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2015-02-03 Planning & Organisation Committee Agenda
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PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 3 FEBRUARY 2015
In the private sector, KPIs are normally at two levels –
1. Management KPIs that are used on a regular basis by managers to monitor and
manage day to day issues; and
2. Strategic (or Board) KPIs that monitor the “whole of organisation” performance.
NOOSA COUNCIL KPIs
The series of KPIs which has been developed provide a range of both management and strategic
measures which add to the management framework of Council, noting in particular that:
10 to 15 strategic measures are reported to Council on a regular basis. At the management
level, around 30 KPIs are monitored by the Leadership Team on a quarterly basis;
The KPIs are based on the four headings below.
Our Systems and
Our People Our Finances Our Customers
Processes
KPIs are useful in helping to ask the right questions. Why is this long term trend in decline?
Why are we above the industry benchmark? How can we do this better? KPIs do not actually
give the answers but they do help in identifying the right questions;
Where relevant, a target benchmark for the KPIs has been established. This target
benchmark is either based on an industry standard (e.g. what a Council of our size would
expect to achieve) or a target set by the CEO. In some cases, a benchmark is not relevant
and in those cases, the trend over time will give the best indicator of performance;
The KPIs which have been developed are just the starting point. They will be enhanced and
improved over time;
At this stage, many of the KPIs will not be particularly useful until some data history is
collected which helps establish trends. KPIs will really come into their own once there is
about 3 or 4 years of data history;
Some KPIs are based on quarterly figures while others will have annual statistics. Obviously,
those that have annual statistics will effectively have a “nil” score until 30 June in most cases.
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