1. Moving Mitchell
forward.
Excellence through
leadership, innovation
and partnership

2. Mitchell Shire Council.
Mitchell Shire Council is an easy drive from
Melbourne’s CBD, located directly off the Hume
Freeway with easy access to public transport.
The region is famous for its scenic beauty of rolling
hills, rural plains and the vast Goulburn River. Being
one of Victoria’s fastest growing municipalities, we offer
flexible working conditions within a supportive and
innovative environment.
Page 2

3. Page 3
Contents.
CEO Foreword 5
Introduction 6
Starting point 9
Our Destination 11
The Wider Context 12
Our Values 14
The Role of Our Leaders 15
Our Themes 16
Implementing and Measuring Our Success 18
Conclusion 21
References 23
Appendix 1: Detailed Outline of Activities 24

4. Page 4

5. Mitchell Shire Council has an exciting and challenging future. As Melbourne’s newest growth area we will
see unprecedented growth over the next 20 years. Our population will not only triple in size, but will become
increasingly diverse both in age and ethnicity. While planning for our new communities we must also work to
enhance and protect our growing townships, value our heritage and increase the economic benefit of local
business and tourism. These challenges will require an organisation that is agile, future focussed and delivers.
This framework is the road map that will guide us in creating the type of organisation that will deliver the Council’s
Plan. It also seeks to set us up well for the future and ensure that the organisational decisions and investments that
we make today are sustainable in the long term. It is intentionally an internally focussed document.
We are committed to ensuring that Mitchell keeps moving forward in order to achieve excellence and deliver well
for the community. Each and every one of us can make a contribution to that goal. I look forward to working with
you as we shape our future together.
Rebecca McKenzie
Chief Executive Officer
Page 5
CEO Forward.

6. Our Way Forward
Our vision is to be a high performing organisation that provides
great services to our community both now and into the future,
that leads us to a destination where efficiency, innovation and
multi-level leadership are at the core of what we do.
We want to be known for Excellence through Leadership,
Innovation and Partnership. Our challenge is to develop
a systemic approach in providing services whilst also
transforming our current organisation.
Moving Mitchell Forward is our roadmap to establishing the
foundations for a positive organisational culture by increasing
our agility, building our capacity, and inspiring our people to
achieve everyday excellence in delivering outcomes.
Page 6
Moving Mitchell forward in a way that ensures we are fit for
the future requires a focus and framework that makes clear
what we want to achieve and can be explained by every
staff member.
This four year framework connects all the various pieces of
work that go in to making our people and our service delivery
great. It provides a clear view of why we do something, how
we do it, and how we measure our achievements. It also
shows how they link and provides a process to evaluate,
monitor and improve our approach.
Introduction.

7. Page 7
At Mitchell we will achieve our vision by:
• Focusing on the levels of change at the organisational,
directorate, team and individual levels.
• Working in partnership with the community and relevant
Mitchell stakeholders, groups and committees to ensure
alignment across our organisation.
• Adopting a strategic and systemic view to ensure that
our organisation and our people are ready and capable
of responding to the dynamic and complex needs of our
municipality.
• Living our values to facilitate positive change, deliver
the Council Plan and build a service culture that fosters
constructive relationships with our colleagues and the
community.
• Being environmentally, socially and financially
responsible and sustainable.
• Providing leadership and striving to introduce innovation
that leads to excellence.

8. Page 8

9. Page 9
Starting Point.
We have used a range of evidence sources, including
an all staff survey to help us derive an accurate starting
point. In doing so, we acknowledge the legacy of past
leaders, the work undertaken, and the many changes
over the last few years.
The data is clear. Just like the community, staff
want to see deliverables on commitments, including
behaviours, initiatives and process improvements.
This strategy will deliver a range of outcomes. Activities
will be focussed at both the local and organisational
level.
Employee Engagement Survey
Our last Employee Opinion Survey was conducted in
December 2012 and provided detailed information
from staff. The results of the Survey indicated that
75% of staff were highly engaged, 12% were engaged,
8% were neutral and 5% were disengaged. Moving
Mitchell Forward provides the framework to address
those things that will drive higher levels of engagement.
Priorities identified by employees for action arising
from the Employee Opinion Survey included:
People
• Keeping skilled employees
• Providing for employee health and wellbeing
• Valuing employees
• Pay and conditions
• Employee performance management
• Physical work conditions
Culture
• Having a clear vision for the future
• Co-operating across work areas
• Trust
• Having the resources to achieve work area goals
• Communicating customer feedback
• Quality procedures and work practices
• Knowing how Council performs
• Being proud of Council
• Being recognised in the local government sector
• No tolerance bullying in action plan

10. Culture
Collaboration is crucial to the way we work both now
and into the future and communication is key to that.
Over recent months we have experienced a greater
depth of communication, including improvements in
top down communication. The data sources tell us that
the challenge for the future is to build on processes
that facilitate better upward communication.
Our internal information tells us that whilst we live the
values in many respects there is nevertheless room for
improvement. Employees are wanting to be strategic
in their focus on projects and initiatives and strive to
complete these in an innovative and excellent way.
The range of employee feedback has informed the
development of this framework.
Desired Culture
Employees want:
• To feel engaged and proud to work for Council
• A clear sense of planned direction from broad
strategy right down to individual roles
• A culture of respect that supports service delivery
and professional development
• To be enabled
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Leadership
The increasing acknowledgment and celebration of
excellence is strongly supported as is our intention to
make Council a ‘great workplace to work’. In doing
so we acknowledge the need for more consistent
management of workload, performance and
behaviours to help reduce turnover, retain corporate
knowledge and improve morale.
Desired Leadership
Employees want leadership that:
• Role models our values
• Demonstrates accountability and holds itself to high
standards
• Demonstrates empathy and emotional intelligence
• Empowers and inspires people to achieve their best

11. Page 11
We will be an organisation that is known for excellence
through leadership, innovation and partnership.
In practice this means:
• Having a strong, positive reputation both locally and
across the sector
We will be proud of Mitchell Shire Council and
the work that we do. We will be known locally for
our commitment to customer service and high
standards. We will take opportunities to raise the
profile and standing of Mitchell by participating
in cross sector networks, speaking at meetings
and conferences, and applying for appropriate
recognition awards.
• Being clear about our shared vision for the future
Our municipality will be transformed in coming
years, and will see substantial growth in the South
Ward which will also bring change to all of our eight
rural and peri-urban townships. We will develop a
suite of robust, future focused strategies that outline
Council’s vision for the future and detail clear action
plans to get us there. Our plans and strategies
will be developed through engagement with our
communities.
• Being financially, environmentally and
socially sustainable
We will help Council to understand the financial
consequences of the decisions that they make.
We will manage Council’s resources prudently,
ensuring that we deliver value for money both
in the short and long term, keeping strong
community outcomes as our focus. We will all take
responsibility for achieving a 20% reduction in our
carbon emissions by 2020.
• Investing in our employees and celebrating
their achievements
We will create an environment within which our
employees can excel and achieve their best. We
will invest in learning and professional development
and recognise ‘a job well done’ both on the job
and through our formal recognition programs. Our
approach will ensure that we recruit great people
and support them during their career with us.
• Being community leaders and enablers
We will develop new ways of engaging with our
community and connecting with them through the
work we do and services we deliver. Our approach
will seek to build community capacity, capability and
resilience, rather than a culture of dependence. As
a large local employer we will be a role model for
principles of equity, diversity, safety, sustainability
and good governance.
Our Destination.

12. Mitchell Shire is in a period of transition as we prepare
for significant growth whilst continuing to invest in our
existing communities. The following environmental
factors will influence our approach at a local level.
Political
In 2013, and after a period of community consultation,
Council set out its intended strategic direction for
the four-year political term in the Council Plan 2013-
2017. This pulls together common themes into a set
of strategic priorities and objectives that give us a
planned pathway into the future. This will guide us as
we manage change and growth and improve services
and infrastructure.
The Federal election in September 2013 has already
had an impact as we await the outcome of the
government’s changing priorities and re-evaluation of
funding programs. Delivery at a local level has been
delayed with projects on hold pending decisions on
previously agreed funding. This uncertainty may be
further compounded by the outcome of the State
election due in November 2014, as many services and
functions are part funded or governed by State and
Federal government.
Economic
Australia’s prolonged mining boom is slowing creating
knock-on effects on the economy, with the most
obvious outcome the reduction of income at State
and Federal levels. This will mean there will be less
money available for programs at a local government
level. Recent announcements regarding job losses in
various manufacturing industries across Victoria also
Page 12
point to a constrained, or at least cautious, economic
environment.
Despite this, Council will benefit financially from the
growth in new housing developments in the south of
the Shire which has, and will continue to, increase the
rate base.
Social
While there will be a necessary focus on new
development and new families moving into Mitchell’s
south, we must balance that with properly representing
the interests and meeting the needs of the rural
population and landscape, as well as addressing areas
of disadvantage. Priorities will include responding to
increasing diversity as well as building community
capacity and resilience.
Technology
Technology is rapidly changing people’s expectations
for how, when and where they interact with Council.
Council can no longer rely on delivery paper-based
services from physical locations within set hours.
Whilst technology can reduce the individual transaction
costs of providing services and will facilitate innovation,
it will require a significant invest-to-save approach.
Growth
As one of Melbourne’s designated Growth Areas,
Mitchell Shire is projected to increase in population
from 37,000 in 2013 to nearly 100,000 by 2031.
The Wider Context.

13. Page 13
Demographic changes forecast that, as a whole,
Mitchell Shire will see a:
• 70% increase in people under working age
• 59% increase in adults of retirement age
• 45% increase in adults of working age
The forecast increase in population at both ends of
the age spectrum means that we need to plan for
increased service demand from both young and old.
Providing new services while simultaneously
maintaining current service provision along with
expanding open spaces in a structured way requires
commitment. Mitchell Shire Council will need to plan
now to devote resources to extensive community
engagement in a creative, innovative way that
produces the best results.
Organisational Efficiency
If we are to service a fast growing community in
a timely manner we must have an agile and swift
response to change. We therefore need to continuously
review and improve services, practices and their
underpinning policies to ensure they are adaptive,
appropriate and accessible.
To deliver this we will need to recruit the right people
and develop them in a way that builds change
readiness and agility to adapt. Alongside this there is
likely to be an increased demand for Mitchell to match
the increasingly sophisticated, IT focussed customer
services available to community members in other
spheres, such as their workplaces and other customer
service organisations.

14. We’re moving Mitchell forward
We each take personal responsibility to uphold these values, understanding that our pledge may
involve difficult choices, hard work and perseverance to deliver for Mitchell Shire.
Page 14
OUR VALUES
will take us there...
innoVation
INSPIRING INOVATION AND CREATIVITY FOR POSITIVE COMMUNITY OUTCOMES
We will be open to change and lead by example
We will seek learning opportunities
We will nurture new ideas
We will commit to continuous improvement
collAboration
WORKING TOGETHER ENTHUSIASTICALY TO ACHIEVE SHARED GOALS
We will listen to others and respect their opinions
We will value diversity and seek different views
We will foster collaboration, while maintaining individual accountability
We will communicate openly and honestly to build trust and respect
exceLlence
PURSUING EXCELENCE IN EVERYTHING THAT WE DO
We will strive to exceed community expectations
We will recognise and celebrate individual and team achievements
We will continuously work to improve our performance
We will take pride in delivering great things for our communities
accoUntability
ENHANCING TRANSPARENCY AND ACOUNTABILITY IN OUR WORK
We will accept personal accountability for our behaviours, actions and results
We will focus on finding solutions, rather than making excuses and placing blame
We will commit to governance processes that are fair, open and transparent
We will make sound decisions and balance needs appropriately
intEgrity
DEMONSTRATING HIGH PERSONAL AND PROFESSIONAL STANDARDS
We will take pride and ownership in all that we do and say
We will act ethically and honour our commitments
We will build relationships based on mutual respect
We will treat others with dignity and respect

15. Page 15
Leadership exists at all levels. Some of us are
leaders of teams or functions and have leadership
responsibilities because of the role we hold. Others
will assume leadership roles at various times because
of specialist technical expertise or because of an idea
we have for change. We are committed to providing
opportunities for both types of leadership to flourish so
that we become a ‘leaderful’ organisation.
We commit to building a strong and ethical leadership
culture to help us achieve our vision. Our leaders
will be enablers, helping people to think strategically,
creating an inspiring vision of the future, encouraging
innovation and translating it into delivery.
Leaders will:
• Take an organisational view
• Help others to achieve and be successful
• Motivate others to understand how their work
contributes to our organisational goals
• Give regular, honest and constructive feedback to
enhance performance
• Be role models of our values
We will build a leadership competency framework
so that all employees will be clear about the core
leadership competencies that are critical to our
success. This will be translated into our development
and performance management systems.
The Role of Our Leaders.

16. Our Themes.
The following five themes will position us well to achieve leadership in excellence and innovation in relation to
service delivery to and for the community. They are the critical drivers to deliver Move Mitchell Forward.
Page 16
1. People
We will have the right number of people, with the right skills doing the right jobs in
order to deliver excellent and innovative services to the community. We will do this by
supporting staff to build capability, to recognise and reward performance, to build the
accountability of staff, to provide a healthy and safe work environment and to embed and
integrate our values to deliver high performance.
2. Customer and community
We will partner, empower and engage with our customers to deliver well for our
community both now and into the future. We will seek to involve and engage the
community in the development of strategy and the design of our services and programs.
We will commit to high standards of performance and transparency.
3. Leadership
We will enable and encourage our people to think and act strategically and innovatively
to achieve excellence in service delivery. We will invest in leadership by developing an
agreed leadership capability framework, providing opportunities for career enrichment
through project based secondment, mentoring and acting assignments. Our leaders will
be at all levels of the organisation and will together make Council a great place to work.
4. Resources
We will develop an organisation that is fit for purpose both now and into the future. We
will safeguard our future sustainability by developing and implementing a long term
financial plan, identifying and seeking external funding for services, monitoring and
planning for appropriate deployment of assets and infrastructure.
5. Systems and Processes
We will be innovative in creating an approach to our work that reduces red tape
and bureaucracy to make services easier, less expensive and more effective for our
community. We will implement mechanisms that generate innovation, accountability,
continuous improvement and compliance with our procurement obligations.
$$$

17. Page 17

18. Implementation and Measuring Our Success.
People
Measure Target
Employee turnover Remains below 5%
Increase in staff engagement Staff engaged or highly engaged 85%
Employee participation in engagement survey 75% or more
Evaluation results from learning and development activities Average satisfaction at 80% or higher
Numbers of participants at learning and development activities
Page 18
An average of 80% of maximum numbers
of participants in attendance
Decrease in the number of injuries which led to lost time Decrease 5%
Maintain or improve on average local government individual
Maintain
personal leave
Customer
Measure Target
Phone calls dealt with at first point of contact 80%
Planning applications decided within 60 days 60%
TRIM requests completed within 10 working days 90%
Counter enquiries dealt with at first point of contact 65%
Identified internal service delivery agreements are developed and
85%
implemented according to projected timelines
To support the delivery of this Framework as with all of
our organisational strategies, we will develop an Annual
Action Plan which will clearly outline the activities we
commit to in the coming year. The Annual Action Plan
will list those activities or projects which are assessed
as most likely to demonstrate what we have delivered
on our goal to move Mitchell forward.
Our Executive Leadership Team will sponsor the
implementation, reporting and evaluation of the actions
under this framework. They will be champions and
lead the communication and engagement process.
The Governance and Organisational Development
Team will be key drivers of a number of the activities
contained within the action plan, as will the Senior
Leadership Team (SLT). The Governance and
Organisational Development Team will report on the
implementation progress.
The Leadership Reference Group will provide input
into implementation the Action Plan and champion the
strategy and activities. They will play the role of ‘critical
friend’, road testing and advising on initiatives before
their implementation.
It is important that we measure and track our progress.
We have agreed the following measures as indicators
of our success:

19. Page 19
Leadership
Measure Target
Employee satisfaction with leadership as measured by the
Employee Opinion Survey
Maintained or improved
Leadership development activities 15+ activities per annum
Evaluation results from leadership development activities Average satisfaction at 80% or higher
Numbers of participants at leadership development activities
An average of 80% of maximum numbers
of participants in attendance
Resources
Measure Target
Capital works spent and committed 80%
Financial underlying result over life of framework More than 0
Liquidity ratio More than 1:2
Indebtedness 40% or less
Advocacy initiatives are successful in obtaining external funding 25%
Renewal Gap More than 1
Human Resources Expenses per FTE
Systems and Processes
Measure Target
Implementation of a Continuous Improvement Framework and
80%
completion of annual activities
Implementation of identified activities within the IT Strategy 80%
Completion of performance development plans 100%
Procurement activities are in accordance with policy and
100%
procedure

20. Page 20

21. Page 21
Conclusion.
We all have a role in Moving Mitchell Forward. This
framework provides the context and outlines how we
will turn our performance improvement journey from
words to action. Everyone can make a contribution,
regardless of role.
The alignment and integration of change projects
across our organisation is critical to achieve our shared
success. Our framework provides the road map for us
to deliver to our Community.
Our focus and effort will support the continuing effort
to partner across the organisation, build capability
of employees, provide leadership and manage our
resources and systems to deliver excellent and
innovative services to our Community.
This is an exciting time for all of us to work together to
moving Mitchell Forward.

22. Page 22

23. References.
The following strategies and documents have been reviewed as part of the development of this framework:
Page 23
2020 Community Plan
Access and Inclusion Disability Plan
Arts and Culture Strategy
Council Plan: Strategic Resource Plan
Advocacy Framework
Community Engagement Strategy Final Action Plan
Early Years Plan
Economic Development Strategy
Environment Strategy
Integrated Community Services and Infrastructure Plan
IT Strategy
Municipal Emergency Management Plan (MEMP)
Municipal Health and Well Being Plan
National Framework for Women in Local Government ALGWA
Open Spaces Strategy
Positive Ageing Strategy Pandemic Plan
Rating Strategy
Risk Management Framework
Sports Development Plan
Sustainable Resource Management Strategy
Tourism Strategy

24. Appendix 1
Moving Mitchell Forward Detailed Action Plan
1.People
Page 24
We will enable and encourage our people to think and act strategically and innovatively to
achieve excellence in service delivery. We will invest in leadership by developing an agreed
leadership capability framework, providing opportunities for career enrichment through project
based secondment, mentoring and acting. Our leaders will be at all levels of the organisation and
will together make Council a great place to work.
Actions
Responsibility and
Key Stakeholders
Time Frame
13/14 14/15 15/16 16/17
a) Build capability of employees
We will develop an annual Corporate Learning
Calendar that is informed by organisational priorities
and individual development plan data by February
each year.
Governance,
Organisational
Development Team
(GOD Team)
a a a a
We will incorporate the use of shared learning in the
workplace and utilising the Professional Development
programs for employee capacity building and to assist
in developing the team’s capabilities.
All Employees a a a a
We will develop a Leadership Development Program
to build the capability of Mitchell employees.
GOD Team a a a a
We will implement a People and Culture plan that
includes workforce planning.
Leadership
Reference Group
and GOD Team
a a
b) Embed the Values into our behaviours
We will ensure that our interview questions includes a
process to ascertain fit with Mitchell Shire Values.
People and Culture
Team and all
Recruiting Leaders
a a a a
We will build an assessment of alignment with our
values into 100% of recruitment activities by the use
of psychometric testing procedures for Coordinator
positions and above.
People and Culture
Team and all
Recruiting Leaders
a a a a
We will reward those who demonstrate our values in
practice through our Values Champion Program.
GOD Team and
Strategic Leadership
Team
a a a a

25. Page 25
Actions
Responsibility and
Key Stakeholders
Time Frame
13/14 14/15 15/16 16/17
c) Recognise and Reward our Staff
We will develop a detailed program that includes
various rewards and recognition of Mitchell employees.
GOD Team and
Strategic Leadership
Team
a a a a
d) Build the Accountability of Staff
We will develop and implement a robust performance
development plan with skill development that will
create clear lines of sight and personal accountability.
GOD Team, and all
Leaders a
We will build an alignment between Council Plans,
Business Plans and Individual Plans that will further
clarify the scope of employment of staff.
Business
Transformation
Team
a
e) Improve the processes of Recruitment of Staff
We will develop and implement a recruitment and
selection policy and process.
People and Culture
Team a
f) Improve the Retention of Staff
We will develop and implement a workforce planning
strategy that includes a process to improve the
retention of staff.
GOD Team and
Leadership
Reference Group
a
We will develop and implement a Coaching
and Mentoring Program that will enhance the
interdepartmental relationships.
GOD Team and all
Leaders a
g) Foster an employee relations environment based on the principle of shared interests
We will introduce an Employee Relations system
and commitment to engage with staff through a
Consultative Committee.
People and Culture
Team, Executive
Leadership Team
and all Leaders
a
h) Have healthy and safe work environment and encourage health and wellbeing for staff
We will develop a Health and Wellbeing Program. GOD Team and all
Employees a

26. Actions
Page 26
Responsibility and
Key Stakeholders
Time Frame
13/14 14/15 15/16 16/17
i) Promote Mitchell as a great place to work
We will develop an employment branding initiative
that will promote Mitchell Shire Council as a great
place to work.
Business
Transformation Team
and all Leaders
a
We will promote the scope and breadth of the roles
that are available at Mitchell Shire.
People and Culture
Team and all Staff a
We will review our Induction processes including the
development of specific Kindergarten and Managers
on-boarding processes.
GOD Team,
Relevant Leaders
in Sustainable
Communities
Directorate and
Leadership
Reference Group
a
j) Investigate Opportunities for Improving the Corporate Culture
We will continue to integrate Mitchell Shire Council
values by developing a program of activities to
support a culture of excellence and accountability.
GOD Team and
Leadership
Reference Group
a
k) Reduce the amount of time that our people are away from work on Workcover Claims
We will develop and implement an innovative Return
to Work Program to assist our people in getting back
to work from Workcover Injuries.
GOD team and all
Leaders a
l) Maximising the opportunities for our people to provide feedback and be involved in the successful operation of Mitchell
Shire Council Operations.
We will continue to promote Yammer and consider
All Leaders/staff
a a a a
other Multi-Channel feedback systems for the
within Mitchell Shire
organisation to be able to provide feedback.
Council

27. Page 27
We will partner, empower and engage with our customers to deliver well for our community both
now and into the future. We will seek to involve and engage the community in the development
of strategy and the design of our services and programs. We will commit to high standards of
performance and transparency.
Actions
Responsibility and
Key Stakeholders
Time Frame
13/14 14/15 15/16 16/17
a) We will deliver excellent service to all our customers and community
We will investigate ways to improve our website
to allow maximum efficiency for customer service
self-service processes.
Active Communities
Department and all
Leaders
a a a
We will develop and implement a Customer service
charter, including a complaint feedback process for
external customers.
Active Communities
Department and all
Leaders
a
We will develop internal service delivery agreements
between relevant internal services delivery areas and
internal customers.
Corporate Service
Department and all
Leaders
a
We will research, plan and implement systems for
customers in our future communities including the
development of an E-service plan.
Active and
Connected
Communities
Department and all
Leaders
a
We will explore shared services internally and
externally to improve efficiency and excellence in
customer service delivery.
Executive
Leadership Team
and Managers
a
b) We will work in partnership with the Mitchell Community to build an active, vibrant, healthy and socially
connected community
We will explore shared services partnership models to
deliver services between departments.
Corporate Services
Director and all
Leaders
a
We will develop a Mitchell Community Engagement
Strategy that will embed community engagement
principles into all of our activities.
Community
Strengthening
Manager and all
Leaders
a
2. Customer
and Community

28. 3. Leadership
Page 28
We will enable and encourage our people to think and act strategically and innovatively to
achieve excellence in service delivery. We will invest in leadership by developing an agreed
leadership capability framework, providing opportunities for career enrichment through project
based secondment, mentoring and acting. Our leaders will be at all levels of the organisation and
will together make Council a great place to work.
Actions
Responsibility and
Key Stakeholders
Time Frame
13/14 14/15 15/16 16/17
We will invest in leadership as a core competency at all levels, but particularly for levels 1 – 5
We will agree on a set of core Mitchell Shire Council
leadership competencies.
GOD Team and all
Employees a
We will agree to a Leadership Development
Framework to guide our leadership investment.
GOD Team and all
Employees a
We will build a Councillor Development Framework,
supporting Councillors with individual development
plans on request.
CEO, Councillors
and GOD Team a
We will provide opportunities for career enrichment of
leaders through project based secondment mentoring
and acting opportunities.
All Leaders a
We will provide informal personal leadership to all
staff through their participation as champions, and
practice leaders.
Strategic Leadership
Team and all
Leaders
a

29. Page 29
4. Resources
We will develop an organisation that is fit for purpose both now and into the future. We will
safeguard our future sustainability by developing and implementing a long term financial plan,
identifying and seeking external funding for services, monitoring and planning for appropriate
deployment of assets and infrastructure.
Actions
Responsibility and
Key Stakeholders
Time Frame
13/14 14/15 15/16 16/17
a) We will create long term financial sustainability
We will develop and implement a Long Term
Financial Plan.
Director Corporate
Services and
Executive
Leadership Team
a
b) We will maximise the utilisation of our employees to ensure that they are in the right jobs with the right skills
We will develop a Workforce Plan including systems
People and Culture
a
and tools to monitor the deployment of employee
Team and Leaders resources.
We will constantly focus and review systems and
staffing resources to ensure that we are planning for
current and future needs.
All Leaders a
c) We will plan for the future growth of our Community
We will implement our Advocacy Framework and
review the framework on an annual basis.
Business
Transformation
Team and Executive
Leadership Team
a
d) We will identify and seek external funding for services
We will implement a range of systems to ensure
sustainable practices in relation to assets and
infrastructure.
Engineering and
Infrastructure
Director and all
Leaders
a
e) We will monitor and plan for appropriate deployment of assets and infrastructure
We will complete our accommodation strategy with
recommendations and secure council endorsement
for any changes.
Executive
Leadership Team a

30. Page 30
We will be innovative in creating an approach to our work that reduces red tape and bureaucracy
to make services easier, less expensive and more effective for our customers. We will implement
mechanisms that generate innovation, accountability, continuous improvement and compliance
with our procurement obligations.
Actions
Responsibility and
Key Stakeholders
Time Frame
13/14 14/15 15/16 16/17
a) We regularly implement business process reviews
We will agree a consistent Mitchell Shire Council
continuous improvement methodology.
Business
Transformation
Team and all
Leaders
a
We will undertake one service reviews per annum. Business
Transformation
Team and all
Leaders
a
b) We will introduce mechanisms that generate innovation processes
We will hold an innovation summit that engages people
from across the organisation in September 2014.
Business
Transformation
Team and all
Leaders
a
c) We will ensure accountability and minimisation of processes
We will review, implement and promote delegations to
enable the appropriate authority in decision making.
GOD Team
and Executive
Leadership Team
a
d) We will review all major projects/event/strategies/initiatives for “lessons learnt”
We will introduce a consistent project methodology
which includes a review step at the closing out the
project.
GOD Team, Manager
Engineering
Services and all
Employees
a
5. System and
Processes

31. Page 31
Actions
Responsibility and
Key Stakeholders
Time Frame
13/14 14/15 15/16 16/17
e) We will ensure that our procurement processes are robust and consistent
We will review our procurement processes and
implement improved processes.
Manager Finance
and all Leaders a
f) We will utilise technology where possible to create greater efficiency within the workplace
We will develop and implement an IT Strategy. Business
Transformation
Manager
a

32. Beveridge, Wallan, Upper
Plenty, Clonbinane, Heathcote
Junction, Wandong, Bylands,
Forbes, Kilmore, Kilmore East,
Waterford Park, Sunday Creek,
Moranding, Willowmavin, High
Camp, Nulla Vale, Glenaroua,
Sugarloaf Creek, Hildene,
Tallarook, Trawool, Whiteheads
Creek, Seymour, Puckapunyal,
highlands, Tarcombe, NORTH
Northwood, Tooborac, Glenhope,
Glenhope East, Mia Mia, Heathcote
South, BROADFORD, Wallan, Upper
Plenty, MITCHEL SHIRE COUNCIL
113 High Street, Broadford Clonbinane, 3658
Heathcote
Ph: (03) 5734 6200
Fax: (03) 5734 6222
Junction, E: mitchell@mitchellshire.vic.gov.au
www.mitchellshire.vic.gov.au
Wandong, Bylands,
Forbes, Kilmore, Kilmore East,