Councils are often criticised for closed door discussions.
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But when it comes to staff matters, there’s a very valid reason. Their details and employment terms should not be public fodder, other than those aspects required to be disclosed in an annual report.
But at what stage do staff changes become a matter of public interest? When a pattern of departures starts to emerge, it’s highly concerning for the community, including developers, who like to see certainty and continuity. The council has seen a string of departures in the past few years, most notably in the planning department. Some of these have been sudden and without ceremony for service given. Some may be for good reason, others not. We also accept that there are many reasons for staff leaving.
But people are rightly asking questions as to why Louise Wakefield, an apparently capable planning director, is no longer with the organisation. They’re not likely to find out from council management or councillors, as both are forbidden from disclosing confidential discussions. But it’s an odds-on bet they were asking plenty of questions during a 40-minute closed session on Tuesday night.
Under legislation, councillors cannot direct staff. This is the general manager’s domain. But councillors, as our elected representatives, do have a role in holding the general manager to account. We can only hope and trust they were asking the right questions and were satisfied with the response. Certainly, several expressed full confidence in Mr Bennett’s leadership afterwards.
Cr O’Neill’s remarks in open council reflected just some of the community concern over leadership changes. When two out of four directors leave in quick succession, it’s an upheaval both inside and outside the organisation. Both Mr Moller and Mrs Wakefield have significant local knowledge and experience in their roles, qualities not easily replaced.
But there are also high quality staff still on deck. We have every confidence that Matt O’Rourke is capable of handling the job during Mr Bennett’s absence in Shibetsu in July. Even if new directors are just starting, he’s more than capable of supervising them. There is also the very real need for succession planning and empowerment.
We all know staff work best and are loyal to organisations when their expertise is valued.