CITY OF GREATER GEELONG
ADMINISTRATORS’ QUARTERLY REPORT TO THE MINISTER FOR LOCAL GOVERNMENT
DECEMBER 2016
THIS REPORT ADDRESSES THE EIGHT RECOMMENDATIONS OF THE COMMISSION OF INQUIRY INTO GREATER GEELONG CITY COUNCIL THAT ARE WITHIN THE CONTROL OF THE CITY OF GREATER GEELONG.
Contents
Recommendations3
Commission of Inquiry:Recommendation24
People & Leadership4
Management5
Relationships6
Governance6
Commission of Inquiry:Recommendation37
Commission of Inquiry:Recommendation49
Commission of Inquiry:Recommendation59
Commission of Inquiry:Recommendation79
Commission of Inquiry:Recommendation910
Commission of Inquiry:Recommendation1110
Commission of Inquiry:Recommendation1210
Highlights11
Administrators’ presence inthecommunity13
StaffEngagement14
Businessas Usual14
CommunityPresentations15
OtherMeetings15
Recommendations
The Commission recommended that:
1. Greater Geelong City Council be dismissed and Administrators appointed to perform the powers, functions and duties of the Council until a new Council is elected.
8. The positions of Mayor and Deputy Mayor both be directly elected to strengthen support to
the Mayor and enable a greater sharing of the workloads of office.
10.The accountability provisions of the Local Government Act be strengthened through the insertion of provisionsto:
▪make it a responsibility of the chief executive officer to liaise with the mayor on the organisation’s affairs andperformance;and
▪establish a reciprocal obligation by councillors to work constructively with the Mayor to establish good working relationships and good governance of the Council;and
▪enable the removal of individual councillors, including the mayor, for reasons and in a manner similar to the existing provisions in the Act for the removal of allcouncillors.
6.The individual Councillor ward electoral system be replaced with multi-councillor wards to share representativeresponsibilities.
Note - only recommendations shaded are within the control of the City of GreaterGeelongAdministrators3
Under the leadership of Kelvin Spiller, CEO, the foundations of a high performing organisation are now being built.
The top 100 leaders have participated in establishing a desired state and success milestones for December 2016 through to June 2017 and June 2018.
The transformation program provides a roadmap on how we will achieve:
Æ a healthy culture, with a focus on clear purpose, values and positive duty for all staff
Æ strong leadership and management capabilities
Æ robust financial planning, management and reporting
Æ investment in ICT services and asset management as enablers of the strategy, and
Æ the right environment for the successful return to an elected council.
The transformation program, led by the Executive Leadership Team, is leveraging the capability and commitmentofseniorleadersacrosstheorganisation and achieving a high degree of engagement with all levels of management andstaff.
An active engagement program is underway which includes Senior Leadership Team forums, Joint Coordinators’ Group forums, CEO quarterly face-to-face updates to staff, weekly workplace culture newsletters and CEO weekly bulletins.
People Leadership
Æ The organisation has adopted the new purpose and values (launched 29 July 2016), and these are being embedded to ensure that
all interactions with our community and all decisions to recruit, select, manageand
evaluate staff are based on our purpose and values. This is supported by a values tool kit to guide team conversations.
Æ The Staff Code of Conduct has been updated by Susan Halliday in consultation with the Staff Relations Consultative Committee to reflect contemporary standards and practice. The
new Code will be rolled out with an education program over coming months.
Æ The exit interview process has been remodelled to capture trend data and themes.
Æ Mental health awareness workshops are being offered for all people leaders and employees. This comprehensive education program is facilitated by Beyond Blue, and to date 160 people leaders have participated. There are 8 sessions scheduled for employees duringDecember.
Æ Development of leadership capacity continues.
This includes:
▪A new approach involving active learning principles applied to the transformation program. Monthly sessions bring together senior leaders (and quarterly with coordinators) to test and provide input to transformationprojects.
▪A program of 360 degree feedback will begin in February 2017 for the Executive and Senior LeadershipTeam.
▪Identified capability gaps are being addressed throughtargetedtrainingfortheExecutiveTeam and Senior Leaders. Training includes a 1 day culture intensive workshop and presentation requirements for localgovernment.
▪A new coordinator program has been established to build and enhance leadership capability. By the end of 2017 more than 60 coordinators will have beenthrough
the intensive 10 month program. Modules include performance management, workplace resilience, strategic thinking, influencing skills, and systems thinking.
Æ The concept of positive duty is embedded in induction programs, performance review and performance management systems, corporate training programs and internal communications. A positive duty plan is being developed in accordance with the Equal Opportunity Act.
Æ The Employee Opinion Survey results (completed in August) are being used bypeople leaders to develop improvement action plans for their areas of business and for facilitated discussion within teams. HR Business Partners are working collaboratively to consult on action plans asrequired.
Æ The employee contact officer system involves employeeswhoaretrainedtoidentifyandprovide intervention and prevention suggestions on issues such as harassment and discrimination. The systemhasbeenfullyreviewed,and7newofficers havebeenrecruitedandarebeingtrainedbythe Victorian Equal Opportunity and Human Rights Commission.Tobuildcapability,employeecontact officers will also be trained in mental health first aid.Thisisbeingcommunicatedtoallstaff.
Æ The Victorian Equal Opportunity Commission has been engaged to undertake a diversity and inclusion audit to enable the development of a targeted diversity strategy for the organisation.
Æ A Gender Pay Equity Report is complete. Stage 2 will involve the development of a Gender Pay Equity Strategy to address the findings of the report.
Æ 2,721 employees will take part in a new compliance suite of training. The online learning portal has been relaunched
16 December with 8 modules:
▪Bullying andharassment
▪Equalopportunity
▪National information privacyawareness
▪Victorian Charter of Human Rights and Responsibilities
▪Social/digital media and theworkplace
▪Fraudandcorruptionawarenessandprevention
▪Manualhandling
▪Occupational health and safetyfundamentals
Employees who do not have online access will participate in face-to-face training throughout 2017.
Æ The representation of women in senior roles is increasing. The graph below shows the positive change from March to October 2016.
Management
Æ A realignment of the organisation’s structure is underway. The new structure provides a much stronger focus on governance, risk management and audit as well as strategic/ operational financial management and Continuous Improvement.
Æ Recruitment is underway for the revised role of Director Finance & Strategy. This role will
focus on the strategic financial leadership of the organisation with responsibility for the areas
of Financial Services, Digital Information & Technology, Strategy & Program Performance and Property & Procurement.
Æ Implementation has begun on the recommendations of the Ernst Young strategic financial review. This work is aimed at achieving a fully integrated approach to financial and business planning using a 20-30 year time frame for analysing costs and investment outcomes.
There is action underway to improve reporting, management of debt, asset planning, financial cultural discipline and to use VAGO indicators for monitoring overall financial performance.
Æ The 2017-18 Budget process has been reviewed and is underway with planned adoption of enduring budget objectives. There has been a decision to develop a single community grants program with transparent criteria and an expert assessment process. The grants program will be developed next year.
Æ The review by Deloitte of ICT found significant under-investment and the need for a more strategic approach, including the development of an ICT strategy. The 12 recommendations have been mapped and costed over a two year period.
Relationships
Æ The re-introduction of the bi-monthly community newsletter, Community Update, has been well received
with the second edition (and 2017 calendar) delivered to 109,000
households in early December.
Æ The Chair Administrator writes a monthly column in the Geelong Advertiser to raise awareness about issues facing Geelong, elements of successful cities and progress of the Our Futureproject.
Æ A process for the consideration of community views in matters for decisions which are the responsibility of the Planning Minister has been proposed to the Planning Minister.
Æ Partnership is key to the successful revitalisation of central Geelong and there are regular productive and positive meetings with the Geelong Authority and DELWP to progress the State Government’s Revitalising Central Geelong Action Plan. A current priority is planning for improvements for Johnstone Park which, as the most significant park in the CBD, has an important role in supporting a growing population of residents and workers.
Æ There is good progress on the Moolap Coastal Strategic Framework Plan which plans for the long term use of land that includes the site of the former Alcoa Point Henry operations and Cheetham salt works. CoGG is working with DELWP and key stakeholders including Alcoa,
Winchester, Dow, Port of Geelong and the Geelong Environment Council.
Æ The community and business leaders weekly lunch meetings are continuing. They provide an opportunityforcityleaderstojointheAdministrators and CEO for a round table discussion about issues facing the city and the role of the City of Greater Geelong. Themed round table discussions over the past three months have included leaders from the health, developer, community, sport, industrial, IT, business,research,educationandtourismsectorsas well as key generalstakeholders.
Æ Monthly community engagement meetings in local areas will continue in 2017, allowing the Administrators and executive leadership team to hear concerns and views of residents. Meetings over the last three months were well attended and heldat:
▪Grovedale 21September
▪Norlane 18October
▪Barwon Heads 16 November
Æ The Chair Administrator and CEO participated in an advocacy visit to Parliament House, Canberra (29 November) as part of the Fed Cats delegation organised by the Committee for Geelong and Chamber of Commerce. The aim of the trip was to raise awareness of the needs of Geelong including the need to focus on small business and invest in criticalinfrastructure.
Governance
Æ A new position of Senior Manager Legal Services & Governance has been created to lead and strengthen our compliance, legal, governance and audit functions, including Council business and Councillor support.
Recruitment is underway.
Æ A review of the Audit Advisory Committee terms of reference has followed an earlier review of the composition of the Committee and two new external appointments (including the Chair) to strengthen expertise andgovernance.
Æ An internal audit service provider has been selected from a competitive field of 10 tenders to develop and significantly increase the internal audit program. This arrangement comes into effect in December 2016.
Æ We have written to all employees about the key parts of the Protected Disclosure Act 2012 with a guide to what is improper or corrupt conduct and how to lodge an allegation with our Protected Disclosure Coordinator. Training is incorporated in the new compliance modules launched 16December.
Æ A plan is being developed for the Return of Council to ensure the organisation is ready for an elected Council in October 2017. It articulates roles and responsibilities and a decision making framework.
Æ Proposals for civic leadership programs to develop community skills and knowledge of council governance and leadership
responsibilities will be reviewed in the new year.
Stage one engagement for the Our Future 30 year vision and strategy is well under way with 6,205 people so far engaged providing input through online surveys as well as community, stakeholder and staff workshops.
The 30 year vision and strategic directions is on track to be complete by July 2017.
A Partnership Group has been established to ensure broad city leadership engagement in the Our Future strategy and to facilitate the participation of all sectors (see attached terms of reference). Partner Group members are:
Æ Chief Administrator, City of Greater Geelong (Chair)
Æ Barwon Regional Partnership – Regional Development Victoria
Æ Committee for Geelong
Æ Deakin University
Æ Department of Health and Human Services (Barwon Region)
Æ Geelong Authority
Æ Geelong Chamber of Commerce Æ Geelong Environment Council Æ Geelong Football Club
Æ Geelong Sustainability Group
Æ Give Where You Live
Æ Gordon Institute of TAFE
Æ G21 Agribusiness Forum
Æ G21 Geelong Regional Alliance
Æ National Trust of Australia Geelong and Region Branch
Æ Tourism Greater Geelong and the Bellarine
Æ Urban Development Institute of Australia (Geelong Committee)
Since the Partner Group inception meeting in October, members have shown their commitment and support through promotion of Our Future to their networks, staff workshops, editorials in the Geelong Advertiser and a public lecture series to be hosted by Deakin University.
Our Futureengagement
The Our Future Project Team and support network of council staff and external stakeholders has delivered, facilitated and been present at over 60 engagement activities to date. For the December quarter this includes:
Æ Our Future survey delivered to 109,000 Geelong households
Æ 7 facilitated community workshops across the municipality
Æ exhibits and surveys at key community events including Light Up Geelong, Gala Day, Royal Geelong Show, Narana Festival and Skaart Festival
Æ Partner Group activation
Æ Our Future displays, surveys and drop boxes at customer service centres, leisure centres and municipal libraries.
Stage one: analysis ofdata
We are now analysing data received to date. As stage one engagement comes to a close in mid-late January, the analysed data will be used to form a list of community desires and how to make those real. This list will go back to the community for review and ranking.
The foundation for stage two engagement is under development and will focus on achieving the following goals and objectives:
Æ Engage (and re-engage) with the community about what we heard in stage one
Æ Reach the target of 25,000 voices
Æ Validation of the elements of a successful community framework
Æ Provide opportunity for the community to develop, test and vote on preferred future scenarios
Æ Shape the final vision document through community input
Æ Continue to educate the community on the importance of a long-term vision for Greater Geelong.
Over the past three months, the Administrators have engaged with people through council and community meetings, leaders’ forums, guest speaking invitations including PWC Real Estate Conference in Sydney, Channel 7 Sunrise and other events.
Development of the 30 year vision and unifying plan for Geelong is expected to be finalised by July 2017.
Æ The 30 year vision and plan will clarify long termobjectivesandaspirations,andtheErnstYoungstrategicfinancialreviewrecommends:
▪close alignment of the budgeting process with the long termplan
▪reinvigoration of service planning based on a unified decision makingframework
▪all-of-life modelling for current and proposed developments to understand the net community financialbenefit/detriment
A priority is to develop a consistent universal resource allocation framework to guide decision making.
To follow development of the 30 year vision and unifying plan to be completed in July 2017 and election of a new Council in October 2017.
Development of Return of Council plan is progressing and this includes consideration of councillor liaison officers to coordinate administration support to councillors.
Research and consultation on staffing modelsand resources continues as we progress theReturn
of Council plan and work to create the right environment for the return of elected councillors.
Consultants Currie Brown have shortlisted two sites and are undertaking financial modelling. The efficiency and productivity benefits of one central location will be significant.
Initial consultation has taken place with the Geelong Authority on the two shortlisted sites to ensure that the decision about relocationand
consolidation supports the goals of the revitalisation of Central Geelong.
The Complaint Review Panel was established 1 February 2016 and meets regularly. There are 7 investigations underway. 38 other matters have been resolved and there are 19 mapped strategies and interventions in train.
The Panel continues to invite staff to raise issues of concern. The majority of issues are resolved through team interventions, file reviews and process audits. Where appropriate, complaints are referred for further investigation.
Complaint Review Panel members are:
Susan Halliday – independent chairperson (former Commissioner – Australian Human Rights Commission)
Kelvin Spiller – CEO
Andrew Keen – Executive Manager People & Organisation Development
The Complaint Review Panel will continue to June 2018.
Highlights
City chiefs tick off achievements
on finances
SHANE FOWLES
TACKLING the council’s fin- ances and a long-term central- isation strategy for the city’s employees are among the early highlights for Geelong’s ad- ministrators.
Thetrio,whowereappoint- ed to run the City of GreaterGeelonginlateMay,havedel- iveredareportcardthatdetails their first four months in thetopjob.
InanupdateforLocalGov- ernment Minister Natalie Hutchins, the administrators have highlighted the progress on their centrepiece 30-year visionforthecity.
Groundwork for the pro- ject, dubbed Our Future, hasfocused on liaising with the publicandstakeholdergroups, withschool-agedchildren, youth and seniors to bepolled thismonth.
Chief administrator Kathy Alexander said more than 4000 people had taken part in the process since June, as the council aims to complete the 30-year plan by May or June next year.
“Amajorpriorityforushas been developing andstrength- ening an ongoing two-wayconversation with the com- munity to identify common
concerns,experiences,
thoughts and ideas,” Dr Alex- ander said. The report pro- vided updates on a range of initiatives, detailing that:
A STRATEGIC financialrev- iew has been conducted using independent consultantsErnst & Young. The review haslookedatimmediateandlonger-term requirements,and assessesthepropertyportfolio to identify underperforming assets.Itwillalsohelpdevelop amodelforthecouncil’sfinan- cial decision making, which will align with its 30-yearvis- ionandstrategy.Apreliminary report by Ernst & Young has been completed and is under
consideration, but has not been released publicly.
CONSULTANTShavebeenappointed to develop a short- term and longer-term strategy to consolidate the council’s centralGeelong-basedem-ployees in theonelocation.The council has staff spreadacross nine buildings in the CBD,whichCEOKelvinSpill- erhaslabelledas“terriblyinef-ficient”,costingratepayersmoney.Adraftstrategyisdue tobepresentedtotheadminis- tratorsbyNovember.