appendix a - kempsey shire council€¢ a risk-based approach is taken to system design appendix a...

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APPENDIX A

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Page 1: APPENDIX A - Kempsey Shire Council€¢ A risk-based approach is taken to system design APPENDIX A Productive Counter-Productive A B Authorised Well-designed Restrictive practices

APPENDIX A

Page 2: APPENDIX A - Kempsey Shire Council€¢ A risk-based approach is taken to system design APPENDIX A Productive Counter-Productive A B Authorised Well-designed Restrictive practices

APPENDIX A

Page 3: APPENDIX A - Kempsey Shire Council€¢ A risk-based approach is taken to system design APPENDIX A Productive Counter-Productive A B Authorised Well-designed Restrictive practices

APPENDIX A

Page 4: APPENDIX A - Kempsey Shire Council€¢ A risk-based approach is taken to system design APPENDIX A Productive Counter-Productive A B Authorised Well-designed Restrictive practices

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APPENDIX A

Page 5: APPENDIX A - Kempsey Shire Council€¢ A risk-based approach is taken to system design APPENDIX A Productive Counter-Productive A B Authorised Well-designed Restrictive practices

APPENDIX A

Page 6: APPENDIX A - Kempsey Shire Council€¢ A risk-based approach is taken to system design APPENDIX A Productive Counter-Productive A B Authorised Well-designed Restrictive practices

Instincts 1-2

Survival 3-4

Stable 5-6

Improvement 7-8

Excellence 9-10

APPENDIX A

Page 7: APPENDIX A - Kempsey Shire Council€¢ A risk-based approach is taken to system design APPENDIX A Productive Counter-Productive A B Authorised Well-designed Restrictive practices

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

Page 8: APPENDIX A - Kempsey Shire Council€¢ A risk-based approach is taken to system design APPENDIX A Productive Counter-Productive A B Authorised Well-designed Restrictive practices

APPENDIX A

Page 9: APPENDIX A - Kempsey Shire Council€¢ A risk-based approach is taken to system design APPENDIX A Productive Counter-Productive A B Authorised Well-designed Restrictive practices

APPENDIX A

Page 10: APPENDIX A - Kempsey Shire Council€¢ A risk-based approach is taken to system design APPENDIX A Productive Counter-Productive A B Authorised Well-designed Restrictive practices

APPENDIX A

Page 11: APPENDIX A - Kempsey Shire Council€¢ A risk-based approach is taken to system design APPENDIX A Productive Counter-Productive A B Authorised Well-designed Restrictive practices

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

APPENDIX A

Page 12: APPENDIX A - Kempsey Shire Council€¢ A risk-based approach is taken to system design APPENDIX A Productive Counter-Productive A B Authorised Well-designed Restrictive practices

APPENDIX A

Page 13: APPENDIX A - Kempsey Shire Council€¢ A risk-based approach is taken to system design APPENDIX A Productive Counter-Productive A B Authorised Well-designed Restrictive practices

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

Page 14: APPENDIX A - Kempsey Shire Council€¢ A risk-based approach is taken to system design APPENDIX A Productive Counter-Productive A B Authorised Well-designed Restrictive practices

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

Page 15: APPENDIX A - Kempsey Shire Council€¢ A risk-based approach is taken to system design APPENDIX A Productive Counter-Productive A B Authorised Well-designed Restrictive practices

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

APPENDIX A

Page 16: APPENDIX A - Kempsey Shire Council€¢ A risk-based approach is taken to system design APPENDIX A Productive Counter-Productive A B Authorised Well-designed Restrictive practices

APPENDIX A

Page 17: APPENDIX A - Kempsey Shire Council€¢ A risk-based approach is taken to system design APPENDIX A Productive Counter-Productive A B Authorised Well-designed Restrictive practices

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

Page 18: APPENDIX A - Kempsey Shire Council€¢ A risk-based approach is taken to system design APPENDIX A Productive Counter-Productive A B Authorised Well-designed Restrictive practices

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

Page 19: APPENDIX A - Kempsey Shire Council€¢ A risk-based approach is taken to system design APPENDIX A Productive Counter-Productive A B Authorised Well-designed Restrictive practices

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

APPENDIX A

Page 20: APPENDIX A - Kempsey Shire Council€¢ A risk-based approach is taken to system design APPENDIX A Productive Counter-Productive A B Authorised Well-designed Restrictive practices

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

Page 21: APPENDIX A - Kempsey Shire Council€¢ A risk-based approach is taken to system design APPENDIX A Productive Counter-Productive A B Authorised Well-designed Restrictive practices

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

APPENDIX A

Page 22: APPENDIX A - Kempsey Shire Council€¢ A risk-based approach is taken to system design APPENDIX A Productive Counter-Productive A B Authorised Well-designed Restrictive practices

APPENDIX A

Page 23: APPENDIX A - Kempsey Shire Council€¢ A risk-based approach is taken to system design APPENDIX A Productive Counter-Productive A B Authorised Well-designed Restrictive practices

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

Page 24: APPENDIX A - Kempsey Shire Council€¢ A risk-based approach is taken to system design APPENDIX A Productive Counter-Productive A B Authorised Well-designed Restrictive practices

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

Page 25: APPENDIX A - Kempsey Shire Council€¢ A risk-based approach is taken to system design APPENDIX A Productive Counter-Productive A B Authorised Well-designed Restrictive practices

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

Page 26: APPENDIX A - Kempsey Shire Council€¢ A risk-based approach is taken to system design APPENDIX A Productive Counter-Productive A B Authorised Well-designed Restrictive practices

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

APPENDIX A

Page 27: APPENDIX A - Kempsey Shire Council€¢ A risk-based approach is taken to system design APPENDIX A Productive Counter-Productive A B Authorised Well-designed Restrictive practices

APPENDIX A

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APPENDIX A

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APPENDIX A

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APPENDIX A

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APPENDIX A

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.

APPENDIX A

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APPENDIX A

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APPENDIX A

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APPENDIX A

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APPENDIX A

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APPENDIX A

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APPENDIX A

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APPENDIX A

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• • • • • • • • • • • •

APPENDIX A

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• •

APPENDIX A

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APPENDIX A

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• • • • • •

• • •

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• •

• • •

APPENDIX A

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• • • •

APPENDIX A

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• • • • • • •

APPENDIX A

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• •

• • • • • • • •

APPENDIX A

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• • • • • • • • •

APPENDIX A

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• • • • • • • • • • •

APPENDIX A

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APPENDIX A

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APPENDIX A

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APPENDIX A

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APPENDIX A

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APPENDIX A