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Please use this identifier to cite or link to this item: https://hdl.handle.net/1959.11/15733
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dc.contributor.authorDollery, Brian Een
dc.contributor.authorKortt, Michael Aen
dc.contributor.authorCrase, Linen
dc.date.accessioned2014-09-24T10:36:00Z-
dc.date.issued2014-
dc.identifier.citationInternational Journal of Public Administration, 37(11), p. 747-755en
dc.identifier.issn0190-0692en
dc.identifier.issn1532-4265en
dc.identifier.urihttps://hdl.handle.net/1959.11/15733-
dc.description.abstractIn its 'Better, Stronger Local Government', the Independent Local Government Review Panel (2012a, 2012b) advanced several claims regarding the performance of New South Wales (NSW) local government, including the supposed need for additional "sub-council" governance structures. This article argues that there is no need to "reinvent the wheel" in NSW local government by introducing additional "sub-council" structures since existing regulation already enables local authorities to engage in local co-governance. Using the example of the Lake Macquarie City Council ("LakeMac") "delegation model", the article shows that LakeMac has been successful in its endeavors to engage widespread community participation in co-governance to manage council facilities.en
dc.languageenen
dc.publisherTaylor & Francis Incen
dc.relation.ispartofInternational Journal of Public Administrationen
dc.titleCommunity Council Cooperation: The Lake Macquarie City Council Co-Governance Delegation Modelen
dc.typeJournal Articleen
dc.identifier.doi10.1080/01900692.2014.903274en
dc.subject.keywordsPublic Administrationen
local.contributor.firstnameBrian Een
local.contributor.firstnameMichael Aen
local.contributor.firstnameLinen
local.subject.for2008160509 Public Administrationen
local.subject.seo2008940204 Public Services Policy Advice and Analysisen
local.profile.schoolUNE Business Schoolen
local.profile.schoolUNE Business Schoolen
local.profile.schoolEconomicsen
local.profile.emailbdollery@une.edu.auen
local.profile.emailmkortt3@une.edu.auen
local.output.categoryC1en
local.record.placeauen
local.record.institutionUniversity of New Englanden
local.identifier.epublicationsrecordune-20140922-123514en
local.publisher.placeUnited States of Americaen
local.format.startpage747en
local.format.endpage755en
local.identifier.scopusid84906542572en
local.peerreviewedYesen
local.identifier.volume37en
local.identifier.issue11en
local.title.subtitleThe Lake Macquarie City Council Co-Governance Delegation Modelen
local.contributor.lastnameDolleryen
local.contributor.lastnameKortten
local.contributor.lastnameCraseen
dc.identifier.staffune-id:bdolleryen
dc.identifier.staffune-id:mkortt3en
local.profile.roleauthoren
local.profile.roleauthoren
local.profile.roleauthoren
local.identifier.unepublicationidune:15970en
local.identifier.handlehttps://hdl.handle.net/1959.11/15733en
dc.identifier.academiclevelAcademicen
dc.identifier.academiclevelAcademicen
local.title.maintitleCommunity Council Cooperationen
local.output.categorydescriptionC1 Refereed Article in a Scholarly Journalen
local.search.authorDollery, Brian Een
local.search.authorKortt, Michael Aen
local.search.authorCrase, Linen
local.uneassociationUnknownen
local.year.published2014en
local.subject.for2020440708 Public administrationen
local.subject.seo2020230204 Public services policy advice and analysisen
Appears in Collections:Journal Article
UNE Business School
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