An important foundation of good governance in local government is goodwill. Notwithstanding the existence of Councillor Codes of Conduct, Councillor Conduct Panels and VCAT, good governance relies on the capacity and preparedness of councillors to do what is necessary to achieve and maintain good working relationships.
Good working relationships among councillors acknowledge that as there will be differences in opinion, it is important to be respectful and courteous. Just as important is the need to listen to others while focusing debate and discussion on issues rather than personalities. Good working relationships also mean that councillors need to commit to repairing relationships when things come unstuck from time to time. We know that this can be a challenge, and this is why the VLGA lends our expertise to strategies for individuals and groups of councillors to keep things on track.
Another related issue about which the VLGA has been in close contact with councillors is parental leave. The implications of taking parental leave whilst on Council, along with the recommended approaches, are equally applicable to carer’s leave or any personal life circumstances of a significant, compassionate or unusual nature.
Our response to the circumstances of fellow councillors undergoing major changes in their lives – whether building a family, facing a health challenge or other urgent personal and family needs – is that good governance requires flexibility and goodwill within the councillor team. We believe the overriding goal of an effective governing team includes the need to support each other to remain effective members of the team, and to bring out the best in everyone involved.
Under the Local Government Act councillors can claim leave of absence. The Act does not acknowledge that when this happens, the workload may need to be re-allocated to other councillors. The most difficult gap to fill is being available to constituents. Unlike the situation for our State and Federal Government colleagues, there are no electorate office staff or advisers to keep things running in the temporary absence of councillors. If the councillor in question’s constituents are not to be left unrepresented, it may require the councillor’s colleagues and organisation to extend their activities to fill the gap. This is a big ask for already overworked councillors.
We all know deep down that bringing out the best in ourselves, our colleagues and co-workers requires us to draw on deep reserves of patience, tolerance, flexibility and respect for others. This can be truly difficult when we are under pressure to meet ever increasing workloads.
As good governance is reliant on goodwill and co-operation, the VLGA encourages councillors to take up the slack when colleagues have special circumstances in their lives, on the understanding that the system is not automatically set up to do this and that communities rely on a level of cooperation between councillors in these circumstances.
For more information or to receive further support contact:
Director Governance
Ron Exiner
M: 0417 392 078
E:
Send email