moving mitchell forward 2014 23 november 2014_lowres

Moving Mitchell forward.Excellence through leadership, innovation and partnership

Mitchell Shire council.

Mitchell Shire Council is an easy drive from Melbourne’s CBD, located directly off the Hume Freeway with easy access to public transport. The region is famous for its scenic beauty of rolling hills, rural plains and the vast Goulburn River. Being one of Victoria’s fastest growing municipalities, we offer flexible working conditions within a supportive and innovative environment.

CEO Foreword 5

Introduction 6

Starting point 9

Our Destination 11

The Wider Context 12

Our Values 14

The Role of Our Leaders 15

Our Themes 16

Implementing and Measuring Our Success 18

Conclusion 21

References 23

Appendix 1: Detailed Outline of Activities 24

contents.

Mitchell Shire Council has an exciting and challenging future. As Melbourne’s newest growth area we will see unprecedented growth over the next 20 years. Our population will not only triple in size, but will become increasingly diverse both in age and ethnicity. While planning for our new communities we must also work to enhance and protect our growing townships, value our heritage and increase the economic benefit of local business and tourism. These challenges will require an organisation that is agile, future focussed and delivers.

This framework is the road map that will guide us in creating the type of organisation that will deliver the Council’s Plan. It also seeks to set us up well for the future and ensure that the organisational decisions and investments that we make today are sustainable in the long term. It is intentionally an internally focussed document.

We are committed to ensuring that Mitchell keeps moving forward in order to achieve excellence and deliver well for the community. Each and every one of us can make a contribution to that goal. I look forward to working with you as we shape our future together.

Rebecca McKenzie Chief Executive Officer

ceo forward.

our way forward

Our vision is to be a high performing organisation that provides great services to our community both now and into the future, that leads us to a destination where efficiency, innovation and multi-level leadership are at the core of what we do.

We want to be known for Excellence through Leadership, Innovation and Partnership. Our challenge is to develop a systemic approach in providing services whilst also transforming our current organisation.

Moving Mitchell Forward is our roadmap to establishing the foundations for a positive organisational culture by increasing our agility, building our capacity, and inspiring our people to achieve everyday excellence in delivering outcomes.

Moving Mitchell forward in a way that ensures we are fit for the future requires a focus and framework that makes clear what we want to achieve and can be explained by every staff member.

This four year framework connects all the various pieces of work that go in to making our people and our service delivery great. It provides a clear view of why we do something, how we do it, and how we measure our achievements. It also shows how they link and provides a process to evaluate, monitor and improve our approach.

introduction.

at Mitchell we will achieve our vision by:

• Focusing on the levels of change at the organisational, directorate, team and individual levels.

• Working in partnership with the community and relevant Mitchell stakeholders, groups and committees to ensure alignment across our organisation.

• Adopting a strategic and systemic view to ensure that our organisation and our people are ready and capable of responding to the dynamic and complex needs of our municipality.

• Living our values to facilitate positive change, deliver the Council Plan and build a service culture that fosters constructive relationships with our colleagues and the community.

• Being environmentally, socially and financially responsible and sustainable.

• Providing leadership and striving to introduce innovation that leads to excellence.

Starting Point.

We have used a range of evidence sources, including an all staff survey to help us derive an accurate starting point. In doing so, we acknowledge the legacy of past leaders, the work undertaken, and the many changes over the last few years.

The data is clear. Just like the community, staff want to see deliverables on commitments, including behaviours, initiatives and process improvements.

This strategy will deliver a range of outcomes. Activities will be focussed at both the local and organisational level.

employee engagement Survey

Our last Employee Opinion Survey was conducted in December 2012 and provided detailed information from staff. The results of the Survey indicated that 75% of staff were highly engaged, 12% were engaged, 8% were neutral and 5% were disengaged. Moving Mitchell Forward provides the framework to address those things that will drive higher levels of engagement.

Priorities identified by employees for action arising from the Employee Opinion Survey included:

People

• Keeping skilled employees

• Providing for employee health and wellbeing

• Valuing employees

• Pay and conditions

• Employee performance management

• Physical work conditions

culture

• Having a clear vision for the future

• Co-operating across work areas

• Trust

• Having the resources to achieve work area goals

• Communicating customer feedback

• Quality procedures and work practices

• Knowing how Council performs

• Being proud of Council

• Being recognised in the local government sector

• No tolerance bullying in action plan

culture

Collaboration is crucial to the way we work both now and into the future and communication is key to that. Over recent months we have experienced a greater depth of communication, including improvements in top down communication. The data sources tell us that the challenge for the future is to build on processes that facilitate better upward communication.

Our internal information tells us that whilst we live the values in many respects there is nevertheless room for improvement. Employees are wanting to be strategic in their focus on projects and initiatives and strive to complete these in an innovative and excellent way. The range of employee feedback has informed the development of this framework.

desired culture

Employees want:

• To feel engaged and proud to work for Council

• A clear sense of planned direction from broad strategy right down to individual roles

• A culture of respect that supports service delivery and professional development

• To be enabled

leadership

The increasing acknowledgment and celebration of excellence is strongly supported as is our intention to make Council a ‘great workplace to work’. In doing so we acknowledge the need for more consistent management of workload, performance and behaviours to help reduce turnover, retain corporate knowledge and improve morale.

desired leadership

Employees want leadership that:

• Rolemodelsourvalues

• Demonstratesaccountabilityandholdsitselftohighstandards

• Demonstratesempathyandemotionalintelligence

• Empowersandinspirespeopletoachievetheirbest

We will be an organisation that is known for excellence through leadership, innovation and partnership.

In practice this means:

• Havingastrong,positivereputationbothlocallyandacrossthesector

We will be proud of Mitchell Shire Council and the work that we do. We will be known locally for our commitment to customer service and high standards. We will take opportunities to raise the profile and standing of Mitchell by participating in cross sector networks, speaking at meetings and conferences, and applying for appropriate recognition awards.

• Beingclearaboutoursharedvisionforthefuture

Our municipality will be transformed in coming years, and will see substantial growth in the South Ward which will also bring change to all of our eight rural and peri-urban townships. We will develop a suite of robust, future focused strategies that outline Council’s vision for the future and detail clear action plans to get us there. Our plans and strategies will be developed through engagement with our communities.

• Beingfinancially,environmentallyandsociallysustainable

We will help Council to understand the financial consequences of the decisions that they make. We will manage Council’s resources prudently, ensuring that we deliver value for money both in the short and long term, keeping strong community outcomes as our focus. We will all take responsibility for achieving a 20% reduction in our carbon emissions by 2020.

• Investinginouremployeesandcelebratingtheirachievements

We will create an environment within which our employees can excel and achieve their best. We will invest in learning and professional development and recognise ‘a job well done’ both on the job and through our formal recognition programs. Our approach will ensure that we recruit great people and support them during their career with us.

• Beingcommunityleadersandenablers

We will develop new ways of engaging with our community and connecting with them through the work we do and services we deliver. Our approach will seek to build community capacity, capability and resilience, rather than a culture of dependence. As a large local employer we will be a role model for principles of equity, diversity, safety, sustainability and good governance.

our destination.

Mitchell Shire is in a period of transition as we prepare for significant growth whilst continuing to invest in our existing communities. The following environmental factors will influence our approach at a local level.

Political

In 2013, and after a period of community consultation, Council set out its intended strategic direction for the four-year political term in the Council Plan 2013-2017. This pulls together common themes into a set of strategic priorities and objectives that give us a planned pathway into the future. This will guide us as we manage change and growth and improve services and infrastructure.

The Federal election in September 2013 has already had an impact as we await the outcome of the government’s changing priorities and re-evaluation of funding programs. Delivery at a local level has been delayed with projects on hold pending decisions on previously agreed funding. This uncertainty may be further compounded by the outcome of the State election due in November 2014, as many services and functions are part funded or governed by State and Federal government.

economic

Australia’s prolonged mining boom is slowing creating knock-on effects on the economy, with the most obvious outcome the reduction of income at State and Federal levels. This will mean there will be less money available for programs at a local government level. Recent announcements regarding job losses in various manufacturing industries across Victoria also

point to a constrained, or at least cautious, economic environment.

Despite this, Council will benefit financially from the growth in new housing developments in the south of the Shire which has, and will continue to, increase the rate base.

Social

While there will be a necessary focus on new development and new families moving into Mitchell’s south, we must balance that with properly representing the interests and meeting the needs of the rural population and landscape, as well as addressing areas of disadvantage. Priorities will include responding to increasing diversity as well as building community capacity and resilience.

technology

Technology is rapidly changing people’s expectations for how, when and where they interact with Council. Council can no longer rely on delivery paper-based services from physical locations within set hours. Whilst technology can reduce the individual transaction costs of providing services and will facilitate innovation, it will require a significant invest-to-save approach.

growth

As one of Melbourne’s designated Growth Areas, Mitchell Shire is projected to increase in population from 37,000 in 2013 to nearly 100,000 by 2031.

the wider context.

Demographic changes forecast that, as a whole, Mitchell Shire will see a:

• 70%increaseinpeopleunderworkingage

• 59%increaseinadultsofretirementage

• 45%increaseinadultsofworkingage

The forecast increase in population at both ends of the age spectrum means that we need to plan for increased service demand from both young and old.

Providing new services while simultaneously maintaining current service provision along with expanding open spaces in a structured way requires commitment. Mitchell Shire Council will need to plan now to devote resources to extensive community engagement in a creative, innovative way that produces the best results.

organisational efficiency

If we are to service a fast growing community in a timely manner we must have an agile and swift response to change. We therefore need to continuously review and improve services, practices and their underpinning policies to ensure they are adaptive, appropriate and accessible.

To deliver this we will need to recruit the right people and develop them in a way that builds change readiness and agility to adapt. Alongside this there is likely to be an increased demand for Mitchell to match the increasingly sophisticated, IT focussed customer services available to community members in other spheres, such as their workplaces and other customer service organisations.

We each take personal responsibility to uphold these values, understanding that our pledge may involve difficult choices, hard work and perseverance to deliver for Mitchell Shire.

oUr valUeS we’re moving Mitchell forward

will take us there...

innoVationinSPiring innovation and creativitY for PoSitive coMMUnitY oUtcoMeSwe will be open to change and lead by examplewe will seek learning opportunities we will nurture new ideas we will commit to continuous improvement

collAborationworKing together enthUSiaSticallY to achieve Shared goalSwe will listen to others and respect their opinionswe will value diversity and seek different views we will foster collaboration, while maintaining individual accountabilitywe will communicate openly and honestly to build trust and respect

exceLlencePUrSUing eXcellence in everYthing that we dowe will strive to exceed community expectationswe will recognise and celebrate individual and team achievementswe will continuously work to improve our performancewe will take pride in delivering great things for our communities

accoUntabilityenhancing tranSParencY and accoUntaBilitY in oUr worKwe will accept personal accountability for our behaviours, actions and resultswe will focus on finding solutions, rather than making excuses and placing blamewe will commit to governance processes that are fair, open and transparentwe will make sound decisions and balance needs appropriately

intEgritydeMonStrating high PerSonal and ProfeSSional StandardSwe will take pride and ownership in all that we do and saywe will act ethically and honour our commitmentswe will build relationships based on mutual respect we will treat others with dignity and respect

Leadership exists at all levels. Some of us are leaders of teams or functions and have leadership responsibilities because of the role we hold. Others will assume leadership roles at various times because of specialist technical expertise or because of an idea we have for change. We are committed to providing opportunities for both types of leadership to flourish so that we become a ‘leaderful’ organisation.

We commit to building a strong and ethical leadership culture to help us achieve our vision. Our leaders will be enablers, helping people to think strategically, creating an inspiring vision of the future, encouraging innovation and translating it into delivery.

Leaders will:

• Takeanorganisationalview

• Helpotherstoachieveandbesuccessful

• Motivateotherstounderstandhowtheirworkcontributes to our organisational goals

• Giveregular,honestandconstructivefeedbacktoenhance performance

• Berolemodelsofourvalues

We will build a leadership competency framework so that all employees will be clear about the core leadership competencies that are critical to our success. This will be translated into our development and performance management systems.

the role of our leaders.

The following five themes will position us well to achieve leadership in excellence and innovation in relation to service delivery to and for the community. They are the critical drivers to deliver Move Mitchell Forward.

1. PeopleWe will have the right number of people, with the right skills doing the right jobs in order to deliver excellent and innovative services to the community. We will do this by supporting staff to build capability, to recognise and reward performance, to build the accountability of staff, to provide a healthy and safe work environment and to embed and integrate our values to deliver high performance.

2. customer and communityWe will partner, empower and engage with our customers to deliver well for our community both now and into the future. We will seek to involve and engage the community in the development of strategy and the design of our services and programs. We will commit to high standards of performance and transparency.

3. leadershipWe will enable and encourage our people to think and act strategically and innovatively to achieve excellence in service delivery. We will invest in leadership by developing an agreed leadership capability framework, providing opportunities for career enrichment through project based secondment, mentoring and acting assignments. Our leaders will be at all levels of the organisation and will together make Council a great place to work.

4. resourcesWe will develop an organisation that is fit for purpose both now and into the future. We will safeguard our future sustainability by developing and implementing a long term financial plan, identifying and seeking external funding for services, monitoring and planning for appropriate deployment of assets and infrastructure.

5. Systems and ProcessesWe will be innovative in creating an approach to our work that reduces red tape and bureaucracy to make services easier, less expensive and more effective for our community. We will implement mechanisms that generate innovation, accountability, continuous improvement and compliance with our procurement obligations.

our themes.

$$$

People

Measure Target

Employee turnover Remains below 5%

Increase in staff engagement Staff engaged or highly engaged 85%

Employee participation in engagement survey 75% or more

Evaluation results from learning and development activities Average satisfaction at 80% or higher

Numbers of participants at learning and development activities An average of 80% of maximum numbers of participants in attendance

Decrease in the number of injuries which led to lost time Decrease 5%

Maintain or improve on average local government individual personal leave

Maintain

customer

Measure Target

Phone calls dealt with at first point of contact 80%

Planning applications decided within 60 days 60%

TRIM requests completed within 10 working days 90%

Counter enquiries dealt with at first point of contact 65%

Identified internal service delivery agreements are developed and implemented according to projected timelines

85%

implementation and Measuring our Success.

To support the delivery of this Framework as with all of our organisational strategies, we will develop an Annual Action Plan which will clearly outline the activities we commit to in the coming year. The Annual Action Plan will list those activities or projects which are assessed as most likely to demonstrate what we have delivered on our goal to move Mitchell forward.

Our Executive Leadership Team will sponsor the implementation, reporting and evaluation of the actions under this framework. They will be champions and lead the communication and engagement process.

The Governance and Organisational Development Team will be key drivers of a number of the activities

contained within the action plan, as will the Senior Leadership Team (SLT). The Governance and Organisational Development Team will report on the implementation progress.

The Leadership Reference Group will provide input into implementation the Action Plan and champion the strategy and activities. They will play the role of ‘critical friend’, road testing and advising on initiatives before their implementation.

It is important that we measure and track our progress. We have agreed the following measures as indicators of our success:

leadershipMeasure Target

Employee satisfaction with leadership as measured by the Employee Opinion Survey

Maintained or improved

Leadership development activities 15+ activities per annum

Evaluation results from leadership development activities Average satisfaction at 80% or higher

Numbers of participants at leadership development activities An average of 80% of maximum numbers of participants in attendance

resources

Measure Target

Capital works spent and committed 80%

Financial underlying result over life of framework More than 0

Liquidity ratio More than 1:2

Indebtedness 40% or less

Advocacy initiatives are successful in obtaining external funding 25%

Renewal Gap More than 1

Human Resources Expenses per FTE

Systems and Processes

Measure Target

Implementation of a Continuous Improvement Framework and completion of annual activities

80%

Implementation of identified activities within the IT Strategy 80%

Completion of performance development plans 100%

Procurement activities are in accordance with policy and procedure

100%

We all have a role in Moving Mitchell Forward. This framework provides the context and outlines how we will turn our performance improvement journey from words to action. Everyone can make a contribution, regardless of role.

The alignment and integration of change projects across our organisation is critical to achieve our shared success. Our framework provides the road map for us to deliver to our Community.

Our focus and effort will support the continuing effort to partner across the organisation, build capability of employees, provide leadership and manage our resources and systems to deliver excellent and innovative services to our Community.

This is an exciting time for all of us to work together to moving Mitchell Forward.

conclusion.

The following strategies and documents have been reviewed as part of the development of this framework:

2020 Community Plan

Access and Inclusion Disability Plan

Arts and Culture Strategy

Council Plan: Strategic Resource Plan

Advocacy Framework

Community Engagement Strategy Final Action Plan

Early Years Plan

Economic Development Strategy

Environment Strategy

Integrated Community Services and Infrastructure Plan

IT Strategy

Municipal Emergency Management Plan (MEMP)

Municipal Health and Well Being Plan

National Framework for Women in Local Government ALGWA

Open Spaces Strategy

Positive Ageing Strategy Pandemic Plan

Rating Strategy

Risk Management Framework

Sports Development Plan

Sustainable Resource Management Strategy

Tourism Strategy

references.

Moving Mitchell forward detailed action Plan

appendix 1

1.People

We will enable and encourage our people to think and act strategically and innovatively to achieve excellence in service delivery. We will invest in leadership by developing an agreed leadership capability framework, providing opportunities for career enrichment through project based secondment, mentoring and acting. Our leaders will be at all levels of the organisation and will together make Council a great place to work.

ActionsResponsibilityandKeyStakeholders

TimeFrame

13/14 14/15 15/16 16/17

a)Buildcapabilityofemployees

We will develop an annual Corporate Learning Calendar that is informed by organisational priorities and individual development plan data by February each year.

Governance, Organisational Development Team (GOD Team)

a a a a

We will incorporate the use of shared learning in the workplace and utilising the Professional Development programs for employee capacity building and to assist in developing the team’s capabilities.

All Employees a a a a

We will develop a Leadership Development Program to build the capability of Mitchell employees.

GOD Team a a a a

We will implement a People and Culture plan that includes workforce planning.

Leadership Reference Group and GOD Team

a a

b)EmbedtheValuesintoourbehaviours

We will ensure that our interview questions includes a process to ascertain fit with Mitchell Shire Values.

People and Culture Team and all Recruiting Leaders

a a a a

We will build an assessment of alignment with our values into 100% of recruitment activities by the use of psychometric testing procedures for Coordinator positions and above.

People and Culture Team and all Recruiting Leaders

a a a a

We will reward those who demonstrate our values in practice through our Values Champion Program.

GOD Team and Strategic Leadership Team

a a a a


TimeFrame

13/14 14/15 15/16 16/17

c)RecogniseandRewardourStaff

We will develop a detailed program that includes various rewards and recognition of Mitchell employees.

GOD Team and Strategic Leadership Team

a a a a

d)BuildtheAccountabilityofStaff

We will develop and implement a robust performance development plan with skill development that will create clear lines of sight and personal accountability.

GOD Team, and all Leaders a

We will build an alignment between Council Plans, Business Plans and Individual Plans that will further clarify the scope of employment of staff.

Business Transformation Team

a

e)ImprovetheprocessesofRecruitmentofStaff

We will develop and implement a recruitment and selection policy and process.

People and Culture Team a

f)ImprovetheRetentionofStaff

We will develop and implement a workforce planning strategy that includes a process to improve the retention of staff.

GOD Team and Leadership Reference Group

a

We will develop and implement a Coaching and Mentoring Program that will enhance the interdepartmental relationships.

GOD Team and all Leaders a

g)Fosteranemployeerelationsenvironmentbasedontheprincipleofsharedinterests

We will introduce an Employee Relations system and commitment to engage with staff through a Consultative Committee.

People and Culture Team, Executive Leadership Team and all Leaders

a

h)Havehealthyandsafeworkenvironmentandencouragehealthandwellbeingforstaff

We will develop a Health and Wellbeing Program. GOD Team and all Employees a


TimeFrame

13/14 14/15 15/16 16/17

i)PromoteMitchellasagreatplacetowork

We will develop an employment branding initiative that will promote Mitchell Shire Council as a great place to work.

Business Transformation Team and all Leaders

a

We will promote the scope and breadth of the roles that are available at Mitchell Shire.

People and Culture Team and all Staff a

We will review our Induction processes including the development of specific Kindergarten and Managers on-boarding processes.

GOD Team, Relevant Leaders in Sustainable Communities Directorate and Leadership Reference Group

a

j)InvestigateOpportunitiesforImprovingtheCorporateCulture

We will continue to integrate Mitchell Shire Council values by developing a program of activities to support a culture of excellence and accountability.

GOD Team and Leadership Reference Group

a

k)ReducetheamountoftimethatourpeopleareawayfromworkonWorkcoverClaims

We will develop and implement an innovative Return to Work Program to assist our people in getting back to work from Workcover Injuries.

GOD team and all Leaders a

l)MaximisingtheopportunitiesforourpeopletoprovidefeedbackandbeinvolvedinthesuccessfuloperationofMitchellShireCouncilOperations.

We will continue to promote Yammer and consider other Multi-Channel feedback systems for the organisation to be able to provide feedback.

All Leaders/staff within Mitchell Shire Council

a a a a

We will partner, empower and engage with our customers to deliver well for our community both now and into the future. We will seek to involve and engage the community in the development of strategy and the design of our services and programs. We will commit to high standards of performance and transparency.


TimeFrame

13/14 14/15 15/16 16/17

a)Wewilldeliverexcellentservicetoallourcustomersandcommunity

We will investigate ways to improve our website to allow maximum efficiency for customer service self-service processes.

Active Communities Department and all Leaders

a a a

We will develop and implement a Customer service charter, including a complaint feedback process for external customers.

Active Communities Department and all Leaders

a

We will develop internal service delivery agreements between relevant internal services delivery areas and internal customers.

Corporate Service Department and all Leaders

a

We will research, plan and implement systems for customers in our future communities including the development of an E-service plan.

Active and Connected Communities Department and all Leaders

a

We will explore shared services internally and externally to improve efficiency and excellence in customer service delivery.

Executive Leadership Team and Managers

a

b)WewillworkinpartnershipwiththeMitchellCommunitytobuildanactive,vibrant,healthyandsociallyconnectedcommunity

We will explore shared services partnership models to deliver services between departments.

Corporate Services Director and all Leaders

a

We will develop a Mitchell Community Engagement Strategy that will embed community engagement principles into all of our activities.

Community Strengthening Manager and all Leaders

a

2. customer and community

3. leadership

We will enable and encourage our people to think and act strategically and innovatively to achieve excellence in service delivery. We will invest in leadership by developing an agreed leadership capability framework, providing opportunities for career enrichment through project based secondment, mentoring and acting. Our leaders will be at all levels of the organisation and will together make Council a great place to work.


TimeFrame

13/14 14/15 15/16 16/17

Wewillinvestinleadershipasacorecompetencyatalllevels,butparticularlyforlevels1–5

We will agree on a set of core Mitchell Shire Council leadership competencies.

GOD Team and all Employees a

We will agree to a Leadership Development Framework to guide our leadership investment.

GOD Team and all Employees a

We will build a Councillor Development Framework, supporting Councillors with individual development plans on request.

CEO, Councillors and GOD Team a

We will provide opportunities for career enrichment of leaders through project based secondment mentoring and acting opportunities.

All Leaders a

We will provide informal personal leadership to all staff through their participation as champions, and practice leaders.

Strategic Leadership Team and all Leaders

a

4. resources

We will develop an organisation that is fit for purpose both now and into the future. We will safeguard our future sustainability by developing and implementing a long term financial plan, identifying and seeking external funding for services, monitoring and planning for appropriate deployment of assets and infrastructure.


TimeFrame

13/14 14/15 15/16 16/17

a)Wewillcreatelongtermfinancialsustainability

We will develop and implement a Long Term Financial Plan.

Director Corporate Services and Executive Leadership Team

a

b)Wewillmaximisetheutilisationofouremployeestoensurethattheyareintherightjobswiththerightskills

We will develop a Workforce Plan including systems and tools to monitor the deployment of employee resources.

People and Culture Team and Leaders a

We will constantly focus and review systems and staffing resources to ensure that we are planning for current and future needs.

All Leaders a

c)WewillplanforthefuturegrowthofourCommunity

We will implement our Advocacy Framework and review the framework on an annual basis.

Business Transformation Team and Executive Leadership Team

a

d)Wewillidentifyandseekexternalfundingforservices

We will implement a range of systems to ensure sustainable practices in relation to assets and infrastructure.

Engineering and Infrastructure Director and all Leaders

a

e)Wewillmonitorandplanforappropriatedeploymentofassetsandinfrastructure

We will complete our accommodation strategy with recommendations and secure council endorsement for any changes.

Executive Leadership Team a

We will be innovative in creating an approach to our work that reduces red tape and bureaucracy to make services easier, less expensive and more effective for our customers. We will implement mechanisms that generate innovation, accountability, continuous improvement and compliance with our procurement obligations.


TimeFrame

13/14 14/15 15/16 16/17

a)Weregularlyimplementbusinessprocessreviews

We will agree a consistent Mitchell Shire Council continuous improvement methodology.


a

We will undertake one service reviews per annum. Business Transformation Team and all Leaders

a

b)Wewillintroducemechanismsthatgenerateinnovationprocesses

We will hold an innovation summit that engages people from across the organisation in September 2014.


a

c)Wewillensureaccountabilityandminimisationofprocesses

We will review, implement and promote delegations to enable the appropriate authority in decision making.

GOD Team and Executive Leadership Team

a

d)Wewillreviewallmajorprojects/event/strategies/initiativesfor“lessonslearnt”

We will introduce a consistent project methodology which includes a review step at the closing out the project.

GOD Team, Manager Engineering Services and all Employees

a

5. System and Processes


TimeFrame

13/14 14/15 15/16 16/17

e)Wewillensurethatourprocurementprocessesarerobustandconsistent

We will review our procurement processes and implement improved processes.

Manager Finance and all Leaders a

f)Wewillutilisetechnologywherepossibletocreategreaterefficiencywithintheworkplace

We will develop and implement an IT Strategy. Business Transformation Manager

a

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Mitchell Shire coUncil113 High Street, Broadford 3658Ph: (03) 5734 6200Fax: (03) 5734 6222E: [email protected]

moving mitchell forward 2014 23 november 2014_lowres

Documents

mitchell forward

mitchell shire council

challenging future

everyday excellence

current organisation

type of organisation

great services

high performing organisation