ceo report card 100 day response · 2020. 11. 13. · page 4 ceo re ca 100 da ree implementation...

CEO REPORT CARD100 DAY RESPONSE

CEO Report Card: 100 Day Response

Where We Are Now

EngageMayor and Council to provide overview and desired outcomes: Corporate Plan, Council’s Vision, Community Profile and highlighting outstanding issues.

Ongoing.Councillors have provided much insight into their vision for the future, back-to-basics, an open and transparent organisation delivering for the region.

Workshop with Councillors to understand regional issues and identify key stakeholders in those communities.

Ongoing collaboration, workshops and individual divisional issues have been highlighted, travelled to regions to understand community issues, ongoing reviews and community consultation.

Meet with staff in regions/workplaces to provide introductions and build relationships.

Ongoing.Have met with staff in regions, worksites, offices and held meetings and updates with managers and staff.

Develop frameworks: Governance. Introduced an evaluation process to manage projects and operations to assist in forming a view of the organisation, rescoping projects and operational deliverables in response to corporate expectations.

Develop frameworks: Reporting. Regular reporting, improvements under review.

Develop frameworks: Communication Plans.

Worked closely with governance staff, communication and marketing team to provide messaging, respond to issues, service level agreements.

Organisational Review/Gap analysis.

Ongoing.However, in the initial 100 days, critical maintenance and replacement decisions were required and implemented. Engaged McGrath Nicol to undertake procurement/contractor and cyber/ICT audit to ensure compliance. Engaged strategic staff to assist in Infrastructure, Planning and Development and Project analysis and delivery.Introduced dedicated councillor liaison role for elected members/community/staff at a governance level as part of the Office of the CEO to assist with communication, emerging issues and solutions. Partnered with QTC for an organisational overview and business improvement project.Engaged Shepherds Services to conduct Asset Management Roads, Water/ Wastewater review with the priority a full road condition assessment to map out the entire GRC road network. This assists in short and long term planning of network, staff and fleet requirements.Working closely with external agencies to respond to past and emerging issues.

To date, our staff have engaged with the change in direction and in delivering Council’s vision.

The message: Council vision is to become more proactive than reactive, with a focus on understanding who our shareholders and customers are.


Strategic ApproachImplement a strategic framework and review systems that will enable Council to develop an evidence-based view of the opportunities to establish priorities, risks and savings across their portfolio of services.

Completed

Establish a process to collect accurate data for analysis, measurement to assist in decision-making, whilst delivering on corporate and operational plans.

Completed

The planning and implementation phase will produce transparent resource allocation and priorities across the organisation.

Completed

One Team Approach will utilise knowledge and experience across the organisation to consider costs and operational effectiveness.

Completed

Specific reporting developed to ensure accountability and confidence. Completed

Provide support for Mayor and Council to identify opportunities to promote and grow the region. Completed

Gain understanding of current issues e.g., Council’s strategic and operational plans, capacity/sustainability.

Completed

Summary: The strategy framework has been developed and implemented.

Key IssuesImprove understanding of Council service delivery including asset maintenance, road and water networks, community expectations.

Developed understanding of key service delivery issues and taken initial steps to implement systems and processes.

CEO and Leadership Team to open up workforce communication channels.

Ongoing and regular updates across organisation.

Review of 2019/2020 Budget vs Actuals. Completed with identified actions including CPA Review Report.

Review of 2020/2021 Budget and progress. Completed with 2020/2021 budget adopted with monthly and quarterly reviews implemented.

Annual Report progress and completion timelines. On target.

Review of existing registers and progress:1. Strategic2. Project3. Operational

In progress. Project and operational registers reviewed, strategic register reviewed and will be revisited with Council and new Executive as part of audit and risk review. Action plans created including CPA actions.

Review delegations. Identified gaps, a complete review of all delegations and authorisations to be undertaken as part of the new structure, accountabilities and responsibilities.

Disaster Management familiarisation and preparedness; CEO and Senior Executives review Management Plan.

In progress, currently review all documentation and plans in preparation for an event, an exercise will be arranged to test the plans in collaboration with all agencies and staff.


Systems and ProcessIdentify priorities highlighted by the gap analysis which may include:

■ 2019/2020 Budget vs Actuals - exception report audit ■ 2020/2021 Budget implementation ■ How we communicate with Council, management and staff ■ How we communicate to the community ■ How we enhanced cross-departmental, regional

communication, workflows and service delivery - Development of a Corporate Knowledge Management

strategy ■ Organisational performance measurement indicators ■ Specific training for all staff working together to achieve

outcomes ■ Review of existing:

- Asset Management Plans - Financial Management Plans - Project Management - Maintenance Plans - Fleet Management (utilisation) - Infrastructure condition and capacity - Service delivery - Funding, grants and contracts, e.g. Works for Queensland,

NDRRA, RMPC, COVID-19 Recovery response - Economic Development Strategies - Tourism Development Strategies

In progress.

Under review with strategies developed as part of new structure.

Review completed. Development of new organisational deliverables is underway – this forms part of restructure, systems and resource allocation.

Continue regular contact/updates with staff to communicate priorities.

Ongoing

Provide opportunities for staff to provide feedback and initiatives for improvement.

The response to the 360-degree organisational review has been encouraging. Group, team and individual representations have been conducted which has provided a balance view of the GRC and organisational culture. I appreciate the openness of staff in their response to cultural and organisational improvement opportunities.

Progress Report as part of CEO reporting to Council. Delivered November 2020


Implementation Shared corporate vision, values and desired culture. Has been undertaken in accordance with Council’s

back-to-basics vision. Customer-focused and a whole-of-Council approach. The new Corporate Plan, Town Plan and community meetings will assist.

Develop Operational Management Plans to map out services that each department will be delivering.

In progress. Departmental process mapping and gaps analysis is underway.

Provide analysis and recommendations report on the Enterprise Wide Risk Management Review of Strategic, Operational and Project Risks.

In progress. Frameworks have been introduced in identifying gaps and subsequent treatment of risks across the organisation.

Establish Key Performance Indicators (KPIs). In partnership with QTC, developing organisation KPIs. Commenced a Business Improvement Plan.

Regular briefings with Councillors on specific issues. Ongoing

Review customer feedback functionality on Council’s website, Facebook, community forums, etc.

In progress, ongoing.

Continued visits to Council workplaces. Ongoing. Very much appreciate the response to workplace visits and open and honest dialogue with community and staff.

Identify opportunities for councillors and staff. Ongoing. Council staff present a vast array of skillsets and talent - looking forward to changes ahead, which we need to develop and support.


Executive Summary

I would like to take this opportunity to present my report to Council.

It is a privilege to lead the organisation and commit to developing a Council that is open and transparent, financially sustainable and rebuilding trust in local government.

Trust is achieved by taking a holistic view of our culture and reputation in the context of our vision for the region - demonstrating, communicating and engaging with our customers, shareholders, employees, policy and decision-makers, regulators and the community.

This plan and subsequent recommendation look at the organisation as it is, the existing culture and reputation. It has involved rigorous independent investigations and collaboration across the organisation and community.

While this review is still progressing, we have continued business as usual, with a strong focus on delivering outcomes and actioning critical works or projects.

During this time, we are also working on identifying opportunities for improvement in all components of the organisation’s systems and practices.

The change management process has identified that some reform agendas will be extensive and challenging, there will be significant investment of our time, effort and resources to integrate across the organisation.

Among the steps taken to determine these organisational needs, a 360-degree review, including engagement with councillors, staff, community, business and external agencies, was undertaken. The process was designed to ascertain perception vs reality, reputation, service delivery, resourcing and opportunity. It was apparent early in this process that Council’s financial sustainability, systems and processes were in critical need of review.

When looking to understand trust and reputation by stakeholders is was an opportunity to engage and listen. The openness of staff and community has been refreshing and there is a real opportunity to build a robust, accountable, transparent and vibrant region.

It is also clear that Council has been operating in silos. There is evidence that a more connected approach will improve communications and duplication. The introduction of a new structure, reporting lines and a robust risk management decision-making process should assist.

After the new structure has been adopted, it’s important that all staff work cooperatively during the implementation of the changes. This will ensure they have the opportunity to be involved in the process, and be an integral part of developing a professional, positive culture for the future of Gympie Regional Council.

Current systems are requiring full review as initial work has identified that existing systems are not delivering solutions, that they are instead resulting in slow processing and inhibiting organisational maturity and efficiencies.

This report summarises the first 100 days since my appointment and includes my observations and recommendations, framed within a back-to-basic’s intent and offering a new organisational structure to be introduced in stages. The first step is the recruitment of my executive team and specialist staff to assist in the change management process.

Following the establishment of the leadership team, the second stage will be allocating resources to deliver the corporate and organisational objectives. Where there is duplication, systems failure and opportunity for improvement, each will be considered and addressed.


Land for WildlifeBarter Street recycled roads

Also recommended is an open communication and information model for our Council and community. Open Gov has recently been implemented by Ipswich City Council with positive results. This system provides real-time data on Council’s performance, delivering a high level of transparency and engagement, which is recognised as requisites for trust and reputation.

Council’s financial sustainability and a back-to-basics budget approach has enabled a rethink on how we as a council, conduct business.

There is an opportunity to improve our work practices, decision making, workforce strategy, plant utilisation and asset management.

In relation to regional issues, we are open for business and it is evident that from an economic and tourism perspective there is much interest in living and investing in our region, from residential to industrial, tourism to community wellbeing.

To deliver on Council’s vision, the new structure considers the back-to-basics approach, investing in our staff and providing opportunities for operational efficiency and effectiveness.

As recommended below, I have identified three (3) directorates and three (3) specialist roles to be rolled out in step 1.

During the full three-step process, staff will continue in their roles in a business as usual approach while change management initiatives are run in parallel, transitioning into the new organisational structure.

Recommendations:

That Council approves CEO’s organisational review and structural changes.

Step 1: November/December 2020 Recruitment of senior roles and critical change

management positions: ■ Director of Corporate Financial Services ■ Director of Infrastructure Services ■ Director of Community Sustainability ■ Executive Manager Asset Facilities (new

role) ■ Human Resource Manager/Change

Management ■ Water/Wastewater Services Manager

Step 2: January/February 2021 Executives consider management structures

within their directorates.

Step 3: February/March 2021 Complete organisational structure at

operational level. Over the past 100 days, I’ve looked

closely into the organisation to identify the challenges, deficits, opportunities and strengths within it and am excited about building a sustainable and resilient Gympie Regional Council that delivers for its community.

Shane Gray Chief Executive Officer


Organisational Review: Where Are We Now?Provided below is a general summary of what has been observed, identified and actioned to date.

Governance/Risk ManagementGap analysis has identified the need for a more robust focus on governance, risk, delegations and accountability. Additionally, it has been identified there is no clear “whole of organisation” risk management approach in decision making.

There is a new opportunity to develop governance frameworks that support the promotion of efficient and accountable work practices.

Observations of culture to date indicates a tendency not to escalate issues to management or Council at critical stages, when intervention or mitigation strategies would deliver a better outcome.

This includes policies, procedures, delegations, human resources, enterprise wide risk management and procurement frameworks as a priority.

Actioned: Currently reviewing the organisation’s Governance and risk management frameworks, including reporting, transparency and accountability for decisions and accountability.

Actioned: Implemented and will continue with business improvement process to assist in identifying existing and new projects, strategic and operational decision making and organisational performance, actuals vs budget, project management and approvals.

Communications and MarketingCouncil is fortunate to have an experienced and talented team; initial observation is that we have not communicated and engaged well across the organisation. There are gaps in reporting and planning which can be addressed. There is an opportunity going forward to maximise on our internal potential for Communications, Marketing, Community Engagement, Economic Development and Tourism so as to complement the great work we are doing as an organisation.

Information Services/Records ManagementWe have a dedicated and committed staff managing our information management system, however there is a lack of buy-in across the organisation in relation to recordkeeping from a governance perspective. Systems and processes across departments need to improve, and there is an opportunity to transition to digital information management, integration and compliance.

Quality data for Right to Information, Privacy Act and Governance purposes is a key outcome from this organisational review. Information management is a whole-of-Council priority.


Disaster ManagementA lack of organisational-wide focus in relation to disaster management is evident, especially in peace-time settings. Council’s disaster management is of concern as it appears that limited planning has been carried out to date in preparation for the coming season. I can confirm disaster management planning is currently being reviewed and updated as required.

Asset ManagementAsset Management does not appear to have a whole-of-Council approach; departments work in isolation, both short and long-term planning needs to be reviewed. Staff are working independently in their area of expertise, however the approach to asset management indicates we are reactive, not proactive, with limited long-term approach based on condition assessment and financial modelling.

In my initial view, resource allocation and improved systems and technology would assist the process, such as Facilities, Commercial Entities, Water, Wastewater, Waste and Roads all needs to be reviewed.

Actioned: 1. Completed a whole of region

condition assessment of Council’s road networks.

2. Commenced condition assessment of Water and Wastewater networks.

3. Responded to critical asset issues such as Water and Wastewater failures or oversights due to maintenance or replacement scheduling.

4. Partnered with QTC to analyse.

Asset Management Framework will provide: ■ Strategic Planning (Corporate and Operational Planning) ■ Budgeting ■ Annual and Other Reporting ■ Asset Management Policy ■ Asset Management Strategy ■ Asset Management Plans ■ Governance and Management of Assets ■ Levels of Service ■ Data and Systems for Management of Assets ■ Skills and Process for Management of Assets ■ Evaluation of Asset Management.

The assessment will deliver a roadmap of priorities and a strategy for imbedding asset management into all the areas of Council’s operations.


Corporate and Financial ServicesThe finance function, with support of other departments, has performed well in rebuilding the chart of accounts, reporting and accountability. It is also noticeable the commitment and effort in business as usual, while completing end of year financial reporting and audit. Statements have been completed and signed off in the required timeframes.

There is still work to be done in this area, technology and processes require ongoing review.

It is generally agreed that improvements are still required to deliver a clear organisational focus on long term financial and community sustainably.

CPA report identified a need for a robust, whole-of-organisation, asset management plan, capital and maintenance program.

Council has partnered with QTC on a business improvement project, and work has already commenced with key deliverables identified. A progress report and key milestones will be workshopped with Council.

Actioned: Needing attention is debt recovery for cash flow, focus on outstanding rates and charges currently at 18 per cent. The benchmark should be around three per cent, therefore a significant review on debt recovery required.

Actioned: Financial Accountant and Asset Accountant positions are currently being advertised.

Actioned: QTC engaged to partner with Council to provide business improvement program.

Project Management Project management framework implemented at both strategic and operational level.

It was clear work was required in the identification and scoping of budget and operational deliverables, capital and operation commitments had limited scope and planning.

Internal and departmental reporting including project analysis was introduced to understand project budget vs actuals.

A number of projects have been re-evaluated, prioritised and commenced.

Actioned: Evaluation and decision-making process implemented for project management with a focus on accountability and delivery within timelines and budget.

Procurement /Contracts/Contractor ManagementIdentified through gap analysis, there is opportunity to improve governance framework.

A more detailed process required around procurement and probity plans, gaps in reporting against policy and procedures.

In relation to procurement, contracts and preferred supplier arrangements have no clear process that I could identify.

Council departments appear to operate independently in this space; a centralised model from a governance perspective is recommended going forward in new structure.

Actioned: Engaged McGrath Nicol to undertake an audit of our procurement/probity/contracts.


Fleet ManagementNo identifiable focus on fleet utilisation and business needs.

Heavy plant not aligned to works program.

Light fleet - vehicles utilisation to be reviewed in relation to business needs.

Fleet management strategy needs to be developed, cost savings to be identified in rationalisation of fleet, business needs, reduction of FBT and appropriate organisational fit for plant and machinery to deliver programs.

Human Resource Management and Organisational DevelopmentInitial observations are that the HR and Organisational Development departments appear to have been reactive to and frustrated by significant organisational change with limited support from management. There is clearly an opportunity for systems analysis and reporting, technology improvements to streamline processes.

There is an opportunity to benchmark Council with best practice models.

As systems and processing are predominately manual with limited integration across the organisation, it is recommended that this area is prioritised.

Key focus is on opportunities for staff to improve career path, succession planning and updating skills. Additionally a review of our WHS Safety Management Systems, with intention to be on the ground working with staff and departments to implement across the organisation.

Action: Opportunity to improve with a collective approach to technology, integration, organisational change management and support.

ICT/Organisation DeliverablesGap analysis has identified need for improved systems in these areas.

I would highlight we have a talented workforce with many skills; they are committed and have identified a number of solutions. From an organisational perspective, there is opportunity to evaluate the business needs of Council, reduce the software applications to an integrated model.

Under review is the evaluation of hardware and software needs. Current software applications across all departments are significant and there is a large workload in data analytics, integration and maintenance of existing hardware and software. There is an opportunity to review and potentially seek expressions of interest from the market for an organisational solution.

The Audit and Risk Management Committee identified issues and engaged an independent review, currently undertaken.


To provide a whole-of-organisation approach, McGrath Nicol was engaged to complete a cyber and ICT review as part of a broader engagement, which also looked at procurement and contracts/contractors.

I also anticipate where hardware and technology is managed across different departments there will be change, for example CCTV camera’s and monitoring, SCADA network systems should be centralised and managed.

As a priority there is need to improve the use of systems to reduce the amount of manual processing across the organisation.

Properties and FacilitiesObservations to date are there is a clear gap in the management functionality/accountability of Council facilities and property.

Subject to a number of changes at executive management level and other staffing movements, this area currently has no clear reporting lines, allocated roles and responsibilities and ownership of decisions. Staff are committed to delivering efficient and effective service for their customers but currently don’t have adequate support networks to fully service organisational needs.

Issues have been identified as part of the review with intervention required to deliver solutions.

Two examples of specific projects and maintenance issues:

■ Goomeri Pool upgradeThere appeared to be a lack of intent to resolve, possibly due to funding, resourcing or decision making. Onsite visit provided the opportunity to map the project from closure of the pool in October 2019, emptying of pool in February 2020 and no clear project management and repair timelines. Intervention and delegation of project management has assisted in resolving project gaps, and as a result the pool should be commissioned ready for use within budget, December 2020. From a Council and community perspective this is a good outcome.

■ Gympie SaleyardsMaintenance and public safety issues were identified following a visit early in July. Funding had been sourced from W4QLD for upgrades and included additional maintenance works. A meeting with stakeholders provided a priority list. While not clear on previous Council’s intent, a saleyards strategic document was provided which outlined options for future saleyards precinct. However, in the short-term, immediate rectification has been commissioned and Council will have the opportunity as part of the long-term planning to consider options.

Action: Engaged McGrath Nicol to provide audit and review of ICT functionality and cyber resilience.


Economic and Community DevelopmentWith changes to management and staff there is an opportunity to review.

Community Learning and Engagement (Libraries, Customer Service, etc.) has an important role within our communities. As a community hub, the library provides a valuable meeting place for our community, how we deliver services and new opportunities is currently under review.

I would like to acknowledge the dedication and efforts our staff are making in responding to the needs of our community.

Gympie FuturesDue to staff changes, this function can be reviewed to better understand and deliver our regional needs going forward. Tourism has been restricted by COVID-19, however with the easing of restrictions, our domestic tourism market has been exceptional. There is an opportunity to bring together our regional groups to build a strong, dedicated model for the future.

In addition, Economic Development, Tourism, Communications and Marketing and a focus on sustainable growth will be an exciting time moving into 2021. There is already much interest and potential in this region being residential, industrial and tourism opportunities.

Infrastructure Services

Civil Works

Observations to date indicate we have capability; however it appears to be more reactive than proactive.

There is no apparent long-term program for maintenance of critical infrastructure. There was no clear planned gravel and sealed roads maintenance program over the past years, therefore an opportunity exists for Council to establish an efficient road program to ensure that our standard of road maintenance and capital replacement meets community expectations.

The next step is to allocate regional programs, plant and machinery utilisation and a workforce strategy in accordance with our back-to-basics corporate objectives.

From an organisational perspective, our staff have continued the business as usual approach and working collaboratively to improve service delivery.

Actioned: Engaged Shepherd Services in partnership with staff to complete a condition assessment of all GRC road networks which will assist in developing and prioritising our short and long term plans and schedules.


Water/Wastewater Services

Initial observations show a siloed department, no clear linkages to other infrastructure services and historical reputational challenges in both community and Council. There has been a disconnect between departments, staff vs contractors issues and appeared to be a reactive not proactive focus. No clear asset management and maintenance planning was evident.

Emergency works were needed to address critical issues, site visits identified maintenance and replacement issues, including WHS and operational concerns.

Was not clear if the SCADA system was effective and potentially exposed Council and community to significant issues across the network.

The Water/Wastewater Services experienced significant change in recent months with a movement with management, emerging issues, critical maintenance and failures across the networks.

A special mention to our staff who took the opportunity to work together in finding solutions, focus on delivering for the community and embracing change. Their customer focus at all levels has been refreshing and I appreciate their efforts in working with management and the community.

Actioned: In progress identifying critical maintenance of infrastructure and resolving.

Actioned: Developing asset management plans and conducting valuations.

Amalgamation of Infrastructure Services – Civil/Design/ Water/Wastewater Services

Key infrastructure sections are currently operating from separate offices therefore Water/Wastewater Services office staff will be relocated from Wesley Hall to John Street Depot. It makes sense to have all of the Infrastructure Services at the same location, and will require an assessment of office space, depot buildings, council vehicles and staff parking, etc. and will most likely require some portable buildings in the short term.

The Parks and Gardens function will also move to Infrastructure Services.

It is suggested that in establishing the new structure, clear lines of communication and responsibility are initiated between departments and sections and that all Council infrastructure is subject to short and long term asset management plans. It’s planned that this will occur over upcoming months as accommodation issues are clarified.


Regional Focus

The vision is for two regional areas, being Kilkivan and Tin Can Bay/ Cooloola Cove/Rainbow Beach, to have a depot at each area to cater for parks, road maintenance and plumbing all operating as separate entities, similar to Gympie. It is suggested that a multi-skilled depot be set up at each of the two locations combining parks, road maintenance, plumbing, etc.

This will lead to more efficient operations and give a better response time to outlying areas by having one coordinated multi-skilled team located at each depot. Depots will have the necessary resources, plant and equipment to provide efficient and effective service delivery.

Planning, Development and Environmental and Regulatory Services

Compliance, Environmental and Regulatory Services

Regulatory Services, Environmental Health and Compliance officers, in my view, are dedicated to delivering an efficient and effective service to the community. However, the systems and processes are predominately manual, reporting lines are not clear and there is an opportunity to revisit roles and responsibilities, technology, delegations and reporting.

We are fortunate to have a diverse and skilled workforce who have taken the opportunity to engage with me and offer their insights.

Planning, Building and Plumbing Services

Initial observations indicate we have a dedicated and committed staff who are passionate about their departments. There is evidence of historical reputational challenges from and between community and Council. A disconnect between departments, and relationships between staff and stakeholders have also been identified and subject to review.

It is understandable from a compliance and approval perspective there will be disagreements, therefore to form a balanced view, a number of files have been reviewed, including the complaints management system.

It is clear there is an opportunity to improve systems and processes, and the use of technology to improve DAs and BAs is critical to reduce the manual workloads on staff. As a priority, the implementation of a technology solution will be a welcome change to workflows within the organisation and streamline application to approval process.

A business-needs analysis will be undertaken as part of the new organisational structure.

Actioned: A review of the services Council is required to provide versus the additional services offered.


Current Planning Scheme

Observations are that the current Planning Scheme has created some impediments in assessment, increased workloads and approvals. Council and community would both benefit from improved lodgement and assessment processes including technology upgrades, online BAs and DAs and digital flowcharts. Current processes and systems can be improved to reduce manual intervention.

The town plan is currently under review and there is a need to approach the process with a clear plan that defines roles, responsibilities and timelines. The intention is to deliver the bulk of the new town plan process in-house and reduce the reliance on consultants. It is anticipated that early engagement with Councillors and all departments will provide input for ongoing decisions made through application of the new scheme.

The elected Council will be given a lead role on the planning scheme to ensure that there is not a repeat of the “good intentions, different outcomes” results, such as the impact of the TLPI.

Policy should be developed that reflects how Council would like the current scheme applied until the new scheme is rolled out, which may alleviate some of the frustrations currently being felt by community, staff and developers.

The new scheme will give clear direction and should be aligned to provide a risk-managed approach to development that delivers the a workable plan supported by the community to Gympie Regional Council. It will also support the opportunities and growth this region will attract as already experienced in recent months.

Council’s Commercial Enterprises

Rattler Railway Company

There is no short-term solution to the viability and sustainability of the Council-owned Rattler Railway Company (RRC) until a robust review has been undertaken.

Currently, Council has requested the RRC to seek clarification from the Australian Taxation Office regarding the status of Job Keeper in relation to ownership and responsibilities.

Council is currently working through a number of issues with external parties to seek opinions around ownership and viability.

At this stage there appears to be a gap in RRC’s reporting of incidents to Council, some clarification around guidelines and ownership will assist in forming an opinion.

To date, Council has limited oversight over the operations, and this will be addressed following reviews.


Recommendations – Future DirectionsGympie Regional Council Organisational Structure

CEOExecutive Manager

Facilities | Property | Special ProjectsCommercial Entities | Maintenance

DirectorCorporate/Finance

DirectorCommunity Sustainability

DirectorInfrastructure

Financial Services | CFORates & Property | Legal Services

Asset Management Lead | ICTInformation Services | Libraries

Procurement/Stores | FleetCorporate Reporting | Payroll

Customer ServicesArts, Community & Culture

Planning Services: Strategic, DAs, Environment

Regulatory Services Community ServicesBuilding & PlumbingWaste Management

Lands ProtectionCompliance | Cemeteries

Civil Services | DesignWorkshop | Parks & GardensAsset Management – DeliveryInfrastructure Services: Roads,

Major Projects, Water, WastewaterRegional Depots/Work Groups

Office of the MayorOffice of the CEOCouncil Liaison

Governance/Risk | Internal Audit Disaster Management | WHS

HR/Change Management Business Improvement | ProbityCommunications and Marketing

Economic Development | TourismCommunity Engagement

Council


Executive ManagerFacilities & Property

Step 1: Appointment of Executive Manager

Step 2: Potential Unit Structure

Functional Areas

Principal Project Coordinator

Capital/Opex Funded Program

Building & FacilityTechnical Data

Acquisition & MaintenanceProgram Development

Asset & FacilityServices

Project Officer

Project Officer

Facilities ServicesOfficer

Works Supervisor

Plumbing & Drainage

Carpentry & Utility

Admin Support Officer

Electrician

Program Support Coordinator

Electrical/HVAC Maintenance Coordinator

Asset/Facilities Services

Coordinator

Recommendations:

That Council approves CEO’s organisational review and structural changes.

Step 1: November/December 2020 Recruitment of senior roles and critical change

management positions: ■ Director of Corporate Financial Services ■ Director of Infrastructure Services ■ Director of Community Sustainability ■ Executive Manager Asset Facilities ■ Human Resource Manager/Change Management ■ Water/Wastewater Services Manager.

Step 2: January/February 2021 Executives consider management structures within

their directorates.

Step 3: February/March 2021 Complete organisational structure.


Overview of New Positions

Executive Manager Asset Facilities Property & Projects

It is recommended that an ‘Asset Lead’ structure adopts a ‘Landlord/Tenant’ model. This position is a critical functional role.

Asset ownership or custodianship is managed from a single team being Asset and Facility Management, that is responsible for ensuring age and condition of assets and funding to achieve a desired level of building standard.

For example, libraries and the art gallery and community (“the tenants”) related teams providing community services, would continue to serve the community with line management responsibility in the Corporate Finance directorate. They would be responsible for reporting unplanned maintenance and manage their OPEX budget (resources, community programs light and power etc.), that is being a ‘good’ tenant, as any business would be under a commercial lease arrangement.

Deliverables of New Role: ■ Strong focus required on developing a Facilities

Management capability and culture to maintain the current asset base;

■ Align the team structure to deliver services (Planned and Unplanned) including: - (New) Electrical and HVAC services Lead/

Coordinator and electrician (third year apprentice or higher);

- Internal Plumbing Team; - Carpentry/Utility Team.

■ Potential to reallocate key staff from various departments to provide them with opportunities to use existing skills or develop new learning opportunities

■ Identify projects which become a function of facilities management, rather than chasing projects at the expense of good facilities management practices. (The Goomeri Pool is a good example of this type of ideology. Before and after photo’s attached.)

The Asset and Facilities Services Coordinator will require a strong lease/management agreement understanding to ensure the facilities management effort and cost for providing the service is budgeted accordingly and managed.

Leases and Management Agreements (MAs) are critical Governance functions with business inputs/decisions as they apply. This is recommended to sit within the Office of the CEO as a centralised function to be a single point of reference, ensuring standardised management of Council lease conditions and registration across lessees, community groups the state etc.

The Governance team would also be the advisory service for the execution of building contracts and other commercial arrangements as Council’s capability is developed.

The Project Management capability is a more complex proposition, as it currently spans several business units. Officers acting as project managers may not have the requisite skills and experience to fully appreciate the complexities that apply to delivering a good project.

The Funding Officer position should report to a position that is accountable for capital program management and act as a gateway (single point for advice and application management and reporting) to achieve funding approved by the Capital Program Manager, and then the CEO.

From my observations to date, there is immediate value to assembling a high performing project team that is experienced and skilled in delivering a wide range of infrastructure and community programs. This will further be developed from a robust asset condition assessment and facilities management process that will prioritise critical projects and assets renewal opportunities.

The Project Management team would be ideally supported by a Program Support Officer and an appropriately resourced procurement function (under Corporate/Finance) led by a Procurement Coordinator.


An asset-led approach is an effective methodology to plan for and deliver good asset infrastructure across Council and Community, Water/Wastewater Services, Building and Facilities and Fleet Services, which will inform the OPEX/CAPEX budget and required resourcing.

HR Change Management Role. Due to current and upcoming organisational changes, I believe it’s important to bring in expertise in HR Change Management to alleviate the pressures of organisational change on existing staff. The purpose of the role will be to advise the Executive Management Team on appropriate strategies for managing future organisational development, industrial relations issues and strategic workforce management.

Water/Wastewater Services Manager. Due to organisational change, the emerging legacy and long-term maintenance and capital replacement programs, there will be significant demands on water and wastewater delivery, therefore it is important to provide expertise in management to alleviate the pressures on existing staff. The purpose of the role will be to advise the Executive Management Team on strategies for managing current issues and planning for future growth across the region.

Gympie Regional Council1300 307 800 2 Caledonian Hill (PO Box 155) Gympie QLD 4570gympie.qld.gov.au

ceo report card 100 day response · 2020. 11. 13. · page 4 ceo re ca 100 da ree implementation...

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