This Particular post is where to comment on other KPI should be developed for the CEO.
For comments on Current KPI items see each post identifying a specific category.
Monday, November 30, 2009
CEO KPI: Professional Development:
Takes all steps necessary to:
• Maintain a appreciation of the external community/political environment and emerging issues that may impact on Council policy/Strategy development or service deliver
• Maintain an awareness/appreciation of relevant developments in leadership/management thinking
• Embrace every opportunity for personal and/or organizational development, including welcoming the ideas and thinking of Council and when appropriate, other parties
• Maintain a appreciation of the external community/political environment and emerging issues that may impact on Council policy/Strategy development or service deliver
• Maintain an awareness/appreciation of relevant developments in leadership/management thinking
• Embrace every opportunity for personal and/or organizational development, including welcoming the ideas and thinking of Council and when appropriate, other parties
CEO KPI: Reporting Process:
• Reports monthly to Council and the community on all of the activities of the Shire, in a formal agreed to by Council
• Strives to ensure that reports to Council are timely, accurate and comprehensive, whilst identifying critical issues for consideration by Council
• Updates Council on issues of importance, in a timely basis, as and when appropriate
CEO KPI: Risk Management:
Seeks to ensure that all risks, financial and non-financial, whilst not entirely avoidable, are minimized, including:
• Ensuring a whole-of-organization appreciation of the need to identify and address risk management as a responsibility of every director, manager, team leader, and team member
• Ensuring Council’s risk management focus is embraced by all contracted organizations and individuals
• Ensuring that the physical and financial risks in public liability, occupational health and safety, and other risk categories are addressed both strategically an operationally
• Seeking to ensure compliance with all relevant legislation
• Ensuring audit processes identify and respond to all financial and non-financial risk exposures
• Ensuring a whole-of-organization appreciation of the need to identify and address risk management as a responsibility of every director, manager, team leader, and team member
• Ensuring Council’s risk management focus is embraced by all contracted organizations and individuals
• Ensuring that the physical and financial risks in public liability, occupational health and safety, and other risk categories are addressed both strategically an operationally
• Seeking to ensure compliance with all relevant legislation
• Ensuring audit processes identify and respond to all financial and non-financial risk exposures
CEO KPI: Financial Management:
• Ensures the budget preparation process reflect Council’s policy/strategy objectives and priorities as set out in Council’s Community Plan and other approved policies and strategies.
• Ensures optimal use is made of community funds and resources, including indentifying and elimination of waste, and opportunities for cost-saving
• Ensures ongoing management of performance against budget, whilst addressing unexpected needs or circumstances when the arrive
• Ensures financial performance is reported regularly (monthly) to Council and that and adverse trends are identified and auctioned.
• Ensures optimal use is made of community funds and resources, including indentifying and elimination of waste, and opportunities for cost-saving
• Ensures ongoing management of performance against budget, whilst addressing unexpected needs or circumstances when the arrive
• Ensures financial performance is reported regularly (monthly) to Council and that and adverse trends are identified and auctioned.
CEO KPI: Policy Implementation, Service Delivery/Responsiveness:
• Ensures that systems and procedures are in place to implement Council policies/strategies on a timely, responsible and cost-effective basis including Council’s capital works program
• Ensures that contractual relationships reflect council’s intended service delivery expectations and provide mechanisms to ensure the achievement of Council’s specified objectives
• Ensure that systems and processes are in place to respond effectively to service requests, telephone contact, and correspondence, within agreed timelines
• Ensures that service delivery standards and methods are under continuous review and are adapted to changing community needs and expectation (e.g. use of electronic technology where it enhances service delivery/availability
• Ensures that contractual relationships reflect council’s intended service delivery expectations and provide mechanisms to ensure the achievement of Council’s specified objectives
• Ensure that systems and processes are in place to respond effectively to service requests, telephone contact, and correspondence, within agreed timelines
• Ensures that service delivery standards and methods are under continuous review and are adapted to changing community needs and expectation (e.g. use of electronic technology where it enhances service delivery/availability
CEO KPI: Policy/strategy Development:
• Develops and maintains a policy framework/methodology which addresses social, economic and environmental objectives in a connected, joined up way, consistent with council’s Commitment to a sustainable Peninsula
• Ensures that policy/strategy development is objective, evidence based, rigorous and equitable, whilst responding to the varied needs and circumstances of the Peninsula’s diverse communities
• Strives to be strategically far sighted in early identification of, and response to, emerging policy issues (e.g. climate change, early years development)
• Ensures that policy/strategy development is objective, evidence based, rigorous and equitable, whilst responding to the varied needs and circumstances of the Peninsula’s diverse communities
• Strives to be strategically far sighted in early identification of, and response to, emerging policy issues (e.g. climate change, early years development)
CEO KPI: Organizational Leadership:
• Creates and sustains an organizational culture focused on
o Shared commitment to serving the community
o Innovation and continuous improvement
o Valuing the contribution of every team member regardless of “rank”
o Optimizing individual and (more importantly) collective organizational performance
o Striving to see each issue as the community sees it
• In an environment of ageing workforce and potential skills shortages
o Understands contemporary recruitment, development and retention issues and develops and implements a long-term human resources/organization development strategy which addresses the shire’s immediate and long term needs (e.g. traineeships, professional development, retention strategies, succession planning, etc.)
• Address the health and well-being needs of the Shire’s organizational team, recognizing that tin a large and diverse workforce, striving to meet the community’s high expectations, that pressures, conflicts, and tensions will arise, working strategically to minimize their incidence, and to address issues when the do arise
o Shared commitment to serving the community
o Innovation and continuous improvement
o Valuing the contribution of every team member regardless of “rank”
o Optimizing individual and (more importantly) collective organizational performance
o Striving to see each issue as the community sees it
• In an environment of ageing workforce and potential skills shortages
o Understands contemporary recruitment, development and retention issues and develops and implements a long-term human resources/organization development strategy which addresses the shire’s immediate and long term needs (e.g. traineeships, professional development, retention strategies, succession planning, etc.)
• Address the health and well-being needs of the Shire’s organizational team, recognizing that tin a large and diverse workforce, striving to meet the community’s high expectations, that pressures, conflicts, and tensions will arise, working strategically to minimize their incidence, and to address issues when the do arise
CEO KPI: Council/Organization Governance/Process:
Recognizing that:
Council has significant policy-forming and decision-making responsibilities across a very wide range of complex policy issues Council is committed to a well informed, collegiate, consensus-focused approach, and to open, transparent decision-making
Councilors’ time is a scarce resource
• Provides processes to facilitate a positive, mutually supportive working relationship within Council and between Council and the Shire organizational team
• Ensures that reports, briefings and presentations to council are well focused, timely and appropriately comprehensive
• Ensures councillors are alerted to issues of importance, of a political, strategic, or more immediate or local nature, at whole of Council or individual ward/local levis, as they arise, as appropriate
• Ensures the organizational team is responsive to requests from councillors for information or assistance
• Provides pragmatic , workable solutions for Council to facilitate policy/strategy implementation that response to local community needs
CEO KPI: Government/Stakeholder Relations Advocacy:
As council’s principal advisor and champion of Council’s policy and service delivery objectives, the CEO will lead and guide advocacy with governments, their agencies and other stakeholders to secure policy support and financial support for Council’s objectives. This requires that the CEO:
• Develops and maintains effective working relationships at political and bureaucratic levels with all relevant ministries and departments
• Actively contributes to sector-wide peak bodies (MAV, Interface, etc.) in advocacy and policy development
• Develops and maintains effective working relationship with local, State, and Federal MP’s and
• Develops and maintains effective working relationships with relevant agencies, utilities, industry organizations, etc. (Melbourne Water, Vitoria Police) and advocates on Council’s behalf to achieve Council’s intended outcomes whenever possible
CEO KPI: Community Relations and Engagement:
As Council’s principal advisor, and as champion of Council’s policy and service delivery objectives, the CEO will lead and guide the Shire’s engagement with the Mornington Peninsula’s diverse communities so that Council policy/strategy development reflects an understanding of community needs, expectations and priorities, and is seen to do so. This requires that the CEO:
• Creates processes/opportunities for engagement with the community:
o At a “whole of Peninsula” and local level
o At a strategic and more operational level
o With resident. Business, environmental and other interest groups, and
o At council’s initiative and in response to community requests
• Ensures open responsive working relationships with all resident interest groups, so that “shared focus on shared goals” is achieved wherever possible and
• Ensures that Council communicates as effectively as possible what it is doing and why it is doing it, recognizing the challenge of achieving engagement with the less interested as well as the most interested
• Creates processes/opportunities for engagement with the community:
o At a “whole of Peninsula” and local level
o At a strategic and more operational level
o With resident. Business, environmental and other interest groups, and
o At council’s initiative and in response to community requests
• Ensures open responsive working relationships with all resident interest groups, so that “shared focus on shared goals” is achieved wherever possible and
• Ensures that Council communicates as effectively as possible what it is doing and why it is doing it, recognizing the challenge of achieving engagement with the less interested as well as the most interested
Thursday, November 26, 2009
TheShire Website
The Mornington Peninsula WebSite has a wealth of general and resource information available.
Unfortunately, sometimes it is hard to find the information you are looking for.
Word on "TheStreet" is that this site will be redesigned sometime in the near (a couple of years?) future.
As you are looking at the site post any suggestions on how to make it a better site here and i will make sure it gets passed on the the "right" people.
Please provide contact details so you can be contacted.
Unfortunately, sometimes it is hard to find the information you are looking for.
Word on "TheStreet" is that this site will be redesigned sometime in the near (a couple of years?) future.
As you are looking at the site post any suggestions on how to make it a better site here and i will make sure it gets passed on the the "right" people.
Please provide contact details so you can be contacted.
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