Local Government Professionals six-monthly magazine
Summer 2020
Conference guide
Taking it to the streets
This year's winners
Local Government's most important dates
How Councils quickly adapted to COVID normal dining
Meet the teams behind our Annual Awards for Excellence
YOUR NEW LGPRO BOARD
Bruce Dobson Boroondara City Council
Chris Leivers
Gail Gatt
Yarra City Council
Latrobe City Council
Jaime Chubb Rural City of Wangaratta
Jen Bednar
Kerryn Ellis
Casey City Council
South Gippsland Shire Council
Liana Thompson Northern Grampians Shire Council
Michael Tudball
Sue Wilkinson
Southern Grampians Shire Council
Darebin City Council
Sally Jones Moorabool Shire Council
CONTENTS
6-9 LGPro Annual Conference 2021 Expert speakers, engaging workshops‌ next year's virtual conference in detail.
11-13 Streets ahead How Local Government quickly adapted to new outdoor dining rules. Profile is published by Local Government Professionals (Inc)
14-17 Festivals in focus How the arts and festivals have flourished online.
LGPro, Level 3/58 Lorimer Street Docklands 3008 Ph: (03) 9268 6400 Email: info@lgpro.com Website: www.lgpro.com DEADLINES
18 Meet the Minister Take five minutes with Shaun Leane, new Local Government Minister.
21 Using their mo-ment Inside a gender disrupting display of facial hair designed to shake things up.
The deadline for the Winter edition of Profile is 28 May 2021. The magazine will be circulated in June 2021. CONTRIBUTIONS Story ideas and photographs are always welcome. Contact info@lgpro.com ADVERTISING For information or to book advertising in Profile, contact info@lgpro.com CREDITS
22 Ripe for change
Publisher: LGPro (03) 9268 6400
A CEO explains how we can shape a better future for our communities.
Graphic Design: ADW Design Australia www.adwdesign.com.au
31 Corporate Directory Your guide to the companies and organisations supporting our sector.
Above: Young Achiever of the year, Kate James of Banyule City Council. Read more on page 54.
Connect with us at
LGProVIC PROFILE SUMMER 2020
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A MESSAGE FROM OUR PRESIDENT LGPro belongs to you, our Local Government employees. We are here to serve the thousands of you working in the sector, from garden maintenance workers to chief executive officers. We work to advance your professionalism, reputation and support the state’s 79 Local Government Areas. This year we all faced difficult circumstances and no one
This year LGPro’s advocacy program focused on Gender
working in Local Government was immune. I can’t think
Equality and we embarked on a body of work to advocate
of an area of my Council, Northern Grampians Shire,
for better representation and advancement of women in
that wasn’t affected.
senior roles. This aligns with diversity requirements of the
For LGPro, the changing conditions meant we’ve had to adapt by moving our professional development offerings
There has also been legislative change this year with
online and for the first time provide a virtual Women’s
the introduction of the Local Government Act 2020.
Conference. A silver lining for those of us in regional areas
LGPro contributed to the State Government’s consultation
is that these programs have never been more affordable
process, representing our sector’s views to the Minister
and accessible.
and Department.
As ever, our sector quickly adapted to the changing
As we look forward to what will undoubtedly be a different
circumstances and was supremely nimble.
Christmas, I would like to thank my fellow Board members
With Councils deemed ineligible for the Federal Government’s JobKeeper support program, some lost their jobs or have not had contracts renewed. But thanks to resourceful thinking, many Council workers were redeployed to other roles to minimise job losses. In this issue of Profile, we include some of these innovative
for their support and assistance with an ambitious agenda for the past 12 months. I also want to welcome our newly elected board who begin their roles this month. Keep well and stay healthy, LIANA THOMPSON,
ideas borne out of tough times. We also share the insights
PRESIDENT, LOCAL GOVERNMENT PROFESSIONALS VICTORIA,
of some of our finest leaders, as we look to the future
CEO NORTHERN GRAMPIANS SHIRE
and hopefully a brighter 2021.
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new Local Government Act 2020 and will continue next year.
PROFILE SUMMER 2020
A MESSAGE FROM OUR CEO The Financial Year began promisingly enough with LGPro planning a full roster of annual events and conferences, refreshed professional development offerings and plans for our sector awards. Fortunately, we delivered most of these key events including the Annual Conference and Awards, before a worldwide pandemic changed everyone’s lives forever. We are the foremost member organisation for council
This year we’ve all had to adapt to a seemingly endless
staff and we keep your professional wishes and needs
onslaught of changes. Changes to how we work,
uppermost in our work and projects. We assist people in
communicate and for LGPro, how we deliver to our
their professional life while seeking and listening to feedback
members. LGPro continues to function as a lean
at every opportunity, after every training course, event, and
organisation with just a few staff and ambitious goals.
program. This way our roster of professional development, webinars and training constantly evolves to meet the sector’s needs, even with the most stringent lockdown measures in place.
As a not-for-profit member organisation, LGPro enjoys strong support from members and from a growing list of Corporate Partners who continue to be a source of information and resources for you, our LGPro community.
LGPro continues to be strongly supported by our 1200
You’ll find out more about them in the directory included
individual members and all 79 council members. We remain
in the middle pages of this magazine.
a strong voice for the sector, representing our members’ views wherever relevant, including this year with the
Thank you for continuing to support LGPro.
State Government’s introduction of the Local Government
CHRIS EDDY,
Act 2020.
INTERIM CEO, LOCAL GOVERNMENT PROFESSIONALS VICTORIA
LGPro had a seat at the table throughout the consultation and implementation stages to date. The Act provides for less prescription about how programs are delivered and much greater freedom for councils to deliver services in ways that suit their local needs.
PROFILE SUMMER 2020
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2021 ANNUAL CO Our Annual Conference is the largest specialist Local Government conference in Australia. It provides an opportunity to look at what the future holds for Local Government. After a global pandemic has changed the world forever, this year’s theme is “Evolution…no going back”. The conference, presented in virtual format, is about embracing a refreshed future and moving on from a tumultuous time. We’ve gathered top leaders and forward thinkers from Local Government and beyond to discuss opportunities for advancing the sector. We’ve got some dynamic and respected speakers presenting thought-provoking sessions and discussions. Delivery will be in a variety of formats, including presentations with opportunities for questions and panel conversations. There are 12 interactive workshops, seven presentations from speakers across the globe, two round table discussions, the 2020 Emerging Leaders presentation and ‘Short Talk’ presentations. So, it will never be dull! This virtual conference allows delegates access to the complete program, no matter where you live. This also means you can review and watch back at your leisure – with over 20 hours of content more available at no extra cost.
CONCURRENT WORKSHOPS Tuesday 23 February, Wednesday 24 February and Thursday 25 February 2021.
NEW DEMOCRACY RE-IMAGINING WORKPLACES WITHOUT BORDERS – PEER OVER THE MUNICIPALITY FENCE – WHAT OTHER LGA’S ARE DOING AROUND THE GLOBE ILLUMINATING CAREER AND LEADERSHIP 6
PROFILE SUMMER 2020
WORKSHOP STREAM SPONSOR
CONFERENCE KEYNOTE SPEAKERS BERNARD SALT AM Bernard Salt is widely regarded as one of Australia’s leading social commentators by business, the media and the broader community. Bernard heads The Demographics Group which provides specialist advice on demographic, consumer and social trends for business. Prior to that Bernard founded KPMG Demographics. Bernard is one of the most in-demand speakers on the Australian corporate speaking circuit and has been so for more than a decade. He is also responsible for popularising the phrase “smashed avocado” globally. Bernard is a twice-weekly columnist with The Australian newspaper. He was awarded the Member of the Order of Australia (AM) in the 2017 Australia Day honours.
FELICITY WARD Grown from a carob pod in a sunny, Central Coast national park, Felicity Ward is a multi-award winning comedian, actor and writer who has toured her award-winning, sell-out shows across the world, winning hearts of audiences and critics everywhere she goes. Following the success of her 2014 ABC documentary, Felicity’s Mental Mission, Felicity was handpicked by the BBC in 2015 as one of the new faces of UK comedy starring in her own Live From The BBC special – the only Australian selected to be part of this new comedy series. She is a regular face on many other international TV shows and has been nominated in Australia for Best Comedy at Melbourne International Comedy Festival, Adelaide Fringe Festival, and won Best Australian Act at Perth Comedy Festival, and Sydney Comedy Festival, twice. Felicity taped her first Live At The Apollo Special and smashed through a sold out Edinburgh Fringe Festival season in her brand new show ‘Felicity Ward: Busting a Nut’. The show was nominated for the most prestigious comedy award there is: Best Comedy at Edinburgh Fringe Festival. In 2019, Felicity returned to Australia to tour ‘Felicity Ward: Busting a Nut’. In short: she goes alright.
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CONFERENCE H PANEL DISCUSSION How does the role of commissioners intersect with Local Government? How does Local Government fit in the pursuit of advancing these issues? How can Councils play a more meaningful role in advancing these agendas? Join our panellists Dr Niki Vincent, Public Sector Gender Equity Commissioner, Adam Fennessy, Victorian Public sector Commissioner and Ro Allen, Victorian Commissioner for Gender and Sexuality to explore these questions and meet these exceptional leaders.
PRESENTATIONS Far from the everyday, our dynamic speakers will each bring their unique perspectives and experience to the conference.
PROFESSOR SOHAIL INAYATULLAH Sohail is a political scientist/futurist at Tamkang University, Taipei, an Associate at Melbourne Business School; the University of Melbourne; a researcher at Metafuture.org. He has authored and co-edited twenty-five books an his articles have been translated into a variety of languages.
DR JEN FRAHM Dr Jen Frahm is a global expert on organisational change and transformation and an executive coach. Jen is a tamer of ambiguity, speaker of truths and solver of problems. A sought-after speaker she is known for being at the frontier of business agility.
BARRY QUIRK
Barry has been one of the UK’s leading public sector managers for over two decades. He combines a core role as a chief executive in London Local Government with a portfolio of academic, international and commercial work. Barry brings clarity of thinking, insight and humour to the serious business of building good government and reforming public services.
ALEXANDRA GARTMANN Alexandra is the CEO Rural Bank and Group Executive Partnerships, Marketing and Corporate Affairs. In addition to her role at the Bank, Alexandra is a member of the Prime Minister’s Community Business Partnership, a Trustee of the Helen Macpherson Smith Trust and Director of the Australian Farm Institute.
WALLACE JIN Wallace is a doctor at the Royal Melbourne Hospital with a passion for healthcare, social impact, and systems-level change. Wallace was recognised as the 2020 Victorian Young Achiever of the Year and as a recipient of the 2019 Rotary Youth Leadership Award.
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PROFILE SUMMER 2020
HIGHLIGHTS VIRTUAL ROUND TABLE CONVERSATIONS
PETER MARES Peter is the Lead Moderator of Cranlana Centre for Ethical Leadership. Peter has a background in journalism and public policy research and worked as a broadcaster with the ABC.
LISA SMITH AND JASON CLARKE – MINDS AT WORK Lisa is a professional thinker dedicated to helping people unlock their innate creativity and to empower them to think differently – for themselves. Jason’s helped people ‘think again’ since the end of the last century, working with clients across Australia in virtually every industry and government sector on issues ranging from creativity and trouble shooting to culture change and leadership.
2021 ANNUAL CONFERENCE AWARDS DINNER 6PM, THURSDAY 25 FEBRUARY 2021 This year the Awards Dinner featuring the presentation of the 2021 Awards for Excellence will be held in both in-person and virtually. The virtual awards ceremony will be streamed on Thursday 25 February at 6pm and delegates attending the virtual ceremony will have the option of having a meal delivered to their door (details will be made available soon). The virtual Annual Conference ticket price includes access to the virtual awards ceremony. It also includes access to the after-party chat sessions with award winners where they will share further details and learnings about their initiatives as well as invite questions from delegates.
REGISTRATION Registration can be only be completed online at www.lgpro.com by clicking here.
PRINCIPAL SPONSOR LGPro thanks McArthur for their support of the 2021 Annual Conference.
PROFILE SUMMER 2020
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PROFILE SUMMER 2020
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WINING AND DINING SAFELY OUTDOORS After months of offering only takeaway and delivery services, Victoria’s hospitality sector – and Local Government areas – geared up for re-opening with footpaths and car parking spaces being transformed for summer and extended outdoor dining. Increased outdoor dining and installation of “parklets” meant the state’s cafes and restaurants could be COVID safe while adding to their seating capacity. As restrictions looked set to ease in September and October, Councils stepped up their capacity to approve applications, with most establishing dedicated teams to fast track the process and waiving application fees. Introducing parklets – popularised in San Francisco – meant Councils began setting up protective bollards, planters and barriers at fashionable dining areas. City of Melbourne CEO Justin Hanney said there were hundreds of outdoor dining applications in a few weeks, or the equivalent of four years' worth of applications in normal times. “Our expanded team has assessed all applications received and will continue to take a proactive approach to every opportunity to turn Melbourne back on." "This is all about working with businesses to find creative ways to enjoy our famous food and wine culture both indoors and outside. We can't wait to welcome people back to our cafes, restaurants and bars again as much-loved parts of Melbourne,” Mr Hanney said.
At another popular eating area, all 1200 local dining venues applied for outdoor extensions or Parklets at the City of Yarra. The Council introduced special concrete bollards with coloured material covers to help keep customers safe while dining outside. In Wyndham, Mayor Josh Gilligan said the parklets were designed to offer outdoor options for diners as well as provide increased space and opportunity for customers in the transition back to normal business. “The parklets occupy previous car spaces that are not being used as frequently
The State Government established a $53 million Outdoor
due to many residents still working from home rather than
Eating and Entertainment Package to support outdoor dining,
returning to their workplace,” he said.
with more than $1 million supporting initiatives through the City of Melbourne and Government's Melbourne City Recovery Fund.
“This will not only give food outlets a financial lift, but it will increase the morale of the entire street to see people enjoying our city centres again.”
Bottom images supplied by Maribyrnong and Hobsons Bay councils.
PROFILE SUMMER 2020
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TAKING DINING TO THE STREETS Port Phillip Council worked closely with businesses and trader groups to ensure as many temporary outdoor dining sites as possible were ready to take orders when COVID-19 restrictions eased in late October. Footpaths and parking bays across the municipality took
"Facilitating outdoor dining under our Live Love Local
on a festive flavour as traders transformed public spaces
campaign by granting extended footpath trading or turning
into enticing outdoor dining areas.
parking bays into business parklets is just one of the ways
Railway Club Hotel owner Jonathan Woolley aimed to accommodate more diners at his popular Port Melbourne steak restaurant, after being closed for much of the year. As COVID-19 safety rules reduced the number of tables he could put on the footpath or make available for inside, Mr Woolley placed several outdoor dining pods on four parking bays outside the hotel. "I can seat 42 diners in the pods and eight on the footpath which means I can achieve the outdoor maximum of 50
we are helping traders make the most of the hugely important summer trading season," Mr Smith said. By late October, there were 67 extended footpath trading applications – plus 39 outdoor dining extensions – with an average turnaround of five days. Business parklets attracted 85 applications. The Council has so far provided $240,000 in footpath trading rebates to traders for the last quarter of 2019 and waived $300,000 in footpath trading fees for July to December 2020.
for my premises. So this will make a big difference when we play catch-up after being closed for so long. It's a real game-changer – we're a viable business again." Mr Woolley said he appreciated Port Phillip’s assistance, which included swiftly assessing his application and providing a permit at no cost. "They understood what I wanted to achieve and helped me to get ready to reopen. We can't wait to welcome everyone back." City of Port Phillip CEO Peter Smith said the Council was keen for local traders, hard-hit by the pandemic, to have a safe and successful summer.
Image supplied by Port Phillip Council.
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PROFILE SUMMER 2020
STATE STEPS UP APPROVALS The Victorian Government helped pave the way for increased outdoor dining by streamlining planning approvals and fast-tracking liquor licence approvals. Planning Minister Richard Wynne said in October that pubs, restaurants, cafes and other food and drink venues could use existing outdoor spaces, as well as nearby parks and public land to accommodate and serve patrons without needing a permit. The exemptions allowed venues to capitalise on nearby streets, footpaths and carparks to add to their capacity while restrictions reduced patron numbers inside. Melbourne hospitality businesses reopened on 1 November. The provisions also provided exemptions for construction of temporary buildings, parking provisions, along with the sale and consumption of liquor – subject to conditions. The changes build on the $187.5 million package announced in September to support the industry to reopen safely, including grants to help set up outdoor dining areas. “We understand this has been an incredibly challenging time for our hospitality venues and these exemptions will help to make sure the transition to COVID-safe dining is as easy as possible,” Mr Wynne said. Bottom images supplied by Hobsons Bay Council.
SUPPORTING PENINSULA PURSUITS Mornington Peninsula Shire welcomed the easing of COVID restrictions with a campaign to support local restaurants, cafes, producers and other businesses. Mornington Peninsula Shire welcomed the easing of COVID
“We want to provide more options to enable people to support
restrictions with a campaign to support local businesses.
our local economy and enjoy all the Peninsula has to offer.”
Shire CEO John Baker said the easing of restrictions meant that: “Now it’s time for us as a community to focus on how we can support our local businesses by engaging local service providers and shopping locally, wherever possible. “The Shire’s focus is firmly on getting our local businesses trading again. This is our number one priority. We want to make it as easy as possible for local businesses to trade in a way that will maximise turnover while remaining COVID-safe. “We have already instigated a light touch, streamlined permit system for extended outdoor trading, including extended footpath space and new parklets, which repurpose car parking spaces outside shop fronts. “We are also currently working closely with the business community to identify key shopping strips that could be opened up to pedestrians and diners.
PROFILE SUMMER 2020
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VIRTUAL ARTS FESTIVAL DEFIES EXPECTATIONS In December 2018, after commissioning a report into the “Future of Festivals” in Darebin, Council resolved to adopt the “FUSE” model. FUSE, Darebin’s dynamic new bi-annual multi-disciplinary arts festival, represented a brand-new way of delivering festivals and encompasses fresh events as well as long-time favourites from our cultural calendar. Unfortunately, the inaugural festival, scheduled for Autumn 2020 (13-29 March), was cancelled due to COVID-19. Planning a festival in an environment that included so many unknowns presented a serious challenge. But knowing the arts and cultural industries were going to be severely impacted, the team created a COVID-Safe program for Spring 2020. On 1 September, we were proud to announce an amazing line-up of artists, artworks and events. It kicked off with a Welcome to Country by Aunty Georgina Nicholson, courtesy of Wurundjeri Woi Wurrung Cultural Heritage Aboriginal Corporation (available for viewing online here).
The Festival and Events team went from scenario planning, to scaling projects, to understanding threshold timelines to respond to restrictions easing or tightening, to “pivoting online” and finding non-digital ways for our communities to
There were commissioned artworks, podcasts, radio
connect. We turned people’s new daily routines into artistic
broadcasts, new short documentaries and art-focused walks
experiences and by its November 29 conclusion, the FUSE
to encourage people to see their neighbourhood differently.
website had 6000-plus visitors, and the Council’s social
There were workshops from local artists, streamed concerts
media had been seen by over 70,000 people.
and invitations to community members to submit their own
FUSE Darebin performed strongly and thanks to the adaptive
artworks. In fact, the FUSE Spring 2020 program included 50 events that could be enjoyed while observing COVID-19 restrictions. Initiatives delivered through the program directly led to 62 artistic commissions supporting close to 200 artists, artistic producers and technicians, across mediums as varied as visual art, broadcast, performance, film, digital art and music.
thinking of its fantastic staff and Darebin’s creative community, the festival that, in a way, “has never been, is more than we had ever thought”, said Simon Clarke, Darebin Coordinator Festival and Events. For more information visit fusedarebin.com.au
From left: Vicky Guglielmo, Bronwyn Ryan-Mercer, Ella Bucovaz, Emily Fuller, Simon Clarke, Jodee Mundy (and bub), Ryan Hale. Photograph by Michael Findlay
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PROFILE SUMMER 2020
NEW WAYS TO EXPLORE COMMUNITY ARTS In November, Darebin residents were invited to see their community differently with HYPERLOCAL, a series of three immersive artworks commissioned for the inaugural season. The online or sound-based works used narrative, music,
of musical performance. Caged Hearts, was an interactive
visual art, performance and technology, along with people’s
phone-based work, drawing on Kurdish traditions of music,
familiarity with local streets, buildings and landmarks to
poetry and storytelling.
celebrate creativity in a new way.
Then the patterns of nature at Reservoir’s Edwardes Lake
The songs and stories behind Darebin’s live music venues
were explored in Swallow Walk, a contemplative audio
were explored in Beats, Ballads and Ballrooms: Darebin
guided experience inspired by the lake’s migratory birds,
Live Music Venues 1955-2020, an immersive audio-based
including the Welcome Swallow.
tour highlighting the city’s vibrant and continuing tradition
PROFILE SUMMER 2020
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BALLARAT ARTS SCENE BROADCASTS ITS TALENTS In the face of COVID-19 restrictions and the continued impact upon the creative and arts sectors, the City of Ballarat sought to reinterpret festivals. One example was the Be_Hear/Now festival, billed as a
and interact. Community members were encouraged to book
“hyper-local music program” held over three consecutive
a spot online with a friend they were missing.
Friday nights in November. It was held at three secret locations, with the events showcasing the breadth of Ballarat's creative community. All were live streamed from inside a derelict bacon factory, quirky motels and bowling alleys.
Be_Hear/Now was a project of the Arts & Culture Unit at the City of Ballarat. This program is a part of the Live Music Strategy and Ballarat’s award-winning Creative City Strategy.
It featured celebrated performers such as Freya Hollick and the Dead Salesmen, through to the heritage-steeped Ballarat Brass Band and the energy of a Sundanese dance mob, Malë Kël Loc Kël. While audience participation was limited at the locations, the shows were live-streamed here. The City also partnered with Plug in Human to present "I miss your touch". This was an online immersive art experience giving two people, in separate locations the chance to dance
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CHILDREN’S FESTIVAL MOVES INDOORS AND BECOMES HUGE HIT This year’s ninth annual Greater Dandenong Children’s Festival centred on the theme, “A New Story”. This was not only inspired by classic children’s books, but it also encouraged a positive outlook for children experiencing the seismic changes due to COVID-19 restrictions and encouraged them to tell their own stories. In all, 22 virtual workshops and performances were staged on
While the change of plans to move online was disruptive,
teleconferencing platforms Zoom and Teams, with a highlight
it turned into a huge success. An additional four sessions
being the headline event, the “Big Day In”, usually named
were added as initial sessions booked out and there were
the Little Day Out. It featured live performances with some
significant waiting list numbers. All but five of the limited
pre-recorded elements. Attendees enthusiastically engaged
number workshops and activities were completely booked
at home, taking part in the pyjama party disco theme and
out with the others close to capacity.
interacting with each other and the presenters. Performers were MC the Great Gizmo, The Mexican Music Man, Guru Dudu, The Dreaming Space, Dr Hubble and The Kazoos. The events can be viewed here.
Two external partners were involved: Melbourne Ballet School who delivered three live online ballet sessions to different age groups, and Springvale Community Services who coordinated a photo scavenger hunt.
PROFILE SUMMER 2020
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SHAUN LEANE, MINISTER FOR LOCAL GOVERNMENT What you enjoy outside of work?
Something about yourself that
Three famous people you would
Family and music.
may surprise people.
like to invite to dinner.
What you see is what you get.
Robert Smith (The Cure), Brad Pitt and
Your favourite sport to watch and why?
Your last holiday destination and
A-League – Melbourne City FC.
what did you like about it?
I like the suspense.
Wye River. It was great to be with my
Your favourite sport to play and why?
wife at the beach. The last book you read.
play now.
The Victorian Legislative Council
met and in what circumstances
Three things you’d take to a desert island. wife because she loves the beach, and my
annual report 19/20 – because I was mentioned in it.
grandkids because we would miss them. The worst job you have ever had. Changing globes at traffic lights.
did you meet them?
What really annoys you?
One of the twins from the band the
Unnecessary delays.
Thompson Twins – we were both
Who would you like to sit next to on
checking out of a hotel.
Army – I’m a fan of their work.
Sunscreen because of my pale skin, my
AFL, but I’m too old and unfit to
The most famous person you have
Major Brendan Nottle from the Salvation
Your favourite TV personality?
public transport?
Bluey’s dad Bandit. He is a good father and dog.
Amusing situations you have
Premier Daniel Andrews – never give
What makes you laugh?
faced at work?
up a chance to advocate for your current
My grandkids and the TV show Bluey.
Parliament.
policy idea or project.
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PROFILE SUMMER 2020
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PROFILE SUMMER 2020
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MEET AN ACTIVE & QUIET ACHIEVER After 13 years at Casey City Council, Angie Peresso recently became Manager of Active Communities and she couldn’t be happier. Here she gives us an insight into what makes her tick. Casey is one of the fastest growing regions in Australia and
I’ve thoroughly enjoyed supporting our 12 Neighbourhood
has more than 300,000 residents from around 150 different
Houses and Community Learning Centres to ensure these
cultural backgrounds. It has been incredible to work for
valuable organisations can provide for our community.
a large progressive Council and I have thoroughly enjoyed
It’s also been fantastic to bring elite level sport out to our
the fast pace and diverse roles I had the opportunity to step
premier sporting complex Casey Fields and watch the smiles
into throughout my career.
on the children’s faces at the clinics and family days when
The Manager Active Communities role is fantastic. I have
they are staring up at their idols.
the pleasure of leading capable, high-performing teams in
This year can really be summed up as a bit of a roller coaster
Community Facilities, Leisure, Sport, Events and Community
with many highs and a few lows. I’ve enjoyed working
Activation. Our Department’s focus is on improving the health
from home where we have both been lucky to have
and wellbeing of residents by ensuring access to varied,
continued full-time work and home-schooled our primary
quality opportunities for physical activity, cultural experiences
school-aged boys.
and social connectedness.
The best lesson from this year has been to be grateful for
Highlights of my work include working to open new
everything I have in my life. A beautiful family, awesome
recreation reserves and increasing unisex provisions within
caring friends, a great house, our health, good food and
facilities to build capacity for female participation in sport.
our jobs.
I am always proud to look out over a sea of people enjoying
I cannot wait till we can get back to see the joy that
our major events delivered in the city. I have been proud
community events can provide and stand on the sidelines
of creating and embracing new partnership agreements,
watching our residents enjoy community sport. On the
creating policies and securing significant funding for some
personal front I’m looking forward to getting on a plane
of our key projects.
with my family to go on a holiday, as travelling and seeing the world is something I will always love. Most recently I was a participant in the 2020 LGPro Emerging Leaders Program. We have had insights from many outstanding professionals across the sector, I’ve thoroughly enjoyed the course, the leadership development, creating new networks and establishing friendships. My best advice (to others new to the sector) would be to always keep an open mind and embrace learning and opportunities as they come your way. Seek out a mentor/ coach relationship with someone you trust to have authentic conversations with and let them provide you with their valuable learnings and insights, as we have so much to learn from each other. I would also recommend that you embrace the talent of those around you, as the saying goes, ‘If you are the smartest person in the room, you’re in the wrong room’.
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PROFILE SUMMER 2020
FAMOUS FACES WEAR A FAKE MO TO DISRUPT THE GENDER NARRATIVE A worldwide pandemic did not get in the way of Bayside City Council presenting a unique exhibition, Changing Faces: Reframing Women in Local Democracy. They simply moved it online. The exhibition celebrated the contribution women make to the municipality while also encouraging women to get involved in local democracy. Funded by VicHealth under the Gender Equality and the Arts grants program, the exhibition was installed in the Council Chamber. Portraits of former (mostly male) Mayors that usually adorn the Chambers were temporarily replaced with portraits of women who contribute to Bayside. In Bayside’s 161-year history, only 15 female mayors have been elected, and the project aimed to highlight the historic under-representation of women on Council, both in the past and now. In October, 20 women would nominate in the Council poll – a substantial increase. Renowned Melbourne photographer Ponch Hawkes photographed 171 participants for the exhibition, challenging them to wear fake moustaches and beards to humorously disrupt Bayside City Council’s gender narrative and highlight the stereotype of men being more capable leaders in politics and at work. Well known participants included: Australian Sex Discrimination Commissioner, Kate Jenkins, Nicole Livingstone OAM and award-winning journalist, Angela Pippos. Although the exhibition was unable to be experienced in person due to COVID-19, the Council successfully took the exhibition online with pictures, videos and a live artist talk. You can find out more about the project here.
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HOW COVID CAN REVOLUTIONISE THE WAY WE LIVE AND WORK Kelly Grigsby, Wyndham City Council CEO Despite its obvious pain and disruption, the emergence
We can become a 21st Century city featuring many
of COVID-19 has provided us with a unique opportunity
hyperconnected urban centres between which people
to reimagine our future. A future that embraces liveability
and commerce can move quickly and easily.
and rejects the old habits and norms of the pre-COVID era. Before restrictions, lockdowns and curfews, tens of thousands
set out in Plan Melbourne of the “20 minute neighbourhood”
of Wyndham residents crammed onto Werribee Line and
– a notion that gives people the ability to meet most of
Regional Rail Link trains or stewed in traffic jams along the
their daily needs within 20 minutes from home, with access
West Gate Freeway. The Victorian Health Indicators show
to safe cycling, workplaces, vibrant activity centres and local
Wyndham – centred on Werribee – has a high proportion
transport options.
of people who commute two or more hours a day – and the impact of long commutes on health and wellbeing are well documented.
But to do this, we need a fundamental re-shaping of government to a more decentralised regional model; not just in responding to the pandemic, but also to act as a
Most were commuting towards to the CBD, because that’s
power of change to fast-track liveability in outer suburban
where many jobs are. The centre of town is where business
communities like Wyndham.
and industry are concentrated.
We’ve seen neighbourhoods across North America, Europe
But the 5km travel limit and the mandate to work from
and here in Melbourne have a renaissance, and we want to
home encouraged residents to drive less, walk and cycle
partner with government and the private sector to achieve
more, and spend more time with their family using parks,
the promise of being able work, live, play, entertain, shop,
trails and open spaces.
dine and educate within walking distance from each other.
COVID has now given us a chance to reset. Even as we
With a population of 288,000, Wyndham is on track to be
attend to the immediate challenges of leading through the
home to more than 500,000 people by 2040. Smart planning
crisis, we could do more than react to disruptive change.
and investment are needed now.
We can even shape our new reality.
22
There has never been a better time to fulfil the commitment
PROFILE SUMMER 2020
That is why we are advocating to bring big employers like Qantas to Wyndham. We want jobs and opportunities for all residents, to cater for a growing and diverse workforce. Leaving behind the City-centric employment hub in favour of a more decentralised model is an investment in the future lives of all residents. The 775-hectare East Werribee Employment Precinct – the largest undeveloped surplus land in metropolitan Melbourne – is ready-made for the type of investment that can change our way of living. At Wyndham, we have already begun the journey. We have established a program of transformational public/private partnerships, to deliver big projects that can benefit our residents. We have partnered with the Western Melbourne Group, to build a 15,000-seat stadium and accompanying elite sports training centre. Our catalyst sites are beginning to take shape. A 12-storey,
This is
150-bed hotel is under construction in the Werribee CBD,
a uniquely
a pivotal development for those visiting Wyndham’s tourism
disruptive moment in
precinct, including the Open Range Zoo, Victoria State Rose
history requiring integrated and
Garden, Werribee Park Mansion, the State Equestrian Centre
aligned government responses that draw on diverse expertise,
and RAAF Museum.
across a range of disciplines that are informed
We want our residents to live, work and play at home. In a recent article in The Age, architects, business figures and builders agreed that coronavirus could have a lasting impact on the City, as businesses rely less on centralised, high density workplaces. A more decentralised model of employment, with clusters positioned locally, creates a more liveable city. At Wyndham, we are already preparing for a post-COVID world. We will assist the hospitality sector by using public space for pop-up cafes and restaurants. Alfresco parklets will become the norm, rather than the exception.
by residents and communities at the local level. At Wyndham, we have a great community – and we’re building Wyndham Together as a social cohesion and community building movement. As social and economic activity returns, we need to increasingly think through our approach to a COVID normal and post-virus world. At worst, COVID-19 may be something we need to live with, rather than something we beat. But it can also be the catalyst for change. An opportunity to refocus our thinking and the way we do business. After all, who wants to waste four weeks of their life each year sitting behind the wheel of a car.
Our $13 million investment in Wyndham Park has created a new hub for social and health activities, entertainment and families. Bike lanes and shared pathways will be expanded to accommodate a growing zest for outdoor, local activities. Never has there been a better opportunity for governments and business to diversify the way in which their employees work and get to work. Creating “Future Wyndham” is not just about building warehouses and distribution centres. It is more than that. It is also about creating a more liveable, smart city, one that embraces new and emerging technologies and industries. Health, information technology, education and science. And yes, even a return to local manufacturing. We need diversity in jobs and lifestyle. Demographer Bernard Salt recently wrote that the coronavirus isn’t just resetting the way we work, but the way we live: “A new narrative: one that’s likely to be more focused on community, relationships, family. And in the long run, we may all benefit.”
PROFILE SUMMER 2020
23
WE'VE BEEN WORKING FOR VICTORIA Victorian councils were the biggest employers of people made redundant during the pandemic through the State Government’s $500 million Working for Victoria initiative. Of the more than 10,000 people employed under the job matching scheme, almost half worked for 53 Councils. Councils have employed workers across a range of roles
“From emergency relief to maintaining parks and gardens
including land and asset management (for example, tree
and repairing bushfire damage, the work has been well
planting, outdoor maintenance and repairs and bushfire
targeted and well managed by our councils.”
recovery work), community outreach, hardship relief delivery and crisis co-ordination.
employers could connect to each other through a dedicated
Projects include the revitalisation of more than 40 of
platform called Sidekicker. There were also short course
Melbourne’s most iconic laneways and cleaning blitzes of
and training options available to job seekers.
local creek and river systems.
By November, many Council CEOs were calling for the short-
The first round of Working for Victoria grants were announced
term program to continue. Yet despite the program’s popularity
in April, and by October Councils had employed 4900, the
and predictions of unemployment rates of up to 10 per cent in
private sector had employed 2700 people, 1500 in the public
2021, the Government is unlikely to extend it beyond this year.
sector while 1500 were working for community projects. Placements were for three months and occasionally longer.
A Government spokeswoman said Working for Victoria was continuing to speak with councils about opportunities to
Among the first to use the program was Gippsland, where
create jobs in communities across Victoria, but details were
in April more than 230 people were employed under the
yet to be finalised.
scheme. Hard hit by last summer’s bushfires, many of the
Minister for Employment Jaala Pulford said it had been terrific
roles were in bushfire remediation and land management, both through Councils and Department of Environment, Land, Water and Planning.
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Among the program’s benefits was that workers and
to work with councils from across the state to help Victorians get back into work. “These are jobs that provide tremendous community benefits – and the benefit for the workers
More than 40 positions with the East Gippsland Shire Council
involved is enormous on a number of levels.”
were working in parks and gardens maintenance and bushfire
The Fund was part of the Government’s $1.7 billion Economic
remediation work in council-managed reserves and trails.
Survival Package which provided a range of support to
Local Government Minister Shaun Leane said Councils know
Victorian businesses in the wake of the coronavirus pandemic.
their local areas best and the projects and proposals that have
For more information, visit the Working for Victoria
won support have made a real difference to people’s lives.
web page here.
PROFILE SUMMER 2020
HELPING THE COMMUNITY NAVIGATE THROUGH COVID The Working For Victoria scheme enabled Moreland City Council to hire more people to help their community directly during the COVID-19 crisis. It also provided fantastic employment opportunities for residents who lost work due to the pandemic. Brunswick West resident Fintan Hocking joined the
“International students, for instance, have no formal support
Assessment Services team as a Community Navigation
or network, and often their international support from
Officer in July, shortly before Melbourne returned to Stage
parents, family members or scholarships has ceased.
3 restrictions for the second time. Community Navigation
These community members are falling through the gaps
Officers respond to requests for assistance from the
and we’re trying to be that safety net to catch them.”
community, by connecting people to local services and organisations that can help them directly.
The team is looking at how it can help provide longer term support for those in need. “Initial support such as vouchers
“I have found this role has provided me with a unique
for groceries is very important, but there are still monthly rent
opportunity to help support my local community – the
and utility bills that quickly begin to stack up,” Fintan says.
community in which I grew up,” Fintan says. “This role has revealed how Moreland (and Victoria as a whole) is able to respond and adapt to an exceptional situation.”
The Salvation Army, Community Information and Support (CIS) Moreland, Neighbourhood Houses and Eco Justice Hub are just some of the many local organisations our Community
Fintan had not long ago left the banking industry and
Navigation Officers are working with. Unfortunately, many of
was working in hospitality while figuring out his next
these organisations are seeing longer-than-usual wait times
moves. When the pandemic hit, he lost his shifts due to
due to increased demand. So, the team is trying to find other
COVID-19 restrictions – but gained the opportunity to
ways to source food relief and social and emotional support.
work in a community facing role through the Working For Victoria program.
“Many of these organisations depend on a volunteer network – which is also often made up of vulnerable community
“I’d had experience with vulnerable community members
members – and they have had to disband during Stage 4
at the bank and I discovered I wanted to help people out,”
restrictions,” he says.
he says. “It’s part of the reason I left the bank – to focus less on large multi-national corporations and more on my local community.
“These organisations have been doing amazing work long before COVID-19, and our community will continue to benefit greatly if they still remain when this virus is a distant memory.”
“As Community Navigation Officers, we are not only providing immediate assistance to community members during a state of crisis, we are also providing connections to established local support organisations that promote community-based activities and services.” Fintan’s day involves responding to requests by putting people in touch with local support networks and organisations, and ensuring they are receiving the support they need. The requests are referred by the Red Cross from the State Government’s COVID-19 Hotline and, more recently, through the new Moreland Community Connector hotline. (8311 4140 or casi@moreland.vic.gov.au).
PROFILE SUMMER 2020
25
KINGSTON DEVELOPS ITS OWN JOB KEEPER PROGRAM Richard Frazer, Manager People Support, Kingston City Council It was March when Kingston City Council recognised the need to respond to the challenges COVID-19 presented to its workforce. The Council’s ability to deliver services, maintain staffing levels and respond to the pandemic were all affected. As services and programs were forced to shut, it was
When it became clear that the Federal Government wasn’t
obvious there would be an impact on Council revenue and
going to allow Council access to official JobKeeper payments,
its ability to maintain employees – both permanent and
we created our own. Kingston’s Job Keeper was available
casual. As members of the community lost their jobs and
to staff who had lost meaningful hours of work at a rate of
their businesses, Kingston was acutely aware people would
$20 an hour for all roles, regardless of previous bandings.
expect careful management of their rates.
available Annual Leave less than four weeks. Other aspects
commenced when People Support team members saw
of the scheme were to:
the queues of people lining up down the road at Cheltenham Centrelink. There was a creeping realisation that many of Kingston’s own staff were going to lose work hours as Council services were wound back. The Council recognised that while losing some of its revenue due to the lockdown, there was still a salaries budget, and an equally important responsibility to staff members. So how could we balance the reasonable expectations of the Kingston community for good governance with the care and wellbeing of our employee community through the COVID period?
26
Eligibility criteria included no available Time in Lieu and
The genesis of the Kingston Job Keeper program
PROFILE SUMMER 2020
• honour the casuals’ (who had worked consistently for 12 months) regular rosters and keep them engaged with the Council; • support permanent staff by allowing Job Keeper payments for lost hours and providing access to personal leave. This avoided employees using up all their annual leave entitlements; • identify redeployment opportunities.
Every department reviewed available projects and roles, including work that was often regarded as a low priority, but might be escalated. After completing the review – jobs were opened to redeployment. Employees who did not have meaningful work – especially casual staff – were able to take up roles, with many choosing different areas of council to their regular position. It had brilliant results. In all, over 350 employees were to benefit directly from Job Keeper payments and up to 100 staff found redeployment opportunities. The combination of Job Keeper and redeployments enabled Kingston to hold on to every employee with no staff “stood down”. This was particularly important when services eventually resumed, and Kingston had a pool of loyal casual employees to call upon.
Kingston was already operating under the philosophy of “Flexible by Design and Managed by Outcomes”. The world of COVID meant that supervisors could hold genuine discussions with staff regarding what meaningful work was available while working from home and then balance any lost hours with the Job Keeper payments. The design of Job Keeper also enabled parents who were home-schooling for the first time, or who had other care or issues relating to COVID, to access the program. Staff were able to balance expectations between meaningful work hours and Job Keeper. More than 150 staff benefited directly from reducing their EFT to allow time to care for children and balance those lost hours with Job Keeper payments. More than 200 of the Job Keeper payments were for staff who had lost meaningful work hours resulting from closures. The program also saw positive results in a quarterly McArthur’s Pulse Survey of staff conducted in October. It showed employee engagement figures above 80 per cent in many categories. We are especially pleased with the connections made by staff across departments. It’s been wonderful to hear stories of staff who have been supported to juggle the demands that COVID placed on their families but enabled them to continue contributing to the community through Council. Nothing is perfect and Job Keeper wasn’t and isn’t perfect however, we did get a lot of things right. An efficient and sustainable response that provided the right balance between care and wellbeing for our staff while balancing the expectations of the community.
PROFILE SUMMER 2020
27
IT HAS BEEN AN EXTRAORDINARY YEAR Mary Agostino, Director Advocacy and Community Services at Mitchell Shire "Out of what has been an extraordinary time we adapted, embraced change, welcomed new ways of doing things, learnt new skills and welcomed new people with their brilliant talents into our organisation, with one focus community!" From day one everything we did was innovative, sure later we found out that other LGAs did some of what we were
up with one word: FANTASTIC! Working on recovery
doing, but that does not matter, as I am sure we all believe
for business and community, keeping our Shire looking
we were innovative and responding to our communities in
marvellous, undertaking strategic work, some working
our various ways.
directly with our agencies.
SO, THIS IS WHAT WE DID: • We thought on our feet, we had our business continuity plans, we kicked off our crisis team and then after a while we kicked off our recovery team. • We were agile and from day one of hearing of COVID
• Our IT team pushed us quickly into a new technical world – ZOOM, SKYPE, TEAMs, (once just words/concepts). For once we did not kick and scream at change but embraced it. • Our outdoor crews and our Resource Recovery Teams welcomed new colleagues and adapted their workplace
we immediately split teams across other sites, so if one
to ensure community access and civic pride was
site went down – we had a backup team, then eventually
maintained and our Animal Management crews adapted
shifting most teams to working from home. What we
pickups and care for our vulnerable friends.
found was it does not matter where you are based as long as the communication was strong and indeed we communicated daily with our staff; any changes they were informed about, any impacts on them, they knew about. We also communicated in new ways with the community and business sectors, all the platforms we could use we did. Our community became our champions, passing on our messages through their broader networks. • We brought on specialists to support our businesses –
• For a while we were in the media daily with the slogan METROPOLITAN MELBOURNE and MITCHELL SHIRE – so we made T-shirts that said that! We sent them to the Premier and the Prime Minister – we made lemonade out of lemons. Then the State shifted us in with Regional Victoria and we became – REGIONAL VICTORIA and MITCHELL SHIRE! Then we had the Kilmore outbreak, again daily media, our Local Laws team pitching in and doing traffic management for the local hospital at Kilmore,
from tax experts to people to assist them to access all
as well as erecting tents with our Parks crew in the main
they could to keep them viable.
street so our residents did not get wet waiting in what
• We delivered services to our communities in completely
seemed endless lines to get tested.
innovative ways – Home deliveries, online exercise classes
And in all this, our CEO David Turnball passed away and
and story times for toddlers, kindergarten educators
we had to deal with the grief as well and keep community
running classes in Zoom! online cooking classes by young
confidence up. So, in short we did – and do – great work
people for young people, our MCH nurses adapted to
backed by our amazing staff, our partners and our wonderful
new technologies and ways of reaching out.
communities across the Shire that believe and back us.
• Our partners and Council created one triage number for the community to access all NGO, Council and health services support/programs and services – utilising the Shire’s customer service team and our usual central number.
28
• The Working For Victoria staff we secured can be summed
PROFILE SUMMER 2020
HOW A SPORTS FAN TOOK A BIG LEAP Travis Fitzgibbon, Manager Customer Engagement, Buloke Shire Council
TELL US ABOUT YOURSELF I commenced with Buloke Shire Council as Media and
WHY DID YOU CHOOSE TO WORK IN LOCAL GOVERNMENT?
Communications Officer in 2015, my first role in Local
I was looking to move my growing sports media experience
Government. Within six months, I took on coordination of
in writing, event hosting and broadcasting into full time
the Executive Office (administration of CEO and Councillors)
employment. I felt I didn’t want to work full time in football
with my role. In 2018 I also took over the management
and dilute my passion for broadcasting it. So, I started to
of Customer Service and the new role of Manager
think about what sectors I might be able to do this in,
Customer Engagement.
and Local Government was one of them.
I have (also) been an accredited AFL broadcaster for 10 years
I applied for a few roles, without getting an interview, before
calling football for the National Indigenous Radio Service.
I found Buloke. It was meant to be.
It is such a narrow field and I feel privileged to have called ‘G curtain raiser matches for Channel Seven.
WHAT IS THE BEST ADVICE YOU CAN GIVE THOSE NEW TO THE SECTOR?
Personal achievements that stand out are producing
Get to know your colleagues and what they do. Having a
Council’s first Customer Service Strategy, redeveloping the
rounded understanding of the whole organisation will have
website and building Council’s well-regarded social media
you in good stead to make the best of your role.
from the ground up.
When I started in my role I had eight weeks to produce an
Having the opportunity to be a part of, and work alongside
Annual Report. I knew very little about Buloke Shire and not
the Executive Team, is also incredible.
a great deal about Local Government, well certainly not as
a lot of finals football for radio and Dreamtime at the
much as I thought I did! I’ve been lucky to call some big AFL games, but my first Final will always stay with me. It was in 2013, I was as nervous as
It turned out to be an excellent starting point to success as
I had ever been, but called the match well as Fremantle
I got to interact with people right across each department.
upset Geelong on their home deck in a Qualifying Final.
HOW HAS 2020 AFFECTED YOU PROFESSIONALLY? WHAT HAS BEEN THE BEST LESSON FROM THIS YEAR?
HOW DO YOU SUCCESSFULLY LEAD PEOPLE? Authenticity. Be yourself and let your strengths guide your leadership. Ask questions of people you admire as leaders.
and contact with my staff who due to the pandemic where
HOW DO YOU COMBINE YOUR TWO CAREERS/INTERESTS? DO THEY HAVE ANYTHING IN COMMON?
spread across much of north central Victoria. In the end,
I am very lucky to have had huge support from the current
I played to my media strengths and started sending personal
CEO, and two previous, which allows me to pursue my
videos to my staff letting them know what I was most
passion in calling AFL football.
I commenced working from home in March. I felt like I was struggling a bit in maintaining good personal relationships
proud of that they were achieving, given the circumstances. I extended this idea to the Executive Team and did the same.
It can be challenging, particularly after a long week to
WHAT ARE YOU MOST LOOKING FORWARD TO IN 2021?
a match.
The new Council term is exciting. It is a chance to be
Anybody who thinks they know exactly how a week in Local
reinvigorated, by new visions and new opportunities with
Government will unfold or indeed a football match is kidding
fresh ideas and a new Council Plan. Bring that on!
themselves. Preparation and planning is fundamental to
be driving to Melbourne, or even flying interstate, to call
There is an element of symmetry with the two roles.
success in either venture.
PROFILE SUMMER 2020
29
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CORPORATE PARTNERS DIRECTORY 2020/21
Our people make the difference
At Russell Kennedy Lawyers, we focus on making a difference to our clients, our people, and our community. We have a large and experienced local government practice, a broad range of expertise and in-depth knowledge of the sector. We provide practical, cost-effective advice that is responsive to your needs. For further information on our local government legal services, visit: russellkennedy.com.au
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CORPORATE PARTNERS DIRECTORY 2020/21
Our Territory Independent professional advice and support for managers and users of public land
• • • • •
Roads and Lanes Parks and Reserves Rivers and Lakes Foreshores and Off-shore Crown Land
Our Services • • • • •
One-Day Training Courses Professional Certificates Accredited CPD Consultancy Advice Retainer Agreements
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PROFILE SUMMER 2020
CORPORATE PARTNERS DIRECTORY 2020/21
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CORPORATE PARTNERS DIRECTORY 2020/21
ADW Design Australia is a dynamic graphic design studio working with clients from all industry sectors, including Local Government Councils in Victoria. Our work is refreshing, unique and backed by years of skills-based experience. We are proud to work alongside LGPRO, designing Profile magazine and providing creative solutions for their annual conferences and events.
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OPEN DOORS, BECOME A MEMBER TODAY! LGPro is a member association and leading voice for people working in Local Government in Victoria providing leadership advocacy and professional development. Members can: • Grow their expertise • Develop leadership skills • Gain new insights • Get connected and collaborate • Build their reputation
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PROFILE SUMMER 2020
CORPORATE PARTNERS REAP THE BENEFITS Just as members enjoy special benefits and offers, LGPro Corporate Partners also appreciate occasions to gather (virtually,) and learn more about the Local Government sector. As with most things this year, the Annual Corporate Partner
The night was well attended hosting 54 participants from
Networking Event was approached differently and participants
across Victoria representing Local Government, legal, consulting
gathered online to meet, greet and have some fun.
and strategy, customer service, education and training, People
The event was renamed the Corporate Partner Challenge
and Culture, recruitment, technology and service industries.
Event and saw small groups of LGPro partners work with Local Government senior leaders to brainstorm solutions to sector related issues. This was an opportunity for corporate representatives to show their capabilities and become a part of the solution whilst gaining some insight into current Local Government issues. Our Local Government leaders had the chance to utilise the LGPro brains trust.
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MAKING CUSTOMER INTERACTIONS MORE POSITIVE EARNS AWARD Earlier this year the City of Casey’s Customer Experience team were thrilled to be awarded a CSIA Australian Service Excellence Award in the category ‘Customer Service Project of the Year – Continuous Improvement’ for their new Customer Experience Strategy. We asked the team to tell us all about the aims, development, and approach behind their award-winning strategy. The City of Casey is a large and growing municipality in Melbourne’s south east. Currently home to more than 350,000 residents, its population is projected to grow to over 500,000 by 2041. This presents the organisation with many opportunities and challenges. Services will need to be expanded and enhanced customer experiences provided to address changes in behaviour, expectations and preferences. Accordingly, in 2019, we embarked on a new Customer Experience Strategy, the end result of which we believe enables us to achieve our goal of “making our customer’s experiences more positive, more often”. Customers choose to connect with us through various channels about a range of requests, services and information. This presents whole-organisation challenges, but we have a commitment to understanding our customers, demonstrating to them that we have heard their feedback, and delivering an experience that meets their needs. The development of the strategy was a collaborative effort across the organisation. It was designed by analysing and synthesizing more than 1500 lines of customer feedback from previous customer satisfaction surveys to identify the key required themes of the strategy. To avoid working from assumptions, we focused on existing verbatim customer comments to ensure we addressed problems directly identified and voiced by them. Some of the tools we used to demonstrate customer value include customer journey maps, service blueprints, customer ecosystems, value chains and systems thinking. Through these we could spotlight service inefficiencies, and the ramifications these have on customer experiences and to the
multiple layers, we put the customer at the centre of all decision-making processes, so that their experience is “more positive, more often”. The last piece of the puzzle was the creation of the crossdepartmental collaborative workplan, a document that shows management and the executive team what we are working on to achieve the five key areas of the strategy. Through ongoing customer research, we will know that our
organisation financially.
goal has been reached if customers agree that our services
We created representational resident personas and designed
and use and deliver positive outcomes for the community.
out in the open, with all the personas, ecosystems and insights stuck to a wall to ensure incidental conversations. We hosted a series of drop-in sessions and consultations with staff and the
meet their needs, offer relevant choices, are easy to access
Recognising that customer behaviour, needs and expectations continuously change, iterative action plans
executive team so that everyone had the chance to contribute.
will be developed annually.
Ensuring accountability to the goals of the Strategy,
Through implementing our Customer Experience Strategy,
a Customer Experience Measurement Framework was developed. Also, fresh customer research was undertaken to critically evaluate if the themes still echoed what our
we empower our people and systems to minimise friction for our customers while maximising the value and capacity of our own resources. This capacity gain will ultimately create
customers are saying now.
a virtuous cycle, enabling the City of Casey to continuously
The Customer Experience Strategy outlines five key areas of
we exist to serve.
improvement: Listen, Remember, Change, Respond, Inform.
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By continuously improving in the five key areas, across
PROFILE SUMMER 2020
optimise and deliver better value to the community that
DONATIONS FEED 3,000 EACH WEEK IN MELBOURNE’S SOUTH EAST With the onset of COVID-19, the vulnerability of people in the City of Greater Dandenong where 1,200 people seeking asylum live, was at an all-time high. A community-based food donation program, the Emergency
$160,000 in Council funding and an additional $214,000 from
Food and Material Relief Procurement and Distribution
the Victorian Department of Premier and Cabinet to enable
Project, was established and by April was feeding
the food project to continue until March 2021.
approximately 3,000 people each week. This meant fresh fruit and vegetables and culturally appropriate staple food
Find out more here and YouTube link here.
was being handed out to vulnerable people. Over 1200 people seeking asylum reside in the municipality, the majority without any income support. The City of Greater Dandenong also has the highest levels of homelessness in Victoria with over 5700 people living in overcrowded conditions. The project has delivered more than 145 tonnes of food to the local community with 5-6 tonnes of food distributed each week. As well, around 55 staff from across Council departments were redeployed to support the project. Greater Dandenong Council allocated $330,000 to support 14 not-for-profit organisations with additional direct procurement of perishable and non-perishable food for distribution to vulnerable residents. This was supplemented by around $65,000 in product donations from local businesses,
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ADDRESSING CASUAL SEXISM AND STEREOTYPING Maureen Kyne, Director of Maureen Kyne & Associates Casual sexism and stereotyping may be perceived as low-level unacceptable behaviour. It ranges from mildly annoying to illegal discrimination, sexual harassment and WorkCover bullying claims. Mental health, productivity, culture and revenue are impacted and have increased further under the stressors of bushfires and COVID-19. In July, I presented a workshop to a group of female Council engineers to assist in their navigation of sexist behaviours
• Jekyll & Hyde behaviour – flattering comments alternating with abuse • Inappropriate assumption of a person’s character based on appearance and clothing.
that were causing ongoing stress. The issue can be replicated
HOW TO QUELL
across a range of other departments, which is not surprising
Clear policy and communication are foundational, but policies
given the unique construct of Councils.
without ongoing training and implementation are futile.
Council workplaces comprise an extremely diverse range of professions and roles, making them a hotbed for casual sexism and job stereotyping. Across engineering, roadworks, maternal health, construction, urban planning, home services, aged care to landscaping, many roles have historically been filled by one gender over another. Bias is thriving and impacting others. Whilst hiring and workplace “traditional role” stereotyping is shifting, yet it is still covertly and overtly prevalent.
• Leaders and managers are custodians of their staff and have a huge responsibility to protect them and integrate within departments, on site and the wider Council and communities they service. • Being able and willing to have difficult conversations and take action immediately is key. Ignoring staff who treat others poorly is illegal in itself. • Build a training and cultural program to demonstrate the wide implications of casual sexism and stereotyping.
DEFINING
• Encourage a culture of psychological safety where speaking
Casual sexism has a low intensity based on outdated and
up is normalised and staff of all ages, gender and roles are
irrelevant stereotypes. It can be blatant or concealed.
aware of their legal rights.
Younger staff and women in once traditional male roles are particularly at risk.
• Implement a “bystander policy”. This is a crucial strategy to confront unacceptable behaviour underpinned by a
All leaders need to be aware of their own, staff and other
legal responsibility to act. Witnessing and not intervening
contractor’s attitudes and behaviours including:
is unacceptable and can factor in legal evidence if a
• Condescending language of a personal inappropriate nature • Exclusion from activities and team events • Gendered allocation of work responsibilities • Relentless sexist jokes and jibes that seemingly are
workplace claim goes to court and staff subpoenaed. Major economic recovery and community care will take on unparalleled urgency in 2021. It is essential that all forms of bullying, harassment and sexism are impeded to ensure seamless Council deliverables and safety for all.
accepted by the victim • Double standards of expected/tolerated behaviour of one gender over another • Inequality of pay or bonus rewards • Maternity and paternity restrictions impacting career progression • Inappropriate jokes that belittle attributes of one gender
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PROFILE SUMMER 2020
Maureen Kyne is the Director of Maureen Kyne & Associates. She is a workplace bullying, sexual harassment and discrimination specialist 0437 022 246 www.maureenkyne.com.au LinkedIn link
2020 AWARDS FOR EXCELLENCE
WINNERS & FINALISTS Innovative Management Initiative
WINNER
Port Phillip City Council, Earned Value Management
Port Phillip City Council wanted to improve delivery of its capital projects so that they would be delivered in a more timely, planned and efficient manner. By implementing Earned Value Management (EVM) as a program oversight tool, the Council helped to lift its capital project portfolio visibility and delivery performance in a very short time. EVM uses data and scheduling rigor to measure the health of a project. It is a quantitative approach to evaluate true performance of a project in terms of cost and schedule, and works like a fitness tracker – capturing detailed, objective information that helps to better manage projects. In short, it’s a way to determine at a glance what you are getting for your spending. The following outcomes have been achieved through the EVM initiative: •
At a glance visibility of a project's health in terms of financial and operational progress
•
Objective measures of project performance (not based on the gut feeling of project managers)
•
More accurate cash flow forecasts
•
Greater ability to forecast cost and timeline changes and take remedial action in a timely manner
•
Much more accurate and equitable resource management
•
Early warning of the need for Change Requests and the positive effect an approved Change Request has on a project's schedule
•
A significant uplift of project phase delivery against plan
•
Overall improvement in the way projects are managed.
The Earned Value Management initiative became a Business As Usual (BAU) practice for Port Phillip in a reasonably short time frame. It is supported by a dedicated, permanently employed project scheduler who ensures the ongoing creation of project schedules at the necessary governance stage, as well as the necessary updating and maintenance of accuracy of these schedules.
in the sector or indeed in many sectors. Earned Value Management is great practice and brings about noticeable improvement. The ability to make this happen in a very short time is also noteworthy. It required leadership and alignment of a group of key people in the organisation and top level support.
Project sponsors and senior management are fully aware of the advantages of EVM and the insights it affords Council. As such, sustaining the initiative was a no brainer. The organisation is now in the process of applying this approach across the large and diverse non capital project portfolio. Other Councils could emulate the EVM outcome with the right planning and commitment. With the right leadership and expert input, applying the lessons of Port Phillip's journey is achievable and would bring about improved portfolio management and delivery. This initiative is an example of project management improvement not seen elsewhere PROFILE SUMMER 2020
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2020 AWARDS FOR EXCELLENCE
WINNERS & FINALISTS Special Projects Initiative
WINNER
Casey City Council, INNovation Crowd
Casey City Council has positioned its region as the new home of innovation thanks to INNovation Crowd, a program which is driving an entrepreneurial culture by supporting local start up businesses, creating jobs and attracting investment into the region. While Casey was home to a dynamic, vibrant and emerging local entrepreneurial business community, start up businesses were fragmented, disconnected and generally lacked the collaboration required to support a sustainable ecosystem. INNovation Crowd was formed in late 2018 to find these businesses, nurture them and retain them. A bottom up approach was adopted to uncover grassroots innovation and steadily built a community of like minded individuals who would benefit from an ecosystem designed to encourage new ideas and embrace emerging trends. Council engaged several local business leaders recognised for their outstanding contribution in their fields, to collaborate with economic development officers to develop a bespoke Vision 2 Version (V2V) resource for the INNovation Crowd inner circle members. The V2V resource is designed to navigate start ups through stages of ideation, validation and scale using 10 modules which members can complete at their own pace depending on their stage of development.
To complement the resource framework, the program also features a series of networking events called Humble Hustle. These allow participants to share their journey with an extended stakeholder group and offer a non intimidating environment for new members to explore opportunities to be involved in the program. While other start up initiatives maintain an exclusive commercial focus, this program supports outcomes for the broader local community. Council recognised the value in leveraging the collective assets of local academics, entrepreneurs and community leaders by hosting bi-monthly Think Tanks. These forums are designed to explore some of the most complex issues facing the region
and encourages members to work together to propose innovative solutions. The goal in the first 12 months was to establish a solid foundation for local entrepreneurs that could continue beyond the first year. The short term goals focused on building an ecosystem, with a long-term objective of creating jobs. All expectations were surpassed with the program established, several start ups already in a growth phase, and further growth and expansion planned across the region. The Council believes that only by taking both a proactive and reactive position, can Local Government truly create a sustainable economy. They have listened to their community to better understand their needs and concerns and then proactively created an environment of collaboration by building the ecosystem from the ground up, rather than taking a top down approach. The INNovation Crowd also aligns with the Council’s vision to create Australia’s Most Liveable City, as well as its Economic Development Strategy and Vision to facilitate the creation of local jobs and build a smart economy.
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FINALISTS Ballarat City Council, 'Save Her Majesty’s – The Time Is Now' Campaign The 'Save Her Majesty’s – The Time Is Now' campaign, launched in July 2018, aimed to harness the Ballarat community’s love of Her Majesty’s to save the 144 year old theatre. Her Majesty’s – mainland Australia’s best preserved and oldest continuously operational theatre – required $15 million for urgent works to bring it up to safe and professional standards. The campaign centred on the nostalgia of Her Majesty’s which has hosted some of the world’s best performers and captured the hearts of generations of local residents and performers from all over the country. Council also worked closely with the committee of the Royal South Street Society whose 125 year old Eisteddfod runs from the theatre each year. The campaign resulted in a $10 million contribution from the Victorian Government and a $5 million funding promise from local Federal Member Catherine King in the event that a Labor Government was elected at the 2019 Federal election.
Casey City Council, Commit To Casey Commit to Casey was Casey City Council’s advocacy campaign for better roads and rail in the lead up to the 2018 Victorian State Election. The Council adopted a principle based methodology to identify advocacy priorities and engage with residents and redefine the way Casey educates, activates, and advocates. The innovative approach improved advocacy practice and built capacity in the community that translated into $1 billion in direct and $2.6 billion in indirect election commitments and funding within the City of Casey. Commit to Casey’s primary objective was to receive commitments from both sides of politics for $1.2 billion to fix local roads and $1.5 billion to extend and duplicate the Cranbourne railway line to Clyde. In addition to these tangible objectives, the campaign also sought to identify and build strategic relationships, enhance community support and confidence in Casey, and become a more trusted voice. Underpinning the broader Commit to Casey campaign was an innovative principle based methodology which helped identify advocacy priorities and build the capacity of residents to become active advocates.
Casey City Council, Arts Agitators Arts Agitators is a youth arts collective program that provides opportunities for young artists aged 15-25 to connect, learn and create, while developing and delivering original art events which are held in Bunjil Place, the arts and cultural precinct of the City of Casey. The program provides professional development opportunities, access to world class artists, the opportunity to present and or perform their art form, and the chance to connect and collaborate with other young, emerging artists. Since the program began in February 2018, the group has successfully delivered an exhibition, hosted a discussion forum as part of the Human Rights Arts and Film Festival, and participated in development opportunities such as artist talks and meetings with industry leading producers. The co-design approach of the program is innovative and best practice for community ensuring young people are empowered to develop their own projects and determine which experiences they would like to learn from.
Gannawarra Shire Council, Leitchville Community Garden The development of the Leitchville Community Garden aimed to provide one of Gannawarra Shire Council’s smallest communities – located in an area impacted by the decline in the dairy sector and water availability – with a space that residents can be proud of. Opened in October 2018, the garden was developed following a request from the town’s 250 plus residents for a space to socialise. The completed project includes tables and chairs, built in game boards and vegetable beds that the community is encouraged to tend to. A gate installed into the side fence links the park to the next door bakery and to the main street, and a six foot high aluminium fence on one side has been removed and replaced by an attractive red gum rail fence which opens the area up to the community. The project was completed by Council staff members at minimal cost, with Council contributing $6,450 for materials and $2,100 for labour. Cost savings were made thanks to residents assisting in the clearing of rubbish and using in house Council expertise and plants from the Council nursery.
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2020 AWARDS FOR EXCELLENCE
WINNERS & FINALISTS Community Assets & Infrastructure Initiative – over $2 million
WINNER
Boroondara City Council, Greythorn Community Hub
Greythorn Community Hub is a new multipurpose colocated community facility, including a neighbourhood house, library lounge, maternal and child health, childcare centre, RSL sub branch, community health service, and many other key user groups. The hub is located in an underserviced area of the municipality. Needs in the area were identified through a demographic analysis and extensive community consultation, and services for the hub were selected to address these needs. Services include a neighbourhood house to provide community programs and engagement opportunities; library lounge; early childhood centre, expanded to 91 places including new occasional care; maternal and child health; and allied health services. The hub also provides a new home for the North Balwyn RSL. The RSL was a critical part of this project, as the hub is built primarily on RSL land. The RSL entered a partnership with Council and provided a long term lease on the land as it could see the service gap in the local area and wanted its asset to be shared with the wider community, while preserving the group’s legacy in the area in the face of declining membership. A key objective of the project was to establish a governance model that supported a culture of collaboration among tenants to foster partnerships that value add to services and the customer experience at the hub. Another aim of the project was to revitalise the local shopping centre adjacent to the hub. An economic analysis had identified the hub to be a new anchor drawing shoppers to the area with the convenience of combining trips. The hub has achieved its objectives to a greater degree than expected. The Early Childhood Centre has a waiting list and the Maternal and Child Health Chinese speaking playgroups are full and seeking additional times.
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PROFILE SUMMER 2020
Colocation has added value and helped to create a collaborative culture. Tenants have delivered shared events, including Remembrance Day and referral pathways have strengthened, particularly among maternal child health, early childhood centre, and allied health services. The culture has also led to creative problem solving, for example the early childhood centre engaged the RSL to teach the children about the importance of the cenotaph to prevent them climbing it – a very effective initiative. RSL memorabilia is displayed throughout the building, including foundation stone, artefacts, memorial wall and display of 1,500 hand knitted poppies. The project is valued at $23.2 million which includes cash and in kind contributions. Council contributed $14 million plus its part of the land valued at $2.95 million, the Federal Government provided $3.2 million, and the RSL portion of the land was valued at $2.2 million. The hub demonstrates sector leadership in the development and implementation of
its governance structure enabling service integration to deliver a seamless experience for the community. Its governance model is evidence based, represents best practice, and is replicable across other projects.
FINALISTS Casey City Council, Livingston Family and Community Centre Casey Council’s Livingston Family and Community Centre (LFCC) is an intergenerational hub that serves the rapidly growing East Cranbourne community (the largest growing suburb in Victoria) now and in the future. The $5.6 million hub embraces environmentally sustainable building design and brings together a range of professional services to deliver education, care, health and support services including kindergarten programs, indoor and outdoor play spaces, maternal and child health services, a range of family and children’s service, and flexible multipurpose community spaces. Social isolation is a significant risk in growth communities, therefore a new hub, catering for the needs of children, families and the broader community was designed for the developing community activity precinct. The key features include: •
Family friendly design with play features and add a nature play space for children when it rains
•
Flexible spaces that allow a broad range of services, activities and programs
•
An environmentally sustainable building that includes a solar system, rainwater harvesting, a thermal mass rammed earth wall, and sensor controls for lighting
•
A public art installation.
Knox City Council, Bayswater and Wantirna South Hubs Knox City Council designed and delivered two contemporary, accessible ‘early years’ hub facilities in Wantirna South and Bayswater where innovative building design leverages opportunities for the integrated delivery of colocated services. The hubs set a new benchmark for community buildings featuring environmentally, socially and economically sustainable facilities aimed at 100 plus year life cycles, e.g. they have the ability to operate under their own power and water supply with reduced maintenance/ operation costs. They incorporate an open and flexible design that can successfully accommodate multi uses and will enable Council to accommodate diverse functions and changing community needs over time. The children’s services operating from the hubs are directly managed by Council using an integrated governance and management structure. This is a unique model with all educators, maternal and child health nurses, administration and leadership staff aligned in the Integrated Early Years Hubs Team. This helps to ensure integrated service delivery. The hub’s innovative designs are driven from the need to orient spaces to maximise the opportunity for use of natural sunlight. The U-shaped buildings act as solar collectors to bring natural light into the space and to capture the sun’s energy in the form of photovoltaic cells on the roof. The design orientation and form promote a nurturing, welcoming and healthy environment to foster the best learning conditions for children and staff.
Moreland City Council, Oak Park Sports and Aquatic Centre Redevelopment The Oak Park Sports and Aquatic Precinct was designed to provide health, sporting, leisure, youth engagement, employment, educational and social inclusion opportunities and experiences for the residents of Moreland and surrounding communities. The $27.3 million project officially opened in October 2018 and since has become a community hub that has met the needs and provided access to sport and recreation to all people across economic, social and cultural demographics, gender and age groups in Moreland attracting more than 211,000 visits in the first year. The community response has been overwhelming and has highlighted the gap that this new facility has filled in terms of provision of health and wellness services for the north of the municipality. The facility was not only delivered on time, but within budget and to an extremely high standard. It has achieved its intended goals including: •
Providing access to dry gymnasium and seasonal aquatic facilities
•
Promoting health and wellbeing for people in the northern region
•
Providing contemporary facilities that comply with current design guidelines and statutory requirements
•
Reducing the environmental impact and resources used to deliver current and additional services in the future PROFILE SUMMER 2020
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2020 AWARDS FOR EXCELLENCE
WINNERS & FINALISTS Diversity & Inclusion
WINNER
Banyule City Council, Banyule Inclusive Employment Program
Banyule City Council’s Inclusive Employment Program (IEP) is a Council wide initiative providing local people facing barriers to employment with six months paid employment in a role that is tailored to their area of interest, skill level and ability. Each program participant has access to 1:1 coaching, a dedicated supervisor, training and development opportunities, and Banyule’s social club at no cost. The program is designed to support equitable access to employment for the following four groups, which typically experience the highest levels of disadvantage in Banyule: •
Aboriginal and Torres Strait Islanders
•
Culturally and linguistically diverse, including refugees and asylum seekers
•
People living with a disability
•
Young people (16-25 years).
The program aims to remove barriers for local people seeking employment within Council by providing them with a tailored role that is aligned to their area of interest, skill level and ability. In 2019, the IEP provided 11 local employment opportunities for local community members facing barriers to employment. Post program, seven of these people have secured ongoing employment within Council and four others successfully secured casual employment while they either looked to pursue further studies or seek other employment. The increased diversity and inclusion from this initiative has positively influenced Council to better innovate. The program has broadened the spectrum of diverse thinking, skills and cultures across Council which is encouraging the facilitation of dialogue of diverse groups of people that were not previously engaged in Council consultations. It has created dialogue of different perspectives to build on existing ideas or problem solving, and initiated new
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PROFILE SUMMER 2020
ideas not previously imagined to result in better community outcomes. The initiative has had a significant and positive impact on Council’s organisational culture, with many employees acknowledging renewed job satisfaction and reinvigorated passion for working within Local Government. All business units are engaged and have an increased understanding of the benefits of employing a diverse workforce. As a result of internal demand, program success, and community support and need, this employment initiative will expand in 2020 to provide approximately 20 employment opportunities. The program has been codesigned with participants and the community to ensure that barriers and opportunities are realised and responded to in a meaningful way. Council works in partnership with specialist local employment service providers and community groups to engage and support community members interested in applying.
Banyule City Council is internally funding this role through a dedicated Social Enterprise & Local Jobs team operating budget. Council accepts its role is to support an inclusive community where all people have access to equitable employment outcomes. The initiative is the first of its kind in Australia within the Local Government sector, and other LGAs have expressed interest in understanding how they can implement a similar program. Banyule’s Social Enterprise & Local Jobs team, together with MAV have committed to creating a program Toolkit to share with other Councils to support the transferability across the sector.
FINALISTS Brimbank City Council, Living In Your Neighbourhood Brimbank's Living in Your Neighbourhood (LYIN) program is a Council partnership with local language providers. It works with local Adult Migrant Education language services to deliver interactive sessions to refugees and humanitarian entrants about the roles and functions of Local Government. With a strong emphasis on building social connections, participants get to know services, staff and programs that are relevant to them in their new place of settlement. This program helps people new to the community know about what is available to them, and what is expected of them in a way that builds sustainable connections. Participants can learn English in settings outside their classrooms which language teachers believe is vital in the learning process. More significantly students are more equipped to deal with everyday matters in their new lives in Australia.
Moreland City Council, Inclusion In Action Disability Equity Workshops The Inclusion in Action Disability Equity Workshops were co designed with people with disability and the Metro Access Officer at Moreland City Council in 2019. They were developed after staff at several Moreland neighbourhood houses identified a need to increase disability inclusion literacy amongst their staff, tutors and volunteers. They sought practical inclusion tools to meaningfully include people with disability as participants, as tutors, volunteers and co workers. The primary target community that benefited from this training were people with disability, including people with mental health issues and people who identified as deaf or hard of hearing. The two, full day workshops provided practical disability inclusive strategies and advice, offered information of how the NDIS and Neighbourhood Houses could interrelate, explored authentic inclusivity stories with diverse lived experiences of disability and provided practical inclusion tools and resources.
Greater Dandenong City Council, Home Exhibition The annual HOME exhibition showcases the work of emerging and established artists from refugee and people seeking asylum backgrounds and celebrates the enormous contribution that they bring to the community, both in the City of Greater Dandenong and beyond. The exhibition, run for the fourth year in 2019, is curated following an open, national call out and seeks to offer opportunities to diverse artists and practitioners, not only to exhibit their work but also to provide professional development and networking opportunities. HOME is curated by Greater Dandenong City Council and has had many benefits for both Council, its community and the broader community. The exhibition also showcases the positive impact that people seeking asylum and refugees have on the community and highlights the enormous contributions they make.
Knox City Council, Modular Buildings The Knox sporting community has experienced unprecedented growth in female participation numbers over recent years, most notably with Australian Rules Football with a 300% increase in the number of female teams/participants between 2015 and 2019. As a result, Council’s existing sporting facilities, several of which were once deemed overflow facilities, were sorely tested. To address this Council invested $7.7 million in 2017/18 to establish six new modular constructed facilities over three years. These facilities provide privacy, safety and comfort for all sportspeople, and specifically support the continued growth of female participation in sport throughout the region. Council’s development and adoption of innovative modular building solutions was the direct result of the organisation engaging with the community, identifying their diverse needs and working with them in an inclusive manner to deliver positive outcomes for the entire community.
Kingston City Council, Kingston Diversity and Inclusion Group Cultural diversity is being celebrated from within at Kingston City Council and it is making a deep and lasting impact across the community. The municipality has a population of 160,000 and almost half of all residents were born overseas or have at least one parent who was born overseas. In 2017, Council recognised that a stronger cultural diversity focus within its organisation would encourage positive flow on effects to the community. Kingston’s Diversity and Inclusion initiative was driven by the establishment of a Diversity and Inclusion Group (DIG) – a collection of staff from across the organisation committed to fostering an inclusive workplace culture that celebrates diversity. The group has worked together to nurture talent and grow employees’ experiences; create an inquisitive culture where innovation by collaboration is fostered; and create a safe and respectful workplace culture where all staff are able to be their true self. PROFILE SUMMER 2020
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2020 AWARDS FOR EXCELLENCE
WINNERS & FINALISTS Young Achiever
WINNER
Banyule City Council, Kate James
Kate James joined Banyule City Council seven years ago, starting a stellar journey as a Youth Engagement Officer. From day one, she has forged successful relationships at Council and in the field pioneering work in leading and embedding practices around gender equity; delivered innovative advocacy and wellbeing activities with Australian-Somali young people; and educational programs on body image. She has presented at numerous youth sector conferences and sat on several regional working groups to share her considerable expertise. Her passion, drive and commitment to advocate for young people and her strategic approach is both admired and unrivalled and she has developed and implemented programs that have hit the mark and made a real difference. “Kate has been an innovator in a number of areas that have had a direct positive impact on young people. Her work with the SomaliAustralian community has helped counteract negative stereotypes and allowed for greater service access for the community. She has created exceptional resources to address the issue of gender equity and been a leader in cross sector collaboration in this space. She’s a fabulous asset to our organisation and young people,” said Allison Beckwith, Council’s Director of Community Programs. At a key time for the local community, Kate stepped in to challenge community misconceptions about young African-Australian people delivering the Shaping Our Fate project in 2018. It saw more than 100 culturally diverse young people (predominantly of Australian-Somali background) actively engage in training and leadership opportunities. Kate is passionate about gender equity and strives to address stereotypes and inequality. She successfully advocated for gender equity to be embedded as a Banyule Youth Services
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PROFILE SUMMER 2020
portfolio; has conducted in-house workshops for Council employees; held several International Women’s Day events and has also been asked to support and train other local Councils to undertake work to embed gender equity. Kate has been involved with planning two intersectional northern region events addressing gender equity and respectful relationships. She supported young people to develop a publication called Do Not Judge this Book by its Cover that challenged gender norms. The publication has received great acclaim, exhausted its first print run and features in the Parliamentary Library. Kate also developed a unique evidence based workshop attended by 800 young people who identify as female, focusing on body image and the impact of social media on self perception. An exceptional young leader and asset to the Banyule community, Kate has provided ongoing significant leadership within the Banyule Youth Services team and across the organisation and the whole sector. She is hard working, passionate and ethical and continues to deliver best practice, innovative and outstanding results for the young people her work touches.
Kate inspires all those who work with her both internally and externally to strive to achieve excellence. She is unfailingly positive and this approach is visible through her actions which inspire others to dream more, learn more, do more and become more.
HIGH COMMENDATION Casey City Council, Sid Wynen Sid Wynen has played an instrumental role at Casey in supporting and guiding the community to champion Council’s advocacy efforts which has led to rebuilding effective and influential relationships with State and Federal counterparts and attracting approximately $3.8 billion in state and federal investment. At just 25 years of age, Sid has repositioned community engagement and advocacy at Council so both are now a core element of various teams and individual’s day to day work. He has overseen a 308% increase in Casey’s community engagement platform as a result of the community feeling more influential and empowered to speak up for what they want. He is regarded as a strong and influential leader across the organisation.
Glenelg Shire Council, Melanie Bennett Ready for the next step in her career and keen to connect with a local community, Melanie Bennett relocated to regional Victoria from Melbourne three years ago, securing the position of Human Resource Coordinator with Glenelg Shire Council. Already a successful human resources practitioner, she quickly established a reputation as an inclusive and influential leader. Melanie has recently been appointed as Team Leader Organisational Development, where she leads a team of three professional staff. Melanie champions a values based culture and is passionate about helping people and seeing them succeed. She embraces opportunities for change; she is always thinking strategically and exploring new ways of working more effectively to improve the organisation.
FINALISTS Baw Baw Shire Council, Tanarly Hood Tanarly Hood was employed as a Youth Officer at Baw Baw Shire Council nine months ago. In that time she has delivered a high standard of work that is supported by her authentic engagement with the community and commitment to learning. Outside of work, she excels in sport and represented Australia at an international basketball competition. Tanarly is a proud GunaiKurnai woman who demonstrates respect for her culture, her Elders, her peers and for herself. The Youth Officer role at Baw Baw had been dormant for many years when she took it on. Her first challenges were to re-establish the State funded FReeZA program, ignite youth networks in the community and within Council and create a FReeZA committee.
Casey City Council, Jessica Moody Jessica Moody, the City of Casey’s Arts Access/Inclusion Officer, works to ensure communities in Casey and beyond can enjoy and participate in the arts and cultural precinct of Bunjil Place. She leads and encourages Council teams to come together to ensure a workplace that prioritises access and inclusion. Since Jessica commenced in this role, she has worked to reach the objectives of creating greater access and inclusion in Casey’s arts programs and in the Bunjil Place precinct in general. Outcomes have included Auslan interpreted shows; captioned performances; multilingual labels in art exhibitions; and training sessions for Council’s internal teams and the wider arts community.
Melton City Council, Francesca Grossi Francesca Grossi is a young woman who has made a tremendous impact during her relatively short Local Government career. She is a tireless advocate for cultural understanding and inclusiveness and will do whatever it takes to facilitate wider understanding of marginalised communities and provide those communities with support and opportunities for collaboration. Everything Francesca does is done with passion. She infuses all her work with enthusiasm and a genuine desire to be of service to both Council and the communities she works with. Francesca’s passion for work and commitment to the community is unparalleled. She is a humble and gracious team member who approaches all her work with dedication, commitment and empathy. PROFILE SUMMER 2020
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Demonstrable governance & integrity Eective compliance management is essential to meet the regulatory requirements of the Victoria Local Government Act of 2020. From September 2020 to June 2022 we will see the most ambitious reform to the Local Government sector in Victoria for over 30 years. Camms is a trusted Local Government provider of enterprise performance and GRC solutions and want to help all Victorian organisations comply with the new regulations. Use our compliance management capabilities to: Identify and understand your compliance obligations View central registers for your internal policies and legislations/compliance frameworks (authority documents) Assign individual responsibility and overall accountability Track progress against obligations and corrective actions Be notified when there are regulatory changes that impact your business
Camms.Risk Compliance Management will help you stay ahead of changing regulations and provide demonstratable governance and integrity. REQUEST A DISCOVERY CALL Industry recognised Our software is recognised by a number of leading analyst and review organisations including Gartner, G2 and Software Advice.
Camms.
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Software to change tomorrow.
PROFILE SUMMER 2020
T: (08) 8212 5188 E: customersuccess@cammsgroup.com W: cammsgroup.com/products/risk/
tuning into a new reality
THIS YEAR THE SUCCESSFUL WOMEN'S SERIES WAS HELD ONLINE
PROFILE SUMMER 2020
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HOW LIBRARIES QUIETLY BECAME COMMUNITY HUBS DURING THE PANDEMIC Chris Buckingham, President Libraries Victoria, Chief Executive Officer at Casey Cardinia Libraries At the start of 2020 there was a quiet sense of optimism in the public library sector that this was going to be our year. Our Libraries Change Lives initiative was driving awareness of the role and value of public libraries among political leaders, media and local communities. Our State Government Budget bid was receiving strong support from Local Government CEOs and Mayors across Victoria, and attracting positive interest from State Government Ministers. Economic modelling showed we were delivering $4.30 of community benefit for every $1 invested, and libraries were on track to welcome more than 30 million visitors across the year. On 21 March, COVID-19 officially punctured our tyres. Libraries across the state were directed to close their doors. After the initial shock, an amazing thing happened. Library managers and CEOs came together (virtually) and shared knowledge and ideas on how best to support communities in lockdown. An outpouring of creativity saw libraries turn their operations around on a five-cent piece. Forced to discard the wellestablished and highly successful place-based strategy, they transformed the way they worked to provide thousands of outbound customer care calls to the vulnerable; home delivery services to people in lockdown; a rapid expansion of free eResources available to the community and a vast array of online program delivery including virtual story times. Astonishingly, more than 20,000 Victorians joined their local library during the first lockdown – even though the doors were closed. Library staff found themselves working in more
libraries were recommissioned. As we navigate the final weeks of 2020, library staff understand that the social and economic repercussions of COVID-19 will fall disproportionally on some groups within the Victorian community.
traditional areas of service such as reader development and
We are committed to offering even more support to those
the feedback from community was phenomenal. People were
most affected. The gradual roll back of restrictions will mean
contacting their libraries with tears of gratitude when small
libraries will reopen their doors to the community. We will
parcels of books landed unannounced on their doorsteps.
need to be creative in the way we keep the best of the new
Each individual library service tailored its service according to the community it served and the resources it had available.
services we developed during lockdown, while reintroducing our more traditional offerings.
Libraries with resilient digital infrastructure and skills were
For the one in five people who feel lonely, the newly jobless,
best placed to respond, but all services demonstrated agility.
the students who need free wi-fi to catch up, and community
In the turbulence and disruption of COVID, some Councils deemed it necessary to stand down staff and or let their casual
members building their English skills, libraries must continue to be a safe place to learn, create and belong.
employees go. In other cases, library staff were redeployed
We look forward to 2021 in the knowledge that a properly
to other Council service areas and were able to make their
resourced library service can do so much good in their
contribution to the COVID response in different ways.
community. We want to work with governments at every
However, as libraries around the state found ways to provide highly valued services in the darkest times - helping isolated
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role of our workforce became clear and previously dormant
level to help rebuild our society and our economy after this pandemic.
older Victorians connect online, supporting unemployed
As a sector, we know that whatever curveball is thrown at us
people to draft resumes, and connecting international
next, we will survive and thrive in the knowledge that Libraries
students through English conversation classes – the critical
really do Change Lives.
PROFILE SUMMER 2020
LIBRARIES IN LOCKDOWN GREATER HAMILTON, MILDURA AND MARYBOROUGH all provided tech support for older
BALLARAT AND MURRUNDINDI LIBRARIES
users over the phone.
complete an online form and staff curate a selection of
offered “Book Tailor” and “Book Butler” services. Patrons books on their behalf. Patrons are notified when items are ready and provided with collection instructions.
WHITEHORSE MANNINGHAM LIBRARIES launched the Bounce Back series, a collection of programs to support the community during COVID-19. They partnered with
GEELONG REGIONAL LIBRARY offered social clubs
organisations including super funds, the Australian Tax
and programs to keep local residents connected and shifting
Office and local job centres to provide a range of free,
delivery to Zoom to make sure that their film society, book
guided online sessions on navigating redundancy and the
clubs and knitting group, Purl Jam could keep talking.
new job market, financial relief and supports, managing debt, financial literacy and looking after mental and physical health while looking for work or working from home.
MONASH AND WYNDHAM LIBRARIES both offered job-seeker support with Monash’s Skills for Work online training for jobseekers and Wyndham’s online Resume Help program for jobseekers.
YARRA LIBRARIES partnered with Open Table and Cultivating Community to assemble and distribute food relief packages. As well as fresh produce and frozen meals donated by local businesses and charities, these packs contained
HEPBURN LIBRARY moved Pride Month celebrations
toiletries, library books, children’s activity sheets, and other
online in June and made sure the LGBTIQ+ celebration
forms of information and entertainment for people who
videos were accessible to as many people as possible by
might not have access to the internet. An average of 371
presenting the series in Auslan.
packages were delivered each week.
LIBRARY eRESOURCES IN COVID-19 VICTORIAN PUBLIC LIBRARIES experienced a 51 per
SWAN HILL LIBRARIES originally purchased 60 hours
cent increase in downloads of eResources in April 2020
of access to Studiosity to provide free online tutoring to
compared with pre-COVID-19 figures. Patrons accessed
primary and secondary school students during 2019-20.
ebooks, emagazines, audiobooks and films.
They purchased an additional 37 hours of access to cover May and June following a surge in demand from April 2020. Students completed 54 free online tutoring sessions
MARIBYRNONG LIBRARIES saw 172 per cent increase
conducted during this time.
in access to free training courses via Lynda.com (LinkedIn Learning) in April 2020 compared to March 2020. The most frequently viewed were related to computer programming, website development, manufacturing and management.
DAREBIN LIBRARIES recoded nearly 14,000 logins to the Adult Multicultural Education Services online English language and education program for refugees and migrants.
PROFILE SUMMER 2020
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COUNCIL NEWS FROM ACROSS VICTORIA
WHAT’S HAPPENING IN LOCAL GOVERNMENT
CASEY WEBSITE NOW TRANSLATES AND SPEAKS LOCAL LANGUAGES With just the click of a button, Casey City Council's website now speaks its community's languages after a translation service and text-to-speech functionality was installed on its website.
CASEY.VIC.GOV.AU
Inclusive Casey Strategic Framework 2018 – 2021
This makes online information more accessible for Casey’s culturally and linguistically diverse (CALD) community members, with 38 per cent born overseas.
Making Casey a more inclusive place for everyone
With over 150 different cultural groups in Casey, Chair of Administrators Noelene Duff said it was essential to provide accessible online information and resources. “Providing accessible information to all community members during the coronavirus (COVID-19) pandemic has been vital to ensure the safety of our community and prevent the spread of COVID-19,” said Ms Duff. “This project demonstrates Council commitment to supporting our diverse community now and well into the future as we continue to enhance our digital capabilities to better serve our growing community.” As part of Council’s Customer Experience Strategy and in line with the Inclusive Casey Strategic Framework, the project also includes the digitisation of Council forms and the hosting of a range of online services for vital community support programs such as the Community Resources during Coronavirus Pandemic page.
‘An in c
community’ ected n n o c lusive, safe and
DROUGHT HIT COMMUNITY GETS TO PLAY IN PARK The Moira Shire in northern Victoria is using $1 million drought funding from the Federal Government to provide much-needed community facilities. General Manager Corporate Simon Rennie said the installation of an outdoor gym in Nathalia was a wonderful addition to the area and has received overwhelming support from the community. “This project cost $40,000 and involved the installation of various static exercise equipment targeting cardio, weight bearing and balance skills. “We look forward to completing more projects nominated under the drought funding program. “This funding has made an enormous amount of difference and has allowed us to undertake and complete projects now, instead of them being put into our ‘wish list’.”
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PROFILE SUMMER 2020
MEMBERS REAP BENEFITS BY SHARING INTERESTS Among many benefits, members can share in a community of knowledge, stay on top of their discipline and sector issues through LGPro’s 30 Special Interest Groups, or SIGs. Regular meetings are held throughout the year with communities of knowledge in arts and culture, administration, though to biodiversity, customer service and corporate planning. There were more than 3,000 active SIG participants last
take the opportunity to participate in the meetings, which
financial year, with many members engaged in more than
are held online.
one group. This means large numbers of people working in the sector meet consistently with others working in the same field to discuss issues, connect and share information. In fact, when combined, more than 6,000 people each year
The groups also contribute to LGPro submissions about new legislation, such as the new Local Government Act, and any policies being developed by other tiers of government.
IT’S ALL ABOUT MAKING A DIFFERENCE TO PEOPLE
PROFILE
May Hassan, Manager Whitehorse City Council Home and Community Services I am passionate about working in Local Government due to the difference it makes on the ground for communities. Local Government delivers more than 100 services to communities and is the bridge between government policies and community living. I love working with people, building capacity of staff and
I have been an LGPro
residents and truly making a difference in the community.
member since 2002
This year has been testing for everyone, and leaders have been no different. I have grown and learnt much about resilience and how to lead and support a team under enormous pressure working remotely and on the frontlines within the community. 2020 has strengthened my commitment and passion for local government and the work we do on the ground to effectively engage with and support communities. I’ve got a greater understanding about the strength of the human spirit from this year and realised the difference between Want and Need.
and have benefited from the great sense of belonging to a wider group of professionals working on the ground with their various communities. The Special Interest Groups working together to promote and enhance their industry practices, the professional development opportunities and learning and networking with other professionals. I have been fortunate to complete the LGPro XLP program (highly recommend it!) during this year and I am looking forward to continuing my work at Whitehorse where I can apply my learnings. My ambition is to continue to make
Next year I hope to see communities recover, reconnect,
a difference in the lives of our communities and to apply
and build their strength to move forward towards a common
my experience and skills across the various roles within
goal. While personally I’m hoping to reunite with my family
local government.
who are scattered around the world.
PROFILE SUMMER 2020
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POPULAR ONLINE OFFERINGS TO CONTINUE AND EXPAND LGPro’s online workshops and webinars have provided accessible, weekly professional development opportunities throughout the year. They attracted more than 1000 registrations from all levels of Council staff across Victoria. There were sessions exploring the principles-based new Local Government Act, public transparency, breaking down siloed structures, deliberative engagement, performance coaching and mastering challenging workplace conversations. These sessions aim to equip attendees with the skills, knowledge and leadership competencies required to navigate the unfolding future of Local Government, and they will continue in 2021. Here’s what some attendees had to say about the sessions:
Very practical and easy to follow with a few ‘A-HA’ moments. Svetla, Swan Hill Rural City Council
It was a great reminder on the importance of health and wellbeing, establishing not negotiables and the need to take care of self and staff during these uncertain times. The handy tips and links were great, and I will be sharing these with many. Even taking the time for this webinar was a real treat! Lisa, Mount Alexander Shire Council
Amazing Webinar: I’m so glad I got to watch it on playback.
Councils need to be accountable for the decisions they make on behalf of their community. This Webinar was insightful and acknowledged that while Local Government can at times be a grey area, Councils can still choose to be consistent with what they do.
Vicki
Tracey, City of Whittlesea
It was great to have access to experienced professionals and Local Government colleagues to discuss some of the broad issues around principle-based outcomes from the Local Government Act 2020. Nigel, Whitehorse City Council
Really great session. It was all extremely insightful and valuable. Key takeaway was the diagram showing the different shadows and how we should remember that we all have our own views of reality. Kieran
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PROFILE SUMMER 2020
WORKSHOPS / WEBINARS
EXPERT INSIGHTS
After their success this year, we will continue
This year also saw the introduction of the new
our workshop and webinar offerings in 2021.
Expert Insights video series, providing a snapshot
Keep an ear out as exciting new learning and
of key topics for professionals in the sector with
networking opportunities are released.
experts in their fields. These are available to view anytime on the LGPro YouTube Channel.
Max Hardy and Todd Beavis presenting in the Future Local Government Workshop: Deliberative Engagement and the new Act: Addressing the Challenges.
David Hawkins on how to Effectively Engage External Stakeholders.
Colin Pidd explores Breaking Down the Walls in Local Government.
MEMBERS KEEP CONNECTED NO MATTER WHAT HAPPENS LGPro has a suite of customised packages, to ensure our members are receiving as much value as possible. This year we launched a new package, WebinarHQ. This is our low-cost membership package and is best suited to people who want flexible learning and want to stay on top of sector reform at their own pace. WebinarHQ membership recognises that many people have busy work schedules or are unable to travel to keep on top of their professional education. This means no matter where you are in Victoria you can still access member benefits and keep on top of issues affecting the workplace. You get two free webinars every month for a year, with access to participate live or watch at your leisure. Find out more here.
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Identify and understand your compliance obligations View central registers for your internal policies and legislations/compliance frameworks (authority documents)
CHALLENGING YEAR HELPS BUILD RESILIENCE
Assign individual responsibility and overall accountability Track progress against obligations and corrective actions Be notified when there are regulatory changes that impact your business
When we look back on 2020 in years to come with bittersweet memories, we will not forget the resilience and the tenacity we share and the community spirit that kept us going. In one of the most unique periods in recent memory, LGPro took the opportunity to adapt to the challenges associated
Camms.Risk Compliance Managem stay ahead of changing regulation demonstratable governance and in
with COVID-19 and the challenging environment. We introduced new learning and development activities to bring about positive experiences and foster new conversations about future change and emerging challenges. We look forward to exploring this and more again in 2021.
2020 EXECUTIVE LEADERSHIP PROGRAM
REQUEST A DISCOVERY C Industry recognised
The Executive Leadership Program builds on the already impressive skills of senior executives, particularly Chief Executive Our software is recognised by a number of analyst andKotur review took organisations Officers and Directors. This year’s challenges made this program all the more important. Lead leading facilitator Chris the including Gartner, G2 and Software Advice.
group of 24 through challenges and successes while hearing from some of the leading experts on topics such as strategic foresight, gender equity, change management and adaptive leadership.
Camms.
Thank you to all the contributors and presenters and to Camms for their continued support.
Software to change tomorrow.
EMERGING LEADERS PROGRAM This year’s participants of the Emerging Leaders Program are a group of curious and inspiring leaders. The added challenge of COVID and virtual learning provided a new element not seen before. Participants were forced to consider their leadership style, express their biases, and reflect on their thinking and behaviour. Many progressed into more senior roles and the skills gained have prepared many more participants for the journey. In the meantime, their efforts are focused on producing a video documentary, interviewing Council staff and members of the community. The documentary will capture the challenges as well as the successes and will be screened to the Local Government sector. Thank you to the following Councils for their huge contribution to this year’s program:
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• Glen Eira City Council
• Buloke Shire Council
• Darebin City Council
• Knox City Council
• Moreland City Council
• Mount Alexander Shire Council
PROFILE SUMMER 2020
• City of Casey
T: (08) 8212 51 E: customersu W: cammsgrou
CONGRATULATIONS TO GRADUATES Graduates of this year’s Ignite and Mastering Management program experienced a diverse range of discussions with both Council and community thought leaders. We bolstered their experience by supporting them with additional tools such as online resource libraries, online groups and one on one discussions. As well as exploring a host of leadership and management
decision making, strategic planning, performance and
concepts, participants closely investigated the principles of
challenging conversations and the important role of a leader
change management and client orientation against a range
in regulating risk.
of systems in Council, and further explored the value of the Gender Equality Act in the context of their role.
Ignite and Ignite for Outdoor Worker leadership programs and
The Ignite for Outdoor Workers program brought together a mostly rural, regional and interface council group of 14 participants. Sessions were held fortnightly and the group explored the challenges of leadership including ethical
I am loving Ignite... The transition from face to face to online learning was done seamlessly. I look forward to the sessions. Anna Maio, Team Leader, Community Partnerships Community Services
Congratulations to the graduates of Mastering Management, look forward to reconnecting with them in 2021. Registrations for Ignite, Ignite for Outdoor Leaders and Mastering Management Program are now open. For more information please email suzanao@lgpro.com
I like the fact that the Mastering Management classes are once a fortnight, short in duration and all the resources are available online; this definitely keeps me engaged. The best part is that there are guest speakers and it gives us some amazing real life examples coming straight from an experienced professional. I am learning a lot – thanks to the LGPro team. Yash Duggal, Team Leaders Business Support, Moreland City Council
LGPro Ignite in my opinion should be a must for all new Managers/Team Leaders or Coordinators within Local Councils. I knew going into the program that it would assist me to develop further on the skills I already had as a leader, but I can say I feel that not only has it assisted me it has gone beyond my expectations of the course. Given the climate with COVID-19 this has been a fantastic time to be able to come together as a class and have support and coaching sessions to assist us with being the best we can be for our teams. The guest speakers were an inspiration yet very relatable and down to earth. Julie Croll, Senior Team Leader Administration Support | Development Services, Bayside City Council
PROFILE SUMMER 2020
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ONLINE WORKSHOPS IN 2021
The Introduction to Local Government workshop is designed to provide employees who are new to Local Government with the context and understanding of the sector and how it functions. It covers structure, roles, functions and interactions of staff and Councillors, decision-making processes, with case studies to demonstrate common issues and dilemmas that the average Local Government employee might be required to navigate. It is not a course specifically about the new Local Government Act 2020, but all of the material has been updated to
Writing for Influence in Local Government is a course designed to raise the standard of report writing by helping those who write or authorise council reports, correspondence and marketing collateral to develop an understanding of context including political awareness, populate documents with information that is relevant and orderly. Write reports and correspondence by better understanding elements of informed decision making to enable
reflect and be consistent with the new Act.
better decisions and value for our communities.
See website for more details.
See website for more details.
CUSTOMISED TRAINING FOR YOUR COUNCIL We can also deliver online training and workshops tailored to meet the needs of your staff. Our courses Core Financial Skills for Non-Finance Officers
include pre-reading and practical activities, encouraging
is designed to support people who are new, or who
participants to engage more effectively with the
have been recently appointed to a role with budget
learnings while maximising their time in the lesson.
responsibilities. It is also beneficial for people who
For a free consultation to discuss how we can customise our training to suit your organisation please email suzanao@lgpro.com
are working in the sector and who would like to improve their knowledge of Local Government financial planning and reporting. • Understanding the legislation and officer obligations regarding key planning and reporting documents. • Learning major accounting concepts and financial terms. • Undertaking effective budgeting, monitoring, forecasting, and reporting. See website for more details.
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PROFILE SUMMER 2020
PROFESSIONAL DEVELOPMENT CALENDAR
NOV 2021
OCT 2021
SEP 2021
AUG 2021
JUL 2021
JUN 2021
MAY 2021
APR 2021
MAR 2021
FEB 2021
PROGRAM
JAN 2021
JANUARY 2021 – NOVEMBER 2021
MORE INFO
LEADERSHIP SUITE
Mastering Management
Ignite
Ignite for Outdoor Workers
Emerging Leaders Program (ELP) Nominations are now closed for 2021 program
Executive Leadership Program (XLP)
NEW IN 2021
SPECIALISED PROGRAMS
Nominations are now closed for 2021 program
Introduction to Local Government
Writing for Influence in Local Government
Core Financial Skills
Future Local Government series
Ethical Leadership & Decision Making Workshop
Connect with us at
LGProVIC PROFILE SUMMER 2020
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