Katanning resident voice concerns
There was barely an empty seat in Katanning Town Hall for the annual meeting of electors last week when 140 residents voiced a raft of concerns to Shire councillors and staff.
It was almost 100 more electors than the number that turned out to the same meeting last year, with the audience speaking out on issues for three-and-a-half hours.
Concerns aired included a rumoured culture of bullying and intimidation within the Shire, relationships between executive staff allegedly causing conflicts of interest, and the current management structure. Katanning resident Peter Kerin said the number of people in the room reflected negative feelings in the community.
"There is a lot of angst in the community," he said.
"I've only seen as many people at a meeting like this in 1968 or 69."
Residents started question-time raising concerns about the high salaries of a number of staff members and the management arrangement between chief executive Dean Taylor and acting chief executive Andrew Holden, who currently share the role.
Other issues raised included the discontentment with the Clive Street redevelopment and lack of grading on local rural roads and activities for local youth.
A list of 29 former staff members who had left the Shire within the past 12 to 18 months was also presented to the public meeting.
Shire president Alan McFarland said the staff turnover was because of a "cultural change" within the organisation.
"We are going through a cultural change in our staff. Let me assure you, people who are working there are working happily," he said.
Ratepayer Jill Richardson spoke out about concerns surrounding staff management.
"You are here to instil a culture of support, mentorship and empowerment, not to disempower or allow intimidation of your staff members to continue," she said.
Mr McFarland denied there was bullying or intimidation within the organisation.
"Being told how to do a job is not bullying, neither is performance management," he said.
Concerns about "close, personal relationships" between executive staff were denied, with Mr Holden saying he was "offended" by the impression his "professional approach would somehow be coloured".
After the meeting, Mr Holden told the _Great Southern Herald _ 90 per cent of his role included the day-to-day running of the Shire, while Mr Taylor spent 90 per cent of his time managing the Shire's major projects.
"The structure is in place as long as we need an in-house project manager," he said.
He said talk of bullying and intimidation was not true.
"This is rumour and innuendo, fuelled by, I expect, disgruntled ex-employees."
