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Dr Helen Swan Courage Partners.  Context of today’s presentation  Study framework – key findings  Where we have come from  Where to next - Policy.

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Presentation on theme: "Dr Helen Swan Courage Partners.  Context of today’s presentation  Study framework – key findings  Where we have come from  Where to next - Policy."— Presentation transcript:

1 Dr Helen Swan Courage Partners

2  Context of today’s presentation  Study framework – key findings  Where we have come from  Where to next - Policy Coherence Model  Implementation – how the model works in practice

3  PhD study 2006-2010  Federal Government’s approach to regional governance since WWII, focus on 1996-2007  the extent it delivers sustainable outcomes – social-economic, environment, spatially  Whole-of, joined-up governance in existing policy and institutional frameworks

4 Component Two Regional governance in the EU and the UK Component One Governance globally since WWII

5  New Public Management  Complex web of networks / competing values  Decentering  Sustainable development agenda  Lack of policy coherence  But sustainable communities / environments cannot be achieved working in isolation

6  Modernisation pathway – 1990s  Joined-up  Multi level power sharing  Strategic / long term policy agendas  Evidence base  Multidisciplinary policy teams working together on a day-by-day basis

7  Since WWII interventionist – meet post war needs 1980s:localism late 1990s: multifaceted  1996-2007: four key initiatives Natural Resource Management (NRM) - 2000 Sustainable Regions (SR) - 2001 Regional Partnerships (RP) - 2003 Indigenous Affairs Arrangements (IAA) - 2004

8 COAG support: contribution government funding / investment Australian Government agency leadership Flexibility in funding Joint planning (national and regional) processes Bilateral agreements

9  Lack of WoG, clarity of roles and responsibilities, alignment between levels  Local consultative structures to be more inclusive of broader community development  Design of policy / program - roll out and deadlines - led to deficiencies in assessment, transparency, administration  Short term planning, lack of implementation strategies (including PBS), evidence for evaluation, accountability, performance monitoring, targets

10  2006: NSW State Plan – strategic framework – regionalised - indicators  2008: review – data collection, implementation, collaboration  Multiple approaches to policy / planning / programs: statutory / non statutory, infrastructure, regional development (economic), catchment management  But … all have whole of state/territory strategic frameworks

11  Inconsistency by Federal government to regional governance  Financial difficulties for local government  Flexible resourcing  Lack of alignment / coherence between state and federal  Federal government leadership  Comprehensive strategic planning, long term  Evidence base, well represented consultative structures

12 Values Consensual and integrative leadership Transparency Local leadership in planning and implementation Sustainable approaches Inputs/ Incentives Comprehensive, cooperative resourcing Flexible processes Intergovernmental monitoring mechanisms Sustainable resourcing Outputs/ Accountabilities Best practice performance measures Evidence based Transparency and accountability Sustainable outcomes New ways of developing policy and programs Bottom-up, locally driven Comprehensive strategic planning and policy development Intergovernmental leadership/support Sustainable outcomes Localism Performance Legitimacy POLICY COHERENCE Logistics

13  Localism  bottom-up locally driven  comprehensive, strategic regional planning and policy (long term ie 20-50 years, evidence-based)  shared interface, collegiate behaviour / expertise  appropriately represented participatory structures  aligning with Federal / State / Territory visions / policies

14  Legitimacy  consensual, genuine and integrative leadership  collective policy/program development, implementation, accountability  transparent processes  local leadership in planning and implementation  sustainable approaches / outcomes

15  Logistics  comprehensive, cooperative resource allocation  flexibility of funds / management arrangements  sustainable resourcing  intergovernmental monitoring mechanisms  Performance  best practice comparative measures  evidence base  sustainable outcomes and future prospects  transparency and accountability guides

16 InitiativeYear introduced LocalismLegitimacyLogisticsPerformance NRM2000M-H MM Sustainable Regions 2001MMML Regional Partnerships 2003MM ML Indigenous Affairs Arrangements 2004MM-HML

17 Groupings of LGAs Multi-Area Agreements Regional Strategic Frameworks Regional Leader’s Boards Joint Committees: Regional Leader’s Board/ State/Territory Government Departments with a lead role in frameworks National Regional Leaders Board (including ALGA) State/Territory Strategic Frameworks State/Territory Strategic Frameworks Ministerial Taskforce DAFFDIISR BCDE PM&C DEEWR Treasury DEWHA DCC DOFDFaHCSIA DHA DIAC DITRDLGDRET ABSALGA Secretaries’ Group COAGPrime Minister Dept of PM & C

18  Addressing sustainability is complex – are we really serious about it?  Good governance, public management, institutional frameworks essential  Place based, long term, strategic, flexible  Supported by strong leadership, political support and commitment

19 Thank you...  comments, questions, feedback?

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