Profile Magazine - LGPro - 2022 Winter Edition

Local Government Professionals biannual magazine

Winter 2022

2022 LGPRO Maintaining Meaningful Connections Thursday 13 October 2022 Q EVENTS BY METROPOLIS

Cnr Queen & Little Collins Sts, Melbourne

WEDNESDAY 23 AND THURSDAY 24 FEBRUARY 2022 MELBOURNE CONVENTION AND EXHIBITION CENTRE

Is Inflation Squeezing Your Salary?

Our Next and Best

How a Young Achiever Won 15 Minutes of Fame

Find out if Local Government wages are keeping up

Meet the next generation of Local Government leaders

Hear the story behind Matt Gibbs’ 2022 Awards for Excellence win

LOCAL GOVERNMENT REMUNERATION SERVICES

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• Improve staff retention rates • Increase staff engagement • Ensure competitive advantage • Optimise recruitment

It is our unparalleled experience and genuine expertise that makes sure your remuneration strategies are on the money, so to find out more, contact Mark O’Brien or Michael Arcella: e: mark.obrien@mcarthur.com.au e: michael.arcella@mcarthur.com.au t: (03) 9828 6565

Awards for Excellence

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How collaborative community engagement led to an extraordinary community outcome

Countering Ageism in Local Government We hear from Age Discrimination Commissioner Dr Kay Patterson

How a Young Achiever Won 15 Minutes of Fame Matt Gibbs on driving a complete digital communications transformation

Above: Bayside City Council’s award-winning Thomas Street Reserve Inclusive Playground.

See more on Page 6.

Why Inclusivity Matters Find out Local Government’s role in promoting inclusive communities and workplaces

Leadership success at her own pace What the Sally Isaac Award has meant for Carly Jordan's personal and professional life

Profile is published by Local Government Professionals (Inc) LGPro, Level 3/58 Lorimer Street Docklands 3008 Ph: (03) 9268 6400 Email: info@lgpro.com Website: www.lgpro.com

Fixing Aged Care

CONTRIBUTIONS

What councils can do to retain their aged care staff

Story ideas and photographs are always welcome.

Contact: info@lgpro.com ADVERTISING

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Our Next and Best The next generation of leaders coming out of the Emerging Leaders Program

Professional Development Activities and Calendar

For information or to book advertising in Profile, contact: info@lgpro.com CREDITS Publisher: LGPro (03) 9268 6400 Graphic Designer: Antonia Donna Woolrich ADW Design www.adwdesign.com.au

Find your next professional growth opportunity in 2022

LGPRO PROFILE WINTER 2022 3

From the LGPro President & CEO

From the ‘reigniting’ of the Annual Conference face-to-face to bringing professional development back to the fore and back into the LGPro office, this year has felt truly rejuvenating against the backdrop of the previous two. So many events – including the upcoming Women’s Professional Development Forum, the Women’s Network Dinner and the forthcoming Social Media Conference – are returning in-person for the first time since 2019.

While LGPro has been inviting members back to Melbourne for these events, our team has been in the regions delivering training for newstarters right through to senior executives and all professionals in between. You will hear from some of those up-andcomers in between profiled in the following pages of this edition, from notable recipients of our recent Awards for Excellence to the emerging leaders graduating from LGPro’s leadership programs.

We talk about inclusivity explicitly in this edition of Profile, but it’s also an underlying theme in the way we choose what to profile. When we talk about professions, we’re talking about more than just our senior execs and managers – we’re talking about our frontline staff in the aged care space.

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This year has really been one of renewal.

When we talk about how we’re serving our communities, we’re talking about how facilities like parks and playgrounds can be made truly accessible for all. When we talk about inclusive design, we’re examining the issue from multiple lenses, cultural through to ethnic.

It's in the stories we’re telling, and it’s a conscious factor in the way we design (and redesign) our programs and events on an ongoing basis. Like your own lifelong learning, it’s an ongoing process and one LGPro is building on. What’s more important than the stories we tell is the stories you can tell us though. If there is a unique perspective we could cover or professionals we aren’t reaching, we want to know. Reach out to our team with your story.

And for now, enjoy the stories featured in this edition of Profile.

Liana Thompson President Local Government Professionals Victoria Jill Brown Chief Executive Officer

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LGPRO AWARDS FOR EXCELLENCE NOMINATIONS CLOSE 3 OCTOBER 2022

AWARDS PRESENTED BY:

PROUD SPONSORS LGPRO PROFILE WINTER 2022 5

We revisit this year’s Awards for Excellence to highlight the outstanding work of local governments across Victoria with the spotlight on Diversity & Inclusion.

The engagement process for Bayside City Council’s Thomas Street Reserve Inclusive Playground – winner of the 2022 Diversity & Inclusion Award – is a shining demonstration of how collaborative community engagement can lead to an extraordinary community outcome.

This outcome was a world class, all abilities playground that responds to the priorities, design characteristics, and both inclusions and exclusions raised during the engagement period.

Central to the engagement process was the objective to create a playground where children of all different abilities could play together. Throughout the engagement, there was a focus on collaborating with people living with disability, carers, disability groups, and educational facilities.

Get the full story Scan or click the QR code to download the 2022 LGPro Awards for Excellence Yearbook and see every award, finalist, and nominee.

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Broadening the inclusive scope of the playground, there was an intention to include a Seniors Exercise Area in the final design of the playground. The council worked with older residents through the Bayside Healthy Ageing Reference Group who provided key insights here.

Not everyone will have the abilities to use all the equipment in the playground, but everyone will now have a choice of a range of activities to ensure they have a chance to exercise their growing bodies and minds.

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JLT Public Sector is a division of JLT Risk Solutions Pty Ltd (ABN 69 009 098 864, AFSL 226827) and a business of Marsh McLennan. © Copyright 2022 JLT Risk Solutions Pty Ltd. LGPRO PROFILE WINTER 2022 7 All rights reserved. LCPA 22/317. SS-0776

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Countering Ageism in Local Government Age Discrimination Commissioner, Dr Kay Patterson addressed local government professionals at LGPro’s Active Ageing & Wellbeing Seminar back in March. There she discussed the issues of older women being at risk of homelessness and fostering intergenerational relationships in the community and in the council workplace.

The following is an abridged transcript of the Commissioner’s address.

As Age Discrimination Commissioner, my role is to advocate that we challenge ageist stereotypes which lead to prejudice and, in turn, can result in age discrimination.

Last year, the World Health Organisation released their Global Report on Ageism. I mention this because it contains one of the best definitions of ageism I have come across: "Ageism refers to the stereotypes (how we think), prejudice (how we feel) and discrimination (how we act) directed towards people on the basis of their age."

Recently I launched a report exploring ageism across the Australian adult lifespan. Based on a survey of 2,440 adult Australians across age groups and focus group discussions, combined with a literature review, the Commission found that:

90 % 83 % 63

%

of Australians believe ageism exists.

believe that ageism is a problem.

had experienced ageism in the last five years, including 64 per cent of older people.

LGPRO PROFILE WINTER 2022 9

“There are currently five generations in the workplace for the first time in history. They bring a range of skills, experiences and expectations with them about workplaces and working with others.”

I think this points to an issue of education – we need to have conversations about what ageism is, what it looks like and how it affects people, including people you know.

The report also revealed a real sense of warmth and empathy between the generations and overall participants felt that intergenerational conflict was largely a media creation rather than something they felt themselves.

The report also found evidence that those who frequently had contact with people outside their own generation had a more positive view of other age groups.

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When it comes to countering ageism, we know that programs which foster positive intergenerational experiences and connections are the best way to reduce ageist attitudes.

I encourage local governments to consider how they can play a role in fostering intergeneration connections through their programs and activities, including by collaborating across sectors and building on existing best practice examples.

Ageism in the workplace Local Government can also counter ageism by supporting generational diversity in its own workforce.

There are currently five generations in the workplace for the first time in history. They bring a range of skills, experiences and expectations with them about workplaces and working with others.

We all have a role to play in addressing generational biases.

For managers, this can mean ensuring that opportunities for training, career development, and promotions are encouraged for team members irrespective of their age.

For those in leadership, management, and human resources roles, this involves revising formal policies to ensure there is no unconscious bias and no age barriers.

For both younger and older workers, this can mean ensuring there are no age barriers to joining your organisations, and no incentives for them to leave.

Your workplace might also consider collecting age-based data – both for existing and new employees – so you know the state of play and are well placed to develop the right strategies for your circumstances.

LGPRO PROFILE WINTER 2022 11

Older women at risk In Australia, the number of older homeless women increased by over 30 per cent between 2011 and 2016.

We have an ageing population, a high cost of housing, and a significant gap in wealth accumulation between men and women across their lifetimes.

Older women often experience homelessness for the first time in later life, after leading conventional lives, working and raising families.

For some women, a single crisis or change in circumstances can result in homelessness with little or no warning.

Whereas for other women, a combination of factors built up over many years, such as financial insecurity, the high cost of housing, or relationship breakdown, may lead them to slip down the housing ladder over time.

Innovative solutions are needed to prevent older women becoming homeless – without these, this problem will only continue to increase.

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While social and community housing are a part of the answer, there is also a place for exploring potential solutions to reduce older women’s risk of homelessness with a focus on preventative and innovative approaches that broaden the scope of affordable housing solutions beyond these.

Shared equity is one potential model I have been discussing with a range of stakeholders.

Any older women who choose to participate in a scalable shared equity model, rather than risk running down their assets, will not only gain housing security at the individual level, but also have the added broader community benefit of reducing the significant pressure on social and community housing.

The aim would be for them to own sufficient equity in their home by the time they reach pension age that they can afford rent on the other portion they do not own and the other costs associated with the portion they own.

Developing practical solutions requires engagement across sectors – from all levels of government, including Local Government, as well as the property, finance, business, and not-for-profit sectors.

I would like to encourage those of you participating today to consider ideas for the role that Local Government could play in exploring innovative solutions to this problem.

That’s the challenge I present to you today.

“We need to have conversations about what ageism is, what it looks like and how it affects people, including people you know.”

The 2022 Active Ageing & Wellbeing Seminar and Awards Dinner was sponsored by McArthur

LGPRO PROFILE WINTER 2022 13

How a Young Achiever Won 15 Minutes of Fame With just two years at Council under his belt, Communications Officer Matt Gibbs drove a complete digital communications transformation at the Borough of Queenscliffe. The move saw him awarded Young Achiever at the 2022 Awards for Excellence.

In Local Government, innovation is often a necessary response to being under resourced for the mammoth tasks set for these wideranging organisations. The ‘do more with less’ philosophy (or rather, reality) is one that guided Matt Gibbs to his Young Achiever trophy.

We caught up with Matt to hear about the experience of getting the gong at the first in-person Awards ceremony in years.

“To be a part of the Awards night was a real thrill. I’d known I was nominated probably six months earlier, and then there were delays because of COVID. But from the moment I arrived at the actual venue, it felt like a real achievement just to have been nominated.

I know that sounds clichéd, but it really did. And then to have my name read out, it was a real rush of adrenaline. I’m grateful to LGPro and the sponsors at JLT to have given me that opportunity.”

Colleagues at the Borough of Queenscliffe said that Matt’s imagination, resourcefulness, and good humour were a breath of fresh air at Queenscliffe. On a practical level, his enthusiasm for identifying better ways to work helped foster a culture of innovation and creativity and substantially improved the experience of customers and staff alike.

The 2022 LGPro Awards for Excellence are brought to you by

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“Each time I see someone that I haven’t seen since the Awards they give me a pat on the back and say, ‘Well done,’ – it’s my 15 minutes of fame.”

LGPRO PROFILE WINTER 2022 15

“I consider myself a helper; I’m always looking to say, ‘Yes.’”

Those same staff have since been congratulating him on bringing the award back to Council: “It’s funny, each time I see someone that I haven’t seen since the Awards, they give me a pat on the back and say, “well done,” – it’s my 15 minutes of fame.”

Starting as a 25-year-old from outside of Local Government “in such a small community that’s traditionally had a sort of aversion to digital communication,” Matt’s job was to “take us from essentially zero to having a really engaged, respectful online community” from social media to a customer-friendly web presence.

The wholesale shift was made possible by a nimble and amenable organisation that gave him and his comms colleague the trust and autonomy to make executive decisions – one of the benefits he touts of being in a smaller organisation. Matt has also been able to get things done by “having the ability to know when to say no.”

“I consider myself a helper; I’m always looking to say yes.

In communications, there are some circumstances where I might not be saying no, but I’ll ask for what you think a piece of content should be and how can we work together to make it more engaging and relevant to our community.”

While that push-back has helped him maintain quality in his work, the reward has come from being seen by his colleagues and his sector.

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“Being recognised not only across my own organisation but at a greater level feels like reward for effort.”

But further, seeing the results of his work on the community he serves – as clichéd as it is – has been the real reward.

“I think I’m quite a community-minded person, and a lot of people that work in Local Government and the public sector in general probably have that same mindset of wanting to help others. Often, particularly in Local Government, we can look around the office and think that the thing we’re doing at that moment isn’t particularly special because it’s one of our day-to-day tasks.

“But when you take a step back and see it from a holistic point of view, you can see how it makes a tangible difference to the community. And when you hear that positive feedback and you see people come into the council office and say that the things that you’ve created have made a difference to their life because now they actually know what the council is doing or they’re finally able to fill out important forms online, that is where the real recognition and satisfaction comes from for me.”

REVOLUTIONISE YOUR SOCIALS WITHOUT A BUDGET

You can listen in on the practical insight behind Matt Gibbs' Young Achiever Award win – and what social media tactics you can introduce at your own council without buying into new tech or staff – at the 2022 Social Media Conference.

The Borough of Queenscliffe is unique. Demographically distinct, the community averages out to be the oldest in Australia, populated in Victoria’s smallest LGA that happens to be Australia’s last remaining Borough.

“Just because a council might have had a social media presence for over a decade or they have ten times the followers that we have, doesn’t mean they can’t put some of the tactics we’ve used into practice to really find better ways to engage with their community."

Up until recently, the council had no social media presence.

So how did a team of two communications professionals transform Queenscliffe’s online presence in a local population conditioned to consume traditional media?

His rapid-fire presentation during the Lightning Talks session of the conference will be broken into three main topics: knowing your audience, quality over quantity, and making a little bit of money go a long way.

“One of the things I’ll speak to at the Social Media Conference is how to make a little bit of money go a long way. We all talk about how we’re constantly tightening our belts and wish we’d had more money here and there, but at Queenscliffe we’ve proven that you can make a little dollar go a long way.

“Particularly on that quality over quantity point and as something that councils can do right now to increase their engagement rate and foster more positive sentiment from their community: the ‘less is more’ approach.

“I’ll be explaining how we took our social media presence from essentially zero to a really engaged, connected community with one of the highest engagement rates across Victorian councils.”

While it may sound specific to the small council, Matt says these engagement strategies are fairly universal.

“We really consider every single post that goes out on social media.

I find that unless it’s a statutory obligation, you really should be considering the value of what you’re about to post. So, for example: the minutes from last night’s Council Meeting might have just been released – but everyone that wants to know that already knows where to find them. So you might post these up but just clutter your feed with little to no engagement.”

The 2022 Social Media Conference is coming up on Thursday 13 October at Q Functions in the Melbourne CBD. Scan or click the QR code to learn more and register.

LGPRO PROFILE WINTER 2022 17

Is Inflation Squeezing Your Salary?

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Interest rates are on the rise as inflation hits 5.1 per cent and prices climb. With consumer purchasing power shrinking, LGPro asks if Local Government salaries are keeping up. Armed with national remuneration data, McArthur has answers.

McArthur drew data from 209 councils across Australia for its 2021/22 National Remuneration Survey for Local Government, covering 11,951 positions across four tiers of management from the C-suite to team leaders. Their annual research creates a benchmark to compare jobs and their salaries across the sector.

They found significant fluctuations across all job types this past year compared to previous years. While the general trend has been upward, the growth has been slowing.

Chief executives are making more but less; salaries are growing but the rate of increase is waning. The overall average increase in salary packages is just shy of one per cent, a slight decrease on the previous year’s average increase of 1.65 per cent.

For recent historical context, these senior salaries increased four per cent on average back in 2017.

Directors received an average increase of 2.58 per cent over the past 12 months. Although less than the consumer price index (CPI), the increase is a sign of more substantial growth after two sluggish growth years for these professionals.

LGPRO PROFILE WINTER 2022 19

“The increase is a sign of more substantial growth after two sluggish growth years for these professionals.”

Managers appear to be the real wage winners of the last year. After four years of consistent increases above CPI, 2020 saw a slowing of that upward curve. This flipped back last year and salary increases for managers have jumped more than four per cent.

As far as growth trends go, supervisors and coordinators have the most in common with their bosses. While average wage growth peaked around 2018, the rate has since slowed to below one per cent growth per year, aligning closest with the curve seen on the senior executive wage growth graph.

These increases sit against the backdrop of the last year’s three per cent CPI increase (when the data was aggregated in September 2021). Increasing inflation levels – currently at 5.1 per cent – will only make this relative stagnation starker.

Don’t be fooled by this drastic oversimplification though – the data is nuanced, and you might have gotten a salary bump against the trend. It all depends on which kind of council and what profession you’re in.

For the full breakdown of salary package averages across job types and council sizes across more than 150 pages of reporting, reach out to McArthur’s Michael Arcella at michael.arcella@mcarthur.com.au for the full report.

McArthur also offers a consultancy service that can provide a detailed remuneration benchmarking report across all managerial and coordinator positions specific to your organisation.

Bonus Round (for some)

Who foots the bill?

The number of bonuses awarded to professionals halved year-on-year, but managers and supervisors took the lion’s share. 110 professionals across eight councils received bonuses ranging from $700 to peaks of $30,000, with mid- and lower-tier management taking out 82 per cent of all bonuses paid.

Eight per cent of survey respondents noted that they received payments to cover their membership to professional associations like LGPro and costs associated with their professional development. Have you spoken to your higher-ups about funding your growth?

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WO ME

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LGPRO WOMEN’S PROFESSIONAL DEVELOPMENT FORUM Moving Forward

The LGPro Women’s Professional Development Forum addresses the issues, opportunities and challenges facing women working in the sector.

This year we have two guest speakers, Jacinta Parsons and Catherine Fox.

JACINTA PARSONS Jacinta began her radio-life at community radio station 3RRR over a decade ago, where she coordinated live music broadcasts and hosted several shows including Detour and Breakfasters. She made the move to the ABC in 2015, working with the Double J team and as Music Director for Local Radio. As well as presenting The New Music Show on ABC Radio, she has produced and presented a number of national broadcast events. Jacinta has lived with Crohn’s Disease for over 20 years and is an ambassador for the Crohn’s and Colitis Association and speaks and writes about the impact of living with chronic illness. She is also an active member of the arts and music community and is a board member for Melbourne disability theatre company, Rollercoaster.

CATHERINE FOX Catherine Fox is a journalist, author and one of Australia’s leading workplace and leadership commentators. During a long career with the Australian Financial Review she wrote the weekly Corporate Woman column and was deputy editor of Boss magazine before leaving in 2012 to set up her own advisory business. Catherine has written several books, including “Stop Fixing Women: Why Building Fairer Workplaces Is Everybody’s Business” which was awarded the 2017 Walkley Award for Women’s Leadership in Media. Her latest book “Women Kind” (with Kirstin Ferguson) examines how female solidarity and support is rebooting the global women’s movement. She was named in the Financial Review/Qantas 100 Women of Influence list for 2018 and is a gender equality adviser to the Australian Defence Force, sits on the Australians Investing in Women board, and is co-founder of the Sydney Women’s Giving Circle.

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Join your peers and special guest speaker, Div Pillay for an evening of inspiration and networking.

DIV PILLAY One of the AFR’s 100 Women of Influence, Div is an experienced and respected diversity and inclusion practitioner, leader, researcher, and advocate with over 25 years in the trade.

Her focus on race and cultural inclusion is propelled by her personal experience of living under racially segregated apartheid laws before migrating to Australia, backed up by her background in behavioural psychology.

Div leads MindTribes and social enterprise, Culturally Diverse Women but is also the Chair of the D&I Committee at the American Chamber of Commerce, Australia and is a Board Director at VicHealth. Prior to founding MindTribes in 2012, Div held senior human resource leader roles, working across Africa, Australia, and Asia. Her well-recognised impact saw her named as one of two Australians in a global list of 25 influential leaders by the world’s largest business education alliance in 2021.

Trace her career journey with valuable insights while learning how to create systemic change within your council to encourage greater cultural inclusiveness for women.

For more on the Women's Professional Development Forum, scan or click the QR code.

For more on the Women's Network Dinner, scan or click the QR code.

PRINCIPAL SPONSOR

SUPPORTING SPONSOR

LGPRO PROFILE WINTER 2022 23

Why Inclusivity Matters

Ali Fahour speaking at the 2022 Annual Conference.

LGPro caught up with two ambassadors of inclusivity on the sidelines of the 2022 Annual Conference to find out Local Government’s role in promoting inclusive communities and why it’s so important from their unique cultural perspectives.

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The Strategic Engagement Manager at Richmond Football Club, Ali Fahour has been a part of sports and particularly AFL for 17 years and is passionate about using the game as a vehicle to build inclusive communities.

“You bring out a soccer ball or a football and it speaks to everybody. It unites teams, it unites cultures, it unites faiths.

It’s a unique way to connect with people and really get to know each individual.”

This passion fuels Ali to build cross-community bridges by promoting social inclusion. As Director of the Bachar Houli Foundation in particular though, he has been part of this bridge building with Muslim communities, and local governments are important stakeholders in building this inclusion.

“Local Government has a significant role to play.

Obviously there are the sporting facilities, access, breaking down barriers.

“But it’s also about providing opportunities. I always say that, for young people, it’s either opportunity or attitude.

Most of the time, issues arise because the opportunities aren’t there: opportunities for employment, opportunities to participate, the opportunity to come and be the best version of yourself.”

Ali notes that there are small but important markers that indicate an inclusive space and tell communities whether they are welcome (or not). Local governments can be attentive to supplying these at sporting events they run or facilities they manage.

“It’s little things: working with sporting associations or working with local businesses to provide safe and inclusive environments. It might be having kosher or halal food at your sporting club’s sausage sizzle event. It might be your local school providing access to prayer facilities.”

“You bring out a soccer ball or a football and it speaks to everybody.

It unites teams, it unites cultures, it unites faiths.”

LGPRO PROFILE WINTER 2022 25

Zali (left) in a panel discussion at the 2022 Annual Conference.

Zali Mifsud is a Gunditjmara woman of the Eastern Maar nation and First Nations Lead at Banyule City Council.

Zali reminds us that Indigenous reconciliation is an important part of the inclusivity conversation.

“The role of Local Government is to serve our community.

Our services are based off what our community requires which is why they’re so different depending on where you are in the state – and our community is First Nations people.

They have been here for many centuries and, as a minority group, they are a group that haven’t been recognised.

They’re active participants in our community but they’re currently not supported to be strong in their own identity.”

“From an internal perspective in Local Government, if we have our practices and our processes encourage and influence First Nations perspectives, we then have a new perspective. We tend to hear that Local Government is quite stagnant in its thinking and not very innovative – that the industry is ‘big and old’ – and I think that when we begin to encourage First Nations perspectives, we influence our culture, we influence diversity with a more diverse way of thinking and doing things.”

Following the recent NAIDOC week theme of “Get up, Stand Up, Show Up,” Zali reflects on the idea of allyship in this proactive approach to participatory reconciliation.

Not just serving communities, this inclusivity serves the interests of local governments as organisations. She explains how incorporating Indigenous perspectives can benefit councils from within.

“When we begin to encourage First Nations perspectives, we influence our culture, we influence diversity with a more diverse way of thinking and doing things.”

26 LGPRO PROFILE WINTER 2022

“Allyship is a beautiful term. First Nations people have been fighting for their rights for many centuries now, and it’s now time for our broader Australian community to step up and to become an ally.

“What that means is to educate yourself around First Nations’ true history and around listening to our First Nations people about what they require as well. I think when that happens, we have true friendship or allyship. But when we do have allyship, we then have meaningful relationships, we have respectful relationships, and that’s when we begin to reconcile with our First Nations peoples.”

“If we have our practices and our processes encourage and influence First Nations perspectives, we then have a new perspective.”

LGPRO PROFILE WINTER 2022 27

CORPORATE PARTNERS DIRECTORY 2022

2022 LGPRO CORPORATE PARTNERS DIRECTORY CORPORATE PARTNERS (listed in the directory in alphabetical order)

Be Happier together Camden Search CAMMS Copyright Agency CT Management Group Customer Service Benchmarking Australia (CSBA) CX Loop Davidson Group Drake International Fisher Leadership Happsa Group Holding Redlich HR Legal Hunt & Hunt Lawyers Informed Decisions (.id) iPlatinum (i-ferret) JLT Jost & Co Kernow Environmental Health & Immunisation KPMG Enterprise Leading Roles Leadsun Australia LG Hub Lingford Consulting Maddocks Lawyers McArthur Melbourne Water Moray & Agnew Lawyers PKF Procurement Australia Public Sector People Pulse Software Push My Button Redman Solutions Rescue my Resume Resonate Russell Kennedy Lawyers Skefto Steople Symphony 3 Technology One Teletrac Navman The Leadership Movement Urban Maintenance Systems Victorian Chamber of Commerce and Industry Victorian Pride Lobby VIS Global Votar Partners Warner Institute Well Done International Your Future Options Zencity

28 LGPRO CORPORATE PARTNERS DIRECTORY 2022

LGPro is grateful for the support it receives from its Corporate Partners. The following pages contain advertisements submitted by LGPro's 2022 Corporate Partners. Please take a moment to learn about the many services, programs, and products these organisations offer to the Local Government sector.

Providing Local Government with excellence in recruitment and HR Consulting for over 50 years.

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To find out more call the Local Government team on (03) 9828 6565 or visit www.mcarthur.com.au

2022 LGPRO ANNUAL CONFERENCE PRINCIPAL SPONSOR

Note: All financial 2022 LGPro Corporate Partners were invited to participate in this directory. Not all Corporate Partners took up the opportunity.

CORPORATE PARTNERS DIRECTORY 2022

Camden.

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LGPRO CORPORATE PARTNERS DIRECTORY 2022 29

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CORPORATE PARTNERS DIRECTORY 2022

Providing solutions for local government Some of our team of experienced workplace relations and safety lawyers achieving results for local government.

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National Goal for Regional Winner

A team of professionals from Darebin City Council are heading to the Australasian Management Challenge Final after taking the win in Victoria’s regional event.

The team of leaders from diverse council departments took on 10 challengers from across Victoria as they strengthened their leadership skills in real-world simulations of management scenarios.

Their win came from overcoming nine distinct challenges covering the kinds of scenarios councils across Victoria regularly face, responding through debates, interviews, presentations, and even video production.

“It's a huge honour for Darebin to take out the winning position in what was an incredibly competitive environment.

“The team will now start preparing for the Australia and New Zealand finals to be held soon.

A huge congratulations to all involved!”

They take their team-building and development to the national (and international) stage when they compete against the rest of Australia and New Zealand in Adelaide for the upcoming finals on 29 August.

42 LGPRO PROFILE WINTER 2022

Leadership success at her own pace As the nominees for the 2022 Sally Isaac Memorial Scholarship Fund Award await the judging panel’s decision on a winner, we speak with one of those judges and winner of the 2021 Award about what the scholarship has meant for her personal and professional life.

Carly Jordan was awarded last year for the unique skillset and global perspective she brought to her region, using her experience to improve the lives of culturally and linguistically diverse communities in a replicable project that has since gone on to be utilised by other councils.

Carly was Acting Service Manager of Community Support at Warrnambool City Council at the time of her win and was newly stepping into a leadership role. The scholarship helped Carly respond to the new responsibilities she was given.

“As I was stepping into more of a managerial role, through the scholarship I undertook the finance short course, Core Financial Skills for Non-Finance Officers. This was perfect timing as it was the first time I would be sitting in budget meetings. It was perfect because I could understand and take an active part in those meetings. We completely changed our budgets across our whole branch between the branch manager, another manager, and myself from then.”

LGPRO PROFILE WINTER 2022 43

Carly (left) at the 2022 Active Ageing & Wellbeing Conference.

The scholarship – awarded annually to one woman under 35 who has demonstrated a commitment to improving community life in Victoria – was also a platform of recognition that has spurred Carly forward, personally acknowledging the ongoing impact that Sally Isaac has had on the sector.

“I’ve since commenced a Diploma of Leadership and Management which I’m deep in the middle of at the moment and it’s been amazing. It’s a fast-tracked course for professionals, so the course is designed to fit into working life. It’s a practical course as well, so I’m using it to implement things in the workplace.”

“The reputation of the Sally Isaac Award is quite notable in Local Government, so it made me more recognisable within my organisation. It's an amazing award that’s been set up to acknowledge Sally Isaac’s contribution to the sector and I’m honoured to have received that award.”

While being awarded has given Carly the freedom to pursue her professional development, it’s also given her the confidence to pursue her career – and on her own terms.

Carly is currently putting the remaining scholarship funding into new studies that she has been actively using in her work.

“I have chosen to step back into my previous Volunteer Program Coordinator role to balance the Diploma and my commitments at home with my young children. It’s been fantastic to balance work-life, but I think that in being in the acting role for six months and studying this Diploma, I’ve come to the realisation that I have the skillset and that I’m ready to take on a leadership role when the time is right for me."

“Yes, I am a leader. Yes, I will go far.

Yes, I will step into further management roles when the time is right.”

44 LGPRO PROFILE WINTER 2022

“I think there are so many amazing young women out there and to be able to be a part of this process has been incredible.”

“To have this concrete understanding that, ‘Yes, I am a leader. Yes, I will go far. Yes, I will step into further management roles when the time is right,’ has been great to be able to acknowledge.”

Having been on the receiving end of the Award, she now feels it’s her turn to give back as part of the judging panel for 2022.

“I’ve also been involved in judging this year’s Sally Isaac Award, and it’s been an amazing experience being on that judging panel and reading the nominations of other inspiring young women in the sector. I think there are so many amazing young women out there and to be able to be a part of this process has been incredible.

I’m looking forward to presenting the award at the Women’s Network Dinner – I’m looking forward to being there in-person!”

LGPRO PROFILE WINTER 2022 45

Council Culture Councillor culture is under the microscope as LGPro interrogates the issue in search of solutions to disruptive behaviours. We touch base with three experts and veterans of the sector from three unique vantage points to learn what the issue is and what to do about it.

With Councillor culture under increasing scrutiny, LGPro submitted a 24-page report to the State Government in February 2022 that interrogated the issue from the point of view of the sector’s administrative wing.

After deep consultation with the sector, it found that “people are behaving badly, and some are working in their own self-interest to the detriment of their Council.” It was reported that poor behaviour, risks to health and safety, and ineffective measures to deal with these issues have been driving a desire for change.

This report was a response to a discussion paper on the issue of organisational culture in councils prepared

by PwC on behalf of Local Government Victoria (LGV).

While that process began with the Victorian Government commissioning its review into Councillor culture back in May 2021, the process can be traced back further.

LGPro’s President, Liana Thompson was there.

46 LGPRO PROFILE WINTER 2022

“We’ve seen significant turnover of CEOs, we’ve seen a real brain drain of people in sector, because it’s just too hard.”

Liana Thompson addressing an executive forum at the 2022 Annual Conference.

“[The conversation around culture] really came in when Shaun Leane became the Minister for Local Government,” recounts Liana.

“Because the impact has been quite incredible. We’ve seen significant turnover of CEOs, we’ve seen a real brain drain of people in sector, because it’s just too hard.”

“The first question he’d asked me because he’d known I’d been at the City of Whittlesea and knew that I’d been around for a long time in Local Government: has there been any research into the culture of Councillors and their behaviour?

Speaking further to this impact is Hayden Fricke, Managing Director of Steople, a firm of organisational psychologists and organisational development specialists. He says that a lack of civility is often to blame.

“It was within a couple of months that he came back out and said, ‘You know what, I think there is something in this.

I’ve now spoken to enough people, and I can see that there is something that needs to be addressed.’”

It was at this point that Liana says the scoping for the Culture Review began. And it is an ongoing process. As part of this process, LGPro has been consulting with LGV, the Local Government sector and its professionals, and external stakeholders with outside-in perspectives who can help identify the issue and its impacts before addressing them.

“Civility is all around people treating each other with respect and dignity and manners."

“And you think, ‘Isn’t that common sense? Don’t people just do that?’ Unfortunately, in organisations where people have different objectives, different agendas, people sometimes don’t treat each other with respect, decency, or manners.

What that leads to sometimes is burnout and exhaustion; wellbeing drops.”

LGPRO PROFILE WINTER 2022 47

Kate Oliver addressing an executive forum at the 2022 Annual Conference.

Kate Oliver, a Partner and practicing lawyer at Maddocks Lawyers, points to systemic tension as a key issue. Kate comes to the discussion as a specialised practitioner in the area of governance for Local Government, explaining how the contention between the elected and non-elected members of councils can come to negatively interact.

“I think culture is an issue in Local Government because we are dealing with elected representatives on the one hand and an administration that is tasked with implementing their decisions on the other,” Kate explains.

“So there is often a clash between what individual elected representatives might want to achieve and the way in which that can or cannot be done from the administration’s point of view.

“In a tangible sense, it can slow down the decision-making process, but it also creates quite disruptive relationships between Councillors in their Councillor group but also between Councillors and members of the administration including CEOs.” So how do you fix something as intangible or abstract as culture? We turn back to Hayden for clues.

“At the organisational level, it’s about culture. At the individual level, it’s about leadership behaviours.

“There is often a clash between what individual elected representatives might want to achieve and the way in which that can or cannot be done from the administration’s point of view.”

48 LGPRO PROFILE WINTER 2022

“Culture is complex and multifaceted. Having said that, the biggest lever we have is the daily habits and behaviours of leaders. 70 per cent of culture is about these daily habits and behaviours of leaders.”

In practice, the top-down approach he explains could lean toward training for Councillors.

Hayden continues: “It’s understanding not compliance but group norms and group behaviours; setting the tone and helping Councillors make sure they work together and that there is more of a team approach in the way they work with the CEO and the executive so that they’re all aligned and work together.

“It takes a lot of effort from everyone in that group of leaders to make sure that they’re all aligned, which is difficult because a lot of the Councillors have been elected based on individual promises that they’ve made. So how do they meet these promises as well as being part of a team? That’s why it’s complex.”

Kate continues this line of thought on Councillor training as a potential remedy.

“I do think that there can be more done around continuing professional development with the Councillor group which focuses not just on their statutory role but also on how they form and maintain good working relationships among their own number and with the organisation,” she adds.

Given the limited power of the executive in this space, legislation will likely play a key role. While controls and remedies have improved in recent years, Kate does not think these are fit for purpose yet.

“I do think we have better mechanisms for managing Councillor conduct than we had, say, two years ago. The new Local Government Act has taken some strides towards a better resolution of these sorts of issues. I think though that it doesn’t quite go far enough, and I think that it’s enlivened really once things have gotten so bad that it’s very difficult to come back from.

Hayden Fricke (right) in a panel discussion at the 2022 Annual Conference.

LGPRO PROFILE WINTER 2022 49

“So I do think there’s some work to be done in the legislative space. I’d like to see more shape around continuing professional development for the Councillor group but also a bit more around early intervention and more support for the CEO and the administration so that it doesn’t fall entirely on their shoulders to manage the Councillor conduct issue.”

As noted earlier, this review into Council culture is an ongoing process. LGPro is in the process of developing a response to LGV’s latest report on the matter that reiterated findings in LGPro’s own. This time, the organisation intends to develop solutions to these identified issues.

Liana reflects on what the sector’s next steps are from here, including legislative reform, programs to ingrain ‘civility,’ and investing in the growth of council officers as robust professionals.

“Now our opportunity is to talk with other peak bodies and local governments to work out what things are absolutely necessary to have changed and what is it that each of us are going to take on and do ourselves. Because we’ve all got a role to play, and I think that we can do that in a cohesive and consensus-driven way.”

50 LGPRO PROFILE WINTER 2022

“Unfortunately, in organisations where people have different objectives, different agendas, people sometimes don’t treat each other with respect, decency, or manners.”

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LGPRO PROFILE WINTER 2022 51

Fixing Aged Care Aged care is facing a workforce crisis. Services levels required are only increasing since the Royal Commission into the sector while skilled workers are on the decline. LGPro speaks to McArthur’s National Manager of Aged Care and Human Services, Jane Nielsen to find out what councils can do to keep their staff.

LGPro found skills shortages in the council-run aged care sector in its recent research into gaps in the Local Government workforce. According to recruiters familiar with the sector, that gap is only widening. It’s an employee’s market, and this isn’t just the Great Resignation we covered in the last edition of Profile. From pandemic burnout to pay and working condition disputes, candidates are leaving.

Jane Nielsen has spent almost 20 years with HR and recruitment specialists McArthur, working from early childhood to human services. In the last 12 years, her specialisation has been in aged care, so we tapped her insight to find out what has and is changing in the sector.

“The biggest change in the last 12 months is that the workforce has depleted. That at the same time is conflicting with the unprecedented high demand that we’re seeing now for services.”

This unprecedented demand comes as Reserve Bank governor Phillip Lowe warns of aged care budgets stretching further than the public purse can accommodate. As alarm bells ring for cash-strapped councils, an undersupply of workforce skills means that employers have to do more to attract and retain their employees.

52 LGPRO PROFILE WINTER 2022

“The workforce has depleted. That at the same time is conflicting with the unprecedented high demand that we’re seeing now for services.”

LGPRO PROFILE WINTER 2022 53

“Staff need to be nurtured from the beginning and throughout their journey with their councils.”

McArthur’s National Manager of Aged Care and Human Services, Jane Nielsen.

A recently released paper from the University of Technology, Sydney’s Ageing Research Collaborative on the sustainability of the aged care system has found that aged care providers should now be prepared to focus on the worker ahead of the customer. Fortunately for local governments, they are already seen as employers of choice in the sector according to Jane.

“Local governments have invested a lot of time and energy into that space where they’ve had very good reputations with their residents, with the community, and with their workforce as well. They’ve had [Enterprise Bargaining Agreements] that really looked after their workforce.”

From early childhood to the NDIS, a limited workforce is being poached by competing sectors looking for the same skillset. So what can local governments do to retain and grow their aged care workforce?

Where in-home care is concerned, she instead points to not overburdening staff with transport, especially as petrol prices rise. But while creative workplace planning can help, she points to a bigger shift needed in the way workers are guided through the sector.

“I feel that it’s the onboarding of staff that really needs a focus. These staff need to be nurtured from the beginning and throughout their journey with their councils. There needs to be ongoing training and we need to think creatively about how we create a pipeline of candidates into Local Government.

“It can’t just stop at onboarding – it needs to be ongoing. They need to be given career paths.”

Embedding flexibility into the workplace where possible is one potential area to focus on, but Jane notes that this is not always possible for the kind of work involved in aged care.

Want the full story? Listen to the full version. Scan or click the QR code to download this episode of the LGProcast on Apple or Spotify.

54 LGPRO PROFILE WINTER 2022

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LGPRO PROFILE WINTER 2022 55

Our Next and Best As we head into recruitment for the next cohort of up-andcoming leaders in LGPro’s flagship leadership programs, LGPro sits down with the next generation of leaders coming out of the Emerging Leaders Program (ELP) to hear how it is impacting their careers.

The ELP is a year of unique leadership-focused experiences designed to develop and inspire Local Government’s emerging leaders looking to move up the ladder of their council. One professional making this climb is 2021 ELP graduate, Robert Parker.

Currently Glen Eira City Council’s Coordinator Parking and Safety, Robert had been a coordinator there for three years when he had applied for the program. He had seen other colleagues complete the program, observing their growth as leaders, with many transitioning to senior management. Seeing a pathway for career development, he wanted to learn what was required to become a senior leader and was drawn to ELP. What was your experience of the program?

The program opened my eyes to what it takes to be a senior leader in Local Government.

We had presentations from many CEOs who detailed their leadership journeys, what they look for in senior leaders and how to lead a team while balancing governance requirements with Councillors. We had guest speakers who spoke about leadership development, project management, business innovation, and industry professionals speaking about hot topic issues facing Local Government. Immersing yourself in this learning was a wonderful experience and one that is hard to replicate elsewhere.

56 LGPRO PROFILE WINTER 2022

“The program opened my eyes to what it takes to be a senior leader in Local Government.”

The most important experience though was the participants themselves. We have created a strong bond and have an incredible network after sharing this experience together.

The group is always first to celebrate the career success of other participants and help out if anyone needs assistance troubleshooting a problem.

How has the program impacted your career since?

What key learnings did you take away from the experience?

Throughout the program, I was afforded acting manager opportunities which allowed me to develop my senior leadership skills. I have since taken on the responsibility of Council’s Municipal Emergency Management Officer, leading Council’s Emergency Management function, and have been mentoring Glen Eira’s Australasian Management Challenge team.

One of the biggest learnings came from high performance coach Richard Day. He spoke to the group about the importance of self-leadership and how this directly benefits professional leadership. I have been using his tips and strategies since with great success both personally and professionally.

I’ve also increased my professional network and presence in the Local Government sector. While I’ve met many CEOs, Directors, recruiters and people in positions of influence through the program, I was most notably able to present on ‘Diversity Through Democracy’ at the 2022 LGPro Annual Conference.

Another key learning came from hearing about the inner working of CEOs and Councillors. I have left this program with a newfound understanding of the importance of good governance and maintaining effective relationships with Councillors.

The program has given me broader knowledge and an incredible network which will set me up for career success in the long term. This program has been an incredible investment in my personal and professional development.

I am more confident when speaking to my executive and Councillors, have learned a plethora of self- and team-leadership skills and how to be innovative through project management.

This program is a must-have on the resumé of aspiring leaders in the Local Government sector.

LGPRO PROFILE WINTER 2022 57

“It's an incredible program. I think the relationships that you develop from such a program are really its core impact on top of the skills you learn.”

Beginning the program this year, Gunditjmara woman and First Nations Lead at Banyule City Council, Zali Mifsud has drawn on her experience of the program so far. Zali also explains why having access to the program – and why organisations like LGPro and councils proactively signalling that access to diverse groups – is so important.

What brought you to the Emerging Leaders Program?

ELP is a program that I had heard of before my third year in Local Government, but this year was the first time that they had an Aboriginal and Torres Strait Islander scholarship.

And for me – which I guess is a testament to the scholarship – it was the first time I thought to myself, ‘I actually can do that program – it’s something I can participate in.’ So the inclusion of that scholarship has really allowed, from my own personal experience, First Nations people to think that they can be part of such a program.

LGPro would like to thank Happsa Group as the inaugural sponsor of new scholarships that empower Aboriginal and Torres Strait Islander young professionals like Zali through leadership courses like the Emerging Leaders Program.

What was the most important part of the experience for you?

It's an incredible program. I think the relationships that you develop from such a program are really its core impact on top of the skills you learn. I think we’re of a new generation wanting Local Government to change, and to be able to do that with a collective of friends, which is what the ELP program offers, really allows you to feel the same frustrations but then also have a really good community across the state within Local Government to look at how we can start to collectively achieve the advancement of innovation and the inclusion of diversity at the Local Government level.

You can hear more from Zali Mifsud on Why Inclusivity Matters on page 26.

The 2021 Emerging Leaders Program was proudly supported by

The 2022 Emerging Leaders Program is proudly supported by

Nominations for the next Emerging Leaders Program open on 5 October and close on 11 November.

Scan the QR code or click through to find out more.

58 LGPRO PROFILE WINTER 2022

LGPRO PROFILE WINTER 2022 59

Becoming a ‘Brave’ Leader As LGPro begins the search for the next round of upskilling leaders in its flagship leadership program for Directors and CEOs, we speak with a recent graduate of the Executive Leadership Program (XLP) to find out how it has changed her management style.

The 2021 Executive Leadership Program was proudly supported

by Camms

The XLP is designed exclusively to support the sector’s senior executives by expanding and developing the skills they need to be confident, capable leaders.

A relative newcomer to Local Government, having come to the sector from the water industry in 2019, Tammy Smith has made strides in her career since graduating from the 2021 program. We caught up with Tammy to hear what difference the program has made.

The 2022 Executive Leadership Program is proudly supported by Camden

Nominations for the next Executive Leadership Program open on 12 October and close on 18 November.

Scan the QR code or click through to find out more.

60 LGPRO PROFILE WINTER 2022

“l just have to be a strong, empowering, encouraging, empathetic leader to be successful in a Director or CEO role.”

What brought you to XLP? In March 2020, l was appointed Director Business Strategy and Performance at Yarriambiack Shire Council.

At that point in time, l was relatively new to Local Government and l saw the Executive Leadership Program as a perfect opportunity to network and build professional relationships with other senior management personnel, whilst also being able to benefit from their experiences, skills, knowledge, and expertise.

What was your experience of the program?

I thoroughly enjoyed the program and the people.

The content was relevant to leadership in both a COVID and post-COVID environment. The facilitators challenged our thinking and practices.

I met some amazing, talented people along the journey whom l still call upon from time to time to bounce ideas off and collaborate with.

You develop a bond with your XLP counterparts and when you hear about their successes in their careers, you feel a sense of pride that they were part of your XLP family and you celebrate their achievements.

What key learnings did you take away from the experience?

The key learning that stands out for me that has assisted in my career progression is the self-reflection on my leadership style. I utilised the skills learned to step back from being hands on and operational, having trust and empowering my team to evolve, lead, and utilise any mistakes or failures as opportunities for continuous improvement.

I was blessed to have an amazing mentor throughout the program who assisted with setting self-development goals for me to evolve as a leader. This, for me, was pivotal in my leadership journey.

“After undertaking the program, l had the confidence to apply for the CEO position at Yarriambiack Shire Council.”

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How has what you learnt impacted your career?

When l commenced the program, l was relatively new to the sector and in my first senior leadership position.

I was not a ‘brave’ leader, l was ‘safe’ and unassuming.

The program provided me with the confidence to be ‘brave,’ take risks, expand my thinking, and be reflective.

After undertaking the program, l had the confidence to apply for the CEO position at Yarriambiack Shire Council. The program is empowering, providing pathways and opportunities to be ‘brave’ and be confident in your abilities and skills.

As females, we often find ways of talking ourselves out of applying for a role: “too busy with children, too many other commitments, not enough experience,” and so on. The program made me realise that l do not have to be a subject matter expert in all facets of Local Government, l just have to be a strong, empowering, encouraging, empathetic leader to be successful in a Director or CEO role.

Tammy (centre, right) with XLP 2021 alumni.

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“I met some amazing, talented people along the journey whom l still call upon from time to time to bounce ideas off and collaborate with.”

Camden.

Executive Recruitment Interview coaching Psychometric Assessment Emotional Intelligence coaching

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2022 PROFESSIONAL DEVELOPMENT ACTIVITIES

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CONFERENCES Social Media Conference

Thursday, 13 October 2022

A one day conference for officers working in digital communications.

2023 Annual Conference

Dates to be announced

The LGPro Annual Conference is the largest specialist conference for people working in the sector.

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FORUMS Women’s Professional Development Forum

Dates to be announced

A forum addressing the issues, opportunities and challenges facing women in the sector.

Joint CEO and Director Forum

In-Person: September 1, 2022 (Hosted

by Hepburn Shire Council)

A forum for Directors/General Managers from councils across Victoria to come together to collaborate, network and participate in professional development opportunities.

CEO Forum

In-Person: November 18, 2022

A forum for CEOs across the sector to collaborate and develop solutions to issues facing Local Government. The forums also provide ongoing professional development and networking opportunities for senior executives in the sector.

Director Forum

In-Person: November 24, 2022

A forum for Directors/General Managers from Councils across Victoria to come together to collaborate, network and participate in professional development opportunities.

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AWARDS Sally Isaac Memorial Scholarship Fund Award

Dates to be announced

2023 Active Ageing & Wellbeing Awards

Dates to be announced

2023 Corporate & Community Planning Award

Dates to be announced

2023 Awards for Excellence

Opens Wednesday 20 July 2022 & closes Monday 17 October 2022

A scholarship opportunity open to women 35 years and under who have demonstrated achievement and commitment to improving community life.

Celebrating the success of individuals and teams working in Local Government in Victoria. The winners will be announced at the 2023 LGPro Annual Conference Awards for Excellence Dinner.

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OTHER EVENTS Women’s Network Dinner

Dates to be announced

Networking opportunity for women working in Local Government and a celebration of the Sally Isaac Memorial Scholarship Fund Award.

End of Year member event and AGM

Dates to be announced

All members

NEW WORKSHOPS COMING SOON Advanced Project Management Training

Details on this upcoming LGPro offering will be announced soon.

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MORE INFO

DEC 2022

NOV 2022

OCT 2022

SEP 2022

AUG 2022

PROGRAM

JUL 2022

2022 PROFESSIONAL DEVELOPMENT CALENDAR

MORE INFO

Ignite Registrations for Series 2 is now closed.

Registrations for Series 1, 2023 will open in December.

Ignite for Outdoor Workers

LEADERSHIP U S ITE

Registrations for Series 2 is now closed.

Registrations for Series 1, 2023 will open in December.

Emerging Leaders Program (ELP) Nominations for 2022 program have closed. Nominations for the 2023 program open on 12 October and closes 18 November.

Executive Leadership Program (XLP) Nominations for 2022 program have closed. Nominations for the 2023 program open on 5 October and closes 18 November.

LGPro Mastering Management Registrations for Series 1 is now closed.

Registrations for Series 1, 2023 will open in December.

LGPro Mentoring Program

WEBINAR E S RIES

Registrations now closed.

Registrations for Series 1, 2023 will open in December.

Webinar Series Webinars are held weekly from February onwards (excl. school holidays). Find all upcoming webinars on the LGPro website.

Introduction to Local Government

Writing for Influence in Local Government

P S ECIALISED PROGRAMS

Core Financial Skills Project Management Initiation Workship Effective Language for Challenging Conversations Empathy and Resilience Seminar Series Anti-Racism and Cultural Inclusion Workshop

CERTIFIED COURSES

Certificate IV in Risk Management Essentials Diploma of Risk Management & Business Continuity Advanced Diploma of Governance, Risk & Compliance

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