That has not changed. However, a week working on the inside - and viewing operations with a highly critical eye - has shown me there are far more positives than negatives about the way the City of Ballarat operates.

As anticipated, there is still much to be done to ensure organisational procedures are entirely robust.

In the immediate term my focus will be on a health check of internal culture, reviews of key policies covering recruitment, purchasing, and other protocols and regulations governing the way we do business.

As part of the process I will be reviewing the structure of the organisation to ensure existing roles and responsibilities are in line with changing needs, demands and expectations as our city - along with the rest of the nation - adapts and adjusts to an economic and social environment that has been so radically altered by the COVID-19 pandemic.

As with all organisations, the way we do business and the organisational structure to support that, will need to change to reflect a new world and a new way of operating.

My first move in this regard - as part of my commitment to transparency, open processes and restoring confidence in the wake of the Ombudsman's Report last month - will be to undertake a review of City of Ballarat director roles.

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The directors have been advised that their positions will be advertised in coming months, they have agreed to continue in their professional capacity until then. I am confident we can continue to work together productively to deliver on community expectations.

The recruitment processes will be transparent and conducted by an independent and reputable recruitment company.

Once the culture review is complete, the directors will be invited to reapply for roles within the organisation as part of a full recruitment process involving internal and external candidates.

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Staff have been advised, and can be commended for continuing to work to deliver the services and projects that residents and businesses need and expect, in spite of the considerable scrutiny and criticism the organisation has experienced in the wake of the Ombudsman's Report.

In fact, the delivery of services has been seamless, despite changes at the top. Staff have also shown their ability to quickly and creatively adapt in the face of the COVID-19 pandemic.

To continue the mountain climbing analogy - it is my privilege to lead the organisation in working with Council and the community to get to base camp on that mountain, and hand over to a new, longer-term CEO early next year.

Base camp arrival is the culmination of training, planning, teamwork and vision for a refreshed, renewed future. The employees at the councils I have worked in over a 30-year career in Local Government were overwhelmingly dedicated to serving their communities. Ballarat is no different.

A crisis often provides a turning point for the better, and there is a no shortage of opportunity following COVID-19 and the impacts of the Victorian Ombudsman's report.

The local government arena is hugely complicated in so many areas due to extensive evaluation, differing viewpoints, politics and passions.

There needs to be a great deal more common sense applied to the formulation of recommendations and decisions.

This is good timing for an Interim CEO as COVID-19 enables us to work differently, flexibly and in family friendly ways.

IN OTHER NEWS:

A new Local Government Act is being implemented based on principles of community engagement, strategic planning, financial management, public transparency and service performance. This means change in attitudes and processes which can help us build our city's vibrancy.

Oh, and there is an election in five months' time, induction of the next Council, and selection of the CEO.

Everyone will be under pressure over the next few months as we prepare for the journey not knowing if an avalanche awaits us.

One thing I do know and believe is that ratepayers provide the funds which pay all employees of the City as services are delivered. We therefore need to listen, learn and let more information flow. Transparency means accountability for our actions in the same way as mountain climbing, where every step is a guide for the next action.

My commitment to Council and this community is to reach base camp with a cohesive team that is fighting fit and ready to tackle the onward journey.

Janet Dore is City of Ballarat's interim CEO and a former chair of Committee for Ballarat

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