Role of Local Government
DISCUSSION PAPER
OCTOBER 2012
Division of Local Government, Security and Emergency Management
Department of Premier and Cabinet
ROLE OF LOCAL GOVERNMENT
DISCUSSION PAPER
Table of Contents
PURPOSE STATEMENT ............................................................................................. 4
PROJECT OVERVIEW ................................................................................................. 5
Introduction .................................................................................................................................................................... 5
Objective .......................................................................................................................................................................... 5
Process............................................................................................................................................................................... 6
ROLE OF LOCAL GOVERNMENT .................................................................... 8
Describing The Role of Local Government ................................................................................................10
Question 1 ....................................................................................................................................................................11
CAPABILITIES ................................................................................................................ 12
The Purpose of the Capabilities ........................................................................................................................12
The Draft Capabilities .............................................................................................................................................12
Question 2 ....................................................................................................................................................................24
Question 3 ....................................................................................................................................................................24
STATEMENTS OF SUCCESS ............................................................................... 25
The Purpose of Statements of Success .........................................................................................................25
NEXT STEPS .................................................................................................................. 26
ATTACHMENTS ......................................................................................................... 27
Attachment A – Working Group Terms of Reference ........................................................................27
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Attachment B – Literature review ....................................................................................................................31
Attachment C - Other jurisdictions .................................................................................................................35
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Purpose Statement
There has been widespread recent public debate regarding the future of Local Government
in Tasmania. A number of reports have been commissioned and many views expressed,
particularly with regard to the preferred number of councils in Tasmania, and boundaries of
council areas.
A key barrier to identifying an appropriate way forward for Local Government in Tasmania
is the lack of agreement on either the ‘solution’ or the ‘problem’ across stakeholders.
The Role of Local Government project seeks to build a solid foundation upon which the
State and Local Governments and other stakeholders can clearly identify the nature of the
‘problem’ and the associated opportunities that need to be considered in any future
discussion of reform.
This is an exercise of problem definition.
The information gathered through this project will be used by the State Government and
Local Government to pinpoint areas where current arrangements are inadequate and do
not allow Local Government to fully deliver its core role. The project will help to identify
the key challenges facing Local Government.
Importantly, the State Government and Local Government will use evidence gathered
through this project to inform debate around the future of Local Government. The
evidence will also be available to Local Government to guide its decision making.
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Project Overview
INTRODUCTION
The Role of Local Government project was initiated and is being overseen by the Premier’s
Local Government Council (PLGC).
The project will be carried out in two phases. This first phase involves identifying the role of
Local Government and the capabilities that Local Government requires to fulfil its role.
Phase one will set the framework for the second phase which will review Local
Government in the context of the established roles and capabilities.
This discussion paper relates only to the first phase of the project.
A final report on phase one of the project is scheduled to be considered by the PLGC at its
December 2012 meeting.
OBJECTIVE
The objective of this phase of the project is to identify the core elements of the role of
Local Government and the key capabilities that are required to support that role.
The role will be defined by statements that clearly outline each area of responsibility of Local
Government. Collectively, these statements should define the core role of Local
Government.
The role will be further defined by statements of success and capability descriptions. The
capability descriptions will describe in detail the capabilities councils need to be able to
maintain to fulfil the role of Local Government. Statements of success will provide a guide
against which current capabilities can be considered.
The role statements, capability descriptions and statements of success will be used in phase
two of the project to identify areas of strength and gaps in the capabilities of Local
Government and opportunities to enhance local government service delivery and
governance. They will also be used to discuss the relative merits of options that could be
considered for future reform of the sector.
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PROCESS
A project working group has been established to progress the project on behalf of the
PLGC. The terms of reference for the working group are at Attachment A.
The working group consists of the following members:
Mathew Healey (Chair), Division of Local Government, Security and Emergency
Management
Gary Swain, Department of Infrastructure, Energy and Resources
Greg Alomes, Tasmanian Planning Commission
Neil MacKinnon, Tasmanian Chamber of Commerce and Industry
Allan Garcia, Local Government Association of Tasmania
Andrew Paul, Clarence City Council
Greg Preece, Meander Valley Council
The working group developed this discussion paper including the draft role descriptions and
capabilities. This discussion paper is the basis for the current consultation period which will
run for five weeks from 11 October 2012 – 19 November 2012.
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Councils are invited to participate in regional workshops to further discuss and provide
feedback on the project. Please register your attendance at one of the workshops by phone
on 6232 7022 or by email at [email protected]. The details of the workshops are as
follows:
Region
Date
Time
North-West
15 October
2012
10.00 am – 12.00 noon
South
17 October
2012
10.00 am – 12.00 noon
North
23 October
2012
10.00 am – 12.00 noon
Venue
Burnie Arts & Function Centre
VIP Room
77-79 Wilmot Street
Burnie
Bahai Cantre of Learning
Tranquility Room
1 Tasman Highway
Hobart
Clarion Hotel City Park Grand
22 Tamar Street
Launceston
Feedback from the consultation period will inform the development of a final report to be
prepared by the working group which will be considered by the PLGC at its
December 2012 meeting.
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Role of Local Government
Describing the role of Local Government provides a starting point for discussion regarding
the future of Local Government. Importantly, it will also provide a basic shared
understanding among stakeholders of the role of Local Government.
The description of the role of Local Government is intended to be high level: a set of
statements that fully encapsulate the spectrum of the core role of Local Government.
The role of Local Government in Tasmania is described in the Local Government Act 1993
as:
(1) In addition to any functions of a council in this or any other Act, a council has the following
functions:
(a) to provide for the health, safety and welfare of the community;
(b) to represent and promote the interests of the community;
(c) to provide for the peace, order and good government of the municipal area.
(2) In performing its functions, a council is to consult, involve and be accountable to the
community.
(3) A council may do anything necessary or convenient to perform its functions either within or
outside its municipal area.
This broad description is useful as a foundation for further discussion around the role of
Local Government. However, the working group believes that the description is not
adequately detailed for the purposes of the Role of Local Government project.
The working group is of the view that in the simplest terms the role of Local Government is
to:

foster the unique character of the local government area;

be a strategic decision maker;

maximise the economic, social and environmental value of land;
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
promote economic development;

deliver services and manage assets;

undertake statutory responsibilities;

represent the needs of communities; and

engage with and understand communities.
The draft role descriptions are designed to be a starting point for discussion. It is anticipated
that they may change dramatically following consultation.
It is noted that the Act defines the role of the elected membership of a council separately
from the role of the general manager of a council. While this is acknowledged, for the
purposes of this project the council is considered as a collective and does not differentiate
between the elected members and the corporate functions of councils.
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DESCRIBING THE ROLE OF LOCAL GOVERNMENT
The working group proposes the following role descriptions that describe the role of Local
Government.
1. Councils understand and foster the unique character of the communities within their
local government area. Councils promote a sense of place and build community pride
through the delivery of unique community events, services and assets.
2. Councils enable individuals and organisations to actively engage in local decisions that
impact on local communities. Councils engage with the community by providing
information to and consulting with individuals and organisations. Councils also
maintain mechanisms to ensure that members of the community are involved in
local decision making.
3. Councils are strategic decision-makers that work to understand and meet the current
and future needs of communities by considering both local circumstances and the
impacts on local communities of the broader State, national and international
environment. Through sound decision-making, councils enhance the social,
environmental and economic values of their municipal area, including by supporting
individuals and organisations to generate private value while preserving and
enhancing commonly held public value.
4. Councils, as planning authorities, guide the use of land to maximise its productive,
environmental and social value and ensure that development aligns with the needs and
expectations of communities.
5. Councils pursue the local economic interests of communities by working with the
business and development community to attract and retain investment at the local level.
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6. Councils are administrators that deliver services and maintain assets that are best
managed at the local level to reflect local needs and expectations. Councils actively
engage with local communities to determine the level of assets and services that can
be reasonably sustained.
7. Councils translate State and Commonwealth legislation into a local context. Councils
serve their communities through enforcement and appropriate interpretation of the
range of State and national legislation that relates to Local Government. Councils
identify the need for and create by-laws as required.
8. Councils engage with each other and with the State and Commonwealth Governments
to represent and advocate the needs of their communities, and to ensure that
government activities are coordinated and have the greatest positive benefit for
communities.
QUESTION 1
DO YOU AGREE THAT THE PROPOSED ROLE DESCRIPTIONS DESCRIBE THE ROLE
OF LOCAL GOVERNMENT?
IF NOT, HOW WOULD YOU AMEND THE PROPOSED ROLE DESCRIPTIONS?
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Capabilities
THE PURPOSE OF THE CAPABILITIES
The capabilities further define the proposed role of Local Government. The capabilities
draw out the key elements of each of the role statements and identify the capabilities
required by councils to fulfil the role of Local Government.
THE DRAFT CAPABILITIES
The draft capabilities are defined in the tables over the following pages.
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Role
1. Councils understand and foster the unique
character of the communities within their local
government area. Councils promote a sense of
place and build community pride through the
delivery of unique community events, services and
assets.
Capability
1.1 place-shaping
Capability description
1.1.1 The council has the expertise and capacity to understand what is
unique about the communities in its local government area and
offer/support events, services and assets that align with and foster
community character.
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Role
2. Councils are strategic decision-makers that work
to understand and meet the current and future
needs of communities by considering both local
circumstances and the impacts on local communities
of the broader State, national and international
environment. Through sound decision-making,
councils enhance the social, environmental and
economic values of their municipal area, including
by supporting individuals and organisations to
generate private value while preserving and
enhancing commonly held public value.
Capability
2.1 Ability to plan
strategically
2.2 manage
finances and assets
2.3 manage its
human resources
Capability description
The council has the expertise and capacity to:
 understand and address the current and future needs, challenges
and opportunities of the community;
 consider the current and future needs of the community in the
context of the state, national and international environment;
 ensure that all decision-makers are informed;
 identify and prioritise the needs, challenges and opportunities of
local communities; and
 measure progress against plans.
The council has the expertise and capacity to:
 raise revenue in line with its strategic and asset plans; and
 manage its finances and assets to meet the needs of communities
and ensure long-term financial sustainability.
The council has the expertise and capacity to:
 access human resources with appropriate skills to assist the council
to meet its strategic objectives;
 attract, develop and retain staff; and
 manage occupational health and safety.
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Role
3. Councils, as planning authorities, guide the use of
land to maximise its productive, environmental and
social value and ensure that development aligns with
the needs and expectations of communities.
Capability
3.1 strategic landuse planning
3.2 community
engagement
3.3 assessment
3.4 monitoring
and enforcement
Capability description
The council has the expertise and capacity to
 understand the environmental, social and economic potential of
land within the municipal area; and
 work with communities to generate local and regional strategic
plans that maximise the sustainable public and private return from
land use.
The council has the expertise and capacity to actively work with
stakeholders and communities to ensure that plans are understood and can
be efficiently translated in the use and development of applications.
The council has the expertise and capacity to assess development and use
applications against the appropriate planning instruments.
The council has the expertise and capacity to monitor and enforce
compliance with land use and development conditions.
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Role
4. Councils pursue the local economic interests of
communities by working with the business and
development community to attract and retain
investment at the local level.
Capability
4.1
Capability description
The council has the expertise and capacity to engage constructively with
the business and development community.
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Role
5. Councils are administrators that deliver services
and maintain assets that are best managed at the
local level to reflect local needs and expectations.
Councils actively engage with local communities
to determine the level of assets and services that
can be reasonably sustained.
Capability
5.1 maintain asset
and service
standards
5.2 maintain
service standards
Capability description
The council has the expertise and capacity to:
 provide assets to a reasonable level determined by the community;
 implement contemporary long-term asset management systems
that ensure assets are maintained in a condition that meets the
identified needs of the community; and
 access resources to ensure the efficient maintenance and
replacement of assets.
The council has the expertise and capacity to:
 provide services to a reasonable level determined by the
community;
 identify circumstances where services cannot be provided at the
level determined by the strategic plan and revise the service;
 ensure interaction between strategic planners and operations; and
 maintain service standards; and
 access resources to ensure the efficient and effective delivery of
expected services.
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Role
6. Councils translate State and Commonwealth
legislation into a local context. Councils serve their
communities through enforcement and
appropriate interpretation of the range of State
and national legislation that relates to Local
Government. Councils identify the need for and
create by-laws as required.
Capability
6.1 meet statutory
responsibilities
Capability description
The council has the expertise and capacity to administer the requirements
of the:
 Local Government Act 1993
 Land Use Planning and Approvals Act 1993
 Environmental Management and Pollution Control Act 1994
 Resource Management and Planning Appeal Tribunal Act 1993
 Local Government (Building and Miscellaneous Provisions) Act 1993
 Building Act 2000
 Dog Control Act 2000
 Public Health Act 1997
 Local Government (Highways) Act 1982
 Roads and Jetties Act 1935
 Traffic Act 1925
 Sewers Act 1954
 Water Management Act 1999
 Waterworks Clauses Act 1952
 Financial Management and Audit Act 1990
 Ombudsman Act 1978
 Right to Information Act 2009
 Judicial Review Act 2000.
 Water and Sewerage Corporations Act 2008
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6.2 educate the
community
The council has the expertise and capacity to inform the community and
build awareness regarding community obligations in relation to legislation.
6.3 interpret
statutory
responsibilities
The council has the capacity and the expertise to:
 apply legislation in the local context; and
 identify and report gaps in legislation.
The council is consistent and fair in the way it implements its statutory
responsibilities.
The council develops by-laws that are targeted and focus on the problem
while minimising the side effects. By-laws are only developed when
necessary.
6.4 consistency
6.5 effective bylaws
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Role
7. Councils engage with each other and with the
State and Commonwealth Governments to
represent the needs of their communities, and to
ensure that government activities are coordinated
and have the greatest positive benefit for
communities.
Capability
7.1 engage with
other
governments
7.2 coordinate
with other
governments
7.3 represent the
community
Capability description
The council has the expertise and capacity to:
 seek information from other governments;
 inform other governments of council priorities;
 promote to other governments local information and knowledge;
and
 discuss and pursue opportunities with other governments.
The council has the expertise and capacity to:
 support/participate effectively in regional/statewide reforms;
 take advantage of opportunities offered by other governments; and
 work in partnership with other governments.
The council has the expertise and capacity to represent the needs of
communities (as identified through effective engagement) to other
governments.
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Role
8. Councils enable individuals and organisations to
actively engage in local decisions that impact on
local communities. Councils engage with the
community by providing information to and
consulting with individuals and organisations.
Councils also maintain mechanisms to ensure that
members of the community are involved in local
decision making.
Capability
8.1 ability to inform
Capability description
The council has the expertise and capacity to inform communities of
decisions being made on their behalf.
8.2 capacity to
consult
The council has the expertise and capacity to:
 develop and implement systems and processes to seek the views of
communities on relevant decisions; and
 process, analyse, understand and apply information gathered
through consultations.
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The working group recognises that there are a number of factors within the external environment that impact on the capacity of councils
to carry out their role. Below are a number of factors in the external environment and assumptions related to each factor that must be in
place for councils to be able to effectively carry out their role.
External environment
Factor
E.1 Revenue
E.2 Clear legislative
framework
Capability
The council has the capacity and expertise to manage within a variable
revenue stream.
The council has the capacity and expertise to manage within a changing
legislative framework.
E.3 Economic
environment
The council has the capacity and expertise to work within an unpredictable
economic environment
E.4 Community
expectations
The council has the capacity and expertise to manage evolving community
expectations.
E.5 Access to
employees
E.6 Diversity
The council has the capacity and expertise to access employees that meet
the needs of the council at a price the council can pay
The council has the expertise and capacity to meet the needs of diverse
communities
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The working group also recognises that there are a number of internal factors that impact on councils’ capacity to carry out their role.
Below are a number of internal factors and assumptions related to each factor that must be in place for councils to be able to effectively
carry out their role.
Internal environment
Factor
I.1 Corporate systems
Assumption
The council has adequate corporate systems that support organisational efficiency.
I.2 Corporate environment
The council operates in an experienced corporate environment.
I.3 Corporate management
The council’s corporate management is effective and stable.
I.4 Transparent and accountable
The council’s processes are transparent and the council is accountable to its
community.
The council manages community expectations and conflict.
1.5 Manages community
expectations
1.6 Financially sustainable
The council maintains financial sustainability.
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QUESTION 2
DO YOU AGREE THAT THE ABOVE CAPABILITIES DESCRIBE THE ROLE OF LOCAL
GOVERNMENT?
IF NOT, HOW WOULD YOU AMEND THE PROPOSED CAPABILITIES?
QUESTION 3
DO YOU AGREE THAT THE WORKING GROUP HAS CAPTURED THE INTERNAL
AND EXTERNAL FACTORS THAT AFFECT COUNCILS’ CAPACITY TO FULFIL THEIR
ROLE?
IF NOT, HOW WOULD YOU AMEND THE PROPOSED FACTORS?
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Statements of success
THE PURPOSE OF STATEMENTS OF SUCCESS
To make the role descriptions and capabilities more meaningful, it is proposed that a
statement of success is attached to each role description. The purpose of the statement of
success is to describe how councils would be operating were they to have optimum
capability for each role.
Where the capabilities break the role descriptions down into their component parts to
understand what each role involves, the statement of success brings the individual
components back to together to describe the successful delivery of each role.
The working group has not developed draft statements of success. This is seen as a next
step in the process once the capabilities have been further refined. However, if you have
any suggestions regarding statements of success please include them in your submission.
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Next steps
Feedback received through this consultation will be considered by the working group and
incorporated into the final report. As well as written feedback, the Division of Local
Government, Security and Emergency Management (DLGSEM) will be facilitating regional
workshops to promote further discussion.
The final report will be provided to the PLGC for consideration at its December 2012
meeting.
The final report will be made available on DLGSEM’s website at www.dpac.tas.gov.au/lgd.
If you would to discuss this project please contact the DLGSEM by phone on 6232 7022 or
by email at [email protected].
The PLGC would like to thank you for taking the time to read this paper and contributing
to the discussion.
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Attachments
ATTACHMENT A – WORKING GROUP TERMS OF REFERENCE
Purpose
The purpose of the working group is to develop principles to guide detailed consideration
of the future role of Local Government.
The principles will broadly articulate the role of Local Government in Tasmania and provide
the foundation for a more detailed review of common functions, services and capabilities to
be developed and maintained by the sector. Principles may include, for example:

Councils enable individuals and organisations to actively engage in local decisions that
impact on local communities. Councils engage with the community by providing
information to and consulting with individuals and organisations. Councils also
maintain mechanisms to ensure that members of the community are involved in
local decision making.

Councils are strategic decision-makers that work to understand and meet the current
and future needs of communities by considering both local circumstances and the
impacts on local communities of the broader State, national and international
environment. Through sound decision-making, councils enhance the social,
environmental and economic values of their municipal area, including by supporting
individuals and organisations to generate private value while preserving and
enhancing commonly held public value.

Councils are administrators that deliver services and maintain assets that are best
managed at the local level to reflect local needs and expectations. Councils actively
engage with local communities to determine the level of assets and services that can
be reasonably sustained.

Councils translate State and Commonwealth legislation into a local context. Councils
serve their communities through enforcement and appropriate interpretation of the
range of State and national legislation that relates to Local Government.
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
Councils engage with each other and with the State and Commonwealth Governments
to represent the needs of their communities, and to ensure that government activities
are coordinated and have the greatest positive benefit for communities.
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Membership
Membership of the working group will comprise representatives from:

the Department of Premier and Cabinet;

the Department of Economic Development, Tourism and the Arts;

the Department of Infrastructure, Energy and Resources;

the Tasmanian Planning Commission;

the Local Government Association of Tasmania;

Local Government; and

the Tasmanian Chamber of Commerce and Industry.
Chairperson
The working group will be chaired by Mathew Healey, Director, Division of Local
Government, Security and Emergency Management.
Meeting schedule
It is anticipated that the working group will meet three times:
1. early September 2012 – the first meeting will be a preliminary discussion of draft
principles
2. early October 2012 – the second meeting will seek agreement to a discussion paper
including draft principles for circulation to stakeholders
3. late November 2012 – the final meeting will seek agreement to a final report to the
Premier’s Local Government Council (PLGC).
Outputs
The working group will report to the PLGC on principles and an appropriate governance
structure for a more detailed review of the role of Local Government in 2013.
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Timeframes
The outputs will be provided to the Premier’s Local Government Council for consideration
at its December 2012 meeting.
Governance
The project will be overseen by the PLGC.
The above-described working group will guide the project.
The Division of Local Government, Security and Emergency Management will provide
executive support for the project.
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ATTACHMENT B – LITERATURE REVIEW
Services to properties and people
A particular focus of relevant literature is on how the role of Local Government has
evolved in Australia from services to properties to services to people.
A Commonwealth Grants Commission report of 2001 found that from 1961-98 there was:

a reallocation of resources from property services to human service;

decreased outlays on roads;

increased expenditure on recreation and culture and housing and community
amenities; and

increased expenditure on education, health, welfare and public safety.
The literature generally recognises that Local Government has been increasingly taking on
responsibility for social functions, such as management of health and welfare services,
alcohol and drug problems, community safety, community housing and improved planning
and accessible transport. Local Government has also been playing an increasing regulatory
role in the areas of development and planning, public health and environmental
management. Furthermore, Local Government has also been actively promoting economic
development.
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In moving its focus towards services to people, Local Government has played an increasing
role in developing local identity. In meeting the broader needs of communities, above and
beyond providing services, Local Government today plays an important role in ‘placeshaping’. Local Government:

promotes community sustainability;

empowers communities; and

builds and supports a sense of local identity.
That said, Local Government has an ongoing role in the delivery of services to properties,
including:

waste management;

roads;

planning and development;

environmental health;

parking; and

lighting.
Democracy
There is also a significant focus in the literature around the role of Local Government in
promoting citizenship, participation and democracy.
Some of the roles of Local Government in this capacity include:

providing basic training in citizenship;

widening the opportunity for political participation;

promoting dialogue, debate and discussion to resolve local issues; and

local representation.
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1997 declaration on the role of Australian Local Government
On 24 November 1997 the National General Assembly of Local Government outlined the
following roles and responsibilities of Local Government:
1. must be a partner in the Federal system
2. will be responsive and accountable to the local community
3. will provide good governance
4. must exercise local autonomy
5. will provide leadership and advocacy
6. will promote active citizenship at the local level
7. will foster local identity and civic pride
8. will secure community cohesions
9. will ensure local services delivery
10. will facilitate community development
11. will foster regional cooperation
12. will adapt to change.
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The Role of Local Government and Local Government Sustainability
Recent reports have pointed to the expanding role of Local Government being a
contributor to concerns around local government sustainability. The reports have asked
whether Local Government has, to some extent, compromised its sustainability by ‘trying to
be all things to all people at a price they cannot pay’.
Of course it must be acknowledged that the expanding role of Local Government is not all
self-imposed. The CGC report cited above identifies devolution of responsibilities, increased
legislative and regulatory requirements, and cost shifting as factors that are out of the
control of Local Government that have resulted in an expansion to its role.
This project intends to focus on standard expectations of the role of Local Government,
not on roles fulfilled by some councils as a result of policy decisions, or roles that Local
Government is fulfilling on a short-term basis as a result of State or Federal devolution.
Furthermore, this project is about Local Government fulfilling its role. A part of fulfilling that
role is ensuring that it is done sustainably. In terms of this project, sustainability is not
considered a separate issue, it is simply a part of the broader role of Local Government.
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ATTACHMENT C - OTHER JURISDICTIONS
The table below summarises similar projects that are occurring in other jurisdictions.
Following the table is further detail and links to further information.
State
Project sponsor
Project description
Timeframes
News South Wales
Local Government
and Shires
Association/ State
Government/ Local
Government
Managers
Association
Definition of the
functions, roles and
responsibilities of
Local Government
(part of the
Destination 2036
initiative)
Completion of
project by July 2013
South Australia
Local Government
Association of South
Australia
Future of Local
Report to LGA of
Government in
SA by October 2013
terms of role and
functions (part of the
Local Excellence
Program)
Western Australia
State Government
Review of
relationships, roles
and functions (part
of the Metropolitan
Local Government
Review)
Final report
delivered to Minister
but not yet publically
released
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New South Wales
The Local Government and Shires Association, the New South Wales (NSW) Government
and the Local Government Managers Association partnered in 2011 to host a workshop
entitled Destination 2036. The goal of the workshop was for NSW council representatives
to come together and agree on a pathway to a more resilient local government sector.
As a result of the workshop, the parties developed the Destination 2036 action plan which
includes 12 initiatives. One of the initiatives involves clearer definition of the functions, roles
and responsibilities of Local Government.
The key action is to undertake a stocktake of current functions, roles and responsibilities
that are mandated for Local Government and identify the funding sources available to
perform the tasks. The next step is to consider whether a core set of functions should be
prescribed in the Local Government Act. This specific project is scheduled to be completed
by July 2013.
For more information refer to
http://www.dlg.nsw.gov.au/dlg/dlghome/documents/information/Destination%202036%20%20Action%20Plan.pdf
South Australia
The Local Government Association of South Australia’s Local Excellence Program aims to,
among other things, redefine the role and functions of councils in key areas of activity. A
Local Excellence Expert Panel has been established to guide the program and is scheduled
to deliver a final report in October 2013.
The project will bring together the outcomes of South Australian amalgamation research,
shared services, governance assessment, waste, climate change and Federal Government
Reform Fund project outcomes and map a path for the future of the
role/functions/structure of Councils. The project will be carried out over two years and is
also linked to positioning LG for the next State election.
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The Local Government Excellence Panel is currently consulting on the roles and functions
of councils and has invited feedback on the following questions:
1. Are there core roles and functions of Councils that will change in the future? If so,
how? What factors might drive these changes?
2. Are the roles and relationships between the spheres of government clear and
defined now? Will the roles and functions change in the future and if so, how?
3. How do Councils currently play the role of community advocate with other
governments and what changes might be seen in the future?
4. Do Councils have access to the right kind of data to support their role of
community advocate? If not what would be useful?
5. Are Councils adequately undertaking research about their communities and their
changing needs in order to plan for their future development? If not, why not?
6. Should smaller Councils have different roles and functions (under the Local
Government Act) to larger Councils? If so why? If not why not?
7. Under what circumstances should a role or function transfer from the State or
Federal Government or the community to Local Government?
8. Should Councils undertake commercial activities? If so, under what circumstances
should/could this occur?
9. What about the future number of Councils in South Australia – should this change?
For further information refer to http://www.lga.sa.gov.au/site/page.cfm?c=27050.
Western Australia
In July 2011, the Western Australian Government appointed the Metropolitan Local
Government Review Panel to examine the social, economic and environmental challenges
facing metropolitan Perth, and recommend appropriate boundaries and governance models
for local government in metropolitan Perth.
The Panel released draft findings from its consultation in April 2012. The findings related to
three broad areas:
1. relationships, roles and functions
2. structure
3. governance.
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In terms of relationships, roles and functions the Panel found:
1. the need for an overarching statement of the roles and responsibilities of State and
Local Government
2. the need to determine and agree on local government functions, roles and
responsibilities.
The Panel has delivered a final report and recommendations to the Minister for Local
Government. The Minister has not released the report but may do so in the future. No
further announcements have been made regarding the Panel’s recommendations.
For more information refer to http://metroreview.dlg.wa.gov.au/.
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