ATTACHMENT 1

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. 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.
Investigations relating to organization
restructure are proceeding as a matter of
priority.
Presentation to elected members workshop is
scheduled to occur on 30 May.

b. 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.
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
3 Work toward ensuring innovation and change are sought out
and embraced in order to deliver best-practice outcomes
across all delivery areas
4 Encourage a culture which strives for growth, continuous
improvement and self-development
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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.
Every opportunity is taken to encourage and
pursue new ways of tackling issues and
seeking to implement innovative solutions.
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
1 Review labour (FTE, contract, casuals etc) costs versus other
major cost areas
2 Design relevant systems, policies and procedures in seeking to
achieve Councils financial sustainability
3 Benchmark Councils financial standing across key areas
against other Councils of similar size and scope to deliver best-
practice outcomes across all delivery areas
Measure
a. In the formulation of Councils 2013/2014
Budget and Annual Business Plan the
following to be addressed:
I. Present to Council a updated long-term
financial plan;
ATTACHMENT 1
Project Update
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.
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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 Councils current
financial standing, future financial goals, and
which Councils are to be used for
benchmarking purposes; and
IV. On-going Service Reviews.
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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 Councils 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 b. Develop a proposal to conduct a customer CARs have addressed confusion in
service improvement satisfaction survey 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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3 Establish measures for customer satisfaction and feedback
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Maintain high level of professionalism
at all times.
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 a. Framework presented by May 2013 Framework to be presented at meeting.
Corporate Plan
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 Internal staff working group to formulate the
December 2013 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 Standard template for Business Plans has
be formulated by the 30 June 2013 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.