SALISBURY ORGANISATIONAL EXCELLENCE STRATEGY · utilised to attract and retain top talent through...

SALISBURY ORGANISATIONAL EXCELLENCE STRATEGY

Contents

Introduction Planning Framework

Integration

Organisational Structure

Our Commitment

Objectives

Policy & Planning Stream 1: PeopleGoals and Priority Actions

Policy & Planning Stream 2: Processes & SystemsGoals and Priority Actions

Policy & Planning Stream 3: GovernanceGoals and Priority Actions

Policy & Planning Stream 4: Financial ManagementGoals and Priority Actions

Policy & Planning Stream 5: Customer & CommunityGoals and Priority Actions

Targets and Indicators

Acknowledgements

page 4

page 6

page 7

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page 10

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An Organisational Excellence Strategy 3

Published August 2009

An Organisational Excellence Strategy4

This in itself adds its own issues and it is how we manage such issues that will determine if we continue to be a leading organisation for our community and staff.

As an organisation the City of Salisbury acknowledges the significance of organisational culture and has put in place processes to enhance the behaviours of the organisation to facilitate a stronger constructive model.

Organisational excellence is about the creation and ongoing enhancement of our organisational culture and our processes and systems. Many pressures are placed on organisations as they strive to achieve their goals. A successful organisation will only achieve its vision if it has in place a way of addressing these pressures in a coordinated manner.

The Salisbury City Plan 2020, titled ‘Salisbury, Sustainable Futures’ encapsulates the vision through four Key Directions; Shaping the Future, Sustaining our Environment, The Living City and Salisbury Success. Each direction has a focus, namely Economic, Environment, Community and Organisational Excellence.

The City of Salisbury continues to be a leader in Local Government by delivering services at a high level that meets our community’s

needs. Our vision, “Excellence in building a community of opportunity and spirit in a

quality environment” challenges us to always strive for excellence in what we do across the

complex mix of services we provide.

Introduction

Introduction

The Organisational Excellence Strategy – Salisbury Success, brings together the many initiatives currently being undertaken or planned to be implemented within the period ahead to achieve the objectives identified in the City Plan;

Achieve a financially sustainable •organisation.Develop and maintain an •adaptable, skilled and satisfied workforce.

Provide a safe working •environment.Provide excellent customer •service.Ensure effective governance.•Apply appropriate technology •and information systems that enhance service delivery.Develop better planning, business •and resource management processes to support excellent service delivery.

To facilitate these objectives in a coordinated manner, policy and planning streams have been identified within which a number of actions will be delivered.

These streams are;

People•Processes & Systems•Governance•Financial•Customer & Community•

This strategy is available to the community at large and to all staff.

5An Organisational Excellence Strategy

Planning Framework

STRATEGIC STATEMENTSUSTAINING OUR ENVIRONMENT

CITY PLANSUSTAINABLE FUTURES

ActionPlan

ActionPlan

ActionPlan

ActionPlan

ActionPlan

ActionPlan

ActionPlan

ActionPlan

BUSINESS PLANSBUDGET

+ANNUAL PLAN

STRATEGIC STATEMENTSHAPING THE FUTURE

STRATEGIC STATEMENTTHE LIVING CITY

STRATEGIC STATEMENTSALISBURY SUCCESS

ActionPlan

DEVELOPMENT PLAN

INDIVIDUALPERFORMANCE

PLANS

STATE STRATEGIC PLAN & PLANNING STRATEGY

City of Salisbury - Planning FrameworkThe City of Salisbury has structured its planning process around four Key Directions presented within the City Plan. This chart illustrates the relationship of the high level strategic directions and the supporting action plans for setting Council’s annual budget and priorities.

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6 An Organisational Excellence Strategy

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The City of Salisbury’s Organisational Excellence Strategy, Salisbury Success, contributes to the success of South Australia’s Strategic Plan by addressing priority actions identified within these objectives.

Salisbury City Plan,Sustainable Futures The City of Salisbury’s City Plan - Sustainable Futures is a local response to current and future needs of the Salisbury community. It seeks to address the unique challenges of Salisbury by developing and benefiting from a range of opportunities and partnerships.

The focus of Sustainable Futures is to build on our strengths and work together in shaping a future with “excellence in building a community of opportunity and spirit in a quality environment.”

Sustainable Futures is a unique plan which integrates our organisation’s corporate planning processes with the organisational strategic framework.

Sustainable Futures lists the following Key Directions which provide the core strategic directions for the City:

Key Direction 1: Shaping Our FutureDevelop our city as prosperous and progressive by attracting and sustaining increased business investment and by providing accessible learning opportunities to grow and support a skilled workforce.

Key Direction 2: Sustaining Our EnvironmentBecome a sustainable city in which its residents and businesses embrace sustainability best practices as part of their day-to-day lives and activities.

Key Direction 3: The Living CityMaintain a strong and vibrant community by providing safe and supportive environments that promote opportunity, healthy and creative lifestyles.

Key Direction 4: Salisbury Success Remain a high performing and innovative organisation that strives to achieve excellence in every area.

This strategy focuses on Key Direction 4 - Salisbury Success.

An Organisational Excellence Strategy

Integration

State: South Australian Strategic PlanThe City of Salisbury operates in a strategically and comprehensively planned and integrated environment, applying processes to deliver best practice and innovation and to ensure excellence.

The Organisational Excellence Strategy - Salisbury Success, delivers on a core direction of the City of Salisbury’s City Plan - Sustainable Futures. The core elements of the State Strategic Plan are embraced by the City of Salisbury in its own planning process.

The South Australian Strategic Plan identifies six key objectives that State and Local Government, the private sector and the community can collaboratively work towards:

Growing Prosperity1. Improving Wellbeing2. Attaining Sustainability3. Fostering Creativity4. Building Communities5. Expanding Opportunity6.

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Organisational Structure


The City of Salisbury operates under a model that provides three delivery arms, being Policy & Program Management, Service Delivery and Corporate Support. Within these three areas sit seven departments;

Policy & Program ManagementStrategic Planning•City Projects •

Service DeliveryAsset Services•Community Services•Development & Environmental •Services

Corporate SupportFinance•Corporate Development•

CITY MANAGER STEPHEN HAINS

CORPORATEDEVELOPMENT

POLICY & PROGRAM MANAGEMENT CORPORATE SUPPORTSERVICE DELIVERY

FINANCEDEVELOPMENT &ENVIRONMENTAL

SERVICES

ASSET SERVICES

STRATEGIC PLANNIING

CITY PROJECTS COMMUNITYSERVICES

DIRECTORJohn Harry

DIRECTORColin Pitman

DIRECTORGreg Waller

DIRECTORPru Blackwell

DIRECTORMark

van der Pennen

DIRECTORPeter Fairlie-Jones

DIRECTORJane Trotter

Urban Development

Social Development

Culture, Youth & Recreation

Leisure

Economic Development

Capital Works

Traffic Management

Strategic Asset Management

Landscape &Security

Water Systems

Civil Design

Special Projects

Development Services

Development Engineering

Environmental Health

Inspectorial Services

Library Services

Recreation Services

Healthy Ageing & Access

Youth & Neighbourhood

Services

Cemetery

Civil Services

Horticultural Services

Nursery

Building Maintenance

Fleet Management

Workplace Development

Waste Transfer Station

OrganisationalDevelopment

Information Services

Marketing & Communications

Business Excellence

Governance & Customer Service

Budget & Management Accounting

Revenue & Finance

Property & Asset Systems

Contract & Procurement

Services

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A successful organisation requires the effective management of both direct and indirect resources in a transparent and fair manner while also capitalising on key stakeholder input to deliver on the required outcomes. It also requires a constructive environment for staff to excel in.

The development of this strategy underpins these aims and provides a structured approach to the continual improvement of the organisation’s performance.

Staff InvolvementThe development and ongoing delivery of the Organisational Excellence Strategy requires the active involvement of staff to ensure that the appropriate focus is given to initiatives that will deliver the required outcomes.

To facilitate this involvement, staff are invited to be part of the Salisbury Directions Forum where they have an opportunity to influence the direction and initiatives of Salisbury Success.

Along with this forum, staff are regularly updated through both face-to-face briefings and written media about the ongoing development and challenges the organisation needs to address as it strives for excellence in every area.

Each of the departments is led by a Director who reports directly to the City Manager. The combination of the City Manager and Directors form the executive group (MANEG). The role of MANEG is to ensure that the City’s vision and various objectives as endorsed by the Elected Members are achieved through a framework of effective governance.


Organisational Structureg

The Organisational Excellence Strategy is a commitment to existing and future staff that

the organisation will continue to enhance the working environment. This will be achieved by

the projection of an image and the reality of the City of Salisbury as a great place to work in the minds of current employees and potential

employment candidates. The organisation is committed to ensuring that existing and new

staff will prefer to work at the City of Salisbury.

Our Commitment


South Australia in general is faced with an ageing workforce; new competitive forces and different employment requirements from younger and older employees and potential employees. More mature employees add depth and experience to the staff as a whole and the City has developed mentoring initiatives to engage these staff - and to allow other employees to benefit from their accumulated experience and wisdom.

There are also innovative initiatives for ‘transition to retirement’ processes for older staff.

The City has no doubt that differentiating itself from other employment market competitors is crucial in maintaining a competitive advantage in the attraction and retention of quality employees over the years ahead. The Organisational Excellence Strategy embraces plans and initiatives to ensure this result. The outcome is a secure and stable workforce, best placed to drive the key initiatives of the City of Salisbury on behalf of its community.

This City is actively auditing its ‘employer brand’ with a clear view to Council’s positioning of itself as an attractive place to work - both for existing and prospective employees. More so than ever before, employees need to be truly engaged in the workplace, hence the City’s focus on its employer brand and how this may be utilised to attract and retain top talent through an Employee Value Proposition (EVP) that differentiates its employment benefits and attractiveness.

Employees in general are increasingly centred on work life balance and workplace flexibility driven by changing social trends and awareness such as the environment and green initiatives.

Aware that values, choices and behaviour of new employees/ prospective employees are dramatically different to those of even ten years ago, the City is working hard to promote cost effective conditions and benefits not only to its employees but to the pool of prospective employees.

The City’s guiding principles in attracting and retaining staff and hence best positioning itself to provide the very best of services to its community are:

Deliver immediate value to •existing staff and be very compelling to potential employees.

Provide the organisation with a •clear differentiation within the employment market.

Establish a solid platform for •positioning the City’s reputation as a preferred employer.

It is driven by the need to ensure that the organisation can continue to deliver the high level of services and identify further opportunities and capitalise on such.

It is also driven by the recognition that this will not be achieved if the organisation does not have a motivated workforce, satisfied in their work environment.

The City is well aware that there is now a highly competitive employment market - more so than ever before. So whilst the City is firmly committed to best practice planning, governance and review and the secure financial sustainability of the organisation, the City intends to maintain its quality workforce.

It is also actively striving to attract, engage and retain the best quality staff to deliver its services to all clients of the organisation.

Cultural Diversity: 12% of our workforce is able to write or speak a language other than English (with 18 languages identified).

Education: A third of employees have completed senior high school and approximately two thirds have some level of tertiary education.

Working Arrangement and working intentions: 70% of employees are in ongoing employment roles (of which 7.2% are part-time).22% are employed in fixed term contracts.

Background

Age profile: The profile survey revealed that the largest component of the City of Salisbury workforce was in the age group of 30-34, 35-39 and 50-54, all rating at 15% of the workforce. Gender profile: In 2009 a response rate of 48% was received, 40% female, 58% male and 2% no response.

Age % of workforce

Age Group

% o

f wor

kfor

ce

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In 2006 Council commissioned a workforce profile to obtain critical information about the workforce. This survey will be repeated every

two years to provide up to date data. The most recent survey was completed in 2009.

Information gathered will assist integrating workforce planning into

normal business practices.


Using the results of the initial survey information, the City has embarked on a comprehensive culture development process to provide a working blueprint to create and embed the desired culture. This is happening on a range of fronts, including recruitment and the performance management process, which emphasise and require demonstration of the identified behaviours. Council and its employees are striving for a constructive “blue” culture as seen in the illustration to the right.This culture is characterised by humanistic-encouraging affiliative behaviours and is premised on achievement and self-actualising styles.

The results of the 2009 survey show a strong change towards the preferred culture, which reflects the effort being placed by the organisation in striving for excellence in all areas. Council will be undertaking an extensive survey with its staff every two years to measure its progress towards this goal.

Organisational Cultural InventoryThe City has utilised an Organisation Culture Inventory (OCI) as a sophisticated framework to identify and develop its actual and preferred culture. This has enabled the development of a set of desired organisational behaviours which are reflected within the behaviours expected by all staff in their roles with Council. The OCI examines:

The ideal or preferred culture •The existing culture •The elements which are driving •the culture The areas that may need special •attention The gaps between the ideal •culture and the existing cultureHow to close the gaps•

The extensive OCI survey was first completed by Salisbury staff in late 2006 and has been measured again in mid 2009 to assess movement towards the desired constructive and outcomes-oriented culture. Thus the 2006 survey is a benchmark for all future surveys.

Backgroundg

The Organisational Culture Inventory Circumplex. Our preferred culture.


Australian Business Excellence FrameworkThe City has committed to the Australian Business Excellence Framework (ABEF) as its model to sustain effective systems, processes, governance, fiscal management and drive its internal operations towards excellence.

The City completed its first Organisation Self Assessment (OSA) against the principles of the ABEF in 2006.

The organisation identified areas for improvements and released a number of employee driven projects to begin to address specific principles under the ABEF including, Continuous Improvement, Leadership, Knowledge and Information and Customers.

Council will use the initial assessment as a benchmark and continue to monitor its progress against the ABEF by undertaking the assessment every two years.

Backgroundg

ABEF CategoriesSystems Thinking: Continuously improve the system.

People: Develop and value people’s capability and release their skills, resourcefulness and creativity to change and improve the organisation.

Continuous Improvement: Develop agility, adaptability and responsiveness based on a culture of continual improvement, innovation and learning.

Information and Knowledge: Improve performance through the use of data, information and knowledge to understand variability and to improve strategic and operational decision making.

Corporate and Social Responsibility: Behave in an ethically, socially and environmentally responsible manner.

Sustainable Results: Focus on sustainable results, values and outcomes.

Leadership: Lead by example, provide clear direction, build organisational alignment and focus on sustainable achievement of goals.

Customers: Understand what markets and customers value, now and into the future, and use this to drive organisational design, strategy, products and services.


Organisational BehavioursIn delivering on Salisbury Success, the organisation has in place a set of organisational behaviours that promote the delivery of a constructive culture that will enhance the opportunity for the organisation to meet both corporate outcomes while also providing individual development and satisfaction.

The behaviours align to a culture that will support our achievement of Salisbury Success and is the “way we do things” at the City of Salisbury. The behaviours are:

AchievementWe will be successful through the delivery of our goals, underpinned by sound planning, clear accountability and performance monitoring.

This will be achieved by a commitment to:

Provide adequate resources and •support structures;Encourage a trusting and •supportive environment;Be innovative & continually •enhance our work methods;Recognising achievements in •others;Do what we say we will do;•Celebrate our successes.•

Customer FocusWe will understand our internal and external customer’s needs and will strive to address those needs in a timely, respectful manner.This will be achieved by a commitment to:

Always deliver to the best of our •capability; Encourage input and feedback •and strive to improve;Exceed requirements and •expectations;Focus on quality and value;•Operate in a mutually-respectful •manner.

Innovation We will be innovative and progressive as we strive to achieve our vision.This will be achieved by a commitment to:

Encouraging better practice;•Being creative;•Allowing acceptable risk-taking.•

Organisational Behaviours


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PeopleWe value each other and will strive to support each other’s wellbeing.This will be achieved by a commitment to:

Collaborating & seeking out •other’s ideas;Providing a safe work •environment;Dealing with others with •empathy, consideration and respect;Maintaining confidences;•Encouraging work life balance;•Listening and involving;•Communicating relevant and •meaningful information in a timely manner.

LearningWe will ensure we grow both personally and professionally. This will be achieved by a commitment to:

Supporting each other in actively •pursuing opportunities to improve, grow and learn;Providing learning opportunities;•Providing honest and constructive •feedback.


Behavioural Checklist - Values and Behaviours Diagram

Understands role & expectations•Agreed goals have been met•Positive attitude towards job•Accepts accountability•

Always delivers to •best capacityUnderstands •customer needsMutually respectful •relationship with customers

Shows initiative and •resourcefulnessCommitted to achieve better •practicesConstructive suggestions to •improve productivity and processes

Displays respect for others•Builds constructive relationships •with stakeholdersDisplays communication and •interpersonal skillsMaintains confidences and •discretions

Pursues opportunities •to grow and learnCommitted •to personal developmentFulfils development/•training commitments

Organisational Behavioursg

Provide a safe working 3. environment.

Provide excellent 4. customer service.

Ensure effective 5. governance.

Application of appropriate 6. technology and information systems that enhance service delivery.

Develop better planning, 7. business and resource management processes to support excellent service delivery.

Achieve a financially 1. sustainable organisation.

Develop and maintain 2. an adaptable, skilled and satisfied workforce.

OVERALL DIRECTIONAL STATEMENT “To remain a high performing and innovative

organisation that strives to achieve excellence in every area.”

OBJECTIVES:


ADMINISTRATION: To ensure effective administration of the Organisational Excellence Strategy goals, an annual action plan will be drafted and administrated by the Organisational Development division.

Policy & Planning Stream 1 PeopleBased on the premise that a good work environment provides challenging, exciting and rewarding work, development opportunities and flexible arrangements, this stream focuses on the initiatives required to enhance the work environment so that staff and potential staff are motivated and engaged.

POLICY & PLANNING STREAMS:


Policy & Planning Stream 2 Processes and SystemsBased on the premise that continually reviewing processes enables the organisation to respond to the changing environment in which the Council operates. This stream focuses on the review and redesign of current systems and introduction of effective new systems to further enhance our systems and processes.

Policy & Planning Stream 3 GovernanceBased on the premise that effective corporate governance allows for a sturdy framework that establishes the roles of the Council, its Elected Members and the City’s Executive team and staff. This stream commits the City to an ethical environment through the development of policies dealing with probity, access and equity, risk assessment and fair treatment.

Policy & Planning Stream 4 Financial ManagementBased on the premise that strategic financial management and forward planning remains a fundamental aspect of any successful organisation, the City of Salisbury is mindful of its responsibilities to be financially sustainable and securing a financial position capable of meeting long-term service, infrastructure levels and standards.

Policy & Planning Stream 5Customer & CommunityBased on the premise that we exist through our customers and community. This stream focuses on engaging our customers and community in order to effectively meet their needs.

Goal 1.1 - To create a working environment that supports the preferred organisational culture.

PERFORMANCE MEASURES

Priority Actions• OrganisationalCulture

Inventory The Organisational Culture Inventory (OCI) measures the cultural status of the organisation and identifies areas of opportunity to implement the desired ‘constructive culture’ in the workplace. The City of Salisbury is committed to the attainment of this constructive culture for the benefit of staff satisfaction, attraction and retention and to achieve maximum productivity. The OCI survey will be conducted every two years to measure success in attaining that culture.

The Australian Business •Excellence Framework (ABEF) The organisation is committed to the eight principles of the Australian Business Excellence Framework. This framework is an integrated approach to leadership and management that is based on achieving sustainable success. The framework helps support a constructive culture and will in turn help:

Deliver Service Quality, customer •service and satisfaction.Support visionary and •inspirational leadership.Engage teams and raise staff •satisfaction.Focus on achievement.•Help us meet our self- •actualising needs.Enhance the organisation’s •capacity to manage change.

Improve the organisation’s •effectiveness and capability.Further strengthen and maintain •strong financial performance.Enable further innovation in •products and services.Continually improve business •planning processes.Raise productivity and reduce •operating costs.Improve the organisation’s •decision-making capabilities.

The ABEF sets the foundation for ongoing organisational culture reviews.

Goal 1.2 - To provide a safe work environment.

Occupational Health Safety •and Welfare Ensuring the health, safety and welfare of the City of Salisbury’s employees is of paramount importance to the Council. The City’s Occupational Health, Safety and Welfare plans and policies are directed towards a safe environment in which all employees can report that they feel 100 per cent safe. The City takes Occupational Health and Safety very seriously not only to support the workforce but also to meet legislative obligations and ensure the organisation maintains its self-insurance licence.

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Policy & Planning Stream 1

The plan will be dynamic and progressive, being regularly reviewed and updated to reflect the changing OHS best practice management and training needs throughout the organisation.

Goal 1.3 - To ensure staff have the necessary skills for current and future needs.

Priority ActionsLearning and Development •Plan Training, learning and development of our employees is important in maintaining a highly skilled and engaged workforce that can achieve the goals of the organisation. Staff who can undertake tasks in a capable manner, display positive workplace behaviours and have opportunities for development and self-fulfilment are satisfied, self-motivated, responsible and effective in striving for excellence.

The Organisational Development division is delivering a corporate learning and development plan that supports the Performance Development Review process.

Workforce Planning• Council has commissioned an accurate and comprehensive workforce data profile to provide a clear picture of the characteristics and intentions of its workforce. By this means Council can plan to meet the required current and future work demands to achieve its vision. The workforce planning profile has provided comprehensive workforce data providing critical information about the workforce and their working life intentions. It has enabled demand and supply analysis across the Council and at division level.

It has highlighted workforce information gaps and has created an opportunity for the Council to access workforce planning intelligence, for key staff to receive training in workforce planning methods and to integrate workforce planning into normal business practice. Council is working actively to enhance employees’ access to flexible working arrangements; career path opportunities; secure employment; training and career development in areas such as management and leadership; project management and computing.

Internally, the Organisational Development division is actioning these priorities with a range of initiatives:

Review policies and procedures •and employment conditions to maintain an environment which supports and embeds the constructive organisational culture and behaviours.

Promoting and maintaining the •City of Salisbury as an attractive place to work.Implementing the recruitment •and retention plan - an intensive approach directed at attracting and retaining quality external candidates.Identifying and forecasting •of required roles and skills to fill future roles (succession planning).Identifying and supporting •internal talent for future higher level roles.Championing diversity and •support for women, volunteers and carers.Maintaining a safe and healthy •workforce, supported by healthy lifestyle initiatives.Auditing success of targeted •Human Resource initiatives.


Study Support •Council assists its staff to gain further qualifications through approval of study leave, financial support from the Council for studies relevant to their work in Local Government or through the trainee and apprenticeship reimbursement scheme.

Leadership Development •The City of Salisbury believes that good leadership is the cornerstone of a strong and engaged workforce. Through the Lifestyle Inventory Analysis, all executive and divisional managers are assessed and coached to develop best practice, constructive leadership styles. All staff can also play a leadership role. It is the intention of the organisation to support all staff in enhancing leadership skills through the many learning and development opportunities.

Succession Planning •The organisation is committed to ensure that staff have the opportunity to move into higher positions that provide both an individual and organisational benefit. A succession plan will be developed to support this achievement.

Developing People •(Performance Development Review) The City of Salisbury utilises a modern, constructive and comprehensive Performance Development Review process providing two-way feedback for employees and supervisors whilst identifying personal training and development needs for all employees.

Goal 1.4 - To support the development of our emerging leaders (YPF).

The City is committed to motivating and engaging its workforce and has developed proactive approaches in supporting its staff. There is a strong awareness of its emerging and future leaders - the under 35 years age group. The under 35 years age group are supported by training and consultative opportunities through the ‘Young Professionals Forum’.

Priority ActionsYoung Professionals Forum •Staff under 35 years of age is a key staff demographic for the organisation as they make up 24 per cent of the City’s workforce. As a staff initiative the Young Professionals Forum and Young Professionals Forum Committee was established. The project focuses on nurturing the talent of tomorrow and providing communication avenues for this vital group.

The project is supporting opportunities for networking internally and externally for these staff and assists the City’s retention strategies. The project seeks to encourage leadership skills for young staff, support their retention and enable a forum for voicing their perspective on issues affecting the organisation and the City now and into the future.

The forums also provide social and fun activities for young staff. The concept of the YPF has direct links with the Living City Strategy and supports Salisbury Success in innovative ways such as:

Recognition for the City’s Young •Professionals.Opportunity for Salisbury to be •innovative around organisational development and succession planning.Development of mentoring or •coaching program .Linkage with leadership projects •and programs, including LGMA Challenge and Emerging Leaders. Inter-departmental •communication and collaboration.

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This approach is seen as very significant by the City, not just for the staff themselves as the leaders of the future but beyond that to the community whom they serve. Council is looking at those employees who are committed to their own development, the development of their peers and the organisation.

Goal 1.5 - To support the development of women within the organisation.

The City also has a firm commitment to supporting, developing and encouraging its female workforce - and most importantly to develop and ensure genuine career and promotional opportunities for its female workforce.

Female staff are well supported with particular projects, training and consultative opportunities: ‘Project Connect’ and ‘Growing Professionally’ programs.

Project Connect • Project Connect is inspired by the need to develop a strategic framework for its female staff following the findings of the National Framework for Women in Local Government. Project Connect aims to raise the level of awareness, acceptance and visibility of women and provide employees with the knowledge and resources to “connect” with the organisation, to enable them to develop their careers, and realise their potential in Local Government. A key aim of the project is to achieve significant increases in senior positions held by women at the City of Salisbury. Currently, women are significantly under-represented in senior roles.

A series of programs have been undertaken which have formed the basis of the framework, each of which have been attractive to staff in various ways including opportunities for participation for all levels:

Lunch time inspirational speakers •focusing on personal and professional goals and ambition for men and women.Worklife Choices – a self-•diagnostic tool for assisting goal setting.Leadership training preceded •by 360° feedback by peers, managers.Invitations to attend women’s •day events, sessions and seminar breakfasts.Bizarre Bras – breast cancer •awareness program for community and employees.Growing Professionally course •– seven sessions ranging from self assessment through to being your own PR company.

The City is strongly committed to the ongoing need for effective and professional communication about gender specific and diverse management issues in the workplace.

Growing Professionally • The Growing Professionally program is now a well supported annual course offered to women at the City of Salisbury, with around 55 women having graduated to date. The program offers a professionally based learning experience in a supportive and emotionally secure environment for all women within the organisation. The program encourages confidence in each individual’s abilities and allows participants to test their assumptions and work performance within the framework of what is still a majority male environment.


Goal 1.6 - To attract and retain quality staff.

The City is actively pursuing a targeted HR Attraction and Recruitment Strategy to address the issue of attracting and retaining skilled workers in a highly competitive professional environment. The pool of potential employers available to job seekers is vast and positioning the City of Salisbury as an employer of choice is the focus of this program.

Priority ActionsConditions of Employment •and Employee Benefits The City of Salisbury provides a dynamic and rewarding career environment with a range of opportunities reflecting the vast range of Council operations and professional areas.

Salisbury staff enjoy the benefits of being part of a workforce that is highly qualified and consists of a variety of occupational groups. Together the workforce can enjoy the fellowship of working together in a positive, engaging environment.

Maintaining suitable working conditions that reflect the Council’s position as an employer of choice is an important initiative. Flexible working conditions and an industry-competitive range of benefits and family-friendly policies are some areas which remain priorities.

Quote from staff member:Flexibility: “My partner had been working night shift for several years and was finding it difficult to pick up our young child from school. When the shift was changed to afternoon shift, it became necessary for me to pick him up. I was able to achieve a satisfactory arrangement with minimal disruption to other staff.”

Female employees benefit from up to 12 weeks paid leave on the birth of a child. The City also supports many initiatives to engage and support its employees.

Recruitment and Retention •Plan As with the labour market in general, Local Government and the City of Salisbury are both susceptible to the skills shortage in Australia. Attracting new and sustaining our quality employees is a key priority of the Council. The City of Salisbury’s Attraction, Recruitment and Retention Plan is directed towards attracting, recruiting and then retaining the very best of the employment market through the implementation of best practice strategies and industry-competitive employee conditions and benefits.

Healthy Lifestyle Programs• Employees benefit from the popular Healthy Lifestyle Program which is currently being expanded in scope. Council is committed to maintaining the wellbeing of employees and recognises the benefit which a healthy lifestyle program can play in maintaining a work life balance for employees and thus complementing our retention strategy. The program supports staff in achieving better wellbeing through a number of initiatives such as an annual Corporate Cup event; skin cancer screenings; annual influenza inoculations; and assistance with quitting smoking. The program is being expanded to include Fitness & Weight Management Programs.

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Induction Process• Employees are welcomed into the City of Salisbury in a structured and informative way and the City is committed to providing a good foundation and lasting satisfaction for each employee. Induction delivers this foundation and informs employees of individual roles and the organisations’ role and responsibilities to each other. Utilising an employee handbook, the induction progresses across a 12 month timeline to ensure employees are integrated seamlessly into the organisation.


Traineeships • Council actively supports maintenance of traineeships to Salisbury residents within the organisation with an active commitment to the development of employment opportunities for residents of our community by hosting the traineeship program within Council. With a 12 month period of operation, each traineeship results in paid work experience, a certificate qualification and enhanced career prospects for young people in the community. In addition, Council is provided with opportunities in recruitment and selection and succession planning.

Cadetships• Cadetships are utilised in various departments across Council where appropriate. The cadetship scheme targets recruits who are still studying an undergraduate qualification, providing them with paid employment in a working and learning environment whilst continuing their studies. This provides Council with a link to the most up-to-date information and qualification-specific fields in targeted recruitment and selection and succession planning. This is particularly relevant to areas that are hard to staff, such as Planning, Building and Engineering.

Volunteer Recruitment and •Retention As with the management of staff, similar issues are evident in the recruitment and management of volunteers. The ongoing management of this critical resource will require continued effort and coordination across the organisation.

Goal 2.1 - To enhance the planning, governance and continuous improvement framework.

Priority ActionsOrganisational Self •Assessment The City of Salisbury is committed to achieving the principles of the Australian Business Excellence Framework to meets its goals. Organisational Self Assessment is conducted on a two yearly cycle to benchmark the City’s operations against the ABEF and identify further areas of opportunity.

Business Planning• With the City of Salisbury operating on a four year business planning cycle, reviewed on an annual basis, the organisation is able to strategically plan and budget for all future activities. Business plans for each department are linked to the budget and the City Plan to ensure continual work occurs towards the City’s vision and goals. Employees benefit through the linking of their personal action plans and their Personal Development Reviews, into the planning process.

Project Methodology • The City of Salisbury’s project methodology provides a systematic means of administering the actions and budget of the many projects undertaken in the organisation. Salisbury’s project office promotes the methodology and provides appropriate training and support to staff to ensure the methodology is sustainable and effective across the organisation.

Salisbury Innovates – •Continuous Improvement Process A key focus of the Australian Business Excellence Framework, continuous improvement and innovation challenges employees and the organisation to focus on improved operations to support a continuous improvement culture. The organisation is assessing the appropriate system and tools it can use to facilitate the development of a continuous improvement culture.

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Processes & Systems


yPolicy & Planning Stream 2

Goal 2.2 - To ensure we use technology to support the achievement of our goals.

Priority ActionsInformation Management •Strategy The Information Management Strategy reviews the City of Salisbury’s current systems and is directed towards a strategy identifying current resources and future needs. The Strategy will enable Council to strategically plan for our information services’ future needs and changes whilst identifying related budget and training.

Goal 2.3 - To ensure we communicate effectively.

Priority ActionsInternal Communication• The City of Salisbury embraces effective communication as fundamental to high performance. Salisbury’s Voice is a communication plan that guides the internal communication and tools used between all staff.

Senior Management Team •Engagement (SMT) A critical action is to ensure the Senior Management team is driving the required changes in line with the preferred culture. To facilitate this, a review of how the SMT can engage better to achieve the required outcomes is proposed.


Goal 3.1 - Ensure governance practices promote transparency and performance.

Priority ActionsEnsure Effective Governance• The organisation is committed to the highest standards of corporate governance and has implemented a Governance Framework and supporting Statement which will ensure that its operations are soundly and sustainably structured. The Framework establishes the roles of the Council, its Elected Members and the City’s Executive and staff. The framework provides for monitoring and review of performance, as well as ensuring an appropriate focus is placed on supporting and developing Elected Members in the execution of their roles and responsibilities.

The Statement commits the City to an ethical environment through the development of policies dealing with probity, access and equity, fair treatment and more. The Risk and Audit Steering Committee has been established to provide operational oversight of risk management, internal audit and external audit initiatives, including the provision of advice to the Audit Committee of Council and the City’s Executive.

Better Planning and •Reporting - the Planning Framework Sustainable planning and reporting that is simple to understand and implement is the key to good governance practices. The City of Salisbury, as a major Local Government entity is constantly changing and responding to the issues of the day.

The City’s twin roles of setting and implementing policy must be done in a thoughtful, structured and planned way. Organisational planning is a road map for the City’s future. Council’s core planning document is the City Plan, which is a framework for the whole City over the long-term. The Plan states our vision and values, establishes our long-term directions and objectives, and provides indicators to ensure the organisation keeps on track. Each of the four Key Directions in the City Plan is reviewed every five years. The Directions are set out in the related strategic documents – the Economic Strategy Shaping the Future, the Sustainability and Climate Change Strategy, Sustaining Our City, the Community Development Strategy, The Living City and the Organisational Excellence Strategy, Salisbury Success.

Complimenting and supporting each of the strategic documents are detailed implementation plans for action such as the Game Plan, the Landscape Plan, the Long Term Financial Plan and Asset Management Plans. Within the organisation, each division or department develops Business Plans to show how they will work towards achieving the objectives of Council, taking into account the actions identified in the relevant plans or objectives. Individual Business Plans both respond to the Directions identified in the City Plan, as well as provide input into future directions as part of the regular review of the City Plan. Each of the Business Plans has a four year life, is reviewed annually and is closely linked to the Annual Plan and Budget.

26

Governance



Goal 3.2 - Ensure appropriate management of risk.

Priority ActionsRisk Management• The City’s Governance Framework emphasises the maximising of opportunity while managing risk. Effective risk management is essential in the protection of employees, assets and the community against harm. Risk management is an integral part of the operations of the City of Salisbury through its incorporation into the planning, implementation, monitoring and evaluation stages of all activities.

The Governance division is responsible for the coordination and monitoring of the City’s risk management activities, along with the provision of internal audit services. A Risk and Audit Steering Committee oversees risk management and internal audit processes.

Emergency Management - the •Emergency Plan The Emergency Plan is a vital document containing contact details for the emergency services, Government agencies including hospitals, evacuation centres, and key staff depending on the type of emergency, other staff, equipment suppliers and local contractors. The City maintains a 24 hour/7 days per week call out service dealing essentially with local problems such as flooding, storm damage and essential repair work. The service covers the City’s entire infrastructure and provides protection to private property in the event of an emergency.

In the event of a ‘declared emergency or disaster’ the City provides support services to the State authorities utilising its human and plant resources and its expertise. Ongoing plans are being made to improve such activities as the flood proofing of the City; fire risk minimisation and improved emergency recovery plans. The City is focusing on liaison with Government and private organisations to instigate further plans to prevent foreseeable emergencies and to put in place preparative plans in the event such emergencies occur. The City is actively considering public awareness programs with a view to providing essential corridors for the conveyance of pre-emergency information, directions and information in the event of an emergency and post emergency support and advice.

Business Continuity Plan (BCP)•The BCP provides a framework for how the organisation will manage its operations should a major event occur that impacts on its ability to deliver the required services.

Audit Committee •Council has an Audit Committee comprising five members, three of which are independent external experts. The purpose of the committee is to provide expert oversight and to provide Council with assurance that the financial, risk management and governance aspects of the organisation are managed appropriately.


Goal 4.1 - Ensure the organisation provides its services effectively and sustainably to ensure equity is maintained between generations.

Priority ActionsLong-Term Financial Planning •The City will ensure the financial sustainability of the organisation over the long-term. This means maintaining required service standards and avoiding sudden large rate increases while seeking equity between generations of ratepayers.

In its 2008/09 budget, Council, for the first time reached a balanced operating budget under the principles of accrual accounting. Our challenge will be to maintain that position in future years. Our 10 year long-term financial plan is designed to help us achieve these goals.

Asset Management Plans •The City manages over $1.2 billion in public infrastructure assets providing services to the community. Asset Management Plans are developed and maintained for all key asset groups detailing required service standards and forecasting future maintenance and renewed expenditure needs. This information provides a key input into our long-term financial plans. Asset Management Plans also take a strategic look at future new asset needs and rationalisation of old underused assets.

Surplus Land Review •Council undertakes an ongoing review of its land holdings to identify under used or surplus assets. Subject to community consultation, surplus land is sold so that funds may be redirected to more productive purposes for the benefit of the whole community. Where possible Council will ‘add value’ to the properties through partial development in order to maximise the net proceeds of sales.

28

Financial Management


gPolicy & Planning Stream 4

Procurement •The City’s policies promote value for money, open and effective competition, ethical behaviour and fair dealing, and accountability and transparency. Council also works jointly with five other large Councils (G6 Purchasing Group) to use its leverage to achieve greater savings and other benefits by contracting jointly.

Performance Indicators •The organisation is committed to the development and reporting of a robust regime of performance indicators. The recent purchase of software provides the tools to capture and report performance data in a way not previously possible. While certain performance information is currently maintained this will be upgraded significantly in conjunction with the further development of business plans throughout the organisation.

Program Review •The City will continue to maintain an independent process of program review over the functions of the organisation. The purpose of these reviews is to ensure the principles of efficiency and effectiveness of service delivery are maintained.

Internal Audit •A process of internal audit will continue to be maintained which aims to provide assurance to Council that the organisation operates in compliance with policies and procedures, maintains standards of probity and ethics and efficiency and effectiveness.



Goal 5.1 - To engage our customers and know what their needs are.

Priority ActionsEngagement• Knowing its customers improves the City of Salisbury’s delivery of service and ensures that it meets their expectations. It also allows the City to effectively allocate resources to meet community needs. Engaging customers and responding to feedback provides vital data to the business.

The development of a new process in engaging the community is aimed to enhance our systems to support better service and reporting.

Identifying customers needs •We know our customers vary greatly and come from different sectors including the community, business, non-profit organisations, recreation facilities and Council service users and therefore have many varying needs. We endeavour to learn the long-term needs of our customers through an effective Customer Service Framework.

This will include:Customer charter.•Complaints/grievance •management policy.Complaints/grievance •management procedure, including recording/reporting mechanism.Website information for •customers.Management of complaints/•grievance review process including developing/implementing recommendations in response to matters raised.

30

Customer & Community


yPolicy & Planning Stream 5

Systems Records •The organisation employs a number of systems to record and action our customers needs. We recognise maintaining these systems and recording accurate data is the best means of ensuring we have listened to our customer’s request and actioned it accordingly.

Goal 5.2 - To ensure we communicate effectively with our customers.

Priority ActionCommunity Communication •Council recognises sometimes, such as in emergencies, we are required to communicate extremely quickly and effectively with our community members. A community Communication Project will be established to identify who we need to contact and how we will contact them during emergencies.



Overall Directional Statement: “To remain a high performing and innovative organisation that strives to achieve excellence in every area.”

CITY DIRECTION 4: SALISBURY SUCCESS

City Indicators Baseline Data City Target State Targets

FINANCE

Financial Sustainability Indicators. As at 30/06/08 Budget,

Operating surplus ratio = 2.6% Liabilities Ratio = 48.6% Interest Cover Ratio = 2.0% Asset sustainability ratio = 52.2% Asset consumption ratio = 62%

Operating surplus ratio > 0 (1) Net Financial Liabilities Ratio < 70% (2) Interest Cover Ratio <3% (3) Asset sustainability ratio > 60% (4) Asset consumption ratio >70% (5)

Measure: Annually by financial year. Source: Council Financial Statements.

PEOPLE

Employee satisfaction. Human Synegistics 2006 survey using the Organisational Culture Inventory and identified Council’s actual and preferred organisational culture.

In 2007/08 staff turnover was 13.8%.

In 2007/08 there were 32 lost time claims made due to workplace injuries and the average amount of lost time per injured employee was 141 hours.

Improvement in the Organisational Culture •Index in line with our preferred culture target. Improvement in staff satisfaction as measured •by an annual survey (to be developed).Monitoring of absences and pro-active support.•Staff turnover of < 15% pa.•Reduction in a number of lost time claim •injuries and achieve average amount of lost time per injured employee to be < 76 hours per employee.Management of excessive annual leave and •long service leave.

Measure: Annual Organisational Culture Inventory. Source: Human Resources.

T2.12 Work life balance: Improve the quality of life of all South Australians through maintenance of a healthy work life balance.

T1.4 Industrial relations: Achieve the lowest number of working days lost per thousand employees of any State in Australia by 2014.

Targets & Indicatorsg


Operating Surplus Ratio – the operating surplus as a percentage of general and other rates, net of NRM levy.1. Net Financial Liabilities Ratio – total operating revenue less NRM levy.2. Interest Cover Ratio – total operating revenue less NRM levy less investment income.3. Asset Sustainability Ratio – net asset renewals expenditure is defined as a net capital expenditure on the renewal and replacement of existing assets and excludes new capital expenditure on the 4. acquisition of additional assets.Asset Consumption Ratio – dividing the total of carrying value of depreciable assets by the value of all depreciable assets before accumulated depreciation.5. A score of 2 indicates that there is a systematic approach that is well deployed, with evidence of results.6. Responses to the Annual Community Survey are on a scale of 1 – 5 where 1 is very dissatisfied and 5 is very satisfied. A response of 3.5 represents a relatively high level of satisfaction.7. Under the Cities for Climate Change Protection Program to which the City has been signatories, the base year has been set to 1994/5 level (or 1997/8 level where baseline data is unavailable).8.

City Indicators Baseline Data City Target State Targets

BUSINESS PROCESS

Successful implementation of Australian Business Framework across the organisation.

In 2006, less than 50% of total items scored >2 of the Australian Business Excellence Framework.

In the 2007/08 financial year, 88.9% of total items scored >4.

In the 2006/07 financial year, 13 complaints resulting in an investigation were lodged to SA Ombudsman.

Achieve 100% of total items scoring >2 (6) in all areas of Australian Business Excellence Framework as measured by bi-annual self-assessment.

Indicators of performance measured by the internal control framework checklist should score no less than 4 out of 5.

Complaints to SA Ombudsman resulting in an investigation < 15 per annum.

Measure: Annually. Source: Salisbury Success project monitoring. Internal control framework checklist. SA Ombudsman’s Annual Report.

T1.8 Performance in the public sector – Government decision-making: Become, by 2010, the best-performing jurisdiction in Australia in timeliness and transparency of decisions which impact the business community (and maintain that rating).

T1.9 Performance in the public sector – administrative efficiency: Increase the ratio of operational to administrative expenditure in State Government by 2010, and maintain or better that ratio thereafter.

CUSTOMER SERVICE

Customer Satisfaction. In 2007, the Annual Community Survey respondents stated that an overall level of satisfaction with Council’s service delivery was 3.5 out of 5.

Overall level of satisfaction with Council’s service delivery > 3.5 (7) as measured by the Annual Community Survey.

Measure: Annually. Source: Community and Internal Survey.

T1.7 Performance in the public sector – customer and client satisfaction with Government services: Increase the satisfaction of South Australians with Government services by 10% by 2010, maintaining or exceeding that level of satisfaction thereafter.


The City acknowledges its work and partnership with its greatest asset - its people, in developing an awareness of the culture of the organisation and the identification of agreed organisational behaviours.

The Strategy follows the broad objectives of the State Strategic Plan - prosperity; improving wellbeing and building communities and culture.

References:

State Strategic Plan 2006•Human Synergistics and Human •Synergistics CircumplexAustralian Business Excellence •Framework

Acknowledgements


The Organisational Excellence Strategy Salisbury Success, looks to the changing external environment and to the City of

Salisbury’s internal environment.

Graphic DesignNicole Aspinall (Freelance Design)Soup Creative

PhotographyGeoff WagnerBlue Razoo

Downloadwww.salisbury.sa.gov.au

Printing

Pages 3-34 of this publication are printed on ENVI Coated Silk Paper.ENVI Coated Silk Paper is manufactured in Australia by Australian Paper and is certified Greenhouse FriendlyTM by the Australian Government under the Department of Climate Change Greenhouse FriendlyTM Initiative. ENVI Coated Silk Paper is Carbon Neutral.

Cover printed on Zanders Mega Silk 50% recycled post consumer FSC(CoC) and ISO14001 certified.

Salisbury Organisational Excellence Strategy: Salisbury Success is a production of the City of Salisbury.

EditionPublished August 2009

ContactCity of SalisburyCity Manager12 James Street,Salisbury SA 5108

Telephone: 08 8406 8222Email: [email protected]

CREDITS:

Contact

12 James Street Salisbury South Australia 5108PO Box 8 Salisbury South Australia 5108

Telephone: 08 8406 8222TTY: 08 8406 8596 (for people with a hearing impairment)

Facsimile: 08 8281 5466Email: [email protected]

www.salisbury.sa.gov.au

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