LGPro 2020 Awards & Recognition Year Book

Awards & Recognition Year Book Featuring the 2020 LGPro Awards for Excellence

WINNERS & FINALISTS

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McArthur is proud to be associated with such high achievers, and we congratulate all Winners and Finalists in the 2020 Awards for Excellence.

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CONTENTS MESSAGE FROM LGPRO PRESIDENT....................................................................................................................................2 AWARDS FOR EXCELLENCE JUDGING PANELS..................................................................................................................3 2020 WINNERS & FINALISTS..................................................................................................................................................4

INNOVATIVE MANAGEMENT INITIATIVE...............................................................................................................................9 SERVICE DELIVERY INITIATIVE............................................................................................................................................. 11 SPECIAL PROJECTS INITIATIVE........................................................................................................................................... 15 COMMUNITY PARTNERSHIPS INITIATIVE.......................................................................................................................... 19 COMMUNITY ASSETS & INFRASTRUCTURE INITIATIVE – $2 MILLION & UNDER.................................................... 22 COMMUNITY ASSETS & INFRASTRUCTURE INITIATIVE – OVER $2 MILLION.......................................................... 27 SUSTAINABILITY INITIATIVE.................................................................................................................................................. 31 DIVERSITY & INCLUSION....................................................................................................................................................... 35 INDIGENOUS COMMUNITY PARTNERSHIP INITIATIVE.................................................................................................. 41 YOUNG ACHIEVER................................................................................................................................................................... 47

2019 SALLY ISAAC MEMORIAL SCHOLARSHIP FUND AWARD................................................................................... 53 2019 ACTIVE AGEING & WELLBEING AWARDS................................................................................................................ 54 2019 CUSTOMER SERVICE AWARD................................................................................................................................... 56 2019 LGPRO CORPORATE & COMMUNITY PLANNING AWARD.................................................................................. 57 LGPRO EXECUTIVE LEADERSHIP PROGRAM (XLP)......................................................................................................... 59 LGPRO EMERGING LEADERS PROGRAM (ELP)................................................................................................................ 60

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MESSAGE FROM LGPRO PRESIDENT

I am delighted to present the winners and finalists of our 2020 Awards for Excellence in this special publication which also features other LGPro award winners and program graduates.

Our sector is producing exceptional work, every day. The Awards for Excellence not only highlights our innovation, ingenuity and commitment to our communities, they provide the opportunity to showcase and share bright ideas and celebrate the talent of the people within our sector.

I congratulate and thank each and every person involved.

In reading about the diverse and innovative programs and projects nominated in our 2020 awards, I feel incredibly proud of the work that is being done across Victoria, and on behalf of the LGPro Board.

We always receive an excellent standard of nominations for our Awards for Excellence, now in their 16th year, and this year is no exception. Congratulations to aIl winners, finalists and those who were nominated in the 2020 Awards for Excellence for the outstanding contribution you are making to our sector, you are doing fantastic work.

I would like to thank the team of volunteer judges who adjudicated the ten award categories. A great deal of care is taken when forming the judging panels to ensure those deliberating have the technical knowledge and expertise required. I would like to thank the Councils that released their staff to participate as judges, not only does this contribute to their professional development, it also continues building capacity within the sector.

Congratulations to all of the other LGPro award winners, finalists and program graduates. Your success is our success.

Please make some time to read about these outstanding projects, I am sure that you will find something that you can adopt, adapt and implement for your own Council.

To each and every one featured here, you do yourselves and your Councils proud. Well done!

Liana Thompson LGPro President Chief Executive Officer Northern Grampians Shire Council

The 2020 LGPro Awards for Excellence are proudly sponsored by:

(Publication sponsor)

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AWARDS FOR EXCELLENCE JUDGING PANELS

2020 CATEGORY JUDGING PANELS Innovative Management Initiative Andrew Mason, Corangamite Shire Council (Chair) Alan Clark, Rural City of Wangaratta Shweta Babbar, Glen Eira City Council Steve Fuery, Bass Coast Shire Council

Community Assets & Infrastructure – over $2 million Andrew Day, Manningham City Council (Chair) Sharon Morrison, Loddon Shire Council Scott Walker, Banyule City Council

Service Delivery Initiative

Sustainability Initiative

Tony De Fazio, Whitehorse City Council (Chair) Jim Barrett, Darebin City Council Eric Braslis, Golden Plains Shire Council Mark Florence, Indigo Shire Council

Jenny Scicluna, Cardinia Shire Council (Chair) Melanie Kerr, Whitehorse City Council Kathy Hynes, Banyule City Council Anthony Judd, Buloke Shire Council

Special Projects Initiative

Diversity & Inclusion

Steve Burgess, Whittlesea City Council (Chair) Brandon Davis, Kingston City Council Rory Neeson, Corangamite Shire Council Tammi Rose, Yarra Ranges Council

Community Partnerships Initiative

Liana Thompson, Whittlesea City Council, now Northern Grampians Shire Council (Chair) Ross Goeman, Monash City Council Birgit King, Yarra Ranges Council Glenn Reddick, Warrnambool City Council

Andi Diamond, Monash City Council (Chair) Tanya Scicluna, Knox City Council Peter Utri, Warrnambool City Council Mozma Tate, Casey City Council

Indigenous Community Partnership Initiative

Community Assets & Infrastructure – $2 million & under

Young Achiever

Chris Leivers, Yarra City Council (Chair) Amanda Rigby, Brimbank City Council Marcus Ballard, Monash City Council

Jo-anne Chapman, LGPro (Chair) Steven Abbott, Greater Bendigo City Council Todd Condie, Port Phillip City Council

Brooke Watson, Hume City Council (Chair) Lidia Harding, Mitchell Shire Council Michael Shiell, Brimbank City Council Sarah Young, Yarra City Council

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2020 WINNERS & FINALISTS INNOVATIVE MANAGEMENT INITIATIVE

COMMUNITY PARTNERSHIPS INITIATIVE

WINNER

➢ Banyule City Council,

➢ Port Phillip City Council, Earned Value Management

SERVICE DELIVERY INITIATIVE WINNER

➢ Brimbank City Council,

WINNER Tailored Social Enterprise Development Partnerships

HIGH COMMENDATION

➢ Maroondah City Council,

Maroondah Positive Education

➢ Glenelg Shire, Macedon Ranges

and Benalla Rural City Councils, Live4Life

Pre-School Engagement Strategy

FINALISTS

➢ Kingston City Council,

ChatBot 24/7 Customer Service

➢ Whittlesea City Council,

Prioritising What’s Important

COMMUNITY ASSETS & INFRASTRUCTURE INITIATIVE – $2 MILLION & UNDER WINNER

➢ Glenelg Shire Council,

Portland Library Redevelopment

SPECIAL PROJECTS INITIATIVE WINNER

➢ Casey City Council, INNovation Crowd

FINALISTS

➢ Ballarat City Council,

‘Save Her Majesty’s – The Time is Now’ campaign

➢ Casey City Council, Commit to Casey

➢ Casey City Council, Arts Agitators

➢ Gannawarra Shire Council,

Leitchville Community Garden

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HIGH COMMENDATION

➢ East Gippsland Shire Council,

Lakes Entrance Seawall Transformation

FINALISTS

➢ Latrobe City Council,

Construction of a Sports Pavilion at Latrobe Synthetic Sports Field, Churchill

➢ Maribyrnong City Council, Footscray Bouldering Wall

➢ Monash City Council,

Holmesglen Neighbourhood Activation Project

➢ Moyne Shire Council, Koroit Youth Space

COMMUNITY ASSETS & INFRASTRUCTURE INITIATIVE – OVER $2 MILLION

INDIGENOUS COMMUNITY PARTNERSHIP INITIATIVE

WINNER

➢ Yarra Ranges City Council,

➢ Boroondara City Council,

Greythorn Community Hub

FINALISTS

➢ Casey City Council,

Livingston Family and Community Centre

➢ Knox City Council,

Bayswater and Wantirna South Hubs

➢ Moreland City Council,

Oak Park Sports and Aquatic Centre Redevelopment

SUSTAINABILITY INITIATIVE WINNER

➢ Whittlesea City Council,

Supply Chain Sustainability School Local Government Portal

HIGH COMMENDATION

➢ Mildura Rural City Council, Mildura – Farming the Sun!

WINNER The Indigenous Heritage Visibility Project

FINALISTS

➢ Greater Dandenong City Council / Dandenong

and Districts Aborigines Co-Operative Limited, Monash Health, Casey City Council, New Directions – Mothers and Babies Services Community Connections Project

➢ Latrobe City Council,

Latrobe’s First 1000 Days Project

➢ Brimbank City Council,

Brimbank Aboriginal and Torres Strait Islander Community Leadership Program and First Nations Women’s Leadership through Art Program

➢ Hepburn Shire Council,

Grounded in Truth – Reading the Country at Contact Tour

➢ Ballarat City Council,

Ballarat Aboriginal and Torres Strait Islander Women’s Portrait and Storytelling Project

➢ Melbourne City Council, Carbon Neutral Premier Events

YOUNG ACHIEVER DIVERSITY & INCLUSION

WINNER

WINNER

➢ Kate James, Banyule City Council

➢ Banyule City Council,

HIGH COMMENDATION

Banyule Inclusive Employment Program

FINALISTS

➢ Sid Wynen, Casey City Council ➢ Melanie Bennett, Glenelg Shire Council

➢ Brimbank City Council,

FINALISTS

Living in Your Neighbourhood

➢ Moreland City Council,

Inclusion in Action Disability Equity Workshops

➢ Greater Dandenong City Council,

➢ Tanarly Hood, Baw Baw Shire Council ➢ Jessica Moody, Casey City Council ➢ Francesca Grossi, Melton City Council

HOME Exhibition

➢ Knox City Council, Modular Buildings

➢ Kingston City Council,

Kingston Diversity and Inclusion Group

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JLT PUBLIC SECTOR IDENTIFYING RISKS AND MANAGING THEM THROUGH INNOVATIVE SOLUTIONS

JMAPP AT JLT, OUR CLIENTS TRUST US TO IDENTIFY AND MANAGE THEIR RISKS. TO DO THIS, WE ARE CONTINUALLY DEVELOPING AND EVOLVING INNOVATIVE SOLUTIONS. JMAPP (Municipal Asset Protection Plan) is an innovative alternative to the traditional property insurance placement. A discretionary trust arrangement enables the administrator to combine the buying of insurance and spread the risk across Victorian and Tasmanian Local Government corporations involved in the programme.

JMAPP comprises over 80 Victorian and Tasmanian Local Government corporations and is designed for property damage type claims.

The programme combines the elements of a discretionary trust with conventional property damage/business interruption insurance.

The success of JMAPP is driven by the combined buying power and risk sharing of Victorian and Tasmanian Local Government corporations who support the programme.

The benefits of JMAPP include: • Ability to pay discretionary claims • Competitive and stable pricing • Security and long-term stability • Equity and rebates through unique discretionary trusts • Stable and trusted reinsurance partners that have stood the test of time • Return of surplus rebates and interest disbursements to members, meaning profits go to members, not insurers • Sector-specific member services • Capped financial trust with no additional calls on members

FOR MORE INFORMATION PLEASE CONTACT BRONSON JUSTUS – General Manager, Public Sector T: 03 8664 9314 E: Bronson.Justus@jlta.com.au © 2020 JLT Public Sector is a division of Jardine Lloyd Thompson Pty Ltd (ABN 69 009 098 864, AFSL 226 827) (“JLT”) which is part of the Marsh group of companies.

The Discretionary Trust Arrangement has been arranged by JLT Group Services Pty Ltd (ABN 26 004 485 214, AFSL 417964) (“JGS”). JGS is part of the Marsh group of companies. Any advice in relation to the Discretionary Trust Arrangement is provided by JGS. The Cover is subject to the Trustee’s discretion and/or the relevant policy terms, conditions and exclusions. LCPA 20/009 S 20-0002

Future Ready... make the connection Local Government Victoria works in partnership with councils to support a respected and resilient local government sector that delivers to all community members.

Here are just some of the ways we’re doing that:

Gender Equity in Local Government Program Supporting an increase in women in local government leadership positions to better reflect the communities they serve.

Councils & Emergencies Project and the Municipal Emergency Resourcing Program Supporting local government capability and strengthening community recovery following an emergency.

Aboriginal and Local Government Partnerships program Strengthening engagement and partnership between councils and Aboriginal communities that supports Aboriginal self‑determination.

Rural Councils Transformation Program Transforming regional service delivery and boosting the financial sustainability of rural councils to contribute to liveability and productivity.

Funding Community Infrastructure Supporting councils in providing vital community infrastructure through programs such as the Growing Suburbs Fund, the Living Libraries Infrastructure Program and the Community Infrastructure Loans Scheme.

To find out more about support available to councils, visit: localgovernment.vic.gov.au

INNOVATIVE MANAGEMENT INITIATIVE Initiatives that demonstrate new ways of leading, facilitating, administering, controlling or ensuring a particular outcome is achieved and that make positive changes to the management of organisations, processes, practices or projects.

Judging Criteria

➢ Sustainability / transferability of the initiative ➢ What makes the initiative unique ➢ Demonstrated leadership ➢ Effectiveness of the initiative ➢ Achievements of the project versus its intention

Winner

➢ Port Phillip City Council, Earned Value Management

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WINNER

Innovative Management Initiative

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.

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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.

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 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.

SERVICE DELIVERY INITIATIVE Initiatives that demonstrate best practice, or the pursuit of excellence, in the delivery of a service to the community or a specified target market, that is able to be continued on an ongoing basis.

Judging Criteria

➢ Clarity of demonstrated outcomes of the initiative ➢ Benefits of initiative relative to cost ➢ Innovativeness and defining features ➢ Sustainability / transferability of the initiative ➢ Initiative’s ability to meet specific needs of clients / target groups

Winner

➢ Brimbank City Council, Pre School Engagement Strategy

Finalists

➢ Kingston City Council, ChatBot 24/7 Customer Service ➢ Whittlesea City Council, Prioritising What’s Important

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WINNER

Service Delivery Initiative

BRIMBANK CITY COUNCIL

PRE SCHOOL ENGAGEMENT STRATEGY Brimbank is a diverse and growing community, home to many children and families, some who require support to access services including pre school.

• A centralised pre school registration portal for parents.

Uptake has grown significantly from 185 parents using the portal in 2016 to 2,404 in 2019

Council developed a Pre School Engagement Strategy to ensure all children benefit from a pre school education. The strategy has resulted in:

• A Maternal/Child Health (MCH) pre school link activated at the two week Key Age/Stage visit if the parent wishes to register for pre school. Analysis of data tracking children from the link in 2014 (birth-year) showed the strategy was effective in linking 926 high priority children to pre school enrolment in 2018.

• More reserved and utilised pre school places for high needs children • Successful pre school enrolment of more than 900 high priority children from their two week MCH Key Age/Stage visit • Capacity to track vulnerable children who haven’t attended an MCH Key Ages/Stages visit or registered for pre school • A user friendly centralised pre school registration portal available 24/7.

The central objective of the Pre School Engagement Strategy is that families and children, particularly vulnerable children, are supported to access pre school. All children should benefit from the advantages of attending pre school which include improved social skills, better school performance, fewer behavioural issues and engagement in lifelong learning.

The outcomes of implementing the strategy include: • An Early Years’ Service Navigator which supports access of children to pre school, resulting in more filled Early Start pre school places for three year olds with high needs • Reserving pre school spaces for vulnerable and newly arrived families and children saw 240 spaces held for vulnerable children in 2018

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The strategy includes a centralised registration process which analyses registration data for future planning, supports independent pre school programs by offering funded places, provides timely registration updates to participating pre schools, ensures continuous improvement and enables families to make and manage their own appointments when it suits them.

The Early Years’ Service Navigator role was the first of its kind in the north west region and in Local Governments in the MAV Kindergarten Enrolment Working Group. The navigation role is a particularly significant component of the strategy. Service Navigator could be utilised in many different areas in Council to inform, assist and support the community.

Council wants to ensure that all children in Brimbank have access to a high quality pre school education. The Pre School Engagement Strategy is helping to ensure they are well on the way to achieving the goal of more children, particularly vulnerable children, reaping the benefits of pre school.

FINALISTS Service Delivery Initiative KINGSTON CITY COUNCIL

CHATBOT 24/7 CUSTOMER SERVICE Historically, access to a Council out-of-business-hours was limited to emergencies. However, in a changing world, the expectations of a tech savvy community are increasing and customers expect access to information and services at a time that best suits them.

Kingston City Council’s objective was to provide a new, innovative channel where the community could communicate with them, find information and complete basic tasks at their leisure. To address this, Council leveraged artificial intelligence to develop a website Chatbot to act as a 24/7 concierge for the community.

The Chatbot has become an integral part of the team, quickly earning the nickname Ceebs (short for Chatbot) which is the website’s first point of contact for customers. When the Chatbot was launched it was hoped that it would be able to answer variations of 50 core questions but within two months this increased to an

active list of 120 common questions and it has since grown to around 180 questions and is still going strong.

Prior to Ceebs, Kingston’s highest volume of live chat interactions (handled by humans) in a year was 6,500. The goal was for Ceebs to answer a similar volume of questions, but in the last nine months it answered 13,603 questions from 9,621 unique users with 78% accuracy.

Providing a seamless experience to customers was important, so Ceebs was designed to work hand-in-hand with the live chat client that the Customer Care Contact Centre uses. This ensures that Ceebs’ conversations can be passed smoothly from the Chatbot to a live agent if needed.

Ceebs is now the Kingston community’s 24/7 ticket to Council providing access to information and services when it best suits them.

WHITTLESEA CITY COUNCIL

PRIORITISING WHAT’S IMPORTANT As a large growth area Council on Melbourne’s northern fringe, Whittlesea City Council is exposed to all the complex challenges faced with managing growth, including but not limited to timely infrastructure and services, traffic congestion, strained and limited public transport, access to jobs, social isolation, as well as critical health and emergency services. Many of these key services and infrastructure items require consideration under a statutory planning permit process.

The Council’s response to help address these challenges was to implement the Priority Development Assessment Process (PDAP) which was created to focus on projects and developments that generate employment, improve community wellbeing, focus on the environment, provide critical infrastructure and housing, as well as drive investment in key locations. The Council also developed a Fast Lane planning assessment process to enable future residents to build their homes and move into their developing communities

without experiencing delays from the planning permit process.

Through these streamlined planning permit application processes Council has achieved the following outcomes: • Prioritised and facilitated planning permit applications which achieve an overall net community benefit for existing and future residents • Enhanced working relationships between internal and external stakeholders through clear, consistent and transparent planning advice • One of the highest performing growth area, interface and metropolitan planning functions, issuing close to 80% of all decisions within statutory timeframes and achieving a median of 55 processing days which is almost half that of the growth area average and 30% better than the metropolitan average.

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SPECIAL PROJECTS INITIATIVE These are exceptional and one off initiatives.

They must assist the community and be over and above Council’s day to day activities.

Judging Criteria

➢ Clarity of the initiative’s objectives and outcomes ➢ Innovativeness ➢ Effectiveness ➢ Cost benefits of the initiative ➢ Demonstration of an effective / innovative approach and outcomes

Winner

➢ Casey City Council, INNovation Crowd

Finalists

➢ Ballarat City Council, 'Save Her Majesty’s – The Time is Now' campaign ➢ Casey City Council, Commit to Casey ➢ Casey City Council, Arts Agitators ➢ Gannawarra Shire Council, Leitchville Community Garden

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WINNER

Special Projects Initiative

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.

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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.

FINALISTS Special Projects Initiative 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.

A digital engagement pack was created and shared with key partners encouraging them to show their support for the project by writing letters and posting on social media. A regular EDM was also created using the campaign branding to update interested people on the progress of the campaign.

The community was further engaged through group tours of the theatre and drop in information centres at the local library.

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. It also saw more than $100,000 donated to the cause by the local community, over 2,800 signatures on a change.org petition, and hundreds of messages of support on the savehermaj.com website.

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.

The campaign involved a three phased approach. Phase one (educate) involved identifying advocacy priorities while establishing new and strengthening existing connections with stakeholders who could play a role in the campaign. Phase 2 (activate) moved to intense campaign preparation, building on engagement with communities of concern through best practice and capacity building.

Phase 3 (advocate) focused on the campaign launch which included communications, outreach, media and government relations.

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. This approach is now well defined and tested and has been used in other Casey advocacy initiatives.

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FINALISTS Special Projects Initiative 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.

Arts Agitators functions to create career development opportunities and positive mental wellbeing outcomes for all program participants.

It aims to: • Improve the mental wellbeing of Casey’s young creatives • Build resilience and confidence in young people

• Foster ongoing and self initiated engagement with arts programing • Build connections between the young people • Create opportunities for participants to build connections with leading arts institutions and organisations to progress career development.

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.

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The project was completed at minimal cost, with Council contributing $6,450 for materials and $2,100 for labour completed

by Council staff members. 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.

Twelve months after its opening, residents continue to use the garden as a place to socialise and relax. The vicinity has become a civic hub for the community, linking in with the adjoining Rural Transaction Centre, local bakery and the free camping precinct.

With community support the garden has continued to grow and thrive.

COMMUNITY PARTNERSHIPS INITIATIVE Initiatives that demonstrate a commitment to working with and/or in the community to achieve positive outcomes.

Judging Criteria

➢ Impact on broader sector ➢ Transferability ➢ Complexity of outcomes and number of partners involved ➢ Effectiveness of collaborative effort ➢ Leadership demonstrated

Winner

➢ Banyule City Council, Tailored Social Enterprise Development Partnerships

High Commendation

➢ Maroondah City Council, Maroondah Positive Education ➢ Glenelg Shire, Macedon Ranges Shire and Benalla Rural City Council, Live4Life

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WINNER

Community Partnerships Initiative

BANYULE CITY COUNCIL

TAILORED SOCIAL ENTERPRISE DEVELOPMENT PARTNERSHIPS Tailored Social Enterprise Partnerships are driving inclusive economic growth, sustainable labour market participation for disadvantaged groups, local job creation, and social cohesion in Banyule.

Created using a shared value lens, each partnership is tailored to appropriately respond to the unique needs, challenges and opportunities of the social enterprise, those of the Banyule community, and considers how Council is best placed to support.

These partnerships have enabled more than 25 economic participation and development outcomes, and supported each partner to build business capacity and skills, increase market access to social procurement opportunities and other new markets, and increase their impact and innovation.

Tailored Social Enterprise Partnerships exist to create inclusive place based job opportunities for vulnerable community members in Banyule and to support the development of Banyule’s social enterprise ecosystem.

This approach realises that social enterprises play a valuable role in the social, economic and environmental wellbeing of communities; and can provide a sustainable place based response to challenges in Banyule without ongoing reliance on grants.

Banyule Council is the first Local Government authority in Australia to have a dedicated Social Enterprise business unit that focuses on developing innovative approaches to place based employment creation through social enterprise partnerships.

A defining feature of this initiative is that it is founded on a business strategy of shared value which delivers on purpose and profit simultaneously. As a result, social enterprises are supported to overcome unique barriers they face in respect to increasing their business capacity, skills, access to new markets, and increasing their impact and innovation in alignment with their social cause.

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The outcomes achieved to date include: • 15 work placements for people living with disabilities in Banyule • Eight jobs for local asylum seekers • One job and four volunteer roles for local job seekers experiencing disadvantage • Access to tailored capacity building support for several social enterprises.

While social enterprises often require financial support or assistance to get their business off the ground, the goal is for them to become commercially self sustaining. Each partnership is formed by understanding how each social enterprise works, their business model, financial performance, challenges negatively impacting their business, and opportunities for business and impact growth.

Therefore, instead of a short term focus of access to finance, Council seeks to assist their development through a set of agreed shared value initiatives and projected long term outcomes. This helps to reduce the financial burden to the social enterprise in the short term and strategically increases their ability to effectively and sustainably deliver products and services in the long term.

Local Government collaborating with social enterprise is an innovative approach in the sector to inclusive place based employment creation. Three new social enterprises now operate in Banyule, and more than 20 new economic participation and development opportunities have been created for local people experiencing barriers to employment.

HIGH COMMENDATION Community Partnerships Initiative MAROONDAH CITY COUNCIL

MAROONDAH POSITIVE EDUCATION Following the development of Maroondah City Council’s Youth Strategy, Council partnered with 27 schools, the Department of Education, the University of Melbourne and the Institute of Positive Education to change the way education is delivered in Maroondah.

Using a Collective Impact Framework, the partnership has facilitated a shift towards positive education as an evidence based approach to raising student wellbeing. The project has attracted investment from the Victorian Minister for Education and has enabled hundreds of school, community and Council staff to be trained in the science of positive psychology to improve outcomes for young people in Maroondah.

The aim of the Positive Education Project is to mobilise the local education system towards the goal of raising youth wellbeing.

Council partnered in a community wide implementation of positive

education combining the science of positive psychology with best practice teaching to support schools and individuals within their communities to thrive.

When developing its Youth Strategy, Council identified the need to measure how local young people were faring so that they knew where to invest resources to get the best outcome. Council partnered with University of Melbourne’s Centre for Positive Psychology on a scientifically validated measurement tool which provided high quality wellbeing reports for each local school, alongside municipal-wide data.

As a result, schools in Maroondah are now: • Collaborating and sharing practice • Connected and supported by Council and other community groups • United around wellbeing as a primary foundation to improve academic outcomes.

GLENELG SHIRE, MACEDON RANGES SHIRE AND BENALLA RURAL CITY COUNCIL

LIVE4LIFE Live4Life is a community grown, evidence based, rural youth mental health initiative to prevent youth suicide. The program aims to ensure that young people, teachers, parents and the wider community are better informed about mental illness and trained to proactively identify the signs and symptoms of emerging mental health issues before a crisis occurs.

Building on evidence that shows young people go to friends and parents before they seek professional help, Macedon Ranges Shire Council developed the Live4Life model to wrap young people in protective factors that are strongly associated with positive mental health outcomes – such as supportive relationships, support at critical times, positive help seeking attitudes, connections to family, school and community, and positive peer role models.

Live4Life is unique in establishing cross sectoral partnerships between Councils, health services, secondary schools and community groups to work towards the common goal of better mental health for young people living in rural Victoria.

All Councils and staff involved in Live4Life have taken a collaborative approach to program implementation, working with schools and community partners to ensure the model is relevant and responsive to the unique needs of individual communities.

Independent program evaluation has shown that Live4Life has increased knowledge of mental health issues in young people and adults, who are now more confident to both seek and offer support.

The model has been adopted in Glenelg Shire and Benalla Rural City Councils. In the past three years, the initiative has reached over 3,900 young people and almost 500 adults.

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COMMUNITY ASSETS & INFRASTRUCTURE INITIATIVE – $2 MILLION & UNDER Initiatives that maximise benefits to the community and showcase partnerships in the development and management of community assets that are a new, one-off activity of a capital nature.

This category comprises two sub-categories:

➢ ➢

Projects $2 million & under Projects over $2 million.

This section profiles projects that are $2 million & under.

Judging Criteria ➢ Clarity of the project’s outcomes ➢ Demonstrated leadership ➢ Innovative features ➢ Transferability ➢ Cost benefits

Winner

➢ Glenelg Shire Council, Portland Library Redevelopment

High Commendation

➢ East Gippsland Shire Council, Lakes Entrance Seawall Transformation

Finalists

➢ Latrobe City Council, Construction of a Sports Pavilion at Latrobe Synthetic Sports Field, Churchill ➢ Maribyrnong City Council, Footscray Bouldering Wall ➢ Monash City Council, Holmesglen Neighbourhood Activation Project ➢ Moyne Shire Council, Koroit Youth Space

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WINNER

Community Assets & Infrastructure Initiative – $2 million & under

GLENELG SHIRE COUNCIL

PORTLAND LIBRARY REDEVELOPMENT Portland Library is located within the Council’s civic precinct.

It is a single level, ground floor building consisting of 850 square metres of floor space with views of Portland Harbour.

The library redevelopment project began two years ago, when Council received a $300,000 grant through the Victorian State Government’s Living Libraries Infrastructure Fund for the refurbishment of the existing library building. Council committed financial and in kind support to co fund the project.

As a key community facility servicing a regional town, involving local residents in the redevelopment project in meaningful ways was integral to its success. Through the implementation of a comprehensive communication plan, the Portland community was kept informed of project timelines and progress, as well as having opportunities to influence the building design, furnishings, and colour palettes.

Through a reorganisation of library functions and the introduction of zoned areas, the existing library has been ‘opened up’ to embrace the outlook towards Portland Harbour. By relocating closed spaces within the library and back-of-house functions to the building’s perimeter, the main body of the library – with soft furnishings, new joinery dividers and improved acoustics – now provides for flexible community use and facilities that have improved interaction between users. A purpose built, child friendly space has also brought a great sense of fun to the library.

Positive energy now abounds at the library. The facility’s spaces are filled with people of all ages, engaged in many different activities. The social benefits the redevelopment has delivered are clear – community members are involved and engaged with library activities as never before. Parents socialise while their children play and read, community groups hold meetings, young people are studying and making use of free wi-fi, and increasing numbers of visitors are experiencing the latest library exhibitions.

Community response to the redeveloped library has been overwhelmingly positive. It attracted 9,000 visitors in its first three weeks of operation and patronage remains high, borrowings have increased, and attendance has risen for both children’s and adult’s programs. Interestingly, the number of adult males accessing the library and participating in events has also increased.

Demand for meeting rooms is high, with community organisations and volunteer groups given access to these spaces at low or no cost.

The redevelopment is also supporting economic activity, with local businesses and professionals making good use of technology upgrades and the high quality meeting spaces.

In the 12 months since the project completion, key indicators of library performance show new memberships have increased 27%, annual visitations have grown by 29%, and participation in adult programs have almost doubled, growing by 96 percent.

The Portland Library redevelopment is a great example of the positive outcomes that can be achieved for rural and regional communities when Local Government, residents and the Victorian State Government work with unity of purpose.

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HIGH COMMENDATION Community Assets & Infrastructure Initiative – $2 million & under EAST GIPPSLAND SHIRE COUNCIL

LAKES ENTRANCE SEAWALL TRANSFORMATION The Lakes Entrance Seawall Project has provided the community with increased protection against sea level rise, erosion, and storm surge, and an attractive boardwalk which is popular with local residents and tourists.

The project, initially undertaken for safety reasons, has resulted in significant environmental, social, health and economic benefits to the community. The need to act strategically in partnership with other agencies, coupled with the innovative seawall design, and the leadership of East Gippsland Shire Council officers to lead the project, has produced a hugely successful outcome.

Lakes Entrance, situated on the beautiful Gippsland Lakes, is a thriving town of around 8,000 permanent residents that swells to three times that size during holiday periods. The town was built along the picturesque foreshore area which was protected many

decades ago by the building of bluestone seawalls.

These seawalls were becoming seriously degraded and were at risk of collapse. However, a major problem in fixing the issue was that it was unclear which level of government was responsible for the replacement and upkeep of the seawalls. Faced with this situation, the Council decided to cut through the levels of bureaucracy and lead the project bringing all the relevant agencies together to obtain a successful outcome.

The economic risk of the collapse of the seawall had been estimated at up to $70.9 million, and the impacts on community prosperity, health and potential loss of life would have catastrophic and long lasting effects. Through this innovative project, these risks are now substantially mitigated.

MELBOURNE | SYDNEY | BRISBANE | CAIRNS

FINALISTS

Community Assets & Infrastructure Initiative – $2 million & under LATROBE CITY COUNCIL

CONSTRUCTION OF A SPORTS PAVILION AT LATROBE SYNTHETIC SPORTS FIELD, CHURCHILL The delivery of the Latrobe Synthetic Sports Field Pavilion Project was the realisation of many years of community and Council campaigning on behalf of the Latrobe Valley community.

It provides a multi-use pavilion for users of the Latrobe City Synthetic Sports Field, both sporting and educational, and includes unisex change facilities for all participants, a large multi-purpose room, commercial kitchen and associated office and storage space.

The striking modern architecture and design focuses on sustainability and use of natural materials and has been embraced by the local community. The project has provided much needed infrastructure for the synthetic sports field and is complementary to the adjacent Federation University campus.

It created a precinct that facilitates community participation, inclusion, cohesion and interaction with sporting facilities,

education facilities and meeting facilities.

The project was not without its challenges. In a rate capped environment, budget surplus was not sufficient to cover the shortfall, so a stringent value management process was undertaken to reduce construction costs and additional funding was sought from the Federal Government, along with increased contributions from Council and Federation University.

The importance of cost sustainability and low energy usage were key points in the design brief. The pavilion incorporates principles of Environmentally Sustainable Design with a north/south orientation for capturing the heat of the winter sun and designed to deflect the summer sun. The pavilion has water saving devices in the change rooms and toilets and LED lighting throughout.

MARIBYRNONG CITY COUNCIL

FOOTSCRAY BOULDERING WALL The Footscray Bouldering Wall was completed in 2018 following extensive community consultation to improve the quality of the space under the Hopkins Street Bridge along the Maribyrnong River Trail.

safest experience possible. This allows users to experience physical challenges and enables children to learn through risk taking in a safe environment.

The iconic four metre high climbing wall and surrounding recreational plaza were designed in collaboration with the Victorian Climbing Club to activate the space, making it a safe and vibrant hub.

The $780,000 project provides an inclusive and welcoming fitness space along the Maribyrnong River Trail with many coming to learn, exercise, or just to spectate. The adjacent fitness equipment and surrounding plaza space provides complimentary activity and gives users a reason to stay and enjoy the space.

The wall offers freely accessible public climbing with various colour coded routes which are changed throughout the year and cater to a range of abilities and experience. It is the only wall in Melbourne’s inner west and it is longer and higher than other bouldering walls in Melbourne’s CBD. The rubber fall zone has been designed to comply with all Australian playground safety standards to meet best practice and provide the

The initiative is a great example of the community having a positive planning impact. It has provided immeasurable benefits to the community by encouraging people to spend more time doing physical activity outdoors and has further enhanced the perceived image of Footscray and the Maribyrnong River Trail to a broader audience.

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FINALISTS

Community Assets & Infrastructure Initiative – $2 million & under MONASH CITY COUNCIL

HOLMESGLEN NEIGHBOURHOOD ACTIVATION PROJECT Monash City Council’s Holmesglen Neighbourhood Activation Project funded in partnership with the Department of Justice and Community Safety (DJSC) has applied crime prevention through environment and design principles to activate a public space and increase community safety and confidence.

Located between a popular shopping strip, Holmesglen Station and Holmesglen Institute, the site was regularly targeted by graffiti and vandalism, had poor lighting, sightlines and low perceptions of community safety. Following the completion of the project it now boasts a bouldering wall, bike maintenance station, mural, LED lighting, landscaped gardens and improved shared pathway. Safety has improved and community connections have been strengthened.

The project has positively impacted on the local community by improving lighting in the area which has led to improved perceptions

of safety. The site has been activated and transformed into a vibrant, safe meeting place where all ages, abilities and cultures can connect.

It has led to a more active, engaged and integrated community.

Physical activity has been increased with people using the bouldering wall and riding their bikes to the site to utilise the bike maintenance station.

Barriers and obstacles were encountered in the pre construction phase particularly with the negotiation of the lease agreement with VicTrack. There was also concern that the site may be contaminated and this led to delays in the project while extensive soil testing was undertaken.

Council has met with several other LGA's and discussed the project and the DJCS program sharing their learnings and information to Councils interested in planning and delivering a similar project.

MOYNE SHIRE COUNCIL

KOROIT YOUTH SPACE The Koroit Youth Space has activated a large area of open space in the heart of Koroit for a range of youth recreation and play activities.

The anticipated number of young people using the precinct is above expectations and informal and formal feedback from users has been highly positive.

The space has been dramatically improved through landscaping and footpath treatments creating an area that is used not only by young people, but by also families and visitors.

The project represented a whole of Council and community approach to providing a valued, safe and active place. The project included design planning with community members including Moyne Shire Youth Council members. It has provided a skate arena, a multi-use half court, seating and picnic areas, footpaths and landscaped open space.

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The Youth Space has created a much needed recreation area for younger residents of the town and for visitors given its location close to the Port Fairy to Warrnambool Rail Trail.

The objectives were to create a community gathering and activity space for the young people of Koroit and to provide opportunities for active and passive recreation. The project was delivered through an innovative partnership between Council, young people, community and residents to develop an active, welcoming and mult-use space for all members of the community.

It has resulted in increased recreation and social activities for young people in the region and has instigated further community discussion on a project that will benefit the town.

COMMUNITY ASSETS & INFRASTRUCTURE INITIATIVE – OVER $2 MILLION Initiatives that maximise benefits to the community and showcase partnerships in the development and management of community assets that are a new, one-off activity of a capital nature.

This category comprises two sub-categories:

➢ ➢

Projects $2 million & under Projects over $2 million.

This section profiles projects that are over $2 million.

Judging Criteria ➢ Clarity of the project’s outcomes ➢ Demonstrated leadership ➢ Innovative features ➢ Transferability ➢ Cost benefits

Winner

➢ Boroondara City Council, Greythorn Community Hub

Finalists

➢ Casey City Council, Livingston Family and Community Centre ➢ Knox City Council, Bayswater and Wantirna South Hubs ➢ Moreland City Council, Oak Park Sports and Aquatic Centre Redevelopment

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WINNER

Community Assets & Infrastructure Initiative – over $2 million

BOROONDARA CITY COUNCIL

GREYTHORN COMMUNITY HUB Greythorn Community Hub is a new multi-purpose 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.

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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.

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

Community Assets & Infrastructure Initiative – over $2 million 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.

Approximately 5,000 additional people have made their home in Cranbourne East over the past three years. 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, which

will also include a Government primary school in early 2020 and an active open space area to cater for local sports and recreation activities in 2021.

The key features include: • Family friendly design with play features including a mini sports oval and rain-chain box gutters that feed the landscape creek beds and add a nature play space for children when it rains • Flexible spaces that allow a broad range of services, activities and programs to be offered for a range of ages and abilities • 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.

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 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.

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.

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

This project demonstrates Council’s ongoing commitment to, and investment in high quality early childhood education and care services and facilities for its community.

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FINALISTS

Community Assets & Infrastructure Initiative – over $2 million 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 for a diverse range of users, both ambulant and disabled • Promoting health and wellbeing for people in the northern region through a wide range of facilities and services • 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 • Addressing the advanced dilapidation of existing sports and aquatic facilities on the Oak Park site.

We‘re passionate about the environment Could Mildura Rural City Council be the right environment for you?

Find out more about working with us at www.mildura.vic.gov.au

SUSTAINABILITY INITIATIVE Initiatives that demonstrate excellence in the delivery of environmentally sustainable processes or projects which provide programs and developments that meet the needs of the present without compromising future generations.

Judging Criteria ➢ Complexity of funding ➢ Measurable sustainability outcomes ➢ Size of project and innovativeness ➢ Cost benefits of the initiative ➢ Impact of the initiative

Winner

➢ Whittlesea City Council, Supply Chain Sustainability School Local Government Portal

High Commendation

➢ Mildura Rural City Council, Mildura – Farming the Sun! ➢ Melbourne City Council, Carbon Neutral Premier Events

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WINNER

Sustainability Initiative

WHITTLESEA CITY COUNCIL

SUPPLY CHAIN SUSTAINABILITY SCHOOL LOCAL GOVERNMENT PORTAL In October 2018, the Cities of Port Phillip, Whittlesea and Wyndham, the Supply Chain Sustainability School (SCSS) and EY ECO-Buy launched a pilot program, the Supply Chain Sustainability School Local Government Portal.

The freely accessible web portal provides individualised learning pathways and a range of short, relevant resources about current and emerging sustainability issues.

The project was funded by a $75,000 grant from the Victorian Department of Environment, Land, Water and Planning and $170,000 of in kind support.

The initiative's objective was to improve sustainable procurement skills, processes and outcomes by addressing knowledge gaps across Local Government supply chains through the provision of a free online portal.

The portal is helping Councils and their supply chains to reduce their environmental impacts; achieve their sustainability targets and those of the Victorian Government; improve outcomes for their communities; and run more efficient and profitable businesses.

In total, 87 learning resources tailored to the needs of Local Government and their suppliers were curated from existing SCSS, Council, State Government and private sector enterprises sources, whilst others were developed specifically for the initiative.

Suppliers are encouraged to complete a free self assessment for their business which then provides the user with a personalised Action Plan tailored to individual levels of knowledge, business and Council clients’ needs. Apart from learning modules, users are also able to access hundreds of other free topical videos, templates, documents and hyperlinks through the resource library.

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Feedback from both suppliers and Council teams has been overwhelmingly positive, with a 15% increase in supplier respondents rating their sustainability knowledge as good after accessing resources. 75% of respondents stated that the learning resources were useful to their business and 70% stated that the resources were personally useful.

When reflecting on the success of the pilot, the participating Councils believe that the process has given their procurement teams more confidence to advocate for change in procurement patterns through tendering processes and one-off purchases amongst other things.

The momentum of the pilot will continue with further planned portal developments. Participating Councils are continuing to promote the freely available initiative to new and current suppliers, local businesses, and Council officers to improve sustainable procurement.

The Supply Chain Sustainability School Local Government Portal initiative started from a few small conversations but soon became a substantial collaborative effort between Local Government and organisations with sustainable procurement expertise. The knock on effect of this collaboration was the change in supply chain relationships, from purely transactional to partnerships with aligned goals.

The CEO of the Supply Chain Sustainability School remarked that: “the more Councils that can partner with their suppliers to achieve better, more efficient and sustainable supply chains, the more we can reduce our environmental impacts and improve our procurement outcomes.”

HIGH COMMENDATION Sustainability Initiative

MILDURA RURAL CITY COUNCIL

MILDURA – FARMING THE SUN! Mildura Rural City Council has made significant progress in driving down corporate and community greenhouse gas emissions and costs through ambitious renewable energy projects.

In addition to installing over 580 kilowatts of solar PV on its own buildings, Council has invested in four strategic projects including Environmental Upgrade Agreements, Victorian Local Government Power Purchase Agreement, Large Scale Solar Farm Feasibility Study and Private Large Scale Solar Farm Investment.

Through its Energy Management Plan 2017-2021, Council has committed to a 25% reduction in greenhouse gas emissions from its buildings and facilities by 2022 (based on 2015-16 levels) and a 15% reduction from its street and public lighting by 2022.

Electricity currently represents about 70% of Council’s overall emissions profile (excluding landfill emissions). The onset of

increasing electricity prices, renewable energy and storage technologies becoming more widely available and affordable, as well as Council’s own emission reduction targets, presented Council with an opportunity to explore alternative methods of sourcing electricity to meet its long term energy needs and to assist the broader community to do the same.

Council has facilitated the installation of 280kW of solar PV through EUAs, 1,844 MW of large scale solar through private investment and is positioned to source 100 per cent of its own residual electricity consumption through the renewable Power Purchase Agreement from as early as July 2021.

These innovative projects have saved almost two million tonnes of carbon from entering the atmosphere each year, the equivalent of taking 380,000 cars off the road.

MELBOURNE CITY COUNCIL

CARBON NEUTRAL PREMIER EVENTS Melbourne City Council is celebrating Melbourne without emissions by pioneering a new way of delivering carbon neutral events.

Through the measurement, reduction and offsetting of emissions sources, Melbourne Fashion Week, Melbourne Music Week, and Melbourne Knowledge Week have been certified carbon neutral under the Federal Government's Climate Active program in 2018 and 2019.

In 2018, the Council developed the Climate Change Mitigation Strategy to 2050 to guide the city to reduce emissions to achieve their science based targets and to align their actions with the Paris Agreement on climate change. The City of Melbourne has been certified Carbon Neutral since 2012, and to support this Carbon Neutral commitment, an Emissions Reduction Plan (ERP) was produced for the five years 2016-2021.

One of the ERP’s goals is to commit to reducing carbon from events in the city. The project commenced in 2018 to certify a portfolio of the three premier events Carbon Neutral under the Australian Government’s National Climate Active Program.

The Sustainability team worked closely with event operation teams to analyse the events’ predicted emissions based on programing and venues, develop data collection and calculation templates, and identify emission reduction opportunities.

By implementing rigorous environmental reporting requirements for these events, staff were able to focus on the importance of measurement and reporting and enable new processes to be embedded into existing event planning and delivery.

Across the two certification periods, 1774 tonnes of carbon dioxide was reduced and neutralised from the events.

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Future ready starts today.

With the right strategy and operational foundations, be equipped for every new challenge.

Effective and efficient services, an innovative culture, and smart technologies are key to delivering on the changing needs and expectations of your community. Our dedicated local government team provides deep capability, backed by a global network. We’ll help you get set for success.

Contact: Toni Jones Partner, Local Government Lead KPMG Australia tonijones@kpmg.com.au

Anticipate tomorrow. Deliver today.

KPMG.com/au/localgov

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DIVERSITY & INCLUSION Council achievements and outcomes that acknowledge, support and celebrate diversity and inclusion in relation to internal practices and those within the broader community context.

Judging Criteria

➢ Commitment to diversity and inclusion ➢ Capacity for establishing and maintaining partnerships ➢ Establishment of cross functional working relationships ➢ Influence on innovation ➢ Outcomes achieved within the organisation / community ➢ Benefit to the organisation / community

Winner

➢ Banyule City Council, Banyule Inclusive Employment Program

Finalists

➢ Brimbank City Council, Living in Your Neighbourhood ➢ Moreland City Council, Inclusion in Action Disability Equity Workshops ➢ Greater Dandenong City Council, HOME Exhibition ➢ Knox City Council, Modular Buildings ➢ Kingston City Council, Kingston Diversity and Inclusion Group

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WINNER

Diversity & Inclusion

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

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different perspectives to build on existing ideas or problem solving, and initiated new 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 Diversity & Inclusion 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.

LYIN is an action of the Brimbank Settlement Action Plan 2019- 2023 that aims to create a welcoming environment and strengthen social cohesion. The plan recognises that refugees and humanitarian entrants to Brimbank come from vast backgrounds, different, and sometimes traumatic experiences.

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.

Brimbank's unique partnership approach, both internally and externally, has facilitated the development and delivery of a program which meets many mutual objectives. New arrivals learn English in a day to day setting, about things that matter to them in their new country while Council continually develops and tailors its programs to suit the needs of people settling in their community.

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 workshops were co designed by inclusion professionals Katrine Gabb (Moreland City Council Metro Access Officer), Jo Dunbar (External Inclusive Practice Trainer who is hearing impaired) and Joshua Morgan (Inclusive Employment placement at Moreland, specifically attached to this project, who is blind).

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 by three people with diverse lived experiences of disability, looked at case studies from local Neighbourhood Houses and provided practical inclusion tools and resources.

The co designed, authentically disability led feature of this program sets it apart from many other Council and other organisation's disability equity training offerings. The voice of the person with disability is at the core of this project and as a result, it holds enormous efficacy to lead changes in attitudes and practices. This project has also led to employment for five people with disabilities.

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FINALISTS Diversity & Inclusion

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.

It also offers artists the unique opportunity to shape the theme and narrative of their work, funding to develop new work, and provides an insight for visitors.

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.

Participants in HOME are paired with a mentor (an established artist or curator) to provide further opportunities to develop their artist and professional practice.

The exhibition is unique in that it offers visitors the opportunity to see and hear from people seeking asylum or from a refugee background on their own terms, and through a medium in which they feel comfortable.

Participation in the exhibition with the supportive environment, in depth mentoring and professional gallery presentation is an important step for refugee and asylum artists entering the world of visual art in Australia.

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 38

them in an inclusive manner to deliver positive outcomes for the entire community.

The delivery of modular buildings aligns with Council’s highest level strategies including its Community and Council Plan 2017-2021 and Community Access and Equity Implementation Plan 2017-2022, which states: ‘Knox City Council recognises that it has an important role in ensuring that all people are supported to fully participate in the community, that their human rights are protected and promoted and that they have equitable and dignified access to information, goods, services and life opportunities’.

The new modular building facilities have made a tremendous difference for so many community members, particularly female athletes and their families, by helping overcome antiquated cultural norms and increasing female participation in sport.

FINALISTS Diversity & Inclusion 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.

Through DIG’s advocacy, a part time dedicated Diversity and Inclusion Coordinator position was established in December 2018.

This has seen the creation of a host of strategic and practical outcomes. Council has undertaken review of its policies and processes, specifically targeting diversity and inclusion using a gender, LGBTIAQ+, cultural and disability lens.

It has increased employment pathways for Aboriginal and Torres Strait Islander peoples, embedded diversity and inclusion into the processes and policies within its People Support Department; and tailored gender equality and diversity training has changed long term mindset and attitudes ensuring the organisation continues to maintain broad attitudes as new policies and procedures are adopted.

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ADVERTISEMENT Latrobe City Council CONSTRUCTION OF A SPORTS PAVILION AT LATROBE SYNTHETIC SPORTS FIELD, CHURCHILL The Latrobe Synthetic Sports Field Pavilion Project is an exciting project providing a multi-use pavilion for users of the Latrobe City Synthetic Sports Field, both sporting and educational.

Latrobe City Council has delivered a modern facility that provides unisex change facilities for all participants, a large multi-purpose room, commercial kitchen and associated office and storage space. The striking modern architecture and design focused on sustainability and use of natural materials and has been embraced by the local community.

The project has provided much needed infrastructure for the synthetic sports field and is complementary to the adjacent Federation University campus.

Lateral and creative project thinking made the most of resources for local benefit through a variety of means, including:

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The pavilion project was developed from a private/public partnership and has delivered a state of the art multi-use regional facility at a prime location at the entry of Federation University in Churchill.

The following project drivers underpinned the much needed multi-use pavilion:

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To construct a multi-use pavilion that responded to the needs of a diverse range of sporting and education users; To construct a multi-use pavilion that was based upon the key principles of Universal Design, and was able to provide a seamless and inclusive experience for all users of the facility; To incorporate the use of wood products in the construction to comply with Latrobe City Council’s Wood Encouragement Policy; and To develop a design that responded to the existing University standard buildings and surrounds whilst providing a practical and usable space for multiple user groups.

In response to these drivers, the project aimed for the following key outcomes:

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To create a precinct that facilitated community participation, inclusion, cohesion and interaction with sporting, education and meeting facilities, all designed to be complementary to the adjacent synthetic sports field and Federation University campus.

The pavilion embodies a successful collaboration between the community, government, institution and industry.

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Joint community/institutional use across a typical week, maximising the utilisation of the asset. Latrobe City Council, Latrobe Valley Hockey Association and Federation University worked collaboratively together to fund the project and establish a joint-use agreement for the pavilion.

Timber building materials were specified wherever possible to support the local Latrobe and Gippsland timber industries. To allow timber to be utilised, the project employed fire-engineering methods to provide a performance solution to achieve compliance with the building code. The building features timber walls, timber cladding and internal linings, first floor structure and solid timber roof structure, maximising the use of locally produced timber.

The building design and siting made creative use of challenging constraints. ‘Between a rock and a hard place’, the building was very carefully sited on the side of a hill, threading the needle between an authority sewer main, an existing car park, and hockey pitch lighting. The limited site caused the building to be constructed over two levels with change rooms next to the pitch and entry from the car park. This design has given the upper level a perfect vantage point over the pitch for spectators.

This project has provided the users of the regionally significant Latrobe City Synthetic Sports Field with a pavilion that can be utilised by all participants; males and females, players and officials as well as volunteers and spectators.

The Latrobe City Synthetic Sports Field is classified as a regional centre of excellence for the sport of hockey. Prior to the pavilion being constructed, the hockey community were limited to the type and number of significant events that they could host at the venue due to a lack of facilities.

The construction of the pavilion has provided the community with a venue that meets the exacting standard required for elite and high standard hockey competitions.

The pavilion at the Synthetic Sports Field was the final major stage in providing a comprehensive sporting precinct which is now being utilised by the Latrobe City community and Federation University’s Gippsland campus. The capacity to access high quality outdoor and indoor sports venues, with adjacent facilities, storage and teaching/function spaces, provides the flexibility needed for Federation University to expand social sporting activities, physical education, and sport and exercise science degree programs.

INDIGENOUS COMMUNITY PARTNERSHIP INITIATIVE An initiative or program, implemented in conjunction with the Indigenous community that has contributed towards enriching a community or municipality, delivered through an effective or innovative approach.

Judging Criteria

➢ Effectiveness of the initiative ➢ Evidence to demonstrate how the successful approach was adopted ➢ Transferability ➢ Outcomes achieved within the organisation and in the community ➢ Benefit to the organisation, Indigenous community and broader community

Winner

➢ Yarra Ranges City Council, The Indigenous Heritage Visibility Project

Finalists

➢ Greater Dandenong City Council / Dandenong and Districts Aborigines Co-Operative Limited, Monash Health, Casey City Council, New Directions – Mothers and Babies Services Community Connections Project

➢ Latrobe City Council, Latrobe’s First 1000 Days Project ➢ Brimbank City Council, Brimbank Aboriginal and Torres Strait Islander Community Leadership Program and First Nations Women’s Leadership through Art Program

➢ Hepburn Shire Council, Grounded in Truth – Reading the Country at Contact Tour ➢ Ballarat City Council, Ballarat Aboriginal and Torres Strait Islander Women’s Portrait and Storytelling Project

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WINNER

Indigenous Community Partnership Initiative

YARRA RANGES CITY COUNCIL

THE INDIGENOUS HERITAGE VISIBILITY PROJECT The Indigenous Heritage Visibility project was created to increase awareness and visibility of the indigenous history of Council’s bushland reserves.

The partnership between the community, Wurundjeri community and Council staff is strong and respectful. A joint vision to maintain and manage the installations together is in place.

The Yarra Ranges has a rich indigenous culture and heritage, being Wurundjeri tribe Country, who speak the traditional Woiwurrung language. This project aims to increase awareness of this living culture through interpreting it via signs, art installations, indigenous food gardens and visual media.

The Wurundjeri narrap team (land management team) has been engaged to maintain some of the significant indigenous sites within Council reserves and Council’s Bushland team has engaged the Narrap team on an ongoing basis to work within bushland reserves.

Now in its fourth year, the project has already resulted in installations of interpretative signs and art in five Council bushland reserves with a further four in progress.

The Wurundjeri country extends across the majority of the Melbourne area. The history is rich and well worth interpreting, exhibiting and sharing. Yarra Ranges, Nillumbik and other peri urban Councils have been in communication about this project and are using and sharing knowledge of similar projects.

The project has been successful according to anecdotal conversations with Indigenous groups, visitors and members of environmental friends of groups attending these reserves.

The Indigenous Advisory Committee has been positive and supportive in its encouragement and participation in the project.

Although there were language barriers in communications between local Indigenous community members and Council staff, this was overcome by engaging Indigenous Consultant Brooke Wandin. Brooke is a member of the local Wurundjeri community, speaks Woiwurrung and lives locally so is ideally placed to ensure communication between all parties is effective, culturally respectful and that the outcomes of the project meet all needs.

The project has received funding for five years now, and will be funded on an ongoing basis to cover the maintenance and preservation of the installations that have been produced.

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The conception and implementation of this project has had far reaching effects throughout the Yarra Ranges and beyond. This project could easily be rolled out to other Councils to encourage a respectful, cultural, heritage and historical, knowledge sharing story of their local area.

This project has strengthened ties with the Traditional Owners of this land and overall engagement and trust with the Indigenous community. As various other projects are now rolled out in the Yarra Ranges, consideration for the Traditional Owners of the land and their possible concerns, are acknowledged, worked through and considered at conception.

FINALISTS

Indigenous Community Partnership Initiative GREATER DANDENONG CITY COUNCIL/DANDENONG AND DISTRICTS ABORIGINES CO-OPERATIVE LIMITED, MONASH HEALTH, CASEY CITY COUNCIL

NEW DIRECTIONS – MOTHERS AND BABIES SERVICES COMMUNITY CONNECTIONS PROJECT Greater Dandenong City Council New Directions – Mothers and Babies Services Community Connections Project was established to support the Indigenous Australians’ Health Program (IAHP).

The initiative has been able to support the families at the Gathering Place to celebrate their culture and community and it was embedded with key health and wellbeing messages.

It involved developing activities to support the health and wellbeing of Aboriginal Australians within a community development model.

The key outcomes included: • Participation in First 1000 Days Australia Training with Dr Kerry Arabena • Creating Possum Skin Cloaks with families and developing the ‘Our Hands’ published community book • Participation in the Cooking for Bupup sessions, cooking healthy nutritional meals, while yarning with local health

and wellbeing services such as Maternal & Child Health, Koorie Maternity Nurses, Monash Aboriginal Health Services, Quit Smoking programs from Dandenong & District Aborigines Co-Operative Ltd and other local supportive outreach services.

The initiative supported families to celebrate their culture and community with pride. It was developed and co designed with both Aboriginal and Non Aboriginal service providers with the intent to include families in the development of the way in which they receive health and wellbeing services.

By including families and children in the development of the activities, it created a sense of belonging and engagement which led to increased participation in activities. Whilst there were barriers, they were navigated through consultation.

The project showed how Aboriginal and Torres Strait community, health service providers and different levels of government can work in partnership in a way that is culturally respectful, safe and trusting.

LATROBE CITY COUNCIL

LATROBE’S FIRST 1000 DAYS PROJECT The Latrobe First 1000 Days Project is the first of its kind. The project supports Aboriginal families from pregnancy to the age of two, to build a strong, deep and resilient connection to their community and culture.

It has several elements, including holding gatherings of families to connect with Elders. Additionally, a Welcome Boorai to Country Ceremony was held in August 2019. This traditional cultural practice was unique to the Latrobe Aboriginal community and was attended by over 200 people, including the broader community. It brought together 31 babies with their families and Elders to acknowledge their connection to their land.

The project was developed following an eight week co design that brought together a Latrobe team to investigate the issues that were

affecting Aboriginal children and families in their first 1000 days of life. Family violence and a disconnection from culture were the two main factors identified as causing Aboriginal children to be placed in out of home care through child protective services.

The First 1000 Days Project was designed with the local Aboriginal community and continually connected with local Elders and families to implement the project. It was important to establish a strong presence of Elders at the monthly gatherings. They have not only guided the work, but have been involved in the evaluation process, and encouraged the community to participate in the weekly gatherings and the Welcome Boorai to Country. This approach resulted in buy in, participation and enthusiasm among the local community.

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FINALISTS

Indigenous Community Partnership Initiative BRIMBANK CITY COUNCIL

BRIMBANK ABORIGINAL AND TORRES STRAIT ISLANDER COMMUNITY LEADERSHIP PROGRAM AND FIRST NATIONS WOMEN’S LEADERSHIP THROUGH ART PROGRAM The Brimbank Indigenous Community Leadership program provided an opportunity for eligible Aboriginal and Torres Strait Islander community members to strengthen their community leadership skills through an increased understanding of Local Government and opportunities to work constructively with Council and the community to bring about positive change.

The program, and the First Nations Women's Leadership through Art program were delivered as part of the broader Brimbank Community Leadership program. The programs provided the opportunity to build on the existing leadership capacity of Brimbank’s Aboriginal and Torres Strait Islander community and to connect with the group, as well as strengthen cultural awareness.

Building trust with the communities took time and effort. As community business needed to be considered the program was planned to be flexible and accommodating. It also took into account some Council and community matters that needed to be addressed.

The training was delivered by a reputable, recognised trainer as recommended by the community. At the completion of the program, participants were included in the Brimbank Leadership Alumni where they had the opportunity to participate in networking activities and stay connected.

Council will continue to look for ways to provide opportunities within Council's programs and services for Aboriginal and Torres Strait Islander peoples and communities through employment and professional development, economic and business opportunities, community development and to ensure all programs and services are culturally safe.

These programs understand and recognise that meaningful engagement with the Traditional Custodians, the Aboriginal and Torres Strait Islander people will strengthen relationships that will be the foundation of the reconciliation policy framework.

HEPBURN SHIRE COUNCIL

GROUNDED IN TRUTH – READING THE COUNTRY AT CONTACT TOUR During National Reconciliation Week in 2019, more than 70 Hepburn Shire staff and community members boarded buses to join Adjunct Professor Barry Golding and Dja Dja Wurrung Elder, Uncle Ricky Nelson on a one day bus tour titled Grounded in Truth – Reading the Country at Contact Tour around the Hepburn Shire.

Participants experienced a range of important sites in the Dja Dja Wurrung landscape where there is evidence of contact from the late 1830s between the peoples of the Dja Dja Wurrung Aboriginal Nation and the invading pastoralists, including Captain John Hepburn, after whom the Shire is named.

National Reconciliation Week is a time for all Australians to learn about shared histories, cultures, achievements and to explore how each of us can contribute to achieving reconciliation in Australia.

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The theme for National Reconciliation Week in 2019 was Grounded In Truth – Walk Together With Courage. A key objective of the ‘Reading the Country on Contact’ tour was for the truth telling of Australia’s colonial history.

This event brought together Hepburn Shire staff, Councillors and the community to share in the collection of stories that make up the shared history of the Shire.

Hepburn Shire Council’s vision is to promote unity, respect and understanding between the Dja Dja Wurrung clan and other community members. Council envisages that a process of reconciliation begins when we as a community become informed about our history.

FINALISTS

Indigenous Community Partnership Initiative BALLARAT CITY COUNCIL

BALLARAT ABORIGINAL AND TORRES STRAIT ISLANDER WOMEN’S PORTRAIT AND STORYTELLING PROJECT Ballarat City Council, working in strong partnership with the Koori Engagement Action Group, hosted the Ballarat Aboriginal and Torres Strait Islander Women’s Portrait and Story Telling Project.

The project was inspired by the 2018 NAIDOC theme “Because of Her, We Can” in celebration of the essential role women play as significant role models in their local community.

The project aimed to unite organisations and people irrespective of their skin colour, to work towards reconciliation, sharing, empowering and celebrating the women and girls who live among us and who continue to contribute to our community in their own quiet and unique ways.

Council works in strong partnership with the local Aboriginal community through the Koorie Engagement Action Group (KEAG) and other Indigenous organisations. This project was raised during the KEAG meeting and a sub committee was formed comprising

Council staff, Aboriginal and non Indigenous women who further consulted other First Nation Peoples, brainstormed ideas and ways to make this project engaging and meaningful.

A reminder to Council's commitment to its Reconciliation Action Plan and Council’s guidelines, this project brought Indigenous, non Indigenous communities, local organisations including Council’s different departments together and provided rich opportunities for mutual sharing, understanding and reconciliation.

It also triggered an empowering experience for Aboriginal and Torres Strait Islander women to embark and share their journeys, personal stories and advice; inspiring others and allowing women to take time out of their daily routines for themselves as an act of self-care, which too often women ignore due to the multiple commitments they fulfil.

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Baw Baw Shire Council congratulates

Tanarly Hood Finalist, Young Achiever category A Baw Baw Shire Council career goes beyond business as usual. Our thriving and engaged culture-first workplace is built on the passion and talent of people who proudly deliver vital services and exciting projects to a community they care about.

At Baw Baw Shire Council, we invite our people to tackle projects that keep them inspired. We encourage the exploration of new ideas. We support the enhancement of building on current skills and developing new ones.

To learn more visit www.bawbawshire.vic.gov.au >> bawbawshire.vic.gov.au

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bawbawshirecouncil

T

1300 BAW BAW (1300 229 229) or 5624 2411

YOUNG ACHIEVER Nominations in the category must relate to recognisable achievements in the Local Government sector. Nominees must be up to 30 years of age, working in Local Government and have attained or achieved outstanding results.

Judging Criteria

➢ Level of achievement ➢ Specific contribution ➢ Leadership qualities ➢ Level of commitment shown to driving change

Winner

➢ Kate James, Banyule City Council

High Commendation ➢ Sid Wynen, Casey City Council ➢ Melanie Bennett, Glenelg Shire Council

Finalists

(listed in alphabetical order by Council)

➢ Tanarly Hood, Baw Baw Shire Council ➢ Jessica Moody, Casey City Council ➢ Francesca Grossi, Melton City Council

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WINNER Young Achiever

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.

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 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.

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 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 has been an innovator in a number of areas that have had a direct positive impact on young people. Her work with the Somali-Australian 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.

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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 Young Achiever 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.

Sid was instrumental in redefining Council’s advocacy strategy in the lead up to the 2018 Victorian State Election, and in partnership with more than 3,000 Casey residents, saw over $1 billion in direct

requests funded and approximately $2.6 billion in indirect funding from the re-elected Victorian Labor Government.

In the short time frame of the Federal election, Council received about $200 million in election commitments/funding.

Sid supported the Council to develop a more non partisan approach, which led to the rekindling of long lost, influential relationships with State counterparts, while also empowering residents to become active participants in Casey’s advocacy.

He is regarded as a strong and influential leader across the organisation. Without his contributions at the City of Casey, the community, which is at the core of every level of government, would not have experienced the outcomes and benefits by way of transport and infrastructure that it has today.

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. Since her appointment to Council, she has built an impressive list of achievements including: • Configuration and implementation of a new award winning e-Recruitment online system • Playing a key role in the development and delivery of organisational values across the organisation

• Successfully delivering Council’s Trainee and Apprenticeship Program • Developing and implementing an annual work experience placement program for year 10 and 11 students from secondary schools across the Shire • Participation in the Future Leaders of Industry Working Group • Graduating from the Leadership Great South Coast Program 2018, recognising and developing leadership talent from the region.

Melanie embraces opportunities for change; she is always thinking strategically and exploring new ways of working more effectively to improve the organisation.

Her enthusiasm is infectious and her exceptional communication skills enable her to share a vision with staff and bring them along on the journey.

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FINALISTS Young Achiever

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 using community volunteers aged 12-25 years.

To complicate that, Tanarly had been accepted into the in depth 21 day Gippsland Leadership Program, and selected for the Australian Indigenous Basketball Inaugural All Nations Cup team, that was competing in New Zealand seven weeks after her first day at work and right before Youth Week.

Tanarly took this all in her stride prioritising her tasks. She quickly established a FReeZA Committee, led the community to deliver a successful Youth Week program, and supported the FReeZA Committee to deliver its first live outdoor music event.

To recognise Tanarly her for who she is, and for what she has worked hard to achieve – is to also recognise other young people she has inspired and worked alongside in her professional and sporting roles.

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.

Innovative features include a working telecoil system to assist the hearing impaired during theatre shows and relaxed sessions (to support children on the Autism spectrum) at Bunjil Place.

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As a deaf person, Jessica encounters barriers every day.

These may be situational, attitudinal, structural, and/or physical.

On top of managing these barriers, Jessica has been required to account for challenges associated with implementation, as the various stakeholders endeavour to balance the considerations of access and inclusion, while ensuring they meet their own job specific responsibilities.

Venues take many years to achieve the service standard that already exists at Bunjil Place, something Jessica has achieved in just 18 months of operation.

Whilst Jessica has an access role in the Arts and Culture team, she has respectfully challenged the organisation to optimise for inclusivity and has driven various best practice outcomes to fruition, successfully embedding them into standard operating practice at Casey.

FINALISTS Young Achiever 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 has taken the lead on many initiatives that have helped celebrate the wonderful cultural diversity within the municipality and has enthusiastically met every challenge she has encountered.

the planning team for Council’s highly successful Intercultural Cities Symposium that formed part of a three municipality Intercultural Cities Summit featuring international speakers and academics well known in promoting the benefits of interculturalism.

Her contribution to Council was recognised with the 2018 Emerging Star Award in the annual staff achievement awards and she was accepted into the Elevate program, an internal leadership development course.

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.

The Melton community is extremely privileged to have such a tireless champion working on their behalf.

She helped to develop the 2018 "I Belong" calendar; delivered the best Reconciliation Week event in Council’s history; and was part of

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AWARDS

2019 SALLY ISAAC MEMORIAL SCHOLARSHIP FUND AWARD WINNER

Siobhan Hardiman, Team Leader Youth Services at Monash City Council won the 2019 Sally Isaac Memorial Scholarship Fund Award.

During her 12 year career Siobhan has developed skills in engagement and supporting communities which have seen her establish many successful programs and initiatives to improve the outcomes for young people in Monash.

2019 SALLY ISAAC NOMINEES

One of these innovations is the successful Young Women’s Leadership Program (YWLP) which targets young women and aims to increase their confidence and skills as leaders, as well as creating space to specifically address barriers of gender discrimination.

➢ Nina Barry-Macaulay, Senior Advocacy Officer,

In 2016, Siobhan was awarded a position as a Monash University Global Discovery Scholar which saw her and six other students from across Australia fly to London to meet international leaders.

This experience inspired her to consider how she could create a larger scale of change and positive outcomes for the young women she works with in the community.

➢ Lana Barnett, Active Ageing Project Officer, Boroondara City Council Bass Coast Shire Council

➢ Amy Boyd, Executive Manager Regulatory Services, Ballarat City Council

➢ Naomi Clarke, Urban Designer, Moreland City Council ➢ Scarlet Cridland, Youth Engagement Officer, Colac Area Health, Colac Otway Shire

➢ Jo Cuscaden, Project Manager Urban Renewal Strategic Planning & Land Use Policy, Ballarat City Council

➢ Vera Fordyce, Strategic Planning Officer, South Gippsland Shire Council

➢ Meghan Hopper, Advocacy Coordinator, Moonee Valley City Council

➢ Cheree Hunter, Social Enterprise and Local Jobs Coordinator, Banyule City Council

➢ Melissa Liberatore, Volunteer, Monash City Council ➢ Hayley Rosenboom, Retail Facilitation Officer, Moreland City Council

➢ Alicia Thomas, Marketing Officer, Ballarat City Council ➢ Jessia Trijsburg, Coordinator Community Capacity, Melton City Council

The Sally Isaac Memorial Scholarship Fund is a sub-fund of Australian Communities Foundation

Siobhan with her Manager, Ben Heard

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2019 ACTIVE AGEING & WELLBEING AWARD WINNERS In 2019, our former Aged & Disability Services Awards were replaced by the Active Ageing & Wellbeing Awards The focus of the awards was changed to more broadly reflect the work that Councils are doing in the active ageing and wellbeing space with some Councils no longer involved in the direct delivery of aged and disability services. They were offered in the same two categories: Outstanding Program or Project – grant based (externally funded) Outstanding Program or Project – non-grant based (funded)

OUTSTANDING PROGRAM OR PROJECT – GRANT BASED WINNER Nillumbik Shire Council, Tech, Tea and Tales

This is an intergenerational program aimed at building older people’s digital skills while fostering intergenerational understanding and respect. The five week program involved 27 older people meeting with five younger helpers (aged 18-24 years) to improve social connection, share stories and increase technology use and employment skills.

The program trained and employed young job seekers to spend meaningful time with older members of the community.

They helped them to learn how to use technology as a tool to connect, while also listening to and recording their life stories and experiences.

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One of the main objectives was to build older people’s digital skills to improve social connectedness, reduce the risk of isolation and foster ongoing mental stimulation and enjoyment of daily life.

FINALIST COUNCILS

➢ Hepburn Shire Council ➢ Port Phillip City Council ➢ Whittlesea City Council

2019 ACTIVE AGEING & WELLBEING AWARD WINNERS Award Sponsor

OUTSTANDING PROGRAM OR PROJECT – NON GRANT BASED WINNER Maroondah City Council, Buried in Treasures Program

Buried in Treasures was developed by Maroondah City Council to offer support and assistance to people experiencing difficulties with hoarding. The Council established the Maroondah Hoarding and Squalor Network in 2014 for agencies and community groups confronted with hoarding and squalor.

to their hoarding behaviour and environment. Significant improvements were noted at the completion of the first program, with participants expressing an immediate sense of relief and quickly building rapport with other participants and staff.

A website was also established providing a range of information and resources. It received more than 6,200 hits between May 2018 and June 2019 demonstrating a community need for resources to address this issue.

FINALIST COUNCILS

➢ Knox City Council ➢ Latrobe City Council

The Buried in Treasures Program commenced in April 2019 with seven participants coming together as part of a small self-help group over a 16 week period to learn strategies to make changes

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2019 CUSTOMER SERVICE AWARD WINNERS Murrindindi Shire Council won the 2019 Customer Service Award for its Customer First Project which delivered on its Council Plan promise to customers to be innovative and make Council easier to deal with.

The project aimed to streamline systems and avoid duplication, align processes with customer needs and equip Council staff to provide better customer service to its community. It began in early 2018 and concluded on 30 June 2019, and has resulted in a major shift in the delivery of customer service, reflected by a 46.5% increase in the number of satisfied customers.

In 18 months, the project team implemented many successful initiatives including a new customer service charter and policy; streamlining more than 60 processes to eliminate duplication and delays in handling customer requests; and moving the organisation across to one CRM system.

The project has given customers certainty that their requests have been registered and actioned.

It has also created renewed confidence that Council is working together to help its customers and the community, with staff noticing increased levels of positive customer feedback about Council’s services.

AWARD FINALISTS

➢ Kingston City Council ➢ West Wimmera Shire Council

Award Sponsor

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2019 LGPRO CORPORATE & COMMUNITY PLANNING AWARD Brimbank City Council won the 2019 LGPro Corporate & Community Planning Award for their Community Services and Infrastructure Planning Major Policy and Plan.

The policy and plan recognise the evolving, diverse and growing nature of Brimbank’s 200,000 plus community and outlines a cross organisational approach to planning, providing and maintaining community services and infrastructure in the municipality.

and support an inclusive, healthy and resilient community; and use of a consistent, responsive and evidence based approach to planning and delivering community services and facilities that meet future community needs.

AWARD NOMINEES

It aligns with Brimbank’s Council Plan and Community Vision 2040 and allows for more integration between community services and infrastructure planning, as well as Council departments, which represents a significant change to Council’s practices.

The plan has resulted in positive outcomes including a more informed, responsive Council with the structure for better community engagement and leadership; the ability to build

➢ Maroondah City Council (High Commendation) ➢ Bass Coast Shire Council ➢ Colac Otway Shire Council ➢ Port Phillip City Council ➢ Whittlesea City Council

Award Sponsor

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LGPRO PROGRAM GRADUATES AND PARTICIPANTS

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LGPRO EXECUTIVE LEADERSHIP PROGRAM (XLP) XLP is designed to help senior executives working in Local Government to expand and develop their skills and knowledge to assist them to become confident and capable leaders in the sector.

2019 GRADUATES

2020 PARTICPANTS

Stacy Williams Gannawarra Shire Council

Daniel Hogan Brimbank City Council

Michael Evans Yarriambiack Shire Council

Carolyn Terry Boroondara City Council

Rebecca Stockfeld Central Goldfields Shire Council

Jo Smale Darebin City Council

Monica Revell Hindmarsh Shire Council

May Hassan Whitehorse City Council

Narelle Klein Wodonga City Council

Matt Kelleher Nillumbik Shire Council

Jennifer Bednar Casey City Council

Marg Scanlon Hobsons Bay City Council

Debbie Wood Greater Bendigo City Council

Sharon Houlihan Wellington Shire Council

Stephen Swart Rural City of Wangaratta

Hamish Reid Bayside City Council

Shweta Babbar Glen Eira City Council

Ross Goeman Monash City Council

Kathleen McClusky Yarra Ranges Council

Rachael Gadd Towong Shire Council

Anthony Traill Port Phillip City Council

Shivaun Brown Murrindindi Shire Council

Phillippa O'Sullivan Golden Plains Shire Council

Steve Hamilton Maribyrnong City Council

Hannah Yu Buloke Shire Council

Sam Romaszko Melton City Council

Fiona Weigall East Gippsland Shire Council

Caroline Buisson Moorabool Shire Council

Michael Dugina Greater Geelong City Council

Lili Rosic Port Phillip City Council

Ian Seuren Colac Otway Shire Council

Kathy Bramwell Pyrenees Shire Council

Steve Coldham Casey City Council

Yasmin Woods Baw Baw Shire Council

Elizabeth Rowland Moreland City Council

Gracie Karabinis Yarra City Council

Sarah Brindley Rural City of Wangaratta

Phillip Carruthers Borough of Queenscliffe

Paul Stampton South Gippsland Shire Council

Davey Smith Mornington Peninsula Shire

Nigel Brown Whitehorse City Council

Roger Verwey Hobsons Bay City Council

Chris Parham Mildura Rural City Council

Tracey Parker Cardinia Shire Council

Lucas Gosling Yarra City Council

James Kelly Banyule City Council

Rosemary Harris Buloke Shire Council

Felicity Leahy Darebin City Council

Rachel Ollivier Darebin City Council

Proud Sponsor of XLP in 2020

2019 XLP graduates

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EMERGING LEADERS PROGRAM (ELP) LGPro’s Emerging Leaders Program (ELP) provides a unique year of leadership focused experiences and activities designed to develop and inspire emerging leaders in Local Government in Victoria who want to take the next step into management and senior leadership roles.

Candidates from a mix of professions, locations, age groups and gender across the state are selected to participate in the program each year.

2019 ELP GRADUATES Stephen Coulthard Banyule City Council

Emily Fothergill Boroondara City Council

Rob Sampson Maroondah City Council

Wendy Ollington South Gippsland Shire Council

Christian Thomas Baw Baw Shire Council

Leanne Johnson Greater Dandenong City Council

Charmaine Calis Mildura Rural City Council

Hannah Rowlands Whitehorse City Council

Simon Carson Moira Shire Council

Elinor Porat Yarra City Council

Stephen Meloury Moreland City Council

Jessica Baillie Yarra Ranges Council

Keira Lee Baw Baw Shire Council Stuart Hansen Borough of Queenscliffe Wambui Thirimu Brimbank City Council Shannon Maynard Cardinia Shire Council Matthew Swards Ballarat City Council

2019 ELP graduates

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Teneille Summers Darebin City Council James Roscoe Glen Eira City Council Kristian Cook Glen Eira City Council Andrea Szymanski Knox City Council Leanne Manton Macedon Ranges Shire Council

Heath Gillett Mornington Peninsula Shire Dominque Trickey Mount Alexander Shire Council Tom Arnold Rural City of Wangaratta

EMERGING LEADERS PROGRAM (ELP) 2020 PARTICIPANTS Richie Evans Glen Eira City Council

Michael Pogemiller Darebin City Council

Ryan Hood Whitehorse City Council

James Robinson Frankston City Council

Dale Gilliatte Baw Baw Shire Council

Rachael Frampton Greater Shepparton City Council

Hiren Bhatt Moreland City Council

Rebecca Pedretti Hepburn Shire Council

Clare Cowdery Rural City of Wangaratta

Lisa Balaban Yarra Ranges Council

Noel Davey Monash City Council

Jack Chittenden Greater Dandenong City Council

Angela Peresso Casey City Council

Samantha Murfett South Gippsland Shire Council

Jason Kane Mildura Rural City Council Dean Frank Macedon Ranges Shire Council David Fice Mornington Peninsula Shire Kate Deppeler, Pyrenees Shire Council

Sian Gleeson Banyule City Council

Chris Peckett Bass Coast Shire Council

Dirk Cummins Port Phillip City Council Casey Southurst Murrindindi Shire Council Malcolm Roberts-Palmer Maribyrnong City Council

Michelle Stedman Greater Bendigo City Council Jessica Salehian Kingston City Council

Providing solutions for local government Congratulations to all the winners and nominees.

Dan Feldman Managing Partner

David Sztrajt Senior Associate

Phoebe Tolich Senior Associate

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Georgie Chapman Partner

Anat Hirsh Senior Associate

Nikola Prestia Senior Associate

Ian Jordan Special Counsel

Fleur Calvert Associate

Rohan Ajzensztat Associate

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Proceeds from all LGPro activities are used exclusively to provide services and programs that benefit our members and the Local Government sector as a whole.

The publication is produced by: Local Government Professionals Inc Level 3/58 Lorimer Street Docklands VIC 3008 Tel: (03) 9268 6400 Fax: (03) 9646 0469 info@lgpro.com www.lgpro.com Credits Editor: Vicki Amiguet Artwork: ADW Design graphics@adwdesign.com.au www.adwdesign.com.au