2. A PERIOD OF TRANSFORMATION 2.1 INTERIM MANAGEMENT COMMITTEE To support the Interim Administrator, the state
2.2 VISION2020 During this period of interim administration, your council focused on transforming the organisation to be an exemplar of good governance, from which other councils strive to emulate. The various reforms were harnessed under an internal-to- council “umbrella” program; called VISION2020. In the first phase of VISION2020 in late 2018, the IMC addressed the most pressing issues facing council; urgent issues were quickly resolved during this time. The second phase of work, from late 2018 to mid- 2019, identified opportunities to amend or remove procedures and frameworks which would help realign operations of the organisation towards achieving its strategic goals as defined under the Local Government Act 2009 and the city’s strategic plan, Advance Ipswich. The operational realignment also aimed to ensure the council continued to provide quality services to the residents of Ipswich during interim administration. The third phase, commenced in early 2019, was all about elevating your council to a place of leading practice. A series of staff focus groups, management team workshops and discussions with industry and community leaders were held to explore how council could become a leading local government. This research identified 18 business Transformation Projects; the key operational changes of policy, procedural and operational reforms as well as priority city projects such as the redevelopment of Ipswich’s CBD, dealing with waste, upgrading key roads and commencing a new planning scheme.
government appointed a part-time Interim Management Committee (IMC) comprising five experts in their respective fields to help achieve the goal of bringing about positive ethical change to your council:
Stan Gallo, a specialist in forensic investigation;
Simone Webbe, a specialist in governance and ethics;
Jan Taylor, a specialist in community engagement;
Steve Greenwood, experienced in local governance, development and business engagement; and
Robert Jones, a highly credentialed practitioner in financial practices and audit. Greg Chemello was responsible for the IMC’s functions. The role of the IMC was to help rebuild a healthy council culture, implement sound governance and financial management practices, progress key projects and manage considerable policy, procedural and operational reforms. The IMC members attended committee and council meetings in an advisory capacity; they did not act in the place of councillors. Only the Interim Administrator has the power to vote at council meetings in accordance with the legislation. Following Greg Chemello’s departure in January 2020, Steve Greenwood will act as Interim Administrator to oversee the final two months of administration before the March 2020 elections. SUPPORTING LINKS: Ipswich.qld.gov.au/about_council/ office-of-the-interim-administrator Ipswich.qld.gov.au/about_council/ office-of-the-interim-administrator/ role-of-the-interim-management-committee