Place to be in the future After some
years discussing the possibility of amalgamation, the first Mayor of
the new City of Playford, Marilyn Baker, says it is good to be one
cohesive area. Now that the amalgamation has finally happened,
there are many benefits to be realised for the whole community.
Building on many strengths With
extensive experience from the Victorian restructure process, Tim
Jackson was appointed Chief Executive Officer in February last year.
Originally filling this position for the two former Councils, he has
overseen the transition process and the first important year of the
new Council.
Managing in a competitive environment
The General Management Committee, comprising the Chief Executive
Officer and five Managers, is responsible for formulating policy,
implementing strategic initiatives and evaluating the City's
progress. On a weekly basis, this Committee oversees day to day
operations including the service review and performance indicators.
It also deals with specific issues relating to human resources and
public relations.
Greater productivity a winner The
Enterprise Agreements, replacing four previous agreements of the two
former Councils, is an excellent example of all parties being
prepared to work together for a win win outcome. The Agreements have
resulted in an across the board four percent salary increase.
Mapping a transition path From the
outset, the two Councils identified the need for careful planning.
The Transition Plan 1997/98 was the first step in the process. The
Plan not only assisted the Councils to amalgamate, but ensured the
new City had a definite focus for its formative first 12 months.
Preparing people for change Human
relations issues are a vital component in the success of any
amalgamation process. A new, larger entity provides numerous benefits
for both Council and the community it serves. Not least of these is
the opportunity to review all Council operations and how well it does
things.
Community driven forward planning A
participatory process, involving extensive input from key
stakeholders, is shaping the future for the City of Playford. It will
provide long term direction for Council on behalf of the
community. Over 600 key players, representing the State
Government, community groups and local business people, have been
involved in developing Council's Strategic Plan - Playford 2010.
Fresh start for service delivery
According to John Clay, General Manager, Service Planning and
Contracts, the opportunity to review all Council services is a major
benefit of amalgamation. In drawing Elizabeth and Munno Para
together, a thorough review of all services provided by the two
former Councils has helped establish the best means of delivering
services in the future.
Strategy and policy iniatives Darryn
Hartnett, General Manager Policy, Strategy and Advocacy, said that
this division carries global responsibility for effective and
efficient management of Council resources, strategic planning and
community development across the full breadth of Council's
operations. Being on the Purchaser side of the organisation, this
division is responsible for establishing a service delivery model
including the guidelines for operations and performance
indicators.
Putting people first As a service
provider, Council did not miss this chance to review and improve
customer satisfaction levels. The opening of a new Customer
Service Centre has received strong community support.
Centralising contract management
For a consistent and streamlined approach to contract management, all
Council's contracts will be managed and supervised by a new
centralised unit. With work ranging from infrastructure through to
consultancies being contracted out, the Contracts Unit places
Playford in the box seat should legislation be introduced requiring
Councils to market test more of their activities.
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