2012Annual Report

UTS Centre for Local Government

Annual Report

2011-2012

UTS Centre for Local Government

University of Technology, Sydney

PO Box 123, Broadway NSW 2007

T: +61 2 9514 7884 | F: +61 2 9514 2274

E: clg@uts.edu.au | W: www.clg.uts.edu.au

Annual Report 2012 UTS:CLG

ToC

Contents

Section 1 – Executive Summary ................................................................................................ 1

Section 2 – Centre for Local Government Profile ....................................................................... 3

Mission ................................................................................................................................... 3

Objectives: ............................................................................................................................. 3

CLG Staff and Associates....................................................................................................... 3

Collaboration with ACELG ...................................................................................................... 3

Section 3 – Programs................................................................................................................. 4

Projects .................................................................................................................................. 4

Consultancies ......................................................................................................................... 5

Research ................................................................................................................................ 8

Teaching ...............................................................................................................................10

Seminars and Events ............................................................................................................13

Section 4 - Governance ............................................................................................................17

CLG Associates .....................................................................................................................18

Section 5 - Financial Management ............................................................................................19

Section 6 - Future Prospects .....................................................................................................20

Environmental Scan .............................................................................................................20

Risk Assessment ...................................................................................................................21

Priority Areas for Future Action ..............................................................................................21

References ............................................................................................................................22

Annual Report 2012 UTS:CLG

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Executive Summary

This annual report of the University of Technology,

Sydney: Centre for Local Government (CLG) for

2012 summarises the activities and programs of the

CLG over the year. The report details the

programs, consultancies, research and teaching,

seminars and events which furthered the aim to

"support the advancement and improvement of

local government both in Australia and

internationally through leadership in education and

research, and by providing specialist consultancy

services".

This report also describes the governance

arrangements of the Centre for Local Government,

financial management over the past year and

identifies some future priorities.

Two key projects undertaken in 2012 in

collaboration with the Australian Centre of

Excellence for Local Government (ACELG) were

the Advancing Leadership program targeted at

developing the leadership capability of local

government professionals; and the continuation of

the Learning in Local Government program which

advocates an integrated national approach to

education and training for the local government

workforce. Another collaborative project, the

AusAID Public Sector Linkages Program

undertaken with Local Government Managers

Australia (LGMA), is aimed at building capacity of

local government practitioners in Indonesia.

Consultancies over the year included the LGMA

Management Challenge, a collaborative annual

development program between the CLG and the

LGMA; a series of local government liaison forums

with Roads and Maritime Services; work with

Commonwealth Local Governance Forum in the

Pacific to provide support for the development of a

concept note; facilitation of a planning workshop

with Shellharbour Council; collaboration with Eco

Logical Australia (ELA) to produce a report for the

Australian Department of Sustainability,

Environment, Water, Populations and Communities

to assist in implementation of the draft National

Wildlife Corridors Plan at the local scale; a

partnership to assist the development of the draft

Community Engagement Strategy for Strathfield

Council; and the conducting of interviews as part of

the Penrith City Council strategic planning process.

The CLG’s Integrated Planning & Reporting

Capacity Building Program concluded in June

2012, having implemented the full assistance

program across seven NSW councils and selected

components of the program with a further four

councils.

Publications and research included five issues

papers on e-Learning and workforce planning and

training in Local Government; four publications on

governance, leadership and strategic planning; two

papers published under the UTS:CLG Graduate

Paper Series on planning and reporting, and

community engagement; and the publication of two

editions of the Commonwealth Journal of Local

Governance.

A key advancement in teaching programs in 2012

was work towards the accreditation of the Master of

Local Government course due for first intake in

2013. Existing graduate courses continuing in 2012

were the Graduate Diploma in Local Government

Management (including two new subjects Team

Building and Leadership and Community

Leadership), the Graduate Certificate in Local

Government Leadership, and the Graduate

Certificate in Development Assessment. Enrolment

targets for graduate programs for 2012 were

achieved.

Approximately 500 participated in Continuing

Professional Education (CPE) through the CLG's

short course and seminar programs at the Sydney

campus. The CLG's CPE seminar series was

expanded in 2012 to include five new seminars. In

addition, the Development and Building in Bushfire

Prone Areas short course was delivered twice in

Melbourne and once in Hobart.

Annual Report 2012 UTS:CLG

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Other events during 2012 included hosting two

forums with SGS Economics and Planning (SGS) in

the Strategic Insights Series around key strategic

and governance challenges facing local

governments; hosting a seminar for key note

speaker Professor Tony Jackson on research on

‘bottom up’ action on climate change; facilitation of

a study tour for the Seoul Metropolitan

Government; collaboration with The Japan Local

Government Centre (CLAIR) through the 2012

CLAIR Forum on Improving local government

efficiency and performance; and presentations at

the inaugural ACELG Advancing Leadership

roundtable in Melbourne. In 2012 the CLG invited

stakeholders to the 'UTS: CLG Stakeholder Forum:

Fresh Perspectives for a Third Decade'.

The governance framework outlined in this report

notes the CLG exists as a separate organisational

unit within the University Technology, Sydney and

reports to the Deputy Vice Chancellor (Research).

It is designated as a Centre of Enterprise,

Research and Community Service, with the Deputy

Vice Chancellor acting in the role of ‘Managing

Dean’. All graduate programs within the CLG are

accredited through the Faculty of Design,

Architecture and Building. This report details

staffing for 2012 and staffing changes occurring

during the year.

Financial reporting indicates that the CLG operated

within budget for the year of 2012.

Annual Report 2012 UTS:CLG

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Centre for Local

Government Profile

The University of Technology, Sydney: Centre for

Local Government , an autonomous unit within the

university, was established in 1991. It promotes a

cooperative approach to local government

education, research and development, and

maintains close ties with a large number of local

government associations, professional institutes

and academic bodies in Australia, the Asia-Pacific

region and globally.

Mission

The CLG's mission is to support the advancement

and improvement of local government both in

Australia and internationally through leadership in

education and research, and by providing specialist

consultancy services.

Objectives:

In fulfilling its mission the CLG seeks to:

offer an integrated package of professional development and award courses, including a Masters of Local Government

ensure that its educational programs are supported by relevant research

develop a research base that supports and strengthens the capacity of local government

maintain a substantial consultancy business as a supporting element of its operations

meet the needs of both urban and rural councils

expand its international activities

establish partnerships with people and organisations in local government both across Australia and internationally

work closely with other areas of UTS interested in local government and governance

CLG Staff and Associates

Staffing during 2012 comprised

Graham Sansom Director

Sarah Artist Assistant Director

Sophi Bruce Program Specialist: Leadership

Su Fei Tan Senior Research Officer

Geraldine O’Connor Senior Programs Officer

Gabrielle Watterson Graduate Programs and Finance Officer

Ann O’Loughlin Course Administrator

Nancy Ly Project Assistant

The CLG’s staffing capacity is supplemented by an

extensive network of formally appointed Associates

and annually contracted consultants. They assist

with Continuing Professional Education (CPE)

course development and teaching as well as

partnering with the CLG for consulting projects.

Collaboration with ACELG

In December 2009 the Australian Centre for Local

Government commenced operation. Its mandate is

to enhance professionalism and skills in local

government, showcase innovation and best

practice and facilitate a better-informed policy

debate. ACELG has a core staff and shares office

facilities at its main location at UTS with the Centre

for Local Government. ACELG commission CLG to

undertake some of its projects and research. This

collaboration draws on the research, consultancy

and sector expertise in the Centre for Local

Government and facilitates an on-going alignment

of strategic research priorities.

Annual Report 2012 UTS:CLG

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Programs

Projects

CLG/ACELG Collaborative Projects

Advancing Leadership

Undertaken in collaboration with the Australian

Centre for Excellence in Local Government

(ACELG,) this work aims to identify and network the

best of existing leadership programs from around

the country targeted at developing the leadership

capability of local government professionals . The

CLG has participated in the program since its

inception through the development of the

Advancing Leadership Framework, the Graduate

Certificate in Local Government Leadership

(GCLGL) subjects and forming partnerships with

associations, training and education providers,

sector organisations and councils. The program

had substantial output in 2012 across a number of

key initiatives.

These included: the identification of the University

of Tasmania and the University of Adelaide as

education partners, with agreements around

incorporation of subjects and recognition of UTS

Graduate Certificates in Local Government

Leadership; and in principle agreement with Edith

Cowan University (WA) around offering local

government subjects within existing Graduate

Certificates.

New subjects within the Graduate Certificate in

Local Government Leadership were delivered for

the first time in 2012 including The Team Building

and Leadership subject and Community Leadership

Project subject with participants from NSW and the

Northern Territory.

As part of the Advancing Leadership Initiative, a

Memorandum of Understanding was established

with Randwick City Council to have the Council’s

internal leadership program recognised within the

Graduate Certificate in Local Government

Leadership. The MOU was the first of its kind in

Australia and provides an avenue for Councils

committed to capacity building through high quality

in-house programs to have those efforts

recognised, providing a foundation for staff to

further their professional development.

In October the Advancing Leadership discussion

paper was updated and published on the ACELG

website in preparation for the inaugural Advancing

Leadership roundtable in Melbourne in November

2012. The CLG facilitated the roundtable with

additional input from guest speakers and

participants from around the country. Following the

roundtable, outcomes and possible areas for

research were prepared and distributed to partners.

Learning in Local Government Program

The Learning in Local Government joint project

advocates an integrated national approach to

education and training for the local government

workforce. In 2012 it continued to explore gaps in

the content and availability of education and

professional development through consultation with

the Local Government sector around Councillor

Training, e-Learning, Workforce Development, and

Education and Training in Skill Shortage areas.

Issues papers were completed in e-Learning,

Councillor training, workforce planning and

education and training in key skills shortage areas.

These publications are:

Ly, N. 2012 eLearning in Local Government

(Learning in Local Government Issues Paper

3), University of Technology, Sydney released

at the 5th National Workforce Development

Forum in Canberra in April. The paper looks at

benefits and barriers of e-Learning, provides

samples of existing e-Learning programs and

an overview of web-based learning tools. This

can be accessed at

http://www.acelg.org.au/file/1697/download?tok

en=croMHBbZDyTopcVLdGpDNkAOhyPRUUn

hjSzEIagNNcE

Annual Report 2012 UTS:CLG

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Davy, S. & Brands, J. 2012 A National Review

of Training and Development for Local

Government Councillors, Issues Paper 5,

University of Technology, Sydney which looks

at existing councillor training and gaps in

training. Accessed at

http://www.acelg.org.au/file/1698/download?tok

en=hQ2pKaGrp0_t7IM32kxEMbSts5X23AClW

uTHE1LvKAI

Tan, S. F. 2012 Workforce Planning and

Development: Capacity Building Opportunities

(Issues Paper 4), University of Technology,

Sydney. Accessed at

http://www.acelg.org.au/file/1700/download?tok

en=GgmItLcDdMJC401ObGpwYcp0wGxGQpg

SVT-yziiaBZY

O'Connor, G. and Artist, S. 2012 Education

and Training in Key Skills Shortage Areas

(Issues Paper 6), UTS: Centre for Local

Government, University of Technology,

Sydney which explores education and training

opportunities as well as gaps in four current

areas of skills shortage. Access at

http://www.acelg.org.au/news/issues-paper-6-

education-and-training-key-skills-shortage-

areas

Key activities in the Learning for Local Government

Program included:

ongoing consultation with the Local

Government sector

the development of the Local Government e-

Learning Exchange website

http://www.clg.uts.edu.au/elearningexchange/

to provide an overview of tools and techniques,

design considerations and challenges, and

current e-Learning programs for councils.

participation in a workforce planning forum

hosted by the Western Australia Department of

Local Government at which the Minister for

Local Government encouraged 120 senior

local government representatives to attend the

upcoming Workforce Planning: Capacity

Building workshops to be delivered by the CLG

and in partnership with the ACELG.

development and delivery by CLG Researcher

Su Fei Tan, in cooperation with the Department

of Local Government WA, of a 2-day training

module on workforce planning. This was

delivered in 10 metropolitan and regional

centres throughout WA.

CLG Projects

AusAID project

The AusAID Public Sector Linkages Program has

funded the Australia Indonesia Partnership for

Local Government Planning and Budgeting

program. This collaborative program between CLG

and Local Government Managers Australia

(LGMA), designed to build capacity and facilitate

knowledge exchange, aims to assist local

government practitioners in Indonesia improve

accountability and systems to deliver services such

as health, education, social welfare and sanitation.

The program will support AusAID’s Australia

Indonesia Partnership for Decentralisation (AIPD)

program and the Australia-Indonesia Partnership

for Economic Governance (AIPEG) which assists

the Government of Indonesia in improving the

performance of provincial and local Governments.

Consultancies

LGMA Management Challenge

The CLG continued its collaboration with the LGMA

on the delivery of the 2012 LGMA Management

Challenge which saw 111 council teams comprising

of over 650 participants from across Australia and

New Zealand coming participating in this annual

development program. The theme for the challenge

was The Temperature is Rising. Teams were

presented with a range of tasks designed to

improve their capacity for management and

leadership in a local government context. The CLG

developed the content for the program with the

Annual Report 2012 UTS:CLG

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contribution of ACELG research and content from

program areas including:

Innovation and Knowledge Exchange Network

- Climate Change

Local Government and Climate Change -

ACELG Working Paper, 2011

Innovation in Local Government - ACELG

Working Paper, 2012

In addition, the CLG provided facilitation and

delivery of the NSW regional challenge (29 teams

in total) and the Australasian Finals where eight

finalist teams from across Australia and New

Zealand worked on themes such as place-based

leadership, workforce attraction and retention,

social impact assessments, distribution of national

funds, performance based payouts, community

representation and council innovation.

Teams were challenged on their skills in planning

and brainstorming, debating and presentation, and

writing and creativity. The CLG facilitation team

CLG was particularly impressed by the level of

strategic thinking, creativity and enthusiasm

displayed by all teams during the Challenge days.

Roads and Maritime Services

During 2012-2013 the CLG partnered with the

Sydney Roads Division of the NSW Roads and

Maritime Services (RMS) to design and implement

a series of local government liaison forums. Two

rounds of forums held in May 2012 and March 2013

brought together senior staff from most councils in

the Sydney region along with key representatives of

the RMS, Transport for NSW, the NSW Department

of Planning and the NSW Premiers Department to

discuss a broad range of strategic and operational

issues. The forums were consistently well attended

by Sydney councils and the format of each event

provided opportunities for open discussion.

Councils have indicated their strong support for the

continuation of the forums, valuing the opportunity

to liaise directly with State agencies on roads,

transport and planning issues.

Concept Note

The CLG’s Researcher worked with the

Commonwealth Local Governance Forum in the

Pacific to provide support for the development of a

concept note. This note outlined the elements of a

project to strengthen and support the work of the

Pacific Capital Cities Forum (PCCF). This forum is

made up of Funafuti Town Council (Tuvalu),

Honiara City Council (Solomon Islands), National

Capital District Commission (Papua New Guinea),

Port Vila Municipality (Vanuatu), Suva City Council

(Fiji Islands)1 and Betio Town Council (Kiribati). It

has four main objectives:

1) to provide leadership for the effective co-

ordination and representation of the special

interests of Capital Cities and urban local

governments in the Pacific region

2) to strengthen the capacity of Pacific Capital

Cities and urban local governments to

manage urban growth

3) to advance the economic base of each

capital city and promote sustainable and

inclusive local economic development

4) to achieve tangible acknowledgment from

both national and regional leaders of the

special role and financial disabilities

experienced by Capital Cities.

This initiative will establish participating capital

cities as centres for local government excellence by

building their capacity to address the challenges

they face, for example, providing services such as

adequate water, sanitation and housing in a context

of rapid urbanisation, lack of recognition of the role

of capital cities and their contribution to national

economic development and the need for greater

investment in critical urban infrastructure. As

1 Suva City Council is currently suspended as a result of the

suspension of Fiji from the Commonwealth

Annual Report 2012 UTS:CLG

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centres of excellence these capital city local

authorities will share experience, skills and

knowledge with other urban local governments in

the Pacific and internationally. Expected results will

be:

Strengthened participatory local development

(strategic) planning capacity

Strengthened local economic development

planning capacity

Strengthened budgeting and financial

management capacity, including research on

the cost of delivering services

Generation of lessons, approaches, practices

and tools and that will be disseminated through

the Pacific region.

Shellharbour Council Planning Workshop

In November, The CLG along with Associate Jill

Barrow, facilitated a planning workshop for

Shellharbour Council’s Senior Management Team.

Using the model of Horizontal Thinking, the aims of

the workshop were to assist the team in working

together to improve collaboration across functions,

develop their collective leadership capability and

achieve the strategic objectives of the Council. As

a result of the workshop, the group were able to

agree common aims, establish the values of the

leadership team and make four agreements to

action in moving forward.

National Wildlife Corridors Plan: Planning

and managing ecological connectivity at a

Local Government scale – barriers and

opportunities.

The Australian Department of Sustainability,

Environment, Water, Populations and Communities

(SEWPaC) commissioned Eco Logical Australia

(ELA) in collaboration with the Centre for Local

Government to produce a report to assist in the

implementation of the draft National Wildlife

Corridors Plan at the local scale. Local

governments may make important contributions to

corridor development as they have roles in land use

planning, development negotiation and approval,

provision of public services such as education and

incentives, as well as on-ground land management.

However, the capacity and priorities of local

government vary widely: dependent on the physical

environment, population and development

characteristics; financial situation; and jurisdictional

context. Analysis of local government experiences,

including successes and challenges, and enabling

and limiting factors could assist in designing

programs to enable local governments to be further

involved in this work. The final report entitled Local

Government Approaches to Planning and

Managing Conservation Connectivity and Wildlife

Corridors was submitted to SEWPaC in June 2012.

Strathfield Community Consultations

CLG partnered with Associate Hazel Storey to

undertake consultation for the development of the

draft Community Engagement Strategy for

Strathfield Council. CLG assisted with staff

consultations and data entry and sorting which the

assisted the Associate to complete of the draft

Strategy.

CLG also supported a series of World Cafés for the

community consultations. The Strathfield

community responded well to this model of

engagement with good numbers attending each of

the sessions and attendees finding it a refreshing

way for council to talk with the community.

Penrith City Council

As in previous years, an important part of the

preparation of the Penrith City Council strategic

planning process for the new Council was the

process of conducting confidential interviews with

each of the elected Councillors, both before and

after the council elections.

The aim of the interviews was to discuss the

achievements and disappointments of the previous

Council term, and priorities for inclusion in the next

Annual Report 2012 UTS:CLG

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Strategic Plan. Interviews were conducted by the

CLG with twelve of the elected Councillors in

August 2012 immediately prior to elections. A

second round of interviews was conducted with the

newly elected Councillors. Findings from the

interviews were documented and distributed to all

Councillors prior to their strategic planning

workshop which commenced the development of

the Community Strategic Plan and Delivery Plan for

the newly elected Council.

Integrated Planning & Reporting

In June 2012 the CLG’s Integrated Planning &

Reporting Capacity Building Program concluded. In

all, the CLG implemented the full assistance

program across seven NSW councils and selected

components of the program with a further four

councils. The program was a great success and the

capacity building approach provided participating

councils with a range of valuable transferrable

skills. The greatest uptake of the program was with

rural and regional councils throughout NSW where

the partnering approach helped greatly in building

staff knowledge and experience in long term

planning and in working within resource limitations.

Research

Metropolitan Governance

Building on its research collaboration with the

Forum of Federations on metropolitan governance

and in collaboration with ACELG, the CLG released

the paper Sansom, G., Dawkins, J., Tan, S. 2012

The Australian Model of Metropolitan Governance:

Insights from Perth and South East Queensland,

Centre for Local Government, University of

Technology, Sydney. The results of this work were

presented during the June 2012 joint CLG and SGS

Economics and Planning, Strategic Insight Series

seminar.

Community Governance

CLG published a report providing an overview of

emerging trends in community governance through

reviewing local and international literature as well

as interviews with Australian local government

leaders and Bendigo Bank representatives.

McKinlay P., Pillora, S., Tan, S.F., Von

Tunzelmann, A. 2011. Evolution in Community

Governance: Building on What Works, Australian

Centre of Excellence for Local Government,

University of Technology Sydney explores the

implications of research findings for new

approaches to local decision making and directions

for further research.

Governance and Strategic Leadership

The Director, in his publication Sansom, G. 2012

Australian Mayors: What Can and Should They

Do? UTS: Centre for Local Government, University

of Technology, Sydney

http://www.acelg.org.au/file/1593/download?token=

ClSnkzJHcG94fgfdQsuo9qIUudFkzxl5eiJ_URXMey

g investigates the changing role of mayors in

Australia and how that role might be strengthened.

This discussion paper reviews relevant literature

and recent developments in Australia, New Zealand

and the UK and concludes that if local government

is to perform effectively and meet growing

community expectations, the capacity of its political

arm needs to be enhanced. The paper sets out a

suggested framework of mayoral functions and

associated legislative provisions to support an

enhanced role.

Local Representation

In partnership with the Victorian Local Governance

Association (VLGA,) CLG is undertaking a

comparative study of representational governance

frameworks for local governments across Australia.

It flows from on-going reform processes and the

need to understand the advantages, constraints

and theoretical underpinnings of different

Annual Report 2012 UTS:CLG

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approaches to representative democracy in local

government. Initial investigations show that while

there are bodies of research on many aspects of

representational governance there is a gap in terms

bringing together the different threads within the

Australian local government context. This project

compares and analyses the diverse approaches

with a view to providing a useful synthesis and

promoting debate on alternative ways to foster

strategic leadership and better governance. Initial

results of the research were presented at the

ACELG Research forum in Brisbane and with the

final report due in 2013.

Comparative Strategic Planning

Work continued this year on the development of a

comparative analysis of community strategic

planning requirements in local government. Work

so far compares various approaches in each

Australian jurisdiction toward implementing local

government reforms, with a particular look at

requirements for strategic and corporate planning

and reporting. Initial observations are made on the

challenges of implementing strategic and corporate

planning across the jurisdictions, including

resourcing implementation, roles and

responsibilities, community input into resourcing,

intergovernmental integration, measuring progress.

Due for publication in 2013, the final paper is

Tan, S. F. and Artist, S. 2013 Strategic Planning

Australian Local Government: A comparative

analysis of state frameworks, University of

Technology, Sydney.

http://www.acelg.org.au/file/1621/download?token=9I

nlFkcDg5SgBTwp9l5Bep-PN0KBnWWaERDaZXLdv5E

Service Delivery Reviews in Australian

Local Government

A review of case studies from 11 councils across

Australia released by ACELG as part of its Capacity

Building program assessed the level of maturity of

formal service review processes used in a variety of

councils and the outcomes achieved. It makes

recommendations on how such processes can be

supported and enhanced in the future.

Consideration is being given to developing a

Service Review manual as a result of this research.

Workforce Planning

As discussed above, the Learning in Local

Government joint project advocates an integrated

national approach to education and training for the

local government workforce. As part of this project,

the discussion paper Tan, S. F. 2012 Workforce

Planning and Development: Capacity Building

Opportunities (Issues Paper 4), University of

Technology, Sydney discusses the challenges

faced by local governments in attracting, recruiting

and retaining their workforce as a key component in

their ability to serve their communities. This paper

includes a survey of different training courses and

resources available to councils, outlines key

elements which for programs on workforce planning

and development.

Commonwealth Journal of Local

Governance

This peer-reviewed journal strengthens the

research voice of local government in the

Commonwealth by providing a forum for

researchers and practitioners interested in local

government ideas and practices. Its overall focus is

upon improving local governance and supporting

local government as an agent of development. The

journal is funded by the Commonwealth Local

Government Forum (UK), edited by Cardiff

University (UK), and published by the UTS Centre

for Local Government. During 2012, two issues of

the journal were published in July and December.

Issue 10 is available at

http://epress.lib.uts.edu.au/journals/index.php/cjlg/is

sue/view/225

and Issue 11

http://epress.lib.uts.edu.au/journals/index.php/cjlg/is

sue/view/259

Annual Report 2012 UTS:CLG

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UTS Local Government Paper Series

The Local Government Paper Series incorporated

the UTS:CLG Graduate Paper Series in 2012 with

two papers released under this series. The first

was Bass, M. 2012 Integrated Planning and

Reporting: Reflections on Three Years of

Implementation by NSW Councils, University of

Technology, Sydney which documents the learning

of supporting 12 councils in meeting legislative

requirements of implementing Integrated Planning

and Reporting. The paper reflects on the merits of

NSW Integrated Planning and Reporting legislation

and council's efforts in understanding, interpreting

and implementing it.

The second paper, Artist, S. 2012 Community

Engagement in Australian Local Government:

A Practice Review, University of Technology,

Sydney is based on research undertaken through

the three year long Just Communities Project. The

project explored with a network of councils how

community wellbeing can be enhanced through

strengthening local democratic processes.

Completed in 2008, the project and Summary

Report provided the basis for this paper which

outlines practice implications for councils

committed to improving the way they use their

governance and management systems to embed

the learnings and perspectives gained from

community engagement. The paper also provided

a checklist for improving local government practice.

Teaching

Graduate Programs

The graduate programs offered by the CLG through

the Faculty of Design Architecture and Building

continue to provide specialist theoretical and

practitioner knowledge for local government. The

number of courses will be extended to four with the

proposed accreditation of the Master of Local

Government in 2013. The CLG met University

enrolment targets in 2012.

Graduate attributes project

The UTS Graduate attributes project is designed to

embed graduate attributes into courses and

subjects across the university. The CLG courses

are being incorporated into the UTS Graduate

Framework. This framework describes a very broad

common profile and takes the view that specific

attributes are best developed in relation to the

professional and disciplinary contexts of each

course. CLG takes responsibility for graduate

profiles so that they describe the attributes that are

most important for graduates from the professions

and disciplines.

Master of Local Government

The accreditation of this new qualification

progressed in 2012 supported by ACELG’s training

and professional development program on behalf of

the Commonwealth Government. The first intake of

the Master of Local Government is scheduled for

Spring Semester 2013. The program will be

delivered by the CLG through the Faculty of Design

Architecture and Building at UTS. The program

has its foundation in the Graduate Diploma in Local

Government Management and builds on that

foundation by the addition of three new subjects.

Research in Local Government covers key

issues and trends in research for local

government and how councils can use

research more effectively. The subject

strengthens students understanding of the

theoretical frameworks underpinning

political and social science research. It also

provides important practical information on

how to carry out research in a local

government setting.

Comparative Local Governance combines

extensive independent research and on

campus education to cover key elements of

Annual Report 2012 UTS:CLG

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comparative local governance. Students

will examine examples of local government

in different international contexts to draw

lessons for local government systems in

New South Wales.

The final subject of the Master of Local

Government is a research project which

develops core skills to enable students to

conduct rigorous and original problem-

solving in the local government context.

Local Governance Project is a substantial

report describing applied solutions to local

governance issues (12 credit points).

The Master of Local Government comprises 13

subjects with five core subjects and a range of

electives drawn from existing UTS electives and a

range of approved subjects available through

partner institutions.

Graduate Diploma in Local Government

Management

The Graduate Diploma offers the opportunity to

build an education program that responds to the

learner’s needs by allowing students to develop a

study plan matching the requirements of their

professional development. The course aims to

provide students with knowledge, skills and

competencies in the principles and practices of

local government management, with particular

reference to their own organisation. As part of

continuous improvement practices the subjects in

this course are reviewed to ensure course

objectives and learning strategies meet learners'

needs.

A new elective subject, Enhancing Local

Government Service Delivery, and first delivered in

2011 was accredited this year. The subject

explores methodologies for reviewing and

enhancing local government services and focuses

on alternative service delivery models. The subject

was well subscribed with participants drawn from

four jurisdictions: NSW, WA, SA and seven from

the Northern Territory.

Graduate Certificate in Local Government

Leadership

This program was developed and launched at UTS

in 2010 with the support of ACELG’s training and

development program. The Graduate Certificate

can be used as a model and ‘localised’ by any

university willing to offer the essential curriculum

involved. In 2011 it was offered to the Northern

Territory in partnership with Charles Darwin

University. This year the structure of the course

was revised, retaining one core subject and

providing greater flexibility for learners by providing

three elective choices.

In 2012 two of the subjects within the Graduate

Certificate in Local Government Leadership

(GCLGL) were delivered for the first time:

Team Building and Leadership

Designed and delivered by the Course Leadership

Specialist in conjunction with LGMA National, Team

Building and Leadership was offered for the first

time as part of ACELG’s Advancing Leadership

Initiative. The subject was designed for local

government professionals participating in the

LGMA Management Challenge as a team member

or mentor. It ran for the first time in 2012 with

participants from NSW and one from the Northern

Territory. The subject attracted a number of short

course participants who used the subject as credit

on enrolment into the course.

The initial module was completed online via

distance learning and introduced a range of

concepts designed to complement the initial

Management Challenge team forming and building

process, using the experience of completing the

pre-challenge task. Offering an on-line module was

a first for the UTS: Centre for Local Government

and enabled a useful element of self-directed

learning within this subject. Other modules included

Annual Report 2012 UTS:CLG

12

a reflective journal of Challenge Day and a post-

challenge workshop which gave participants the

opportunity to share their reflections, assess their

own team leadership capability and incorporate

their learnings into the workplace.

Feedback on the subject was excellent with

students finding the balance of theory and practice

very rewarding, with comments such as “diverse

and comprehensive”, “very relevant to work” and “a

greater understanding of the importance of team

leadership and reflection”.

Community Leadership

This subject, designed by CLG’s Program

Development Co-ordinator in conjunction with the

Course Leadership Specialist, was delivered for the

first time in 2012. The Community Leadership

Project is a flexible, project-based subject that

requires students to identify and work with a

community project or organisation and demonstrate

leadership skills and strategies by leading on a

particular initiative, mentoring a community leader

and/or working collaboratively on a shared

community leadership project. The subject offers

students the opportunity to further their personal

leadership skills through independent, self-directed

learning and to use these skills to benefit the

community.

In 2012 the Community Leadership project was

delivered to students from NSW and the Northern

Territory as their final subject in the Graduate

Certificate in Local Government Leadership.

Participants from Darwin, Adelaide River, Tennant

Creek and Alice Springs presented on subjects at a

workshop in Alice Springs facilitated by the CLG.

Presentations ranged from councils engaging with

the community on recycling, to Indigenous

workplace training, to planning for Anzac Day

commemoration.

The President of Local Government Association

Northern Territory (LGANT) and Mayor of Alice

Springs Town Council, after participating

recommended the course to the elected members.

He said that he has benefited from his studies `with

the focus of the course specifically on the skills

needed for local government office’.

Participants who completed the requirements of the

first Northern Territory cohort of Graduate

Certificate in Local Government Leadership were

acknowledged at the Local Government

Association Northern Territory Conference

(LGANT) in November 2012. The first cohort of

students graduated from the Graduate Certificate in

Local Government Leadership at the end of 2012.

Graduate Certificate in Development

Assessment

Students enrolling in this course frequently apply

through the pathway provided by the CLG’s

continuing professional education program to

enhance knowledge and skills in selected areas of

development assessment. The course provides a

sound understanding of principles and practice of

development assessment and an appreciation of

the wider context of planning and assessment

systems in local government. Learners seeking to

extend their opportunities/prospects may articulate

this course into the Graduate Diploma in Local

Government Management. The Graduate

Certificate was substantially reviewed as part of the

reaccreditation process in 2011 and no further

changes were undertaken in 2012.

Continuing Professional Education (CPE)

Introduction

Short Course and Seminar demand remains strong

with nearly 500 learners participating in the CLG's

CPE program delivered at the UTS City campus.

Growth for short courses was 15% and with growth

for seminars particularly strong at 59%. Demand

for off campus delivery weakened generally and in

particular for education around planning for

bushfires.

Annual Report 2012 UTS:CLG

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Short Courses

The CLG’s decade long collaboration with the

Building Professionals Board continued in 2012

with the delivery of two Certification Short Courses.

These courses were well subscribed with 46

registrants completing the course as part of their

requirements to become an accredited building

certifier. The demand for this short course is

expected to rise in 2013.

As noted above, Team Building and Leadership

was one addition to the range of short courses on

offer in 2012. This was developed to enable

participants of the LGMA Management Challenge

to extend learning and gain additional recognition

for professional development. Feedback on the

subject was excellent with students finding the

balance of theory and practice very rewarding. This

short course was an initial venture for the CLG in

combining the learning strategies of e-Learning with

on campus delivery of tertiary education. In total 14

participants from one metropolitan, three regional

and one rural council successfully completed the

program and became eligible to apply for

recognition of this prior learning in the UTS

Graduate Certificate in Local Government

Leadership.

Registrations for other short courses remained

steady, with a rise of 12% in demand for the CLG's

Building Regulation and Development Control short

courses due in part to a change in marketing

strategy.

A number of the CLG’s short courses have now

been delivered for more than a decade including

Local Government Leadership Skills, a program

designed to enhance personal and professional

leadership capacity in the sector. This is regularly

delivered as an in-house program in a regional

Council. In 2012 the program was delivered at

Moree Council to 12 participants drawn from across

a number of different Council units including

Human Resources, Development Assessment,

Finance and Environmental Control.

Interstate programs

The CLG continued its collaboration with the

Building Commission of Victoria and the Country

Fire Authority for the delivery of the Development

and Building in Bushfire Prone Areas short course.

Demand for this course peaked in 2011 but

remained strong in 2012 with two offerings in

Melbourne and another in conjunction with the

Tasmania Fire Service in Hobart.

Seminars and Events

CPE Seminar Series

The CLG's successful professional education

Seminar Series expanded to include five new

seminars. The first, Plan Reading, is a one day

seminar designed to provide participants with

training in reading and interpreting the various

types of plans used in local government planning

departments. Robust registrations for the seminar

confirmed demand for learning focused on practical

skills.

The Seminar Series also included another one day

seminar, the ABC of the BCA, designed to gain a

better appreciation of the basics of the Building

Code Australia (BCA) and develop skills to navigate

through the Housing Provisions of the Building

Code of Australia.

Alternative Solutions and Principles of Fire

Engineering was introduced to provide participants

who prepare or assess alternative solutions with

the skills to avoid significant pitfalls around risks,

misconceptions and performance in this area.

Local Infrastructure Funding covers changes to

legislation on controlling levying or negotiating

development contributions, and related moves to

improve financial and asset management. This two

day seminar is the third iteration of learning in the

Annual Report 2012 UTS:CLG

14

area of development contributions and the CLG’s

response to keep abreast of legislative changes.

Alternative Solutions and Principles of Fire

Engineering was introduced to provide participants

who prepare or assess alternative solutions with

the skills to avoid significant pitfalls around risks,

misconceptions and performance in this area.

Seminars introduced in 2011 have continued well,

particularly ‘Swimming Pool Assessment

Requirements and Safety Awareness’. The demand

for this exceeded expectations and extra an

offering was delivered to meet the needs of the

sector. The Environmental Development and Allied

Professionals (Western Group) also hosted a

delivery of this seminar in Orange.

Launch of Strategic Insights Series

In 2012 the CLG hosted two in a series of three

forums with SGS Economics and Planning (SGS).

The Strategic Insights Series was designed to bring

together stakeholders to explore some of the key

strategic and governance challenges facing local

governments and to inform policy and practice.

The roundtable forum Metropolitan Governance:

Improving the Strategic Capacity of Australia's

Cities held in June was attended by a wide range of

stakeholders from government, business, research

and policy sector analysts and examined the

challenge of improving metropolitan governance.

The forum focussed in particular on Sydney,

providing opportunity to explore key issues and

provide insight on strengthening metropolitan

governance and planning. A report was released

seeking to capture some of the key themes and

critical issues identified and highlight areas for

further consideration.

The second forum, Local and Regional Planning in

NSW: Towards an Integrated Approach held in

November, addressed the key issue of strategic

planning at a local and regional level, focussing on

generating ideas for better integration. The key

note speaker was Kate McNaught, Policy Manager

Local Government New Zealand.

Low Carbon Futures: Opportunities for

Local Government Seminar

The CLG was again pleased to host a seminar for

key note speaker Professor Tony Jackson.

Professor Jackson is an Honorary Research Fellow

at the University of Dundee and outlined his

research comparing the ‘bottom up’ action on

climate change by municipalities in the North West

USA with the centrally directed approach and

legislated targets for emission reductions adopted

in Scotland. Included in this seminar was a

commentary on promoting low carbon communities

and clean energy responses to climate change by

Chris Dunstan, Research Director at the Institute of

Sustainable Futures. The seminar also hosted the

Annual Report 2012 UTS:CLG

15

release of a discussion paper Local Action for a

Low Carbon Future, a collaboration between

ACELG and the Council of Capital City Lord

Mayors (CCCLM).

Seoul Metropolitan Government Study Tour

In June the CLG welcomed a group of 19 officials

from Seoul Metropolitan Government for a study

tour of Sydney, Melbourne and New Zealand. The

program focussed on multiculturalism and social

welfare and included presentations and site visits at

various locations including the Consulate General

of the Republic of Korea, the City of Sydney, and

Department of Human Services and Ethnic

Communities Council in Sydney. In collaboration

with LGMA National the senior and middle level

local government officials continued their ten-day

educational program in Melbourne, followed by

Auckland, New Zealand. This was the second year

that the CLG has designed and facilitated a study

tour for the Seoul Metropolitan Government.

CLAIR Forum

The CLG continued its long standing collaboration

with The Japan Local Government Centre (CLAIR)

through the 2012 CLAIR Forum. This year’s

collaboration also included ACELG and Osaka

School of International Public Policy (OSIPP),

Osaka University. The forum enabled participants

to share recent experiences in both Japan and

Australia on Improving local government efficiency

and performance and featured speakers from both

countries.

The forum was facilitated by CLG Director,

Professor Graham Sansom and opened by Dr

Masahiro Kohara, Consul-General of Japansss and

Professor Attila Brungs, UTS Deputy Vice

Chancellor of Research. The keynote speaker for

the forum was Professor Nobuo Akai, Osaka

School of International Public Policy, who outlined

Jigyou Shiwake (The Japanese Approach to Local

Government Public Policy and Program Review).

Other forum speakers included Kylie Cantwell from

Hobart City Council, Corin Moffat from the NSW

Division of Local Government, and Steve Vlahos

from the Victorian Auditor General's Office.

Annual Report 2012 UTS:CLG

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Leadership forum in Melbourne

The inaugural ACELG Advancing Leadership

roundtable was held in Melbourne in November

attended by representatives from local government

councils, associations and universities from around

Australia.

Following distribution of the Advancing Leadership

discussion paper and outline of the Graduate

Certificate in Local Government Leadership CLG's

Program Specialist in Leadership presented on the

first two years of the Advancing Leadership

initiative. UK Local Government Leadership expert

Jill Barrow shared her experience from an

international perspective, drawing on her work on

UK whole place leadership programs and

international community capacity building initiatives.

Professor John Martin (La Trobe University) gave

an overview on leadership themes connected to

political management in Australian local

government and Professor Graham Sansom

presented on the connections of leadership to local

government reputation and performance.

Throughout the roundtable participants shared their

own perspectives and experiences of leadership

themes and programs, revealing a wealth of

innovative leadership initiatives occurring across

the sector including a collaborative e-resource

project, peer and experiential learning, staff

exchanges and building networks of interest in

leadership outside the sector.

Participants also looked at opportunities for further

collaborations and networking, including

establishment of a national leadership community

of practice, and identified potential areas for further

research in the local government leadership

domain.

Feedback on the roundtable was positive, with

participants particularly appreciating the opportunity

to interact and discuss challenges and possibilities

with practitioners from across the sector and

country.

Annual Report 2012 UTS:CLG

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Governance

The CLG entered its third decade of operation in

2012 and took the opportunity to invite stakeholders

to the 'UTS: CLG Stakeholder Forum: Fresh

Perspectives for a Third Decade'. The forum aimed

to highlight the pivotal role stakeholders play in

setting the strategic direction for the CLG, and to

exchange ideas on how the CLG can continue to

work with stakeholders on joint initiatives and

collaborative approaches. Local government

leaders, specialists, managers, advocates and

representatives from professional organisations

were invited to share their opinions and ideas on

guiding the ongoing achievement of the CLG's

principal activities, focusing on research, education

and professional development, forums and capacity

building programs.

Framework

The CLG is a separate organisational unit within

the University, reporting to the Deputy Vice

Chancellor (Research). It is designated as a

Centre of Enterprise, Research and Community

Service, with the Deputy Vice Chancellor acting in

the role of ‘Managing Dean’. All graduate programs

within the CLG are accredited through the Faculty

of Design, Architecture and Building.

Professor Graham Sansom continued as Director

of CLG and ACELG and announced his retirement

effective December 2012. Sarah Artist continued in

the role of Assistant Director with the day-to-day

management supported by the CLG’s own

administrative staff.

The CLG is also a consortium partner of ACELG

and is represented on the Board of ACELG by the

Deputy Vice Chancellor (Research), the Director

and Assistant Director and is also represented on

the ACELG Programs Committee.

In November Professor Attila Brungs announced

the appointment of Roberta Ryan as the new

director of CLG and ACELG. Associate Professor

Ryan has extensive experience in the local

government and tertiary sectors, most recently as a

Director of a major public policy and urban planning

consultancy practice. Her academic experience

was in the field of social science and policy at

UNSW and Macquarie University.

Membership of the CLG

The CLG has a dedicated core staff, supplemented

by an extensive network of Associates and affiliated

consultants.

Core staff at the end of 2012 comprised:

Name Role Reports to

Prof Graham Sansom

MA (Oxon), MTCP (Syd),

FRAPI

Director DVC

(Research)

Ms Sarah Artist

B App Sci (Newcastle),

MPP (UNE)

Assistant

Director Director

Ms Sophi Bruce

BA First Class Hons

(DMU) MSc (LSE)

Program

Specialist

(Leadership)

Assistant

Director

Ms Geraldine O’Connor

BTP (UNSW)

Senior

Programs

Officer

Assistant

Director

Ms Su Fei Tan

BA Hons (MCMASTER),

MA (UEA)

Senior

Research

Officer

Assistant

Director

Ms Gabrielle Watterson

Graduate

Programs and

Finance Officer

Assistant

Director

Ms Ann O’Laughlin

BSc (Newc) MPS

(UNSW)

Course

Administrator

Assistant

Director

Ms Nancy Ly

BDesign First Class

Hons (UTS)

Project

Assistant

Assistant

Director

Annual Report 2012 UTS:CLG

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Sarah Artist was the course co-ordinator for

Graduate Diploma in Local Government

Management

Graduate Certificate in Local Government

Leadership

Graduate Certificate in Development

Assessment

CLG Associates

The CLG has a loyal group of formally appointed

Associates who assist with course development

and teaching and partner with UTS: CLG on

consultancy work. The formally appointed

Associates are:

Mr Martin Bass

Dr Peter Davies

Mr Jeremy Dawkins

Mr Grahame Douglas

Ms Melissa Gibbs

Mr Kevin Hough

Dr. Andrew Kelly

Ms Alison McCabe

Mr Peter McKinlay

Mr Robert Mellor

Ms Jackie Ohlin

Ms Simone Schwarz

Ms Hazel Storey

Mr Glen Walker

Mr Peter Walsh

Dr Danny Wiggins

Mr Michael Wynn-Jones

Mr Alex Gooding

Mr John Abbott

Mr Brendan Harnett

Penny Finlay

CLG Partnerships and Affiliations

The CLG has established working partnerships with

a number of professional and local government

sector organisations. During the period of 2010 and

2011, the CLG delivered joint programs under

formal contractual arrangements with the following:

Australian Centre of Excellence for Local

Government (ACELG)

Local Government Management Australia

(LGMA) - National and NSW

Commonwealth Local Government Forum

(CLGF)

Japan Local Government Centre (CLAIR)

Edith Cowan University (ECU) – Western

Australia

Charles Darwin University (CDU) – Northern

Territory

NSW Building Professionals Board

Victorian Building Commission

Annual Report 2012 UTS:CLG

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Financial Management

2012 Results

Table 1 summarises the CLG’s 2012 results. The

CLG is required to be essentially self-funding, and

all expenses are recorded except for rent, electricity

and office cleaning. All staff are solely employees

of the CLG and all salary and on-costs have to be

met from CLG revenues. The CLG does not receive

any operating grant.

In 2012 the CLG again exceeded budget forecasts.

Its operating result was more than $40,000 better

than the approved budget, with an operating deficit

of some $4,500.

Revenue exceeded budget targets due to a very

strong performance in short course and seminar

activities, whilst costs were contained apart from

additional outlays on employee benefits which

increased in response to increased workload

including increased activity in short courses and

seminars.

Table 1: Financial Summary 2012

Income Actual Budgeted

Domestic Postgraduate Fees 101,790 101,790

Short Courses and Seminars 820335 545100

Research and Consulting 248,077 430,000

Total Income 1,170,202 1,076,890

Expenditure

Employee Costs 685,763 608,333

Operating Expenses 488,403 514,153

Other 551 1,058

Total Expenditure 1,174,717 1,123,544

Net Result -4,515 -46,654

Annual Report 2012 UTS:CLG

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Section 6 - Future

Prospects

Environmental Scan

Key internal and external trends of

relevance to the Centre

How these were identified/sources

and evidence used

Implications for Centre’s mission, forward

plan and key objectives

Operation of the Australian Centre of

Excellence for Local Government (ACELG),

based at UTS

Collaborative engagement on projects

and research

Strong flow of work and income from

ACELG’s activities – mostly consistent with

established plan and objectives. Need to

ensure strong project discipline to continue to

deliver quality outputs within resource and

time constraints.

Overall demand for courses has been

steady, with the decline in accreditation

courses not occurring as predicted. This

means there is a need to continue to grow

demand to ensure all subjects remain at

viable delivery levels.

Analysis of course numbers and

consultations with stakeholders.

Need to review marketing strategy for short

and award courses and ensure alignment with

sector needs.

Increased opportunities for international

consultancy and research and to influence

international agenda

Consultations with international

partners and donor agencies

CLG has an established record in this area

and would benefit from developing a more

explicit international strategy.

UTS goal to expand research output. Sector

research appetite building but research

program largely dependent on steady flow

of consultancy opportunities incorporating

applied research.

Consultations stakeholders. UTS

Strategic Plan.

Applied research stream can be expanded

provided projects are structured appropriately,

leading to generation of research quantum.

NSW reform agenda in land-use planning

and local government likely to test the

strategic capacity of the sector in the short-

term

Review of sector representations to

reform proposals. Stakeholder and

client feedback.

Need to emphasise capacity building

perspective into the research, consulting and

teaching programs of the Centre.

Annual Report 2012 UTS:CLG

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Risk Assessment

Risk category Low Medium High Notes

Governance √ Current arrangements provide sound administrative framework. Continued strengthening of stakeholder input is required

Financial √ CLG is required to be self-funding and this requires consistently good results across a number of revenue streams.

Strategic √ Overall direction is clear but needs to be kept under review

Compliance & legal √ No problems have ever been experienced in this area

Resource & capability √ CLG operates with a small core staff and may be vulnerable to loss of experienced contracted consultants and course presenters. The resignation of the Director will result in a period of change. The current Director will continue in an Honorary position and the changeover provides opportunity for senior management skills profile to expand

Priority Areas for Future Action

In the coming year, the Centre for Local

Government will give particular priority to the

following actions:

Completion of the accreditation of the

Master of Local Government award and

commencement of the first intake

Development of a PhD program focused on

local government

Increasing the research output of the Centre

Developing stronger internal partnerships at

UTS particularly with other faculties and

centres with local government interests

Strengthening the consulting capacity of the

Centre, including through the engagement

of our associates, to increase our consulting

and research programs.

Annual Report 2012 UTS:CLG

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References

Artist, S. 2012 Community Engagement in Australian Local Government: A Practice Review, UTS: Centre for Local

Government, University of Technology Sydney

Bass, M. 2012 Integrated Planning and Reporting: Reflections on Three Years of Implementation by NSW Councils, UTS: Centre for Local Government, University of Technology Sydney

Davy, S. & Brands, J. 2012 A National Review of Training and Development for Local Government Councillors, Issues Paper 5, University of Technology, Sydney which looks at existing councillor training and gaps in training. http://www.acelg.org.au/file/1698/download?token=hQ2pKaGrp0_t7IM32kxEMbSts5X23ACIWuTHE1vKAI

Ly, N. 2012 eLearning in Local Government (Learning in Local Government Issues Paper 3), Australian Centre for Excellence in Local Government, University of Technology Sydney http://www.acelg.org.au/file/1697/download?token=croMHBbZDyTopcVLdGpDNkAOhyPRUUnhjSzEIagNNcE

McKinlay P., Pillora, S., Tan, S.F., Von Tunzelmann, A. 2011.

Evolution in Community Governance: Building on What Works,

Australian Centre of Excellence for Local Government,

University of Technology Sydney.

www.acelg.org.au/upload/program1/1335499377_Vol1_Comm

unity_Governance_20_April_2012.pdf

O'Connor, G. and Artist, S. 2012 Education and Training in Key

Skills Shortage Areas (Issues Paper 6), UTS: Centre for Local

Government, University of Technology, Sydney

Sansom, G. 2012 Australian Mayors: What Can and Should They Do?, UTS: Centre for Local Government, University of

Technology, Sydney www.acelg.org.au/upload/program3/subprogram9/1349323703_Mayors_Discussion_Paper.pdf

Sansom, G., Dawkins, J., Tan, S. 2012 The Australian Model of Metropolitan Governance: Insights from Perth and South East Queensland, UTS: Centre for Local Government, University of Technology, Sydney www.clg.uts.edu.au/consultancyandresearch/projects/metropolitangovernance/Documents/MetroWorkingPaper2012.pdf

Tan, S. F. 2012 Workforce Planning and Development: Capacity building opportunities, Australian Centre of Excellence for Local Government, University of Technology Sydney www.acelg.org.au/upload/Work%20Force%20Development_Jun2012.pdf

Tan, S. F. & Artist, A. 2013 Strategic Planning in Australian Local Government: A comparative analysis of state frameworks, Australian Centre of Excellence for Local Government, University of Technology Sydney

www.acelg.org.au/upload/program1/ACELG_2013_Strategic-Planning-and-Reporting.pdf

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