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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
Page 2
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.
Adelaide Hills Council –Council Meeting 24 November 2015 CEO Performance Review Panel – 18 November 2015 Meeting Recommendations
Page 3
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).
Adelaide Hills Council –Council Meeting 24 November 2015 CEO Performance Review Panel – 18 November 2015 Meeting Recommendations
Page 4
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
1. Receives and notes the report.
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.
Adelaide Hills Council –Council Meeting 24 November 2015 CEO Performance Review Panel – 18 November 2015 Meeting Recommendations
Page 5
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.
Adelaide Hills Council –Council Meeting 24 November 2015 CEO Performance Review Panel – 18 November 2015 Meeting Recommendations
Page 6
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
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
CEO PERFORMANCE REVIEW PANEL COMMITTEE
MINUTES OF MEETING 18 NOVEMBER 2015 63 MT BARKER ROAD STIRLING
Presiding Member ___________________________________________________________________
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
Manager Organisational Development, Megan Sutherland
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
CEO PERFORMANCE REVIEW PANEL COMMITTEE
MINUTES OF MEETING 18 NOVEMBER 2015 63 MT BARKER ROAD STIRLING
Presiding Member ___________________________________________________________________
11
6.1.1 2015 CEO 360 Degree Report (Performance Review) – Confidential Item
Moved Mayor Bill Spragg S/- Jan Loveday
13
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—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
CEO PERFORMANCE REVIEW PANEL COMMITTEE
MINUTES OF MEETING 18 NOVEMBER 2015 63 MT BARKER ROAD STIRLING
Presiding Member ___________________________________________________________________
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:
Manager Organisational Development, Megan Sutherland
Acting Manager Governance and Risk, Andrea Sargent
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
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:
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
CEO PERFORMANCE REVIEW PANEL COMMITTEE
MINUTES OF MEETING 18 NOVEMBER 2015 63 MT BARKER ROAD STIRLING
Presiding Member ___________________________________________________________________
13
6.2.1 2015 CEO Remuneration Review – Confidential Item
Moved Jan Loveday S/- Andrew Stratford
15
1. Receives and notes the report.
2. Recommends to Council to increase the CEO’s Total Employment Cost (TEC) Package by 3% to commence from 1 October 2015.
Carried Unanimously
CEO PERFORMANCE REVIEW PANEL COMMITTEE
MINUTES OF MEETING 18 NOVEMBER 2015 63 MT BARKER ROAD STIRLING
Presiding Member ___________________________________________________________________
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.
2. 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.
3. 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
CEO PERFORMANCE REVIEW PANEL COMMITTEE
MINUTES OF MEETING 18 NOVEMBER 2015 63 MT BARKER ROAD STIRLING
Presiding Member ___________________________________________________________________
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:
Acting Manager Governance and Risk, Andrea Sargent
Manager Organisational Development, Megan Sutherland
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
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:
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
CEO PERFORMANCE REVIEW PANEL COMMITTEE
MINUTES OF MEETING 18 NOVEMBER 2015 63 MT BARKER ROAD STIRLING
Presiding Member ___________________________________________________________________
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:
1. Receives and notes the report.
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)
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
CEO PERFORMANCE REVIEW PANEL COMMITTEE
MINUTES OF MEETING 18 NOVEMBER 2015 63 MT BARKER ROAD STIRLING
Presiding Member ___________________________________________________________________
17
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.
Carried Unanimously
CEO PERFORMANCE REVIEW PANEL COMMITTEE
MINUTES OF MEETING 18 NOVEMBER 2015 63 MT BARKER ROAD STIRLING
Presiding Member ___________________________________________________________________
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.
2. 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.
3. 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
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.
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.
Andrew Aitken – Adelaide Hills Council
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%
Andrew Aitken – Adelaide Hills Council
360 Degree Report
All Rights Reserved © Locher & Associates 2015 Page 2
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
Andrew Aitken – Adelaide Hills Council
360 Degree Report
All Rights Reserved © Locher & Associates 2015 Page 3
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
Andrew Aitken – Adelaide Hills Council
360 Degree Report
All Rights Reserved © Locher & Associates 2015 Page 4
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
Andrew Aitken – Adelaide Hills Council
360 Degree Report
All Rights Reserved © Locher & Associates 2015 Page 5
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
Andrew Aitken – Adelaide Hills Council
360 Degree Report
All Rights Reserved © Locher & Associates 2015 Page 6
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
Andrew Aitken – Adelaide Hills Council
360 Degree Report
All Rights Reserved © Locher & Associates 2015 Page 7
# 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
Andrew Aitken – Adelaide Hills Council
360 Degree Report
All Rights Reserved © Locher & Associates 2015 Page 8
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
Andrew Aitken – Adelaide Hills Council
360 Degree Report
All Rights Reserved © Locher & Associates 2015 Page 9
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
Andrew Aitken – Adelaide Hills Council
360 Degree Report
All Rights Reserved © Locher & Associates 2015 Page 10
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
Andrew Aitken – Adelaide Hills Council
360 Degree Report
All Rights Reserved © Locher & Associates 2015 Page 11
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
Andrew Aitken – Adelaide Hills Council
360 Degree Report
All Rights Reserved © Locher & Associates 2015 Page 12
# 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
Andrew Aitken – Adelaide Hills Council
360 Degree Report
All Rights Reserved © Locher & Associates 2015 Page 13
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
Andrew Aitken – Adelaide Hills Council
360 Degree Report
All Rights Reserved © Locher & Associates 2015 Page 14
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
Andrew Aitken – Adelaide Hills Council
360 Degree Report
All Rights Reserved © Locher & Associates 2015 Page 15
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
Andrew Aitken – Adelaide Hills Council
360 Degree Report
All Rights Reserved © Locher & Associates 2015 Page 16
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
Self Director Manager Council
Andrew Aitken – Adelaide Hills Council
360 Degree Report
All Rights Reserved © Locher & Associates 2015 Page 17
# 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
Andrew Aitken – Adelaide Hills Council
360 Degree Report
All Rights Reserved © Locher & Associates 2015 Page 18
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
Andrew Aitken – Adelaide Hills Council
360 Degree Report
All Rights Reserved © Locher & Associates 2015 Page 19
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
Andrew Aitken – Adelaide Hills Council
360 Degree Report
All Rights Reserved © Locher & Associates 2015 Page 20
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
Andrew Aitken – Adelaide Hills Council
360 Degree Report
All Rights Reserved © Locher & Associates 2015 Page 21
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
Self Director Manager Council
Andrew Aitken – Adelaide Hills Council
360 Degree Report
All Rights Reserved © Locher & Associates 2015 Page 22
# Question Self Directors Managers CMs Ave
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
Andrew Aitken – Adelaide Hills Council
360 Degree Report
All Rights Reserved © Locher & Associates 2015 Page 23
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
Andrew Aitken – Adelaide Hills Council
360 Degree Report
All Rights Reserved © Locher & Associates 2015 Page 24
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
Andrew Aitken – Adelaide Hills Council
360 Degree Report
All Rights Reserved © Locher & Associates 2015 Page 25
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
internal and external
stakeholders
Annual Business Plan
is completed and
communicated on
time
Promotes the
importance of
sustainability in
Council activities
Andrew Aitken – Adelaide Hills Council
360 Degree Report
All Rights Reserved © Locher & Associates 2015 Page 26
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
internal and external
stakeholders
Annual Business Plan is
completed and
communicated on
time
Promotes the
importance of
sustainability in
Council activities
Self Report Directors Managers Council Members
Andrew Aitken – Adelaide Hills Council
360 Degree Report
All Rights Reserved © Locher & Associates 2015 Page 27
# Question Self Directors Managers CMs Ave
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
Andrew Aitken – Adelaide Hills Council
360 Degree Report
All Rights Reserved © Locher & Associates 2015 Page 28
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
Andrew Aitken – Adelaide Hills Council
360 Degree Report
All Rights Reserved © Locher & Associates 2015 Page 29
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
Andrew Aitken – Adelaide Hills Council
360 Degree Report
All Rights Reserved © Locher & Associates 2015 Page 30
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
Self Report Directors Managers Council Members
Andrew Aitken – Adelaide Hills Council
360 Degree Report
All Rights Reserved © Locher & Associates 2015 Page 31
# Question Self Directors Managers CMs Ave
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
Andrew Aitken – Adelaide Hills Council
360 Degree Report
All Rights Reserved © Locher & Associates 2015 Page 32
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
Andrew Aitken – Adelaide Hills Council
360 Degree Report
All Rights Reserved © Locher & Associates 2015 Page 33
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
Andrew Aitken – Adelaide Hills Council
360 Degree Report
All Rights Reserved © Locher & Associates 2015 Page 34
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
Andrew Aitken – Adelaide Hills Council
360 Degree Report
All Rights Reserved © Locher & Associates 2015 Page 35
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
Self Report Directors Managers Council Members
Andrew Aitken – Adelaide Hills Council
360 Degree Report
All Rights Reserved © Locher & Associates 2015 Page 36
# Question Self Directors Managers CMs Ave
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
Andrew Aitken – Adelaide Hills Council
360 Degree Report
All Rights Reserved © Locher & Associates 2015 Page 37
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
improvement initiatives
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
improvement initiatives
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
Andrew Aitken – Adelaide Hills Council
360 Degree Report
All Rights Reserved © Locher & Associates 2015 Page 38
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
Andrew Aitken – Adelaide Hills Council
360 Degree Report
All Rights Reserved © Locher & Associates 2015 Page 39
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
Andrew Aitken – Adelaide Hills Council
360 Degree Report
All Rights Reserved © Locher & Associates 2015 Page 40
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
Andrew Aitken – Adelaide Hills Council
360 Degree Report
All Rights Reserved © Locher & Associates 2015 Page 41
1.00
2.00
3.00
4.00
5.00
6.00
7.00
Self Report Directors Managers Council Members
Andrew Aitken – Adelaide Hills Council
360 Degree Report
All Rights Reserved © Locher & Associates 2015 Page 42
# Question Self Directors Managers CMs Ave
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
Andrew Aitken – Adelaide Hills Council
360 Degree Report
All Rights Reserved © Locher & Associates 2015 Page 43
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
Andrew Aitken – Adelaide Hills Council
360 Degree Report
All Rights Reserved © Locher & Associates 2015 Page 44
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
Andrew Aitken – Adelaide Hills Council
360 Degree Report
All Rights Reserved © Locher & Associates 2015 Page 45
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
Andrew Aitken – Adelaide Hills Council
360 Degree Report
All Rights Reserved © Locher & Associates 2015 Page 46
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
Andrew Aitken – Adelaide Hills Council
360 Degree Report
All Rights Reserved © Locher & Associates 2015 Page 47
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
Andrew Aitken – Adelaide Hills Council
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
2015-16 CEO Key Performance Indicators (Updated 18 November 2015))
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.
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.