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TATIARA DISTRICT COUNCIL

Notice of Meeting

EXECUTIVE COMMITTEE MEETING

Notice is hereby given that a meeting of Council’s Executive Committee is to be held

in the Council Meeting Room Bordertown, at 4-00 pm on Tuesday 24th January 2017

Robert Harkness

CHIEF EXECUTIVE OFFICER

18th January 2017



Executive Committee Meeting

To be held on Tuesday 24th January 2017 at 4-00pm, in the

Council Meeting Room Bordertown

AGENDA

1. APOLOGIES

2. CONFIRMATION OF THE MINUTES

Recommendation: That the Minutes of the Executive Committee Meeting held on 21st

November 2016 be taken as read and confirmed.

3. MATTERS ARISING

Mayor Excell and CEO met with JBS on 14th December. Trevor Schiller who

arranged the meeting was off sick so we met with Cathy their HR person.

Everything is going well and they were very busy coming up to Christmas.

o Their staff numbers have increased from 418 to 440

o Their kill numbers have increased from 5,000 to 5,400

Rocky Callisto spoke to Ben Abbot from Blue Lake on 16th December to check

what they were up to as Mayor Excell was speaking to the RDA Board at

Padthaway on Monday 19th.

o They will lodge an application in April next year for a new flour mill. Doing

trials overseas at present. SA Power Networks say they will have enough

power to run the new mill but Ben Abbott is a bit dubious

o This season will be the first time they will have 100% of the product they need

so there will be some disappointed oats growers. In previous years farmers

without contracts would come to Blue Lake and they would take their excess

oats.

o They are currently doing a study on using offal from their WA plant to

generate bio-energy. Their power supply charge at B’twn has gone up by

230% so they will be looking into reusing the offal from their B’twn plant to

generate power in 2017

Migrants and New Employees

o New lights on Virgo Park – footings have been poured and wiring

commenced. Towers to be up by meeting date

Kingston Council was chosen to be audited by Annika from Return to Work SA in

April.

Council:

o Has adopted a revised Strategic Plan. It is very much a steady as she goes

plan and includes very few new major projects or changes in direction.

o Has adopted an updated Long term Financial Plan. Needs to be regularly

reviewed as circumstances change

o Is reviewing our main Asset Management Plans and finalizing the Storm

water asset management plan


4. CORRESPONDENCE

Nil

5. REPORTS OF OFFICERS

Recommendation: That the Report of the CEO be received

CEO

STAFF MATTERS

Since our last meeting:

Bordertown Office

o Wendy Crane is off work from the Library until April

o Isabelle Damin commenced as our Admin Trainee

o Alison Dimitriadis has started working on other projects

Senior Staff Contracts

o CEO – 2 year contract – expires November 2017

o MTS - 4 year contract – expires February 2018. Surya has been offered a

12 month extension

o MCCS – 4 year contract – expires August 2018

o FM – 4 year contract – expires December 2018

o OS – 4 year contract – expires September 2020

o MDIS – 5 year contract – expires November 2020

Depot Staff

o Alan Creaser commenced work then resigned shortly after as our Head

Mechanic. Unfortunately the person who was managing his small engines

business was poached by another business which meant he had to return

to run that. Currently advertising the position but not a lot of interest so far

o Daniel Pix our grader operator at Keith resigned to return to the Adelaide

Hills. Currently advertising the position but not a lot of interest so far

o Michelle Blackwell who looks after our Refuse and Recycling Depots is

hopefully recovering from a serious illness. She has been off work for

several months

o Craig Milligan returns as a Grade 4 Construction and Maintenance

employee

CEO Performance Review

The Mayor and Executive Assistant arranged for the CEO’s appraisal to be sent out

to Councillors and to senior Managers. 10 councillors and 4 staff completed the

forms, see attached result sheets.

The CEO’s overall ratings for the last 3 years following his performance appraisal

have been:

Year Overall Rating Average

Staff & Councilors Councilors only

2013 3.95 3.94

2014 3.82 3.87

2015 4.025 4.02

This year there were 42 questions based on the 8 Contract KPIs:


KPI # 1: Provide accurate and timely advice to the Council

KPI # 2: Work in collaboration with the Council

KPI # 3: Provide Innovative and Visionary Leadership

KPI # 4: Establishment of effective networks;

KPI # 5: High Performing Teams

KPI # 6: Ensure the Efficient use of Financial and Physical Resources

KPI # 7: Develop and Maintains Strategies to Enhance Service Delivery

KPI # 8: Initiate the Development, Implementation and Review of Effective

Policies.

The 2016 results gave an average of:

Councillors - 4.27

Staff - 4.18

Staff and councilors - 4.24

In January 2016 council carried the following motion:

that Council’s CEO receive up to a 3% bonus payable in 2017 if an overall

average performance rating for 2016 of 4 is achieved

Recommendation: Having met the requirements of Council resolution 26 carried in

January 2016 Council awards the CEO a performance bonus of x% of his 2016 salary

The CEO’s contract states that:

A performance based bonus program based on stretch targets shall be set by the

Executive Committee and approved by the council each year of the contract

Recommendation: that Council’s CEO receive up to a 3% bonus payable in

November 2017 if an overall average performance rating for 2017 of 4 is achieved

KPIs for the CEO for the next 12 months

Council now needs to look at the KPIs that they wish to set for the CEO to achieve

during the next 12 months. The new set of KPIs could be fairly similar to 2016’s KPIs or

could be quite different. The KPIs should tie very closely to what council wants to

achieve in its Strategic Plan for 2017 and beyond.

The 2016 KPIs were:

No. Key Result Areas Key Performance Indicators Strategic Performance

Objectives

1 Advice to Council

Council Relations

The CEO is respected by the Elected Members.

The CEO is seen as a source of credible advice and information for the Elected Body

Administration & Documentation

The CEO ensures the Elected Body have all necessary background information on an issue including multiple options for consideration on complex or political issues

Training courses are

organized for Councillors and regular workshops are held to keep all Councillors informed.

2 Collaborate with Council

Civic & Ceremonial

The CEO is clearly visible and representing the Council at all appropriate events

The CEO presents a professional and


confident image of leadership Code of Conduct

The CEO models the behaviours outlined in the "Code of Conduct" policy

The CEO ensures all staff adhere to the "Code of Conduct" standards

Strategic Planning

The CEO makes strategic planning a key task and focus for all Council Staff

The CEO ensures that Council staff are working towards achieving the Strategic Priorities of the organization

80% of key strategic

projects are completed within agreed timeframes

3 Innovative &

Visionary Leadership

Management of Organisation

The CEO effectively and efficiently manages the operations of the Council

The CEO ensures that Council’s work is focused on benefitting its stakeholders

Leadership

The CEO provides clear and effective leadership to all Council Staff

The CEO naturally steps up to be a leader when required.

The CEO is an effective delegator and empowers other senior council staff

Project variance reports

are supplied for projects over $50k or other high risk projects

Risk Management –

the LGA Mutual Liability Scheme review continues to meet high targets.

A minimum of 90% of

employees have had an Annual Performance Review and have a current development plan

4 Effective Networks

Teamwork & Communications

The CEO actively establishes appropriate networks and reference groups to assist him in his role

The CEO is articulate and presents ideas in a persuasive and confident manner

Personal & Professional Development

The CEO is very "self aware".

The CEO actively seeks out self development opportunities

Achieve an 80% satisfaction rating in relationship surveys which include but are not limited to Annual 360 degree feedback process;

5 High Performing

Teams

Human Resources

The CEO is an inspirational leader.

The CEO has actively sort to build high performing teams

WH & S

The CEO advocates for a "safety first" culture.

Technical Skills & Application

The CEO has a working knowledge of all relevant policies, acts and legislation relating to Councils operations

CEO and Senior Management staff attend leadership type courses

Achievement of:

o a minimum 80% compliance of annual WHS KPI Audit;

o at least the same WHS rebate as 2015


6

Efficient use of Financial &

Physical Resources

Budget & Financial Management

The CEO understands the budget & financial position of the Council

The CEO ensures the Council uses financial resources efficiently

Economic Development

The CEO actively seeks appropriate Economic Development opportunities

The CEO assists the Community to access Economic Development opportunities

Achieve budget (revised budget approved by Council) within the range +/- 2% of total revenue base excluding decisions of council and grants.

CEO attends town

business meetings and the CEO and Mayor visit at least 6 key businesses

7 Enhanced Service

Delivery

Continuous Quality Improvement

The CEO seeks opportunities to improve Council’s service delivery

The CEO advocates for quality outcomes for the community.

Customer Service & Public Relations

The CEO ensures the Council has a Customer Service Ethos

The CEO actively engages with the community on sensitive issues.

Innovative measures

are implemented that result in improved efficiency and productivity of council’s operations

Continue to strive to improve the way that Council communicates with its ratepayers and residents.

8

Development, implementation

& review of effective policies

Policies

The CEO ensures all Council Policies & Procedures have scheduled review dates.

The CEO ensures appropriate polices are in place when new activities are undertaken.

Council policies are reviewed within their review dates

Recommendation: that the CEO’s performance criteria for 2016 be:

No. Key Result Areas Key Performance Indicators Strategic Performance

Objectives

1 Advice to Council

Council Relations

The CEO is respected by the Elected Members.

The CEO is seen as a source of credible advice and information for the Elected Body


The CEO ensures the Elected Body have all necessary background information on an issue including multiple options for consideration on complex or political issues

Training courses are

organized for Councillors and regular workshops are held to keep all Councillors informed.

2 Collaborate with Council

Civic & Ceremonial

The CEO is clearly visible and representing the Council at all appropriate events



confident image of leadership Code of Conduct

The CEO models the behaviours outlined in the "Code of Conduct" policy

The CEO ensures all staff adhere to the "Code of Conduct" standards

Strategic Planning

The CEO makes strategic planning a key task and focus for all Council Staff

The CEO ensures that Council staff are working towards achieving the Strategic Priorities of the organization

80% of key strategic

projects are completed within agreed timeframes

3 Innovative &

Visionary Leadership


The CEO effectively and efficiently manages the operations of the Council

The CEO ensures that Council’s work is focused on benefitting its stakeholders

Leadership

The CEO provides clear and effective leadership to all Council Staff

The CEO naturally steps up to be a leader when required.

The CEO is an effective delegator and empowers other senior council staff

Project variance reports

are supplied for projects over $50k or other high risk projects

Risk Management –

the LGA Mutual Liability Scheme review continues to meet high targets.

A minimum of 90% of

employees have had an Annual Performance Review and have a current development plan

4 Effective Networks


The CEO actively establishes appropriate networks and reference groups to assist him in his role

The CEO is articulate and presents ideas in a persuasive and confident manner



The CEO actively seeks out self development opportunities

Achieve an 80% satisfaction rating in relationship surveys which include but are not limited to Annual 360 degree feedback process;

5 High Performing

Teams

Human Resources


The CEO has actively sort to build high performing teams

WH & S

The CEO advocates for a "safety first" culture.


The CEO has a working knowledge of all relevant policies, acts and legislation relating to Councils operations

CEO and Senior Management staff attend leadership type courses

Achievement of:

o a minimum 80% compliance of annual WHS KPI Audit;

o at least the same WHS rebate as 2016


6

Efficient use of Financial &

Physical Resources


The CEO understands the budget & financial position of the Council

The CEO ensures the Council uses financial resources efficiently


The CEO actively seeks appropriate Economic Development opportunities

The CEO assists the Community to access Economic Development opportunities

Achieve budget (revised budget approved by Council) within the range +/- 2% of total revenue base excluding decisions of council and grants.

CEO attends town

business meetings and the CEO and Mayor visit at least 6 key businesses

7 Enhanced Service

Delivery


The CEO seeks opportunities to improve Council’s service delivery

The CEO advocates for quality outcomes for the community.


The CEO ensures the Council has a Customer Service Ethos

The CEO actively engages with the community on sensitive issues.

Innovative measures

are implemented that result in improved efficiency and productivity of council’s operations

Continue to strive to improve the way that Council communicates with its ratepayers and residents.

8

Development, implementation

& review of effective policies

Policies

The CEO ensures all Council Policies & Procedures have scheduled review dates.

The CEO ensures appropriate polices are in place when new activities are undertaken.

Council policies are reviewed within their review dates

CEO SALARY REVIEW

Now that the Performance Appraisal process is completed council needs to make a

decision on what increase the CEO’s package is increased by. The contract states:

10.1 The TEC Package specified in Schedule 2 will be reviewed annually and any

such review shall not result in a decrease in the TEC Package

10.2 The annual review of the TEC Package shall be conducted within one (1)

month following the performance review set out in clause 6 (if reasonably

practicable), and any change to the TEC Package shall be "backdated" to

take effect from the anniversary of the Commencement Date of this

Agreement.

10.3 The review of the TEC Package will take into account the following;

10.3.1 the agreed criteria upon which the Chief Executive Officer’s

performance is assessed in accordance with the Performance Review

Process, and


10.3.2 movements in the annual CPI (All Groups Adelaide) and the increase

and movement in executive salaries within Local Government.

10.4 A performance based bonus program based on stretch targets shall be set by

the Executive Committee and approved by the council each year of the

contract

10.5 Any variation to the TEC Package must be approved by the Council. .

The CEO’s salary is currently $140,523

The CEO’s salary package includes superannuation at the standard rate of 9.5% and

private use of a vehicle. Package totals $165,973 which is around $15,000 to $20,000

lower than similar sized councils in SA (see McArthurs CEO Salary report May 2016

carried out for the LGA)

The cpi for Adelaide at the end of the September 2016 quarter was 1.2%.

The senior management staff received the following pay rise in early July:

MCCS – 2.5% - current $119,866

MTS - 2.5% - Current $119,633

MDIS – 2.5% - Current $118,119

The Administration and Supervisory staff received a pay increase of 2.0% plus

$500 in early July 2016

CEO Remuneration Movements – South Australian Councils

* CPI & Wage Price Index by courtesy of ABS

January 2016

January 2015

January 2014

July 2013

Average Remuneration Inc. Base Salary, Superannuation and Vehicle

214,503 207,902 202,342 196,041

Percentage Increase 3.18% 2.75% 3.21% - Consumer Price Index (All Ords. Adelaide)

1.04% 1.72% 2.25% -

Wage Price Index (All Sectors) 2.2% 2.5% 2.5% -

Recommendation: The cash amount of the CEO’s salary package be increased by ?

% in line with his employment contract

Replacement of CEO

The CEO’s contract expires in November 2017 so council has plenty of time to

organise a replacement.

Section 98 of the Local Government Act 1999 states:

(1) If a vacancy occurs or is about to occur in the office of chief executive officer,

the council must take steps to fill the vacancy (or the pending vacancy).

(2) The council must appoint a person to act in the position of chief executive

officer until a vacancy is filled.

(3) For the purpose of filling a vacancy, the council must invite applications by

advertising in a newspaper circulating throughout the State, and may take

other action as the council thinks appropriate.

(4) The council must appoint a selection panel to assess applications for the

position of chief executive officer, to recommend re-advertisement or other


additional steps (if necessary), and to make recommendations to the council

on an appointment.

(5) The council makes the appointment to the office of chief executive officer.

Council has several options in relation to the selection panel:

o Appoint the Executive Committee to act as the selection panel

o Appoint a different group to carry out the process.

The Selection Panel’s role is,

a) In accordance with Council’s Procurement and Tenders Policy, to engage an

appropriate recruitment consultant to manage and conduct the process of

selection of a suitable candidate for the position of CEO;

b) To Work with the appointed consultant;

I. To facilitate the preparation of, and approve, the position description

for the role of Chief Executive Officer;

II. to facilitate the preparation of the advertisement;

III. to set the salary and conditions;

IV. To approve the Candidate Application Package;

V. To review the short listed applicants as recommended by the

consultant for presentation to Council;

VI. To interview short listed applicants; and

VII. To facilitate the interview of a preferred candidate or candidates by

the full Council.

Recommendation:

Either:

1. Council appoint its Executive Committee to act as a Selection Panel for the

appointment of a new CEO. Council delegates the following tasks to the committee:

A). In accordance with Council’s Procurement and Tenders Policy, to engage an

appropriate recruitment consultant to manage and conduct the process of

selection of a suitable candidate for the position of CEO;

B) To Work with the appointed consultant;

i. To facilitate the preparation of, and approve, the position description for

the role of Chief Executive Officer;

ii. to facilitate the preparation of the advertisement;

iii. to set the salary and conditions;

iv. To approve the Candidate Application Package;

v. To review the short listed applicants as recommended by the consultant for

presentation to Council;

vi. To interview short listed applicants; and

vii. To facilitate the interview of a preferred candidate or candidates by the full

Council.

Or

that a CEO Selection Panel be formed with the following terms of reference:

1. The Committee is formed pursuant to Section 41 of the Local Government Act

1999 for the term of the Council.

2. The Chairman of the Panel will be the Council Mayor.

3. The Committee shall comply with Council’s Meeting Code of Practice Policy and

Part 2 of the Local Government (Procedures at Meetings) Regulations.

4. All members are required to abide by the Conflict of Interest provisions set down

in Sections 73, 74 and 75 of the Local Government Act 1999.

5. The general functions of the Committee are:

A). In accordance with Council’s Procurement and Tenders Policy, to engage

an appropriate recruitment consultant to manage and conduct the

process of selection of a suitable candidate for the position of CEO;

B) To Work with the appointed consultant;


i. To facilitate the preparation of, and approve, the position description

for the role of Chief Executive Officer;

ii. to facilitate the preparation of the advertisement;

iii. to set the salary and conditions;

iv. To approve the Candidate Application Package;

v. To review the short listed applicants as recommended by the

consultant for presentation to Council;

vi. To interview short listed applicants; and

vii. To facilitate the interview of a preferred candidate or candidates by

the full Council.

6. The committee shall consist of the Council Mayor, Deputy Mayor plus Councillors

xx & xx

7. The committee shall meet on a “as required” basis.

8. Minutes of all meetings shall be kept and presented to the Council.

6. GENERAL BUSINESS

7. NEXT MEETING

8. CLOSE


CEO Salary Comparison

Council Population No of Rate Income Total Operating Capital Value Total Assets

CEO Cash

salary CEO Package

employees $ Revenue $ $ $

Northern Areas 4,488 51 6,250,000 10,418,000 1,362,677,940 136,377,000 128,904 $ 156,150

Goyder 4,232 38 5,100,000 11,943,000 1,094,314,724 113,027,000 129,170 $ 154,183

Tatiara 6,631 55 9,614,000 15,828,000 1,533,590,456 169,461,000 140,523 $ 165,973

Lower Eyre

Peninsula 5,087 35 6,028,000 10,731,000 1,756,148,743 105,037,000 147,084 $ 165,689

Grant 8,235 69 7,864,000 13,674,000 1,887,391,029 186,280,000 157,080 $ 187,003

Yankalilla 4,700 47 10,842,000 13,369,000 1,811,702,388 112,114,000 168,082 $ 195,000

Roxby Downs 5,078 44 5,214,000 17,665,000 616,720,000 133,327,000 139,083 $ 180,516

Mid Murray 8,243 98 11,644,000 21,545,000 2,082,929,392 179,391,000 169,173 $ 200,025

Coorong 5,556 55 7,153,000 13,149,000 1,401,689,826 201,829,000 169,937 $ 192,860

Naracoorte

Lucindale 8,390 71 11,054,000 19,003,000 2,073,785,126 288,459,000 171,790 $ 203,110

DC Mallala 8,750 55 7,490,000 10,369,000 1,618,602,440 95,556,000 175,438 $ 210,605

Wakefield

Regional 6,886 55 8,375,000 12,795,000 1,817,941,849 164,078,000 179,151 $ 215,746

Tatiara Rating 7th equal 4th 4th 3rd

8th 5th 9th 9th

largest largest largest largest largest largest largest largest

Based on above salary should be around $160,000 or around DC Grant.



Executive Committee

MINUTES

Minutes of meeting held on Monday 21st November 2016 in the

Council Mayor’s Office Bordertown commencing at 4.03 pm

PRESENT: Mayor G Excell and Councillors R Mock, L Goossens, J Jackson & K

McInerney

IN ATTENDANCE: CEO R Harkness

APOLOGIES: Nil

CONFIRMATION OF THE MINUTES

Moved Cr Goossens seconded Cr Mock that the Minutes of the Executive committee

meeting held on 18th January 2016 are taken as read and confirmed.

CARRIED

MATTERS ARISING:

Economic Development:

o Mayor Excell and CEO had several meetings with local businesses before the

State Governments Country Cabinet meeting in the Tatiara, Southern Mallee

and Karoonda East Murray Council areas.

o Bruce Rodda and David Wheaton from RDA Limestone Coast met with

council reps on 9th November at Bordertown.

o Mayor Excell attended a meeting of the Limestone Coast Economic

Development group at Naracoorte on 14th November

Migrants and New Employees

o There was a meeting at the Migrant Resource Centre on 4th November.

o New lights on Virgo Park to allow the playing of hockey and or soccer at

night will go up as soon as the ground dries out.

Had our final meeting with reps of the 3 other Councils involved with the Return to

Work SA WHS Partnership Activities at Naracoorte on November 8. We will find out

in early 2017 which of the 4 Councils, Tatiara, Kingston, Southern Mallee or

Naracoorte Lucindale will be audited by Return to Work SA in April.

Engineering Office Extensions – Work was completed within budget.

Social Issues Round Table meetings – Council reps have been attending their

meetings which happen once a month for an hour. Council is happy to continue

to provide a venue but Mandy will no longer be taking minutes and sending out

agendas.

Council has adopted a revised Strategic Plan. It is very much a steady as she

goes plan and includes very few new major projects or changes in direction.

o We are still working on an updated Long term Financial Plan


o We are reviewing our main Asset Management Plans and finalizing the Storm

water asset management plan

CORRESPONDENCE

Nil

REPORTS OF OFFICERS

Moved Cr McInerney seconded Cr Mock that the report from the Chief Executive Officer be

received.

CARRIED

STAFF MATTERS

Since our last meeting:

Keith Office – A Bordertown staff member, usually a senior manager, continues to

work out of the Keith office 5 days a fortnight.

Bordertown Office

o Chris Mackereth resigned.

o Alison Dimitriadis is employed on a short term contract until end of January. It is

likely she will e employed for 18 hrs a week for a further 3 months to enable us to

update our websites.

o Isabelle Damin has been appointed as Administration Trainee commencing with

us on 12th December.

Senior Staff Contracts

o CEO – 2 year contract – expires November 2017

o MTS - 4 year contract – expires February 2018. Consider extending for 12

months so not extended long term just before new CEO commences.

o MCCS – 4 year contract – expires August 2018

o FM – 4 year contract – expires December 2018

o OS – 4 year contract – expires September 2020

o MDIS – 5 year contract – expires November 2020

Depot Staff

o Brad Crisp resigned as Head Mechanic to work for Will Inspect. His replacement

who was to commence work on November 28 has had a change in

circumstances and withdrawn. Currently considering our options.

o Colin Rowett resigned to take up a position with Murray Bridge Council (where

his wife lives). Craig Milligan returns to work for Council.

o Michelle Blackwell commenced to look after our Refuse and Recycling Depots.

Unfortunately she has since suffered a Bells Palsy attack and has been off work

for several months.

o Steven Kennedy commenced as a Grade 4 Construction and Maintenance

employee.

o We have a couple of temporary staff currently working for us.

New Enterprise Agreements – both agreements were finalized.

CEO Performance Review and KPIs for next 12 months

In January 2016 Council set KPIs for the CEO to achieve. The attached table lists those KPIs

plus comments on whether they were achieved or not.

Mayor Excell will arrange for the appraisal forms to be sent out with completed forms to be

sent to the Mayor.

After the appraisal is completed Council will need to look at the KPIs that they wish to set

for the CEO to achieve during the next 12 months. The KPIs should tie very closely to:

o what council wants to achieve in its Strategic Plan for 2016 and beyond.


o Any issues that came out of the appraisal process.

Replacement of CEO

In May 2015 Council carried the following motion:

Res No 310 – Future CEO Appointment – Moved Cr Edwards seconded Cr Penniment that

twelve (12) months prior to the CEO’s contract expiring that Council proceed to look at

options as to how to appoint a new Chief Executive Officer.

Working backwards:

The CEO’s contract expires in November 2017.

Council would be looking for a new CEO to commence work in early December

2017.

Allow 2 months from date of appointment for the new CEO to give notice and to

relocate to the Tatiara.

Council makes appointment of new CEO at a special meeting in late September or

early October.

Carry out interviews in early September.

Appoint a Recruitment firm at the July meeting. They, in consultation with council,

do:

o develop a position description and key performance indicators,

o develop the parameters of an employment package,

o advertise the position

o be a point of reference for applicant enquiries

o conduct preliminary interviews/reference checks

o assist the committee with final interviews

Appoint a Recruitment Panel at the June meeting. Should be no more than 5

members.

Wattle Range Council is an example of how it can happen.

23rd November 2015 - CEO Peter Harriot wins Shepparton CEO position and resigns

25th November 2015 – Council holds a special council meeting and:

o Appoints Recruitment firm (Morton Philips Recruitment Consultants)

o Appoints a Recruitment Panel consisting of Mayor, Deputy Mayor and 3

Councillors

o Appoints an Acting CEO from January 4 when Peter Harriot finishes up

27th January 2016 – Council appoints Ben Gower as CEO

4th April – Ben Gower commences work as CEO

Mayor and Deputy Mayor recently met with Adam Kennedy from AME Recruitment.

o Cost of process including advertising likely to be up to $15,000. Hence can get

quotes off selective tenderers rather than go to open tender.

o Likely to get at least 30 applicants for the position.

o Based on similar sized councils the total employment package will have to be

increased.

CEO to e-mail to the Executive the LGA’s recent audit of CEO packages

across the 68 councils in SA.

o Suggested that council and the CEO consider council paying the CEO to supply his

own vehicle rather than him having access to a council vehicle. Could be a win-

win for both parties?


No. Key Result Areas Key Performance Indicators Strategic Performance Objectives Comments

1 Advice to

Council

Council Relations

The CEO is respected by the Elected

Members.

The CEO is seen as a source of

credible advice and information for

the Elected Body


The CEO ensures the Elected Body

have all necessary background

information on an issue including

multiple options for consideration on

complex or political issues

Training courses are organized for

Councillors and regular workshops are

held to keep all Councillors informed.

All councillors have completed their mandatory

training.

Councillors have the opportunity to attend

training courses and conferences

A number of workshops were held in 2016:

o Budget workshops

o Keith Show grounds trees inspection

o Keith Pony Club inspection

o Long Term Financial Plan

o Country Cabinet issues

o Strategic Management Plan

2 Collaborate with

Council

Civic & Ceremonial

The CEO is clearly visible and

representing the Council at all

appropriate events


confident image of leadership

Code of Conduct

The CEO models the behaviours

outlined in the "Code of Conduct"

policy

The CEO ensures all staff adhere to the

"Code of Conduct" standards

Strategic Planning

The CEO makes strategic planning a

key task and focus for all Council Staff

The CEO ensures that Council staff are

working towards achieving the

Strategic Priorities of the organization

80% of key strategic projects are

completed within agreed

timeframes

CEO attends the majority of council

functions such as Australia Day, Volunteers

dinners, Tatiara Business Asst meetings,

Anzac Day, Ben Quilty opening,

Community Forums, staff farewells, Country

cabinet functions etc.

There have been no Code of Conduct

issues with the CEO or with any other

council staff member. Council receives

very few FOI requests and complaints

about council to the Ombudsman are

negligible.

In 2015/16 the following results were achieved:

o Completed or achieved – 72 (76%)

o Commenced or underway – 18 (19%)

o Not Achieved – 5 (5%)

It is difficult to measure some of the targets as to

whether hey are actually completed or

underway as they are ongoing year after year.

Council has adopted a revised Strategic Plan

after consulting with the public. Council is also

going to adopt a revised and more accurate


Long Term Financial Plan in December.

3

Innovative &

Visionary

Leadership


The CEO effectively and efficiently

manages the operations of the

Council

The CEO ensures that Council’s work is

focused on benefitting its stakeholders

Leadership

The CEO provides clear and effective

leadership to all Council Staff

The CEO naturally steps up to be a

leader when required.

The CEO is an effective delegator and

empowers other senior council staff

Project variance reports are supplied for

projects over $50k or other high risk

projects

Risk Management – the LGA Mutual

Liability Scheme review continues to

meet high targets.

A minimum of 90% of employees

have had an Annual Performance

Review and have a current

development plan

Finance reports listing expenditure on all

projects are provided to council every month.

MTS now provides a monthly traffic light report

on works projects showing progress or lack of.

Latest risk review from the LGAWCS for 2015/16,

which highlights the overall performance of

Tatiara Council’s risk management program

(resulted in a score of 68.5%. This is higher than

the regional average of 59.2 and higher than

the local government average of 63.5% but

lower than the Metro average of 77.6%.

All employees will have undertaken a

performance review by early December 2016.

The result of those appraisals are targets that ae

set for individuals to achieve over the

upcoming 10 month period

4 Effective

Networks


The CEO actively establishes

appropriate networks and reference

groups to assist him in his role

The CEO is articulate and presents

ideas in a persuasive and confident

manner



The CEO actively seeks out self

development opportunities

Achieve an 80% satisfaction rating in

relationship surveys which include

but are not limited to Annual 360

degree feedback process;

The only survey undertaken was the 2015

performance review which was completed by 4

staff members. The overall result was just over 4.

Taking the human resource questions only the

average reduces to around 3.8 or 76%.

CEO attends and contributes to LC CEO

meetings on a bi monthly basis.

CEO attends LGA meetings in Adelaide

5 High Performing

Teams

Human Resources


The CEO has actively sort to build high

performing teams

WH & S

The CEO advocates for a "safety first"

culture.

CEO and Senior Management staff

attend leadership type courses

Achievement of:

o a minimum 80% compliance of

annual WHS KPI Audit;

o at least the same WHS rebate as

CEO and Managers regularly attend courses

and Conferences. Eg. MTS and MCCS have

attended conferences in Melbourne as well

as in Adelaide. MDIS must attend relevant

courses and sessions to retain his planning

and building accreditation. MANEX and

MANEX+ meet monthly.



The CEO has a working knowledge of

all relevant policies, acts and

legislation relating to Councils

operations

2015

o We have increased Heather Mewett’s time

spent on WHS. We are receiving extra

tuition by the LGA WCS as we may be 1 of 4

councils who are audited by Return to Work

SA in April 2017.

In 2016 we received a rebate of $39,203

compared to $53,826 in 2015 and $53,752

in 2014. This is a good result but is down

from previous years.

o The rebate is calculated taking into

account our claims record over a 4

year period and our WHS Audit score

for which we received 63%.

Unfortunately we included items in our

plan which were not possible to

achieve

o Now that we have completed all our

SWMS we have completed 100% of our

plan which will increase our audit

score and hence help with a higher

rebate next year

In October our Injury Management

processes were audited by the LGAWCS.

Overall a very good result was recorded

with no non-conformances identified.

6

Efficient use of

Financial &

Physical

Resources


The CEO understands the budget &

financial position of the Council

The CEO ensures the Council uses

financial resources efficiently


The CEO actively seeks appropriate

Economic Development opportunities

The CEO assists the Community to

access Economic Development

Achieve budget (revised budget

approved by Council) within the

range +/- 2% of total revenue base

excluding decisions of council and

grants.

CEO attends town business meetings

and the CEO and Mayor visit at least

6 key businesses

Council’s final result in 2015/16 was:

o Total Income was 99.9% of the adjusted

Budget adopted by Council in May

o Total Expenditure was 98% of the

adjusted Budget carried out in May

Council’s auditors rated us the highest out of

16 councils when they audited our Internal

Controls.

CEO has been attending meetings of the

Tatiara Business Association including


opportunities inspections at:

o Hoods Earth Eggs

o Tatiara Olives

CEO & Mayor had discussions with following

businesses in 2016 :

o JBS

o Blue Lake Milling

o Tatiara Truck & Trailers

o Richards Butchers

o Tatiara Seeds

o McCarthy Transport

o Vermeerens

o Stones Bus Service

o Master Butchers

o Ciampa Produce

o Bordertown and Keith Hospitals

7 Enhanced

Service Delivery


The CEO seeks opportunities to

improve Council’s service delivery

The CEO advocates for quality

outcomes for the community.


The CEO ensures the Council has a

Customer Service Ethos

The CEO actively engages with the

community on sensitive issues.

Innovative measures are

implemented that result in improved

efficiency and productivity of

council’s operations

Continue to strive to improve the way

that Council communicates with its

ratepayers and residents.

A number of different ways of doing things

were implemented in 2015 especially in the

works area. Also in changes at the VIC and

the Keith office. We continue to investigate

using technology and different types of

machinery to improve our operations. The

introduction of NBN in Bordertown and Keith

will assist this process.

We now have several different Facebook

sites and an upgraded web site. However we

still struggle to get feedback from our

community on council issues.

8

Development,

implementation

& review of

effective

policies

Policies

The CEO ensures all Council Policies &

Procedures have scheduled review

dates.

The CEO ensures appropriate polices

are in place when new activities are

undertaken.

Council policies are reviewed within

their review dates

Council continues to regularly reviews its

policies and procedures. Mandy Clarke keeps

tabs on what and when policies are due. The

LGA continues to develop model policies for

councils to amend and adopt.


GENERAL BUSINESS

Tourism Concerns – councilors expressed several concerns re Tourism in the Tatiara since

we closed the Visitor Information Centre in September 2015:

o What we said we would do and what we have at present are different. Eg our

new Tourism web site still isn’t up to scratch

o Our Tourism sub committee is lacking a bit of direction

o We don’t have a tourism strategy with tourism meaning different things to

different people

Moved Cr Mock seconded Cr Goossens that we hold a workshop in February 2017 for

councilors and tourism operators to discuss tourism opportunities and to develop a tourism

strategy.

CARRIED

Australia Day nominations – nominations closed last Friday and we had only received 1

application for the community event award. No applications for the Tatiara Citizen of

the year or for the Young citizen. We have extended it for another 2 weeks. Need

councilors to think about suitable candidates and get them nominated.

Bordertown Primary School – suggested that Council provide a morning tea for the staff

as a signal that the community is thinking of them after the recent tragic incident at the

school.

NEXT MEETING: 4.00pm on Tuesday 24th January 2017

Meeting closed at 5.27pm


CEO PERFORMANCE REVIEW BY SENIOR MANAGERS - DECEMBER 2016

Question Staff 1 Staff 2 Staff 3 Staff 4 Total No of

Responses Average

1 4 4 4 4 16 4 4 2 5 4 3 5 17 4 4.25 3 5 4 4 5 18 4 4.5 4 5 4 4 4 17 4 4.25 5 5 4 4 4 17 4 4.25 6 5 4 3 5 17 4 4.25 7 5 4 3 5 17 4 4.25 8 5 4 5 5 19 4 4.75 9 5 4 4 5 18 4 4.5

10 4 4 3 n/a 11 3 3.67 11 4 4 3 4 15 4 3.75 12 4 5 4 5 18 4 4.5

13 5 4 4 4 17 4 4.25 14 5 4 4 5 18 4 4.5 15 5 4 4 5 18 4 4.5 16 4 4 3 5 16 4 4 17 4 4 3 4 15 4 3.75 18 4 4 3 4 15 4 3.75 19 n/a n/a n/a n/a 0 0 0 20 4 4 3 5 16 4 4 21 4 4 2 4 14 4 3.5 22 5 4 4 5 18 4 4.5 23 3 3 2 5 13 4 3.25 24 4 4 3 4 15 4 3.75 25 5 5 4 5 19 4 4.75

26 5 5 4 5 19 4 4.75 27 5 5 4 5 19 4 4.75 28 5 4 4 5 18 4 4.5

29 5 5 4 5 19 4 4.75 30 5 5 4 5 19 4 4.75 31 5 5 4 5 19 4 4.75 32 4 3 2 4 13 4 3.25 33 4 4 3 4 15 4 3.75 34 4 4 3 4 15 4 3.75 35 5 4 3 4 16 4 4 36 4 4 2 4 14 4 3.5 37 4 4 3 5 16 4 4 38 5 4 3 5 17 4 4.25

39 4 3 3 5 15 4 3.75 40 5 5 4 5 19 4 4.75 41 5 5 4 4 18 4 4.5 42 4 4 4 5 17 4 4.25

AVERAGE 4.18


CEO PERFORMANCE REVIEW BY MAYOR & COUNCILLORS - DECEMBER 2016

Question

Cr 1 Cr 2 Cr 3 Cr 4 Cr 5 Cr 6 Cr 7 Cr 8 Cr 9

Cr 10 Total

No of replies Average

1 4 5 5 5 3 5 4 5 5 4 45 10 4.50 2 4 5 4 5 3 5 5 5 5 5 46 10 4.60 3 5 5 5 5 3 5 5 5 5 5 48 10 4.80 4 3 5 4 5 4 4 4 5 5 4 43 10 4.30 5 5 5 5 5 4 5 5 5 4 4 47 10 4.70 6 3 5 4 5 3 5 5 5 4 4 43 10 4.30 7 3 5 4 5 3 5 4 4 5 5 43 10 4.30 8 3 4 5 5 3 5 5 4 5 4 43 10 4.30 9 5 4 4 5 2 5 4 4 5 4 42 10 4.20

10 4 5 4 5 2 5 4 5 4 3 41 10 4.10 11 3 4 5 5 3 5 5 5 4 3 42 10 4.20 12 2 5 4 5 2 5 5 5 5 4 42 10 4.20

13 3 5 4 5 3 5 5 5 5 4 44 10 4.40 14 2 5 4 5 3 n/a 4 4 5 4 36 9 4.00 15 2 5 5 5 3 5 4 4 5 4 42 10 4.20 16 3 4 4 5 2 n/a 4 5 5 4 36 9 4.00 17 4 4 4 n/a 3 5 3 5 5 4 37 9 4.11 18 2 5 4 4 3 5 3 4 5 4 39 10 3.90 19 n/a n/a n/a 5 n/a n/a n/a 5 n/a n/a 10 2 5.00 20 3 5 4 5 3 5 3 4 4 4 40 10 4.00 21 3 5 4 5 2 n/a 3 5 5 4 36 9 4.00 22 5 n/a 5 5 4 5 5 5 5 4 43 9 4.78 23 2 5 4 4 2 3 3 3 5 4 35 10 3.50 24 2 5 4 5 2 5 5 5 5 4 42 10 4.20 25 4 4 5 5 4 5 5 5 5 4 46 10 4.60

26 5 5 5 5 4 5 5 5 5 5 49 10 4.90 27 2 5 5 5 4 5 5 5 5 4 45 10 4.50 28 3 5 4 5 3 5 5 5 5 4 44 10 4.40

29 3 5 5 5 4 3 5 4 5 4 43 10 4.30 30 2 5 4 5 2 5 5 5 5 4 42 10 4.20 31 4 5 4 5 2 5 5 5 5 4 44 10 4.40 32 2 5 3 5 3 5 4 5 5 4 41 10 4.10 33 3 5 3 5 3 n/a 4 5 4 4 36 9 4.00 34 2 4 4 5 3 5 4 4 n/a 3 34 9 3.78 35 3 5 4 5 3 5 4 5 5 3 42 10 4.20 36 1 n/a 4 4 2 5 4 5 4 3 32 9 3.56 37 2 5 4 5 4 5 4 5 5 3 42 10 4.20 38 2 5 4 5 4 5 4 4 5 3 41 10 4.10

39 3 5 4 5 3 5 4 4 4 3 40 10 4.00 40 5 5 5 5 3 5 5 5 5 3 46 10 4.60 41 4 5 5 5 3 5 5 5 5 4 46 10 4.60 42 4 5 4 5 3 5 5 5 5 4 45 10 4.50

Average 4.27

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