Welcome to the 2015 Autumn edition of the Mead Perry Group newsletter.

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In this Issue

  • What have we been doing?
  • Feature Story - Excuses, Excuses, Excuses.
  • New Team Members!
  • MPG Team - Out and About Photo Gallery
  • Client Profile: Getting to know You
  • Further Conferences Scheduled
  • Our Specialist Services
  • Skills Manager
  • Our Local Buy registration contract details


What have we been doing?

We have been keeping busy with a variety of specialist projects for Councils throughout Australia, including but not limited to;

  • Corporate Governance Review - 1 Council;
  • IT System Procurement and Implementation - 1 Council;
  • Corporate Plan - 1 Council;
  • Water Tariff Rate Review - 1 Council;
  • General Rate & Utilities Charges Review - 1 Council;
  • Change Project - 2 Councils, 2 projects;
  • Financial Consultancy - 3 Councils, 4 projects;
  • Business Process Improvement - 2 Councils, 3 projects;
  • Policy Reviews - 1 Council;
  • Comparative Data Analysis - 1 Council;
  • Human Resources Management - 2 Councils, 5 projects;
  • Plant Review and Data Analysis - 4 Councils, 4 projects.

Does your organisation need advice or assistance in any of these areas?

We can help.

MPG feel it is important to ensure good communication and networking continues to be a high priority with both existing and new clients to better serve needs of local governments and the issues that immediately affect you!


Can't wait for the quarterly newsletter?  Need regular MPG updates?

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Don't forget to 'Like' our page while you're there.

Excuses, Excuses, Excuses

The MPG team have been participating in the QLD LGMA Branch Forum series over the last few months. These workshops have focused on the development of a positive organisational culture and have been an enlightening and thought provoking professional development opportunity.

In reflecting on the cultural aspects that influence organisational performance and the cultural differences between Councils that we work with, I have observed that one significant influencer on organisational performance is the extent to which people take responsibility for their actions, performance and output.

Unfortunately, in some organisations, the culture reflects a lack of responsibility and a focus on coming up with excuses rather than owning a matter and taking responsibility for addressing it. Also it is very difficult to develop and maintain high performance if issues are not or cannot be addressed because no one takes ownership of and responsibility for them.
If the organsiation accepts excuses for poor performance without consequence or remedial action and staff do not take responsibility and are not being held accountable for their performance, the incidence of this behaviour will naturally grow to a point where the organisation and the community they serve really suffer.

Of course, the effectiveness of performance management of individuals in the organisation plays a big part in building organisational performance.  However, where there is an embedded culture of excuses and blame, taking a whole of organisation approach to addressing the matter may be warranted.

It is clearly a serious issue for an organsiation when staff are more focused on coming up with an excuse, rather than taking responsibility and especially when they feel that they don’t have to bother about performance as long as they come up with a decent excuse. This soon creates an environment where everyone is looking out for themselves and this focus on the individual and what suits them works against a collective effort to achieve organisational goals.

A key feature of high performance teams (whether a sporting team or work group), is that they are made up of individuals that know their job and take responsibility for doing it. When things do not go to plan they will “put up their hand” and accept responsibility. In this environment all team members are confident in their team mates doing their job and therefore can focus on doing their own job properly and delivering the result for the benefit of the group.

Creating a culture that moves away from blame and excuses will help staff to have confidence and trust in each other and build a focus on achieving results or improving the way things are done so that the result can be achieved next time. To create such a culture will require a no excuses focus.

In saying no excuses I mean that rather than making excuses or laying blame, we accept that the outcome hasn’t been delivered, identify learnings to help future improvements and establish a plan to deliver what we need to.

So what are the implications of taking a “no excuses” approach?

It could be argued that not accepting excuses will encourage staff to “play it safe” at the expense of creativity and change. I would suggest however that taking a no excuses approach doesn’t have to restrict innovation and risk taking. In fact if we build a culture where staff take responsibility and are effectively supported in that, then they should be better equipped and motivated to strive for continuous improvement and be prepared to try new things.  If things don’t work out the way they are intended, rather than looking for excuses, staff would accept responsibility, determine how they are going to deliver, make a plan to deliver and a make a commitment to do so.

In supporting the cultural change required to develop a high performance, “no excuses” organisation, Managers need to be aware of the danger of accepting excuses for poor performance. They need to hold staff accountable for their performance but also give them the tools and skills they need to make sure they can focus on what they are responsible for and allow them to deliver. Most of all, Management needs to set the standard. They need to “be the change” they seek and deliver their message through both their words and actions.

So what about you? Are you game to take the no excuses approach in your own work and personal life? Why not try it? It may require a mindset change. It may require a degree of focus to successfully address challenges in this way. However this approach might also make a big difference to you personally and to your organisation. Good luck and….

No Excuses, No Excuses, No Excuses.

New Team Members!

Mead Perry Group is pleased to announce that Lew Rojahn has joined our firm.

Lew has over 35 years of experience in Local Government, and with a home base in Cairns, he has a very extensive knowledge of Cape York and the Gulf Areas.

His particular interest is Corporate Governance, and he is passionate about furthering training opportunities in this area.

Mead Perry Group is pleased to announce that Cassie Brooks and Mick Dunne have joined our firm on a contractual basis.

Both Cassie and Mick bring with them a wealth of experience and practical application knowledge, particularly in the areas of Finance, Database creation, Information Technology and Software support.

Welcome to the MPG Team Lew, Cassie & Mick.  We look forward to working with you!

MPG Team - Out and About Photo Gallery

Some of the sights on the road in Diamantina Shire.

Arun Pratap, (Toowoomba Regional Council), Carl Manton (Goondiwindi Regional Council) and Phil Berting (Western Downs Regional Council) participating in the South Queensland Branch Networking event hosted by LGMA in Dalby.

Scott's Ethical Conduct workshop group at Diamantina Shire Council.

Leon Yeatman (Mapoon Aboriginal Shire Council) with Leanne in Cairns for the North Queensland LGMA Branch event..
The North Burnett Weir after some heavy rain earlier this year.

The 2015 LGMA National Congress, which took place in Darwin.

The Western Queensland Local Government Association conference, held in Hughenden in early May.

Client Profile

Getting to know You...

with Leon Love, CEO Diamantina Shire Council


I love doing what I do because…
It makes a difference
What takes up most of your spare time?

Proof reading my kids assignments. 
What are three things you couldn’t live without?
Family, laughter and a credit card.
What is your favourite weekend activity? 
Beers after working up a sweat.
What is your career highlight? 
CEO at 27.
One of the most exciting experiences of my life has been...
The question people always ask me is... 
How can someone so good looking be so smart?
My best ever holiday was… 
Camping on Straddie with family.
My favourite movie is… 
Life of Brian.
I love the smell of… 
Approaching rain.
The thing I love most about my town is…
It's sunny 99% of the time.
What motto do you live by?

Live like there is no tomorrow.

Conferences Sponsoring and Attending
LGMA Central Queensland Branch Networking Event - 25 June (Bundaberg)
Local Government Women's Association State Conference - 22 to 24 July (Gayndah)
LGAQ Bush Council Convention - 29 to 31 July (St George)

North Queensland Local Government Association - 3 to 5 August (Palm Island)
LGMA Queensland Annual State Conference - 1 to 3 September (Gladstone)



Further Conferences scheduled for your information

Local Government Association
Local Government Managers Australia
South Australia
Local Government Association
Local Government Managers Australia

New South Wales
Local Government Association
Local Government Managers Australia
Local Government Association
Local Government Managers Australia
Local Government Association
Local Government Managers Australia
Western Australia
Local Government Association
Local Government Managers Australia
Northern Territory
Local Government Association


Ask us about our Skills Manager Software, it's a very efficient way to keep track of all your training and qualifications!

Skills Manager is a database application that has been developed by Mead Perry Group to manage and report on licences, training and skill development information where the organisation’s corporate systems are not meeting their needs.
The advantage of using a database is the improved reporting options that are available compared to Word or Excel systems.  Skills Manager utilises the Microsoft Access database.  The major aims of Skills Manager include providing reports on:


  • individual employees licences and training; and
  • licences and training held by individual employees; and
  • when training or licences have expired.

Our Specialist Services

Local Buy

Register of Pre-Qualified

Suppliers (RPQS)

Business Management



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Our mailing address is:
PO Box 142, Highfields   Qld   4352

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