Australian Institute of Urban Studies...Speaker: Janet Dore



Janet Dore, Chief Executive Officer City of Ballarat A Non - Metropolitan Perspective on Governance INTRODUCTION This paper will cover: Context of my perspective. Planning since Local Government Reform. Recognising non-metropolitan interests. Understanding non-metropolitan needs. CONTEXT Liveability in the regions requires the following elements: Foresight Adequate resource base Wise allocation of resources Understanding of community needs Accountability of decision makers Outcomes of Local Government Reform in Ballarat: One voice (and therefore ability to integrate planning) Restrained resources (uniform cuts) Debate about range and levels of service Difficult budget decisions (rate capping) Increased accountability to State Government PLANNING SINCE LOCAL GOVERNMENT REFORM The reforms in Victorian local government since 1994 have produced larger geographic units (210 municipalities reduced to 78) but these still do not necessarily reflect regional perspectives. They are certainly capable of better integration of planning functions but do not coincide with other regional boundaries. In Ballarat there has been a strong focus within the Council organisation to integrate planning functions including: Statutory planning Strategic land use planning Engineering design Waste management Horticulture Social planning Economic development and tourism activities. Nevertheless, the context within which the Planning Department works involves participation in many other agencies regions, including water supply authorities and catchment management authorities. Involvement in broader planning to focus on employment growth, investment activity and tourism potential is also essential in the new municipalities. The ability to develop resources within the organisation for the purpose of thinking and acting strategically was always intended to be a major benefit of local government reform. These functions are then able to be linked into the broader corporate planning responsibilities of Councils. Each Council must prepare a Corporate Plan, covering a three year period, and update it annually. New Planning Scheme formats require the preparation of a Municipal Strategic Statement (MSS) which can become an important and necessary link between urban planning, corporate planning and annual budget processes. This provides a better opportunity than ever before for planners to contribute to good governance. Another essential part of local government reform is the requirement to competitively tender 50% of Council services. In the planning area this has meant many in-house teams have been subject to market scrutiny, and as far as I am aware none have yet been lost. Some Councils have defined planning as a core activity not to be market tested. As a consequence most planning activity is carried out in a similar manner to that previously conducted, perhaps with more emphasis on customer service and specific efficiency measures. Fundamentally, local planning remains locally focussed within a framework of State guidelines which emphasises metropolitan Melbourne and its major projects. RECOGNISING REGIONAL (NON-METROPOLITAN) INTERESTS The focus of the State Government has been to promote Victoria within the international marketplace. This leads to a Melbourne centric view of the world and one that leaves non-metropolitan Victoria to grasp at opportunities on an exploitative and localised basis. There is no clear regional strategy for Victoria as a whole. In the Ballarat City Council area we pursue economic development through Business Ballarat, a board of appointed business and Council representatives. It has dealings with the Golden Region, stretching from Maryborough to Geelong, and various economic development officers from surrounding Councils within the Central Highlands Region. There is also an Area Consultative Committee, established by DEETYA within an area stretching from east of Ararat to Bacchus Marsh, which works on regional employment strategies. All this highlights the question of whose regional strategy should set the pace. We desperately need an agreed guiding framework to capitalise on and promote regional strengths. It could be like the current regional tourism campaign where each region has participated in identifying strengths and developing themes. This could and should happen for regional development. Regional needs centre round infrastructure for growth. In Bendigo its upgrading the Calder Highway, Ballarat needs faster rail connections to Melbourne and Shepparton wants improved road funding to accommodate trucks associated with food exports. Regions outside Melbourne also need strong social infrastructure for health, education and arts. Non-metropolitan local government cannot pursue these elements successfully in a Melbourne centred view of Victoria. We need a co-ordinated regional policy to avoid wasteful competition between regions and develop partnerships for economic development. UNDERSTANDING REGIONAL NEEDS To counter a Melbourne centred view of Victoria and develop the regions non-metropolitan areas need three things: Access to decision making. Access to facilities. Empowerment (Access to autonomy) 1. Access to Decision Making Decisions on regional development should be co-ordinated according to identified strengths. Ballarat's Economic Development Strategy targets information technology, health and education services, agriculture and sporting activities. Other regions would have a different list. The State should draw these together and involve local government in decision making within that overall policy. 2. Access to Facilities Facilities within regions are vital to sustaining growth and attracting new development to maintain liveability. Schools, health, tertiary education, recreation and arts facilities comprise the components. Many local governments in non-metropolitan Victoria are constrained in their capacity to maintain a variety of social infrastructure comparable to those in metropolitan Melbourne. This is because State funded arts and cultural facilities are accessible in the metropolitan area. Ballarat Council must allocate $600,000 annually to maintain its own Art Gallery and Theatre. Revenue controls over local government in the form of rate-capping raises the spectre of Ballarat being denied such quality facilities. 3. Empowerment (Access to autonomy) Finally, autonomy within non-metropolitan regions is desirable if actions and resources are to be undertaken on the basis of regional understanding. Empowerment through regional offices of the State in partnership with local government is the only effective basis for good planning, governance and ensuing liveability. Revenue sharing from Competition Policy and Grants Commission must also be vigorously pursued. Overall, constitutional recognition must be pursued - without that Local Government (and the regions) will just be a branch of State Government. Liveability is currently a high quality facet of life outside Melbourne but without good regional policy and decision making the elements of that liveability will be eroded by Melbourne centred policy interests. Return to speakers list

Janet Dore, Chief Executive Officer
City of Ballarat A Non - Metropolitan Perspective on Governance

INTRODUCTION

This paper will cover:

Context of my perspective.
Planning since Local Government Reform.
Recognising non-metropolitan interests.
Understanding non-metropolitan needs.

CONTEXT

Liveability in the regions requires the following elements:

Foresight
Adequate resource base
Wise allocation of resources
Understanding of community needs
Accountability of decision makers

Outcomes of Local Government Reform in Ballarat:

One voice (and therefore ability to integrate planning)
Restrained resources (uniform cuts)
Debate about range and levels of service
Difficult budget decisions (rate capping)
Increased accountability to State Government

PLANNING SINCE LOCAL GOVERNMENT REFORM

The reforms in Victorian local government since 1994 have produced larger geographic units (210 municipalities reduced to 78) but these still do not necessarily reflect regional perspectives. They are certainly capable of better integration of planning functions but do not coincide with other regional boundaries.

In Ballarat there has been a strong focus within the Council organisation to integrate planning functions including:

Statutory planning
Strategic land use planning
Engineering design
Waste management
Horticulture
Social planning
Economic development and tourism activities.

Nevertheless, the context within which the Planning Department works involves participation in many other agencies regions, including water supply authorities and catchment management authorities.

Involvement in broader planning to focus on employment growth, investment activity and tourism potential is also essential in the new municipalities. The ability to develop resources within the organisation for the purpose of thinking and acting strategically was always intended to be a major benefit of local government reform. These functions are then able to be linked into the broader corporate planning responsibilities of Councils.

Each Council must prepare a Corporate Plan, covering a three year period, and update it annually. New Planning Scheme formats require the preparation of a Municipal Strategic Statement (MSS) which can become an important and necessary link between urban planning, corporate planning and annual budget processes. This provides a better opportunity than ever before for planners to contribute to good governance.

Another essential part of local government reform is the requirement to competitively tender 50% of Council services. In the planning area this has meant many in-house teams have been subject to market scrutiny, and as far as I am aware none have yet been lost. Some Councils have defined planning as a core activity not to be market tested. As a consequence most planning activity is carried out in a similar manner to that previously conducted, perhaps with more emphasis on customer service and specific efficiency measures.

Fundamentally, local planning remains locally focussed within a framework of State guidelines which emphasises metropolitan Melbourne and its major projects.

RECOGNISING REGIONAL (NON-METROPOLITAN) INTERESTS

The focus of the State Government has been to promote Victoria within the international marketplace. This leads to a Melbourne centric view of the world and one that leaves non-metropolitan Victoria to grasp at opportunities on an exploitative and localised basis. There is no clear regional strategy for Victoria as a whole.

In the Ballarat City Council area we pursue economic development through Business Ballarat, a board of appointed business and Council representatives. It has dealings with the Golden Region, stretching from Maryborough to Geelong, and various economic development officers from surrounding Councils within the Central Highlands Region. There is also an Area Consultative Committee, established by DEETYA within an area stretching from east of Ararat to Bacchus Marsh, which works on regional employment strategies.

All this highlights the question of whose regional strategy should set the pace. We desperately need an agreed guiding framework to capitalise on and promote regional strengths. It could be like the current regional tourism campaign where each region has participated in identifying strengths and developing themes. This could and should happen for regional development.

Regional needs centre round infrastructure for growth. In Bendigo its upgrading the Calder Highway, Ballarat needs faster rail connections to Melbourne and Shepparton wants improved road funding to accommodate trucks associated with food exports. Regions outside Melbourne also need strong social infrastructure for health, education and arts. Non-metropolitan local government cannot pursue these elements successfully in a Melbourne centred view of Victoria. We need a co-ordinated regional policy to avoid wasteful competition between regions and develop partnerships for economic development.

UNDERSTANDING REGIONAL NEEDS

To counter a Melbourne centred view of Victoria and develop the regions non-metropolitan areas need three things:

Access to decision making.
Access to facilities.
Empowerment (Access to autonomy)

1. Access to Decision Making
Decisions on regional development should be co-ordinated according to identified strengths. Ballarat's Economic Development Strategy targets information technology, health and education services, agriculture and sporting activities. Other regions would have a different list. The State should draw these together and involve local government in decision making within that overall policy.

2. Access to Facilities

Facilities within regions are vital to sustaining growth and attracting new development to maintain liveability. Schools, health, tertiary education, recreation and arts facilities comprise the components. Many local governments in non-metropolitan Victoria are constrained in their capacity to maintain a variety of social infrastructure comparable to those in metropolitan Melbourne. This is because State funded arts and cultural facilities are accessible in the metropolitan area. Ballarat Council must allocate $600,000 annually to maintain its own Art Gallery and Theatre. Revenue controls over local government in the form of rate-capping raises the spectre of Ballarat being denied such quality facilities.

3. Empowerment (Access to autonomy)

Finally, autonomy within non-metropolitan regions is desirable if actions and resources are to be undertaken on the basis of regional understanding. Empowerment through regional offices of the State in partnership with local government is the only effective basis for good planning, governance and ensuing liveability.

Revenue sharing from Competition Policy and Grants Commission must also be vigorously pursued.

Overall, constitutional recognition must be pursued - without that Local Government (and the regions) will just be a branch of State Government.

Liveability is currently a high quality facet of life outside Melbourne but without good regional policy and decision making the elements of that liveability will be eroded by Melbourne centred policy interests.

Return to speakers list