The Chief Executive Officer (CEO) of Alpine Shire Council is appointed for a maximum term of five years.
During this time, performance is monitored by the Council with support from the CEO Employment and Remuneration Committee.
The CEO’s performance is assessed against Key Performance Areas (KPA).
The CEO works with Councillors each year to define Key Performance Indicators (KPI) within those performance areas. These indicators outline the CEO’s expected performance during his tenure.
Current Chief Executive Officer Will Jeremy was formally appointed by Council at a Special Council Meeting on 15 July, 2022.
He officially began in the position on 25 July, 2022.
Mr Jeremy has worked collaboratively with Council to define four Key Performance Areas, and the relating Key Performance Indicators. His performance as CEO will be assessed against these indicators.
KPA 1 - Governance & Councillors
KPA 2 - Strategic & Operational Leadership
KPA 3 - Advocacy & External Stakeholder Relationships
KPA 4 - Leadership & Culture
Council's CEO Employment and Remuneration Committee is an advisory committee to Council, tasked with considering and making recommendations to Council regarding:
- Performance monitoring of the CEO, including with respect to achievement of the KPIs; and
- Annual Review of the CEO's performance, including performance against the KPIs.
KPIs in the CEO Annual Performance Plan are linked closely to the draft Council Plan 2025-29.
The CEO’s KPAs and KPIs are also outlined in the CEO Annual Performance Plan.
KPA 1: Governance & Councillors
Desired Outcomes
Key Performance Indicators (2025/26)
1.1 All Statutory obligations are met, including but not limited to those arising from the Local Government Act 2020 and the Victorian Occupational Health and Safety Act 2004.
1.1.1 100% compliance with Statutory obligations.
1.1.2 Reporting is by exception to the Audit and Risk Committee, where a failure to meet a Statutory obligation has occurred.
1.2 Council operations are run effectively and efficiently.
1.2.1 Council receives timely and complete agendas for Council meetings and briefings, in accordance with timeframes and deadlines established in collaboration with the Mayor.
1.2.2 An effective and professional working relationship is maintained between the Chief Executive Officer (CEO) and Council.
Reporting for both of the above is through Councillor feedback provided at CEO performance appraisals.
1.3 Risks are identified and appropriately managed.
1.3.1 Risk Register is updated, incorporating climate risk, and a report provided to the Audit and Risk Committee by 31 November 2025.
1.3.2 Risk management framework is updated and a report provided to the Audit and Risk Committee by 31 May 2026.
1.3.3 Internal Audit Plan is endorsed by the Audit and Risk Committee by 24 December 2025, and the agreed 2025/26 audits are delivered by 30 June 2026.
1.3.4 Policy Register shows no overdue policies by 30 June 2026. Policy Register is updated and reported to each Audit and Risk Committee meeting.
1.4 Audit and Risk Committee is supported to function effectively.
1.4.1 Positive feedback provided through the Audit and Risk Committee annual assessment of performance by 30 June 2026.
KPA 2: Strategic & Operational Leadership
Desired Outcomes
Key Performance Indicators (2024/25)
2.1 Council Plan is adopted and implemented.
2.1.1 Council Plan is adopted by 31 October 2025.
2.1.2 Accompanying four-year action plan is prepared by 31 October 2025, and the Council Plan actions identified for the period to 30 June 2026 are successfully delivered.
2.1.3 100% capital works delivery achieved by 30 June 2026, with capital works performance reported to Council meetings in October 2025 and April 2026.
2.2 Organisation delivers against the adopted 2025/26 budget.
2.2.1 Income and expenditure are tracked effectively against budget, and all material variations are reported to Council through the quarterly financial reports.
2.2.2 Council is briefed on the quarterly financial performance no later than one month following the quarterly cut-off (Q1, Q2 and Q3).
2.3 Effective action is taken to improve Council’s financial sustainability.
2.3.1 A Financial Plan is adopted by 31 October 2025 covering the ten-year period to 2034/35.
2.3.2 A Financial Sustainability Strategy is adopted by 24 December 2025, and actions identified for delivery in 2025/26 are completed by 30 June 2026.
2.3.3 Recommendations presented to Council are informed by robust analysis of the implications on operational budgets.
2.4 Opportunities are pursued to secure additional revenue.
2.4.1 Competitive, non-recurrent capital grant applications totalling more than $500,000 are submitted before 30 June 2026.
2.4.2 The actual non-recurrent operating grant income received during 2025/26 exceeds the budgeted income due to new grants secured during 2025/26.
2.4.3 At least one new opportunity for securing additional external revenue is investigated and presented to Council by 30 June 2026.
2.5 Community satisfaction trends in a positive direction.
2.5.1 Biannual reporting of customer service Key Performance Indicators commences from the Council Meeting to be held in April 2026, and a Customer Charter is adopted by Council by 30 June 2026.
2.5.2 Biannual reporting of community engagement campaigns and the engagement outcomes which are achieved commences from the Council Meeting to be held in April 2026.
2.5.3 The Community Satisfaction Survey results delivered in June 2026 show a reducing gap between Alpine Shire Council’s results and the average of the small rural councils.
2.6 Continuous improvement in the delivery of Council’s statutory planning service.
2.6.1 Proportion of planning applications decided within required timeframes is 60% or greater.
2.7 Council demonstrates leadership to the community in the journey towards a low-carbon economy.
2.7.1 Increase total installed capacity of solar photovoltaic (PV) systems across Council-managed facilities and, together with other complementary energy efficiency initiatives, deliver a reduction in grid-supplied electricity consumption and associated cost. Reporting is annually by 30 June 2025 compared to the 30 June 2024 baseline.
KPA 3: Advocacy & External Stakeholder Relationships
Desired Outcomes
Key Performance Indicators (2024/25)
3.1 Effective advocacy is carried out on behalf of the community.
3.1.1 Advocacy priorities are agreed through adoption of the Council Plan by 31 October 2025.
3.1.2 ‘Advocacy collateral’ is prepared by 24 December 2025.
3.2.3 Councillors are supported to effectively undertake advocacy functions as appropriate to their role and delegation to committees and boards. Measure of success is Councillor feedback on the support they have received, provided through CEO performance appraisals.
3.2 Professional relationships are established and enhanced with key external stakeholders.
3.2.1 Effective networks established and maintained across local government. Measure of success is the number of collaborative projects/initiatives undertaken with other LGAs.
3.2.2 Relationships are established with key federal and state elected representatives, with portfolios aligned to Council’s advocacy priorities. Measure of success is the number of new relationships Councillors are supported to establish during 2025/26.
3.2.3 Relationships with Australian and Victorian government agencies, traditional owner groups, and with key community stakeholder groups are enhanced. Measure of success is active participation in stakeholder meetings, workshops and information-sharing forums.
KPA 4: Leadership & Culture
Desired Outcomes
Key Performance Indicators (2024/25)
4.1 Continuous improvement in the culture of the organisations.
4.1.1 Staff satisfaction, as measured through the annual staff satisfaction survey, shows an improving trend. Councillors to be briefed on survey outcomes and trends by 31 October 2025.
4.1.2 The 2026 Enterprise Agreement is successfully negotiated, evidenced by a vote in favour of the new agreement by 30 June 2026.
4.2 CEO continues to develop the skills, knowledge and networks to deliver effective leadership of the organisation.
4.2.1 Personal and professional development plan is refreshed by 31 December 2025, and development activities are undertaken in accordance with this plan.
KPA 1 - Leadership and culture - Lead a high-performing organisation with a strong focus on effectiveness, accountability, and continuous improvement.
KPA 2 - Engagement and communication - Deliver consistently high-quality engagement and communication with Council, the community and other key stakeholders.
KPA 3 - Governance - Ensure good governance practices to fulfil legislative obligations, improve decision making and promote community confidence in Council.
KPA 4 - Delivery and performance - Execute Council resolutions, policies, and plans using resources and managing risks effectively and efficiently.
Council's CEO Employment and Remuneration Committee is an advisory committee to Council, tasked with considering and making recommendations to Council regarding:
- Performance monitoring of the CEO, including with respect to achievement of the KPIs; and
- Annual Review of the CEO's performance, including performance against the KPIs.
KPIs in the CEO Annual Performance Plan are linked closely to the Council Plan 2021-25.
The CEO’s KPAs and KPIs are also outlined in the CEO Annual Performance Plan.
KPA 1: Leadership and Culture
Desired Outcomes
Key Performance Indicators (2024/25)
1.1 Zero harm to our staff.
1.1.1 Leadership focus on physical and psychological safety with appropriate systems and processes in place to minimise risk to our staff.
1.1.2 Increase in hazard reporting from across the organisation, reflecting an increased focus on health and safety.
1.1.3 12 month rolling average staff engagement of the Employee Assistance Program.
1.2 Improvement in organisational efficiency and effectiveness.
1.2.1 Increased role clarity through improvements in business planning for teams and in annual setting and periodic monitoring of tasks and targets for individual staff.
1.2.2 Key workflows are optimised to increase productivity and are better documented to improve consistency in application across the organisation.
1.2.3 Digital systems are aligned to business needs and staff are appropriately trained in the use of these systems.
1.3 Improved culture across a reinvigorated organisation.
1.3.1 Empowered leaders have increased decision-making clarity and autonomy across the organisation.
1.3.2 Investment made into building leadership capability in the Director, Manager and the coordinator cohorts.
1.3.3 Improved staff satisfaction as measured through staff survey.
1.3.4 Improved staff retention assessed on a rolling 12-month basis.
1.4 A CEO with the skills, knowledge and networks to deliver effective leadership of the organisation.
1.4.1 Personal and professional development plan in place to maintain and enhance skills and experience and to build strong and effective networks.
KPA 2: Engagement and Communication
Desired Outcomes
Key Performance Indicators (2024/25)
2.1 Improvement in the quality of Council’s deliberative engagement processes delivering improved alignment with community needs and aspirations.
2.1.1 Community feedback trending in a positive direction and an improving perception of Council within the community.
2.1.2 Continuous improvement processes in place to build on engagement successes and learn from shortcomings.
2.2 Improvement in the quality of customer service provision.
2.2.1 Key customer service performance metrics established and reported.
2.2.2 More consistent and positive customer experience achieved.
2.3 Beneficial community outcomes achieved through the advocacy efforts of Council and Council staff.
2.3.1 Establish an agreed advocacy approach with Council to inform development of the new Council Plan, including establishing a clear, shared understanding of what advocacy means for Council, what the current advocacy priorities are and the desired outcomes from this advocacy.
2.3.2 New relationships established and opportunities explored for collaboration across the region in areas aligned with Council’s advocacy priorities.
2.3.3 Leverage potential benefit of conferences and other opportunities for engagement across the State to increase breadth and depth of network.
2.4 A Council which is well informed and able to effectively deliver for the community.
2.4.1 An effective and professional working relationship is maintained between the CEO and Council, supporting the effective development and evolution of policy, strategy and administration.
KPA 3: Governance
Desired Outcomes
Key Performance Indicators (2024/25)
3.1 Council’s strong financial position is maintained.
3.1.1 Advice is provided to Council for the responsible management of Council’s financial and physical assets and workforce.
3.1.2 Opportunities are explored to strengthen Council’s financial position.
3.2 Risks are identified and appropriate managed.
3.2.1 An effective and professional working relationship is maintained with the Audit and Risk Committee, and feedback from the Committee is positive.
3.2.2 Risk Register is reviewed and revised with input from across the organisation, applying a consistent understanding and approach to use of key risk terminology and improving relevance of the register to the operational teams.
3.3 Council decisions are implemented in a timely, accurate and efficient way.
3.3.1 Implementation of Council resolutions and actions arising from adopted plans and strategies is tracked and reported effectively.
3.4 The organisation is responsive to strategic opportunities and challenges.
3.4.1 Emerging issues and opportunities are identified, communicated, and addressed in a way which maximises benefit for our community.
KPA 4: Delivery Performance
Desired Outcomes
Key Performance Indicators (2024/25)
4.1 The community is led and supported on a journey towards a low emission economy.
4.1.1 A plan is agreed and delivered to offset residual emissions in support of achieving and maintaining the net zero target.
4.1.2 A Community Climate Action Roadmap is developed with the community and a clear plan is agreed with Council to progress implementation of the agreed actions.
4.2 A contemporary Planning Scheme is established, with key gaps addressed.
4.2.1 Amendments resulting from review of the Alpine Planning Scheme are gazetted.
4.3 Our towns are well planned to accommodate the forecast growth in population, including infrastructure and community facilities.
4.3.1 The Land Development Strategy is adopted by Council and associated amendments to the Alpine Planning Scheme are progressed towards gazettal.
4.3.2 Key building blocks of the strategic planning workplan are clearly communicated, appropriately resourced, and progressed in accordance with the plan.
4.4 Value for the community is delivered through Council’s capital works program.
4.4.1 The capital works team is appropriately resourced to deliver the budgeted program and flexible to adapt to the changing external environment.
4.4.2 Council is kept well briefed on capital works delivery progress and challenges and engaged early in all decisions with potential to impact on the overall outcomes for the community.
The CEO’s KPAs and KPIs are also outlined in the CEO Annual Performance Plan.
KPA 1: Leadership and Culture
Desired Outcomes
Key Performance Indicators (2023/24)
1.1 Zero harm to our staff.
1.1.1 Leadership focus on physical and psychological safety with appropriate systems and processes in place to minimise risk to our staff.
1.1.2 Increase in hazard reporting from across the organisation, reflecting an increased focus on health and safety.
1.1.3 Improved reporting of individual hazards and incidents and monitoring of key indicators.
1.2 Improved culture across a reinvigorated organisation.
1.2.1 Increased role clarity through improvements in business planning for teams and in annual setting and periodic monitoring of tasks and targets for individual staff.
1.2.2 Key workflows are optimised to increase productivity and are better documented to improve consistency in application across the organisation.
1.2.3 Digital systems are aligned to business needs and staff are appropriately trained in the use of these systems.
1.2.4 Remaining vacancies arising from the restructure process are filled. Staff induction processes and refresher training are improved.
1.3 Improved culture across a reinvigorated organisation.
1.3.1 Empowered leaders have increased decision-making autonomy across the organisation.
1.3.2 Investment made into building leadership capability in the coordinator cohort.
1.3.3 Improved staff satisfaction as measured through biannual staff survey (with results available in July and January)
1.3.4 Improved staff retention assessed on a rolling 12-month basis.
1.4 A CEO with the skills, knowledge and networks to deliver effective leadership of the organisation.
1.4.1 Personal and professional development plan in place to maintain and enhance skills and experience and to build strong and effective networks.
KPA 2: Engagement and Communication
Desired Outcomes
Key Performance Indicators (2023/24)
2.1 Improvement in the quality of Council’s deliberative engagement processes delivering improved alignment with community needs and aspirations.
2.1.1 Community feedback trending in a positive direction and an improving perception of Council within the community.
2.1.2 Continuous improvement processes in place to build on engagement successes and learn from shortcomings.
2.2 Improvement in the quality of customer service provision.
2.2.1 Key customer service performance metrics established and reported.
2.2.2 More consistent customer experience achieved, aligned to an agreed customer service standard.
2.3 Beneficial community outcomes achieved through the advocacy efforts of Council and Council staff.
2.3.1 Establish an agreed advocacy approach with Council to inform development of the new Council Plan, including establishing a clear, shared understanding of what advocacy means for Council, what the current advocacy priorities are and the desired outcomes from this advocacy
2.3.2 New relationships established and opportunities explored for collaboration across the region in areas aligned with Council’s advocacy priorities.
2.3.3 Leverage potential benefit of conferences and other opportunities for engagement across the State to increase breadth and depth of network.
2.4 A Council which is well informed and able to effectively deliver for the community.
2.4.1 An effective and professional working relationship is maintained between the CEO and Council, supporting the effective development and evolution of policy, strategy and administration.
KPA 3: Governance
Desired Outcomes
Key Performance Indicators (2023/24)
3.1 Council’s strong financial position is maintained.
3.1.1 Advice is provided to Council for the responsible management of Council’s financial and physical assets and workforce.
3.1.2 Opportunities are explored to strengthen Council’s financial position.
3.2 Risks are identified and appropriate managed.
3.2.1 An effective and professional working relationship is maintained with the Audit and Risk Committee, and feedback from the Committee is positive.
3.2.2 Risk Register is reviewed and revised with input from across the organisation, applying a consistent understanding and approach to use of key risk terminology and improving relevance of the register to the operational teams.
3.3 Council decisions are implemented in a timely, accurate and efficient way.
3.3.1 Implementation of Council resolutions and actions arising from adopted plans and strategies is tracked and reported effectively.
3.4 The organisation is responsive to strategic opportunities and challenges.
3.4.1 Emerging issues and opportunities are identified, communicated, and addressed in a way which maximises benefit for our community.
KPA 4: Delivery Performance
Desired Outcomes
Key Performance Indicators (2023/24)
4.1 The community is led and supported on a journey towards a low emission economy.
4.1.1 A plan is agreed and delivered to offset residual emissions in support of achieving and maintaining the net zero target.
4.1.2 A Community Climate Action Roadmap is developed with the community and a clear plan is agreed with Council to progress implementation of the agreed actions.
4.2 A contemporary Planning Scheme is established, with key gaps addressed.
4.2.1 Amendments resulting from review of the Alpine Planning Scheme are gazetted.
4.3 Our towns are well planned to accommodate the forecast growth in population, including infrastructure and community facilities.
4.3.1 The Land Development Strategy is adopted by Council and associated amendments to the Alpine Planning Scheme are progressed towards gazettal.
4.3.2 Key building blocks of the strategic planning workplan are clearly communicated, appropriately resourced, and progressed in accordance with the plan.
4.4 Value for the community is delivered through Council’s capital works program.
4.4.1 The capital works team is appropriately resourced to deliver the budgeted program and flexible to adapt to the changing external environment.
4.4.2 Council is kept well briefed on capital works delivery progress and challenges and engaged early in all decisions with potential to impact on the overall outcomes for the community.
The CEO’s KPAs and KPIs are also outlined in the CEO Annual Performance Plan.
KPA 1: Leadership and Culture
Desired Outcomes
Key Performance Indicators (2022/23)
1.1 Improvement in organisational efficiency and effectiveness.
1.1.1 Restructured organisation delivering better alignment between and across functional areas and bringing role clarity to all staff.
1.1.2 Business processes streamlined to improve productivity.
1.1.3 Digital systems reviewed for alignment to business needs.
1.1.4 Gaps in organisational capacity and capability identified and addressed.
1.2 Improved culture across a reinvigorated organisation.
1. 1.2.1 Empowered leaders have increased decision-making autonomy.
1.2.2 Improved staff satisfaction as measured through the annual staff satisfaction survey.
1.2.3 Improved staff retention as reported in Council’s Annual Report.
1.3 Zero harm to our staff.
1.3.1 Leadership focus on physical and psychological safety with appropriate systems and processes in place to minimise risk to our staff.
1.4 A CEO with the skills, knowledge and networks to deliver effective leadership of the organisation.
1.4.1 Personal and professional development plan in place to maintain and enhance skills and experience and to build strong and effective networks.
KPA 2: Engagement and Communication
Desired Outcomes
Key Performance Indicators (2022/23)
2.1 Improvement in the quality of Council’s deliberative engagement processes delivering improved alignment with community needs and aspirations.
2.1.1 Community feedback trending in a positive direction and an improving perception of Council within the community.
2.1.2 Continuous improvement processes in place to build on engagement successes and learn from shortcomings.
2.2 Improvement in the quality of customer service provision.
2.2.1 Key customer service performance metrics established and reported.
2.2.2 More consistent customer experience achieved, aligned to an agreed customer service standard.
2.3 Beneficial community outcomes achieved through the advocacy efforts of Council and Council staff.
2.3.1 Development of an Advocacy Plan establishing a clear, shared understanding of what advocacy means for Council, what the current advocacy priorities are and the desired outcomes from this advocacy.
2.3.2 New relationships established and opportunities explored for collaboration across the region in areas aligned with Council’s advocacy priorities.
2.4 A Council which is well informed and able to effectively deliver for the community.
2.4.1 An effective and professional working relationship is maintained between the CEO and Council, supporting the effective development and evolution of policy, strategy and administration.
KPA 3: Governance
Desired Outcomes
Key Performance Indicators (2022/23)
3.1 Council’s strong financial position is maintained.
3.1.1 Advice is provided to Council for the responsible management of Council’s financial and physical assets and workforce.
3.1.2 Opportunities are explored to strengthen Council’s financial position.
3.2 Risks are identified and appropriate managed.
3.2.1 An effective and professional working relationship is maintained with the Audit and Risk Committee, and feedback from the Committee is positive.
3.2.2 Risk Register is reviewed and revised with input from across the organisation, applying a consistent understanding and approach to use of key risk terminology and improving relevance of the register to the operational teams.
3.3 Council decisions are implemented in a timely, accurate and efficient way.
3.3.1 Implementation of Council resolutions and actions arising from adopted plans and strategies is tracked and reported effectively.
3.4 The organisation is responsive to strategic opportunities and challenges.
3.4.1 Emerging issues and opportunities are identified, communicated, and addressed in a way which maximises benefit for our community.
KPA 4: Delivery Performance
Desired Outcomes
Key Performance Indicators
4.1 The community is led and supported on a journey towards a low emission economy.
4.1.1 Net zero achieved from Council operations by 30 June 2023.
4.1.2 Community Climate Action Roadmap is developed with the community.
4.2 A contemporary Planning Scheme is established, with key gaps addressed.
4.2.1 Comprehensive gap analysis completed of the Alpine Planning Scheme and a plan and timeframe established for the resulting planning scheme amendments to be gazetted.
4.3 Our towns are well planned to accommodate the forecast growth in population, including infrastructure and community facilities.
4.3.1 A roadmap is established for delivering Structure Plans for the main population centres in the Alpine Shire, including a schedule and key milestone dates, community engagement plan, committed budget and allocated staff resourcing.
4.4 Value for the community is delivered through Council’s capital works program.
4.4.1 The capital works team is appropriately resourced to deliver the budgeted program and flexible to adapt to the changing external environment.
4.4.2 Council is kept well briefed on capital works delivery progress and challenges and engaged early in all decisions with potential to impact on the overall outcomes for the community.