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Challenges and future outlook

In FY2022-23 we faced the following challenges:

  • A significant workload management challenge for Building Services staff, relating to the over 1,300 ‘Notices to Comply’ that were issued to pool and spa owners who had not lodged their Certificate of Compliance (Form 23) by the deadline.
  • Dealing with buildings comprising of combustible cladding and enforcement of same.
  • Recruiting and retaining Registered Building Practitioners (RBP) in a competitive environment.
  • The relocation of 2 Community Bands (Boroondara Brass, Glenferrie Brass) to a new home during the demolition process of The Ferguson Stand in Hawthorn.
  • Incorporating the launch of the Central Immunisation Records Victoria (CIRV) software on 24 June, and retaining the immunisation service.
  • Outreach staff were unable to provide outreach services outside of regular business hours in response to homelessness reports.
  • Changes to processes involving debt recovery due to changes to the Local Government Legislation Amendment (Rating and Other Matters) Act 2022.
  • The lack of clarity around the future funding framework for the Commonwealth Home Support Program (CHSP).
  • The ongoing effects of major project works on local businesses in Union Road in Surrey Hills, as a result of the Level Crossing Removal Project.
  • Difficulties with the global supply chains causing delays in the delivery of equipment, as well as resource constraints.
  • The vast amount and complexity of information we provide, causing difficulty for us to create immediately accessible content and answer individual queries through a simple search or direct message on social media channels.

COVID-19 challenges

The COVID-19 pandemic has also continued to be a challenge across many areas:

  • COVID-19, and unexpected absences or modification, requiring modifications to Council and Delegated committee meeting protocols, officer attendance, and technology integration to meet the requirements of the Local Government Act 2020 and our Governance Rules.
  • Fluctuating staffing levels due to the effects of the COVID-19 pandemic and influenza on the workforce.
  • Fewer volunteers are attending events, workshops, and applying for volunteer roles following the COVID-19 pandemic.
  • Increased construction material costs after the COVID-19 pandemic, a lack of supply and an increase in labour costs.
  • The split community desire for online activities and events in the wake of COVID-19, compared to some community members wanting to return to face-to-face activities.
  • The high need for study and working areas in the libraries, with many people continuing to work from home and choosing to do so from a library.

The Future

We will:

  • maintain a high level of excellence in the provision of services, programs, and facilities to the Boroondara community, with a particular emphasis on a range of key services, projects, and policies
  • implement our People Strategy, which will serve as a focal point that will serve as a visual and textual framework for the development and implementation of people and culture activities over the next 2 to 3 years
  • focus on the negotiation for our next Enterprise Agreement
  • enhance officer education and professional development in the Planning and Placemaking Department, to allow us to better adapt to the evolving trends in the development sector and economy
  • maintain oversight of service transformation in event coordination and client experience when planning and executing events
  • focus on our Building Services department being an innovative, progressive and highly engaged department to serve Boroondara customers and residents with a compassionate and customer focused service
  • focus on the Facilities, Waste and Infrastructure department providing reliable services and respond to customer queries quickly
  • develop a shared vision for Boroondara Libraries of a modern library service that responds to the evolving needs of the community in the post COVID-19 era
  • focus our efforts over the next 12 months on the ongoing construction of a new Kew Library that will cater to the needs and aspirations of the local community
  • focus on upgrading our core system in the Asset and Capital Planning department and continue to incorporate new systems into our workflows.