Reframing the role of Australian mayors: an update and rejoinder to Grant,Dollery and Kortt (2016)

Recent moves for local government reform in several states of Australia have focused in part on a perceived need for more effective civic leadership, and in particular the role of mayors. Proposed legislation in New South Wales and Victoria would expand the responsibilities of mayors in several areas, such as community engagement, partnerships with key stakeholders, strategic planning and providing guidance to the chief executive officer. In 2012 the Australian Centre of Excellence for Local Government (ACELG) published a discussion paper that canvassed these issues as well as the way in which mayors are elected. That paper elicited a strongly adverse critique by Grant, Dollery and Kortt, now published as an article in this issue of Local Government Studies. Regrettably their critique failed to offer a constructive contribution to the debate sought by ACELG, and the article contains a number of significant errors and misleading statements that demand a response.     

Public Philanthropic Partnerships: The Changing Nature of Government/Foundation Relationships in the US

Relationships between foundations and the government in the United States have long been difficult with government attitudes ranging from hostile to at best indifferent in the past. American foundations have long claimed innovation as a distinctive function to perform in society in order to preserve their legitimacy. One hundred years after the rise of the large-scale American philanthropic foundation, however, the relationships between foundations and government have come into flux. Between demands from fiscally-strapped local governments and a new openness of state and federal governments to develop collaborative relationships, a variety of public-philanthropic partnerships have emerged that question the traditional roles and distribution of labor between philanthropy and the state. This article traces the historical development of the government/foundation relationship and discusses its changing nature using recession-induced ad hoc partnerships, the emergence of foundation liaison offices, and the Obama Administration’s Social Innovation Fund and Investing in Innovation program as examples.