The document provides updates from various departments at Lake Macquarie City Council. It summarizes key priorities and accomplishments for Arts, Culture and Tourism, Asset Management, Business Information and Technology Solutions, City Works, Communications and Corporate Strategy, and Community Partnerships over the past month. The departments focused on continuing projects, restructuring teams, developing strategies, and implementing initiatives to improve operations, customer service, and community engagement.
An Even Better Council - September 2019 EmmaRimmer2
The document outlines priorities and updates for various departments at Lake Macquarie City Council for September 2019. Key points include:
- Ensuring major cultural capital projects are on time and on budget and establishing excellence once opened.
- Implementing actions from strategic and business plans for Arts, Culture and Tourism and continuing the team restructure program.
- Clarifying team structures and roles for various departments including Development Assessment, Environmental Regulation, and Business Information Technology Solutions and addressing any skills gaps.
- Working on business improvement initiatives to improve efficiencies and customer experiences across departments like Customer Experience, Asset Management and City Works.
Even better department updates - November 2019EmmaRimmer2
The document provides updates from various departments within the organization for the month of November 2019. Key points include:
1) Departments established teams to improve asset management, recreation planning and capital works coordination. Business improvements aimed to increase efficiencies.
2) Projects progressed including construction of community facilities and transport upgrades. Planning advanced on marketing, events and service initiatives.
3) Departments clarified roles and teams, improved technologies and business processes, and pursued partnership and sponsorship opportunities.
4) Recruitment efforts continued and departments explored self-improvement initiatives and better integration across teams.
The Major Projects Delivery team at Auckland Council was established in 2006 to deliver large capital projects across the council. It operates using a matrix structure with project managers overseeing workstreams led by subject matter experts. This structure provides consistency across projects and allows the team to leverage expertise from other parts of the council. The team has delivered nearly $1 billion in projects over the past decade, transforming communities. They use a process mapping tool called Pro-Mapp to document standardized processes for project delivery.
The Major Projects Delivery team at Auckland Council was established in 2006 to deliver large capital projects across the council. Since then, the team has delivered nearly $1 billion worth of projects, transforming communities. They have a matrix structure with project managers, workstream experts, and corporate workstream owners to ensure consistency. Notable projects include the Aotea Square redevelopment, Auckland Art Gallery upgrades, and Te Wao Nui at Auckland Zoo. The team has received numerous national and international awards for project quality and innovation.
Mrs. Sherrill Moore has over 13 years of experience in project management, customer service, and team leadership roles in the glass replacement and gas industries. She currently works as a dispatcher for Belron UK coordinating glass repairs and replacements. Previously, she held several roles at National Grid including team leader, analyst, and project lead. She has strong communication, problem solving, and training skills and holds an IMI customer service accreditation.
The document outlines the products and processes managed by a Business Process and Operations Project Manager. It details several products implemented including Docusign, JIRA, Box, and Smartsheet to replace outdated systems. It also lists key processes developed or improved like Statements of Work templates, product how-to documentation, and various monthly reporting templates and processes for project intake, utilization, operations, and scorecards. Finally, it summarizes leading a transition team during an organizational restructure and various initiatives to mature the PMO methodology.
The document outlines Fairfax County's strategic plan to facilitate economic success through improving various programs and processes. It discusses 12 programs aimed at building frameworks for change, conducting outreach, expanding project management, reviewing codes and ordinances, training staff, defining service delivery models, engaging stakeholders, and establishing technology strategies. Key initiatives include a joint training academy, a customer information center, piloting project management approaches, streamlining proffer language, assisting small businesses, improving parking management, and supporting new restaurants. The document requests input on prioritizing zoning ordinance work, minor modification provisions, a new proffer compliance matrix, and participating in e-plans for rezonings and site plans.
2012.04.05 Learning Sessions 1 - City ArtWorksjvielman
The strategic planning process engaged consultants to help City Artworks create a 3-year strategic plan through a leadership team and work groups. The plan refined the mission/vision and established goals in areas like facilities, staffing, programming, and technology. New staff positions were created to improve operations and marketing. Financial procedures were documented and pricing was adjusted. The plan better aligned the board and staff and prepared City Artworks for growth through stakeholder engagement and resource development.
An Even Better Council - September 2019 EmmaRimmer2
The document outlines priorities and updates for various departments at Lake Macquarie City Council for September 2019. Key points include:
- Ensuring major cultural capital projects are on time and on budget and establishing excellence once opened.
- Implementing actions from strategic and business plans for Arts, Culture and Tourism and continuing the team restructure program.
- Clarifying team structures and roles for various departments including Development Assessment, Environmental Regulation, and Business Information Technology Solutions and addressing any skills gaps.
- Working on business improvement initiatives to improve efficiencies and customer experiences across departments like Customer Experience, Asset Management and City Works.
Even better department updates - November 2019EmmaRimmer2
The document provides updates from various departments within the organization for the month of November 2019. Key points include:
1) Departments established teams to improve asset management, recreation planning and capital works coordination. Business improvements aimed to increase efficiencies.
2) Projects progressed including construction of community facilities and transport upgrades. Planning advanced on marketing, events and service initiatives.
3) Departments clarified roles and teams, improved technologies and business processes, and pursued partnership and sponsorship opportunities.
4) Recruitment efforts continued and departments explored self-improvement initiatives and better integration across teams.
The Major Projects Delivery team at Auckland Council was established in 2006 to deliver large capital projects across the council. It operates using a matrix structure with project managers overseeing workstreams led by subject matter experts. This structure provides consistency across projects and allows the team to leverage expertise from other parts of the council. The team has delivered nearly $1 billion in projects over the past decade, transforming communities. They use a process mapping tool called Pro-Mapp to document standardized processes for project delivery.
The Major Projects Delivery team at Auckland Council was established in 2006 to deliver large capital projects across the council. Since then, the team has delivered nearly $1 billion worth of projects, transforming communities. They have a matrix structure with project managers, workstream experts, and corporate workstream owners to ensure consistency. Notable projects include the Aotea Square redevelopment, Auckland Art Gallery upgrades, and Te Wao Nui at Auckland Zoo. The team has received numerous national and international awards for project quality and innovation.
Mrs. Sherrill Moore has over 13 years of experience in project management, customer service, and team leadership roles in the glass replacement and gas industries. She currently works as a dispatcher for Belron UK coordinating glass repairs and replacements. Previously, she held several roles at National Grid including team leader, analyst, and project lead. She has strong communication, problem solving, and training skills and holds an IMI customer service accreditation.
The document outlines the products and processes managed by a Business Process and Operations Project Manager. It details several products implemented including Docusign, JIRA, Box, and Smartsheet to replace outdated systems. It also lists key processes developed or improved like Statements of Work templates, product how-to documentation, and various monthly reporting templates and processes for project intake, utilization, operations, and scorecards. Finally, it summarizes leading a transition team during an organizational restructure and various initiatives to mature the PMO methodology.
The document outlines Fairfax County's strategic plan to facilitate economic success through improving various programs and processes. It discusses 12 programs aimed at building frameworks for change, conducting outreach, expanding project management, reviewing codes and ordinances, training staff, defining service delivery models, engaging stakeholders, and establishing technology strategies. Key initiatives include a joint training academy, a customer information center, piloting project management approaches, streamlining proffer language, assisting small businesses, improving parking management, and supporting new restaurants. The document requests input on prioritizing zoning ordinance work, minor modification provisions, a new proffer compliance matrix, and participating in e-plans for rezonings and site plans.
2012.04.05 Learning Sessions 1 - City ArtWorksjvielman
The strategic planning process engaged consultants to help City Artworks create a 3-year strategic plan through a leadership team and work groups. The plan refined the mission/vision and established goals in areas like facilities, staffing, programming, and technology. New staff positions were created to improve operations and marketing. Financial procedures were documented and pricing was adjusted. The plan better aligned the board and staff and prepared City Artworks for growth through stakeholder engagement and resource development.
The document proposes establishing a Community Currencies Council (CCC) to govern community currency organizations after the completion of the Community Currencies in Action project. It recommends an organizational structure for the CCC with an Executive Steering Committee, Audit & Risk Committee, and Membership Management division. It outlines roles and responsibilities for governing bodies and committees. It also proposes a membership matrix to classify members and recommend centralized management of membership registry, benefits, and feedback across organizations to facilitate seamless transition from the CCIA project to the new CCC institute.
- The document summarizes the internship experience of Eric Jimmy Busiisa at the Civil Society Budget Advocacy Group in Uganda from June to July 2015.
- During the 8-week internship, Eric assisted with database entry, report writing, data analysis, and event planning. He gained skills in technical writing, data management, planning, and communication.
- While the internship was largely positive, Eric faced some challenges including limited computer access, space, and high transportation costs, and recommends providing interns with more support and fieldwork opportunities going forward.
Karen Ross provides her curriculum vitae, which outlines her extensive experience in project management, strategic planning, relationship building and communications across both the public and non-profit sectors. Her background includes roles managing organizations in the arts, culture and medical fields, with a focus on capability development, governance, and operational delivery. The CV highlights her skills in analytical thinking, relationship management, and achieving practical goals through creative approaches.
Sarah Ingram has over 10 years of experience in project management and setting up project management offices. She specializes in adapting delivery models to agile methodologies and has extensive experience implementing practical process improvements. Her employment history includes roles supporting digital operations, programme planning, PMO consulting, and project support across multiple industries.
This document outlines the key tasks and responsibilities for a project supervision role. The key tasks include supervising ongoing projects and teams, procuring and analyzing data, and generating qualitative and quantitative reports. The responsibilities include planning and ensuring project execution, reviewing activities, maintaining finances, coordinating with partners, conducting meetings and trainings, reporting, and analyzing data. The role requires delegation, preparing reports for donors, developing materials, and undertaking additional duties as assigned.
Jisc fe and skills project (csg briefing paper 1)Tony Toole
The document summarizes the initial planning meeting for Coleg Sir Gâr's involvement in the Jisc Auto Share and Learn project. Key details include:
1) Formal approval was given to the proposed regional project plan and budget by the Principal/CEO of Coleg Sir Gâr.
2) Immediate next steps discussed were to finalize the regional plan with the lead partner, establish the project team, and invite at least six supply chain companies to participate.
3) All project documentation will be made available online at an external website for communication and resource sharing.
The document discusses the professional experience and responsibilities of Sukanya Baruah. It details her experience managing knowledge management teams and implementing knowledge management strategies and systems for multiple organizations over 12 years. Some of her key responsibilities included setting up KM processes, creating documentation, developing communities of practice, content management, and measuring the impact of KM initiatives. She held manager level positions and managed teams of 5 to 36 people.
Strategy Implementation for Institutional Services Department of PANELCO IIIJo Balucanag - Bitonio
Institutional Services Department: functions and responsibilities, organizational structure, KRAs, strategy implentation process, long term plan, medium term and short term, programs and projects
ATTA Case_Dumex_Culture Remediation and Behaviour ChangeBoris BOURDIN 包博睿
PwC was engaged to help a major infant nutrition company address cultural and behavioral issues hindering its new strategy implementation. PwC conducted a culture assessment, developed a change framework, and delivered workshops to embed the new culture. It also helped establish communication tools to better connect leadership with frontline staff. The client continued reinforcement activities like focus groups, personal commitments, and recognition programs. Overall, the intervention improved organizational resilience, interconnectivity, and performance to support the strategic transformation.
How three UK universities successfully deliver their prospectus contentGatherContent
You'll learn how they streamline content production and connect internal silos. You'll also learn how the systematisation of this process makes prospectus content production easier, cheaper and the content itself more valuable year after year.
The document outlines the position of Manager for Sunshine 60 & Better Group Inc. The Manager will oversee the delivery of services to seniors, supervising 1 full-time and 1 part-time employee as well as 8 volunteers. Responsibilities include administrative and financial management, service planning and evaluation, staff and volunteer management, and public relations. The ideal candidate holds a Bachelor's degree in Social Science and has experience managing organizations and delivering services to seniors.
Richard Symes has over 25 years of experience managing projects, programs, people, and finances in financial services, IT, and public sectors. He has a track record of successfully delivering services on time and on budget while leading diverse teams through periods of change. Currently on a career break, his previous roles include Senior PMO Delivery Manager at Lloyds Banking Group, Senior Programme PMO Manager at Surrey Police, and various management positions at LloydsTSB.
Sally Gentry has over 10 years of experience in project management for projects valued between $500,000 to $10 million. She has a background in psychology, accounting, public relations, and human resources management from Carleton University. She is highly skilled in Microsoft Office applications and has experience managing both IT and government projects. Her strengths are in project planning, execution, monitoring, and closing projects on time and on budget.
This document outlines the Ulaanbaatar Urban Planning Improvement Project (UBUPI) which aims to enhance urban planning capacity and implementation in Ulaanbaatar, Mongolia. The project will provide training to officials to strengthen coordination between infrastructure, social/economic development, and legal/institutional areas. It will also improve investment plans and revenue generation strategies. Expected outputs include enhancing technical skills, strengthening institutions and organizations, establishing a shared urban database, and upgrading planning software. Sustainability is ensured through evaluations, capacity development plans, and transferring training materials to local institutions.
Thanks to all my readers. It gives boost when I get calls from my readers and am always happy to revert back to my followers and readers. I am sorry if I am unable to reply to all the e-mails due to my busy schedule.
Contact me for any type of assignments help(nominal charges).
Thanks and Regards,
Er. Bhavi Bhatia
e-mail: bhavi.bhatia.411@gmail.com
Phone: +91-9779703714, +91-9814614666
Holland Study - Implementation Plan (PDF).pdfrozilawati
The document provides a draft implementation plan for recommendations from a management study of the City of Holland. It includes 28 recommendations across various city departments grouped into priority levels. For each recommendation, it outlines implementation steps, estimated time to accomplish, and person responsible. The plan is intended to serve as a tool to help the city systematically implement the initiatives from the management study.
The document outlines a Lean Six Sigma project to standardize and improve PacMtn's internal policy development process. It describes the current inefficient process and opportunities to reduce touch time by 47.7% and workflow stops by 60.7%, lowering costs. The improved process outlines clear roles and monthly website audits to ensure accurate, up-to-date policies. Future opportunities to standardize recruitment and determine policy needs are also identified.
Eileen b dynamic vision proposal-2016-ptiEileen Brown
This proposal outlines a process to develop services that enable people with challenges to live independently in their communities. It involves identifying stakeholders' needs, developing strategies and processes to meet those needs, and establishing roles and capabilities required. Key steps include collaborating with partners on a shared vision, identifying evidence-based policies, and facilitating independence and self-empowerment through advocacy, support, and promotion of services.
This document provides guidance on developing an educational plan, including:
1. It outlines a two-stage process for educational planning - environmental scanning and data collection, followed by setting objectives.
2. For the first stage, it recommends assessing both external factors like community trends as well as internal school resources.
3. The second stage involves identifying gaps, generating strategies, translating strategies into action plans, writing the plan, implementation, and evaluation.
4. It emphasizes the importance of an annual planning process to ensure the school can adapt to changes.
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
The document proposes establishing a Community Currencies Council (CCC) to govern community currency organizations after the completion of the Community Currencies in Action project. It recommends an organizational structure for the CCC with an Executive Steering Committee, Audit & Risk Committee, and Membership Management division. It outlines roles and responsibilities for governing bodies and committees. It also proposes a membership matrix to classify members and recommend centralized management of membership registry, benefits, and feedback across organizations to facilitate seamless transition from the CCIA project to the new CCC institute.
- The document summarizes the internship experience of Eric Jimmy Busiisa at the Civil Society Budget Advocacy Group in Uganda from June to July 2015.
- During the 8-week internship, Eric assisted with database entry, report writing, data analysis, and event planning. He gained skills in technical writing, data management, planning, and communication.
- While the internship was largely positive, Eric faced some challenges including limited computer access, space, and high transportation costs, and recommends providing interns with more support and fieldwork opportunities going forward.
Karen Ross provides her curriculum vitae, which outlines her extensive experience in project management, strategic planning, relationship building and communications across both the public and non-profit sectors. Her background includes roles managing organizations in the arts, culture and medical fields, with a focus on capability development, governance, and operational delivery. The CV highlights her skills in analytical thinking, relationship management, and achieving practical goals through creative approaches.
Sarah Ingram has over 10 years of experience in project management and setting up project management offices. She specializes in adapting delivery models to agile methodologies and has extensive experience implementing practical process improvements. Her employment history includes roles supporting digital operations, programme planning, PMO consulting, and project support across multiple industries.
This document outlines the key tasks and responsibilities for a project supervision role. The key tasks include supervising ongoing projects and teams, procuring and analyzing data, and generating qualitative and quantitative reports. The responsibilities include planning and ensuring project execution, reviewing activities, maintaining finances, coordinating with partners, conducting meetings and trainings, reporting, and analyzing data. The role requires delegation, preparing reports for donors, developing materials, and undertaking additional duties as assigned.
Jisc fe and skills project (csg briefing paper 1)Tony Toole
The document summarizes the initial planning meeting for Coleg Sir Gâr's involvement in the Jisc Auto Share and Learn project. Key details include:
1) Formal approval was given to the proposed regional project plan and budget by the Principal/CEO of Coleg Sir Gâr.
2) Immediate next steps discussed were to finalize the regional plan with the lead partner, establish the project team, and invite at least six supply chain companies to participate.
3) All project documentation will be made available online at an external website for communication and resource sharing.
The document discusses the professional experience and responsibilities of Sukanya Baruah. It details her experience managing knowledge management teams and implementing knowledge management strategies and systems for multiple organizations over 12 years. Some of her key responsibilities included setting up KM processes, creating documentation, developing communities of practice, content management, and measuring the impact of KM initiatives. She held manager level positions and managed teams of 5 to 36 people.
Strategy Implementation for Institutional Services Department of PANELCO IIIJo Balucanag - Bitonio
Institutional Services Department: functions and responsibilities, organizational structure, KRAs, strategy implentation process, long term plan, medium term and short term, programs and projects
ATTA Case_Dumex_Culture Remediation and Behaviour ChangeBoris BOURDIN 包博睿
PwC was engaged to help a major infant nutrition company address cultural and behavioral issues hindering its new strategy implementation. PwC conducted a culture assessment, developed a change framework, and delivered workshops to embed the new culture. It also helped establish communication tools to better connect leadership with frontline staff. The client continued reinforcement activities like focus groups, personal commitments, and recognition programs. Overall, the intervention improved organizational resilience, interconnectivity, and performance to support the strategic transformation.
How three UK universities successfully deliver their prospectus contentGatherContent
You'll learn how they streamline content production and connect internal silos. You'll also learn how the systematisation of this process makes prospectus content production easier, cheaper and the content itself more valuable year after year.
The document outlines the position of Manager for Sunshine 60 & Better Group Inc. The Manager will oversee the delivery of services to seniors, supervising 1 full-time and 1 part-time employee as well as 8 volunteers. Responsibilities include administrative and financial management, service planning and evaluation, staff and volunteer management, and public relations. The ideal candidate holds a Bachelor's degree in Social Science and has experience managing organizations and delivering services to seniors.
Richard Symes has over 25 years of experience managing projects, programs, people, and finances in financial services, IT, and public sectors. He has a track record of successfully delivering services on time and on budget while leading diverse teams through periods of change. Currently on a career break, his previous roles include Senior PMO Delivery Manager at Lloyds Banking Group, Senior Programme PMO Manager at Surrey Police, and various management positions at LloydsTSB.
Sally Gentry has over 10 years of experience in project management for projects valued between $500,000 to $10 million. She has a background in psychology, accounting, public relations, and human resources management from Carleton University. She is highly skilled in Microsoft Office applications and has experience managing both IT and government projects. Her strengths are in project planning, execution, monitoring, and closing projects on time and on budget.
This document outlines the Ulaanbaatar Urban Planning Improvement Project (UBUPI) which aims to enhance urban planning capacity and implementation in Ulaanbaatar, Mongolia. The project will provide training to officials to strengthen coordination between infrastructure, social/economic development, and legal/institutional areas. It will also improve investment plans and revenue generation strategies. Expected outputs include enhancing technical skills, strengthening institutions and organizations, establishing a shared urban database, and upgrading planning software. Sustainability is ensured through evaluations, capacity development plans, and transferring training materials to local institutions.
Thanks to all my readers. It gives boost when I get calls from my readers and am always happy to revert back to my followers and readers. I am sorry if I am unable to reply to all the e-mails due to my busy schedule.
Contact me for any type of assignments help(nominal charges).
Thanks and Regards,
Er. Bhavi Bhatia
e-mail: bhavi.bhatia.411@gmail.com
Phone: +91-9779703714, +91-9814614666
Holland Study - Implementation Plan (PDF).pdfrozilawati
The document provides a draft implementation plan for recommendations from a management study of the City of Holland. It includes 28 recommendations across various city departments grouped into priority levels. For each recommendation, it outlines implementation steps, estimated time to accomplish, and person responsible. The plan is intended to serve as a tool to help the city systematically implement the initiatives from the management study.
The document outlines a Lean Six Sigma project to standardize and improve PacMtn's internal policy development process. It describes the current inefficient process and opportunities to reduce touch time by 47.7% and workflow stops by 60.7%, lowering costs. The improved process outlines clear roles and monthly website audits to ensure accurate, up-to-date policies. Future opportunities to standardize recruitment and determine policy needs are also identified.
Eileen b dynamic vision proposal-2016-ptiEileen Brown
This proposal outlines a process to develop services that enable people with challenges to live independently in their communities. It involves identifying stakeholders' needs, developing strategies and processes to meet those needs, and establishing roles and capabilities required. Key steps include collaborating with partners on a shared vision, identifying evidence-based policies, and facilitating independence and self-empowerment through advocacy, support, and promotion of services.
This document provides guidance on developing an educational plan, including:
1. It outlines a two-stage process for educational planning - environmental scanning and data collection, followed by setting objectives.
2. For the first stage, it recommends assessing both external factors like community trends as well as internal school resources.
3. The second stage involves identifying gaps, generating strategies, translating strategies into action plans, writing the plan, implementation, and evaluation.
4. It emphasizes the importance of an annual planning process to ensure the school can adapt to changes.
Similar to Even better departmental updates - october 2019 (20)
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
Discover innovative uses of Revit in urban planning and design, enhancing city landscapes with advanced architectural solutions. Understand how architectural firms are using Revit to transform how processes and outcomes within urban planning and design fields look. They are supplementing work and putting in value through speed and imagination that the architects and planners are placing into composing progressive urban areas that are not only colorful but also pragmatic.
Best Competitive Marble Pricing in Dubai - ☎ 9928909666Stone Art Hub
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Starting a business is like embarking on an unpredictable adventure. It’s a journey filled with highs and lows, victories and defeats. But what if I told you that those setbacks and failures could be the very stepping stones that lead you to fortune? Let’s explore how resilience, adaptability, and strategic thinking can transform adversity into opportunity.
Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
Brian Fitzsimmons on the Business Strategy and Content Flywheel of Barstool S...Neil Horowitz
On episode 272 of the Digital and Social Media Sports Podcast, Neil chatted with Brian Fitzsimmons, Director of Licensing and Business Development for Barstool Sports.
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Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
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Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
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Navigating the world of forex trading can be challenging, especially for beginners. To help you make an informed decision, we have comprehensively compared the best forex brokers in India for 2024. This article, reviewed by Top Forex Brokers Review, will cover featured award winners, the best forex brokers, featured offers, the best copy trading platforms, the best forex brokers for beginners, the best MetaTrader brokers, and recently updated reviews. We will focus on FP Markets, Black Bull, EightCap, IC Markets, and Octa.
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The fashion industry is dynamic and ever-changing, continuously sculpted by trailblazing visionaries who challenge norms and redefine beauty. This document delves into the profiles of some of the most iconic fashion personalities whose impact has left a lasting impression on the industry. From timeless designers to modern-day influencers, each individual has uniquely woven their thread into the rich fabric of fashion history, contributing to its ongoing evolution.
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Explore the steadfast and reliable nature of the Taurus Zodiac Sign. Discover the personality traits, key dates, and horoscope insights that define the determined and practical Taurus, and learn how their grounded nature makes them the anchor of the zodiac.
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
2. Arts, Culture and Tourism
1. Ensure that the major Cultural capital projects –
Art Gallery, Windale Community Centre and Library,
Wangi Library and MAP continue through the design and
construction phases on time and in budget as well as be
centre of cultural excellence once opened.
2. Continue with the restructure program for the team.
3. Implement actions in ACT strategic and business plans.
1. Launched EoI for contractors and workshop facilitators at
the art gallery as part of the reopening on the 22nd.
2. Continued in seeking café and hoarding program for the
Art Gallery to ensure that the gallery opens with onsite
catering and entry improvement program.
3. Hosting the October Round of the Cultural Volunteers
program to engage volunteers for MAC and lifelong
learning.
1. Living Smart Festival was a great success with this year
stretching from the Friday night FEAST to the Sunday
music event. Estimated 30,000 to 35,000 for the 3 days.
2. Started external recruitment for vacant positions in the
restructure.
3. Organised a Creativity Workshop for SLN and ACT
Leadership team on how to bring in creativity into
broad strategy and operational planning.
4. Started our new program with Sydney Symphony
Orchestra Live Stream at Lake Mac Libraries.
1. Present to Council International Relations Policy,
Cultural Collections Policy and Urban and Public Art
Strategy for public exhibition.
2. Superboats event on the 27th October.
3. Waste to Art opening at SEEN@Swansea on the 11th
October.
3. Asset Management
1. Establish the Recreation Land Planning team within Asset
Management to combine all asset strategic planning
functions under one department.
2. Establish the Asset Planning Team, to align Asset
Management functions across all asset classes.
3. Establish the capital works management team to provide a
cross organisational view of the pipeline of al capital
works.
4. Improve knowledge and awareness across the organisation
regarding the purpose and importance of asset
management functions.
1. Continue to review and undertake business improvement
initiatives to improve efficiencies & effectiveness.
2. Be champions for asset management, to leverage the
potential from other teams/ areas to contribute to asset
management.
3. Develop strong role clarity across all teams, with focus on
functional priorities.
4. Build relationships with newly formed teams and
departments who align with asset management.
1. Commenced activities for the 2019/2020 Infrastructure
Asset revaluation, including asset data validation and
review of unit rates.
2. Completed actions to enable integration between Asset
Authority System and Lake Maps GIS.
3. Commenced a trial of a variation approvals process to
support capital works improvements.
4. Reviewed the Department 90 day action plan and
developed priorities actions for the next 90 days.
1. Continue gap analysis of resourcing needs across all
teams and identify opportunities to address these.
2. Continue to work on alignment of functions within
Community Assets.
3. Identify and work on quick wins between Assets and
City Works.
4. Develop Asset Management risk profile.
5. Continue with Infrastructure Asset revaluation.
6. Develop works program for 2020/2021.
4. Business Information and Technology Solutions
Top high-level priorities for this year:
1. Team forming workshops, confirming vision, behaviours,
priorities, services objectives, and technology objectives.
2. Clarifying team structures, integrating Future Directions team,
upskill team to address any skills or knowledge gaps to enable
digital transformation, updating position statements and
delegations where needed.
3. Establish appropriate business engagement and governance
models and consistent project management methodology for
Business Information & Technology Solutions Team and the rest of
the Organisation.
1. Provide opportunities and capacity building for all BITS team
members to participate in working groups and projects which
promote more front-line decision making.
2. Collaborate with Business Improvement and the business to
identify innovative ways to engage with a broader range of
internal/external stakeholders to enable digital transformation.
3. Partner with all business areas through our module owners
network to enable continuous improvement of our core
systems to support improved customer experiences.
1. Completing development for integration improvements via
integration platform (iPaas) for improved employee
experience – automated employee creation in core
systems and data synchronisation.
2. Completed online time sheeting trial with Waste and
Leisure Services teams.
3. Engaged Kronos for implementation of digital rostering
system for Arts, Culture & Tourism department.
4. Info Council upgrade to 7.6.5.
5. ePathway user interface refresh.
6. Authority Patch 11 successfully deployed, improvements in
Inventory and Fleet.
1. Implement Kronos digital scheduling tool for Arts, Culture &
Tourism department.
2. Implement online timesheeting for 75% of staff by December
2019.
3. Progress iPaas to realise improved customer experience
outcomes.
4. Finalising LMCC Dataset Inventory.
5. Community Portal functionality & content migration
continuing.
6. Launch GIS steering committee & ArcGIS server upgrade.
7. Gig City negotiations with Telecommunication partners.
8. TRIM upgrade project underway.
9. Reengineering our network design to enable a more robust
disaster recovery solution.
5. City Works
1. Promote a positive culture within the Department where
customer outcomes are the priority and we have higher degrees
of engagement through mutual care, ownership, and
performance
2. Implementation of a departmental sub-structure that supports
our breadth of functions in a logical and effective manner
3. Develop and implement a Workforce Strategy that supports the
gaining and use of skills and responds to our ageing workforce
demographic
4. Facilitate the reuse of waste materials including compost, glass,
and plastics in our works
5. Improving our work delivery through better planning,
scheduling and performance monitoring
1. Review our work delivery methods in general, to look for
better ways to work, and in particular work with staff
delivering the new functions to the department (coming from
the reconfiguration)
2. Investigate tools to support better planning and scheduling of
our maintenance and capital works delivery
1. Leadership Development Program continues into month 3 of
6 month program
2. Draft department sub-structure identified and consultation
commenced
3. Design of staff development and relief program continues
4. Continuing to work with leaders in AM and CW to bring
clarity to the roles of asset inspector staff
5. Development of preventative maintenance program for
building and park facilities
6. “Precinct-based” vegetation management model
implementation has commenced on east side of lake
1. Continue implementation of our “precinct-based”
vegetation management model across the rest of the City
2. Commence consultation of the proposed department
restructure with relevant staff members
3. Establishment of a collaborative forum to develop culture –
building objectives
4. Support the investigation of corporate software
applications to support works management
5. Implementing a preventative maintenance program for
building and park facilities
6. Undertake role clarity workshops for asset inspector
function
6. Communications and Corporate Strategy
1. Clarify team structures for the Council and Corporate
Liaison team (Governance/Council Business Support and
Corporate Planning), and Communications team
(marketing, media, social media, community engagement
functions into one team) and update position statements
as required
2. Provide opportunities for our teams to be part of Business
Improvement initiatives
3. Implement customer-focused Communications support
across the organisation – one key communications
contact per project
1. Provide opportunities and capacity building across the
organisation in advocacy, supported by Government
Relations and Policy Advisor
2. Working with Regulation and Compliance to make our
Council report templates more user-friendly
1. Reviewed our internal Voice of the Customer feedback
and progressed options to address pain points
2. Upgraded InfoCouncil software to support
implementation of new Council report template
3. Initiated a business improvement quick win to improve
record-keeping processes for Council minutes
1. SLN workshop to assess reputational risk of non-capital
projects and initiatives
2. Working with Legal to optimise our delegations process
3. Recruitment of key positions to support a future-
focused Council and Corporate Liaison team
4. Modernising the Monthly Management Report
template for the organisation
7. Community Partnerships
1. Clarifying the understanding of why our teams are doing what
they’re doing and embedding transformational thinking
2. Continuing team workshops with the objective of:
a) Building on the team vision: “We believe in a
community and environment that thrive together”
b) Developing team culture
c) Team building exercises along the way
3. Identifying opportunities and developing a structure which is
agile enough to take advantage of those opportunities
4. Pinpointing continuous improvement ‘quick wins’ out of the
new structure, and also longer-term BI projects to work on
1. Volunteering across the organisation. What do we do now?
What are the inhibitors? What are new opportunities?
2. Utilising technology in messaging (podcasts, digital story-
telling) – using these tools across the business
3. Embedding sustainability principles across the CP teams
4. Explore existing ‘partnerships’ with the community and
consider new ways to deliver services through different
partnership models
5. Explore development of a broader community engagement
experience for customers through partnerships across
teams within Community Partnerships
1. Living Smart Festival Saturday Program: 28 NFP /
community groups were stallholders, 20 schools entered
the school garden bed competition, 100’s attended
workshops on sustainability initiatives
2. Delivered Landcare 20th Anniversary event, celebrating 20
years of the partnership between Council and the
Landcare Community. Over 200 community members
attended.
3. Held the Activate Sports Inclusion day (Hunter Sports
High) with over 300 school students in attendance
1. Community Family Picnic for Me2 Program, Mental
Health Month, Children’s Week and FDC’s 40th Birthday –
Tuesday 22 Oct at Speers Point Park
2. Improving our systems for management of Landcare
group resource as requests by development of a web-
based process
3. School Environment Awards at Council Chambers – 23
Oct
4. Compost Giveaway at Awaba WMF –19 & 20 Oct
8. Customer Experience
1. Creating efficiencies in the way that we work so that we utilise
our workforce in the best possible way.
2. Business partnering with departments to provide a value add
internal service.
3. Working on business or process improvement initiatives to
improve the service we provide to our customers.
4. Provide opportunities for our teams to be part of project teams
to develop skills in business improvement.
5. Implementing customer satisfaction feedback mechanisms for
both internal and external customers.
6. Develop a customer experience strategy.
1. Building capacity in our teams through working cross
collaboratively and reducing duplication of tasks.
2. Collaborate with teams outside of Customer Experience to
provide customer insights to assist with business or process
improvement initiatives.
3. Partner with key departments to improve customer
experiences by understanding their requirements and
providing a value add service.
4. Build capability in our teams through becoming involved in
business improvement project work.
5. Provide valuable customer insights back to the business.
1. Completed the Position Statement for Access to Information
Officer.
2. Worked with the BITS team to finalise the knowledge
management solution for CSC.
3. Continued to conduct the internal VOC workshops.
4. Worked with the BITS team to redevelop the Lake Mac Print
website.
5. Continued to attend internal department meetings to
present CSC information.
1. Updating position statements.
2. Developing a Records Services vision statement to be
incorporated in the Records Strategy.
3. Developing ‘Guiding Principles’ for the Customer
Experience Strategy.
4. Trialling assisting the Building Services team by responding
to customers with the outcome to their requests for service
have.
9. Development Assessment and Certification
1. Clarify team structures, individual roles and responsibilities,
addressing any gaps, updating position statements and
delegations where needed
2. Work on business or process improvement initiatives to reduce
processing times including streamlining referral process
3. Develop and implement a marketing and promotions strategy for
the building certification services
4. Work with the development industry to ensure we are able to
attract positive economic and tourist development to the City
5. Cultivate a strong relationship with other departments within our
cluster and the organisation
1. Working with Integrated Planning and Development Contributions
to provide a better customer experience in the development realm
2. Engaging with the development industry to meet our customers
expectations and provide a better end to end customer experience
3. Promoting and redefining the Duty Building/Planner service
4. Developing the use of mobile technology and electronic systems in
lodgement and assessment of applications
5. Expanding the DAC Development Tour to include other teams
6. Collaborating with Environment, Regulation and Compliance to
drive innovation and identify future enhancements to mobile
inspection systems
1. Commenced new Business Analyst (Licencing and
Applications) position to assist the department in
delivering high quality business analyst services.
2. Continued departmental participation on ‘quick win’
projects
3. Finalised Performance appraisals to enable training plans
and team development moving forward
4. Attendance at the Property Council - Women in
Leadership event
5. Completed sign off on ePathway general enquiry
(Application Tracking)
1. Work with Asset Management to develop a more
streamlined approach to development application referrals
2. Investigate an automated measurement DA assessment
tool
3. Review of the plumbing inspection processes to expedite
inspections for customers
4. Progress creation of a Fire Safety Officer to manage
compliance of fire safety requirements in buildings
5. Coordination of a streamlined approach to parking
variations on development applications
6. Work with Hunter Central Coast Development Corp
regarding re-development of former Pasminco smelter site
10. Environmental Regulation and Compliance
1. Deliver improved Regulation
2. Develop and implement a Regulation and Compliance
Policy and Strategy
3. Implementation of the department and team structures,
individual roles and responsibilities
4. Work on business process improvement initiatives to
improve efficiencies, provide opportunities, and develop
appropriate skills
1. Review the way we collect information and prioritise
tasks based on risk
2. Continue to review and undertake business improvement
initiative to improve efficiencies
3. Understand what skills and knowledge staff and teams
possess to consider multi skill and collaboration
opportunities
4. Clearly define our roles to internal and external
customers
5. Adopt new technology to enhance the way we complete
our work
1. Regulation and Compliance Policy to be presented to
Council 26 November 2019
2. Several new Operating procedures were reviewed and
or created to improve consistency in approach
3. Draft ERC structure discussed with all teams
1. ERC structure to be endorsed by Executive
2. Continue to explore options to manage investigations
through a case management system
3. Providing opportunities to attend industry discussions
and workshops to continue to grow best practice
initiatives
4. Update officer delegations and authority cards
11. Environmental Systems
1. Consultation closed on draft DCP Amendment for
Contaminated Land
2. Commenced public exhibition of Council’s Draft Electric
Vehicle Charging Strategy
3. Environmental rehabilitation works undertaken at
number of riparian and coastal sites
4. Presented at a bush fire safety community information
session with emergency services
5. Supported Living Smart Festival, engaging with
residents on a range of council services and
sustainability matters
1. Investigating water savings measures and alternative
water sources in response to introduction of water
restrictions
2. Updating position statements and commencing
recruitment actions to finalise staffing arrangements
3. Consulting with other departments regarding
responsibilities
4. Undertake consultation on revised Lake
Macquarie/Central Coast Bushfire Risk Management
Plan
1. Finalise departmental and team forming workshops, confirming
vision, stakeholders and dependencies, objectives and priority
actions. What does success look like?
2. Develop and implement prioritised action plan including activities
such as clarifying individual roles and responsibilities, address
identified risks to meet objectives, update position statements
and delegations where needed
3. Create 2019-2020 business plan that builds upon department
workshops and change management activities. Focus is on future
BAU activities and improvement initiatives
1. Explore, together, the range of opportunities, building on
past success for the Environmental Systems department to
provide improved outcomes for Council and the community
2. Explore internal circular economy opportunities across $3
billion asset base and transitioning existing team
3. Review and alignment of department functions and
activities to ensure transparency and integration of
strategic outcomes
4. Become the trusted advisor for Council
12. Financial Services
1. Continuing Financial Services’ cultural journey – building a
strong culture around customer and continuous
improvement
2. Bedding down the financial system
3. Being an agile department that is both stable and dynamic
4. Establishing the Procure to Pay team
5. Improving the way we deliver financial planning and
analysis to the organisation
6. Building empowerment and capacity within the Financial
Services leadership team and department
1. Procure to Pay process and system improvements
2. Collaboration with the organisation to streamline the
annual budget and quarterly review process
3. Continue to partner with the organisation and work on
finance system improvements
4. Developing a standard suite of financial reports at
Council, Cluster and Department level
5. Partnering with the business
1. Amended Investment policy adopted by Council
2. Collect first quarter rates instalment complete
3. Auditors completed audit of 2018/19 annual financial
statements – awaiting audit opinion
4. Interviewed candidates for Coordinator Financial
Planning
5. Increased investment in TCorp’s growth fund with the
aim to offset lower interest rates
1. Commence September review
2. Begin implementing financial maturity actions
3. Recruit a Coordinator Financial Planning
4. Develop Procurement Strategic Plan 2019/2020 draft
5. Carry out Procurement policy and procedure review
13. Integrated Planning
1. Prepare a 4-year IP works program.
2. Work with Corporate Planning and BI to prepare a register of
strategies and their actions with a view of aligning
Councils/City’s high level long term strategic plans.
3. Develop project management skills and discipline for IP planning
projects. This will improve the timeliness, cost and quality of
projects IP undertakes.
1. Build stronger relationships with key Government and Industry
partners to better deliver on objectives in City-wide Strategic
Planning documents.
2. Improve knowledge and make full use of our GIS as a business
intelligence/analysis tool – not just for mapping.
3. Work with Communications & Corporate Strategy to identify a
single name and way to fully integrate and align our
Councils/City’s high level long term strategic plans.
1. Finalised our teams’ purpose (why) statement –
As planners in Lake Mac, we have a personal and
professional sense of stewardship, to sustain and
improve
2. Prepared a draft version of the Lake Macquarie Local
Strategic Planning Statement (LSPS) (strategic action plan)
including short, medium and long term actions that will form
part of Council suite of IP&R documents. The LSPS is also
the start of IP’s 4-year works program.
1. Working with BITS – GIS team to run version 1 of the
Walkability model for the entire LGA. This will give each
suburb/area in the LGA a walkability rating/score which can
be used by various departments in their decision making.
2. Council decision to exhibit the LSPS.
3. Smart Cities Lead to commence and begin work on
implementation of the new Innovators Support Roadmap.
4. Prepare the draft Housing Strategy for Lake Mac and place
on public exhibition.
5. Preparing an action plan in response to the Voice Survey
results for our dept.
14. Leisure Services
1. Continue to enhance cost recoveries through efficient
delivery of services
2. Delivery of quality and efficient services at our Swim
Centres and maintain a pro-active approach to embracing
technology into Beach Lifeguard operations
3. Ensure our customer are at the centre of service and
process design
1. Partner with key departments to improve service delivery
by understanding their requirements
2. Embrace new technology to enhance the way we
complete our work
3. Capitalise on the talent within Leisure Services in pursuit
of industry best practice
1. Complete on-boarding process and specific skill based
training for new and returning lifeguard staff
2. Opening of Swansea and Speers point Swim Centres
along with the Beach patrol season start at Redhead
Beach, Blacksmiths Beach, Caves Beach and Catherine
Hill Bay Beach
3. Successful transition from paper timesheets to
KRONOS iPad app for outdoor staff
1. Finalisation and go-live for the “Servicer Now” portal
within the Swim Centres
2. Progression into the operation phase of the Smart
Beaches Project
3. Commence review of our Learn to Swim programs and
supporting structure
15. People, Culture and Risk
1. Team forming workshops, confirming vision, priorities, objectives
and measures
2. Clarifying team structures, or team and individual roles and
responsibilities, and addressing any gaps, updating position
statements and delegations where needed
3. Working with the Future Directions team to optimise our
processes
4. Understanding the needs of our customers and involving our
customers in the design of our services and supporting processes
1. Put the customer at the centre of service and process design
2. Empower frontline decision-making in our department by building
coaching capability, improving communication, stabilising process
and closely connecting to our customers
3. Review our service catalogue and adopt new best practice services
where there is clear value to the organisation
4. Drive innovation and improvement within the organisation
through the BI Capability-Building Program and the BI program of
works
5. Leading efforts to humanise risk at Lake Mac with the
development and rollout of training and the provision of increased
support through our new Risk Partnering structure
1. Risk Management and Employee Support structure changes
implementation continued and recruitment process
conducted for a number of positions
2. Business Analyst position created and recruitment
commenced, to transition module ownership from Future
Directions into PCR
3. Trialling of process improvements and templates for
recruitment process commenced
4. Enterprise Risk Management Framework ready to launch
5. PCR team members volunteered at the Living Smart Festival
to connect to Council’s customers – the community
1. Recruitment of new positions in Employee Support
continues including additional Business Partner positions
2. Recruiting for remaining Risk Management Team positions
3. Release and rollout of Risk Management eLearning to
support capability build across the organisation
4. PCR team volunteering initiative with EcoAngels
5. Visioning workshop for Workforce Planning function and
team
16. Property and Business Development
1. Increase role satisfaction and engaged workforce:
• Support front line decision making
• Collaboratively develop metrics of our performance
• Celebrate our wins!
2. Provide opportunities for our teams to be part of Business
Improvement initiatives
3. Identify our opportunities and risks:
• Honestly assess our team capability gaps and develop
solutions
• Develop our ‘Ideas & Opportunities Safe Space’ where all
the blue sky ideas can be floated
1. Promote capacity building by providing cross team
opportunities
2. Grow our community/industry recognition and
knowledge base by participating in Peak Industry Body
events and forums
3. Managing our information: Develop a monthly dashboard
reporting system that measures progress against targets
1. Progressed our General Fund Contribution
Review and Portfolio Review
2. Documented what does “making a better
city” mean to us individually
3. Staff performance reviews complete
4. Council Report drafting workshop, Property
& Legal held to progress standard wording
5. Creating Spaces “reboot” progressed
1. Initiating a BI process around Council Report drafting
and consultation with departments
2. Documenting our internal department “Ideas &
Opportunities” capture strategy
3. Developing our information and reporting metrics
including finance reporting and forecast management
17. Waste Services
1. Team workshops, confirming vision, priorities, objectives and
measures
2. Clarifying team structure, individual roles and responsibilities,
address gaps, update position statements and delegations
3. Build a structure that allows improved resource recovery
through collection streams
4. Align operational and strategic initiatives
5. Progression and development for the expansion of the Awaba
Waste Management Facility
1. Redefining Waste Services
2. Investigating and implementing improved technology to aid in
waste collection and service improvement
3. Have strategic waste ideology influence operational waste
collection
4. Improve the quality of Waste Management plans for all
developments
5. Focus attention to enhance the parks and commercial
collection services
6. Business Improvement initiatives to improve customer
awareness & communication, review of applications & policing
for specific service types
1. Cross-skill operational and strategic waste administration
functions
2. Continuation of recent waste service restructure resulted in
interviews for Business Management Coordinator and Contract
Coordinator roles
3. Successful relocation of staff at Awaba Waste Management
Facility to the new administration building
4. Opening of the relocated CRC (community recycling centre) at
the new building at Awaba
1. The Waste Service restructure – next step recruitment of
two Co-ordinator roles; Business Management role
commences in October
2. Health check of what we do. Process map core functions
and look to streamline or improve how new team deliver
best service.
3. Focus on our parks and commercial services to improve
service efficiencies and customer experience
4. Community Compost giveaway – October 2019
5. Summer waste management planning