215 – From the Archive: Creative ways to make your capital expenditure target. Some ideas.

Posted by Whistler                                                                          570 words

capital expenditure graph

Originally posted 20 April 2015

Yes, it is that time of the year when our engineers and accountants become highly creative.   By June 30 they will need to explain whether or not the targeted amount of capital works has been completed. Often the target is expressed as simply as ‘90% capital program completed’. Usually it is a KPI for the CEO and senior managers. That makes it an important target.

So, why the need for such high levels of creativity?

Delivering 90% of the planned capital works is harder than it sounds. Many councils would have averaged around 60% to 70% over the last ten years. This is partially explained by growth in capital expenditure that has exceeded the organisational capacity to deliver. Another part of the explanation is that capital works programs have become more diverse with more people participating in the planning and delivery across the council. As a result, projects have become more complex and people with inadequate project management skills are often involved.   Finally, councillors have become much more involved and the capital works program will now have projects that councillors, sometimes in response to community submissions to the budget process, have included – often at the last minute.

As the capital works program has grown, become more complex, involved more people with less skills, and started to include projects without adequate pre-planning or feasibility analysis, especially if they require community engagement, it has become much more difficult to deliver the whole program. But the target remains.

This is where the creativity occurs. Continue reading

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76 – Creative ways to make your capital expenditure target. Some ideas.

Posted by Whistler                                                                          570 words

capital expenditure graph

Yes, it is that time of the year when our engineers and accountants become highly creative.   By June 30 they will need to explain whether or not the targeted amount of capital works has been completed. Often the target is expressed as simply as ‘90% capital program completed’. Usually it is a KPI for the CEO and senior managers. That makes it an important target.

So, why the need for such high levels of creativity? Continue reading

58 – Performance appraisal in local government 4/4. What else could we do?

Posted by Lancing Farrell                                                                              650 words

optimus prime transformer

This is the last post in this series. It is also where things start to get interesting. There are alternatives to performance appraisal the way we have always done it. The difficulty is that most are quite different to the current approach and pursuing them will involve the risks that always accompany change. Are we up for it?

We could just stop using performance appraisals. As Peter R. Scholtes writes in The Leaders Handbook, this would require us to start thinking differently. In essence, this would involve adopting a ‘systems thinking’ approach to managing the organisation. This is likely to require systems to support employee development and promotion, providing feedback for improvement, determining training needs, and performance managing the poor performers.

Scholtes proposes what he calls ‘debundling’ of performance appraisal to focus on each benefit that the performance appraisal system supposedly provides. Continue reading