When the new Council was formed on 25 February 2004, the challenges were abundant. The amalgamation brought together one City and 43 towns and villages across an area of over 10,000 square kilometres.
“Creating a new organisation, with policy and operational systems that would meet the needs of a broader community within the constraints of the legislation was an enormous challenge,” said Clarence Valley Mayor, Ian Tiley.
Following the elections of March 2005, the first elected Council was tasked with developing and implementing a budget and management plan. A new single general rating structure, single water and sewerage funds and the maintenance of service standards were features of that budget.
“Council is very fortunate in that we have some very experienced Councillors, including five former Mayors on which to call,” said Mayor Tiley. “That experience, combined with the enthusiasm of the newer Councillors and the fact that we include representatives from across the Council area, has provided a strong platform for decision making.”
General Manager, Stuart McPherson, agreed and added that it is important for Council to present itself as a single entity.
“Maintaining service levels to residents is critical and the establishment of customer service centres in Maclean and Grafton at which residents can access all services is a major achievement,” he said. “Another challenge has been to bring a number of structures into one, and to combine all records. As a starting point, it was important to introduce a new technology system that would link all our offices.”
Stuart McPherson believes that although the initial cost was a challenge, with offices spread over a wide area, it was vital to ensure effective operations of Council.
The Councillors and senior staff conduct monthly ‘Councillor Tours’, which during the past ten months have focused on the smaller towns and villages and rural areas, guaranteeing residents an opportunity to interact with the Council.
Mayor Tiley believes any issues associated with fewer elected representatives can be overcome through more meetings and more effective communications with residents.
“These tours have been well received by residents,” he said. “Establishing networks is critical, especially at this early stage when people may still be sceptical of the effect of amalgamation. The community know we are faced with a hard job, and they have been extremely patient and accepting.”
Stuart McPherson also acknowledged the efforts of staff during the initial stages. “All staff have worked extremely hard with many nights and weekends being sacrificed in an effort to get new systems up and running,” he said.
Stuart McPherson said that the amalgamation has led to a number of new projects that individual Councils could not have previously contemplated, as well as acceleration of projects that had been on the drawing board for some time.
“Many things are now attainable and justifiable because we have a bigger market and a better position to start from, providing maximum benefit for more people,” he said.
