PROFESSIONAL DEVELOPMENT IN A RURAL COUNCIL
COUNCIL MANAGER WINTER 2013
THINKING OF YOUR HR FUTURE? ANALYSING LOCAL GOVERNMENT’S FUTURE WORKFORCE NEEDS
PLACE MANAGEMENT: A DIFFERENT APPROACH FOR LOCAL GOVERNMENT
ACHIEVING EXCELLENCE IN COUNCIL PROCESSES
THE MAGAZINE FOR SENIOR MANAGERS IN LOCAL GOVERNMENT
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CONTENTS
WINTER 2013
26 45 NEWS TOP 10 NEWS STORIES....................... 2
ALGA REPORT
LOCAL GOVERNMENT REFORM: A RISK MANAGEMENT PERSPECTIVE By Mitchell Morley..................................... 30
LEGAL BRIEFING
A REFERENDUM TO RECOGNISE LOCAL GOVERNMENT IS IN EVERYONE’S INTEREST
MANAGING ILL AND INJURED WORKERS: AN EVIDENCE-BASED APPROACH
By Felicity-ann Lewis, ALGA President....... 10
By Darren Gardner and Janna Zeglis............ 34
PROFILE CONFRONTING THE CHALLENGES OF DISTANCE....................................... 12
FEATURES
Monitoring the comings and goings of council CEOs........................................ 36
COUNCILLOR SUPPLEMENT NEWS..................................................... 40
By Kylie Cantwell........................................ 14
The first Mayor of the City of Melton and
COUNCIL LEADERS The Mayor of the Gold Coast....................... 44
By Ben Hutchison..........................................18
COUNCIL PROFILE PLAYFORD – A KEY TO ADELAIDE’S ECONOMIC DEVELOPMENT By Rex Pannell.......................................... 46
HURSTVILLE CITY COUNCIL: LEADING FOR SUCCESS By the Hurstville City Council....................... 21
PLACE MANAGEMENT IN LOCAL GOVERNMENT: HOW THE CITY OF SWAN TAKES A DIFFERENT APPROACH AND WHY IT IS WORKING By the City of Swan................................... 26
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SENIOR POSITIONS
MANAGE, IMPROVE AND INNOVATE: ACHIEVING EXCELLENCE IN COUNCIL PROCESSES
OPTIMISING HR: DEVELOPING WORKFORCE STRATEGIES FOR MODERN LOCAL GOVERNMENT
12
PRODUCTS & SERVICES TRAINING FOR COUNCILS............... 48
Publisher: CommStrat Editor: Ben Hutchison Graphic Designer: Nicholas Thorne Contributors: Rex Pannell, Ben Hutchison, Felicity-ann Lewis, Kylie Cantwell, Mitchell Morley, Darren Gardner and Janna Zeglis. Sales and Marketing: Yuri Mamistvalov Tel: +61 3 8534 5008 Email: yuri@commstrat.com.au Subscriptions: Ruth Spiegel Tel: +61 3 8534 5009 Email: ruth.spiegel@commstrat.com.au Head office: Lvl 8 574 St Kilda Road, Melbourne VIC 3004 Post: PO Box 6137 St Kilda Road Central, VIC 8008 Tel: +61 3 8534 5000, Fax: +61 3 9530 8911 WEB: www.commstrat.com.au
Winter 2013 Council Manager | 1
TOP 10 NEWS
10
TOP NEWS STORIES
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ALGA welcomes Federal Budget initiatives
Fundamentals of local government
still subject to change
A little over 170 years ago, what has been recognised as the first municipal authority in Australia was formed. The ‘Adelaide Corporation’, led by Mayor James Hurtle Fisher, only lasted a few years before becoming a moribund entity. In the 1850s a municipal authority was re-formalised and evolved into the current-day Adelaide City Council. The 1860s and 1870s would see widespread formation of local government authorities across Australia as its colonies matured and populations grew. Yet despite the long history of local government in Australia, its fundamental structure is still subject to significant change. September 14 will again see a national referendum on the question of constitutional recognition of local government in an effort to ensure the Federal Government’s ability to directly fund councils is written in stone. Meanwhile, New South Wales and Western Australian local governments are on the edge of significant structural reform designed to improve the financial health and operational capacities of councils. It appears doubtless that local government will continue to evolve as Australian communities grow and change – and as long as municipal structures are so malleable in the hands of state government. For now, we wait for coming months to bring the next chapter in Australia’s local government history. I hope you enjoy the Winter 2013 edition of Council Manager. Sincerely, Ben Hutchison, EDITOR, Council Manager ben.hutchison@commstrat.com.au 2 | Council Manager Winter 2013
The Federal Government’s 2013-14 Budget delivered several new funding initiatives for local government, according to the Australian Local Government Association. President of the ALGA, Mayor Felicityann Lewis, welcomed the plan outlined by Treasurer, Wayne Swan, to return Australia to a Budget surplus over the coming years. “Funding such as $40 million in additional assistance to rebuild flooddamaged communities and $12.9 million in support to enable councils to connect to the NBN have been positively received,” Mayor Lewis said. “Local government especially welcomes the Budget’s allocation of $44.1 million for municipal and essential services in Indigenous communities. We also welcome funding of $9.1 million over four years to create a ‘one-stop shop’ for grants advertising and reporting, and $9.9 million over two years to upgrade remote community landing strips.” Mayor Lewis said ALGA’s Budget Submission noted the budget was always going to be difficult to frame. She said in order to address the continued revenue write-downs generated from weaker resource prices and the continued high value of the Australian dollar, there had been the need for some difficult choices. Mayor Lewis welcomed the government’s decision to again bring forward the first two quarterly payments of the Financial Assistance Grants (FAGs) of the 2013-14 financial year, worth $1.3 billion into 2012-13.
UPCOMING EVENTS National Community Safety & Security Conference Melbourne – June 4 & 5, 2013 Visit www.communitysafetyconference.com.au
2nd CBD & Town Centre Design and Development Conference Sydney - June 19 & 20, 2013 Visit www.cbdconference.com.au
Reinventing Government Customer Service Conference Melbourne – June 25 & 26, 2013 Visit www.governmentcustomerservice.com.au
2013 Best Practice in Local Government Conference Melbourne – August 14 & 15, 2013 Visit www.lgnews.com.au/lgbestpractice
2013 National Local Government Financial Management Conference Melbourne – August 14 & 15, 2013 Visit www.lgnews.com.au/lgfinance
15th AAPA International Flexible Pavements Conference Brisbane – September 22 to 25, 2013 Visit www.aapaconference.com.au
2013 Government Sustainability Conference Melbourne – 7 & 8 October, 2013 Visit www.enviroinfo.com.au/govsus
3rd Local Government & Public Sector Building Maintenance & Management Conference Melbourne – 19 & 20 November, 2013 Visit www.buildingmaintenanceconference.com.au
For further details regarding these conferences please visit:
www.commstrat.com.au/events
TOP 10 NEWS
2
Release of draft Constitutional amendment
The proposed words to give financial recognition to local government in Australia’s Constitution have been released by the Federal Government for public comment. The proposed amendment has been released as part of the draft Bill and explanatory memorandum. Local Government Minister, Anthony Albanese and Attorney General, Mark Dreyfus, said the small but important change was about recognising modern reality. The revised wording of the constitutional amendment is: Financial assistance to States and local government bodies During a period of ten years after the establishment of the Commonwealth and thereafter until the Parliament otherwise provides, the Parliament may grant financial assistance to any State, or to any local government body formed by a law of a State. The Australian Local Government Association said the draft amendment Bill represented a small and pragmatic change to the Constitution. Legislation has been passed by Parliament to allow public funding to be used for campaigns to ensure voters are properly informed about the case for constitutional recognition of local government. Measures outlined in the 2013-14 Budget confirm that, in addition to the funding provided to the Australian Electoral Commission to run the referendum, the Department of Regional Australia and Local Government will receive $11.6 million to undertake a national education campaign to provide information to the public on the referendum reform process. 4 | Council Manager Winter 2013
3 NSW councils urged to respond to Review
4
Quarter of NSW councils
Panel’s final paper
financially troubled
Local Government NSW has urged councils across the state to voice their opinion on the Independent Local Government Review Panel’s Future Directions paper, which proposes significant changes, and the need to move away from a one-size-fits-all approach to councils. Joint President of LGNSW, Ray Donald, said it strongly opposed any change to the current State Government policy of no forced council amalgamations. “However, some councils and communities have flagged their interest in merging and LGNSW urges the Panel to provide clear direction and recommend worthwhile incentives for councils that would like to join forces,” Cr Donald said. The panel released on April 24 the discussion paper entitled Future Directions for NSW Local Government: Twenty Essential Steps. It proposed the establishment in regional NSW of about 20 multi-purpose County Councils. The paper called for extensive restructuring of local government in the Sydney metropolitan area, Lower Hunter and Central Coast. The proposed restructuring included: • A new global city of Sydney encompassing the CBD, east to the coast and south to Botany Bay; • Reduced fragmentation of local government in Sydney’s southern suburbs and inner west; on the north shore and along the northern beaches; • Greatly expanded cities of Parramatta and Liverpool; • A combined city of Newcastle-Lake Macquarie to drive development in the Lower Hunter.
A report into the financial sustainability of councils in New South Wales has found that more than 25% of councils are currently in a “weak” or “very weak” financial position. And the report by NSW TCorp said that, based on councils’ own projections, the local government sector’s financial sustainability outlook was set to deteriorate significantly over the coming years. It identified that a majority of councils were reporting operating deficits, with only a third of councils recording a surplus in 2012. Over the period 2009 to 2012, the cumulative operating deficits for all councils totalled about $1 billion. Compounding the problem was the fact that most councils were not providing sufficient funds to maintain their assets to a satisfactory standard, which was further adding to the local government infrastructure backlog. NSW Local Government Minister, Don Page, said the report represented the first time a comprehensive, independent analysis had been undertaken into the financial sustainability of every council. Mr Page said the results varied throughout the state, highlighting the poor financial position of councils in the Western Region and the North Coast. NSW Treasurer, Mike Baird, described TCorp’s report as a pioneering piece of research that, for the first time, established a definition of financial sustainability for local government and measured all 152 councils against that standard. TCorp’s report has been referred to the Independent Local Government Review Panel. The full report is available on the Division of Local Government’s website www.dlg.nsw.gov.au.
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Qld Auditor-General
New legal claim
Review of NSW
highlights councils’
against ratings agency
council investments
fiscal challenges
Councils in New South Wales have reduced their exposure to structured financial products by more than $600 million, according to the latest review of local government investments by the state’s Division of Local Government. Key findings of the review by the division’s Investigations and Performance Group showed exposure to the products dropped from about $1 billion in 2007 to $395 million at the end of June 2012. The reduction, according to the review, reduced the councils’ uncertainty and potential for further losses. Other key findings showed that, over the past four financial years, councils realised losses of about $192 million – $160 million of the losses in Collateralised Debt Obligations and the remainder in Capital protected products. At the end of June 2012, councils anticipated further unrealised losses of $170 million – $155 million in CDOs and $15 million in Capital protected products. The Group said the Cole Report of 2008 and its current review also highlighted ongoing risks associated with council investment practices. The risks include: • Lack of experience and the potential for investment decisions that do not provide an appropriate risk-based return; • Ongoing inconsistency or lack of clarity of investment information between councils’ audited financial information and the information included in councils’ monthly investment reports; and • Inconsistence in auditors’ assessment of councils’ investment information. The review contains mitigation strategies for the risks.
The Local Government Association of Queensland said a report into the financial statements of councils for 2011-12 by the State’s Auditor General reaffirms the LGAQ’s view that financial sustainability will be a key challenge for its members over the next few years. Association Chief Executive, Greg Hallam, said the report into the accounts of 68 local governments highlighted the financial challenges they faced in the wake of real declines in funding support by governments and a renewed push by the developers’ lobby for ratepayer supported subsidies to prop-up their industry. Mr Hallam said a series of decisions by the previous Labor Government, including the withdrawal of state government subsidies, had hit council finances and forced an increase in local government borrowing to maintain services to local communities. “Those decisions have caused councils to lose about $850 million in revenue each year,’’ he said. “For many councils, that has meant a choice between maintaining services and infrastructure through borrowing and increased rates, or cutting back on services.’’ Mr Hallam said councils were actively involved in trying to operate more efficiently by reducing their labour costs and encouraging economic growth in their regions through programs to fast-track building development approvals. He said the present State Government needed to acknowledge the work councils were doing to encourage development as it was negotiating reforms to the state’s infrastructure charges regime.
Litigation funder IMF (Australia) Ltd has filed a claim in the Federal Court on behalf of about 90 councils, churches and charities against US-based ratings agency Standard & Poors. The action relates to S&P’s granting of AAA and AA ratings to eight collateralised debt obligations (CDOs) and it follows separate rulings late in 2012 by the Federal Court in cases against Lehman and S&P involving complex financial products sold in Australia. In this claim, the investors allege the ratings given to the CDOs, the value of which plummeted during the global financial crisis of 2007 and 2008, were made without a reasonable basis. The investors, which were almost exclusively investing public funds to facilitate public works and community services, required high ratings by an independent, objective ratings agency for any investment they contemplated. IMF (Australia) Ltd is funding the claims of about 70 of the Investors in a separate class action against Lehman Brothers Australia Ltd (in liquidation), which may now be settled by the creation of a Scheme of Company Arrangement. The investors’ claims against S&P in the action just filed will be for the balance of their losses after receipt of any monies from Lehman.
Winter 2013 Council Manager | 5
TOP 10 NEWS
8
MAV laments lack of infrastructure plan in Vic Budget The Municipal Association of Victoria has backed what it describes as the State Budget’s “significant spend” on transport and other infrastructure projects, but says it’s disappointed at the continued absence of an overall Victorian Infrastructure Plan. Bill McArthur, MAV President, said infrastructure investment was critical, but Victoria lagged behind other states that had detailed infrastructure plans with identified projects, timeframes and investment commitments. “Local government has a statutory requirement to develop and implement five-year forward plans for their capital maintenance and investment in civic infrastructure and facilities,” Cr McArthur said. “A planned approach by the state is the critical missing link to bring together spending commitments by all levels of government, including access to Commonwealth funding through Infrastructure Australia, and greater certainty to secure private investment. Cr McArthur said the MAV was pleased to see $7 million in capital funding for kindergartens and children’s facilities. The Victorian budget also allocated $12 million to implement a range of initiatives from the government’s recently-released Waste and Resource Recovery Policy. The funding will be used to help improve the environmental performance of landfills across Victoria; to implement the Victorian Litter Strategy and a household food waste education program to divert organic waste from landfills; and to expand litter initiatives including the EPA’s Illegal Dumping Strike Force. 6 | Council Manager Winter 2013
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Local research
Improve kerbside
builds a Knowledge City collection to The research capacity within local government is the subject of a discussion paper – Knowledge City – which has been published by the Australian Centre of Excellence for Local Government (ACELG). The paper focuses upon the work of a research unit within the City of Melbourne known as City Research, and describes the difference an in-house research team can make to a council and its community. Knowledge City features interviews with council staff and key literature on the topic for broader interest by the sector. The aim of the paper is to inform thinking about what role a council can take in research and how it can change the way a council works. The paper is in two parts, each presenting complementary views of the City Research unit, and is intended for readers such as local government professionals, elected representatives, academic researchers and a general audience who may not normally engage with research. ACELG said the Knowledge City: The Difference an In-House Research Team made to a Council and its Community contributed to a national discussion about research taking place inside local government, and how knowledge was strengthened when seen through multiple “lenses”. Austin Ley, Manager of the City Research unit at the City of Melbourne, described the council’s approach: “We have been able to abolish the silo mentality to ensure continuity and can gather a better quality of information. This is a collaborative approach that emphasises the incredible knowledge wealth of our institutions.” The discussion paper is part of a broader project by ACELG to strengthen the capacity of research in the Australian local government sector.
lift recycling rate Kerbside recycling needs to be expanded and to become more consistent across local government to help lift Australia’s recycling rate, according to research released by the Australian Packaging Covenant (APC). The research examined the Australian waste and recycling industry and made recommendations to help address gaps to ensure that more packaging is recycled. “Kerbside collection of packaging is now well entrenched in most regional and urban areas around Australia; however, inconsistencies exist across areas which leave residents confused about what is able to be recycled, and recyclable packaging ends up in the red bin,” Stan Moore, CEO of the APC, said. Mr Moore said expanding full kerbside collection to all households, uniformity of materials accepted and stronger adoption of national standards that deal with bin design and colour would help increase domestic recycling rates. Areas where kerbside collection was not feasible, such as regional areas, would also benefit from more drop-off facilities for all recyclable packaging. “The expansion of kerbside recycling to include flexible films recycling; for example, would mean that everything from plastic carry bags, bread bags and plastic wrapping from a diverse range of items could be recycled into new product,” Mr Moore said.
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NEWS
Released of model asbestos policy A model asbestos policy has been issued by the New South Wales Local Government Department for use by councils throughout the state. The policy, issued as Director General’s guidelines under section 23A of the Local Government Act 1993, means councils must take its guidelines into account when exercising their asbestos-related functions. The policy has been developed to assist councils to formulate an asbestos policy and to promote a consistent approach to asbestos management by local government across NSW. ‘A guide to developing an asbestos policy’, based on the Model Asbestos Policy, has also been prepared to assist councils. The guide, ‘Developing your council’s asbestos policy: A guide to the Model Asbestos Policy for NSW councils’ (catalogue no. WC03898) explains how councils may tailor certain sections of the Model Asbestos Policy to formulate their asbestos policy and provides a checklist. The guide also offers background information and advice for councils. The Model Asbestos Policy was developed by Local Government NSW on behalf of the Heads of Asbestos Coordination Authorities Working Group.
Updated procurement guidelines for Vic councils Updated procurement guidelines will encourage Victorian councils to use their significant purchasing power to drive the economy for the benefit of local businesses and local communities, according to the state’s Local Government Minister, Jeanette Powell. The Victorian Local Government Best Practice Procurement Guidelines 2013 were released by Mrs Powell in Ballarat in April. 8 | Council Manager Winter 2013
“Comprehensive and easy-to-read, the new guidelines will help councils to get best value for their $4.7 billion annual purchase of goods and services,” Mrs Powell said. “Ballarat was an ideal location to publish the new guidelines, as their procurement leadership has already resulted in savings of more than $630,000 per year for local ratepayers.” Mrs Powell said Ballarat City Council led a collaboration involving the neighbouring councils of Ararat, Golden Plains, Hepburn and Pyrenees on the procurement contract for road sealing. “This innovation won a national award, and is showing immediate benefits for councils facing financial pressures,” she said. The Victorian Local Government Best Practice Procurement Guidelines 2013 can be downloaded from the Department of Planning and Community Development website www.dpcd.vic.gov.au.
New Intergovernmental Agreement in New South Wales A new Intergovernmental Agreement between the New South Wales Government and Local Government NSW “puts the people of NSW first”, according to Joint President of LGNSW, Keith Rhoades. The Intergovernmental Agreement to Guide NSW State-Local Government Relations on Strategic Partnerships was signed by the Joint Presidents of Local Government NSW, Keith Rhoades and Ray Donald, Premier Barry O’Farrell and Local Government Minister, Don Page. Cr Rhoades said both levels of government had committed to work in partnership to strengthen and build communities, with an emphasis on consultation early and often with the local government sector. The Intergovernmental Agreement has a number of key features, including: • Agreed principles that will guide StateLocal Government relations, and an articulation of roles and responsibilities;
• Provision for a biannual meeting with the Premier, Minister for Local Government and Local Government NSW to discuss strategic initiatives that impact on both parties; and a biannual meeting with the Minister for Local Government and Local Government NSW to discuss strategic issues facing local government; • Provision for a biannual dialogue hosted by the Chief Executive of the Division of Local Government, to be held between Local Government NSW, Local Government Managers Australia (NSW), and heads of key NSW agencies with a direct relationship with NSW councils, to discuss the management of emerging issues; and • A provision addressing cost-shifting. “Our NSW communities will be better off as new responsibilities will no longer be shifted on to councils without the NSW Government consulting first, and considering the financial impact it will have on councils and the other services they provide,” Cr Rhoades said. Cr Ray Donald, Joint President of Local Government NSW, said in the past there had been a lack of dialogue between State and local government, and the IGA signalled a new way of working. “The new IGA allows for more discussions in the early stages of the development of new plans, and well in advance of major changes,” he said.
Category winners announced for national awards
Eighteen councils have been declared category winners in this year’s National Awards for Local Government. Independent judges assessed 192 entries from councils and shires across Australia
before selecting the category winners which highlighted great local ideas and best practice. The overall national winner was to be announced in June. 2013 Category winners: Category: Asset and Financial Management • Winner: Wyndham City Council, VIC – FieldInspect: Mobile Inspection Application. • Small Council Winner (under 15,000 rateable properties): Liverpool Plains Shire Council, NSW – Quipolly Dam Upgrade. Category: Innovative Infrastructure Development • Winner: Northern Grampians Shire Council, VIC – Monash Steps/Stawell Steps. Category: Regional Collaborations • Winner: Townsville City Council, QLD – Citysolar Program: Townsville City Council’s Whole-of-Community Collaborative Framework for Action. • Small Council Winner: Warren Shire Council, NSW – Lower Macquarie Water Utilities Alliance. Category: Excellence in Road Safety • Winner: Dungog Shire Council, Maitland City Council and Port Stephens Council, NSW – Safer Motorcycle Routes. Category: Excellence in Tourism • Winner: Singleton Shire Council, NSW – Singleton Visitor Information and Enterprise Centre. Category: Promoting Reconciliation • Winner: Yarra City Council, VIC – Follow in my Footsteps: Celebrating Aboriginal Culture in Gertrude St. • Small Council Winner: Cherbourg Aboriginal Shire Council, QLD – Cherbourg Planning Scheme. Category: Active Arts • Winner: Whittlesea City Council, VIC – Into the Light 2012: The Unfolding Story. • Small Council Winner: East Arnhem Shire Council, NT – iStories. Category: Strength in Diversity • Winner: Hume City Council, VIC – Supporting Parents: Developing Children. Category: Women in the Community • Winner: Bankstown City Council, NSW – The Bankstown Children and Families Hub. • Small Council Winner: Northern Grampians Shire Council, VIC – From Adversity Rise Champions: The Women of Joel Joel Take Charge.
Category: Youth Engagement and Participation • Winner: City of Playford, SA – Juggernaut (Young Riders as Leaders). • Small Council Winner: Wattle Range Council, SA – iPOP Limestone Coast Peer Education Project. For more information on the National Awards for Local Government visit www.regional.gov.au
Qld councils seek nearly $1 billion for reconstruction Flood-affected Queensland councils have applied for nearly $1 billion in Betterment Fund projects to replace battered council assets and also make them more flood resilient. Queensland Community Recovery and Resilience Minister, David Crisafulli, said applications from more than 48 councils proved the $80 million joint Federal/State fund fell well short of the mark. Mr Crisafulli vowed to continue lobbying the Federal Government and Opposition to raise the State Government’s preferred $200 million funding pool. “The strong interest from councils has confirmed what I expected; which is that they have been frustrated going through the motions replacing ‘like-for-like’ only to see it washed away the next time it floods,” Mr Crisafulli said. “While you will never completely flood-proof a state as big and diverse as Queensland, I know that stronger assets this time around will ensure the recovery bill will be reduced the next time disaster strikes. “The projects predominantly relate to stronger roads and drainage, but other infrastructure such as water and sewage treatment plants, bridges and culverts have also been forwarded.” Several councils also submitted additional requests totalling nearly $400 million to fund upgrades to State Government assets such as important Department of Transport and Main Roads’ thoroughfares. “While the Federal Government has ruled
state assets ineligible, the submissions prove that, in many cases, councils see these as their number one priority,” Mr Crisafulli said. “I’ll be working to convince the Federal Government to put these upgrades on the table.”
New guidelines an ‘assault’ on Vic councils’ rating autonomy The Municipal Association of Victoria (MAV) contends that new Ministerial guidelines to restrict local government’s use of differential rates are a direct assault on the autonomy of councils to make decisions about equitable rates for their communities. Cr Bill McArthur, MAV President, said the reforms were more autocratic nondiscretionary rules than guidelines, which raised more questions than they answered. “Our legal advice suggests the proposed guidelines may be inoperable, as they appear to have overstepped the powers conferred on the Minister (Local Government Minister) through legislation,” Cr McArthur said. “Aside from the questionable validity of the guidelines, we are concerned that they will undermine the primary principle of equity in favour of appeasing certain vocal interest groups. “We also query whether the decision to prevent a differential rate for land within the Urban Growth Zone will see the government forego state land tax where it applies to similar properties.” Cr McArthur said there were a range of inconsistencies and consequences of the guidelines, as highlighted in the MAV’s submission to the Minister, which deserve serious attention and resolution. Cr McArthur said the Minister’s suggestion that some property types should receive discounted rates for the reason they “receive a lower rate of services from councils” was a disturbing proposition. Cr McArthur said the MAV would meet with councils to discuss the reforms, and would obtain further legal advice once the guidelines become publicly available. Winter 2013 Council Manager | 9
ALGA REPORT
A referendum to recognise local government is in everyone’s interest By Australian Local Government Association President, Felicity-ann Lewis
T
he Federal Government has announced its support for a referendum to change the Constitution to protect its ability to fund vital community services and infrastructure through programs like Roads to Recovery and the Regional and Local Community Infrastructure Program for local government. We hope that the Government will have the necessary multiparty support to hold the referendum at the time of the Federal Election on September 14. This is an opportunity to shore up funding for our communities and should be welcomed by towns and cities across the country.
“The local services and infrastructure we are talking about cannot be funded by the State Governments because they don’t have the revenue. That is why the Federal Government had to introduce direct funding of councils to begin with. “
The proposed change is a simple, pragmatic change to one section of the Constitution – Section 96. The change will confirm the power of the Federal Government to fund local government. It won’t change the status of local government, or its powers, or its relationship with the state government. It will, however, remove the legal uncertainty about the Federal Government’s ability to fund local communities directly through their councils. This uncertainty was created by two recent High Court cases – the Pape Case and the Williams Case – which cast doubt on the Commonwealth’s funding powers. The change to the Constitution would formalise what has already been happening for more than 10 years. 10 | Council Manager Winter 2013
Over the past decade, billions of taxpayers’ dollars have been invested in tens of thousands of local projects including roads, footpaths and bridges, community halls, ovals, childcare centres and swimming pools. To those who suggest there will be unforeseen consequences from such a change, I ask them to consider that there have not been any consequences over the past 10 years during which Governments have provided direct funding to councils. If the referendum is passed, councils will remain the responsibility of the state governments. The proposed change to the Constitution makes this quite clear. The states will still be able to amalgamate councils, de-amalgamate councils, change council boundaries and dismiss councils in limited circumstances. This referendum would be different from previous referendums on local government. It’s not about the status of local government. It’s about fixing a problem and removing uncertainty about the funding of vital local community services and infrastructure. Local communities deserve that support and this is what the referendum is all about. Direct federal funding is important because the Federal Government collects more than 80% of all tax revenue in Australia. This was not the case when the Constitution was written. We need a relatively small change to the Constitution to take account of today’s circumstances. The local services and infrastructure we are talking about cannot be funded by the State Governments because they don’t have the revenue. That is why the Federal Government had to introduce direct funding of councils to begin with. For the referendum to have the best chance of success, it must be supported by the Federal Government, the Federal Opposition, the Greens and the Independents. This is a significant referendum and should be above political differences. Adequate resourcing of local councils to ensure they can meet the needs of their communities is in everyone’s interest. The referendum will be critical to resolving the legal uncertainty around existing direct funding programs and allowing them to continue. For that reason everyone should support this referendum if it is held on September 14.
PLANNING & DESIGNING THE CENTRE OF YOUR COMMUNITY Conference Speakers will include: • Hisham Elkadi, Chair and Head of School of Architecture & Built Environment, Deakin University • Josephine Wing, Manager, Centres and Urban Renewal, NSW Department of Planning & Infrastructure • Virginia Todd, Senior Project Manager, Victorian Department of Planning and Community Development • Elisabeth Peet, Team Leader Urban Design, NSW Department of Planning & Infrastructure • Kati Westlake, Manager Urban Design, Parramatta City Council
The 2nd CBD & Town Centre Design and Development Conference will provide attendees with practical knowledge and expert advice on how the planning, design and development of Australia’s CBDs and town centres can be optimised for the benefit of local communities and businesses. This conference will provide leading case studies that will illustrate how to achieve successful design and revitalisation of the centres of cities, suburbs and regional towns. The conference will be staged on June 19 & 20, 2013, at The Menzies, located in the heart of the Sydney CBD.
• Doug McNeill, Manager Planning & Building, Colac Otway Shire
Conference Sessions Include:
• David Lynch, Manager Economic Development and Strategic Projects, Townsville City Council
• CBD Revitalisation in Action
• Phil DeAraugo, Place Manager, City of Greater Bendigo • Dominic Johnson, Group Manager Environment and Planning, City of Ryde • Bill Royal, Team Leader Urban Design, Kuring-gai Council • Simon Porter, Urban Designer, Rockdale City Council
• Transforming CBDs: New solutions & future directions • Planning & Implementing Town Centre Rejuvenation • Revitalising the Public Domain • Optimising town centres: balancing the design and commercial perspectives • Optimising Buildings & Facilities For more information including online registration visit www.cbdconference.com.au
• Patrick Archer, Development Director, Cedar Woods Properties CONFERENCE REGISTRATION &
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CEO PROFILE
Confronting the challenges of distance Southern Mallee District Council CEO Tony Renshaw describes how the rural South Australian local government is overcoming the challenges of distance and isolation to improve workforce skills and performance.
S
outhern Mallee District Council employs 60 staff (both full time and part time) with most working at the council’s two main offices – located 40 km apart in the townships of Pinnaroo and Lameroo. The municipality has a residential population of about 2500. In the following edited extract of an interview with Council Manager magazine, Southern Mallee’s CEO, Tony Renshaw, describes how he is ensuring the council overcomes the challenges of distance to ensure an adequately skilled and wellfunctioning organisation.
TONY RENSHAW: It’s a good question - there’s a lot of issues. It’s headlined by the remoteness and isolation and, carrying on with that, the access to experienced, talented and capable people. It’s all around professional development – so professional development for us, for any one staff member, is always a two day journey: to travel to a regional centre, stay overnight, attend the training and then return back to a regional centre or major capital city. It’s more about frustration and inconvenience rather than matters of cost and time and that sort of stuff. It’s really dealing with the frustration and inconvenience.
Council Manager: What are the particular challenges you are facing as the CEO of a rural local government to lift performance and enhance workforce culture in your organisation?
How difficult are you finding it to source employees who already have the right skill-set?
Tony Renshaw
12 | Council Manager Winter 2013
People argue that’s a problem for regional councils. I personally don’t believe that it is. I think that most people are pretty motivated and most people are keen to address and develop their skill-set. So finding people and then finding people with a suitable approach to employment is not such a problem. I do know though that other people find it a problem. My view is that people will grow and expand their horizons and opportunities and the like through continuous and capable regular professional development and support and coaching. You journey down the pathway.
So in terms of getting around the skills shortage that many
councils face, you find professional development of existing staff is the way to get the skills into the organisation? Exactly right. Experience suggests that professional development, training, coaching and mentoring are incredibly powerful tools for building organisational culture.
Have you found it best to get external people to train people inhouse or to get people to travel out of town for training? That’s a really good question. Both work really well. So having staff travel outside the region to another region or a capital city is a good experience, a good eye opener for them. So that gives them the opportunity to meet with other local governments and talk about other council experiences and activities that complement what they’re doing at home. A nice sort of feature is to have trainers to come into our community from time to time, or our region from time to time, to satisfy that convenience factor. So if they come in it’s only a day for us, but if we go out it’s a two day situation. So it’s a nice combination of both.
As a CEO of a rural council with just 60 employees, what are the best measures you find to improve workplace culture in such a tightknit organisation?
travelling to the other office to connect and catch up with things. It’s not the same as all working in one building, but through various mechanisms we create opportunities for people to meet on a regular basis.
What do you find has been the best structure for your organisation given you have such a diverse workforce spread over multiple offices?
We’ve got two regional offices - they’re not all in one building. We’ve got two regional depots. We’ve got five townships and we provide services to another neighbouring council on a resource and shared services basis. So our work is quite diverse and the regional delivery is quite diverse. That notion of driving or building internal culture when you have people working as much as 150 km away from each other is quite challenging. You don’t have the tactile, tangible connection with people in the way that you like. So how I deal with that is that I travel between the two major centres almost every day. And I also visit the other townships probably fortnightly. Sometimes I might go and visit them all every week, and then I might not do it for three weeks. So it probably averages out that I am there on a fortnightly basis. So it’s about trying to find those mechanisms to connect with everybody. It’s just about discipline and commitment and training an organisation to get to all those things on a regular basis.
Given that your offices are spread so far apart, how do you get your staff to engage with staff from another office? We have at least a monthly meeting and then more often a number of key personnel will meet every fortnight or so, and they also wear out the telephone line between the offices. We would also pretty much every day have people from each office
We’ve actually got five departments. And it’s just a matter of regularly keeping in contact with those managers, regularly meeting with them. We have a formal structure of meetings and formats of meetings, and then on a regular basis, through a laissez-faire approach, just talking to the managers about various activities and functions.
So what do you believe are currently the key challenges that you face? Definitely our remoteness and isolation. We don’t have any trouble getting skilful and talented people around us. It’s the remoteness and isolation in terms of that professional development and growth and expansion that is a challenge. And also there’s a bit of a time pressure as well. What happens in a rural community in lots of ways is very different to what happens in an urban environment. People in rural communities have lots of jobs and most of them, if not all of them, are volunteers. So in our community you might play footy and then on Sunday afternoons you might be the team leader of a working bee at the oval. And then on the third Thursday of the month you have to run the bar, and then on the third Saturday of the second month you have to run the bar and the kitchen, and then you might have to wash the guernseys once a year! So there’s much more activity involved in a rural community around volunteering and community support activities. There’s a much more profound volunteering ethos in rural communities, and that means when people knock off
work at 4:30 or 5 o’clock, they might have to race to a footy club or a netball club or a basketball club to get something done. I would argue that people that live in a rural community are demonstrably and tangibly busier with a whole lot of socialisation and community activities than many people in urban centres. Now I’m not talking about everybody in urban centres, but many people in urban centres. There’s so much more to do (in rural communities) and there’s much less money to do it with.
Obviously you have quite limited resources, how do you make the most of your limited resources to keep your organisation on track to deliver services? It’s quite well known that rural communities and even regional cities survive on other people’s money. So it’s about attracting tourists to invest in the region. Rural and regional local government has a much more assertive role in tourism than what happens in an urban centre. So in Adelaide for example tourism is run by the South Australian Tourism Commission. In Pinnaroo, tourism is run by the Southern Mallee District Council. Certainly, tourism and economic development have a much stronger role to play in the financial sustainability of rural and regional local government. And that for me is why local government is so much more enjoyable in regional and rural communities than in an urban centre.
Do you find that you have got a good retention rate for employees? The average length of stay of a rural or regional council employee historically is dramatically longer than an urban person. So if the average length of stay for an urban council employee was five years, in a rural council it would be 10 or 15 years. Now that is anecdotal information but my experience is they stay for a lot longer. That makes training and professional development and also multiskilling and service delivery capacity so much stronger. Winter 2013 Council Manager | 13
PROCESS IMPROVEMENT
Manage, Improve and Innovate: achieving excellence in council processes By Kylie Cantwell, Organisational Development Manager, Hobart City Council On behalf of the Local Government Business Excellence Network (LGBEN)
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egular readers will know that the Australian Business Excellence Framework (ABEF) is a valuable tool for helping businesses to improve their effectiveness as well as efficiency. In this article, we discover Category 6, Process Management, Improvement and Innovation, which prompts organisations to consider how they manage and improve their processes, and how they build a culture of innovation. Category 6 has two items: 6.1 Identification and management of processes, and 6.2 - Process improvement and innovation. Following a discussion about the items, two case studies are presented which demonstrate application of Category 6 in NSW councils.
Item 6.1 – Identification and Management of Processes What processes do we have? How are they inter-related? How do we know they deliver what’s needed? Do we need to do things differently? These are some of the questions organisations may ask when starting to think about process management. The ABEF starts its list of considerations with taking stakeholder requirements and interpreting these, together with an understanding of internal capabilities, into processes. Value needs to be created, and every process should also have an ‘owner’ – someone who is accountable for the process and its effectiveness. End-to-end processes are increasingly being understood in organisations. Designing a process with the specific inputs and outputs in mind; ensuring the process is “touched” 14 | Council Manager Winter 2013
by just the right number of people or departments; and having someone responsible for whether it delivered, is critical. When you also understand how a process is impacted by other processes, you can start to design ways to deliver consistently. Finally, the need for measuring processes to help you manage them effectively reflects the fact that processes are subject to variation. Think about that constant of local government life: the development application (DAs). It will often need to be assessed by planners, environmental health, heritage officers and stormwater people, among others. It’s also subject to legislated restrictions on how long it can take. With a lack of process management, it’s very likely that DAs will take longer than allowable, leading to negative consequences for both the applicant and council.
Item 6.2 – Process Improvement and Innovation Learn, adapt and be agile! This should be the mantra for any organisation serious about improvement and innovation. And this is reflected in ABEF Item 6.2. Using appropriate methodologies is important. Does a process need minor tweaking? Try a continuous improvement approach such as the Plan – Do – Study – Act (PDSA) cycle. Is the process broken and in need of a complete overhaul? It might need a re-engineering project. Or, you might use a service review methodology to look at whether a process is efficiently and effectively creating the outputs and outcomes that your community or other stakeholders need.
Does the organisation support innovation – and encourage its people to participate? Quality managers have a saying that “if you don’t work within 10 metres of something, ask the people who do”. They’re often the ones with the best ideas – and talking to them about improvement opportunities helps to create ownership and engagement. (And if their ideas won’t work, explain why. People will appreciate that you took the time to do it). Finally, excellent organisations learn from others through benchmarking, comparisons, networking and other alliances. Participation in the Local Government Business Excellence Network is one way to achieve this.
Case Study 1: Port Stephens Council By Zoe Pattison, Business Improvement Coordinator Under the leadership of Council’s General Manager, Peter Gesling, Port Stephens Council is focused on the two critical elements of running an organisation – “people and relationships” and “systems and processes”. In terms of our systems and processes it is not uncommon these days to hear conversations involving the following questions: 1 What part of the system are we talking about? 2 What is the process? 3 Where is the deployment flowchart? 4 What does the data say? In other words are our actions adding value or cost to the customer? However it was not always this way.
Early adopters of process management were Council’s HR Team. With a view that statements such as “this is how we have always done it” and “I didn’t know” were no longer acceptable, the HR Manager set about using the tools and techniques available to change the conversations. The team knew that things would not change unless processes were clearly mapped, supporting documentation was in place, and process improvement discussions based on data were part of everyday thinking. There are now over 100 HR processes mapped and process measures indicate that most people follow the processes. The team did this piece of work one process at a time and one day at a time and the investment is paying off 10 fold. Through productivity gains the HR team is now able to add real value to their customers as opposed to being busy with rework and non value adding activities. In the past two years we have identified our cross-functional end-to-end processes so that we have a “one Council” approach to efficiency through the whole value chain. These processes include players from various different functions and structural areas who all contribute to delivering the final output to the customer. In recent times end-to-end processes such as Development Assessment and Contractor Management have been mapped and reviewed. This piece of work caused a cultural shock for some who had just focused on their own bit of the puzzle and had been quick to blame others upstream and down steam for inefficiencies. The collective work has changed the conversations to “how can we do this better?” Through this exercise we have identified many improvement initiatives and found significant efficiency savings. All improvement initiatives are captured in Council’s Business Improvement Program of Works. We manage this program through a centralised Business Improvement Unit which encourages “systems thinking”. Our staff have the answers so there are a number of terrific proactive improvement teams scattered throughout the organisation who are using PDSA and Lean/Six Sigma.
This list includes 52 different projects teams are currently working projects such as asset management, website improvement, CRM, mobile working, Business Paper improvement, on-line leave, on-line certificates and an integrated management system development to name but a few. Central to process management, improvement and innovation at PSC are our customers. Each service package has a Service Level Agreement (SLA) in place with the customers and fundamental to these agreements are the processes. SLAs are not worth the paper they are written on without being supported by mapped processes. This initiative has helped shift the culture significantly and we now have just over 600 processes mapped. In recent weeks we have created a complete mind map of all of our processes so that we not only know what we have but can also identify which processes are part of a bigger cross-functional end-to-end value chains. Our next step is to move away from the “stand-alone documents” created in MS Visio to a commercial package that will assist us develop and maintain our processes in an integrated way This is not a quick job. All supporting documentation has to be saved in our electronic document management system and the linkage between this and the cloud based system needs to be finalised. However with a project plan in place to deliver on this piece of work we hope the result will be process management thinking that will go from good to great. Measuring process performance is an important part of delivering what our customers value. Lead and lag indicators are now part of our language with control charts springing up all over the organisation. This has helped to change the focus from “busyness” to “adding value”. The organisation has a big focus on measuring the costs and return on investment for all improvement initiatives. The hard work is starting to pay off. In the past two years alone, we have real savings of around $2.5 million with efficiency savings adding up to another $1 million.
Case Study 2: Warringah Council By Belinda Noble, Media Manager It would be folly for any organisation to operate in today’s society without transparency. Just ask Malcolm Ryan, Deputy General Manager of Warringah Council. He has been the driving force behind the council’s new online version of Warringah’s Draft Community Strategic Plan. The Draft Community Strategic Plan (CSP) is Warringah’s shared vision for the next 10 years, created after more than a year of public consultation. But it’s Warringah Council’s presentation of the information that is really revolutionary. It is Australia’s first digital and fully interactive strategic plan, operating plan and delivery plan. It represents a collaborative effort from the systems development team, corporate planning and marketing / communications within Warringah Council and an external company, ICON Software Solutions. It offers an improved way of operating, innovatively delivering value, openness and connection to the Warringah community.
Malcolm Ryan
Winter 2013 Council Manager | 15
PROCESS IMPROVEMENT
So, what does it mean for Warringah Council residents? For the first time, the entire CSP and budget documents are being published as interactive web pages that can be easily navigated by subject. It means that users can drill down into any subject and see the individual operating budgets, key service indicators and capital expenditure. They can then make comment on specific parts of the strategies and plans. “Big glossy paper strategic documents and budgets weren’t useful to the community. We need to give information and provoke a response and that is the challenge we set,” said Mr Ryan. Warringah Council General Manager, Rik Hart, agrees: “Why publish a huge document at great cost to the community when it’s out of date almost as soon as it comes off the printing press? We knew there was a better way.”
warringah.nsw.gov.au, is being launched with a design that is user-centric and provides a seamless user experience across all of Council’s services, from libraries, services, theatre, pools to planning and development. Warringah’s Group Manager of Marketing and Communications, Graham Middleton, is overseeing the multi-platform adaptive website development and communications review. “The new site features all the information and tools that you need for living, working and playing in Warringah and it will adapt to whatever device you are using, making it the best possible user experience. The implementation of an open source content management platform is relatively new and is a step change in digital communications for local government,” said Mr Middleton.
“Why publish a huge document at great cost to the community when it’s out of date almost as soon as it comes off the printing press? We knew there was a better way.” – Rik Hart, General Manager, Warringah Council Warringah had already moved away from paper development applications with its ICON program, but has since taken the system to a whole new level. It’s being used for the CSP but also by individual business units of Warringah Council – including governance and finance. “As of the first quarter of the new financial year, data from Warringah Council’s financial systems and business unit reports will be placed on the website so that the community can follow project developments and Council’s income and expenditure directly. Any modifications that Council makes to its operating plans will be clear for all to see,” said Mr Hart. “We can only do this because we have such robust accounting practices. A recent NSW Treasury Corp audit found Warringah is just one of three Councils in NSW that will remain in a strong financial position by 2016,” Mr Hart added. In addition, bigger plans are underway to make Warringah’s website a personalised one-stop-shop for each individual. The site, 16 | Council Manager Winter 2013
“We’ve developed an integrated digital portfolio of communications and we aim to significantly increase customer service levels, transparency and access to information for the public,” continued Mr Middleton. On the new website, there are dedicated sections for day-to-day life, business and recreation in Warringah. ‘Get Involved’ is a new, one-stop shop for conversations on Council projects driving community engagement. And, users can also fast-track to the most used services, including events, waste collection or tracking a development application. “You should be able to come to Council as an individual and be served as an individual and we see no reason why in the future everyone shouldn’t be able to see their history of correspondence with Council as well as personalised information about what is happening in their area,” said Mr Ryan. Security, however, remains a challenge and Council must make sure that personal information will not be compromised.
“Security is a always a challenge, the technology is only just now getting to a place where it’s going to work. But, as the next generation expects greater transparency and a higher level of access… we want to be positioned to deliver.”
Case Study 3: Queanbeyan Council By Jody Perry, People & Organisational Efficiency Queanbeyan City Council’s commitment to encourage innovation, improve processes and value employees from all levels of the organisation has led to a holistic approach to the implementation of category 6 of the ABEF. Since 2010, Council has trained more than 50% of its employees in process improvement utilising Plan Do Study Act (PDSA). All processes are accessible electronically utilising a process-mapping tool Promapp (available to all staff), which provides immediate access, feedback loops and monitoring of processes. Promapp also captures lead performance indicators to ensure measurement of continuous improvement. In addition to a PDSA register where processes identified for improvement are stored and prioritised, employees are also able to log opportunities to be considered by Council’s ABEF Coordinator. A tangible output of this register is the soon-to-be-released risk management module in Promapp which ensures that risk integrated throughout all processes. This innovative enhancement is just one example of the benefits of implementing the ABEF.
Acknowledgements: Thanks to Zoe Pattison (Port Stephens Council), Belinda Noble (Warringah Council) and Jody Perry (Queanbeyan Council) for their contributions to this article. Interested councils are also invited to contact the Local Government Business Excellence Network: • Nick Heath, Chair LGBEN. (03) 6238 2710 or heathn@hobartcity.com.au • Kylie Cantwell, Secretariat LGBEN. (03) 6238 2111 or cantwellk@hobartcity.com.au For more information about the Business Excellence Framework, go to www.saiglobal.com/business– improvement/process/framework/.
HUMAN RESOURCES
Optimising HR: developing workforce strategies for modern local government By Ben Hutchison
W
ith local governments facing ongoing skills shortage pressures and the need to provide a growing number of complex services, councils are increasing the sophistication of their HR strategies to ensure they are in tune with the needs of their organisation. Efforts to improve the sophistication of local government human resources strategies include the development of the new National Workforce Strategy for 2013-2020 (which was expected to be
formally released in late May or June this year). The strategy was prepared by Local Government Managers Australia (LGMA) on behalf of the Australian Centre of Excellence for Local Government (ACELG). The final strategy document was to contain eight key strategies designed to be implemented over the course of the next seven years. The eight strategies are: 1 Improving workforce planning and development 2 Promoting Local Government as a place-based employer of choice 3 Retaining and attracting a diverse workforce 4 Creating a contemporary workforce 5 Investing in skills 6 Improving productivity and leveraging technology 7 Maximising management and leadership 8 Implementation and collaboration While staffing pressures differ between councils, there is a widely recognised need to boost the attractiveness of local government as a place to work. “I believe that to attract and retain staff a concerted marketing campaign about local government and the variety of roles it has to offer pitched at the school leaver/ apprenticeship /trainee would be advantageous,” said Annamonique Stebnyckyj, Manager Organisational Development at Victoria’s Mount Alexander Shire Council. She said the shire was currently undertaking a review of the content of job advertisements that it placed – to ensure their message was “up-beat, engaging, and tells a story”. Ms Stebnyckyj said another measure that had helped the council to enhance its ability to attract and retain staff was the design of a capability framework aligned to values and culture development. For Betsie Young, Manager Human Resources at Glen Eira City Council, developing a good reputation as an employer is fundamental to successfully attracting and retaining staff. “We concentrate on establishing a good reputation within in the industry and have managed to achieve this by becoming the best possible employer for our staff,” she said.
18 | Council Manager Winter 2013
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HUMAN RESOURCES
“There is no better praise than the praise given by your own staff. We have also attended job expos at universities and secondary colleges and at exhibition centres to make the public aware of the diversity within council and the wide variety of careers it has to offer.” Glen Eira City Council has a ‘People Plan’ in place (an HR strategic Plan) which has a strong connection to its Community Plan to ensure that needs are aligned. “Our organisational values are very much ‘lived values’,” Ms Young said. “All staff understand them and know their performance is measured against them. They have created a strong culture within the organisation and staff tell us they find the organisation and the work they do friendly and rewarding.” Glen Eira not only benchmarks its attraction and retention performance against other councils but also against the private sector and the wider public sector. Looking into the future, Ms Young said the local government sector needed to ensure that councils were promoted as a ‘sexy’ place to work, and to try to change perceptions that local government officers were simply ‘public servants’. Ian Mackinlay, Manager Organisational Development at Woollahra Council in New South Wales, said that over the past few years the council had tested and refined its recruitment policies and processes to “make them work for us”. “Our major focus in HR is on staff engagement and we regularly challenge ourselves through staff surveys to help us stay contemporary and responsive,” he said. “Long term planning is a feature of our approach. We work with the business to update our four year outlook each year. It’s a crucial event in our business year.” Mr Mackinlay said it was clear that, in NSW at least, local government needed to work harder at performance management and accountability.
“Where organisations don’t have a culture which is built on these strengths it has a negative effect on the workforce at several levels,” he said. “Strong learning and development programs which target genuine organisational and individual needs is part of the answer.”
The new National Workforce Strategy for 2013-2020 document was expected to be made available on the ACELG website www.acelg.org.au
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HUMAN RESOURCES
Hurstville City Council: Leading for Success Hurstville City Council has implemented a range of strategies to develop leadership and a positive culture within its workforce in order to become an ‘employer of choice’.
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he Human Resources function within Local Government has been traditionally considered “soft management”. However, at Hurstville City Council the development and application of a comprehensive leadership model within the Integrated Planning & Reporting framework has allowed the entire organisation to manage by fact and drive people outcomes. Joint ownership of staffing decisions at the executive, functional and operational levels empowers leaders to take control of their most important resource. Our Workforce Plan braids together a cable of practices and initiatives which is hoisting professionalism, thus making Hurstville an attractive location within NSW Local Government as an “employer of choice”.
Developing leadership within the organisation Management literature abounds with studies confirming that leadership quality is the strongest determining factor of organisational performance. The Executive Committee of Hurstville City Council engaged with iHR Consulting to develop a comprehensive leadership framework which embraces our values and builds on the behaviours of excellent role models at all levels within Council. An interactive educational program specific to our environment and priorities was rolled-out to almost a third of staff who supervise/manage teams or have the clear potential to do so. Leaders are given the tools to build and inspire their teams, as well as the skills and support to use them. The General Manager and Directors set the example, with People & Leadership
being the focus of an Executive Committee meeting each quarter. Learnings from a suite of HR key performance indicators, which are benchmarked against other metropolitan councils, informs strategic decisionmaking. Progress is confirmed by the third biennial Employee Opinion Survey with increased participation rate and positive movement on the targeted criteria of “career opportunities” and “crossfunctional cooperation”. Absenteeism has been reduced to 3.4%, the lowest amongst benchmarked metropolitan Councils. Financial liability for Employee Leave Entitlements has been significantly curtailed by addressing workaholics with balances greater than 8 weeks. And whilst Turnover has increased from 7.3% during the depths of the GFC in 2009 to 12.1% in 2011, most people are leaving for either career advancement with other councils or well-earned retirement. This creates the opportunity for a new generation of professionals, many of whom are entering through our extensive Trainee Program. Functional excellence is maintained by the HR Department, which facilitates recruitment, selection, induction and training of staff with Line Managers. An annual online Skill & Performance Review process is linked to a criteria-based Bonus Scheme for employees on Salary Point 4. A range of salary sacrifice options encourage retention, especially of local residents. New Worker Health & Safety legislation was heartily embraced, with elected WHS Representatives now making up the core of a re-invented Safety Committee. Supervisors and Line Managers take responsibility for the make-up and performance of their teams.
They are provided with information (e.g. sick leave, ELE balances, overtime reports), guidelines (e.g. Fitness for Duty), training and support to do so. Program Managers review their operational, financial and people outcomes with the Executive at the end of each quarter. The ultimate measure of success is the feedback from Hurstville’s constituents – residents, businesses and elected representatives. Enhanced professionalism by our leaders at all levels is resulting in improved outcomes across the diverse range of services and facilities provided by Council, as documented in our regular Community Strategic Planning reports.
Capacity building of Local Government professionals Hurstville City Council’s investment into the development of existing staff contributes significantly to the capacity building of the local government sector. Council harnesses in-house staff experience, skills and knowledge and develops staff expertise to become local government leaders in the future. Hurstville’s leadership program ‘Lead for Success’ targets all staff who have line management responsibilities from Ganger to General Manager. The program also includes future potential leaders. It embraces over 100 staff, comprising about one third of Council’s workforce. The program includes a range of corporate based modules such as Assembly and Leading a Team, Earning Trust, Building Capability and a range of individually specific modules based on skills assessment such as Finance for non Financial Managers. The range of modules were developed in consultation with staff and managers to ensure the program is relevant. It also focuses on local government-specific examples that guarantee all participants gain insight and understanding of issues that are specific to our sector. Council’s Workforce Plan identifies current and potential challenges in our recruitment of professionals to particular segments of our business. Winter 2013 Council Manager | 21
HUMAN RESOURCES
Strategies are developed to counter these challenges and ensure Council’s capacity to manage services and facilities into the future. One such strategy is the Trainee Program. Council employs and hosts up to 23 trainees in the areas of Child Care, Library, Museum, Customer Service, Parks and Gardens and IT. The program recognises, for example, that current library professionals are heading towards retirement and we have an obligation to develop these skills in the next generation of local government employees. Whilst many of the Trainees are employed through an external service provider, Council has a vested interest in the development of these trainees. Council has established a trainee group where all these trainees come together to share and network. They present on their contributions to the organisation and also participate in online learning modules for Local Government.
A positive culture within Local Government Hurstville City Council proactively encourages a positive culture within the organisation and in engagement with staff and the community. In 2012 Council implemented a “Respect” program that focused staff attention on our values of honesty and integrity, customer focus, team work and professionalism. Managers spoke to teams during team meetings to ensure the values are understood and applied within our day to day work. The recent Employee Opinion Survey conducted by Voice Project indicates that Council ranks highly (>=80%) on role clarity and results-focused. The survey found that staff scored high on job satisfaction, telling Council that staff understand their role, focus on results rather than activities and enjoy the work they do. An SSROC Benchmarking study conducted in 2011 with 12 Councils shows Hurstville has the lowest absenteeism rate, demonstrating a focus on staff wellbeing and commitment. It also shows Hurstville has one of the lowest leave liability rates, signifying that apart from minimising the financial liability, more importantly, Hurstville ensures our staff regularly take a well-earned rest. 22 | Council Manager Winter 2013
Responsiveness to the community Community feedback is encouraged in order to gauge customer satisfaction with Council services and facilities to ensure community expectations are met. Teams within Council monitor feedback and found, for example, that of the 59 customer feedback forms received in the January to March 2012 quarter, within the Library Museum & Gallery, 75% were compliments and further suggestions for ongoing improvement. Of the compliments, over 27% were related to excellent customer service, demonstrating the positive engagement of staff with the community. Hurstville is responsive to changing community needs. The Hurstville Community Strategic Plan identified that young people in the community felt marginalised and isolated. As a result, Council increased resources and ensured the Workforce Plan was adapted to support projects to improve services for young people. A Youth Liaison Officer position was created and a series of Council-wide programs (for example: Ultimate Visions – a project partnership between Council, Museum of Contemporary Art and Westfield) implemented to support young people. Council is focused on how we can attract, nurture and retain key skills. Council provides numerous incentives and strategies in order to build our internal capability, including: Clear position description templates which not only outline the requirements of the role, but importantly outline the behaviours of how we all lead and behave. Salary sacrifice opportunities such as gym and golf memberships, childcare fees, waste portion of rates for LGA residents and novated leases for vehicles. Council also has arrangements in place with health funds that provide staff with corporate rates. Council is focused on staff health and well-being. We have an extensive program which includes annual flu shots, monthly online health magazine, skin checks and a provider who annually runs sessions on healthy heart, managing stress and male & female health issues. Hurstville is focused on celebrating its successes. We hold quarterly Excellence Awards, informal reward & recognition program and an annual Bonus Scheme.
Whilst Council has experienced financial pressures the Executive have deliberately maintained the Bonus Scheme as it is a key strategy to drive high performance and encourage innovation. In tandem with Council’s annual Skill and Performance Review Process, staff are able to apply for an annual bonus being, 2.5% of their gross wage. The criteria are linked to Council’s values of Honesty and Integrity, Customer Focus, Teamwork and Professionalism. Staff must demonstrate how they have added value beyond their role. Whilst the benchmark is very high out of an average of 75 applications for each of the last several years, approximately 70% are successful both from indoor and outdoor staff. Our people actively organise and participate in raising funds for community organisations such as the Cancer Council, Pink Ribbon, Biggest Morning Tea and RSPCA.
Demonstrating that local government can be an employer of choice The NSW Department of Local Government’s ‘Destination 2036’ identifies leadership and skilled staff as key elements to the ongoing viability and sustainability of Local Government. Hurstville’s programs are focused not only on building internal capability for the Council, but also for the sector. We celebrate all our successes including staff we have developed and supported who move on to roles in other Councils. We are focused on providing them with an enriching experience to encourage them to stay in Local Government and one day return to our Council with enhanced skills and experience. Hurstville City Council leads by example, demonstrating that Local Government is an employer of choice. Council’s mentoring, training and strategic development of staff coupled with effective performance incentives and positive culture make Hurstville City Council an attractive location for Local Government professionals. Article contributed by Hurstville City Council. For more information about the council visit www.hurstville.nsw.gov.au.
7 habits drive high performance
S
ustainable high performance is a challenge for many organisations but the journey can be easier with the right ingredients. In a study of over 100,000 employee responses including local government, Insync Surveys identified seven habits that differentiate high performance organisations. High performing organisations apply these habits routinely and consistently, month after month and year after year no matter what the circumstances. 1. Live an inspiring vision Organisations with a clear inspiring vision are likely to gain employees’ discretionary effort, energy and focus - essential to achieving sustainable high performance. These organisations continually espouse their vision and make it integral to everything they do, so it becomes authentic, relevant, achievable and memorable. 2. Communicate clear strategies and goals Strategies and goals aligned to an inspiring vision add focus to the plans, actions and
goals of employees. High performance organisations engage employees in developing their strategy, which gains their buy-in and increases the likelihood of achieving the strategy. They also ensure the strategy is communicated to all employees. 3. Develop your people Leaders of high performance organisations will be able to realise their vision and achieve their objectives if they develop, coach and support the best team to take on the journey. Many executives say that developing employees is often not worthwhile, as many leave soon afterwards. The concern should not be “what if we develop our people and they leave?”, but “what if we don’t develop them and they stay?” 4. Go out of your way to recognise people Employees of high performance organisations are more likely to be engaged and happy to come to work. Leaders need to consciously make the effort to increase recognition of their staff. There is very little
extra cost, other than a small amount of time, and the payback will be significant. 5. Genuinely care for your people Employees in high performance organisations perceive their organisation to be caring and committed. There’s a strong reciprocal relationship, with the majority willing to recommend the organisation as a good place to work. These organisations take care in creating a compelling employee value proposition (EVP). 6. Listen and adapt to customer needs High performance organisations demonstrate a greater, more structured commitment to their customers, and take a longer term view to customer loyalty. They partner with clients and build customer loyalty and advocacy by understanding their customers’ needs and delivering services that meet those needs. 7. Continually improve your systems High performance organisations ensure that their systems are fit for purpose and well integrated as a key enabler for improving productivity and customer service. Inadequate systems hinder many organisations in executing their strategy.
from answers to action
2013
BEST PRACTICE IN LOCAL GOVERNMENT Conference
Developing Excellence in Local Government Organisations 14 & 15 August | 2013 | Melbourne Park Function Centre
www.lgnews.com.au/lgbestpractice ■
6th Annual Conference
ABOUT THE CONFERENCE
■
Australia’s national conference on local government organisational development and performance improvement
The 2013 Best Practice in Local Government Conference will provide attendees with the latest information and expert advice on how to improve organisational performance, drive continuous improvement and achieve a culture of excellence within their own local government organisation.
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Early Bird Registration Closes June 14
SPEAKERS INCLUDE • Nick Heath, General Manager, Hobart City Council and Chair, Local Government Business Excellence Network • Kerry Thompson, CEO, Wyndham City Council • Paul Buckley, CEO, Latrobe City Council • Allan Bawden, CEO, Bass Coast Shire • Australian Centre of Excellence for Local Government (ACELG) • Alan Lilly, Chief Executive, Eastern Health • Gerry Smith, Director Organisational Development & Urban Safety, Moreland City Council • Pamela Lee, Director Business Support & Strategy, City of Tea Tree Gully • Nicole Newton, Senior Coordinator Organisational Development, City of Salisbury • Simone Cook, Manager People Learning and Culture, Bankstown City Council
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ENDORSING ORGANISATIONS
The conference will be staged on Wednesday, August 14 & Thursday, August 15, 2013, at the Melbourne Park Function Centre, a spacious venue centrally located adjacent to Melbourne’s CBD. The 6th Annual Best Practice in Local Government Conference will focus on topics including: • Organisational developmental and performance improvement • Embedding a culture of excellence and continuous improvement • Workforce productivity • Improving corporate management structures & systems
TW CONFER FOR THE OF O
The 2013 Best Practice in Lo will be co-located with the Financial Management Con held in adjacent rooms Function Centre o
If you register to attend you can also attend conference for no
Many senior manag of both conferenc and be
Official Endorsing Organisations for the 2013 event include the Local Government Business Excellence Network and the Australian Centre of Excellence for Local Government.
TO REGISTER YOUR ATTENDANCE Online Registration is available on the conference website www.lgnews.com.au/lgbestpractice. For a list of other conferences for the local government sector please visit www.commstrat.com.au/events
FOR CONFERENCE REGISTRATION ENQUIRIES PLEASE CONTACT Registration Manager, Hallmark Conferences + Events, Ph: +61 3 8534 5050 E: registration@commstrat.com.au
FOR SPONSORSHIP & EXHIBITION ENQUIRIES PLEASE CONTACT: Brian Rault, National Sales Manager, Hallmark Conferences + Events PH: +61 3 8534 5014 E: brian.rault@commstrat.com.au
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National Local Government
FINANCIAL MANAGEMENT CONFERENCE Towards Financial Sustainability
August 14 & 15 | 2013 | Melbourne
www.lgnews.com.au/lgfinance
WO RENCES HE PRICE ONE
ocal Government Conference National Local Government nference. The events will be s at the Melbourne Park on August 14 & 15.
Practical knowledge and expert advice for local government finance professionals ABOUT THE CONFERENCE
WHO WILL ATTEND
The inaugural National Local Government Financial Management Conference will provide council professionals with practical knowledge and expert advice on how to optimise financial performance and generate cost efficiencies within local government organisations.
Local Government professionals from across Australia will attend the National Local Government Financial Management Conference, including:
With local governments across the nation under pressure to ensure the ongoing financial sustainability of their operations, this conference will provide local government finance professionals and senior managers with practical information and advice they can use to optimise the financial systems and performance of their own organisations.
• CEOs & General Managers • Directors
d one of the conferences sessions of the other additional charge.
• Finance Managers
gers will find sessions ces highly relevant eneficial.
• Finance Officers
• Senior Managers
The National Local Government Financial Management Conference will also provide attendees with an outstanding opportunity to meet and learn from leading local government finance managers from across Australia.
• Councillors
This event will be co-located with the 6th Annual Best Practice in Local Government Conference - Australia’s national conference on local government organisational development and performance improvement.
TO REGISTER YOUR ATTENDANCE Online Registration is available on the conference website www.lgnews.com.au/lgfinance For a list of other conferences for the local government sector please visit www.commstrat.com.au/events
Those registered to attend the National Local Government Financial Management Conference can also attend sessions of the Best Practice in Local Government Conference (both conferences will be held on August 14 & 15 in adjacent rooms).
FOR CONFERENCE REGISTRATION ENQUIRIES PLEASE CONTACT
For information about the Best Practice in Local Government Conference visit www.lgnews.com.au/lgbestpractice
Registration Manager, Hallmark Conferences + Events, Ph: +61 3 8534 5050 E: registration@commstrat.com.au
VENUE
FOR SPONSORSHIP & EXHIBITION ENQUIRIES PLEASE CONTACT:
The Melbourne Park Function Centre – located adjacent to the Melbourne CBD.
Tim Smith, National Sales Manager, Hallmark Conferences + Events PH: +61 3 8534 5061 E: timothy.smith@commstrat.com.au
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PLACE MANAGEMENT
Place Management in Local Government: how the City of Swan takes a different approach and why it is working The City of Swan has changed the way it approaches governing. It is shifting the focus from organisational outputs to community outcomes through a locally flavoured Place Management approach. And the big switch is working.
T
he City is one of few Councils in the country to take a Place Management approach to everyday operations, and the only Council in Western Australia to do so. Place Management at the City of Swan essentially means managing its jurisdiction by Places - geographically distinct communities and communities of interest. It is a management approach that enables issues to be pursued in an integrated and coordinated way to achieve the desired economic, social and environmental outcomes for a place. One way the City’s Place Management approach achieves this is through the provision of decentralised Place offices. The Place Offices form part of Place Service Hubs that include physically aligned facilities, such as libraries and leisure centres in each recognised Place area. Dedicated staff at each Hub, and areaspecific services, programs and projects, allow face-to-face service and local conduits between the community and the City. The City of Swan’s bold change to Place Management required a strong commitment from Council, management and all employees. It has resulted in a stronger connection with residents and ratepayers, and an improvement in the way community needs are being met. Place Management has allowed the City, which is geographically the largest metropolitan local government in WA, to consolidate the benefits of a large
26 | Council Manager Winter 2013
organisation with differentiated planning and service delivery to meet the diverse needs of its 115,000 residents. The City, located in Perth’s north-eastern region, acts as the main gateway between metropolitan Perth, the state’s northern regional areas and the eastern states. It comprises an extremely diverse mix of land uses, economic activities and communities over 1000 square kilometres. As well as having an award-winning wine region and tourism hot-spot in its boundaries, the City has a rural farming region; an ageing, historical suburbia; young, growing communities of families and children; an economically sustainable business district; and industrial areas. The City’s Mayor Charlie Zannino says the City realised a ‘one size fits all’ method was not the best approach to governing such a large, diverse municipality. “We wanted to embrace all aspects of our community, but this wasn’t really possible with traditional governance methods,” Mayor Zannino said. “Adding to the need to provide a more individually targeted approach was the prediction that our City’s population will double by 2031. The demographics of our people are also predicted to change, however, with uneven distribution throughout the City. “We needed to be confident and make some big sweeping changes to plan to meet the future needs of our community.” Needs across the district were outstandingly varied: the Swan Valley had a rich fusion of wineries, breweries, fine food and art galleries; the suburb of Ellenbrook had a typical first home owner area profile; and the suburb of Midland had a middle aged population, with a low household occupancy rate.
Implementing a Place Management approach would allow a more equitable and democratic way of planning, responding to, and catering for the needs of each unique community. It was also a way of recognising that communities of interest may have very different needs and aspirations. The primary objective of Place Management as a corporate initiative was to ensure that the organisation was working in a cross-functional integrated manner in its planning and delivery of services, programs and infrastructure unique to each Place. The focus was firmly on community outcomes. After beginning as an idea in 2002, the Place Management approach continued to evolve. The change was all-encompassing throughout the organisation. From the top down, and through Council, changes were made to refocus the organisation to ensure a committed community-focused approach to strategies and planning. While moving forward with one shared vision, the City divided its jurisdiction into five Place Management areas and allocated them each a Place Manager and more recently a Place Leader. A decentralised Place Office was also established, as part of a Place Service Hub in each Place area. This ensured more targeted service delivery for the local residents and ratepayers. Other City staff, such as Community Development Coordinators, Youth Officers and Customer Advocates, were relocated to Place Offices. All City staff are able to use the Place offices and be part of the team, permanently or temporarily. Even Land Use Planners have taken the opportunity to work at Place in this regard.
Each of the five Place Managers, with support from Place Leaders, operate in three key ways: advocating, facilitating and delivering. The Place Manager is a focal point, managing customer expectations and ensuring that services provided by the City are coordinated and delivered in a way that reflects the diverse needs of each Place. The Place Leader also ensures that Place business planning and reporting are integrated into the corporate business planning process. Mayor Zannino says the Place office is the key point of contact for each community. “The physical connection allows a greater level of understanding of individual needs, issues, aspirations and identity,” Mayor Zannino said. “For example, this approach ensures that emerging culturally and linguistically diverse communities are not ‘lost’ within large local government authorities.” For longer-term planning purposes, each Place Management area is further divided into a number of statistical areas, which are referred to as Local Planning areas. This approach gives residents an increased opportunity to work with the City to participate and create solutions for their suburb and local area through Local Area Plans. The Local Area Plans are important tools for developing partnerships with the community and other agencies. They
provide a framework for future activities within the Place area by presenting background and historic information about the Place, as well as documenting relevant trends, policies, guidelines and identifying current and future projects for the area. Local Area Plans are developed with community input and enable the City to tailor programs to suit particular areas based on their characteristics. Local Area Planning has been adopted by Council under its Integrated Planning Framework. They identify the particular needs and aspirations of individual geographic communities.
Winter 2013 Council Manager | 27 Charlie Zannino
PLACE MANAGEMENT
During a restructure in 2012, an even greater emphasis was placed on the Place Management approach. The City’s annual corporate planning and budget process now formally adopt the Place Management approach and Business Plans are developed according to Place rather than just functional business units. The City implements Place Management induction training for all staff and Place Managers. Place Leaders and relevant ward Councillors also meet monthly to give Councillors and residents a regular point of contact at the City with whom they can confidently raise any issues. The City is finding that the Place Management approach is a better fit for the geographically and demographically diverse layout and make-up of the entire municipality. It enables greater retention and use of local knowledge. It provides a cohesive platform to ensure the City’s
business units are working in unison to facilitate improved planning. It encourages the creation of closer relationships between internal business units and the people and stakeholders who live, work and recreate within each Place. Councils in WA are set to grow in size in the coming years. The Metropolitan Local Government Review Panel has recommended to the Department of Local Government that the current 30 Councils in the Perth metropolitan region be merged to only 12 local government areas to allow for more effective governing. As Councils are faced with greater numbers of residents and more diverse needs over larger geographic areas, a Place Management approach may be the answer. The Review Panel has accepted points on Place Management raised by the City of Swan and has made a recommendation that the Place-based approach to planning and
delivery of local government services be utilised sector-wide as best practice. Mayor Zannino says expectations of ratepayers and community members have changed and governments need to adapt. “Changes in technology and communication have started to unravel many of the basic assumptions on which systems of governance were built,” Mayor Zannino said. “People are less interested in being the subject of mass produced services that can’t bend a little or fit the contours of their lives and needs.” The City of Swan will continue to monitor and refine its Place Management approach regularly, but the feedback is already telling a story. Comments from ratepayers about Place Management and the local Place offices have exceeded expectations and have included the following: “This is brilliant, I don’t have to catch the bus all the way from Gidgegannup to see you.” “Gee this way they really get to know us. I can have a cuppa with staff in ‘My Place’.” “It makes me feel like they care. It puts the local in local”. Residents know where to have their say. Businesses can establish a strong connection with a regular point of contact and share their ideas. And communities can be confident that the needs of their families, friends and neighbours are the reason the Council is there and planning for their future. Article supplied by the City of Swan. For more information about the City visit www.swan.wa.gov.au
28 | Council Manager Winter 2013
19-20 November 2013 The Hotel Windsor Melbourne
3rd local Government & Public Sector
Building Maintenance & ManageMentConference www . buildingmaintenanceconference . com . au
About the ConferenCe This practical conference will cover all the key issues relating to the maintenance and management of Local Government, Government and Public Sector buildings, including the implementation of technology solutions. Many of these buildings can be small in scale and due to this have particular maintenance and management requirements. Their particular use also often creates particular demands. This year’s conference expects to attract 150+ building maintenance managers/officers, leisure centre managers/officers, facility managers, engineers, surveyors, consultants and building asset managers over two days. A comprehensive conference program will include two speaking streams to allow for a wide coverage of different building types and uses, rural and urban locations as well as issues that will be addressed. The aim of this conference is to provide practical guidance to all delegates that can be immediately used. Our conference venue has specially discounted hotel room rates available for all conference participants. Details on the venue facilities, car parking, location and other important delegate information are on the conference website.
SPonSorShIP & exhIbItIon oPPortunItIeS
CAll for SPeAkerS
Join us in Melbourne and take up this ideal opportunity to showcase your products and
Please submit an abstract of 100-300 words to
services at what we believe will be a memorable experience for you and our delegates.
Scott Matthews via scott.matthews@commstrat.com.au
We offer a variety of sponsorship, exhibition and advertising opportunities that can be
or + 61 3 8534 5004
tailor made to your requirements. To obtain a prospectus or for further enquires please contact Scott Matthews. e: scott.matthews@commstrat.com.au t: +61 3 8534 5004
who Should Attend
ConferenCe toPICS As a guide, topics and papers may be in the following areas:
• Building Maintenance Managers and Officers • Facility Managers
• Building Systems
• Asset Management
• Leisure Centre Managers/Officers
• Smart Building Technologies
• Green Power
• Building Asset Managers and Owners
• Buildings Management
• Air conditioning
• Engineers, Building Surveyors and Consultants
• Building Information Modelling
• Security & CCTV
• Project Delivery and Financing
• Contracts and Models
• Maintenance Delivery & Management
• Building Condition
• Design, Management & Operation of Specific Building Types
• Cleaning
froM • Local, State and Federal Government • Educational Organisations • Not-For-Profit Organisations • Art Galleries • Sporting Facilities
• Energy Efficiency, including Retrofitting
• Any organisations that are within the broad Public Sector
• Power for Buildings + Facilities
• Building Audits • Toilets • Ground Maintenance • Building Repairs
Early Bird Registration | Book now for only $800+gst contact us: p +61 3 8534 5050 e registration@commstrat.com.au
RISK MANAGEMENT
Local Government Reform: A Risk Management Perspective The release of the Independent Local Government Review Panel report, Future Directions for NSW Local Government, has not surprisingly generated some polarising debate about amalgamations, boundary changes and structural reform. Whilst it is easy for stakeholders to get caught up in, or focus on, these headline aspects of the report, Mitchell Morley from InConsult asks the question - should councils be taking a risk management approach to the reform agenda?
Be prepared, start thinking now! Risk management is all about decisionmaking in the face of uncertainty and the reform process combined with the Local Government Act and planning system reviews presents local government in New South Wales with perhaps unprecedented levels of future uncertainty. Whether councils agree with the proposals in the report and/or whether they think any or all of them are likely to see the light of day, councils should be actively thinking about and planning contingences for possible eventualities.
Balance risks and opportunities If there are to be amalgamations, forced or voluntary, what steps should councils be taking now to ensure that their stakeholders (community, ratepayers, staff, councillors etc.) get the best possible outcome even if they don’t support such changes? What opportunities might these changes present? What issues need to be managed? Whilst councils should, and no doubt will, take the opportunity to make submissions over the next few months on the proposals outlined in the report, they should also start thinking and planning about possible outcomes.
Don’t forget stakeholders Councils need to take into account both the risks and opportunities presented by potential amalgamation
30 | Council Manager Winter 2013
And what about existing Regional Organisations of Councils (ROCs)
2013
GOVERNMENT SUSTAINABILITY Conference Embedding sustainability in government organisations
Melbourne Park Function Centre | October 7 & 8 www.enviroinfo.com.au/govsus • Australia’s peak environment conference for the Public Sector • Two Days full of practical and leading knowledge • Three Speaking/Workshop Streams each day
ABOUT THE CONFERENCE The 2013 Government Sustainability Conference will provide delegates from local, state and federal government authorities with expert advice on how to embed environmentally sustainable policies and practices within their organisations and the communities they serve. This conference will follow on from the highly successful 2011 and 2012 Government Sustainability Conferences, which both attracted 200 attendees. By focusing on the environmental issues that need to be addressed by governments and authorities, this conference has become the peak annual environment conference for Australia’s public sector. This national conference will provide attendees with the means to network and discuss environmental best practice with officials from the nation’s public sector sustainability leaders. The conference will also provide attendees with high-quality information and case studies that will assist them to address crucial environmental issues facing all levels of government. The conference will be staged on Monday, October 7 & Tuesday, October 8, 2013, at the Melbourne Park Function Centre, centrally located adjacent to Melbourne’s CBD.
PLATINUM SPONSOR
SILVER SPONSOR
WHY YOU SHOULD ATTEND By attending the 2013 Government Sustainability Conference, delegates will be able to: • Benchmark their organisation’s environmental performance against industry standards and leading public sector authorities • Network and discuss environmental initiatives with leading sustainability professionals • Gain knowledge of the latest environmental issues and trends impacting public sector organisations • Learn how to be an agent of change • Digest best practice case studies
ATTENDEES WILL INCLUDE Conference delegates will include the following professionals working within all levels of the public sector across Australia: • Sustainability Managers • Environment Managers • Infrastructure & Building Managers • Water & Energy Efficiency Managers • Managers responsible for environmental Policy Development and Strategic Planning • Community consultation professionals • Planning & Urban Design Managers • Councillors & Mayors
Conference Registration & Attendance Enquiries: Registration Manager Ph: (03) 8534 5050 E: registration@commstrat.com.au Sponsorship & Exhibition Enquiries: Timothy Smith T: (03) 8534 5061 E: timothy.smith@commstrat.com.au This conference is staged by Hallmark Conferences + Events, a division of CommStrat, publisher of EnviroInfo, Local Government News and Council Manager magazine.
RISK MANAGEMENT
“Whether you support or like the blueprint for the future laid out in the report, good risk management dictates that you consider the risks and position your organisation to deal with them as best you can.” and other collaborative organisations like insurance pools and regional library services? These organisations should also be considering possible scenarios and contingencies. What happens to staff and contractual arrangements if the members of these bodies change or cease to exist? It would be good practice to review existing contracts and Memorandum of Understandings (MoUs) etc, to make sure that they cater for amalgamations or changes to the legal entities that are members of these organisations.
Impact of mandating audit Of course there are numerous other important recommendations in the report like transferring the overview of external auditing to the Auditor General, making audit committees and internal audit functions mandatory, best value service reviews and potential award changes etc. Are there things your council should be doing now in anticipation of these possible changes? For example, if you are about to go out to tender for a six year external audit contract, should you consider a shorter duration, delay going to tender and/or make sure that your contract deals with the scenario of Council being amalgamated or significantly altered in size. If you don’t currently have an internal audit function, is now the time to establish one or should you wait to see whether the final reform package contains prescriptive provisions for how such functions should be established and resourced?
Risk of inertia Does the reform agenda present a risk of short term inertia as staff and other stakeholders form the view that there is no point starting on new projects or initiatives if they think their council might not be 32 | Council Manager Winter 2013
here in 12 months’ time? Should councils implement an internal communication/ change management strategy now to ensure that staff and other stakeholders are informed and engaged in potential changes? We are not suggesting that councils should overreact or start jumping at shadows. Ultimately the decisions that councils make in anticipation of possible reforms will depend on their assessment of the likelihood of the reform occurring and the potential consequences of not preparing in advance. It may be that there is still not enough certainty around any or all of the proposed reforms to justify any concrete action at this point. But that shouldn’t stop councils from thinking about, planning and preparing for what may happen now to ensure that their stakeholders get the best possible result regardless of the outcome.
Planning to manage risks Some may well adopt the strategy that this will all amount to nothing. This is not the first report recommending major change to the structure of local government in NSW and wouldn’t be the first to ultimately gather dust on the shelf. But can councils afford to take that risk? Many people have predicted that the “ducks” that need to be aligned for major change to occur in local government are more aligned now then they have been in the past. Time will tell. But don’t be caught without a plan. Whether you support or like the blueprint for the future laid out in the report, good risk management dictates that you consider the risks and position your organisation to deal with them as best you can.
Learning from other sectors One final comment: it is interesting and perhaps unfortunate, that the report
does not make any mention of the need for councils to better identify, analyse and manage risk. Internal audit and performance management and review are clearly important but they must be underpinned by a sound risk management framework and culture. Many of the problems encountered by councils in recent years that have highlighted the need for reform stem to varying degrees from poor risk management – for example, financial losses from failed major projects and poor investment decisions. Based on our experience, council efforts to improve their risk management performance have been mixed. Would mandating that councils must develop and implement a framework for managing risk help drive improved risk management performance? The Australian Prudential Regulation Authority’s (APRA) prudential framework has driven substantial improvement in the risk management approach of insurers and banks since the HIH collapse in 2001. Through regulations, APRA effectively aligned the strategic, operational and financial objectives of financial institutions. In 2012, the NSW Auditor-General called for better oversight of local councils. Perhaps the same improvements could be achieved in local government by mandating the need for a structured risk management approach and better alignment of council’s strategic, operational and financial objectives.
Mitchell Morley has over 20 years’ experience in local government and can be contacted on (02) 9241 1344 or mitchellm@inconsult.com.au.
The national news and information service for local government professionals has a new look.
www.lgnews.com.au
LEGAL BRIEFING
Managing ill and injured workers: an evidence-based approach By Darren Gardner, Partner, and Janna Zeglis, Paralegal, Maddocks
D
eciding when to commence a return to work process can be a difficult and complicated task. This is particularly so with the various obligations that are placed upon council employers. Managing ill and injured employees involves intersecting duties under workers’ compensation, work safety, anti-discrimination, industrial relations and employment law. All too often council employers are faced with the vexed question of how to facilitate the safe return to work of ill or injured workers, while complying with the mosaic of legal obligations and maintaining harmonious workplace relations.
Evidence is key The key to feeling confident about your decision to return an ill or injured employee to work is obtaining current, comprehensive, and useful medical information, which can be legally disclosed, to justify your actions. Although it is not possible to completely eliminate the risk of a claim, following an appropriately planned process can assist in minimising the risks.
What does the up-to-date medical evidence say? Take Joe Smith. Joe commenced full time employment with Council in 2003, and has been employed for several years. His commitment to his job and his work standards were continuously improving, and he has, as a result, been promoted several times. However, last year Joe appeared to be having some issues coping with his workload. In July 2012 he took six months stress leave. He also lodged a workers’ compensation claim regarding mental stress suffered as a result of his job, which is currently under investigation. He later 34 | Council Manager Winter 2013
resumed working for Council, but in January 2013, again went on leave, this time unpaid. To determine the best way forward, and place Council in a better position to defend any proceedings brought against it, Council should take an evidence-based approach. This means obtaining current and comprehensive medical evidence about Joe’s injury or illness. This information could then be used to conduct a review of Joe’s current working arrangements and assess his ability to safely undertake the duties of his pre-injury position. A careful and cautious approach to the use of any information in medical reports is needed. Information obtained for the purpose of workers’ compensation claims usually must not be used for other purposes.
What happens next? 1. Meet with Mr Smith Council should meet with Mr Smith (and a support person, if he wishes) to advise him that it is undertaking a review of his current working arrangements and his ability to safely perform the duties of his pre-injury position. Mr Smith should be asked to consent to attend an independent medical examination (IME). If Mr Smith does not provide his consent, he should be directed to attend an IME if this is a reasonable and lawful direction. Mr Smith’s written authorisation for the medical practitioner to disclose details of the examination to Council should also be obtained. Not all employees will co-operate with reasonable requests. If, for example, Mr Smith does not consent to an IME, a formal direction would be considered reasonable and necessary, if Mr Smith has a history of frequent and unexplained absences, and is in line with safe working environment obligations. 2. Write to the medical practitioner A letter can be prepared for the appropriate medical practitioner, seeking opinion on Mr Smith’s ability to safely perform the “inherent” requirements of his job. The
report should address any psychological, as well as physical limitations or incapacities associated with the condition, or any special workplace safety risks because of the condition. This, in some cases, may require expert opinion from other specialists, such as occupational physicians or psychologists. It is important to recognise that a full diagnosis and prognosis of the condition in medical terms is not always needed. Not only is an overly technical and complicated medical report unnecessary and unhelpful, it could also lead to other claims arising. For example, the allegation of requiring disclosure of a disability in contravention of anti-discrimination laws. …What exactly does Council need to know from the medical practitioner? Council only needs expert opinion as to whether Mr Smith can currently (or in a definitive period in the future) safely perform the inherent requirements of his job, without exposing himself, or others to further risk. This does not require an opinion as to Mr Smith’s ability to perform every inconsequential task, but those tasks that if taken away would change the fundamental nature of the job. The medical practitioner should be provided a description of the essential duties of the job, supplemented with a functional analysis of what the job requires, both physically and mentally. It is important to recognise that the actual requirements of some jobs may not be obvious to the medical practitioner, and the more explanation in this instance, the better. Comment should also be sought on any adjustments that could be made to Mr Smith’s functional aspects of his job or working environment to allow him to safely perform his job. An estimation of the length of time Mr Smith will be unable to perform the inherent requirements of his job, and how long any potential adjustments would be required, would also be useful information.
You should also ask if a referral to another health practitioner is required or recommended. Depending on the surrounding circumstances, it may also be appropriate to ask if the report can be released to the employee and, if so, how this would be best communicated. 3. Review the report and consider any reasonable adjustments that might be recommended. Council should then review the report and consider whether any adjustments that are recommended are reasonable. …What might be considered a reasonable adjustment? Relevant considerations in determining reasonable adjustments include the nature of the benefit or detriment likely to accrue or be suffered by all concerned; the financial circumstances and expenditure required by Council to accommodate Mr Smith; and whether Council has a disability action plan in place. What might be reasonable or justifiable requires consideration of all the relevant circumstances specific to the case at hand, and there is no single consideration which is considered superior. In some cases, what might be considered to be an exorbitant cost, could, when weighed against other relevant factors, be fair and reasonable. It is also important to ensure there is sufficient evidence to prove what has been considered. Reasonable adjustments may include modifications to Mr Smith’s work station and equipment; alterations to the mode of communications; the provision of additional training or supervision; variations to work methods or hours of work; or varied assessment and testing methods. Reasonable adjustments do not include changes to work methods which may impose unjustifiable hardship on Council, as the employer. The law also does not require Council to find Mr Smith a new position which he would be fit to undertake (although this may be a requirement of policy or an industrial instrument). …What happens if Council receives a medical report that conflicts with opinions previously provided by Mr Smith? The differences in each report should be weighed up, and a balanced view as to Mr Smith’s fitness to perform the inherent
requirements of his pre-injury position reached. If, following review, further questions arise as to Mr Smith’s fitness to work, additional expert assessment may be necessary. 4. Meet with Mr Smith (and his support person, if he wishes) to discuss the report If the medical practitioner’s report indicates that Mr Smith: • is unfit to perform the inherent requirements of his position; • is likely to be unfit indefinitely, or at least for the foreseeable future; and • would be unable to carry out his position even if reasonable adjustments were made (or any adjustments required would not be reasonable), then a meeting to discuss Mr Smith’s employment should be arranged. If Mr Smith is not able to engage in a face to face discussion, asking for an explanation in writing on reasonable adjustments or other considerations would be appropriate. Council should meet with Mr Smith to discuss the contents of the medical report, and provide him with the opportunity to demonstrate if there is any way that he believes he could safely perform his position. In the absence of any credible explanation by Mr Smith, Council may then be in a position to decide whether it can reasonably continue to employ Mr Smith. ….Mr Smith has a reasonable solution or explanation If, after considering the medical report and Mr Smith’s response, the conclusion is reached that Mr Smith is fit to perform the inherent requirements of his position, or would be able to carry out his position with reasonable adjustments, then it may be appropriate to make arrangements for Mr Smith’s safe return to normal duties with input from Mr Smith. However, it is important to be aware that what might appear a reasonable solution or explanation may on careful examination not be reasonable, as it could involve unrealistic, unfairly onerous, or even unsafe complications. Alternatively, an allegedly unreasonable explanation could, after further investigation, be regarded as fair and appropriate in the circumstances. It is, therefore, wise to carefully consider any explanation, or lack thereof, and consider seeking further advice from a suitably qualified expert.
What else should Council consider in deciding whether it can reasonably continue Mr Smith’s employment? Council’s workers’ compensation insurer Prior to taking steps to determine whether Mr Smith’s employment can be reasonably continued, as a matter of prudence, Council should speak to its workers’ compensation insurers to ensure any proposed actions do not conflict with Council’s workers’ compensation and rehabilitation obligations. Compliance with Council policies or other industrial instruments Of course, any steps taken should comply with applicable industrial instruments and policies. Consideration of the terms of industrial instruments or other industrial arrangements may also be necessary. How will having the above evidence assist Council? Having relevant and reliable evidence will assist Council in minimising, and if necessary, defending claims and disputes such as: • An unlawful discrimination claim. Legislation provides, in general terms, that an employer must not discriminate against an employee on the basis of a disability or impairment; • An unfair dismissal claim. A person will be unfairly dismissed if, among other things, the dismissal was harsh, unjust or unreasonable and the dismissal was not a case of genuine redundancy. • An unlawful termination claim based on absence from work due to temporary injury or illness, with potential orders as described above; • For councils in States where the Fair Work Act 2009 applies, an adverse action claim; • An internal grievance instituted under Council policies; • An allegation of a breach of Council policies; and • Breach of an industrial instrument. Finally, It is important to recognise that councils in different states may have varied obligations, depending on the degree of application of state and federal statutory obligations. There is no “one size fits all” formula or common approach, and councils should always consider seeking additional advice to be sure. Winter 2013 Council Manager | 35
SENIOR POSITIONS
Senior Positions: Monitoring the comings and goings of council CEOs New General Manager for Marrickville Council Brian Barrett has been appointed as the new General Manager of Marrickville Council in Sydney. Mr Barrett – the Acting General Manager since January 2013 – was the unanimous recommendation of the Selection Panel. He was previously council’s Director of Corporate Services since 2003. “I’m looking forward to working with the elected council to meet the targets set in their newly created four-year Delivery Program,” Mr Barrett said. “We are approaching an interesting time for local government, with the recent release of the Independent Local Government Review Panel recommendations suggesting major changes for councils in the near future. I intend to work with council and engage with the Marrickville community to understand how they wish us to respond to the report’s findings.” Mr Barrett said the council was in a stable financial position with ambitious plans to boost expenditure on infrastructure while maintaining all other services at or above current delivery levels. “I believe we can do that through a new approach to infrastructure spending which involves far more engagement with Marrickville residents in the planning and delivery phases – we call that ‘Connecting Marrickville’.” Mr Barrett has a strong commitment to social justice and environmental sustainability, and most recently introduced a Connecting Marrickville initiative. The new program is an integrated $820,000 streetscape and footpath program 36 | Council Manager Winter 2013
that takes a more holistic approach to infrastructure project planning; considering all of council’s strategies more broadly and seeking connections, efficiencies and economies of scale by pooling resources.
New CEO for Hobsons Bay Hobsons Bay City Council – in Melbourne’s inner south-west – has appointed Chris Eddy as Chief Executive Officer for the next five years. Mr Eddy’s appointment follows his sixmonth tenure as Acting Chief Executive. He said it was a privilege to head an organisation that was on the cusp of change with an exciting future ahead. “I am passionate about the opportunities and challenges that the position presents and I can see many great ways of how the council and the organisation can work together as a team to achieve a positive and sustainable future for the dynamic community of Hobsons Bay,” Mr Eddy said. “I will immediately undertake a review of the organisation in support of the council’s vision and objectives as outlined in the Council Plan. I am keen to ensure a harmonious working environment and will bring a positive energy to continue to deliver an efficient and effective council for our community.” Mayor of Hobsons Bay, Angela Altair, said Mr Eddy had worked in local government for 13 years – nine of which had been spent in Hobsons Bay. He also had an extensive record of achievement in the private sector.
Tweed Shire General Manager sacked Tweed Shire Council’s General Manager, David Keenan, has been dismissed.
Mr Keenan had been General Manager of the council since April 2012. A statement released by the council said his contract of employment was terminated at a closed session of a council meeting on 21 March. The vote was 4-3 in favour of the termination. Mayor of Tweed, Barry Longland, said there was a clause in the GM’s contract which permitted the termination of the contract without notice and without a reason being necessary. “I want to reassure Tweed residents and ratepayers that it is business as usual for the shire and council has an experienced senior management team which will ensure no disruptions to council business,” he said. A rescission motion was lodged against the dismissal, but it was defeated. Tweed Shire Council’s Director Technology and Corporate Services, Troy Green, has been appointed to the position of Acting General Manager.
New CEO for Swan Hill Rural City Council Dean Miller has stepped down as CEO of regional Victoria’s Hindmarsh Shire to take on the role of Chief Executive Officer at Swan Hill Rural City Council in the state’s north-west. “Mr Miller brings with him a wealth of experience to Swan Hill Rural City Council,” the council’s Mayor, Cr Les McPhee, said. Mr Miller was to commence work as Swan Hill Rural City Council’s CEO on May 20. Hindmarsh Shire has commenced advertising for a replacement CEO.
The importance of control assessment in effective risk management
W
hen it comes to the identification and assessment of risks, one of the mistakes that many organisations fall into is to ignore or underestimate the importance of current controls and their effectiveness in the risk management process. Most issues or events that impact on an organisation’s objectives occur due to the absence of, or ineffectiveness of controls – so it follows that ensuring the current controls that are in place are effective is fundamental to reducing an organisation’s risk exposure.
What is a control? ISO AS/NZS 31000 defines a control as a “measure that is modifying risk”1. Controls include any process, policy, device, practice, or other actions which modify risks. It is important in relation to current controls that we not only identify what they are, but also how effective they are. This is due to the fact that there is a direct correlation between the effectiveness of current controls and the likelihood and/or consequences of the identified risk, i.e. the more effective the controls the lower the likelihood of the risk occurring or the lesser the consequences if the event does occur. In my experience, however, there is significant room for improvement in the assessment of control effectiveness within many organisations. Often, the assessment of control effectiveness is based on a qualitative judgment, rather than on evidence gathered from data/performance metrics. What I mean by this is that the assessment of control effectiveness resembles more a “gut feel” rather than a robust analysis. It needs to be remembered that an absence of an incident/event is not necessarily an indicator of control
effectiveness – it is simply an indicator that all of the pre-conditions required for that incident to occur have not been present, i.e. it may have been more through good luck than good management that the incident has not occurred. This notion is captured in the Swiss Cheese Model. The Swiss Cheese Model hypothesises that most accidents can be traced to one or more of four levels of failure: organisational influences, unsafe supervision, preconditions for unsafe acts, and the unsafe acts themselves. In the Swiss Cheese model, an organisation’s defences against failure are modeled as a series of barriers, represented as slices of Swiss cheese. The holes in the cheese slices represent individual weaknesses in individual parts of the system, and are continually varying in size and position in all slices. The system as a whole produces failures when all of the holes in each of the slices momentarily align, permitting “a trajectory of accident opportunity”, so that a hazard passes through all of the holes in all of the defences, leading to a failure.2 To use a real example to illustrate: A Council manages an Aquatic Centre with an outdoor and indoor pool. There is a risk within the Risk Register: Outbreak of Cryptosporidium or other infectious Bacteria in the Council Pool. The controls that are in place to reduce the likelihood of this risk included: • Ongoing preventative maintenance program of filtration system. • Inspection of water quality five times per day. • Signage regarding use of the pool facilities when ill. • Policies/signage around use of watertight nappies. The consequences have been assessed as: • Closure of pool (loss of revenue). • Requirement to empty and clean pool.
• Negative impact on Council reputation. • Potential legal action taken by personnel who are ill after visiting the pool. On review of the control evidence for inspection of water quality, it was discovered that the sheet that testers are supposed to sign on completion of each water test had significant gaps, i.e. there were multiple instances where the sheet had not been signed. This does not necessarily indicate that the tests were not completed, however it is a control and no assurance has been undertaken to ensure that the control is actually effective. In this case, if the tests were not being conducted, the “hole” in the Swiss Cheese just became larger.
So what do we do to improve assessment of effectiveness? The most effective method is to identify the risks with the highest consequences within the organisation. For each of these risks, identify the controls currently in place to reduce the Likelihood of the risk occurring. Once this is completed ensure that performance indicators are in place for each of the controls, and that the performance is being monitored through the organisation’s internal audit program. The bottom line – if controls are not being measured it is impossible to determine whether or not they are effective. If you can’t establish control effectiveness you can’t make a reasonable determination of risk level and the organisation may have a higher exposure to risk than it believes to be the case.
1
ISO AS/NZS 31000, p 6.
2 Wikipedia Article contributed by Paladin Risk Management Services. Winter 2013 Council Manager | 37
Warringah Council: business excellence through process improvement
“U
nderstanding how our processes operate and perform is a critical component of our commitment to Business Excellence which underpins our strategic community outcomes,” says Melanie Gurney, Group Manager - Business Excellence, Warringah Council (NSW). “One of the Principles of Business Excellence is to understand the organisation’s processes in relation to the overall system in order to manage, simplify and optimise performance outcomes for its customers.”
The start of the journey “Our journey in terms of understanding our processes began in line with Warringah’s commitment to Business Excellence and as part of the organisational strategy of business improvement,” Melanie said. “Before I started at Warringah, efforts had been to understand processes using more conventional tools. Staff took to it with great enthusiasm but found the tools available took a lot of time and effort and were not easily accessible for all staff or easy to maintain or update. It really only showed a snap-shot in time which quickly became dated so many of these process documents ended up being left on the shelf and not maintained. “As a result, when I re-started the conversation about process documentation many people weren’t enthusiastic, so I had to think about how we could do this simply so that people’s eyes wouldn’t glaze over! “We knew that in taking a fresh approach we would have to ensure it would be engaging, easy to adopt and useful for all of the business. We understood our processes are our best demonstration of excellence and essentially our intellectual capital. “We recommenced the journey by setting up a clear governance framework based on the basic principles of Business Process Management. In light of this, we knew we 38 | Council Manager Winter 2013
had to have a simple tool kit available for all staff to use in contrast to the existing tools which were only available to about 50 select people. In the interest of simplicity, we also decided to name this fresh approach Business Process Management or, as it is now commonly referred to across the organisation – BPM,” explained Melanie. “In procuring a new tool kit, we employed our robust procurement process to ensure our needs would be met and, after an exhaustive review, decided on Promapp. Our choice of Promapp was because of its simplicity, the fact it had built in alignment to our governance model and, most importantly, its capability to be not just a process repository but also a knowledge management tool for our processes.” Promapp is cloud-based software for creating and storing business processes online. It’s easy to use, and, being a fully web-based tool, process changes are performed and approved online in the cloud. It has been designed with the everyday user in mind and empowers teams to own their processes and drive process improvements. “It was great to see Promapp in action and how it could work for us. Warringah piloted two processes to test the technology, one complex process and one simple process. Our simple process was the annual leave process and as we documented this process we discovered, for some, what they actually did wasn’t the correct process. So we identified an immediate benefit in just documenting the process,” Melanie explained.
Why Promapp? As part of their change management approach, Warringah addressed the ‘what’s in it for me’ for all staff. Some of their findings were as follows: • A single source of information & knowledge. • Simple to use and easy to induct new staff. • Clear to see who’s responsible for what.
• Reduces rework by doing things right the first time. • Teams can look at each other’s process and learn. • The ability to look at how to improve processes when reviewing them.
Outcomes and benefits • One source of information and knowledge about processes and accompanying policies and procedures. • It’s provided a platform for everyone to contribute to business improvement. • Less time required to understand processes and responsibilities that exist within processes. • It highlighted process inefficiencies lending to improvements. • The Promapp tool fits in with the methodology we employ - Six Sigma. It really fits in with how we drive the improvement activities so everyone can contribute to improvement of a process and can have a landscape view of how a particular process operates. • It’s improved the quality and consistency of process documentation. • Less time is spent trying to access relevant information from our document management system – TRIM. • There has been an overwhelmingly good response to the Promapp tool and getting people engaged in business improvement.
Tips for starting your journey If you are starting out on a process improvement journey here are some tips to help you on your way: • Keep it simple. • Engage key decision makers early to get their buy in and support. • Establish a clear and simple governance framework. • Establish a comprehensive communications plan. • Assign clear ownership of Promapp within the organisation. • Keep an issues register and mange it through to resolution. • Have clear measures of success. To find out more about Promapp and to read the full case study from Warringah Council visit: www.promapp.com
Councillor SUPPLEMENT
CREATING CERTAINTY TO PROMOTE GROWTH ON THE
Gold Coast PLAYFORD – A KEY TO ADELAIDE’S ECONOMIC DEVELOPMENT
NEWS
COUNCILLOR TRAINING
COUNCIL LEADERS Winter 2013 Council Manager | 39
COUNCILLOR NEWS
News of June
Parramatta has Australia’s fastest growing night-time economy Parramatta is Australia’s fastest-growing
working in Western Sydney,” Lord Mayor of
Key statistics of Parramatta’s
night-time economy, with a $44 million
Parramatta, John Chedid, said.
night time economy:
increase in sales revenue over the past two years, according to a report just released. The Australian Night Time Economy – a
“The growth in our night time economy provided an extra 400 jobs, which is a great result for Parramatta. These new figures
first analysis report by the National Local
validate the work council has undertaken to
Government Drug and Alcohol Committee
activate key areas of Parramatta.”
indicated that Parramatta’s night economy grew by 6.2% from 2009 to 2011. The growth in the city’s night time
Cr Chedid said the report confirmed Parramatta as a major food destination with restaurants and cafes accounting for 59% of
sales revenue surpassed all local
all the city’s night time sales last year –
government areas, including Sydney CBD
driven by a 17.8% increase in the number of
and Melbourne.
food outlets.
• Parramatta’s night time economy generated $760 million in 2011 – an increase of $44 million from 2009 and 6.2% in sales revenue. • Restaurants and cafes account for 59% of all sales revenue. • Number of food outlets increased by 17.8% (346 outlets in 2009 to 404 in 2011); and • The biggest reduction in sales revenue was in gambling activities, losing $12.5 million.
“These small to medium businesses are
The Australian Night Time Economy – a first
as the driving force behind Australia’s most
attracted to Parramatta’s reasonable rents,
analysis report can be downloaded from the
significant economic region, and a growing
growing and diverse customer base and
Local Government Alcohol and Drug Network
entertainment centre for people living and
council’s business-friendly policies.”
at www.lgadin.gov.au
“The findings reflect Parramatta’s position
40 | Council Manager Winter 2013
Analysing progress on community wellbeing Local governments around Australia can
The project was undertaken by ACELG
improve their community wellbeing policies by
and the Local Government Association of
accessing a resource released by the Australian
Queensland (LGAQ).
Centre of Excellence for Local Government. The report, Community Wellbeing
The ACELG said the aim was to demonstrate that a core set of wellbeing
Indicators: Measures for Local Government,
indicators was a worthwhile and valuable
outlines key research and initiatives relating
investment in strengthening local government
to community wellbeing and features a
capacity and accountability.
“community wellbeing indicators survey
It said the tool contained in the research
• Track changes over time; • Benchmark performance against results from comparative surveys in councils (QLD); and • Identify policy measures that could improve community outcomes. The research is state-based, but has been written with a national local government
template” that can be adapted for use by local
report would allow councils to:
audience in mind, and ACELG and LGAQ will
governments to measure, analyse and assess
• Measure community wellbeing using a number of standard indicators:
promote the use of the survey tool by other
their progress on community wellbeing.
jurisdictions.
Councils’ Emergency Recovery Plans should feature economic recovery Economic recovery should be a compulsory
“One of the recommendations from this
business and home in the fires had to delve deeply into their savings to start again.
feature of every council’s Emergency Recovery
work, which involved interviewing hundreds
Plan, according to a researcher who worked
of affected business owners, is that both
with some of the communities most badly
councils and the individual businesses have a
prepared and with the assistance of business
affected by the 2009 Black Saturday bushfires.
responsibility to be prepared,” Ms Slatter said.
mentors, have been able to diversify their
Sandra Slatter worked on the Murrindindi
“One example is the owners of a bed
“They now realise the importance of being
markets and put in place a well thought
Shire’s Restoring Our Business Community
and breakfast whose philosophy was ‘it will
through bushfire risk mitigation and business
project after the fires, and has come up with
never happen to us’. Consequently they didn’t
continuity plan,” she said. Ms Slatter is the
a “how to” manual to show others how they
have a business continuity plan or adequate
author of Are U Ready? Surviving small
can prepare for a disaster.
insurance, and after losing both their
business disaster.
Winter 2013 Council Manager | 41
COUNCILLOR NEWS
Performance of Wangaratta Rural City Council under scrutiny An Inspector of Municipal Administration has
than 20 years experience in senior roles in
been appointed to oversee the activities and
health and community services, academia
been placed under investigation by the Local
performance of the Wangaratta Rural City
and has previously served as a local
Government Investigations and Compliance
Council in north-east Victoria.
government councillor and mayor.
Inspectorate over allegations of breaches of
Victoria’s Local Government Minister,
“It’s important that the problems
The Wangaratta Rural City Council has
the Local Government Act.
Jeanette Powell, said she appointed the
at Wangaratta Council are resolved
A Councillor Conduct Panel has also been
inspector to deal with what she called a
in an expeditious manner and that
convened to deal with alleged misconduct by
myriad of problems that had undermined the
the elected councillors and the council
a councillor.
operation of the council.
administration function effectively in the
Peter Stephenson has been appointed to the role for a period of three months and will report directly to Mrs Powell on the
The Council has engaged a consultant to
interests of the Wangaratta community,”
examine allegations that a councillor was
Mrs Powell said.
bullied by the CEO. A Probity Auditor has
“Being elected to represent your
been appointed to oversee this inquiry.
conduct of the council, including councillors
community is a great honour and the
and officers.
residents and ratepayers expect and deserve
independent industrial relations consultant to
a council that is focused on serving the best
assess a number of staff complaints that they
interests of the entire community.”
have been bullied by a councillor.
Mr Stephenson is an experienced professional and skilled facilitator with more
The Council has also engaged an
New laws to rejuvenate urban spaces and limit sprawl Legislation designed to implement more
In addition to providing powers to the
urban renewal projects in Adelaide has been
Urban Renewal Authority, the new process
introduced in South Australia’s Parliament.
may also be available to councils looking to
“It is clear that urban renewal projects will be critical to the future of Adelaide if we
undertake urban renewal projects. Other key changes proposed in the
• Renaming the Housing and Urban Development (Administrative Arrangements) Act as the Urban Renewal Act. “We have considered interstate models in
are to limit urban sprawl,” State Minister for
Bill include:
putting together this bill whilst input was also
Planning, John Rau, said.
• Placing the Urban Renewal Authority on a statutory footing – elevating its status from being the product of subordinate legislation to that of statutory body; • Providing statutory powers to assist in the delivery of urban renewal; and
provided by the Government Expert Panel on
“These types of redevelopments are not sufficiently accommodated within the current planning system, which is more geared towards greenfield development.” The Housing and Urban Development (Administrative Arrangements) (Urban Renewal Amendment Bill) 2013 includes a new process for planning and developing declared urban precincts.
42 | Council Manager Winter 2013
Planning Reform,” Mr Rau said. “Future growth of the Greater Adelaide region must continue in a way that is sustainable and the passage of these laws will be a significant step in that path.”
Councils join planning pilot – but LGAQ concerns key stakeholders including the State
Three Queensland councils – Redlands,
“The pilot scheme will be used to create
Rockhampton and Mackay – are taking
a simple system for a council to assess their
Government, the development industry, and
part in a pilot project that will aim to identify
processes against the State Government’s
the broader community.
best practice processes for council
expectations of best practice, identify
planning systems.
areas for improvements and report against
so measuring their satisfaction with planning
meaningful key performance indicators.”
and development processes and outcomes is
Queensland Premier, Campbell Newman, said the “Planning Healthcheck” pilot project
The Local Government Association of
“The community is ultimately the end-user,
important,” Cr de Wit said. “As noted through previous reporting
would build on the planning reform already
Queensland said it supported the pilot
being rolled out by the State Government.
project, but believed it was not appropriate
frameworks, it’s important not to measure
to single out councils in performance
planning solely on quantitative information
assessment.
based on processes and timeframes of
“We will keep improving council planning systems this year with the roll-out of three regional plans, the introduction of a
LGAQ President, Margaret de Wit, said the
councils, State Government agencies and the
State Planning Policy, a State Assessment
project could only be viewed as laying some
development industry. Any robust planning
and Referral Agency and a review of the
foundations.
‘health check’ must also review qualitative
infrastructure charges framework,” Mr Newman said.
Cr de Wit said performance monitoring measures were also needed for other
data, such as user satisfaction with the planning and development outcomes.”
“Now we’re looking at the issue of cultural and attitudinal change so we can create Australia’s most efficient and effective planning and development system.” Queensland Minister for State Development, Infrastructure and Planning, Jeff Seeney, said while industry had embraced the reform agenda, some local governments needed to improve their planning processes. “The concerns raised include excessive approval timeframes, minor matters being bogged down through requiring applications, fees that bear no relation to the cost of assessment, and development standards that are ‘gold plated’, or excessive,” Mr Seeney said.
New LGA President invested in South Australia The Mayor of the City of Prospect in
infrastructure for communities, on
that our public awareness campaign
Adelaide, David O’Loughlin, has been
good governance in councils, on
resonates with the other spheres
officially invested as President of South
procurement processes and on
of Government.
Australia’s Local Government Association for
intergovernmental relationships with
the next two years.
State and Federal Governments.
He was presented with the Chains of Office
“We have a Federal election in a couple of
“I would like to commend the enthusiasm with which South Australian councils have embraced the LGA’s awareness campaign,
on April 19 by outgoing President, Mayor Kym
months, a State election in March 2014 and
which has been a massive undertaking
McHugh, at the Local Government Association
local government elections at the end of next
involving YouTube and other social media,
General Meeting attended by more than 200
year,” he said.
as well as a more traditional
local government delegates. Mayor O’Loughlin said his focus would be on supporting improved services and
“I’ll be working with the LGA, the State Executive Committee and the LGA Senior Committee to ensure
information process.” President O’Loughlin has been Mayor of Prospect since 2006. Winter 2013 Council Manager | 43
COUNCIL LEADERS
CHAMPIONING more inclusive communities
K
athy Majdlik, the first Mayor of the City of Melton, says one of the issues closest to her heart is fostering communities that are more inclusive of people with special needs. Cr Majdlik and her husband, Andrew Watts, run a local real
estate business and have a daughter with a disability. She describes 10-year-old Amy as the joy of her life. “People with disability just have pure love to give; they are just so genuine,” Cr Majdlik said. “We’ve chosen to send her to a main stream school so she can be part of her society; her community.” Cr Majdlik said having Amy gave her a heightened sense of understanding and awareness about the struggles facing many local families and businesses in one of Victoria’s most rapidly growing areas.
Kathy Majdlik
Her late parents came to Australia from the former Yugoslavia and Kathy was born and bred in Melbourne’s west. “My parents have passed away, but I know they would have been very proud of me.” Kathy was first elected to Melton Shire Council in 2008 and served
Cr Majdlik said, however, a major new business facility planned for Melton would help to promote local business operations. She said more than $14 million from the Federal Government
as Deputy Mayor in 2009 and 2010. Melton was granted city status in
was the key financial component of a $21 million Western Business
2012 – the year she donned the Mayoral robes.
Accelerator Centre for Excellence.
Cr Majdlik said her priorities included uniting fellow councillors
The centre will provide training for construction businesses on
to work as a cohesive team, focus on children’s, youth, aged and
issues including environmentally sustainable building design and
disability services, better traffic management, better public transport
construction, and small business owners will have access for training
including train stations at Toolern and Caroline Springs, and a 24-hour
in business management skills.
police station in the Eastern Corridor. “There are five women on council, all of them mothers, and they are passionate about services for families - services for families with
The business hub, expected to be operational by mid-2015, will also include a data centre. “The hub will provide administrative assistance to smaller
young children through to looking after the needs of older residents in
businesses – it will help them get on their feet and improve their
a dynamic, multicultural society.”
efficiency. It will also help to redress the imbalance between the
The mayor said two of the biggest challenges were enhancing employment opportunities within Melton and also providing more local opportunities for advanced education. “Nearly 80 per cent of residents are forced to work outside
number of residents and the number of local jobs, and help to ease congestion in the region.” News of the business hub followed a delegation to Canberra of the LeadWest Mayors of Melbourne’s West Delegation. Cr Majdlik and
Melton. That puts pressure on families which must be two to three
Melton’s Chief Executive Officer, Kelvin Tori, joined their counterparts
car families to commute to work and home, and it also increases
from five other local government areas to discuss key issues affecting
congestion and pressure on our transport infrastructure.
the western region of Melbourne.
Cr Majdlik said the Victoria University campus at Melton had been forced to cut back on staff and courses because of tight finances and services, and council was searching for another education partner. “We’re talking with the University of Ballarat to offer services for
The delegation discussed priority issues including health, education, jobs and infrastructure. Cr Majdlik said the delegation represented an opportunity to meet one-on-one with decision makers and lobby for key items of
young people or for older people who are seeking advancement
regional infrastructure and services for one of the fastest growing
through higher qualifications. If we can give young people
regions in Australia.
educational opportunities at a local level we stand a better chance
Councils represented in the delegation were Brimbank City Council,
of them entering the local workforce rather than taking their
Hobsons Bay City Council, Maribyrnong City Council, Melton City
talents elsewhere.”
Council, Moonee Valley City Council, and Wyndham City Council.
44 | Council Manager Winter 2013
COUNCIL LEADERS
CREATING
certainty to promote growth on the Gold Coast
T
Brisbane to the Gold Coast. That’s another part of our overall plan; to develop a public sector economy as well.” Southport and the light rail development will be priorities of the Gold Coast’s new planning scheme being prepared by council. The City Planning Committee has resolved to prepare the Planning Scheme 2015 and also to prepare a number of amendments to the existing planning scheme which address issues that need attention before 2015.
om Tate wants to be remembered as “the guy who gave opportunities to the younger generation” of the Gold Coast. The Mayor of Australia’s sixth largest city since April 2012
said he wanted to create employment on the Gold Coast so
future generations didn’t have to move away to secure success. “It’s all about family values, about keeping families closer together. If you keep families together, you lift community spirit and if you lift community spirit, you have a much more vibrant, successful city. “I’ve said to everyone that I’ve come in to bring certainty and confidence. That will bring investment and investment will create jobs.” Mr Tate started his career in the construction industry and later
The new planning scheme will guide development for 10 years and will also ensure the Gold Coast’s natural assets – beaches, waterways and the hinterland – will continue to be protected. The Gold Coast has won the right to stage the 2018 Commonwealth Games and Mr Tate said the event represented a huge challenge for the city. “The project has to be viewed as an opportunity to highlight the Gold Coast to the world – an opportunity to put down transport infrastructure in time for the games and to create sporting facilities so we can be the sporting events capital of Queensland. “The downside is that we have to find $100 million out of the Gold
moved into the tourism and hospitality sector. He has been CEO of the
Coast’s budget and that has to be viewed as an investment that we’ll
family-owned business, which includes the Islander Resort Hotel on the
recoup long-term.
Gold Coast and the Sanctuary Resort in Malaysia, for almost 20 years. Mr Tate has been married to Ruth for more than 30 years and has four children. “Ruth and I have been very blessed; we’ve got a few dollars
“We’ve started the aquatic centre and I want that finished by this time next year so it is ready for the Pan Pacific Games. “What I’ve said to the state government is if you’re going to build these sorts of facilities, let’s build them early and start the legacy
tucked away and we’re in the process of selling down our stake in the
now. If we build five years out from the games, we can start having
Islander resort. I’m really passionate about community work and will
world sporting events at these complexes – that’s the kind of legacy
start ramping that up.”
we want to establish,” Mayor Tate said.
Mayor Tate said in the last eight years, business on the Gold Coast had been a bit dormant, but he was determined to turn that around. “Coming from the business sector, I’m absolutely letting people know the Gold Coast is open for business and I’m ready to facilitate
“We’re also undertaking a master plan for the Carrara sporting complex. I analyse how much money is involved there and will follow the same scenario. “My attitude is that if we get the state government to spend in our
development – I know how to make business deals work. There’s an
city – we match expenditure dollar-for-dollar – it is not a bad outcome
avalanche of people coming to see us at the moment.
for the Gold Coast. That’s the push.”
“Tourism and the construction development industry are very cyclical and we have to expand the region’s economic base. “We’re focusing on creating a broader economy and we’re going to
Mayor Tate said the Gold Coast was a very cosmopolitan city with over 28 per cent of the resident population born overseas
grow the education sector – that is research and overseas students –
and a lot of the population made up
and the health sector as the Gold Coast’s population is ageing.
of people moving north from New
“Between education and health, I’d like to see that grow by 15 to
South Wales and Victoria.
20 per cent of our workforce, and then there’s the capacity to grow
“It’s very welcoming for
the IT industry. That has almost unlimited growth potential and we
anyone coming into the city.
haven’t scratched the surface.”
Our doors are open to new
Mayor Tate said he was approaching the Queensland Government with a proposal to classify Southport as a Priority Development Area – the first PDA for the state encompassing a central business district. “The creation of a PDA would cut red tape, streamline development
people and that’s why we’ll continue to grow. “In our case, people bring their
decisions, and create capacity for jobs and developer confidence for
skills and investment
the area. This also represents an excellent opportunity to demonstrate
with them. They’re
how development can and should work alongside the light rail. The $1.4
very highly skilled and
billion project is going to be completed this time next year,” he said.
provide us with a
“To have a business district in our city will help broaden the economy and entice a shift of government departments from
high quality population.” Winter 2013 Council Manager | 45 Tom Tate
COUNCIL PROFILE
Playford – a key to Adelaide’s economic development
P
layford in Adelaide’s outer-north is
utilising manufacturing to advance the
the home of manufacturing in South
horticulture sector.
Australia – according to Mayor, Glenn Docherty – who says the city’s
challenge is to keep the sector relevant in an
see if they can be used for export in the
evolving environment.
Asian century.”
Playford is named after Sir Thomas Playford,
Earlier in 2013, the federal government
SA’s Premier from 1938-65, and the man
released an Asian Century White Paper
attributed largely responsible for the state’s
aimed at deepening ties with other countries
industrialisation. The city comprises 35 suburbs
in our region.
and is home to more than 80,000 people. “Our challenge is how manufacturing
The on-going assessment of manufacturing is a key part of the city’s 2043 Vision
changes over time and also how we continue
which also focuses on major residential
to diversify our economy, particularly as we
developments in Playford – a greenfield
are one of the few cities in Adelaide that will
development known as Buckland Park and an
experience most of the capital’s growth over
urban renewal project known as Playford Alive.
the next 30 years,” Mayor Docherty said. “We realise that manufacturing as we know it today – broad assembly type manufacturing – will most likely not exist in little more than five to 10 years time. “Our economic development team is working with the SA Government and industry groups to look at the focus of manufacturing whether it
Glenn Docherty
“We also need to make sure that we evaluate products we manufacture to
The $2 billion Buckland Park – a 25 year project – has won SA Government approval and is being developed by the Walker Corporation. The development is planned to incorporate 12,000 new housing lots, four primary schools, three neighbourhood centres, two secondary schools and employment areas for business and industry. “Seventy per cent of new greenfield
be defence or linked to
development is set to happen in Playford
horticulture. We’re home
as part of development plans for greater
to Adelaide’s food bowl in
Adelaide set out by the State Government,”
Virginia, so we should be
Mayor Docherty said.
The Playford Alive residential renewal project will cover about 930 hectares of land in the Playford North area including the Peachey Belt, Munno Para West and Andrews Farm South. It will deliver new housing, public housing upgrades, new shopping
FACTS
City of Playford
centres, proposed school sites, transport
Councillors: The elected members of Playford Council include a Mayor and 15 councillors
upgrades, parks and sporting facilities over
representing six wards across the city area.
the next 15 years.
Councillors are: Glenn Docherty (Mayor), Duncan MacMillan (Deputy Mayor), Marilyn Baker,
Mayor Docherty said ambitious plans were also being formulated for Elizabeth. “We’re looking now at Elizabeth with a
Geoff Boundy, Nick Cava, Andrew Craig, Denis Davey, Joe Frederico, Coral Gooley, Michael Joy, Dino Musolino, Julie Norris, Max O’Rielly, Adam Sherwood, Gay SmallwoodSmith, and Nick Skrob.
view to turning it into the second Central
Residential Population: more than 80,000.
Business District of Adelaide; just like
Suburbs within Playford: The city has more than 30 suburbs including Buckland Park, Craigmore,
Parramatta is to Sydney. There are real urban
Elizabeth, Munno Para, One Tree Hill, Penfield, Smithfield, Uleybury and Virginia.
renewal opportunities in Elizabeth too – it’s close to railway lines and highways and we need to make it a real driver for industry in Adelaide and in South Australia.” Mayor Docherty said council was working
He was first elected to council in 2003 at
under its Well Being Policy to overcome some
the age of 19 and won the Mayoral election in
areas of social disadvantage in Playford and
2010 at the age of 26 – the youngest Mayor
was also undertaking a Customer Satisfaction
of the City.
community which has been shown to be involved in the city’s development. “We’re pressing ahead. We know the economic centre of Adelaide is moving north and will be the home of SA’s economic drive
Survey to assess how families rated living in the
And his community involvement doesn’t
city and to develop policies to meet their needs.
end there. Mr Docherty is also the endorsed
and particularly Adelaide’s economic drive
Liberal Party candidate for the seat of Newland
into the future.
“There are some parts of Playford that have tracts of public housing which, over
at the 2014 South Australian election.
time, have gone from workers’ housing to
He said the culture and flavour of the city
welfare housing which has put people with
had changed dramatically since development
particular social issues in concentrated areas
started in the area in the 1950s.
without government assistance to help with those issues. “Small parts of Playford are involved and
“Initially it was a mainly Anglo-Saxon move to the area. Now with more and more migration we’re home to people from Europe,
city’s growth and urban renewal
Africa and South America, and the different
opportunities. We’re working with schools,
cultures have melded really well.”
universities and local social services to help
Mayor Docherty said one of his personal
give people assistance; to give them better
ambitions was to make the area’s planned
opportunities to achieve their aspirations and
sporting precinct a reality – a precinct that
employment opportunities.”
would attract elite sporting clubs. “The precinct is something that’s been
Satisfaction Survey showed that nine out
talked about for 25 years and we’ve now
of 10 people were happy or extremely happy
undertaken a master plan with the benefit
to be living in Playford and to be raising
of community consultation. We’re starting
families there.
to build on that – we have great elected
“We need to use those responses to
members in the City of Playford who are
counter any negative perceptions about
capable of strategic thinking and our plans
our city in the wider Adelaide region. The
are sure to be achieved.”
best way to improve perceptions is to have residents advocate in favour of their city.” Mayor Docherty has lived in Playford all his life. He was born at the local hospital – the hospital where he now works as a registered nurse.
their full potential.”
area and the 1970s saw Vietnamese people
the situation is changing because of the
Mayor Docherty said the Customer
“We have a role to play in making Playford, Greater Adelaide and South Australia reach
Mayor Docherty said more than 2,000 people contributed to the development of the 2043 Vision to guide the city’s future. “Two thousand individual contributions is a fantastic response – a huge vote by a Winter 2013 Council Manager | 47
Burying the Hatchet for Councillors A unique Conflict Resolution Training course designed for Councillors Niall Kennedy MMktg, Local Government Advisor At the top of every organisation is a team of people who are empowered to make important decisions. And in Local Government, Councillors have to juggle multiple perspectives and often make line ball decisions. Since you can’t please all the people all of the time, Councillors are (by the nature of their role) going to ruffle some feathers. Over time, the ruffling of feathers can fester and can morph into eternal conflict. This happens with all senior leadership teams. There is a good example happening at the moment with the Office of Public Prosecutions. The top person and the 2IC have admitted they have barely spoken for the past 3 months. Fortunately Councillors can now learn the skills to defuse disputes and influence better outcomes. Many Councillors have simply not had the training to “bury the hatchet”.And that is all it takes! Learn some new strategies and you will notice an immediate and positive difference. Councillors holding resentments and engaging in petty conflicts inhibit the effectiveness of Councillor duties. Imagine the difference, if all Councillors were functioning at a level of emotional intelligence that transcends differences of opinion and unsuccessful motions. If you have conflict between Councillors, why don’t you try this unique approach? As Woody Allen remarked “80% of success is showing up”.
If you think that you could improve the relationships between Councillors then why not give it some fair dinkum effort. Your facilitator will take you through some proven conflict resolution frameworks. Of course you will still have disagreements just without the bitter aftertaste. At the conclusion of this workshop Councillors will be able to: • Identify the different types and causes of conflicts between Councillors. • Discuss concepts without fear of ridicule. • Feel comfortable airing unpopular perspectives. • Understand how interpersonal issues snowball and cause resentment. • Understand the psychology of different personalities. • Discuss the 5 dysfunctions of elected teams. • Learn to breakdown barriers, build rapport and bury the hatchet. • Apply different conciliation approaches in conflict situations. • Agree strategies to manage future conflict. • Prepare a toolbox of resources to bring to meetings that have previously resulted in conflict. • Focus on the root cause of a conflict rather than symptomatic responses. • Discover some proven techniques to work collaboratively with different generations.
In recent years, behavioural scientists have conducted multiple conflict resolution studies within elected teams. You’ll learn to identify the type of conflict quickly and you will have proven resolution strategies at hand. This course was designed specifically for Councillors by an organisational team psychologist with over 18 years experience. Over the past 8 years Preferred Training Networks has designed, delivered and organised a variety of professional development programs for more than 2,200 LG employees and Councillors. Some LG organisations that we have worked with recently include: Bass Coast, Boroondara, Beaudesert, Brimbank, Caloundra, Casey, Fairfield, Frankston, Gladstone, Glen Innes, Hobsons Bay, Manningham, Maroondah, Nillumbik, Port Phillip, Rockhampton, Somerset Regional Sydney, Toowoomba, Wodonga, Whitehorse, Whittlesea, Yarra Ranges. Burying the Hatchet for Councillors is a training program designed by an organisational psychologist. This program can be conducted at your Civic Offices anywhere in Australia. We recommend groups of 2-5 participants with a maximum group size of 8. If you would like a quote to have this course conducted at your Civic Offices just email Deborah ddear@preftrain.com or call 1300 323 752
Burying the Hatchet for Councillors For further information about Burying the Hatchet for Councillors Contact Deborah on 1300 323 752 or email ddear@preftrain.com 48 | Council Manager Winter 2013
REINVENTING GOVERNMENT CUSTOMER SERVICE Conference 2013 June 25 & 26
The Hotel Windsor
Melbourne
PRACTICAL SOLUTIONS FOR TRANSFORMING GOVERNMENT CUSTOMER SERVICE PROCESSES AND PERFORMANCE The conference will provide the three tiers of government with practical information on key themes including: BEST PRACTICE: Gain insights into best practice in customer service and client relations, including policies and procedures NEW TECHNOLOGIES: Reinvent customer service by using technologies such as social media, CRM software and mobile CUSTOMER SATISFACTION: Manage customer expectations and complaints, and optimise the customer experience DOING MORE WITH LESS: How to improve customer service on a budget
CALL FOR SPEAKERS To be considered for program selection, please email a 100-word presentation abstract and brief bio of yourself to Kim Coverdale, Conference Convenor, at kim.coverdale@commstrat.com.au
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