NOTICE CEO PERFORMANCE REVIEW COMMITTEE 1855 ROOM WALKERVILLE CIVIC & COMMUNITY CENTRE 66 WALKERVILLE TERRACE GILBERTON

Transcription

1 NOTICE Of CEO PERFORMANCE REVIEW COMMITTEE Pursuant to the provisions of section 84 (1) of the Local Government Act 1999 TO BE HELD IN THE 1855 ROOM WALKERVILLE CIVIC & COMMUNITY CENTRE 66 WALKERVILLE TERRACE GILBERTON ON MONDAY 23 JUNE 2014 at 5.30 PM MEMBERSHIP ACTING MAYOR TONY READE PRESIDING MEMBER Councillor S Bernardi Councillor J Williams Issue Date: 20 June

2 AGENDA 1. ATTENDANCE RECORD 1.1 Present 1.2 Apologies / Leave of Absence 1.3 Not Present 2. Reports Requiring Decision 2.1 Minutes of Previous Meeting That the minutes of the CEO Performance Review Committee convened on 12 May 2014 be confirmed as a true and accurate record of the proceedings. 2.2 CEO Performance Review 2013 Development Actions & KPI Meeting Dates 3. Reports for Information Nil 3. Closure 2

3 Meeting: CEO Performance Review Committee Title: CEO Performance Review 2013 Development Actions & KPI Meeting Dates Responsible Manager: Author: Acting Mayor, T Reade Council s Consultant, Richard Altman Item No: File No: Date: 23 June 2014 Attachment: Nil Type of Report: Decision Required Recommendation 1. The CEO Performance Review Committee adopts the recommendations included in the CEO Performance Review Report regarding the CEO s development, and agree with the CEO the development actions for The CEO Performance Review Committee establish dates to review the CEO s progress against the KPI s agreed for Purpose of Report This report is provided as background for the CEO Performance Review Committee to consider and agree development actions for the CEO for 2014, and to establish a framework for conducting regular performance review meetings with the CEO during 2014 to review progress against the agreed KPI s. Background / Description The Council resolved at its meeting of 19 th May 2014 to accept the performance review report that was tabled. The report included a number of recommendations regarding development for the CEO to ensure she continues to perform at a high level and continues to implement contemporary management practices. The recommendations in the report were as follows: We have considered the CEO s leadership and general development and would recommend to Council they consider providing a mentor for the CEO. This will enable her to have an external point of contact and a person with whom she can share issues and seek advice and input. We find this is common for CEO s and enables them to develop and articulate thoughts for discussion with their Board or Council. It also provides a mechanism for bringing in additional thinking for the CEO that is not always provided internally. We would recommend this person be a long term mature CEO from outside local government. The CEO should also consider opportunities to continue to develop networks. This was raised by some Members. Some of that should be within Local Government but it is also important that the CEO extend those networks into areas where she has contact with CEO s and senior leaders from other sectors. This could include targeted events and conferences that relate to areas of interest and 3

4 strategic development for Walkerville, and where Council would see benefit from the CEO gaining broader knowledge. It is also our view that CEO development should include formal training at times. We have made recommendations to a number of organisations, including Local Government that it is increasingly important for CEO s to attend the AICD Company Director Program. This is a comprehensive program that covers key topics and business processes, but also enables people to have a broader appreciation of a range of industries and sectors. This could also assist the CEO to better undertake Board duties where that should occur in related industries or sectors. Involvement at this level would also assist in developing the CEO further. While development activities recommended would incur some cost to Council, it is our view this is consistent with other organisations including Local Government. The recommendations cover a wide area of development and the Committee needs to work with the CEO to determine the areas of priority for 2014 and establish a program for development in line with the approved budget. Those development actions should then be included in the performance review report for 2014 to enable Council to be aware of the impact and benefit of those actions. The Committee also agreed at earlier meetings to set up regular review meetings with the CEO to discuss her progress against the KPI s set for This will enable the CEO to provide feedback and discuss progress and priorities with the Committee. Key Issues for Consideration Establish a set of development priorities for 2014 in line with the approved budget. Establish a framework for regular review meetings with the CEO to discuss progress against KPI s for The recommendations from the CEO Performance Review are in line with clause 13 Professional Development pursuant to the CEO s contract. Members are to note that all professional development undertaken by the CEO is required to be authorised by the Principle Member of Council. 4

5 PERFORMANCE CRITERIA The following criteria have been established to form the basis of the performance review to be undertaken in accordance with the Employment Agreement. Date of Operation: 2013 Goal 1: Ensure progress is made against the personal development goals for 2013 Council performance measure Target Performance Feedback and Rating 1 Develop mechanisms to provide updates regarding progress of key aspects of the strategic plan. This will include key milestones and timelines for each aspect of the Plan and then provide regular updates and reports to Council. Updates regarding Strategic Plan provided to Council 2 Continue to develop her financial skills and through the finance team provide better and more up to date financial reports. This should include monthly breakdowns of budget and actual and variance reporting. Reporting needs to be more timely 3 Continue to develop active programs for customer service improvement. This should include establishing service metrics that are developed in conjunction with the team and can be reported to Council Financial reports are updated and feedback from Council is positive and timeliness is improved Service metrics developed and implemented and reported against 4 Consolidate the leadership team and build a strong team through active communication and feedback. Ensure the team continually develop their skills to provide strong leadership across the organisation. While providing a performance focused style, ensure that staff can make decisions and learn from mistakes in a positive and constructive way. Leadership team stability is achieved 5 Build on the cultural change program and consolidate a new culture across the organisation. Ensure the leadership team present a consistent approach to culture and support the values of the organisation. Cultural feedback is positive from employees and key leaders Goal 2: An Organisation of Excellence 5

6 Council performance measure Target Performance Feedback and Rating 1 Performance against Council s adopted budget Delivery of the agreed budget adjusted for extraordinary items 2 Delivery against Council s adopted capital works program 85% delivery of planned capital works program adjusted for extraordinary events 3 Delivering Council s resolutions Council resolutions completed or on time within Council s control 4 Build a strong culture that is performance based and retains key people as measured through employee retention Target is to have labour turnover at 10% or less as measured through voluntary turnover 5 Think safe, live well Lost time injury reduce LTI frequency rate 6

7 Goal 3: Deliver Key Projects Council performance measure Target Performance Feedback and Rating 1 Develop and implement protocols / procedures for the use and hire of the new Civic & Community Centre for Council endorsement Delivery of proposal for endorsement by Council 2 Provide Council with a strategy to deal with its leases & licences, with particular emphasis on the YMCA site Delivery of strategy to Council 3 Award tender for stage 1 of ERA Stormwater Harvesting & Reuse Project and meet Commonwealth Funding Milestone Agreements Award tender 4 Deliver Feasibility Study final report on the proposed Walkerville Sporting Hub Deliver feasibility study Goal 4: Deliver on Key Result Areas as set out in Position Description Council performance measure Summary Target (factors set out in position description) Performance Feedback and Rating through 360 Process 7

8 Goal 4: Deliver on Key Result Areas as set out in Position Description Council performance measure Summary Target (factors set out in position description) Performance Feedback and Rating through 360 Process 1 Strategic Planning Undertakes strategic planning to set, communicate and implement the Council s future direction. Plans agreed and implemented and feedback provided 2 Human Resource Management Builds an organisational culture that ensures staff pursue quality services that meet the needs and aspirations of the community 3 Financial and Asset Management Ensures financial sustainability through effective budgetary planning and control and the management of all physical and financial assets 4 Operations Management & Projects Ensures key project goals are met in line with budget and the Council meets its goals for service delivery to the community 5 Stakeholder Management & Communication Develops mutually beneficial long term relationships with external stakeholders. 6 Advice to & Relationship with Council Establishes clear and effective processes for engagement with the Elected Members to achieve the Council s strategy priorities. 8