In his first two years as Whanganui District Council chief executive, Kym Fell has overseen an "unprecedented" restructure. Photo/ Bevan Conley
In his first two years as Whanganui District Council chief executive, Kym Fell has overseen an "unprecedented" restructure. Photo/ Bevan Conley
It's been two years since Kym Fell took over as chief executive of the Whanganui District Council.
He talks to Zaryd Wilson about his "unprecedented restructure", a "soul-destroying" election and the $39 million wastewater treatment plant.
There were signs change was on its way from the beginning.
Firstly, he was a relative outsider.
While predecessor Kevin Ross had worked at the Whanganui District Council for almost four decades, the new chief executive was new to Whanganui and to local government.
His previous employer, Regional Facilities Auckland, was an Auckland Council controlled organisation and he had spent a year in Whanganui studying at the Whanganui Polytech school of tourism and hospitality in the 1990s.
But to all intents and purposes Kym Fell was fresh when he was welcomed on to Putiki marae in January 2016.
Two months earlier the then mayor Annette Main announced the appointment, saying Mr Fell was someone who had led "transformational change".
Even Mr Fell admits a shake-up was inevitable.
That's why he "absolutely" had been looking for a job with a large provincial council to broaden his experience in the public sector.
"In commercial, every cent counts and is scrutinised and forensically tested," he says.
"With local government there's a lot of waste and I think for me it was something I could get into and make sure that we could get some runs on the board and improve an organisation really quickly. That's what I like to do."
Kym Fell (right) took over from Kevin Ross (left) as chief executive of the Whanganui District Council in January 2016. Photo/ Bevan Conley
Sweeping change did come.
The biggest restructure in council's history affected almost a quarter of council staff and all but two of the executive leadership team lost their job.
"It was huge," Mr Fell says. "For the number of staff that left, for the number of roles that changed."
While the changes have saved ratepayers $625,000 a year Mr Fell says what he really wanted was to change the way the council operated.
He felt there was too much hierarchy, that decisions had to go through too many people and there were jobs that didn't need to be there.
"I think there's been a fear of making decisions at council for a while and now you can make a decision and stand by it. And look, a few will make mistakes and you're allowed to make a few mistakes. But we've got to learn by it."
In the end 46 jobs were axed and 35 new ones created.
"I didn't receive too many Christmas cards this year it's fair to say. But you're sent in to do a job and I'd much rather do it surgically than somebody do it for me with a chainsaw."
Little comfort for those who lost their jobs and Mr Fell acknowledges it was an "uncomfortable" process for some staff.
"The human factor still comes into it. But it's not about the people, even though it impacted them, it's about the roles," he says.
"The key thing for me is ensuring that staff leave with dignity, that wherever possible we look to redeploy them in the organisation. But some roles had to go."
"The community is rightfully upset - and should be - with the failure of the initial plant. I would be too."
The new plant had its critics and it became a hot issue in an election which Mr Fell says was full of "soul-destroying politics, embellishment and alternative truths".
"There were campaigns and all sorts to discredit staff, to discredit experts. It was horrible, it really was. Nasty... the behaviour was just... 'wow'.
"You needed thick skin, absolutely, and I think it was ensuring that all of my responses were evidence based. If you were going to go out there and be emotional, you won't win."
Whanganui District Council chief executive Kym Fell says he needed thick skin to deal with wastewater treatment plant critics. Photo/ Bevan Conley
In the end the new plant was signed off by the outgoing council just days out of the election amid calls for it to be deferred to the new council.
Mr Fell says he will be criticised for the timing - but it was a council decision - and one he backs.
"It absolutely made sense and I'll absolutely stand by that. We spent a huge amount of time with experts to look at the modelling of the plant to make sure it would work."
Construction of the plant is nearly complete and it is due to be operating in June.
"At the end of the day you pay for what you get and I think what we have now is a fit for purpose plant."
You're only as good as seven councillors liking you.
In a way Mr Fell's first two years have set up the rest of his term (three more years with an option for two more).
He wants council to be easy to deal with and it to be an organisation which allows things to happen and the district to progress.
"People love to kick the s*** out of council but what people have to remember is we are bound by regulatory things like the building act and resource management act," he says.
"There's still a bit to do. I don't think it's all roses. I don't think it is in any organisation but it's a hell of a lot better.
