General Manager Resigns

[coljones]

Sy

 

My understanding is that living in Canberra is expensive. Also, the average salary is higher there than anywhere else in Australia. So, RAAus is between a rock and a hard place with respect to attracting staff. I think that the Board needs to conduct talks with SAAA to ascertain the pro's and cons of moving out to the regions.happy days,

Sydney, Melbourne and Perth housing and salaries aren't exactly tiny either and in some cases are higher than Canberra.

An attraction to Brisbane may well be the result of family pressure rather than poor environmentals in Canberra.

 

Perhaps the people we are hiring as GM are finding, after joining us, that the combination of remuneration and lifestyle packages we offer don't meet the market.

 

Medical Officer salaries in the bush tend to be pretty high as well and keeping them in the bush is a real issue - things like education, jobs for spouses and distance from families tend to militate against attracting quality professionals to the bush.

 

 

[Guest Maj Millard]

My understanding is that living in Canberra is expensive. Also, the average salary is higher there than anywhere else in Australia. So, RAAus is between a rock and a hard place with respect to attracting staff. I think that the Board needs to conduct talks with SAAA to ascertain the pro's and cons of moving out to the regions.happy days,

Poteroo, we have already done as you suggest. I personally visited the SAAA headquarters at Narromine on my way down to Temora, and found that they are very happy that they made the move from Melbourne, and the organizations is doing well because of it. We have set a similar course and the process of finding a suitable site for tha RAA is happening.....Maj....

 

 

[storchy neil]

hey maj have a lock at Cootamundra nsw and check it out nice strip just my 2 bobs worth neil

 

 

[Guest john]

The time has come for the Board & Committee to be dissolved forthwith & an interim competent Administator in aviation matters to be appointed by the rank & file members so as to restore RAA to a respectable organisation that its members can be proud of for the long term future. As it is now the Organisation is being run by a "Dads Army" type club & is on the path of self destruction if it continues to wallow & go round in circles like a dog chasing its tail as evidenced in recent times.

 

Once the interim Administrator has successfully restored RAA to a respectable Organistion that its members can be proud of, then it would be the appropriate timing to reinstate a new group of Board members & Committee.

 

These changes can only come about by active members within RAA as per its constitution.

 

 

[Oscar]

We had a considerable discussion on the theme of 're-locating the RAA HQ' recently, and the idea that location is somehow more important than efficiency of operation was thrashed around. I believe it remains the case that RAA operation does not NEED to be considered primarily on the basis of location (though reasonable proximity of some senior staff to CASA is probably a good idea). With proper system development, RAA could operate perfectly well as a de-centralised administrative entity using electronic communication.

 

That would, in turn, allow the recruitment of staff without the question of location becoming a paramount consideration, and I suggest would go a long way to ensure retention of staff: how attractive would it be to have a job you can take with you if you want/need to move? I'd reckon that alone would be worth quite a bit as an 'unpaid' inducement to join RAA staff and do your best to make sure you continued to be a valued member of staff.

 

The idea that RAA NEEDS a prominent HQ is, quite frankly, an expensive exercise in symbolism and one that the exposure of RAA finances at Natfly suggests is likely to be untenable for very long. No matter where such an HQ would be located, it remains highly unlikely that anything but a small percentage of members would ever a) need, and b) be likely to, actually visit the HQ in person. I am very, very sure that the general population do NOT walk past a fancy RAA sign on a fancy office somewhere and think: 'well, those little aircraft people certainly have their game well under control, let's all support them'.

 

How much of our membership fees - which are rather high, frankly, for the actual effort required per member for administration of RAA affairs - is it worth to have a centralised HQ anywhere? In terms of ROI, bricks-and-mortar infrastructure is not really worth much at all vs. the ROI of a properly-developed, effective and efficient administrative system that could be operated almost entirely in a de-centralised model.

 

To take the concerns raised above, and assuming that Clayton was indeed the CEO we all hoped he would be, whose sole reason for resigning was the Canberra location: with the arrangements I am suggesting, he could have returned to his family and the effect on RAA operation would have been zero - he could have continued to do the job entirely effectively having packed up his desk on Friday afternoon in Canberra and walked into his home office on Monday morning near Brisbane (actually, I believe he had lived fairly close to Toowoomba ) and turned on his office computer. Instead of which, we go yet again through the recruitment dance, the disruption of another new person having to learn the ropes, the loss of corporate knowledge, etc. etc., because of location.

 

Given the current state of RAA finances, frankly the whole idea of spending money on re-location is idiotic. We are looking at a time-line to either bankruptcy or very much inflated fees of at best three years; spending money on an out-dated idea that serves almost no useful tangible purpose is, to use a sailor's phrase, 'pissing into the wind'.

 

 

[johnm]

Don't know much about this organisational stuff ..................... and I'm guessing the GM's salary is a big secret

 

Let's say the GM is paid $ 140k + expenses

 

Why not empoy more than 1 of them - it would be costly but in the scheme of things RAA needs continuity in the GM position

 

I suspect that after every year or so (or less) when the positon becomes vacant ............... the potential for achievement is lost and the whole thing winds down, starts all over again and reverts back to the most urgent issue

 

 

[rankamateur]

My understanding is that living in Canberra is expensive. Also, the average salary is higher there than anywhere else in Australia. So, RAAus is between a rock and a hard place with respect to attracting staff. I think that the Board needs to conduct talks with SAAA to ascertain the pro's and cons of moving out to the regions.happy days,

In partnership?

 

 

[poteroo]

In partnership?

Possibly. There are pro's and cons of course. (see the Board thread)

 

 

[Captain]

I'd argue that the disrepute occurred when the skeleton was hidden in the cupboard, not when the "Tada!" event occurred that dragged it kicking and screaming back out!!! Its hard to argue that a regulator ensuring we are complying with the regulations is bringing us into disrepute.......

It is however a bit stiff, Andy, when the cupboard is overflowing with skeletons from years ago, most of which are covered with the fingerprints of the blokes who now oversee the organisation while wearing white gloves and looking for dust on the windowsills and on/in those very cupboards.

 

 

 

Set a thief to catch a thief I guess.

 

 

[Guest Maj Millard]

Johnm,

 

I believe the current vacancy is being advertise with a $130 k package. I'm sure president Michael Monck will be on the interview committee so we will end up with the right person with the right talents and direction...........Maj....

 

 

[rhysmcc]

Well we are optimistic that we can recruited a replacement that will be even better than Mark has been...............Maj...

Even so Maj.. by the time the recruitment process happens and the new person is settled in the job and up to date with all the issues, 12 months would have past and we would be ready to start the whole thing again...

 

I very much like the idea of developing the virtual office, moving all our renewals online and the mag etc. Who needs a HQ if the Board only meet there once a year anyway, would be much cheaper to rent out conference space for that or when face to face meetings are required with other stakeholders.

 

Lets get serious about moving RAA operations virtual, invest the money now to save later.

 

 

[Guest Maj Millard]

Even so Maj.. by the time the recruitment process happens and the new person is settled in the job and up to date with all the issues, 12 months would have past and we would be ready to start the whole thing again...I very much like the idea of developing the virtual office, moving all our renewals online and the mag etc. Who needs a HQ if the Board only meet there once a year anyway, would be much cheaper to rent out conference space for that or when face to face meetings are required with other stakeholders.

 

Lets get serious about moving RAA operations virtual, invest the money now to save later.

Can't believe it will take anywhere near 12 months. Also the average length of time for a GM staying in a job in the country is two years........we do ok keeping the right one for 12 months...........Maj...

 

 

[facthunter]

Continuity is a factor and desirable for sure If you don't get it, it doesn't mean the end but does tend to confuse what direction we are going in and maintaining. It is inefficient too.

 

This is the boards job at the end of the day. A POLICY Manual which is active and open (and we used to have, but wasn't activated when required,) would help. The policies are broadly speaking determined by the members and if someone deviates from a stated policy the question can be asked WHY? There may be a good reason but it would have to be explained.. Nev

 

 

[Guest Maj Millard]

Continuity is a factor and desirable for sure If you don't get it, it doesn't mean the end but does tend to confuse what direction we are going in and maintaining. It is inefficient too.This is the boards job at the end of the day. A POLICY Manual which is active and open (and we used to have, but wasn't activated when required,) would help. The policies are broadly speaking determined by the members and if someone deviates from a stated policy the question can be asked WHY? There may be a good reason but it would have to be explained.. Nev

That is in all a good suggestion, and the duties of the GM is well outlined in the ops manual,. However being that most GMs come in with their own individual styles, that also must be allowed to be exercised in each case. As in Marks case it sometimes takes six months or more to realise a particular style may not be particularly 100% in the organizations best interest long term, and ultimately it is the boards responsibility and duty to make changes if necessary , which it has done in this case............Maj....

 

 

[johnm]

Thanks Maj

 

Facthunters comment is a good reminder - like a master plan - do we have such a mechanism (policeies or master plan) to know in what direction we are going and priority of issues (so everyone can see ?) ........... or is that well outlines in the GM's duites ? (as you say)

 

 

[Guest Maj Millard]

The board regularly discusses future direction and planning for the direction of the organization, that is one of its duties. It then make recommendations or directions to the excutive, which they then carry out. The board also is the final word on approving someone for a paid position, a majority of board members have to be in approval on the appointment. The board also has the authority to approve a dismissal of an employee, and this was exercised with Marks stepping down.....The interviewing process of a prospective employee is carried out by members of the excutive or a committee set up for the job which may include outside members with specific expertise. The final recommendation is then passed to the board for its approval or disapproval ......Maj...

 

 

[rhysmcc]

That is in all a good suggestion, and the duties of the GM is well outlined in the ops manual,. However being that most GMs come in with their own individual styles, that also must be allowed to be exercised in each case. As in Marks case it sometimes takes six months or more to realise a particular style may not be particularly 100% in the organizations best interest long term, and ultimately it is the boards responsibility and duty to make changes if necessary , which it has done in this case............Maj....

 

The board regularly discusses future direction and planning for the direction of the organization, that is one of its duties. It then make recommendations or directions to the excutive, which they then carry out. The board also is the final word on approving someone for a paid position, a majority of board members have to be in approval on the appointment. The board also has the authority to approve a dismissal of an employee, and this was exercised with Marks stepping down.....The interviewing process of a prospective employee is carried out by members of the excutive or a committee set up for the job which may include outside members with specific expertise. The final recommendation is then passed to the board for its approval or disapproval ......Maj...

I'm confused... are you saying the board has asked Mark to set down (or fire him)? If this is the case, then the board (and yourself) better come out quickly with a please explain or you won't be getting my vote at the next election.

 

 

[Keith Page]

I'm confused... are you saying the board has asked Mark to set down (or fire him)? If this is the case, then the board (and yourself) better come out quickly with a please explain or you won't be getting my vote at the next election.

Have a cuppa and a solid think...Boys and Girls

 

OR Could it be the GM discovered the position is not for him and had a gentleman's chat with the board and said "Oi! gents help me out, this is not what I expected"

 

As I see things "IMO" which occured on these forums the GM had a preference to be the cox of the ship and not keep the engine room running. (Engine room is the office.)

 

As I said in another thread "The board sets direction and planning"---- "The GM oversees the office and gives guidance to the staff and picks them up if they stumble".

 

As I see, a GM is a very special person they must execute instructions and at all cost keep the office staff working in harmony if the harmony is not there they are sunk.

 

Regards

 

Keith Page.

 

 

[FlyingVizsla]

The General Manager's responsibilities are set out in the Ops Manual (this manual is getting a re-write)

 

 

RA-Aus OPERATIONS MANUAL

 

ISSUE 6 - JULY 2007

 

SECTION 1.01

 

ORGANISATION AND ADMINISTRATION

 

The day-to-day administration of the RA-Aus is the responsibility of the Chief

 

Executive Officer, who functions in accordance with the directions issued by the

 

Executive Members of the RA-Aus Board.

 

The GM is not an office manager - we already have one of them (used to be Julie Roll). His role is far more pro-active and innovative. Read the job description here: https://www.raa.asn.au/2014/05/position-vacant-general-manager/ Among other things the "... ability to implement strategy and shape the future of RA-Aus under the direction of the board." Remember the previous bloke was tasked to re-write the Tech & Ops Manuals.

 

He is also the Public Officer under the Associations Incorporation Act (ACT).

 

When an organisation is in crisis, a certain type of person is required to get it back on its feet. The best person for that job may not be the best for a stable organisation. Working for a committee is more difficult (in my experience) than working for a company.

 

Best wishes for the next person - if you know a suitable candidate, encourage them to apply.

 

Sue

 

 

[facthunter]

I agree with all you say but either we don't support them or don't select them correctly. This is close to the most important position in the show. Structurally IT IS, but I feel the Techman (person) might be the hardest to fill due to the specialised nature of that job. Nev

 

 

[Guest Maj Millard]

I'm confused... are you saying the board has asked Mark to set down (or fire him)? If this is the case, then the board (and yourself) better come out quickly with a please explain or you won't be getting my vote at the next election.

Rhysmcc.....yes I feel you are confused. yes the board has to approve a new appointment. If somebody tenders their resignation it is automatically accepted and approved by the board, unless of course they see a strong and compelling reason not to accept the resignation. this was not the case with Mark..............Maj...

 

 

[facthunter]

It must be terrible for the applicant when it doesn't work out. Moving to Canberra is a big commitment and I'm sure most come to the job with confidence in their ability to get the job done. People DO have their own styles, but there is scope for acceptance of variation with tolerance and flexibility. I don't know the details and don't need to really. Good luck to the Board and the next person willing to step up to the plate. Not everything is easy If it was anyone could do it . Thanks Maj for the fill in..Nev

 

 

[Guest Maj Millard]

Your welcome Nev.......that's what I'm here for to communicate with the members........Maj......

 

 

[rhysmcc]

Rhysmcc.....yes I feel you are confused. yes the board has to approve a new appointment. If somebody tenders their resignation it is automatically accepted and approved by the board, unless of course they see a strong and compelling reason not to accept the resignation. this was not the case with Mark..............Maj...

Sorry for my misunderstanding, your first couple of posts suggested (to me) that the board may have asked Mark to step aside because of differences in "styles" and that the board approved the "dismissal" in Marks case.

 

Could you clear this up for me and confirm that it was indeed Mark's decision to step down and the board did not request or encourage him to do so?

 

 

[SDQDI]

. The board also has the authority to approve a dismissal of an employee, and this was exercised with Marks stepping down ......Maj...

I think this was the confusing part of your post maj maybe just a wording slip up.