2014-11-11 Planning & Organisation Committee Agenda

PLANNING & ORGANISATION COMMITTEE MEETING AGENDA                            11 NOVEMBER 2014


   At this stage, many of the KPIs will not be particularly useful until we develop some
     data history which helps establish trends. The sooner we start, the sooner we will
     develop data history. The CEO believes that the KPIs will really come into their own
     once we have 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.


Issues arising from current KPIs

The key issues arising from an assessment of the initial KPIs being reported to Council are
as follows:-

Our People

   Our WH&S KPI is showing the number of incident free days below the industry
     benchmark. Overall, our WH&S performance needs to improve. While we have
     recently been audited and achieved the highest score of the 4 de-amalgamated
     Councils, there is significant improvement needed in our WH&S systems. This is
     currently a major focus for the Leadership Team. The other KPIs in this area will be
     annual measures.
   At a management level, the Leadership team also monitors sick leave, excessive
     annual leave balances, performance appraisal completions and the results an annual
     internal staff survey (yet to be undertaken).

Our Systems and Processes

   For our systems and process, we monitor the organisation’s ability to implement the
     projects approved by the Council in the operational plan. This is currently on track.
   We also have a focus on improving our systems to allow more online transactions to
     enable our community to have 24/7 access to services. Early trends are encouraging
     as more online services are rolled out.
   At a management level for Systems and Process, the Leadership Team is monitoring
     ICT system uptime and ICT help desk responsiveness.

Our Finances

   Our financial KPIs measure solvency, investment performance and outstanding rates.
     All of these current KPIs are on track.
   At a management level, the Leadership Team members monitor monthly financial
     reports.

Our Customers

   Our Customer KPIs look at a range of indicators. The first looks at the percentage of
     customer requests that are closed off each month. The current statistics are not
     satisfactory. However, upon further examination, it appears that many of these
     customer requests have in fact been completed but not “signed off’ in the system –
     hence the higher than acceptable percentage of uncompleted tasks. The Directors are
     focusing on improving this KPI in coming months.




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