Working Effectively with Local GovernmentsA Guide for Community Sector OrganisationsAugust 2015

ContentsForeword 3

The Community Development Roundtable 4

Introduction 5

The role of local government 5

Informing local decision making 6

Working with local government 7

Ways to engage local governments 8 Building an effective network 9 Engaging with multiple local governments 9

How can the Department of Local Government and Communities assist? 10

Where can I find more information? 11

Working Effectively with Local Governments: A Guide for Community Sector Organisations Page 3

Strong and sustainable communities are supported by networks of social and economic connections, including those involving governments and a broad range of local interest groups and community service providers. There are a myriad of service delivery models and community services provided to communities by Commonwealth, State and local governments as well as partnerships between government and community sector organisations.

Local government is the closest form of government to the community, and supports community development that is responsive to community needs. Community sector organisations are well placed to work together with local governments and community groups to identify priority areas and opportunities for new and/or improved services.

Effective collaboration and consultation between local governments, community sector organisations and the community is achieved by ensuring the right processes are in place to realise this. Community organisations can benefit from taking a strategic approach to building relationships with local governments, working within legislative arrangements as well as being familiar with local government decision-making processes and their strategic priorities.

Developed by the Community Development Roundtable, this guide provides community sector organisations with practical information to work effectively with local governments and the community to achieve positive outcomes. Particular emphasis is given to legislation and local government decision making processes that enable community sector organisations to build on these existing practices to inform local decision making.

I thank the members of the Community Development Roundtable – the Department of Local Government and Communities, the Western Australian Council of Social Service, the Western Australian Local Government Association and Local Government Managers Australia (WA) – for their strategic guidance and work in delivering this important resource.

I encourage Western Australian community sector organisations to make use of this guide to form new partnerships and new ways of delivering improved outcomes for local communities.

Hon Tony Simpson MLA Minister for Local Government; Community Services; Seniors and Volunteering; Youth

Foreword

Working Effectively with Local Governments: A Guide for Community Sector Organisations Page 4

This publication has been developed by the Community Development Roundtable, established in 2014 as a forum to:

§ connect State Government, local governments and the community sector;

§ identify and champion opportunities for innovation and strategic alliances;

§ oversee strategies to achieve place-based outcomes, including partnerships and community capacity building;

§ use data and evidence to inform discussions of trends and scenarios and establish joint priorities and a common agenda; and

§ review results of evaluation of initiatives undertaken by members of the partnership.

The Roundtable comprises the Chief Executive Officers from:

§ Department of Local Government and Communities (DLGC);

§ Western Australia Local Government Association (WALGA);

§ Local Government Managers Australia (LGMA WA); and

§ Western Australian Council of Social Service (WACOSS).

The Community Development Roundtable

Left to right: Irina Catallini (WACOSS), Ricky Burges (WALGA), Jennifer Mathews (DLGC) and Warren Pearce (LGMA WA)

Working Effectively with Local Governments: A Guide for Community Sector Organisations Page 5

Local governments play a significant role in community building through the services they provide, the decisions they make and the networks they support.

In many areas, local governments are leading social programs intended to enhance the wellbeing of the community, especially vulnerable members of society.

Similarly, community sector organisations are well placed to drive initiatives that lead

Introduction

to positive social change and improve social and economic outcomes across populations. They play a vital role in connecting community members to valuable services and programs to support their involvement and continued participation in society.

This guide has been developed to provide community organisations with information to help them maximise the benefits from their work with local governments and the community.

Projects led by local governments and community organisations have resulted in Western Australian communities becoming better places to live, and have made a meaningful difference to the lives of many Western Australians.

Western Australia’s growing population has increased the demand for a wide range of services in all parts of the State. The type and nature of services delivered by different local governments vary and this presents many opportunities for local governments and community sector organisations to work together to develop programs to benefit communities.

Under the Local Government Act 1995, local governments in Western Australia have a general function to provide for the good government of people in their district. These wide powers mean local governments have the authority to provide community development and community services, including facilities, as long as these do not inappropriately duplicate services provided by others.

Accordingly, local governments have a vital role in our communities including in the provision of public spaces and community facilities, planning well-designed communities, providing services targeting social issues and building stronger

The role of local government

community ties through events and community engagement.

These provide diverse opportunities for community sector organisations to work with local governments to increase the benefits for their community.

The services provided by different local governments can vary greatly. In general, they fall into three categories:

§ Services to people and the community Community services; family and neighbourhood support networks; recreation and culture; maintaining sporting grounds, reserves, parks and gardens; provision of public libraries; seniors services; childcare services.

§ Services to property Roads and footpaths; land drainage and development; sewage disposal (in some country areas); refuse disposal and recycling services; litter control; street lighting and underground power; street cleaning; bush fire control.

§ Regulatory services Enforcing legislation covering health, buildings, signs, goods, litter, planning, parking, fire and traffic hazards.

Working Effectively with Local Governments: A Guide for Community Sector Organisations Page 6

Community sector organisations can make use of a range of options to engage with local governments. These may be different from district to district and it is valuable to have a good understanding of the relevant local government developing any proposals.

This includes understanding the local government’s priorities, the challenges facing their communities, the social, economic and environmental conditions in a district and what services currently exist.

An effective way of working with local governments and their communities to inform local decision making and identify community priorities, is to participate in a local government’s strategic community planning process. Local governments are required to develop their Strategic Community Plan every four years in line with the Integrated Planning and Reporting (IPR) framework overseen by the Department of Local Government and Communities.

A local government’s Strategic Community Plan:

§ establishes the community’s vision for the local government’s future, including aspirations and service delivery expectations;

§ drives the development of local government area/place/regional plans, resourcing and other informing strategies; and

§ drives and informs all other local government planning.

Each plan covers a 10-year timeframe and is developed in consultation with the community through various methods of engagement and participation. Community sector organisations can be involved in this process and work with the community and local government to inform and help set future community priorities.

By participating in the process, community organisations will develop a greater understanding of the communities involved, including how they see themselves in the future and what they see as the priorities for service delivery. They will have a better understanding

Informing local decision making

of what the communities identify as their strengths and weaknesses and strategies for addressing community needs.

Local governments have to review their strategic community plans and engage with the community at regular intervals. These include:

§ Major review—every four years a local government has to review the vision, priorities and aspirations of the plan with wide ranging community engagement. The local government must then consider the feedback and revise the plan accordingly. Any changes to the plan require council endorsement.

§ Minor review—every two years following the major review, a local government has to undertake a ‘desktop’ review of its plan and seek community feedback. Any changes to the plan require council endorsement.

The reviews are an important local government decision-making process in which the local government can work with the community to identify priority areas and service delivery needs. They also provide valuable opportunities for community organisations to contribute and, having worked with the community in the process, means they will be well placed to continue to work collaboratively with local governments.

In addition to the IPR process, local governments have other corporate and community plans that provide information on council priorities and activities. Community sector organisations should contact the local government or access the local government’s website for more information. Some of the plans could include age friendly community plans for young people and seniors, plans which support multicultural communities and economic development plans. Local governments may seek consultation and feedback on the plans and this also presents an opportunity for community sector organisations to be involved in the process. In most cases, the plans will also inform future changes in a local government’s Strategic Community Plan.

Working Effectively with Local Governments: A Guide for Community Sector Organisations Page 7

Community sector organisations working effectively with local governments and community groups have the potential to contribute to how community programs and services are delivered. This could be achieved through the strategic community planning process or by identifying other opportunities that align with the goals of the Strategic Community Plan.

Community sector organisations can build effective partnerships with local governments by:

§ identifying opportunities to contribute to policy development and community programs. For example, this could be by taking part in the strategic community planning process or by responding to requests for feedback to a particular policy or a new community project.

§ promoting partnerships that offer solutions to complex service delivery challenges. Organisations should identify how their resources and business delivery model could be more efficient and effective than the existing service delivery model and engage with the local government to look at options to develop that. This could include a co-designed and delivered model or a model that incorporates multiple providers; and

§ understanding the local decision-making processes. Organisations that build their knowledge of local government roles and responsibilities will be in a strong position to engage with local government elected members and staff as well as the community.

Working with local government

By working effectively with community sector organisations local governments can achieve:

§ input from key stakeholders that contributes to more informed decision making;

§ improved policy and program development;

§ identification of alternative service delivery models, including services that could be co-delivered (pooling resources); and

§ increased engagement with community sector organisations.

Effective partnerships between local government and community sector organisations will deliver benefits for communities by:

§ improving access to streamlined support and services;

§ developing policy and programs that build community resilience and focus on achieving community outcomes, and

§ encouraging community ownership and participation and in their local government area.

A local government’s website can also provide information about the services it provides and the services delivered by other organisations. Many local governments have directories on their website that list services for communities including seniors, young people, parents and people from culturally and linguistically diverse (CaLD) communities. Identifying how services are currently delivered and where there may be a service gap will assist community sector organisations influence the local government and how future programs may be delivered.

Working Effectively with Local Governments: A Guide for Community Sector Organisations Page 8

Community sector organisations have differing interests, governance structures and accountabilities. Their resources and capabilities, as well as their reasons for engaging with a local government, also vary.

How community sector organisations and local governments work together will depend largely on the nature of the issue. For example:

§ community sector organisations may liaise with a local government in response to a request for a particular service that the local government can provide direct to the community such as security patrols;

§ announcement of a funding round or a community grant to support positive community development outcomes such as a community garden; or

§ advocacy on behalf of a particular group within a local government area such as youth organisations advocating for positive youth activities.

While the reasons community sector organisations engage with local governments vary, the principles for establishing and maintaining effective partnerships are similar. Some of these include:

Ways to engage local governments

§ becoming informed about community needs within the specific local government area;

§ identifying how your organisation can support local governments to respond to community and service delivery needs. For example if the proposed activity aligns with the local government’s Strategic Community Plan, youth initiatives, or other targeted local government activities or if pooling resources will deliver efficient and effective community outcomes;

§ targeting your approach to local government by identifying the key contact person and building an effective working partnership with that person; and

§ being mindful of government decision-making processes, the deadline for information and the time required for decisions to be made. Organisations should contact the local government directly to confirm its procedures as it varies between local governments.

Working Effectively with Local Governments: A Guide for Community Sector Organisations Page 9

Establishing working relationships with local government elected members and staff is critical to effective, ongoing engagement.

Most local governments have a staff member dedicated to community service provision or community development. The title of this staff member varies between local governments.

Community development managers often have diverse responsibilities such as youth services, seniors, sport and recreation, libraries and community events. In some cases their

Building an effective network

responsibilities can expand into areas such as municipal, early childhood education and health services.

Local governments may also offer network building opportunities and events. These events are a chance to develop further opportunities with community members, other community sector organisations and government agencies. Check the local government’s website to see if such events are planned.

Depending on your project you may want to engage with a number of local governments across the State. An initiative that can be rolled out across multiple locations may require liaison or buy-in from several local governments. Local governments in regional areas often work collaboratively through a regional group. For example, the Pilbara Regional Council represents the four local governments in the Pilbara to deliver better outcomes for the community and visitors to the region.

Organisations should identify whether a regional organisation or similar exists that provides a forum for collaborating with multiple local governments on projects that may deliver regional benefits.

Engaging with multiple local governments

If your project could be applied across Western Australia, it may also be more effective to contact the relevant State Government department to begin your initial enquiries.

Peak organisations such as the Western Australia Council of Social Service (WACOSS), Western Australian Local Government Association (WALGA) and Local Government Managers Australia (LGMA WA) may also be able to help spread your message. These organisations, with the Department of Local Government and Communities, are members of the Community Development Roundtable. The roundtable is committed to championing strategic opportunities for innovation and strategic alliances between these sectors.

Working Effectively with Local Governments: A Guide for Community Sector Organisations Page 10

The Department of Local Government and Communities has a clear mandate to improve connections between local governments and community sector organisations. DLGC can assist community organisations by linking organisations with common goals and priorities and providing sector-wide information.

The Department delivers a range of programs designed to support seniors, young people, volunteers, carers, parents, families and young children, and culturally and linguistically diverse (CaLD) communities. It also administers a wide range of community grants and can provide information on available grants programs.

How can the Department of Local Government and Communities assist?

Western Australian Council of Social Service

City West Lotteries House, 2 Delhi Street, West Perth, WA 6005 Telephone: (08) 9420 7222 Freecall: 1300 658 816 Fax: (08) 9486 7966 Email: info@wacoss.org.au Website: www.wacoss.org.au

Western Australian Local Government Association

170 Railway Parade, West Leederville, WA 6007 Telephone: (08) 9213 2000 Fax: (08) 9322 2611 Email: info@walga.asn.au Website: www.walga.asn.au

Local Government Managers Australia (Western Australia)

Community Development Network Committee Unit 21, 168 Guildford Road, Maylands, WA 6051 Telephone: (08) 9271 1136 Fax: (08) 9271 1197 Website: www.lgmawa.org.au

Department of Local Government and Communities

Gordon Stephenson House, 140 William Street, Perth WA 6000 GPO Box R1250, Perth WA 6844 Telephone: (08) 6551 8700 Fax: (08) 6552 1555 Freecall: 1800 620 511 (Country only) Email: info@dlgc.wa.gov.au Website: www.dlgc.wa.gov.au

Translating and Interpreting Service (TIS) – Tel: 13 14 50

Where can I find more information?

Department of Local Government and Communities Gordon Stephenson House, 140 William Street, Perth WA 6000 GPO Box R1250, Perth WA 6844 Telephone: (08) 6551 8700 Fax: (08) 6552 1555 Freecall (Country only): 1800 620 511 Email: info@dlgc.wa.gov.au Website: www.dlgc.wa.gov.au

Translating and Interpreting Service (TIS) – Telephone: 13 14 50 LG054-Aug15