As Hawkesbury City Council advertises for a new General Manager, a community-led discussion triggered by the Hawkesbury City Council General Manager Discussion Paper, is seeking to shape the debate about who should lead the Council through one of the most challenging periods in its recent history.

Applications for the position are currently being sought, with the recruitment process scheduled to close later this month. The appointment comes at a critical time for the organisation following the resignation of former General Manager Elizabeth Richardson, ongoing governance controversies, a recently approved 39.41% cumulative rate increase and growing community concern about Council's performance and culture.

The Hawkesbury City Council General Manager Discussion Paper, commissioned by Hawkesbury Business Group Inc. and prepared following consultation with local business leaders and community stakeholders, argues that the next General Manager appointment may be the most important decision made by Councillors during the current term of office.

The paper has been released for public comment and residents are being invited to complete a survey and provide feedback over the next ten days.

The responses will be compiled into a final report that organisers intend to publish and present to the NSW Minister for Local Government, Hon Ron Hoenig.

The report will also be promoted widely to ensure potential applicants for the position are aware of community expectations before the recruitment process is finalised. says Phil Bamford President Hawkesbury Business Group

Hawkesbury Business Group Inc represents mediuma large businesses operating the Hawkesbury region.

Supporters of the initiative say the consultation has emerged from growing frustration within sections of the business community regarding Council's performance, decision-making processes, economic development outcomes and relationship with the broader community.

The position of General Manager is one of the most powerful and influential roles in local government, carrying responsibility for the day-to-day operation of Council, implementation of council decisions, management of approximately 400 staff, oversight of more than $1.4 billion in public assets and stewardship of an annual budget exceeding $120 million.

Both Council's recruitment material and the community discussion paper agree on the importance of strong leadership, financial management, strategic planning, community engagement and effective relationships with councillors.

However, the comparison highlights a growing debate over whether Hawkesbury should cast a wide recruitment net or impose stricter requirements reflecting the council's unique challenges including an urgent need to address a legacy of disfunction.

First-time General Manager or proven local government veteran?

One of the clearest differences relates to experience.

Council's Position Description requires local government knowledge and senior executive expertise in public sector organisations. Previous experience as a General Manager is listed as desirable rather than essential. This is seen by some observers as an attempt to recruit from within the existing Council ranks.

The community discussion paper takes a much firmer position.

It argues that Hawkesbury is facing financial, governance and organisational challenges that require an experienced hand at the helm and states that "Hawkesbury is not the place for a first-time General Manager."

The report recommends requiring applicants to have previous experience as a General Manager, Deputy General Manager or Director at a comparable NSW council and to demonstrate a detailed understanding of NSW local government legislation, the Office of Local Government framework, IPART processes and governance obligations.

Should the General Manager live in the Hawkesbury?

Another point of difference is residency.

Neither Council's Position Description nor Information Pack requires the successful applicant to live in the Hawkesbury.

The community discussion paper argues that the next General Manager should either already live locally or commit to relocating to the district.

Supporters of the proposal argue that a General Manager who lives in the community is more visible, more accountable and more invested in local outcomes.

The report states that the Hawkesbury deserves a General Manager who chooses the district as their home rather than viewing the role as a stepping stone to another appointment.

Rural experience highlighted

The Mayor's recruitment message acknowledges the unique challenges of the Hawkesbury, including flood risk, bushfire management, balancing growth and protecting the district's semi-rural character.

However, the community report goes further by calling for demonstrated regional and rural experience.

It argues that Hawkesbury's mix of urban centres, farming districts, villages, tourism operators and flood-prone communities requires a leader who has either lived or worked extensively in regional NSW and understands the practical realities faced by rural communities.

Transparency and accountability

The strongest contrast may be found in how the two documents approach accountability.

Council's recruitment material focuses on strategic leadership, organisational performance, compliance and reporting.

The community paper proposes a more public and measurable approach.

Recommendations include publication of the annual performance criteria as it is measured in the General Manager contract, annual community satisfaction surveys that include survey participation numbers and methodology including questions asked, public reporting of staff engagement surveys, publicly reported performance scorecards and linking part of the General Manager's remuneration directly to measurable outcomes.

The report argues that ratepayers should be able to clearly see what the General Manager is being paid to achieve and whether those objectives have been met.

Business community seeks greater voice

The discussion paper also calls for a stronger relationship between Council and the local business community.

While Council's Position Description refers to engagement with community and business groups, the report argues the next General Manager should actively partner with businesses to support economic development, tourism growth, timely development assessment and making Council easier to deal with.

The recommendations closely reflect concerns expressed by business operators who participated in the consultation process and who argue that economic development should be given greater priority within Council.

A debate about Hawkesbury's future

The differences ultimately reflect two competing philosophies.

One approach seeks the best executive leader available from the widest possible field, regardless of whether they have previously held a General Manager role or lived in a regional community.

The other argues that Hawkesbury's current financial pressures, infrastructure challenges, divided council chamber and strained community relationships require a candidate with proven NSW local government experience, rural understanding and a commitment to the district.

As councillors move toward one of the most important appointments they will make during this term of office, the debate raises a simple question:

Should Hawkesbury recruit a capable executive who can learn the district, or insist on a leader who already understands it?

Residents wishing to contribute to the discussion can obtain a copy of the discussion paper here:

Residents can complete the accompanying survey over the next ten days here:

What Should Hawkesbury Look For in Its Next General Manager?

Estimated completion time: 3–5 minutes

The community survey is independently conducted by the Bells Line of Road Business Council (BLORBC) to gather local feedback on the next General Manager appointment.

Organisers say all feedback received will be considered before a final report is published and presented to the Minister for Local Government.