257 – Austerity and Victorian local government

800 Words (9 minutes reading time) by Colin Weatherby

I was reading the latest Local Government Information Unit (LGIU) newsletter from the UK and the news item in the image above caught my attention. Although the cause of the problem is central government cutting funding to councils, not imposition of a rate cap, it has the same effect on council finances and reinforces the view I expressed in my posts about the effects of the rate cap (‘Il comune povero- ‘The poor municipality’ and ‘Rate Capping – the final words (from our future))’. Councils in Victorian can respond by trying to improve current services and increase revenue, find efficiencies and reduce waste in operations, and they will still be unable to meet community needs and expectations within their available resources.

In Victoria, councils cannot issue a section 114, which in the UK means that all spending, apart from on protecting vulnerable people and providing statutory services, will be suspended. Instead, the Victorian government sends in Monitors to oversee council decisions, and then, if the council doesn’t respond as the State requires, they can dismiss the council and appoint Administrators to run the council. In the past, this has resulted in decisions being made by the unelected Administrators to sell community assets, cut services and make whatever changes they think are necessary to get the council back in the black. This tends not to meet community needs and expectations either.

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117 – ‘Captain Council’. A local government superhero.

Posted by Linda Perkin                                                                                       670 words

Captain council

Introducing our newest superhero ‘Captain Council’. When writing something recently, I found myself asking ‘What would Arnie do?’ Arnold Schwarzenegger’s response to a situation has become something of a yardstick. It made me think that what we really need in local government is our own yardstick – what would ‘Captain Council’ think or do?

There is always a back story. Here goes.

Captain Council is a former council manager who sought election to his local Council to improve services.

In his job he had been marginalised for constantly focussing on how work could be done better. His continual efforts to get everyone else to think differently and challenge the status quo created enemies amongst those in the organisation who were threatened by change. These people criticised him to higher authority (behind his back) and diminished his career prospects to limit his influence. Higher office seemed the only way forward.

Elected at his first attempt, Captain Council (not yet a superhero) relished the opportunity to make things better. Continue reading