strategic objective 1 - Shire of Mundaring

GOVERNANCEEXECUTIVE LEADERSHIP TEAMAchievement of best practice in corporate governanceis a major responsibility of the Executive LeadershipTeam and entails the consideration and approval of Shirepolicies, strategic direction and resource allocation, aswell as monitoring Shire performance, progress towardstargets and use of resources.The Executive Leadership Team comprises of the:Chief Executive Officer;Executive Manager Community Services;Executive Manager Infrastructure Services;Executive Manager Statutory Services; andExecutive Manager Corporate Services.RISK MANAGEMENTAll local government bodies must practice riskmanagement, regularly undertake a structured riskassessment process to identify risks facing organisations,be able to demonstrate the management of risks, andwhere appropriate, have continuity plans to ensure theycan respond to and recover from any business disruption.A structured, systematic approach to risk management hasenabled the Shire to develop a thorough understanding ofthe risk issues that may prevent the achievement of ourgoals or objectives as a Shire.STAFF PROFILEThe Shire of Mundaring had an average staffing level of171.24 total Full Time Equivalents.Comparative Employee Turnover figures were 8.37% forthe 2008-2009 period compared to more than 18% forthe preceding two years (2006-2007 and 2007-2008)STAFF DEVELOPMENT & PERFORMANCEMANAGEMENTClockwise from left: Executive Manager StatutoryServices Mark Luzi, Executive Manager CommunityServices Megan Griffiths, Chief ExecutiveOfficer Jonathan Throssell, Executive ManagerInfrastructure Services Shane Purdy and ExecutiveManager Corporate Services Paul O'Connor.These Executive Managers are fully qualified in theirarea of expertise and possess relevant, broadly basedpolicy development, performance evaluation, audit,human resources and accountancy skills. All have localgovernment and/or public sector experience.The Executive Leadership Team is responsible for:- prioritising and co-ordinating the Shire of Mundaringbudget and activities to meet the objectives of theorganisation;- monitoring progress to meet established objectives;- implementing the Shire's strategic direction and policies;- providing leadership to support the Shire’s vision andpromoting a culture that supports the values and directionof the Shire;- approving the scope of new major projects as they arise;- approving structural changes; and- advising the Chief Executive Officer on major decisions.The Executive Leadership Team seeks to make wellconsidereddecisions on the business of the Shire andmeets weekly or more frequently on a special needs basisas required.The Shire of Mundaring has a commitment to train anddevelop its employees. The Shire aims to build a highlyskilled, professional and ethical workforce with theability to adapt to changing business, technology andenvironmental needs.During the year, the Shire’s training and developmentprograms concentrated on wellness, business systems,financial management, risk management, OS&H, andappropriate skills-based courses.OCCUPATIONAL SAFETY & HEALTH AND WELFAREAs an organisation, we aim to provide a safe and secureworking environment for all employees.Occupational Safety and Health continues to be animportant area of focus. The induction program has beenenhanced to place greater emphasis on safety and health.Staff workshops have been delivered on prevention ofviolence, aggression and bullying, and how to deal withdifficult customers. First Aid training is available to all staffand 72 staff are now qualified in Basic Worksite or SeniorFirst Aid.An employee assistance program provider is available tostaff to access confidential counselling services, includingtheir immediate family, if required.We regularly update emergency contact information plusundertake regular training in emergency procedures,including building evacuation and office health training.An Occupational Safety & Health Committee consistsof representatives from each service team and meetsregularly during the year.Shire of Mundaring Annual Report 2009 Page 5