Lessons from the past: a new regional governance model for all levels of government

1. Dr Helen Swan Courage Partners Lessons from the past: a new regional governance model for all levels of government

2. Context of today’s presentation Study framework – key findings Where we have come from Where to next - Policy Coherence Model Implementation – how the model works in practice Outline

3. PhD study 2006-2010 Federal Government’s approach to regional governance since WWII, focus on 1996-2007 the extent it delivers sustainable outcomes – social-economic, environment, spatially Whole-of, joined-up governance in existing policy and institutional frameworks Context

4. METHODOLOGY/Framework Component Two Regional governance in the EU and the UK Component One Governance globally since WWII Component Three Regional governance in Australian Federal Government context STRENGTHS WEAKNESSES Component Five Round One and Round Two Consultations Component Four Spatial case studies: NSW and Riverina and experience in other jurisdictions

5. New Public Management Complex web of networks / competing values Decentering Sustainable development agenda Lack of policy coherence But sustainable communities / environments cannot be achieved working in isolation 1: Governance globally

6. Modernisation pathway – 1990s Joined-up Multi level power sharing Strategic / long term policy agendas Evidence base Multidisciplinary policy teams working together on a day-by-day basis 2: Governance: EU / UK

7. Since WWII • interventionist – meet post war needs • 1980s:localism • late 1990s: multifaceted • 1996-2007: four key initiatives • Natural Resource Management (NRM) - 2000 • Sustainable Regions (SR) - 2001 • Regional Partnerships (RP) - 2003 • Indigenous Affairs Arrangements (IAA) - 2004 3: Governance: Australia

8. COAG support: contribution government funding / investment • Australian Government agency leadership • Flexibility in funding • Joint planning (national and regional) processes • Bilateral agreements 1996-2007 initiatives: strengths

9. Lack of WoG, clarity of roles and responsibilities, alignment between levels Local consultative structures to be more inclusive of broader community development Design of policy / program - roll out and deadlines - led to deficiencies in assessment, transparency, administration Short term planning, lack of implementation strategies (including PBS), evidence for evaluation, accountability, performance monitoring, targets 1996-2007 initiatives: weaknesses

10. 2006: NSW State Plan – strategic framework – regionalised - indicators 2008: review – data collection, implementation, collaboration Multiple approaches to policy / planning / programs: statutory / non statutory, infrastructure, regional development (economic), catchment management But … all have whole of state/territory strategic frameworks 4: Case studies / other jurisdictions

11. Inconsistency by Federal government to regional governance Financial difficulties for local government Flexible resourcing Lack of alignment / coherence between state and federal Federal government leadership Comprehensive strategic planning, long term Evidence base, well represented consultative structures 5. Consultation

12. New ways of developing policy and programs Bottom-up, locally driven Comprehensive strategic planning and policy development Intergovernmental leadership/support Sustainable outcomes Localism Outputs/ Accountabilities Best practice performance measures Evidence based Transparency and accountability Sustainable outcomes Inputs/ Incentives Comprehensive, cooperative resourcing Flexible processes Intergovernmental monitoring mechanisms Sustainable resourcing Logistics POLICY COHERENCE Performance Legitimacy Values Consensual and integrative leadership Transparency Local leadership in planning and implementation Sustainable approaches

13. Localism • bottom-up locally driven • comprehensive, strategic regional planning and policy (long term ie 20-50 years, evidence-based) • shared interface, collegiate behaviour / expertise • appropriately represented participatory structures • aligning with Federal / State / Territory visions / policies POLICY COHERENCE Dimensions

14. Legitimacy • consensual, genuine and integrative leadership • collective policy/program development, implementation, accountability • transparent processes • local leadership in planning and implementation • sustainable approaches / outcomes

15. Logistics • comprehensive, cooperative resource allocation • flexibility of funds / management arrangements • sustainable resourcing • intergovernmental monitoring mechanisms • Performance • best practice comparative measures • evidence base • sustainable outcomes and future prospects • transparency and accountability guides

16. Testing the model

17. Groupings of LGAs Regional Strategic Frameworks Multi-Area Agreements Regional Leader’s Boards Joint Committees: Regional Leader’s Board/ State/Territory Government Departments with a lead role in frameworks State/Territory Strategic Frameworks National Regional Leaders Board (including ALGA) Ministerial Taskforce DAFF DIISR BCDE PM&C DEEWR Treasury DEWHA DCC DOFD FaHCSIA DHA DIAC DITRDLG DRET ABS ALGA Dept of PM & C Secretaries’ Group National StrategicFramework COAG Prime Minister

18. Addressing sustainability is complex – are we really serious about it? Good governance, public management, institutional frameworks essential Place based, long term, strategic, flexible Supported by strong leadership, political support and commitment Conclusions

19. Thank you . . . comments, questions, feedback? Helen.Swan@couragepartners.com.au