*Today The Courier publishes a special feature on the future of the city’s CEO, with thoughts from former mayors, the latest updates and input from city leaders ahead of the decision on whether to advertise the role.
Subscribe now for unlimited access.
$0/
(min cost $0)
or signup to continue reading
THE City of Ballarat is just days away from deciding on the fate of council’s top job.
For more than a year, pressure has mounted on the council to advertise the position of its chief executive officer, but council has recommend against this step and has instead advertised its intention to re-appoint current chief executive Anthony Schinck.
The Courier understands the officers report on the position is expected to be voted upon by councillors at an in-camera session at Wednesday night’s meeting.
Following weeks of behind-the-scenes debates and in camera meetings between councillors discussing Mr Schinck’s performance, it is now believed the councillors were expected to vote unanimously in favour of Mr Schinck continuing in the role.
It is understood that the sway to retain Mr Schinck is driven by the council’s huge program of works which some councillors feel will be compromised if he was to exit the organisation.
It is believed there are only two are councillors calling for the council to stay true to its word and advertise the position.
In June 2013, the current council controversially voted to extend Mr Schinck’s contract by two years under the proviso it would advertise the position when the contract ended in 2016.
Following the announcement, former mayor John Burt told The Courier Mr Schinck would voluntarily leave the job at the end of the two-year period and the position would be advertised.
“The community needs to understand that this is only an extension for a two-year period,” Mr Burt said at the time. “It has been made clear to Anthony and Anthony has agreed to it.”
The delay has sparked a groundswell of prominent community leaders demanding the role be advertised, with an open and transparent recruitment process launched.
The Courier understands if Mr Schinck is to be reappointed it will be for at least another two years.
It will stretch his time at the helm as the city’s top paid officer to more than a decade, mirroring the length in years of indecision surrounding longstanding projects including the Ballarat saleyards and Civic Hall.
In the 2013, The Courier revealed Mr Schinck was earning in excess of $316,000 a year.
During the 2012 council election a number of elected councillors including former mayors John Burt and Joshua Morris voiced a desire to see a radical shake-up of council management and more scrutiny of senior officers.
Mr Morris vowed to “have the courage to stand up to senior officers” while Mr Burt said the councillors needed to “take control of what’s happening in the city” and called for review of all paid council officers.
Councillors Peter Innes, Amy Johnson and Glen Crompton alll declared they had concerns there were serious cultural issues within the council.
Cr Vicki Coltman told The Courier in 2013, completed contracts for high-profile roles should always re-advertised while Cr Samantha McIntosh has previously stated the council had moral obligation to ensure Ballarat had the best possible chief executive.
Cr Jim Rinaldi has also been extremely vocal about his desire to ensure residents were heard and not “over-ridden” by council staff.
After his election into the council earlier this year, Cr Rinaldi said he felt transparency within the council was "non-existent" at times.
THE GUIDELINES
Council plan:
- Demonstrate delivery of agreed number of key council priorities in current council plan
- Provision of quality advice on next council plan
- Overseeing a good proactive process which generates that advice
Budget:
- Implement budget outcomes and/or advise on significant changes to outcomes for council to adopt
- The budget development process should address the council’s goals, good management of council resources, maximise the value of rates revenue and outline potential risk and consequences.
Customer service:
- Ensure the development of a Customer Service Improvement Plan or provide regular advice to council on the outcomes of the plan
- Show improvement over time in the results of satisfaction surveys
- Good governance and relationship management:
- Provision of support and advice to councillors in delivering good governance (decision-making, roles and relationships)
- Support for the mayor in tackling governance issues as they arise
- Quality of advice to council meetings and quality briefings
SOURCE: Victorian Local Government Association, Good Governance Grab
WHAT THE FORMER MAYORS SAY
Geoff Howard (1993-94)
“They need to ensure that the staff are working capably as a team to deliver the services that they determine need to be delivered.”
“’They need to be ensuring that the council is financially well managed.”
“It also critical they make certain councillors are well supported to able to respond to the issues people raise with them so residents across the city feel they have issues they raise responded to quickly and appropriately.”
James Coghlan (1992-93 and 1995-96)
“Maintaining a strong sense of collective moral within the council workforce which results in the council working together effectively and efficiently on behalf of the people of Ballarat.”
“They must ensure timely efficient delivery of the budget and council plan as set by the council.”
“Delivery of a sense of confidence from the community that they are being well served by the council.”
Judy Verlin (1997-98, 1998-99, 2008-09, 2009-10)
“The first would be to deliver on the council plan within the budgeted parameters set by the council.”
“Secondly it is about ensuring strategic planning is a key priority. It’s looking at the big picture and developing long-term, strategic plans for the future of the city.”
“Thirdly it is being able to run and efficient and effective organisation... to be able lead and manage and efficient and effective organisation is critical.”
John Barnes (1999-2001 and 2004-05)
“Provide timely, appropriate and open reporting to the council on delivery of the council plan and council's finances, including delivery of the annual capital works program.”
“Manage the organisation in a way that develops and supports a good and innovative service and governance culture. Possible measures of this are service satisfaction surveys, councillor surveys and organisational climate surveys.”
“Provide sound strategic and financial advice at all stages of project and service planning and delivery so that councillors make informed decisions on the costs and benefits of competing projects.”
David Vendy (2001-02, 2002-03, 2003-04, 2004-05, 2005-06, 2006-07, 2007-08)
Could not be reached for comment.
Stephen Jones (2007–2008)
“Most importantly the person in the role needs to liaise with the state and federal government to get what is best for Ballarat.”
“They must progress with priorities of the city while maintaining services to the community.”
“They also need to be answerable to councillors and readily available to respond to the needs of the community.”
Craig Fletcher (2010-11)
“Delivery of the projects in accordance with the council budget and plan.”
“Another key element is always looking for opportunities to improve operation and financial efficiency.”
“Developing innovative ways to deliver services and engage with residents.”
Mark Harris (2011-2012)
Doctor Mark Harris declined to outline three specific Key Performance Indicators, however he said it was imperative the council worked as a team.
"The bottom line is when you're on council you should be setting the KPI'S to cater for the needs and demands of the community. It is your privileged and responsibility to do so.”
John Burt (2012-2013)
Declined to comment.
Joshua Morris (2013-2014)
On an overseas trip and could not be reached before publication.
John Philips (2014-2015)
Did not return calls.
CITY LEADERS WEIGH-IN
FORMER mayors and prominent leaders in the city have weighed in on the controversial CEO contract debate.
Mayors dating back to the early 90s are divided on whether the council should advertised the position of chief executive with many deeming the crucial decision to be up to the current councillors.
But what they do agree on, is that the person in the role has an obligation to instill sound governance, strive to deliver on major projects and keep abreast of finances.
Former mayor James Coghlan voiced serious concerns about the current council’s conduct of finances, including tens of millions of dollars of unexpended funds carried over in the past two budgets.
Mr Coghlan said it had been too long since the position of chief executive was opened up to the wider market to gauge interest and the contract should be immediately advertised.
"Given an extensive range of issues have not been satisfactory from the Civic Hall to the saleyards it is not as if councillors can sit back and say they are travelling so well that would they we try to fix it?" Mr Coghlan said. "It is good governance to test the market and they have a moral obligation to the people of Ballarat to review senior positions."
Mr Coghlan said there was an urgency to look at the bigger picture and even if Mr Schinck was meeting his Key Performance Indicators, they only represented a snapshot of his role’s entirety.
'"KPI's are the minimum standard required of an empoyee," Mr Coghlan said. "They don't guarantee, in any organisation, exemplary performance or the best possible outcome of organisation."
However, former mayor Stephen Jones who was part of team that appointed Mr Schinck said it would be a “waste of ratepayers money” to advertise the position.
He said when the council last advertised they role eight years ago, it cost in excess of $70,000.
Mr Jones said Mr Schinck had made progress on elements outlined in the 25 year Blueprint Ballarat plan including infrastructure growth and employment opportunities.
But John Barnes, who was mayor from 1998 to 2000 said the council was failing at the objectives of its council plan and called for the city councillors to honour a pledge to oust chief executive officer Mr Schinck to put an end to the “culture of secrecy” surrounding decision-making and failures of key projects.
Meanwhile, former council arts and culture manager and community activist Ron Egeberg said there was a need for renewal, good governance principles and councillor accountability.
Mr Egeberg said important opportunities for growth continue to be missed and the council has failed to deliver on major projects including the Civic Hall, the saleyards, showgrounds and Victoria Park.
However, a group of the city's most prominent business developers including The Provincial Ballarat developer Darren Fraser and Lake Wendouree Luxury Apartment's developer Gavin James disagree and have rallied their support to keep the city’s chief executive as head of the council.
They say Mr Schinck has invested years into the city and he understood what was needed to boost the economy.