Local representation in Australia: Preliminary findings of a national survey

Tan, SF

Local representation in Australia: Preliminary findings of a national survey

Tan, SF

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Publication Type:: Chapter
Citation:: Handbook of Research on Sub-National Governance and Development, 2016, pp. 368 - 384
Issue Date:: 2016-11-30

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Field	Value	Language
dc.contributor.author	Tan, SF https://orcid.org/0000-0002-4919-5625	en_US
dc.date.issued	2016-11-30	en_US
dc.identifier.citation	Handbook of Research on Sub-National Governance and Development, 2016, pp. 368 - 384	en_US
dc.identifier.isbn	152251645X	en_US
dc.identifier.isbn	9781522516453	en_US
dc.identifier.uri	http://hdl.handle.net/10453/126787
dc.description.abstract	© 2017 by IGI Global. All rights reserved. This chapter explores the challenges of local representation within the context of Australian local government reform. Since the 1990s Australian local government has been undergoing a continuing process of reform that has reshaped the role of the elected members or councilors. In many states, changes to the legislation since the 1990s clearly demarcate the role of the Chief Executive Officer (CEO) and that of councilors. The CEO generally has management responsibility, while councilors are responsible for strategy and policy making. While a great deal of effort has been expended in developing and effecting these reforms on an institutional level, little is known about whether councilors themselves understand their responsibility or how they view their role. This research seeks to address this gap.	en_US
dc.relation.ispartof	Handbook of Research on Sub-National Governance and Development	en_US
dc.relation.isbasedon	10.4018/978-1-5225-1645-3.ch017	en_US
dc.title	Local representation in Australia: Preliminary findings of a national survey	en_US
dc.type	Chapter
utslib.for	1599 Other Commerce, Management, Tourism and Services	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/DVC (Research)
pubs.organisational-group	/University of Technology Sydney/DVC (Research)/lnstitute for Public Policy and Governance
pubs.organisational-group	/University of Technology Sydney/e-Press
utslib.copyright.status	closed_access
pubs.publication-status	Published	en_US

Abstract:

© 2017 by IGI Global. All rights reserved. This chapter explores the challenges of local representation within the context of Australian local government reform. Since the 1990s Australian local government has been undergoing a continuing process of reform that has reshaped the role of the elected members or councilors. In many states, changes to the legislation since the 1990s clearly demarcate the role of the Chief Executive Officer (CEO) and that of councilors. The CEO generally has management responsibility, while councilors are responsible for strategy and policy making. While a great deal of effort has been expended in developing and effecting these reforms on an institutional level, little is known about whether councilors themselves understand their responsibility or how they view their role. This research seeks to address this gap.

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http://hdl.handle.net/10453/126787