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Australian Local Government (australian + local_government)

Distribution by Scientific Domains
Business, Economics, Finance and Accounting75%

Selected Abstracts

SHARED SERVICES IN AUSTRALIAN LOCAL GOVERNMENT: A CASE STUDY OF THE QUEENSLAND LOCAL GOVERNMENT ASSOCIATION MODEL

ECONOMIC PAPERS: A JOURNAL OF APPLIED ECONOMICS AND POLICY, Issue 4 2008
BRIAN DOLLERY Professor of Economics, Director
A host of recent public inquiries into Australian local government have recommended increased use of shared services and resource-sharing models between groups of local councils. While little is known about the extent and consequences of service sharing, emphasis has been fixed on ,horizontal' shared service models between different local councils in the same municipal jurisdictions. However, other models of shared services and resource sharing are possible. This paper considers the Queensland Local Government Association (LGAQ) model as a case study of a resource sharing between all councils in a given system of local government. This form of shared service and resource sharing seems to offer excellent prospects for cost savings and capacity enhancement. [source]

A Conceptual Analysis of Price Setting in Australian Local Government

AUSTRALIAN ACCOUNTING REVIEW, Issue 2 2010
Garry D. Carnegie
A complex set of issues underlies the pricing of the diverse range of goods and services from which Australian local governments derive a significant portion of their revenues. Although local governments have a not-for-profit orientation, they are expected to be financially viable and embrace a broad notion of accountability. They are also expected to influence the behaviour of constituents in accordance with policy decisions, but be equitable in doing so. These and related parameters are discussed and illustrated in order to reveal and elucidate the nature of pricing decisions in local government, and to differentiate the local government context from other price-setting environments. [source]

Themes in Contemporary Australian Local Government

AUSTRALIAN JOURNAL OF PUBLIC ADMINISTRATION, Issue 2 2009
Brian Dollery
No abstract is available for this article. [source]

SHARED SERVICES IN AUSTRALIAN LOCAL GOVERNMENT: A CASE STUDY OF THE QUEENSLAND LOCAL GOVERNMENT ASSOCIATION MODEL

ECONOMIC PAPERS: A JOURNAL OF APPLIED ECONOMICS AND POLICY, Issue 4 2008
BRIAN DOLLERY Professor of Economics, Director
A host of recent public inquiries into Australian local government have recommended increased use of shared services and resource-sharing models between groups of local councils. While little is known about the extent and consequences of service sharing, emphasis has been fixed on ,horizontal' shared service models between different local councils in the same municipal jurisdictions. However, other models of shared services and resource sharing are possible. This paper considers the Queensland Local Government Association (LGAQ) model as a case study of a resource sharing between all councils in a given system of local government. This form of shared service and resource sharing seems to offer excellent prospects for cost savings and capacity enhancement. [source]

Managing through contracts: the employment effects of compulsory competitive tendering in Australian local government

INDUSTRIAL RELATIONS JOURNAL, Issue 5 2000
Janet Walsh
This article brings new evidence to bear on the employment and human resource effects of competitve tendering and contracting. Drawing on a database of over two hundred workplace agreements, the article examines the impact of compulsory competitive tendering on employees' pay and employment arrangements in the Australian local government sector. The findings are contextualised in the light of evidence on the outcomes of a similar contracting regime in Britain. [source]

Leading Change in Local Government: The Tension between Evolutionary and Frame,breaking Reform in NSW

AUSTRALIAN JOURNAL OF PUBLIC ADMINISTRATION, Issue 3 2002
Robert Jones
As a result of changing legislation the role of general managers in Australian local government is being transformed from administrative compliance to proactive managerial direction. They are expected to possess leadership, visionary and other change management skills not previously exercised in local government. This paper analyses how the general managers of four councils in Sydney have attempted to lead their respective organisations through their reform agendas. The four councils represented two comparison groups at each extreme of a change continuum ranging from evolutionary to frame,breaking change. Data collected from the four councils since 1994 used personal interviews, participant observation and analysis of documentation. The paper tracks the evolutionary and framebreaking reform, paying particular attention to the role, personality and leadership styles of the general managers. Emergent themes are identified and analysed as they relate to the impact of the general manager on the type of reform processes adopted. [source]

The Debate on Australian Federalism: Local Government Financial Interrelationships with State and Commonwealth Governments

AUSTRALIAN JOURNAL OF PUBLIC ADMINISTRATION, Issue 4 2000
Andrew Worthington
The nascent debate on Australian federalism has hitherto focused almost entirely on Commonwealth-state interrelationships to the virtual exclusion of local government. Since Australian local government employs around 156,000 people and spends in excess of $10 billion this neglect is unfortunate. In an effort to at least partly remedy this oversight, the present paper seeks to assess various unsettled questions in local government financial relationships with both Commonwealth and state governments, especially the issue of financial assistance grants and their efficiency consequences. [source]

A Conceptual Analysis of Price Setting in Australian Local Government

AUSTRALIAN ACCOUNTING REVIEW, Issue 2 2010
Garry D. Carnegie
A complex set of issues underlies the pricing of the diverse range of goods and services from which Australian local governments derive a significant portion of their revenues. Although local governments have a not-for-profit orientation, they are expected to be financially viable and embrace a broad notion of accountability. They are also expected to influence the behaviour of constituents in accordance with policy decisions, but be equitable in doing so. These and related parameters are discussed and illustrated in order to reveal and elucidate the nature of pricing decisions in local government, and to differentiate the local government context from other price-setting environments. [source]