Noelene Duff has been CEO of the City of Whitehorse since 2000, and it’s a leadership role she continues to find fascinating, ever- changing and satisfying. Noelene is a strong supporter of women’s participation, and was a National Ambassador for the National Year of Women in Local Government in 2010.
There are days when I say to myself that I have the best job. I manage one of the largest metropolitan councils in Victoria, am responsible for close to $2 billion of assets on behalf of a diverse, multicultural community and I work with a great team of dedicated, professional people, both staff and councillors.
Councillors will need to gain a working knowledge of their council budget very early in their term. Depending on your financial knowledge, this will require an investment of time on your part. Some early reading will give you a head start – browse through the front section (the descriptive section before the numbers) of the last annual report and budget documents for an overview of your council and how it supports your community. Induction briefings from the executive of the council will include all the basics and will explain the current financial status of the council. If there are concerns about the financial status of your city, then time, and explanation of the balance sheet and financial ratios will provide you with a high level view of its financial performance.
The budget is the means to delivering the service and capital priorities and year one of the council term provides an excellent framework through the Council Plan process to do just that. Do you have a clear picture of what your city needs to provide? – Look at the evidence from community feedback, if necessary, then further community consultations will provide this input and lead to the framework for the plan. Next you need to know what resources you require to achieve the goals set out in the plan, i.e. the budget.
No doubt there will be many more wants and needs than you can resource, so a process of prioritising will be required. It is a complex process and you should be asking questions and reviewing information. If you are a “not very financial” person, ask for information in a visual format that is accessible to you and ask for one-on-one briefings until you understand. You will gain confidence in the information and your knowledge will grow through this learning exercise.
You may find that other councillors have a higher financial knowledge and you can draw on their understanding as well. Every year presents different challenges in council and changing requirements from other authorities and the Victorian Government. Rest assured it will become an easier process as your knowledge grows, you ask more questions and really gain a solid working knowledge of your council’s budget.
When I commenced in my current role as CEO in 2000 there were 11 women CEO’s; today there are only 13! It remains a similar scenario for women councillors, with only marginal improvements in the past decade, as well as some low points. Why this is the case is a question I often ponder. As a National Ambassador for the Year of Women in Local Government, I was able to explore this question in a bit more detail. I didn’t have a “light bulb” moment, but what I did learn is that women are less likely to put their hand up if they assess their capability as not being “up to scratch”. It is incumbent on women in leadership roles to encourage, cajole, and sometimes force other women to “have a go”.
We need to continue to assess the reasons why the number of women in local government at a senior level and amongst councillors is not improving as fast as it should be. We all have a lot to offer! It is cold comfort to know that we still compare pretty well to the private sector and when considering the limited improvement of the number of women on boards.
There are always stray bullets in local government, so it is vital to ensure that you are ahead of the game, anticipate the play and work in a preventative manner to avoid them. There are times that we all feel that we have hit a barrier, but that will often mean that we need to push harder! I think it is vital that women do feel that they can express themselves in the workplace and feel safe, valued and offered opportunities to grow and develop. However, we also need to grab the opportunities in front of us and sometimes take some risks. I have found that sometimes in taking that risk that it has pushed me to learn and challenge myself even more. I don’t feel bruised as I have had fantastic career opportunities and I work in a very supportive environment.
The bigger picture of all this is that local government is frequently the glue that makes local areas work. We are sometimes unfairly judged by our communities because we are so accessible and provide such a diverse range of services. However I do believe that we are a very hard working sector, contributing on a daily basis to developing strong, healthy communities and should be better recognised for this. I think we are generally too shy to “blow our own trumpet”, but there is much to celebrate and we need to improve our promotion of the positive contribution that we collectively make. For example, we would not have Olympic heroes if they had not been able to join the local team and use the facilities that are provided. There are plenty of heroes amongst the local government community and perhaps we need to celebrate their contribution more often that we do!!