2014-03-31 General Committee Agenda

GENERAL COMMITTEE MEETING REPORT                                                        31 MARCH 2014


6.     What next?

The adoption of the Organisational Structure is a significant milestone in the establishment of our
new Council. Upon the adoption of the structure, the following can occur:
    Staff who are directly translating to their permanent roles which are substantially the same as
     their role in the interim structure will receive letters confirming their translation. This will bring
     certainty to many staff, particularly those in the outside workforce. Any positions requiring
     reassessment of level will be determined at this stage as well;
    The role of Directors will be advertised as soon as possible. Under the Local Government
     Act, the interviewing and appointment of senior staff reporting directly to the CEO is
     undertaken by a Panel consisting of the CEO, Mayor and Deputy Mayor;
    Managers’ roles will be assessed as required to determine the correct pay level based on the
     range and levels of responsibilities. In some limited instances, there may be a requirement
     for an internal competitive process. In most instances, it will be a case of determining the
     correct position level;
    Position titles will be determined at an individual level by our Human Resources staff in
     consultation with Directors and managers. As a general rule, we will keep similar titles but
     look to recognise the practical reality of what positions should be called rather than using
     unrealistic titles. Where possible, we will use the term “manager” rather than “co-ordinator” or
     “team leader” to reflect what a member of the public may ask for if they contact council. ; and
    Management of the establishment will occur via adherence to both the total EFT adopted by
     Council and also the EFT identified at Department and Branch levels. The total EFT being
     adopted by Council is 348.3 with each individual Department and branch having an EFT
     allocation.


7.     Noosa Council Organisational Principles and Values

In preparing this report to Council on the organisational structure, I came across the principles
and values espoused by the former CEO Mr Bruce Davidson prior to 2008. Those principles and
values are as relevant today as they were previously.

The Noosa Council will use the following principles and values:

1.     Matters under Council’s control are treated with a whole of Council approach as distinct
       from a fragmented Department approach;
2.     Corporate objectives, practices and policies and the knowledge of them is a responsibility
       shared by all staff;
3.     Systems, procedures and actions of staff are viewed from the customer’s perspective;
4.     Staff have the knowledge and authority to provide definitive responses at the point of
       contact with our customers;
5.     Management and operations are based on a team approach recognising the importance of
       involving all staff in the decision making process;
6.     Information is shared throughout the organisation through regular vigorous and open
       communication;
7.     Staff are never satisfied with the status quo, there is a climate of striving for continuous
       improvement and an enthusiasm for innovation;
8.     Directors, Managers and Supervisors are seen as coaches, supporting and leading through
       cooperation, commitment and influence and do not gain authority through coercion or fear;
       and
9.     Council practices equal employment opportunity.



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