1. Moonee Valley City Council Service Planning Journey
Peter Gaffney, Kate McCaughey, Jan Majeed
MAV Conference, June 2016

2. Service Planning Journey
Have been on a SP journey.
Still a work in progress – with many parts to the puzzle.
We aim to describe a few of the pieces & share some things we’ve learnt along the way that assist us with decision making.
Here to assist me do this are the team who have been working on this.
Peter Gaffney- Manager IS MVCC
Jan Majeed- insert comapny name
Quickly re-cap- What is service planning for us?
=long term planning (10 years)
=integrated and “high vis” planning (all departments can see them)
=about the development of practical tools to help us collectively focus on what’s most important
Started in Service Planning for Core Maturity - MAV Step AM Program driver
Not suprising started as NAMAF initiative.
Engineers have been doing long term planning for years- (through AM plans) .
Wont include this in the presentation…
2012
Service Planning for Core Maturity - MAV Step AM Program driver
6 months (intense)
11 high level Service Plans (asset focus)
2013
Evaluation and soul searching
4 year new initiative
17 high level Service Plans
Service Plan User Guide
2015/16
Roll out next stage of service planning
All service areas involved
The car that just went by has all the dashboards, which will be shown later.
Note also that the car need to endure a bumpy ride.
Kate McCaughey, a Moonee Valley Colleague presented at this conference in 2014, based on the work that was done on establishing the project plan and service planning framework.
This was a great platform to move forward to consolidate an organisational focus.
High level service plans were very detailed, word based documents. Stand alone. The goal to attain Core Asset Management Maturity under the MAV STEP asset management program was a genuine objective worthy of achieving.
2013 – Took a breather, what did we learn, more resources to complete the remainder of service plans, hence a new initiative.
What was clearly evident in developing the stand alone service plans, it was not sustainable to manage the volume of data that was being collated. How do we “mine” the information that we are gathering, how can we manage this?
Service Planning required more work, well established in systems and asset management plans (4 completed)

3. Moonee Valley Snapshot
ERP 2016: 120,837
Forecast 2036: 149,311
23.56%
kms from CBD
Close to airports, major freeways, port, racecourses
43km²
[67% Res 1 Zone]

4. Moonee Valley Snapshot
Pie charts illustrate this story:
Large pie shows total forecast population by precinct by 2031: I.e. where most of our residents are going to be living.
The large slices comprise the suburbs (or precincts) on the eastern side of the city: precinct 1=Flemington, Ascot Vale, Travancore, precinct 2=Moonee Ponds, Precinct 3=Essendon & North Essendon. About 61% of residents.
The forecast population growth in these 3 precincts is 86% on existing ERP.

5. Run by Corporate Services
Service Planning Benchmarking- what works?
Service Planning more effective when…?
Run by Corporate Services
Adequately resourced
Leadership, leadership, leadership
Explain benchmarking findings
We have had sig change in leadership in past 12 months.
New CEO
Re-structure.
3 new Exec team members (out of 5)
New Council in Sept.
So if Leadership is so important but also subject to considerable change then what does our service planning need to be able to do?

6. Service Planning
Systems &
knowledge that can adapt and inform decision making in a range of formats.
In a nutshell- this is what a service planning framework needs to be able to do.

7. Community Facility Planning
Decision Making Context
Strategy
(Council Plan)
Asset Management
Data
Processes
Service Planning
Community Facility Planning
Framework
Why does it need to be adaptive?
Because we make decisions all the time through a range of inter-dependent processes.
It’s never going to be one size fits all.
Here’s a snapshot Moonee Valley’s thinking and model on the subject.
Next few slides will show interrelated. Walk through the puzzle and illustrate how the different parts interrelate.
Mainly focus on service planning around those involved with community facilities asset class.
Asset Management
Council has an asset management system, which has been in place for 8 years, the application of this varies. The application of it with roads is outstanding and will show some examples later.
AM plans-include a range of initiatives which have improved/ informed our ability to plan for our services and make decisions. Examples: Building Hierarchy ranking. Fitness For Purpose assessments.
Community Facility Planning Framework
Critical to service planning and our asset management of all the buildings we have.
Impossible to service plan in silos- must do this collectively. Will show some examples later
Strategy review – An internal process to focus on the cohesiveness of how we manage our future planning.
Service planning
A lot of effort into putting in place a more coordinated approach in planning for our services.
Built a system to capture and review key information/initiatives emerging out of significant planning processes of Council.
A lot of scope for services to plan in a way that best suits them. But planning results must be captured in this system.
So not “one size fits all” but SP system should be the point of truth.
Mantra. CEO- if it’s not in your service planning then why are you doing it. Provide examples.
Culture &
Relationships
Systems

8. Decision Making Context
Asset Management
Assessment Management
Council has an asset management system, which has been in place for 8 years.
Supported by AM plans- FAMP, RAMP DAMP & OSAMP
FAMP plan- A lot of work delivering this plan over past few years.
Complex because involves – multiple stakeholders (internal /external). Over 10 departments, 20+ services, 200+ buildings, every suburb of the city.
Established a FAMP Working Group- all depts. Represented (25).
Laid the groundwork for making decisions. Because using the same methodology & language.
Worked with FAMP over the past few years to implement aspects of FAMP plan incl:
Building Hierarchy ranking- most to least critical buildings.
Fitness For Purpose assessments- Best practice to not sustainable functionality.
Condition assessments- Excellent to poor.
These results have been captured in our AM system and used to assess and prioritise future projects in the draft LTCFS. Will provide examples.
This collaborative approach provides level of comfort to next level of decision makers- ET. (I.e. FAMP has seen it /worked on it/approved it).
Also means we get ‘buy-in’ and develop relationships which helps to facilitate culture change around new ways of doing things.
FAMP Working Group- all depts. Represented (25).
Work on these assessments.
FAMP reviews and endorses initiatives- provides level of comfort to next level of decision makers- ET. (I.e. FAMP has seen it /worked on it/approved it).

9. Long Term Community Facility Strategy
Decision Making Context
Long term CF policy
Community Facility Needs, Options & Priorities
(by Precinct)
Service Infrastructure Profiles (12)
Long Term Community Facility Strategy
(draft for adoption)
Includes municipal wide prioritized options
Community Facility Planning
Framework
Community Facility Planning Framework
-Still in Draft form.
-Major project of Council involving over 10 departments and all facilities used by the community across all suburbs. -Aims to centralize long term planning for facilities
-Emanated from 2012 service planning and Council’s Facility Asset Management Plan (FAMP- Politely called a ‘decentralized planning approach’).
-Impossible to service plan for facility asset class in silos. Must do this collectively.
Framework has 3 key elements-
Community facility planning policy- describes framework, processes, criteria. (tools, guidelines)
–briefed Council on yellow circle and yet to do the rest post elections
Service infrastructure profiles- Service trends, gap analysis. Existing supply vs Future demand. Where- how much . Can you share the space?
Precinct analysis and planning – 7 precincts (uses policy/tools (yellow circle) PLUS data from SIPs/services (blue circle) and identifies collective options to respond to issues and challenges. Also allows a spatial response to issues.)
These 3 elements are described in the draft Long Term Community Facility Strategy.
How did we prioritise?
Remember we have over 10 departments, 20+ services, 200+ buildings, every suburb of the city.
Impossible to service plan in silos- must do this collectively. Will show some examples later
Strategy review – An internal process to focus on the cohesiveness of how we manage our future planning.
Service planning
A lot of effort into putting in place a more coordinated approach in planning for our services.
Built a system to capture and review key information/initiatives emerging out of significant planning processes of Council.
A lot of scope for services to plan in a way that best suits them. But planning results must be captured in this system.
So not “one size fits all” but SP system should be the point of truth.
Mantra. CEO- if it’s not in your service planning then why are you doing it. Provide examples.

10. Criteria developed using…
Decision Making Context – Prioritised Options
Criteria developed using…
Community Facility planning principles (x10) (policy)
Service Infrastructure Profiles (service data)
AM planning (AM data)
Fitness for Purpose assessments
Building Condition
Building Hierarchy
Other spatial analysis (transport mapping)

11. CF Planning Policy Principles
Principle 1: Coordinated Planning
Principle 2: Community Participation
Principle 3: Community Benefit, Needs and Evidence Based Planning
Principle 4: Optimising existing facilities
Principle 5: Fitness for Purpose & Utilisation
Principle 6: Service Hubs and Co-location (‘multi-uses for multi-users’)
Principle 7: Location and Accessibility
Principle 8: Urban and Environmental Design
Principle 9: Facility Management and Governance
Principle 10: Financial Sustainability
Criteria= ABOUT WHAT WE’RE TRYING TO ACHIEVE.
Applying these criteria in a variety of ways throughout the life of a project.
In essence they seek to drive a culture shift in how we plan for, manage and deliver community facilities going forward.
Based around:
Coordinated planning approach (evidence based)
Greater co-location & sharing of facilities (“multi-uses for multi-users”)
Improved management and governance (inc utilization- who can access, how and when)
More sustainable (financial, operational, environmental)
More fit for purpose

12. Municipal wide prioritisation criteria
Drill down again for Municipal wide prioritisation criteria
Uses all the FAMP /NAMAF work we’ve done over past few years.
It would be impossible to apply criteria like this (I.E. MAKE DECSIONS AROUND THESE ISSUES) unless we’d done the other planning.

13. Ranking went up to ‘35’ a some had same score
Draft Long Term Community Facility Strategy Prioritised Options
50+ projects/options over next 15 years
All assessed and ranked (1-35)
Highest score= 74% Lowest= 8%
Ranking went up to ‘35’ a some had same score
Although still a draft- yet to be presented to Council community consultation
The Current draft:
Allows us to make long term decisions (informed by evidence & coordinated across Council) about how and where our services will be located.
Identifies approx. 50+ projects/options over next 15 years
Hoping to reduce number of options in draft to Council
In addition, once LTCFS finalised…
It will be a 15 year strategy (out to 2030) with 4 year action plans aligned to the Council Plan.
Guide Council’s long term capital works program for proposals involving new buildings and upgrades to existing ones;
•   Replace the existing draft 10 year capital works program. Relates to new/upgrade- not renewal;
•   Options/ projects- still need to go through PMF process. Once again will apply the CF planning principles to assess projects at key gateway/project decision points.
All projects/options assessed and given ranking (1-35)
Highest score= 74% Lowest= 8%
Ranking went up to ‘35’ a some had same score
Precincts 1-3
All had 3 projects ranked in the top 10
Precincts 5,6,7
All had 1 project ranked in top 10
Precinct 4
Most projects in the 20s
Strathmore hub re-assessment= 14/15

14. Projects- translated spatially AND ALSO into department service plans- there can be nothing in your service plan which contradicts this.
Provide examples.

15. Decision Making Context
Service Planning
Service planning
Once LTCFS finalised…(i.e. yet to occur)
•             Projects- translated into department service plans.- there can be nothing in your service plan which contradicts this.
I.e where do we store and capture this data and make sure it stays up to date in an operational sense?
= service plan system.
Designed as a system which can capture and review key information/initiatives emerging out of significant planning processes of Council.
SP system should be the point of truth.
Mantra. CEO- if it’s not in your service planning then why are you doing it.
Will provide a live demo of the system in a minute.

16. Strategy (Council Plan)
Decision Making Context
Strategy
(Council Plan)
Strategy- Council Plan
LTCFS Project /Options ranked in top 10 (tbc) included next Council Plan.
LTCFS -Formally reviewed every 4 years

17. Service planning– Live Demonstration
SQL/ Web Based Application “Service Plan Solution”
Common database used in web applications
Links to other corporate data (finance, asset management system)
Service Plan Reports
Proposed Actions Reports
Council Programs & Services Reports
Multiple queries
Now we’d like to show you the system used to capture service plan information.
It’s a whole other story about why we had to develop our own SQL- but in a nutshell – we tried to get an off-the-shelf- solution but none fitted our business needs.
We had to capture the information in a way that would allow us to integrate the data but was user friendly for staff to input data into and use.
Solution? SQL system with Javascript as this is the platform on which our dashboards have been created.
What we have put in place, is something that any council could do and for Moonee Valley we have found this to be wonderfully effective and cost efficient. No licences etc.
The major shift in implementation of our service plan was shifting the focus of collating information according to the service map to collating information within departments.
We have used our departments as the base but it will not preclude us from our original service map.

18. Live Demonstration

19. On reflection, we had some real challenges around our service planning and asset management, not to mention the high expectations within the organisation. Thank you to all who have endured this journey to date and in particular to Peter and Jan for building an application that has been so well accepted across our organization.
Thank you, enjoy the remainder of the conference.