appendix a - kempsey shire council€¢ a risk-based approach is taken to system design appendix a...
TRANSCRIPT
APPENDIX A
APPENDIX A
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APPENDIX A
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APPENDIX A
APPENDIX A
Instincts 1-2
Survival 3-4
Stable 5-6
Improvement 7-8
Excellence 9-10
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APPENDIX A
Sector Positioning What do we do better than anyone else? Where do we want to be in relation to our competitors? What sort of partner will we be?
External Trends and Impacts • Political, Legal • Economic • Social, Technological • Environmental
What are the trends and how are these trends going to impact our business: Commercial, Technical, Social aspects? 1 year 2-3 years, 5+ years
Our Stakeholders • Customers – Internal and External • Elected Members • Our Staff – Current and Future • State and Federal Government,
Community Groups, Other Councils What is the nature of the relationship we want to have with our stakeholders – how much control would we be prepared to share? How much information? How much influence?
Organisational Vision What sort of organisation will we need to be in the future to capitalise on the opportunities?
Organising Principles What guiding principles are necessary to shape the way we do business?
• Cost considerations? • Comparisons to “the market” or other
Councils? • Customer journey and experience? • Centralised or dispersed
administration? • Use of technology – leading or
following? • Supporting organisational design?
Service Scope and Level What is the scope of services we should offer? For each service, at what level do we need to provide it?
Corporate Planning What priorities and objectives have been set for us through the Community Plan?
Organisational Structure How are we going to align our human resources to achieve our objectives?
Commerciality To what extent do we wish to compete with the commercial world? Upon what basis? How do we demonstrate value and a return to our ratepayers?
Service Delivery Models What is our customer’s view of the value we provide? Who will provide the service? What will our role in that be? What relationship will we build with our customers?
Risk Orientation What level of risk is the organisation and its governance body willing to accept to achieve its objectives?
External Relationships What is the nature of the relationships we want to have with each stakeholder?
Use of Technology What should our relationship and orientation be in relation to technology?
Leadership and Culture What sort of culture do we need to underpin our organisation and achieve its goals? What sort of leadership is needed to
develop that culture?
APPENDIX A
APPENDIX A
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APPENDIX A
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APPENDIX A
Instincts 1-2
Survival 3-4
Stable 5-6
Improvement 7-8
Excellence 9-10
No clarity exists in relation to all role incumbents
• Position descriptions are available and current for senior roles only
• Information about role expectations is self-generated rather than leader-led
• Position descriptions are available for most roles
• Most role incumbents can identify the link between their role and corporate plans
• Position descriptions are available for all roles and are current for most roles
• Most role incumbents can identify the link between their role and corporate plans
• Most role incumbents feel that they have the requisite authority so that it’s fair to be held to account for the work of their role
• Position descriptions are available for all roles and are current for all roles
• All role incumbents can identify the link between their role and corporate plans
• All role incumbents feel that they have the requisite authority so that it’s fair to be held to account for the work of their role
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APPENDIX A
APPENDIX A
Instincts 1-2
Survival 3-4
Stable 5-6
Improvement 7-8
Excellence 9-10
No systems evident • Some system documentation but majority of systems undocumented
• Many “Box C” systems with evidence of “Box D”
• Most major systems are documented
• Evidence of majority understanding and compliance
• Major systems are documented and most are “Box A”
• Common and accurate awareness of obligations across most of the organisation
• Systems are reviewed regularly
• Major systems are documented and are “Box A”
• Common and accurate awareness of obligations across the whole organisation
• Systems are reviewed and changed regularly
• A risk-based approach is taken to system design
APPENDIX A
Productive Counter-Productive
A B
Authorised Well-designed Restrictive practices
and which have been implemented adopted by the organisation
C D
Unauthorised People “cutting Alternative leadership corners” in based on power, e.g. order to get intimidation, racism, work done sexism, work quotas...
A All Right. B Area for Change. C Positive opportunities for change or education.
D Must be addressed and challenged.
APPENDIX A
Instincts 1-2
Survival 3-4
Stable 5-6
Improvement 7-8
Excellence 9-10
There is no reliable organisational performance information
Organisational performance information is limited to reporting high-level financial results no frequently than a bi-annual basis
• Organisational performance information includes project-based performance reporting on a cyclical basis
• Service-based performance information is available on an annual basis
Organisational performance information in readily available to senior management (only) to inform effective decision-making
• Organisational performance information is open and known including service level costing and revenue, activity- based costing
• Information is available in a timely manner that enables effective decision-making
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APPENDIX A
APPENDIX A
Instincts 1-2
Survival 3-4
Stable 5-6
Improvement 7-8
Excellence 9-10
No evidence of continuous improvement (discourse, documented practice, behaviour)
Documented practice demonstrates evidence of reviewing services, procedures, systems, and projects intermittently
Practice and behaviour demonstrates evidence of leaders reviewing and improving practices on a cyclical basis
Practice and behaviour demonstrates leaders and team members reviewing and improving practices on a cyclical basis
Continuous improvement (plan, do, check, act) is an integral part of organisational culture – both documented and actual practice – and involves everyone
APPENDIX A
Instincts 1-2
Survival 3-4
Stable 5-6
Improvement 7-8
Excellence 9-10
There is no practical application of accountability in the organisation
• Accountability is exercised through an annual or bi-annual performance system
• Some appropriate authorities exist for managerial roles
• Single point accountability is evident through documented systems
• Management roles have documented requisite authorities
• Role authorities are mostly understood by leaders and used deliberately
• Single point accountability is evident through documented systems and behaviour
• Managers-one- removed understand their authorities
• Role authorities are well-understood and accountability is “felt fair”
• Managers-one- removed understand and use their authorities
APPENDIX A
Instincts 1-2
Survival 3-4
Stable 5-6
Improvement 7-8
Excellence 9-10
No training is offered in the organisation
• Minimum statutory training is offered and generally administered
• The training budget is developed based on previous year’s expenditure
• A regular skills and training survey is undertaken to establish the basis for the upcoming training needs
• Training covering technical, statutory, managerial and leadership capabilities is offered
A regular skills and training survey as well as a strategic capability assessment are used to determine upcoming training needs
• There is a regular and planned approach to assessing and addressing training needs and skill gaps that is authorised, known and followed
• Return on investment assessment is undertaken for major training interventions
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APPENDIX A
Instincts 1-2
Survival 3-4
Stable 5-6
Improvement 7-8
Excellence 9-10
There is no understanding or acknowledgement that services exist to satisfy customer needs
Assumptions are made about what customers value without conducting detailed analysis
• Analysis is undertaken of what customers value most
• The organisation considers what customers value most, although it does not inform decisions about service delivery
• Detailed analysis is undertaken of what customers value most
• Customer value considerations inform many important decisions about service delivery and design
Considerations of customer value drive critical decision- making in design, delivery, intensity, and qualitative aspects of service delivery
APPENDIX A
Instincts 1-2
Survival 3-4
Stable 5-6
Improvement 7-8
Excellence 9-10
No systems evident • Some safety
system
documentation
exists but
majority of
systems
undocumented
• Many “Box C”
systems with
evidence of “Box
D”
• Most safety
processes are
unnecessarily
complex
• Most major safety
systems and
obligations are
documented and
understood by most
• Most safety
processes are of
minimum sufficient
complexity
• There is little
evidence of ongoing
review and
improvement
• Major safety
systems are
documented and
most are “Box A”
• There is common
and accurate
awareness of
safety obligations
across most of the
organisation
• Safety systems are
reviewed regularly
• Major safety
systems are
documented and
are “Box A”
• There are common
and accurate
awareness of
obligations across
the whole
organisation
• Safety systems are
reviewed and
changed regularly
• A risk-based
approach is taken
to safety system
design
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APPENDIX A
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APPENDIX A
Instincts 1-2
Survival 3-4
Stable 5-6
Improvement 7-8
Excellence 9-10
• The Union feels that
it is never consulted
on major changes
and initiatives that
affect worker’s
conditions
• There is frequent
industrial action taken
by the Union
• There is occasional
industrial action
taken by the Union
• The Union feels that
is rarely consulted
on major changes
and initiatives
affecting
entitlements
• Industrial action is
rare
• The Union feels it is
usually consulted on
major changes and
initiatives affecting
entitlements
• The Union generally
feels that the
organisation
prioritises the
interests of workers
when making
decisions
• Industrial action is
extremely rare and
the Union generally
feels that the
organisation
prioritises the
interests of workers
when making
decisions
• The Union feels that
it is generally
consulted by the
organisation at an
early stage in
decisions that affect
the conditions of
workers
• The Union is involved
as a genuine
stakeholder in
organisational
decision-making that
affect the conditions
of workers
• There is mutual
respect for the
legitimacy of each
party
APPENDIX A
Instincts 1-2 Survival 3-4
Stable 5-6
Improvement 7-8
Excellence 9-10
People are generally not paid on time, are frequently underpaid, denied their rights and entitlements and do not feel like their conditions are a fair reflection for their work
• People are generally paid on time
• There is no functioning system that supports salary progression
• The process for staff to change their working conditions is seen generally as unnecessarily complex or onerous
• People are generally paid on time and there is a functioning system that supports salary progression
• There is a logical link between the work of a role and relative salary levels across the organisation
• People are paid on time and there is a functioning system that supports salary progression
• There is a logical link between the work of a role and relative salary levels across the organisation
• There are clear linkages between salary levels and an underlying organisational approach to people and performance
• People are paid on time, there is a functioning salary progression system, and there is a logical framework for determining salary levels and conditions
• An integrated employment lifecycle exists that connects recruitment to induction, pay and conditions, training and development, performance management and exit from the organisation
APPENDIX A
Instincts 1-2
Survival 3-4
Stable 5-6
Improvement 7-8
Excellence 9-10
• There is no available or reliable service performance information available
• Services are not defined and are not linked to organisational financial or performance systems
• Service performance information is limited to reporting high-level financial results no more frequently than a bi-annual basis
• Service performance information is reliable for the major services over a 12-month timeframe
• Performance information includes service and project-based performance reporting on a cyclical basis
• Overall service performance is reported bi-annually only
• Service-level performance information is available on an annual basis
• Service performance information is reliable for the major services over a 12 and 6-month timeframe
• Service, functional, project and organisational performance information is readily available to senior management (only)
• Service, functional, project and organisational performance information is readily available and in a format, that enables senior management (only) to effectively make decisions
• Service, functional, project and organisational performance information is available including service level costing and revenue, activity- based costing
• Service performance information is available in a timely manner and format that enables effective decision-making
APPENDIX A
Instincts 1-2
Survival 3-4
Stable 5-6
Improvement 7-8
Excellence 9-10
• The relationship between each Elected Member and the administration is characterised by a lack of trust, a mutual lack of confidence in ability and a complete breakdown in communication
• There is no respect for boundaries and limits in relation to the respective governance/managerial roles
• The relationship between most Elected Members and the administration is supported by open communication
• There are some instances of over-reach or blurring between governance and managerial roles
• The relationship between most Elected Members and the administration is supported by open communication and mutual trust
• There is mostly mutual confidence in the ability to discharge governance and management role
• The relationship between Elected Members and the administration is supported by open communication and mutual trust
• There is mutual confidence in the ability to discharge respective governance and management roles
• The relationship between Elected Members and the administration is supported by a strong sense of mutual trust and confidence
• Communication and behaviour is underpinned by a mutual profound respect for respective governance and management roles
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