The issue of Councillor experience and competence is very relevant to the Management Plan, as evidenced by events last year.

I don't know how much time you have spent on examining the Councillor workload, and the way in which the Budget is dealt with. I have spent the time and have the evidence. A number of complaints to the Ombudsman also document the concerns. This is fact.

You are correct in allowing this discussion thread "becasue (sic)the provision of additional training and support for Councillors may be a legitimate issue."

The key issue is extra SUPPORT for Councillors, rather than extra training. I admire people who put up their hands for election to Council, and accept that many very competent business people are reluctant to do so because political pointscoring often takes precedence over a sound management focus.

However, Councillors are seriously deprived of the independent, competent resources available to Company Directors in the discharge of their duties, so they are often starved of the facts required to make balanced decisions.

They may not say this publicly. However, a number of Councillors have told me this privately. Perhaps a Councillor or two may like to respond.

The issue of Councillor experience and competence is very relevant to the Management Plan, as evidenced by events last year.

I don't know how much time you have spent on examining the Councillor workload, and the way in which the Budget is dealt with. I have spent the time and have the evidence. A number of complaints to the Ombudsman also document the concerns. This is fact.

You are correct in allowing this discussion thread "becasue (sic)the provision of additional training and support for Councillors may be a legitimate issue."

The key issue is extra SUPPORT for Councillors, rather than extra training. I admire people who put up their hands for election to Council, and accept that many very competent business people are reluctant to do so because political pointscoring often takes precedence over a sound management focus.

However, Councillors are seriously deprived of the independent, competent resources available to Company Directors in the discharge of their duties, so they are often starved of the facts required to make balanced decisions. Many of the issues facing them in the Management Plan and Budget are complex and need to be investigated independently.

For instance (a live example). NCC employee numbers and employee costs have risen significantly in the last decade, as evidenced by one Councillor in last years' Management Plan debate. Employee numbers grew by more than 100 in the last 8 years, despite large real pay increases granted under a series of awards such as http://www.austlii.edu.au/cgi-bin/sinodisp/au/cases/nsw/NSWIRComm/1998/210.html?query=%22Newcastle%20City%20Council%22

These awards talk of KPI's and agreements and need to be scrutinised to see whether the KPi's are correct and being delivered on. Later awards contain less informaion as to KPI's and commitments. Many KPI's are difficult to measure and are most likely focussed on INPUTS rather than ratepayer-beneficial OUTPUTS. The KPI's are not available publicly.

NEW INITIATIVES IN 1998 AWARD * Core employment levels will be determined annually by Service Plans. These positions will be filled by permanent employees (Clause 7). * Detailed Performance Improvement Program Flowchart developed to build on Efficiency and Effectiveness Policy (Appendix A). * All Teams to review working arrangements by December 1998 with a view to developing local area work agreements (Clause 10). * Range of Team KPIs expanded to cover a greater number of teams (Clause 11 and Appendix B). * Performance Management and Rewards and Recognition Policies to be developed by December 1998 (Clause 12 & 13) * Incentive payments to be based on cost savings against adopted budgets while maintaining levels of service (Clause 14.2). * All appointments and progression to be in accordance with the new salary system rates and conditions (Clause 15.2). * New employees after award is adopted will have limited salary maintenance (Clause 15.2). * Redeployment scheme principles and guidelines have been developed (Clause 16 and Appendix C). Redundancy scheme principles and benefits package have been developed (Clause 16 and Appendix D).

How does the Public (including Mrs. Mop) expect a busy Councillor to do the work required to be satisfied that the budget staffing and strategic staffing direction reflects an achievement of the KPI's? The overall trend numbers point to a problem of too many staff. But ot enter a Public Debate without the benefit of factual research is just asking too much of Councillors.

This is a live example of the problem facing Councillors, whatever their background and experience. They may not say this publicly. However, a number of Councillors have told me this privately. Perhaps a Councillor or two may like to respond.

What do you think Mrs. Mop?