A commitment to you
My First 100 Days
as Councillor and Mayor
My approach would be to listen and understand first, establish the facts and priorities, and then work constructively with Council, staff and the community to get things done.
How I approach leadership
Important to me is a new council team that works collaboratively together for the benefit of the people of this community.
I have built teams before, consulted with the community to establish long term vision and goals and then helped the teams to work together towards those established and agreed goals. I would do that for the Northern Midlands.
I have a history of achievements, improving organisations and aspiring to big visions but, importantly, to GET THE JOB DONE, on time and on budget. Everything I have touched I have left better than it was before. I strongly believe in the team, vision, goals and delivery.
The plan
Eight steps. Clear priorities.
Build the new Council team
Congratulate all elected councillors, meet with them individually and understand what each hopes to achieve. Establish an expectation of respectful, constructive working relationships. As Mayor, my role would not be to have everyone agree, but to help the Council work effectively despite different views. I would also meet with the outgoing Mayor to discuss current priorities, outstanding matters and any important issues that would assist an orderly transition.
Induction and governance
Organise the LGAT induction and Council planning sessions. Review councillors' statutory responsibilities, delegations, policies, meeting processes, codes of conduct, risk management and governance arrangements. Meet early with the Acting General Manager to establish a strong professional Mayor–Acting General Manager relationship and clear communication. I would also review the process and requirements for selecting and appointing a new General Manager, ensuring the process is rigorous, transparent and focused on finding the right person to lead the organisation.
Listen to the organisation
Meet Council's management team and staff across the organisation and ask what is working, what is not working, what gets in the way of doing their jobs well, and what Council could do better. Respect the important distinction that councillors set strategic direction while the Acting General Manager manages staff.
Understand where Council stands
Review the current Strategic Plan, Annual and Operational Plans, Works and Capital Program, Long-Term Financial Management Plan, asset-management plans, environmental plans, and town and parks plans. Review the condition and renewal programs for roads, bridges and other major infrastructure.
Get across the finances
Review the current budget, cash position, debt, reserves, rates, capital expenditure, grants, major commitments and longer-term financial forecasts. Talk with the appropriate senior officers to fully understand Council's financial position before proposing new expenditure.
Review what is already underway
Obtain a clear picture of major projects, planning and development matters, contracts, grants, commitments, and any projects that are delayed or over budget. Understand what is already underway before changing direction unnecessarily.
Listen to the community
Commence genuine community conversations across the Northern Midlands. Ask people what they value, what is not working, what their local problems and priorities are, and what they want the Northern Midlands to look like in the future.
Turn listening into priorities and action
Bring together what has been learned from councillors, staff, existing plans, Council's finances and the community. Identify a manageable number of clear and achievable priorities, allocate responsibilities and timeframes, and report openly to the community on progress.
I wouldn't arrive at Council assuming I already had all the answers. My first job would be to listen — to my fellow councillors, the Acting General Manager and staff, the outgoing Mayor, and most importantly to our community. I would establish exactly where we stand financially, what we have already committed to, what needs attention and what our community wants. Then I would work with the Council to set clear, achievable priorities and get on with delivering them. I believe good leadership starts with listening, but it must finish with action.
— Wendy Mitchell
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