FCRC Organisational Review tabled in Parliament

The document we have all been waiting for has finally been released.

Thank you to Rob Pyne: Putting Cairns First for tabling the Fraser Coast Regional Council‘s Organisational Review and Development Plan today in Qld Parliament.

The CPEM report was behind the decision to vote for the dismissal of CEO Lisa Desmond, which was carried 7 / 4 at a confidential council meeting on April 6.

Recommendations Review Feedback to the Organisation – pages 93 and 94

1. There needs to be a public thank-you from the Mayor for their commitment to improve the organisation.

2. A feedback document should be created that summarises all findings for all staff.

Councillors

3. Elected members (Mayor and Councillors) need to undergo significant training and development focused on appropriate Councillor behaviour.

This includes but is not limited to:

i. Understanding the strategic and governance role of Councillors acting as if they were a board

ii. Councillor behaviour when dealing with operational staff such that inappropriate micromanaging behaviour ceases from Councillors and allows the operational and management staff to perform their duties without inappropriate interference

iii. Councillor behaviour when dealing externally with community and/or media to ensure appropriate perception and reputation management of the organisation

4. The relationship between the Mayor, other elected members, and the CEO must be significantly addressed to minimise the current state of trauma and embarrassment within the organisation.

This should include:

i. Agreed delegated authority confirmed by Councillors as a group

ii. Agreed protocols for information sharing, communication and decision making

iii. Agreed and transparent accountability around professional conduct of both the Mayor/Councillors and CEO

CEO

5. The CEO needs to rebalance (redacted)– focus on leadership (strategy, culture and people) and management (task and function) so (redacted) significantly increase leadership behaviours and delegates typical management tasks and behaviours.

6. The CEO needs to move from a directive autocratic style of decision making towards a more consultative style of decision making thus demonstrating respect for internal expertise.

7. The CEO needs to develop a set of delegated authorities that will significantly limit. ed to get involved in day-to-day operational issues.

8. The CEO would benefit from setting up a series of clear observable and measurable KPls for senior and key staff which will obviate (redacted) to become involved in numerous meetings, conversation and decisions.

9. The CEO needs to actively increase the leadership capability of (redacted) Executive Management Team. This should include but not be limited to; i. Developing contemporary leadership competencies and behaviours ii. Developing a dynamic and interdependent leadership team

10. The CEO needs to significantly improve the clarity, transparency, and reasoning behind decisions being made.

11. The CEO needs to actively support, encourage, and drive a values based, high performance, customer centric culture that has zero tolerance for bullying, harassment, favouritism or other behaviours that reflect poorly on the integrity of the organisation.

Click here for undated, titled ‘Fraser Coast Regional Council – Organisational Review and Development Plan’ (redacted)

#transparency  #goodgovernance  #politicalnews