Item: 19.1 Originating Officer: Megan Sutherland, Manager ... Council/Item 19.1... · Recommendations - Confidential 1 ... relation to the 2015 CEO 360 Degree Report (Performance

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ADELAIDE HILLS COUNCIL ORDINARY COUNCIL MEETING Tuesday 24 November 2015

AGENDA BUSINESS ITEM

Item: 19.1 Originating Officer: Megan Sutherland, Manager Organisational Development Subject: CEO Performance Review Panel – 18 November 2015 Meeting

Recommendations - Confidential

1. CEO Performance Review Panel – 18 November 2015 Meeting Recommendations – Exclusion of the Public

Pursuant to section 90(2) of the Local Government Act 1999 the Council orders that all members of the public, except:

CEO, Andrew Aitken

Director Engineering & Assets, Deb Richardson

Acting Director Strategy & Development, Lachlan Miller

Director Corporate Services, Terry Crackett

Director Community & Customer Service, David Waters

Manager Governance & Risk, Andrea Sargent

Manager Organisational Development, Megan Sutherland

Minute Secretary, Pam Williams be excluded from attendance at the meeting for Agenda Item 19.1: CEO Performance Review Panel – 18 November 2015 Meeting Recommendations. The Council is satisfied that, pursuant to section 90(3)(a) of the Act, the information to be received, discussed or considered in relation to the Agenda Item is information the disclosure of which would involve the unreasonable disclosure of information concerning the personal affairs of any person (living or dead), being the personal affairs of the Chief Executive Officer, in that details of his performance and remuneration reviews and forthcoming key performance indictors will be discussed, which are sensitive and are details only known to those who have participated in the review process. The Council is satisfied that the principle that the meeting be conducted in a place open to the public has been outweighed in the circumstances because the disclosure of details of the Chief Executive Officer's performance and remuneration may prematurely be disclosed before the details of the reviews have been agreed with the Chief Executive Officer.

Adelaide Hills Council –Council Meeting 24 November 2015 CEO Performance Review Panel – 18 November 2015 Meeting Recommendations

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2. CEO Performance Review Panel – 18 November 2015 Meeting Recommendations – Confidential

SUMMARY

The CEO Performance Review Panel (Panel) met on 18 November 2015 to finalise the 2015 CEO performance process, remuneration review and to propose the suite of key performance indicators with the CEO for 2015-16. The recommendations from the above processes are provided for Council’s consideration. RECOMMENDATION That Council resolves:

1. Recommends to Council that the CEO has achieved ‘Competent Performance’ in relation to the 2015 CEO 360 Degree Report (Performance Review).

2. Recommends to Council to increase the CEO’s TEC Package by 3% to commence from 1 October 2014.

3. To adopt the suite of 2015-16 Key Performance Indicators (KPI’s) for the purpose of the CEO’s performance review (Attachment 2).

3. GOVERNANCE

Strategic Management Plan/Council Policy Goal 4 A Recognised Leading Performer Key Issue 4.1 Leadership Key Action 4.1.4 Meet legislative, regulatory and good governance responsibilities and

obligations Legal Implications The CEO Performance Review Panel is a Sec 41 of Committee of Council under the Local Government Act 1999. This process needs to be undertaken appropriately to ensure the CEO is provided with a fair and consistent approach to performance reviews and that the process would stand up under scrutiny, as the tool and the outcomes of the review directly affect decisions made in relation to the CEO, his performance and remuneration discussions. Section 96 (Council to have a chief executive officer) and Section 99 (Role of chief executive officer) of the Local Government Act 1999.


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Risk Management Implications Consideration of the report mitigates the risk of: Deficient CEO performance review practices result in a lack of accountability and loss of stakeholder confidence.

Inherent Risk Residual Risk

Medium (3C) Medium (3D)

Note: there are many other controls that also assist in managing this risk.

Non-achievement of CEO KPIs results in loss of community benefit and/or opportunities and/or stakeholder confidence.

Inherent Risk Residual Risk

High (3B) Medium (3C)

Note: there are many other controls that also assist in managing this risk.

Financial and Resource Implications There will be a budget impact on any increase in the Total Employment Cost package. This would be incorporated into the budget. Customer Service and Community/Cultural Implications There is a community expectation that the CEO will manage the organisation’s human, financial and physical resources to ensure they are utilised for the best outcomes for the community. Environmental Implications Not applicable. Community Engagement/Consultation Consultation on the CEO’s performance was undertaken with Council Members, direct reports and managers as part of the performance review process facilitated by Locher.

4. BACKGROUND CEO Performance Review Panel In relation to performance and remuneration review that Panel’s role is: The CEO Performance Review Panel (the Panel) will provide advice to Council on matters related to the Chief Executive Officer and his performance by;

Reviewing the CEO’s performance over the preceding twelve months, in particular the performance against the Key Performance Indicators (KPIs).


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Undertake a review of the CEO’s KPIs to ensure they remain relevant and aligned to Council’s strategic objectives.

Receive and review six monthly updates of the CEO’s performance against the KPIs.

Determining the CEO’s remuneration for the following twelve months.

Consider any other related matters that may arise from the review.

CEO Performance Review Panel Meeting – 18 November 2015 The Panel had a final meeting for the 2015 CEO performance review process, the unconfirmed minutes of that meeting are at Attachment 1 of this item. The Panel unanimously resolved, in confidence, the following for Council’s consideration: 6.1. 2015 CEO 360 Degree Report (Performance Review)

That the Panel:

1. Receives and notes the report. 2. Recommends to Council that the CEO has achieved ‘Competent

Performance’ in relation to the 2015 CEO 360 Degree Report (Performance Review).

6.2 2015 CEO Remuneration Review

That the Panel:

1. Receives and notes the report.

2. Recommends to Council to (retain the CEO’s TEC Package/ increase the CEO’s TEC Package by x%/increase the total TEC to $xxx,xxx) to commence from 1 October 2015.

6.3 2015-16 CEO Key Performance Indicators


2. Recommends to Council to adopt the suite of KPIs as presented in Agenda Item 6.3, with the following changes:

a. KPI 8 to become:

Ensure there is a focus on financial results by achieving sustainable financial ratios (within Council agreed parameters consistent with the reviewed LTFP).

b. KPI 2 to become:

Explore options for rationalisation of Council assets and make recommendations to Council on future Council facilities.


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2015-16 CEO Key Performance Indicators (Updated)

Big Picture Reference

1. Undertake an engagement led review of the current strategic plan that delivers an enticing, bold and aspirational direction for our community. This review is to produce a draft strategy for ratification by Council, that utilises a broad range of internal and external engagement methods.

2. Explore options for rationalisation of Council assets and make recommendations to Council on future Council facilities.

3. Complete the review of wastewater servicing in liaison with SA Water and the EPA focussing on maximising sustainability, viability and community benefit, re-use and minimisation of environmental harm. Provide a recommendation to Council.

SP 2.3.1

4. Establish a database of ratepayers and community groups (with a reach of no less than 500 individuals) for a range of community consultation purposes and begin using this resource.

SP 3.1.3

5. Review Council's role, viability and community benefit in the provision of Retirement Villages and supported housing. Provide a recommendation to Council.

SP 1.1.2

Other Community and Cultural Priorities 6. Establish and commence a Community Leadership Program which

identifies, supports and develops community leaders and enables them to contribute to achieving sustainable and vibrant communities.

SP 4.11

7. Review the existing Sport and Recreation Strategy, including playgrounds and community owned recreation grounds. Provide the re-drafted strategy for Council’s ratification.

SP 1.2.1

Targets

8. Ensure there is a focus on financial results by achieving sustainable financial ratios (within Council agreed parameters consistent with the reviewed LTFP).

9. Achieve at least the target performance for 75% of Tier 1 Customer Service Standards.

5. ANALYSIS

The recommendations from the Panel’s meeting are provided for the Council’s consideration.


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6. OPTIONS

Council has the following options:

1. To accept the recommendations of the Panel from any or all of the agenda items as detailed above.

2. To alter or substitute elements of the recommendations for any or all of the agenda

items. 7. APPENDICES

(1) Draft Minutes of CEO Performance Review Panel Meeting 18 November 2015 (2) 2015 CEO 360 Degree Report (Performance Review) (3) 2015-16 CEO Key Performance Indicators

Appendix 1 Minutes of CEO Performance Review Panel Meeting 18

November 2015

CEO PERFORMANCE REVIEW PANEL COMMITTEE

MINUTES OF MEETING 18 NOVEMBER 2015 63 MT BARKER ROAD STIRLING

Presiding Member ___________________________________________________________________

9

Presiding Member: Cr Jan-Claire Wisdom Members present: Mayor Bill Spragg Cr Jan Loveday Cr Andrew Stratford Ms Paula Davies, Independent Member In attendance: Megan Sutherland Manager Organisational Development Andrea Sargent A/Manager Governance & Risk Pam Williams Minute Secretary

1 Commencement The meeting commenced at 8.02am.

2 Apologies Nil

3 Previous Minutes

3.1 CEO Performance Review Panel Meeting – 1 July 2015 Moved Mayor Bill Spragg S/- Jan Loveday

11

That the minutes of the CEO Performance Review Panel meeting held on 1 July 2015 as distributed, be confirmed as an accurate record of the proceedings of that meeting, with the amendment that reference to Ms Paula Davies in item 6.2.1 be deleted as she is a member of the Committee. Carried Unanimously




10

4 Delegation of Authority In accordance with the CEO Performance Review Panel Terms of Reference, the Committee has no delegated decision-making powers. The Recommendations in Items 6.1, 6.2 and 6.3 are to be submitted to Council for adoption.

5 Declaration of Interest by Members of the Committee

6 Officer Reports – Decision Items

6.1 2015 CEO 360 Degree Report (Performance Review) – Exclusion of the Public Moved Andrew Stratford S/- Jan Loveday

12

That:

a) Under the provisions of section 90(2) of the Local Government Act 1999 an order is made that the public be excluded from the meeting, with the exception of:

Acting Manager Governance and Risk, Andrea Sargent


Minute Secretary, Pam Williams in order to consider Agenda Item 6.1: 2015 CEO 360 Degree Report (Performance Review) in confidence.

b) the CEO Performance Review Panel (the Panel) is satisfied that it is necessary that

the public, with the exception of Council staff in attendance as specified in (a) above, be excluded to enable the Panel to consider the report at the meeting on the following grounds:

c) Section 90(3)(a) information the disclosure of which would involve the unreasonable disclosure of information concerning the personal affairs of any person (living or dead), being the personal affairs of the Chief Executive Officer, in that details of his key performance indicators will be discussed.

d) accordingly, on this basis the principle that meetings of the Panel should be

conducted in a place open to the public has been outweighed by the need to keep the information or discussion confidential.

Carried Unanimously




11

6.1.1 2015 CEO 360 Degree Report (Performance Review) – Confidential Item

Moved Mayor Bill Spragg S/- Jan Loveday

13

That the Panel:


2. Recommends to Council that the CEO has achieved ‘competent performance’ in relation to the 2015 CEO 360 Degree Report (Performance Review—noting the response from Council Members in relation to holding people accountable).

3. Having considered at Agenda Item 6.1 the matter of 2015 CEO 360 Degree Report (Performance Review) in confidence under sections 90(2) and 90(3)(a) of the Local Government Act 1999, that an order be made under the provisions of sections 91(7) and (9) of the Local Government Act 1999 that the report, related attachments and the minutes of the CEO Performance Review Panel and the discussion of the subject matter be retained in confidence until the Performance Review process has been completed by the acceptance of a final report by Council, and subject to the annual review of confidentiality orders.

4. Recommends, pursuant to section 91(9)(a) of the Local Government Act 1999, that Council delegates the duty to conduct an annual review of the confidentiality order to the Chief Executive Officer, or his sub-delegate.

5. Recommends, pursuant to section 91(9)(c) of the Local Government Act 1999, that Council delegates the power to revoke the confidentiality order to the Chief Executive Officer, or his sub-delegate.

Carried Unanimously




12

6.2 2015 CEO Remuneration Review – Exclusion of the Public Moved Paula Davies S/- Cr Andrew Stratford

14

That: 1. Under the provisions of section 90(2) of the Local Government Act 1999 an order is

made that the public be excluded from the meeting, with the exception of:



Minute Secretary, Pam Williams

in order to consider Agenda Item 6.2: 2015 CEO Remuneration Review in confidence.

2. the CEO Performance Review Panel (the Panel) is satisfied that it is necessary that


3. Section 90(3)(a) information the disclosure of which would involve the

unreasonable disclosure of information concerning the personal affairs of any person (living or dead), being the personal affairs of the Chief Executive Officer, in that details of his remuneration package will be discussed.

4. accordingly, on this basis the principle that meetings of the Panel should be

conducted in a place open to the public has been outweighed by the need to keep the information or discussion confidential.

Carried Unanimously




13

6.2.1 2015 CEO Remuneration Review – Confidential Item

Moved Jan Loveday S/- Andrew Stratford

15


2. Recommends to Council to increase the CEO’s Total Employment Cost (TEC) Package by 3% to commence from 1 October 2015.

Carried Unanimously




14

6.2.2 2015 CEO Remuneration Review – Period of Confidentiality

Moved Paula Davies S/- Jan Loveday

16

1. Having considered at Agenda Item 6.2 the matter of 2015 CEO Remuneration Review in confidence under sections 90(2) and 90(3)(a) of the Local Government Act 1999, that an order be made under the provisions of sections 91(7)and (9) of the Local Government Act 1999 that the report, related attachments and the minutes of the CEO Performance Review Panel and the discussion of the subject matter be retained in confidence until the Remuneration Review process has been completed when Council has determined the 2014-15 TEC package, and subject to the annual review of confidentiality orders.



Carried Unanimously




15

6.3 2015-16 CEO Key Performance Indicators – Exclusion of the Public

Moved Paula Davies S/- Andrew Stratford

17

That:

1. Under the provisions of section 90(2) of the Local Government Act 1999 an order is made that the public be excluded from the meeting, with the exception of:



Minute Secretary, Pam Williams

in order to consider Agenda Item 6.3: 2015-16 CEO Key Performance Indicators in confidence.

2. the CEO Performance Review Panel (the Panel) is satisfied that it is necessary that


3. Section 90(3)(a) information the disclosure of which would involve the unreasonable disclosure of information concerning the personal affairs of any person (living or dead), being the personal affairs of the Chief Executive Officer, in that details of his Key Performance Indicators will be discussed.

4. accordingly, on this basis the principle that meetings of the Panel should be conducted in a place open to the public has been outweighed by the need to keep the information or discussion confidential.

Carried Unanimously




16

6.3.1 2015-16 CEO Key Performance Indicators – Confidential Item

Cr Andrew Stratford & Ms Paula Davies left the meeting room at 9.25am Moved Mayor Bill Spragg S/- Cr Jan Loveday

18

That the Panel:


2. Recommends to Council to adopt the suite of KPIs as presented in Agenda Item 6.3, with the following changes:

a. KPI 8 to become:

Ensure there is a focus on financial results by achieving sustainable financial ratios (within Council agreed parameters consistent with the reviewed LTFP).

b. KPI 2 to become:

Explore options for rationalisation of Council assets and make recommendations to Council on future Council facilities.

2015-16 CEO Key Performance Indicators (Updated)





SP 2.3.1


SP 3.1.3


SP 1.1.2




17



SP 4.11


SP 1.2.1

Targets



Carried Unanimously




18

6.3.2 2015-16 CEO Key Performance Indicators – Period of Confidentiality

Moved Cr Jan Loveday S/- Mayor Bill Spragg

19

1. Having considered at Agenda Item 6.3 the matter of 2015-16 CEO Key Performance Indicators in confidence under sections 90(2) and 90(3)(a) of the Local Government Act 1999, that an order be made under the provisions of sections 91(7)and (9) of the Local Government Act 1999 that the report, related attachments and the minutes of the CEO Performance Review Panel and the discussion of the subject matter be retained in confidence until the Key Performance Indicator process has been completed by the acceptance of a final report by Council, and subject to the annual review of confidentiality orders.



Carried Unanimously

7 Next Meeting The next ordinary meeting of the CEO Performance Review Panel will be held at a date and time to be determined at 63 Mount Barker Road, Stirling.

8 Close Meeting The meeting closed at 9.40am.

Appendix 2 2015 CEO 360 Degree Report (Performance Review)

Adelaide Hills Council

360 Degree Report

Andrew Aitken

September 2015

www.locher.com.au

Andrew Aitken – Adelaide Hills Council

360 Degree Report

All Rights Reserved © Locher & Associates 2015 Page i

Table of Contents

Rating Scale ............................................................................................................................................... 1

Response Summary .................................................................................................................................. 1

Overall Summary - Competency Areas ............................................................................................... 2

Competency Area: Leading & Managing Council’s Employees ................................................... 5

Competency Area: Forges Relationships with and Advises Council Members .......................... 10

Competency Area: Stakeholder Management & Communication ............................................ 15

Competency Area: Shaping Thinking & Change ............................................................................ 20

Competency Area: Financial & Asset Management ...................................................................... 25

Competency Area: Develops Organisational Culture & People .................................................. 29

Competency Area: Governance ........................................................................................................ 34

Competency Area: Personal Qualities ............................................................................................... 39

Key Performance Indicators 2014/2015 .............................................................................................. 46

Top 10 Scoring Questions ....................................................................................................................... 47

Bottom 10 Scoring Questions ................................................................................................................ 48

Important Disclaimer

The information and recommendations contained in this report have necessarily been based upon certain assumptions and

judgements. The assumptions are that:

All information given to Locher Human Resources by you is accurate, current and complete; and that

All information compiled from materials of Government Agencies, commercial, or professional organisations

are accurate, current and presented in an unbiased manner.

The work is undertaken with professional care and diligence BUT, except as to the extent required by law, this report is given

on the condition that you accept that Locher & Associates, nor its agents, servants or consultants, shall be liable to you for

any loss or damage, including business loss, loss of profits or other consequential loss or damage arising out of or incidental

to this report and your use thereof. The extent of liability of Locher & Associates, its agents, servants and consultants shall be

limited to the actual amount paid for the services provided to you in giving this report.


360 Degree Report

All Rights Reserved © Locher & Associates 2015 Page 1

4%

14%

36%

46%

Self Report Directors

Managers Council Members

Rating Scale

Rating Scale Description

N/A No Answer Selected/Unable to Assess

1 Significant Development Required

2 Moderate Development Required

3 Minimal Development Required

4 Demonstrates Competence

5 Consistently Demonstrates Competence and on

Occasions Exceeds Expectations

6 Consistently Demonstrates Competence and Often

Exceeds Expectations

7 Demonstrates Excellence and Consistently Exceeds

Expectations

Response Summary

Relationship Profile Responses Percentage

Self 1 4%

Directors 4 14%

Managers 10 36%

Council Members 13 46%

Totals 28 100%


360 Degree Report


Overall Summary - Competency Areas

5.09 5.19

5.01 5.03 4.78

5.24 4.99

5.35

1.00

2.00

3.00

4.00

5.00

6.00

7.00

Leading &

Managing

Council's

Employees

Forges

Relationship &

Advises Others

Stakeholder

Management &

Communication

Shaping

Strategic

Thinking &

Change

Financial & Asset

Management

Develops

Organisational

Culture &

People

Governance Personal

Qualities


360 Degree Report


1.00

2.00

3.00

4.00

5.00

6.00

7.00

Leading &

Managing

Council's

Employees

Forges

Relationships

with & Advises

Council

Members

Stakeholder

Management &

Communication

Shaping

Strategic

Thinking &

Change

Financial &

Asset

Management

Develops

Organisational

Culture &

People

Governance Personal

Qualities

Self Report Directors Managers Council Members


360 Degree Report


Competency Area Self Directors Managers Council Overall

Leading and Managing People 4.63 5.81 5.37 4.49 5.09

Forges Relationships and

Advises Others 4.44 5.83 5.52 4.81 5.19

Stakeholder Management and

Communication 4.30 6.05 5.40 4.34 5.01

Shaping Strategic Thinking and

Change 4.00 5.56 5.18 4.81 5.03

Financial and Asset

Management 4.17 5.17 5.00 4.51 4.78

Develops Organisational Culture

and People 5.13 5.75 5.45 4.80 5.24

Governance 4.43 5.57 5.21 4.64 4.99

Personal Qualities 4.85 6.19 5.65 4.80 5.35

Average 4.52 5.80 5.38 4.66


360 Degree Report


Competency Area: Leading & Managing Council’s Employees

5.08 5.38 5.42

5.22

4.62 4.32

5.62

5.10

1.00

2.00

3.00

4.00

5.00

6.00

7.00

Effectively leads

and manages

AHC

Provides a

positive work

environment

Is a visible and

approachable

leader

Inspires and

motivates others

to deliver high

levels of

performance

Makes decisions

which are

innovative and

suitable

Holds people

accountable for

their work

Promotes

equitable (i.e.

fair and

impartial) work

practices (e.g.

recruitment)

Ensures disputes

and grievances

are

appropriately

managed


360 Degree Report


1.00

2.00

3.00

4.00

5.00

6.00

7.00

Effectively leads

and manages

AHC

Provides a

positive work

environment

Is a visible and

approachable

leader

Inspires and

motivates

others to deliver

high levels of

performance

Makes decisions

which are

innovative and

suitable

Holds people

accountable

for their work

Promotes

equitable (i.e.

fair and

impartial) work

practices (e.g.

recruitment)

Ensures disputes

and grievances

are

appropriately

managed

Self Director Manager Council


360 Degree Report


# Question Self Director Manager CMs Ave

Q1

Effectively leads and manages AHC

through contemporary people

management styles & techniques

4.00 5.50 5.50 4.60 5.08

Q2

Provides a positive work environment

which fosters good working relationships

between employees

5.00 6.25 5.70 4.67 5.38

Q3 Is a visible and approachable leader 5.00 6.00 5.60 5.09 5.42

Q4 Inspires and motivates others to deliver

high levels of performance 5.00 6.25 5.50 4.38 5.22

Q5 Makes decisions which are innovative

and suitable 4.00 5.50 5.00 4.00 4.62

Q6 Holds people accountable for their work 4.00 4.50 4.70 3.71 4.32

Q7

Promotes equitable (i.e. fair and

impartial) work practices (e.g.

recruitment)

5.00 6.50 5.89 4.86 5.62

Q8 Ensures disputes and grievances are

appropriately managed 5.00 6.00 5.11 4.50 5.10

Average 4.63 5.81 5.37 4.49


360 Degree Report


Level of Competence - Leading and Managing Council’s Employees

Significant

Development

Required

Moderate

Development

Required

Minimal

Development

Required

Average Above

Average

Well Above

Average Superior

Effectively leads and manages

AHC through contemporary

people management styles &

technique

N 0 1 0 8 6 7 3

% 0 4 0 32 24 28 12

Provides a positive work

environment which fosters

good working relationships

between employees

N 0 1 0 4 5 12 2

% 0 4 0 17 21 50 8

Is a visible and approachable

leader

N 0 1 1 3 5 13 3

% 0 4 4 12 19 50 12

Inspires and motivates others to

deliver high levels of

performance

N 0 2 0 3 7 8 3

% 0 9 0 13 30 35 13

Makes decisions which are

innovative and suitable

N 1 0 3 8 8 4 2

% 4 0 12 31 31 15 8

Holds people accountable for

their work

N 1 1 4 5 7 3 1

% 5 5 18 23 32 14 5


360 Degree Report


Level of Competence - Leading and Managing Council’s Employees (cont.)

Significant

Development

Required

Moderate

Development

Required

Minimal

Development

Required

Average Above

Average

Well Above

Average Superior

Holds people accountable for

their work

N 0 0 1 3 5 6 6

% 0 0 5 14 24 29 29

Ensures disputes and

grievances are appropriately

managed

N 0 0 2 4 6 6 2

% 0 0 10 20 30 30 10


360 Degree Report


Competency Area: Forges Relationships with and Advises Council Members

5.16

4.88

5.16

5.44

5.12 5.36

5.08 5.28 5.26

1.00

2.00

3.00

4.00

5.00

6.00

7.00

Effective working

relationships with

CMs

High degree of

satisfaction with

CMs

Keeps CMs

informed about

relevant issues

Listens and

responds to the

thoughts and

concerns of CMs

Provides sufficient

input during

meetings with CMs

Provides

professional,

thorough and

objective advice

to CMs

Effective

communication

and working

relationships

between CMs and

administration

Provides CMs with

appropriate

professional

development

opportunities,

resources and

services

AHC's statutory

and governance

obligations are

met in a timely

and effective

manner


360 Degree Report


1.00

2.00

3.00

4.00

5.00

6.00

7.00

Effective working

relationships with

CMs

High degree of

satisfaction with

CMs

Keeps CMs

informed about

relevant issues

Listens and

responds to the

thoughts and

concerns of CMs

Provides sufficient

input during

meetings with CMs

Provides

professional,

thorough and

objective advice

to CMs

Effective

communication

and working

relationships

between CMs and

administration

Provides CMs with

appropriate

professional

development

opportunities,

resources and

services

AHC's statutory

and governance

obligations are

met in a timely

and effective

manner

Self Report Directors Managers Council


360 Degree Report


# Question Self Director Manager CMs Ave

Q1

Develops effective working

relationships with CMs (including

the Mayor)

4.00 5.25 5.67 4.82 5.16

Q2

Ensures a high degree of

satisfaction with CMs in relation to

relevant service matters

4.00 5.75 5.38 4.33 4.88

Q3

Keeps CMs informed about

relevant issues, including

operations and major projects,

and potential consequences

4.00 6.00 5.75 4.58 5.16

Q4 Listens and responds to the

thoughts and concerns of CMs 5.00 6.25 5.75 5.00 5.44

Q5

Provides sufficient input during

meetings with CMs where

necessary

5.00 6.00 5.25 4.75 5.12

Q6 Provides professional, thorough

and objective advice to CMs 4.00 6.00 5.63 5.08 5.36

Q7

Ensures effective communication

and working relationships

between CMs and administration

5.00 5.50 5.38 4.75 5.08

Q8

Provides CMs with appropriate

professional development

opportunities, resources and

services

5.00 5.75 5.63 4.92 5.28

Q9

Ensures that the AHC's statutory

and governance obligations are

met in a timely and effective

manner

4.00 6.00 5.30 5.08 5.26

Average 4.44 5.83 5.52 4.81


360 Degree Report


Level of Competence – Forges Relationship with and Advises Council’s Members

Significant

Development

Required

Moderate

Developmen

t Required

Minimal

Developmen

t Required

Average Above

Average

Well Above

Average Superior

Develops effective working

relationships with CMs

(including the Mayor)

N 0 0 1 5 10 7 2

% 0 0 4 20 40 28 8

Ensures a high degree of

satisfaction with CMs in relation

to relevant service matters

N 0 0 3 7 7 6 2

% 0 0 12 28 28 24 8

Keeps CMs informed about

relevant issues, including

operations and major projects,

and potential consequences

N 0 1 1 6 5 9 3

% 1 4 4 24 20 36 12

Listens and responds to the

thoughts and concerns of CMs

N 0 0 2 2 8 9 4

% 0 0 8 8 32 36 16

Provides sufficient input during

meetings with CMs where

necessary

N 0 0 1 8 4 11 1

% 0 0 4 32 16 44 4

Provides professional, thorough

and objective advice to CMs

N 0 0 0 5 10 6 4

% 0 0 0 20 40 24 16


360 Degree Report


Level of Competence – Forges Relationship with and Advises Council’s Members (cont.)

Significant

Development

Required

Moderate

Development

Required

Minimal

Development

Required

Average Above

Average

Well Above

Average Superior

Ensures effective

communication and working

relationships between CMs

and administration

N 0 0 1 5 12 5 2

% 0 0 4 20 48 20 8

Provides CMs with appropriate

professional development

opportunities, resources and

services

N 0 0 0 6 8 9 2

% 0 0 0 24 32 36 8

Ensures that the AHC's statutory

and governance obligations

are met in a timely and

effective manner

N 0 0 0 6 10 9 2

% 0 0 0 22 37 33 7


360 Degree Report


Competency Area: Stakeholder Management & Communication

4.75 4.70 4.88

5.26

4.92 4.90

5.42

5.04 5.11 5.09

1.00

2.00

3.00

4.00

5.00

6.00

7.00

Liases

effectively with

the community

and business

group

Liases

effectively with

government

authorities

Establishes and

maintains

quality

relationships

Communicates

important

decisions

Proactive and

responsive

regardign

media issues

Provides

appropriate

input

Represents AHC

in positive

manner

Promotes

Council

activities

Ensures the

community are

kept informed of

important

matters

Responds to

requests for

service and

advice


360 Degree Report


1.00

2.00

3.00

4.00

5.00

6.00

7.00

Liases effectively

with the

community and

business group

Liases effectively

with government

authorities

Establishes and

maintains quality

relationships

Communicates

important

decisions

Proactive and

responsive

regardign media

issues

Provides

appropriate

input

Represents AHC

in positive

manner

Promotes

Council activities

Ensures the

community are

kept informed of

important

matters

Responds to

requests for

service and

advice



360 Degree Report


# Question Self Directors Managers CMs Ave

Q1

Liaises effectively with the community

and business groups to achieve

positive outcomes

5.00 5.75 5.13 4.09 4.75

Q2

Liaises effectively with government

authorities to achieve positive

outcomes

3.00 5.75 5.00 4.20 4.70

Q3

Establishes and maintains quality

relationships with community and

government authorities

5.00 6.00 5.22 4.18 4.88

Q4

Communicates important decisions

to relevant stakeholders in a timely

manner

4.00 6.00 5.33 5.00 5.26

Q5 Is proactive and responsive regarding

media issues involving AHC 5.00 5.75 5.40 4.18 4.92

Q6

Provides appropriate input towards

commonwealth, state or local

government initiatives affecting AHC

3.00 5.75 5.13 4.43 4.90

Q7 Represents AHC in a positive manner

during community events 5.00 6.25 5.90 4.73 5.42

Q8

Promotes Council activities and

initiatives as well as the public profile

of AHC

5.00 6.25 5.60 4.17 5.04

Q9

Strives to ensure the community are

kept informed of important matters

e.g. through consultation programs

4.00 6.50 5.50 4.42 5.11

Q10

Responds to requests for service and

advice from employees and the

community in a timely manner

4.00 6.50 5.56 4.11 5.09

Average 4.30 6.05 5.40 4.34


360 Degree Report


Level of Competence – Stakeholder Management & Communication

Significant

Development

Required

Moderate

Development

Required

Minimal

Development

Required

Average Above

Average

Well Above

Average Superior

Liaises effectively with the

community and business

groups to achieve positive

outcomes

N 1 1 0 7 9 4 2

% 4 4 0 29 38 17 8

Liaises effectively with

government authorities to

achieve positive outcomes

N 1 0 1 8 8 3 2

% 4 0 4 35 35 13 9

Establishes and maintains

quality relationships with

community and government

authorities

N 1 1 0 7 9 3 4

% 4 4 0 28 36 12 16

Communicates important

decisions to relevant

stakeholders in a timely

manner

N 0 1 0 5 7 6 4

% 0 4 0 22 30 26 17

Is proactive and responsive

regarding media issues

involving AHC

N 1 2 0 6 7 6 4

% 4 8 0 23 27 23 15

Provides appropriate input

towards commonwealth, state

or local government initiatives

affecting AHC

N 0 1 1 4 9 3 2

% 0 5 5 20 45 15 10


360 Degree Report


Level of Competence – Stakeholder Management & Communication (cont.)

Significant

Development

Required

Moderate

Development

Required

Minimal

Development

Required

Average Above

Average

Well Above

Average Superior

Represents AHC in a positive

manner during community

events

N 1 0 0 4 9 5 7

% 4 0 0 15 35 19 27

Promotes Council activities

and initiatives as well as the

public profile of AHC

N 1 1 0 5 11 5 4

% 4 4 0 19 41 19 15

Strives to ensure the

community are kept informed

of important matters e.g.

through consultation programs

N 0 1 1 6 10 4 5

% 0 4 4 22 37 15 19

Responds to requests for

service and advice from

employees and the

community in a timely manner

N 0 0 2 5 8 5 3

% 0 0 9 22 35 22 13


360 Degree Report


Competency Area: Shaping Thinking & Change

5.26 5.07 4.96 4.92

5.19 4.93 4.96 4.93

1.00

2.00

3.00

4.00

5.00

6.00

7.00

Displays

effective

strategic

thinking and

long-term

planning

Works effectively

with CMs

Prepares and

implements a

Corporate Plan

Effectively

communicates

the AHC

visionand

strategy

Completes and

communicates

Annual Business

Plan

Promotes

importance of

sustainability

Progress

involving the

AHC Strategic

Plan is reviewed

and reported

Works to align

AHC

organisational

structure with

Strategic Plan


360 Degree Report


1.00

2.00

3.00

4.00

5.00

6.00

7.00

Displays

effective

strategic

thinking and

long-term

planning

Works effectively

with CMs

Prepares and

implements a

Corporate Plan

Effectively

communicates

the AHC

visionand

strategy

Completes and

communicates

Annual Business

Plan

Promotes

importance of

sustainability

Progress

involving the

AHC Strategic

Plan is reviewed

and reported

Works to align

AHC

organisational

structure with

Strategic Plan



360 Degree Report



Q1

Displays effective strategic thinking

and long-term planning to ensure the

AHC moves towards its objectives

5.00 5.75 5.60 4.83 5.26

Q2

Works effectively with CMs to

develop, implement and review the

AHC Strategic Plan

5.00 5.50 5.20 4.83 5.07

Q3

Prepares and implements a

Corporate Plan to support the AHC

Strategic Plan

5.00 5.50 5.00 4.75 4.96

Q4

Effectively communicates the AHC

vision and strategy to key internal and

external stakeholders

2.00 5.25 5.20 4.78 4.92

Q5

Ensures the Annual Business Plan is

completed and communicated on

time

4.00 6.00 5.40 4.83 5.19

Q6 Promotes the importance of

sustainability in Council activities 3.00 5.00 5.50 4.83 4.93

Q7

Ensures that progress involving the

AHC Strategic Plan is regularly

reviewed and reported

4.00 5.50 5.20 4.75 4.96

Q8 Works to align the AHC organisational

structure with the Strategic Plan 4.00 6.00 5.10 4.83 4.93

Average 4.00 5.56 5.18 4.81


360 Degree Report


Level of Competence – Shaping Strategic Thinking & Change

Significant

Development

Required

Moderate

Development

Required

Minimal

Development

Required

Average Above

Average

Well Above

Average Superior

Displays effective strategic

thinking and long-term

planning to ensure the AHC

moves towards its objectives

N 0 1 1 4 9 8 4

% 0 4 4 15 33 30 15

Works effectively with CMs to

develop, implement and

review the AHC Strategic Plan

N 0 1 1 5 11 6 3

% 0 4 4 19 41 22 11

Prepares and implements a

Corporate Plan to support the

AHC Strategic Plan

N 0 0 1 8 11 5 2

% 0 0 4 30 41 19 7

Effectively communicates the

AHC vision and strategy to key

internal and external

stakeholders

N 0 1 0 10 6 3 4

% 0 4 0 42 25 13 17

Ensures the Annual Business

Plan is completed and

communicated on time

N 0 0 1 9 5 8 4

% 0 0 4 33 19 30 15

Promotes the importance of

sustainability in Council

activities

N 0 0 2 9 7 7 2

% 0 0 7 33 26 26 7


360 Degree Report


Level of Competence – Shaping Strategic Thinking & Change

Significant

Development

Required

Moderate

Development

Required

Minimal

Development

Required

Average Above

Average

Well Above

Average Superior

Ensures that progress involving

the AHC Strategic Plan is

regularly reviewed and

reported

N 0 0 3 6 9 7 2

% 0 0 11 22 33 26 7

Works to align the AHC

organisational structure with

the Strategic Plan

N 0 0 1 10 9 4 3

% 0 0 4 37 33 15 11


360 Degree Report


Competency Area: Financial & Asset Management

5.00 5.04 4.92 4.88

4.59

4.24

1.00

2.00

3.00

4.00

5.00

6.00

7.00

Effective strategic

thinking and long-

term planning

Works effectively to

develop, implement

and review the AHC

Strategic Plan

Prepares and

implements a

Corporate Plan to

support the AHC

Strategic Plan

Communicates the

AHC vision and

strategy to key


stakeholders

Annual Business Plan

is completed and

communicated on

time

Promotes the

importance of

sustainability in

Council activities


360 Degree Report


1.00

2.00

3.00

4.00

5.00

6.00

7.00

Effective strategic

thinking and long-

term planning

Works effectively to

develop, implement

and review the AHC

Strategic Plan

Prepares and

implements a

Corporate Plan to

support the AHC

Strategic Plan

Communicates the

AHC vision and

strategy to key


stakeholders

Annual Business Plan is

completed and

communicated on

time

Promotes the

importance of

sustainability in

Council activities



360 Degree Report



Q1 Effectively manages annual and

long-term financial plans 5.00 5.50 5.10 4.75 5.00

Q2

Oversees the annual budgeting

process and does this in close

consultation with the Executive

Management Team and Senior

Leadership Team

4.00 5.25 5.10 5.00 5.04

Q3 Demonstrates sound control of

budgets and finances 5.00 5.25 5.20 4.55 4.92

Q4 Provides accurate financial reports to

CMs and in a timely manner 3.00 5.25 5.22 4.67 4.88

Q5

Ensures long-term asset management

plans (community and corporate) are

in place and closely monitored

5.00 5.25 4.70 4.25 4.59

Q6

Ensures strong and well researched

business cases are prepared to

support major projects

3.00 4.50 4.67 3.91 4.24

Average 4.17 5.17 5.00 4.51


360 Degree Report


Level of Competence- Financial & Asset Management

Significant

Development

Required

Moderate

Development

Required

Minimal

Development

Required

Average Above

Average

Well Above

Average Superior

Effectively manages annual

and long-term financial plans

N 0 0 0 10 9 6 2

% 0 0 0 37 33 22 7

Oversees the annual

budgeting process and does

this in close consultation with

the Executive Management

Team and Senior Leadership

Team

N 0 0 0 9 9 4 3

% 0 0 0 36 36 16 12

Demonstrates sound control of

budgets and finances

N 0 0 1 10 8 4 3

% 0 0 4 38 31 15 12

Provides accurate financial

reports to CMs and in a timely

manner

N 0 0 1 11 6 6 2

% 0 0 4 42 23 23 8

Ensures long-term asset

management plans

(community and corporate)

are in place and closely

monitored

N 0 1 1 11 10 3 1

% 0 4 4 41 37 11 4

Ensures strong and well

researched business cases are

prepared to support major

projects

N 1 1 2 11 7 3 0

% 4 4 8 44 28 12 0


360 Degree Report


Competency Area: Develops Organisational Culture & People

5.04

5.58 5.52

5.05

5.69

5.05 4.96 4.90

1.00

2.00

3.00

4.00

5.00

6.00

7.00

Encourages a

positive,

innovative and

productive

organisational

culture

Focuses on strong

customer service

Encourages a

work environment

where feedback is

constructive

Provides

developmental

and training

opportunities for

all employees

where necessary

Promotes a safe

and healthy

workplace

Takes the lead in

the management

of the human

resources

Focuses on the

attraction and

retention

Contemporary

performance

management

procedures are in

place


360 Degree Report


1.00

2.00

3.00

4.00

5.00

6.00

7.00

Encourages a

positive,

innovative and

productive

organisational

culture

Focuses on

strong customer

service

Encourages a

work

environment

where feedback

is constructive

Provides

developmental

and training

opportunities for

all employees

where necessary

Promotes a safe

and healthy

workplace

Takes the lead in

the

management of

the human

resources

Focuses on the

attraction and

retention

Contemporary

performance

management

procedures are

in place



360 Degree Report



Q1

Encourages a positive, innovative

and productive organisational

culture

5.00 5.50 5.60 4.30 5.04

Q2

Promotes an organisational culture

that focuses on strong customer

service for the community and within

AHC

5.00 6.50 5.80 5.09 5.58

Q3 Encourages a work environment

where feedback is constructive 5.00 5.75 5.70 5.25 5.52

Q4

Provides developmental and training

opportunities for all employees where

necessary

4.00 5.75 4.78 5.20 5.05

Q5 Promotes a safe and healthy

workplace 6.00 6.00 5.90 5.36 5.69

Q6

Takes the lead in the management of

the human resources of the

organisation

5.00 5.00 5.33 4.75 5.05

Q7

Focuses on the attraction and

retention of appropriately skilled

employees

6.00 6.25 5.11 4.20 4.96

Q8

Ensures contemporary performance

management procedures are in

place

5.00 5.25 5.22 4.17 4.90

Average 5.13 5.75 5.45 4.80


360 Degree Report


Level of Competence – Develops Organisational Culture & People

Significant

Development

Required

Moderate

Development

Required

Minimal

Development

Required

Average Above

Average

Well Above

Average Superior

Encourages a positive,

innovative and productive

organisational culture

N 1 0 2 5 7 6 4

% 4 0 8 20 28 24 16

Promotes an organisational

culture that focuses on strong

customer service for the

community and within AHC

N 0 0 0 5 6 10 5

% 0 0 0 19 23 38 19

Encourages a work

environment where feedback

is constructive

N 0 0 0 4 8 6 5

% 0 0 0 17 35 26 22

Provides developmental and

training opportunities for all

employees where necessary

N 0 0 0 8 4 5 2

% 0 0 0 42 21 26 11

Promotes a safe and healthy

workplace

N 0 0 0 3 6 13 4

% 0 0 0 12 23 50 15

Takes the lead in the

management of the human

resources of the organisation

N 1 0 1 4 8 5 3

% 5 0 5 18 36 23 14


360 Degree Report


Level of Competence – Develops Organisational Culture & People (cont.)

Significant

Development

Required

Moderate

Development

Required

Minimal

Development

Required

Average Above

Average

Well Above

Average Superior

Focuses on the attraction and

retention of appropriately

skilled employees

N 1 0 1 7 7 4 4

% 4 0 4 29 29 17 17

Ensures contemporary

performance management

procedures are in place

N 1 0 0 7 6 3 3

% 5 0 0 35 30 15 15


360 Degree Report


Competency Area: Governance

5.19

4.81

4.42

5.31 5.00 4.88

5.30

1.00

2.00

3.00

4.00

5.00

6.00

7.00

Regular review of

policies,

procedures,

authorities,

controls,

workplace

agreements,

delegations and

systems

Communication

with EM’s

regarding the

progress of AHC

operations and

major projects

Major projects are

completed on

time and within

budget

Proactively

embraces

continuous and

service

improvement

initiatives

Measurable

outcomes are

achieved from

continuous

improvement and

service

improvement

initiatives

Provides AHC with

systems and

technology that

align with the

Strategic and

Corporate Plan

Remains up to

date with

legislative and

other major

developments

affecting local

government


360 Degree Report


1.00

2.00

3.00

4.00

5.00

6.00

7.00

Regular review of

policies,

procedures,

authorities,

controls,

workplace

agreements,

delegations and

systems

Communication

with EM’s

regarding the

progress of AHC

operations and

major projects

Major projects are

completed on

time and within

budget

Proactively

embraces

continuous and

service

improvement

initiatives

Measurable

outcomes are

achieved from

continuous

improvement and

service

improvement

initiatives

Provides AHC with

systems and

technology that

align with the

Strategic and

Corporate Plan

Remains up to

date with

legislative and

other major

developments

affecting local

government



360 Degree Report



Q1

Ensures regular review of policies,

procedures, authorities, controls,

workplace agreements, delegations

and systems

5.00 5.00 5.20 5.25 5.19

Q2

Regularly and clearly communicates

with EM’s regarding the progress of

AHC operations and major projects

(Strategic, Corporate and Capital

Works)

3.00 5.50 5.10 4.50 4.81

Q3 Ensures major projects are completed

on time and within budget 4.00 5.25 4.60 3.89 4.42

Q4 Proactively embraces continuous

and service improvement initiatives 5.00 6.00 5.80 4.64 5.31

Q5

Ensures measurable outcomes are

achieved from continuous

improvement and service

improvement initiatives

5.00 6.00 5.30 4.30 5.00

Q6

Makes a considered effort to provide

AHC with systems and technology

that align with the Strategic and

Corporate Plan

5.00 5.50 4.90 4.64 4.88

Q7

Remains up to date with legislative

and other major developments

affecting local government

4.00 5.75 5.60 5.00 5.30

Average 4.43 5.57 5.21 4.64


360 Degree Report


Level of Competence- Governance

Significant

Development

Required

Moderate

Development

Required

Minimal

Development

Required

Average Above

Average

Well Above

Average Superior

Ensures regular review of

policies, procedures,

authorities, controls, workplace

agreements, delegations and

systems

N 0 0 0 6 11 9 1

% 0 0 0 22 41 33 4

Regularly and clearly

communicates with EM’s

regarding the progress of AHC

operations and major projects

(Strategic, Corporate and

Capital Works)

N 0 0 2 9 9 6 1

% 0 0 7 33 33 22 4

Ensures major projects are

completed on time and within

budget

N 0 2 1 11 5 5 0

% 0 8 4 46 21 21 0

Proactively embraces

continuous and service


N 0 0 1 4 10 8 3

% 0 0 4 15 38 31 12

Ensures measurable outcomes

are achieved from continuous

improvement and service


N 0 0 2 6 9 6 2

% 0 0 8 24 36 24 8

Makes a considered effort to

provide AHC with systems and

technology that align with the

Strategic and Corporate Plan

N 0 0 0 9 12 4 1

% 0 0 0 35 46 15 4


360 Degree Report


Level of Competence- Governance (cont.)

Significant

Development

Required

Moderate

Development

Required

Minimal

Development

Required

Average Above

Average

Well Above

Average Superior

Remains up to date with

legislative and other major

developments affecting local

government

N 0 0 0 5 13 5 4

% 0 0 0 19 48 19 15


360 Degree Report


Competency Area: Personal Qualities

5.73 5.92

5.69

5.04 5.04

5.61 5.81

1.00

2.00

3.00

4.00

5.00

6.00

7.00

Enthusiastic and

motivated

Integrity and

honesty

Interpersonal and

communication

skills

Innovative and

can identify

opportunities

Achieve

organisational

efficiency

Demonstrates a

'can do' attitude

Works with people

in a constructive

and positive way


360 Degree Report


5.12 5.12 5.24

4.69

5.35 5.15

1.00

2.00

3.00

4.00

5.00

6.00

7.00

Considers information

and provides relevant

options with a firm

recommendation

Promotes the interests

of the AHC

Listens and responds

empathetically to the

wants and needs of

the community

Develops a

partnership between

AHC and the

community

Achieve a positive

and fair solution

Acts as champion

and advocate for the

AHC


360 Degree Report


1.00

2.00

3.00

4.00

5.00

6.00

7.00



360 Degree Report



Q1 Is enthusiastic and motivated? 5.00 6.25 6.10 5.27 5.73

Q2 Demonstrates a high level of integrity

and honesty 5.00 6.75 6.20 5.45 5.92

Q3

Possesses highly developed

interpersonal and communication

skills

5.00 6.25 6.10 5.18 5.69

Q4 Is innovative and can identify

opportunities 5.00 5.75 5.50 4.36 5.04

Q5

Strives to achieve organisational

efficiency by using available

resources in a way which maximises

outputs

5.00 6.00 5.10 4.56 5.04

Q6 Actively demonstrates a 'can do'

attitude in the workplace 5.00 6.75 5.89 4.89 5.61

Q7 Works with people in a constructive

and positive way 6.00 7.00 5.90 5.27 5.81

Q8

Considers information and provides

relevant options with a firm

recommendation (e.g. reports)

4.00 5.50 5.50 4.70 5.12

Q9 Promotes the interests of the

Adelaide Hills community 4.00 5.75 5.30 4.82 5.12

Q10

Listens and responds empathetically

to the wants and needs of the

community

5.00 6.25 5.44 4.73 5.24

Q11 Develops a partnership between

AHC and the community 4.00 5.25 5.40 3.91 4.69

Q12 Strives to achieve a positive and fair

solution for all parties where possible 5.00 6.75 5.30 4.91 5.35

Q13 Acts as champion and advocate for

the AHC 5.00 6.25 5.70 4.27 5.15

Average 4.85 6.19 5.65 4.80


360 Degree Report


Level of Competence – Personal Qualities

Significant

Development

Required

Moderate

Development

Required

Minimal

Development

Required

Average Above

Average

Well Above

Average Superior

Is enthusiastic and motivated

N 0 0 1 2 5 13 5

% 0 0 4 8 19 50 19

Demonstrates a high level of

integrity and honesty

N 0 0 0 3 4 11 8

% 0 0 0 12 15 42 31

Possesses highly developed

interpersonal and

communication skills

N 0 0 2 2 6 8 8

% 0 0 8 8 23 31 31

Is innovative and can identify

opportunities

N 0 0 2 8 8 3 5

% 0 0 8 31 31 12 19

Strives to achieve

organisational efficiency by

using available resources in a

way which maximises outputs

N 0 0 2 5 9 6 2

% 0 0 8 21 38 25 8

Actively demonstrates a 'can

do' attitude in the workplace

N 0 1 0 3 6 6 7

% 0 4 0 13 26 26 30


360 Degree Report


Level of Competence – Personal Qualities (cont.)

Significant

Development

Required

Moderate

Development

Required

Minimal

Development

Required

Average Above

Average

Well Above

Average Superior

Works with people in a

constructive and positive way

N 0 0 1 4 4 7 10

% 0 0 4 15 15 27 38

Considers information and

provides relevant options with

a firm recommendation (e.g.

reports)

N 0 0 1 5 10 8 1

% 0 0 4 20 40 32 4

Promotes the interests of the

Adelaide Hills community

N 0 0 0 11 5 6 4

% 0 0 0 42 19 23 15

Listens and responds

empathetically to the wants

and needs of the community

N 0 0 1 5 11 3 5

% 0 0 4 20 44 12 20

Develops a partnership

between AHC and the

community

N 1 0 2 10 6 4 3

% 4 0 8 38 23 15 12

Strives to achieve a positive

and fair solution for all parties

where possible

N 0 0 1 7 6 6 6

% 0 0 4 27 23 23 23


360 Degree Report


Level of Competence – Personal Qualities (cont.)

Significant

Development

Required

Moderate

Development

Required

Minimal

Development

Required

Average Above

Average

Well Above

Average Superior

Acts as champion and

advocate for the AHC

N 0 0 2 6 7 8 3

% 0 0 8 23 27 31 12


360 Degree Report


Key Performance Indicators 2014/2015

4%

4%

0%

4%

4%

7%

4%

4%

4%

81%

74%

93%

78%

89%

89%

89%

96%

93%

15%

22%

7%

19%

7%

4%

7%

0%

4%

0% 20% 40% 60% 80% 100%

Other: Improve the cultural performance of the organisation to be

demonstrated by improvement to the average satisfaction responses

to questions from the 2014 to the 2015 Employee Opinion Survey.

Corporate Plan: Based on the Customer Service Framework, a regular

report (at least 6 monthly) on performance against key customer

service standards from Tier 1 of the framework has been undertaken.

Corporate Plan: Based on the Customer Service Framework, a

customer service survey has been produced and conducted to

identify improvements in our customer service delivery.

By October 2015: Review the Council's Rating Strategy

By November 2014: Produce a Strategic Planning and Reporting

Framework that is endorsed by Council

By September 2015: Produce an Economic Development Strategy

that is endorsed by Council

By August 2015: Produce a framework with timeframes for the

development of precinct plans and guidelines for activity centres

and villages

By August 2015: Produce a District Master Plan that is endorsed by

Council

By June 2015: Produce a Community Strategy that is endorsed by

Council

No Yes Don't know


360 Degree Report


Top 10 Scoring Questions

Rank Question Competency

Area Q# Self Directors Managers CMs Ave

1 Demonstrates a high level of integrity and honesty Personal Qualities 2 5.00 6.75 6.20 5.45 5.92

2 Works with people in a constructive and positive

way Personal Qualities 7 6.00 7.00 5.90 5.27 5.81

3 Is enthusiastic and motivated Personal Qualities 1 5.00 6.25 6.10 5.27 5.73

4 Promotes a safe and healthy workplace

Develops

Organisational

Culture & People

5 6.00 6.00 5.90 5.36 5.69

5 Possesses highly developed interpersonal and

communication skills Personal Qualities 3 5.00 6.25 6.10 5.18 5.69

6 Promotes equitable (i.e. fair and impartial) work

practices (e.g. recruitment)

Leading and

Managing Council's

Employees

7 5.00 6.50 5.89 4.86 5.62

7 Actively demonstrates a 'can do' attitude in the

workplace Personal Qualities 6 5.00 6.75 5.89 4.89 5.61

8

Promotes an organisational culture that focuses

on strong customer service for the community and

within AHC

Develops

Organisational

Culture & People

2 5.00 6.50 5.80 5.09 5.58

9 Encourages a work environment where feedback

is constructive

Develops

Organisational

Culture & People

3 5.00 5.75 5.70 5.25 5.52

10 Listens and responds to the thoughts and

concerns of CMs

Forges Relationships

with and Advises

Council Members

4 5.00 6.25 5.75 5.00 5.44


360 Degree Report

All Rights Reserved © Locher & Associates Pty Ltd 2015 Page 48 Page 48

Bottom 10 Scoring Questions

Rank Question Competency

Area # Self Directors Managers CMs Ave

1 Ensures strong and well researched business cases

are prepared to support major projects

Financial & Asset

Management 6 3.00 4.50 4.67 3.91 4.24

2 Holds people accountable for their work

Leading and

Managing Council's

Employees

6 4.00 4.50 4.70 3.71 4.32

3 Ensures major projects are completed on time and

within budget Governance 3 4.00 5.25 4.60 3.89 4.42

4

Ensures long-term asset management plans

(community and corporate) are in place and

closely monitored

Financial & Asset

Management 5 5.00 5.25 4.70 4.25 4.59

5 Makes decisions which are innovative and suitable

Leading and

Managing Council's

Employees

5 4.00 5.50 5.00 4.00 4.62

6 Develops a partnership between AHC and the

community Personal Qualities 11 4.00 5.25 5.40 3.91 4.69

7 Liaises effectively with government authorities to

achieve positive outcomes

Stakeholder

Management 2 3.00 5.75 5.00 4.20 4.70

8 Liaises effectively with the community and business

groups to achieve positive outcomes

Stakeholder

Management 1 5.00 5.75 5.13 4.09 4.75

9

Regularly and clearly communicates with EM’s

regarding the progress of AHC operations and

major projects (Strategic, Corporate and Capital

Works)

Governance 2 3.00 5.50 5.10 4.50 4.81

10 Establishes and maintains quality relationships with

community and government authorities

Stakeholder

Management 3 5.00 6.00 5.22 4.18 4.88

Appendix 3 2015-16 CEO Key Performance Indicators

2015-16 CEO Key Performance Indicators (Updated 18 November 2015))





SP 2.3.1


SP 3.1.3


SP 1.1.2



SP 4.11


SP 1.2.1

Targets



Adelaide Hills Council – Special Council Meeting 24 November 2015 CEO Performance Review Panel – 18 November 2015 Meeting Recommendations

Page 6

3. CEO Performance Review Panel – 18 November 2015 Meeting Recommendations – Period of Confidentiality

That having considered Agenda Item 6.3 in confidence under section 90(2) and 90 (3)(a) of the Local Government Act 1999, the Panel, pursuant to section 91(7)(b) of that Act, orders that the documents and all minutes be retained in confidence until Council had adopted the final performance report, and determined the 2015 Total Employment Cost package and adopted the suite of 2015-16 CEO Key Performance Indicators and advice has been provided to the Chief Executive Officer of the decision.

Documents

Item: 19.1 Originating Officer: Megan Sutherland, Manager ... Council/Item 19.1... · Recommendations - Confidential 1 ... relation to the 2015 CEO 360 Degree Report (Performance