In Victoria, local government, a sector encompassing over 50,000 employees, stands at a crossroads. The findings of the survey by Associate Professor Mark Chou, Dr. Rachel Busbridge, and Dr. Serrin Rutledge-Prior (2023) from the Australian Catholic University and Australian National University, offer their understanding of public expectations. Yet, juxtaposed against the prevalent culture of leadership in local councils, a stark contrast emerges.
At its core, local government is meant to be the custodian of community assets and a provider of essential services. However, an alarming trend has surfaced: the outsourcing or abandonment of fundamental services. The shift away from managing basic services like rubbish collection, street cleaning, and the running of pools and sports centres undermines the very essence of local governance.
The survey reveals a logical inconsistency that captures the crux of the current debate around the role of local government. On one hand, a substantial 70% of the population believes local government should focus ONLY on basic services like road maintenance and rubbish collection. Yet, paradoxically, over 80% also feel that local government should actively shape local identity and culture, and provide a platform for national discourse. This dichotomy underscores a complex public expectation.
Additionally, findings from Chou et al. stand uncomfortably next to the recently released “Perceptions of Local Government” report from Council Watch. (See the findings Summary in table 1 below)
Table 1: Findings Summary from Council Watch Survey
The table reflects public perceptions of the roles local government should prioritise. Roads and footpaths top the list, with 90% and 85% respectively, indicating a strong public desire for local government to focus on these fundamental services. Parks and gardens, libraries, and aged care also receive substantial importance, with over 50% ranking. However, areas like environment and climate change, and equality/diversity/LGBTQIA+ matters, are deemed less critical, with only 13% and 4% ranking respectively.
These findings underscore a narrative for local government to "stick to their knitting," concentrating on core services that are traditionally within their purview and directly impact daily community life. The data suggests a significant portion of the populace may view the foray into broader social issues as overreach, potentially diverting attention and resources away from fundamental public services.
A council leadership crisis extends beyond operational decisions. Senior council officers, wielding significant decision-making power, often lack the necessary qualifications and experience to handle complex, capital-intensive projects. Decisions made by these bureaucrats often lack a factual basis, driven instead by personal bias and political agendas. This disconnect between senior officers and community needs has led to a series of contentious decisions, from the removal of gas cooking and wood fires to the implementation of impractical bike lanes.
Moreover, the culture within these councils is one of avoiding accountability. Senior officers are seen as shutting down any questions from the community, councillors, or media, creating an environment where dissent is not tolerated. This approach not only alienates the community but also undermines the democratic principles on which local government is founded.
Chou et al. findings, advocating for an expanded role of local government in societal and political issues, clash with the current operational realities. While the public may desire a broader scope for local councils, the existing leadership structure and priorities seem ill-equipped to handle such an expansion responsibly. The focus of senior officers on expensive project pipelines and innovative, socially progressive policies often comes at the expense of addressing the immediate and practical needs of the community.
Residents, primarily concerned with roads, parks, pools, and libraries, are increasingly finding themselves unheard and underrepresented. The perception of local government is at its lowest, with a growing disconnect between the sector and the people it is supposed to serve. This situation calls for a radical overhaul of the leadership within local councils, prioritising transparency, accountability, and a refocusing on core services.
The survey by Chou et al. highlights the evolving expectations of the public towards local government. However, juxtaposed against the current leadership crisis within local councils, it becomes evident that a significant transformation is required. Local government must return to its roots, focusing on being a custodian of community assets and a provider of essential services. Only then can it effectively meet the needs and expectations of the communities it serves.
