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Mayoral hopeful Q&A part III
Cr Simon Richardson, Sol Ibrahim, Morgan, Cr Diane Woods, Jack Sugarman, Cr Basil Cameron
Hans Lovejoy
More space this week allows The Echo to publish previous answers the mayor candidates gave last week. These are also full answers – unedited for length. A response to the Ocean Shores Roundhouse can still be found at www.echo.net.au under the ‘Opinion and Analysis’ section on the home page. How will you work with a newly appointed general manager? What qualities will you be looking for? Sol Ibrahim
The relationship between the general manager and the mayor/councillors is crucial to the effective functioning of a local government. In some respects, the GM has greater legislative authority than the council, particularly when it comes to day-to-day management, staff performance, and the delivery of services. Having previously worked in a council management role, I have a real insight into some of the issues that can arise. In my current role as a CEO, I work closely with a board of management, a role very similar to that of a GM. This experience also provides me with a practical understanding of how to create and nurture an effective senior management structure. The most important thing to get right will be the position description and KPIs for the GM. Closely related to this are the delegations of authority. ‘Who decides what’ is absolutely critical to an effective and cooperative relationship between the GM and the councillors. Micro-management by councillors will surely result in tension and inefficiency. The role of council is to ensure that the community’s interests and needs are clearly articulated in policy and planning instruments. Once done, the GM must be respected and trusted to implement them. Council must then regularly review the GM’s performance in a professional and ethical manner. Where major decisions have to be made, these should be made by the councillors after polling the wider community. This assures the GM and senior staff that their council respects and listens to the community. Ultimately, the example set by the councillors will flow down to all the staff. GMs are often recruited from the ranks of directors of planning or finance. I think for our shire it would be more suitable to look for a past director of community services. Professionals from this background can have a different approach to customer service and innovation.
ship between the mayor and the GM is pivotal to the efficient running of the shire. Our interaction must be respectful and flexible. The new GM must, above all else, possess outstanding leadership qualities as well as a sound general managerial track record.
housing propositions. Special consideration should be given to these applicants and their proposals so they can be fasttracked through council. The present council failed Housing affordability is vital if we are to retain our workto initiate plans to provide ing population. People in the affordable public housing to the young and not-so-wealthy, service and tourism industries have found the shortage of afsomething that other shires fordable housing to be the bigJack Sugarman successfully do, and with a gest impediment to living and I’d ring MP Don Page and start financial return. Have you a carving up the shire. Ocean vision for affordable housing? working in Byron Shire. Shores goes to Tweed, and Byron, Ballina, Lismore and Rous Cr Simon Richardson Morgan would be administered from A significant amount of time (a) Deal with unlawful Goonellabah. All councillors and money has been expended ‘holiday letting’; and I do not and the mayor would then be attempting to establish some need to engage a bevy of soput on a living wage. form of affordable housing. licitors in relation to this issue. Unfortunately, bringing initia- (b) Amend ‘park rules’ impleCr Basil Cameron tives such as the development mented by the current council The new general manager must in South Station St has so far that are contrary to relevant appreciate our Byron culture proved to be beyond the ca- state legislation; ie permit the and be prepared to lead council pabilities and resources of 150 days’ stay on ‘short term in better community engage- council. Thus, we have acted sites’ and request (because ment. S/he will need a clear un- to provide the land and it will current council has probably derstanding of council’s direc- be developed by other agencies signed contracts that prohibit demands) that caravan parks tion and be able to inspire staff in partnership. in carrying out that direction. currently under council conA good communicator able to Cr Basil Cameron trol allocate some sites back to Council has limited invest- ‘long term’. Negotiate reducwork well with councillors. As mayor I will work with ment funds available to build tion of rates for permanent the general manager to tackle affordable housing. Other in- sites. (c) Challenge/contest the major challenges we face frastructure demands need to the state confiscation of counsuch as improving financial take priority for such funds. cil controlled caravan parks sustainability, infrastructure Council has given approval for (affordable housing) located renewal and maintenance, and a private developer to supply on Crown land; attempt to reresponding to the major local low-cost accommodation sub- turn council caravan parks to government and planning re- ject to a planning agreement an affordable housing option so that the stock is managed by (no, not an expensive legal views currently underway. A priority will be to improve a social-housing provider and battle, a political battle). (d) information available to coun- rents are controlled. Establish a Byronian Public The model I favour is one Housing Trust; not council cillors and the public. where council-owned land is housing because if council Cr Diane Woods provided on a long lease for own it the state will try to As I am part of the selection low-cost housing cooperatives. steal it. (e) Under strict conpanel for the new GM, we are This provides a solution not de- tracted agreement with ownlooking for someone who has pendent on high capital invest- ers (no holiday letting and no strong leadership skills, a suc- ment and yet provides a return hovels), lower fees associated cessful record in senior manage- for ratepayers from the land. with secondary dwellings; and attempt to be more flexment, proof of good business ible in relation to secondary acumen, and a good under- Cr Diane Woods standing of strategic, social and I am looking forward to work- dwellings. (f) Encourage and economic sustainability. Im- ing with individuals and not- permit development of up to portantly someone who will for-profit groups who are able three levels in Byron Bay CBD, understand our diverse com- to put together affordable continued on page 11 munity and its enthusiasm and wish to be involved. I will have an open-door policy and have daily meetings with him/her. Morgan
The question is currently academic, perhaps hypothetical. As the editor insists that one be brief and I do not want to bore the readers with a free tutorial on law – simply put – the Local Government Act (LGA) is state administrative law that is contrary to overriding laws, including the Australian Constitution. As too, provisions within that Act are contrary to the stated purposes of that Act. Don’t panic, this candidate will not spend a cent of ratepayer funds on this issue. Challenging unlawful legislation is my ‘other job’. [The qualities I will be looking for are] honesty and the ability to communicate effectively. I will be looking for a general manager who is prepared to concede Cr Simon Richardson I recognise that a good relation- to the reality that the mayor is www.echo.net.au
the democratically elected ‘captain’ of the good ship Byron Shire, not a general manager playing at pirate.
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The Byron Shire Echo August 28, 2012 9