The same failures over and over

Thank you for including me in your networking. Clearly it's futile trying to get people with no understanding of something to recognise how that lack affects their lives, efficiency and actions. 

In the tedious case of governance v management there are many opportunities lost when the two are muddled. That is in evidence in all that is being presented in the discourse on Launceston's council.

Opportunity costs appear (cost increases) because Councillors are constantly asked by management to read/study/involve themselves in management issues while simultaneously being expected to not involve themselves in operations! At the same time Councillors are being distracted from governance, areas of governance are being left unattended. 

In the recent case of considering changing tendering processes we see handouts to Councillors that describe in considerable detail the how's and potential 'how's" of possible changes in long, tedious briefings that will tax any Councillors patience and eyelid muscles. 

Neither answered nor considered are the big governance questions, such as 

• "Should Council be attempting to stimulate local businesses when ever possible?"
• "Is purchasing efficiency (such as avoiding transport and support costs) by buying local, a goal that purchasing groups should actively consider?" 
• "How can Councillors connect with community effectively if they spend most of their time considering management questions?"

It needs to be made totally clear to Council why the elected members should focus on governance while the GM focusses on management. 

Perhaps the GM's lack of understanding of the difference between the 2 roles is a problem?

R M Barton

ManAgement Consultant