Substantial changes recommended

KPMG's management audit has recommended substantial changes to Gosford Council's organisation structure, its strategic planning, its financial management and its information technology strategy.
Other recommendations covered the committee structure, performance management, quality management, delegation and communication.
Some community suggestions for service delivery were canvassed and formal councillor induction was proposed.
"Strategic change will be the outcome from the proposed recommendations to Council’s management structure and systems," the auditors claimed.
"Change to the organisation’s culture is required and should result from improvements to Council’s leadership.
"Leadership sets direction and vision, ensures that the organisation has the right people, structures and systems in place to achieve the vision and provides succession planning."
With organisation structure, KPMG recommended "increasing the executive’s capacity for strategic leadership through an increase in the number of functional units" or directorates, from three to seven.
The heads of each unit would have a clearer focus on the function of their unit.
At the same time, the number of management layers and overall number of managers would be reduced.
A detailed review of each functional unit would "ensure that all activities in the unit align with the functional role of the unit and that staffing is appropriate".
With strategic planning, KPMG recommended a "more strategically focussed document reflecting vision-based planning" followed by a management plan that "links more effectively" to the council budgets.
A document and planning process similar to that of Wollongong or Sutherland was suggested.
It was recommended that councillors organise and attend half yearly sessions "off site" to develop and review the strategic plan.
With financial management, KPMG recommended the finance functional unit be headed by a qualified financial manager operating as a "business partner" with an emphasis on management reporting and control.
Changes to the three-stage budget process were also recommended.
KPMG recommended that the council's information technology strategy be reviewed.
"The current IT strategy is no longer adequate to guide council over the next three years."
Additional resources were needed in the council's information management and technology unit and its position within the organisation raised "to allow it to assume a more strategic focus".