The AI power users getting an extra day’s work done every week What the first sector-wide baseline of AI adoption across the sector tells us.
Trust first, tech second: A people-centric approach to AI Why Moorabool is treating AI as a people challenge, not a tech rollout.
Bridging the purpose gap for local government’s next generation
How we’re capturing the attention of a new generation of local government professionals.
Bringing staff along the reconciliation journey
The team at Casey’s creative integration of reconciliation into their every day.
A year of action: Making inclusion business-as-usual
The report card on Year One of LGPro’s Diversity and Inclusion Action Plan.
From authority to influence: 20 years of leadership change
LGPro explores how leadership has changed over 20 years of the Ignite program.
Your guide to joining the LGPro Board
Want to represent LGPro members? Here’s how we’re helping you nominate.
What’s on in 2026?
See the full calendar of events and professional development opportunities for the half-year ahead.
PLUS new regional learning hubs, LGPro’s 30th birthday, and every winner from local government’s premier gathering.
2026 New Zealand Manager Exchange Program recipient Richard Maugueret with LGPro President Sue Wilkinson and last year’s participant Indivar Dhakal at the Awards for Excellence Dinner
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From the LGPro President & CEO
This issue of Profile is about getting better.
Better at engaging with young people who we need for the future of our workforce. Better at reconciliation that brings our people along on the journey. Better at harnessing the power of AI equally across our teams.
LGPro has been getting even better too. Over the past year, we’ve been doing a lot of listening and, importantly, responding.
We’ve introduced Regional Learning Hubs, starting in Bendigo and now Wangaratta, to make sure our regional and rural colleagues can access in-person development where they work. We’ve launched Smart Bites to deliver technical updates in a more digestible way.
All of this comes from listening to our members, identifying gaps, and stepping in to meet them. That’s how we found out how high a priority AI literacy is for our people, and why we’re diving into our new research in these pages. That’s why we’re rolling out more and more supports as part of our Diversity and Inclusion Strategy.
As we mark 30 years of LGPro, we’ve been focused on making sure this association is a place where everyone feels they belong. So thank you for supporting the organisation that supports you in this work. We hope you enjoy this edition of your member magazine.
Sue Wilkinson President
We’ve expanded into national programs like Canberra Behind the Scenes, and continued building international opportunities through exchanges with New Zealand – and now a dedicated First Nations exchange program.
Jill Brown Chief Executive Officer Local Government Professionals Victoria
We’ve been focused on making sure this association is a place where everyone feels they belong.
The AI power users getting an extra
day’s work done every week
LGPro revealed the first sector-wide baseline of AI adoption across Victorian local government at June’s Annual Conference.
Last year’s LGPro investigation into the future of the local government workforce showed that AI literacy has been quickly emerging as a critical workforce skill. But at the same time, our sector has lacked a clear picture of how AI is actually being adopted across councils.
The new report into AI Adoption in Victorian Local Government changes that.
The report, prepared by Whitehorse City Council and published by LGPro, offers 36 pages of analysis that breaks down what is driving uptake of AI, what is holding it back, and where gaps between adoption and governance are emerging.
Whitehorse City Council's Technology Change Manager, David Hansen presenting the findings of the newly released AI report at the LGPro Annual Conference
This research gives us a real baseline. It helps us understand what’s driving uptake, what’s holding it back, and importantly how we can share the benefits right across our sector.
The research finds that a quarter of all AI adopters are “Power Users” who get up to six days’ worth of work done in five. Meanwhile, users on the other end of the spectrum either have no access or have ethical concerns about using AI.
In both cases, organisational responses are either getting in the way of those at the forefront or lacking in support for those who need guidance. The report is a first step in helping these organisations respond.
“We’re proud to be launching new research into AI adoption in Victorian local government – a first of its kind in Australia,” said LGPro Vice President Liana Thompson at the conference reveal.
“This research gives us a real baseline. It helps us understand what’s driving uptake, what’s holding it back, and importantly how we can share the benefits right across our sector.”
LGPro Vice President Liana Thompson revealing the AI Adoption in Victorian Local Government baseline report at the LGPro Annual Conference
The AI Adoption in Victorian Local Government baseline report is now available. Download your copy. DOWNLOAD
Want to help your council’s AI adoption journey? Try this collaborative network for those trying to navigate artificial intelligence responsibly and effectively. Join the AI Enablement Special Interest Group. CLICK HERE
Trust first, tech second: A people-centric approach to AI
Why Moorabool Shire Council is treating AI as a people challenge rather than a technology rollout.
Our focus is not on replacing people with AI, but on equipping people with better tools to achieve more.
LGPro’s recently released baseline report on AI adoption across Victorian councils identifies a critical sector tension: staff are routinely picking up AI faster than their organisations can respond.
Power users are being held back by restrictive IT settings and policy ambiguity, while savvy “explorers” are limited by a lack of organisational clarity where they don’t know what’s okay or what to do when something goes wrong.
Early in the year when Moorabool Shire Council went out to consult on a potential municipal charge, they wanted the community to understand really clearly how it could affect their rates.
Using free AI tools, their team built a calculator that plugged right into the Have Your Say portal. The decision didn’t get up, but the tool was a hit with residents.
Moorabool’s since been awarded for a raft of AI initiatives that are freeing up staff to be creative and efficient, from in-house built digital assistants and governance supports to bots, agents, and customer-facing tools.
Moorabool Shire Council has been managing this rapid transition into AI-enabled operations through a people-centric approach. Executive Manager People and Culture, Josh Warner, explains that AI adoption isn’t a technology issue, but a people challenge.
Moorabool's Greta Holt, Lisa Grey, and Josh Warner accepting an award for ‘Innovator of the Year –Best Use of AI’ at the National HR Innovation Awards
“AI is positioned as a tool that supports our people to do their jobs better, not a mechanism that does their jobs for them,” he says.
Instead of driving the technology in isolation, it is integrated into a smarter way of working initiative. Their strategy relies on an environment of trust and voluntary engagement. Moorabool provides its staff enabling resources like its Section AI Academy, a self-paced learning portal that encourages curiosity and experimentation without the pressure of mandatory adoption.
“Innovation cannot be mandated,” says Josh. “Our people have been given the opportunity to engage with new technologies at a pace that suits their own comfort and capability.
“We believe successful adoption is achieved when people trust the technology, understand its purpose, and have the choice to engage with it.”
Successful AI adoption is fundamentally a people [and trust] challenge, not a technology challenge.
Like the baseline report indicates, the key has been supporting staff-led innovation by establishing clear policy structures and tools that provide both permission and guidance. With this problem-solving mindset and capability instilled, AI becomes just one tool among many.
“AI is not an isolated solution and is simply one of many alternatives that enable smarter ways of working,” Josh adds.
“Rather than pursuing technology for technology's sake, our AI initiatives are purpose-driven, focused on solving genuine operational challenges and creating meaningful value for both our people and the community.”
Our philosophy has been one of invitation rather than obligation.
Moorabool receiving a High Commendation in the Customer Experience Award program
Build your AI readiness with LGPro
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Catch up on LGPro’s latest sector research and explore the current state of digital readiness across Victorian local government.
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Bridging the purpose gap for local government’s next generation
We’ve been flying the flag for local government with your support to capture the attention of a new generation of local government professionals.
LGPro’s workforce research exposed a gap between perception and reality that wasn’t doing local government any favours.
People who work in the sector already know how rewarding a public service career can be. With more than 300 professions at councils that span metro to rural Victoria, the opportunities for newcomers are broad too.
But these opportunities are often unknown to job-ready graduates. And that’s a big problem when you are trying to build a new generation in an ageing workforce.
This insight has demanded a shift in how we share our story as a sector, with traditional recruitment methods struggling to gain traction with a new cohort of potential employees.
Bridging the gap
To bridge this perception gap, LGPro invited local government professionals to step out from their offices to share their stories directly with job-ready graduates making decisions about their future. In a sector-wide effort earlier this year, staff with lived experience across diverse councils got in front of students and job seekers to tell real stories of what a job at a council is really like.
The idea was to spread the word on local government as a rewarding place to build a longterm, purpose-driven career. It was an opportunity to challenge outdated assumptions about the sector and translate what councils do into what matters most to emerging talent: impact, growth, and flexibility.
It was so much fun connecting with students from such diverse backgrounds wanting to learn more about local government careers.
Michaela Asciak lent her voice and experience as Brimbank’s Coordinator Life Stage Strategy and Planning to the campaign.
It was so much fun connecting with students from such diverse backgrounds wanting to learn more about local government careers.
It was also a reminder of how many young people are out there looking for meaningful work and how much consideration they are giving to their future pathways.
Local government doesn’t always get the attention it deserves as a career destination, but it offers real variety, community impact, and strong pathways for graduates early in their careers.
Hearts and minds
In true local government fashion, the sector punched above its weight here. The campaign reached thousands of students face-to-face at universities and careers fairs, along with nearly 500 digital engagements directing students to council careers portals.
Ensuring the outreach was accessible, this reach was expanded by incorporating dedicated “Quiet Hours” into the experience to provide a more suitable environment for neurodivergent students.
When a sector has so many roles on offer, it can be hard to articulate an elevator pitch. Officers rallied around “careers with purpose, anywhere in Victoria,” inviting potential recruits to find their place among 300 roles.
Local government has an image problem, but thankfully it’s mostly just that young people aren’t aware of it. When the people behind our councils came face to face with the next generation to clearly articulate their place-based mission, the interest was there – the long queues at the Local Government booth prove it.
Local government … offers real variety, community impact, and strong pathways for graduates early in their careers.
LGPro’s report into Victoria’s Future Local Government Workforce provides a comprehensive blueprint for long-term, strategic workforce planning, offering up data and considerations to help you cultivate a sustainable, future-fit workforce.
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How Casey centred its reconciliation journey on staff
This July marks the 50-year milestone of NAIDOC Week. But moving beyond a once-a-year recognition, the team at Casey have creatively integrated reconciliation into their every day.
It was profoundly affirming to see our stories held with care and respect.
LGPro’s research into the future of Victoria’s local government workforce singled out a need to build more inclusive workplace cultures that prioritise wellbeing and inclusion. This prompted LGPro to double-down on its ongoing commitment to fostering inclusivity in its Diversity and Inclusion Strategy, but many councils are already pioneering here.
While implementing their Reconciliation Action Plan over the last year, Casey City Council saw staff engagement as key to success, bringing their people along on a meaningful and long-term journey.
The organisation’s Strategic Change Advisor, David Arnold and Team Leader Aboriginal Engagement, Katie Gillespie teamed up to co-deliver “YOur Special Place” – an opportunity for people to pause and reflect on how they might incorporate Aboriginal and Torres Strait Islander considerations into their working roles.
Not a typo, YOur Special Place personally connected the council’s people to this mindset change, where ‘your’ and ‘our’ came together to tell a story of shared ownership and connection.
Making the installation permanent says we’re committed for the long term.
By inviting participants to nominate their own special place on Country in connection with Bunurong/Boonwurrung Country that Casey is part of, they formed an emotional attachment between the employee, the organisation, and the community they serve.
In practice, this was built into a 650-metre floor timeline representing 65,000 years of Aboriginal history that extended around Casey’s Bunjil Place building.
It extended into museum-standard, immersive installations, hundreds of culturally significant plantings, storytelling, and artistic expressions from Elders.
Importantly, it opened up a space for an open dialogue about Aboriginal affairs and allowed staff to ask questions in a safe and welcoming environment.
Originally opened in Reconciliation Week for a planned three-month run, it is now a permanent fixture that encourages people to make a personal change that’s right for them.
David Arnold (centre, black shirt) and Katie Gillespie (centre, grey shirt)
Casey’s Manager Connected Communities, Courtney Harrison tells us that the initiative changed the team
It asked us to pause, listen, and talk openly. As an Aboriginal woman working for Casey, it was profoundly affirming to see our stories held with care and respect. Making the installation permanent says we’re committed for the long term.
This recognition celebrates the many hands and hearts behind it, and the personal actions our people are taking to make reconciliation real.
at Casey.
LGPro is coming to you
As the member association and leading voice for people working in Victorian local government, LGPro serves all Victorians –no matter where they work and live.
LGPro is committed to improving accessibility and affordability of professional development across regional Victoria.
LGPro is rolling out Regional Learning Hubs across Victoria, with Bendigo up and running and Wangaratta the newest addition.
Find your closest hub and which programs are on offer.
LGPro CORPORATE PARTNER DIRECTORY 2026
CORPORATE PARTNERS
(listed in the directory in alphabetical order)
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Civica
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CT Management Group
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Duxton Hill
Future Leadership
Government Shared Services
HR Legal Hunt & Hunt
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Local Government Experts
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Peter Berry PKF
Push My Button
Redman Solutions
Russell Kennedy Lawyers
Sali Collective
Skefto
SpacetoCo
Steople
Symphony3
Teletrac Navman
Telstra
Vision Super
Votar Partners
W&Co Search
Warner Institute
Well Done International
LGPro is grateful for the support it receives from its Corporate Partners. The following pages contain advertisements submitted by LGPro’s 2025-26 Corporate Partners. Please take a moment to learn about the many services, programs, and products these organisations offer to the Local Government sector.
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A year of action: Making inclusion business-as-usual
The report card on Year One of LGPro’s Diversity and Inclusion Strategy is now ready.
Bold leadership
LGPro has begun a campaign to demystify the process for nominating for the LGPro Board to encourage diverse candidates to stand with confidence.
The association is also building its internal capability for inclusive leadership, most recently with staff training up on culturally responsive practice.
To challenge exclusion, LGPro has been applying an intersectional lens to who takes the stage at its events and who appears in magazines like this to make sure a broad spectrum of perspectives are presented.
Creating spaces for everyone
LGPro has been working hard to ensure its events are physically accessible, developing accessibility standards for venue selection and creating bespoke access policies for events.
The team has also been making all abilities decision-making easier. A new ‘traffic light’ system articulates what features are available or can be offered on request across LGPro’s training and events.
Targeted supports have been rolled out to make access to professional development more equitable, from new First Nations scholarships to the opening of regional training hubs for greater regional staff access to training.
And to foster safer, more inclusive spaces at LGPro events, a universal Code of Conduct has now been implemented.
Future ready programs
While LGPro seeks out partners in the diversity and inclusion space to support its roll-out of co-designed supports, the team is ensuring lived experience shapes its programs.
With sensitivity to the importance of diversity in its programming, LGPro is actively diversifying those involved in representing LGPro, from speakers to award judges.
Listening and acting
LGPro is regularly engaging with the sector to track inclusion in practice. That means reaching out across more contact points to develop a clearer picture of who is being supported – but also who might not be. The association is progressively partnering with more organisations with proven track records of supporting inclusive goals, like a recent partnership with Monash University to promote studies of LGBTQIA+ mental health at work.
Meaningful representation and visibility
LGPro is creating more pathways for diverse voices to contribute to its work, leveraging sector-wide networks to maintain connections across the spectrum of diversity.
At a minimum, this has meant maintaining strict gender equity across all events, panels, and awards. But throughout the development of its activities, the LGPro team has been consciously ensuring a broader range of voices has informed its work and have been front and centre of delivery.
LGPro is investing in the tools to monitor this equity. Participation and demographic data are telling the team where to best allocate resources, balancing privacy and practical data collection considerations.
LGPro’s Diversity and Inclusion Strategy continues on with an Action Plan spanning three years in progressive development.
Catch up on every celebration from this year’s main event
LGPro turned 30 this year – so we celebrated at Victorian local government’s biggest gala dinner.
The premier gathering of local government professionals in Victoria, LGPro’s Annual Conference was a big one this year. While there is so much to learn at each year’s conference, there’s even more to celebrate.
While celebrating individual, team, and council achievement, another occasion to commemorate was LGPro’s 30th “birthday” – and we did it in style at the Awards for Excellence Dinner.
LGPro President Sue Wilkinson and CEO Jill Brown cutting a cake for LGPro's 30th "birthday" at the Awards for Excellence Dinner
A growing list of winners
15 winners and 13 high commendations were awarded at the Dinner.
A record attendance was also marked for the Specialist Awards, with Macedon Ranges, Nillumbik, Geelong, Bendigo, and Whittlesea sharing trophies across three award programs.
taking home one of the Positive Ageing and Wellbeing Awards
Geelong's win in the Integrated Planning Awards
picking up the Customer Experience Award
Whittlesea
Nillumbik
But it wasn’t just awards being celebrated. Returning after a successful debut last year, the next recipient of the New Zealand Manager Exchange Program was revealed lived at the Dinner. Wyndham’s Richard Maugueret will be heading to New Plymouth in September as part of the international exchange, but he’s not the only one this time.
This year marks the introduction of the First Nations Manager Exchange Program. The first recipient is Emerging Leaders Program graduate Zali Mifsud, whose leadership in embedding First Nations voices into the way Banyule City Council works with its communities is being recognised with this first for LGPro.
Meanwhile, Knox City Council’s “Knox in Sox” were announced as winners of the Victorian heat of 2026’s Australasian Management Challenge, with Moonee Valley and South Gippsland awarded runners up in the contest between 25 councils.
Team Knox in Sox awarded as Victorian heat winners in the 2026 Australasian Management Challenge
Richard Maugueret at the Awards for Excellence Dinner
Zali Mifsud at the Awards for Excellence Dinner
Want to know what the Annual Conference was like on the ground? Here’s Whittlesea Corporate Planner, Nathan Gatt on the experience:
As a 25-year-old progressing in my career, sitting in a room with high-level executives and sector leaders was an incredible opportunity. What struck me most wasn’t the titles; it was how welcoming everyone was. There was no rigid hierarchy, just a shared passion for public service.
Here are my 3 key takeaways from the sessions:
– Simplifying the Complex: Focus less on creating endless new strategies. Focus more on ensuring service planning, performance, and actual outcomes are tightly connected.
– Practical Digital Transformation: When it comes to AI, don’t chase the hype. The value lies in targeting practical, admin-heavy problems first. Prioritise robust governance, data guardrails, and trust so tech is solving real human problems, not creating them.
– Cultivating Innovation: True innovation happens when we create an environment that encourages new ways of thinking and doing things. Leaders need to consistently model these behaviours, giving people the safety and intentional room to innovate.
I’m leaving with a lot of inspiration on how we can continue to do more with less while keeping communities at the centre of what we do.
See the 2026 Annual Conference and Awards for Excellence Dinner in pictures. CLICK HERE
From authority to influence: 20 years of leadership change
LGPro explores how leadership has changed over 20 years of the Ignite program.
Coinciding with LGPro’s 30-year anniversary is another milestone measured in decades: the 20-year anniversary of the Ignite program.
The LGPro team sought out what 20 years of Ignite could tell us about the changing face of leadership with program co-facilitators Dr Lindy Amos and Peter Canny.
The wide-ranging discussion found that while leaders-in-the-making are coming to leadership development more open-minded than ever before, many of the management problems they bring with them are stubbornly persistent 20 years on.
Ignite co-facilitator Dr Lindy Amos at an LGPro conference
“Leaders in the making are coming to professional development with a much different mindset than they were 20 years ago,” said Lindy.
For one, they’re much more self-aware.
“The willingness of people to reflect on themselves has changed. They tend to be more willing to accept that as well as being part of the solution, they might be part of the problem.”
That self-awareness comes from setting the time aside for self-reflection, which in turn helps supervisors and managers better cater to the diverse staff they lead.
“You need to have an awareness of yourself and how you impact others,” explained Peter. “If you don’t have that awareness, you stick to a certain style … but I think to really effectively lead in this day and age, you need to be able to adopt, adapt, and improve to who’s in front of you.”
Ignite co-facilitator Peter Canny (front row, fourth from left) with a cohort of Ignite for Outdoor Workers graduates
Registrations are now open for the development program for new-to-role leaders across the office and field workforce.
Ignite is coming up in August
Ignite for Outdoor Workers is coming up in September
FIND OUT MORE FIND OUT MORE
Peter pointed out a noticeable shift in how this leadership has evolved from authority to influence over these last two decades.
“I think that 20 years ago, there were still remnants or quite strong traces of commandand-control leadership… and 20 years on, that’s hardly ever there now.
“20 years ago, people longed for the old-school of leadership where you could just yell and tell… Now there’s a much higher level of sophistication in the way that people think about leadership.”
And here’s why that yell and tell style doesn’t quite work anymore.
”The modern workplace is filled with knowledge workers who are employed because of their experience, knowledge, and expertise, and we want them to be self-determining in how they execute their role,” said Peter.
One of the stubbornly persistent management problems that new supervisors bring with them to Ignite still 20 years on is not being able to delegate and step away so that staff don’t “have to rely on us,” as Peter put it. And it’s why leaders need to ditch the command-and-control style to foster problem solving and autonomy.
Now there’s a much higher level of sophistication in the way that people think about leadership.
We’re in a human skills revolution because AI can’t reshape a team.
“The more that they need to rely on us, the more that we’re getting sucked in to doing their job with them, for them.”
Leaders of all levels can’t outsource problem solving to AI either. Technology might be changing, but the fundamentals have not changed – if anything, they’re becoming more important than ever.
Lindy explained it like this: “We’re in a human skills revolution because AI can’t reshape a team. AI can’t build trust. It can’t navigate conflict. So I think the human skills of leadership are more important than ever now.”
The full interviews are now available on the LGProcast, sponsored by Public Sector People. Listen to the the podcast for Victoria’s local government decision makers here. CLICK HERE
Your guide to joining the LGPro Board
Want to represent LGPro members? Board elections are coming up and we have a full guide to nominating.
A cornerstone of LGPro’s Diversity and Inclusion Strategy is using its platform to support and mirror the inclusivity the local government sector is striving for.
To do that, LGPro needs to reflect the sector it represents.
Ahead of the 2026 LGPro Board election, LGPro is looking to build up a leadership pipeline that truly represents the sector.
“We have LGPro Board elections coming up in November, and we want to see a Board that reflects the full diversity of our sector,” said LGPro President Sue Wilkinson at the LGPro Annual Conference.
“I want to be very clear – this is open to all members. You don’t need to be an executive. In fact, we want to see people from all levels putting their hand up.”
Resources and guidance including online information sessions are coming up to demystify the Board nomination process from now through to October.
We want to see a Board that reflects the full diversity of our sector. We want to see people from all levels putting their hand up.
Want to represent LGPro members? This FAQ is your first step to joining the LGPro Board.
FIND OUT MORE
2026 PROFESSIONAL DEVELOPMENT ACTIVITIES
EVENTS
CEO+Director Forum 21 August 2026
XLP Alumni Event 21 August 2026
Canberra Behind the Scenes 16 September 2026
Women’s Forum and Dinner 22 October 2026
AWARDS
Sally Isaac Memorial Scholarship Fund Award
Nominations close 4 September 2026
ALGWA Victoria Bursary Award Nominations close 4 September 2026
An executive forum addressing the topical issues affecting the sector.
A networking and professional development opportunity for graduates of the Executive Leadership Program.
Meet the Canberra decision makers behind the policies and programs affecting local government nationally.
The premiere conference for collaboration on the challenges and opportunities facing women in Victorian local government.
An educational scholarship for women and non-binary people 35 years and under.
A career development bursary for women and non-binary people in local government.
JULY – DECEMBER 2026
LEARNING AND DEVELOPMENT CALENDAR
Ignite enables those without formal experience in managing and leading people to develop the competencies required to be successful in their role.
Registrations for Series 3 now open.
Program commences August 2026.
Targeted to outdoor workers without formal experience in managing and leading people to develop skills required to be successful in their role.
Unique leadership-focused activities and experiences designed to develop and inspire emerging leaders.
Registrations for Series 3 now open.
Program commences September 2026.
Designed exclusively to expand and develop the skills of senior executives to become confident and capable leaders.
The leadership program for established local government managers.
Nominations open 17 September to 29 October 2026.
Thought-provoking ideas and sector insights from highly regarded presenters in regular lunchtime learning opportunities.
Nominations open 8 October to 12 November 2026.
Registrations open in November 2026.
Webinars are held fortnightly from February onward (excluding school holidays and conference weeks).
New workshops are in development regularly.
Smart Bites
An interactive lunch and learn style workshop series.
FOUNDATIONS
Introduction to Local Government
Writing for Influence
Core Financial Skills for NonFinance Officers
SKILLS
Project Management Fundamentals
AI Fundamentals
AI Intermediate Masterclass
Political Acumen
Grant Writing
An overview of Local Government and the important role it plays for newcomers to the sector.
Providing anyone creating Council reports with the nuance behind writing a good report.
Support for local government officers without a finance or accounting background who have been appointed to or are looking for roles with budget responsibilities.
Online: 26 August, 10 November, 10 December
In-person: 23 July, 9 October
In-person @ Wangaratta: 30 July
In-person @ Bendigo: 7 October
Online: 11 November
In-person: 12 August
In-person @ Bendigo: 26 August
In-person @ Wangaratta: 2 September
Online: 9 September
In-person: 15 July, 25 November
In-person @ Wangaratta: 29 July
In-person @ Bendigo: 25 August
An introduction to project management covering the basic principles of managing projects.
Best practice application of AI technologies like GenAI to improve efficiency and effectiveness and how councils are currently using the various applications available.
A foundational overview of risk management for those new to risk management with limited or no experience in the space.
How to navigate complex political environments with diplomacy, empathy, and strategic insight.
An exploration of the resources local governments need to have in place to develop a successful strike rate in their grant applications.
Grant Writing with AI How to use AI to write successful grant applications in local government.
Governance in Action
Handling Challenging Interactions with Confidence
Mental Health and Managing Complex Performance
Managing Performance and Productivity
Presenting to Councillors and Key Stakeholders
A best practice workshop on governance and decision making in the local government context for managers, new governance officers, and those aspiring to governance positions.
Build confidence and capability in managing challenging interactions.
A foundation for recognising the signs and symptoms of mental health problems and crises and confidently responding.
A foundation in improving staff performance and motivation for supervisors and managers.
Support decision making with more effective presentations.
