Today, we received a letter from Minister Hutchins, informing ratepayers the progress status of the reform planning milestones to date.
Last year, we organised a forum in the Knox club, to provide feedback to a discussion paper proposing reform directions and ideas. We understand that a first version (or draft) of the proposed new legislation will be released sometime this year, open to a last open review before completing a final version for Parliamentary review and approval voting. The letter we received today is in response to the summary list we submitted to the Reform team in early January 2017.
- Effective compliance to the Act: Without an effective policing system, non compliance , as is today, will continue business as usual where there are lacking effective penalties to no consequences for non compliance offences. As a component of a future policing system, we also recommend adopting citizen juries, to help oversee and report governance and compliance at local levels. The Minister can nominate and provide training & support for qualified ratepayers to be part of their council’s citizen jury team. Ratepayers Victoria can help implement and manage this new community driven component of governance and compliance management
- Rate Valuation Equity: As seen in the latest Parliament Rate Capping report, councils and opposition parties are not supporting rates capping and they continuously steer towards blaming the Fair Go Rates policy for escalating and above CPI individual rate rises. The real cause is CIV and the ineffective use of existing rating tools by councils. We recommend moving away from adopting CIV towards adopting a modified SIV as common state-wide rate revaluation method. SIV ensures investment developers can no longer benefit the most from a CIV approach and more importantly gives some protection for our older ratepayers from excessive rate rises caused by CIV.
- Standard chart of accounts (prescriptive): essential for increasing financial accountability and sustainability across all service and operational dimensions of municipal businesses. This chart of account also has to integrate a common service classification system and the LGPRF to streamline lifecycle and performance management of the many hundreds of individual municipal services claimed by councils.
- A uniform complaint management Registry system across all councils that allows all stakeholders, especially ratepayers to track and manage the resolution status and satisfaction measures of registered complaint processing from capture to resolution. The analytics reporting will give evidence and insights into the strengths and weaknesses of councils’ capacities and self improvement propensities to service their communities, including their performance in good governance conduct and decision making.
- Community Engagement: Adopt a state common standard in public participation, such as the IAP2, which can provide the standard framework dimensions for justifying council’s choice of community engagement levels and reporting their performance measures in community engagement.
- Confidentiality and Conflict of interest: Distinct state-wide definitions of meeting confidentiality and conflict of interest (CoI) declarations (including compliance & offence rules) need to be specific, to return integrity of council’s decision making information transparency and justification accountability.
- Decision making Transparency & “Best Value” accountability: Simply making up and availing information for decision making, through officers reports or on the go council meeting debates is not sufficient to achieve transparency. Mandate guidelines for better and decision making information to be more relevant and publically accessible, timely and accurate and complete. We recommend decision making publications to be proactive and provide clarity of procedural and information criteria that explain (a) how decisions are to be made, justified and risk assessed and (b) organisational project management procedures and measures to ensure and report traceable and progressing implementation accountability.
- Term limits on CEO and councillors (2 terms), to mitigate groupthink, incompetent and politically biased councillors and CEOs to service local communities. We also recommend performance appraisals, supported by clear performance measures, to be adopted and published , to motivate CEO, Mayors and Councillors to be more accountable to their communities and demonstrate their capacities to achieve goals, linked to their performance measures and Below are a list of reform priorities ratepayers would like to see included in the scope of LG reforms.Councillors’
- Competency Assurance: It is common knowledge that lacking councillors’ competencies in leadership, governance and interpersonal skills are some of the key factors that are fostering poor council cultures, biased and poor decision making, incompetency, mistrust and poor relationships with their communities. Regular and progressive training can be mandated, especially for long standing councillors, to build / correct councillors’ competencies in leadership, corporate governance and people relationship management.