1.4 Delivering Results
Driver: 1.4
Dimension: Cause
Supporting aspiration: Plans, measures and reports line up; progress is reported in plain English.
Why it matters
Measuring what matters focuses attention and enables course-correction.
What great looks like
Best-performing organisations use intuitive scorecards to maintain focus and provide insights that guide decision-making, investment and resourcing.
Employee Survey alignment
| Item | Survey question |
|---|---|
| Q1 | I have a good understanding of how well Council is performing against its goals |
How to interpret a weak result
A weak result for this driver should prompt a practical diagnosis, not an immediate solution. Ask:
- Is the issue whole-of-council, concentrated in particular work areas or linked to specific employee groups?
- Which question-level result is driving the pattern?
- Do comments or leader perspectives explain the issue?
- Is this mainly a system/process issue, a leadership issue, a resourcing issue or a communication issue?
- What would employees reasonably expect Council to do next?
Possible actions and interventions
- Develop a balanced scorecard with lead and lag indicators
- Use monthly or quarterly review rhythms
- Report progress in language employees can understand
- Connect survey outcomes to workforce and service indicators
Evidence to review alongside the survey
- Employee Survey question-level results and comments
- Relevant people metrics such as turnover, absenteeism, vacancy, overtime, grievances, safety or EAP themes
- Leadership and SME perspectives
- Relevant workforce, service, budget or risk data