“[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

Vision World-class local government to meet the challenges of 21 st Century Australia At the end of its initial five years the Centre will have brought about enduring improvements in local government’s capacity and performance

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 Project (business) plan to be completed by December, then reviewed annually Further consultations February-March 2010

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

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 government as an employer of choice

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

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

The pursuit of excellence Local government DOES need to try harder to secure its place in the system of government Greater understanding of key policy issues Improved strategic management and political governance Creation of a much greater depth of leadership talent Concerted efforts to address gaps in workforce skills and management expertise Willingness to explore and embrace changing agendas: 21 st Century local government is much more than just service delivery Management AND elected members

Year 1 Deliverables (by ) Asset and financial planning program underway Baseline data sets for key programs Best practice case studies ANZSOG Executive Leadership Program design well advanced Upgrade Management Challenge/design Emerging Leaders program designed Support to Year of Women in Local Government Review of business excellence frameworks Needs assessment of rural, remote and Indigenous councils Gap analysis of education and training programs Practice Unit established and workforce development projects launched Round 1 research projects underway Roundtable on metro governance and seminars on key policy issues