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Graham Sansom acelg.au

The Pursuit of Excellence. Graham Sansom www.acelg.org.au.

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Graham Sansom acelg.au

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  1. The Pursuit of Excellence Graham Sansom www.acelg.org.au

  2. “[Australia’s tradition of local democracy] is under threat when local government tries to cling to the irrelevant or inappropriate, when it underestimates the significance of its own responsibility or waits for a lead from other spheres of government. We have to do better as well.” David Plumridge, ALGA President , 1995

  3. Overview NOT a research institute: practical focus NOT a representative body or a professional institute Consortium: UTS (Centre for Local Government); University of Canberra (ANZSOG Institute); ANZSOG; LGMA; IPWEA $8m federal ‘endowment’ for minimum 5-year operations In fact, at least another 2-3 years Inaugural Board meeting held 1 October 2009 Formal launch and Project Plan adopted December 2009 - plan to be reviewed annually

  4. ACELG Board • Hon Margaret Reynolds (Chair) • Cr Geoff Lake (ALGA) • Ms Stephanie Foster (DITRDLG) • Prof Attila Brungs, Deputy VC, UTS • Prof John H Howard, Pro VC, UC • Mr Peter Allen, ANZSOG • Ms Penny Holloway, LGMA • Mr John Truman, IPWEA

  5. The Brief Showcase innovation and best practice across local government Encourage the adoption of innovative practices and solutions Specific focus on financial planning and asset management Assist local government to achieve a leading role in policy debates Nationally coordinated approach to training and development Local governmentas an employer of choice

  6. Guiding principles • The Centre must be grounded in and serve the local government system: it should not be an outsider, academic organisation • The Centre should focus on adding value, filling gaps and seeding new initiatives: it should not compete with existing programs • Given limited resources, the Centre must focus on a limited number of strategic interventions • Integration of ACELG programs essential

  7. Some key challenges • Financial sustainability post GFC – smaller councils in particular • Integrated asset management and financial planning • Ageing population – impacts and opportunities • Social inclusion • Closing the Gap • Climate change and environmental management • City planning and governance of metropolitan areas • Regional economic development • National productivity

  8. Financial and asset management • Integrated approach to reflect issues • $1.25m over first 5 years + LGRF projects (?) • Two components: • Identify sector capacity gaps and support development of national frameworks and standards in priority areas • Develop specific capacity building resources • Outcomes: • A more consistent and better coordinated national approach to improving local government performance • National standards or guidelines adopted in key areas of planning, management and service delivery • A range of operational tools, guidelines and other capacity building resources to facilitate improved performance • Capacity building resources widely utilised and demonstrable improvement in skills

  9. …continued • Year 1 program: • Support implementation of federal Reform Fund (inc frameworks for regional collaboration) • Establish working relationship with LGPJC and LGPMC • Consult widely to identify further priority areas for capacity building • Asset management for small communities • Tools and guidelines for long term financial planning (partly LGRF) • Identify and assemble necessary baseline data (LGRF) • Formulate national assessment framework for improved asset and financial management (partly LGRF) • Impacts of climate change on assets (LGRF/research) • Year 2: • Community of Practice and practice notes • Program Manager appointed (Leon Patterson)

  10. Related programs • Close links between financial and asset management and all other programs, especially: • Research and policy foresight • Innovation and best practice • Workforce development • Your contributions (eg ‘better practice’ examples) and ideas on next steps are most welcome!

  11. The pursuit of excellence • Local government MUST do more to secure its future: • Acceptance of transformational change (at the top) • Relevance, capacity, credibility • National approach • Management AND elected members • Improved understanding of key policy issues/agendas • Creation of a much greater depth of leadership talent • Concerted action to address gaps in workforce skills and management expertise • Improved strategic management and governance: • Business improvement, benchmarking, openness to scrutiny, collaborative approaches etc • Consistent and expanded efforts to tackle underlying financial problems

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