Shared Services in Local Government

Conclusions

Most Victorian councils undertake some form of shared services, although their use is evolving and relatively immature. Existing initiatives relate primarily to procurement or external services, such as library services, waste management and aged care. While there is limited growth expected in external initiatives, there is likely to be continued growth in shared procurement and in new shared services for back office functions, such as information and communications technology, payroll and human resources. This provides a significant opportunity for the sector to realise cost savings and other benefits.

Implementing shared services has been a key aspect of councils' response to dealing with cost pressures and other challenges. Reasons for pursuing shared services were related to reducing costs, increasing service quality and providing better community outcomes. Despite cost savings being a key driver for shared services, councils are generally not able to demonstrate the achievement of intended outcomes. A lack of baseline data and other information makes it difficult to quantify the full extent of both financial and non-financial benefits from shared services being realised by Victorian councils, and there is significant scope for improvement in monitoring, evaluation and reporting.

Shared service initiatives vary in size, financial investment and complexity. The extent of work underpinning initiatives prior to their implementation also varies, with larger initiatives appropriately having had feasibility studies undertaken and business plans developed prior to their implementation, compared to less formal and detailed work for smaller initiatives. There are a range of governance arrangements in place for shared service initiatives, and these are generally appropriate, with the most common being boards or a lead council or agency. Initiatives examined had a designated project manager to plan and implement initiatives.

LGV provides a range of support and guidance to the sector, primarily in relation to shared procurement. This includes providing grants to councils and developing and disseminating guidance and other resources. These positive initiatives have promoted collaboration among councils and demonstrated the benefits of shared services in several areas.

LGV has the opportunity to build on its existing work to assist the sector to more fully realise the benefits of shared services. It should consider how the expected growth in shared services for back office functions might impact on its future policies and programs and the support and guidance required by the local government sector. There are also a range of challenges and barriers to councils undertaking shared services which LGV should investigate, as well as encouraging collaboration and knowledge sharing. LGV should continue to improve the evaluation of its programs and the collection and sharing of information.

Findings

Involvement in shared services

Ninety-one per cent of the 58 surveyed councils are currently involved in shared service initiatives, and 64 per cent reported they were either considering, or engaging in negotiations towards, a total of 86 future shared service initiatives.

The number of initiatives in which individual councils are currently engaged varies widely. Some councils are participating in more than 20 or 30 initiatives, with the largest reported number being 42, and an average of seven initiatives across councils.

Current and proposed shared services cover a wide range of service areas. Sixty‑two per cent of current initiatives are externally focused services delivered to the community, such as library services, aged care services and waste collection. Over 25 per cent of current initiatives relate to shared procurement, which has been shown to result in significant cost savings for councils, and the rest are related to back office functions.

The survey results show that shared service activity in relation to back office functions is projected to significantly increase, while the growth of shared services in some external service delivery areas—for example library services, aged care and waste collection—is slowing. However, some further growth is expected in the external service delivery areas of disability, children and families, recreation, and health. There may also be expansion into largely new areas of activity, such as animal management, construction and planning.

Councils report that implementing shared services has been a key aspect of their response to cost pressures and other challenges. While the main reasons councils gave for pursuing shared services were related to reducing costs, other reasons related to improving service quality and achieving better community outcomes, and these were rated as almost as important. Other important factors cited were the sharing of skills, expertise and best practice, and the enhancement of strategic partnerships with partners.

Management of shared service initiatives

It is important that shared service initiatives are soundly based and have appropriate governance arrangements, effective project management and robust methods of measuring outcomes.

The extent of work underpinning initiatives prior to their implementation is generally appropriate to their size and financial investment. Larger initiatives have had feasibility studies undertaken and business plans developed prior to their implementation, compared to generally less formal and detailed work for smaller initiatives.

Initiatives we reviewed for this audit were planned and implemented by a designated project manager, and these arrangements were generally considered to be effective by councils involved. For a smaller initiative, a council officer may take on this role, a larger initiative may have a business manager, and initiatives led by LGV are generally managed either directly by LGV, a private contractor or the Municipal Association of Victoria.

A range of governance arrangements are in place for shared service initiatives, which are generally appropriate to the scale and complexity of the initiatives. The majority are formal arrangements. These include complex multi-level structures overseen by boards, simpler committee structures, or the existence of a lead council or agency.

The range of management arrangements reflects the varied nature of initiatives, with some involving the formation of companies and others a simple memorandum of understanding or the more straightforward process of undertaking shared procurement.

Challenges of implementing shared services

There are a number of common challenges and reasons for initiatives stalling that need to be overcome for shared services to be implemented.

Councils reported that the most significant challenge of engaging in shared service activity is a perceived loss of autonomy and local control. Other key challenges were a lack of clarity about the benefits resulting from an initiative and concern about the costs of establishing and maintaining an initiative.

Key strategies surveyed councils reported they had used to address challenges included:

• cooperation, trust and accountability between partners
• effective and regular communication between all partners
• persistence, commitment and enthusiasm
• establishing clearly defined and measureable benefits for the initiative.

Success factors in the delivery of initiatives

There are a number of factors involved in the successful delivery of shared service initiatives. Surveyed councils indicated that support of the chief executive officer, senior staff, and staff implementing the initiative is important to the success of shared services. A shared commitment and alignment of decision-making by all partners is also very important.

Despite the audit's finding that many councils were unable to quantify either expected or actual benefits, clarity about expected benefits was viewed as moderately important.

Outcomes of shared services

The most commonly identified approaches to quantifying or measuring the resulting financial and non-financial benefits of implementation were evaluation or review, cost analysis and satisfaction survey.

It is concerning that for around a quarter of initiatives, surveyed councils reported they did not know how benefits were to be measured, and for 5 per cent of initiatives, councils stated that benefits had yet to be measured or quantified.

Councils surveyed were also asked to quantify the expected cost savings, and the cost savings achieved so far, for each initiative. Even though most councils identified cost savings as an expected benefit for most of their initiatives, they often could not quantify the expected cost saving, or the cost saving actually delivered. They were unable to set a benchmark for delivery, or measure whether this benchmark had been met.

Councils also found it difficult to demonstrate the achievement of non-financial benefits from shared services, such as improved quality of Meals on Wheels or library services. For example, while audited councils surveyed users and found they were satisfied with the quality of services, surveys were not undertaken until after initiatives had started, and therefore there was no baseline data with which to compare the results.

Support and guidance

Providing councils with support and guidance to develop shared services is important to drive the take-up of shared services, share knowledge and better practices and realise the potential benefits across the sector.

LGV provides a range of support and guidance to the sector to encourage greater use of shared service initiatives, including delivering programs that provide grant funding for councils to implement shared service initiatives, and developing and disseminating guidance and resources. These positive initiatives have promoted collaboration among councils and demonstrated the benefits of shared services in several areas, particularly procurement.

Evaluations of LGV's more recent programs have improved, and there are opportunities for LGV to expand on the information about these evaluations that it provides on its website to enhance information sharing with the sector. Evaluations were not undertaken for earlier shared service projects, and therefore the opportunity to identify lessons to inform future programs and the sector has been lost.

Data on shared service activity in the sector is currently not collected to assess trends, demonstrate the costs and benefits of shared services, assist in informing policy and program development, and target future activities and the development of appropriate support and guidance materials. LGV should continue to focus its work on shared procurement activities. It should also consider how the expected growth in, and change in direction of, shared service activity for back office functions might impact its future policies and programs.

Future directions and opportunities

A significant number of councils report they are currently planning, negotiating or considering future shared service initiatives, suggesting there is considerable momentum towards the expansion of shared service activity, particularly in back office functions and procurement.

Given the anticipated growth in back office shared services, LGV should provide direction by identifying back office functions most suitable for shared services and potential cost savings and other benefits for these initiatives. It should also investigate key challenges of establishing and implementing shared services, and identify strategies that can be used to address these to further encourage the use and successful implementation of shared services.

Before embarking on new initiatives, councils should ensure they are soundly based, including clearly identifying expected costs and benefits. Councils should also develop and implement effective monitoring, evaluation and reporting on shared services, including demonstrating the achievement of expected costs and benefits.

Recommendations

That councils:

1. ensure future initiatives are soundly based, including clearly identifying expected benefits and costs and how they will be measured

4. develop and implement comprehensive monitoring, evaluation and reporting on shared services, supported by reliable baseline data and clear and measurable outcomes.

That the Department of Transport, Planning and Local Infrastructure:

2. identifies back office functions most suitable for shared services and the potential cost savings and other benefits that could result from these initiatives
3. investigates key challenges to implementing shared services and identifies strategies that can be used to address these

5. assists councils to improve their monitoring, evaluation and reporting of financial and non-financial benefits of shared services
6. continues to improve the evaluation of its shared service programs to gain knowledge to share with the sector and inform the development of future programs
7. develops better practice guidance and templates to assist councils to plan, implement and manage their own shared service initiatives, including with a focus on likely new areas of shared service activity, such as back office functions
8. gathers data on existing shared services in the sector to assess trends, inform the sector and guide the development of future programs, guidance and support
9. reviews the scope for greater sharing of back office functions, including identifying functions most appropriate for shared services, potential cost savings and other benefits, and key barriers and risks.

Submissions and comments received

In addition to progressive engagement during the course of the audit, in accordance with section 16(3) of the Audit Act 1994 a copy of this report was provided to the Department of Transport, Planning and Local Infrastructure and to the following six councils, with a request for submissions or comments:

• Colac Otway Shire Council
• Hepburn Shire Council
• Hobsons Bay City Council
• Hume City Council
• Latrobe City Council
• Stonnington City Council.

Agency views have been considered in reaching our audit conclusions and are represented to the extent relevant and warranted in preparing this report. Their full section 16(3) submissions and comments are included in Appendix A.

1.1 Shared services

1.2 Legislation, sector support and guidance

Local Government Act

The Local Government Act 1989 sets out a range of legislative provisions that could apply to entering into shared service arrangements, as shown in Figure 1B.

Figure 1B

Legislative provisions that could apply to shared services

Source: Victorian Auditor-General's Office, based on information from Somerville, D. and Gibbs, M. (2012) Legal and Governance Models for Shared Services in Local Government, Australian Centre of Excellence for Local Government, University of Technology, Sydney.

Sector support and guidance

Sector support and guidance is available to councils from a range of sources. This includes grant programs, better practice guides and collaborative networks. These programs and initiatives have been developed by Local Government Victoria (LGV) and the Municipal Association of Victoria (MAV). Key programs and initiatives are set out in Figure 1C.

Figure 1C

Sector support and guidance material

Source: Victorian Auditor-General's Office.

Previous work by MAV identified shared services as a priority area for local government under its Future of Local Government project. MAV worked in collaboration with mayors and council chief executive officers to identify key areas of local government business that would benefit from shared services. Shared service projects identified were funded under LGV's CRB program. MAV has also initiated a number of shared service initiatives in the sector, including the Swift Library Consortium.

1.3 Examples of shared service initiatives

Recent Australian and international examples of councils working together and with other organisations are shown in Figure 1D.

Figure 1D

Examples of shared services

Source: Victorian Auditor-General's Office based on publicly available information, from the Municipal Association of Victoria and audited councils.

1.4 Roles and responsibilities

1.4.1 Councils

Local government is recognised under the Victorian Constitution Act 1975 as a discrete and essential tier of government consisting of democratically elected councils having the functions and powers necessary to ensure peace, order and good governance of each municipal district. Victoria has 79 local councils.

1.4.2 Local Government Victoria

LGV is a division of the Department of Transport, Planning and Local Infrastructure. It supports and advises the Minister for Local Government in administering the Local Government Act 1989. Part of its role is to provide advice and support to councils in relation to their roles and responsibilities under the Act, including such matters as governance, elections and resource management.

1.4.3 Municipal Association of Victoria

MAV is the peak body for Victoria's 79 councils and is governed by the Municipal Association Act 1907. The role of MAV includes advocating for local government interests, building the capacity of councils and providing guidance and support in a range of areas, including group procurement. MAV's latest strategic plan includes an objective of pursuing reforms that achieve whole-of-sector productivity gains. An action item against this is to 'improve regional collaboration through shared service opportunities identified, and support councils to develop their implementation plans.'

1.5 Previous audits

1.5.1 Organisational Sustainability of Small Councils, June 2013

This audit found that shared service initiatives identified at the councils was limited to the sharing of a component of an activity or service rather than the full delivery of a service. Specific shared service arrangements the councils were participating in included:

• back office functions—business improvement, ICT, payroll and procurement
• external services—aged care and disability, building services, child/family/youth services, environment, emergency management, health, libraries, roads and transport.

With some exceptions, such as libraries, these arrangements were not mature or undertaken on a large scale. As no evaluation of these arrangements had occurred, the extent to which savings and efficiencies were achieved was unknown. Therefore, it was not clear that sharing these services was improving the sustainability of these councils.

1.6 Audit objective and scope

The audit objective was to assess the effectiveness, efficiency and economy of shared service initiatives undertaken by local councils. The audit also sought to identify common barriers to the take-up and implementation of shared services by councils and how effectively these have been addressed, and to better understand the success factors and reasons for initiatives stalling. It also assessed support and guidance provided by LGV.

The audit focused on LGV and six local councils:

• Colac Otway Shire Council
• Hepburn Shire Council
• Hobsons Bay City Council
• Hume City Council
• Latrobe City Council
• Stonnington City Council.

The audit assessed whether selected councils' shared service initiatives:

• were soundly based and included identification of the expected costs and benefits
• had appropriate governance arrangements
• had effective project management practices in place to plan and implement initiatives
• had effective monitoring, evaluation and reporting, which demonstrated the achievement of intended objectives.

It also examined whether councils have been provided with appropriate support and guidance by LGV, in partnership with the local government sector, in developing, implementing and managing shared service initiatives.

A survey of Victoria's 79 councils was undertaken to establish baseline information on the nature and extent of shared services in the sector. In total, 58 of the 79 councils responded, representing a response rate of 73 per cent. This provides a sound basis for understanding the extent and nature of engagement with shared services in local government across Victoria.

A small number of initiatives were selected for further examination, based primarily on information from the audited councils involved.

1.7 Audit method and cost

The audit was conducted in accordance with section 15 of the Audit Act 1994 and Australian Auditing and Assurance Standards. Pursuant to section 20(3) of the Audit Act 1994, any persons named in this report are not the subject of adverse comment or opinion.

The cost of the audit was $420 000.

1.8 Structure of report

The report is structured as follows:

• Part 2 discusses shared service activity at local councils.
• Part 3 discusses the expected benefits and outcomes from shared services.
• Part 4 discusses support and guidance provided to local councils by Local Government Victoria.

2.1 Introduction

Shared services are one way that councils can potentially achieve greater efficiency in the delivery of services to the community and deal with cost pressures and other challenges. It is important that shared service initiatives are soundly based and have appropriate governance and project management arrangements.

Limited information on the nature and extent of shared services in the sector prompted the audit team to undertake a survey of the sector to capture the extent of participation in shared services. VAGO also obtained information from audited councils through the examination of selected initiatives.

2.2 Conclusion

Most Victorian councils undertake some form of shared services, although the use of shared services is evolving and relatively immature. Existing initiatives are primarily related to procurement or external services, such as library services, waste management and aged care.

While there is limited growth expected in external initiatives, there is likely to be continued growth in shared procurement and new shared services for back office functions, such as information management and information communications technology (ICT), payroll and human resources (HR). This indicates a significant shift in the use of shared services for the local government sector and is in contrast to the literature, which suggests that the first services usually subject to shared service arrangements are back office functions.

Local Government Victoria (LGV) should investigate the range of challenges and barriers councils face when undertaking shared services and encourage collaboration and knowledge-sharing.

The extent of work that underpins initiatives prior to their implementation varies and is generally appropriate, with larger initiatives having had feasibility studies undertaken and business plans developed prior to their implementation, compared to less formal and detailed work for smaller initiatives.

Governance arrangements are generally appropriate, with the most common being boards and a lead council or agency. Initiatives examined had a designated project manager to plan and implement initiatives, and these arrangements were viewed as effective by participating councils.

2.3 Shared services

2.3.1 Involvement in shared services

Ninety-one per cent of the 58 surveyed councils are currently involved in shared service initiatives, and 64 per cent reported they were either considering, or engaging in negotiations towards, a total of 86 future shared service initiatives.

The number of initiatives in which individual councils are currently involved varies widely. Some councils are participating in more than 20 or 30 initiatives, with the largest reported number being 42 and the average across councils being seven initiatives.

There was no evident relationship between the amount of shared services activity and either council size or location. Therefore, the key issues that determine whether or not a council engages in this activity are likely to be more local, and may relate more to the needs and the style, culture and leadership of the organisation.

Current and proposed future shared services cover a wide range of service areas, as shown in Figure 2A.

Figure 2A

Current and proposed future shared service areas of activity—survey responses

Source: Victorian Auditor-General's Office.

Current focus of shared services

Sixty-two per cent of initiatives are externally focused services to the community, such as library services, aged care services and waste collection, with over 25 per cent of current initiatives being procurement related, and the rest related to back office functions. Approximately a third of the shared procurement initiatives were ongoing, with a little over one in 10 being one-off procurement activities.

Current shared service activity is in contrast to the literature, which suggests that the first services that are usually subject to shared service arrangements are back office functions. The lack of activity in this area may be due to a range of reasons, such as perceived loss of autonomy and local control. This factor was identified as a major barrier to shared services and is discussed further later in this Part.

Most initiatives were partnerships with other Victorian councils — 81 per cent. Other common partnerships included:

• Victorian Government departments — 15 per cent
• Municipal Association of Victoria (MAV)— 10 per cent
• non-governmental organisations and non-profit organisations outside the public sector — 10 per cent.

Future shared service activity

The survey results indicate future expected growth in shared services is likely to focus more on back office functions, such as information management and ICT, finance, HR and legal and payroll functions, along with a continued increase in shared procurement. This reflects the activity at the audited councils, with most initiatives being externally focused and procurement related, and two of the audited councils either considering or engaging in negotiation towards back office shared services with neighbouring councils. Potential shared functions at these councils include accounts payable, payroll, rates, ICT, HR, local laws, compliance and disaster recovery.

Another reason for lack of shared service activity in back office functions is likely to be that existing external shared service arrangements have largely been needs driven, and related to external service delivery, or the result of initiatives led by third parties, such as MAV or LGV.

While sharing of back office functions is projected to increase, the growth of shared services in some external service delivery areas—for example, library services, aged care and waste collection—is expected to slow down. However, based on the survey results some growth is expected in the service delivery areas of disability, children and families, recreation and health. There may also be expansion into largely new areas of activity, such as animal management, construction and planning.

Figure 2B sets out a case study of two rural councils sharing a back office function. While this initiative was not subject to this audit, as an example it highlights that councils are undertaking these types of arrangements and expect significant potential benefits.

Figure 2B

Case study: Sharing of rates function—Indigo and Towong shire councils

Source: Victorian Auditor-General's Office, based on information provided by Towong Shire Council.

Costs and potential for back office shared services

We asked audited councils to provide the costs associated with back office functions and to identify which of their activities have shared service potential. Due to different organisational structures, not all audited councils have the same back office functions, and the size of councils and number of staff varies between councils. However, there are common functions across all audited councils. Figure 2C highlights the cost of back office functions and whether they are considered suitable for shared service activity across the six audited councils.

Figure 2C

Common back office functions at audited councils

Source: Victorian Auditor-General's Office based on information provided by audited councils.

There were varied views across the audited councils on which back office functions were suitable for shared services. One audited council raised concerns about loss of control of critical services and the management of priorities. Another council stated that its main concern with shared back office functions would be maintaining the council's quality of services. However, in general most councils expressed the view that the following back office functions would be suitable for shared service arrangements:

• payroll
• some accounting functions
• information services
• valuations
• human resources.

Some back office functions are considered unsuitable for shared service arrangements, including event and festival organisation, in-person service centres and council planning and capital planning, as they require local knowledge of communities, which presents a barrier to the implementation of shared service arrangements.

2.3.2 Drivers of adoption of shared services

Cost pressures and other challenges facing local government create an imperative for councils to identify opportunities to reduce expenditure and/or improve service delivery to ensure their long-term sustainability.

Surveyed councils indicated that the most common cost pressures and challenges were:

• increases in the cost of service delivery
• replacement or renewal of assets
• cost shifting by other levels of government
• population growth—a key issue for a minority of councils but of high importance when cited
• community expectations
• limited opportunities to raise revenue
• declining government grants
• the defined benefit superannuation funding call-in.

Councils identified a range of strategies that they had either considered or implemented to address cost pressures and other challenges, as shown in Figure 2D.

Figure 2D

Council strategies, considered or implemented, to address cost pressures and other challenges—survey results

Source: Victorian Auditor-General's Office.

While the main reasons councils pursued shared service initiatives were related to cost, and almost all councils cited some aspect of cost reduction or economies of scale as being part of their motivation to pursue shared services, issues of improving service quality and better community outcomes were almost as important as the financial imperatives. This aligns with the literature on shared services—that the best shared service initiatives focus not just on financial issues but also on service delivery outcomes.

Other important issues relate to the sharing of skills, expertise and best practice, and the enhancement of strategic partnerships with partners, as shown in Figure 2E.

Figure 2E

Reasons for councils undertaking shared services—survey results

Source: Victorian Auditor-General's Office.

The following comments by surveyed mayors reflect a recognition of the strategic importance, and the potential benefits, of working together:

• '…necessary for long-term sustainability.'
• 'Working together can make savings in service delivery costs.'
• 'We are a small rural city and we do not have the critical mass that provides viable access to services.'

Many comments revealed an enthusiasm for and a commitment to shared services:

• '…keen to partner with organisations that are enthusiastic and committed.'
• '…prepared to give a little for the good of the group.'

Commentary by surveyed mayors provided some further insights. A number of mayors indicated that they see potential in partnerships between dissimilar organisations—between larger and smaller, or urban and rural councils, and also between councils and organisations in other sectors.

2.3.3 Management of shared service initiatives

Planning and project management

The extent of work underpinning initiatives prior to their implementation varies, with larger initiatives having had feasibility studies undertaken and business plans developed prior to being implemented, compared to generally less formal and detailed work for smaller initiatives. The amount of work undertaken is generally appropriate for the size and financial investment.

Initiatives that we reviewed for this audit had a designated project manager for planning and implementation, including the coordination and dissemination of information to partners. Literature on shared services identifies having a designated project manager as an important factor in successful initiatives. Councils also indicated having dedicated resources for driving collaboration and shared service activities as being critical to their success.

Project management arrangements vary depending on the size and nature of the initiative. For instance, for a smaller initiative, it is appropriate that a council officer may take on this role, whereas a larger initiative may have a business manager. Initiatives led by LGV are generally managed either directly by LGV, a private contractor or MAV. Overall, audited councils reported that they found these arrangements to be effective.

Governance arrangements

There are a range of governance arrangements in place for shared service initiatives, and the majority of these are formal arrangements. In the survey, councils reported that the most common governance structures comprised of a board (35 per cent), lead council or agency (31 per cent) or a governing committee (17 per cent), while 10 per cent had no formal governance structure.

Governance arrangements of initiatives reviewed as part of this audit reflected the survey results, and were generally appropriate in relation to the scale and complexity of initiatives. They included complex multi-level structures overseen by boards, simpler committee structures and lead council arrangements.

The survey also revealed a range of management arrangements put in place for different initiatives. Management arrangements, alone or in combination, included:

• a formal joint agreement — 45 per cent
• memorandum of understanding — 20 per cent
• private company in which the council concerned and other partners are shareholders — 15 per cent
• agreement with MAV — around 15 per cent
• incorporated associations — 8 per cent
• tender process — 3 per cent
• agreement with Procurement Australia(a procurement company)— 2 per cent
• informal arrangement — 2 per cent.

The range of management arrangements reflects the varied nature of initiatives, with some involving the formation of companies and others a simple memorandum of understanding or the more straightforward process of undertaking shared procurement.

2.3.4 Challenges of establishing and implementing shared services

When considering whether or not to enter into or continue shared service activity, councils weigh up the benefits and challenges. There are a number of common challenges in establishing and implementing shared services and reasons that initiatives stall that need to be overcome. The challenges surveyed councils identified as most significant are shown in Figure 2F.

Figure 2F

Challenges of planning and implementing initiatives—survey results

Source: Victorian Auditor-General's Office.

In the survey, councils reported that the most significant challenge of engaging in shared service activity is a perceived loss of autonomy and local control, and comments by mayors also reflected this finding. This finding is supported by the shared services literature.

Some of our consultations with councils reflected this view. They raised concerns over which council would get priority in situations where issues arise, for example, within a particular back office service, such as in the case of a payroll malfunction. However, a range of views were expressed, with two councils either considering or engaging in negotiation towards back office shared services and one being concerned about the loss of autonomy and considering this to be a significant barrier. There are clearly differing views across the sector about the risks associated with shared services. Further work is required to examine how risks and challenges can be managed or overcome, and to which type of shared services they are most relevant.

Other key challenges included a lack of clarity about the benefits that would result from an initiative and concern about the resource commitments involved in establishing and maintaining an initiative. In connection to this last finding, comments from mayors also referred to the specific resourcing and cost burdens that fall on a council that acts as the lead agency, as well as the amount of responsibility and risk taken on.

One of the initiatives that we examined at Latrobe City Council, which illustrates the challenges that councils can encounter when they attempt to establish an initiative and how these may be dealt with, is shown in Figure 2G.

Figure 2G

Case study: Geographic Information System IntraMaps

Source: Victorian Auditor-General's Office based on information provided by Latrobe City Council.

When surveyed councils were asked what advice they would give to others on how they had addressed challenges related to shared services, the following key themes emerged:

• the need for cooperation, trust and accountability between partners
• the need for effective and regular communication between all partners
• the value of persistence, commitment and enthusiasm
• the importance of establishing clearly defined and measurable benefits.

While a lack of political will is reported as a challenge by only a minority of councils, it was considered a significant challenge. Some comments by mayors indicate a degree of caution around shared services. This suggests both that shared services are not considered the only solution to addressing the challenges that councils face and that shared services are not without significant difficulties or risks.

Comments included:

• 'The challenge of balancing perceived benefits with the perceived loss of local control and autonomy.'
• 'Loss of control over the outcome and employment.'
• 'The reporting requirements at each council (meant that) the decision-making process was slow.'

Reasons for initiatives not proceeding

Councils involved in shared services that have ceased to operate, or from which they have withdrawn, reported that the primary reason for initiatives ceasing was that they did not deliver the necessary or expected financial benefits. Those that reported they have engaged in planning or negotiation of initiatives that did not proceed to implementation indicated the primary reasons that shared service proposals did not progress were that the financial benefits were not sufficiently compelling, that other partners withdrew from the process and that start-up costs were too great.

Figure 2H is a case study of a shared service initiative that did not proceed past the planning and negotiations phase. It describes the main challenges reported by the two audited councils that were involved, Colac Otway Shire Council and Hepburn Shire Council.

Figure 2H

Shared Services Information Communications Technology Program

Source: Victorian Auditor-General's Office based on information from Local Government Victoria, Colac Otway and Hepburn Shire Councils.

2.3.5 Success factors in the delivery of initiatives

There are a number of factors involved in the successful delivery of shared service initiatives. Surveyed councils provided views on the importance of various factors, as shown in Figure 2I.

Figure 2I

Success factors in the delivery of initiatives—survey results

Note: Sample size was 56 councils except for questions regarding 'A shared commitment across all partners' and 'A dedicated resource to drive the process', where sample size was 51.

Source:Victorian Auditor-General's Office.

Surveyed councils indicated that support of the chief executive officer, senior staff and staff implementing the initiative is important to the success of shared services. A shared commitment and alignment of decision-making in relation to all partners are also very important.

Despite the finding that many councils were unable to quantify either expected or actual benefits, clarity about expected benefits was viewed as moderately important.

2.4 Future directions and opportunities

A significant number of councils report they are currently planning, negotiating or considering future shared service initiatives, suggesting there is considerable momentum towards the expansion of shared service activity, particularly in back office functions and procurement.

Given the anticipated growth in back office shared services, LGV should provide direction by identifying back office functions most suitable for shared services and the potential cost savings and other benefits that could result from these initiatives. It should also investigate key challenges of implementing shared services and identify strategies that can be used to address these challenges to further encourage the use and successful implementation of shared services.

Recommendations

That councils:

1. ensure future initiatives are soundly based, including clearly identifying expected benefits and costs and how they will be measured.

That the Department of Transport, Planning and Local Infrastructure:

2. identifies back office functions most suitable for shared services and the potential cost savings and other benefits that could result from these initiatives
3. investigates key challenges to implementing shared services, and identifies strategies that can be used to address these.

Effective processes for the monitoring, evaluation and reporting of outcomes of shared services are important for councils to assess the extent to which benefits have been realised and to drive continuous improvement.

3.2 Conclusion

Despite the significance of financial issues in driving shared service activity, the majority of councils still find it challenging to quantify the impact of shared services, both financially, and by other measures. Most councils appear unable to provide quantitative evidence of impact, and this is a significant weakness of current shared service activity in the state. A lack of baseline data and other information makes it difficult to quantify the full extent of both financial and non-financial benefits being realised by Victorian councils from shared services. The inability to measure or quantify impact may undermine otherwise effective partnerships, since without evidence of impact, those making financial or other resource contributions may either withdraw support from current initiatives or avoid committing to new ones.

Before embarking on new initiatives, councils should develop and implement effective monitoring, evaluation and reporting on shared services, including demonstrating the achievement of expected costs and benefits. It will be important for councils to receive support from Local Government Victoria to address this shortfall in management information.

3.3 Outcomes of shared services

In our survey of councils, the most commonly identified approaches to quantifying or measuring the resulting financial and non-financial benefits of implementation were:

• evaluation or review — 47 per cent
• cost analysis — 26 per cent
• satisfaction survey — 15 per cent.

It is concerning that for around a quarter of initiatives, councils reported they did not know how benefits would be measured, and for 5 per cent of initiatives, councils stated that benefits had yet to be measured or quantified.

Where a benefit was expected from an initiative, councils were asked to indicate whether the benefit had exceeded expectations or met expectations either fully, partly or not at all. As Figure 3A indicates, there was only modest variation in the achievement rates for each of these benefits. The most likely benefit to exceed or fully meet expectations was accessing skills or expertise not available in the organisation, which indicates the expectation most likely to be met is knowledge transfer.

Figure 3A

Extent to which expected benefits were achieved—survey results

Note: In each category 'n' is the proportion of initiatives for which the benefit was expected.

Source: Victorian Auditor-General's Office.

Councils surveyed were also asked to quantify the expected cost savings, and the cost savings achieved so far, for each initiative. Even though most councils identified cost savings as an expected benefit, they often could not quantify the expected cost saving, or the cost saving actually delivered. They were unable to set a benchmark for delivery, or measure whether this benchmark had been met. For example:

• In the case of 68 per cent of initiatives where cost savings were expected, councils could not quantify the level of expected benefits, and for 12 per cent of initiatives, answers other than a monetary figure were provided.
• In quantifying the cost savings realised so far through the implementation of an initiative, in the case of 71 per cent of initiatives, councils did not know, and for 12 per cent of initiatives, again gave an answer which was other than monetary.

Our assessment of the realised benefits for audited councils for a selection of their shared service initiatives was broadly consistent with the survey results. While councils could identify the expected benefits, they generally did not collect baseline data so that they could determine whether the introduction of a shared service arrangement had resulted in cost savings or improvements to service delivery.

Literature on shared services identifies that this is a common issue. For example, customer satisfaction surveys were identified by audited councils as a way of monitoring benefits, such as in relation to library services and delivered meals. However, the surveys only commenced after the introduction of shared services, so there is no baseline data pre-shared services for comparison purposes.

Figure 3B sets out the expected and achieved benefits as reported to us by the audited councils in relation to a selection of initiatives they are involved in. In a number of cases benefits were considered to have been achieved, but they could not always be reliably quantified. A lack of adequate baseline data was a common issue.

Figure 3B

Benefits expected and achieved by audited councils

Source: Victorian Auditor-General's Office, based on information from audited councils.

From the survey data, the most common financial and non-financial benefits expected from shared service initiatives by councils are shown in Figure 3C. The two most common were financial, being cost savings in the delivery of the service and economies of scale. The next four most common expected benefits are related to each other and also important, being better outcomes for the community, improvements in the efficiency of service delivery, improvements in the quality of service delivery, and greater responsiveness to community needs.

Around a fifth — 11 out of 58 — of surveyed councils reported cost savings ranging between $6 000 to $1.3 million in relation to shared service activity. While these figures have not been verified by audit, these findings point to the potential for cost savings. Most of the savings were from shared procurement arrangements, while others were from external service delivery, such as regional library corporations, waste management and immunisation services. Savings reported from initiatives included through sharing of council officers, such as a municipal building surveyor or an environmental officer. Almost half of all councils that identified cost savings were small shire councils, while inner metropolitan councils were the only council group that did not report savings.

Figure 3C

Expected financial and non-financial benefits—survey responses

Source: Victorian Auditor-General's Office.

The Local Government Association in the UK has developed a map of shared service activities throughout England, which provides the number of arrangements in each region and summary data on the financial benefits and reported savings, where available, over the previous three years. This demonstrates that it is possible to measure cost savings from shared service initiatives.

That councils:

4. develop and implement comprehensive monitoring, evaluation and reporting on shared services, supported by reliable baseline data and clear and measurable outcomes.

That the Department of Transport, Planning and Local Infrastructure:

5. assists councils to improve their monitoring, evaluation and reporting of financial and non-financial benefits of shared services.

4.1 Introduction

Local Government Victoria's (LGV) role includes supporting and advising the Minister for Local Government in administering the Local Government Act 1989. It is also responsible for overseeing, supporting, and encouraging local government and providing advice and support to councils in relation to their roles and responsibilities under the Act.

Providing councils with support and guidance to develop shared services is important to drive the take-up of shared services, share knowledge and better practices and realise the potential benefits across the sector.

4.2 Conclusion

LGV provides a range of support and guidance to the sector to encourage greater use of shared service initiatives, primarily in relation to shared procurement. This includes delivering programs that provide grant funding for councils to implement shared service initiatives, and developing and disseminating guidance and resources. These have been positive initiatives that have promoted collaboration among councils and demonstrated the benefits of shared services in several areas. There is an opportunity for LGV to build on its existing work to assist the sector to more fully realise the benefits of shared services.

Evaluations of LGV's more recent programs have improved. However, evaluations were not undertaken for earlier projects, so the opportunity to gather information that could inform future programs and the sector has been lost. LGV should continue to improve the evaluation of its programs and the collection and sharing of information.

Currently data on shared service activity in the sector is not collected to:

• assess trends
• demonstrate the costs and benefits of shared services
• assist in informing policy and program development
• target future activities and the development of appropriate support and guidance materials.

LGV should continue to focus its work on shared procurement activities and consider how the expected growth and change in direction to shared service activity for back office functions might impact its future policies and programs, and the support and guidance required by the local government sector.

4.3 Shared service programs

LGV has led the following shared service programs since 2007:

• Councils Reforming Business (CRB) program
• Local Government Reform Fund (LGRF) program
• Local Government Reform Strategy (LGRS).

4.3.1 Councils Reforming Business program

The $7.52 million CRB program ran from 2007 to 2011 and aimed to support councils to improve services and reduce costs and reduce red tape for businesses working with councils. This program was delivered in partnership with the Municipal Association of Victoria (MAV). It included $4.1 million funding for the Future of Local Government project, a partnership with the MAV that aimed to identify further ways councils could cut red tape to reduce the cost of doing business and identity opportunities for shared services.

Councils Reforming Business shared service projects

One of the CRB's five key priority areas was to encourage greater use of shared services. Projects were designed to help councils explore how they could save time, cut costs and improve services delivered to their communities.

Work undertaken as part of the Future of Local Government project identified shared services as a priority area for local government. The MAV worked in collaboration with mayors and council chief executive officers to identify key areas of local government business that would benefit from shared services. This work identified that in order to improve external service delivery to the community; the focus should be on transforming councils' internal or back office service delivery through council collaboration.

Core back office services that would benefit from shared service arrangements were identified, including:

• information and communications technology (ICT)
• procurement
• records and content management.

LGV provided $500 000 in funding to MAV in 2007–08 to test projects and determine their viability with stakeholders and then develop the recommended project proposals. Six shared service projects were subsequently provided funding totalling $885 000, including $400 000 for project development and management, under the CRB program in 2008–10. These projects were led by MAV, supported by LGV, and are shown in Figure 4A.

Figure 4A

Councils Reforming Business Program shared service projects

Note: Municipal Association of Victoria is currently working on a leaner version of the maternal and child health systems project and 65 councils have expressed interest.

Source: Victorian Auditor-General's Office based on information from Local Government Victoria and Municipal Association of Victoria.

Victorian Local Government Procurement Strategy

The Victorian Local Government Procurement Strategy was developed under the Procurement Excellence Program, a procurement reform initiative of the CRB program. The strategy was developed with the aim of improving council procurement practices and increasing council collaboration.

The strategy identified that Victoria's councils spent more than $2.7 billion on goods and services each year. This expenditure was largely on the procurement of goods and services in similar categories, regardless of the location and size of the council. The major areas of expenditure identified were:

• roads and associated infrastructure
• facilities, including building, construction and maintenance
• waste management
• plant and equipment.

The strategy identified that potential annual savings of $180 to $350 million were available to the sector through improved strategic procurement practices.

Research findings from this strategy supported the benefits available to local government through a collaborative approach to local government procurement, and LGV has appropriately focused on this area under its shared service programs.

Councils Reforming Business collaborative procurement projects

Grants for 13 projects totalling $830 000 were awarded in 2008, primarily focusing on collaborative procurement. The 13 completed projects encouraged councils to work together on a range of procurement projects and involved councils electing an area of potential collaboration and joining with councils in their region to develop the project. Some projects involved developing frameworks and models for future collaboration.

Three projects that involved councils participating in shared delivery of after-hours services or collaborative procurement are shown in Figure 4B, including key project outcomes.

Figure 4B

Councils Reforming Business collaborative procurement projects

Source: Victorian Auditor-General's Office based on information from Local Government Victoria—reported in Councils Reforming Business Program Report for 2008–10

Councils Reforming Business program evaluation

LGV commissioned an independent evaluation of CRB to measure the savings in regulatory costs to business and other entities that deal with local government, to identify outcomes and to recommend possible next steps for LGV. This was completed in October 2012 and was intended to cover all aspects of CRB, other than the Building Site Management project, which was still in progress. While potential savings of $180 to $350 million had been identified in the procurement strategy and some projects might have realised savings, no cost/benefit assessment was undertaken as part of the evaluation.

While the evaluation included the 13 collaborative procurement initiatives, there was no mention of the first six shared service initiatives. Evaluations of the 13 projects mainly consisted of reporting of project outcomes.

In 2010, LGV released a final report on the CRB program, which stated that all of the allocated funding had been expended. At the same time, it reported that the six original projects had not yet been completed, with some experiencing slight delays due to an opportunity to increase the scope of activity, and that MAV was continuing to collaborate with councils to develop business cases to implement the projects. MAV advised that three of the projects—shared service ICT program, maternal and child health systems and the front of house services project—had stalled. The status of the other three projects is shown in Figure 4A.

The conditions of the $500 000 funding LGV provided to MAV included the development of an evaluation framework for the first group of CRB projects, however, neither MAV nor LGV has provided evidence of an evaluation of these. Therefore the opportunity to capture lessons to inform future programs and the sector has been lost. In addition, significant funding has been expended with limited outcomes.

Knowledge gained by undertaking detailed reviews of all of the shared service projects funded under the CRB program could be applied by LGV to the development of future programs, used to inform appropriate support and guidance to councils, and shared with the sector to assist councils seeking to establish similar initiatives.

While one of the aims of the procurement strategy was to encourage collaboration throughout the sector, the evaluation found only very modest evidence of further collaboration between councils initiated outside of the program, and this was predominantly through regional networks.

However, LGV has established nine Regional Procurement Excellence Networks (RPEN) that operate across the state. Representatives from each council in a network work together to identify opportunities to collaborate and for further shared service procurement initiatives. LGV advised that these networks continue to operate and that it provided seed funding to Local Government Professionals—the peak organisation representing council officers—to form a Special Interest Procurement Group that includes representatives of each RPEN. This funding enabled the development of a local government procurement and contracting training course, which has been made available across the state.

4.3.2 Local Government Reform Fund program

The $1.6 million LGRF program, which ran from 2010 to 2012, built on the CRB program and aimed to assist councils to improve their financial and resource management capabilities and business practices. It was designed to deliver a broad range of outcomes, including:

• cost savings and process improvements that make a positive contribution to the financial viability of councils
• alignment with local government better practice processes
• investigation of alternate service delivery models and an improved understanding of the benefits of collaboration across Victorian local government
• delivery of lessons learnt to government and the sector to inform future policy making and planning
• capacity building of people and resources, particularly in regional and rural councils.

LGV developed four projects under the LGRF program, and all Victorian councils were invited to participate. Three of these projects encouraged collaboration, and 20 councils participated in these. These projects were fully funded by LGV and included project management, technical support and costs associated with backfilling council officer roles of those who were participating in the projects.

Completed projects saw councils collaborating on procurement in a range of areas, including bituminous road resealing, internal audit and undertaking best value service reviews, as shown in Figure 4C.

Figure 4C

Local Government Reform Fund collaborative procurement initiatives

Source: Victorian Auditor-General's Office based on information from Local Government Victoria—reported in Local Government Reform Fund (LGRF) Project Report–July 2012.

The three projects were completed in 2011–12 and evaluations prepared in July 2012. These evaluations documented outcomes, lessons, success factors, cost savings and other benefits, and recommendations. Feedback from participating councils through questionnaires and project acquittals informed the evaluations.

Limited information from these project evaluations is currently available on LGV's website, but it has the capacity to provide more detailed information on the lessons from these projects to improve knowledge sharing with the sector. While cost savings was one of the aims of the LGRF program, savings were only identified for the bituminous road reseal collaborative procurement initiative. However, LGV advised that one council had reported considerable cost savings from the building best value capacity project.

Local Government Reform Strategy

Since 2012, LGV has continued its reform program under the LGRS to deliver a range of initiatives, including in relation to collaborative procurement. Six projects were launched under the LGRS program in 2013, which are primarily focused on collaborative procurement. Thirty-one councils are participating.

LGV has developed a status report that sets out the expected outcomes of these projects, which includes details of any projected cost savings, standardised documentation and models that are transferable across the sector. These projects were awarded total grant funding of $400 000 and are shown in Figure 4D.

Figure 4D

Local Government Reform Strategy collaborative procurement initiatives

Source: Victorian Auditor-General's Office.

4.3.3 Long-term outcomes

The majority of the CRB, LGRF and LGRS shared service projects focus on one-off collaborative pilot procurement projects. These may be quicker and easier to scope and implement in comparison to ongoing shared service initiatives. LGV's approach is to undertake small pilot projects to encourage participation by the sector and gather information, rather than attempting large, ambitious initiatives that may pose a greater risk of failing. However, LGV has identified that the CRB program has not delivered 'cultural change' in the sector or outcomes that can be sustained over time. LGV is of the view that cultural change will be achieved by demonstrating the application of shared services and their benefits. This is a key part of driving change and contributing to a sustained long-term commitment to shared services by the sector.

4.3.4 Support and guidance for councils

LGV has developed better practice guidance and resources to assist in implementing shared procurement initiatives.

The following better practice guides support procurement:

• The Victorian Local Government Best Practice Procurement Guidelines (2013) include a small amount of guidance on collaborative procurement and use the LGRF's bituminous road reseal project as an example.
• Social Procurement: A Guide for Victorian Local Government (2010) is part of the CRB's Procurement Excellence Program. This guide is designed to encourage councils to produce positive social outcomes for their communities through the purchase of goods and services, such as generating local employment opportunities and reducing crime in the municipality. While it includes examples of collaborations on procurement between councils and agencies to achieve value for money—and includes an example of the shared service initiative, Community Chef, which is described as a social enterprise—it does not provide guidance on implementing and managing shared service projects.

LGV's Procurement eHub (eHub) is an outcome of one of the 13 CRB collaborative procurement projects, and is a collaboration between 14 metropolitan councils. It is a centralised procurement resource facility, which includes standardised documentation, templates, training opportunities, case studies, links and discussion boards. An aim of eHub is to enable councils to collaborate with one another, share information and conduct procurement projects. The website also aims to enable shared tendering.

A suite of templates developed through the bituminous road reseal project are available on LGV's website for use by the sector. These include tender documents and a strategic procurement plan that can be used for most procurement initiatives as a guiding document for a business case or implementation plan.

LGV provides the sector with progress updates of shared service projects under its programs through its fortnightly newsletter. LGV also provides support to councils in gaining the relevant ministerial approvals related to shared service initiatives.

LGV's programs encourage and support selected shared service projects, and there is guidance and resources to assist in implementing collaborative procurement initiatives. Nevertheless, there is limited formal support and guidance to assist councils to plan, implement and manage non-procurement related shared service projects or projects that councils wish to implement of their own initiative. However, LGV advises it also provides advice and support to councils seeking to explore shared service opportunities.

Survey results—support and guidance from LGV

Councils surveyed as part of the audit rated the assistance they received from LGV positively, with 61 per cent of councils rating it as good or very good.

More than 60 per cent of surveyed councils had participated in shared service initiatives through the CRB and the LGRF programs. Councils reported receiving several kinds of guidance and support from LGV, much of which would have been gained through participation in LGV's programs. Councils reported:

• 38 per cent had received advice
• 36 per cent had received written guidance
• 16 per cent had received seed funding
• 9 per cent had received support in gaining the relevant ministerial approvals
• 24 per cent had either not used LGV support or guidance or did not know whether or not they had received such support or guidance.

When asked to identify the support and guidance from LGV that would be most useful in the future, councils identified:

• seed funding — 63 per cent
• advice — 54 per cent
• written guidance — 48 per cent
• participation in programs and initiatives — 45 per cent
• support in gaining ministerial approvals — 29 cent.

These findings indicate that, in contrast to patterns of current engagement with LGV, in terms of future engagement councils are more interested in seed funding and advice. Although it is not surprising that many councils selected seed funding as a preferred form of support, many councils are seeking to establish their own shared service initiatives in the future and resources needed to establish or maintain arrangements were commonly identified as a barrier.

The survey revealed that 64 per cent of councils had also received support from organisations other than LGV in relation to shared service initiatives. These organisations included:

• MAV — 69 per cent
• Victorian Government departments — 22 per cent
• Procurement Australia (a procurement company) — 22 per cent
• Commonwealth Government departments — 11 per cent
• other councils — 17 per cent
• other sources — 14 per cent.

The support received from these organisations was varied, but comprised primarily of advice — 56 per cent, written guidance — 36 per cent, participation in shared service programs and initiatives — 36 per cent, and support in gaining the relevant ministerial approvals — 17 per cent.

This finding provides some indication of the involvement of other organisations and indicates that councils are seeking and receiving guidance and support from a broad range of sources.

4.3.5 Future directions in shared services

Given that the survey results suggest further growth in shared procurement and a shift toward an increasing number of shared service initiatives for back office functions, LGV should consider what impact this shift in focus might have on its existing and future policies and programs. It should target its support and guidance to reflect this potential change in activity focus and assist councils to maximise any potential benefits.

Specifically, it should examine opportunities for potential cost savings and other benefits to local government through sharing back office functions, such as payroll and human resources. This type of analysis would assist councils to identify areas where the greatest cost savings or other benefits could be achieved, address some of the key issues and barriers, and identify potential success factors.

LGV advised that its review of opportunities in the local government system to contain the costs identified in the Victorian Government's strategy, Securing Victoria's Economy: Planning, Building, Delivering, released in December 2012, is yet to commence. This review is intended to include consideration of the scope for greater sharing of back office functions. However, a time frame for completion has not been identified.

Given the potential growth in back office shared services, this review would be timely. It should investigate the specific services where the most gains could be made in sharing back office functions, the expected benefits, effective methods of measuring actual benefits and approaches to managing challenges and risks.

4.4 Trend data on shared service activity

Data on shared service activity by Victoria's councils is not currently collected or reported. There is therefore limited information on the nature and extent of shared services in the sector. It was this information gap that prompted VAGO to undertake a survey of the sector to capture the extent of participation in shared services.

Gathering data on shared service activity in the sector on an ongoing basis would allow LGV to better understand trends. In other jurisdictions, such as the United Kingdom, trend data about shared services in the local government sector is publicly available, and includes the number or councils sharing services, the number of arrangements, the types of shared services and the financial benefits realised to date.

Collection and dissemination of sector trend information may inform policy development, targeting of future program areas and the development of other support and guidance materials. It may also support sharing of information with the sector, thereby providing councils with a better understanding of the area, including how to:

• identify challenges, success factors and opportunities for cost savings
• improve service delivery
• realise other benefits from adopting shared services.

Recommendations

That the Department of Transport, Planning and Local Infrastructure:

1. continues to improve the evaluation of its shared service programs to gain knowledge to share with the sector and inform the development of future programs
2. develops better practice guidance and templates to assist councils to plan, implement and manage their own shared service initiatives, including with a focus on likely new areas of shared service activity, such as back office functions
3. gathers data on existing shared services in the sector to assess trends, inform the sector and guide the development of future programs and guidance and support
4. reviews the scope for greater sharing of back office functions, including identifying functions most appropriate for shared services, potential cost savings and other benefits, and key barriers and risks.

RESPONSE provided by the Executive Director, Local Government Victoria for the Secretary, Department of Transport, Planning and Local Infrastructure

RESPONSE provided by the Executive Director, Local Government Victoria for the Secretary, Department of Transport, Planning and Local Infrastructure – continued

RESPONSE provided by the Chief Executive Officer, Colac Otway Shire Council

RESPONSE provided by the Chief Executive Officer, Colac Otway Shire Council – continued

RESPONSE provided by the Chief Executive Officer, Hepburn Shire Council

RESPONSE provided by the Chief Executive Officer, Hepburn Shire Council – continued

RESPONSE provided by the Chief Executive Officer, Hepburn Shire Council – continued

RESPONSE provided by the Chief Executive Officer, Hobsons Bay City Council

RESPONSE provided by the Chief Executive Officer, Hume City Council

RESPONSE provided by the Chief Executive Officer, Hume City Council – continued

RESPONSE provided by the Mayor, Latrobe City Council – continued

RESPONSE provided by the Mayor, Latrobe City Council – continued

RESPONSE provided by the Mayor, Latrobe City Council – continued

RESPONSE provided by the Chief Executive Officer, Stonnington City Council