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Graham Sansom Jude Munro AO Glenn Inglis

Graham Sansom Jude Munro AO Glenn Inglis. Review schedule. www.localgovernmentreview.nsw.gov.au. Panel’s task. Options for governance models, structural arrangements boundary changes: To improve the strength and effectiveness of local government

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Graham Sansom Jude Munro AO Glenn Inglis

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  1. Graham Sansom Jude Munro AO Glenn Inglis

  2. Review schedule www.localgovernmentreview.nsw.gov.au

  3. Panel’s task • Optionsfor governance models, structural arrangements boundary changes: • To improve the strength and effectiveness of local government • To drive key strategic directions in ‘Destination 2036’ and the NSW 2021 State Plan • Genuinely independent review • Finding a pathway through the maze • The art of the possible • Panel’s role is a catalyst • Local government itself must find many of the answers

  4. Panel’s goal A more sustainable system of democratic local government that has added capacity to address the needs of local and regional communities, and to be a valued partner of State and Federal Governments.

  5. Context • ‘Destination 2036’ – a strategy for mid-21st century • Climate of fiscal restraint • Financial difficulties facing State and LG, especially infrastructure backlogs • Declining populations across most of inland NSW • Challenges of urban management • Increasing imbalance in metro LG areas • Importance of Sydney as a ‘global city’ • Emerging ideas about community governance • New State-Local Government agreement • Vital importance of the regional dimension

  6. Changing relationships Federal Federal State Local State Local

  7. System focus

  8. Strategic capacity • Fundamental goal is to enhance ‘strategic capacity’ • Coping with complex challenges and unpredictable change • More robust revenue base • Scope to undertake new functions/major projects • Ability to employ wider range of skilled staff • Knowledge, creativity and innovation • Credible and ‘real’ partner for State and federal agencies • Panel is NOT focused on economies of scale/cost savings • This is about government, not just service delivery

  9. TCorp sustainability ratings and outlooks

  10. A package of proposals • Structural reform is just part of the picture • Key aspects include: • ‘Fiscal responsibility’ agenda (including audit) • Improvements to the rating system • Re-distribution of grant funding • State-wide finance agency • Better governance (eg role of mayors) • Consistent data and benchmarking • Regulation of local government • New approach to remote area governance • Role of the local government association • Changes in how State government works

  11. Structural reform • Establish around 20 ‘new look’, multi-purpose County Councils • To strengthen LG and facilitate partnerships with State/Federal • New option of elected ‘Local Boards’ • To facilitate community governance and ‘keep the local in LG’ • Limited amalgamations across State: • To strengthen major regional centres • Of small (in population) councils to improve sustainability • Reduce the number of councils in Sydney to about 15 • To improve equity, reduce duplication, enable effective local representation, foster partnerships with State • Major new cities of Sydney, Parramatta and Liverpool • To drive ‘global city’ and metro strategy implementation

  12. County Councils • Voluntary regional organisations are not robust • Existing provisions of LG Act – very flexible • Possible core functions: • Strategic regional and sub-regional planning • Regional advocacy and inter-governmental relations • Collaboration on infrastructure and service delivery (water utilities, road network planning and major projects • Waste and environmental management strategies • Regional economic development • Library services • ‘High level’ corporate services

  13. Reaction and progress • Focus on amalgamations at expense of broader issues • Predictable outcry from the ‘usual suspects’ • ‘Rear vision mirror’ perspective • Requests for ‘more detail’ reflect compliance culture • Widespread failure to understand flexibility of options • But also willingness and enthusiasm in some quarters to explore new models (possible ‘pilots’) • Positive reaction from key State agencies • Opportunities in strategic planning, regional coordination • Will local government frame a coherent response and seize the opportunity? • This is about communities not councils

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