Succession Done Well: Growing Local Government Leaders from Within

Succession planning is often discussed in local government, but rarely do we hear from leaders who have truly lived it. Bradley Cutts, General Manager of Fairfield City Council, tells us how internal succession, leadership identification and culture are shaping the organisation’s developing Employee Value Proposition (EVP). Since Bradley’s appointment as GM 3.5 years ago, Fairfield has achieved 161 internal promotions, a measurable reflection of succession planning in action.

Q: You’re a great example of someone who has “come up through the ranks.” Can you tell us about your journey to General Manager?

Bradley Cutts:

“I began my career in local government as a Commercial Manager. What struck me immediately was the difference in purpose. In the commercial sector, efficiency sometimes meant profit. In local government, efficiency means delivering essential services — waste, community programs, learn-to-swim initiatives, that people rely on every day. That passion for community outcomes is powerful.

From there, I stepped into roles that stretched me, including interim Asset Manager during the early implementation of Integrated Planning and Reporting frameworks. I initially felt underqualified. But I learned that leadership isn’t about being the subject matter expert in everything, it’s about mobilising expertise, building capable teams and asking the right questions.

Later, leading Communications reinforced the importance of team culture. People want to feel heard. Even when problems can’t be solved immediately, acknowledgement matters. Work shouldn’t feel sterile, it should be engaging, respectful and human.”

Q: At what point did succession planning become a conscious part of your career development?

Bradley Cutts:

“When I started asking: What are the three roles I ultimately want? I spoke with recruiters and asked whether I had the qualifications required, whether I had “the ticket to the game.” The answer was clear: I needed an MBA.

Undertaking an MBA while working in executive leadership was transformative because it allowed me to harmonise theory and practice in real time. That experience reinforced a belief I now share with staff: formal qualifications don’t guarantee promotion, but without them, opportunities can sometimes be limited by essential criteria.

At Fairfield, we support study, but development is a shared responsibility. Staff must meet the organisation halfway.”

Q: From your perspective, what does good succession planning look like in local government?

Bradley Cutts:

“At Fairfield, it looks like 161 internal promotions in 3.5 years. It means:

• Prioritising internal candidates where capability is equivalent
• Guaranteeing interviews for internal applicants who meet essential criteria
• Providing genuine developmental feedback
• Aligning leadership identification with clear values and metrics
• Refining leadership programs to focus on growth — not entitlement

Development plans focus on individual capability building and readiness for future opportunities. Succession planning must be embedded in culture, not run as a side initiative.”

Q: What skills or experiences were most critical in preparing you for the GM role?

Bradley Cutts:

“Breadth. Moving beyond technical expertise into strategic and cross-functional roles was essential. In Asset Management, I learned to focus on foundations first, understanding what assets we had, where they were, and their condition, before chasing sophisticated strategies.

Communication and candour were equally critical. I value honesty over embellishment. I would rather know the truth of a situation early so we can solve it. We’ve embedded this into our leadership culture.

Psychological safety matters. Staff need to raise concerns without fear. A “naysayer” role in management meetings is useful — someone tasked with stress-testing plans and identifying gaps before implementation. It improves rigour while maintaining a solutions-focused mindset.”

Q: As a GM now, how do you think about developing your future leaders?

Bradley Cutts:

“I focus on attitude and aptitude. In a skills shortage market, attitude is the differentiator, and aptitude addresses that you are suited to and like the type of work.

Cross-functional exposure is also important, we encourage staff to broaden their experience beyond their discipline. Our organisation delivers over 46 service statements across a $2.168B asset base, that diversity creates opportunity.

Intentional identification - we incorporate leadership metrics and values into workforce planning as part of our evolving EVP.

Lastly, cultural engagement is vital as work should be somewhere people want to be. A professional environment can still be energised and human. Bullying and harassment are non-negotiable, but personality, humour and connection are welcomed.”

Q: From a recruitment perspective, councils are often torn between internal progression and external appointments. What’s your view?

Bradley Cutts:

“You need both perspectives, but internal progression builds retention and trust. Our general principle is clear; if an internal and external candidate are equivalent in qualifications and capability, the internal candidate is appointed as a show of faith. Internal staff bring system knowledge, networks and cultural understanding that cannot be replicated quickly. Succession planning is retention strategy.”

Q: Finally, what advice would you give to aspiring local government leaders?

Bradley Cutts:

“Be diligent where you are. Solve problems before you’re asked - communicate honestly - broaden your experience beyond your comfort zone - build the qualifications that keep doors open - and importantly, wear your bruises with pride. That is to say, learn from the mistakes that you make. Growth is rarely linear. Leadership requires resilience, humility and delivery.”

Fairfield’s Emerging EVP

Fairfield City Council is building an EVP grounded in measurable succession outcomes, leadership identification and cultural strength. What sets it apart?

• 161 internal promotions in 3.5 years
• Guaranteed interviews for eligible internal applicants
• Refined, development-focused leadership pathways
• Cross-functional growth exposure
• Psychological safety and candour in leadership
• A flat, approachable executive structure
• Clear metrics aligned to leadership values

Succession planning at Fairfield isn’t theoretical, it’s operational, cultural and measurable.

Interviewed by Nicole Sisinni, Commercial Manager at Norwest Recruitment. Contact on nicole@norwestrecruitment.com.au or 0488 810 185 with any queries.