Monique Davidson

Coming into a chair role in September this course was invaluable about really exploring and understanding and engaging with: - what is our members reality right now -what was it that didn't make them sticky? on boarding, mis-matched expectations, friction points, offerings. - what is keeping them up at night so we can support and help them -how can we be more specific with our way of supporting our members. - will AI be a factor and if so, how can we embrace it to make our profession more efficient. And the big one - we are always doing alot behind the scenes - but we very rarely convey WHAT we are doing to our members. It was strategy on steriods, and ONZ will be in a much better place strategically to move forward.

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‘Let’s protect our environment’ early public consultation opens soon and runs from 25 October to 8 December, 2024. We have a current plan that guides how we protect our environment, which runs from 2020 – 2030. Since this was created, new threats to our natural environment have emerged. Creating our new plan is going to take several years, so we need to start now to ensure it is fit-for-purpose and ready for Tāmaki Makaurau / Auckland by 2030. We are seeking Aucklanders’ views on five key topics before we begin drafting the new plan. The topics we’re seeking feedback on at this stage are: ·        Cat management for threatened indigenous wildlife protection ·        Pest free islands and peninsulas and the regional journey towards Predator Free 2050 ·        Managing exotic caulerpa seaweed and other harmful marine species ·        Reducing the spread and impact of freshwater species that cause harm including freshwater gold clam ·        Addressing the impacts of climate change on our natural environment Aucklanders will also be welcome to let us know of anything else they think we should consider. Sign up for updates on www.akhaveyoursay.co.nz 🌿 🦉 📢

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Wonderful to see a local government leading on the need for a new PDA to help unlock huge potential for new housing supply as it seeks to deal with population growth and other challenges. We met with Cairns Mayor, Amy Eden, and the Director of Planning, Ed Johnson, this week to discuss the council's push for a Priority Development Area (PDA) in the Mt Peter Southern Growth Corridor. We were discussing the opportunities presented by the new Economic Development Queensland remit that recently passed through the Queensland Parliament, including the role of community housing providers (CHPs). We expressed our sector’s keen interest, which is also one of our key state election asks, to identify more PDA’s across Queensland to assist manage growth. We know conservatively there is an under supply of about 5,300 social homes in Cairns and by mid 2030, that under supply will jump to 11,500, subject to housing commencements. Cairns is also in the top 10 cities in the country for unmet housing need. By working closely with the Cairns Regional Council, and our local housing networks, we are confident that every lever is being pulled and explored locally, so it is time to lean into these options to unlock even more potential in the north. We look forward continuing the discussions about the PDA opportunity for Cairns and playing a partnership-role with the rest of the system to support this direction. #PriorityDevelopmentAreas #Cairns #HousingSupply #Planning #Development #Growth #CommunityHousing

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Some information was released overnight about the LNP Housing Plan, ahead of today's State Budget reply speech. While there are still many details to come, it's encouraging to see some of the proposed measures in scope, including shared equity programs and major infrastructure partnerships with local government to increase housing supply. New and innovative concepts for maximising church-owned land and utiliising vacant bedrooms make for interesting reading. And if the reports are accurate, there is a strong commitment to achieving housing targets leading up to 2046. Q Shelter is looking forward to unpacking all the details and providing useful budget analysis for the sector. This will include areas of convergence with the major parties on housing policy and differences in approaches. https://lnkd.in/g6FcR_Qh Stay tuned. #StateBudget #Housing #Homelessness #HomeMatters #BetterTogether #Queensland

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Thanks to Ciara Sterling, CEO of Thriving Communities Australia (TCA), who talked with the Essential Services Commission team about our Safety by Design Partnership Project this week. This project is developing better practice guides for energy and water businesses to support customers experiencing family violence. The guides will use a Safety by Design approach, to help businesses identify risks and harms in their systems and processes. We heard from Ciara that business products, services and processes can be weaponised by perpetrators against women and others experiencing family violence. Businesses do not intend this but play a critical role in protecting against misuse of their products and services, including through technology. Following this internal event, Commissioners and staff joined business and community representatives in the annual Walk Against Family Violence to stand in solidarity with victim survivors. Thank you to all who joined us to reflect on the impact of violence against women. We stand for a community where all people are safe, equal and respected. More info about the Safety by Design project is on our website: https://lnkd.in/gMSmT7_a

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The AHO are excited to announce applications are now open for the 24/25 Sector Capability Grants. Applications will close at 5pm on 27th September 2024. Providers that are NRSCH/NSWLS registered and providers who are scheduled, or undertaking registration with the Registrar of Community Housing, are invited to apply. There are two categories of funding available to individual applications. The maximum funding categories are: Up to $50,000 and Up to $100,000. Sector Capability Grants are designed to support ACHP business growth and self-sustainability, including achieving or maintaining NRSCH and NSWLS registration compliance and supporting tenants by providing culturally appropriate and responsive housing to Aboriginal people across NSW. These grants provide an opportunity for the Aboriginal housing sector to increase their capacity and capability. If you are interested in applying for the FY 24/25 Sector Capability Grantshttps://lnkd.in/gN93FQ-p

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HELP IS STILL AVAILABLE The Shared Prosperity Fund (SPF) business investment grant is now closed, but our Economic Development Team are still here to help. If you are interested in hearing about future funding opportunities or require any other Business Support, please fill in the enquiry form to be contacted by an Officer. 🔗 https://lnkd.in/eyrQmFhs #UKSPF #SharedProsperityFund #Neath #PortTalbot #NeathPortTalbot #Business #WelshBusiness #BusinessGrowth #BusinessInnovation #Green #Sustainability #CircularEconomy #FoundationalEconomy #EngineeringBusiness #Retail #Hospitality #Tourism #LocalBusiness #InwardInvestment #BusinessAdvice #BigBusiness #Investment #LocalEconomy

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MEDIA RELEASE | Corporate Plan Adopted Tablelands Regional Council (TRC) adopted its Corporate Plan 2025–30 at last week's ordinary Council meeting. The Corporate Plan shapes TRC’s strategic direction, presents focus for infrastructure, guides priorities and provides direction for services. In presenting the plan for adoption, Mayor Rod Marti explained how the Corporate Plan will provide direction for the development of strategies and plans, and influence the development of the budget and Operational Plan. ‘This Corporate Plan sets the strategic direction for the organisation for the next five years as we deliver critical infrastructure and services to meet the community’s needs. The plan links the Tablelands 2030+ Community Plan’s priorities with this Council’s commitment to deliver and facilitate outcomes. We will routinely report on progress towards achieving our vision through Operational Plans, Quarterly Reports, Annual Reports and Financial Reports, and will regularly communicate and engage with stakeholders and community. We value and respect all customer interactions and commit to being responsive and proactive in all dealings. Our dedicated staff take pride in activities and achievements that support our customers and add value to our community and its fabric. I commit to working with the Chief Executive Officer to provide the teamwork, leadership and support to my fellow Councillors and the broader organisation to ensure our community receives the best services and support that we can realistically provide,’ Mayor Marti said. Pictured: Mayor Rod Marti and Deputy Mayor Dave Bilney.

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Today with the Mayor and fellow Councillors the Local Disaster Management Plan was approved. "This is a very important comprehensive document that will prepare the Douglas Shire for future events. We have learnt many lessons from past events which have influenced what will become our future approach." Cr Michael Joseph Rees EXECUTIVE SUMMARY via Council agenda Under the Disaster Management Act 2003 ("the Act"), a local government must prepare and approve a local disaster management plan (LDMP) for disaster management in the local government’s area. The previous plan was subject to a full review and was rewritten in 2023 before being approved by Council. The existing plan has recently been updated with new  information as a result of a review by the Local Disaster Coordinator. BACKGROUND Section 80 of the Act outlines the functions of a local government under the Act, and these are as follows: - (a) to ensure it has a disaster response capability; (b) to approve its local disaster management plan prepared under part 3; (c) to ensure information about an event or a disaster in its area is promptly given to the district disaster coordinator for the disaster district in which its area is situated; (d) to perform other functions given to the local government under this Act. Section 59 of the Act requires the LDMP to be reviewed annually More info here https://lnkd.in/eaphKcTX

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PUBLIC PARTICIPATION is a cornerstone of our local government, our wider democracy and a basic human right. So why then does the City of Melville Council and its officers use external and internal tools to repress or shutdown public participation in the City’s affairs and decision making. The City has created draconian and obstructive local laws, policies and procedures that create many obstacles and disincentives for public participation.    There are repressive rules are around public attendance at meetings, deputations, written submissions, asking public questions, “unreasonable” complainant behaviour, accessing information (incl. building records). The list could go on. Even when the City is required to consult the community it appears to be a "tick the box" exercise rather than genuinely listening to, and acting on, the views of the community the City is supposed to represent. How often have we heard residents say, "why bother, they never listen".  We have seen considerable effort by the community to bring resolutions to Annual Electors' meetings which are passed overwhelmingly but only noted, with little or no follow up action by the City. The MRRA is of the opinion the City uses repressive rules and practices to silence scrutiny and criticism of its performance.    Many in the community have felt such repressive rules have been applied to cover-up the City’s failures and mismanagement. The City needs become more agile to encourage public participation at every opportunity, to listen to and act on the voice of the community.  These changes could start at the Council committee level, for which the community should be involved. The attached 2-page written submission was sent to the City last week, 5 business days before the 17 September Council meeting at which the subject motion will be decided. The MRRA’s written submission provides feedback on the CEO’s report to Council on the restructuring of the Council committee that are intended to oversee the CEO and the administration. The City’s CEO can reject this written submission, Elected Members can ignore it.  In the past the City has refused or unilaterally edited written submissions. So will this important written submission form part of Council’s deliberations at next Tuesday’s meeting; as it should.      Join the meeting this coming Tuesday 17 September to find-out just how committed the City is to the concept of public participation, and the community’s right to be heard: https://lnkd.in/gCwz_MHy #publicparticipation #governance #council #Melville #residents #democracy #localgovernment #ratepayers #residents #SLAPP #residentsrevolt #MRRA #katymair #kimgiddens #lisaomalley #hannahbeazely #rogercook #samlim

Jumped on the Australian Broadcasting Corporation (ABC) this afternoon to discuss the LNP’s housing plan, released today. Also, considered points of convergence between the Labor and LNP plans, both in focus this state budget week. Check it out, hopefully it offers some interesting analysis. https://lnkd.in/gPiqp-RE #StateBudget #BudgetReply #Queensland #HomeMatters #BetterTogether

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Sustainable and affordable funding options for the massive infrastructure gap is one of the biggest issues facing Tauranga. As Sam’s opinion piece highlights, this is not only a Tauranga problem. I attended the NZ Infrastructure Symposium a few weeks ago online, and this is a significant nationwide & sector wide issue. Councils are facing an unprecedented amount of infrastructure cost and do not have the funding or financing tools available to be able to deliver it. We need radically new solutions.

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The relationship between local and central government is make-or-break for successful policy implementation. However, over the past decade, the central-local relationship has become increasingly strained. A new government offers a chance to rebuild and reset this relationship. In the final part of our Prioritising Public Services series, we explore how central and local government can work together to achieve this. While collaboration sounds simple, it's far more complex in practice. Our experience shows that effective bridge-building is essential. By fostering trust and understanding between partners, and focusing on real people, rather than just processes, bridge-builders can help create the conditions for successful public service delivery. To read on about resetting the relationship between central and local government, including harnessing the power of bridge-building, download our short overview: https://lnkd.in/g3eY9tRj For further insights into our six priorities for public service reform, visit our website: https://lnkd.in/eYygY85V #NewGovernment #PrioritisingPublicServices #CentralGovernment #LocalGov #Community

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📌 DLGSC Monthly Update Webinar 🗓 Wednesday 24 April 2024 🕙 1.00pm - 2.00pm 🎥 Online via zoom We are excited to continue partnering with DLGSC throughout 2024 to host monthly update webinars for the local government sector. The monthly webinar series aims to improve sector capacity building through collaboration, education and providing best practice tools and resources. The next webinar will take place on Wednesday 24 April at 1.00pm. At this webinar the topic of integrity will be the key theme. Local governments are entrusted with the responsibility of serving their communities, making integrity imperative. In our sector public trust is paramount, integrity ensures transparency, accountability, and ethical decision-making. Integrity in local government promotes efficiency and effectiveness, it fosters a culture of honesty and fairness, where resources are allocated appropriately, and policies are implemented with the genuine welfare of the community in mind. Integrity is the foundation upon which public trust and effective governance are built. At this webinar we will be joined by Lance Sgro, Director Investigations and Assessment, DLGSC who will be discussing the Department's upcoming Integrity in Local Government presentation and Q&A. This presentation will be delivered in May in collaboration with the Corruption and Crime Commission (CCC) and the Public Sector Commission (PSC). We also be joined by Melissa Watson, Manager Integrity Promotion and Review, Public Sector Commission. Melissa will provide an overview of the PSC section of the upcoming Integrity in Local Government presentation and will also discuss the PSC Integrity framework. Registration is complimentary for LG Professionals WA individual members and $50 for non-members and employees from subscribing local governments. Online registration can be completed here: https://lnkd.in/gwFyjeCs #localgovernment #education #webinar #collaboration Department of Local Government, Sport and Cultural Industries

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A good read from Simon Kuestenmacher on local government staffing. Bit puzzled about the stats on the numbers in different occupations. My experience (all in regional councils) is that the larger part of the workforce is in what we term outdoor roles, maintaing roads and parks, operating water and sewer treatment plants etc. Admin roles while important don't make a majority of the staff. Maybe different in city councils. Unfortunately females make a very small percentage of outdoor staff, and its difficult to get them interested in such roles. One aspect in NSW that severely limits ability of councils to deliver services required by its citizens, is the control of rates by the State govt., through a one size fits all mechanism that has clear indications that it has failed (over half of councils have had to go in for SRVs). Despite the rates cap, State makes no hesitation in shifting costs to LGs, without any adjustment to the caps. https://lnkd.in/gmGm9puV #localgovernment #councils

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It's time for some transparency and new thinking on public transport. Greater Wellington Regional Council (GW) says it has a big shortfall in its transport funding. How about some transparency in where the money is going? The Snapper system shows every ride on every bus and train. The data should show the patronage and revenue for every route, for every time of day. Putting the Snapper data together with its cost data, GW should be able to tell us how much per passenger each route costs for the different times of the day. If that is too difficult, they should at least be able to tell us the average number of passengers being carried on each route, peak and off-peak. Then we could see that many services are near empty and costing a lot of money in total while peak-time services are mostly near capacity and paying their way. It should be easy to see if pruning the highest cost-per-passenger services could save a reasonable amount of money. Poorly patronised services could be able to be cut back or replaced with an on-demand mini-bus service like the one being trialled in Tawa. Of course public transport advocates blindly beat out the mantra that you have to have regular services on all routes, at all hours of the day and night, to encourage patronage. Never mind that this leads to many buses and trains trundling around the suburbs at off-peak times with barely a person on board. The Covid fall-out showed us that you don’t need strictly regular timetables for people to use public transport. Even with all the disruptions to services from staff sickness and driver shortages people were still catching the bus and train in considerable numbers. It helped that the Metlink app gave some idea of when the next bus or train was coming along. As long as there is reasonable live tracking of public transport for passengers it shouldn’t matter if the frequency on a route continually varies throughout the day to fit with demand. People check their phone, or the screens at the stops, to see when their next service is. It would also be useful if GW could identify the type of people using the poorly patronised, off-peak services. Are they low-income people like students who would struggle to afford an Uber? Or are they people coming home after working late or having a few drinks in town? GW shouldn’t be providing a costly off-peak service for people who can afford an alternative. 

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Opportunity 

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