Tag: transparency

“We’ve Already Told You Once:” Kiama Council’s Bizarre Response to CCTV Questions”

You couldn’t make this up……

Last week we were talking about Council silence on the CCTV issue. This week, out comes a media release titled “CCTV in Kiama and Public Vandalism”  complete with a reminder that “we’ve already told you this once.”

Apparently, we’re all meant to have memorised the August business papers.

For those catching up, Council’s CCTV along Terralong Street has been broken since a storm. in 2024 It hasn’t been repaired, and they’re now seeking grant funding to replace it. Meanwhile, vandalism across the LGA has increased, including toilets, post boxes, and disability-access facilities, one repair alone costing $8,000.

So after a week of public chatter about missing cameras and mixed priorities, Council has spoken, by telling us off.

Maybe they’re right. Maybe we should have paid closer attention.
Or maybe, when the community has to raise an issue twice before it’s addressed, it says something about who’s actually listening.

#KiamaCouncil #CCTV #LocalGovernment #CommunityVoice #Accountability #PublicSafety #CivicEngagement #Transparency

Local democracy shouldn’t feel like defiance

Why did it have to come to this

That’s the question I keep circling back to.

 Why was it necessary to write a blog post in the first place?

Why did councillors feel they couldn’t speak freely?

Why was silence the safest option for so many, when the real damage was being done out in the open?

 If local democracy was working as it should, none of this would’ve been needed. There would have been transparency from the beginning. There would have been open dialogue between council and community. And there would have been clear lines between power and accountability—not blurred ones.

But the moment I stepped into a role that involved naming what I saw and asking questions about how power operates, it became clear what kind of culture I was stepping into.

I’m not brave. I’m persistent.

And I’m someone who understands the value of truth, even when it’s inconvenient.

 Anyone stepping into a civic reporting role, especially in a small town, should expect to be met with pushback. But what they shouldn’t expect is silence from those with the power to make things better.

I wrote because I believe in democratic process.

Because I believe a community has a right to know how decisions are made, who is making them, and whether the process is fair.

 This shouldn’t require courage. It should be normal.

It should be part of how our systems work.

Instead, we have a system where saying something out loud feels like an act of defiance.

 I spoke up because I care too much to pretend nothing is wrong.

 And here’s the thing: if someone is willing to put in the hours, do the reading, follow the trail of decisions and connect the dots – why would anyone think they’re going to give up now?

#Kiama #RegionalMedia #CivicVoice #CommunityAdvocacy #LocalDemocracy #IndependentJournalism #GrassrootsLeadership #DoDemocracyDifferently

Why I wouldn’t hire myself as CEO and why that matters

New here? Welcome.
This blog unpacks the inner workings of local democracy in the Kiama local government area. I am not a councillor or council staffer. I am a long-time community member, former civics writer for the local newspaper, and someone who has spent decades in leadership, founding a national charity, completing world-class leadership programs, and training hundreds of emerging changemakers.

What that experience gave me was not just confidence in my own skill set. It taught me something far more valuable. Great leadership is knowing what you bring to the table and then surrounding yourself with people who fill the gaps. It is building a team of “we” people, not “I” people. People who understand that progress is collaborative, that community outcomes are shared, and that leadership is not about being the smartest person in the room, but about listening to the smartest people in the room.

That is the standard we should expect from anyone who puts their hand up to lead.

This blog exists to ask hard questions, share hard truths, and shine a light where it is most needed.

Why I wouldn’t hire myself as CEO and why that matters

For 20 years, I led a charity that offered leadership training to hundreds of emerging voices across rural and regional Australia. I have completed extraordinary programs from the Melbourne Business School to global executive intensives and yet I still would not hire myself as the CEO of a major organisation.

Why? Because those courses taught me something uncomfortable and essential. Great leadership is not about confidence. It is about having the capacity to recognise the people who can deliver the outcomes our community deserves, and, most importantly, to identify the “I” people. The ones who have not done the work and do not understand what shared leadership truly means.

This matters because communities pay the price when leadership becomes about ego.

“I” people focus on self-preservation, not solutions. They stall progress, weaken trust, and erode the culture of shared responsibility. Real leadership ensures the right people are empowered, the community’s needs are prioritised, and decisions are guided by collaboration rather than personal ambition.

What I find deeply troubling is this. In all my observations of Kiama Municipal Council, I am not seeing anyone who has put themselves forward for any form of recognised leadership training. Not one. And we are expected to trust them to lead a one hundred million dollar organisation.

That is not brave. That is not capable. That is reckless.

So what should we look for in a 21st century leader, especially one applying to run a council?

Here is the skill set I believe should be non-negotiable.

  • Emotional intelligence and self-awareness

  • Systems thinking

  • Stakeholder engagement

  • Adaptive leadership

  • Transparency and accountability

  • Public value mindset

  • Commitment to lifelong learning

Let us stop accepting untrained leadership as good enough.

If you were hiring a surgeon, you would check their qualifications. If you were hiring a pilot, you would want to know they had done the flight hours. But with leadership, qualifications alone are not enough. The real test is capacity, the ability to bring people together, set a clear direction, and deliver outcomes with integrity.

Why should the CEO of a local government, responsible for planning, services, staff culture, finances, and infrastructure, be held to a lower standard? Communities need leaders who can demonstrate both the knowledge and the skill to lead, not simply hold a credential or a title. Anything less puts the community at risk.

It is time we asked for more. And it starts by asking one simple question.
Is the leadership we have what our community needs and deserves?

#LeadershipMatters #PublicLeadership #LocalGovernment #KiamaCouncil #CivicAccountability #CommunityFirst #EthicalLeadership

When ‘We Save Lives’ Becomes an Excuse to Ignore the Rules

True leadership means recognising that saving lives and following the rules are not mutually exclusive.

Few arguments carry more weight than “we save lives.” It is a powerful statement, one that demands immediate respect and gratitude. But what happens when that reasoning is used to justify actions that bend the rules, bypass oversight, or sidestep accountability?

At what point does a noble cause become an excuse for ignoring compliance, governance, and ethical standards?

Throughout history, we have seen well-intentioned organisations, charities, emergency services, and even law enforcement argue that rules should not apply to them because their work is too important. From disaster relief groups who resist financial scrutiny to surf lifesaving clubs who assume their community service grants them immunity from regulations, the mindset of

“we do good, so let us operate how we see fit” is not uncommon.

Rules and regulations exist to ensure fairness, accountability, and safety. Yet, many organisations fall into the trap of believing that their mission exempts them from oversight.

This has been seen across multiple sectors:

  • Emergency services personnel pushing back against safety restrictions, claiming that work limits or bureaucratic procedures hinder their ability to protect the public.
  • Medical professionals bypassing approval processes for experimental treatments, believing that urgent action justifies skipping ethical review.
  • Community organisations operating outside of lease conditions or financial agreements, arguing that their contributions to public welfare outweigh their need to follow regulations.

At the heart of these arguments is a genuine commitment to service, but also a risk of moral uncoupling.

When people begin to believe that their cause is so important that they are above the rules, it can lead to poor governance, financial mismanagement, and even public safety risks.

If one group claims that their work justifies operating outside normal standards, who decides when that is acceptable?

Should a surf lifesaving club be allowed to ignore council lease conditions because they provide an essential service?

Should a police department be given free rein on civil liberties in the name of security?

Should a hospital ignore government funding requirements because patient care is the priority?

These are difficult questions, but accountability must remain part of the equation. The best organisations understand that being a force for good does not exempt them from compliance, it demands higher standards of transparency.

Communities depend on dedicated volunteers, emergency services, and public health initiatives. Their work is essential, and their impact is invaluable. However, the moment an organisation believes that its mission justifies ignoring legal, ethical, or financial accountability, trust begins to erode.

True leadership means recognising that saving lives and following the rules are not mutually exclusive.

Transparency, ethical decision-making, and adherence to governance structures ensure that organisations continue to serve their communities without compromising the very principles that make them respected in the first place.

#AccountabilityMatters #EthicalLeadership #Transparency #PublicTrust #Governance #Compliance #CommunityResponsibility #NonprofitEthics #EmergencyServices #SavingLives #Leadership #GoodGovernance #RegulationMatters #TrustAndIntegrity

Reflections on the Darker and Brighter Sides of Humanity

As I continue to write these blogs, I find myself frequently navigating the darker corners of human behaviour, unearthing stories of corruption, misconduct, and betrayal. These reflections often leave me contemplating whether I spend too much time on the wrong side of the fence, wishing that more people would stand up and be counted. The adage “Bad things happen when good people do nothing” resonates deeply as I explore these issues. Yet, despite the grim tales, I hold onto hope that shedding light on these darker aspects might inspire a collective awakening, urging more of us to take a stand for what is right.

Why Do Unions Let Down the People They Promised to Serve? And What Does This Mean for the Labor Party?

Unions have long been synonymous with the labour movement, defending workers’ rights, advocating for fair wages, and pushing for better working conditions. Yet, several high-profile cases of union leaders embroiled in corruption, financial mismanagement, and personal misconduct have raised serious questions about the integrity of these organisations. Why do unions, which are meant to serve and protect their members, sometimes fail to do so? Moreover, how does this reflect on the Labor Party in Australia, which has historically been closely aligned with the union movement?

Diana Asmar and the Health Workers Union (HWU)

The most recent case involves Diana Asmar, the boss of the Health Workers Union (HWU), who is facing legal action over an alleged $2.7 million printing scheme. The lawsuit claims that Asmar and other union officials approved fraudulent invoices for printing services and received cash kickbacks in return. This is not Asmar’s first controversy; her leadership has been marred by accusations of questionable expense claims and financial irregularities since she took charge of the HWU in 2013.

A Pattern of Misconduct

Asmar’s case is not an isolated incident. Other notable union leaders have found themselves in similar situations:

  • Michael Williamson, former National President of the Health Services Union (HSU), was jailed in 2014 for defrauding the union of nearly $1 million through false invoices and other deceptive practices.
  • Craig Thomson, another HSU official, was convicted of misusing union funds for personal expenses, including luxury goods and services.
  • John Setka, Victorian Secretary of the CFMMEU, has faced charges related to harassment and breaches of court orders, casting a shadow over his leadership.
  • Kathy Jackson, once a whistle-blower against Williamson, was later found guilty of misappropriating union funds for personal use.

These cases share a troubling theme: union leaders exploiting their positions for personal gain at the expense of the very people they are supposed to represent.

The Impact on Union Members

The implications of such misconduct are profound. Union members trust their leaders to fight for their rights, ensure fair wages, and protect their jobs. When union leaders engage in corrupt practices, they not only betray this trust but also undermine the credibility of the entire union movement. Members are left questioning whether their dues are being used to genuinely advance their interests or to line the pockets of those at the top.

Reflections on the Labor Party

The Labor Party in Australia has a historic and deep connection with the union movement. Many of its leaders and members come from union backgrounds, and unions are significant financial supporters of the party. When union leaders are involved in scandals, it inevitably reflects on the Labor Party, raising questions about the party’s ties to these organisations.

For instance, the scandals involving union leaders like Diana Asmar, Michael Williamson, and others have provided ammunition for critics of the Labor Party, who argue that the party’s close relationship with unions makes it complicit in these failings. The perception that unions, which are supposed to protect workers, are instead engaging in corrupt practices, can erode public trust not only in the unions themselves but also in the Labor Party. This is particularly concerning given that the party positions itself as the champion of the working class.

The Labor Party must navigate these challenges carefully. While unions remain a crucial part of its base, the party needs to ensure that it is not seen as turning a blind eye to union misconduct. Doing so could alienate voters who are frustrated with the perceived corruption and lack of accountability within unions.

Why Do Unions Let Down Their Members?

The recurring pattern of corruption and mismanagement raises an important question: Why do unions sometimes fail the people they promised to serve?

  1. Lack of Oversight: Many unions suffer from inadequate oversight and governance structures, allowing leaders to operate without sufficient accountability.
  2. Power Concentration: In some cases, too much power is concentrated in the hands of a few individuals, leading to abuses of that power.
  3. Cultural Issues: A culture of entitlement or complacency can develop among union leaders, where they prioritise their interests over those of the members.
  4. Systemic Flaws: The structure of some unions may inherently allow for misuse of funds and resources, with insufficient checks and balances to prevent misconduct.

While unions play a critical role in advocating for workers’ rights, the actions of some leaders have raised serious concerns about their effectiveness and integrity. The question remains: How can unions ensure that they truly serve their members and avoid the pitfalls of corruption and mismanagement? Perhaps it is time for unions to reflect on their governance practices, implement stronger oversight, and prioritise transparency to restore the trust of the workers they are meant to protect.

Moreover, the Labor Party must also consider how its close ties to the union movement impact its public image. If the party is to maintain its standing as a defender of the working class, it must be willing to hold unions to account and ensure that they live up to the values they profess to uphold. The path forward for both unions and the Labor Party will require a commitment to integrity, accountability, and a genuine focus on the needs of the people they claim to serve.

#Unions #LaborParty #Corruption #WorkersRights #Governance #Australia #DianaAsmar #MichaelWilliamson #CraigThomson #JohnSetka #KathyJackson #HWU #HSU

 

Engaging with Local Communities: A Cornerstone for Successful Development

In the ever-evolving landscape of urban and rural development, the importance of active engagement between local councils, land developers, and the local community cannot be overstated. This collaborative approach not only fosters a sense of belonging and ownership among residents but also ensures that development projects are sustainable, inclusive, and reflective of the community’s needs and aspirations.

Why Engagement Matters

  1. Understanding Community Needs: Each community has its unique set of values, needs, and concerns. By engaging with the community, councils and developers can gain invaluable insights into these aspects, which can guide the planning and implementation of projects. This understanding helps in creating spaces that are not only functional but also enrich the lives of the community members.
  2. Building Trust and Transparency: Historically, development projects have sometimes been met with scepticism and resistance due to a lack of transparency or the feeling that decisions are made without community input. Active engagement builds trust between the developers, councils, and the community by opening lines of communication and making the process more transparent.
  3. Mitigating Conflicts: By involving the community early in the planning process, potential conflicts can be identified and addressed before they escalate. This proactive approach saves time, resources, and fosters a more harmonious relationship between all parties involved.
  4. Enhancing Project Success and Sustainability: Projects developed with community input are more likely to meet the actual needs of the residents, leading to higher satisfaction and better utilization of the resources. Moreover, when the community feels a sense of ownership over the developments, they are more likely to contribute to the maintenance and sustainability of the projects.

Strategies for Effective Engagement

  • Open Forums and Workshops: Hosting regular meetings where community members can voice their opinions, suggestions, and concerns is a fundamental strategy. These forums encourage dialogue and allow developers to explain their visions, plans, and the benefits of the projects.
  • Surveys and Feedback Mechanisms: Implementing surveys and other feedback mechanisms helps gather a broad range of opinions and identifies common themes and concerns that might not be evident in public meetings.
  • Collaborative Decision-Making: Involving community representatives in the decision-making process ensures that the community’s voice is not only heard but also has a tangible impact on the outcomes.
  • Regular Updates and Transparency: Keeping the community informed about the progress, challenges, and changes to the plans helps maintain trust and manages expectations.

 

The engagement between local councils, developers, and the community is not a one-time activity but a continuous process that should evolve throughout the lifecycle of a development project. It is a cornerstone for building vibrant, sustainable, and inclusive communities that reflect the desires and needs of their inhabitants. In today’s world, where community identity and cohesion are more important than ever, adopting a collaborative approach to development is not just beneficial—it’s essential. By working together, we can create spaces that not only meet our physical needs but also enrich our lives and those of future generations.

#CommunityEngagement #SustainableDevelopment #InclusivePlanning

#UrbanRuralDevelopment #LocalCouncils #LandDevelopment #BuildingTrust

#CommunityNeeds #CollaborativeApproach #TransparentProcess