2021 LGPro Annual Awards for Excellence Year Book

AWARDS & RECOGNITION YEAR BOOK

WINNERS & FINALISTS PROUD SPONSORS

Evolution, no going back 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

Rural Councils Transformation Program

Supporting an increase in women in local government leadership positions to better reflect the communities they serve.

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

Outdoor activation

Funding Community Infrastructure

Supporting councils through grants to activate outdoor dining and entertainment to help local economies recover.

Councils & Emergencies Project and the Municipal Emergency Resourcing Program

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

Supporting local government capability and strengthening community recovery following an emergency.

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

MESSAGE FROM LGPRO PRESIDENT..................................................................................................................................................................2 AWARDS FOR EXCELLENCE JUDGING PANELS...........................................................................................................................................3 2021 WINNERS AND FINALISTS.............................................................................................................................................................................4

INNOVATIVE MANAGEMENT INITIATIVE............................................................................................................................................................9 SERVICE DELIVERY INITIATIVE..............................................................................................................................................................................13 SPECIAL PROJECTS INITIATIVE............................................................................................................................................................................17 COMMUNITY PARTNERSHIPS INITIATIVE......................................................................................................................................................23 COMMUNITY ASSETS & INFRASTRUCTURE INITIATIVE – PROJECTS $2.5 MILLION & UNDER.................................27 COMMUNITY ASSETS & INFRASTRUCTURE INITIATIVE – PROJECTS OVER $2.5 MILLION.........................................33 SUSTAINABILITY INITIATIVE....................................................................................................................................................................................37 DIVERSITY & INCLUSION..........................................................................................................................................................................................41 INDIGENOUS COMMUNITY PARTNERSHIP INITIATIVE.........................................................................................................................47 YOUNG ACHIEVER.........................................................................................................................................................................................................53

LGPRO EXECUTIVE LEADERSHIP PROGRAM (XLP).................................................................................................................................60 LGPRO EMERGING LEADERS PROGRAM (ELP)..........................................................................................................................................62

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MESSAGE FROM LGPRO PRESIDENT

I am delighted to present the winners and finalists of the LGPro 2021 Awards for Excellence in this special publication which also features our LGPro program graduates. Welcome to our celebration of innovation in the Local Government sector.

Last year was anything but business as usual as the COVID-19 pandemic swept the world and revolutionised the way we work. Instead of being defeated by the pandemic, natural disasters and limited resources, our sector rose to the challenge.

Every day our sector produces outstanding work, but in a year of upset and disruption, it is even more important that we acknowledge these achievements. The Awards for Excellence not only highlight our ingenuity and commitment to our communities, but they also provide the opportunity to showcase and share bright ideas and celebrate our capable and talented people.

On behalf of the LGPro Board, I congratulate and thank each and every person involved in making these awards – now in their 17th year – possible.

In reading about the diverse and innovative programs and projects put forward this year, you can’t but feel proud of the work being done throughout Victoria. We always receive an excellent standard of nominations, and this year is no exception.

I would like to thank the team of volunteer judges who adjudicated in the 10 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 also like to thank Councils for allowing their staff to participate as judges, not only does this contribute to their professional development, but it also helps build capacity within the sector.

Congratulations to all of the other LGPro award winners, finalists and program graduates. Your success is our success. Please take 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 2021 LGPro Awards for Excellence are proudly sponsored by:

(Publication sponsor)

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AWARDS FOR EXCELLENCE JUDGING PANELS

Innovative Management Initiative Tony Doyle, Knox City Council (Chair) Tom O'Reilly, Gannawarra Shire Council Cathy Marshall, Hume City Council

Service Delivery Initiative Jacqui Weatherill, Stonnington City Council (Chair) Sally Schimleck, Baw Baw Shire Council Martin Hawson, Mildura Rural City Council Mozma Tate, Casey City Council

Special Projects Initiative Kerryn Ellis, South Gippsland Shire Council (Chair) Bruce Myers, Swan Hill Rural City Council Gail Gatt, Latrobe City Council Keith Williamson, Melbourne City Council

Community Partnerships Initiative Liana Thompson, Northern Grampians Shire Council (Chair) Jen Bednar, Casey City Council Nick Doherty, Maroondah City Council Anthony Basford, East Gippsland Shire Council

Community Assets & Infrastructure – projects $2.5 million & under Chris Leivers, Yarra City Council (Chair) Helen Sui, Moonee Valley City Council Jaime Chubb, Wangaratta Rural City Council Hamish Reid, Bayside City Council

Community Assets & Infrastructure – projects over $2.5 million Andrew Day, Manningham City Council (Chair) Claire Tehan, Golden Plains Shire Helen Morrissey, Brimbank City Council Sally Jones, Moorabool Shire Council

Sustainability Initiative Glenn Patterson, Casey City Council (Chair) Birgit King, Yarra Ranges Council Kate Lemon, Campaspe Shire Council James Robinson, Frankston City Council

Diversity & Inclusion Michael Tudball, Southern Grampians Shire Council (Chair) Bruce Dobson, Boroondara City Council May Hassan, Whitehorse City Council Kaylene Conrick, Mansfield Shire Council

Indigenous Community Partnership Initiative Chris Eddy, LGPro (Chair) Charles Pakana, Independent Aboriginal Journalist and Broadcaster Diana David, Reconciliation Victoria Sharon Link, Hepburn Shire Council

Young Achiever Sue Wilkinson, Darebin City Council (Chair) Davey Smith, Mornington Peninsula Shire Georgia Hills, Moira Shire Council Shivaun Brown, Murrindindi Shire Council

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2021 WINNERS AND FINALISTS

INNOVATIVE MANAGEMENT INITIATIVE

COMMUNITY PARTNERSHIPS INITIATIVE

WINNER

WINNER

Brimbank City Council, Optimising Waste Collection

HIGH COMMENDATION Brimbank City Council, Innovation at Brimbank Pilot Program

SERVICE DELIVERY INITIATIVE WINNER East Gippsland Shire Council, Mobile Recovery Service

HIGH COMMENDATION Banyule City Council, Banyule Youth Summit

FINALISTS Boroondara City Council, Early Years Digital Hub Greater Shepparton City Council, COVID-19 Youth Campaign

SPECIAL PROJECTS INITIATIVE WINNER Greater Shepparton City Council, UCI Supercross BMX World Cup

HIGH COMMENDATION Yarriambiack Shire Council,

By Five Specialists Paediatric Support Partnership

FINALISTS Yarra Ranges Council, Put Out Your Poetry East Gippsland Shire Council, Orbost Landfill Bushfire Waste

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Moreland City Council, Count Me In Too

HIGH COMMENDATION Hume City Council, Sunbury Cultural Commissions

COMMUNITY ASSETS & INFRASTRUCTURE INITIATIVE – PROJECTS $2.5 MILLION & UNDER WINNER Mildura Rural City Council, Ouyen Community Lake Project

HIGH COMMENDATION South Gippsland Shire Council, Great Southern Rail Trail (GSRT) Extension (Black Spur Bridges),

FINALISTS East Gippsland Shire Council, Orbost Streetscape Project Banyule City Council, 5-a-side Pitch – Malahang Reserve Gannawarra Shire Council, Koondrook – Victoria's Nature Based Tourism Destination

COMMUNITY ASSETS & INFRASTRUCTURE INITIATIVE – PROJECTS OVER $2.5 MILLION WINNER East Gippsland Shire Council, Bosworth Road Recreational Area – Outstanding social, health, environmental and financial benefits from phytocapping a disused landfill

FINALISTS Yarra Ranges Council, Burrinja Cultural Centre Redevelopment Wyndham City Council, Wunggurrwil Dhurrung Centre Casey City Council, Autumn Place Community Hub South Gippsland Shire Council, Karmai Community Children’s Centre

SUSTAINABILITY INITIATIVE WINNER East Gippsland Shire Council, Bright Futures East Gippsland

HIGH COMMENDATION Bayside City Council, Bayside’s Journey to Carbon Neutrality

FINALIST Brimbank City Council, Sunshine Leisure Centre, Sustainable Future Project

DIVERSITY & INCLUSION WINNER Knox City Council, MASKED Film

HIGH COMMENDATION Brimbank City Council, Be Bold Festival

FINALISTS Darebin City Council, Let’s Take Over Moreland City Council, Moreland Community Connectors

INDIGENOUS COMMUNITY PARTNERSHIP INITIATIVE WINNER Greater Geelong City Council, NAIDOC Week 2020

HIGH COMMENDATION Knox City Council, Embedding Aboriginal Culture in Early Years Services

FINALIST Ballarat City Council, Jan 26 Ballarat Inaugural Survival Day Dawn Ceremony

YOUNG ACHIEVER WINNER Kieran Schneider, Gannawarra Shire Council

FINALISTS Matthew Blee, Brimbank City Council Sarah Wrobel, Casey City Council Eden Carell, Casey City Council Priya Gill, Moonee Valley City Council Jessica Tai, Knox City Council Nelson Aldridge, Yarra Ranges Council 5

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 JLT Public Sector, a division of JLT Risk Solutions Pty Ltd (ABN 69 009 098 864 AFS Licence No: 226827) (JLT), a business of Marsh and McLennan Companies (MMC).

The Discretionary Trust Arrangement is issued by the Trustee, 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 JLT. The cover provided by the Discretionary Trust Arrangement is subject to the Trustee’s discretion and/or the relevant policy terms, conditions and exclusions. © 2020 JLT Risk Solutions Pty Ltd. All rights reserved. LCPA 20/009 S 20-0002

We share your

commitment to excellence.

For 50 years, McArthur has been committed to delivering the highest levels of service to LOCAL GOVERNMENT across Victoria and Australia-wide.

Like you, we share the same commitment to excellence in everything we do including: • Executive Recruitment • Permanent, Temporary and Contract Recruitment • HR/Management Consulting: – Performance Management – Organisational Design and Development – Talent Management – Remuneration Strategies – Staff Engagement – Learning and Development – Succession Planning – Outplacement

McArthur is proud to be associated with such high achievers, and we congratulate all Winners and Finalists in the 2021 Awards for Excellence.

With your talent and dedication, the future of Local Government is definitely in safe hands.

mcarthur.com.au

INNOVATIVE MANAGEMENT INITIATIVE Projects demonstrating new ways of leading, facilitating, administering, controlling or ensuring a particular outcome is achieved and that make positive changes to management of an organisation’s practices or projects.

JUDGING CRITERIA

Clarity of program/project objectives and outcomes Originality and effectiveness of the initiative Achievement of project versus intention Sustainability/transferability of the initiative Demonstrated leadership

WINNER

Brimbank City Council, Optimising Waste Collection

HIGH COMMENDATION

Brimbank City Council, Innovation at Brimbank Pilot Program

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WINNER

INNOVATIVE MANAGEMENT INITIATIVE

BRIMBANK CITY COUNCIL,

OPTIMISING WASTE COLLECTION Brimbank’s Asset Services Team embarked on a program to introduce digital mapping for waste collection drivers and replace an outdated paper-based system.

The all-in-one digital solution wasn’t just about replacing cumbersome paper-based mapping and procedures with GPS-like mapping, event log and digital forms. It was about using technology to improve driver safety.

This project has resulted in significant savings, improved efficiency and it is also helping reduce waste-stream contamination. This is a result of event log data being saved directly into the customer relationship management, instead of being phoned through.

Customer Services Team members can then contact the household concerned within five minutes of a driver sighting issues via the “hawk” on-board camera.

The team produced a customised solution that integrated digital mapping, a visual route trace, events log and paperless data collection. The resulting mobile solution has delivered Brimbank with a smarter, and more sustainable waste collection process that’s constantly evolving to best match driver and community needs.

Drivers can focus on the road, instead of diverting their gaze to reference a large and cumbersome paper map. The system is integrated with Council’s records and customer relationship management systems and has the potential to be repurposed to other services, including street sweeping and meals on wheels.

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The system has improved team efficiency, as it previously took 10 weeks to test, adjust and print paper map books. The old approach was also time-consuming with any changes to a catchment area requiring revisions and reprinting. Driving with the cumbersome books was an ongoing pain point for drivers, as it diverted attention from the road and required local knowledge to avoid obstacles (such as low-hanging cables) and street works.

The paper-based system also proved challenging for substitute drivers who were unfamiliar with an area, leading to increased instances of human error and often putting drivers in dangerous situations.

Previously, the waste collection service was an eight-step process.

This included starting the shift by filling out a checklist, using an intercom to troubleshoot with depot staff, navigating the streets using a combination of the map books and memory, manually documenting bin lifts, as well as providing paperwork to a coordinator who would then scan all documents and save them into the records management system. These steps have now been reduced to six, with all transactions recorded directly into the appropriate Council systems.

This project’s primary aim was to support drivers by removing the “pain points” associated with the old system and help them undertake their role with improved safety. The digital system has streamlined reporting, digitised forms, significantly reduced paper use and contributed to reducing errors. The fleet of 24 collection trucks has been fitted with a tablet each and drivers received training.

HIGH COMMENDATION INNOVATIVE MANAGEMENT INITIATIVE

BRIMBANK CITY COUNCIL

INNOVATION AT BRIMBANK PILOT PROGRAM The Innovation at Brimbank Pilot Program was developed to enable Brimbank to make innovation part of the organisational DNA. The primary objectives were to grow existing pockets of excellence across the organisation and deliver projects that add value to Brimbank City Council and ultimately the community.

The program laid a foundation for expanding the innovation mindset across all directorates and business units. It is believed to be unique within Local Government for its approach to increasing pockets of excellence across the organisation through the training and development of multiple participants in various streams.

In October 2019, a pilot program commenced with 10 business units across the five directorates. During the ideas gathering phase participating staff generated over 250 ideas. These were then peer reviewed, creating a Top 21 that was further narrowed to a Top 10.

These 10 received funding and a project team. Working together the teams have progressed through five innovation phases (Ideation – Evaluation – Initiation – Experimentation and Implementation – Value Realisation) using a comprehensive matrix of best practice tools and templates, all the while being supported by the Innovation team and governance support structures to successfully deliver their agreed result.

The COVID-19 remote working environment meant teams had to explore new ways of working in order to keep connected, stay

engaged and make progress. Through online meetings and digital whiteboards covered in virtual sticky notes, teams have started to build a cultural change of collaboration.

All participants received training in addition to being guided through each of the program’s five innovation phases by a comprehensive tools matrix that provided best practice templates for use.

At Brimbank, when they talk about innovation, it’s within a Local Government context. Therefore it’s not about having the shiniest tool, or latest piece of tech, but about providing the best service outcome for the community they serve.

At the beginning of November 2020, seven of the original 10 project teams that started the program were progressing towards completion and delivering their agreed upon project outputs.

These projects range in diversity from the digitisation of processes, to targeted youth recruitment and prevention of rubbish into storm water drains. Quotes from participants include: “It’s our favourite hour of the week, every week,” and, “I'm making a project that I am passionate about come to life”.

Round 2 of the Innovation at Brimbank program is in development.

As the program grows and develops with each iteration, it is projected community engagement for the purposes of idea generation, project shortlisting and active participation will take place in 2022/23.

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Transforming Boroondara Together with you We’re transforming the way we deliver our services to provide our community with a better experience, making it easier to get information and access our services.

This transformation is about working smarter through technology, innovation, collaboration and leadership to make Boroondara better.

A modern, flexible workplace

For more information, visit www.boroondara.vic.gov.au/ transforming-boroondara

n gree Bookaste w ction colle

Pet n ratio regist

Smart Cities to improve operations across the city

New ways of working

Report an issue

Omni Channel experiences

Mobile workforce

Service innovation

A Transforming Boroondara initiative.

Boroondara Families We created a digital hub for our community to discover services and activities for children from birth to eight years of age.

For more information, visit www.boroondara.vic.gov.au/families

Add calendar reminders for immunisations and important kindergarten dates

Boroondara Families

Explore childcare and kindergarten options Search

Search activities and events by age and category

Learn about local services on offer

SERVICE DELIVERY INITIATIVE Initiatives demonstrating best practice (outstanding action), or the pursuit of excellence in service/s delivery to the community or specified target market and that will continue.

JUDGING CRITERIA

Clarity of demonstrated outcomes Benefits relative to cost Innovative and defining features Sustainability/transferability Ability to meet specific clients/target group needs

WINNER

East Gippsland Shire Council, Mobile Recovery Service

HIGH COMMENDATION

Banyule City Council, Banyule Youth Summit

FINALISTS

Boroondara City Council, Early Years Digital Hub

Greater Shepparton City Council, COVID-19 Youth Campaign

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WINNER

SERVICE DELIVERY INITIATIVE

EAST GIPPSLAND SHIRE COUNCIL

MOBILE RECOVERY SERVICE The Mobile Recovery Service is a jointly designed, communitycentred initiative of East Gippsland Shire Council to coordinate a multi-agency collaboration of 21 organisations in response to the devastating bushfires of 2019/20.

Across 10 weeks from 13 January 2020, the service went to 48 locations across East Gippsland, The mobile service travelled by van in support of people who did not want to, or could not, leave their homes and properties for fear of being unable to return to protect their communities and livelihoods from highly unpredictable fire activity. Even as bushfires were devastating the East Gippsland community, the Mobile Recovery Service was on the road.

Council staff worked with communities to determine the most appropriate venues and the best methods for communicating with people to optimise the time agencies spent on location. In some cases, this meant using a community hall, but it was just as likely to be setting up the van on the roadside at a key intersection.

Some areas are more than 200km from Bairnsdale, where most support services were based. In all, the van travelled more than 8,800km.

The unprecedented scale of the disaster escalated the sense of urgency for Council and its agency collaborators. As a natural disaster that directly impacted many communities across the municipality for several months, it remained a constant threat to the provision of community-based services and the processes of relief and recovery.

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With this level of severity, the needs of communities and individuals became more complex as did the methods by which support could be provided while at the same time, protecting life and property. That the Council’s Emergency Management Team worked so harmoniously and effectively with the agencies to successfully deliver place-based services to so many local communities struggling with the effects of the bushfire disaster, is testament to the commitment of staff and those agencies that signed on.

Embedding and continually refining this impressive service delivery model will be an integral part of future East Gippsland relief and recovery programs. With this model the community plays a new and more direct role in the management of relief and recovery, with opportunity for individual communities to influence the level and type of service demand as a localised response to the disaster.

Ongoing community-centred and place-based service delivery is important for Council and its agency partners. Moving forward the Mobile Recovery Service will continue to play an important role in building resilience into communities as they become more familiar and active in the processes of relief and recovery from disaster.

Importantly, the service provided a positive psychosocial message of care and support to communities from agencies throughout its duration, especially in those situations where grief and loss were at their highest.

HIGH COMMENDATION SERVICE DELIVERY INITIATIVE

BANYULE CITY COUNCIL

BANYULE YOUTH SUMMIT The Banyule Youth Summit is a consultation between Council, stakeholders and young people. First held in 2014, it has since become a much-anticipated biennial event assembling more than 100 young people to discuss their concerns and to present recommendations to the community for action.

The Banyule Youth Summit enables young people to identify issues that matter most to them and their peers. It gives them a forum to come together to intelligently discuss these concerns and then collaboratively create a set of recommendations to Council and the community.

The Council has included young people in the design of many positive projects based on Summit recommendations, often in collaboration with community stakeholders. Successful outcomes have included: • The Banyule Youth Climate Action grant pool • A 5-a-side football pitch at Malahang Reserve • Life Hacks: a booklet and series of presentations for young people transitioning to adulthood • African Women’s Action Group: a leadership group for young women of Somali-Australian heritage • Do Not Judge this Book by its Cover: a publication which challenges gender stereotypes

• The “Made Australia Home” campaign: a short video and series of bus shelter posters promoting the positive contributions of young refugees in the community • The “Study Coach” tutoring program for vulnerable students • Colour Fun Run: an annual community event encouraging physical activity.

The Summit provides more than just an opportunity for young people to express their concerns. It also provides Council with valuable feedback and the chance to work in partnership with young people to address their concerns.

But perhaps its biggest contribution is the way that it has helped young people to develop skills and feel empowered and connected, inspiring peers and the wider community by showing them that they can be instrumental in making changes. This is evidenced by the Report Card event, held a year after each Summit, where achievements of young people are recognised and celebrated.

More than 50 programs, events and campaigns based on the recommendations made at the Summit have been embedded in ongoing programming. The original purpose of the Summit was to listen to young people. It achieved this and so much more.

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FINALISTS

SERVICE DELIVERY INITIATIVE

BOROONDARA CITY COUNCIL

GREATER SHEPPARTON CITY COUNCIL

EARLY YEARS DIGITAL HUB

COVID-19 YOUTH CAMPAIGN

The Early Years Digital Hub (“Boroondara Families”) provides parents and caregivers of young children with education, health and wellbeing information relevant to their self-identified needs.

At the height of the COVID-19 pandemic, Greater Shepparton’s Word and Mouth Youth Service undertook a targeted education campaign in an effort to limit the spread among younger people.

The hub's key features include an immunisation and kindergarten dates calculator, as well as activities, services, support, information and events for children up to eight years of age, conveniently sorted by age group or developmental stage.

Victoria had just been hit with a second COVID wave and State Government data indicated that 23 per cent of cases were recorded among people aged 20-29. The campaign aimed to educate young people in the region about the risks and harmful effects of COVID-19 and assist them in making responsible and safe choices for themselves, their friends, their family and the wider community.

The objective for the Boroondara Families Early Years Digital Hub aligned with the Boroondara Council’s Community Plan and our Customer Experience Improvement Strategy. The objective was to provide parents and guardians of young children with handy information. Boroondara Families also builds partnerships with families, health and wellbeing services, and other relevant community services.

Consultation with the community showed there was a need for information and tools that focused on first time and early parenting; prioritising maternal and child health, kindergarten and childcare.

The custom-built immunisation and kindergarten calculators allow families to enter their child's date of birth and populate key dates.

The immunisation calculator populates when the child is due for immunisation based on the immunisation schedule up to four years of age.

The kindergarten calculator populates when the child is eligible to attend three- and four-year-old kindergarten, including the option to wait an extra year for children born January to April. It also informs parents and kindergartens of when to apply through central enrolment, visit open days, and advises of key application and offer dates. Boroondara Families is integrated into the City of Boroondara website which ensures its future operation.

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The cohort was identified as high risk as a carrier and spreader of the virus, which is why it was considered critical to engage and educate them as part of overall management of the pandemic. The campaign was highly successful, with just two cases reported in the area among that age group.

The objectives of the COVID youth campaign were: • Provide information about COVID-19 • Educate residents around Stage 3 restrictions in Victoria • Encourage compliance with the restrictions • Encourage youth to get tested and self-isolate, should symptoms arise • Encourage peer/friendship groups to take responsibility for their actions and adhere to restrictions • Validate their feelings and frustrations, and supply tools to help support this.

Ensuring young people are aware of the support available to assist with their health and wellbeing. And while this was a COVID-specific project, the processes and knowledge will inform how the Council continues to engage with and inform young people.

SPECIAL PROJECTS INITIATIVE Initiatives that are exceptional and one-off. Projects entered in this category must be original and assist the community over and above Council’s day to day activities.

JUDGING CRITERIA

Clarity of program/project objectives and outcomes Demonstration of an effective/innovative approach and outcomes Impact of the initiative Extent of leading practice Cost benefits of the initiative

WINNER

Greater Shepparton City Council, UCI Supercross BMX World Cup

HIGH COMMENDATION

Yarriambiack Shire Council, By Five Specialists Paediatric Support Partnership

FINALISTS

Yarra Ranges Council, Put Out Your Poetry

East Gippsland Shire Council, Orbost Landfill Bushfire Waste

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WINNER

SPECIAL PROJECTS INITIATIVE

GREATER SHEPPARTON CITY COUNCIL

UCI SUPERCROSS BMX WORLD CUP Fifteen years ago, Greater Shepparton City Council set an ambitious goal to host the Union Cycliste Internationale Supercross BMX World Cup. It began by developing an innovative cycling strategy with the objective to provide world class cycling infrastructure.

The Council ultimately produced an internationally accredited BMX facility and in 2020 hosted the World Cup as part of an international festival of cycling which saw 197 international riders and 7,000 visitors converge on Shepparton.

With support from Victorian and Federal governments, the event was monumental, with many local, national and international businesses and contractors working together to deliver a world class event.

With an economic impact of over $3.47 million, the region celebrated its culture of sport, food, family and fun whilst putting Greater Shepparton firmly in the international spotlight.

The UCI Supercross BMX World Cup rounds were live-streamed internationally, the event received social media exposure through Live Streams and highlights posted on YouTube, Facebook and Instagram. In total, clips received close to 780,000 views.

A unique element was the inclusion of a Bike and Bites Festival. Held at Victoria Park Lake, the event celebrated all things cycling along with food trucks, live music and children’s entertainment. The festival featured BMX demonstrations and tricks on the S-Cape Skate Park, plus an art bikes exhibition, a community project that turned bikes into art pieces with amazing results.

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Social media competitions included the art bikes and posting the best BMX memories. The local community made this celebration possible through the provision of food and entertainment.

Steps in the project included developing a Cycling Strategy and Cycling Precinct Master Plan, building a world class Olympic-standard BMX track and associated infrastructure.

An event plan was developed with the aim to attract state, national and ultimately international events including the Victorian State Titles, BMX Australia National Championships, the Oceania Championships and eventually the World Cup. There was also a sport development program to expand community participation in the sport.

Greater Shepparton City Council is the first Local Government area in Australia to undertake such an ambitious project. The leadership, dedication and commitment shown by Council staff helped facilitate hosting an international event in a regional setting.

An initial challenge for the project was trying to develop and manage an event of this magnitude for the first time from a distance with the key stakeholder not being able to meet in person to discuss key technical arrangements, as Shepparton is a significant distance from the headquarters of the UCI in Switzerland.

An event management company appointed to assist Greater Shepparton City Council roll the project out was based in Melbourne, however, regular trips for meetings and being onsite in the fortnight leading up to the event assisted greatly.

HIGH COMMENDATION SPECIAL PROJECTS INITIATIVE

YARRIAMBIACK SHIRE COUNCIL

BY FIVE SPECIALISTS PAEDIATRIC SUPPORT PARTNERSHIP The Wimmera Southern Mallee By Five Specialists Paediatric Support Partnership helps families with young children access specialist care in their communities, using telehealth technology, their trusted relationships with primary health providers, such as maternal and child health nurses, allied health and local GPs. Consultation highlighted concerns about timely and affordable access to paediatric, primary and allied healthcare across the region. Families, educators and health workers reported they were often unable to secure timely specialist support for children with behavioural and developmental issues, and children were arriving at school without the assessments, interventions and supports needed to make the most of the school learning environment.

Four Local Government areas and a health service pooled Enhanced Maternal and Child Health funds under a Memorandum of Understanding and the Yarriambiack Shire auspices a funding agreement with the Royal Children’s Hospital in Melbourne, aiming to build paediatric care capacity and improve capability of primary health services.

The foundation is built on increased health literacy and the opportunity for primary care providers to share knowledge in a supportive facilitated environment. The partnership is delivering weekly access up to five specialist co-consultations and 120 hours of professional education to the region.

Usual practice sees many children referred to specialist services for health and development issues that could be resolved locally. Tertiary paediatric hospitals such as the Children’s report an unsustainable 100 per cent increase in referrals to outpatient clinics in the past

three years and children aged 0-4 are the largest group using Victorian emergency departments.

The partnership responds by connecting specialist expertise with local primary health providers through digital health; this approach is enhanced by a co-designed program of peer to peer case study seminars – embedding continuous practice improvement.

The partnership governance extends to policy makers, researchers and health, family service and education providers across the region to ensure scalability. Research on telehealth specialist co-consultation has demonstrated it is effective for addressing paediatric developmental concerns and for delivering professional education.

The innovation being demonstrated in this project is the pairing of professionals in the community with specialist expertise via telehealth. Locally, this improves the confidence of primary health givers in their practice and ability to solve complex issues in partnership with families.

It also improves the confidence of families that they can get the support they need locally from healthcare professionals they know and trust.

As one maternal and child health nurse stated, “It is beneficial for myself and my nurse colleagues to be able to work collaboratively with such a highly skilled and knowledgeable health professional.

It definitely provides us with learning opportunities to ensure we are providing the best, most accurate and up-to-date evidence-based information and practice for families in the region”.

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FINALISTS

SPECIAL PROJECTS INITIATIVE

YARRA RANGES COUNCIL

EAST GIPPSLAND SHIRE COUNCIL

PUT OUT YOUR POETRY

ORBOST LANDFILL BUSHFIRE WASTE

Put Out Your Poetry was a creative and innovative response to the social isolation caused by the COVID-19 lockdown. Three-line poems, or haiku, were displayed on rubbish trucks servicing the Yarra Ranges municipality, with residents invited to write and display their own efforts on their rubbish bins.

Twenty-five trucks were pasted with bright pink haiku, written by local writers. The Council received more than 600 requests for bin stickers with additional requests coming from schools and retirement villages.

The objectives of Put Out Your Poetry were threefold: a creative community project which encouraged broad community participation, adhered to COVID-19 restrictions and was accessible to residents across the Yarra Ranges municipality.

Broad community participation was encouraged by using rubbish trucks, a service which travels across the whole municipality.

What seemed like a simple project was a sophisticated approach to community engagement. It encouraged people to participate in a cultural activity almost by stealth. Social media showed alternative ways for people to connect, one of these being a “bin isolation outing”, where people dressed up to put the bin out.

Rubbish truck drivers reported people waiting in their driveways to wave and take photos, particularly with children. When there has been so much sadness and anxiety, having fun is not a frivolous activity.

Councils can be regarded as performing very serious functions, and rightly so, but as the first level of government that people can interact with, there is also the opportunity to immediately impact on people’s lives and create human interaction.

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The 2019/20 bushfire season was extraordinarily intense, with East Gippsland one of the worst affected regions. Burning over 320,000 hectares, the fires destroyed more than 650 dwellings in East Gippsland Shire alone.

The Orbost Landfill was re-opened to accept waste from more than 890 properties destroyed or damaged by the fires. This helped make the clean-up process more efficient. By the time it closed in September 2020, the landfill had accepted 44,000 tonnes of waste that would otherwise have been taken an hour’s drive away.

Even before the fires had been brought under control, the Victorian Government had established Bushfire Recovery Victoria (BRV), a dedicated agency working with communities to aid their recovery.

No time was wasted in planning the clean-up process, with an inter-agency meeting held between BRV, the Council, Grocon, EPA Victoria and WorkSafe Victoria in early January.

By February, BRV had received more than 550 registrations for property clean-up. With over 700 expected, there was considerable pressure to get the landfill running quickly so the process could begin.

Re-opening the landfill was an innovation not seen in Australia before.

Navigating the complex approvals and procurement process in less than three weeks demonstrated agility of process and problem solving “on the run” that was remarkable.

Re-opening the landfill resulted in significant savings in transport cost and time, environment and public health risk mitigation and expedited the clean-up that allowed people impacted by the bushfires to start rebuilding their lives. Despite the pandemic, following initial site setup the project ran smoothly.

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

JUDGING CRITERIA

Clarity of outcomes and impact on the sector Demonstrated leadership Effectiveness of collaboration Transferability of the initiative Complexity of project

WINNER

Moreland City Council, Count Me In Too

HIGH COMMENDATION

Hume City Council, Sunbury Cultural Commissions

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WINNER

COMMUNITY PARTNERSHIPS INITIATIVE

MORELAND CITY COUNCIL

COUNT ME IN TOO The aim of Count Me In Too was to address barriers to female sports participation among Moreland's culturally diverse communities.

In partnership with Merri Health and Melbourne University, the initiative was designed to encourage participation by young women and girls from diverse backgrounds.

The program achieved a lot in 12 months – more than 600 participants attended try-out activities for winter and summer sports, with 80 participants becoming members of cricket, tennis, badminton, football and basketball clubs.

The project's objectives were to: • Empower people to lead and inform planning and delivery

• The mutual commitment by the Council’s Sport and Recreation team, Merri Health and Melbourne University to support clubs in becoming more inclusive and equitable • The Council's and Merri Health's officers working well together and “opening doors” for each other • Focus on co-design and being responsive to participant needs, for example, hosting try-out sessions • Challenging the traditional sports offerings by clubs and creating new opportunities to meet the needs of women and girls with an acceptance from the clubs that one size may not fit all.

• Strengthen Council’s leadership in promoting gender equitable, safe and inclusive community spaces.

While the program increased participation in organised sport by women and girls from diverse backgrounds, local clubs were also offered multiple cultural inclusion education opportunities to improve competency to design and provide culturally appropriate programs for women and girls. Formal and informal partnerships were established with 10 sporting clubs, three sporting bodies, seven schools and more than 17 community groups or organisations.

The program's impact on the participants is significant. They previously had limited understanding of the sports club structure in Australia and were given the opportunity to try sport in a safe environment, gain confidence and have fun while doing it.

The program was initiated to address evidence that barriers exist when it comes to female participation in sport, focusing on culturally diverse communities. This supports the Council's long-term strategy to increase sports participation for women and girls across the municipality.

They went outside their comfort zone to be physically active and established relationships in the sports clubs. At the end of the program participation in organised sport by women and girls from diverse backgrounds had increased.

The program ran in a crucial year for Council, with the 10th anniversary of the Active Women and Girls Strategy being celebrated.

This Strategy is widely recognised as a successful model that facilitated an increase in female sports participation from 8 per cent in 2008 to 24 per cent in 2019, supported by dedicated staff resources, a policy for allocating ground and pavilions as well as incentives for clubs. Yet, there has been evidence of participation barriers experienced by females of Moreland's diverse communities that required a targeted program.

• Support girls and young women from diverse communities to engage with sporting clubs • Support clubs in strengthening their cultural competency and inclusive practice

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The outcomes exceeded expectations and were facilitated by:

HIGH COMMENDATION COMMUNITY PARTNERSHIPS INITIATIVE

HUME CITY COUNCIL

SUNBURY CULTURAL COMMISSIONS Sunbury Cultural Commissions is a public art initiative centred around the new Hume Global Learning Centre in Sunbury. It was designed to bring deeper community engagement and public agency into the process of commissioning public art in the Hume City Council area, along with fostering interest in the learning centre.

Ten Hume artists were commissioned to respond to a local heritage collection and the statement: "Honour the past, value the present, imagine the future". Each artist created an artwork, exhibited at the inaugural Gallery exhibition and was supported to submit proposals for a major public art commission, worth $120,000.

Another aim was developing a collection of 10 creative projects as document of community reflection and aspiration. Local heritage volunteers were consulted in the research process and also provided a video project as part of exhibition.

Project objectives included boosting community engagement and valuing local knowledge as a key resource, having a greater investment in community capacity/professional development and strengthening connections and a sense of ownership.

There was also a strong diversity among the artist group, reflected in the gender mix, two artists from CALD backgrounds, two artists experiencing disability, an Aboriginal artist and a young/emerging artist.

Diversity was also represented in the creative disciplines of participants, including a sculptor, designer, dancer, sound artist, painter, writer/historian and installation/performance artist.

Artists were then capable of submitting competitive proposals for a national Public Art Commission. The shortlist of three artists included two of the project’s participants. The winning artist was also a project participant.

There was an overwhelming interest in project outcomes from local community members, with spin-off projects emerging in the wake of the final exhibition. Participating artists gained a richer understanding of how their creative practice can be applied and extended to a site-responsive approach and furthermore, how this might be scaled to permanent public art.

The project marks Hume’s commitment to developing and delivering public art initiatives that place community voice, knowledge and capacity at the centre of the process.

The project was designed in collaboration with RMIT University’s Contemporary Art and Social Transformation program staff, who consistently work with contemporary artists to extend the parameters of public art practice and professionalism in Australia.

The project is now a benchmark for Hume’s ongoing public art program, prioritising community diversity, inclusion and sustainability as core practice.

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Ready for a Change? Join us in South Gippsland!

South Gippsland is a place like no other. Our region offers welcoming townships, friendly communities and colourful landscapes.

You can enjoy green rolling hills, wind-swept beaches and the world-famous Wilsons Prom, right on your doorstep. South Gippslanders enjoy the beauty and freedom of country living with easy access to Melbourne.

As an organisation we pride ourselves on sustaining a close-knit workplace with a high performing culture and principled leadership. Our community is creative and engaged, and passionate about our towns and villages. Our team is committed to providing excellent service and delivering terrific projects - such as the Great Southern Rail Trail - Black Spur and Karmai Community Children’s Centre projects, which have been shortlisted in this year’s LGPro Awards for Excellence.

We are passionate about making a difference for our region and communities while working on inspiring projects. We seek like-minded colleagues to join our team, which could be you!

To learn more about our region and what Council has to offer please visit: www.southgippsland.vic.gov.au/employment

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COMMUNITY ASSETS & INFRASTRUCTURE INITIATIVE – PROJECTS $2.5 MILLION & UNDER Initiatives that maximise benefits to the community and showcase partnerships in developing and managing community assets. This section is for projects that cost $2.5 million and under that are new and a one-off activity of a capital nature.

JUDGING CRITERIA

Clarity of the initiative’s outcomes Demonstrated leadership Innovative features Transferability Cost benefits

WINNER

Mildura Rural City Council, Ouyen Community Lake Project

HIGH COMMENDATION

South Gippsland Shire Council, Great Southern Rail Trail (GSRT) Extension (Black Spur Bridges)

FINALISTS

East Gippsland Shire Council, Orbost Streetscape Project

Banyule City Council, 5-a-side Pitch – Malahang Reserve

Gannawarra Shire Council, Koondrook – Victoria's Nature Based Tourism Destination

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WINNER

COMMUNITY ASSETS & INFRASTRUCTURE INITIATIVE – PROJECTS $2.5 MILLION & UNDER

MILDURA RURAL CITY COUNCIL

OUYEN COMMUNITY LAKE PROJECT The Ouyen Community Lake Project set out to construct a 14ha recreational boating and fishing lake with associated infrastructure for the regional township of Ouyen, which is 100km south of Mildura.

Transformation of the former Grampians Wimmera Mallee water reservoir to a lake was viewed as vital for the community, creating an asset that could play an integral role in maintaining and further developing the social and economic integrity of the town.

The $2.4 million project was also an investment in the area’s future, as its population had fallen by around 30 per cent in two decades.

There was also a corresponding shift in demographic profile – the overall population had aged substantially.

The project included construction work, installation of recreational infrastructure, including an amenity block, fencing, boat ramp and barbecue areas.

Project objectives centred on investing in countering the disadvantages of low incomes and the loss of young people from the area, while also capitalising on the community's generous spirit.

As an isolated rural township, travel distances to use any water-based facilities, other than the Ouyen pool, were extremely far, with between 100-200km round trip.

Levies for recreational water use are imposed on all water users in both pipeline systems, however, there were no recreational lakes in the northern Mallee region. The Ouyen and broader community felt that there needed to be equity of access to recreational water.

A project business case was developed that recommended site construction works situated on 14 ha; supply and installation of pipe and associated infrastructure; construction of gravel road/footpath perimeters; provision of power and installation of other recreational infrastructure, which would complement the lake’s use.

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The project attracted (and continues to attract) significant partnership funding, along with substantial investments of in-kind support from the community and associated stakeholders. To date, voluntary time spent on the project stands at over $3.5 million, with 45,000 hours since the project’s inception, when community meetings began and the business case was first discussed, in 2013.

As a true collaborative project, involving stakeholders of all levels of government, business and the broader community, cash and grant contributions of $2.4 million have so far been obtained to realise project.

In October 2018 then-Mayor Mark Eckel described the project as a monumental achievement praising all those involved in planning, executing and driving what “would be a valuable asset for decades to come”.

“60 kids aged 16-31 listening to Triple J Top 100 yesterday. Can’t think of a better reason why this thing was built! There’s no better way to finish the day, than enjoying a sunset with mates at the lake”, said Dean Munro, a volunteer of the Ouyen Lake Committee.

The future social capital benefits cannot be underestimated and extend to a range of public health and recreational gains, for a more active, diverse and socially inclusive community.

The project is an exemplary indicator of the persistence, passion and resilience of a small regional community.

Benefits to the region include an economic boost to fishing-related tourism and flow on effects for local business. The lake attracts fishing and boating enthusiasts from all over Australia.

HIGH COMMENDATION COMMUNITY ASSETS & INFRASTRUCTURE INITIATIVE – PROJECTS $2.5 MILLION & UNDER

SOUTH GIPPSLAND SHIRE COUNCIL

GREAT SOUTHERN RAIL TRAIL (GSRT) EXTENSION (BLACK SPUR BRIDGES) The Great Southern Rail Trail Extension Black Spur Development addressed a 2.6km “missing link”. Although it was only a small section, the project was pivotal in helping to increase patronage and the flow-on economic and social benefits. The project can also claim to be the catalyst of turning a local recreational trail into an iconic regional tourism product.

The rail trail was completed in 2016, however, the Black Spur section was a missing 2.6km link to create a seamless 72km trail between Leongatha and Port Welshpool in South Gippsland. The project involved reconstruction of a 50m trestle bridge and the partial demolition and reconstruction of two others.

The remediation supported the South Gippsland Heritage Study which identified the significance of the bridges and has become an important tourism and economic driver for the region and contributed to increased tourism.

Although it is hard to accurately calculate direct and indirect jobs created as a result of the project, the towns that the trail visits have seen increased productivity in the past few years. In particular, the region has seen the establishment and growth of various food and beverage businesses close to the rail trail.

The biggest challenge was not fully understanding the level of deterioration of the bridges prior to the commencing the works. However, with innovative approaches, the scope of works was delivered as expected and resulted in heritage structures being preserved.

Innovative features of the project included retaining the original timbers that were date stamped with many being over 100 years old

and reinforcing the timber piles without excavation work, which was important due to the biodiversity significance of the area as well as retaining heritage features that have become major points of interest.

The project principles have been transferred to further expand the trail. Similarly, the overall project management approach has been used on other Council projects where multiple internal and external stakeholders are identified.

To be able to preserve heritage, enhance the visitor economy and highlight the local biodiversity corridor of this section of trail has been a truly collaborative project and deserves to be applauded and rewarded for the great outcomes it has delivered.

The key objectives and outcomes of the project are: • Further extend the GSRT which included development of a new bridge and upgrades of two historic bridges along with connecting trail.

• The restoration of arguably the most historic and visually appealing bridge of the GSRT. By further developing the GSRT, other outcomes included: • Providing new tourism opportunities for the South Gippsland Shire • Providing an opportunity for trail users to experience and visualise an iconic historic bridge • Retention of tourism industry jobs • Create new business opportunities within the towns/communities that the trail passes through • Improve health and well-being opportunities in the Shire.

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FINALISTS

COMMUNITY ASSETS & INFRASTRUCTURE INITIATIVE – PROJECTS $2.5 MILLION & UNDER

EAST GIPPSLAND SHIRE COUNCIL

BANYULE CITY COUNCIL

ORBOST STREETSCAPE PROJECT

5-A-SIDE PITCH – MALAHANG RESERVE

Orbost is a small town in far East Gippsland. Historically reliant on the timber industry, residents sought to reimagine Orbost’s future and realised that a strong community and natural beauty made it the perfect place to attract retirees, tree-changers and tourists.

Banyule has the second largest Somali youth population in Victoria.

The area has higher than average unemployment rates, economic disadvantage and youth disengagement.

Council’s General Manager of Assets and Environment Fiona Weigall said the previous streetscape had reached the end of its useful life and presented a number of safety hazards. “The footpaths were uneven, and some areas featured brickwork which became slippery in wet weather. Tree roots were impacting on pavers, and fallen leaves were presenting pedestrians with unsafe and slippery conditions.”

The new streetscape has both deciduous and evergreen trees, along with a variety of grasses, shrubs and other plants which provide a range of colours and textures throughout the year. In addition, the rejuvenated streetscape features street furniture such as seating and timber-capped retaining walls which enable pedestrians to sit, rest and socialise while doing their shopping.

“Orbost is situated in a beautiful landscape,” Ms Weigall said. “It was important that the streetscape design reflected that, and we were delighted with the final outcome. The colours and shapes of the pavements were inspired by the sandy beaches and water of the Snowy River, the beautiful rockwork references the cliffs facing the river, and the timber elements are an important reminder of Orbost’s history as a timber town.

Community consultation formed a huge part of the streetscape redevelopment project. Orbost locals were part of working groups during the planning process and were consulted throughout construction. In some instances, changes were made during construction as locals saw the project take shape and expressed ideas and concerns about the outcome.

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At the Youth Summit in 2016, recreation, sport, inclusion, diversity and equality were key issues raised and discussed. Development of a 5-a-side football pitch accessible to everyone was a key recommendation.

The summit also saw the formation of a Somali boy’s leadership group, which has actively campaigned for a new football pitch.

West Heidelberg is best known for being home to the Athlete’s Village built for the 1956 Olympics, a time when sport brought people together and inspired many.

Sport and participation are once again a focus with this project that has uniquely delivered an outdoor football pitch in the heart of West Heidelberg that is inclusive, accessible, supports community participation and targets disengaged young people.

In addition, an innovative financial and program partnership with Melbourne City Football Club and their City in Community program, ensures long term sustainability and ongoing community participation opportunities.

“Our local youth passionately advocated for this facility and I’m really proud of the great outcome they have achieved,” said Banyule Mayor Rick Garotti.

What makes the program special is the collaboration between the Federal government, the Council and private enterprise.

The partnership with the soccer club has created an opportunity to develop other community participation programs.

FINALISTS

COMMUNITY ASSETS & INFRASTRUCTURE INITIATIVE – PROJECTS $2.5 MILLION & UNDER

GANNAWARRA SHIRE COUNCIL

KOONDROOK – VICTORIA'S NATURE BASED TOURISM DESTINATION The Koondrook project was designed to connect strategic tourist attractions at the small town on the banks of the Murray River.

It provides an all-abilities pedestrian link between a wharf and associated indigenous artworks, to the historic tram station and Koondrook Nature Based Tourism Hub. With pedestrian traffic increasing around the riverside precinct of Koondrook following construction of the award-winning Koondrook Wharf in 2016, Gannawarra Shire Council recognised the number of visitors to the area would increase due to construction of a Koondrook Nature Based Tourism Hub and the redevelopment of the Koondrook Goods Shed into a function centre along with the growing popularity of the RiverDaze music festival.

Stage 3 completed in June 2020: improved road and pedestrian access between the Koondrook township and the Koondrook Nature Based Tourism Hub precinct.

Leadership and innovation were demonstrated by not only getting the community on board and engaged but by also ensuring that every effort was made to invigorate the local economy by maximising local procurement of goods and services from the small struggling businesses which have been impacted by the drought in northern Victoria.

Stage 1 was completed in late 2018: construction of new kerb and channel along Punt Road (which runs adjacent to the riverbank) for accessibility, traffic calming and controlling purposes.

Stage 2, from February to July 2019: focused on Main Street between Keene and Station streets – an area which includes a general store, historic tram station and the proposed home of an all-abilities playground.

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COMMUNITY ASSETS & INFRASTRUCTURE INITIATIVE – PROJECTS OVER $2.5 MILLION Initiatives that maximise benefits to the community and showcase partnerships in developing and managing community assets. This section is for projects that cost over $2.5 million and are new and a one-off activity of a capital nature.

JUDGING CRITERIA

Clarity of the initiative’s outcomes Demonstrated leadership Innovative features Transferability Cost benefits

WINNER

East Gippsland Shire Council, Bosworth Road Recreational Area – Outstanding social, health, environmental and financial benefits from phytocapping a disused landfill

FINALISTS

Yarra Ranges Council, Burrinja Cultural Centre Redevelopment

Wyndham City Council, Wunggurrwil Dhurrung Centre

Casey City Council, Autumn Place Community Hub

South Gippsland Shire Council, Karmai Community Children’s Centre

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WINNER

COMMUNITY ASSETS & INFRASTRUCTURE INITIATIVE – PROJECTS OVER $2.5 MILLION

EAST GIPPSLAND SHIRE COUNCIL

BOSWORTH ROAD RECREATIONAL AREA – OUTSTANDING SOCIAL, HEALTH, ENVIRONMENTAL AND FINANCIAL BENEFITS FROM PHYTOCAPPING A DISUSED LANDFILL In researching, implementing and testing an innovative approach to decommissioned and legacy landfills, East Gippsland Shire Council has shown that “phytocapping” technology holds great promise for Local Government.

Bosworth Road now has a range of community assets, including walking/bike riding trails, an off-leash dog park, picnic tables, and viewing areas for residents and visitors to relax and enjoy East Gippsland’s natural environment.

By transforming the site into an attractive and beneficial community asset while achieving significant positive environmental outcomes, the Council has demonstrated what is possible. Using trees and other vegetation as a natural pump, phytocapping ensures that rain is intercepted and evaporates without leaching through remnant waste, thereby avoiding harmful effects on groundwater or nearby waterways.

With the area providing a wildlife corridor including fauna habitats connecting the nearby Magee’s Gully with the Ramsar-listed Macleod’s Morass, significant environmental benefits have been achieved, including urban cooling and carbon storage through strong vegetation growth.

The Council has also produced an asset that contributes to urban cooling and gives people a recreation area, incorporating 2.7km of walking/bike trails, a dog park and observation platforms overlooking the nearby Macleod’s Morass wetlands.

Phytocapping is an emerging technology which will change the management of decommissioned landfills. East Gippsland Shire Council has a small population and 44 legacy landfills. This project has given the Shire an economical way to manage decommissioned landfills, creating positive environmental outcomes and providing recreation opportunities.

Significant environmental benefits have been achieved, including urban cooling, carbon storage and a creation of wildlife habitat.

The technology is emerging, but hugely promising and East Gippsland Shire is the first in Victoria to use the process to manage decommissioned landfills.

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The development has been enthusiastically accepted, with many residents and tourists making a beeline for Bosworth Road, where they enjoy exercising their dogs and walking or bike riding through the beautiful natural environment.

Through researching, implementing, and testing an exciting and innovative approach to decommissioned and legacy landfills, East Gippsland Shire Council has shown that phytocapping is a technology which holds great promise for Local Government.

In transforming a potentially expensive former landfill site into an attractive and beneficial community asset while achieving significant positive environmental outcomes, the Council has demonstrated that similar results are within the reach of other councils across Victoria and Australia.

East Gippsland Shire Council welcomes enquiries from other councils and is excited about the possibilities which this technology holds for the Local Government sector.

FINALISTS

COMMUNITY ASSETS & INFRASTRUCTURE INITIATIVE – PROJECTS OVER $2.5 MILLION

YARRA RANGES COUNCIL

WYNDHAM CITY COUNCIL

BURRINJA CULTURAL CENTRE REDEVELOPMENT

WUNGGURRWIL DHURRUNG CENTRE

Creativity is the common thread that runs through the Burrinja Cultural Centre in Upwey. Areas are designed for making, presenting, performing, exploring, working and playing. The Burrinja environment attracts and encourages social connection, to build community through arts.

The Wunggurrwil Dhurrung Centre, which means strong heart in the local Wadawurrung language, was completed in late 2019. It is an Aboriginal Community Centre, with an Integrated Family Centre and Neighbourhood Hub in Wyndham Vale. The $13.2 million energy efficient centre provides a sustainable inclusive space for local Aboriginal people as well as the broader community to strengthen cultural development, facilitate improved coordination of services and programs.

Between 2017 and 2020, Yarra Ranges Council undertook a $3.3 million redevelopment of the centre, creating functional yet aesthetically striking galleries, artist studios, multi-function and hospitality spaces, with a welcoming contemporary entrance.

Burrinja is a Council asset developed in partnership with the community. The Council’s vision of “Building Community through Arts”, ensures deep cultural engagement, social connection and strong community ownership, with 80,000 patrons each year.

Located in old Council offices, the redevelopment transformed Burrinja’s undeveloped spaces, opening up internal pathways, connecting creative spaces and providing improved accessibility to activities.

The project responded to Council’s Creative Communities Strategy, 2019 – which, “Aims to shape Yarra Ranges as a creatively vibrant place where participation in the cultural life of our communities is sustained as a seamless and deeply meaningful experience”.

Key to the project’s success was innovation. A creative design approach informed the Functional Brief, embedding innovation within the project. Environmentally Sustainable Design principles were pursued to achieve world-leading innovation in the thermal attributes of the gallery and collection areas.

The design prioritised equally functional effectiveness with the interconnectedness between spaces physically, conceptually and creatively. The design prioritises functional effectiveness, usability and requirements of each space with the interconnectedness between those spaces physically, conceptually and creatively. It now includes a gallery, café and studio.

The Wunggurrwil Dhurrung Centre is a new centre for the growing community of Wyndham Vale providing early years, family support and early intervention services to families as well as the broader community. It is a dedicated space for the Aboriginal community that is culturally sensitive and is informed by community-led design in partnership with the Koling wada-ngal Committee.

People can learn about culture just by being in the building, connected to its location through sustainable design, local native landscaping and the incorporation of the Wadawurrung language. The design provides distinct areas within one centre: • Koling wada-ngal – A dedicated Aboriginal Community Centre, informed, designed and managed by the diverse local community to strengthen culture. It includes men’s and women’s sheds, an art space, meeting and consulting rooms plus outdoor ceremonial spaces.

• Balim Balim – an Integrated Family Centre for universal services including kindergarten, Maternal Child Health consulting rooms, youth and support service with a focus on learning through Aboriginal culture.

• Yaluk – a Community Centre with public consulting and meeting rooms, and community kitchen for people to connect in their local area.

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FINALISTS

COMMUNITY ASSETS & INFRASTRUCTURE INITIATIVE – PROJECTS OVER $2.5 MILLION

CASEY CITY COUNCIL

SOUTH GIPPSLAND SHIRE COUNCIL

AUTUMN PLACE COMMUNITY HUB

KARMAI COMMUNITY CHILDREN’S CENTRE

Autumn Place Community Hub, Doveton, is an integrated community centre, providing meeting spaces, Maternal and Child Health services plus a kindergarten with a focused science, technology, engineering and mathematics (STEM) room.

The Karmai Community Children's Centre in Korumburra consolidated multiple South Gippsland Shire Council early years services onto one site, all within an education precinct in a low socio-economic town.

The centre is the first of its kind in Casey and includes public art to invite children into a fantasy world of sculptures based on a book written for the project: Fantastic World of Autumn Place.

The hub is also part of a wider plan to revitalise the area and it contributes to supporting priorities such as enhancing a sense of place, building a more positive image, improving safety and increasing community engagement.

The project has strengthened the relationship between the early years and infrastructure departments through a collaborative approach to delivering great community outcomes.

In 2017, the Council received $3.6 million through the Local Government Victoria Growing Suburbs Fund and ultimately delivered the $5.3 million Autumn Place Community Hub, park and playground, in May 2019.

The $3.2 million project has exceeded expectations with improved outcomes and increased patronage. The aim was to reverse the cycle of low social outcomes for the youth of Korumburra.

The Autumn Place Community Hub aims to be a place:

Providing high-quality education has been proven to be a big driver in improved early years outcomes.

• that offers a focal point for community interaction • where people can build relationships and a community identity • where residents can meet and carry out activities that help strengthen the life of the community, and • where residents can access a range of activities, programs and services.

The park includes a multi-purpose space for events and playground catering for all ages. Retention and careful management of significant trees undertaken has elevated its landscape design value.

Key to its success has been extensive consultation to understand the needs of this vulnerable community, and establishing relationships with key stakeholders and local groups, to enable the Council to deliver on identified needs.

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Early on project planning identified outdoor areas were as important as indoor, in assisting the children to develop and learn. The building has significant sustainable features, which not only make the centre an amazing place to visit, but also assist in teaching children about the environment.

The centre was built with capacity to last 10 years, however due to its success, capacity has been reached within five. It was quickly recognised by parents and early years educators as “the place to be” in the region.

Educators love working in the space, and parents were impressed with the standard of facilities and after nearly five years of operation, it is evident the that the new facility has had improved social and learning outcomes for the children.

The initiative began with the children’s centre raising $100,000 as seed funding, and approaching the Council for support.

SUSTAINABILITY INITIATIVE Initiatives that demonstrate excellence in the delivery of environmentally sustainable processes or projects. These provide a new way of ensuring programs, projects and developments meet present needs, without compromising future generations.

JUDGING CRITERIA

Clarity of the initiative’s outcomes Innovative features Size and complexity of initiative relative to funding Cost benefits Sustainability of project

WINNER

East Gippsland Shire Council, Bright Futures East Gippsland

HIGH COMMENDATION

Bayside City Council, Bayside’s Journey to Carbon Neutrality

FINALIST

Brimbank City Council, Sunshine Leisure Centre, Sustainable Future Project

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WINNER

SUSTAINABILITY INITIATIVE

EAST GIPPSLAND SHIRE COUNCIL

BRIGHT FUTURES EAST GIPPSLAND The Bright Futures East Gippsland project began when $1.8 million in federal Community Energy Efficiency Program (CEEP) funding was secured to upgrade the four biggest energy-using facilities managed by the Council.

The program how energy efficiency and renewable energy can reap the multiple benefits of: • significant emissions reductions • operational cost savings • enhanced community wellbeing • support for local jobs • improved facilities.

The project demonstrated that Local Government can be a source of independent energy efficiency and solar advice, with more than 600 residents and businesses participating.

A focus was communicating the benefits of energy efficiency.

A communications program was developed to raise awareness of positive solutions for climate change mitigation and savings.

The energy efficiency program has wiped $1.5 million from the Council’s energy bills and avoided 6628 tonnes of CO2-equivalent corporate emissions, representing a 28 per cent reduction over six years.

Leading by example, the Council undertook a bulk LED streetlight switch of 2629 lights and energy efficiency and solar upgrades at indoor recreation and administration centres, East Gippsland Livestock Exchange, six libraries and eight community-managed facilities.

Complementary community-focused programs also encouraged uptake of smart energy solutions.

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The Bright Futures Renewable Energy component resulted in three projects being piloted in 2018/19 helped deliver savings and benefits to East Gippsland residents and businesses. Results include: • The Multisite Feasibility Study: where 10 businesses received a solar feasibility report and recommendations for energy saving measures. The cost benefit ratio found that for every $1 spent, $1.76 was retained locally.

• Solar Bulk Buy: this popular 2018/19 program saw 60 systems and eight batteries installed, mainly in homes.

The project also supported student attendance at an Energy Breakthrough event, funded Positive Change, an energy helpline for households and paid for a promotional Renewable Energy Trailer.

It also sponsored a solar bulk-buy program helping low-income families access rooftop solar. The Bright Futures Renewable Energy component resulted in three projects in 2018/19 with the objective of helping deliver savings and benefits to residents and businesses.

Bright Futures is an innovative, smart energy program that aims to lead by example. To date it has seen $1.5 million wiped from East Gippsland Shire Council energy bills.

The objectives of Bright Futures East Gippsland include to: • Implement a rolling program of energy efficiency and renewable energy projects to reduce emissions and reap ongoing cost savings • Communicate the benefits to demystify the complexity of energy efficiency and solar projects and facilitate positive solutions.

A key outcome has been communicating positive solutions for a strong climate future. It has also presented opportunities for delivering long-term renewable energy solutions for the region and priority options for the Council.

HIGH COMMENDATION SUSTAINABILITY INITIATIVE

BAYSIDE CITY COUNCIL

BAYSIDE’S JOURNEY TO CARBON NEUTRALITY Bayside City Council is the first in the south east of Melbourne to achieve certified carbon neutrality, joining a small group of Councils nationwide. Bayside’s Journey to Carbon Neutrality began with a commitment made in 2008.

2. Reduce greenhouse gas emissions from Council buildings and assets, by 30 per cent compared to 2012/13

In 2018, the Carbon Neutrality Action Plan was adopted to set the direction and specified actions for Council to achieve its commitment.

Six strategic objectives were set in this Action Plan aligned to measurable targets.

4. Reduce the greenhouse gas emissions intensity from Council's fleet and staff travel, by 30 per cent compared to 2012/13

Since 2008, works have been continuously undertaken to upgrade streetlights and buildings to improve energy efficiency, and to install renewable energy sources.

3. Increase the amount of energy from renewable sources for operations, by 30 per cent compared to 2012/13

5. Reduce Council's total organisational greenhouse gas emissions, by 5 per cent each year 6. Measure and report on greenhouse gas emissions, with independent verification.

In 2019, Bayside declared a ‘Climate Emergency’ and in 2020, the Council also signed a power purchase agreement to supply renewable electricity to all its large buildings and public lighting.

Emissions were reduced by avoiding fossil fuels, improving energy efficiency, increasing renewable energy and supporting staff.

Overall, five of the six strategic objectives in Carbon Neutrality Action Plan were met, and the ‘Carbon Neutrality’ target achieved in September last year. The Council received certification for ‘Carbon Neutrality’ under the Climate Active Carbon Neutral Standard in December 2020.

• Residential street lighting upgrade reduced greenhouse gas emissions from that source by almost half

By taking actions to avoid and reduce greenhouse gas emissions and lead the way for the community, that goal was reached last September. Achieving the target required considered planning and decision-making across services, including energy efficiency improvements to infrastructure, installing solar power and changes to procurement, fleet management and policies.

An “Avoid, Reduce, Switch and Offset” approach was implemented to: 1. Avoid greenhouse gas emissions, by enabling Council staff to change behaviour and contribute to the achievement of Council's carbon neutrality goal

Key achievements include:

• A 10-year renewable energy Power Purchase Agreement, to supply Council’s large sites and street lighting, approximately three-quarters of Council’s electricity use.

• 1,316 solar panels installed at 31 Council buildings.

• Council replaced all commuter vehicles with 22 hybrid and four electric models.

The Executive team and Councillors were engaged in major decisions, including participation in the Power Purchase Agreement for renewable energy, and the budget required for the purchase of carbon offsets.

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FINALIST

SUSTAINABILITY INITIATIVE

BRIMBANK CITY COUNCIL

SUNSHINE LEISURE CENTRE, SUSTAINABLE FUTURE PROJECT The Sunshine Leisure Centre’s Sustainable Future Project was designed to evaluate, investigate, implement and review strategies for reducing energy expenditure, reduce costs, cut carbon emissions and contribute to the community’s collective goal of a sustainable future.

While mainly aimed at carbon footprint reduction and the Leisure Centre's impact on the environment, the project also had financial savings in mind. By reducing energy consumption, the changes not only generated a more efficient facility but saved the Council over $200,000 in operating expenses.

Those savings fund other Council services in a rate-capped environment. The operation’s efficiency gains also support long term goals and fund other environmental initiatives which help compound the project’s benefits.

The centre was the first in Victoria to install latest technology OC-1 filtration media and among the earliest to integrate a cogeneration unit with a 99kw solar system. The project solidified and implemented number of new concepts, some which were firsts in Victoria.

Some projects had zero capital expense and were easily achieved.

These included modifying the Centre's automated lighting schedule

Latrobe City Council is proud to be formally recognised as an Employer of Choice in The Australian Business Awards amongst such high calibre candidates.

Latrobe City was the only council to receive this honour in the awards.

The title is bestowed upon organisations that demonstrate effective employee recruitment, engagement and retention.

To be recognised as an Employer of Choice, Council achieved across the areas of: • Organisational Culture and Leadership; • Employee Education,Training and Development; • Employee Health, Safety and Satisfaction; • Performance Management; and • Recognition and Remuneration.

Latrobe City Council provides employment to over 1000 individuals rewarding employment experience within the local government sector.

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to reduce hours, modifying practices such as adding timers to pumps, TVs and other electrical equipment, which reduced their hours of use.

This simple task produced easy savings.

Similar results were achieved by a reverse osmosis system, cogeneration plant, carpark solar farm and electric vehicle, LED replacement program, motorised pool blankets, rainwater harvesting, cafe waste reduction, upgrading the Building Management System and using up-cycled building materials for the outdoor cafe.

DIVERSITY & INCLUSION This category is open to achievements/outcomes that acknowledge, support and celebrate diversity and inclusion in relation to internal practices and/or within the broader community context. This includes, but is not limited to ethnicity, language, ability, sex, gender, sexual orientation, age, class, education level, personality, political beliefs and other ideologies. It is about understanding and respecting each other and moving beyond simple tolerance to embracing and celebrating the rich dimensions of diversity within each individual – whether it be in an organisational or community context.

JUDGING CRITERIA

Commitment to diversity and inclusion Influence and originality Capacity for establishing and maintaining partnerships Benefits to the organisation and/or community Outcomes achieved within the organisation and/or the community Establishment of cross functional working relationships

WINNER

Knox City Council, MASKED Film

HIGH COMMENDATION

Brimbank City Council, Be Bold Festival

FINALISTS

Darebin City Council, Let’s Take Over

Moreland City Council, Moreland Community Connectors

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WINNER

DIVERSITY & INCLUSION

KNOX CITY COUNCIL

MASKED FILM MASKED is a 15-minute short film following the story of Zoe, who is struggling to come out as transgender. Developed and produced by young LGBTQI+ people in partnership with a professional production studio, the project supported them in building confidence, forming connections, and gaining new skills.

The project began as a dream to empower young people to tell their own stories. The film was developed and produced by young LGBTQI+ people aged between 15 and 18, who were members of the Free 2 Be Me group, facilitated by Knox City Council.

Reaching over 1.3 million YouTube views, MASKED has also reached a global audience to help other young people feel they’re not alone.

Many of the young people working on the project do not attend a mainstream school, generally due to anxiety or bullying, and all have experienced issues with mental health. Before the project started, many expressed a feeling that they lacked purpose and direction in life. Some parents had also shared concerns about their child’s mental health and wellbeing.

Overcoming unexpected setbacks such as turnover in membership of the group, the sudden hospitalisation of the facilitator, and budget constraints, members worked with studio partners to develop the script, cast the actors, co-direct, assist with camera and sound recording as well as doing all the hair, make up and production design.

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Through collaboration and a shared purpose, both group and individual morale shifted significantly.

The young people took on a variety of roles and responsibilities and supported each other. They and their parents and carers shared how the project built confidence, new skills, improved mental health, and connected participants to each other and a greater purpose.

In addition to this, the F2BM group gained skills in all aspects of filmmaking and project management through coordination of the film’s launch. It also developed their networking and consulting skills, social connectedness and education and employment opportunities.

Thanks to the film’s success on YouTube, a screening on TV in the UK and several international media opportunities, its impact has been felt worldwide.

By empowering these young people to tell their own stories through a medium that inspired and engaged them, their film reached an audience of likeminded people and others who may be facing similar challenges and experiences. In turn, those involved have been further motivated to take on other passion projects and reach more people, supported by the hands-on skills, confidence and connections they have gained.

The film is available to view here: https://www.youtube.com/watch?v=bLk8Dxf1xFk

HIGH COMMENDATION DIVERSITY & INCLUSION

BRIMBANK CITY COUNCIL

BE BOLD FESTIVAL The Be Bold Festival was a collection of unique arts events that celebrated, subverted, upcycled, and re-imagined fashion. Held in October 2019, the program was daring, with a hint of the unexpected, drawing inspiration from the late artist, Leigh Bowery’s work.

The festival offered free arts activities for children, young people, adults and seniors spanning fashion, visual art, theatre, dance, craft, film and performance.

Bowery was a performance artist and fashion designer, known for his flamboyant and outlandish costumes and makeup, who was born in Sunshine.

Two major works were commissioned, including a piece by local artists with disability. A priority was also cultural and linguistic diversity across all programming and events with marketing material produced in languages other than English.

The festival spanned many art forms, reflected the rich cultural and linguistic diversity of Brimbank, took a First Nations-first approach, showcased new work by artists with disabilities and included LGBTQI+ artists and speakers.

Organisers worked with people from diverse cultural and linguistic backgrounds and community groups to engage culturally diverse audiences, for example, a Koori homework club and Scouts group that were showcased as champions in the community.

The Brimbank community itself inspired the festival program and the strategies for delivery. Organisers set out to engage a large range of people, using fashion as the starting point.

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FINALISTS DIVERSITY & INCLUSION

DAREBIN CITY COUNCIL

MORELAND CITY COUNCIL

LET’S TAKE OVER

MORELAND COMMUNITY CONNECTORS

Let’s Take Over is a highly successful annual skills development program for 15 to 25-year-olds prioritising underrepresented and/or marginalised youth to build the next generation of diverse arts leaders.

Participants used a diversity of art forms, cultural experiences, gender identification and ages, and received a wage to participate in training over 16 weeks.

Each week an industry expert leads a workshop on topics such as programming, access/ inclusion, marketing, budgeting and logistics.

The program culminates in the 10 participants designing and delivering a provocative, disruptive multidisciplinary arts event that takes over Northcote Town Hall.

Let’s Take Over champions young people and is designed to empower and enable programming for young people by young people. In doing so, the program aims to attract an often disengaged demographic – diverse teens. It has proven appeal to young people with a 426 per cent increase in applications since inception.

The program aims to create a “safe space” for young and inexperienced artists from a wide age range. As 2020 participant Ashleigh Morris said: “The process felt very non-hierarchical and artist-driven which is completely different to any project I have been a part of before… it gave us a real sense of ownership.”

Successful applicants are expected to have little or no experience in programming/producing and may not identify as artists. In order to remove barriers of access to the arts, address the inherent inequity of unpaid development opportunities and reach a demographic of young people who are unable to volunteer due to economic circumstances, participants are paid an hourly rate. This has been a hallmark of the program's success.

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The Moreland Connector program is a two-way communication channel between Moreland City Council and its residents. It arose from the need for Council to better communicate with its culturally and linguistically diverse community during the coronavirus pandemic.

The program caters to both established and newly arrived migrant communities, who may not be connected with services or the Council, or who have low English proficiency.

There are more than 50 languages spoken across Moreland, with more than 38 per cent of people speaking a language other than English at home, and 10,336 residents with low or no English proficiency.

Through “Connectors” the Council can distribute vital coronavirus safety and support information to a broader, more diverse audience, while also tailoring message content and format based on community feedback.

When faced with the need to communicate on a large-scale to an audience with vastly diverse communication needs, Moreland had to reconsider how it could best reach those people. The Connector program was the Council’s response to this challenge.

Connectors are members of particular communities who assist the Council to regularly communicate information in the best, most appropriate language.

Participants receive timely and accurate information about the latest changes to government COVID regulations.

Council developed three brief video messages in community languages.

Program participants were invited to record the message in their own language and share it through their own networks. Council then shared these on social media.

Wadawurrung Traditional Owner Billy-Jay O’Toole alongside one of the City banners featuring his original artwork which flew throughout Geelong during NAIDOC Week.

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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 that goes beyond what the organisation has previously done. This could include, but is not limited to, initiatives in: • Professional development and education (both from a Council officer perspective and/or the Indigenous community) • Business and economic development • Leadership in the community • Recreation and events • Governance and decision making • Environment and sustainability

JUDGING CRITERIA

Clear description of approach adopted Originality or effectiveness of the initiative Evidence demonstrating how the successful approach was adopted Transferability of the approach Clarity of outcomes within the organisation and the community/municipality Benefits to the organisation, Indigenous community and the broader community/municipality.

WINNER

Greater Geelong City Council, NAIDOC Week 2020

HIGH COMMENDATION

Knox City Council, Embedding Aboriginal Culture in Early Years Services

FINALIST

Ballarat City Council, Jan 26 Ballarat Inaugural Survival Day Dawn Ceremony

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WINNER

INDIGENOUS COMMUNITY PARTNERSHIP INITIATIVE

GREATER GEELONG CITY COUNCIL

NAIDOC WEEK 2020 NAIDOC Week in Greater Geelong was a celebration of history, culture and achievements of the area’s First Nations peoples, the Wadawurrung people of the Kulin Nation. The week’s events were designed to build better understanding, stronger relationships and cultural education in the broader community.

An array of activities and performances were organised in tandem with Indigenous groups and were accessible online. This included a virtual trail of 20 significant sites on Wadawurrung country and digital projections of colourful Aboriginal artwork illuminating City Hall.

Decorative banners featuring artwork by Billy-Jay O’Toole, an artist and Wadawurrung Traditional Owner, were installed across the region.

The Council is proud to host and coordinate events which received overwhelming support from both Aboriginal and Torres Strait Islander Peoples and non-Indigenous members of the community.

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All parties have articulated and demonstrated a willingness to bring a solution focused approach to relationship building and creating a greater sense of cultural understanding and respect.

The project was delivered utilising the skills and expertise of staff across the organisation. This process also contributed to a growing awareness and understanding of the strengths of the local Aboriginal and Torres Strait Islander community.

The success of the project has contributed to its ongoing sustainability, with all partners indicating interest in future development of the project.

Many genuine partnerships were built on foundations of trust and respect, that have survived beyond the COVID-19 pandemic.

The events/activities brought to the people of Geelong provide a clever and creative framework that was both innovative and couched with a true respect for Aboriginal people.

HIGH COMMENDATION INDIGENOUS COMMUNITY PARTNERSHIP INITIATIVE

KNOX CITY COUNCIL

EMBEDDING ABORIGINAL CULTURE IN EARLY YEARS SERVICES When the Knox Children and Family Centre Bayswater opened in 2019, none of the 120 children enrolled identified as Aboriginal or Torres Strait Islander. Knowing that young children from those families lived in the community, the Council wanted to change the situation – not just to increase enrolments but to become a trusted service to First Nations peoples.

Staff undertook professional development and engaged with the community to grow and learn from those around them and they continue to “recognise and respect Aboriginal cultures and their unique place in Victoria’s past, present and future”.

The centre aims to embed Aboriginal culture in all they do, to become a service trusted by First Nations Peoples and recommended by family support services as a culturally safe place to learn, grow and belong.

From blending Aboriginal words into conversation to nurturing an appreciation for nature, these perspectives are front of mind throughout the service. At the heart of this ongoing journey is the belief that inclusion is a mindset, a philosophy and a workplace culture.

Statistics show that engaging in education early improves outcomes for children, particularly those who experience vulnerability.

When you walk through the centre, Aboriginal culture is represented in learning environments and experiences, through books, puzzles and symbols.

An Acknowledgment of Country is observed with all age groups, and Aboriginal and English words are blended in our conversations and activities, including story time/yarning circles, footy/marngrook and whagoo/hide and seek.

Children learn about respect for living things, including the plants and animals in the outdoor classroom. In art activities, they use sticks and leaves that have fallen to the ground rather than taking them from living plants. When teaching about seasons, they discuss Aboriginal seasons and promote connection to country by walking barefoot and feeling the rocks, sand and dirt.

One significant outcome is that referrals from various Aboriginal organisations have increased. Additionally, the centre has been recommended to the Victorian Aboriginal Childcare Association as a culturally appropriate and safe service by the Koori Engagement Support Officer of the Department of Education and Training.

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FINALIST

INDIGENOUS COMMUNITY PARTNERSHIP INITIATIVE

BALLARAT CITY COUNCIL

JAN 26 BALLARAT INAUGURAL SURVIVAL DAY DAWN CEREMONY The inaugural Survival Day Dawn Ceremony was held on 26 January 2020 at Lake Wendouree Ballarat. The Ceremony recognised that it can be a difficult day for many in the community and was seen as an important step in a healing journey.

The Survival Day Dawn Ceremony provided space for Aboriginal and Torres Strait Islander community members to come together and talk in a culturally safe and meaningful setting. Ongoing conversations have continued well after the day.

While Ballarat traditionally held a fireworks display on the 26 January, people from both the Aboriginal and non-Aboriginal communities had voiced concerns that this approach was insensitive and failed to acknowledge that some people see the day as one of mourning.

That one hour changed so many people’s thinking and the Survival Day Dawn Ceremonies to come will continue to do just that.

In acknowledging this, the City initiated a community engagement process, and the Survival Day Dawn Ceremony was the outcome of that process.

The Ceremony brought the community together to reflect and to approach 26 January in an inclusive and respectful manner. Many members of the Aboriginal and Torres Strait Islander and also broader community would traditionally have to travel to Melbourne to attend an event which was inclusive and respectful.

The event has helped bring about change, shining a light onto the way Ballarat approaches the day. A community stood side by side in solidarity to respectfully reflect and learn. Guest speakers spoke about their journey, what they hope to achieve and about their experiences.

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ART of the Gannawarra Agriculture Gannawarra Shire Council has sought to diversify the agricultural sector by facilitating and supporting a range of innovative agricultural investments. These projects include medicinal cannabis facilities, large-scale loafing barns and robotic dairies, viticulture, intensive piggery and poultry developments, and new crops such as cotton, organic grain, stone fruit and organic tomatoes.

Renewable Energy Gannawarra Shire Council is on track to become the renewable energy capital of Australia and is home to Australia’s largest integrated battery and solar farm. KerangLink, which will connect Victoria and New South Wales’ electricity network, will enable approved renewable energy projects within the Gannawarra to proceed, and see North West Victoria as one of the nation’s largest renewable energy zones.

Tourism the Gannawarra is Victoria’s Nature Based Tourism Destination and features stunning wetlands and forests, hightlighted by the Murray River, Gunbower Island and Kerang Lakes. Council is committed to developing tourism and infrastructure products that support high quality visitor experiences, including the development of Koondrook Retreat, a six tent glamping hub that will offer connections to the 1,390-kilometre multi-sport Murray River Adventure Trail. In the Gannawarra you will discover a region rich in cultural history and enjoy nature based activities such as mountain biking, kayaking and bushwalking in Victoria’s Kakadu.

www.gsc.vic.gov.au

YOUNG ACHIEVER This award acknowledges recognisable achievements in the sector by people up to 30 years of age (as of 31 December 2020) and working in Local Government.

Nominations will be accepted from both LGPro Members and Non-Members.

The person putting forward the nomination must be an LGPro Member however, it is not a requirement for the nominee to be an LGPro Member.

JUDGING CRITERIA

Major achievements of the nominee Demonstrated leadership qualities Level of commitment to driving change Specific individual contribution made to Council and/or sector Commitment to self-development

WINNER

Kieran Schneider, Gannawarra Shire Council

FINALISTS

Matthew Blee, Brimbank City Council

Sarah Wrobel, Casey City Council

Eden Carell, Casey City Council

Priya Gill, Moonee Valley City Council

Jessica Tai, Knox City Council

Nelson Aldridge, Yarra Ranges Council

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WINNER YOUNG ACHIEVER

GANNAWARRA SHIRE COUNCIL

KIERAN SCHNEIDER In just 12 months as Gannawarra Shire Council’s Aquatics Officer, Kieran Schneider has led a significant change program. He has built local partnerships with swimming clubs and groups and developed risk management processes to ensure compliance with industry guidelines.

Kieran manages two outdoor swimming pool centres and an indoor exercise pool. His achievements include recommending that aquatic staff return to working under council control, implementing Fresh Fruit Fridays, Rhyme Time, pool parties and introducing healthy eating options at pool kiosks.

He has also demonstrated leadership in coordinating the service’s response to the pandemic and COVID-safe planning. Kieran is also a valuable member of the Council’s COVID-19 Community Recovery Team supporting work within the Gannawarra Community Resilience Plan (Drought and COVID-19 Relief and Recovery).

Kieran has stood up to lead his team while undergoing significant personnel changes and dealing with the arrival of COVID-19.

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He has also contributed to the Council’s Aquatic Strategy, developed an action plan to guide proactive works within Council’s pool facilities and restructured staffing arrangements. His dedication to not only improve the service, but also to educate and bring others along with him, has been commendable.

His efforts included a review of plans and procedures to improve aquatic and staff safety. Kieran has also overcome interdepartmental communication challenges and developed new working relationships and partnerships with a variety of relevant organisations and community groups.

Kieran seeks feedback and is always looking to improve himself, learn from others and be part of broader cross-functional council teams.

Kieran prides himself on trying to improve existing processes and reduce risk. He regularly provides leadership to others within the small team and cross-departmentally in developing actions and/or strategies to improve the service offering.

FINALISTS YOUNG ACHIEVER

BRIMBANK CITY COUNCIL

CASEY CITY COUNCIL

MATTHEW BLEE

SARAH WROBEL

Matthew Blee has restructured Brimbank City Council’s pools and gyms operations. The facilities also received the highest possible safety scores from Life Saving Victoria, a Sustainability award from Aquatics and Recreation Victoria and he continues to achieve enormous success leading a diverse team of over 50 lifeguards and managers.

Sarah Wrobel says she moved from the private sector to work on projects that had a greater impact on people’s lives in more meaningful ways. She believes that working on public infrastructure projects at Casey City Council helps achieve her goals.

Matthew instigated a campaign to cut running costs, using his trade skills to slash maintenance expenses and reduce energy and chemicals waste. He also helped improve efficiency of staff rostering. Overall, these moves resulted in a reduction of expenditure of over $200K. Coinciding with the permanent closure of St Albans Leisure Centre in April 2020, Matthew undertook a restructure of the Operations team and did so while still maintaining safe and efficient facilities. He also overcame the challenge of maintaining morale while developing a high functioning enthusiastic team.

Matthew faced significant interpersonal and professional challenges during his first years at Brimbank due to huge resistance to change.

Matthew conducted himself professionally and showed great resilience working through this resistance to achieve positive outcomes for Council and the Brimbank Community.

As a Brimbank City Council Change Champion, Matthew embraces and drives both organisational and cultural change. His efforts are to the highest standards and Brimbank and his staff are reaping the rewards for these efforts.

As a Project Manager, Sarah worked on construction to complete upgrades to AFL/AFLW pavilion and indoor training areas at Casey Fields, Cranbourne East, a project values at $4.1 million.

This included refurbishing of the Australian Football League’s Women’s changing rooms and the Indoor Training Facility/Strength and Conditioning building at Casey Fields.

Casey Fields is a $30 million, 70ha multi-sports complex located in south-east Melbourne. The complex hosts training and AFLW home games for the Melbourne Football Club.

The major community facility is also home to a number of sporting clubs from different sporting codes, including VFL club the Melbourne Demons.

The City of Casey has invested in upgrading Casey Fields to allow it to continue to provide the community with a major destination for sport and art in a fast-growing area.

As a woman working in the male-dominated profession of construction, Sarah said it was fantastic to lead a project that was breaking down barriers for women in elite sport.

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FINALISTS YOUNG ACHIEVER

CASEY CITY COUNCIL

MOONEE VALLEY CITY COUNCIL

EDEN CARELL

PRIYA GILL

Eden Carell started at City of Casey in 2020 in the role of Young Women’s Leadership Program officer. During this time Eden has consistently demonstrated maturity, professionalism and leadership qualities that have exceeded expectations.

Priya Gill is an enthusiastic, adaptable and proactive young professional committed to contributing to the social welfare sector. She is highly motivated to work alongside vulnerable and disadvantaged people to promote empowerment and enhance their quality of life.

She has gone above and beyond her role as Young Women’s Leadership Program facilitator in several ways. In addition to redeveloping and facilitating the program, Eden has also taken on responsibility for being a mentor of the program’s co-facilitator.

She established various carer initiatives to increase that group’s connection to the community and improve their overall health and wellbeing. Priya has delivered awareness campaigns to recognise carers in the community, established a monthly Caring for Carers newsletter and launched respite programs to support carers’ ongoing role and to prevent burnout.

Eden is a valued team member who is approachable and supportive of her peers and she is a natural role model for younger and/or less experienced staff members. Eden is generous and gracious in sharing her expertise with others and has delivered professional development workshops for youth services officers.

This has increased the team’s capacity to work with young people in a holistic manner and better support the community.

During the COVID-19 pandemic Eden delivered the program to young women from various backgrounds through an online platform.

Eden has made a positive impression on the young women that will benefit them and the wider community for many years to come.

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Her team has delivered four successful annual Carers Events to coincide with National Carers Week, with over 180 carers in attendance. They have also created partnerships and relationships with local carer groups, peak bodies and organisations, working collaboratively to support carers holistically.

Priya also tapped into hidden carer groups such as those caring for people living with dementia and young carers and has been working within the implementation of Council’s new content management system to ensure carer information and referral pathways are identified and processes are mapped out.

FINALISTS YOUNG ACHIEVER

KNOX CITY COUNCIL

YARRA RANGES COUNCIL

JESSICA TAI

NELSON ALDRIDGE

Jessica Tai consistently demonstrates development and growth in her leadership capabilities, and made a significant, long-term contribution to the operation of the Knox City Council’s early years services. She has improved efficiencies and implemented more contemporary ways of working, while keeping the experiences of children and families in focus.

Nelson Aldridge is a proud Taungurung man who stepped into a new career direction in Local Government. Nelson is undertaking a traineeship with Yarra Ranges Council in partnership with AFL SportsReady and has shown courage and tenacity to ensure he is learning and applying not only the Business Administration content in his work but also his professional and personal development in areas such as Racial Justice, Gender Equality and Social Justice.

As Group Leader of the Preschool Field Officer Program, Jessica reviewed the referral and reporting process, implementing improvements that reduced the average turnaround time for reports by up to four working days. She also supported the transition from paper-based to electronic documentation to reduce the service’s environmental impact.

Nelson is passionate about driving cultural change, whether as a team member helping to plan and implement the 2020 Reconciliation Week Event or as a participant of the Yarra Ranges Council's Reconciliation Special Interest Group.

Jessica also led the review and redevelopment of Council’s Funded Kindergarten Policy, ensuring broad input and feedback. Her drive to achieve better outcomes for children and families was also evident in her work designing a new governance model to support the long-term sustainability of community run playgroups.

He has shown tenacity and patience in delivering events and educating non-Indigenous colleagues and the community about cultural respect. Following his great work on Reconciliation Week, Nelson stepped up as MC for an Indigenous Cultural Awareness Training session delivered as a webinar.

From the outset Jessica demonstrated the attributes of a curious, strategic and systems thinker with people at the centre of her perspective. When the opportunity arose to step into a more senior role, it was a natural fit to appoint her as Acting Coordinator Integrated Early Years Support.

Nelson worked in partnership with teams across the Council including Indigenous Development, Youth Development and Cultural Facilities, to accept coaching and direction in preparation for the role. The event had a target to reach 25 audience members and ended up being viewed by 183 people on the day.

During the COVID-19 pandemic, Jessica took on an additional part time role of COVID Logistics Coordinator to support early years services through the continuous changes to restrictions and service delivery.

Nelson has shown great strength and humility in challenging the status quo, sharing his voice to help raise cultural awareness from his perspective as a young Aboriginal man.

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Hoping to get their attention?

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We are proud to work alongside LGPRO designing the Profile magazines, materials for the 2021Annual Conference and Awards for Excellence, and providing creative solutions for their conferences and events all year round.

www.adwdesign.com.au 58

LGPRO PROGRAM GRADUATES AND PARTICIPANTS

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Demonstratable LGPRO EXECUTIVE LEADERSHIP Governance & Integrity PROGRAM (XLP)

Effective compliance management is essential to meet the regulatory requirements of the Victoria Local Government Act of 2020. From September 2020 to June 2022 we will see the most ambitious reform to the Local Government sector in Victoria for over 30 years. Camms is a trusted Local Government provider of enterprise performance and GRC solutions and want to help all Victorian organisations XLP is designed help senior executives working in Local Government to comply with the new to regulations. expand and develop their skills and knowledge to assist them to become confident and capable leaders in the sector.

Use our compliance management capabilities to: Identify and understand your 2020 GRADUATES compliance obligations Caroline Buisson

Marg Scanlon

Adrian Gray Brimbank City Council

Kristy Green Bayside City Council

Whitehorse City Council

Andrew Barr Cardina Shire Council

Lisa Letic Golden Plains Shire Council

Yarriambiack Shire Council

Anita Curnow Moreland City Council

Marcus Goonan Rural City of Wangaratta

Hindmarsh Shire Council

Brett Davis Moyne Rural Shire Council

Mark Saunders Glen Eira City Council

Brian Westley Greater Bendigo Council

Matt Hanrahan Knox City Council

Chris Snook Mansfield Shire Council

Natasha Ralston Darebin City Council

Diarmuid McAlary Yarra City Council

Nick Lund Boroondara City Council

Mount Alexander Shire Council

Darebin City Council

Jodie Pitkin East Gippsland Shire Council

Tammy Smith Yarriambiack Shire Council

Kristi High Whittlesea City Council

Tania O'Reilly Banyule City Council

View central registers internal Moorabool Shire Council for yourHobsons Bay City Council policies and legislations/compliance Carolyn Terry(authority documents) May Hassan frameworks Boroondara City Council

Assign individual responsibility and Chris Parham Michael Evans overall accountability Mildura Rural City Council

Track progress against obligations Smith actions Monica Revell andDavey corrective Mornington Peninsula Shire

2021 PARTICIPANTS

Be notified when there are regulatory Elizabeth Rowland Paul Stampton changes that impact your business Moreland City Council

South Gippsland Shire Council

Fiona Weigall East Gippsland Shire Council

Phillippa O'Sullivan Golden Plains Shire Council

Gracie Karabinis Yarra City Council

Rachael Gadd Towong Shire Council

Jennifer Bednar Casey City Council

Stephen Swart Rural City of Wangaratta

Camms.Risk Compliance Management will help you Gail Gatt Pene Winslade Hamish Reid Rachel Ollivier Latrobe City Council Hobsons Bay Council City Council Darebin City Council regulations and provide stayBayside ahead of changing James Davine Roslyn Wai Ian Seuren Rosemary Harris Greater Dandenong City Council Hume City Council demonstratable governance and integrity.

Colac Otway Shire Buloke Shire Council Jess Howard Sam Hewitt Kathleen McClusky Yarra Ranges Council Kathy Bramwell Pyrenees Shire Council

Steve Hamilton A DISCOVERY CALL REQUEST Maribyrnong City Council

Tracey Parker Cardinia Shire Council Industry recognised

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WHERE IS YOUR CAREER GOING?

If you're ready to take the next step, LGPro offers a range of professional development programs, no matter your goals.

MEMBERSHIP MATTERS

Our programs are specially tailored to Victorian Local Government and well respected across the sector.

To stay informed and receive our newsletter, email us info@lgpro.com

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LGPRO EMERGING LEADERS PROGRAM (ELP)

Participants of the Emerging Leaders Program this year faced the added challenges of COVID and virtual learning. They not only survived but thrived. As their final project, the team produced an interesting documentary, The Corona Effect. They document the impact of COVID-19 on communities, councils, individuals and groups across Victoria with a series of interviews.

2020 ELP GRADUATES Angie Peresso Casey City Council

Dirk Cummins Port Phillip City Council

Lisa Balaban Yarra Ranges Shire Council

Richie Evans Glen Eira City Council

Casey Southurst Murrindindi Shire Council

Hiren Bhatt Moreland City Council

Malcolm Roberts-Palmer Maribyrnong City Council

Ryan Hood Whitehorse City Council

Chris Peckett Bass Coast Shire Council

Jack Chittenden Greater Dandenong City Council

Michael Pogemiller Darebin City Council

Samantha Murfett South Gippsland Shire Council

Clare Cowdery Rural City of Wangaratta

James Robinson Frankston City Council

Michelle Stedman Bendigo City Council

Sian Gleeson Banyule City Council

Dale Gilliatte Baw Baw Shire Council

Jason Kane Mildura Rural City Council

Noel Davey Monash City Council

David Fice Mornington Shire Council

Jessica Salehian Kingston City Council

Rachael Frampton Greater Shepparton City Council

Dean Frank Macedon Ranges Shire Council

Kate Deppeler Pyrenees Shire Council

Rebecca Pedretti Hepburn Shire Council

2020 ELP graduates

Thank you to the following Councils for their contribution:

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Glen Eira City Council

Darebin City Council

Mount Alexander Shire Council

Casey City Council

Buloke Shire Council

Knox City Council

Moreland City Council

LGPRO EMERGING LEADERS PROGRAM (ELP)

We are pleased to announce the successful applicants for the 2021 LGPro Emerging Leaders Program. Congratulations to the 24 participants and their Councils. Great ready to experience new connections and bolster your leadership experience in Local Government.

2021 PARTICIPANTS Amber Stuart Moreland City Council

David Echeverry Murrindindi Shire Council

Kyla Sullivan Baw Baw Shire Council

Mira Josevska Yarra City Council

Andrew Leary Golden Plains Shire Council

Dean Umback Mildura Rural City Council

Leanne Carbonneau Baw Baw Shire Council

Paul Brennan Moreland City Council

Aoife Mulligan Yarra City Council

Fiona Henningsen Whittlesea City Council

Leigh Northwood Nillumbik Shire Council

Robert Parker Glen Eira City Council

Caroline Gillies Casey City Council

Fiona McGilton Mornington Shire Council

Marjorie Kennedy Boroondara City Council

Simone Nolan Rural City of Wangaratta

Claire Pepin Pyrenees Shire Council

Heather Burns Maroondah City Council

Michael Connolly Swan Hill Rural City Council

Sophie Dixon South Gippsland Shire Council

Clare Warren Frankston City Council

John Stamatopoulos Manningham City Council

Michelle Guhl Dandenong City Council

Trent Bursill Ballarat City Council

Bendigo has created its own 100 gig digital superhighway!

More than 1,000 times faster than Australia’s average internet speed*

The City of Greater Bendigo has partnered with Bendigo Telco to give businesses in our city centre access to a super-fast 100 gigabit broadband network that is more than 1,000 times faster than Australia’s average internet speed.

Becoming a 100 gig city is great news for Bendigo and regional Australia which will help attract new businesses and jobs to this region. This is the start of building our new economic infrastructure for Bendigo and the wider regional corridor.

Bendigo is the perfect destination for digital businesses like post-film production, virtual and augmented reality, tele-health, advanced manufacturing and other big-data industries looking to expand or move to our great vibrant city. Compete on the world stage from right here in Bendigo and enjoy super-fast internet!

*According to Speedtest Global Index, Australia’s average download speed was 58.5mbps (October 2020)

For more information, please visit www.bendigotelco.com.au/100gig

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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: Jane Kenrick Artwork: ADW Design www.adwdesign.com.au