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ANNUAL REPORT
2013
© University of Technology: Centre for Local Government, 2013
UTS CRICOS Provider Code: 00099F
TABLE OF CONTENTS
Executive Summary i
1 Centre for Local Government Profile 1
1.1 Mission 1
1.2 Objectives 1
1.3 Collaboration with ACELG 1
2 Programs 2
2.1 Research 2
2.2 Australian Centre of Excellence for Local Government (ACELG) 8
2.3 Publications 10
3 Graduate Programs 12
3.1 Graduate Attributes Project 12
3.2 Master of Local Government 12
3.3 Graduate Diploma in Local Government Management 12
3.4 Graduate Certificate in Local Government Leadership 13
3.5 Graduate Certificate in Development Assessment 13
3.6 Short Courses 13
3.7 Seminars and Forums 14
3.8 Conferences and Presentations 14
4 Governance 17
4.1 Framework 17
4.2 CLG Associates 19
5 Financial Management 20
TABLES
Table 1: Financial Summary 2013 20
EXECUTIVE SUMMARY i
Executive Summary This annual report of the University of Technology, Sydney (UTS): Centre for Local Government (CLG) summarises the activities and programs of the CLG in 2013.
The report details the programs, consultancies, research and teaching, seminars and events that furthered the Centre’s aim to ‘support the advancement and improvement of local government both in Australia and internationally through leadership in education and research, and by providing specialist consultancy services.”
The CLG exists as a separate organisational unit within UTS and reports to the Deputy Vice Chancellor (Research). The Centre is designated within UTS as a ‘Centre of Enterprise, Research and Community Service’ with the Deputy Vice Chancellor acting in the role of Managing Dean. All graduate programs within the CLG are accredited through the Faculty of Design, Architecture and Building.
The CLG is a consortium partner of the Australian Centre of Excellence for Local Government (ACELG) and is represented on the Board of ACELG by the UTS Deputy Vice Chancellor (Research). The CLG Director also represents CLG on the ACELG Programs Committee.
Throughout 2013, the CLG maintained and established working partnerships with a number of professional and local government sector organisations, and delivered joint programs under formal contractual arrangements with the following:
Australian Centre of Excellence for Local Government (ACELG)
Local Government Management Australia (LGMA) – national and NSW
Commonwealth Local Government Forum (CLGF)
Japan Local Government Centre (CLAIR)
NSW Department of Planning and Infrastructure
Department of Education, Employment and Workplace Relations
NSW Building Professionals Board
Building Commission of Victoria.
The CLG undertook a range of research projects in 2013, often in partnership with key sector organisations, and a number of papers and reports were produced.
A study of service delivery reviews in local government culminated in the publication of a practice guide for systematically reviewing the services that a local government provides. There is great interest from local, state and federal governments in this work. Another project called ‘Councils Learning from Each Other’ outlines programs within the sector that promote inter-organisational learning and can inform capacity building in the context of local government reform.
A collaborative project with Local Government Managers Australia (LGMA) and AusAID strengthened the capacity of practitioners from the Government of Indonesia and selected regional governments in Eastern Indonesia to undertake local government planning and budgeting.
As CLG is part of the ACELG consortium, CLG staff contributed to original research for the sector, including a study about local representation which was conducted in partnership with the Victorian Local Governance Association. This project will help local
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governments determine if representation arrangements are appropriate in the context of ongoing reforms to the local government sector in Australia.
Activities under two key ACELG programs also continued in 2013. The Advancing Leadership initiative was completed and its framework presented at the ACELG Research Forum in June, and future work about in-house leadership development was scoped. A National Education and Professional Development Forum was conducted as part of the ‘Learning in Local Government’ program. The Forum reviewed outcomes to date and helped shape the future direction of the initiative for 2014.
Consultancies over the year included:
a research partnership with the NSW Department of Planning and Infrastructure which studied community participation and produced the Department’s New Planning System for NSW white paper
the development for the Federal Department of Education, Employment and Workplace Relations of national ‘best practice’ guidelines for the planning and development of child care facilities
community participation expertise for UrbanGrowth NSW on the ‘Central to Eveleigh Corridor’ regeneration project
the delivery of the LGMA Management Challenge.
CLG staff also supplied expert advice and research services to a number of local, state and federal organisations such as the Australian Council for the Arts, Western Australia’s Department of Local Government, Local Government NSW, and a number of NSW councils.
A significant achievement in the CLG teaching program in 2013 was the commencement of the Master of Local Government course in the Spring Semester. Existing graduate courses continuing in 2013 were the Graduate Diploma in Local Government Management, the Graduate Certificate in Local Government Leadership, and the Graduate Certificate in Development Assessment. The Centre offered 15 graduate subjects in 2013 and met University enrolment targets for the academic year. The CLG also participated in the UTS ‘Graduate attributes project’ designed to embed graduate attributes into courses and subjects across the University.
New subject additions to the CLG teaching program in 2013 included Research in Local Government and Comparative Local Governance. A new elective subject Enhancing Local Government Service Delivery was accredited for the Graduate Diploma in Local Government Management.
Another significant accomplishment in 2013 was the development and delivery of the Executive Certificate for Elected Members program, with partners Local Government NSW (LGNSW), Northern Sydney Institute of TAFE and ACELG. Two pilots were programmed for Sydney in November / December 2013 and Coffs Harbour in March 2014. The courses have filled quickly and the elected members’ interest in undertaking quality training has been encouraging. National delivery of the Program is under consideration.
Over 500 learners participated in CLG’s longstanding Continuing Professional Education (CPE) program through a range of short courses and seminars. Eighteen short courses were offered in 2013 and CLG’s Seminar Series expanded to include seven seminars, including a new two-day offering, Environmental Health: Theory into Practice. The seminar, Swimming Pool Assessment Requirements and Safety Awareness exceeded expectations, with the City of Sydney hosting a delivery of this seminar in-house. The Centre continued its collaboration in the delivery of specialist courses interstate with key
EXECUTIVE SUMMARY iii
agencies such as the Building Professionals Board (NSW), the Building Commission of Victoria, the Country Fire Authority (VIC) and the Tasmania Fire Service.
The Centre and staff participated in a broad range of national and international events and conferences throughout the year. CLG co-hosted the CLAIR Forum, with The Japan Local Government Centre (CLAIR), including a panel discussion on future Australia-Japan Sister City relationships, and co-hosted with SGS Economics and Planning the seminar ‘Service delivery within a changing context’. Staff presented research to a range of local and international conferences such as the ACELG Research Forum in Adelaide; the Planning Institute of Australia Conference; the Local Government Association Tasmania 2013 Conference; the Local Government Managers Australia, NSW Forum; the Australasian Evaluation Society 2013 Conference; the Fourth International Conference on Local Government, Indonesia; and the United Nations Development Programme conference, Islamabad, Pakistan.
This report details staffing for 2013 and staffing changes which occurred during the year. Financial reporting indicates that the CLG exceeded budgeted income forecasts.
CENTRE FOR LOCAL GOVERNMENT PROFILE 1
1 Centre for Local Government Profile The University of Technology, Sydney: Centre for Local Government, an autonomous unit within the university, was established in 1991. It promotes a cooperative approach to local government education, research and development, and maintains close ties with a large number of local government associations, professional institutes and academic bodies in Australia, the Asia-Pacific region and globally.
1.1 Mission The CLG's mission is to support the advancement and improvement of local government both in Australia and internationally through leadership in education and research, and by providing specialist consultancy services.
1.2 Objectives In fulfilling its mission the CLG seeks to:
offer an integrated package of professional development and award courses, including a Masters of Local Government
ensure that its educational programs are supported by relevant research
develop a research base that supports and strengthens the capacity of local government
maintain a substantial consultancy business as a supporting element of its operations
meet the needs of both urban and rural councils
expand its international activities
establish partnerships with people and organisations in local government both across Australia and internationally
work closely with other areas of UTS interested in local government and governance.
1.3 Collaboration with ACELG In December 2009 the Australian Centre of Excellence for Local Government (ACELG) commenced operation. Its mandate is to enhance professionalism and skills in local government, showcase innovation and best practice, and facilitate a better-informed policy debate. ACELG has a core staff and shares office facilities at its main location at UTS with the Centre for Local Government. ACELG commissions CLG to undertake some of its projects and research. This collaboration draws on the research, consultancy and sector expertise in the Centre for Local Government and facilitates an ongoing alignment of strategic research priorities.
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2 Programs
2.1 Research
2.1.1 WA Department of Local Government: Implementation of Local Government Workforce Planning – Training Workshops
The State Government initiated reform of Western Australia’s local government sector to create fewer but stronger councils to better service WA communities. As part of this reform, Integrated Planning and Reporting Framework and Guidelines were introduced. Workforce planning is an important part of this approach. Throughout 2012 and 2013 the Centre for Local Government worked in partnership with the WA Department of Local Government (DLG) to develop and deliver a training module on workforce planning for local government.
This involved the creation of a tailored two-day training workshop based on the workforce planning toolkit. The training followed the steps set out in the tool kit, enabling local governments to develop the key components of a workforce plan, namely:
a) an assessment of their current workforce profile and the external factors that impact on
their ability to deliver services.
b) an analysis of their community strategic plans to identify gaps between their current
workforce capability and the expectations of residents (for example, if economic
development is identified as a key need by the community, this step enables local
governments to assess their capacity to delivery this service and identify gaps).
c) a plan for addressing any of these gaps (for example, training or capacity building of
staff in economic development or the identification and resourcing of a new position).
d) monitoring and evaluation of progress towards achieving the objectives set out in the
community strategic plan through the workforce planning framework.
This training workshop was delivered in nine locations including several in metropolitan Perth as well as in regional areas. The workshop style was designed to be interactive and problem-based, enabling participants to access new information and approaches but more importantly to apply this information to their own organisations. Evaluations from the training workshops showed a high degree of satisfaction with both the content and the approach. Throughout each step, participants identified detailed actions for the development of their own workforce plans.
This training was crucial because, as a result of legislative change, all local governments in WA are now required to have workforce plans. Accompanying and supporting local governments to adopt this new approach is a key change management strategy implemented by the DLG; the training was part of this overall approach. The Department is currently reviewing the workforce plans and early indications are that they are of a good standard. This can be partly attributed to the strength of this training initiative.
2.1.2 Australian Council for the Arts: Indonesia Project
The Australia-Indonesia Institute (AII), the Australian embassy in Indonesia, the Department of Foreign Affairs and Trade (DFAT), AusAID, the Department of Industry, Innovation, Science, Research and Tertiary Education (DIISRTE), and the Australia Council for the Arts are working in partnership to implement a Community Arts and Education Placement Pilot Program in Indonesia. The pilot program will support the placement of two Australian community arts and cultural development (CACD) practitioners within two schools in Jakarta where BRIDGE (Building Relations through Intercultural Dialogue and Growing Engagement) programs are in operation (information on BRIDGE is provided below). During the placement, the CACD practitioner(s) will work with local students, families, artists and the broader community to
PROGRAMS 3
develop a public artwork in the built environment of the school that reflects the unique identity and culture of the school and its community.
The Australia Council commissioned CLG to undertake an independent evaluation of the Pilot Program. The evaluation report was delivered and presented to Pilot Program partners and artists. Key findings of the evaluation were made public and published on the Australia Council website.
2.1.3 Australia Council for the Arts: Australia Council Funding Impacts Research Project
In conjunction with the Australia Council for the Arts, CLG has developed an evaluation framework to conceptualise the incredibly complex impacts of arts funding activity.
The framework has been developed to conceptualise the value of the arts by measuring the impact of arts funding across six key areas. These impact areas are: encouraging and fostering innovation and excellence across art forms, capacity building for artists and the arts sector more broadly, expanding arts markets and audience access to the arts, enhancing community relevance of the arts, the role of government and public policy in the sustainability of the arts, and creating public value through the arts.
The evaluation project was informed by an extensive literature review of Australian jurisdictional and international approaches to evaluating arts sectors. The literature review found that conceptualising and comprehensively measuring the impact of arts funding across the six impact areas has never been undertaken before internationally.
In addition to the evaluation framework, a measurement framework including a set of trial indicators has been developed to help embed evaluation practice in the arts sector. The measurement framework attempts to measure the often amorphous aspects of public value from the arts.
The evaluation project has been established by the Australia Council for the Arts as a key tool for embedding evaluation practice within the sector. The approach to the evaluation framework has been undertaken in a highly strategic manner. This complex evaluation has been embedded as a core process within management and leadership activities.
This evaluation is the first time anyone has attempted to conceptualise and measure the impact of arts funding in a way that is detailed enough to be applied inter-jurisdictionally.
2.1.4 AusAID-LGMA Australia-Indonesia Partnership for Local Government Planning and Budgeting Agreement
The aim of this project is to strengthen the capacity of practitioners from the Government of Indonesia and selected regional governments in Eastern Indonesia to undertake local government planning and budgeting. The project began in 2013 and from 2013–14, four study tours of six to ten Indonesian civil servants will take place. This group will visit local councils and jurisdictional agencies to learn more about the Australian approach to medium- to long-term financial planning at the local government level as well as the challenges that local governments face in the different jurisdictions of Australia.
Participants are provided with training manuals and practice notes comprising presentations and reference material from site visits as case studies as well as research from UTS:CLG/ACELG. Participants also provide a brief reflection/follow-up report from their study tour. This material will feed into and also support participants in convening follow-up workshops in Indonesia. The project is funded by AusAid.
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2.1.5 NSW Department of Planning and Infrastructure: Research Partnership Agreement
In April 2013, CLG entered into a research partnership agreement with the NSW Department of Planning and Environment to support reform of the NSW planning system. The agreement commenced with design and delivery of a community participation strategy to support the A new planning system for NSW white paper (the White Paper) and test the rationale and key components of the most significant reforms to the NSW planning system in over 30 years. The community participation approach was praised by key stakeholders and everyday community members alike as inclusive, representative, and robust, and it provided stakeholders with the time to develop their views about the reforms and the space to resolve disagreements between key stakeholder sectors.
Key focuses for the research partnership have been embedding a culture of community participation and social research in the NSW planning system, and trialling and evaluating a range of new and innovative approaches to community participation in the NSW planning system. Examples include deliberative panels, and broad-based, statistically representative telephone surveys and online panels.
This significant and ongoing research partnership also includes: strategic advice on developing and embedding a culture of community participation in the NSW planning system; enhancing local-state government relations in the NSW planning system; internal capacity building and training in community participation, preparation and delivery of community participation strategies across a range of complex policy areas and major projects; development of collateral to support enhanced community participation in the NSW planning system; and strategic communications advice.
2.1.6 Local Government Managers Australia: Management Challenge
The CLG continued its collaboration with the LGMA on the delivery of the 2013 LGMA Management Challenge which saw 106 council teams comprising over 630 local government professionals from across Australia and New Zealand participating in this annual development program. The theme for the challenge was Great Society and the CLG designed nine different tasks designed to improve the capacity for management and leadership in a local government context. The design of the pre-challenge task, Shaping Communities, was informed by ACELG and CLG research including:
Howard, A. 2012, Connecting with Communities: How Local Government Is Using Social Media to Engage with Citizens, ANZSOG Institute for Governance at the University of Canberra and Australian Centre of Excellence for Local Government.
McKinlay P., Pillora, S., Tan, S.F. & Von Tunzelmann, A. 2011, Evolution in Community Governance: Building on What Works, Australian Centre of Excellence for Local Government, University of Technology, Sydney.
UTS Centre for Local Government, Just communities: a review of practice, UTS Centre for Local Government, Sydney.
UTS Centre for Local Government, Just communities: a national network of councils promoting community wellbeing through local democracy, UTS Centre for Local Government, Sydney.
On challenge day teams were challenged on their skills in planning and brainstorming, presenting and writing. The CLG facilitation team was particularly impressed by the level of strategic thinking, creativity and enthusiasm displayed by all teams during the Challenge days.
The CLG developed the facilitator manual and presentation materials for each of the lead facilitators across the participating regions.
PROGRAMS 5
The CLG also provided facilitation, delivery and observers for the NSW regional challenge (29 teams in total over three days). The facilitation role included pre-planning the schedule of the Challenge day, providing lead facilitation and presenting on challenge day, and overseeing the final mediation of scoring and assessment. The observer role included assessing individual team tasks plus providing a general assessment of overall team performance. Post-challenge, the CLG were responsible for collating final assessment scores to determine team placement and conducted extensive telephone interviews with 20 teams on their assessment feedback.
The CLG then provided facilitation, delivery and observers for the Australasian finals, where eight finalist teams from across Australia and New Zealand worked on themes such as mayoral training, debating amalgamations, local stakeholder analysis and the environment. They were also challenged in a general quiz on contemporary themes in the sector. Observers were impressed by the calibre of the output from each of the teams, with first place awarded to Western Bay of Plenty District Council, NZ, second place to Townsville City Council, QLD, and third place to Darwin City Council, NT.
2.1.7 Strathfield Municipal Council: Facilitation of Community Workshop – White Paper
CLG was invited to facilitate a community workshop for Strathfield Council. The purpose of the workshop was to enable Council staff and councillors to hear views from the local community in relation to the white paper, A new planning system for NSW. The workshop included an information session for the community on the white paper, followed by a discussion facilitated by CLG Director, Associate Professor Roberta Ryan, and information for the community on how to make a submission to Council to enable further engagement.
2.1.8 Lane Cove Council: Development of a Community Indicator Framework
NSW councils have been encouraged by changes in state planning and reporting frameworks to adopt more subjective measures to monitor whether strategic objectives are being met and whether desired outcomes are being achieved, in addition to the objective measures of resource output traditionally used. This project was initiated to develop an indicator framework that established a set of indicators and measures of community wellbeing informed by the social issues aligned to the Council’s Community Strategic Plan (CSP). The methodology incorporated a review of current Lane Cove Council indicators and data sources; consultation with heads of department at Council; and a review of key indicator frameworks and community surveys being used in other councils and state jurisdictions. Key outputs of the project included:
a CSP indicator framework with measures incorporating data from council, community wellbeing, ABS and other government sources
the design of questions for a community wellbeing survey to be run by Council
a guide to help Council collect data (including fielding the survey)
analysis and reporting frameworks in using the indicators to inform policy and judge progress towards meeting the objectives of the CSP.
Local Government NSW: Review of Management Solutions Training Unit
Local Government Management Solutions (LGMS) is a business unit within LGNSW. It commenced operation as the Executive Staff Service (ESS) in 1992. LGMS was established to help councils and their senior staff adapt to the Local Government Act 1993 (the Act) and meet their impending obligations under this new Act. Since this time, the unit has expanded on the suite of services it provides to include:
executive and specialist recruitment
performance reviews for general managers
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performance reviews for directors
organisational reviews
remuneration reports
human resources benchmarking reports.
A working group has been established within Local Government NSW to oversee a review of the unit. The working group’s terms of reference include exploration of the following issues:
1. Are the services offered by the LG Management Solutions Unit relevant to the contemporary needs of the Association’s members?
2. Why is the LG Management Solutions Unit operating at a loss?
3. Can LG Management Solutions Unit achieve a breakeven position or even a profit? What strategies are recommended to achieve this?
4. Who else provides senior staff recruitment and performance management services to NSW councils?
5. Who else provides LG specific HR benchmarking, remuneration surveys and reports and organisation reviews?
6. How does the LG Management Solutions Unit compare with other providers in terms of quality, availability, price and relevance?
7. If the Association decides to discontinue the LG Management Solutions Unit, are there providers who can provide the relevant and necessary services and products to NSW councils under conditions and costs that are acceptable to NSW councils?
The review will deliver a draft report addressing these questions to the working group within three months of commencement. The report will be informed by a literature and context review, as well as a range of stakeholder consultations. The review will culminate in recommendations, measures and actions to ensure the future success of the unit.
2.1.9 Marrickville Council: Creativity Project
The Marrickville Creativity Project was initiated to explore what it means for a council to operate in a ‘culture of creativity and innovation and collaboration’ (Marrickville Council Balanced Scorecard) by exploring how creative concepts might enable Council to navigate through times of change, and to respond to the recognised creativity of the Marrickville community.
The project commenced with a literature review of current research on creativity. The findings of the literature review were translated into eight creativity labs developed in consultation with Council staff. A range of techniques designed to free up and expand staff capacity for thinking and problem solving were utilised in the labs. Opportunities to take a fresh approach to existing issues were provided and led council to change its approach and adopt a more creative approach under the banner ‘Connecting Marrickville’. Since the completion of the labs, council staff have initiated the formation of a creativity group that meets to explore more creative options for dealing with current projects and issues.
2.1.10 Randwick Council: Corporate Cup
UTS CLG provided a judge for Randwick City Council’s annual corporate leadership cup. The corporate cup is a leadership initiative between Randwick City Council, City of Canterbury, Temora Shire, Sutherland Shire, Harden Shire and Cobar Shire Councils and the NSW Police Force. Teams come together to perform in a range of tasks that are assessed over a day by a team of judges.
PROGRAMS 7
2.1.11 Waverley Council: Demographic Data Analysis
CLG helped Waverley Council explore a range of issues affecting the rental population in Waverley and inform a review of policy settings for Council’s Affordable and Social Housing programs. This project involved compilation and analysis of detailed ABS census data of renters in Waverley and preparation of a demographic snapshot of the renting population in Waverley to inform Council’s review.
Data compiled and analysed identified detailed demographic characteristics of key target populations experiencing rental housing stress and insecure tenure in Waverley (for example, singles aged 55 years and over with incomes below the aged pension eligibility limit), and comparison of the characteristics of these populations in Waverley to corresponding populations in surrounding local government areas, the Eastern Sydney subregion and the Greater Sydney Metropolitan region.
2.1.12 Wollongong City Council: Community Indicators
Wollongong City Council engaged CLG to develop a community indicator framework. The framework is to assist Council with assessing the effectiveness and progress towards achieving the objectives of the Wollongong 2022 Community Strategic Plan. In consultation with Council, UTS finalised Council’s existing draft indicators. This involved producing a Community Indicators Baseline Data and Recommendations Report assessing any gaps in Council’s existing 65 indicators, making recommendations for revising indicators for which data cannot be easily accessed, and making recommendations for indicator targets to 2017. UTS also developed indicators for the four outstanding objectives of Council’s Community Strategic Plan. In undertaking the project, UTS consulted with internal and external stakeholders to establish relationships and agreements to support ongoing access and collection of indicator data.
2.1.13 Yass Valley Council: Capacity Building
Yass Valley Council engaged CLG to assist with planning stakeholder engagement activities for a key infrastructure project. This included the provision of training, workshop facilitation and mentoring key members of Council staff.
2.1.14 NSW Department of Planning and Infrastructure: White Paper
The Centre for Local Government (CLG) at the University of Technology, Sydney (UTS) has entered into a research partnership with the NSW Department of Planning and Infrastructure (the Department) to assist with the design and implementation of the Department’s engagement strategy for the A New Planning System for NSW White Paper.
In partnering with CLG, the Department has recognised the expert knowledge and specialist skills of the academic sector and UTS in particular, and has sought to harness these skills in the development of best practice and innovative approaches to stakeholder engagement.
An ambitious program of activities across five engagement strands is being delivered concurrently across NSW to assist all stakeholders work with the Department and provide informed feedback on aspects of the White Paper. The engagement activities include online feedback channels, community forums, independent stakeholder working groups, in-depth engagement with the local government sector, a broad-based community survey, and an innovative community deliberative panel process.
The longer-term aim of the project is to enhance the Department’s capacity to design and implement best practice approaches to community participation. Community participation is a centrepiece of the new planning system, with the Community participation charter outlined in the White Paper being a key element of the draft exposure bills.
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The engagement process was designed according to current leading practice engagement principles and provides a potential model for local governments to engage with their communities in implementing the Department’s reforms.
2.1.15 Department of Education, Employment and Workplace Relations: The National Best Practice Guidelines for the Planning and Development of Child Care Facilities
Currently, multiple levels of government and stakeholders are involved in the planning and development of child care facilities. This research study is being carried out for the Federal Department of Education. It aims to identify good examples of state and local government planning and development practices which facilitate the supply of child care places. The research study is also intended to identify examples of planning practices that warrant improvement since they impede the supply of childcare. The methodology includes a detailed desktop review of local, state and territory policy and legislation and approaches to planning; a synthesis of state and territory reviews and development of approaches, enablers and inhibitors; an online survey of local government employees, child care facility developers and other key stakeholders; and the development of case studies. The study will culminate in the production of a final report and guide identifying enablers and inhibiters to best practice child care land use policy and practice, including an indicator and benchmark framework to assist guide users to evaluate current policies and practices and the implementation of good practice.
2.1.16 UrbanGrowth NSW: Central to Eveleigh Corridor
CLG was engaged by UrbanGrowth NSW to assist with developing and delivering community participation to inform the draft concept planning process for the Central to Eveleigh Corridor, one of Sydney’s most significant urban regeneration projects.
The project involved the provision of strategic advice on: the purpose of the overarching community participation approach; the design of the community participation strategy; the facilitation of workshops with key stakeholders and community groups; and a deliberative panel with randomly selected community members, including the development of the sampling framework for participants. This project also included a presentation to the panel on historical changes in land use across the corridor area and strategic drivers for these changes.
This project involved trialling a co-design approach to developing the community participation strategy. CLG Director Associate Professor Roberta Ryan presented the co-design approach to the 2014 International Research Society for Public Management, and the approach was acknowledged as leading practice by eminent co-design scholars.
2.2 Australian Centre of Excellence for Local Government (ACELG)
2.2.1 Advancing Leadership
The wrap-up report on the first two years of activity of the Advancing Leadership program was completed and presented to the ACELG Board. The Advancing Leadership initiative and framework was presented at the June 2013 ACELG Research Forum in Adelaide.
Randwick City Council’s in-house leadership program was aligned with the Advancing Leadership framework and with the Graduate Certificate in Local Government Leadership as part of their MOU with ACELG. The first cohort of students from Randwick City Council under this partnership agreement completed leadership subjects in May and September 2013.
Terms of reference for a research study investigating council approaches to in-house leadership development was scoped and agreed with ACELG for completion by CLG in 2014.
PROGRAMS 9
2.2.2 Learning in Local Government – CLG National Education and Professional Development Forum
ACELG’s Learning in Local Government (LLG) Project has been underway since 2010. Along the way many of stakeholders have participated in workshops and conversations that have helped to shape the work that has been undertaken.
ACELG held a National Education and Professional Development Forum in November 2013 to review the project outcomes to date, to hear from the sector about current local government training provision and future needs, and to help shape the future direction of the project. The Forum also explored the strategies contained in the ’Future-Proofing Local Government: National Workforce Strategy 2013 – 2020’ relating to training and education. The outcomes from the Forum and the future direction of the project are being considered for determination in 2014.
2.2.3 Executive Certificate for Elected Members
Following the release of the vocational education and training (VET) Nationally Accredited Elected Members Skill Set, LGNSW worked with the CLG to develop the Elected Members Program. This program combined TAFE accreditation against the competencies of the Elected Member skill set with the CLG Executive Certificate that provides a pathway to CLG postgraduate courses for suitable students. The development and delivery of this program has been a collaboration between LGNSW, CLG, Northern Sydney Institute of TAFE and ACELG. Two pilots were programmed for Sydney in November / December 2013 and for Coffs Harbour in March 2014. The courses filled quickly and the elected members’ interest in undertaking quality training has been encouraging.
In line with ACELG’s national agenda, the delivery of the Elected Members Program nationally is being considered. Ways to package the program resources and work with other states to incorporate this material will be considered following the completion of the pilot programs. Opportunities for research and publications will be generated by this program and are being explored.
2.2.4 Councils Learning from Each Other
This research project examines the current practice and future potential of councils learning from each other. This kind of learning is variously called policy transfer or diffusion, peer learning, inter-organisational learning, benchmarking and even imitation and tailoring. The premise is that this learning is important and beneficial for councils and should be further built into cross-sector capacity-building programs. As the local government context changes, councils look to each other for solutions to common problems and challenges.
The main objective of the study is to describe the features and benefits of existing programs which promote comparative analysis and inter-organisational learning amongst councils in local government. A secondary objective is to make use of this enhanced understanding to inform capacity building programs for local government reform. The research questions to be addressed are as follows: What kinds of programs and initiatives (Australian and international) encourage local governments to learn from each other? What is the evidence that Australian councils learn from each other? When, how and why do they do it? What are the reported benefits of inter-organisational learning for Australian local government? What implications do the data have for programs that are designed to support local government capacity building?
In 2013 outputs from this project included a scoping of the literature to explore the concepts and methods that have been used to achieve knowledge transfer between local governments, and a review of the case study methodology to inform the research approach for this project. Key stakeholder interviews, the development of case study materials and the analysis of data will take place in early 2014 with project completion expected in June 2014.
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2.2.5 Service Review Manual
We have recently published a guide to conducting service delivery reviews based on a series of case studies from across Australia.1 The guide aims to provide local governments and other organisations with a systematic approach to reviewing the services they provide, in conjunction with their community, in order to improve the effectiveness and efficiency of service delivery. We are regularly engaged by state and federal governments to conduct service and organisational reviews.
2.2.6 Local Representation
Across Australia state and territory legislation has recently been amended as part of the local government reforms which have swept the nation. The aims of these reforms are to ensure the future financial sustainability of the sector and to encourage local governments and their elected representatives to take a more strategic and leadership role in their communities. But do councillors have the same understanding of the objectives of local government reform and of their role within the system? This study was carried out in partnership with the Victorian Local Governance Association. The purpose was to strengthen local governments’ capacity to take a more considered view of local representation and better determine whether the arrangements they have in place are the most appropriate for their particular conditions and for achieving their objectives.
The project was organised around a set of themes which together address the broad topic of local representation. These themes were: representative structure (number of councillors, whether or not there are wards etc.), voting, the role of the mayor and deputy mayor and finally the role and remuneration of councillors. Two publications were released in 2013 as a result of this project:
Tan, S.F. & Grant, B. 2013, Local representation in Australia: a review of the legislation and the literature, Australian Centre of Excellence for Local Government, University of Technology, Sydney
Tan, S.F 2013, Local representation in Australia: a view from Victoria. Companion report to: local representation in Australia: a review of the legislation and the literature, Australian Centre of Excellence for Local Government, University of Technology, Sydney.
Both of these publications can be downloaded from the ACELG website.2
2.3 Publications The CLG team contributed to the following publications throughout 2013:
Local Government Association of Tasmania 2013, Exploring the Roles of Local Government: Discussion Paper, Department of Premier and Cabinet (Tas), Hobart. Contributions by CLG personnel in this publication were:
Tan, S.F., The importance of integrated planning, pp. 25-28
Artist, S., Service delivery and asset management, pp. 39-40
Artist, S. & Woods, R., Legislation and by-laws, pp. 46-7
Tan, S.F. & Scott, V., 2013, Lessons learned from building capacity for workforce planning in Western Australia, paper presented at the Public Works Explore New Territory Conference, Darwin, 11–15 August.
1 See <http://www.acelg.org.au/news/study-service-delivery-reviews>.
2 See <http://www.acelg.org.au/publications>.
PROGRAMS 11
Tan, S.F. 2013, Workforce planning in Australian local government: hitting the mark?, paper presented at the IPAA Research Day Conference, Canberra, 22 November
Tan, S.F. & Artist, S. 2013 Strategic planning in Australian local government: a comparative analysis of state frameworks, Australian Centre of Excellence for Local Government, University of Technology, Sydney
Tan, S.F. & Grant, B. 2013, Local representation in Australia: a review of the legislation and the literature, Australian Centre of Excellence for Local Government, University of Technology, Sydney
Tan, S.F. 2013, Local representation in Australia: a view from Victoria. Companion report to: local representation in Australia: A review of the legislation and the literature, Australian Centre of Excellence for Local Government, University of Technology, Sydney.
The Centre published two editions of the Commonwealth Journal of Local Governance. The journal is auspiced by the Commonwealth Local Government Forum (UK), edited by Cardiff University (UK), and published by the UTS Centre for Local Government. The journal is accessible from the UTS ePress website.3
3 See <http://epress.lib.uts.edu.au/journals/index.php/cjlg/index>.
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3 Graduate Programs The graduate programs offered by the Centre through the Faculty of Design Architecture and Building continue to provide specialist theoretical and practitioner knowledge for local government. The Centre offered four courses in 2013 with the Master of Local Government offered for the first time. The Centre offered 15 subjects, and the Centre exceeded University enrolment targets in 2013.
3.1 Graduate Attributes Project The UTS Graduate Attributes Project is designed to embed graduate attributes into courses and subjects across the university. This framework describes a very broad common profile and takes the view that specific attributes are best developed in relation to the professional and disciplinary contexts of each course. CLG takes responsibility for graduate profiles so that they describe the attributes that are most important for graduates from the professions and disciplines. In 2013 the Master of Local Government was incorporated into the UTS Graduate Attributes Framework.
3.2 Master of Local Government The first intake of the Master of Local Government occurred in Spring Semester 2013 with two offerings: Research in Local Government and Comparative Local Governance.
Research in Local Government covers key issues and trends in research for local government and looks at how councils can use research more effectively. The subject strengthens students’ understandings of the theoretical frameworks underpinning political and social science research. It also provides important practical information on how to carry out research in a local government setting.
Comparative Local Governance combines extensive independent research and on-campus education to cover key elements of comparative local governance. Students will examine examples of local government in different international contexts to draw lessons for local government systems in New South Wales.
The final subject of the Master of Local Government is a research project which develops core skills that enable students to conduct rigorous and original problem-solving in the local government context. Local Governance Project is a substantial report describing applied solutions to local governance issues (12 credit points).
The Master of Local Government comprises 13 subjects with five core subjects and a range of electives drawn from existing UTS courses and a range of approved subjects available through partner institutions.
3.3 Graduate Diploma in Local Government Management The Graduate Diploma offers the opportunity to build an education program that responds to the learner’s needs as it allows students to develop a study plan that matches the requirements of their professional development. The course aims to provide students with knowledge, skills and competencies in the principles and practices of local government management, with particular reference to their own organisations. As part of continuous improvement practices, the subjects in this course are reviewed to ensure course objectives and learning strategies are meeting learners’ needs.
An new elective subject ‘Enhancing Local Government Service Delivery’ was accredited this year. The subject explores methodologies for reviewing and enhancing local government services, and focuses on alternative service delivery models. It was developed as a short course and was first delivered in 2011.
GRADUATE PROGRAMS 13
3.4 Graduate Certificate in Local Government Leadership The Graduate Certificate is designed to advance the leadership capabilities of aspiring local government managers and elected members. The subjects include New Perspectives in Local Government Leadership, Local Government Leadership: Personal and Professional Skills, Team Building and Leadership and Community Leadership. The course helps build advanced skills and knowledge in leadership to enable people working in local government to make a greater contribution to improving the economic, social, environmental and governance performance of their organisations now and into the future.
Learners seeking to extend their opportunities/prospects may articulate this course into the Graduate Diploma in Local Government Management.
As part of the UTS Graduate attributes project, graduate attributes are in the process of being embedded into the Graduate Certificate in Local Government Leadership to reflect the attributes that are most important for graduates from the professions and other academic disciplines.
3.5 Graduate Certificate in Development Assessment Students enrolling in this course frequently apply through the pathway provided by the Centre’s continuing professional education program to enhance knowledge and skills in selected areas of development assessment. The course provides a sound understanding of the principles and practice of development assessment and building regulations within the wider context of local government. Learners seeking to extend their opportunities/prospects may articulate this course into the Graduate Diploma in Local Government Management.
As part of the UTS Graduate attributes project, graduate attributes are in the process of being embedded into the Graduate Certificate in Development Assessment to reflect the attributes that are most important for graduates from the professions and disciplines.
3.6 Short Courses The CLG Short Course CPE Program has 18 short courses and demand remains strong, with nearly 271 learners participating in the CLG's Short Course CPE program delivered at the UTS City campus and another 42 learners participating at other locations.
3.6.1 Short Courses
The CLG’s decade-long collaboration with the Building Professionals Board continued in 2013 with the delivery of three certification short courses. These courses were well subscribed with 79 registrants completing the short course that is one of the requirements for becoming an accredited building certifier. The demand for this short course is expected to rise in 2014.
Demand for CLG’s planning short courses declined in 2013 due in part to the late release of the NSW Government’s White Paper on the Environmental Planning and Assessment Act. The demand for these short courses is expected to increase in 2014 when the legislation is passed by the NSW Government.
Two new short courses, Research in Local Government and Comparative Local Governance were introduced in 2013 with the commencement of the Masters in Local Government.
3.6.2 Interstate Programs
The CLG continued its collaboration with the Building Commission of Victoria and the Country Fire Authority for the delivery of the Development and Building in Bushfire Prone Areas short course. Demand for this course peaked in 2011. In 2013 there was one offer of the course in Melbourne and two offers of the course in conjunction with the Tasmania Fire Service in Launceston and Hobart.
14 ANNUAL REPORT
3.7 Seminars and Forums
3.7.1 CPD Seminar Series
The CLG’s successful professional education seminar series expanded to include seven seminars, with 173 learners participating in training conducted at UTS and another 25 learners participating in training at other locations
Environmental Health: Theory into Practice is a two-day seminar introduced in 2013 and designed to provide participants with an introduction to the various activities a government environmental health officer (EHO) may encounter.
Alternative Solutions and Principles of Fire Engineering is a two-day seminar providing
participants who prepare or assess alternative fire engineering solutions with the skills to avoid
significant pitfalls around risks, misconceptions and performance in this area.
Local Infrastructure Funding covers changes to legislation on controlling, levying or negotiating
development contributions, and related moves to improve financial and asset management.
This two-day seminar is the third iteration of learning in the area of development contributions
and the CLG’s response to keeping abreast of legislative changes.
Seminars introduced in 2011 and 2012 have continued well through 2013, particularly
‘Swimming Pool Assessment Requirements and Safety Awareness’. The demand for this
seminar exceeded expectations and an extra offering was delivered to meet the needs of the
sector. The City of Sydney also hosted a delivery of this seminar in-house.
3.8 Conferences and Presentations
3.8.1 CLAIR Forum
The CLAIR Forum is an annual one-day seminar organised and sponsored by the Japan Local Government Centre (CLAIR, Sydney). It was inaugurated in 1995 to provide an opportunity for Australian and New Zealand government officials and academics to exchange knowledge and ideas with peers and visiting experts from Japan on a topic of mutual interest. In keeping with CLG’s ongoing relationship with CLAIR, Associate Professor Ryan facilitated the second half of the forum. This part of the forum consisted of a panel discussion on future developments of Australia–Japan Sister City relationships. Three cities that actively take part in the Sister City program – Sydney, Manly and Perth – each delegated an official who told of their international programs.
3.8.2 Research Forum in Adelaide
This national forum is a biennial event run as part of the Australian Centre of Excellence for Local Government’s (ACELG) Research and Policy Foresight program. The aims of the Forum are to provide a platform for the latest local government research and to facilitate discussion and debate on how that research translates into policy and practice. The Forum is designed to support the broader aims of the Centre which are to contribute to building the capacity of local government, inform debate on current and emerging challenges for local government and strengthen the positioning of local government as a voice for local communities. The forum was facilitated by CLG Director, Associate Professor Roberta Ryan.
Does Local Representation Matter? was presented to the forum by Su Fei Tan. This paper compared frameworks governing local representation across Australia. Local representation is understood to mean to the various aspects of representative democracy at the local level whereby residents elect a council and that council is then charged to make policies and decisions in the community interest. The research flowed from ongoing reform processes and
GRADUATE PROGRAMS 15
the need to understand the advantages, constraints and theoretical underpinnings of different approaches to representative democracy across Australian local government.
Where to for ROCs: New Options for Regional Structures was presented by CLG Associate, Alex Gooding. This paper draws on a paper prepared by the author for the NSW Independent Local Government Review Panel on options for how regional organisations of councils (ROCs) can support enhanced regional collaboration between councils.
3.8.3 Planning Institute of Australia Conference
Senior Programs Officer Geraldine O’Connor presented at the Planning Institute of Australia NSW Chapter conference, New Directions – Taking Planning into the Next Generation. The conference was held in Mudgee in August 2013. The presentation was Urban Planning within an Integrated Planning Framework – Aligning Corporate and Urban Planning. The key messages of the presentation included:
1. Successful council planning frameworks will require a coordinated approach between the new Planning Act and the IPR framework in the LG Act
2. The community engagement provisions in the new Planning Act will demand a carefully coordinated approach from local and state governments
3. The White Paper consultation period isn’t over.
3.8.4 CLG SGS Seminar 3 Service Delivery within a Changing Context
This seminar brought together a range of perspectives to stimulate discussion on service delivery in a changing context. The guest speakers and topics covered included Yasuhiko Tanabe, Director of the Japan Local Government Centre (CLAIR, Sydney), Service delivery in the Aomori Prefectural Government Japan, Rebecca Hutchinson Service Planning Officer Knox City Council Victoria, Service delivery review at Knox City Council, Alex Gooding UTS Centre for Local Government Associate, Options for regional collaboration. Round table conversations followed the presentations with the group sharing a range of insightful outcomes at the completion of discussions. This was the final seminar in the CLG SGS series.
3.8.5 Local Government Association Tasmania 2013 Conference
Associate Prof Roberta Ryan, along with ACELG Deputy Director Melissa Gibbs, presented the following paper to the conference:
Achieving Efficiencies through Shared Services: Shared services and regional collaboration are widely seen as effective ways of achieving efficiencies and economies of scale and of sharing knowledge and expertise. As part of its research for the paper, Legal and governance models for shared services in local government, the Australian Centre of Excellence for Local Government (ACELG) explored the elements of success for shared services and collaboration, and undertook a number of case studies on this topic. This workshop shared the findings of the research and delegates were invited to share their experiences and insights.
3.8.6 Australasian Evaluation Society 2013 Conference, ‘Evaluation Shaping a Better Future: Priorities, Pragmatics, Promise and Power’
Continuing on the partnership between CLG and the Australia Council for the Arts, Associate Professor Roberta Ryan and Australia Council for the Arts’ Caitlin Vaughan presented to the 2013 Australasian Evaluation Society Conference. The presentation was titled Understanding, articulating and evaluating the impact of the arts in Australia, and it explored the outcomes of several projects CLG has undertaken for the Australia Council for the Arts, including potential ways to conceptualise impacts, strengthening ways of articulating public value and implications for evaluation.
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3.8.7 Fourth International Conference on Local Government, Indonesia
Associate Professor Roberta Ryan travelled to Surabaya, Indonesia, to take part in the Fourth International Conference on Local Government, hosted by the University of Surabaya (UNTAG Surabaya). Associate Professor Ryan presented to the conference on Innovative citizen involvement for creating public value in local government.
3.8.8 United Nations Development Programme
Associate Professor Ryan was invited by the United Nations Development Programme (UNDP) to visit Islamabad, Pakistan, and take part in their ‘Participatory Local Governance: Capacity, Resources and Innovations – Examples for Pakistan’ conference. Associate Professor Ryan attended as an international expert and presented a paper titled What can local government be? Ways of addressing the capacity gap. This paper addressed the key ideas underpinning local community governance, the most common challenges that can hinder effective multi-level governance and offered some strategies for addressing these gaps.
3.8.9 Local Government Managers Australia, NSW Forum
Nationally, local government is a major employment sector offering diverse employment opportunities in urban, regional and rural areas. Associate Professor Roberta Ryan featured on the program of the LGMA NSW Forum with a presentation that looked at strategies for sustainable and effective resourcing to build strategic capacity in local government.
3.8.10 Other Conferences and Presentations Undertaken throughout the Year Inter-jurisdictional forum to discuss and explore local government reform opportunities,
jointly hosted by Local Government Victoria and the Australian Centre of Excellence for Local Government (February)
Australia and New Zealand School of Government Excellence in Local Government Leadership Program, Canberra (March)
National Workforce Development Reference Group Forum – Canberra (April)
Australian Institute of Urban Studies (NSW) – 2013 Seminar Series, The challenges facing local government (May)
Australian Local Government Association Conference Canberra, National General Assembly of Local Government (June)
Planning Institute of Australia Conference (June)
Think Tank: Think women for local government 2012 Project, Victoria (July)
Japan Local Government Centre Sister Cities Forum (August)
International Association for Public Participation Conference (September)
Forum of Federations Conference: Participatory Federalism and Decentralisation, Jakarta (September)
The Institute of Public Administration 2013 National Conference, Canberra (November)
2013 State of Australian Cities Conference (November).
GOVERNANCE 17
4 Governance
4.1 Framework The CLG is a separate organisational unit within the University, reporting to the Deputy Vice Chancellor (Research). It is designated as a Centre of Enterprise, Research and Community Service, with the Deputy Vice Chancellor acting in the role of Managing Dean. All graduate programs within the CLG are accredited through the Faculty of Design, Architecture and Building.
The CLG is also a consortium partner of ACELG and is represented on the Board of ACELG by the UTS Deputy Vice Chancellor (Research) and the CLG Director, and is also represented on the ACELG Programs Committee.
Associate Professor Roberta Ryan was appointed as Director of CLG and ACELG following the retirement of Professor Graham Sansom effective December 2012. Associate Professor Ryan has extensive experience in the local government and tertiary sectors, most recently as a director of a major public policy and urban planning consultancy practice. Her academic experience is in the field of social science and policy at UNSW and Macquarie University.
Sarah Artist resigned from the position of Assistant Director in October. The day-to-day management reverted to the Director supported by the CLG’s own administrative staff.
Dr Tim Robinson was appointed Director, Sector Engagement and Teaching in October. Dr Robinson has held a variety of senior roles in all three tiers of government, recently completing nine years as a director with a large metropolitan local council.
Dr Alan Morris was appointed as an Associate Professor in July. Dr Morris has undertaken significant research on a range of urban and social policy issues such as urban marginality, housing and social policy, neighbourhoods, poverty, human rights, South Africa, migration and housing tenure and older people. He has published extensively in Australia and overseas.
The CLG has a dedicated core staff, supplemented by an extensive network of associates and affiliated consultants.
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Core staff at the end of 2013 comprised:
Name Role Reports to
Associate Prof Roberta Ryan
BA Hons (Sydney), B.Soc.Sci Hons (Sydney)
Director DVC (Research)
Dr Tim Robinson
PhD in Management (UTS); Master of Management (Public) (UTS)
Director, Sector Engagement and Teaching
Director
Dr Alan Morris
PhD (Sociology), M.Soc.Sci, B.Soc.Sci Hons
Associate Professor Director
Ms Sophi Bruce
BA First Class Hons (DMU) MSc (LSE)
Program Specialist (Leadership)
Director, Sector Engagement and Teaching
Ms Geraldine O’Connor
BTP (UNSW) Senior Programs Officer
Director, Sector Engagement and Teaching
Ms Su Fei Tan
BA Hons (MCMaster), MA (UEA)
Senior Research Officer Director
Mr Ronald Woods
MA (Social Work) (Witwatersrand)
Research Officer Senior Research Officer
Ms Catherine Hastings
MPASR (Macq) MA in International Studies (UTS)
Research Officer Senior Research Officer
Mr Ben Dowler
BA in Planning First Class Hons (UNSW)
Research Officer Senior Research Officer
Mr Alex Lawrie Research Officer Director
Ms Gabrielle Watterson
BBus (UTS)
Manager, Operations & Teaching
Director
Ms Jillian Rose Consultancy and Research Development Coordinator
Manager, Operations and Teaching
Ms Ann O’Loughlin
BSc (Newc) MPS (UNSW)
Courses
Administrator
Manager, Operations and Teaching
Dr Tim Robinson was the course co-ordinator for the following courses:
Master of Local Government
Graduate Diploma in Local Government Management
Graduate Certificate in Local Government Leadership
Graduate Certificate in Development Assessment
GOVERNANCE 19
4.2 CLG Associates The CLG has a loyal group of formally appointed associates who assist with course development and teaching and partner with UTS:CLG on consultancy work. The formally appointed associates are:
Mr John Abbott Mr Kevin Hough Dr Robert Mellor
Ms Sarah Artist Ms SallyAnn Hunting Ms Jackie Ohlin
Mr Martin Bass Dr Andrew Kelly Ms Hazel Storey
Mr Jeremy Dawkins Ms Michelle Landy Mr Glen Walker
Mr Grahame Douglas Dr Vince Mangioni Mr Peter Walsh
Ms Penny Finlay Ms Alison McCabe Dr Danny Wiggins
Ms Melissa Gibbs Mr Peter McKinlay Mr Michael Wynn-Jones Mr Alex Gooding
4.2.1 CLG Partnerships and Affiliations
The CLG has established working partnerships with a number of professional and local government sector organisations. During 2010 and 2011, the CLG delivered joint programs under formal contractual arrangements with the following organisations:
Australian Centre of Excellence for Local Government (ACELG)
Edith Cowan University (ECU) – Western Australia
Local Government Management Australia (LGMA) – national and NSW
Charles Darwin University (CDU) – Northern Territory
Commonwealth Local Government Forum (CLGF)
NSW Building Professionals Board
Japan Local Government Centre (CLAIR)
Victorian Building Commission.
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5 Financial Management Table 1 summarises the CLG’s 2013 results. The CLG is required to be essentially self-funding, and all expenses are recorded except for rent, electricity and office cleaning. All staff are solely employees of the CLG and all salary and on-costs have to be met from CLG revenues. The CLG does not receive any operating grant.
In 2013 the CLG again exceeded budget forecasts. Its operating result was more than $60,000 better than the approved budget, with an operating profit of some $13,300.
Revenue exceeded budget targets due to an exceptional performance in research activities and strong performance in short course and seminar activities, whilst costs were contained, apart from additional outlays on employee benefits which increased in response to increased workloads, including increased activity in research, short courses and seminars.
TABLE 1: FINANCIAL SUMMARY 2013
Income Actual Budgeted
Domestic Postgraduate Fees 105,950 105,950
Short Courses and Seminars 710,858 602,750
Research and Consulting 1,429,552 420,000
Total Income 2,246,360 1,128,700
Expenditure
Employee Costs 1,047,997 704,925
Operating Expenses 1,184,144 471,755
Other 901 520
Total Expenditure 2,233,042 1,177,200
Net Result 13,318 -48,500
