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Council Re-organisation

I received the following yesterday from Laurna White in response to my earlier query, and subsequent reminder:

Thanks for the reminder on this one.

 The Area Managers are Garry Towler (south) who is responsible for Thames, Whangamata and Tairua-Pauanui and Allan Tiplady (north) who is responsible for Mercury Bay and Coromandel-Colville. Garry and Allan now report to Angela Jane who is Group Manager Governance and Strategy Group.

 We have just published the new management team structure yesterday afternoon on the website.

 Here's the link

 That puts the final nail in the dispersal of powers to the Area Managers, and staff, and not before time. As I have said from the outset, that structure was more appropriate for a Counil four or five times the size of ours - it was nothing more that reflection of the the self- image both Leach and Hammoind wished to promote- totally inappropriate and a substantial unnecessary cost to rate-payers. Certain councillors won't like the curtailment of their powers previously exercised through the community boards, but that is a minor consideration.

Note in this regard that the two remaining managers -  Gary Towler, and Alan Tiplady now report to Angela Jane as Group Manager Governance and Strategy. As predicted earlier - Alan Tiplady takes responsibility for Coromandel together with Whitianga - a logical move! But it is time to review the staff needs at each of the offices - they appear to be tripping over each other at present with responsibilities being rapidly returned to the Castle.

What is of even greater interest is the new structure that involves  seven 'groups':

Infrastrure - Bruce Hinson

Strategic Relationships - Sam Napia

Corporate Services - Karl Dudley

Regulatory Serrvices - Barry Smedts

Governance and Strategy- Angela Jane

Legal Audit & Risk - Paul Davies

Communication, Marketing and Events - Laurna White.

(Use the URL above to access the actual areas of responsibility of each)

The two areas that particularly interest me are in the downgrading of the Finance, and Planning roles previously overseen by 'Chiefs' - Steve Baker (Finance) - now subsumed into 'Corporate Services' under Karl Dudley, and Leigh Robcke ('Planning - including District!) - now likewise subsumed into 'Governance and Strategy' under Angela Jane.

Whatever the means adopted to make these changes, Rob Williams will have saved the Council a heap of money as both Baker and Robcke were long-standing and highly paid members of the previous management team. I don't have any comment other than it was a smart move as Leigh's main periodical task - the District Plan is now at its final stages, and similar expertise won't be required for several years as the next Plan is developed. Mr Summerfield may, or may not be charged with that task.

I am completely in the dark about Karl Dudley, and look forward to seeing just what changes he undertakes with regard to financial reporting. Taking on the Human Resources role in addition to Information Systems and Customer Services seems a pretty heavy load when compared with his predecessor, but Rob Williams may rethink that division as time goes on. He must have demonstrated adequate skills to have acquired such a load.

The reminder of the appointments and responsibilities appear appropriate, and Rob will now have a far stronger hand in the manner in which the Council is run. I look forward to some substantial changes and improvements.




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Reader Comments (3)

With the savings that the Council re-organisation will have been instituted to make, plus the savings that the scrapping of the eastern composter should also bring about - and the 'assurance' in the last Hauraki Herald that the Thames Indoor Sports Facility roof rectification will not be costing ratepayers and thus will not absorb such savings - can we all look forward to a little off the rates that we may otherwise have been paying next year?? Tim.

October 4, 2017 | Unregistered CommenterTim

Take the assurance about where the cost of roof repairs will lie with a grain of salt Tim. They don't have a clue, and it will most likely end up in the courts. Remember that they still had not settled on the final cost long before this situation arose, and that was already heading to arbitration, or the courts. The roof situation is complicated by the fact that the Council apparently signed off on the completed building before the roofing issue arose.. And remember that the financial situation of the contractor (Stanley Construction) is by no means clear. It is another bloody mess in other words - something that our Council has a habit of getting itself into because of the lack of commercial acumen.

October 5, 2017 | Registered CommenterBill Barclay

From what I understand, this restructure has indeed stripped out a lot of fat but along with that has been the loss of many jobs of the 'worker bees' which has not been made public. I was also dismayed to hear recently that there has now been several more layers of middle management put in place under each of these groups. I'm not sure what the reasoning is behind making such a top heavy organisational structure but in my experience that has never been a good or successful strategy. Too many chiefs and not enough indians is what you may find happening here in the long run.

October 8, 2017 | Unregistered CommenterCurious

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