Delivery Program and Operational Plan 2012 - 2013 - Ku-ring-gai ...

How performance
is measured
The performance of Council against the delivery of the activities
listed in this draft plan is measured through two levels of indicators.
Key performance indicators (KPIs) represent a measure of the
standard or outcome of an organisation’s services or activities. The
KPIs are designed to encapsulate the performance and outcomes of
Council and are reported on bi-annually inline with requirements set
out in the Local Government Act 1993. Tied to this reporting, Council
also receives quarterly budget reports. These provide data on the
financial position of Council in terms of its income and expenditure
as well as the status of its adopted capital works program.
Each KPI has been given a priority listing of 1, 2 or 3 based on the
following criteria:
• whether its achievement is a legislative responsibility (1)
• if it responds to a Ministerial directive or order (1)
• if it relates to the ongoing sustainability of Council or is strategically
important in that it informs Councillors of the overall direction of the
organisation (2)
• whether it is tied to the operational efficiency that enables
benchmarking against other Council’s (2)
• if the achievement of the KPI relates to an adopted capital works
program (2)
• If the indicator is designed to report on the out put of a program (3)
The day-to-day activities of the sections of Council are measured
through operational performance indicators (OPIs). These are linked
to section and individuals’ work plans and are also nested within the
organisation’s KPIs and strategic direction. The progress of OPIs is
reported quarterly through an internal process.
Policies, plans and guidelines
Council adopts many policies and plans to guide it in delivering its
services and programs. These range from urban planning controls,
masterplans for public spaces and regulations through to policies
about how community participation can inform the decision making
process.
These documents reflect statutory requirements, government
policy and, wherever possible, the aspirations and opinions of the
community. The outcomes are reflected in part through the KPIs
and OPIs. There is a need to review these regularly to ensure
that they remain relevant and serve as a barometer of community
expectations and reflect the direction of Federal and State
Government.
Public consultation process
The Community Strategic Plan 2030 established a set of five
value statements and principles for Council and the Community.
Combined, the Community Strategic Plan and this Delivery Program
and draft Operational Plan encompasses 20-year, 4-year and 1-year
objectives reflecting the longer term direction for the organisation.
Council has undertaken extensive community and stakeholder
engagement to help inform the Delivery Program and draft
Operational Plan. Capital works programs, including design and
implementation, are shaped via consultation with Ku-ring-gai
residents and stakeholders. Council ensures all major works are
developed in partnership with the community's needs. Annual
evaluation of key community services and facilities ensure Council
continuously improves its offering to Ku-ring-gai and are close to best
practice in their delivery of key services.
The draft plan will be available on Council’s website and at key
facilities such as the four libraries and Council Chambers.
Many indicators used by Council also relate to the Global Reporting
Initiative (GRI) indicators and benchmark statistics required by
the Division of Local Government and other agencies. Ku-ring-gai
Council also assigns each indicator to against social, environmental,
economic and civic leadership themes reflecting its dominant aspect
or influence. This is often referred to as quadruple bottom line (QBL)
reporting and also reflects the structure of reporting to Council as
part of the ordinary council meeting process.
This year an End of Term Report will be tabled at the last meeting
of the outgoing Council, this report will provide a snapshot of the
achievements of Council over the past four years against the social,
environmental, economic and civic leadership objectives of the
Community Strategic Plan.
20 Delivery Program and Draft Operational Plan 2012 - 2013