed a new operating model and are in the process of developing a roadmap to implement its principles and objectives. This is a business model that places our customers at the centre of what we do, and we will be progressively adapting how we deliver services so they are more customer-centric. We also carried out activities in the following areas:
- People: A Health and Well-being Strategy containing well-being programmes. We developed a Leadership Development Programme, focussing on emerging leaders and those who ‘lead where they stand’. We also introduced an Integrated Framework for the Delivery of Skills to make sure we have the right skills and competencies across our organisation
- Culture and values: In response to our Climate and Culture Survey we delivered the Crucial Conservation programme and our Leadership Development Programme. We also delivered a Performance Development Framework to improve individual and team performance, and a Health and Safety Plan in response to recent legislative reforms
- Customers and stakeholders: We worked on our Customer Strategy to ensure we provide the services our customers need and the way our customers want them. We also hosted various stakeholder meetings, in particular meetings with our Treaty partners in accordance with our obligations under the Resource Management Act 1999. To connect iwi and the community we provided cultural advice and generally engaged with the wider Māori community
- Systems and processes: We continued working on our Odyssey project which will improve our customer service, reduce IT costs, increase our business efficiency, and position us for future changes in the way we work. OneCouncil is the platform for our transformation and merges our current applications (customer service, land, property, regulatory, assets, finance, human resources and payroll functions) onto a single platform. Phase 1 of OneCouncil comprises the Finance, Assets and Payroll modules, and the Finance and Assets module went live in July 2016. We also implemented TROVE – our new EDRMS and entered into an ICT Shared Service with Porirua City Council, Upper Hutt City Council and Wellington Water Ltd. We also maintained and improved our business continuity plans
- Assets: Our OneCouncil Enterprise Asset Management module which replaces over 20 separate systems and tools went live in July 2016. We introduced the living wage and a social responsibility clause in our procurement contracts
- Money: We primarily focussed on ways to improve financial forecasting from the point of view of continuous improvement
On balance we made significant progress to improve and enhance the health of our people, culture and values, customers and stakeholders, systems and processes, assets and our money over 2015/16. In the future we will develop ‘fit for purpose’ measures on each of these areas to report on.