The order of the business will be as detailed below (subject to variation by Council)

Keith O’Leary

General Manager

GREAT LAKES COUNCIL

COUNCIL STRATEGIC DIRECTION

Council has adopted a Vision, Mission and five Strategic Objectives to guide the overall direction of Great Lakes Council.

VISION

Great Lakes ……….

A leader in the provision of infrastructure and services

which sustain and enhance the natural environment

and achieve a quality lifestyle for residents and visitors.

MISSION

Providing governance which is:

·         Effective

·         Efficient

·         Socially Just

·         Transparent

·         Visionary

STRATEGIC OBJECTIVES

1.        Natural and Built Environment

To plan for future growth while ensuring a healthy well managed natural environment.

2.        Community and Social Wellbeing

To provide opportunities for recreation and culture for all and to foster a safe and caring community.

3.        Economic Development

To plan for sustainable economic and tourism development.

4.        Infrastructure Management

To plan and manage infrastructure and assets to meet community needs.

5.        Corporate Governance

To ensure Council management and practices provide effective, efficient, socially just, transparent and visionary governance. To create long term financial viability while responding to the needs and demands of the community.

GREAT LAKES COUNCIL

CODE OF CONDUCT PRINCIPLES AND ETHICAL DECISION MAKING

·           Integrity – You must not place yourself under any financial or other obligation to any individual or organisation that might reasonably be thought to influence you in the performance of your duties.

·           Leadership – You have a duty to promote and support the key principles by leadership and example and to maintain and strengthen the public’s trust and confidence in the integrity of Council. This means promoting public duty to others in the council and outside, by your own ethical behaviour.

·           Selflessness – You have a duty to make decisions solely in the public interest. You must not act in order to gain financial or other benefits for yourself, your family, friends or business interests. This means making decisions because they benefit the public, not because they benefit the decision maker.

·           Objectivity – You must make decisions solely on merit and in accordance with your statutory obligations when carrying out public business. This includes the making of appointments, awarding of contracts or recommending individuals for rewards or benefits. This means fairness to all; impartial assessment; merit selection in recruitment and in purchase and sale of council’s resources; considering only relevant matters.

·           Accountability – You are accountable to the public for your decisions and actions and must consider issues on their merits, taking into account the views of others. This means recording reasons for decisions; submitting to scrutiny; keeping proper records; establishing audit trails.

·           Openness – You have a duty to be as open as possible about your decisions and actions, giving reasons for decisions and restricting information only when the wider public interest clearly demands. This means recording, giving and revealing reasons for decisions; revealing other avenues available to the client or business; when authorised, offering all information; communicating clearly.

·           Honesty – You have a duty to act honestly. You must declare any private interests relating to your public duties and take steps to resolve any conflicts arising in such a way that protects the public interest. This means obeying the law; following the letter and spirit of policies and procedures; observing the code of conduct; fully disclosing actual or potential conflict of interests and exercising any conferred power strictly for the purpose for which the power was conferred.

·           Respect – You must treat others with respect at all times. This means not using derogatory terms toward others, observing the rights of other people, treating people with courtesy and recognising the different roles others play in local government decision-making.

Ethical Decision Making

Consider the following points when assessing a potential action or decision.

·           Is the decision or conduct legal?

·           Is it consistent with Council policy, Council’s objectives and Council’s Code of Conduct?

·           What will the outcome be for yourself, your colleagues, Council and other interested parties?

·           Does it raise a conflict of interest?

·           Do you stand to privately gain or lose at the public expense?

·           Can the decision be justified in terms of the public interest?

·           Would the decision withstand public scrutiny?

Last Updated  06 March 2008