Chief Executive Officer Key Performance Indicators Framework Update as at end May 2013

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Chief Executive Officer Key Performance Indicators Framework

Update as at end May 2013

ORGANISATIONAL STRUCTURE AND CULTURAL DEVELOPMENT Overall Goal:

Review the current organisational structure and develop a structure that will achieve each employee contributing to the success of the organisation.

Deliverables

Measure

Project Update

1 Establish clear reporting relationships that are understood across the organization

a.

b.

Present recommended structure to Council and outline how it will drive the desired behaviors and cultural change that will lead to the delivering of improved services and financial performance of the Council.

That the re-structure be formulated and presented to Council no later than the end of June 2013 for consideration by Council in July 2013.

Investigations relating to organization restructure are proceeding as a matter of priority.

Presentation to elected members workshop is scheduled to occur on 30 May.

Subject to the outcomes of the above workshop the draft new structure will be presented to staff the following day. Staff will be invited to provide feedback over a 2 week period.

Final proposed restructure will be presented to Council to be formally received by end of June 2013.

New structure to be implemented as of 1 July 2013.

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2 Create and maintain a positive, team-orientated culture where constructive feedback is encouraged, and where trust is fostered

Constructive dialogue is being established at all levels in the organization.

Have impressed upon staff an ‘open door policy’ which has been acted upon by several staff who have discussed various aspects of the organization.

3 Work toward ensuring innovation and change are sought out and embraced in order to deliver best-practice outcomes across all delivery areas

Every opportunity is taken to encourage and pursue new ways of tackling issues and seeking to implement innovative solutions.

4 Encourage a culture which strives for growth, continuous improvement and self-development

Regular reference is made to progressively seeking to change the organizational culture to that which is more constructive and proactive moving forward.

Enquiries are being made with prospective providers of organizational development tools to be applied that will allow Culture to be measured and initiatives implemented to continue the transformation of the culture to that which is needed in a contemporary and proactive organization. Funding has been allocated in the 13/14 Budget directed at this project.

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FINANCIAL MANAGEMENT Overall Goal:

Review current financial systems, reports, and performance, and make recommendations to ensure improved short-term financial performance and deliver a plan to establish within an agreed timeframe a balanced budget and the foundations for a long-term financial plan that delivers a surplus.

Deliverables

Measure

Project Update

1 Review labour (FTE, contract, casuals etc) costs versus other major cost areas

a. In the formulation of Council’s 2013/2014 Budget and Annual Business Plan the following to be addressed:

I. Present to Council a updated long-term financial plan;

Long Term Financial Plan has been prepared and presented to Council as part of its deliberations pertaining to the formulation of the 2013/14 Budget and Annual Business Plan.

Refinement of the LTFP will continue over coming weeks leading up to Councils endorsement of the Budget.

Benchmarking information of relevant G2 Councils has been complied in regards to Business Unit FTE counts. Use as a key reference point in organization restructure investigations. Information will be tabled at the organization restructure workshop to be held 30 May.

2 Design relevant systems, policies and procedures in seeking to achieve Council’s financial sustainability

3 Benchmark Council’s financial standing across key areas

against other Councils of similar size and scope to deliver best-practice outcomes across all delivery areas

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4 Establish an up-to-date Asset Management Plan II. Present to Council a short-term plan for improved financial performance;

III. A detailed outline of Council’s current financial standing, future financial goals, and which Councils are to be used for

benchmarking purposes; and

IV. On-going Service Reviews.

Draft Asset Management Plans prepared and presented to Council at its April meeting. Draft 13/14 Budget has been formulated on the premise that it must continue Council’s intent to reach a balanced position as a matter of priority.Operating deficit is projected to be reduced to $1.5m by the end of 13/14 financial year. This is a 50% reduction to that reported 12 months ago.

Organisation restructure and service reviews which are ongoing will also seek to realize financial savings.

Addressed to various levels of detail in LTFP, Budget and Annual Business Plan for 13/14. Debt management benchmarking information recently circulated to Elected Members for information.

Service reviews as identified by Council in June 2012 are to be presented to Council works on 21 and 23 May. Followed by a third work shop in early June.

Outcomes from workshop discussions will then be presented to Council at its June meeting. Intension being that outcomes of Service Reviews will inform the 13/14 Budget as and where possible.

Investigations are underway in progressing the above ‘first round’ of service reviews to then be extended to other operational areas of Council. Scope of ‘second round’ service review is still being progressed and will introduced to elected members at the Organisation Restructure workshop as mentioned above.

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CUSTOMER SERVICE Overall Goal:

Review the current customer service structure and establish a plan that will improve customer service in the long-term.

Deliverables

Measure

Project Update

1 Ensure a focus on both internal and external customer service a. Present a customer service improvement plan to Council that will drive effectiveness and continuous improvement; and

Formulation of Improvement Plan is still in progress.

Effort is being directed at creating real change and focus on improved customer experiences at a operational level.

Discussion with staff have focused on need to establish and maintain improved customer outcomes.

2 Review the CAR system and establish recommendations for service improvement

b. Develop a proposal to conduct a customer satisfaction survey

CARs – have addressed confusion in

organisation as to who is responsible for CARs system administration and oversight. It is now the Customer Service Team.

The Customer Service Team have reviewed CARs regarding reporting requirements. Focus has been directed at ensuring officers take the responsibility to ‘close the loop’ on all customer requests. That is to get back to the customer and advise them of status to customer request.

Staff behaviors regarding customer service have and will continue to be a focus. Key elements of which are as follows:

 Do what you say you are going to do.

 Keep the customer informed – close the loop on customer request

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at all times.

3 Establish measures for customer satisfaction and feedback CARs system performance capabilities are being reviewed to extract performance data reports that can be used as a basis of improved measurement.

As from June 2013 quarterly reports will be presented to Council on the organisations Customer Service performance. The intention being that improvements will be quantified and demonstrated to Council and the community. Funding has been allocated in the 13/14 Budget to undertake a customer survey. Investigations have commenced seeking to commence survey in August/September 2014.

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STRATEGIC PLANNING Overall Goal:

Review the current strategic plan and practices with Council, and establish operational plans to support the strategic plan.

Deliverables

Measure

Project Update

1 Commence the formulation of both a Community Plan and

Corporate Plan

a. Framework presented by May 2013 Framework to be presented at meeting. Preparation of Corporate Plan 14/15-18/19 is to be delayed until completion of Community Plan. As discussed at last PMP meeting.

b. Community Plan presented to Council by December 2013

Internal staff working group to formulate the Community Plan established.

Initial report to Council on the Community Plan project is to be presented to Council at its May meeting.

c.

Departmental Business Plans for 2013/2014 be formulated by the 30 June 2013

Standard template for Business Plans has been established.

Plan template has been presented to

Managers and Staff to commence populating. 13/14 Business Plans will be completed by end July 2013, Delayed from June given need to ensure Plans reflect Budget and Annual Business Plan which will be endorsed by Council on 25 June.

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STAKEHOLDER ENGAGEMENT Overall Goal:

Develop a framework and target list of key external stakeholders and initial plans for meetings and topics of discussion.

Deliverables

Measure

Project Update

1 Develop and maintain relationships with relevant stakeholders including:

a. Gawler Business Development Group; b. State and federal government;

c. Regional and neighbouring Councils; and d. Gawler community organisations

a. Evidence of meetings with stakeholder groups; and identification of significant issues

Meetings have been held with numerous individuals and stakeholder representatives as listed below:

Federal Member for Wakefield – Nick Champion

State Member for Light – Tony Piccolo. Opposition candidates – Tom

Regional Forums -

 Regional Development Authority – have applied to be a board member. Attending meetings.

 Wakefield Group

 Northern Adelaide Regional Collaboration

Regional Council CEOs meetings and discussions as they arise

 Light Regional

 Barossa

 Mallala

 Playford

 Salisbury.

Gawler Business Development Group Friends of the Library

Council Volunteers – presentation and morning tea to all Council Volunteers.