Wednesday 26 October 2011
Yuleba Administration Centre
NOTICE OF MEETING
Date: 24 October 2011
Mayor: Councillor R S Loughnan
Deputy Mayor: Councillor T G Hartley
Councillors: Councillor J P Bartels
Councillor J L Chambers
Councillor R J Denton
Councillor W M Newman
Councillor M L Price
Councillor W S Wason
Councillor J S Watson
Chief Executive Officer: Mr Paul Bawden
Senior Management: Mr Tony Klein (Director Community Services)
Mr Matthew McGoldrick (Director Corporate Services)
Mr Stephen Mow (Acting Director Operations)
Mr Rob Hayward (Director Planning & Environment)
Officers: Ms Jane Frith (Corporate Communications Officer)
Please find attached agenda for the General Meeting to be held at the Yuleba Administration Centre on October 26, 2011 at 9.00AM.
Chief Executive Officer
TABLE OF CONTENTS
L Late Items
L.1 Management Initiatives
Prepared by: Paul Bawden, Chief Executive Officer
Attachment : Existing Organisational Chart & Proposed Organisational Chart
Meeting: General 26 October 2011
Date: 18 October 2011
Item Number: L.1
File Number: D11/30677
Subject Heading: Management Initiatives
Classification: Open Access
Name of Applicant:
Author & Officer’s Title: Paul Bawden, Chief Executive Officer
The purpose of this report is to provide advice and an understanding of current initiatives being pursued with staff to improve operations and management. One of the matters relates to the organisational structure and as such needs to be endorsed by Council.
That Council note the proposed initiatives in the areas of communication and attraction/retention and endorse the revised organisational structure.
Body of Report:
Through dialogue with Councillors, staff and external stakeholder’s two key areas for immediate attention have been indentified, being:
· How to ensure working at Maranoa can be as satisfying as possible, in particular highlighting:
- Communication & recognition
- Retention & recruitment
· Opportunities to achieve a more effective organisational structure.
The approach has included consultation with staff within the organisation.
Communication & Recognition
Following consultation it is proposed to address the following initiatives at the organisational level to improve communication and recognition:
· Establish a staff consultative committee to encourage earlier dialogue and input to policy and operational changes.
· Establish an organisational newsletter that can outline key decisions, impacts of changes in legislation, contracts and staffing. It can also encourage personal news to be communicated.
· More formalised approach to team meetings to ensure a regular flow of information both up and down through the organisation.
· Stronger focus on recognition which includes both formal awards but also more spontaneous feedback on the contribution of staff members.
· Support for social events and gatherings that can bond staff often working in high demanding roles.
· Provision of at least six monthly “State of Play” presentations from CEO or Director to each work group within the organisation and its performance.
Retention and Recruitment
The Council is common with other local governments across the “resources” belt of Queensland in facing challenges in staff retention and recruitment. It is recognised that there is a need to focus first on retention and then improve our attraction within the employment market.
Work is well advanced on a new “Staff Retention and Attraction Policy” which will be reported to Council together with an action/implementation plan. This is addressing such matters as:
· Scope to better address professional development/ succession planning
· Opportunities to further support a healthy work/life balance
· Flexibility in remuneration arrangements
· Opportunities to improve access to housing with a priority on new positions.
Some aspects my necessitate an increased investment from Council, and would be addressed as part of the budget cycle.
In response to the loss of several key staff and a number of more general limitations with the current structure, a high level review of the organisation has been undertaken. In describing individual aspects three higher levels of the structure are referenced as CEO/Directorate/Departments.
The key matters are detailed as follows:
Breadth of Operations Directorate:
With over 60% of staff and 70% of expenditure, concerns have been raised over its ability to manage the responsibilities and projects. In addition one of the current departments (General Operations) has had responsibility for 80% of the directorate staff and a similar proportion of non-contract expenditure.
The proposed approach includes the following principle changes:
Commercial Activities (Airport, Saleyards, Quarry): to be moved from the Operations Directorate due to stronger focus on financial outcomes and with interim reporting directly to CEO.
General Operations Department: divide to become two distinct departments, one with focus on construction & maintenance and the other on utilities & waste. This also reflects the increasing expectations for centralisation in service delivery – particularly in the supply of water and sewerage.
Technical Services and Special Projects Department: Realign to become Engineering Services better reflecting its current key responsibilities for asset management together with leadership of the capital works program and GIS.
It is additionally proposed to include Plant due to the important link to support other programs.
Maintenance: Currently maintenance is split between roads/drainage/open space with Operations and building in the Corporate Directorate. To provide a seamless service for the community and clear responsibilities it is proposed that all areas are within the new Construction & Maintenance Department.
Flood Recovery: Due to the scale of expenditure and limited period to complete works (by June 2013), this area is to report to the Director.
Directorate name: Change from Operations to Infrastructure that better defines its core roles.
The following more minor revisions are also proposed:
Waste & Utilities: Reflecting increased expectations for sustainable waste management and environmental performance it is proposed that a strategy/policy lead be taken by the Planning & Environment Directorate (with day to day management being with Utilities & Waste).
Operational Performance Unit: To be brought to a more central location within the organisation – reporting as part of Planning & Environment Directorate. With need to ensure development of stronger business principles and culture of continuous improvement, the Unit will be more important into the future. It will retain economic development that has a fit with the Directorates town planning role.
Stores: While previously in Operations there are strong synergies to the Corporate Directorate in the purchasing of materials/supplies. This is a common fit within many other Councils.
Grants: There is expected to be an increasingly important role for Council to selectively pursue grant opportunities. Currently this is undertaken at a responsibility level in a number of departments. It is proposed that this role be coordinated by the Community Services Directorate due to the level of experience, ability to monitor opportunities and ensure consistent advice.
There are two areas where there has been general support, but some further works are needed on the details. This can be achieved through short term task groups addressing:
Area Management: The Council has strongly endorsed a network of offices and depots in the smaller towns, however there is not a clear role to ensure coordinated responses. There is scope to identify a lead person who could be Community Development Officer in each town to ensure requests are addressed and that is proactive monitoring of local issues.
Customer and Library Services: A number of common elements can be identified in the roles and there is an opportunity to bring together common front line services to the community. It can ensure increased spread of hours for community contacts and better utilisation of staff resources. There is a strong case to bring them together as part of the Community Services Directorate. Over time this can encourage multi-skilling and links to changes in the management of information and services.
While not a structural matter, the review has identified a need to address the accommodation arrangements at Roma Depot. The premises accommodate the outside staff from the former Bungil Shire and Roma Town Council, however over time the group have not been fully integrated with the latter, still utilising former shipping containers for storage and amenities. An alternate approach will be developed and referred for consideration with the 2012/13 budget.
On the basis of Council support for the revised structure it is proposed that the arrangement become operational from 23 November, 2011 which will allow for existing plans and procedures to be updated. There will also be a need to finalise recruitment to the two vacant Manager positions (Construction & Maintenance and Commercial Activities)
The proposed organisational structure will not result in any changes in staffing numbers.
In the development of initiatives there has been consultation with staff, Councillors and Officers.
Risk Assessment (Legal, Financial, Political etc.):
The changes would influence Customer Service and responsiveness of the organization.
There are no significant policy issues.
Financial Resource Implications:
The changes would be cost neutral.
Link to Corporate Plan:
Corporate Plan 2009-2013 — 8.1.1(a) To undertake all governance functions and activities in a professional manner promoting corporate ethics and integrity and informed decision making practices so as foster an operating environment advocating fairness, equity and consistency.
Existing Organisational Chart & Proposed Organisational Chart