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Notice to the Chief Executive Officer Performance Development Review Committee

A Meeting of the Chief Executive Officer Performance Development Review Committee of the City of Prospect will be held in the Civic Centre, 128 Prospect Road, Prospect on Wednesday 20 April 2016 at 6.30pm

A G E N D A

1. On leave – Cr Harris 2. Apologies – Nil 3. Confirmation of the Minutes of the Chief Executive Officer Performance

Development Review Committee meeting held on Wednesday 22 April 2015

4. Reports

4.1 Chief Executive Officer (CEO) Performance Development Review – Key

Performance Indicators and Probation Review

5. Close

Cate Atkinson Chief Executive Officer 15 April 2016

Item 4.1 – Chief Executive Officer (CEO) Performance Development Review – Key Performance Indicators and Probation Review

City of Prospect: CEO Performance Development Review Committee Meeting 20/04/2016

AGENDA ITEM NO.: 4.1 TO: CEO Performance Development Review Committee on

20 April 2016 FROM: Cate Atkinson, Chief Executive Officer SUBJECT: Chief Executive Officer (CEO) Performance Development

Review – Key Performance Indicators and Probation Review

1. EXECUTIVE SUMMARY

1.1 In December 2015 Cate Atkinson was appointed as Chief Executive Officer (CEO) City of Prospect and commenced in this role on 7 March 2016.

1.2 It is necessary for the Chief Executive Officer Performance Development Review Committee to undertake a Performance Review in accordance with the CEO Contract requirements.

1.3 The Committee will be required to establish the Key Performance Indicators (KPIs) for the 2016/2017 year which will be reviewed at the CEO Performance Development Review Committee Meeting to be held in October 2016.

1.4 Cate Atkinson will give a verbal report at the Committee Meeting.

2. RECOMMENDATION

(1) The report and attachments to the CEO Performance Development Review Committee held on Wednesday 20 April 2016 be received and noted.

(2) The CEO Performance Development Review Committee review the established KPIs for the 2016/2017 financial year at the CEO Performance Development Review Committee meeting to be held on _____October 2016.

(3) The CEO Probation Review be held on _______September 2016 in

accordance with the format determined by the CEO Performance Development Review Committee.

3. RELEVANCE TO CORE STRATEGIES / POLICY

3.1 The CEO is responsible for the delivery of Council’s Strategic and Corporate Plans. In order to monitor the CEOs performance in carrying such responsibility, it is important to assess the key performance measures which have been set by Council.

4. COMMUNITY INVOLVEMENT

4.1 Not applicable.

Item 4.1 – Chief Executive Officer (CEO) Performance Development Review – Key Performance Indicators and Probation Review

City of Prospect: CEO Performance Development Review Committee Meeting 20/04/2016

5. DISCUSSION

5.1 The April performance review program provides an opportunity for the CEO to present a verbal overview of key issues for 2015/2016 and general discussion.

5.2 With the appointment of a new CEO, the Committee is required to establish the current KPIs which will be effective for the 2016/2017 year.

5.3 These KPIs will be reviewed as part of the October CEO Performance Development Review Committee Meeting. Draft CEO KPIs are attached as Attachments 3-4.

5.4 A Probation Review is to be undertaken during September 2016. The format and date for this review needs to be determined. Draft KPs for the Probation Review are attached as Attachments 1-2. A 360 questionnaire used in previous reviews is attached for consideration as part of the Probation Review. See Attachments 5-16.

5.5 Allison Ashby will be in attendance to assist with the Review.

ATTACHMENTS

Attachments 1-2: Draft CEO Key Performance Indicators for Probation Review

Attachments 3-4: Draft CEO Key Performance Indicators for 2016/2017

Attachments 5-16: 360 Questionnaire

City of Prospect – Chief Executive Officer Key Performance Indicators Probation Review 2016 Page 1

City of Prospect – Chief Executive Officer Key Performance Indicators for Probation Review 2016

KPI Measured by Outcomes

Strategic Management Plan

Completion of Strategic Management Plan and adoption by Council

Economic Growth

China strategy – implementation of learnings from 2016 trip

Communication

Completion of communication strategy

Increased positive news stories in the Messenger

Relationships

Build elected member and staff relationships

Financial Indicators

Budget preparation and adoption

4th Budget review

Annual Business Plan

Budgeted capital and operating projects planned

Governance

Local Government Association Mutual Liability Scheme Risk Management Review Completed

Completion of Local Government Association Mutual Liability Scheme Risk Management Review

Focus on governance structure and delivery of council workshops and agendas

Development of People for the Future

Communication strategy with staff developed and implemented

Focus on training and development plans for staff across the organisation

Notes Relating to the Above KPIs Atta

chment

Attachment 1

City of Prospect – Chief Executive Officer Key Performance Indicators Probation Review 2016 Page 2

There will be some objectives set within these KPIs. Financial – there is a link to the Long Term Financial Management plan and the achievements undertaken whilst the previous CEO was in place

Governance – included in this area is audit compliance (with legislation). Strategic/Annual Business Plan – with specific reference to the projects in the annual business plan each year. Key strategic projects to be delivered in coming year will be identified and agreed during the annual business plan process.

Attach

mentAttachment 2

City of Prospect – Chief Executive Officer Key Performance Indicators Page 1

City of Prospect – Chief Executive Officer Key Performance Indicators for 2016-2017

KPI Measured by Outcomes

Strategic Management

90% of key strategic projects to be completed within agreed timeframes

Economic Growth

Projects are delivered within agreed timeframes

China strategy

Communication

Completion of communication strategy

Implementation of coordinated approach

…% (or number?) of media releases are distributed to the Messenger

Relationships Achieve an 85% satisfaction rating in relationship surveys which include but are not limited to:

o Annual 360 degree feedback process; and o Cultural survey.

Financial Indicators

Achieve budget (revised budget approved by Council) within the range +/- 1% of total revenue base (operating revenue plus capital grants): o Cash budget; o Better than budgeted operating result achieved; and o Final audited Operating result.

Evaluation of the number and value of budget adjustments for the year resulting from: o Policy change; o Revised budget estimates approved by Council; o Budget overruns; and o Internal adjustments excluding budget overruns (grants,

reallocations).

Project variance report for projects over $50k or other high risk projects.

Attach

mentAttachment 3

City of Prospect – Chief Executive Officer Key Performance Indicators Page 2

Financial Indicators (ctd)

Annual Business Plan

90% of budgeted capital and operating projects completed within agreed timeframes

Governance

Achievement of 70% rate payer satisfaction including but not limited to: o On-line Community Panel; or o McGregor Tan results for 2015

Achievement of a minimum 90% compliance with the WHS KPI Audit Action Plan

Local Government Association Mutual Liability Scheme Risk Management Review Completed

Completion of Local Government Association Mutual Liability Scheme Risk Management Review

Development of People for the Future

A minimum of 90% of employees have had an Annual Performance Review and have a current development plan.

Training and development program is 80% achieved for the given year.

Notes Relating to the Above KPIs There will be some objectives set within these KPIs. Financial – there will be a link to the Long Term Financial Management plan and an objective would be to improve on the revenue mix (the proportion of rates versus grant income, and the proportion of rates derived from the commercial sector rather than the residential sector) however the prime KPI is the achievement of budget within the range + / - 1 % of the agreed council budget and the reason for any variations to the budget during the year.

Governance – included in this area is audit compliance (with legislation), Community surveys, LGA surveys. Not all these surveys will necessarily be undertaken each year nor will community surveys necessarily be satisfaction based – they may be information based. Strategic/Annual Business Plan – with specific reference to the projects in the annual business plan each year. Key strategic projects to be delivered in coming year will be identified and agreed during the annual business plan process. Atta

chment

Attachment 4

City of Prospect

City of Prospect CEO Performance Review Page 1 COPC20141

CEO Performance Review 2016

Scoring Scale: 1 – Strongly disagree with the statement that is the behaviour is never displayed 2 – Disagree with the statement that is the behaviour is rarely displayed 3 – Neither agree or disagree that is the behaviour is seen some of the time 4 – Agree with the statement that is the behaviour is displayed often 5 – Strongly agree with statement that is the behaviour is always displayed – it is a strength Unable to comment – have not observed the occurrence of the stated behaviour or action sufficiently to be able to comment / rank / score All survey data will remain confidential and only aggregated results will be published. From the report produced it will be impossible for an individual respondent to be identified from their survey participation.

Attach

mentAttachment 5

City of Prospect


Leadership and Management Leadership 1. Functions as a self-starter, setting high personal standards and pursuing goals with a high level of personal drive and energy;

1 Strongly Disagree

2 3 4 5 Strongly Agree

Unable to comment

2. Has a good rapport with staff;

1 Strongly Disagree


Unable to comment

3. Is an effective liaison between Council elected members and staff;

1 Strongly Disagree


Unable to comment

4. In conjunction with elected members establishes a clear vision and direction for Council;

1 Strongly Disagree


Unable to comment

5. Analyses situations to identify problems, rather than symptoms, and develops realistic alternative solutions;

1 Strongly Disagree


Unable to comment

6. Creates and fosters an organisational culture that is needed to achieve the goals, objectives and strategies of Council;

1 Strongly Disagree


Unable to comment Attach

mentAttachment 6

City of Prospect


Comments:

Management of the Organisation 7. Provides clear, decisive direction and effective leadership to all staff;

1 Strongly Disagree


Unable to comment

8. Committed to achieving what is set out in Council’s policies, objectives and priorities;

1 Strongly Disagree


Unable to comment

9. Ensures that Council meets and complies with its statutory requirements;

1 Strongly Disagree


Unable to comment

10. Capably manages the Council’s human, financial and material resources;

1 Strongly Disagree


Unable to comment

Attach

mentAttachment 7

City of Prospect


11. Establishes and maintains an effective, responsive, co-operative and controlled organisation by implementing an appropriate organisation structure aligned to Council’s Strategic Plan;

1 Strongly Disagree


Unable to comment

Comments:

Economic Development 12. Promotes continued development and growth by identifying projects Council could initiate or support;

1 Strongly Disagree


Unable to comment

13. Enhances the prominence of the City’s image and profile by effective promotion to the public, the media, other groups and agencies of its

advantages;

1 Strongly Disagree


Unable to comment

Atta

chment

Attachment 8

City of Prospect


Comments:

Representation, Public Relations and Relationships 14. Creates a positive impression that inspires confidence and co-operation;

1 Strongly Disagree


Unable to comment

15. Communicates Council’s vision and goals effectively;

1 Strongly Disagree


Unable to comment

16. Council’s achievements are promoted in a professional and positive manner;

1 Strongly Disagree


Unable to comment

17. Facilitates organisational focus on customer service;

1 Strongly Disagree


Unable to comment

Attach

mentAttachment 9

City of Prospect


18. Accepts accountability for efficient and responsible service delivery;

1 Strongly Disagree


Unable to comment

19. Effectively and accurately represents the views of Council in the public domain;

1 Strongly Disagree


Unable to comment

Comments:

Community Development 20. Ensures that a Strategic Plan is in place with appropriate milestones.

1 Strongly Disagree


Unable to comment

21. Ensures that Community consultation is effective and encourages Community participation.

1 Strongly Disagree


Unable to comment

Attach

mentAttachment 10

City of Prospect


Comments:

Financial Management 22. Strong financial management and reporting mechanisms meet statutory and Council requirements;

1 Strongly Disagree


Unable to comment

23. Budget reviews occur within agreed timeframes.

1 Strongly Disagree


Unable to comment

24. CEO engages proactively with the Audit Committee and implements action items

1 Strongly Disagree


Unable to comment

Atta

chment

Attachment 11

City of Prospect


Comments:

Human Resource Management Human Resources 25. Ensures compliance with Employment Legislation and Awards;

1 Strongly Disagree


Unable to comment

26. All staff understand and contribute effectively to programs;

1 Strongly Disagree


Unable to comment

27. Has an effective working relationship with staff with minimal disputations;

1 Strongly Disagree


Unable to comment

Atta

chment

Attachment 12

City of Prospect


28. A staff development plan is in place, is monitored and appropriate training and development opportunities are provided

1 Strongly Disagree


Unable to comment

29. HR management policies and practices are in place which are effective in assisting in the management of staff;

1 Strongly Disagree


Unable to comment

30. Uses appropriate delegations to help meet Council’s objectives in a timely manner;

1 Strongly Disagree


Unable to comment

Comments:

Atta

chment

Attachment 13

City of Prospect


WHS/Risk Management 31. Committed to Work Health and Safety activities to ensure a safe work environment for community, staff and visitors;

1 Strongly Disagree


Unable to comment

32. Organisation meets its responsibilities under WHS and related legislation;

1 Strongly Disagree


Unable to comment

33. Ensures the implementation of Council’s WHS Program to bring about ongoing improvements in WHS;

1 Strongly Disagree


Unable to comment

34. Ensures that a risk assessment framework is in place and a risk register is maintained

1 Strongly Disagree


Unable to comment

Comments:

Attach

mentAttachment 14

City of Prospect


General 35. Have you any suggestions for the CEO in relation to areas in which he may develop? If yes, please list them and why you think these

should be a focus this year.

36. Any other comments

Atta

chment

Attachment 15

City of Prospect


My name is: ………………………………………………….(optional) I am: An Elected Member A Staff member Other

Attach

mentAttachment 16

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