THE dismissal of a council general manager does not happen frequently but it is not a once in a blue moon event either, an academic says.
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University of New England Centre for Local Government director Brian Dollery said the impact of a general manager’s dismissal on the staff depended on the particular general manager’s relationship with the staff.
“One of the most important relationships in local government is the relationship with the general manager to the council in general, and especially the mayor,” he said.
General managers are appointed for fixed terms, with termination provisions built into the contract.
Professor Dollery has met general managers across Australia and New Zealand.
“In my experience, most are extremely good and talented people,” he said.
It was a difficult role, Professor Dollery said, because it involved the normal management processes, typically a big staff and a complicated service mix.
“But the added complication is the political sphere,” he said.
The Independent Local Government Review Panel final report addressed the role and appointment of general managers.
The report said the nature of local government required councillors and senior staff to work closely as a team.
The 1993 Local Government Act makes general managers responsible for day-to-day management, and gives them authority to appoint, control and dismiss staff.
The Act also makes them “generally responsible” for the efficient and effective operation of the council’s organisation. The Independent Local Government Review Panel was tasked with formulating options for a stronger and more effective system of local government.
It made 65 recommendations.
