Focus Area
Key Performance Indicator Description
Measurement/Assessment
Comments
1. Leadership
The outcome of a 360 degree leadership survey
including topics of leadership effectiveness,
workplace culture and productivity assessment
assessed by the CEO Review Committee on an
annual basis. The survey respondents to be
invited to complete are to include all elected
members, the Executive Leadership Team and
all Managers. The survey questions to be
structured by the Panel and CEO,
Survey to be conducted by an independent
person and conducted during October
November annually.
In order to progress this it is suggested that Council
use Integral to conduct the 360 they have previously
undertaken 360 assessment on all of the Executive
and Management Teams including myself. This would
then also align to the Organisational Culture
Assessment.
Implement a restructure to no more than 3
Directorates to be achieved through natural
attrition
Organisational restructure based on Council
direction implemented by 8 August 2014.
2. Structure
Please note the CEO has requested this KPI is
revisited once the Council decision has been
made with respect to the structure
3. Focus on
achieving
operational
savings,
controlling salaries
and wages and
increasing
productivity
Please note CEO invited to nominate 3 major
projects he believes would be completed within
each 12 month period.
(Baseline survey in 2014 with improvements
to be measured in 2015 and 2016)
Number of positions reduced at level 7 and
above.
A) 100% of approved capital works completed
on time and within 2% of adopted budget.
B) Compliance with service standards set by
Council for key services and activities.
C) Reduction of employee costs as a
percentage of total operating budget
(excluding depreciation).
D) Provision of six monthly report outlining
specific improvements and productivity
improvements on a six monthly basis.
Report to be provided to Council for consideration no
later than August 2014 on proposed structure and
options for implementation.
To be finalised once structure is adopted by Council.
It is suggested that KPI (A) should be an assessment of
overall organisational performance rather than on a
project by project basis. Individual projects may come
in under or over budget and can be reported
separately, however the overall assessment should be
on the capital budget in its entirety.
In order to measure the level of compliance KPI (B)
there will be a need for Council to adopt the agreed
standards. This will be an ongoing process as reviews
are completed of each service and baseline measures
set for ongoing monitoring.
KPIs (C) and (D) are relatively straight forward and will
be included as part of the six monthly assessment.
Focus Area
Key Performance Indicator Description
Measurement/Assessment
Comments
4. Achieve
objectives set by
Council and own
initiative
Provision of six monthly reports outlining
achievements on progress against set objectives
and those initiated by the CEO. Please note the
CEO to consider and respond to suggestion of
a tiered set of project objectives (e.g.12
month, <2 years > 2 years) to assist with
planning design and implementation
The three various stages will be
Concept
Design
Implementation
Projects identified for 14/15 will be provided once
budget is adopted.
5. Build on the
momentum of the
current Council
and excel
Please note It is proposed to suggest a
benchmark survey is conducted amongst the
Bunbury Wellington Group of Councils for
comparison purposes.
A) Highlight areas of organisational cultural
change and feedback provided by peak
stakeholders including BCCI, SWDC and
community groups including Withers Action
Group, SSAC.
Survey to be developed based on industry standards
and approved by Council prior to commencement.
B) Six monthly reports to be provided to
Council on improvements in response times
and approval processes (combination of
customer perceptions survey and quantitative
data).
6. Active
Networking within
City stakeholders
7. Professional
development and
networking
Balance professional development with need to
invest majority of professional time within the
City
A) An annual survey of relevant stakeholders
to determine level of satisfaction with
engagement by COB revealing satisfactory or
higher levels of engagement.
Development of survey is to be based on agreed
satisfaction survey framework. Survey to target both
key stakeholders (government agencies, BCCI etc) and
key users of Council services (development industry
etc).
A) Reduction of CEO engagement in other
organisations impacting on work time to
ensure total focus is on Bunbury.
Report to be provided to Council outlining
involvement with industry groups, professional
associations and working groups with emphasis on my
role with these various groups.
Focus Area
8. Workforce
Assessment
Directors and
Managers
Key Performance Indicator Description
Measurement/Assessment
Comments
A) Organisational review including cultural
survey outcomes presented to Council on an
annual basis.
Outcomes of previous cultural review have already
been provided as part of the 13/14 annual review and
will form the base line performance measure. The
development of specific strategies and actions is
currently being undertaken by staff within each
directorate.
B) CEO summary assessment of the Executive
and Management Teams on an annual basis
to be provided to Council.
Reports on performance of Executive and
Management Teams will be provided as part of the
annual assessment process. For the Executive this will
be both an individual and collective review, however
for the managers this will be provided on a directorate
and organisational perspective and not individually.
