Session Outcomes
At the Australian Council of Local Government (ACLG) plenary meeting on 25 June 2009, mayors participated in breakout sessions reflecting their council types. Each session was chaired by a Commonwealth Minister, and/or Members of Parliament. Discussion was based around five questions and a summary of the outcomes of the discussion follows.
Rural Inland
There were three rural inland breakout groups chaired by the Hon Nicola Roxon MP, the Hon Tony Burke MP, the Hon Robert McClelland MP, the Hon Greg Combet MP, the Hon Penny Wong MP and the Hon Dr Mike Kelly AM MP.
Characteristics of a resilient local government and community
For a local government and community to be resilient, the rural inland groups felt that communities needed to be effectively engaged in problem solving, planning and solutions. Councils need to move towards sustainable new economies and governance models, in partnership with other spheres of government.
Communities should also be financially viable with strong economic activity and a diverse economic base which includes small business and diversified economic bases, infrastructure investment and assured funding streams
Economic resilience
To build economic resilience, cooperation and collaboration between councils and other sectors within a region must be developed. These relationships need to be built on trust and common interests i.e. the ‘hub and spoke’ model (sub-regional planning, procurement). Local governments also need to gain access and influence with other spheres of government to build partnerships, advocate and lobby the Australian Government for projects.
Australian Government officers should be engaged in regions to understand the characteristics of councils/regions, and be able to work across the three levels of government.
It is important to retain and attract people (particularly young) and families through long term job security and education opportunities through family friendly community infrastructure; and partnerships between TAFE, schools and businesses.
There is a need for government policies that will stop the drain of people from rural communities to the cities. This policy needs to encourage people and industry to relocate to regional Australia, for example, through using incentives, information, resources, infrastructure and tax breaks. There is also the need to invest in, and maintain better, infrastructure to support and grow business and communities.
Partnerships around water security are critical. ‘Roads to Recovery’ and ‘Financial Assistance Grants’ are essential funding arrangements. More direct funding from Australian to local government needs to occur. Funding should be more equitable with fewer short term grants and more assured long term funding with clear lines of delineation and knowing who is responsible for doing what.
Climate change and natural disasters
Farming needs to be valued in order to respond to the impacts of climate change and natural disasters. Issues such as food security, protection issues, tax incentives for SES volunteering services and local agricultural production need to be addressed. For natural disasters, key partnerships with emergency services are required.
Creative funding options to allow farmers to adapt, e.g. drought, income and interest subsidies are necessary to keep our farmers and families on the land (families and the young are most vulnerable); drought bores funding has worked well. Collection of stormwater and recycling of water and integrated water cycle management plans are needed. Planning for emergency management is vital. Local government rebates for solar power, pool covers and other successful measures need extending.
For the future, local government needs to show strong leadership to promote sustainability. Councils should broker social contract with small communities and organise their communities and interest groups; green energy; build sustainability into housing design and approvals.
Councils can support communities to manage assets in sustainable ways and participate in integrated rebate partnership for energy/water efficiency. Integrated emergency management is a must. There is a need for flexibility and autonomy to implement the different responses needed for different disasters and situations.
Remote
The remote breakout group was chaired by the Hon Jenny Macklin MP and the Hon Warren Snowdon MP.
Characteristics of a resilient local government and community
The remote group stated that in order for local governments and communities to be resilient they need to work cooperatively within communities, with other councils and across other levels of government.
Appropriate resources are required which respond to the particular needs and circumstances of all remote communities but also acknowledge the specific characteristics and needs of each remote community.
A key role of local government in remote areas is advocacy. Councils have an important role in alerting other levels of government to the very specific issues impacting on their communities. Local government is ideally placed to partner with agencies and host services locally, to enable them to better respond to community needs and avoid over-administration and duplication of services.
Economic resilience
Economic development, tourism, resource sharing and service provision are all issues that are better addressed on regional basis which require cooperation amongst all levels of government within a region.
Genuine partnerships where the parties are valued are equally required. Serious consideration needs to be given to community needs. The outcome of service provision should always aim to improve quality of life in remote areas.
Climate change and natural disasters
It is important for new technologies such as solar and geothermal, which are economically sustainable, to be provided in remote areas. High level policy decisions (such as in the area of drought management or water allocation to environmental flows) have local impacts which need to be considered. Capacity building should include opportunities for local economic ‘partners’.
To manage the impacts of climate change and natural disaster, a national early warning and alert system is required. Mitigation measures and repair needs to be realistic in the context of the situation and sustainability. Resources need to be shared to address natural disasters and undertake repair and maintenance programs.
Rapid Growth
The rapid growth breakout group was chaired by the Hon Wayne Swan MP and the Hon Alan Griffin MP.
Characteristics of a resilient local government and community
The rapid growth group stated that a resilient local government and community requires sound infrastructure planning and the ability to pay for infrastructure costs, recurrent maintenance and a plan for renewal of ageing infrastructure. Cooperation between neighbouring areas is needed as well as a good relationship between the council and community.
Economic resilience
For councils to become economically resilient, job creation is required. Communities need to be empowered and facilities need to serve multiple purposes. It is essential that communication between state governments and councils is improved.
Strategic alliances and partnerships between the public and private sector and local community members should be forged. The Centre of Excellence for Local Government can enhance skills innovation and training within the local government sector.
Climate change and natural disasters
Rapid growth councils highlighted the need for greater uniformity in planning for climate change, including overarching legislation for land use and building design. Alliances need to be developed in anticipation of the need to manage events, between individual councils and state and Australian Governments.
Responsibilities keep being devolved to local government who need to overcome ‘legal minefields’ around the issues. Climate change plans need to be communicated effectively to local communities and to state governments.
Urban Fringe
The urban fringe breakout group was chaired by the Hon Jason Clare MP and the Hon Richard Marles MP.
Characteristics of a resilient local government and community
The urban fringe group thought the characteristics of a resilient local government and community is one that has sound financial planning, sound fiscal responsibility, community confidence and is able to maintain a base of infrastructure and funding streams.
Economic resilience
Economic resilience requires collaboration across neighbouring council borders as well as longer term planning. Some of the innovative partnerships that exist are ‘Roads to Recovery’, ‘Black Spot’ and the ‘Building Better Cities’ programs.
Regional collaboration is beneficial but councils will still require separate income streams. Larger councils need to initiate collaboration, as smaller councils do not always have the resources to undertaker initiatives on their own.
Climate change and natural disasters
The urban fringe councils noted that responding to the impacts of climate change and natural disasters, shared management responses need to be taken. These were particularly important in relation to water allocation and sustainable development.
Regional
There were three regional breakout groups chaired by the Hon Chris Evans MP, the Hon Gary Gray MP, the Hon Martin Ferguson MP, Senator the Hon Mark Arbib, the Hon Craig Emerson MP and the Hon Bill Shorten MP
Characteristics of a resilient local government and community
The regional groups stated that resilient local governments and communities require long term and strategic planning, diversification of economic activity and creative solutions to problems. Partnerships with connections to the community and making people the key asset are essential.
Infrastructure needs to be planned infrastructure for new communities with effective use of available land. Service industries need to create value by providing employment opportunities.
The regional councils emphasised that within regions there are differing capacities (regional and subregional planning and working across state borders). Sound economic strategies with good business planning are important.
A local blueprint for economic development needs to be developed in consultation with the community. Income should be diversified away from just rates as the principal income source.
There is a requirement for appropriate amalgamations, collaborations and partnerships with neighbouring councils– promoting uniformity and consistency and generating savings. Councils need to look at their people as assets/working on the strengths within the region, with greater utilisation of the existing infrastructure, including social and cultural, industry and educational institutions.
Examples:
Bunbury: works closely with three adjoining shires (alliance) and large companies and the local chamber of commerce to work on social capital, infrastructure, capital and local business.
Geraldton/Greenwich: has developed an area as a renewable energy centre-they have 60+ wind turbines to feed back into state grid.
Griffith: water for food program; Yellowtail wine exports.
Mildura: new solar industry.
Ballarat: look at smart, innovative ways of doing business and how to attract renewable energy to city.
Roma: developing coal/ methane gas mining industry – moving on from agricultural. Need to work out how to use salt water bi-product of gas/coal mining. Need to re-develop the highway that feeds into area and improve infrastructure.
Innovative partnerships require three tiers of government working together to invest in critical infrastructure and sharing the risk, not in competition. Reducing duplication and waste through better communication, trust and joint administration of projects. Project funding that is recurrent and recognises ongoing maintenance costs. All three levels of government must be involved in health institutions (local area health services).
Economic resilience
Regional councils identified financial stability as the key to resilience. Direct payments from the Commonwealth to local government, not through the states such as ‘Roads to Recovery’, are needed. Private partnerships that support a regional focus are needed. New technologies such as broadband are required to assist with the local economy.
Climate change and natural disasters
To adapt and respond to the impacts of climate change and natural disasters requires strong relationships and communication in place with adjoining councils, between rural and metropolitan councils, and between the states and the Australian government long before the event so that at the time of natural disaster everyone can immediately work together.
Planning for disaster and climate change is essential well before the events – with planning updates as more climate change information becomes available. We need to learn from disasters that have occurred such as the Victorian bush fires, and then identify more effective preparation steps. Legal advice on who is responsible when climate change impacts on communities is also an important consideration.
Reducing council’s impact on the environment can be done by working with local businesses. An example of this is the NT water pit where the council worked with local businesses who shared costs of water treatment and pumping. Another example is the solar energy project at Katherine where there is collaboration between local, state and federal governments and the private sector.
The future role for local government to manage the impacts of climate change and natural disaster is to leverage the skills, expertise and local knowledge of local government to develop response strategies for the management of climate change. Learn and share the experience of disaster, share the case studies, use the ACLG as a conduit for sharing the knowledge.
Metropolitan
The three metropolitan groups were chaired by the Hon Kim Carr MP, the Hon Anthony Byrne MP, the Hon Duncan Kerr SC, MP, the Hon Lindsay Tanner MP, the Hon Tanya Plibersek MP, the Hon Kate Ellis MP, the Hon Mark Butler MP and the Hon Laurie Ferguson MP.
Characteristics of a resilient local government and community
The metropolitan groups thought the characteristics of a resilient local government and community are financially, environmentally and socially sustainable councils which are flexible in their capacity to adapt in a positive way as communities grow and change.
Councils need to collaborate with other councils on procurement and regional focus for planning and delivery as well as develop strong partnerships with communities through interaction with people, engagement with business and a local sense of ownership of places, spaces and projects.
Economic resilience
Local government is a key reference point for communities in dealing with economic adversity and fills gaps from other layers of government. Councils need to develop confidence in the local business community and fund on an equitable basis responding to those most vulnerable.
Councils can be used as a resource centre to support community (development units, mentoring and programs) and involve and identify opportunities for training and education to generate employment.
Councils identifying the amount of service provision they need now and into the future – ensuring that they understand their own financial position for asset planning, and use community consultation and collaboration for long term sustainability discussion. Long term strategic financial and asset planning is required.
To achieve strong economic resilience, strong financial partnerships is required that has recurrent funding for infrastructure and programs. Surety around funding cycles like with ‘Roads to Recovery’ a 4-year funding cycle is needed. There needs to be greater exploration of other sources and models of income e.g. removal of rate capping. Rates subsidy and continued financial support for marginalised groups and those least able to pay.
Councils should stimulate job growth on a regional basis to facilitate local spending. Traineeships and council led employment opportunities need to be created.
Partnerships need to demonstrate that local government delivers with accountability, but councils need to submit viable proposals for funding. A direct relationship between the federal and local governments is needed on key projects such as ‘Roads to Recovery’.
Climate change and natural disasters
To respond to the impacts of climate change and natural disasters, the focus should be on mitigation at the federal level and resilience at the local level. There is a clear role for local government in managing the impacts of climate change and natural disaster in a local and national context.
The Centre of Excellence for Local Government has an important role in up-skilling local government to increase resilience.
The Australian government should use its power to even out planning processes between the states. Local government currently has a ‘watchdog’ responsibility but no authority to respond/engage.
Measures which are good for addressing climate change are also economically efficient and good for the economy, e.g. use reclaimed sewerage for watering parks and gardens, energy efficient globes in use in street lighting, more cycle ways and public transport to get people out of cars. Cities have pivotal role in carbon reduction for their CBD, e.g. through building design.
Local government should also promote best practice, local initiatives and green precincts e.g. interest free loans for assets and products that reduce impacts.
For the future, clarification is required on council legal liability in relation to occurrences that results from climate change. Local government ready to do the practical delivery – wants to work with the Australian government to do this.
Federal-local partnerships could strengthen the green components of the Building Code of Australia and ratchet up the star ratings over time. Specific forum for planning needed across three levels of government for disaster management and mitigation. The Centre of Excellence for Local Government could create a one-stop shop ‘how to manual’ for local communities covering all federal and state initiatives and funding resources.
Rural Coast
The rural coast breakout group was chaired by the Hon Maxine McKew MP, Senator the Hon Nick Sherry and the Hon Justine Elliot MP.
Characteristics of a resilient local government and community
The rural coast group stated that local government and communities become resilient through education and knowledge systems. They need to plan for change and have the ability to respond and adapt locally. Engaging community champions is vital as well as participatory democracy and community engagement.
Economic resilience
Independent reviews and voluntary mergers should include a measure of increased happiness, not just dollars, as success criteria. Councils need to share services such as plant, administration and staff and plan in conjunction with State.
The concept of a sister city could be developed providing the bigger/smaller council relationships to assist in various initiatives including preparation against disasters such as bushfires and floods.
A National Ageing taskforce should identify how the Australian government can better engage with local government on a range of issues for older Australians. Regional Development Australia is a positive initiative as there is a need to listen to locals, long term planning combined with local solutions. Regional development requires infrastructure including broadband as well as education.
Climate change and natural disasters
To respond to the impacts of climate change and natural disasters, the Australian, state and local governments need to agree on roles and responsibilities, framework, risks, assets and strategies. The Australian government should take the lead on scientific coordination with local response.
A future role for local government in managing the impacts of climate change and natural disasters is through developing a community vision for sustainability. Infrastructure needs to be developed along with a preparedness to defend local communities. Collection of local information and effective sharing of that information helps educate new comers and build experience and skills in combating some of the consequences of climate change is also required.
