Status Report on PlatformRV Project (Governce KPI Dev)

In December 2016, team members were identified and approach to form a project team. They met in early Jan 2017, and preliminary requirement research followed.

The following is a summary of the research highlights (click here for the detailed report) so far:

  • Good governance is meant to be a conduct and practice integrated performance management framework for governments and their agencies, including down to the lowest level of municipal councils and their peak bodies.
  • It is part of a bigger corporate governance framework, already defined in DTPLI’s Council Governance webpage, comprising of the following sections, categorised and re-organised as follows, for deeper gap analysis.

  • A gap analysis of the above corporate governance framework reveals the following:

Good Governance Framework

Operational Control Framework

1) There are no state-wide community engagementguidelines for councils:

2)  Operational control areas have not been structurally designed and aligned to the core operational functions of a council3) State directed service provisioning controls are missing, a major gap when municipal service provisioning is the core business of councils.

4)  Integration of these state corporate governance areas in councils’ frameworks is discretionally translated by each council. This has resulted in the growing prevalence of good governance and operational performance quality issues in and across councils, including varying and often lacking compliance policing intensities and offence handling.

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These findings have lead the project team to focus on defining the governance KPI for supporting council decision making and community engagement. The next step is to interview several stakeholders from selected council, state agencies and peak bodies, and MPs who have contributed and/or supported to developing past and present LGPRF versions.  Interviewees will be carefully selected to avoid politicized influencers and reputed good governance offenders, to choose people who are committed to improve the LG system and attain its highest governance integrity.

For full details of the findings, click here.

2017 and a brand new RV strategy

Ratepayers Victoria (RV) is starting the new year with a new five years strategy plan.  This plan directs our focus to create a 2022 future where Victorian ratepayers are highly connected, value adding and  engaging to increase their councils’ and state agencies’ propensity to achieve higher council rates affordability and local liveability. 

To realise this future, there are 3 objectives to be achieved within the next 5 years (2017 – 2022) : RV will become a platform organisation that has the capacity to

  • Connect ratepayers among themselves, and network with other local government (LG) stakeholders
  • Aggregate information resources and capabilities to better address local and statewide challenges and opportunities in LG
  • Mobilize ratepayers to engage in strategic partnerships and leveraging technology to improve problem solving and accessing governance tools.

We have commenced and planning projects to achieve these objectives – see here to view current project list.

This five years strategy plan also involve a platform strategy, of which its digital form is already in early development and available online. Click here to view the current version of PlatformRV.

A Christmas Reflection

Hi everyone

Christmas and the end of the year are getting close. Before the new year comes, we would like to share with you a reflective update about our past achievements over the last 4 yours and the exciting future direction  Ratepayers Victoria is moving towards.

Past to Present Accomplishments:

In 2012, Ratepayers Victoria started a campaign to transform into advocacy organization. Why we carried out this strategic transformation? It is to empower our networks of ratepayer groups to become advocates for their local community, to have greater propensity and sustainable capacity to influence change in councils to better engage and response to their communities and keep rates affordable.

Far too often we heard from our networks of ratepayer groups that their councils jeered at them for being small associations, disenfranchising their individual members, including being adverse towards them. Changing these groups’ business model to become an advocacy organisations, networked and connected via a common Ratepayers Victoria’ platform, not only negates such treatment, but also increase their capacity to quickly build a stronger collective voice and be more mobilized to take enduring actions, though sometimes can be long and painful, but with endurance, persistence and resilience will ultimately lead to  improving situations and relationships.

Becoming an advocacy organisation and as part of Ratepayers Victoria’s networks also allow groups to come together as a civil society collective, linked by common interests and shared knowledge and actions to improve good governance practices in councils, the root cause of many local issues, including rates affordability. A civil society is formally recognised as the third tier of society, along with government and businesses.

Our strategic advocacy development journey over the last four years has achieved the following:

  1. Formal involvement in making LG reforms. Ratepayers Victoria represented Victorian ratepayers in the development of the Fair Go Rates policy, which benefits all ratepayers but not effectively supported by many councils and their peak bodies, because it curtails their expenses and requires showing justification transparency and financial accountability in rates setting. Today, we continue to monitor through our networks and report rates capping resistance tactics, to ensure rates capping compliance is sustained and increase effectiveness in future years.   Ratepayers Victoria also sits in the steering committee for enhancing the Local Government Performance Reporting Framework (LGPRF), which is a performance management tool for increasing and ensuring councils’ financial, service and governance performance. We are taking a hands on contribution to develop governance key performance indicators (KPIs), which currently is lacking and is no more than a tokenistic checklist.
  2. Developing ratepayers’ capacity to exercise local governance overseeing, which involves taking a agile approach in trialling processes and tools to check and report compliance violations and offences, aiming to inform higher authorities better understand and response to local grass root governance issues and practice gaps in councils.  The milestones we accomplished is having regular meeting access to higher authorities and greater and formalizing recognition as a value adding contributor to reforms development.
  3. Finding new ways to sustain ratepayers groups, create new ones with guided help, and regionalise ratepayer groups for strategic positioning. Eastern Ratepayers was formed, consolidating groups from Knox, Monash, Casey and Cardinia, who meet regularly and engage in collaborative local and regional problem solving, etc. We helped create two new ratepayer groups in Darebin and Mildura.
  4. Building and leveraging strategic partnerships with other groups and businesses, to create and innovate value adds that mutually benefit each other. The first prototype was partnering with Oursay to trial a governance evaluation survey, to better understand and confirm the common governance issues experienced by ratepayers.
  5. Prototyping processes and tools to increase ratepayer groups’ role in supporting the right candidates in council election. In the 2016 election period, we trialled the process of giving Ratepayers Victoria branded endorsement to local groups’ recommended candidates and prototyped an online information tool for helping voters make informed decisions in selecting running candidates.

We achieved these strategic milestones while continuing day to day support to our networks. These strategic and operational achievements are the effort of a small team of volunteering but high performing advocate leaders, able to create and expand their spheres of influences through sharing their knowledge, talents and networks.

The Next Strategic Positioning:

Over the festive break, we are developing a strategy plan for the next 5 years, ensuring Ratepayers Victoria is strategically positioned to strengthen and sustain ratepayers voice and influence, and increase achievements of high impact strategic outcomes that deliver both local and state-wide benefits. The scope of strategic positioning is to modernise ratepayers’ participation in council affairs and have sustainable relationships with higher authorities to increase and sustain council integrity, transparency and responsiveness to local communities and the state. Ratepayers will expand its advocacy business model to become platform oriented one, so that ratepayers can easily connect, access and share knowledge, talents and resources to increase their sphere of influence and making value adding contributions in councils. In the new year, we will share more insights about this strategy plan.

Folks, do have a wonderful and joyful Christmas, and a very happy and safe new year.

Merry xmas,