TOOL 1: Sustaining action on ageing
This tool is a checklist designed for you, as champions and change agents, to maximise the
development of an integrated, whole-of-council approach to population ageing by reviewing
key success factors and barriers to success.
Issue
Success factors
Barriers to success
Adoption of an
integrated, whole-ofcouncil approach
 Positive ageing agenda reflecting change in
attitudes towards ageing
 Ageing links into corporate and/or management
plan
 Whole-of-council response to population ageing
including integrated operational frameworks
between different departments.
 Human service focus with no commitment to
‘positive ageing’
 Ageing not clearly integrated in corporate and/or
management plan
 Bureaucracy prevents responsiveness to population
ageing issues
Support provided by
the Australian
Government and/or
state and territory
governments.
 Leadership on population ageing issues by
Australian governments
 Australian Government and/or state and territory
government ageing/seniors program
 Development of partnerships between local
government and other spheres of government
 Inadequate finance (one off ageing grants and
limited timescale) from Australian Government
and/or state and territory governments for ageing
projects
 Mixed messages from other spheres of government
on ageing/seniors priorities for councils
 Lack of 'joined-upness' in other governments on
ageing
 Cost shifting - the transfer of more and more
unfunded tasks to councils.
Local government
leadership
 Ageing incorporated into political agenda
 Effective senior management lead on ageing
issues
 Interested Chief Executive
 Absence of, or isolated, political lead on ageing
 Resistant Chief Executive and/or Management Team
Allocation of ageing
specific resources
(both finances and
staff)
 Full time Positive Ageing (community
development) officer
 Support provided to the council officer by an
internal and/or external network of champions
 Council and partners provide funds to 'oil the
wheels'
 Grant funding attracted for ageing strategy
initiatives and projects
 Mainstream resources influenced
 Ageing responsibilities on top of the 'day job' of a
council officer with no support
 Insufficient enabling skills among council staff
 No 'pump priming' money for ageing strategy as
often view as ‘icing on the cake’
 Unsuccessful applications for grants to fund ageing
strategy initiatives and projects
 Cuts climate in council
Engagement of
seniors and seniors
organisations
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
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 Difficulty in engaging seniors, particularly from silent
majority, CALD and/or isolated/housebound people
 Individual seniors act as 'gatekeepers'
 Organisational barriers particularly transport, location
and costs
 Raises expectations by council will respond to all
issues
Development of value
adding partnerships
with a range of
stakeholders
 All relevant agencies on Ageing Project Steering
Group
 All partners feel they have equal opportunity to
contribute to ageing strategy
 Inclusive enabling Chair
 Jointly agreed vision and strategy for ageing
 Clear decision making processes
 Representatives act as champions of ageing
 Ageing links into all council departments
 Partners see benefits for ageing community
Inclusive, autonomous seniors organisations(s)
Umbrella seniors community forum
Seniors representative on Project Steering Group
Opportunities for active citizenship by seniors
Core of enthusiastic seniors as catalysts and/or
champions
 Ageing Project Steering Group seen as a council
organisation
 Lack of ownership of the ageing strategy and its
implementation from key partners
 Lack of clarity on roles and responsibilities of the
Ageing Project Steering Committee
 Partnership representatives without authority
 Distrust and competition between partners
 Marginalisation of seniors