Importantly I am also a very concerned ratepayer.

I also speak without fear or favour, unlike many, who fear retribution from their employers, or from council when they have reason to deal with the organisation.  

My issue is not personal; it is about the need for renewal and compliance with good governance principles, councillor accountability and sound business practices. Let me explain.

Just as change is the law of life, so is change vital in business practice that, in turn, reflects the culture of the organisation.

The Age recently reported company culture is a key to its success. Investment analysts are increasingly shunning companies that do not have a culture that supports their strategies.

It went on to say experience shows a company’s performance can be enhanced or diluted by its culture, and some of them had been burnt.

Analysts also suggest that rather than reading an organisation’s annual report or taking company leaders on face value in their marketing mode, they found it essential to speak to current and former employees, and examine the external relationships other individuals and organisations have with the company.

A fine example of a company that has continuous improvement as a key to its culture is Westpac. Under former CEO Gail Kelly, who was  in the role for eight years, Westpac reached a global high engagement score of 97 per cent.

This meant staff understood the customer service vision and everyone saw the changes. The organisation had an opportunity to further its endeavours through a revitalised continuous improvement program and a renewal of its culture.

So my question is, how does this approach apply to local government performance, particularly the performance of the Ballarat City Council??

It is to this end that I must make comment on the current state of Ballarat City Council.

Much has been said about the failure of the organisation to deliver on major projects, particularly the Civic Hall, the saleyards, the showgrounds, the Black Hill Pool, Victoria Park, the Lake Wendouree rowing course, the Ballarat West Link Road, the animal pound, the Visitor Information Centre, M.A.D.E. and Her Majesty’s Theatre; the list goes on. 

There was also the lost opportunity to celebrate further our indigenous heritage through the naming of a new suburb Mullawallah.

There are further issues associated with the Ballarat Strategy where it is hit and miss. More recently concerns have been raised about the mismatch between the council plan, the strategic resource plan and budget.

Central to the progress and success of many of these projects is the role the chief executive officer (CEO) takes in their implementation. The current CEO, Anthony Schinck, has not resolved any of these issues during his seven and half years at the helm.

Certain councillors are suggesting he is doing a good job, some disagree, and many in the community totally disagree. Therefore there is major disagreement within council and in the community regarding the performance of Mr Schinck.

- The second half of this opinion piece by former senior council staff member and ratepayer Ron Egeberg will run in Friday’s edition of The Courier.