MARCUS AURELIUS
Of course this decision was a foregone conclusion. One only has to do a simple search online to find evidence of a close working relationship between the consultant and the new GM. And while the Councillors may have seen some positives in that, they have completely failed to acknowledge the corresponding negatives. Appointing the consultant that HVC did was always going to be problematic. It clearly shows a lack of sound judgement that they appointed that person as the consultant. Given that how could any thinking person be surprised at the subsequent appointment to the GM’s position. The whole arrangement was unhealthy but one could not say it was not transparent – unfortunately though it was not transparent in a good way!!
The question the community should now be asking is what were the key criteria and how were they weighted? Does this appointee have the skills to guide the organisation in rebuilding an acrimonious relationship with the community? It will require more than the “mouthing” of platitudes that is currently occurring. It will require high visibility, clear and genuine communication and consultation, a commitment to partnership with community and an understanding of the reasons and level of the current dissatisfaction in order to fix the situation. And if there is a new Council it is the GM’s role to induct them, guide them but step back and allow them to do their job – set the agenda, set the policy, determine, in consultation with the community the strategic future direction and implement their decisions.
Mr Doyle may well be the ideal candidate. But if the process did anything other than determine the very best person for this challenging role, than I feel very sorry for him because neither the community nor the Councillors (new or old) will give him much leeway. After my nearly three decades in local government much of it at a very senior levels, I have seen such flawed processes previously and it is like watching a car crash in slow motion. Good luck.
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