MAGIQ Performance Helps South Waikato District Council to Effectively Manage Projects
FREMONT, CA: MAGIQ Software, a provider of computer software services and solutions, announces that the MAGIQ Performance software application has been incorporated by the South Waikato District Council in the North Island of New Zealand. The District Council has implemented the MAGIQ Performance software to efficiently manage and track projects in the region.
The business performance management software suite, MAGIQ Performance, enables leaders to prioritize and manage organizational performance and help guide strategic direction. The software includes sophisticated, flexible and easy to use Budgeting, Reporting and Strategic Planning software.
The software has radically changed the manner in which the South Waikato District council manages its key infrastructure and community projects by seeing that it is in linewith its strategic goals.
The MAGIQ software also provides visibility into capital expenditure requirements, financial planning, and risk management factors, enabling each project to be effectively monitored, evaluated and measured against Key Performance Indicators.
The South Waikato District Council has implemented the MAGIQ Strategic Planning software in combination with its MAGIQ Enterprise finance and business systems to enable better manageability and visibility over projects in the area and ensure that they are fully aligned with the Council’s strategic objectives.
The South Waikato District is located in the heart of the North Island of New Zealand and provides services to a community of around 22,000 people.
“MAGIQ Strategic Planning is allowing us to bring all of our projects into a single consistent framework. We have far greater visibility over each project, which is helping us to much more accurately prioritise, resource and measure each project against the relevant KPIs and our strategic goals,” says Ben Smit, Deputy Chief Executive, South Waikato District Council. “The major difficulty we were experiencing was the lack of a co-ordinated approach to prioritising, authorising, managing and reporting on projects. This meant some projects were under-resourced, while others were undertaken that were not necessarily in line with the organisation’s strategic goals,” he added.