LG Professionals SA Meet Our Members

Featured Member Profile - Bryar Ostendorf

Tue, 24 Mar 2026 22:37:50 GMT

This month we spoke with Bryar Ostendorf, Team Leader Water Operations, Copper Coast Council, about his role, how his traineeship in local government helped him find his passion, why he put his hand up for the 2026 Ignite Program, and his family's guilty pleasure (binge-watching Grey's Anatomy).

What is your role and how long have you been in local government?

My role is Team Leader – Water Operations. I have been in local government since January 2017.

You’re currently completing our 2026 Ignite Program – what drew you to the development opportunity?

I am relatively new to my leadership position, and Copper Coast Council offered the opportunity to undertake the Ignite Program. My Coordinator and I, both being less than 12 months in our respective positions, both took up this opportunity.

You started at Copper Coast Council as a trainee and have been able to work across multiple areas of council – how important has the trainee opportunity been to you in your career so far?

I started in January 2017 as an ICT Trainee and held that role for two years before I was offered a full-time position.

The traineeship was a great foundation for a school leaver to ease into a sizeable workforce. It gave me a very good understanding of all the moving parts within local government.

I completed further studies in 2018/2019 and had the position of ICT Support Officer until January 2024.

Whilst I was working in IT, I was always a very hands-on and ‘trade’ orientated person, so I took the side-step into an entry-level Wastewater Operator position. After completing my Cert 3 in Water Industry Operations in 2024/2025, I then stepped up into the position of Team Leader for Copper Coast Council's Water Operations (CWMS+Stormwater). I found that my calling was not in fact IT after all those years, and I had become very passionate and knowledgeable about the Wastewater Industry.

What do you do with yourself in your spare time?

I have a 15-month-old daughter, Scarlet, with my partner, Shayla. We live in Kadina, and in our spare time we like to spend time with our friends and family, alongside our guilty pleasure of binge-watching Grey's Anatomy.

Featured Member Profile - Sophie Rawson

Tue, 17 Feb 2026 01:27:05 GMT

This month we spoke with Sophie Rawson, Team Leader Environment and Sustainability, City of Victor Harbor, about her role, what an average workday looks like for her, her participation on the Field Workforce panel at the upcoming LG Professionals SA Annual State Conference, and how you'll usually find her surfing at the beautiful Victor beaches on the weekend.

What is your role and how long have you been in local government?

I am currently acting as the Team Leader Environment and Sustainability, and my substantive role is Municipal Employee – Open Space Biodiversity and Conservation. I have been working in local government for approximately 2.5 years.

What’s an average workday look like for you?

No two days are ever the same in this role, which is part of what makes it so rewarding. I like to start the day by checking in with the team, and from there I might focus on daily operational tasks, including climate, sustainability, and conservation initiatives, or progress work on ongoing capital projects.

You’re joining us at our LG Professionals SA Annual State Conference Local Government Panel – Our Field Workforce. What are you hoping attendees take away from the panel?

I hope attendees walk away with a deeper appreciation for the diverse work undertaken by field staff, as well as a stronger understanding of the many career pathways and development opportunities available within the field workforce.

What do you do with yourself in your spare time?

In my spare time, you’ll usually find me at the beach either surfing, swimming, or catching the sunrise before work. When it’s not beach weather, I’ll often grab my binoculars and go birdwatching along one of the local rivers.

Featured Member Profile - Luigi Mesisca

Wed, 14 Jan 2026 05:19:40 GMT

This month we spoke with Luigi Mesisca, Director Corporate & Community, Port Pirie Regional Council, about his role, how his background in the public sector drew him to local government, what he's most excited about for Port Pirie Regional Council for the year ahead, and his routine for the perfect weekend.

What is your role and how long have you been in local government?

I am the Director Corporate & Community at Port Pirie Regional Council, a role I commenced in May 2025. While I am relatively new to local government, I bring experience from senior roles in state government with the State Treasurer as well as consulting, with a strong background in corporate governance, strategic planning, policy and finance, which I now apply in a local government context.

To the role you have brought a wealth of skills and experience in the public sector, including corporate governance, strategic planning, policy and finance, what drew you to regional local government?

What drew me to regional local government is the increasing influence and responsibility it carries. Councils are on the front line of serving their communities, with the licence to be creative in how we deliver core services and respond to local needs, while also being disciplined and transparent in how we manage and invest ratepayer money. That balance between community impact and public accountability is what I find most compelling.

With a fresh year upon us, what are you most excited for in Port Pirie Regional Council for 2026?

2026 is about consolidation and maturity. I’m most excited about continuing on the journey of embedding clear governance, strengthening organisational capability, and aligning our systems, people and finances to support Council’s long-term objectives. While it might not sound exciting, getting the fundamentals right will continue to build confidence and create favourable conditions for better outcomes for the community.

Tell us something about you that we don’t know OR what do you do with yourself in your spare time?

Outside of work, I’m fairly active and routine-driven. I enjoy putting the headphones on and getting to the gym, which helps with focus and balance, although they often come off, and half the time ends up being spent in conversation. Weekends usually involve local soccer and some good banter. I’m a mix of active and reflective - while I like having a plan, I’ve become more spontaneous over time. Training and staying busy help me reset and stay grounded in a demanding role.

Featured Member Profile - Joanne Edwards

Tue, 09 Dec 2025 00:19:05 GMT

This month we spoke with Joanne Edwards, Manager - Community Insights, City of Playford, about her role (and her 15 years in council!), how her team are the 'dot connectors' painting a rich picture in local government, and how she's raising her little one with her growing VHS collection.

What is your role and how long have you been in local government?

My role at the City of Playford is Manager of the Community Insights team. I’ve been in local government for 15 years – all with Playford. It’s where I’ve grown from a bright-eyed uni graduate to a new mum balancing work and family while leading an incredible team. Playford has given me the chance to learn, strengthen my stakeholder engagement skills, explore different disciplines, return to study, and work alongside people who genuinely care about the community. I’m grateful for every part of the journey.

This year, you celebrated 15 years at the City of Playford. What do you love about working in local government?

What I’ve loved most is how local government allows you to evolve; no two days are ever the same for me. You can build a career across many disciplines, with community always as your compass. Over 15 years, I’ve never felt like I’ve ‘outgrown’ the organisation; there’s always a new challenge, opportunity, or part of the community to learn from and connect with. Playford’s growth means the work is dynamic, engaging, and meaningful. I’ve learned, contributed, and built life-long friendships along the way, and feel lucky to be here.

You’ve had the opportunity to work across multiple units in council, including Libraries, Data & Analytics, Marketing and Communications, and Community Insights. What are the benefits of getting to know such a variety of areas and how they contribute to your council’s shared goals?

Working across libraries, marketing, data & analytics, and engagement has given me a holistic view of how council teams and services connect to achieve shared goals. Starting in libraries grounded me in Playford’s community, history, and character, while other roles showed how interdependent our work is - insights from one area often inform another. Through it all, community is the common thread, and empathy is key: understanding the stories and people behind data helps us make more informed decisions. My team and I often call ourselves the ‘dot connectors,’ bringing together research, engagement, customer experience, and analytics to help paint a richer picture.

Tell us something about you that we don’t know?

I’m 20 months into being a new mum, which has been my most fun and humbling role yet – and our little girl already loves the library and her books! For something a bit geeky, my partner and I have started a VHS collection and even have a working VCR. We’re big on 80s/90s nostalgia, with a shelf full of classics and retro memorabilia. It’s amazing how quickly it sparks memories in others – mention a VHS tape, and suddenly you’re bonding over rewinding tapes, weekend-night rentals and recording music clips on Rage. I secretly love that our daughter will grow up knowing all about it.

Featured Member Profile - Cody Stringer

Tue, 25 Nov 2025 03:24:27 GMT

This month we spoke with Cody Stringer, Works & Infrastructure Assistant, Wudinna District Council, about her role, what it's like working at a regional council, her experience at the recent LG Professionals SA Women's Network Conference, and how her favourite way to relax is taking out the caravan with her kids.

What is your role and how long have you been in local government?

I have worked at Wudinna District Council for almost three years as the Works & Infrastructure Assistant. During this time, I’ve also had the opportunity to further develop professionally by stepping into the Acting General Manager Works & Infrastructure role when required.

Wudinna District Council is a small organisation, comprising 10 office staff and nine outdoor staff, and we operate as an all-round team - responsible for everything from maintaining parks and gardens to resheeting roads.

Working in a regional council, what’s a part of your role or work that people might not expect?

Working in a regional council comes with its own challenges, especially when the closest major hub is a two-hour drive away. In the works department, one of the hardest parts is getting resources quickly and cost-effectively.

As the Works & Infrastructure Assistant, my job is pretty hands-on and varied. One minute I’m in the office working on budgets, tenders, and reports, and the next I’m out doing daily inspections of the aerodrome, splash pad, CWMS, stormwater systems, and other assets. Larger councils usually have individual teams managing each area, but in regional councils like ours, we really rely on employees being all-rounders. I enjoy this variety, as it allows me to move between office and field work and has provided significant learning opportunities.

You recently joined us at our LG Professionals SA Women’s Network Conference. What was your favourite part of the day?

I honestly had no idea what to expect when I received the Female Field Workforce Scholarship to attend the LG Professionals SA Women’s Network Conference. But as soon as I arrived at Morphettville Racecourse and saw the setup that looked almost like a wedding, I knew it was going to be a great day.

Once the guest speakers started, it was clear how valuable the whole experience would be. I’m really grateful I got the chance to attend, and I don’t think I could pick just one favourite part. The day was full of learning, meeting new people in local government, and getting a better understanding of the sector.

It was also really interesting to see the differences between how metro and regional councils operate. I’d definitely love to go again, hopefully next time with a few more of my Wudinna colleagues.

What’s next for you in your professional development journey?

I’ve been fortunate to access a range of training opportunities during my nearly three years with council, and working in a small, all-rounder organisation has allowed me to gain experience across many areas of local government.

In the new year, I will be commencing a Diploma of Project Management, which I’m really looking forward to. I see this as an important next step in strengthening my skills and contributing even more effectively to council’s projects and community outcomes. I’m also passionate about seeing regional councils gain greater visibility, opportunities, and funding support to reflect the realities of our geographic location.

What do you do with yourself in your spare time?

Outside of work, I’m a busy mum and wife with two boys, Taj (8) and Zay (5). In our spare time, we love getting the caravan out - either to the beach or camping out the back. Mostly, I enjoy spending quality time with my family and friends whenever I can, especially amidst the constant activity of working in local government within a small community.

Featured Member Profile - Renee Stevens

Mon, 27 Oct 2025 03:15:27 GMT

This month we spoke with Renee Stevens, Return to Work and Work Health Safety Administration Officer, City of Marion, about her biggest takeaways from the recent LG Professionals SA Women's Network Forum, what she's looking forward to at the Women's Network Conference, and we find out about her musical talents - including having performed alongside the Adelaide Symphony Orchestra!

What is your role and how long have you been in local government?

I’m a Return to Work and Work Health Safety Administration Officer with the City of Marion. I’ve been in local government for almost three years, working across Business Support and Work Health Safety teams. Before joining local government, my career was in finance and management within the not-for-profit and private sectors. I was also privileged to participate in the LG Professionals SA Management Challenge in 2024, which provided me with a comprehensive introduction to all aspects of local government and deepened my appreciation for the outstanding work being done across the sector.

What are you most looking forward to at the upcoming LG Professionals SA Women’s Network Conference?

So many things! The program looks amazing. I’m especially looking forward to the “Embracing Your Values: Unlocking Purpose at Work and in Life” session with Gemma Cunningham. I’ve always been a firm believer in finding a heart connection in everything I do, and my work life is no different. I have found that when I uncover the unique element within each role that connects to my broader passions, my work transforms from a transactional experience into one that is fuelled by purpose and heart, no matter how small that connection may be.

You recently MCed our last Women’s Network Forum – what was your biggest takeaway from the day?

In my opening message, I mentioned both the honour of MCing the event and my belief that every attendee would leave with at least one key learning to take back to their work and personal lives. I had many takeaways myself, but the one that stood out most was hearing first-hand from the Mentor/Mentee panel. There’s something different about listening to people speak about their experiences; it articulates the impact in a way that’s hard to gauge from an email. Their stories inspired me to put my own name forward to be matched with a mentor!

What’s next for you in your professional development journey?

This one is a little unknown at the moment, and I’m not ashamed to admit that I don’t have a clear answer just yet. I’ve only recently moved into the WHS sphere and completed my Certificate IV, so right now it’s about settling into my new team at City of Marion and reflecting on how I can best grow here. I’m excited to explore what’s next, and I have a feeling that will be one of the first topics I’ll discuss when I’m matched with my mentor.

Tell us something about you that we don’t know?

I’m a musician and singer in my spare time. Over the years, I’ve had the joy of performing with large choral groups alongside the Adelaide Symphony Orchestra, taking part in amateur musical theatre productions, and singing the national anthems as a soloist at Anzac Day Dawn Services. These days, I’m focused on my solo work, performing at various wineries and venues across the southern regions of Adelaide. Music has always been a creative outlet for me; it brings balance, joy, and a wonderful contrast to my professional life in the safety and wellbeing space.

Featured Member Profile - Jake Fletcher

Sun, 28 Sep 2025 23:53:14 GMT

This month we spoke with Jake Fletcher, Customer Service Officer, District Council of Robe, about his experience in the Rural Management Challenge, his role at Robe, and his advice for future rural challengers.

What is your role and how long have you been in local government?

My name is Jake Fletcher, and I have worked at the District Council of Robe since October 2022 as our Customer Service Officer. In a small Council like Robe, my role is varied and always interesting. I assist with matters as diverse as marina reservations, tourist information, and the compilation of the monthly Robe Community Newsletter, as well as handling the occasional stray flock of sheep.

You participated in the Rural Management Challenge this year. Can you share some reflections from this experience?

Wowee – what a rollercoaster ride! The Rural Management Challenge was a fantastic team-building experience and a great way to push myself outside my comfort zone. I was very nervous beforehand, and admittedly at times during the day, but I quickly learnt to throw myself into each challenge. Working with a team of four distinct personality types, we complemented each other’s strengths and achieved a lot in a short time with limited resources and a non-functioning printer. The experience highlighted the value of collaboration, adaptability and backing yourself even when unsure. It was challenging yet rewarding and gave a real boost to every team member’s confidence, both during and after the event.

What would be your advice to others thinking of participating in the Rural Management Challenge?

GO FOR IT! If you’re thinking about it, you’re halfway there - sign up and give it your all. Approach the Challenge with confidence, face your fears and dive into the experience. You’ll be amazed at what can be achieved through the skills you already use every day in local government. Lean on your teammates, share ideas openly and enjoy the boost their support brings. Don’t forget a good sense of humour - create a fun team name and, as a bonus, dress up for extra fun. Go Team Robe Rage!

What’s next for you in your professional development journey?

Opportunities in local government are diverse and wide-ranging. Since joining the District Council of Robe, I’ve completed training and certification in, for example, WHS management, mental health first aid, and construction safety, and I’m always seeking new ways to grow professionally. The variety in my role has exposed me to all areas of Council and helped me identify areas I have a natural interest in, such as development and urban design. This broad experience not only supports my daily work but also provides a solid foundation for guiding my ongoing professional development and career journey.

What do you do with yourself in your spare time?

I’m very fortunate to live in such a naturally beautiful town as Robe. I love walking my two kelpies, C.C. Mad-Dog and Dolly Pawton, either along one of Robe’s beaches, through the tea tree forests in the hills, or on the walking trails around the lakes surrounding town. I spend a lot of my spare time gardening (successfully or not!), researching local history, cheering on the mighty Robe Roosters footy team, and enjoying a candle-lit evening of soft cheese, Wordle and an episode of ‘Murder, She Wrote’. These activities help me unwind, recharge and help keep me grounded within the community.

Featured Member Profile - Zahra Panahi

Wed, 20 Aug 2025 06:47:32 GMT

This month we spoke with Zahra Panahi, Open Space and Activation Officer, City of Salisbury, about her experience in the Australasian Management Challenge, her role at Salisbury, and some fun facts about her (including being trilingual!).

What is your role and how long have you been in local government?

I’m the Open Space Activations Officer, supporting the design, planning, and delivery of inclusive recreation activities in public spaces, especially along the Little Para River. My focus is on building community connection and wellbeing through events that engage diverse communities. This is my first role in local government, and I’ve been here for 10 months!

You participated in the Local Government Management Challenge this year. After winning the State Challenge your team, ‘CoSmic Council’, represented SA at the Australasian Management Challenge Final earlier this month in Perth. Can you share some reflections from this experience?

It was an incredible experience. I joined just 10 days into my role, not knowing what to expect, but I love a challenge! It fast-tracked my learning about how council works and helped me build strong connections. It pushed me to collaborate with people from different departments under pressure, whom I might not otherwise work with. Listening to each other’s input with an open mind and trusting the process, along with the individual effort we each contributed, made the experience tough but worth every lesson.

What would be your advice to others thinking of participating in the Management Challenge?

Do it - especially if you’re new to local government. Don’t wait for the 'right time', the right time is now! It’s a great professional development opportunity where you’ll learn from mentors, teammates, and peers across councils. Go in with a growth mindset, embrace the pressure (yes, even those 4+ hour meetings :), and enjoy the networking. Aim high but stay focused on learning and building connections.

What’s next for you in your professional development journey?

I’m grateful for the encouragement at City of Salisbury to step outside my comfort zone. I’d love to grow into a leadership role and continue developing community programs that truly connects people. For me, it’s more than sport or events- it’s about creating spaces where people feel they belong. I’m also focused on building my strategic thinking to understand the long-term impact of these programs and the “why” behind what we do, so we can create meaningful and sustainable community outcomes.

Tell us something about you that we don’t know?

I’m a Pilates girly (minus the Matcha craze, haha). I love reading books, especially psychological fiction with a tragic twist - always open to book recommendations :) And I speak three languages!

Featured Member Profile - Andrew Raine

Fri, 25 Jul 2025 04:46:44 GMT

This month we spoke with Andrew Raine, Team Leader of Service & Response, City of Mitcham, about his involvement in the LG Professionals SA Field Workforce Working Group, his biggest takeaways from completing the Ignite Program, and his love for exploring our states hidden gems.

What is your role, and how long have you been in local government?

I’m currently the Team Leader of Service & Response at the City of Mitcham, where my team focuses on maintaining safe and clean public spaces for the community. Our responsibilities include managing traffic signs, line-marking, rapid customer response, graffiti removal, footpath sweeping, and the active identification and management of public hazards.

I started my local government career in 2019 and have since gained valuable experience across various roles at the City of Mitcham. From my initial position as a Field Worker in the Civil Team, I was fortunate to progress into leadership through the Team Leader Pool, an internal development program at City of Mitcham. This led to acting roles as Team Leader of Civil Works and, eventually, Team Leader of Service and Response.

You're a part of the LG Professionals SA Field Workforce Working Group – what led you to want to be involved?

I have a proud background as a member of the outdoor workforce, and genuinely believe that field workers are at the coal face of local government, increasing the value and safety of our roads, trees, parks, and so much more.

The work this diverse group achieves must be acknowledged and supported by professional organisations, like LG Professionals SA.

My aim is to ensure that Field workers are proud and respected for the vital work they all do.

Last month, you officially graduated from the Ignite Program after successfully completing the course. What was your biggest takeaway from the program?

The Ignite Program was tailored to the local government sector; it provided direct leadership and management training using real-world projects that not only helped us learn and develop as individuals but also benefited my council and team. It was a joy to learn, share and network with other professionals in local government. Even better, it resulted in a Certificate IV in Leadership and Management to add to the CV!

What advice would you give someone who’s considering doing the Ignite Program next year?

Allocate dedicated time to the course; it’s a commitment where you get out what you put in. Utilise and seek advice from your organisation - I was lucky to have a lot of support and help from my managers, expert staff at Mitcham and all the participating students. It was a personal journey and allowed me to reflect and grow from the feedback received throughout the course and develop as a leader.

What do you do with yourself in your spare time?

My wife and I love to go for impromptu, rambling drives along the many back and unsealed roads in the Adelaide Hills and Fleurieu Peninsula to find and discover the many hidden gems and sights in our state (thank you to Alexandrina Council for maintaining 800 km of unsealed roads around my home!).

Featured Member Profile - Rebecca Martin

Tue, 24 Jun 2025 02:11:35 GMT

This month we spoke with Rebecca Martin, Climate Change Officer, Alexandrina Council, about participating in the 2025 LG Professionals SA Management Challenge, how her background in teaching has assisted her role, and how she unwinds (as a green thumb!).

What is your role and how long have you been in local government?
I’m Alexandrina Council’s Climate Change Officer, and I am now in my second year, following two years in waste education and projects. I transitioned into local government after my tertiary lecturing role ended like so many others during COVID. Prior to teaching, I ran my own women’s health practice for 15 years and completed a master’s in public health, a path that led me into sustainability.

This year you participated in the Local Government Management Challenge. What was something you learned from the challenge that you didn’t expect heading into it?
I was brought in quite late as a “shadow” member, but even from the sidelines, I didn’t expect how inspiring it would be to watch colleagues step up under pressure. I gained so much from the team’s energy and cohesion. I was reminded how much I love team dynamics, and that I really miss mentoring emerging talent.

What advice would you give someone who’s thinking about doing the challenge next year?
Whether you’re competing or shadowing, I think it’s a fantastic opportunity to stretch yourself, test skills – new and old, embrace uncertainty, and build professional relationships.

Your background is in teaching – how has that skill assisted in your work as Climate Change Officer at Alexandrina?
Teaching, as well as my clinical background, trained me to make the complex simple and keep an audience engaged, which is important when trying to inspire action on climate! It’s about helping people not only understand the issues, but to see their relevance, and feel empowered to act.

What do you do with yourself in your spare time?
I’m a lifelong learner and nature lover, I read non-fiction and watch documentaries and am happiest when hiking, rock-climbing, or tending my (modestly successful!) home veggie garden. Getting outside keeps me grounded, energised, and inspired.

Featured Member Profile - Daniel Griffin

Tue, 20 May 2025 03:47:44 GMT

This month we spoke with Daniel Griffin, Manager Financial Services, Yorke Peninsula Council, about how completing the Executive Leaders Program has influenced his leadership two years on, why learning about the inner workings of units across council is important to him, and we learn about some work Daniel’s been a part of recently that he’s especially proud of.

What is your role and how long have you been in local government?

I am the Manager of Financial Services for Yorke Peninsula Council. I have worked in local government since May 2015, except for an 18-month sojourn working in the education sector.

Two years ago, you completed the Executive Leaders Program. How has the learning from the program influenced your leadership since?

The Executive Leadership Program has influenced my leadership in several ways. Firstly, it encouraged me to become more observant about what is happening around me (and at times inside me) before I make sense of what is going on and decide on a course of action. Secondly, it has helped me better consider the type of problem or issue I am encountering and what might be required to make progress in this area. Thirdly, I’ve been introduced to some practical tools, which I have made use of in my role and with my team to help approach the more complex issues confronting us in the workplace.

You’ve also expanded your professional development education into Human Resources. Why is it important to you to learn more about how other areas of local government operate?

The financial services function of council is not an end in itself. My team not only play a role in supporting decision making around the strategic plans of council, but also serve the many and varied operations of council. Without a good understanding of who everyone is and what everyone does for the community, our assistance is going to be limited. Better decision support, improved communication and collaboration come from knowing the people, what they do and helping them achieve their goals through the expertise your team has to assist them in the process.

What’s a piece of work you have completed recently in your job that you’re most proud of?

Much of the work of a financial services team is cyclical. We have long-term financial plans, annual business plans and budgets, budget reviews, miscellaneous reports, returns and acquittal, and once you get to the end, you start over again. In some sense, it’s hard to choose one budget over another, if you know what I mean. The larger tasks outside of these processes are probably the ones I’m most proud of, and they all rely on a team effort. Our council undertook an independent review of the basis of its rating, which, though undertaken by a consultant, involved significant input from our team behind the scenes and in the public arena through presentations at Information and Briefing Sessions and Council meetings. The other project, which I’m proud of, though not yet complete, is the transition of council’s Enterprise Resource Planning System (ERP). This project will touch most, if not all the work council undertakes in one way or another. I’m proud that we have taken on this much-needed task and that people from across the organisation are pulling together to make it happen. We’re not done yet, but I look forward to the changes it will bring about to our operations. The project is complex, it involves change. We are in the middle of a transition, what better place to continue to grow as a leader?

What do you do with yourself in your spare time?

When I get a decent break, I like to get away camping with my family and experience the vast and beautiful country we call home. In my regular spare time, I love watching my kids play sports, walking the dog on the beach, reading a good book and playing a few tunes on my guitar.

Featured Member Profile - Amy Pokoney Cramey

Tue, 15 Apr 2025 05:09:02 GMT

This month we spoke with Amy Pokoney Cramey, Executive Manager Strategic Projects and Climate, City of Mitcham, about her involvement on our Unlocking Collective Potential panel discussion, her career journey in local government so far, and what she loves most about the sector.

What is your role and how long have you been in local government?

My role is Executive Manager Strategic Projects and Climate at the City of Mitcham. I have been in local government since 2012, starting as Volunteer Coordinator at City of Charles Sturt and most recently as General Manager, Community Development at City of Salisbury. I also spent 8 years at the City of Adelaide in various roles in the City Community portfolio.

You recently joined us as a panellist at the LG Professionals SA Annual State Conference for our Unlocking Collective Potential discussion. Tell us more about how you have unlocked collective potential in your work.

I think any leadership role is fundamentally about unlocking collective potential; it just so happens that my background in community development and the not-for-profit sector (prior to joining local government) really lends itself to this type of participatory approach. Working alongside some of the best senior staff and technical experts, we were able to deliver incredible outcomes for the community. Particularly at the City of Salisbury the delivery of the Salisbury Aquatic Centre and the Social Worker in Libraries trial both stand out as collective ‘wins’, which wouldn’t have been possible without the strengths and skills of all involved.

You have experienced working within four different councils in South Australia across your career. What has been your key piece of learning taken from working across a variety of councils, all with similar yet unique needs?

I have learned so much at each of the councils I have worked at and whilst the communities have been very different and the Elected Members have had differing priorities, the commonality so far seems to be that trust has the ability to make or break you. People need to trust that you will do what you say you will.

Having been in local government since 2012, what is it that you love the most about the sector?

Broadly speaking, it's the opportunities that stand out. Whether advancing my career through various leadership roles, transitioning into entirely different positions to learn new areas, or working in councils with diverse priorities, the opportunities I've been given have been incredibly varied. These experiences have kept me both interested and engaged.

What do you do with yourself in your spare time?

I enjoy doing CrossFit and reading books in my spare time (which I don’t have a lot of with two young boys). I’m either go, go, go or complete sloth mode – nothing in between!

Featured Member Profile - Dewald Hartzenberg

Thu, 20 Mar 2025 23:14:52 GMT

This month we spoke with Dewald Hartzenberg, Manager City Maintenance, City of Charles Sturt, about his career journey so far and recent move, his experience in the LG Professionals SA Executive Leaders Program, and his advice for those participating in the 2025 LG Professionals SA South Australian Management Challenge.

What is your role and how long have you been in local government?

I am currently the Manager City Maintenance at the City of Charles Sturt. I’ve been in Local Government for 14 years, starting in the City of Tea Tree Gully communications team as their Events Officer.

You completed the Executive Leaders Program with LG Professionals SA in 2024, and you’ve recently gained a new role in management. What have you learned from XLP that you’ve been able to apply in your new role?

Firstly, the Executive Leaders Program (XLP) was just amazing! For me, it was the right thing at the right time, and I still have a strong sense of connection with the content, the facilitator, and my fellow participants. I cannot recommend the program highly enough!

I moved into a management role at the City of Tea Tree Gully almost 3 years ago during significant organisational change. A key takeaway from XLP that I’ve put into my daily habit is to seek to understand. In management, it’s easy to feel pressure to speak, to be seen and to have the pearls of wisdom, but building trust with your staff, peers and broader workforce relies on listening to one another. This learning has challenged me to look in the mirror to reflect on how I think and the actions I prioritise. Following the program, my focus has shifted from solving problems quickly to making progress on complex challenges over time. The by-product of this has been that I’ve slowed down a bit and been able to bring others along on a journey. I’m super keen to keep progressing through my action plan after the course, there is much more content to put into practice!

You have participated in the Local Government Management Challenge, and you’ve been a mentor! What’s the biggest piece of advice you’d pass along to new participants having been on both sides?

The challenge is fantastic, such a great buzz of energy around it and a wonderful opportunity for self-development. I would encourage anyone going into the challenge to be very clear on why they are doing it. While the challenge is a competition and has a winner, I would encourage participants (teams and mentors) to approach it from a self-development perspective versus striving to win. I think you will get a lot more out of the process and learn more about yourself if you enter with an open mind and are ready for some surprises to come your way!

What’s next for you in your professional development journey?

At the beginning of this year, I joined the team over at the City of Charles Sturt, so for now I am looking to settle in and learn more about CCS and the wonderful people who work here. Following on from this, I have some plans for further study in a couple of years' time, but for now the XLP has given me a smorgasbord of concepts to put into practice. I am busy re-designing my leadership approach which includes prioritisation for where my energy gets consumed and a fresh new set of goals and KPIs for the next 3 years.

Tell us something about you that we don’t know?

During my late teens and early twenties, I worked as a recording engineer based out of Sydney. This was a wonderful career, and I learnt a lot about people, which has been so valuable for me in my career in local government.

Featured Member Profile - Shovana Perera

Tue, 18 Feb 2025 01:19:41 GMT

This month we spoke with Shovana Perera, Communications Officer, The Rural City of Murray Bridge, about her career journey so far, her involvement in our LG Professionals SA Women's Network committee, and in celebration of International Women's Day next month, how she holds her own space.

What is your role and how long have you been in local government?

I have worked in local government for more than three years as a Communications Officer for the Rural City of Murray Bridge. In my role, I contribute to providing communications advice and services across the council and its stakeholders, ensuring clear and effective engagement.

You’ve recently been welcomed to our LG Professionals SA Women’s Network Committee, what led you to put your hand up to join?

I saw this opportunity as a chance to contribute to a cause that is close to my heart. The committee fosters empowerment, supports professionals at all stages of their careers and creates valuable networking opportunities for women to thrive in the workplace.

As an immigrant with roots in South Asia, where the glass ceiling is a very real obstacle for working women. I learnt from a very young age to embrace the challenges as part of the journey. It’s exciting to be part of a space that champions growth, connection and positive change.

Our next LG Professionals SA Women’s Network Forum is celebrating International Women’s Day and is all about ‘Owning Your Space’. How do you own your space?

I own my space by staying consistently excited, embracing new experiences, challenges, bringing authenticity and a better version of myself to the workplace every day. I approach my work with an eagerness to continuously learn and grow.

I'm privileged to work for the Rural City of Murray Bridge, where diversity is celebrated, and employees are encouraged to push boundaries in their journey for growth. This supportive environment has helped me find my rhythm in owning my space.

What is the most important part about holding connections with other women in local government?

Building strong connections with other women in local government fosters a sense of community, mentorship and empowerment. Having a network of like-minded professionals creates a space to share experiences, navigate challenges and celebrate successes.

What do you do with yourself in your spare time?

Since I was young, I have always loved the outdoors. To disconnect and recharge I usually yearn for big open spaces and the long open road, with a good playlist in my ear. I also love art, I haven't found the time to paint recently, but I fill this cup by exploring galleries and discovering new artists when I travel.

Featured Member Profile - Mike Ravnö

Wed, 22 Jan 2025 03:48:18 GMT

This month we spoke with Mike Ravnö, Director — Development & Community, Adelaide Plains Council, about his career journey so far, his involvement in our General Managers and Directors Network, and what he's looking forward to as part of the Executive Leaders Program this year.

What is your role and how long have you been in local government?

My role is Director — Development & Community. I have worked in local government for 25 years. I started in the Field Staff team at the City of Playford in 1999, before moving indoors and taking a position as Technical Officer Traffic. With further part-time studies under my belt, I progressed from Traffic to Land Development and from Mitcham Council to the City of Port Adelaide Enfield. After a brief hiatus in the private sector at a consulting engineering company, I joined the Adelaide Plains Council as Asset Engineer in 2019. I then undertook a role as a Group Manager for a period, before being appointed as Director Development & Community in November 2023.

You have attended a few of our Network Forums. What’s been the most valuable thing you’ve learnt from the General Managers and Directors Network?

Networking with peers has been the best part of attending the Network Forums. Being relatively new to the executive management level in local government, I am always interested to hear about similar issues that are being faced at the executive level, by other councils. I have also enjoyed the content of the Network Forums, particularly those focused on challenges facing the local government sector in general.

You’re also joining us this year in the Executive Leaders Program (XLP)! What are you most looking forward to?

I am super excited to be taking part in XLP 2025. I am keen to explore and understand complex problem-solving techniques, in order to equip myself to embrace necessary change, using effective strategies. Innovative leadership in local government is fundamental to fostering a healthy team-focused culture, where everyone enjoys and celebrates the achievements of each team member.

Why is professional development important to you?

Professional development is essential to address complex challenges, enhance leadership skills, and drive organisational success. It equips leaders with tools for strategic thinking, effective communication, and decision-making in a dynamic environment. Being relatively new to executive management, I feel that professional development is critical for me to expand my thinking and leadership impact.

Tell us something about you that we don’t know?

In 1996, I coached Prince Harry in the Under 11”B” cricket team at Ludgrove School in Berkshire, England, where I was working, during my backpacking years. I also taught him how to throw a "frisbee”! He was actually a remarkably down-to-earth kid.

Featured Member Profile - Bree Moore

Thu, 12 Dec 2024 04:35:21 GMT

This month we spoke with Bree Moore, Horticulturalist, City of Charles Sturt, about her career journey so far, her biggest takeaways from the 2024 LG Professionals SA Women's Network Conference, and her favourite native plant in the City of Charles Sturt.

How long have you been in local government and what is your role?

I have been in local government for close to a year and a half now and work as a Horticulturist for the City of Charles Sturt. In my role, I maintain parks and garden spaces for the local community and find it super rewarding.

In November, you attended the Women’s Network Conference: The Power of Belonging on a Field Staff Scholarship, which was a first-of-its-kind scholarship made available through LG Professionals SA. What was your biggest takeaway from the day?

Being selected for this scholarship was amazing, I definitely took a lot from the day. These events help build a sense of purpose and direction in terms of our development and are such a great opportunity to network with women in local government (especially field staff) and see what the bigger picture might look like.

My biggest takeaway was learning the importance of taking intentional actions towards our overall wellbeing and how showing up for that extra 1% in our day-to-day lives can really make a significant impact both personally and professionally.

What’s your favourite native plant that you work with in your role?

That is definitely a hard question as I could talk about native plants all day. I’d say one of the more underrated plants that I love is actually the native coastal grass spinifex.

It is unique in the fact that its root system is quite deep, it is fast growing and super hardy. It can withstand the harsh coastal conditions and acts as a stabiliser in the dunes which is great to help control some of the erosion issues we face along the coast. It is an important plant for our role in protecting and increasing the biodiversity of the area.

What are your career goals?

At the moment I’m enjoying the role that I am in currently and want to continue to grow within this space. In saying this I am interested in doing further studies and moving into a leadership role in the future.

How do you like to spend your time outside of work?

My time outside of work is generally spent doing something active either walking, going to the gym or yoga. I love travelling and being outside but also love to stay inside and binge watch tv shows. It’s about balance, right?

Featured Member Profile - David Waters

Thu, 21 Nov 2024 03:57:14 GMT

This month we spoke with David Waters, Director Environment and Infrastructure, Adelaide Hills Council, about his career journey, his participation in the Executive Leaders Program the same year he was Acting CEO, his key takeaways from the General Managers and Directors Network Forum, and his picks for when you're in the hills.

What is your role and how long have you been in local government?

I've been in local government for 20 years (never, ever did I think I'd be saying that!) and have led a range of functions from community development to economic development and parks management to infrastructure planning. I'm currently Director Environment and Infrastructure at Adelaide Hills Council following 10 years as Director Community Capacity.

With LG Professionals SA, you completed the Executive Leaders Program across 2022, and in the same year, you were Acting CEO at Adelaide Hills Council. What learnings from the program assisted you during this period of change and opportunity?

The Executive Leaders Program was one of the best leadership development programs I've done, and I was able to draw on so many of the learnings when I was Acting CEO. The program teaches you a range of systematic and logical ways to approach complex issues but also draws upon the forces of human nature and encourages participants to be open and sharing.

There were loads of 'ideas for rent' but the best thing about doing the course was meeting a whole bunch of sector colleagues I'd never otherwise have come across. I've since called upon many of them for ideas, advice and guidance.

You recently attended the LG Professionals SA General Managers and Directors Network Forum: Hot Topic Hub, what was your biggest takeaway from the Forum?

The General Managers and Directors Network is always a hive of ideas and creativity. There was a really interesting topic on AI and we started wondering how it would look if we started letting AI systems actually make decisions for us, not just write reports with analysis and recommendations. Could AI one day replace the elected body?!

We also workshopped elected member and staff relations and ways of remaining focussed on big picture thinking ahead of the small stuff.

You were a Board Member for Adelaide Hills Tourism – what’s somewhere/something we have to check out when we’re in the hills?

I always encourage people to take the road less travelled, so start by taking a different route into the Hills than the one you'd normally take. Stop at a roadside produce or craft stall. Have lunch and a sip at a winery in Lenswood and then head on to Australia's newest cultural centre, the Fabrik arts and heritage hub in the old Onkaparinga Woollen Mill Museum at Lobethal. It has a textile art focus in keeping with the woollen mill theme. It's an initiative of Adelaide Hills Council and has just been opened after a two-year redevelopment of the site - a project I was heavily involved with and incredibly proud of.

Featured Member Profile - Renee Jericho

Fri, 25 Oct 2024 02:05:40 GMT

This month we spoke with Renee Jericho, Manager Finance and Procurement, Town of Gawler, about her role, her recent participation in the Ignite Program, and her insights into how procurement provides for the community.

How long have you been in local government and what is your role?

I have dedicated 10 years to local government, beginning in the Infrastructure and Environment Department at Light Regional Council before moving to the Finance and Procurement Department at Town of Gawler in 2022. With a background in law and commerce, I have developed a strong expertise in local government procurement, contracting and property. My role as Procurement Specialist at the Town of Gawler allowed me to focus on strategic management in procurement, and in July 2024, I was appointed Manager Finance and Procurement.

Last year you completed the Ignite Program. A year on, how has the program shaped your career?

Just a few months after starting the program, I was offered the opportunity to step into the acting Manager Finance and Procurement role. Although I had always aspired to management, I initially doubted by readiness. The Ignite Program gave me the confidence to take the leap. Throughout the program, I remained in the acting role, applying the skills and knowledge I gained in real time.

What’s something a community member might not know about how your role helps to build their community?

Procurement in local government is about making sure that public money is spent responsibly to deliver the best services, infrastructure, and community programs. Whether it’s building roads, maintaining parks, or delivering essential services like waste collection, procurement ensures we get the best value for the community’s investment.

Guilty pleasure tv show, game, book or hobby?

I have 3 children and a full-time job, so I don’t get a lot of downtime. My guilty pleasure is dinner and drinks with friends, we went to Gin Long Canteen on O’Connell Street recently – amazing!

Featured Member Profile - Chloe Brown

Tue, 24 Sep 2024 01:25:08 GMT

This month we spoke with Chloe Brown, Accountant - Financial Management, Yorke Peninsula Council, about her role, her recent participation in the Strategic Management Program, and what's next in her professional development journey.

What is your role and how long have you been in local government?

At Yorke Peninsula Council, I’m an Accountant – Financial Management, which means my biggest priorities are long term financial plans, budgets and general financial tasks. This year, I also had the opportunity to assist with Councils’ rate review process. My direct reports in this role include an Accounts Payable Officer, and a Finance Officer, so my weeks are usually quite interesting and diverse. My time in council has spanned eleven years and counting.

You recently participated in the LG Professionals SA Strategic Management Program; how would you describe your experience?

The Strategic Management Program was a great experience, with a balanced mix of in person learning and virtual learning, which was very helpful to me as a regional attendee. We had an excellent group of people, all with diverse backgrounds and roles within our respective council’s; this allowed for even more learning opportunities from my peers themselves. The topics we covered in the program were relevant to local government and flowed together beautifully.

What’s your biggest takeaway from the program? What advice would you give to others considering this program?

My biggest takeaway was to push my thinking to consider things from all sides - not everything can come down to dollars and cents (which is how my world works a lot), to think strategically, and to use the tools available to further your thinking. The Strategic Management Program provides different tools and perspectives to assist with this. You will also have the opportunity to think differently from the relationships you form with others participating in the program. One of the most valuable things about this program was not only learning from the lecturers, but from each other as well.

Give it a shot, even if you only take away a few learnings, you will gain great connections from those who are on the journey with you. My only advice is to take a considered approach to the planning and time required for assignments, as it can take a lot but is worth it in the end.

What’s next for you in your professional development journey?

To take opportunities as they arise, continue to grow, and to develop as a person and an employee.

What do you enjoy doing in your free time?

I really enjoy reading, walking my dog, Bess, and enjoying the outdoors. I’m also passionate about playing and watching sport and spending time with my friends and family.

Featured Member Profile - Joshua Fraser

Fri, 16 Aug 2024 02:10:41 GMT

This month we spoke with Josh Fraser, Aquatic Services Team Leader, City of Tea Tree Gully, about his role, winning the Australasian Management Challenge and what's next for him.

How long have you been in local government and what is your role?

I have been in local government in the role of Aquatic Services Team Leader at Waterworld Aquatic Centre for over two years, starting out with the City of Tea Tree Gully as a casual at Waterworld in 2017. As a part of my role, I am responsible for overseeing 50+ Lifeguards and Duty Managers, while ensuring the operations, safety standards and cleanliness of our facility are up to standard.

What does a typical day look like for you?

A typical day varies depending on the time of year. As I am based at Waterworld Aquatic Centre, during the summertime I am fully focussed on our operational requirements - maintaining a safe facility through the leadership of our lifeguard team, ensuring effective pool supervision, maintaining a clean facility and ensuring water quality is within acceptable ranges.

Being Adelaide’s largest and busiest outdoor centre, Waterworld can have up to 3,000 patrons within the facility at one time. It is our mission that every person who exits the centre leaves as happy and healthy as they entered.

During winter, it is all about preparation for the summer season. Through this time, I organise and oversee maintenance on the facility, review and implement training plans and procedures, and any other professional development associated with my role.

You participated in the Local Government Management Challenge this year. After winning the State Challenge your team ‘LeGully Blonde’ represented SA at the Australasian Management Challenge Final earlier this month, where you were crowned joint National Champions! Congratulations on the win, can you share some reflections from this experience?

The overall experience at both State and National Challenges were amazing! The state event was a bit of “going into the unknown”, however, our entire team came together and prepared incredibly well. We knew part of our success would come from putting in a clear structure from the word “GO”, with weekly meetings, training and development and mock challenges all scheduled in advance. Tuesday afternoons became our “Management Challenge Afternoon”.

We went in confident, yet hesitant about what the day may bring, but once the challenges dropped the team worked so well together, stuck to our process and were rewarded a month later at the LG Professionals SA 23^rd Annual Leadership Excellence Awards Gala Dinner. It was an incredible feeling at the time, with the underlying tone of “we’re going to have to do it all again”.

As a team of naturally high achievers, we were confident that our process worked and focused on further developing our knowledge gaps in the buildup to the National Challenge. The City of Tea Tree Gully and our respective teams were so supportive and allowed us to pack in as much development and cross collaboration from as many aspects of council as we could into the couple of months before we jetted off to Brisbane.

Once there, you could just see why each team won their respective State, Territory or New Zealand competition. Each team represented their state with flair, and there was a Welcome Reception the day before the Challenge, so we were able to spend time getting to know one another and connect in a very unique circumstance.

Whilst the tasks at Nationals were more difficult than States, and with more strategic elements, the team settled into the rhythm of the day and worked diligently to their strengths. We finished the day exhausted, content and with no idea of how we went.

At the presentation lunch the next day, the team and I waited in anticipation for the results. Knowing how fierce the competition was, we were content with the achievement of making it to Nationals and as the first team from the City of Tea Tree Gully to ever do so. When we were announced as joint winners, the feeling of excitement and relief was immense!

Reflecting back on the whole process, I’m proud and grateful for the incredible opportunity to develop my leadership skills and understanding of the diversity of issues and tasks that local government encounters on a day-to-day basis - winning both titles was just a nice cherry on top! However, the credit must go to the rest of the LeGully Blonde team - each member was integral to our success. As a team, we were strong and as a team we were able to achieve success.

What would be your advice to others thinking of participating in the Management Challenge?

Sign up and get your name in the draw! If you’re relatively new to council, this opportunity allows for such a quick learning process into the intricacies of local government. It challenges you to step into areas foreign to you and your role yet has a variety of tasks to also allow individuals to show their skills and talents in their respective roles.

If you do get the opportunity to do this challenge, make sure you go in with an open mind and the flexibility to turn your hand to whatever task you may be given. Make sure to put your full effort into it, and by doing that, you will get the best results individually and as a collective.

What’s next for you in your professional development journey?

My next step is to finish my university degree! I have ten weeks left and I am looking forward to having that off my plate.

I also aspire to look into a couple of additional short courses in the aquatic training realm, before most likely going on to study a Masters, part time, while I continue at the City of Tea Tree Gully.

What do you enjoy doing in your free time?

I am a triathlete and adventure athlete, so love the outdoors, training and competing. I have Ironman Western Australia coming up in December, so training is just about building back up to full force in the next couple of months.

I also enjoy spending time with my fiancé, friends and family - we’re very active so love spending time paddle boarding, going on coffee rides/walks/runs, and heading up to the river when I get the opportunity.

Featured Member Profile - Lucy Reynolds

Wed, 24 Jul 2024 03:30:09 GMT

This month we spoke with Lucy Reynolds, People and Culture Support Officer, City of Mitcham, about her role, professional development and what's next for her.

What is your role and how long have you been in local government?

My role is People & Culture Support Officer at the City of Mitcham. I work as a generalist support within the People & Culture team, assisting with recruitment, onboarding and offboarding, and employee relations. I started out at City of Mitcham as a Graduate through our Grad Program with Flinders University. In December this year I will reach my five-year milestone of working in Local Government.

In February this year you participated in the LG Professionals SA Women’s Career Navigator Program; how would you describe your experience?

I honestly didn’t know what to expect when I registered to attend the LG Professionals SA Women’s Career Navigator Program. It came at a time when I was feeling a bit lost in both my professional and personal life. The program ended up being one of the highlights of my local government career so far. I found the program incredibly fulfilling, and it helped me to better understand what I wanted from my career and how to navigate it with a ‘Growth Mindset’. I would highly recommend this program for all local government women no matter the stage of their career. We had participants of all ages and all professional levels. The program will leave you feeling powerful, positive and in-control of your career and life.

You recently attended the 2024 People and Culture Network Conference, what was your biggest takeaway from the day?

The People & Culture Network Conferences are always a great time with this year’s being no exception! My biggest takeaway from the day came from Samantha Young, CEO of Human Psychology. Her presentation on how councils can better utilise and promote their EAP services really resonated with me as I have a keen interest in promoting a culture of wellbeing, and with the external pressures we are all facing I think it’s the perfect time to instil Samantha’s suggestions.

What’s next for you in your professional development journey?

I would love to develop my career within the People & Culture field, aspiring to be a Business Partner or Senior Advisor. I care deeply about wellbeing and mental health so would love to focus on these subjects, too. I think further education is on the horizon and definitely more professional development. I just want to say ‘yes’ to everything and better myself each day.

What do you enjoy doing in your free time?

What is ‘free time’? Kidding! I love spending time with my husband and son, Teddy, and our fur babies Maeby and Timmy. I also enjoy training at the gym, reading, and my ultimate guilty pleasure, watching trashy reality TV! Love Island and Real Housewives are my go-to at the moment for some good, fun mindless TV.

Featured Member Profile - Andrew Hall

Fri, 14 Jun 2024 01:03:12 GMT

This month we spoke with Andrew Hall, Arborist, Tree Maintenance, City of Port Adelaide Enfield, about his role, professional development and what's next for him.

What is your role and how long have you been in local government?

I have worked in local government for four and a half years. In my current role as an arborist, I lead and participate in the maintenance of our city’s trees within our parks, gardens, and sporting grounds. I also contribute to the community by making our city cleaner, safer, and a better place to live and work.

You are part of the recently formed LG Professionals SA Field Services Development Working Group. Can you share with us the aim of this working group and why you wanted to be involved?

The Field Services Development Working Group aims to provide guidance, advice, and support to LG Professionals SA in communicating with and curating relevant opportunities for field staff employees. I joined this working group because I am passionate about improving field staff knowledge and skills. If we can help and support field staff by providing a wider variety of training and exposing them to a broader scope of local government, it will benefit them in their current positions and future roles they aspire to. This would be advantageous for both the field staff and the council they work for.

You participated in the Australasian Management Challenge this year. How would you describe your experience? What was your biggest takeaway?

When I applied and was accepted into the management challenge team for my council, I didn’t know what to expect. However, after completing the event, I realised it was the best decision. It helped me build confidence, gain knowledge, and meet other people to learn from. The experience on the day was a significant learning curve, with the pressure of completing tasks in short time frames, the excellent teamwork among all teams, and the support everyone provided to each other. It felt like a safe place to step out of your comfort zone.

The biggest takeaway from the management challenge is the confidence, knowledge, and further opportunities it has given me, such as participating in the Field Services Development Working Group.

What’s next for you in your professional development journey?

I am currently pursuing a Diploma in Leadership Management to enhance my leadership skills and assist in applying for future leadership roles within the City of Port Adelaide Enfield Council. Additionally, I plan to undertake a Diploma in Arboriculture to further my knowledge of the arboriculture industry.

What do you enjoy doing in your free time?

The most important thing I enjoy is spending time with my kids and my partner. I also have a passion for toy collecting, especially Star Wars, MOTU, Wrestling, and Hot Wheels. I like to go to toy fairs, swap meets, and hunt for that piece I am looking to add to my collection. You could call me a bit of a nerd.

Featured Member Profile - Miranda Hampton

Mon, 20 May 2024 01:59:57 GMT

This month we spoke with Miranda Hampton, Senior Community Resilience Officer, Adelaide Hills Council, about her role and recently being awarded the Excellence in Emergency Management / Disaster Recovery Award at the
LG Professionals SA 23^rd Annual Leadership Excellence Awards Gala Dinner.

What is your role?

In my role as Senior Community Resilience Officer, I'm privileged to oversee the Community Resilience Team at Adelaide Hills Council. Together we are working with our local community and partnering organisations including the CFS and the Australian Red Cross, to improve local preparedness for future emergencies and recovery processes in the Adelaide Hills.

How long have you been in local government?

I have worked in community development, recovery and resilience in local government for more than seven years.

Congratulations! You and your team recently won the Excellence in Emergency Management / Disaster Recovery Award at the LG Professionals SA 23^rd Annual Leadership Excellence Awards. Can you tell us about your project?

The Towards Community Led Emergency Resilience project builds on our learnings through the Cudlee Creek and Cherry Gardens bushfires. Through working closely with our community, it became apparent that there were gaps in how council and our community were preparing for disasters and subsequent recovery processes. The project is mindful of the unique preparedness needs of cohorts within our community, including children, families and people with a lived experience of disability. The project has included the delivery of community led disaster resilience workshops in partnership with the Red Cross and a grants program to assist local halls to operate as community support hubs following disasters. This project has also allowed us to review and significantly improve our own internal processes, including the development of a Recovery Operations Manual and Bushfire Mitigation Strategy.

What does winning this award mean to you, your council, and your community?

This award has provided a wonderful opportunity to share with our community that we are listening; to their experiences, their insights and their ideas, to improve our collective preparedness for future emergencies. It validates putting energy into trying new approaches based on evidence, staff learnings and community engagement. It also demonstrates the value of working in partnership with community and agencies, to address complex problems together. Hopefully it will help to shine a spotlight on the benefits of investing in preparedness and building local resilience.

What advice would you give someone considering nominating for an award in the future?

Be brave and go for it. A nomination helps to further important conversations for all councils through the sharing of your experience. It is also a great opportunity to provide acknowledgement to all staff members involved in the work.

What do you enjoy doing in your free time?

I enjoy spending time with my husband, children and friends in the great outdoors - camping, walking and star gazing. I also love growing flowers and vegetables, working at my wheel throwing clay and listening to audio books.

Featured Member Profile - Lucas Trevisan

Mon, 29 Apr 2024 01:47:44 GMT

This month we spoke with Lucas Trevisan - City Planning Coordinator, Whyalla City Council, about his role, professional development and what's next for him.

How long have you been in local government and what is your role?

My journey in local government began four years ago, when I started at Port Augusta City Council. For the first two years, I honed my skills as a planning officer, gaining valuable experience in the intricacies of the planning process. Looking to broaden my horizons, I then transitioned to Whyalla City Council, where I continued to thrive in the planning officer role for another two years. Recently, I'm thrilled to share that I've been promoted to the role of City Planning Coordinator! I'm energised by this new challenge and excited to leverage my experience for the benefit of Whyalla City Council.

What does a typical day look like for you?

A typical day for me involves a healthy mix of tasks that keep things interesting. The core of my role lies in the day-to-day assessment of residential, commercial, and industrial developments. This involves carefully reviewing applications, ensuring they comply with the relevant code performance outcomes. While this meticulous analysis is essential, a truly fulfilling aspect of my role comes when I'm invited to participate in strategic-level meetings. Being part of these discussions allows me to contribute my planning expertise to shaping the future of Whyalla. It's a privilege to see the bigger picture and use my knowledge to help guide long-term decision-making.

You recently participated in the Australasian Management Challenge, how would you describe your experience?

The Australasian Management Challenge was an intense experience that tested our limits and kept everyone on their toes! There were moments of high stress, as we tackled each task as they came in—often coming down to the line. But woven throughout the day were moments of camaraderie and laughter. The Whyalla team was truly amazing. We bonded closely as we strategised together, pushing each other to think outside the box or just simply reassess. Looking back, I'm most grateful for the sense of teamwork and the friendships forged in that pressure cooker environment. The Challenge wasn't just about competition; it was about growth. I believe each member of the team emerged with valuable insights and sharpened skills. Personally, I'm excited to see how this experience propels everyone forward in their local government careers!

2024 was the first year Whyalla City Council has participated in the Australasian Management Challenge, what would be your advice to others thinking of participating in the Management Challenge?

While Whyalla City Council's participation in the Australasian Management Challenge was a first this year, I can confidently say it won't be our last! For anyone considering joining the Challenge, my biggest piece of advice is to embrace the experience and have fun with it. Yes, it's a competition, but it's also a fantastic opportunity to develop your skills and broaden your understanding of local government. One thing I truly valued was the chance to connect with colleagues from entirely different departments. Taking the time to talk to these individuals provided valuable insights into their areas of expertise. This broader knowledge base proved to be super beneficial throughout the challenge, as we tackled tasks that spanned various council functions. So, if you're on the fence, I say go for it! The Challenge is an incredible platform for learning, growth, and even a little friendly competition.

What’s next for you in your professional development journey?

My journey at Whyalla City Council is far from over! While I'm thrilled with the promotion to City Planning Coordinator, I'm always looking for ways to expand my knowledge and take on new challenges. However, my ambitions extend beyond the walls of local government. I'm fascinated by the planning process at all levels, and I envision myself one day working across the entire spectrum. My ideal career path would involve transitioning from local government to state government, gaining a broader perspective on policy development. Following that, I'd love to delve into the private sector and experience the fast-paced world of a planning consultancy. Ultimately, my dream is to culminate these diverse experiences by opening my own planning firm, where I can create a dynamic and client-focused practice.

What do you enjoy doing in your free time?

Outside of work, I enjoy a variety of hobbies. My partner and I are currently renovating an old cottage, which requires a hands-on approach and consumes a lot of my time. I also enjoy photography and woodworking, which allow me to express my creativity in different ways. These activities provide a welcome balance to my professional life.

Featured Member Profile - Bree Goodchild

Fri, 15 Mar 2024 00:43:40 GMT

This month we spoke with Bree Goodchild, Senior Manager - Community Engagement & Experience, City of Playford, about her role, professional development and what's next for her.

How long have you been in local government and what is your role?

I have been fortunate to be a part of this sector for 20 years, working across a number of communities with a diverse range of needs, challenges and opportunities. The chance to support people to live well and to thrive is what drives me.

I have recently started as the Senior Manager for Community Engagement and Experience with City of Playford. I feel so lucky to continue to work with passionate and experienced people who have the right combination of vision and capability to support our community to grow.

What does a typical day look like for you?

At the City of Playford we are focused on the emerging and future opportunities for our community and region. Growth for our community in the right way, for the right reasons is exciting and rewarding. By 2046 we will welcome 10 new residents a day to City of Playford. On a daily basis we are working to set a future for our community (and for all those people who will call the City of Playford home over the next 20 years). We support the Strategic intent through planned communications efforts. We bring together data and research with community feedback and sentiment to inform decision making. At the heart of our daily work is the residents, business owners, workers and visitors to our area who we engage with daily, providing customer service and supporting them to live happy and prosperous lives. And, we get to do it all as a team.

Last year you participated in the LG Professionals SA Executive Leaders Program; can you share some reflections from your experience?

What an opportunity! I would recommend this program to everyone.

Dedicating time to your professional development is such an important part of continuing to grow and evolve and our communities benefit from this investment - they deserve the very best effort and ideas from us to make their neighbourhoods safe, happy and healthy.

My key takeaways from the Executive Leaders Program (XLP) were that there is always opportunity to see things from new and different perspectives, that our collective consideration of challenges is powerful, and that we are capable of new thinking and doing difficult things.

The challenges and opportunities our communities face range from simple through to complex, and the XLP is specifically designed to get to the crux of the challenges and chip away at improvements. Through the XLP, we were able to combine academic discipline, science, emotional intelligence and creativity in a unique learning environment.

And, I have gained a group of incredible peers to learn from, lean on and cheer on.

What would be your advice to others thinking of participating in the Executive Leaders Program?

Don’t hesitate – its worth the effort. The program is rewarding and continues to be valuable in the work that I do. The opportunity to learn in an environment with other committed and like minded local government leaders is pretty special. The unique and tailored guidance from Andrew and Rhiannon (and the support from their team of experts) makes the experience.

Recently you volunteered at the Rural Management Challenge – what do you love about these professional development events?

Quite honestly one of my favourite days of the year. I have so much respect for the talented and dedicated participants who put months of effort into preparing for Challenge day. To see each person move through the excitement and nervousness, manage their energy and create amazing outcomes is inspiring. They lean on each other and lead each other, they allow themselves the opportunity to make safe mistakes and to make even bigger and better come backs as a result. Mostly, to experience the relief and pride in their achievements at the end of the day – it was a privilege to be a part of it.

What’s next for you in your professional development journey?

I have formed some special working relationships over my time in the sector and rely more and more on the joy of learning from and with others. I would love to continue to study when the time is right, and look forward to the next offering from LG Professionals SA.

Featured Member Profile - Trevor Ashenden

Wed, 28 Feb 2024 04:43:46 GMT

This month we spoke with Trevor Ashenden, Coordinator - Community Rangers and Fire Prevention Officers at City of Onkaparinga, about his role, professional development and what's next for him.

How long have you been in local government?

I started with City of Onkaparinga in August 2020 as a casual Ranger, with no previous regulatory or local government experience.

In October 2021, I was the successful candidate for the role of Technical Support Officer within our section, responsible for drafting political correspondence; giving legislative advice to internal and external customers; and assisting in the development and review of policies and procedures.

Then in late 2022 the role of Coordinator became available. Following a rigorous selection process, I was the successful candidate, commencing in January of 2023.

Here I am, 3 ½ years later, happily supporting and leading a team of 17 Rangers and 2 Fire Prevention Officers.

What does a typical day look like for you?

My day often starts early. I like to get up about 5:30am most days and go to the gym in the morning. Regular exercise is probably my best stress manager (as well as managing that office chair waistline).

I get to the office between 8-8:30am and start by checking my to-do list for any pressing items incomplete from yesterday, before checking my calendar for the day’s meetings and putting together a new to-do list.

I always keep myself available to the team to answer questions or assist with their investigations, as well as attend complicated site visits.

There are a lot of variables in my day, which means I’m constantly prioritising and rearranging my day. The last 15 months have been a serious lesson in time management.

In 2022 you participated in the LG Professionals SA Australasian Management Challenge; can you share some reflections from your experience?

WOW!!! What an amazing experience. City of Onkaparinga have a great program leading into challenge day, where participants attend weekly catch ups and meet with all the Managers individually.

We learn about the different aspects of the organisation including projects, challenges, and council’s place in the community.

Challenge day itself is a wonderful experience. To be under so much pressure all day but keep so positive and produce so much work is amazing. It gets you so far outside your comfort zone.

I recommend this program to everyone; what you learn about yourself, your workplace and your community just can’t be achieved anywhere else.

After participating in the Challenge, you then furthered your professional development by undertaking LG Professionals SA Short Courses, Performance Coaching, and Speaking with Influence. Could you provide one to two valuable take aways from each course?

With such a large and diverse team, performance conversations can sometimes arise. With no previous training and guidance, these conversations were difficult and often poorly executed.

This course was great in giving me the basic knowledge and skillset I needed to be confident and competent in these situations. A couple of key takeaways include:

Planning - I used to think about how I might like the conversation to go, imagining how it might play out over and over, but I didn’t know what point ‘a’ or ‘b’ should be or how to get there. The Performance Coaching short course gave me the tried and tested structure that allowed me to plan the conversation, understand the goals of the conversation and ensure a positive outcome.

Keep on topic - We have all experienced people who deflect away from the conversation or look to point blame. Speaking with Influence showed me how to identify deflection, address it and keep the conversation relevant, while simultaneously letting the person feel heard and supported.

What’s next for you in your professional development journey?

The training and development offering by LG Professionals SA is incredible and I am very lucky to work in an organisation that values ongoing development of all their people.

In my true ‘not to miss an opportunity’ form, I am participating in the LG Professionals SA Ignite program.

This is another great program, consisting of 12 sessions over a 12-month period. We work as groups and individually, with the aim of developing ourselves as leaders and attaining Cert IV in Leadership and Management.

We began last week with our first units of ‘effective relationships’ and ‘make presentations’. From day one this was very enlightening and really broke down our barriers and allowed us to analyse ourselves as people and leaders.

I can’t wait to see what the next 12 months brings.

What do you enjoy doing in your free time?

I have a small family, my wife, Jodie and our 6-year-old daughter, Charlotte. Before beginning at council, I was a Kite Surfing instructor and my family love the beach. We also spend as much time as we can in our caravan.

Fortunately, its very easy to combine these things, so you’ll usually find us on a long weekend camped somewhere along the coast, making the most of the sunset.

Featured Member Profile - Sarah Rose

Mon, 22 Jan 2024 23:09:00 GMT

This month we spoke with Sarah Rose, Executive Assistant to the CEO at Alexandrina Council, about her role, professional development and what's next for her.

How long have you been in local government?

My local government journey started 5 years ago in governance administration at Alexandrina Council. I took the opportunities that presented themselves in experiencing different roles and this led me to District Council of Yankalilla as the Executive Assistant (EA) to the CEO. My career took a funny turn and led me back to Alexandrina Council where it all started.

What does a typical day look like for you?

My morning routine consists of checking emails, calendars and prioritising tasks for the day. The remainder of the day is preparing for meetings, managing the CEO’s meetings, appointments, correspondence and administration tasks. Also known as the “gatekeeper” providing a bridge for smooth communication between the CEO and staff and ensuring efficient and smooth operation of the Office of the Chief Executive Officer.

Earlier this year you participated in the LG Professionals SA Women’s Career Navigator Program; can you share some reflections from your experience?

I found the program quite invigorating, engaging and informative both for personal and professional development. The program provided valuable strategies and tools that I believe will enhance my career. I met some lovely ladies, and it was great to see growth in such a short period of time.

What would be your advice to others thinking of participating in the Women’s Career Navigator Program?

Do it!! I’m an advocate to empower women to further themselves to advance their careers and personal lives. The program is a safe environment to support growth, opportunities for skill-building, learning new strategies and networking with women who are on the same journey, whilst having a bit of fun along the way.

You also participated in the Local Government Management Challenge – how did you find this experience?

I thoroughly enjoyed the experience, my reasons for participating were unlike some, where I wanted to demonstrate leadership and showcase different skills that I normally wouldn’t use in my everyday work environment. I loved the pressure cooker feeling on the challenge day itself, the problem-solving experiences and being part of a team who were supportive and fun. The program translates into relevant, tangible, and enduring benefits for not only the team but for the organisation with a hands-on approach to leadership development.

What’s next for you in your professional development journey?

Alexandrina Council have created a development plan for the 2024 team and as I loved the challenge so much, I will have the opportunity to mentor and support them through the challenge experience. This opportunity will help develop my leadership skills and I hope to further my skills in organisational development.

What do you enjoy doing in your free time?

My free time is usually spent exercising, whether it’s the gym, netball or Muay Thai. I am a kid at heart and enjoy being outdoors and experiencing new things.

Featured Member Profile - Jodi Roberts

Wed, 29 Nov 2023 01:33:01 GMT

This month we spoke with Jodi Roberts, Manager Engineering and Infrastructure - (commencing as Director Environment and Infrastructure on 14 December 2023), at City of Victor Harbor, about her role, professional development and what's next for her.

How long have you been in local government and what is your role?

I have worked in local government for twelve years with two different councils, Alexandrina Council and City of Victor Harbor, within varying departments.

Local government is so much more than roads, rates and rubbish. Daily I am reminded that as a public officer I am working within a diverse team of staff and volunteers delivering outcomes by, for, and with our community.

With a focus on strategic planning and leadership development, I am currently building a dynamic team to deliver and maintain services and infrastructure that meet the changing needs of the community.

What does a typical day look like for you?

There is no typical day as every day brings with it unknown challenges and opportunities. Amongst the numerous meetings, my time oscillates between strategic long term planning and providing reactionary response to community, Council Members or the environment as part of emergency management. My team is responsible for:

GIS and asset management
Properties including cemeteries
Land development
Capital project delivery
Traffic management, streetlights and stormwater

I am looking forward to the new opportunities that the Director role will bring including:

Open space and biodiversity
Environment and sustainability
Operations, maintenance and construction

You have previously completed the LG Professionals SA Executive Leaders Program; can you share some reflections from your experience?

I undertook the Executive Leaders Program at a perfect time for my personal growth, when I had a desire and willingness to undertake professional development to grow in other leadership areas, including people management. I found that I could build on my existing skills and develop a network of support amongst my peers in local government.

What learnings from the program where you able to implement into your role at council?

Each day I use the leadership tools I learned as part of the program and enjoy sharing them with my teams.

Some of the takeaway messages that I reflect on in my role include:

To be authentic and vulnerable
Creating space for opportunity by not filling it
Notice more and be luck ready – let go of things and be adaptive
To build on what is working
I am in charge of the narrative – choosing the positive and not victim mindset
I delight in the unknown and dwell it the mystery… that’s interesting, tell me more!

What would be your advice to others thinking of participating in the Executive Leaders Program?

The program is a worthwhile investment in you. If you are thinking about enhancing your leadership skills, this is the program for you. It is a great way to get to know other likeminded local government leaders. Be ready to expand your thinking and challenge yourself.

What’s next for you in your professional development journey?

Once I have settled into my new role as Director Environment and Infrastructure I am looking forward to exploring training opportunities such as the Strategic Management Program.

What do you enjoy doing in your free time?

I enjoy spending time with family and friends. I am part of a book club with friends I have known for 40 years. As a single parent, I prioritise time with my son, and we make the most of our holiday adventures.

Featured Member Profile - Thomas Harris-Howson

Fri, 27 Oct 2023 01:53:06 GMT

This month we spoke with Thomas Harris-Howson, Senior Information Technology Officer at Adelaide Plains Council, about his role, professional development and what's next for him.

How long have you been in local government and what is your role?

I have had the joy of working in Information Technology in local government for just about 8 years, having worked in roles at both Light Regional Council, as a Support Officer (yes, I was one of the people asking if you had “turned your computer on and off again”) in 2015, and working my way up into my current role as Senior Information Technology Officer at the Adelaide Plains Council since 2017.

What does a typical day look like for you?

I would say that the statement “My day is never always the same” is very true for not only myself but many IT Professionals in local government.

However, it can involve evaluating council’s strategic goals and developing the IT related strategic/operational plans to align with these goals. I then work and consult with my staff to ensure we are all working towards the deliverables and outcomes set out in the plans including providing guidance and direction to them where they are unsure or needing assistance.

The council has lots of IT related projects that are running at the same time, it is my responsibility to ensure solutions implemented are compatible with council’s business systems. I work with vendors to manage these projects ensuring that plans are followed and that changes are handled appropriately with training and consultation.

I am also responsible for overseeing council’s technology assets including upkeep, vendor support and renewal. Finally, with the prominence of cyber security globally I work to review and ensure the confidentiality, integrity and availability of council’s intellectual property, staff and ratepayer data.

You are currently participating in the LG Professionals SA Ignite Program, can you share some reflections from your experience so far?

The program has been really enjoyable, I have found the content very beneficial in expanding my experience in dealing with the challenges we face as managers on a daily basis. My favourite units so far have been “Applying Communication Strategies in the workplace” and “Building and Maintaining Business Relationships”.

The other advantage of undertaking the program has been the networking I’ve developed from working with different members from other South Australian councils and the sharing of ideas and knowledge that has occurred from doing so.

What would be your advice to others thinking of participating in the Ignite Program?

The Ignite Program not only provides skills that can be used on your leadership journey (no matter if you have just stepped up into a leadership role or have been working in a role for some time) but also in your personal life.

It can also be a really rewarding program and a fantastic qualification to have on your resume that requires just over 12 months of study / commitment to complete.

What’s next for you in your professional development journey?

Having recently completed a Bachelor of Information Technology with University of South Australia and Micro-certifications in Cyber Risk and Strategy with RMIT, I plan on taking a much-needed break following the Ignite Program and obtaining a Certificate IV in Leadership and Management (by the way – a great thing to have on your resume!)

However, I do not plan to rest on my laurels for too long, instead I am going to use this time away from study to focus on my personal and mental health, which is also an important part of professional development and wellbeing. Taking stock of what you have achieved and what challenges are forecasted in your future professionally allows preparation for the next wave of learning that I want to take on.

The joy that I have found in Leadership, Information Technology and Cyber Security is that it is a constantly changing environment that we are living in (who would have thought ChatGPT would have blown up as it has a few years ago).

From this, new ways are constantly being introduced to help workers move council’s towards a better outcome both for the community, staff and (I had to say it) the environment and technology we embrace in our lives.

Are you working on any exciting projects you’d like to share?

Adelaide Plains Council, like many South Australian council’s, are working towards uplifting its Cyber Security posture following the recent release of the Local Government Information Technology of South Australia’s (LGITSA’s) Cyber Security Framework and Toolkit. Ensuring we are aware of the valuable assets the organisation has, the threats associated with them and things we can put in place to protect them.

We have also been working towards a new architecture for some of our systems (managed externally) which will result in greater control for council’s IT staff and allow us to forge a new direction for the organisation this is providing my team with enthusiasm for the coming years of what we might be able to do. Watch this space.

What do you enjoy doing in your free time?

I adore spending time with my family including my wonderful wife, just under 2-year-old daughter and dog (Australian Shepherd x Poodle) including playing together and exploring this great city. Seeing things from my daughter’s perspective is a great grounding moment for me and helps me focus on what is important to me.

When I am not doing this, I like to research new technologies including testing things in my Home Lab. Finally, I also have passions of participating as a Motorsport Official, including in a few major state and international events (e.g., Formula One Singapore Grand Prix and Supercars Australia Adelaide 500) and when all else fails I love cheering on Port Adelaide in the AFL and SANFL.

Featured Member Profile - Kristy Noakes

Wed, 20 Sep 2023 05:33:29 GMT

This month we spoke with Kristy Noakes, Customer Experience Lead at City of Charles Sturt, about her role, professional development and what's next for her.

How long have you been in local government and what is your role?

I've been in local government for two decades now. My journey began in 2003 as a trainee at the City of Adelaide, and over the years, I've held various positions. Currently, I serve as the Customer Experience Lead at the City of Charles Sturt. I love the diversity you get working in local government and find the impact on the community rewarding.

What does a typical day look like for you?

As the CX Lead, my daily focus is to collaborate with key stakeholders to enhance the customer journey by refining processes and systems. I oversee our Voice of Customer survey program and offer insights for improvements. Additionally, I dedicate significant time to our Customer Relationship Management system project.

You participated in the LG Professionals SA Strategic Management Program this year. Can you share some reflections from your experience?

The LG Professionals SA Strategic Management Program was such an awesome experience, building on the Emerging Leaders Program which I completed in 2022. The program was practical, allowing me to apply my knowledge directly in the workplace. The facilitators are engaging and relatable, which made the learning journey even more enjoyable. Beyond the knowledge gained, the relationships and networks formed during the program have been equally valuable.

What would be your advice to others thinking of participating in the Strategic Management Program?

The best investment you can make for your career, is to invest in yourself. In my experience, there is no “good time” for professional development, but it is well worth the effort. We are all busy and have conflicting priorities, so making it work requires some careful time management and a bit of commitment. Embrace the journey and the rewards will follow.

What’s next for you in your professional development journey?

After concluding my role as President of the Local Government Authorised Persons Association, I aim to explore a Board position aligned with my CX role in the upcoming year. I'm also deeply involved in a substantial project, so my immediate focus lies there. I'm enthusiastic about continuous learning and hope to pursue the LG Professionals SA Graduate Certificate in Business Administration.

What do you enjoy doing in your free time?

My partner and I recently acquired an old bungalow, and with two young daughters, our weekends are action-packed with family and home activities. Beyond that, I enjoy spending time with friends and frequenting local events and markets.

Featured Member Profile - Dayton Tahuri

Fri, 25 Aug 2023 05:05:41 GMT

This month we spoke with Dayton Tahuri, Arboriculture and Biodiversity Field Supervisor at City of Marion, about his role, winning the Australasian Management Challenge and what's next for him.

How long have you been in local government and what is your role?

I started my first role in local government at City of Marion three years ago, starting as a Tree Maintenance Team Member and have recently moved into the Arboriculture and Biodiversity Field Supervisor role.

What does a typical day look like for you?

Commencing at 6:30 am, my day kicks off, with the primary task being to inspect for any emergency work due to after-hours calls, ensuring no trees or branches have fallen overnight. Additionally, I sift through emails, pinpointing tasks that require immediate attention.

Following this, it's time for a team briefing. These gatherings involve two Tree Teams, each consisting of three crew members and a Biodiversity Team with three members as well. This interaction bridges the gap before they begin their daily tasks.

Having wrapped up the briefing, I venture into the field to handle customer requests. I initiate general tree inspections that encompass a range of duties including tree pruning, root pruning, tree removals, and clearing fallen branches and trees. Throughout the day, I remain available for any sudden emergency works that arise.

While City of Marion generally relishes pleasant weather, occasional storms catch us by surprise. These unruly tempests disrupt some of our 60,000 trees, giving rise to an incessant clean-up challenge, spanning from gathering small branches scattered in reserves to disentangling sizable trees enmeshed with others.

The unique nature of each tree infuses every day with a fresh, invigorating challenge.

You participated in the Local Government Management Challenge this year. After winning the State Challenge your team ‘Marion at First Sight’ represented SA at the Australasian Management Challenge Final earlier this month, where you were crowned Australasian Champions! Congratulations on the win, can you share some reflections from this experience?

Entering the Challenge, I was completely in the dark about what awaited. A fellow outdoor colleague, casually assured me, "You'll do fine mate, it’s just occasional meetups and training." What he didn't mention was the daunting aspect of completing 9 tasks demanding strategic thinking, planning, and execution, all within strict time constraints and alongside an unfamiliar group.

In our initial team meeting, I quickly realised that I stood as the lone outdoor worker among colleagues who leaned toward administrative roles. This dynamic felt overwhelming as my expertise revolves around executing procedures rather than orchestrating plans. I grappled with deciphering where exactly I fit into the broader team context.

As the team progressed through the forming, storming and norming phases, we swiftly embraced each other's diverse perspectives, establishing a secure environment that encouraged me to dive deeper into grasping the challenge at hand. My colleagues warmly welcomed my input from the perspective of an outdoor workforce, and my practical thinking played a role in guiding some of our decisions.

The opportunity to collaborate with my indoor team members was a privilege, granting me valuable insights into the meticulous groundwork preceding council projects. This newfound understanding heightened my appreciation for the behind-the-scenes efforts before they reach the outdoor open spaces. While I'm well-versed in the art of rigorous physical work, understanding the mental weight of dissecting tasks, comprehending our deliverables, gathering a wealth of information to support our choices, and then moulding this into a report subject to review and amendments by multiple parties, the Challenge revealed some of the most intricate and challenging dynamics I've ever encountered.

While the State and National finals proved to be a whirlwind, we managed to instil mutual trust and stand united as a team. I consider myself incredibly fortunate for the chance to be part of this Challenge. It sets the standard of commitment and development needed in all teams across local government to ‘REACH NEW HEIGHTS’.

What would be your advice to others thinking of participating in the Management Challenge?

Trust yourself, trust the process and be open to learning from your mentors, teammates and others you meet along the way.

If you are an outdoor worker who may have reservations about signing up for the Challenge, I highly recommend it, as it gives you a higher level of understanding about council and breaks down the barriers that sometimes arise between outdoor and indoor staff.

What’s next for you in your professional development journey?

I am focusing on my new role as a Field Supervisor and developing my leadership skills. This includes moving from a mate to a manager and developing that next level of thinking needed as a People Leader.

What do you enjoy doing in your free time?

I’ve just started playing the guitar again and keeping in touch with my cultural side, I like to sing traditional songs. Spending time with my family at my daughter’s Sunday footy games is also a winner.

Featured Member Profile - Tracey Alexander

Fri, 21 Jul 2023 05:38:36 GMT

This month we caught up with Tracey Alexander, Manager Environment and Regulatory Service at Berri Barmera Council about her role, the Executive Leaders Program and the General Managers and Directors Network Forum.

What is your role and what does it involve?

I am the Manager Environment and Regulatory Services, my role incorporates a variety of services including planning, building, property and building management, cemeteries, CWMS network, animal and parking management, fire prevention, camping regulating and limited project management.

You recently attended the General Managers and Directors Network Forum: Your Brand, Your Culture, what was your biggest takeaway from the forum?

I attended the recent Forum via zoom and was very impressed with the presenters. I found the topic of branding very interesting and insightful. From this, I have identified that good branding is an important part of any successful marketing campaign, your product needs to be easily identifiable and show the human side of your business.

The forum also provided valuable perspectives from local and non-local government sectors.

What would be your advice to others thinking of attending a Network Forum in the future?

Do it! The Forum offers General Managers and Directors the chance to network with peers, listen and learn from experts on a range of topics and build on your own skillset by building on social skills and public speaking.

Earlier this year you participated in the Executive Leaders Program. Why did you decide to register for the program? What were some key takeaways?

I had only been in my first role as Manager for 14 months and was looking to grow my skills and acquire information to help me become a better Manager. The program was highlighted by my CEO as being something he would recommend I pursue.

The program was excellent, delivered by fantastic facilitators and I’d highly recommend it. It has given me the tools to be a more effective and confident leader. Sometimes it’s the small things like check in and check out with staff across the organisation, pausing on the balcony to get a broader view and knowing my chimes and gongs.

The buddy system was great and allowed me to connect with other members. The challenges we all face are similar across both metro and regional councils. I have connected with some amazing peers and the sector is fortunate to have such great leaders.

Any significant projects you / council are currently working on?

Council is still in recovery mode after the flood and will be for several months. As part of this we are assessing the damage caused by water at Lake Bonney in particular the campsites and damage to Cultural Heritage.

Council is also in the process of consulting on design options for the replacement of the Barmera Jetty situated in Lake Bonney.

What do you enjoy doing in your free time?

I love spending time with my two beautiful grandchildren, family and friends, I enjoy creating mosaic pieces, spending time in my craft room and gardening.

I also enjoy being part of the community and I am currently the Finance and Administration Coordinator for the Monash CFS and have recently retired from firefighting, I am a Justice of the Peace and the Treasurer of the Riverland Justice of Peace group and help out where I can for the Barmera Pageant.

Featured Member Profile - Damian Carter

Sun, 25 Jun 2023 08:32:03 GMT

This month we spoke with Damian Carter, Chief Executive Officer at District Council of Streaky Bay, about his role, the Business Performance and Improvement Network and an exciting project council is working on.

As Chief Executive Officer of District Council of Streaky Bay, what does a typical day look like for you?

I get in the car and drive two minutes to our office where I have numerous carparks at my disposal to park in (honestly why would you live in Adelaide?). Then throughout my day, I complete a number of tasks based around the themes of:

Strategic Planning and Decision-Making
Meetings with Senior Management
Stakeholder Engagement
Financial Management
Staff Management and Leadership
Policy Development and Implementation
External Relations and Advocacy
Project Management
Council Meetings
Continuous Learning and Professional Development (thank you ChatGPT)

Then I get in my car and grab the family for a nice beach walk.

What is your career background?

I came across to Streaky Bay about two years ago, before this I worked in Local Government with the Barkly Regional Council in the Northern Territory and prior to this I worked as a General Manager for an extended period in the Asia-Pacific region. This is my second stint working in Local Government. In my first stint, I worked in Economic Development, Community Development and strangely enough Local Laws.

What benefits to regional councils do the LG Professionals SA Networks provide?

Apart from the usual professional development and capacity building benefits, the range of LG Professionals SA Networks allows regional council staff to connect and network with their peers which promotes collaboration, knowledge exchange, and the sharing of resources, whilst fostering a sense of unity, strengthening of regional ties, and enabling staff to collectively address common challenges and opportunities.

What has been the biggest benefit to you of being part of the Business Performance and Improvement Network?

I joined the network as I’m passionate about driving innovation in the sector, however, to be honest I’ve really found the insights given in the various conversations facilitated by the network the biggest benefit so far.

Are there any exciting projects you are currently working on?

The greatest thing about working with a small regional council is the variety of items you get to work on and as a regional CEO this is no different. At the moment we are delivering several exciting projects. However, a strange, but true project is that all the Councils across the Eyre Peninsula are developing their own Monopoly game. With the aim of the project being to create destination awareness, develop community identity/pride and encourage collaboration amongst the councils across the Eyre Peninsula.

What do you enjoy doing in your free time?

To be honest as a CEO you don’t get too much spare time, however when I do, I like to spend time with my young kids (3 & 4 years of age). Currently we are making a film using stop motion animation. I think it will be the greatest movie to come out of Streaky Bay since Blue Finn, however, to be honest it is most likely the only film to come out of Streaky Bay since Blue Finn.

Featured Member Profile - Steph Paprzycki-Baker

Tue, 30 May 2023 03:51:42 GMT

This month we spoke with Steph Paprzycki-Baker, Team Leader, Community Safety at City of Adelaide, about her role and being awarded Emerging Leader of the Year at the 22nd Leadership Excellence Awards.

What is your role at City of Adelaide, and what does it involve?

My role at the City of Adelaide is Team Leader, Community Safety. My main gig? Creating a vibrant and secure city environment! As part of the Regulatory Services Program, my awesome team and I make sure Council's rules are followed in public spaces. We're all about maintaining a safe and accessible city for everyone, while also being there to support and mentor our talented crew.

What are you most looking forward to in your role in the next 12 months or so? Any exciting projects or initiatives you can share?
In the coming year, we're super excited about expanding our teams and embracing new on-street technology to work smarter. We're also planning a review of our by-laws to stay up to date with our amazing community and deliver top-notch outcomes for our customers. Big things are on the horizon at the City of Adelaide!

Congratulations! You were announced as the 2023 Emerging Leader of the Year at our 22nd Annual Leadership Excellence Awards recently – what does this win represent, and what does it mean to you?

Winning the 2023 Emerging Leader of the Year Award at the 22nd Annual Leadership Excellence Awards is a tremendous honour for me. It represents the journey of personal and professional growth I've undertaken, showcasing resilience, perseverance and overcoming numerous obstacles. This recognition at the sector level is a testament to never giving up and I hope is an inspiration for others.

You impressed the judging panel with your authentic and passionate leadership style – what do you enjoy about being a leader?

Being a leader brings me immense joy as I witness the growth of my team, both personally and professionally. Seeing them develop, achieve their goals and gain confidence is incredibly rewarding. Even during challenging times, observing team members overcome obstacles fills me with immense pride. For me, true leadership is about serving and helping others succeed.

Finally, who is Steph? What do you like to do in your leisure time?

In my free time, you can find me playing footy and DJing. I'm a coffee enthusiast and cherish moments with my goddaughter, niece, godson, and my two adorable staffys, Quinton and Lulu. Life is all about enjoying the things we love!

Featured Member Profile - Michael Mallamo

Tue, 28 Mar 2023 03:52:37 GMT

This month we caught up with Michael Mallamo, Coordinator, Corporate Planning Strategy, at City of Adelaide about his role, joining the Business Performance and Improvement Network and Committee, and his learnings from participation in the LG Professionals SA Management Challenge.

What is your role and what does it involve?

I am one of two Corporate Planners at City of Adelaide where I provide advice, reporting, and planning standards for a range of internal and external stakeholders. I am often the ‘go to’ person for policy administration maintenance and advice, organisational and performance reporting, budgeting, planning research, insights and implementation. I’m also responsible for grants and advocacy work, project management and community engagement.

Corporate Planning covers so much but its focus is on ensuring that we are driving the organisation forward in what we are delivering for our community. Our service plans and our strategic plan are our major influences, but so are our operating environment and stakeholders.

You’ve recently joined the Business Performance and Improvement Network Committee. What are you most looking forward to achieving?

I’m really excited to be a part of this reformed committee and helping the sector to work in an ever-changing environment. I’m looking forward to both learning from my peers and also being a person that my peers can come to for advice and collaboration. I want to really help people think outside the square and challenge the idea that ‘this is how we must do it’ – we have so much to learn from within and outside our sector. By the end of the year I hope our Members will be able to look back and see the Committee has been a positive driving force for the sector, helped councils to work more effectively and improved their understanding of the shared work we do.

What does Business Performance and Improvement mean to you?

In my nearly two decades of working at City of Adelaide I’ve served in a variety of roles and had the opportunity to learn from so many great people. Based on this experience, to me Business Performance and Improvement means that we’re pushing boundaries to think differently, work differently and to change up expectations. The term is often brought up in the context of ‘efficiencies’ and may be considered scary because the end outcome is unclear. However, BP&I is not scary and it’s not always about being efficient. It’s about daring to think how we might work differently, and sometimes it even results in the realisation that we are already doing things the best way.

It’s important that the advice we give our organisations and the way we help people work responds to our environment. We need to have a clear understanding of the expectations from our communities so we know what our operating environment looks like, and we can deliver improvements that help lift the performance of our businesses. It all comes down to having a holistic view across all areas of an organisation – BP&I isn’t just one person’s job!

Can you share with us any exciting projects you’re currently working on?

As many Councils would be doing right now, we’re currently welcoming new Elected Members into our financial and planning environment. We’ve had some great conversations in our chamber and organisation as the election has allowed us time to pause and reflect on core areas like financial sustainability, community insights, our operating environment and planning and performance. I’m really looking forward to helping a new Council articulate its plans for 2023/24 and sharing this with our community.

I’m also working on how we can re-invigorate policy, developing a new corporate planning framework and implementing a new quarterly reporting process, which has already seen a new organisational and CEO performance process introduced. The new corporate plan being proposed is a great opportunity for our organisation to re-align to our new strategic plan, which will also be developed concurrently by our team.

You’ve been a team member and a mentor in the LG Professionals SA Management Challenge over recent years. How has your participation enhanced your professional development?

When I joined the Challenge, I expected that I’d be contributing familiar skills relating to my role – the creative person, the disrupter, the planner and project officer. However I came away enlightened, with a new outlook on how I functioned, and what my leadership skills had the potential to be. With each task addressing a different stakeholder, audience, or communication medium it really forces participants to not just think on their feet, but also to reach out and utilise each other’s skills. As a mentor the following year and now part of the support crew, I’ve been able to use all of these opportunities to focus on developing my leadership capabilities. It just goes to show that even if you’re years into your local government career, you’re never finished with your professional development and there is always a surprise to be had!

Finally – what do you enjoy outside of work? How do you spend your leisure time?

I love the adventures I have with my partner and our goofy greyhound. This might be just a walk to the beach, a hike in the hills, or a shop along Rundle Mall. Sometimes we also venture out further to Clare Valley, Yorke Peninsula, or one of the many other amazing locations we have to explore in SA. Of course, these adventures only happen if I’m not reading or binge-watching TV! I also love trying to cook something new each week as it’s a time to be creative, relax and to have time together with my partner. He is a recipe person and I’m a ‘go with my heart’ person, so cooking is always a mix of fun and frustration (and I’m ok with that!).

Featured Member Profile - Vesna Haracic

Mon, 30 Jan 2023 03:10:54 GMT

This month we caught up with Vesna Haracic, Manager Community Health and Wellbeing at City of Salisbury about her role, the Leadership Excellence Awards and what she enjoys most about working in local government.

What is your role and what does it involve?

My current role is Manager of the Community Health and Wellbeing Division. I work with a great team of staff to provide services to our ageing residents (funded under the Commonwealth Home Support Program), people with disability and intercultural communities.

In addition, I have responsibility for the HR function of volunteers involved across Council.

In my current role, I have the opportunity to lead community planning and engagement, development and implementation of various strategic directions, such as the Intercultural Strategic Plan, Age Friendly Salisbury and Abilities and Inclusion Strategic Plan.

These strategic plans are focused on providing an inclusive social and physical environment for diverse communities. They contribute towards improving community health and wellbeing, and creating opportunities for learning and social connection.

My areas of responsibility in my current role include:

Management of Commonwealth Home Support Programme
Aged Housing program
Management of NDIS programs
Senior Centres management
Community Garden
Access and Inclusion
The Shed
Corporate volunteering

Last year City of Salisbury won the Excellence in Diversity and Inclusion Award at the 21^st Annual Leadership Excellence Awards for Cohesive Salisbury Projects, can you share an overview of this nomination?

City of Salisbury has three diversity and inclusion strategic plans as well as an internal diversity and inclusion policy that act as the framework for council’s diversity and inclusion. The strategic plans: Intercultural Strategic Plan 2017-2027, Age Friendly Strategy 2022-2027 and the Ability Inclusion Strategic Plan 2020-2024 are implemented holistically across the organisation and are supported by the Council’s City Plan 2035 and vision to be ‘a progressive, sustainable and connected community’. The Diversity and Inclusion Policy is concerned with improving inclusivity of the organisation’s staff culture including recruitment, training and development, customer interface, communication and events.

What does this award mean to Council, staff and the community?

This award was a huge achievement for City of Salisbury and we are very proud to have received it. City of Salisbury has a long and proud history of working with its diverse community. The passionate staff have built close relationships with the community that has enabled this meaningful work. Recognition of this by LG Professionals SA is affirming and motivating for the Council and staff, and encourages us to continue and build on this work and continue to achieve better outcomes for the community.

What is the most satisfying thing about working in Local Government?

Working in local government at City of Salisbury is rewarding because of the interactions and relationships with the community. The interactions and closeness to community is unique to local government and it is satisfying to shape council decisions that facilitate a greater sense of connection in the community. Key highlights include working on large community celebrations like Harmony Week and seeing the weekly cultural social programs.

Finally – what do you enjoy outside of work? How do you spend your leisure time?

I like traveling, spending time with my family and friends and going out for a meal or a coffee. I also like shopping, watching movies and relaxing.

Featured Member Profile - Daniel Jellings

Mon, 19 Dec 2022 04:40:49 GMT

This month we caught up with Daniel Jellings Manager Performance and Strategy at City of Mitcham about his role, the Leadership Excellence Awards and what enjoys most about working in local government.

What is your role and what does it involve?

I’m privileged to manage our Performance and Strategy team, which exists to help Council set a clear purpose, maintain its integrity, listen to the community, make strong decisions and monitor its progress. This means my role stretches across governance, risk, marketing & engagement, strategy and corporate reporting.

Earlier this year City of Mitcham won the Excellence in Emergency Management / Disaster Recovery Award at the 21^st Annual Leadership Excellence Awards for Mitcham Prepared - Integrated Emergency Management Program, can you share an overview of the project?

The City of Mitcham has a proud history of resilience, with a community passionate about its heritage and natural environment. It is critical that we plan and prepare for natural disasters.

Mitcham Prepared is the culmination of three years concerted cross-organisational effort to put in place plans, policies, systems and practices to ensure we can manage worst-case scenarios. It is a truly integrated program supported by governance structures, training, communication technology and field deployment (in partnership with LGFSG).

What does this award mean to the Council, staff, and the community?

It is humbling to be recognised for planning and not just how well we have responded to an emergency. Good planning is difficult to judge and even more difficult to prioritise. You only reap the rewards during an event, and you’ll never truly know what the outcome would have been had you not invested the effort in preparation.

Thankfully, we have since proven the model effective. In November a storm event tore through Blackwood, Craigburn Farm and Hawthordene causing significant damage to our tree canopy and requiring a massive clean-up effort (still ongoing).

It has been gratifying to see the orgnaisation deliver as planned and efficiently return our suburbs to safety, with help warmly received from other Councils and agencies. This is the ultimate reward for our organisation and the community we serve.

What is the most satisfying thing about working in Local Government?

The diversity and breadth of services is one of my favourite things about local government. It creates its own unique challenges and complexity unapparelled by business or other tiers of government.

I also take great satisfaction in being able to see the practical results of our efforts within the communities we serve. For example, during our storm clean up, we provided opportunities for office staff to help tend to light debris in reserves outside of the worst affected areas. What other sector would provide a ‘white collar’ like me the opportunity to put on my boots and pitch in, shoulder-to-shoulder, with our customers?

Finally – what do you enjoy outside of work? How do you spend your leisure time?

As a father of four active kids, my leisure time is spent coaching soccer, helping with homework, exploring nature, watching movies and doing my best to model a balanced life, doing good and spending time with those most important to me.

Featured Member Profile - Morgan Potter

Sun, 27 Nov 2022 23:16:29 GMT

This month we caught up with Morgan Potter, Manager Corporate Services at Port Pirie Regional Council about her role, being elected to the LG Professionals SA Board and what she enjoys doing outside of work.

What is your role and what does it entail?

I ask myself this question often! In principle, I’m the Manager Corporate Services at Port Pirie Regional Council. This incorporates Finance, Rates, Customer Service, People & Culture, Governance and most recently Records Management. However, it’s forever evolving, and many new things continuously pop up so I’m yet to determine what a ‘business as usual’ workday entails.

What is your career background?

Customer service at Bakers Delight, pouring Pimms at Adelaide Oval, three-handed croupier at Adelaide Casino then study took over and I got into Accounting. Renewable Energy (solar), Big 4, Not For Profit (training and job services), Intermodal Logistics, and Renewable Energy again but this time wind and hydro. I only commenced in local government in March 2022.

What attracted you to local government?

When I moved to the region, I was working remotely. I was transparent enough to my employer that I was keeping my eye on the local job market and if the right opportunity presented itself, then I would apply. Naturally, like most, I self-doubted putting in my application but after a 1.5hr interview you’d like to think you’ve got the job!

Congratulations on being elected to the LG Professionals SA Board – what are you most looking forward to?

Thank you. I’ve been very humbled by the welcoming from members, so I’m hopeful of only good things to come! The Strategic Plan for 2022-2024 is established on great pillars. I’m looking forward to seeing how the Board, committees, network groups, current and future members work together to achieve the targets.

What do you like to do in your leisure time?

I love planting seeds and watching them grow – be that veggies and flowers but now I’m focused on natives. My property has an old cottage garden full of roses, conifers and yucky suffocating trees that drop a lot of gunk! I’m slowly trying to transition to a native garden to ensure our current resident bearded and sleepy lizards will stay for a long time.

Featured Member Profile - Natasha Hunt

Mon, 31 Oct 2022 03:05:22 GMT

This month we caught up with Natasha Hunt, Manager Communications & Engagement at District Council of Yankalilla about her role, the Executive Leaders Program and what she enjoys doing outside of work.

What is your role and what does it entail?
As of the 1st of November, I'll be heading over to join the Executive Team at Alexandrina Council on a 6-month secondment to the role of Manager Communications & Business Services. I will be responsible for Communications & Marketing, Business Reporting, the A2040 Community Strategic Plan, Elected Member Support, Governance, Risk & Audit. I'm looking forward to joining and working with the talented team over there.

What do you most enjoy about working in local government?
I love getting to know and understand diverse communities and being able to assist them to articulate their vision for their town and then delivering on it. I may also like the sneaky brag to my kids that mum helped get that project going. (i.e a new playground).

You recently participated in the Executive Leaders Program – how did you find the program? Any highlights like to share?
The program was fantastic and I highly recommend it. I learned that growth takes challenge and support and this program provides that. It has given me a deeper awareness of myself, what makes me tick, my values and what I bring to the table. It's given me the tools to understand complex problems and the ability to sit back 'on the balcony' to see what is going on, understand why, and plan how I can successfully affect change.

I believe it has made me a better leader. We were given numerous tools to test and trial on our teams and let me tell you, I tested them all! The tools are not only valuable in the workplace but I've also used them in my home life and in the community where I found them to be extremely effective within sporting teams that I am involved in.
The buddy system within the program was fantastic and allowed you to seek an outside view on the workplace challenge you were facing. The bonus of the program was the connections and networks I developed with my peers.

What advice would you give to someone considering if the Executive Leaders Program is the right program for them?
Say yes, ask questions later, and just do it! You don't have to be an executive right now to do the program. You can make time to do the program, the workload is also really manageable. If you go into the program with an open mind and are ready to challenge yourself, you will get so much out of it.

What do you like to do in your leisure time?
Try to keep up my mediocre netball and football career and I enjoy taking trips away with our kids and friends in our unofficial caravan club.

Featured Member Profile - Andrew Gurr

Mon, 26 Sep 2022 05:39:08 GMT

This month we caught up with Andrew Gurr, Digital Marketing Officer at City of Burnside about his role, the management challenge and what he enjoys doing outside of work.

What is your role and what does it involve?

My role as Digital Marketing Officer offers a range of diverse and exciting opportunities. My primary responsibilities include maintaining the City of Burnside’s social media pages, filming and photographing Council services, operations and events, and much more. Each day looks so different for me – one day I can be out filming interviews with community grants recipients and photographing our parks team at work, and the next I can be developing content for our social media channels and editing videos. I love the creative freedom within my role and having the opportunity to promote the City of Burnside’s work in unique ways.

What do you enjoy the most about working in local government?

I love the satisfaction that comes with providing engaging communications to the City of Burnside community. My role is important in raising awareness around the great work that Council does, and there are times when people get really excited about programs they may not have known about before. An example is our annual Native Tree Giveaway, which Burnside residents absolutely love to get involved with. I also really enjoy promoting our environmental initiatives and helping to share that we are so much more than the stereotypical “roads, rates and rubbish”! Having not worked in local government previously, working at the City of Burnside has given me a great appreciation for just how much councils do.

You were part of the winning 2022 Management Challenge team from City of Burnside ‘The Notorious COB’ and represented SA at the Australasian final last month. How do you think participating in the Management Challenge has assisted your professional development?

The 2022 Management Challenge has been an amazing experience. To win at the state level and then take out the bronze medal at the Australasian final against some really strong competition was truly special. From a professional development perspective, the Management Challenge has given me a lot of confidence to push my boundaries, try new things and continue to collaborate to create great results. I have improved my presentation skills, developed debating skills, learned how to brainstorm efficiently and effectively, opened up new pathways of thinking and so much more. It’s really strengthened my enthusiasm for working in local government.

What advice would you give to a colleague interested in participating in the Management Challenge in the future?

Do it! The Management Challenge is an incredible professional development opportunity and will boost your confidence, develop your skills and help you establish new networks within your Council. You and your five teammates become a closeknit unit over the months of training and this is a bond that remains after the challenge. It’s important to keep in mind that the challenge isn’t easy (nor is it meant to be), but by taking it on you will gain so much that you can utilise within your daily role at council in the future. It’s a unique experience that I recommend to anyone passionate about working in local government.

Can you share with us any exciting projects you’re currently working on?

I’m always looking for exciting opportunities to improve our digital content and communications. Currently my team and I are investigating the purchase of a drone so that we can begin to capture stunning aerial footage of Burnside’s beautiful open spaces. We are also investigating alternative social media channels and considering the possibilities of expanding to new platforms.

Finally, what do you like to do in your leisure time?

Outside of work I love to spend time with friends and family. I also like to read, garden, exercise and spend time outdoors!

Featured Member Profile - Erin Findlay

Wed, 31 Aug 2022 00:20:25 GMT

This month we caught up with Erin Findlay, Senior Manager - Community Services at City of Playford about her role, the 21st Annual Leadership Excellence Awards and what she enjoys doing outside of work.

What is your role and what does it involve?

My role is interesting and diverse. I oversee all Community Services at the City of Playford - so that’s everything from Home Assist and disability services to community development to creative cultural development. My role is really to focus on that next 2 to 3 year window in terms of strategic service delivery. It’s a fantastic, fast paced and rewarding role.

Earlier this year City of Playford won the Community Partnerships and Collaboration Award at the 21^st Annual Leadership Excellence Awards for the Playford Wellbeing Hub – can you share an overview of the project?

In late 2020, the City of Playford collaborated with Wellbeing SA as the lead agency of the South Australian Government’s Statewide Wellbeing Strategy on a project to support physical, social, mental and community wellbeing in response to COVID-19.

The Playford Wellbeing Hub launched in December 2020 and within 12 months saw 3168 attendances at 46 different initiatives designed to create opportunities to be active, support wellbeing through food, strengthen social connections and encourage community capacity building and connection to the Hub.

The project’s success has been founded on strong partnerships with 56 organsiations, including State Government agencies, local community groups, sporting clubs, schools, businesses and volunteers.

The goals of the hub are to:

Creating opportunities to be active
Supporting wellbeing through food
Strengthening social connectedness to foster wellbeing
Encouraging community capacity building and connection to the Hub.

What does this award mean to the Council, staff, and the community?

Its an important award as it recognises the value of partnerships. It acknowledges that when different levels of government truly work together in partnership there are so many benefits and better outcomes to be had.

For the dedicated staff who have worked hard on the project, it’s a great recognition of their effort and commitment.

For our community, this award is quite special. Our community have been closely involved in the design, delivery and evaluation of the project. This has been really successful and has meant that the community have taken real ownership in the project. It shows that when we involve the community as a partner, the sky is the limit!

What is the most satisfying thing about working in Local Government?

For me, it’s the ability to impact people’s lives in a positive way. Working so close to the community allows us interact on a meaningful basis and make a real difference.

Finally – what do you enjoy outside of work? How do you spend your leisure time?

Outside of work I enjoy time with my family friends. I’m a big sports fan and I love to watch a range of sports. I also enjoy hiking and I can’t wait to take my new puppy out on the trails. Finally I’m working towards one of my lifetime goals, competing in a half ironman. It’s a slow process but I’m just aiming to finish!

Featured Member Profile - Matthew Sexton

Fri, 22 Jul 2022 05:20:48 GMT

This month we caught up with Matthew Sexton, Workgroup Leader, Cityscapes Horticulture at City of Adelaide about his role and being named emerging leader of the year.

What is your role and what does it entail?

I have the best role in local government! My day-to-day tasks vary significantly, I work with the Greenwaste & Nursery, Squares, Streetscapes and Biodiversity teams to manage our horticultural spaces in and around the city.

Some tasks include scheduling works, allocating resources, monitoring, planning and prioritising our staff’s health, safety and wellbeing. I strive to develop staff through training and development opportunities, closely working with the city operations leadership team.

We love to promote our horticulture work and engage with residents and visitors to the city. The Community Gardening Program has given our teams a chance to share their knowledge and experiences in sessions at our libraries and community centres.

We also have lots of fun working with the marketing team in showcasing city operations teams efforts and achievements on social media!

What is your career background?

After finishing up at Adelaide High School (the best school around) I continued my study at the University of Adelaide completing a Bachelor of Economics. After many exams and late night shifts working in the Advertiser’s printing department, I was keen to pursue a new opportunity working outdoors!

I started my Horticulture apprenticeship through Maxima and spent time at City of Salisbury and City of Burnside learning about reserve maintenance, irrigation, parks and gardens and arboriculture before finding my way to the City of Adelaide to finish my third year at the Nursery.

In 2018 I became a Horticultural Tradesperson with the City of Adelaide and in 2021 I was given the chance to act in the Workgroup Leader role for 6 months. I was successful in applying for my current position last June - how time flies!

Nothing beats working in the CBD and North Adelaide, there's always a great feeling in the city and we are surrounded by the magnificent parklands!

You were awarded Emerging Leader of the Year at the 21^st Annual Leadership Excellence Awards earlier this year – what advice would you give to someone thinking of nominating for a leadership excellence award?

Recognise and celebrate success! Local Government is full of people who display so much pride and passion delivering day in and day out, driving improvement with innovations and providing a great customer experience! Nominating for a Leadership Excellence Award is about sharing your work with colleagues to continue inspiring fellow LG Professionals.

LG Professionals SA sure know how to put on a great night out.. the leg muscles were sore from the dance floor for many days after.. so stay well hydrated!

Can you share with us any exciting projects you’re currently working on?

We are currently renewing streetscapes in partnership with our asset management and design teams. When driving around the city streets you will notice garden beds in our median strips and verges being replenished.

This year we worked with our regulatory services team to increase and support outdoor dining areas for businesses in the city as part of the City of Adelaide’s Reignite Program. We provided planter boxes to enhance the dining experience, with our team seeing the spaces they created enjoyed by all and the positive feedback received showed the impact it had.

You’ve previously participated in the Management Challenge and more recently our Ignite Leadership Program – why do you think it is important to expand your networks and invest in professional development?

I expressed my interest to do the challenge after a colleague mentioned the fun he had trying something completely different to the norm and embracing being uncomfortable.

The Management Challenge helped me understand the big picture of local government. I learnt about our critical functions within the City of Adelaide in a great team environment, establishing connections that I now get to collaborate with and learn from every day in the workplace.

Ignite is a stern test of what I have learnt so far and how I can continue developing my leadership style, amongst a diverse group of talented local government professionals all willing to share their knowledge. We love to support each other so we can help our colleagues at work and those in the community enjoy everything local government has to offer!

Choosing to utilise these fantastic programs on offer from LG Professionals SA is something every person who is motivated by achieving great outcomes within the community should take up and you will see your network expand.

Finally, what do you like to do in your leisure time?

Lawn Bowls! I started playing 5 years ago at the marvellous Adelaide Bowling Club, located at Rymill Park. Such a great sport where you meet people from all walks of life and build great friendships whilst having the competitive outlet... and the odd beer.

There is an underdog lawn bowls story I have from last year, we put a team together involving a few friends I had made through bowls for a tournament including; a division 7 bowler, a 13 year old and a retiree. We ended up winning the South Australian State 4’s title - it was quite surreal and still hard to believe - it was almost bradbury-esque!

And yes, I watch Crackerjack often!

Featured Member Profile - Jason Norman

Fri, 24 Jun 2022 03:40:35 GMT

This month we caught up with Jason Norman, Operations Manager - Infrastructure & Environment at Light Regional Council about his role, and what he enjoys most about working in local government.

What is your role and what does it involve?

Operations Manager - Infrastructure & Environment, Light Regional Council

I’m fortunate to be part of a 30-person team that delivers both civil and horticulture programs within Council, ranging from large capital projects to maintenance tasks including mowing of lawns, maintenance of garden beds and open space areas.

Light Regional Council were finalists in the Excellence in Infrastructure Delivery Award category in this year’s Leadership Excellence Awards for the Gerald Roberts Road Culvert Project – can you share an overview of the project?

Gerald Roberts Road runs through the western ridge of the Barossa and provides a strategic transport link from the Adelaide Hills through to the heart of the Barossa and the iconic Seppeltsfield Road. When Council was faced with the renewal of a floodway through the Greenock Creek, it was clear that much more than a floodway was needed to cope with the increasing traffic being drawn to this area. A cost effective solution that provided year-round access was needed.

In December 2020, Light Regional Council was successful in receiving a $250,000 grant from the Australian Government through the Bridge Renewal Program to assist constructing the bridge.

Design works and community consultation commenced immediately after the announcement and a plan was developed to construct a large opening box culvert that improved safety for the road user whilst limiting the impact on the surrounding viticulture and tourism industries that had been heavily affected by the Covid-19 pandemic. The culvert construction methodology minimised the road closure to total of 8 Weeks and the project team delivered a 3.8m high bridge spanning 17m within the $500,000 budget.

Why did you enter the Leadership Excellence Awards?

It’s important to continually recognise high performing teams and the LG Professionals SA Awards are a great way to acknowledge new initiatives that can be shared with other Councils. The Roads and Construction Team that constructed the bridge are a small team of six and the outcome that they achieved was worthy of recognition external to our Council. They demonstrated that complex projects can be delivered by staff within the Local Government sector.

What would be your advice for others thinking of nominating for a Leadership Excellence Award in the future?

I would highly recommend others to nominate their Council for a Leadership Excellence Award. You might be surprised by the positive impact it will have on the culture of your wider team.

What is the most satisfying thing about working in Local Government?

After working in the private sector for 15 years before moving to local government, I find that the variety in the daily tasks that I perform is quite satisfying. I can be involved in the laying of 800t of asphalt one day and planting 100 trees the next.

I’m also fortunate to work with an amazing team at Light that empower its staff to make real changes for the community.

Finally – what do you enjoy outside of work? How do you spend your leisure time?

Give me a day up the river with my family and friends, glassy water, good food, a fire at night and a couple of sneaky beers and I’ll be a happy man.

Featured Member Profile - Shani Wood

Mon, 30 May 2022 06:03:09 GMT

This month we caught up with Shani Wood, Environmental Officer at City of Holdfast Bay about her role, the Leadership Excellence Awards and what she enjoys most about working in local government.

What is your role and what does it involve?

Environmental Officer within the City Assets and Services Department for the City of Holdfast Bay.

My role has a strong focus on waste education and projects. In my 10 years as Environmental Officer I’ve been fortunate enough to lead the development and implementation of a number of innovative community waste projects including: all stream kerbside bin inspections and tagging, a compostable bags in supermarkets trail and most recently our weekly green FOGO bin trial. Another fun and less stressful part of my role is community and school waste talks where I often dress up as Shani Banani (me in a cheap banana costume) in order to encourage residents to place food scraps in their FOGO bin. My role also involves the facilitation of other environmental themed community engagement programs including our Green Living and Resilient South workshops and Green Living subsidies.

City of Holdfast Bay are a finalist in the Excellence in Environmental Leadership and Sustainability Award category in this year’s Leadership Excellence Awards for the Driving Landfill Reduction Through Weekly FOGO Collection Trial – can you provide an overview of the project?

Over 1,000 households within the City of Holdfast Bay have been piloting weekly kerbside green FOGO bin collections and fortnightly landfill collections since September 2020. Switching landfill and FOGO bin collections frequencies makes it easier for householders to place food scraps in the FOGO bin. The associated increased landfill diversion reduces landfill greenhouse gas emissions, assists in job growth within the circular economy and assists both council and the State Government in reaching carbon neutral, circular economy and landfill diversion targets.

Households participating in the default weekly FOGO service have achieved a landfill diversion rate of 76%, this being 6% higher than the 70% municipal landfill diversion target set by the state government and 26% higher than the average South Australian council’s landfill diversion rate.

Utilising “FOGO champions” to create a social norm around the pilot is seen as one of the key drivers in the success of the pilot along with a strong working relationship between all parties involved (Elected members, waste contractor, focus groups and key State Government departments).

Now that all has been revealed and City of Holdfast Bay were announced as the winner of the Excellence in Environmental Leadership and Sustainability Award last Friday, what does this award mean to the Council, staff and the community?

The weekly FOGO pilot has been a long 3-and-a-half-year journey and means a lot to all who are involved.

The Holdfast Bay community have been leaders in sustainable waste management since the introduction of kitchen caddies in 2013. It is hoped that the weekly FOGO/fortnightly landfill model raises the bar for South Australia councils to increase landfill diversion, reduce greenhouse gases and create more jobs within the circular economy.

Why did you enter the Leadership Excellence Awards?

I see the Leadership Excellence Awards as not only an opportunity to acknowledge innovative projects across Local Government but a good opportunity to share knowledge and ideas for adoption across the sector.

What would be your advice for others thinking of nominating for a Leadership Excellence Award in the future?

Go for it!

Run your application past project team members for ideas and feedback (or in my case a spelling check!).

What is the most satisfying thing about working in Local Government?

Working with and for the community. Helping residents and businesses make small behaviour changes for the benefit of both the environment and society.

Working with likeminded and passionate colleagues also makes the job even more enjoyable.

Finally – what do you enjoy outside of work? How do you spend your leisure time?

My partner Ben and I have four girls under 11 between us - that keeps us busy!

I love playing mixed netball, walking our three dogs, watching Port Adelaide play and obsessing over my many pot plants.

Featured Member Profile - Sheree Schenk

Thu, 28 Apr 2022 06:02:35 GMT

This month we caught up with Sheree Schenk, General Manager Governance and Executive (CEO) Office at Adelaide Plains Council about her role, her recent experience with the Executive Leaders Program and what she enjoys most about working in local government.

What is your role and what does it entail?

General Manager of Governance and the Executive (CEO) Office. I am responsible for Governance and Legislative Compliance, Work, Health and Safety, Risk Management, Human Resources, Records Management, Property, Marketing and Communications, Media/PR, Customer Service and Administration. My role is quite broad and entails managing Council’s corporate services, ensuring legislative compliance and best practice across the organisation.

What do you enjoy most about working in Local Government?

I love the diversity of Local Government, particularly being at a ‘smaller’ Council. In my 6.5 years at APC, I have been exposed to every aspect of our organisation. I have been fortunate enough to have had several opportunities and experiences and this has allowed me to grow and develop in a relatively short period of time. I also really enjoy the teamwork and networking opportunities that come with working in LG.

You participated in the 2022 Executive Leaders Program. How did you find the program? Any highlights you’d like to share?

I thoroughly enjoyed the Executive Leaders Program. It was a unique learning experience that I am very grateful to have had the opportunity to be a part of. Having the cohort travel intrastate and stay together for a couple of days created a solid and safe foundation for the group to flourish. I enjoyed how challenging the course was and how much it has made me re-think my approach to leadership. Getting to meet and build relationships with like-minded people was definitely a highlight for me!

Why do you think it is important to step outside your comfort zone and take on new challenges?

It is very easy to become complacent, in both your professional and personal life. This is why it is important to regularly step outside of your comfort zone and take on new challenges. Being out of your comfort zone allows you to mature and grow from new experiences. For me, taking on new and regular challenges contributes to my overall happiness and allows me to live life to the fullest.

Finally, what do you like to do in your leisure time?

I enjoy sport, fitness and the outdoors. I have a partner and young daughter and we are an adventurous family who love the beach and going camping most weekends!

Featured Member Profile - Domenic Perre

Sun, 27 Mar 2022 22:51:05 GMT

This month we caught up with Domenic Perre, Road Construction and Capital Projects Coordinator at District Council of Loxton Waikerie about his career, leadership journey and the Rural Management Challenge.

What is your role and what does it entail?

My role encompasses a mix of coordination of two road construction crews and four maintenance patrol graders, over a network of 10 towns and 3,000km of roads, as well as assisting the Director of Infrastructure with grants, council reports and dealing with public requests.

What do you enjoy most about working in Local Government?

I enjoy being part of a team that focusses on making our area a great place to live and having pride in our accomplishments. I also enjoy the networking with other similar rural councils to find solutions to issues that are too challenging to fix on your own, and the friends I have met along the way.

You are currently participating in the 2022 Ignite Program. How are you finding the program so far? Any highlights you’d like to share?

The Ignite program is aptly named as I find this program to be a spark to make me think about how effectively I can do my work. I have done leadership programs in the past, but it is great to have new ideas and practices that cater for today’s environment. There are a lot of people that can benefit from the Ignite Program, and I can only hope to spread the message it sends, which is to be a better leader.

You were Mentor of the 2021 winning Rural Management Challenge team from District Council of Loxton Waikerie - congratulations! What advice would you give to others thinking of taking part in the future?

The honour of being part of this amazing Challenge was one to be remembered for decades. The main advice I would give is for the team to put everything about themselves on the table early in the training time, whether it is good or bad. That way the team can sort through, select their strengths and weaknesses, and get on with producing quality work, in quality time.

Finally, what do you like to do in your leisure time?

I have a family with two kids which take up most of my leisure time! I do lots of gardening and like to help my family with cooking and catering for events. I am also a 2^nd Dan Black Belt and like to help teach Chidokan Karate at my local Dojo. I read a lot, watch lots of movies, and tinker with computers.

Featured Member Profile - Katrina Fromm

Thu, 24 Feb 2022 03:02:36 GMT

This month we caught up with Katrina Fromm, Deputy CEO at District Council of Karoonda East Murray about her career, leadership journey and what she enjoys most about working in local government.

What is your role? Describe a typical day.

I have been employed with the District Council of Karoonda East Murray for just over six years, I currently hold the position of Deputy CEO.

I work closely with our executive leadership team to help achieve the Council’s goals and objectives. I have a diverse portfolio covering Finance, IT, Customer Service, Child Care Centre, Community Services, WHS and Risk. Each day is different and there is always something that will challenge you.

What do you enjoy most about working in local government?

I really enjoy working closely with our small community, together we have been able to deliver some great projects and services. Being part of a small team enables our staff to be more resilient and deal with anything that comes our way.

You been involved with LG Professionals SA for several years and have participated in various programs and events, for instance the Strategic Management Program, Network Forums and Conferences – can you share with us how these have had a positive impact on your leadership journey?

I recently completed the Strategic Management Program and a few years earlier participated in the Emerging Leaders Program. Both programs enabled me to make some great network connections, being able to interact with peers from across the LG sector. It has given me greater awareness into my working style and preference and how I can work with this and relate it back to my team.

You’ve recently joined the Women’s Network Committee – Is there anything you want to achieve?

I would like to build on my networking opportunities and connect with other women in Local Government. It will give me the opportunity to step out of my comfort zone and to build my network.

Do you have a favourite LG Professionals SA memory?

My favourite memory would be the last Women’s Network Conference at the Wine Centre, where Dorinda Hafner got everyone to stand up and write a word in the air with their bums. This would have to be one of the best conferences I have attended, and I was also able to bring five women from our council to share the experience.

What do you like doing in your leisure time?

Outside of work you will find me catching up with family and friends or relaxing at the river. I also like to travel throughout Australia and look forward to doing more of it now that the borders are opening up.

Featured Member Profile - Bec Lyons

Mon, 29 Nov 2021 00:36:10 GMT

This month we caught up with Bec Lyons, Coordinator Community Experience at City of Charles Sturt about her career, the leadership excellence awards and what she is looking forward to working on in the future.

What is your role and what does it entail?

I’m responsible for the strategic leadership of the Community Experience team across 5 Libraries in the City of Charles Sturt. A key part of my role is coordinating operations across community facilities and our frontline teams and driving business improvement projects to ensure our community has access to resources and opportunities to learn and connect.

What is your career background?

I’m passionate about leading dynamic innovative teams, implementing change and creating spaces that reflect their specific place and people. I’ve been privileged to have spent the last 20 years working in a diverse range of roles across the arts, community development, disaster resilience and local government sectors. I have edited an arts & culture magazine, established not-for-profits, curated arts and literary festivals, launched youth radio shows and run community facilities including community centres, turtle conservation centres, community swimming pools and libraries.

One of the most rewarding challenges of my career, and what truly shaped me as a leader, was when I moved to Sri Lanka to work with AusAid. I spent over a decade leading disaster resilience and community cultural development projects following the Indian Ocean Tsunami.

You were awarded Emerging Leader of the Year at the 20^th Annual Leadership Excellence Awards earlier this year – what advice would you give to someone thinking of nominating for a leadership excellence award?

Believe in yourself! To say I was humbled by the experience is an understatement. Being recognised through the Leadership Excellence Awards gave me a huge boost of confidence and the opportunity to reflect on and celebrate my leadership journey.

Can you share with us any exciting projects you’re currently working on?

We are set to open our first integrated community facility, Ngutungka West Lakes, in early 2022. This is the first time we have brought together our Library and Community Development teams under one roof to provide a seamless community experience through the integration of our services, activities and programs. It is an exciting time for our organisation and community and I’m so proud to be a part of it.

The beginning of a new year is fast approaching, do you have some future goals in the pipeline?

We have recently started engaging with stakeholders and the wider Henley community as we work towards our second community hub for Charles Sturt. I will be leading the second stage of this project for Community Connections and am so excited to be working with our community to create a place where people can come together to share knowledge, connect and be inspired.

Finally, what do you like to do in your leisure time?

I have a 9-year old; my leisure time these days typically involves Marvel movies and skate parks!

Featured Member Profile - Ritu Datta

Mon, 25 Oct 2021 01:41:35 GMT

This month we caught up with Ritu Datta, Manager Organisational Development at City of Mount Gambier to find about her new role, career background and why she thinks professional development is important.

What is your role and what does it entail?

I recently commenced a 2 year contract with the City of Mount Gambier in the position of Manager People and Culture, Organisational Development. The position has a diverse portfolio. This role entails strategically partnering with the people leaders and workforce to have the right people in the right roles to enable the organisation to deliver outstanding customer experience. The key components of the position are leadership capability development, change management, executing succession and talent strategy and implementing the overall people strategy that is aligned with the organisational strategic community plan.

What is your career background?

I have worked almost two decades in the People and Culture function in varied roles within Australia and overseas in medium and large organisations within for profit commercial as well as not-for-profit settings. My ethos is that people are an organisation's biggest asset and by investing in people, the organisation reaps benefits and is able to deliver great customer outcomes. I am extremely passionate about mentoring and professional development. I am a certified AHRI HR practitioner and have recently been re-elected to the AHRI SA state council and have the privilege of managing the portfolio of Mentoring and Development for SA. I am heavily involved in LG Professionals SA Network Committees and am a nominated member on the LG Professionals SA People and Culture Network Committee as well as the LG Professionals SA Women's Network Committee. In 2019 I successfully completed the LG Professionals SA Emerging Leaders Program (ELP) and earlier this year completed the LG Professionals SA Strategic Management Program (SMP).

Why is local government a great place to work?

The sector provides a wide range of roles at all levels and great growth opportunities. The LG sector is inclusive, supportive and provides diverse roles for individuals. There are inter-council partnerships that enable secondment opportunities as well as working on projects with colleagues from other councils. Within a council there are opportunities that come up to work within different departments and functions that are offered to staff. There are passionate professionals who work in the LG sector and are committed to enhancing the services provided to their communities, residents and businesses. The sector is focussed on people and communities which makes it a great place to work.

What advice would you give to someone looking to undertake professional development?

Just do it. If you are interested in pursuing further development and study make the time to invest in yourself. I would highly recommend broadening your networks and connections and getting involved with the relevant networking committees. Having participated in the LG Professionals SA Emerging Leaders Program (ELP) and Strategic Management Program (SMP), if you aspire to climb up the leadership ladder I would highly recommend you look into these two programs along with other certified leadership courses. I am extremely passionate about mentoring therefore would recommend sourcing a mentor for yourself as well as looking at mentoring other professionals. From my own experience I can tell you that being involved in mentoring is extremely rewarding.

Finally, what do you like to do in your leisure time?

I love spending time with my family, travelling, gardening, cooking and going for walks. I love watching movies and various programs on the tele especially travel, cooking and home renovation shows.

Featured Member Profile - Daniel Adams

Wed, 29 Sep 2021 02:20:36 GMT

This month we caught up with Daniel Adams, Manager, Business and Innovation at City of Prospect to find out about his career, why it's important to continually innovate and some of his career highlights.

What is your role and what does it entail?
Manager, Business Innovation. I head up the Economic Development and Communications team. We want to drive new investment, visitation, development and jobs across Prospect, and share the great news coming out of our community.

What is your career background?
I studied foreign trade and economics at uni, but like a lot of people my age I had to move to the east coast to get into my chosen industry. Before coming to Prospect I worked for Apple before pivoting into local government, working in Economic development for Surf Coast Shire on the Great Ocean Road.

What do you enjoy most about working in local government?I love being able to see new businesses develop and thrive. Where it’s a small homebased business someone is running on the side coming in to learn about social media marketing, or a major new development coming out of the ground. It’s great to help people seize new opportunities.

Why is it important to continually innovate or think outside the box?
The world is changing fast, so it’s vital for leaders in this industry to innovate and adapt otherwise we aren’t going to attract the talent we need or meet the expectations of our community. There are great business coming up with new ways of operating and helping their customers online and in person all the time. This sets new standards for all industries to keep up with, including ours.

What’s your biggest local government career achievement to date?
Before COVID-19 hit at Adelaide in 2020, watching industries overseas getting locked down, I came up with an idea to support our local hospitality sector in the event of a lockdown here. It was called ‘Prospect Delivers”. When the first lockdown was announced, we were quickly about to start issuing two $25 vouchers a week to the vulnerable and isolating members of our community. They were able to trade them in for a meal to be delivered to them by a local restaurant. We promised the businesses owners we would reimburse the business as soon as possible to help keep their business going, knowing cash flow is king. Over the course of two months we funded approximately 3,500 meals for our residents. I had businesses tell me we had ‘saved their business’ and we were inundated by thank you cards from our most vulnerable residents.

Finally, what do you like to do in your leisure time?
I have a two and half year old and a new house to renovate, leisure time is hard to come by.

Featured Member Profile - Michael Taggart

Mon, 30 Aug 2021 06:54:32 GMT

This month we caught up with Michael Taggart, Inclusion Project Officer at City of Salisbury about his role, the Community Managers Network and what he's been working on.

What is your role and what does it entail?

I am the City of Salisbury’s Inclusion Project Officer responsible for the development of Council’s Disability Access and Inclusion Plan (DAIP). The DAIP is mandated by the Disability Inclusion Act 2018 (SA). Council’s DAIP is called the Ability Inclusion Strategic Plan” and with its implementation plan aims to include people living with disability across all population diversity in the design of every aspect of Local Government functions.

What is your career background?

I started in Local Government when the City of Salisbury was the first SA Council to appoint a specialist access and inclusion officer in October 1997. Before that I had been a systems advocate for people with disability in employment. I had been enrolled in a Ph.D. in political economy in the early 1980s when I transitioned from very low vision to total blindness between the 28 – 33 years and had to give up academic work. When computer screen readers were available from the mid-1980s I re-trained and had my first real job at age 38. Council has supported my participation in disability-related advisory bodies such as the SA Minister’s Disability Advisory Council (2007 – 2013) and the inaugural National Disability Insurance Scheme advisory Council (2013 – 2017).

You have been an engaged member of LG Professionals SA Community Managers Network for quite some time - Do you have a favourite moment you’d like to share?

With staff from the Cities of Onkaparinga, Playford and Tea Tree Gully I co-founded the LG Access and Inclusion Network (LGAIN) for staff with Disability Access and Inclusion Plan responsibilities. As the Network grew, we connected with the Community Managers Network (CMN) in 2014 and lobbied for disability inclusion to feature in the CMN’s strategic priorities. A favourite moment was the February 2017 Community Managers Network hosted symposium on the National Disability Insurance Scheme and Local Government with 90 participants.

Do you have any exciting projects you’re currently working on?

One vital project is supporting Salisbury’s Corporate Learning and Development team as we roll out Disability Inclusion Awareness workshops provided by JFA Purple Orange to most employees in the next 2 years and coordinate some employees participation in universal design training in buildings, public realm and in communications such as Easy English writing and web accessibility. Another exciting project is developing guidelines to apply the principles of universal design in Council buildings and the public realm.

Finally, what do you like to do in your leisure time?

I enjoy recent music (rock, indy, First Nations rap) and love reading historical fiction and walking most days 3 – 4km with my wife Cathy and spending time with our two less than 1 year old grand-daughters Shiloh and Eleanor.

Featured Member Profile - Samantha Killington

Fri, 23 Jul 2021 06:24:04 GMT

This month we caught up with Samantha Killington, Manager People and Culture at Campbelltown City Council about her role, the importance of investing in staff and her advice for anyone looking to do professional development.

What is your role and what does it entail?

I am the Manager People & Culture at Campbelltown City Council. My role entails business partnership and leadership to assist in people capability, strategy, process and culture, and facilitate the implementation and delivery of people and culture programs.

What is your career background?

Prior to joining Campbelltown City Council, I had worked within the manufacturing and defence industries. After 15 years I sought a change of industry and a new challenge and considered the LG sector. I was lucky to find a role with Campbelltown reporting to the CEO, and an organisation which is passionate about what it does and invests in its people.

Why do you think it is important to invest in your staff?

Organisations go to great lengths to recruit and on-board suitable employees only then to disregard the importance of their ongoing development. It’s critical both for retention and engagement but also important given the trends shaping the future of work.

What advice would you give to someone wanting to further their professional development?

It can be really easy to lose focus on your career and professional development because your current role can seem all-encompassing at the time. It’s important to plan and own your development because it’s unlikely to happen by chance. Consider seeking a mentor, or mentor someone. Read or listen to podcasts. Workshops can also provide the opportunity to meet like-minded people and network. I can’t stress enough what a great sector we work in - the opportunities are abundant, you just need to get out of your comfort zone and grab hold.

You’re on the People and Culture Network Committee – what made you want to join the committee? Do you have a favourite moment you’d like to share?

To establish a network which I could connect with and support the P&C profession in LG. There have been many great moments however I felt proud of the committee in establishing regular network forums and of course the fun and inspirational Conferences!

Finally, what do you like to do in your leisure time?

I have two young cheeky girls which keep me busy. Outside of this I’m known to enjoy time in nature, attend concerts when I get a chance and I love a good glass of wine!

Featured Member Profile - Sorana Dinmore

Tue, 29 Jun 2021 01:53:51 GMT

This month we caught up with Sorana Dinmore, General Manager Corporate Services at City of Marion about her role, LG Professionals SA membership, and the General Managers Network.

What is your role? Describe a typical day.

As the GM Corporate services, I don’t quite have typical days. Change is part and parcel I guess of the job as we’re undertaking a large digital transformation program and so there are different areas requiring focus on any given day. An important part of my portfolio is also finance and procurement which pose challenges, enquiries from elected members, etc.

I could be discussing waste management in one meeting, only to go to people management in another, our financial sustainability in a third. I love the diversity my role affords me as I’m quite challenged by the variety.

What’s your career background?

I have a double degree in Law and International Studies from Adelaide UNI and an MBA from UNISA. I was lucky enough to work in various industries, from the private sector, where I was in mining, law, small business to then transition to State government and academia. I was in State for 13 years and for the past 11 years I’ve also taught in IT subjects at UNISA and Eynesbury.

What benefits do you see in being a LG Professionals SA member?

I think it’s important to bring a higher level of professionalism to the sector which LG Professionals SA are known to be delivering.

You’ve recently taken on the role of Chair of our General Managers Network. Why do you think it is important to join a network and share ideas and experiences with your peers?

For me, it was about increasing my network across local government, we all do similar roles in different locations and so it’s important to collaborate to ensure value for our ratepayers and residents.

Is there anything you want to achieve now that you are Chair of the General Managers Network?

I hope to get more GMs interested in participating in the sessions and demonstrate value for the time investment they need to make.

What do you enjoy doing outside of work?

I love my Tuesday morning bike rides, followed by a nice breakfast somewhere around the city, I’ve recently discovered reformer Pilates. On Fridays I coach my son’s y6 hockey team and on weekends I love spending time with my boys (21 and 11), unfortunately the 20yo daughter left for Sydney last year.

Featured Member Profile - Kristen Clark

Mon, 24 May 2021 23:56:18 GMT

This month we caught up with Kristen Clark, Director of Infrastructure at Whyalla City Council about his role, the Leadership Excellence Awards and the project that was recognised for Excellence in Infrastructure Delivery.

What is your role and what does it involve?

My role is Director of Infrastructure, at the Whyalla City Council. It involves being responsible for all of our outside workforce which is around 48 people. They cover parks and gardens, civil works, waste and recently leases and licenses have also been added.

In addition, it involves providing leadership to our capital delivery and environment crew which comprises another 10 staff.

Whyalla City Council are finalists in the Excellence in Infrastructure Delivery Award category in this year’s Leadership Excellence Awards for the New Whyalla Jetty Project – can you give us an overview of the project?

The original Whyalla town Jetty was built in the 1970’s. During a periodic inspection the piles were found to be in poor condition which led to the Jetty being closed to the public. Initial plans were to replace the jetty “like for like”, but after consultation with the community we received lots of feedback that called for all kinds of ideas. Council ran specific Jetty consultation sessions and from that, the final design for the uniquely shaped Jetty came about.

The new Jetty extends 35m further into the sea than the old jetty, is twice as wide and 1.5m higher than the old jetty (to take rising sea levels into account). The circle in the middle of the jetty is 48m wide, so almost as wide as an Olympic size pool.

Concrete in marine environments is typically reinforced with high tensile steel which provides a useful life of approximately 40 years. A key decision made early in our planning was to use glass fibre reinforced plastic instead which is stronger than steel, but does not rust, which is commonly known as “concrete cancer”. The glass fibre was a little more expensive than steel, but effectively doubled the useful life to 80 years, making business case much stronger.

Steel from the old jetty pylons were recycled through the local GFG steel works.

Perhaps another feature of the Jetty is the LED lights in the handrails. It’s a nice solution that’s very different to the traditional overhead fluro lighting that would have been easy to install but wouldn’t have had anywhere near the impact. Have you seen any photos of the Jetty at night? As the sun sets, the LEDs turn the jetty yellow, orange, blue and finally a deep purple. It’s a whole other experience at night.

Why did you enter the Leadership Excellence Awards?

We made the decision to enter the Leadership Excellence Awards for a number of reasons. As a council we are coming out of a period of difficult years. We saw the Jetty as the first project or sign that demonstrated we have turned the corner and were aiming to proactively move the Whyalla City Council forward in a number of areas, especially our “liveability”.

Also, like many councils we know we do not celebrate our good work, so we were keen to enjoy and appreciate all the work that went into the Jetty and use it as a model for other projects that council looks to implement. We are very focussed on ensuring great work continues and promoting this work will help all of us here at Whyalla stay focussed on delivering great outcomes for our community, which is what they deserve.

Now that all has been revealed and Whyalla City Council were announced as the winner of the Excellence in Infrastructure Delivery Award last Friday, what does this award mean to the Council, staff and the community?

It’s great for the Whyalla City Council to be recognised for delivering “excellence”. Building such a unique Jetty was a brave decision by our Mayor and Elected Members. It was a real vote of confidence in staff that we could deliver something so different from what we normally work on. I think it shows that Whyalla can and deserves to have first class facilities, and that if we aim and plan for more, that we (council) are more than able to deliver.

The community is super happy to have their jetty back, and with all the attention it’s attracted, people can see that its been a great addition to our town. Hotels are booked out on weekends now due to the amount of tourist traffic. Everyone is benefiting from the Jetty.

I know council staff are all very proud of the Jetty and we are we are very appreciative of the good news story that we have!

What would be your advice for others thinking of nominating for a Leadership Excellence Award in the future?

I think nominating for an award is a very worthwhile process. If nothing else, it can be a good way of reviewing how a project went after completion. As a group we had a few laughs as we remembered the journey! But it was also good to recall what we did well and what we’d do differently next time. Nominating for the award made all of us critically think about the project, which was nice.

Whyalla is determined to move forward and improving our liveability is one of our top goals, being one of the final 3 projects nominated was a great way to promote our city. And as you know, even a little bit of recognition can do wonders to motivate people. So, to win was something else!

What is the most satisfying thing about working in Local Government?

Working in Local Government can be difficult. I’m biased but working in Infrastructure can be particularly difficult! Our work is so public, and our staff are literally on the front line, in front of people’s homes, that we do get occasional feedback! The critical environment does help pull a team together though, a bit of “us against the world”. I love seeing members of our council team do great work under difficult circumstances, and the satisfaction they take away when we have our wins.

I love the passion that people have right across council and councils, in each person’s field. Councils are very diverse places. Its motivating. I’m relatively new to local government and the sense of comradery and willingness of other councils or council employees to help has been overwhelmingly positive.

I was told before working in local government that it was “a different field altogether”. Now that I am on the inside and have worked for a few different councils, I can say that it is different, in a good way.

Finally – what do you enjoy outside of work? How do you spend your leisure time?

Camping has always been our family’s thing. About 17 years ago we decided we wanted to drive every dirt road in Australia, and to camp at every beach. So, travelling particularly remotely, has been a focus.

I used to do a few fun runs each year, but I’ve switched over to the mountain bike now. A group of 6 of us are riding the Mawson Trail, which runs from Blinman to Adelaide, about 900km. We’re doing it in two- and three-day segments and are aiming to finish it by the end of this year.

Featured Member Profile - Stephanie Tramontin

Tue, 27 Apr 2021 02:09:54 GMT

This month we caught up with Stephanie Tramontin, Team Leader, People Experience at City of Adelaide about her role, career background, and her advice for stepping outside your comfort zone.

What is your role? Describe a typical day.

My role is Team Leader, People Experience at the City of Adelaide. Our people are the most important part of my role and strengthening connections is how I work to ensure our people experience is great. My team works to help our people be the best they can be at work, inspiring our leaders to take care of themselves, to ensure they can take care of their people.

Every day for me is different – and that is what I love about it! It is important to me that my team remain flexible and adaptable to what is happening for our people and always have fun in our approach.

Just a couple of the things we are working on that I think will be pivotal for the next few years are:

Designing and delivering internal culture surveys and pulse checks. This involves working across the organisation to leverage our internal capability, systems and data.
Working with our people to broaden their capability in understanding and managing their wellbeing to improve performance.
Connecting our people through different avenues like face to face small group conversations and sharing personal stories via our daily news platform.

What’s your career background?

I have worked in the learning and development, organisational development, diversity and inclusion and culture change space for just over 10 years and held influential roles at SA Water, Yarra City Council (Victoria) and City of Adelaide. I have been leading teams for 6 out of the 10 years and absolutely love motivating and inspiring others to be their best selves at work.

My qualifications include a Diploma of Human Resources, Cert IV in Training and Assessment and HBDI Accreditation. I am continuously looking for new information and ideas that I usually find via TED Talks, industry webinars or blogs and my personal network.

What made you nominate for the People and Culture Network Committee?

I was looking for an opportunity to step out of my comfort zone, broaden my network and hopefully find moments where I might be able to share knowledge, ideas or experiences with others.

Is there anything you want to achieve now that you are on the committee?

A measure of success for me would be knowing that I have connected other people in the Network who can share their experiences to learn from each other. Building connections is essential for maintaining our wellbeing and finding ways to be more effective in our roles.

What’s your advice for someone looking to step outside of their comfort zone?

Practice self-compassion – we too easily judge ourselves, compare ourselves to others and don’t give ourselves enough credit. Talk positively about your contribution and how you influence moments for yourself and others. You’ve got this.

What do you like to do in your leisure time?

I have two courageous daughters, Daisy (4) and Winnie (2) who I adore – most of my time outside of work is spent with family and friends – there is always a playground or an activity to keep the whole family entertained!

Featured Member Profile - Adrian Ralph

Mon, 29 Mar 2021 03:33:12 GMT

This month we caught up with Adrian Ralph, General Manager - Asset Management Services at City of Charles Sturt about his role, career background, and his experience with the Executive Leaders Program.

What is your role and what does it involve?

General Manager – Asset Management Services

My team and I manage the civil infrastructure, property infrastructure, open space & club/sporting facilities, field services, asset management planning, fleet services and waste & sustainability.

What does a typical day look like for you?

Every day is generally quite varied and different, with the only real constants being Council meetings, Committee meetings and our monthly reviews of our performance with my staff. In Asset Management Services there is always a new challenge to work on, whether that be an issue or improvement that residents want addressed, working with staff to evolve and improve our strategy and service delivery, or working with Elected Members to ensure our service meets the needs of the community.

What is your career background?

I am a Metallurgical Engineer, having studied this at the Levels (now Mawson Lakes) campus at Uni SA and I am also a certified Project Manager.

I spent the last 5 years in the mining services sector, most recently working as the Global Director of Assets & Fleet at Boart Longyear. Prior to that I have worked in Asset Management consulting with Babcock and Engineering & Asset Management in heavy industry with Boral and Sims Metal.

You are part of our 2021 Executive Leaders Program (XLP) cohort – how are you finding the program? Any highlights you’d like to share?

The program is great. It is very challenging and thought provoking, and Andrew from Uncharted Leadership is a great facilitator. We have a great cohort that are now very comfortable and open in discussing the XLP topics and challenges we face in our workplace, which makes the experience even better. I highly recommend it to anyone considering it.

As someone who is relatively new to the local government sector, how do you meet new people and network with others in the sector?

The XLP has been a good starting point. Additionally, the collaboration work that the Cities of Charles Sturt, Marion & Port Adelaide Enfield has provided great opportunities to meet and work with others. LG Professionals SA & LGA events are great for networking and sharing ideas too.

What do you like to do outside of work?

I road cycle regularly to keep fit and I love to travel with friends & family, but this has been a bit restricted lately. Usually we try to escape the Adelaide winter to Asia or Northern Australia, but Asia has clearly been crossed off the list for this year. I also have a family farm on Kangaroo Island, so I try to get over there as often as I can too.

Featured Member Profile - Dr Helen Macdonald

Mon, 22 Feb 2021 04:32:27 GMT

This month we caught up with Dr Helen Macdonald, Chief Executive Officer at Clare and Gilbert Valleys Council and found out about her career background, why collaboration is important and some initiatives council is working on.

As Chief Executive Officer at Clare and Gilbert Valleys Council – what does a typical day look like for you?

I am not sure there is such a thing as a typical day. It can go from early morning through to the late evening. I can have a week that is packed with community and other meetings, and then a week with very few appointments. Between meetings time is spent supporting staff in fulfilling their responsibilities, managing expenditure and developing and critiquing projects.

In my position it is about taking the long view about the organisation and the broader community needs and opportunities. Working with elected members to implement the Council’s strategy and specifically with the Mayor to communicate it to the general public, engage with state and federal elected members across a whole range of issues.

What is your career background to date?

Varied! I spent time in academia before joining the mining sector working for 17 years in environment and social responsibility in various parts of the world. Then returned to Australia and joined local government.

We’re thrilled to have you as part of the program for our 2021 Annual State Conference. Can you tell us a bit about what factors are essential to successful collaboration?

Respect; listening; debating and deciding.

Why is collaboration important?

The best ideas, outcomes and commitment come from collaboration.

What is the most exciting initiative that Clare & Gilbert Valleys Council is currently involved in? Any big projects on the horizon?

$40million of stormwater infrastructure; A stakeholder engagement project with 15 communities to decide what to do with under-utilised buildings that don’t meet current standards and are not accessible to all members of the communities in which they are located.

Finally – what do you enjoy outside of work? How do you spend your leisure time?

Gardening; Sogetsu Ikebana; mentor to my nieces & nephew.

Featured Member Profile - Pam Jackson

Mon, 14 Dec 2020 04:36:35 GMT

This month we chatted to Pam Jackson, General Manager, Strategy and Business Services at City of Holdfast Bay about her role and council's recent win at the Federation Awards.

What is your role and what does it involve?

I am the General Manager, Strategy and Business Services, at the City of Holdfast Bay. I am responsible for a broad portfolio of functions including: Strategy, Governance and Risk, People and Culture, Information Technology, Finance and Risk.

Congratulations on your recent win at the Federation Awards and our Leadership Excellence Awards earlier this year. Can you tell us a bit about the project?

The awards were won for the partnership the City of Holdfast Bay has developed with the Kaurna Nation. The City has a rich heritage of both indigenous and European history. A key vision for our Council is to preserve and celebrate our indigenous history, and to be a leader in aboriginal reconciliation. A key challenge in reconciliation, and in promoting a greater understanding of indigenous culture, is giving Traditional Owners the opportunity to “tell their truth” and celebrate their culture. In order to achieve this the City of Holdfast Bay and Kaurna partnered to deliver two key initiatives. The first was the repatriation of ancestral remains in Tulukutangga/Kingston Park in August 2019. This was the first time a repatriation had occurred on council land in South Australia. The second was the truth telling exhibition “Tiati Wangakanthi Kumangka (Truth Telling Together)”. The first of its kind in South Australia, the exhibition details the colonisation of South Australia from an indigenous perspective. The significance of this exhibition was recognised by winning the 2020 Museum and Galleries Overall National Award.

What does it mean to you, your council, and your community to be recognised for this partnership?

To be recognised for this partnership is an honour. It provides a platform to bring awareness to the truth of the Kaurna people in their own voice. It recognises the injustices the Kaurna people have suffered and it celebrates the importance of Kaurna culture to the history of the City of Holdfast Bay and South Australia.

The award also demonstrates the important role the local government sector can play in social issues previously deemed to be the responsibility of Federal or State governments. Local governments are the closest tier of government to our communities and are in the unique position of being able to see the social change that can be achieved through their leadership.

What advice would you give to someone thinking of nominating for the 20^th Annual Leadership Excellence Awards?

I would strongly encourage that person to apply. Shining a light on the work the local government sector does, and the impact these achievements have on communities, is so important. It shows the true value of the sector. On a personal level, while not everyone can win, the process of developing your application makes you reflect on what you have been able to achieve and how that has positively impacted the people within your city. These successes should be acknowledged and celebrated.

What’s next for you? Are you working on any projects you’d like to share with us?

I am currently working alongside Kaurna to revitalise, protect and enhance Tulukutangga and the sacred Tjilbruke Spring. The spring site is part of the extensive Tjilbruke Dreaming Story and a place of reflection and mourning for the Kaurna people. For thousands of years the permanent freshwater spring has bubbled away in the reserve and on the beach, once forming a freshwater coastal lagoon. The Tjilbruke Spring has been neglected for decades and currently flows through a pipe to the coast. The project is seeking to return the spring to flow as it has historically, and to rejuvenate the native vegetation surrounding the spring.

What do you enjoy doing outside of local government?

I enjoy painting, reading and decorating my house.

Featured Member Profile - Jacki Done

Mon, 23 Nov 2020 01:48:07 GMT

This month we caught up with Jacki Done, Manager People & Culture at City of Charles Sturt about her role, why professional development is important and her role as Chair of our People and Culture Network.

What is your role and what does it involve?

I am the Manager People & Culture at the City of Charles Sturt. Our team partners with our organisation, working to ensure we maintain a highly capable and motivated workforce.

You’re currently the chair of the People and Culture Network Committee, can you tell us about the role of this committee?

We started the year by changing our name from the HR Network to the People & Culture Network, the purpose of this change was to be more inclusive and attract all the amazing people who work within the People & Culture space. Our committee is focused on connecting P&C practitioners across the sector and providing opportunities to collaborate and grow capability.

What is your favourite LG Professionals SA memory?

It is from earlier this year when the world turned upside down, and our network had to pivot and our focus shifted from providing our quarterly forums to wanting to provide support to our peers as we navigated all that COVID-19 threw at us. In March we introduced fortnightly P&C Informal Zoom Catch Ups – there was no agenda, no guest speakers, we created a space for P&C practitioners across the sector to come together to ask for help, to share, to listen, to just be able to talk and seek reassurance from colleagues.

These have continued throughout the year and are now held monthly.

Why do you think it is important to make time for professional development?

No one should ever stop developing, the world is changing too quickly to think we know it all. I know time is a precious commodity for all of us, but making time for professional development means you are always bringing your best self to the work that you do.

What advice would you give to someone looking to take the next step in their career?

Believe in yourself, take a leap of faith and surround yourself with people you trust and that will provide you with constructive feedback along the way.

Lastly – what do you enjoy doing outside of local government?

This year I have become a bit of a KX Pilates junkie, it is my new thing and I absolutely love it. You can find me at the Glenelg Studio three or four times a week.

Featured Member Profile - Meisha Quinn

Mon, 26 Oct 2020 02:50:58 GMT

This month we caught up with Meisha Quinn, Manager Corporate Services at District Council of Cleve about her role, stepping out of your comfort zone and her professional development.

What is your role and what does it involve?

My role as Manager Corporate Services provides management, leadership and strategic advice to ensure the District Council of Cleve meets its financial, accounting and reporting requirements. I am also responsible for the management and supervision of the administration team that consists of 6 staff who are responsible for various roles and responsibilities.

What was the attraction to local government?

I had been working for Bank SA for 8 years in Cleve when the position on Council as an Administration Officer presented itself. I was ready for a change and felt attracted to working for local government so I could contribute to our local community. Not long after joining Council, our local Bank SA branched closed, so it was good timing in the end.

You're currently completing the Emerging Leaders Program and are already thinking about which leadership program you should undertake next - why do you feel it's important to invest in your own professional development?

Investing and making time for your own professional development is important to continue to grow and adapt in the work place. By undertaking these programs, you can identify your strengths and weaknesses and learn the necessary skills, tools and knowledge to be able to grow into an effective leader and role model for your peers.

How has the Emerging Leaders Program made you step outside of your comfort zone?

Being the only rural participant from a small council in our group for 2020, I felt a little intimated at the beginning. However, I quickly started to get to know everyone and have enjoyed the chance to network and make connections with fellow participants.

What advice would you give to someone just starting on their leadership journey?

You will have times where you may doubt yourself or your abilities as a leader. When this happens, take a deep breath, remember that you were given this opportunity because of what others see in you and believe in yourself.

Have a solid support network around you including at work and at home. If you do not have a supportive Manager, seek out someone you admire and ask them to be your Mentor.

Leadership has its ups and downs. It can be difficult and frustrating at times but also very rewarding when you and your team achieve success.

What do you enjoy doing in your leisure time?

I enjoy keeping fit, spending time with my family and friends and watching a good girl flick.

Featured Member Profile - Jamie Dunnicliff

Tue, 25 Aug 2020 01:30:33 GMT

This month we chatted with Jamie Dunnicliff, Strategic Procurement Lead, Cities of Charles Sturt and Marion about being recognised as the Emerging Leader of the Year at the recent Leadership Excellence Awards, and his career thus far.

What is your role and what does it involve?

My role oversees the Strategic Procurement function at City of Charles Sturt and City of Marion. Both teams operate as one larger team across the two councils to support and facilitate procurement activities. I split my time across the two councils to oversee the teams and support the business functions.

What do you enjoy the most about working in local government?

I really enjoy the tangible outcomes of the projects and processes you get the opportunity to be a part of, knowing that the community can directly benefit from these initiatives provides a high level of satisfaction.

Joining a sector where there is a high level of collaboration and support from employees within the council and across other councils is an added benefit of the sector.

Congratulations on your recent award for Emerging Leader of the Year at the LG Professionals SA 19^th Annual Leadership Excellence Awards. What does this award mean to you?

Thank you, it’s quite a humbling award to win, I’m greatly appreciative of my leaders taking the time to nominate me for the prestigious award. From my personal perspective, I’m thankful for the terrific opportunity to have such a diverse role. My team have been terrific to lead over the past 19 months, which has made the assimilation into Local Government very easy. Having two closely aligned organisations has also assisted in being able to work seamlessly at each office. The Executive Leadership at each council have also been incredibly welcoming and supportive of the new role.

What do you think makes a good leader?

I believe good leadership is a mix of many different attributes. Most importantly it’s about the connection to your team members, the understanding and open communication with them to all be inclusive and supportive in our roles. Being able to lead by example is another key element.

A strong focus on the emotional intelligence aspect of leadership has been an important focus for me personally, whereby my staff and I can enjoy a very healthy working relationship, whilst also having a strong foundation of care and well-being, this has been especially important over the past few months during COVID.

Finally – what do you enjoy outside of work? How do you spend your leisure time?

Now that I’ve retired from cricket, I enjoy playing golf each weekend, I’m also President of the Golf Club, which takes up a bit of my spare time. I also coach my son’s Under 8’s football team at Flagstaff Hill Football Club, which is terrific fun.

Featured Member Profile - Nat Traeger

Mon, 29 Jun 2020 02:39:44 GMT

This month we chatted with Nat Traeger, Chief Executive Officer, Kingston District Council about her career, being a long time supporter of LG Professionals SA and working at a rural council.

We’ve been following your career journey for many years now – can you tell us where you started in local government and where you are today?

Well it’s been a lengthy journey that has taken me to places and given me experiences I never would have imagined when growing up in the small rural community of Coonalpyn. When I started (way back in 1987, quite obviously when I was 10 years old!) my late grandfather was an elected member and my late father was a community facilities team member of the then Coonalpyn Downs Council. It was that exposure to local government and the opportunity to secure a role in my local community (I hadn’t adjusted well to city life) that saw me start as a casual in the Tintinara office, some 33 years ago.

Casual turned to permanent, amalgamations came 10 years later, and this directly resulted in opportunities to access varying and higher-level roles due to the increased size of the organisation. Having by that time held customer service, administration, finance and human resource positions, I secured the Manager Corporate Services role with the now Coorong District Council in 2007.

My natural passion towards community development saw me start managing a few new and different projects for the Council. The Acting CEO at the time, and now one of my highly regarded mentors John Coombe, expanded my portfolio and I became the Director Community & Corporate in 2011.

By that time, I had two amazing daughters, relocated to Tailem Bend, built a gorgeous house on the River Murray and wasn’t contemplating any sort of career change. I’d also never truly aspired to be a CEO; I was comfortable at the Director level and never actually backed myself to take that next step – until last year.

A cancer diagnosis and personal issues made me really think about my future and readjust some of my life and career goals. Overcoming life challenges gives you confidence to tackle anything, so I decided to go for it!

I was fortunate to secure the Kingston District Council CEO role mid last year. The sea change has been so much more than I’d anticipated. I’ve never looked back nor regretted my decision to take a major deviation in both my career and personal life.

You’ve been a member of LG Professionals SA for over 10 years! Being involved with our rural management challenge, leadership excellence awards, network forums and conferences, what’s your highlight so far?

You just can’t go past the leadership excellence awards! I love the challenge of pitting your projects and achievements against others in the sector. From recognising your team by making them the subject of an award nomination, to developing the submission, finalists’ announcements and ultimately being part of the annual gala awards dinner is affirmation and recognition of a job well done at the highest level for our industry.

The Kingston team had not participated in the leadership excellence awards prior to my arrival and the fact that we are a finalist this year, up against two large metro councils has been a fun-filled and rewarding journey. It makes you realise that it doesn’t matter how large your budget is or what resources you have on hand, the collaborative teamwork that you are doing is making a difference to your community and we should all take every opportunity to recognise and reward that.

How cool is it that thanks to COVID-19, ALL our team members can join in the celebrations given that the virtual event is virtually free? The only minor disappointment is not being able to frock-up but we are still looking forward to some light refreshments and being more inclusive with who can attend the award ceremony.

Now that all has been revealed and Kingston District Council were announced the winner of the Excellence in Local Economic Development award last Friday, what do you think this award means to the Council, your staff and the community?

You only need look at our Facebook page to see what this means to our community; our award win has been one of our most engaging posts this year, reaching an audience of over 3,300 people. In this time where we are working on community connectedness and recovery, this sort of promotion and sense of pride has been a major boost for a region that has been doing it tough in 2020. As for our council and staff, we are such a great team, that when the announcement was made and my acceptance speech was done, I came out to tears from the Mayor and a couple of the staff. So yes, it meant a lot to have affirmation that bold decisions are recognised, worth it and vindicated at the local government logies!

What would be your advice for others thinking of entering in the future?

Take the Nike approach – just do it! Think well in advance about the categories and their criteria and try and capture thoughts along the way to contribute towards the award submission. Don’t leave it until the last minute, involve the team through brainstorming and input into the nomination and lastly, give it the time it deserves. Now I have given away my trade secrets, I’d better start working on our 2021 nomination!

Why do you like being part of the LG Professionals SA community?

The level of investment versus the rate of return is value for money in terms of opportunities to network, access to professional development and being part of a team of like-minded people and stakeholders with the ultimate end game of working for the community. I would at some point in the future, like to have a more hands-on, higher level contribution to LG Professionals, whether that be through the Board, or other representational opportunities.

What is the most satisfying thing about working in Local Government?

The people – whether it’s your team, your contractors, your consultants, ratepayers (love them the most), community members, visitors, tourists – just so many different people. Yes, they are at times our biggest challenge, but they are why we do what we do, to make things better for the people.

In terms of being in a leadership role in local government, it is being able to provide a solution to a problem that might generally be out of reach individually. For example, following a devastating spate of male suicides in a short period of time in my previous role, I was able to respond by founding and leading the ‘Conversations Matter’ Suicide Prevention Network. At a time when the community needs you the most, being able to deliver outcomes which are effective and truly make a difference is very rewarding.

In more recent time, being able to lead the local recovery for our Keilira community ravaged by bushfire in late 2019, and knowing how much those property owners have appreciated you going that extra mile, because you are local government and that’s what we do, has been the most satisfying thing about my new role to date.

During these uncertain times, what do you see as the biggest challenge for your council, and regional councils more generally?

Our Council area is unique in many ways and we are faced with a different set of challenges to metropolitan councils, and in indeed many rural ones. We have a seasonal population and economy, an ageing demographic with over 100kms of coastline with some 25kms actively being managed during a period of impactful climate change weather events. Further, we have a vast rural and agricultural area which expects, and rightfully so, a serviceable and well maintained sealed and unsealed road network.

Notwithstanding the on-going general challenges, by far the biggest hurdle we need to get over is our marine infrastructure in Kingston and Cape Jaffa; balancing the community’s expectations with what we can reasonably deliver and afford with a small income base is a conundrum that we are faced with every day.

That coupled with developing acceptable and affordable strategies to help our community recover from a dual bushfire and pandemic crisis, with very limited resources will remain a challenge for an indefinite period.

When reflecting on regional councils more generally, I’d suggest sustainable asset management, attraction and retention of good quality and skilled staff combined with maximising tourism, post disaster stimulus and economic investment opportunities will be common issues.

Finally – what do you enjoy outside of work? How do you spend your leisure time?

I love doing what we are all now being encouraged to do – explore your own back yard, whether that is literally or figuratively.

A good old road-trip, weekend camping adventure, camp-oven cooking, fishing, geo-caching, shopping, 4WD’ing and cruising along the beach. If I am not able to get out and about, I enjoy pottering in my recently acquired house, cooking, socialising, table tennis, tending to my ‘succulent farm’ and catching up with family and friends on social media.

My absolute, ultimate favourite past-time is op-shopping – just love a bargain or finding that quirky treasure that you can re-purpose or restore!

Featured Member Profile - Marianne Tucker

Mon, 25 May 2020 07:18:15 GMT

This month we chatted with Marianne Tucker, Manager Organisational Development, District Council of Grant about her role and working at a rural council.

What is your current role and what does it involve? What does a typical day look like for you?

I’m currently the Manager Organisational Development with the District Council of Grant and operate within a small team offering strategic and operational expertise in the areas of organisational development, human resources, industrial relations, work health and safety, and risk management.

There is no typical day in my current role which is one of the reasons I have chosen to continue to work in local government - I like the variety and challenges that it brings!

What attracted you to work in local government?

I honestly didn’t know much about local government when I applied and achieved the position of Costing Clerk after completing studies in accountancy. However, it didn’t take long to realise the diversity of job roles in local government.

My career has taken me through roles in finance to Rates Officer, design and implementation of an electronic records management system for the then District Council of Mount Gambier. Our Council ‘consolidated’ with the neighbouring District Council of Port MacDonnell to form the District Council of Grant, and my new role became Senior Administration Officer.

From there I developed a passion for human resources and moved into the role of Manager Organisational Development. During this time, I undertook study and achieved HR Certification through the AHRI Practising Certification Program (APC).

It is this diversity of roles and the opportunity for growth and learning that motivates me to continue in Local Government, and to advocate it as a career to others.

What is the most satisfying thing about working in the sector, especially in a rural council?

It is not boring! I enjoy the diversity and challenges of working in a rural Council with not only the office and depot but an Airport, a Saleyard, and a Community Complex at our largest township Port MacDonnell. In the regions, we are able to utilise our knowledge and skills across a range of issues, and it is satisfying to contribute widely and to be continually learning.

You’re a member of our People and Culture Network. How important has it been to stay connected with this network during recent times?

Local Government is constantly evolving and therefore networking is key to navigating through the challenges and celebrating the milestones.

Since COVID-19, the People and Culture Network have provided a regular ZOOM networking session for HR practitioners. This has not only been tremendously valuable from the information sharing and discussion perspective, but also for the wellbeing aspect of participants.

Can you share a highlight from your experiences with LG Professionals SA?

Through my years as a HR practitioner, I have been involved with and advocated for inclusion of regional and rural practitioners in People and Culture Network discussion groups, networking and working parties not only to contribute and participate, but to learn from metropolitan colleagues.

However, distance, time and travel have been a continuing issue for myself and other rural and regional practitioners.

The recent ZOOM networking meetings that LG Professionals SA has facilitated have been a game-changer, presenting an additional option for future People and Culture Network calendared events.

How do you spend your leisure time outside of local government?

My husband and I have three beautiful children and living in the great South East of the state we enjoy exploring the pine forests, natural forests, beaches and of course the Blue Lake and Valley Lakes area. I like to unwind in the garden and enjoy being creative.

I choose to give back to the local community and have been on the St Martins Lutheran College Council for over 15 years, currently Chair, and also a number of sporting and community groups over the years.

Currently my passion is acrylic and watercolour painting, and I am looking forward to completing my current creation (which has been in the works for some time) and especially excited to visit overseas art exhibitions in the future!

Featured Member Profile - Hugh McIntosh

Mon, 27 Apr 2020 01:48:09 GMT

This month we chatted with Hugh McIntosh, Manager, Marketing Operations from City of Adelaide about his role, being a LG Professionals SA Board Member and his thoughts on staying connected.

What’s your current role and what does it involve?

I enjoy a breadth of responsibilities including leading three full-service ‘marcom’ teams that partner with the wide variety of departments across the City of Adelaide, supporting our three commercial businesses (U-Park, the Adelaide Aquatic Centre and the North Adelaide Golf Course) and supporting our Marketing Strategy Specialist. As a bit of a marketing-nerd, I also enjoy leading the marketing for the soon to be redeveloped Central Market Arcade.

You are one of our newest Board Members – what inspired you to nominate? What do you hope to achieve as a Board Member? Any advice for others considering this path?

As a privileged attendee of the inaugural Executive Leaders Program, I was moved by the professionalism of the course, the relevance to my needs and those of local government executives and surprised by the impact it had on attendees: literally life-changing for some. With a life-long belief in ‘giving back’ to that which you value, when nominations for the board went out, it was an easy decision.

Whilst community focused nature of local government makes the work innately rewarding, to further support and develop those who play a fundamental role in making our cities and regions better places to live, beyond my council’s boundaries, is a main objective for my time on the board.

For those considering a similar direction, my advice would be to set your sights high in local government, seek the counsel of those who inspire you and continually ask yourself: what else could I be doing to make a difference? Actively networking regularly with peers from other councils will help broaden your knowledge whilst extending your support base.

Being part of the Executive Leaders Program Alumni how do you think the learnings from this program are relevant in the current COVID-19 world? What would you say to others thinking of undertaking the Executive Leaders Program?

In the opening half hour of this six-day program, the concept of ‘VUCA’ was introduced – a situation and response model where how much is known of a situation and how well the outcomes of actions can be predicted are key metrics. It is safe to say, this pandemic has us at the extreme ‘Volatile’ quarter – a situation that’s unexpected / unstable and compounded by an unknown duration.

The course developed participants leadership ‘tool kits’ to manage themselves and others in increasingly unpredictable situations or scenarios; embedding skills and approaches I have leaned upon heavily of late. Every participant was challenged to get out of their comfort zones, into their ‘productive zones of disequilibrium’, question their past patterns of behaviours and thought processes and become agile leaders in the face of evolving, increasingly complex challenges.

If you can attend this exceptional program, you absolutely should; you won’t come out the end of it the same, to you, your organisation and your team’s benefit.

Can you share some tips for staying connected during these uncertain times?

There is no shortage of advice and digital ‘connectivity’ tools flying around at present, so alongside these I say also keep it as simple. Whether introverts or extroverts, we have evolved as social beings. Working from home and social distancing can have unexpected impacts on wellbeing and health. Make sure you reach out to co-workers or your teams weekly at a minimum without an objective or purpose. Chew the fat, laugh about ‘that awkward Zoom meeting’ and generate those ‘water cooler moments’ that often only become apparent in their value when they disappear.

For those with a step counter in their watch or device, if you’re anything like me you’ll have noticed how much more sedentary we’ve become when working from home. Personally, I’ve made a point of increasing exercise and breaks from the desk and done my best to reduce those fridge and pantry ‘drive-bys’!

How do you spend your leisure time outside of local government?

These days my spare time includes long family walks, catching up with our close-knit-neighbours, improving my ‘handy-man’ game and occasional travel, especially to Japan (for which I have a ceaseless fascination). That said and without doubt, Daddy-Daughter time is a biggest and most valued pastime.

Featured Member Profile - Adrian Skull

Mon, 24 Feb 2020 01:12:33 GMT

This month we chatted to Adrian Skull, Chief Executive Officer, City of Marion about his role, and his thoughts on trust and collaboration.

What is your current role, and what does it involve?

I’m very lucky to be the City of Marion’s Chief Executive. My primary responsibilities include working with staff and elected members to set the direction of our organisation; implementing and integrating the strategic direction of Council; making major corporate decisions; managing the overall operations and resources of Council; acting as the main point of communication between the Council and operations and being the public face of Council alongside the Mayor.

I need to have a strong awareness of both the external and internal landscape; and in a changing world, a capacity to seize opportunities for collaboration that will benefit all parties to the partnership. I need to be a cheerleader for our staff and a champion of the organisation’s values and have strong networks across the sector, State and Federal government, businesses and community groups.

What is your career background to date?

I’ve had a few career moves in my working life. After University (Flinders) I travelled for a year overseas and then joined the Army. I served six years, finishing as a Captain. During that time I married my beautiful wife and when I left the services we went to live in Switzerland where I worked in a Swiss Hotel Management College. I ended up as the Academic Dean of the Domino Carlton Tivoli (DCT) College in Lucerne.

Our twin boys were born in Switzerland – and after 4 years, we came home because, in our opinion, Australia is the best place to bring up children. I ran my own training business for 3 years, and then joined BAE Systems as Tender Manager where I was put in charge of the Australian part of a global change program for the company. Our third son came along during that time. After 5 years at BAE I left to be the HR Manager at the City of Charles Sturt and then I followed my then-CEO to Adelaide City Council.

After ACC I ran my own consultancy business for about 9 years before I joined the City of Marion as GM. I followed that job with the role of CEO of the District Council of Yankalilla and then 4 years ago I came back to Marion as CEO.

What do you enjoy most about working in local government?

I really love the community side of our sector. I feel passionate about delivering for our community and they are genuinely at the forefront of everything we do.

We’re thrilled to have you as part of the program for our 2020 Annual State Conference. Can you tell us a bit about what factors are essential to successful collaboration?

Successful collaboration is not easy – and we’ve learnt that in our recent collaborations with Port Adelaide Enfield and Charles Sturt. To succeed, it needs unwavering commitment from the CEOs of the collaborating organisations and regular reinforcement of that commitment to working together. It’s not for everyone. But when it works, the benefits are sensational. You need trust (to be trustworthy and trusting), energy, focus, courage and the capacity to share a vision that will mean that sometimes you will benefit less than your partners – but overall you all come out in front.

Why is collaboration important?

In our sector we aren’t, or shouldn’t be, competitors. When you really work together you will see the gains possible through creating synergy. Every Council does many of the same things – and we duplicate resources to do those things. If you collaborate you reduce cost – and the ratepayer gains.

What is the most exciting initiative that City of Marion is currently involved in? Any big projects on the horizon?

There are lots. We have a new football club facility at Morphettville in train and some exciting smart developments around the new Oaklands Railway station. In the near future, we are going to build an international standard BMX track and a new soccer facility on Major’s Road, O’Halloran Hill. We will also be building a new sports hub and neighbourhood centre at Mitchell Park and we will be doing some exciting streetscape projects across the city. Internally we will be investing resources into building better systems over the next few years. We’re also working to evolve our volunteering offerings to capture people who have lots to offer but don’t want to do the ‘traditional’ Council volunteering things – and we are planning for our future workforce which we think will be quite different for many roles.

Finally – what do you enjoy outside of work? How do you spend your leisure time?

I love kayak fishing with my three sons. We also watch our youngest play soccer for Cumberland in the Adelaide Premier League. I love our diverse group of friends, and I love our family. My favourite night of the week isn’t Council meeting night (surprise!!) but our weekly ‘family dinner night’ when we all get together.

My wife and I love to travel – and we do two or three weekend breaks every year. We will be getting a new dog this year, which we are excited about. We lost our Labrador last year and we miss the pitter - patter of little feet in the house and the love that dogs bring.

Featured Member Profile - Chris Campbell

Fri, 24 Jan 2020 02:05:26 GMT

This month we spoke with Chris Campbell, Digital Communications Officer at City of Tea Tree Gully about his role, his recent experience completing our Emerging Leaders Program and how he is planning for the future.

What is your current role and what does it involve?

Digital Communications Officer. My focus is customer and employee digital experience - transforming services and bringing processes online for continuous improvement. This includes managing our online forms, CRM’s, website, reports and analytics. It’s a real mix between digital content creation and digital services.

How long have you worked in local government and what is your career background to date?

I’ve worked in local government for almost 7 years, all with the City of Tea Tree Gully. Previously I worked in media: TV News, 3 years at the ABC and 3 at Channel 9. My work there consisted of news video editing and news transmission. I made the move to local government to work on the ‘other-side’ of media, in what started out as a more traditional communications role. Quickly this transitioned into having a digital focus, and hence to the role I’m in today.

What do you enjoy most about working in local government?

I didn’t know a lot about local government before I started, but like a lot of people, quickly realised how much local government does. I’ve really enjoyed getting a better understanding of all the things that support a community, from the operational to the events and opportunities.

I always find myself looking towards the future and sharing the possibilities of what could be and where we could go. So I suppose being a part of a team and organisation that’s working towards that, and looking at the best way to build a resilient, safe, innovative and sustainable place to live is exciting to be a part of.

January is often a time for reflecting on the year that has passed and planning for the year ahead. What does this look like for you?

2019 was a year to just get stuff done. I was pretty exhausted by Christmas and really enjoyed the holiday break. In an ideal world the plan for 2020 would be to spend more time planning, less time doing (on the business not in the business). I’m hoping to focus on presenting and sharing ideas, continue my own professional development and focus on where I can add the most value to the organisation.

You recently completed our Emerging Leaders Program. What were your biggest takeaways from this program?

I really enjoyed the course. For me there were two things that stood out.

Weaved throughout the course structure were models and systems to support our understanding of behavioural & cognitive psychology, and how this relates to leadership, teamwork and organisational culture. I found the mix of these topics really engaging and it renewed my interest in personality profiles and psychology.
The Team. The 2019 Emerging Leaders were an amazing group of people. We all connected and formed a close friendship. I feel that for all of us, as our careers evolve throughout local government, we now have an extended network to be able to lean on and collaborate with.

What advice would you give someone who is thinking about doing the Emerging Leaders Program?

Jump in. Admittedly there was probably more group/assignment work than I had previous imagined, but this is all part of the challenge. It’s a good course that explores workplace culture, who you are and how you fit within it. If not for the learnings, the network and friendships you make along the way are invaluable.

Finally – what do you enjoy outside of work? How do you spend your leisure time?

Being a dad with 2 young children a lot of non-working time is spent with them. Bike riding, skateboarding, sports. But I love to travel and we try and get away to a national park a few times each year for camping, hiking and exploring the wilderness. Working on a computer for so much of my day, it’s always nice to get outdoors and enjoy the natural world. Catching up with mates and of course Netflix is also a nice way to relax.

Featured Member Profile - Karen Rokicinski

Wed, 27 Nov 2019 03:17:06 GMT

This month we spoke with Karen Rokicinski, Director Corporate and Customer Service of City of Victor Harbor, about her role, professional development journey and the exciting things happening at City of Victor Harbor.

We’ve been following your career journey for over a decade now- can you tell us where you started in local government and where you are today?

I started in local government in 2004 as an Environmental Health Officer with Alexandrina Council, who took me on before I’d even graduated from university. 15 years later, I am now with City of Victor Harbor as Director Corporate and Customer Service.

Wow - and how did you get there?

I have been most fortunate to have had opportunities to take a number of small upwards and sideways steps into different roles throughout my career so far. After a few years as Environmental Health Officer with Alexandrina Council, I was promoted to the role of Team Leader Environmental Health. Then a few years later after a small internal restructure, I was successful in my application for the role of Manager Health, Environment & Regulatory Services. Whilst in that role, I put my hand up to undertake a number of small secondment roles in other portfolio areas (including within the engineering, infrastructure and open spaces areas) and was given the chance to act in a number of different General Manager positions. Then following the resignation of the CEO in 2016, I was afforded the opportunity to step into an interim role as General Manager Engineering and Environment whilst the organisation recruited a new CEO and underwent a restructure. Shortly after the organisation restructure was complete and the position finished up, I moved to neighbouring council, City of Victor Harbor, taking up the role of Director Corporate and Customer Service, and that’s where I am now. In amongst it all, I also did further study and professional development including a Master of Business Administration.

You’ve been to lots of our conferences over the years. What role did professional development and networking play and what advice can you give to those considering applying for a role?

Professional development has played a crucial role in my career journey. In particular, experiences in my early career which included the Local Government Management Challenge and the Emerging Leaders Program, helped me to develop my people leadership skills after starting out my career in a technical role. These programs, as well as formal study, have prepared me for each next step. I think it’s really important to continue learning across your entire career through specific programs as well as through your network of peers. There’s so much we can learn from the experiences of others, and taking the time to listen and consider advice is a pivotal part of our personal and professional growth. Finding a suitable mentor for where you are at in your career journey is also important and can provide you with an objective view as to where you need to invest further in your skills and experiences. Attending conferences and seminars is also important to keep us motivated, inspire us with new ideas and ensure that we continue learning.

For those considering applying for a role, being a regular face in local government events and programs, and getting involved will ensure that you are considered to be someone who is committed to and invests in the sector. This, coupled with your skills and experience, will help others to understand what you can bring to any new role that you are applying for. Consider finding a suitable mentor or coach to help develop parts of yourself that will help you be ready for the next stage in your career - listen to, and actively implement their strategies and advice.

There are lots of exciting things happening at the City of Victor Harbor- what are you most excited about?

It definitely is an exciting time to be working at City of Victor Harbor and there are many things that I am looking forward to being a part of over the coming months and years. In particular, seeing the outcomes of a number of key developments within the Victor Harbor town centre and foreshore – a new causeway to Granite Island, further development of an arts and culture precinct, as well as the next stages of the Main Street upgrade project, to name only a few. Within the organisation, we are embedding a strong customer focus in all that we do and finding ways to improve the services that we provide to our community. It’s been exciting reflecting on the ways we deliver our services and improving our processes, including through better use of technology, to make them more efficient and provide value for our customers.

Finally, how do you integrate work with your life? Any advice?

It requires discipline and careful planning to make sure you can fit in everything that you need to and want to get done. My advice is to make a realistic plan which includes both your work and your personal needs (being sure you have made sufficient time for the things and people you love!). Review your plan regularly and communicate your plan so that others know how they fit into it. Then be strict with yourself about sticking to the plan. When you commit to something, give of yourself completely and be present in the time and space that you give to it. Of course you sometimes have to be prepared to flex, but this is generally a good formula for me. Oh, and listen to your body - it will tell you if you’re overdoing things and then it’s important to adjust your plan so that your work and life are sustainable.

Featured Member Profile - Matthew Morgan

Thu, 31 Oct 2019 00:04:12 GMT

This month we spoke with Matthew Morgan, CEO of The District Council of Karoonda East Murray, about his role, the importance of investing in professional development and the challenges facing regional councils.

What's your current role, and what does it involve?

I’m currently CEO of the District Council of Karoonda East Murray. With a small team, this involves being both strategic and operational as well as being the public representative of Council along with Mayor Caroline Phillips.

You have worked in local government for over a decade. Where were you before Karoonda East Murray?

My local government journey began in 2003 at the Hepburn Shire Council in my hometown of Daylesford, Victoria. I started out as a part time IT Assistant and worked my way up the organisational chart to Manager Governance and Information before moving to Adelaide in 2009 to take on the role of ICT Manager at Centennial Park Cemetery Authority, which is a subsidiary of City of Unley and City of Mitcham. Again, my role changed there various times to incorporate much broader management activities and portfolios, before making the jump into full time parenthood in 2017. That came to an end in January 2018 when I took on the role at Karoonda East Murray.

What do you enjoy most about working in local government?

Delivering outcomes for the community is the part I enjoy most about my role and working in Local Government. This year for example, we’ve designed and built a new child care centre in Karoonda, and for the first time, Council has developed a service delivery model which provides for child care to the community, 5 days a week. In a small community like ours, these projects are the ones that will deliver huge long term rewards for the community.

The District Council of Karoonda Easy Murray recently entered a joint team with Southern Mallee District Council in the Rural Management Challenge. What were some of your highlights from the experience?

Assembling a composite team from two small rural councils, just 3 weeks out from the Rural Management Challenge was a huge task, given the limited resources and small teams that we have on the ground to deliver council services anyway. The highlight for me, was seeing the team come together, bond and work extremely well together on the Pre-Challenge tasks and on the Challenge Day tasks. It was also a great opportunity for me to have some time with peers as we observed the teams go about their tasks throughout challenge day.

Why is it important to invest in the professional development of your staff?

Learning is a lifelong activity and it's important that all staff are provided with opportunities for professional development that helps them to acquire new skills and knowledge and also to build new networks. More and more, to achieve the outcomes expected of us, we need team members to be both learned and connected.

What do you see as the biggest challenge facing your council, and regional councils more generally?

Resourcing and financial sustainability are clichés, however are very true and relevant in our situation. For a small council with an annual budget of around $4M, 15 staff and community assets valued at $70M the challenge of meeting our basic compliance obligations, let alone service delivery or strategic planning and project is always going to be a finely balanced game of pick and choose and making concessions. It highlights the importance of having a good process established for identifying external funding opportunities to bring $$ into both Council and community.

Finally – what do you enjoy outside of work? How do you spend your leisure time?

I’m not quite sure that I’ve got the work life balance quite right yet, it’s a work in progress, however outside of work you’ll usually find me with my wife and two young boys doing what good Dads do, playing and being silly. I also enjoy a glass of wine, relaxing at our property down at Second Valley and taking the drone for an occasional flight.

Featured Member Profile - Paul Sutton

Sun, 29 Sep 2019 15:00:00 GMT

This month we spoke to CEO of City of Charles Sturt and newly appointed President of LG Professionals, SA, Paul Sutton, about collaboration, reform and his vision as President.

You have just commenced your term as President of LG Professionals, SA—what is your vision for the Association over the next twelve months and beyond?

The association has a fabulous reputation as the premier professional development provider for the Local Government sector. We are working from a strong baseline and have a bright future. I look forward to building the professional capability across local government - as well as maintaining technical and leadership capabilities. Enhancing trust with our communities and stakeholders across Councils is critical. We must act with honesty and transparency as we address issues including Local Government reform, the China Sword and SKM led waste crisis, and the continued roll out of NDIS and its effects on our communities in the context of changing demographics and economic pressures in SA.

The City of Charles Sturt together with the City of Port Adelaide Enfield and the City of Marion are working in a uniquely collaborative way—can you tell us about that and what factors are essential to council collaboration?

Simply put, together we are all stronger, smarter and can be more efficient. The leadership teams of each our 3 councils has a clear resolve to work together for the benefit of our communities. It will work if we are actively engaged, open to new ideas and humble about putting aside our tried and true techniques and methods as willing to partners. It is easy to say, but can be both confronting and rewarding, as long as you are willing to put constructive energy into both the task and the relationship!

What advice do you have to local government professionals who may be feeling uncertain about reforms?

Reform can be an opportunity, not a threat. I believe our sector, our communities and the State Government all want the same thing – relevant and efficient services that add value to the lives of each person in our communities. In that context, we should explore the opportunities to work better together, to think about how we can reduce red tape (self and externally imposed) and consider everything from a community value perspective..

Finally, with such a busy role and still finding time to volunteer within the sector, how do you maintain your energy?

I’m lucky to work with a great team of colleagues where everyone shares the load and we support one another. Personally, I exercise regularly and put effort into my family and personal relationships. Having a break and planning time away is important for me to stay balanced. So good holidays are always great to look forward to – especially a weekend at our shack on Kangaroo Island.

Featured Member Profile - Johanna Williams

Fri, 30 Aug 2019 00:57:34 GMT

This month we spoke to Johanna Williams about her role as General Manager, Rundle Mall Management Authority, and what inspired her to take part in our Executive Leaders Program this year.

You work for a council subsidiary – can you tell us what challenges are unique to a subsidiary vs working in a council?

As custodian of the Rundle Mall Precinct, RMMA’s role is to deliver economic benefits for our traders, our property owners and for those who work in and visit the Mall. That means we’re delivering a specific part of the City of Adelaide’s agenda under the governance of a Board comprising retail, property and marketing professionals as well as Elected Members.

We work semi-autonomously, developing our own strategy and initiatives for the Precinct, drawing on the expertise and information within Council and with accountability to the Elected Members.

An added overlay is the wider stakeholders we serve – the people of South Australia – who see Rundle Mall as the heart of Adelaide and are invested in what happens here.

We look forward to having you participate in our Executive Leaders Program this year. What inspired you to take time out of your busy schedule and commit to the program?

Given Rundle Mall needs to lead the way in South Australia, I’m striving to build my leadership capabilities so I can keep fostering the innovation culture that’s essential for RMMA‘s ongoing success. I also need to lead a talented team through a complex environment of constant change and diverse stakeholders so I’m looking forward to gaining a deeper appreciation of my leadership style and how to lead with authenticity. Meeting other senior leaders to share experiences and learn from one another will also be invaluable.

What is the most complex challenge you are facing in your role at the moment?

Future proofing Rundle Mall against the rapidly changing retail landscape while preserving the memories every South Australian has of the Mall. In some way Rundle Mall features in most people’s life milestones, so how do we retain that when we’re considering what the Mall should be in 10 or 20 years from now? It’s a challenge to balance that big picture strategy against the short-term delivery of campaigns, activations and leasing that draw visitors in and supports our traders and property owners.

Finally, what keeps you busy outside of work?

When I’m at home I like to unwind in the garden. I’ve just finished creating my first vegetable patch so I’m looking forward to planting seedlings for summer. I also enjoy travelling and exploring new destinations and heading to the footy – it’s just a shame 2019 hasn’t ended so well for the Crows, Port Power or for my Swans!

Deb Larwood - Featured Member Profile

Wed, 31 Jul 2019 01:58:12 GMT

This month we spoke with Deb Larwood, CEO of The District Council of Kimba, about her role, the challenges she sees in the region's future and how Council is preparing itself to overcome them.

What is your current role and what does it involve?

I am currently employed as the Chief Executive Officer of The District Council of Kimba and have been in that role for nearly three years. This involves overseeing the strategic operations of Council including asset management, finance, strategic planning, governance and human resources, as well as working closely with the elected body of Council.

What is your favourite thing about your role?

I really enjoy the opportunity to work closely with the community and the elected members to help achieve their goals for the Kimba District. Local Government is a unique organisation and prior to working within the sector I didn’t realise how extensive and varied a role a Council plays. I like being actively involved in the community and enjoy the chance it gives me to play my part in helping the community prosper and reach its full potential. This is also made more appealing through working within the community in which I live, whose residents are resilient innovators embracing emerging economic opportunities to position the town for a sustainable and vibrant future.

What is your career background to date?

I performed in the role of Manager Corporate Services at the District Council of Kimba for a period of ten years before becoming the CEO. Prior to my involvement in Local Government I worked in the banking sector as well as being what I term a professional volunteer with an involvement in a vast number of community organisations.

You have been a member of LG Professionals, SA for over 10 years! How does this membership benefit both you and your council?

For me probably the most significant benefit I have received is the opportunity to network with other CEO’s and staff members of Council, as well as using LG Professionals, SA training and conference forums to enhance my capabilities as a CEO. Over the course of my 12 year career in Local Government I have been fortunate to attend around 8-9 of the LG Professionals Australia National Conferences, as well as numerous state conferences, CEO Forums along with completing the Professional Leaders Program, a three-day intensive leadership session and a number of other training initiatives.

I believe that professional development is an essential component of both the CEO role and the leadership role and see the training that not only I have undertaken, but also other Council staff and the elected body as an investment in the organisation. LG Professionals, SA allows this training and exposure to other information gathering forums to be readily accessible. It is centred on Local Government and showcases the expertise they have in this area, as well as providing an opportunity to network with other individuals involved in the sector.

To ensure the benefits of LG Professionals, SA is available across the organisation the District Council of Kimba currently provides membership to the Senior Management team. In addition, in November 2018 Council sent the applicable administration staff to the LG Professionals, SA Women's Network Conference, not only as an acknowledgement of their commitment to Council throughout the year, but as an opportunity to expand their local government knowledge and develop relationships with other Council personnel. The feedback from this conference by staff was extraordinarily complimentary and the benefits gained have far exceeded the cost to Council. It is my intent to make this event an annual sojourn for administration staff when possible.

You are registered to undertake the Executive Leaders Program, which will commence in August. What are you most looking forward to as part of this program?

At the recent NGA Congress, David Pich from the Institute of Managers and Leaders ran a session on ‘the six layers of intentional leadership’ and categorised the term ‘the accidental leader’. I identified with his theories and recognised the need to be well versed in the art of leadership. I am constantly looking at ways of improving management leadership capabilities and am looking forward to the insight the program will provide me in this area. I am keen to hear the concepts around traversing changing environments and enhancing our adaptive thinking capabilities.

Local Government is constantly evolving, and I think that as CEO’s we need all the help we can get to navigate through these times. In addition, the networking that is always a component of these programs provides us with the ability to see what other Councils’ are doing in the Local Government Sector.

In these times of constant change, there is a huge focus on planning for the future. What initiatives are District Council of Kimba implementing to enable you to be future ready?

When it comes to summing up Kimba Council’s attitude to planning for the future, the best three words to describe Council’s approach would be innovation, adaptation and community.

Kimba is lucky to have a progressive Council who are open to looking beyond the traditional means of future proofing both the Council and the community. A key focus and priority for Council is playing a proactive role in the recruitment of a doctor to provide GP Services to our town and hospital. Whilst it is not a traditional role of local government bodies, Council has chosen to campaign strongly with other tiers of government and have allocated significant funds to secure this service.

Council is also in the throes of completing a Community and Economic Development Strategy. Over the past two years we have secured in excess of two million dollars in grant funding which has allowed us to complete such projects from playgrounds, independent and affordable aged accommodation to water catchment initiatives. Tourism is also a focus and Council has set up a self-contained camping area to increase tourism visitation to our town.

In the 2019-20 budget, funds have been included to develop plans for a potential expansion to the Council-owned health centre. We are also investigating power line undergrounding and upgrades to the main street. All of these initiatives are part of the long-term planning of the Council and will be included as part of Council’s Strategic Plan review which is underway.

From the perspective of the District Council of Kimba it is all about Council positioning itself to be able to maximise all the opportunities that present into the future.

What do you see as the biggest challenge for your council, and regional councils more generally?

The biggest challenge I see for the District Council of Kimba, and many other regional Councils, is the current declining population of the district and the challenges this creates in the community through the constant need to lobby for the continuation of infrastructure development and service delivery. Subsequently, this flows into a decline in people using facilities which then presents Council with a difficult decision as to what is the best use of Council resources and where these limited resources should be allocated. Do we prioritise the playground, or do we allocate these funds to assets better utilised within the community? There is a perception within communities, including Kimba, that Council’s should keep operating these assets long-term even when the numbers do not support the decision. ‘Councils need to do more with less’ is a common mantra that we hear and this is becoming more prevalent as time goes on. This issue is also exacerbated with the constant cost-shifting we see from other levels of government and along with the effects of declining population Council’s long-term sustainability and the capacity to maintain adequate level of services to the community is at risk into the future.

Finally – what do you enjoy outside of work? How do you spend your leisure time?

I am currently studying a Bachelor of Government and Public Management, which takes up a considerable portion of my spare time. With the little bit that’s left over I enjoy reading, travelling, catching up with family and friends on a regular basis and watching a good movie. Shopping is also a favourite past time of mine and one I’m very good at.

Michael Sedgman - Featured Member Profile

Tue, 28 May 2019 03:01:42 GMT

What's your current role, and what does it involve?
I’ve been the Chief Executive Officer at Rural City of Murray Bridge since June 2015, where I’m responsible for strategic planning, stakeholder management and communications, finance and asset management, human resources, governance and major projects. I’m also responsible to the Council to build a proactive organisational culture to deliver a “Proud, Safe and Progressive Murray Bridge”.

What‘s your career background to date that has led to your current position?

Financial Management Professional since 1997 at the City of Port Phillip and the City of Yarra
General Manager responsible for Corporate Services at Adelaide City Council 2006-2013
General Manager Corporate Services at Rural City of Murray Bridge in 2013

What do you enjoy most about working in local government?
I’m passionate about implementing the strategies we have developed together, delivering the Vision, and making a difference for our Community.

What benefits do you and your council get out of your membership with LG Professionals, SA?
We value the opportunities to progress our professional networks and interact with local government peers across the state.

We’re thrilled to have you as part of the program for our 2019 Economic Development Conference. How have you shaped your Council’s involvement in economic development and what does the future hold for Rural City of Murray Bridge?
One of my key priorities upon commencing in the CEO role with the Rural City of Murray Bridge was to develop an Economic Development Strategy, which has guided our involvement in economic development activities over the past 4 years.

The Strategy articulates our long-term objectives in Economic Development out to 2030

What is the most exciting initiative that your Council is currently involved in? Any big projects on the horizon?
Council has committed to a range of major projects to make our entrances more attractive. These projects have included the delivery of a Freeway Town Entrance Statement, roll out of new Town Entrance Signs, the implementation of the Adelaide Road Linear Park Concepts and progression of the Swanport Road Masterplan.

Finally – what do you enjoy outside of work? How do you spend your leisure time?
My key commitment to out of work time is a personal training session each week and volunteering in my local community.

Naomi Molloy - Featured member profile

Wed, 27 Feb 2019 06:59:03 GMT

This month we spoke to Naomi Molloy, Improvement Specialist at the City of Playford to learn more about her, what she does and what she has planned for 2019.

What is your current role at the City of Playford and what does it involve?

I’m currently on secondment as an Improvement Specialist. My role involves working with different stakeholders across the business to review, design and improve systems and processes in consideration of expectations, desired outcomes and the customer experience. The role has allowed me to expand my knowledge of the intricacies of Council business and has given me valuable insight into how other departments and teams operate. It’s also allowed me to work with people in a variety of fields and has given me a greater appreciation for the value of our LG staff.

How long have you worked in local government and what is your career background to date?

I’ve been in local government for 5 years now, all at the City of Playford. Prior to that I worked for a state government not-for-profit organisation and have worked for family businesses within the building industry as well. My background is in payroll, finance and human resources, which are surprisingly complementary!

What do you enjoy most about working in local government?

Local government is an incredibly meaningful industry to be working in. We’re very fortunate to be able to deliver such great services to our communities and to see the benefit these services provide.

Another thing I love about LG is that there is no competition between Councils so we have a unique opportunity to share knowledge, skills, resources and ideas between our networks. The benefits of this can ripple across the sector and I feel as though we’re heading towards a stage of greater collaboration that will see our communities thrive.

You will be participating in the 2019 Emerging Leaders Program. What are you most looking forward to about the program?

I’ve been looking forward to this program for almost a year now! Unfortunately I first became aware of it when the registrations were full for last year so I’m very excited to have made it in to the 2019 course.

I’m particularly interested in the organisational culture, sustainability, change and leadership modules and since I grew up in country NSW, I’m also keen to explore the insights from a rural perspective. I think it will also be great to go through the course with other local government employees in similar (or different) phases in their career as well.

I really should have just said I’m looking forward to all of it!

You are a new member of both the Continuous Improvement Network and Women’s Network - what important role do these networks play in facilitating learning and sharing of ideas across the sector? What prompted you to join these networks?

I’ve attended events run from both of these networks and can honestly say that I’ve made some great connections and heard fascinating stories at these events. For me, joining the networks was really a no brainer after that!

The CI network has been a valuable resource, allowing me to see how other Councils are running their CI programs, what improvement opportunities they’re working on and to share my own experiences and findings. The network has people with brilliant minds who have some great initiatives and programs happening in their respective Councils. The network provides the platform to facilitate easier sharing of these which can only lead to greater learnings across the sector.

The Women’s network is such a powerful network to be a part of. I attended my first Women’s Conference last year and was incredibly inspired by the speakers who presented on the day and managed to catch a few of them for a one-on-one chat. I’m excited to see what the network drives and inspires in the future and for women in the sector to not only break through the glass ceiling, but to shatter it completely.

What motivates you? What are you most passionate about in local government?

I like to challenge the norms while keeping sight of the bigger picture. I enjoy coming up with solutions that make it easier for people to perform their job or to provide another service over and above the status quo. I think that local government has started shifting to an innovation phase not only in how we operate externally, but our internal services as well and I’m looking forward to seeing what the next few years have in store!

One of the other things that motivates me is one of our greatest assets - our people. We have people who have been at Council for longer than I’ve been alive and some who started just last week. Across that spectrum there’s so much knowledge and varied experience on offer and I have a lot of respect for the amount of value our people provide.

Finally – what do you enjoy outside of work? How do you spend your leisure time?

I have two beautiful children (an adult teenager and a threenager!) and a husband who’s pretty good value too, so I actually quite like spending time with them! I enjoy going to the gym as well and I have come to admit that I love (but sometimes hate) running. I’ve branched more into trail running recently so will often spend early mornings and weekends clocking up some kilometres either on the road or on some of Adelaide’s finest peaks. Since life is all about balance I also like to wind down with friends and a glass of wine or two, or with a good tv show or movie and the comfort of my trackies.

Beth Davidson-Park - Featured Member Profile

Thu, 29 Nov 2018 23:25:57 GMT

This month we hear from Beth Davidson-Park, member and outgoing President of LG Professionals, SA, as she reflects on 2018.

It has been a privilege and a pleasure (as well as a great deal of fun) to be President of this great organisation for the past year. I am delighted to continue to work alongside Nigel and the team as a member of the Board, and am confident that LG Professionals, SA will continue to go from strength to strength as the exciting and innovative program offerings of our upcoming Professional Development Program for January to June 2019 gain momentum alongside the long-term success of programs such as the Emerging Leaders Program, the Strategic Management Program (formerly the Professional Leaders Program) and the Management Challenge.

I am especially proud of the work that Taryn, Kate and the team put in to launch our brand new Executive Leadership Program (XLP). This program is focussed on development opportunities for local government executives seeking to expand their minds to news ways of thinking, delivering and managing, as well as amplifying their leadership impact. With a complex and continuously evolving sector, it is now more than ever essential that local government is prepared for the future. New services, new skills, local and global impacts and the ever-changing digital landscape have fundamentally changed expectations of both the nature and delivery of services.

During this year I was also very proud to represent our Board at the National Conference as well as welcoming record numbers of people attending our Annual State Conference 'Fast Forward: Navigating the Future’ and the Women’s Conference ‘Reaching your Full Potential’, as well as the Leadership Excellence Awards Gala Dinner and the Community Conference, which was held at SAMHRI—an apt venue for the innovative approaches our community teams across the state bring to our communities.

Thank you from me to Taryn and the team for their energy, enthusiasm and support as well as congratulations on bringing innovation to all you do—I am in awe of your work!

Timothy Tol - Featured Member Profile

Tue, 30 Oct 2018 00:57:48 GMT

This month we speak with Timothy Tol, who has just commenced the role of Director of Infrastructure and Environmental Services at Renmark Paringa Council.

Timothy speaks to us about his passion for working in local government, his career path and his views on professional development.

You’ve worked in local government for a while now. What is your current role and what does it involve?

Yes, I have been in Local Government for a while—almost 19 years now. I am currently between roles and will be starting at the Renmark Paringa Council on Monday 29 October as the Director of Infrastructure and Environmental Services. This role involves providing leadership to these two portfolios, and I am looking forward to it.

What attracted you to the sector and what keeps you motivated?

Actually when I was studying at university the last place I thought I’d be working is Local Government. I had that negative stereotypical view of Councils back then. However, it was at the end of 1999 when I landed an opportunity to do some work experience as a planner at Victor Harbor through Donna Ferretti, who was a lecturer at UniSA at the time. This led to working as a General Inspector over that summer that led to acting as their Principal Planner the following year. That was my start in Local Government and I soon realised, and continue to the motivated by, the opportunity that Local Government gives us to do great things with, and on behalf, of our communities—that is my main motivating factor. Now that I am in leadership roles I am also motivated to help others to fulfil their potential and grow. I am always inspired by the high quality of people that work in this sector and it is a privilege to have the opportunity to make a positive impression on other people’s careers.

Over the years you have attended a number of our programs, events and conferences. How has being involved with LG Professionals, SA benefited your career?

One of the greatest things about attending LG Professionals events is the opportunity to meet and get to know our peers from across the sector. The knowledge that is shared and the friendships and contacts that we gain are invaluable.

What value do you place in investing in your own professional development, and what role has professional development played in your career so far?

I place a high value in investing in my own professional development and I believe that we must all continue to learn and extend ourselves whenever possible. One of my most recent achievements was completing my MBA through the Australian Institute of Business in 2013. I thoroughly enjoyed that experience especially as it exposed me to concepts and ideas from many other sectors, not just Local Government. The most important thing about professional development is it provides the opportunity to continually improve and this then provides us a greater chance at success in serving our community and being successful in our respective roles.

You recently completed our Executive Leaders Program. How did you find this experience?

The Executive Leadership Program was without doubt the most valuable, inspiring and thought provoking experience I have had with regard to professional development. It’s really created a bit of a paradigm shift in my head to be honest.

It was a privilege to be part of the inaugural program and I can’t thank Taryn and Kate from LG Professionals, SA and the facilitators Andrew Stevens, Diana Renner and Barry Bales enough for putting the program together. I’m also extremely thankful for the group we had—we were an eclectic bunch from many professions, city and country Councils, and we all had such a great time learning together. I have made some wonderful friends from the program and am so happy I had the opportunity to attend.

I thoroughly recommend to everyone in executive leadership roles to attend the next Executive Leaders Program.

Do you have any advice for local government professionals looking to work at the executive level in the future?

My advice to others is simple, don’t be afraid to get out of the comfort zone and back yourself.

Finally, what keeps you busy outside of your work in local government?

I have recently found an interest in gardening, in particular growing veggies, herbs, fruit and the like. In reality my partner is more the gardener, I am more the labourer, but I’m really loving growing some of my own food and it’s a great escape to be in the garden after a day at work.

I also have a love for writing, which I am trying to devote more time to. I own a share in a race horse which keep me poor rather than busy. And I love being busy listening to music—I have an eclectic musical taste, but am a big fan of Aussie Hip Hop and been following it since almost before it was a thing. I still regularly attend gigs and am looking forward to the Elefant Traks 20th Anniversary shows coming up in November and December.

Deb Richardson - Featured Member Profile

Tue, 25 Sep 2018 14:10:23 GMT

This month we speak with Deb Richardson, Director, Community Development at the City of Port Adelaide Enfield.

Deb speaks to us about her role, her advice for aspiring leaders, what motivates her - and why she values "getting involved"

What's your current role - and what does it involve?

I’m the Director Community Development at City of Port Adelaide Enfield. I get to lead a great group of people to work with our community so PAE can be a place people can experience high wellbeing, have opportunity and generally be somewhere people love to be.

It’s easy (and at times relevant) to describe our work as functions such as Libraries, Development Services etc and it’s also important to not lose sight of what they all add up to, the things we’re all really here for.

Where were you before? (what‘s your career background to date?)

Where haven't I been? I've been doing a career tour of Local Government. Prior to PAE I was at Adelaide Hills Council as Director Assets and Engineering, which was a step out of community development and recreation where I have spent most of my working life.

I started out in recreation and aquatic centres and over time moved into Community Development and then into wider leadership roles.

What do you enjoy most about working in local government?

Lots of stuff, especially things starting with “p”…people, public good and just quietly I do like a bit of politics. I get paid to work as part of our community to help make PAE and our world the best it can be.

I’m challenged, I learn, I make mistakes, I laugh, I meet interesting people, I see the tangible benefit of our services, I am part of our democracy and I try and make a difference, that’s a lot to like. There is stuff I don’t like too, but you didn’t ask me that and they don’t start with p, so that will mess with the vibe I’ve got goin’ here.

You recently attended the inaugural HR conference. What did you take away from that conference that you could put to use back in your workplace?

A few things really got me thinking, how we can work more quickly, take a “start-up” approach and still ensure we apply effective governance?

I enjoyed hearing from other Councils that are taking a more regular and immediate approach to measuring culture and will also be sharing my personal development plan widely which was suggested as part of the discussion about transparency in organisations.

On a lighter note, I enjoyed the laughter yoga, you can’t have too much laughter in life so perhaps we’ll be doing a bit of that at PAE (I can hear people fleeing our office as they read this).

You regularly attend the GM network forums. What are the main reasons you stay engaged with the GM forums? If you were advising another GM to attend – what would you say are the main benefits of attendance?

In addition to getting to catch up with great peeps, share information and ideas I look forward to being out of my day to day work and returning inspired and energised.

As senior leaders we have an obligation to support the development of our industry and we have a unique opportunity to work together to solve the complex problems our society faces without being restricted by a sense of competition and confidentially that would restrict us in a private business environment.

And as an added bonus it’s usually fun; good life advice, always sit at the fun table.

As a member of LG Professionals, you can sit back or get involved and maximise the value of your membership. You are clearly someone who gets involved! What do you see as the main benefits, to you and your council – of getting involved?

Opportunities to share and learn with others are reminders that we are not only part of a Council, we are part of a wider industry that can work together, share knowledge and ideas and challenge each other to be our best.

While it does benefit us as individuals in our own learning and career development the biggest benefit should be to the community, they pay us and they deserve us to be the best we can be. We often talk about having engaged and involved communities and then don’t do it ourselves.

I’ve also been participating in the Executive Leadership Program. It’s one of the best learning experiences I’ve been involved in and I’d highly recommended it if you are prepared to challenge yourself and stretch your thinking.

What advice would you have for someone wanting to further their career in local government? Where would they start, what skills and attitude would they need, what connections are important?

If you are already in local government take every opportunity in your workplace, apply for acting roles, join project groups, get involved outside your area of expertise, be prepared to do things you’re scared of and don’t think your career is more important than doing your job.

Connect with others in Local Government and also make sure you learn from outside LG especially from all the people in your community, they know lots of stuff that you and I don’t.

But most of all remember that a rewarding career in LG is not necessarily about climbing a ladder it’s about doing the best we can, doing what we enjoy and doing something that benefits others.

Finally – what do you enjoy outside of work? How do you spend your leisure time?

I love trail running, travelling and that I live in a City with art, theatre and a festival for everything!

I think my next career move is to be a professional attendee of festivals, if I'm not doing that I'm probably gardening or planning a revolution.

Catherine Loder - Featured Member Profile

Mon, 23 Jul 2018 12:17:25 GMT

This month we speak with Catherine Loder, Governance Officer, Wattle Range Council.

Catherine speaks to us about working for a rural council, the excitement being part of the winning team in the Rural Management Challenge last year - and how her participation in the ELP (Emerging Leaders Program) helped her both on the day, and in the preparation for the event.

What's your current role, and what does in involve?
I am Council’s Governance Officer and work part-time. A current key project I am leading is the council elections. Other core elements that I work on include policies, delegations, authorisations, Freedom of Information, maintaining council’s website, obligations under the Local Government Act, reporting to council and council committees.

I also dabble in some side projects such as developing Council’s SharePoint site and helping to automate processes where possible.

What do you enjoy most about working for a rural council?
Most of all I enjoy the diversity of work and that there is always something different or a new challenge that I get to be a part of. I also enjoy the working relationships with other regional councils and being able to share experiences across our network.

Last year, Wattle Range Council won the Rural Management Challenge.   How did it feel to be part of the winning team?
It was wonderful to hear our Council being named the winner. We all put in our best effort and it was nice to be recognised for this.

How did your team members react?
With great surprise! Our goals were to have fun, learn and grow, which we all felt we had achieved through participating. Winning was an added bonus!

What have been the key benefits of participation in the Rural Management Challenge - to both team members and your council?
Collectively we have gained broader understanding of the diverse functions of council. The pre-challenge task started conversations across the whole council, which are continuing.

What positives did you personally take away from the experience? Has it changed your perspective on your career goals? How?
Participating in the challenge meant that I was able to extend myself on tasks that are not part of my normal role. Through the feedback received and our team success, I feel more confident that I have the skills and capabilities to make my career goals achievable.

Has the council used the team for anything else since the Rural Management Challenge (e.g. as a cross-functional team?)
Our team has reconvened on a couple of occasions to present to council’s Executive Leadership Team and the full staff body.

Our council sometimes pulls together a multi-disciplinary team to approach a project- the team members will usually be dependent on the project.

How have you, and your fellow team members grown since the Rural Management Challenge (in terms of career, opportunities, capabilities, leadership)?
We are all still part of Wattle Range Council, with one member securing full-time employment with council following completion of their traineeship.

We are all working towards our own goals and aspirations such as undertaking tertiary studies, further training, taking on voluntary positions in council or taking on leadership of projects where possible.

Did your experience gained through doing the ELP help your team's approach to the Rural Management Challenge? What skills/experience from the ELP came in handy?
The Rural Management Challenge provided me with many opportunities to directly apply what I learnt during the ELP.

Being able to better understand team dynamics, change management and values-based approaches were some of the key experiences that I found myself drawing upon regularly.

Would you recommend the Rural Management Challenge to other rural councils thinking of participating for the first time?
Yes. If you have people in your organisation that are looking to develop themselves, expand their thinking, change the way they are going about their business, or perhaps need an opportunity to work outside the confines of the office, then I think the Rural Management Challenge has something to offer.

A final word - Can you provide some tips on how to get the most out of the Rural Management Challenge?
The preparation time in the lead up to the challenge day is very valuable. Get to know your team and what you want to achieve as a team and individuals.

Gordon Thomson - Featured Member Profile

Fri, 22 Jun 2018 12:11:49 GMT

This month we speak with Gordon Thomson, Director, Corporate & Community Services at the District Council of Loxton Waikerie.

Gordon explains his approach to 'investing in self' and also discusses the importance of ensuring that staff, especially in regional areas, maintain access to ongoing learning and development.

What’s your current role, and what does it involve?
I am currently Director Corporate and Community Services with the District Council of Loxton Waikerie and have been in this role for almost 12 months. The role includes responsibilities for the corporate side of Council’s business; the full range of community services activities and regulatory services including planning and building functions.

You've had a diverse career - can you share some of your background? Coming from those roles, what attracted you to local government and your current role?
I have worked in a range of public sector agencies over the years from a long stint in State Parliament as Clerk Assistant in the House of Assembly, to roles in what was previously DFEEST and Treasury and Finance.

I worked for a number of years in the New Zealand public sector, have undertaken business consulting in Queensland and have had a contracted period with a regional council in western NSW. It’s fair to say the decision to move to local government is based on wanting to work more closely with my local community to make a positive difference.

You're a new member of the Community Manager's Network - what important role does the network play in facilitating learning and sharing of ideas cross the sector?
The network gives me an opportunity to stay abreast of ideas and issues, to develop contacts that are helpful not just for me but my wider team and allows the sharing of information in a collaborative way.

Speaking of learning and development - in your opinion, how important is it to invest in one's own development? How have you approached this, personally, in the past, and currently?
Ongoing learning and development are very important to me. I am currently working through a Master of Business Administration.

I have also maintained a professional membership with the Institute of Public Administration (having previously been President of the NZ body for a couple of years) and I am a Fellow of the Institute of Managers and Leaders.

What advice do you have for younger professionals looking to advance their career, in terms of investing in themselves?
There is significant merit in looking at both taking up or extending areas of study linked to employment and as I have mentioned above in exploiting membership organisations such as LG Professionals, SA to build a network and keep up with trends and issues.

It’s also a great way to meet people with similar goals and interests and build these relationships.

Working now for a rural/regional council, how important is a pro-active approach to professional development? Do rural/regional staff sometimes feel left behind? Or is it the opposite?
It is often easy to overlook your professional development when you are working in a remote area but this should give us a greater motivation to make sure we don’t neglect ourselves.

There are a number of online opportunities that can be explored and perhaps we should be considering the establishment of regional ‘branches’ or at least get together with colleagues on a regular basis and developing forums to discuss and share ideas.

What motivates you? What are you most passionate about in local government?
Working with individuals and communities to make a positive contribution is what drives me. Our challenge is to identify ways to deliver the expected outcomes rather than getting stumped by any particular obstacle.

Finally, how do you spend your leisure time outside of local government?
I am a keen gardener and grower of organic fruits and I enjoy making my own wines (and of course sampling them).

Darren Birbeck - Featured Member Profile

Wed, 23 May 2018 23:23:49 GMT

This month we speak with Darren Birbeck, General Manager Corporate Services at the City of Charles Sturt.

Darren speaks about the power of clear and positive language in motivating and leading staff, as well as outlining a number of his key projects and objectives.

What’s your current role, and what does it involve?

In my role as General Manager Corporate Services at the City of Charles Sturt, I work closely with the executive and leadership teams to help achieve our Community Plan goals and objectives. It’s an exciting time at Charles Sturt, as we deliver our largest ever capital works program which includes the redevelopment of the St Clair Recreation Centre, the Port Road drainage project, the redevelopment of our Waste Management Centre and the revitalisation of Point Malcolm Reserve.

I am really fortunate to have a fantastic team which covers the areas of Finance, Information Services, People & Culture, Governance & Operational Support and Media, Marketing & Communications.

Some of the new initiatives that we are currently working on include rolling out our Digital Workplace Strategy, review and redesign of our Leadership Development program, the launch of a new Corporate Wellbeing Program, an in-depth review of our recurrent budgets and the completion of our draft Smart City Strategy.

We continue to seek better ways to communicate with our residents and have recently launched Charlotte, our intelligent chatbot on Facebook, delivered three live streamed events to Facebook, introduced a live Panomax camera at St Clair to monitor progress and our internal communications team have shot drone footage of Point Malcolm Reserve and the Port Road drainage projects.

What attracted you to local government, and your current role?
It is incredibly gratifying to work for an organisation that is dedicated to providing services to the local community. Having worked in the Aged Care sector for over a decade, it was important for me to continue my career in a role that delivers positive outcomes for people.
The role at Charles Sturt was very appealing; in addition to the broad range of services we provide, I was also attracted by the positive culture of the organisation. Charles Sturt has a strong commitment to a constructive workplace culture which I believe is critical to the success of any organisation.

You mentioned that you came from the Aged Care Sector. Local government is known for often using too much jargon and many acronyms – how have you found this? Is there anything you are doing to combat this practice?
To be honest, jargon and acronyms litter most sectors, industries and professions. While local government has its fair share, I haven’t found it any more daunting than in finance, aged care or the automotive industry, where I have also worked.

For a large part of my career, it has been my role to explain organisational performance to an audience from outside the sector or the profession in which I have worked. As a result, I try to avoid using jargon and acronyms wherever I can.

I believe it is important to put yourself in the shoes of your audience. The best way to get your point across is to deliver it in a way that resonates with the people that you are communicating with. By using jargon and industry specific acronyms, you are effectively alienating your audience.

How do you use the power of language to motivate your staff?
My natural style is a collaborative and consultative one. What drives me is seeing people reach their full potential whilst achieving extraordinary outcomes. I pride myself in being able to communicate with people from across the organisation and it is these interactions that inspire me to come to work each day. I tend to use every day examples from my own experience to demonstrate ideas and motivate staff to achieve great results.

I am passionate about the work that we do for the community and do my best to communicate this to my colleagues. My tendency is to use optimistic and achievement focussed language to motivate the people I work with.

How important is using clear language in providing a strategic direction to your team? Why?
It is absolutely critical to provide clarity when setting a strategic direction for your team. By using clear language, you minimise the risk of any ambiguity which could lead to misunderstanding and confusion.

Positive language is especially important in conducting performance reviews. What advice do you have for our readers about conducting reviews? What works well, and what doesn’t?
Given my preferred coaching/collaborative style I always take a positive mindset into performance reviews. From my perspective it is critical to achieve a shared and honest assessment of an individual’s performance, while delivering it in a respectful and consistent manner.

I believe that the most critical aspect to performance reviews is that they occur continuously throughout the year. This helps ensure that performance reviews become an ongoing conversation, rather than a once in a year event.

Like many parts of business, Corporate Services is a function likely to undergo significant change, through technology and other influences, in coming years. How will you manage the challenge of constant change?
I cannot recall a time in my career when the Corporate Services function hasn’t been subject to significant change! I believe that it is a matter of developing flexible and dynamic plans that can adjust to changes in the internal and external environment. For me, adaptability and resilience are important attributes in dealing with constant change. A sense of humour also helps.

What keeps you busy outside of work?
My wife Kylie and I have two adult children who are finishing their university degrees and we are extremely proud of their achievements. Every Saturday we cheer on our son who plays for the Happy Valley Vikings, the club he has played with since he was six years old. Meanwhile his big sister continues her passion for dancing, performing in a troupe with ’That’s Dancing’ at Warradale.

Aside from the kids, travel is our passion and we are fortunate enough to have visited South East Asia extensively, as well as trips to the US, Great Britain and South America.

Highlights have included celebrating Hogmanay in Edinburgh, kayaking in Borneo and visiting Ushuaia in Tierra del Fuego, Argentina.

Warren Gearey - Featured Member Profile

Mon, 23 Apr 2018 01:03:53 GMT

This month we speak with Warren Gearey, Continous Improvement (CI) Specialist at the City of Salisbury and Chair of the Continuous Improvement Network at LG Professionals, SA.

What is your work background/career path so far?

I started my career working for Fujistu Microelectronics in Manchester (UK) as a microelectronics technician being promoted into an Engineer role after further study.

After moving to Adelaide with my family in 1996 I worked for Motorola and Freescale Semiconductors for 10 years and then BAE Systems until 2015. I started in local government with Adelaide Hills Council in a Continuous Improvement Project Officer role prior to moving to the City of Salisbury in July 2016.

What motivates you? What are you most passionate about in local government?

I really enjoy helping people to do things better at work. There are so many people in local government who want to do the best they can for their residents and community. Continuous improvement provides them with the opportunity to make things better no matter how big or small the opportunity is.

It is rewarding when I work with staff on their improvement ideas especially when they reap the rewards of implementing their suggested improvements.

I am keen to raise awareness of the benefits of continuous improvement across the local government sector and hope to enable this as part of my role as the inaugural Chair of the Continuous Improvement Network.

What is the most exciting initiative that you are currently involved in at the City of Salisbury?

I am currently working on developing and implementing a continuous improvement framework to help achieve an organisational approach to all activities. By their very nature the improvements can vary hugely in scale but the benefits all add up. One example was to add a pump to the water system that fills trucks. The pump cost approximately $2,000 but provided an annual saving of nearly $77,000 per year. This also reduced the time to fill a truck from 12 minutes per fill down to 3.5 minutes per truck fill. If this is how much you can save from a small improvement just imagine what can be achieved when the scale of the improvement increases! It’s exciting to be given the opportunity to have a positive effect on employee’s day to day working environment and to continuously look for improvements, working towards a common goal.

The Continuous Improvement Network - what is it?

Generally, there is a very small number of Continuous Improvement Specialists in councils, and therefore the network is a great opportunity for like-minded professionals to come together and share experiences and knowledge with the use of CI tools and techniques.

Guided by the network values – collaboration, innovation, integrity and respect, the network undertakes continuous improvement promotion and advocacy, ensuring that there is a cross section of skills and abilities, encouraging learning off one another.

A couple of months ago, Taryn met with the network and presented the Performance Excellence Program which I feel, along with 20 South Australian Councils who are currently using the tool, is a big opportunity for local government moving forward. The comprehensive tool measures and provides councils strategic and operation insights into a range of areas such as corporate leadership, finance management through to operations and risk management. The part which excites me the most, is what organisations and cross council collaborations could look like in the future.

This network has not only helped me build strong relations with LG Professionals, SA but has provided me the opportunity to work with other local government bodies. I feel privileged and am very excited to be presenting at the LGITSA (Local Government Information Technology South Australia) conference in May to promote the existence of the Continuous Improvement Network.

Finally, how do you spend your leisure time outside of local government?

To relax, I like to walk and talk with my wife Jill, as well as putting my watercolour skills to practice since recently attending some art classes. Then there is trying to play golf with friends…

Jill and I are also in-between homes, so finding a new place to live is a priority and I’m sure that when the dust settles, my weekends will be filled with household projects.

If you would like to hear more about the Continuous Improvement Network or the work that City of Salisbury are doing, connect with Warren on LinkedIn today.

Thuyen Vi-Alternetti - Featured Member Profile

Wed, 21 Mar 2018 11:44:25 GMT

This month we speak with Thuyen Vi-Alternetti, Senior Property Officer (Projects) at the City of Mitcham.

Thuyen talks about her motivation, how she will meet the challenges to be faced in the coming years - and how her participation in the Emerging Leaders Program has helped provide a solid foundation for the achievement of her career goals.

Hi Thuyen - thanks for speaking with us.

1. What’s your current role, and what does it involve?
I am currently the Senior Property Officer (Projects) at the City of Mitcham. My role broadly speaking involves managing Council’s property portfolio which includes land and building transactions such as leases, licences, permits, acquisitions and disposals.

I am also a key driver of the building asset management planning for the organisation. The role also sees me negotiating and bringing people together to deliver customer focused solutions with a strong emphasis around people skills and leadership.

2. What attracted you to local government, and your current role?
Prior to working within local government, I worked predominantly in property roles both within the private and state government sector, so local government was a sector that I knew very little about.

I hate to admit this but I was amongst the many rate payers who had no idea what services councils provide to the community, our rates just go towards household waste collection right?

So when a local council property role came up, I thought what a better way to learn more about local government than to submerge yourself working in it. The added attraction for me also at the time, was that my parents were looking after my young children and they lived in the same council area, so it made my daily commute a lot shorter which was a bonus.

I think the opportunity at Mitcham Council came at a time in my career where I was ready for change and a new challenge. Mitcham was a different council with their own set of challenges and demographics; it also provided me with an opportunity to transfers and test my leadership skills in a completely new environment.

3. What are the major challenges in the next 2 years for your role and how are you addressing them?
One of the major challenges (which no doubt you find in all organisations) is around how can we further improve the way we do things and can we be more innovative in the way we deliver services to our customers?

Mitcham has strong established systems in place which is great, but it also presents a bit of a challenge as well. My key focus for the next 6-12 months to assist in these challenges, is around developing a strategic approach to property transactions, building asset management planning and aligning them to service standards and the overall planning vision for the City of Mitcham.

4. What motivates you? What are you most passionate about in local government?
I love being challenged, learning new things and being part of a team that makes a positive difference.

I am very passionate about doing my part in being an advocate for local government and for me this means focusing on customer service, being innovative and working collaboratively to achieve positive outcomes for both the community and Council.

5. Why did you decide to participate in the Emerging Leaders Program?
At the time I was keen to do some further studies to challenge myself and hopefully open some doors and opportunities within local government. I looked at a number of options including MBA, but I didn't feel that I had the time to commit to such an intense and demanding program.

The Emerging Leaders Program (ELP) is a unique program designed specifically for local government and I knew it was going to provide me with the opportunity to learn more about local government and network with like-minded people in our sector.

I would encourage anyone wanting to learn about our sector and who is keen to network and challenge oneself in a safe and encouraging environment, to participate in the Emerging Leaders Program.

6. What were your most important learnings/experiences from that program?
There are so many great learnings and experiences I gained from participating in the Emerging Leaders Program and would be here all day if I had to list them all. What I can say is that the program triggered a lot of self-reflection for me, both professionally and personally.

The Team Management Profile and self-awareness assignment at the start really set the tone of the program. The overall program helped me understand what leadership meant to me, my strengths, and the type of leader I wanted to be.

7. Part of the ELP is about achieving goals. What did you learn from the ELP that has helped you achieve your own career goals and will continue to help you in the future?
The program really highlighted the importance of networking, collaborating and emotional intelligence awareness; they are skill sets that I have been very conscious of practising and developing since completing the Emerging Leaders Program and strongly feel that they have, and will continue to play a crucial role in achieving my career goals now and into the future.

8. How has the ELP helped you in your career?
ELP has demonstrated that the subject matter of local government is so broad; it has opened my eyes to other parts of local government in the metropolitan and rural setting. The opportunity to meet so many motivated and passionate leaders within our sector, who I can call upon for support and career advice has been instrumental in my career development.

It has definitely given me the confidence as a leader to move out of my comfort zone and to continue to grow both personally and professionally in the sector.

9. You attend many other LG Professionals, SA events and programs. What has been your experience of them?
I have to admit one of my favourite parts of attending the LG Professionals, SA events and programs is the networking component, you never know who you will meet at these events and how they may be able to assist you in the future.

I always find that these programs provide you with an opportunity to get away from daily tasks and provide some thinking time to work on the business rather than in it. Often the topics presented at these events are very thought-provoking and there is always a take away message you can apply back in your workplace.

10. Finally, how do you spend your leisure time outside of local government?
Outside of work you will find me spending time with my little family. I have two primary school aged children who keep my husband and I very busy.

When I am not busy with my kids, you might just find me at the gym or going for a casual run, but often I am just at home relaxing, reading a book and enjoying a nice mug of green tea.

Peter Auhl - Featured Member Profile

Mon, 26 Feb 2018 23:43:45 GMT

This month we speak with Peter Auhl, Associate Director Information Management for the City of Adelaide.

Peter talks about the exciting new initiatives being introduced in the City of Adelaide, his career motivation and his interest in Australian history.

Hi Peter - thanks for speaking with us.

What’s your current role?
I am the Associate Director Information Management for the City of Adelaide

What is your work background/career path so far?
I have spent around 12 years in Local Government (City of Tea Tree Gully, City of Charles Sturt and the City of Adelaide), I have also worked in some large Government agencies including The Department of Treasury and Finance, Department of Further Education, Employment, Science and Technology and The Department of Transport Planning and Infrastructure.

I started my career in the Hospitality industry with the Stamford chain – I was there for around 7 years. An interesting part of my background is that I was once an opal miner in Coober Pedy – I was only supposed to be there as a labourer for around 1 month but ended up staying for over a year. It was a very interesting job making bombs every morning and getting to blow stuff up.

What motivates you? What are you most passionate about in local government?
I am a very passionate Australian, it’s in my blood. My grandfather was a historian and wrote many books on Tea Tree Gully, Burra and around the Copper Triangle – he used to pay me pocket money to help him research for his books in the Mortlock Library.

I have always been motivated to help and the beauty of Local Government is you are close enough to the community that you can readily talk to groups, businesses or people on the street and you can quickly see the results of projects make meaningful change to their lives. I still believe it’s the level of government that can have the biggest impact.

What is the most exciting initiative that you are currently involved in with Adelaide?
Where do I start? There are so many exciting things happening at the City of Adelaide, we are going through a very exciting period of change and delivering many amazing projects. 10GA is incredible but I will talk about that in the next topic, so I will discuss the Economic Insights platform. This is an amazing platform that takes open data to a new level.

We recognise that not all businesses have the internal capability to take flat file data and turn it into an insight. This is where the platform takes a transformational leap forward and provides a tool that is available anywhere in the world so that decision makers can have the information they need to influence their business case or their outcome. If you haven’t seen it – check it out at Invest Adelaide.

The 10 Gigabit project - what is it?
Ten Gigabit Adelaide (10GA) is one of the most transformational pieces of infrastructure the city has built in years. Imagine when Council’s first decided to build a water network or an electricity network, 10GA is the Utility of the 21st Century.

The project is a key element of Councils Strategic Plan, was born from a solving a problem, the problem of internet contention. We consulted with businesses across Adelaide and key feedback was that business internet connectivity was appalling and expensive. Regardless of the speed they had to the internet, at certain times of the day (like kids getting home from school), business trying to access cloud services were in competition with domestic internet traffic.

Enter 10GA – this project is set to deliver 100’s of km of fibre that will connect to 1000 building across the city at no cost. Each business will have access to this infrastructure and choose services that are meaningful to them (3gig of internet, 2gig of private cloud connection, 2gig of Business to Business connectivity).

Imagine the power of having thousands of businesses in the city able to communicate with each other without having to traverse the internet. For more information on this project visit Ten Gigabit Adelaide.

What does it mean for Adelaide businesses and organisations? What can they do with 10 gig – what does the future hold?
This infrastructure will transform the ways business operate, imagine a radiographer providing real time services to the new hospital from Hutt St. Or imagine if the Government Courts could collaborate with the legal industry without the need to go through the internet. We have spoken to a number of businesses across Adelaide who are excited about the potential.

How is the council involved? Will it provide a revenue stream for council in the future?
Council conducted an international EOI and had a large number of responses, there were a number of elements that were key to deliver against the goals of council and our Strategic Plan. We believe we achieved a fantastic outcome which includes the build as described above, access to a bank of fibre for councils own use (to further deliver on our Smart City ambitions) and a revenue returned to council to reduce our reliance on rates income.

Do you think this template is more for public/private partnerships for Adelaide? How do you think this will affect how councils raises revenue (and delivers services) in the future?
Council has a firm view that we should be exploring how we can generate non traditional revenue and always consider ensuring we are decreasing the reliance on rate revenue. I see there are a number of further projects that we can explore to achieve this outcome. Also there are huge opportunities for councils to collaborate with the City of Adelaide on this project and more. Watch this space.

What’s unique about this project? How does it set City of Adelaide apart?
This project, we believe, is the first of its kind in the world. There are other high speed, internet based networks in other countries, particularly the USA and Singapore, but they are all focused on the internet.The 10GA Project is focused on options for business, keeping specific business transactions away from the congestion of the internet – its focus is on reliability over speed alone (having said that, its going to go really fast as well).

Finally, how do you spend your leisure time outside of local government?
I have a small property in the Adelaide Hills. You will never see me in a suit on the weekends, I enjoy pottering around the property and most weekends I am planting trees, tending to the veggie garden or chasing the Alpaca. I love listening to buddha radio and watching the baby galahs learning to fly. In the winter stoking the fire or chopping wood, or collecting wild mushrooms.

I also love to build stuff and welding is one of my favourite things to do. I have an 80’s sports car (TVR) that I am doing up as I have a dream to race cars one day.

When I am free of doing all of that, and the weather permits. I love taking the boat out to catch a few reds in the gulf.

James Mitchell - Featured Member Profile

Thu, 23 Nov 2017 23:59:27 GMT

This month we speak with James Mitchell, Asset Programming Manager, City of Onkaparinga.

James is a graduate of both the LG Professionals, SA Emerging Leaders Program and Professional Leaders Program, and is a recent recipient of the Paul Fletcher award, presented annually by the Institute of Engineering and Technology (IET).

The Paul Fletcher Award is awarded to an IET member recognising leadership among young professionals in the field of engineering and technology.

We ask him about his role at Onkaparinga, the challenges facing asset management in local government and also about the Paul Fletcher award - and what it means to him to be the recipient for 2017.

Hi James, thanks for speaking with us.

What’s your current role and what does it involve?
My current role at the City of Onkaparinga is Asset Programming Planner, responsible for driving a coordinated approach for capital works programming over multiple years that ensures the timely delivery of renewal and new asset projects. The role involves reporting and coordinating with various project delivery teams to ensure that projects are synchronised and delivered on time and on budget.

What attracted to you to local government?
I started my career as an engineering consultant working on a range of infrastructure projects- big and small. What drew me to local government was that it provides the opportunity to see projects being delivered to improve the day to day lives of the community.

I enjoy seeing projects delivered from planning through to construction knowing all the hard work that goes into the delivery of these projects. Local government also provides opportunity to have the ownership of assets throughout their life-cycle and see the results of strategic plans being delivered within the community beyond the delivery of a single project.

Assets and Infrastructure are certainly ‘big ticket’ items for local government. What do you think the major challenges for local government in managing assets and infrastructure in the next five to ten years are? How do you think the sector will approach or manage these challenges?
One of the major challenges facing assets and infrastructure in local government is the aging condition of the infrastructure required to be maintained, replaced or upgraded. At the same time we are learning more about our assets through advances in technology providing highly detailed asset data.

The challenge for asset management will be to utilise technology to accurately analyse, interpret and communicate this data to inform the sustainable management of assets. This presents opportunities to increase the maturity of asset management throughout local government, optimising the use of resources to deliver greater outcomes to the community.

You were recently awarded the Paul Fletcher Award for 2017. What led to you receiving this award?
The Paul Fletcher Award is awarded annually by the Institute of Engineering and Technology (IET), one of the world's largest multi-disciplinary engineering associations with over 167,000 members in over 150 countries.

The Paul Fletcher Award is awarded to an IET member recognising leadership among young professionals in the field of engineering and technology. I was nominated for the award on the back of recruiting and leading a team of young engineers in South Australia, who have been successful in building a strong engineering community through providing professional development and networking opportunities for young professionals.

What does winning this award mean to you and your career?
I was quite surprised when I found out, as South Australia is a relatively small network within such a large institution. I’m very honoured to be recognised for this award, it’s a reflection of all the hard work put in by the South Australian team and the great outcomes we are delivering to the local engineering community.

I think that being recognised for leading a team by an association such as the IET will make a positive impact on my career.

In general, why do you think celebrating achievement (including awards) is important in recognising achievement?
In general I believe that celebrating achievement is important to recognise the effort and good work that goes into an achievement. Celebrating achievement creates a positive and successful mindset and culture within a team or organisation, which motivates people for future success.

What is your plan for the future? Where do you hope to be in five years?
I’m currently working in a fantastic team at Onkaparinga, who have made some outstanding progress in the asset management and project delivery space over the last few years and I’m quite excited to help build upon our successes.

The organisation has also given me some great opportunities through the Emerging Leaders Program and Professional Leaders Program and in the future I hope to use some of the training through a leadership role in some form.

How do you spend your leisure time outside of local government?
Outside of work you’ll usually find me doing something quite active, I love spending time in the gym and playing social basketball. I’ve also found a love of travel and jump at the opportunity to see different parts of the world.

Merissa Decelis - Featured Member Profile

Thu, 26 Oct 2017 01:16:28 GMT

This month we speak with Merissa Decelis, Business Engagement Analyst at the City of Charles Sturt.

A graduate of a number of LG Professionals, SA Programs, Merissa speaks about her experience of attending the Management Challenge and the Emerging Leaders Program - and how all the LG Professionals, SA programs 'knit together'. She also reflects on the skills needed for her role and her plans for the future.

Hi Merissa, thanks for speaking with us.

What is your current role and what does it involve?
I am currently working as a Business Engagement Analyst within the Information Services portfolio. My role is to essentially act as the primary point of contact between the Portfolios and Information Services.

This involves facilitating the identification of technology, system and business challenges, identifying, defining and implementing improvements, communicating the priorities and future direction of the IS Portfolio to the business and managing projects across the business.

Where were you before? What is your work background/career path so far?
I started at the City of Charles Sturt as the Information Services Trainee straight out of high school! I did 14 months at the City of Mitcham in their Records team following my traineeship and have been back at the City of Charles Sturt since 2006.

I have had a number of roles in the Information Management team and was lucky enough to have an opportunity to work as a Community Development Officer in our Cheltenham Community Centre for two months last year before winning my current position.

What attracted you to local government and your role?
I honestly didn’t know a lot about local government when I got my traineeship. It didn’t take me long to appreciate the diverse range of career opportunities that I could pursue.

My current role was attractive to me for a couple of reasons: Firstly, it enabled me to interact with different parts of the business and continue to develop my knowledge of local government and, secondly, it was something new that would challenge me and force me out of my comfort zone.

What key skills do you think are important for success in your role?
In my current role, having good organisational skills are essential for me to be successful as I am managing a diverse group of portfolios as well as projects. Given the range of areas and tasks I am required to cover, it is really important that I can be flexible and prioritise my tasks.

A flow on from that is being a really good communicator and ensuring that I am keeping my portfolios up to date with how tasks are going, as well as keeping the Information Services staff in the loop with what is happening within the business.

How have LG Professionals, SA programs contributed to helping you develop some of these skills?
There are definitely elements from all of the programs I have participated in that have helped develop these skills. The self-awareness, insight into my preferred working style and experience with working in a large and diverse group that I gained from the Emerging Leaders Program have definitely aided me in working across such a diverse range of portfolios, with very different needs and priorities.

Participating and mentoring in the Management Challenge allowed me to become more comfortable with not being in control and being able to plan my work day. Developing the ability to be flexible and juggle priorities has been really beneficial in being able to do my current role.

All programs have allowed me to continue to build my communication skills and I have definitely picked up some tips and techniques from facilitators and other participants.

Looking back/reflecting on your own professional development, what are the most valuable programs you’ve participated in through LG Professionals, SA? Why?
While I have found all of the programs to be really beneficial, I think participating in the Management Challenge was the most valuable for me.

I participated quite early on in my career and the confidence, experience and exposure I gained from participating was invaluable. I still draw on those learnings to this day.

The relationships that I built during that time, both internally and externally, have had a huge impact on me both personally and professionally.

Could you comment on the way the whole series of programs you've been through with LG Professionals, SA ‘fits together’ to create a long term learning and development experience?
For me the series of programs have been a perfect fit for the varying stages of my career. Starting off with participating in the Management Challenge gave me a great insight into the local government sector. The Emerging Leaders Program involves a lot of self-reflection and self-learning and sharing that experience with such a large and diverse group prepared me to put my hand up to mentor the challenge team.

The relationships I have built through the LG Professionals, SA programs have been so important and I am now a member of the Women’s Network and really enjoying working with the group.

What does the future hold for you? In terms of planning, career wise, where do you see yourself in the future?
I wish I knew!! I’m really lucky to work in an organisation that is so supportive and has given me so many opportunities. I am really enjoying my current role and how it is pushing and challenging me every day.

As for the distant future, I am slowly working my way through a Bachelor of Business (Sports Management) so ultimately I see my future working in or with the sport and recreation industry – in what capacity, I am still undecided but I have a keen interest in junior development and player welfare.

Finally, how do you spend your leisure time outside of local government?
Outside of work I enjoy travelling – I am off to Mexico and North America next year, reading a good book, and I am loving the warmer weather and going for a walk at the beach!

Uni takes up a fair bit of my spare time during the year too. I am a huge sport fan so I also spend a lot of time watching a variety of sports.

Clint Watchman - Featured Member Profile

Fri, 22 Sep 2017 23:48:49 GMT

This month we speak with Clint Watchman, Coordinator of Urban Policy at the City of Salisbury.

Clint talks about his about his new Team Leader role and shares some of his insights into what makes a good team and team member.

Hi Clint, thanks for speaking with us.

What is your current role, and what does it involve?
I am currently the Coordinator of Urban Policy at the City of Salisbury. It’s a team leader role and there are three other staff in the team all with a range of urban planning, policy, project management and development backgrounds. The role sees me working across council collaborating on a variety of Strategic Urban Planning and Design projects while also leading a team of very experienced planners and project managers.

Where were you before? What is your work background/career path so far?
I started my career as a graduate Urban Designer at Delfin Lendlease where I spent 5 years working across multiple projects. Most notably I was involved in the design of the later stages of Mawson Lakes and the master planning and feasibility of large scale residential communities like Blakes Crossing and Springwood.

I then moved to local government as an Urban Designer for the City of Onkaparinga where I worked across council on urban renewal, town centre regeneration and cross organisational promotion of good planning and design.

Looking to move closer to home I started working for City of Salisbury coordinating the design of their residential land developments and delivering a strategic assessment of council land for potential residential development. My most recent position (and fortunately being able to stay with Salisbury) is Coordinator of Urban Policy.

What attracted you to local government, and your role?
Starting my career with Delfin Lendlease was a fantastic training ground and gave me great insight into the private sector, however I always had a keen interest in urban renewal and town centres. I moved to the City of Onkaparinga to diversify and get practical project experience within the field of urban planning and design.

It’s fair to say I underestimated how much of a professional and cultural change it would be and that I had a lot of lessons to learn. As a long term career decision it was the right one and has lead me to the opportunities I have now.

My new role provides the perfect opportunity to blend the practical urban design and planning experience I have with my natural instinct to think analytically, strategically and about the long term impacts council decisions have on the community. Most importantly I was eager to take on a new challenge and a team leader role.

What motivates you? What are you most passionate about in local government?
My primary motivation has always been the same, to create great places for the community. Local government is the primary custodian of public places and they have the means and resources to positively contribute to those environments.

As local governments diversify, they become more attuned to what makes great places and communities. I am most passionate about how governments can organise themselves, be smart, strategic and informed so that they can make the right decision for the health of the community. This means I am interested in all aspects of local government and motivated to continue learning about how to achieve positive outcomes within a local government context.

How would you describe a ‘team’ and how many different teams are you currently a part of?
I would describe a team as a group of people with varying expertise working towards a common goal. In this context a team could last for a long time and be formally established or just be a short term ‘working’ team to achieve a specific purpose.

I’ve lost count of how many teams I have been a part of and have transitioned across different teams within organisations via organisational restructures and for other reasons.

It’s been a great experience being part of so many teams and my key takeaway has always been to understand people’s strengths, work to them and adapt wherever possible.

What qualities as a team member do you feel are common across all of these teams?
For the strategic nature of work we do I think forming good working relationships across an organisation is critical and the concepts of a good working ‘team’ can be stretched outside of the administrative team structure.

At a fundamental level for the type of work we do I think people should feel comfortable to explore ideas and concepts and that the process of discovery is well supported. It’s also important to balance this with achieving results and feeling a sense of achievement.

The team you are currently leading is fairly new. What have been your key priorities and approach in establishing a new team?
Yes, it’s only been four months and we have a very big agenda. To start I have been focused on learning about our portfolio and how this fits within the organisation, what are the priorities and how do we create our own projects to be proud of.

I am discovering more and more about the rest of the team as time goes on and getting to know what individuals abilities and working styles are and how this can contribute to our team agenda. I would like to focus on working with the team on how we best integrate across the organisation to make projects and concepts as successful as possible.

What factors do you feel make a successful team?
While being very new to formal leadership, I have been working as a part of teams throughout my career and I think the reasons for success have typically been the same. In my experience motivation, keeping things moving forward and sharing project experience is fundamental.

I also understand that different staff may have different opinions or expectations on success and understanding what may be important to them is also an important part of the journey.

You are participating in this year’s Emerging Leaders Program. What impact has it had on you so far both as a team member and as a leader of a team?
The timing has been perfect for me. Even though doing the course does take up time it’s been very insightful. The team management profiling was incredibly useful.

It has given me greater awareness into my working styles and preferences and how I can work with this in the context of teams.

The training sessions have also been very timely and pitched at the perfect level for me as I learn more about being a team leader and working across an organisation at a higher and more strategic level.

Finally, how do you spend your leisure time outside of local government?
I have two girls, one 15 months and the other just turned four. This means that most of my leisure time is spent with the family on activities around the house, going to playgrounds and visiting friends.

As the weather improves we spend a lot of our time outside enjoying the garden and each other’s company. When the V8 Supercars are on TV I’ll generally try and watch the race in amongst our other activities.

Member Profile - Trevor Smith, Tumby Bay

Fri, 25 Aug 2017 22:33:01 GMT

This month we speak with Trevor Smith, CEO of the District Council of Tumby Bay.

Trevor talks about the importance of taking time out to focus on planning for the future, why ongoing professional development is essential and also highlights the exciting projects in the pipeline for Tumby Bay.

Hi Trevor, thanks for speaking with us.

What’s your current role?
I am currently the Chief Executive Officer at the District Council of Tumby Bay and have been in this role since 2013.

Where were you before? What is your work background/career path so far?
I have been employed as a CEO and in corporate/governance roles in seven local governments across South Australia, Western Australia and Victoria. I have also worked in the Victorian Department of Local Government, mainly on policy development, grants and legislation.

In the local governments that I have worked for there has been a range in population from 700 (Mukinbudin, WA) to 40,000 (Wellington, Vic) and a range in area from 1,500 sq km (Mount Alexander, Vic) to 121,000 sq km (Wyndham East Kimberley, WA).

Working in local government over the past thirty years; and especially in Victoria before, during and after the Jeff Kennett inspired amalgamations; I have concluded that the expression "may you live in interesting times" (an English expression purported to be a translation of a traditional Chinese curse) was probably the working title of the first Local Government Act.

What motivates you? What are you most passionate about in local government?
It is rewarding to work with communities and help them achieve their goals. I recently attended the Local Government Professionals Australia congress in Hobart and heard David Morrison quote “culture eats strategy for breakfast”. In local government the culture of the community is always going to dictate the extent that a council can help them achieve their goals.

I recently spoke at a Tumby Bay Progress Association meeting and told them what a pleasure it was to work with a group of people who want to take ownership of their own initiatives to improve their community.

Small wins, like delivering projects that the community has asked for, can be infinitely more rewarding than building a multi-million dollar piece of infrastructure that might be vital, but it’s just expected to be in place without anyone actually requesting it.

What is the most exciting initiative that your Council is currently involved in?
For sheer potential the proposed port at Cape Hardy, located between Port Neill and Tumby Bay, could be the most exciting and economically significant development in South Australia in recent years. Cape Hardy forms part of the multi-billion dollar Iron Road proposal for an iron-ore mine, railway and export facility.

Importantly the federal government are examining linking the port to the national rail network. With third party access to the port for grain and other bulk exports, and with the potential for container movements, this facility could be an important cog in freight movement patterns in Australia for many years.

From time to time it's important to take time out, reflect on what's important and plan for the future. How do you motivate your team to take time out to work ‘on the business’ or rather just ‘in’ it?
At Tumby Bay I’ve been incredibly lucky to have inherited an executive team who understand the importance of planning for the future as well as fulfilling the daily requirements of running a local government. We all understand the benefits of continually improving our internal processes and in working with our immediate neighbours and with local governments across the Eyre Peninsula.

We are more focussed on incremental improvements than a transitional change. And while the opportunities for extended naval gazing are rare, if the organisational culture is to always be on the lookout for how we can do something better, then change will happen. Opportunities are all around us. Our minds need to be accepting and open to change.

The shock and awe tactics of populist politics (think amalgamations and rate capping) may force rapid change but not all change is beneficial to our communities.

How do you personally take the time to do this? How do you balance the ‘urgent’ vs the ‘important’?
This is where having good people in your team is vital. And it’s not the size of the organisation it’s the quality and the culture. If your employees are given the freedom to undertake their work and take responsibility for their actions, including the odd mistake, it’s amazing how much time that frees up. And you will have a happier and more productive workforce.

Don’t micro-manage. If you’ve delegated a task don’t look over shoulders. But make sure that employees know you are there to provide assistance when needed. And give your employees at least one ‘get out of jail free’ card. Our council recently had a three minute special meeting to correct a ‘typo’ in the rate setting statement. Shit happens – get over it and move on.

How important is taking time out for professional development - from both a personal and organisational point of view?
Professional development is essential. Time and money should be allocated to ensure that employees can keep up to date with industry best practice and legislative changes, and to interact with peers in the sector. Training is an investment – not an expense.

When a CEO tells me that they can’t afford one or two days out of the office – it makes me wonder what happens to their organisation when they go on leave.

On a personal level I’m just finishing an MBA undertaken in my own time. I hope I am always learning, whether formally or sub-consciously. And at the rate I forget things there should be plenty of room in the brain for new stuff.

Do you or your staff members attend any LG Professionals, SA events or programs? What has your experience been of these programs from a CEO perspective?
LG Professionals, SA events are like any training - some programs will appeal and some will not. The National Congress and Business Expo is traditionally always good and, importantly, always looking to improve. That’s also true of the State based events. If you, or your staff, aren’t attending then tell LG Professionals, SA why.

Rural Councils often need to look at innovative solutions due to cost pressures and lower staff numbers. What’s an example of an innovation or innovative thinking that you’ve seen during your time at Tumby Bay?
Since I’ve been at Tumby Bay there has been a focus on shared services with our neighbours. This is an incremental process and to date has only been undertaken on a needs and benefits basis rather than being a philosophical journey.

On a larger scale the Eyre Peninsula Local Government Association and The Department of Planning, Transport and Infrastructure recently signed a memorandum of understanding to examine the delivery of shared services. This has great potential for all local governments on the Eyre Peninsula to achieve significant savings and improve our capabilities and capacities by working with DPTI; initially on maintenance items but with the potential to extend to more significant works.

Finally, how do you spend your leisure time outside of local government?
Hang on; I just need to google this ‘leisure’ thing.

Dictionary definition: time free from the demands of work or duty, when one can rest; enjoy hobbies or sports, etc.

OK. That would be bowls, actually a lot of bowls including a week at country carnival in Adelaide each year. Fishing - in Tumby Bay that’s practically compulsory. Walking - I try to walk for one hour a day to unwind and think (or stop thinking). Our National Parks are brilliant - spent a few days walking through Wilpena Pound a couple of years ago, doesn’t get more relaxing.

And under the terms of my contract I’m obliged to tell you all to holiday on the Eyre Peninsula. No seriously it’s really good.

Rural Member interview - Pamela Lee, Mount Gambier

Fri, 21 Jul 2017 07:07:10 GMT

With the 2017 Rural Challenge on the horizon, we speak with Pamela Lee, General Manager, Council Business Services at the City of Mount Gambier.

Pamela has long background in successful change management and she speaks to us about her experiences in running change management projects within a metropolitan council as well as in her current role, at Mt Gambier.

Hi Pamela - thanks for sharing your experiences and ideas with us.

What is your current role and what does it involve?
General Manager, Council Business Services responsible for leadership and driving change and improvement across finance, customer service, strategic and business planning and performance reporting, rates, governance, administration, property, IT and knowledge management.

This is involving a focus on developing high performing people/teams, plans, systems and processes aligned to the strategic direction of the council, its Community Plan and supporting suite of strategic documents, engaging the elected members, stakeholder and enhancing its constructive culture and values.

Where were you before? What's your career path so far?
My career path may be viewed as diverse, unique and a little quirky/unusual. For me it is enriching, fulfilling and rewarding encompassing the private sector (banking, insurance, superannuation), federal, state and local governments and board appointments in the not for profit, education and university sectors.

My first position was in IT within the mining sector. Along the way I have completed a Bachelors Degree in Applied Economics, an MBA, post graduate studies in strategic management, governance, risk, and the Australian Institute of Company Directors course. I believe in and am committed to life long learning, developing and supporting colleagues
and staff.

Can you tell us a little bit about what you’ve been up to in between leaving Tea Tree Gully and starting at Mount Gambier?
A combination of advisory, facilitative and strategic roles including:
- a 12 month contract as program director working with the Minister for Emergency Services and chiefs of the MFS, CFS and SES to facilitate a sector strategic plan with 21 priority strategies, establish a program management office and develop capacity and capacity in the PMO and senior leadership across the sector.

- a 15 month contract with the Dept. Treasury and Finance project managing the privatisation of SA’s compulsory third party insurance including overseeing the relationships with the four private sector insurer and ensuring they were productions, systems and operationally ready for 1 July 2016 ‘go live’ date.

- board membership.

You’ve been involved with quite a few change management projects. What are your top tips for leading through change?
As is reported in case studies, courses and change management literature, an unhealthy percentage of change projects and projects involving change don’t succeed.

In my experience change management success is contingent upon a clear and shared vision and scope, aligned and actively supportive leadership, resilience, accountability, the right people/subject matter experts, strong project and change (people side of change) management, comprehensive risk management, stakeholder engagement and communications. Celebrating and acknowledging team effort and successes. And the value adding post implementation / project review / close out report objectively documenting project outcomes, benefits, capturing and sharing the learnings.

How do you quickly become part of a new team?
I have had an amazing opportunity at both the Cities of Tea Tree Gully and Mount Gambier to be appointed as part of a new senior executive team following organisational restructures.

This presents a unique and exciting opportunity to grow, develop and experience together as a team. In my experience this has delivered greater levels of synergy, momentum and outcomes than might otherwise have occurred including: building resilience and collaboration, driving change and business improvement, innovation and cultural development and impact.

Fundamental for me is investing in the new team particularly getting to know, understand and spend quality time with my peers; being affiliative, humanistic, encouraging, maintaining personal integrity; understanding and drawing upon the strengths of your peers.

What are your observations on the differences between working for a metro and regional council?
Having four months in my new role at the City of Mount Gambier and aside from the obvious differences in profile (size, access to funding, services, training, talent pool, economic and community drivers) I’ve observed a heightened sense of community one would expect to see in rural and regional areas/councils, resilience and tenacity, the community looking to the council for leadership particularly to drive / lead / facilitate economic development.

What is the thing you like most about working as a General Manager in local government?
Leading strategic direction and alignment, driving innovation and continuous improvement, developing people and organisational capability and capacity, transparency and drawing upon better practice governance thereby optimising customer and stakeholder engagement, delivering on endorsed vision, strategies, public value and service outcomes.

Member Profile - Russell Peate

Thu, 20 Jul 2017 09:21:44 GMT

This month we speak with Russell Peate, CEO of Mid-Murray Council.

Russell speaks about his long career in local government, the exciting initiatives underway at Mid-Murray and the innovative approach that can be found in many regional councils.

Hi Russell, thanks for speaking with us.

What’s your current role?
My current role is Chief Executive Officer of Mid Murray Council. The council covers a large geographic area of around 6,500km2 from near Murray Bridge to the Riverland and across to the Barossa.

We have the second largest road length of 68 Councils in the State (3,500km of roads; 3,200km of which are unsealed), 220km of the Murray River, 50 shack areas on the river, 28 boat ramps, 28 Community Wastewater Management Schemes and 16 small towns. Our population is only 8,500.

We are about an hour to an hour and a half drive from Adelaide; with the largest town being Mannum on the Murray River.

Where were you before? What is your work background/career path so far?
Before Mid Murray Council, I was the Chief Executive Officer of the District Council of Grant and prior to that the Deputy Chief Executive Officer of Rockhampton City Council (a large Provincial City Council of 60,000 people and at the time 630 employees), Senior Clerk at Emerald Shire Council and Rates Clerk and Trainee Local Government Clerk at Logan City Council in Queensland.

I have completed a Bachelor of Business from the Queensland University of Technology in Brisbane, further study at Central Queensland University (years ago to become a certificated Local Government Clerk), Master of Business from Charles Sturt University, Australian Institute of Company Directors, Justice of the Peace (Qualified), Professional Leadership Program, was the first Local Government Exchange Manager to South Africa and have been on the Board of LGMA, SA /LG Professionals, SA.

What attracted you to local government, and your current role?
No other business or organisation in my view has as much contact, input or influence into the community and people’s lives.

Councils have the ability to change the quality of life for communities and people. This can range from health and medical services, mobile phone and internet services, aged care, encouraging businesses to establish, partnerships with schools and other organisations through to the normal services of councils. My current role is so diverse in working with small communities in dealing with all of these services and projects as well as ensuring the Council operates efficiently.

What motivates you? What are you most passionate about in local government?
The ability to work with the community and partner with them to ensure better services, facilities, expansion of/or new businesses, provision of projects that the community have identified and working with the Council team to help make this happen.

I am most passionate about working and partnering with the community and businesses to help make services and projects happen. For example, a small town in the Mid Murray Council had only 11 school enrolments. By working with a large new business that established, the school now has 22 school enrolments.

Businesses in the town are flourishing, the Country Fire Service has more volunteers and the community is thriving.

How have you shaped your Council’s involvement in economic development and what does the future hold?
I have helped shape the Council’s involvement in economic development by simply working with and partnering with businesses in helping them to expand or establish.

Often councils are seen as a barrier or a hurdle in planning and building requirements for the expansion or establishment of a business. If we can assist and facilitate the approvals; including working with State Agencies (EPA, DEWNR, DPTI, Native Vegetation and others) then the Council, community and business can benefit and prosper.

The Mid Murray Council presently has $2.5 Billion in development, either approved, underway or development applications lodged.

What is the most exciting initiative that your Council is currently involved in?
The most exciting initiatives have involved working and partnering with the establishment of Australia’s largest Commercial Free Range Chicken Farm, working with the establishment of a $1 Billion Solar and Battery Farm, a $550 Million Wind Farm and other large developments.

All of these have significantly benefitted or have the potential to benefit communities and businesses throughout the region. Another exciting initiative involves partnering with a health business to establish a full time general practitioner for a town that has very limited medical services.

We can only imagine what it’s like to have to drive 50km to visit a GP; let alone specialist services.

You’ve been participating in the Rural Management Challenge now for a number of years – and Mid Murray won in 2015. What do you see as the main benefits to individuals, council and your community from participation?
I personally fully support the Rural Management Challenge as a practical and valued training and management exercise for our Council team.

With the busyness of work, sometimes it’s difficult to have a cross functional team work together and the Rural Management Challenge provides this. It is an excellent example of a team working and learning together which then brings back benefits to Council and their own roles.

I have actually participated in the Rural Management Challenge myself, so am aware of the rewards and benefits.

Rural Councils often need to look at innovative solutions due to cost pressures and lower staff numbers. What’s an example of an innovation or innovative thinking that you’ve seen during your time at Mid Murray?
Some of the innovative solutions and thinking has been that jobs are multifaceted. That is, team members need to be innovative and be able to undertake a range of roles unlike larger councils.

In addition, some of the more innovative thinking and solutions have involved regional procurement groups, video conferencing between our three council offices, resource sharing with adjoining councils and particularly community partnerships for events and projects, where progress associations/community organisations run a variety of events for the benefit of their towns and communities.

Do your staff members attend any other LG Professionals, SA events or programs? What has been your experience of these programs from a CEO perspective?
Team members attend a range of LG Professionals, SA events and programs ranging from one day seminars to the Rural Management Challenge, Emerging Leaders Program, Professional Leadership Program, Annual Conference and others.

I have attended and undertaken the Professional Leadership Program run by LG Professionals, SA in association with Executive Education at the University of Adelaide, Rural Management Challenge, Annual Conference and one day seminars. I have found the programs; particularly the Professional Leadership Program to be excellent and practical and very beneficial to the work environment.

What are the best things about the Mid Murray area – what makes it unique?
The Mid Murray Council is unique in that it covers part of the Murraylands Region, Riverland Region and a small section of the Barossa. It is only one to one and a half hours drive from Adelaide and incorporates 220km of the Murray River, the Eastern Mount Lofty Ranges and plenty of tourist attractions.

If you like water sports, fishing, camping, motorbike riding and a range of other activities that are close to Adelaide; then Mid Murray Council is the area for you. The Murray Princess (the largest paddle wheeler in the south hemisphere – three stories high) is based in Mannum and there are a number of other houseboat (unforgettable houseboats) and commercial boat tours.

The Council owns and operates the PS Marion and PW Mayflower and runs their own cruises and trips all by volunteers. The PS Canally at Morgan is also being restored by volunteers.

Finally, how do you spend your leisure time outside of local government?
I try to have a reasonable work life balance.

However, living just outside Mannum means that you are part of the community, which has its ups and downs. You have the ability to contribute to the community (I volunteer for the Breakfast Club for the Mannum Community College and a community organisation barbeque), have been on the local football club committee and have previously in other councils been on the high School governing council, hospital board, President of Make a Wish Foundation, the local swim club and other community organisations.

My leisure time is varied; although I don’t get a great deal of time to undertake these – travel (both within Australia and overseas), music (relearning the guitar), cooking (little time to do this), gym five days a week, running, swimming, tennis (when I can), music, theatre and watching sport (soccer, AFL, tennis).

Member Profile - Emma Watkins

Thu, 22 Jun 2017 00:47:06 GMT

This month we speak with Emma Watkins, Senior Community Ranger - Community Safety, City of Onkaparinga.

Emma speaks about what motivates her to achieve in local government, her recent experience in the Emerging Leaders Program and her thoughts on the recent national Congress.

Hi Emma, thanks for speaking with us.

What’s your current role, and what does it involve?

My current role is Senior Community Ranger - Community Safety at the City of Onkaparinga. I’m based at the Noarlunga office and am responsible for managing any escalated issues, creating and managing strategies, projects and procedures and ensuring our team can effectively meet the needs and expectations of our community.

Our team consists of 11 Community Rangers, two Seniors, a TL and Manager. Our Community Rangers number can increase to 17 throughout summer which is our peak season.

We’re responsible for the effective administration of approximately 13 Acts with around 70 per cent of our work focused on dog management.

Day-to-day my troops are out on the road investigating reports, proactively attending to identified breaches and engaging with the community.

Our team handles approximately 2500 reports each year, spends 1000 hours proactively patrolling our foreshore throughout summer and manages 35,000 registered and 10,000 unregistered dogs, just to name a few!

From time to time I get to go out on the road to assist with some of the more complex matters which I enjoy immensely.

What attracted you to local government, and your current role?

I started my career in local government in a casual beach patrol position for some spare cash while I was studying Paramedic Science full time at Flinders University. I ended up going part time at Uni and part time in local government. In the four years it took to finish my degree I’d completely fallen in love with local government and the Community Safety section at Onkaparinga.

I intended to leave local government to work with SA Ambulance but the pull of local government and leadership was too strong. I was promoted to the position of Senior Community Ranger in December 2015 and I’ve had the opportunity to develop what was a relatively new role at the time into an effective, dynamic and fun career.

What motivates you? What are you most passionate about in local government?

I am a highly motivated person in most areas of my life. You could say I’m a bit of a keen bean. I jump out of bed each day because I love the creativity involved in trying to solve problems and get a real kick out of getting a project going and seeing a positive effect.

I am attracted to the closeness of local government to its communities. It’s easy to see the direct effects of our actions when you are at the coalface. Customers can come to the front counter to discuss any issue which isn’t the case with other tiers of government.

My vision for our team and for me is to create a safe environment in which community members can be empowered to take action to resolve issues. I strongly believe that local government does not have to do everything all the time. We should be providing community members with all the necessary information to increase their confidence and enable them to connect with neighbours to find a mutually agreeable and lawful solution to a problem. This reduces the enforcement action required by us.

We do so much amazing work in this space at the City of Onkaparinga and I’m constantly motivated by the great energy of our team.

Why did you decide to participate in the Emerging Leaders Program?

At the City of Onkaparinga we have a fairly competitive application process for participation in the ELP. I applied last year after talking to previous participants about the program and listening to their stories.

When I applied for the program I had been in a formal leadership role for only a few months and thought it sounded like a fantastic way to obtain some of that foundation leadership knowledge required to effectively lead a successful and motivated team.

I chose to apply for the ELP over other leadership courses because it is so heavily set in the local government environment and I truly believe you can’t understand the beast which is local government leadership unless you are in it.

What were your most important learnings/experiences from that program?

There were two main learnings for me in the ELP.

Firstly I found out, specifically and scientifically, what my weaknesses are and from that I have been able to refine my processes to manage them and find good allies in my team to work around those weaknesses. This has been huge for me in increasing my efficiency and professionalism.

Secondly, the program has given me an enormous catalogue of experiences working with people with very different work styles and personalities and from this, as I encounter new people in my day-to-day work, I’m better able to understand the communication and leadership approach that may be most effective for us both.

Much of the focus of the ELP is on leadership. What did you learn about leadership that you can share with our readers?

I learnt that leadership is not about controlling others, rather it’s about finding out what motivates people and influencing in a way which achieves goals and keeps people satisfied at work. Once people have a clear understanding of what’s required of them and are feeling motivated at work, good things will happen.

How has the ELP helped you in your career?

The ELP afforded me many opportunities to connect with leaders at the City of Onkaparinga and other organisations and has exploded my network across local government. Your network is one of the most important assets you carry with you as a leader.

Have you/do you attend any other LG Professionals, SA events or programs? What has been your experience of them?

Yes, I’m currently studying the Professional Leadership Program with around one month to go. The PLP is far more technical which I am finding to be a more comfortable study structure than the ELP. You learn a concept, practice the concept, receive a mark on your competency and then move on. Although, I do miss the emotional stretch of the ELP and the creativity and networking opportunities.

You won a scholarship to attend the National Congress in Hobart, how did that come about?

Yes, I’ve recently returned from the Local Government Professionals, Australia National Congress and Business Expo in Hobart.

I was fortunate to win the Raymond West Scholarship to attend as an emerging leader. I made an application through LG Professionals, SA and won. I couldn’t believe it! The City of Onkaparinga supported me to attend the Congress which I am incredibly grateful for.

Our Learning and Development team went above and beyond to ensure I got the most out of the experience and I was fortunate to attend with my Director, Ali Hancock and CEO, Mark Dowd which was a great opportunity for me to connect and share ideas with our senior leaders.

What did you think of the Congress? What were the highlights for you? Can you tell us about 2-3 things you took away from that experience that will assist you back in the council?

I thoroughly enjoyed the Congress. It was my first time attending a Congress like this.

Content wise, highlights for me were keynote speakers Holly Ransom and Lt David Morrison. My CEO, Mark Dowd has spoken about Lt Morrison’s ‘leading from the front’ presentation during our recent town hall (all staff meeting), bringing the stories of Lt Morrison’s time as Chief of Army working with Elizabeth Broderick (Sex Discrimination Commissioner at the time). Part of the message was finding the big problem and standing next to it. This message has been ringing around my head, and Mark’s head, since the Congress. It’s about courage, and I feel I am becoming a courageous leader in my workplace.

Holly Ransom does speaking presentations for organisations on strategy, insight and capability and I have recommended her as a fantastic town hall presenter for the City of Onkaparinga. She ignited conversation and excitement throughout all levels of delegates, injecting energy into the Congress.

I have returned to work newly energized and motivated. I found the networking and presentations interesting and valuable to my organisation and to me. I have a fresh outlook on how I, as a young leader, am able to influence and impact my daily interactions. This will be immediately beneficial to my team and organisation. I will share my learnings wherever and with whomever I can and look forward to continuing to develop as a leader in local government.

Finally, how do you spend your leisure time outside of local government?

I am a fairly active person, I love playing social netball, hiking, running, cycling and walking my handsome dog Archibald. I do all of this activity to counter my great passion for food and wine. I often travel to seek new food and wine experiences around SA and the world.

Thoughts on Networking - John Devine

Mon, 29 May 2017 00:12:25 GMT

Networking is an essential part of leadership. In this series we chat to leaders in our industry about how, and why, they network with others.
In this article we speak to John Devine, General Manager City Development, City of Unley.

Hi John. What’s your opinion of networking in local government?

In my view all sectors of the economy/ society network. It’s a part of doing business. It’s hard to survive in business if you don’t build & use your network, either as customers, suppliers, or business partners.

The best in local government do it as well as anybody, but many don’t use it well.

Local government tends to take a more collegial or family approach to its networking rather than using it as a deliberate strategy to doing business. Many people have networks mostly focussed on similar disciplines and are more social in nature when they meet at conferences or forums rather than improving business outcomes.

A good network can ensure that you get improved accessibility within other organisations to help with obtaining information, or getting decisions made.

How has networking been of benefit to you in your career and/or in your job role?

I believe that two or more heads are better than one, when thinking about solutions or how to do things. I don’t pretend to have all the answers but probably know someone who might be able to shed a light on the topic.

It’s important to learn from others experiences, rather than relearn something others could have told you about. Networks are an excellent way of learning from others.

For example in Procurement – it’s important to find out “who knows who” in the market rather than rely on information from contractors and consultants. This also extends to potential staff recruitment.

What approaches, techniques and ideas for effective networking can you share? For example, the national congress has just been held in Hobart. What was your approach for networking at the congress?

My style at conferences is diverse. I tend to talk to a number of the exhibitors, to learn more about their product and service and gauge the type of company they are. I’m more interested in relationships than transactional style so I try and get them off their sales pitch and learn about their clients who can be a testimony to them.

Interstate leaders are important to meet as they in many cases have similar issues and opportunities to ourselves and may have a new approach, or know someone who has done it well, or know someone who can help. Often they can be at a different stage of this issue/ opportunity, or we might be ahead of them and can share our experiences.

In addition – it’s often very useful to be on the program as a speaker at a conference, because after the session it’s common to be approached by a different range of people that you may otherwise have missed.

For those just dipping a toe in the water of networking – how would you advise to get started?

Associations such as LG Professionals – and their networks - are excellent vehicles for building your network. Join your local state body and get involved.

Recognise the value of networking – and approach it strategically. Network for information – or for relationships that can lead to better outcome – or even your next job.

Don’t fear networking – and remember that while social networking is important – strategic business networking will provide even better results.

Thoughts on Networking - Victoria MacKirdy

Sat, 27 May 2017 02:27:22 GMT

Networking is an essential part of leadership. In this series we chat to leaders in our industry about how, and why, they network with others.

In this article we speak to Victoria MacKirdy, General Manager Organisation & Culture, Alexandrina Council.

Victoria, in your opinion, what are the benefits of networking in local government?
There are so many areas in local government where we can learn from each other and share ideas. We all have friends and colleagues that we connect with regularly, but networking through Local Government Professionals I get to meet such a diverse range of people, from right across our State and also Australia.

How has networking been of benefit to you in your career and/or in your job role?
There is no doubt networking has assisted me in my career, not only with great ideas, opportunities to collaborate but also with career opportunities I would not have had from within the one organisation.

How do you do it? What approaches, techniques and ideas for effective networking can you share?
There are no real secrets, you just need to be open, friendly and be prepared to share and support others, networking is a two way thing. People want to know a bit about you personally and professionally. It's also important if you say you will share an idea or project brief that you follow through. Remembering people and what they do and where they work is important, a genuine interest to want to learn and share.

You've recently attended the national congress - what's your approach for networking at these types of events?
The national congress is great because I get to meet people from all over Australia and from various parts of the world. It sometimes makes you realise the challenges we face in our own local government area are either the same as others or not very big at all. It's a great chance to chat to sponsors in a relaxing casual environment, test some ideas you may have and research projects and issues. Having an external bouncing board for ideas with people who understand your sector is great.

Do you think networking in local government is more effective and valuable than networking in other industries because of the essentially non-competitive nature of local government? if so, please elaborate!
Definitely, we all have the same focus of wanting to deliver great service to our communities. The only competition would be for great staff....

But speaking of other industries - What's the value of networking beyond your own industry?
We all need to look outside of our sectors for ideas, feedback and sometimes inspiration. We can get a bit bogged down in the regulations of our sector, so to look at different industries gives you the opportunity to challenge what we do and to think outside the box. Networking usually provides you with the opportunity to explain to people what you do and why.... doing this sometimes makes you realise there could be a better way.

What's the value of networking with other levels of government?
We don't do this enough I think... the average person thinks government is just government.... they don't realise the layers, having good contacts in different levels can help so much with reducing duplication, better collaboration and great partnerships with services. It's also great with sourcing funding for your local community.

How do you do it?
I attend a variety of programs and networks - this is where you get to meet different people and sectors you would not normally get to meet. I volunteer my time to speak or facilitate sessions where I can. As I said before it's a two way thing, the more you put in the more you get out of it.

Does your national board role enable networking more nationally?
Absolutely - across local government and federal government and other sectors.

What benefits does this bring?
I have made some great friends/colleagues and now have contacts in councils right across Australia. It helps me no end to understand the challenges and opportunities being faced by different States, having those contacts is great for sharing ideas and projects. I also enjoy connecting people I meet who have similar challenges and can help each other.... if I can make those contacts/connections, it's extremely rewarding.

Member Profile - Terra Lea Ranson

Sat, 27 May 2017 00:35:46 GMT

This month we speak with Terra Lea Ranson, Manager of Community Capacity at the City of Onkaparinga.

Terra Lea speaks about her career so far - and what's in store for the future.

She also speaks about her role as Chair of the Community Manager's Network and how the network can assist councils to navigate the changes on the horizon for community services.

Hi Terra Lea - thanks for speaking with us.

What’s your current role, and what does it involve?
My current role is Manager of Community Capacity at the City of Onkaparinga. It involves developing strategic direction that enables the City of Onkaparinga as an organisation to build the capacity of our residents to create strong vibrant communities. I am responsible for leading the coordination and implementation of recreation, youth, arts, disability, active ageing and community development programs and centres in accordance with relevant Council policies, plans and strategies.

Where were you before? What is your work background/career path so far?
I began my career as a youth worker in the not for profit sector. My interest was in developing opportunities for young people to grow, develop and thrive.
My desire to create opportunities led me into management and business development roles with a focus on young people, their families and communities.

What attracted you to local government, and your current role?
I was attracted to local government because I wanted to work with local communities around leadership development, engagement and volunteering. My first role (10 years ago) at the City of Onkaparinga was as a senior project officer developing programs, frameworks and guidelines that build the capacity of local residents to have a voice, lead and participate.

What motivates you? What do you find most interesting or exciting about working in local government?
I am excited about fostering community connections, initiating collaborative approaches and supporting community led innovation that builds the capacity of our communities to create places and spaces to connect, learn and recreate.

You’re the Chair of the Community Managers Network. There are huge changes in community services in councils, especially with the new health reform agenda, including consumer directed care. How does the network assist participating councils manage these massive changes? What’s your vision for the network for the coming year?
The Community Managers Network shares information, monitors trends and identifies opportunities to resource the sector and advocate for change.
To that end we:

meet regularly to share information.
run forums, conferences and events that inform the community services/community development sector. For example we held a ’standing room only’ workshop in February about the impact of NDIS on Local Government.
develop learning materials that build that capacity of the sector. For example we have developed an induction program for workers new to community development in Local Government which we offer three to four times a year (depending on need).
won funds from the LGA Research and Development Scheme to fund the Valuing Social Outcomes (VSO) research project which aims to help councils make evidence-based decisions regarding investment into social programs and services.
work with the LGA to understand how best to respond to the health reform agenda.

My vision for the coming year is that as a network we provide opportunities for local government community development/community services to grow develop and thrive in a changing environment, advocating for our communities and our sector.

As well as networking between councils - how does the Community Managers Network facilitate networking with other levels of government and private organisations? Can you elaborate on this?
We are active in seeking to work with state, federal government and private organisations. We engage and advocate when we are concerned that changes or lack of response to emerging issues may have a negative impact on the communities we serve.

For example at our NDIS forum we invited representatives from all three layers of government, private consultants and not for profits engaged in the disability sector. We have been active in understanding and advocating for positive improvements in the aged care and health sectors..

In your role at Onkaparinga, Manager of Community Capacity; in 2 years' time, what do you think you will look back on with a sense of achievement?
We are reviewing the provision of our community facilities and services and programs. I want to look back and see that the changes we have made have improved the life of our citizens, particularly those that are vulnerable, have enabled them to have a voice, influencing the decisions that are important to them and that we contributed to the development of their capacity to work with us to deliver on our goal of strong vibrant communities.

How do you spend your leisure time outside of local government?
I enjoy spending time with my family, particularly my grandsons who remind me how delightful life is. I live in the City of Onkaparinga and enjoy our beaches, walking trails, local food and the McLaren Vale wine region.
I like to travel and experience different lifestyles and cultures.

Member Profile - Nat Traeger

Wed, 19 Apr 2017 03:26:41 GMT

This month we speak with Nat Traeger, Director Community and Corporate, Coorong District Council.

Nat talks about what still motivates her after 30 years at the council and also highlights Coorong's recent recognition though the LG Professionals awards - and what those awards mean to the council staff and the community.

Hi Nat - thanks for speaking with us.

What’s your current role, and what does it involve?

Director Community & Corporate, portfolio includes community development, arts & culture, community health & well-being, libraries, youth, customer service, information management, finance, IT, media & communications, organisational development & governance.

Where were you before? (i.e. what is your work background/career path so far)?

May 2017 will see me celebrate a 30 year career with the Coorong Council, undertaking many of the operational roles contained in my portfolio.

What attracted you to local government, and your current role?

My grandfather was an elected member and the opportunity to obtain a job in the local community was my initial motivation for applying for a role with Council.

What motivates you? What are you most passionate about in local government?

Without doubt community connectivity; I simply love living in and working for the Coorong Council. I am all about innovation, community collaboration, working in teams, vibrant social media engagement and ensuring my sense of humour is relayed to the people I work with and when appropriate, by the way we communicate. In recent times I have been doing a lot of work in raising awareness of suicide prevention and putting measures in place to support a community who was rocked by the loss of six lives in a short space of time.

Coorong District Council was certainly ‘punching above its weight’ at the LG Professionals, SA Excellence Awards – taking home two excellence awards. You received the first place trophy for Innovative Management Initiatives with your fantastic Coorong District Council Accidental Art Gallery project. Can you tell us about this project and why you think the team was so successful in showing innovation?

This project was essentially using an existing asset to create a previously non existent and new strategic direction for Council without having to spend significant money on a bricks and mortar solution. The reason it was accidental was that we didn’t know our community was longing for an outlet to exhibit their art until I was given the responsibility of addressing the bare walls of our new civic centre and put a call out through social media. The response was unexpected and overwhelming!

We used internal resources to install tracking, made minor modifications to enable public access to what was to become our gallery area and established a team of keen (but inexperienced) staff to host our first exhibition. Such was the success, and realising the opportunities arts could provide our predominantly agricultural region, subsequent exhibitions were held, local arts sales boomed and extraordinary positive feedback flooded in from the community.

This transformation of civic space to gallery space revealed that arts and culture was important to the community and to determine just how far-reaching this was, an arts & culture audit was undertaken. The report was integral to making a successful funding submission to Country Arts SA and we now have a full-time professional resource to support the gallery and implement new art projects. Within months the arts lead regional renewal project known as ‘Creating Coonalpyn’ emerged; a suite of community arts projects in a struggling town which includes a flagship project, the silo mural which is now SA’s largest art canvas and turned the town into an iconic tourist destination over night.

You were also involved in the team that won the Excellence in Sustainable Infrastructure and Asset Management award, with the Coorong District Council Unsealed Roads Project. Please tell us a bit more about that project, and how the team worked so well together.

Council has 1,462kms of unsealed road, in fact our entire road network is the same as driving to Sydney and back – so that is a lot of roads to maintain! Through education and upskilling, a change in workplace culture, improved methodology road construction teams have the confidence and knowledge to complete the road program.

The change has created a more consistent and longer wearing road surface, and reduced unsealed road maintenance from $45k to $30k per kilometre. The team worked well together as they were on the same page about understanding current best practice and were open and collaborative in their discussions within the team, with the CEO and other non Infrastructure & Assets sections, such as human resources and finance.

What do you think these awards mean to the Council, your staff and the community?

One of our core strategic values is ‘enjoying work’ and within that core value is ‘joining others in appropriately celebrating individual, team and organisational success’. We like to celebrate in style, through writing stories of our success to share with the media and wider to community. We also have internal reward and recognition policies in place to celebrate the achievements of teams and individuals. We know the community value our success as they share this through feedback on our social media platforms.

An example is this response to media we circulated after these award wins “this is so exciting for the Coorong District Council team……..this is what effort, community collaboration, communication, energy and excitement looks like. You have successfully delivered on projects that benefit the region, not just your council area. Congratulations, you have dispensed with over worked words that offer much and deliver nothing; you are communicating through vibrant social media postings punctuated by humour whilst delivering facts and news.”

Even with all the success, there must be some things that you wish you could improve. What is the key challenge facing your department in the next 12 months – and how do you think you will address it?

We have just undergone an organisational re-structure and I have new areas of organisational development and governance to sink my teeth into. We have a bit of work to do so I am looking forward to working with some new team members in my department and making some headway into the backlog we have specifically in HR, WHS and our governance framework.

The other exciting key challenge is to maximise the potential with the ‘Creating Coonalpyn’ project as we move towards a “Marketing Coonalpyn” phase. We are looking at merchandising agreements, artist retreats and an annual RV Fest event and much, much more.

I will address these challenges and others in my usual way which is through collaboration, communication, innovation and teamwork!

What's next for you? Where do you want to be (career wise) in 5 years?

Despite my 30 years’ experience with Council, I simply have had no time to achieve one single qualification. Now that my daughters are slightly more self-sufficient, I will be looking to undertake some professional development, most likely in the area I am most passionate about which is community development management.

Finally, how do you spend your leisure time outside of local government?

I love coaching junior sports teams, in both basketball and netball. If I am not coaching I am invariably managing a team, so being courtside is something I really enjoy. My daughters both play a wide variety of sport so I enjoy travelling with them and watching them play. We live by the mighty Murray so I love the outdoors in terms of kayaking, fishing and boating. As a family we also enjoy geocaching which is a pastime I can’t recommend highly enough if you like adventure, exploring and seeing places off the beaten track!

Member Profile - Alan Harvey

Sun, 26 Mar 2017 04:17:25 GMT

This month we speak with Alan Harvey, Manager Engineering Services at the Alexandrina Council.

Alan explains the key challenges he faces in the upcoming 12 months in this role. Alan is also a mentor for Alexandrina's team in the Management Challenge - so he shares his experience in mentoring the team and also speaks about the benefits of involvement in the program.

Hi Alan, thanks for speaking with us.

What’s your current role, and what does it involve?
I look after Engineering Services at Alexandrina Council, which maintains, renews and builds the majority of the Council’s assets. This includes roads, footpaths, stormwater, parks, reserves, buildings, biodiversity areas and coastal and riverfront.

Where were you before? (i.e. what is your work background/career path so far)
I have worked in private and public sector organisations in three different countries over the last 25 years. Starting straight from school at 17, this has allowed me to experience a range of functions such as civil engineering, traffic management, transportation planning, along with project and contract management.

What attracted you to local government, and your current role?
From very early on in my career I have worked in local government. I started in the UK and then moved back to Australia. Whilst this has been interspersed with private sector work, I have always enjoyed delivering outcomes for communities which make a difference in people’s everyday lives.

What motivates you? What do you find most interesting or exciting about working in local government?
Whilst I still enjoy making a difference within the communities I work, I have found that I get a lot of satisfaction from supporting and developing the people I work with. I am lucky that my current role allows me to make that kind of difference with my colleagues.

Speaking about your current role – Manager Engineering Services, Alexandrina Council. What are the main challenges you will face in the coming year? What new challenges do you face with the increase in developments?
The Alexandrina district is an area of continuing growth, with new housing and infrastructure being added and planned for every year. Engineering Service’s challenge year to year is to balance the expectations of the community against the money available when maintaining the assets they use daily.

You are a mentor (for the second time) for this year's Australasian Management Challenge. What value do you think participants (and councils) get from being involved in the Management Challenge?
The Management Challenge is a unique opportunity for individuals to learn more about themselves and others in a safe environment. The process of bringing people who have never worked together in to a team is extremely powerful. In my view the Council acquires more rounded, informed and emotionally mature employees.

What learnings can be ‘brought back’ and put into practice every day?
What the participants and mentors of the Management Challenge bring back into their workplace is varied. Each person has a different journey and therefore obtains different experiences and learnings. For our team it was anything from time management to collaborative working to leadership style adaptation.

What other comments would you like to make about the Management Challenge and its relevance to leadership and teamwork development?
In my view the value of the Management Challenge is not necessarily what happens on the day, but the lead up to that day. In local government we do not often get the opportunity to work outside of our work areas and collaborate with people from across the organisation. If you get the opportunity to participate, go for it - the result will surprise you!

How do you spend your leisure time outside of local government?
With two active teenagers my wife and I spend most of our time running them around to their after school and weekend activities. In my other free time I am a School Governor, representative for my son’s soccer club and a karate instructor.

Member Profile - Beth Davidson-Park

Thu, 23 Feb 2017 07:03:58 GMT

This month we speak with Beth Davidson-Park, Director Operations, City of Adelaide.

Before joining City of Adelaide in 2016, Beth worked for the City of Onkaparinga as General Manager for City Services followed by Corporate & Community Services. She has also worked in the not-for-profit sector as General Manager Community & Housing for AnglicareSA and Director Strategy for Southern Cross Care (SA & NT).

Beth has successfully applied and negotiated for federal and state funding for capital works and open space projects and negotiated partnering agreements with private, non-government and public sector agencies to deliver greater efficiencies and improved outcomes in a range of areas including capital development, aged care, graffiti management, youth development and community enterprise services.

Beth was also recently appointed to the board of Local Government Professionals Australia, SA as the President-Elect. (She will become the President at the next AGM in October 2017)

Hi Beth, thanks for speaking with us.

What’s your current role, and what does it involve?
My current role is Director Operations for the City of Adelaide. This includes the planning, design and delivery of a range of large and complex projects throughout the city as well as the annual program of capital works and public realm maintenance regimes.

You left the local government sector (after a time at Onkaparinga as a GM) to take a job in a not-for-profit organisation. How would you compare the two sectors and is there anything you learned in the NFP organisation that you will bring back to local government?
Yes, I think after working for AnglicareSA I can bring a different perspective to local government.

Working in a competitive environment, with the constant need to maintain funding for essential services as well as development was a different focus that is now becoming more relevant to local government, especially with the emergence of competitive funding models with both the State and Federal governments.

My experience at AnglicareSA and Southern Cross Care (SA&NT) also helped develop my skills in impacting and influencing other levels of government as well as private and NFP organisations.

What attracted you back to local government and your new role at Adelaide?
I’ve always wanted to work for a capital city. It’s a different vibe to a metro or rural council. There’s more opportunity for collaboration with state government and businesses as well as working nationally. It’s a unique dynamic.

I love it.

What motivates you? What are you most passionate about in local government?
I’m passionate about delivering the best outcomes for our communities, while also developing staff. We are so fortunate to have high quality staff working in the sector - and I believe it’s our responsibility to continue to build skills, experience and capability within our employees for the betterment of themselves and their communities.

How do you motivate your staff?
Clarity of the vision and expectations. If staff know what is expected of them, and how that contributes to the overall goals & delivery, then they are more motivated. I always look to support staff through sharing responsibility and by recognition of their good work.

I greatly value the work we do together and I’m always seeking opportunities for growth.

You recently joined the board of Local Government Professionals Australia, SA. What attracted you to the role?
Local government plays an essential role in every community in Australia.

To meet the challenges and opportunities we face and to ensure the very best outcomes are realised I believe it is critical that we advocate for and offer our employees innovative, connected and evidence based training and development through the national network of LG Professionals Australia.

What’s your vision for the organisation, as a board member?
I spoke before about my passion for building capability and capacity within the sector. I’ll be keen to support the organisation to continue to deliver training and development, and to seek opportunities for broader business relationships and partnering.

Working with other organisations and/or levels of government is becoming much more important for councils. Do you have any tips for forming relationships with other levels of government or other organisations?
I start by seeking commonality of purpose and objectives, and it’s important to come to the table as equal partners.

I aim to recognise each parties‘ contribution and seek synergistic opportunities – where working together will yield a much better result than the two organisations working independently.

And finally, identify what skills and resources each party can provide to achieve the common objectives.

How do you spend your leisure time outside of local government?
I’m keen on maintaining wellbeing and keeping a balance in my life.

I go to gym at least 3 times a week to ensure regular exercise, I get a great deal of satisfaction from my garden and grow my own herbs and greens. I enjoy spending time with family, my dogs and my friends.

And I love to travel – in fact I just came back from a fantastic vacation in Canada and the US, visiting my son who lives in Vancouver.

Member Profile - Jane Fetherstonhaugh

Fri, 09 Dec 2016 23:34:34 GMT

This month we speak with Jane Fetherstonhaugh, Deputy CEO at the District Council of Grant.

Jane tells us about her role at Grant and also provides some insight into the program that won the LG Professionals, SA Award for Leadership in Community Services in 2016 - the Geared2Drive program.

Hi Jane, thanks for speaking with us.

What’s your current role, and what does it involve?
My role as Deputy CEO at the District Council of Grant is fairly diverse, being a smaller council it means there is plenty of variety.

My role covers most of the corporate service functions including customer service, rates, payroll, records, finance and ITC. I also look after community services including youth, tourism, events, sport and recreation. As part of my role I oversee the management of the Port MacDonnell Community Complex which encompasses a library, visitor information centre, gallery, museum, banking, rural transaction centre, Service SA and other government services.

Where were you before? (i.e. what is your work background/career path so far)
I started out in local government completely by accident. A two week stint in a small country Shire in Western Australia lasted for 7 years. I worked in a few other small councils in WA before moving to the private sector.

In 2007 I moved back to my home town of Kalangadoo, 45kms north of Mount Gambier and after a short stint as Corporate Services Manager with the South East NRM Board I commenced as Deputy CEO at the District Council of Grant.

What attracted you to local government and your current role?
I am passionate about the regions and enjoy working at the grass roots level of the community. I have always worked in rural areas and enjoy the development and implementation of community related projects across council.

At District Council of Grant we aim to give a hand up – not a hand out to our many community groups and it is satisfying to see these groups develop skills such as governance and budgeting to help them become more sustainable.

What motivates you? What do you find most interesting or exciting about working in local government?
I really enjoy the interaction with my staff and get a lot of satisfaction from seeing them develop both personally and professionally. I also love the variety. With such a diverse role, there are always new issues to be solved – usually with limited resources.

The District Council of Grant operate the Mount Gambier Airport and the Mount Gambier and Districts Saleyards which both generate significant economic development to the region. This also creates some challenges around keeping these businesses sustainable.

Speaking about your current role - Deputy CEO, District Council of Grant. With such an unusual geography (your council essentially ‘surrounds’ the City of Mt Gambier) do you work closely on any key projects or share resources with Mt Gambier? Are there any examples that you can share that might be applicable to other regional or metro councils?
District Council of Grant has a close relationship with the City of Mount Gambier and work closely on issues such as economic development and tourism.

As part of the Limestone Coast Local Government Association we have also formed a Finance Managers Group which comes together to share information and ideas. We work jointly on common projects, with the most significant one being the development of a program for Financial Internal Controls.

District Council of Grant won the LG Professionals, SA Award earlier his year for Leadership in Community Services for the Geared2Drive program. Can you tell us a bit about that program and what it meant to win the Award? Has winning the award made it easier to promote the program externally and internally?
Geared2Drive is a learner driver program that was developed to support disadvantaged rural and regional young people to gain their provisional drivers licence if unable to gain through their own means. Volunteers assist youth to access the learner driver program, further their skills and prepare them for their provisional licence, where no other support is available to them.

The program focusses on training in safe driving, risk management, communication and managing peer relationships to minimise the risk young driver’s face on our roads. The Geared2Drive program was the first learner driver program in regional South Australia. Attraction of volunteers and funding for the program continues to be a challenge, however the District Council of Grant have been proactive in maintaining momentum for this important initiative. Winning the award for Leadership in Community Services has given the program greater exposure and awareness and helped in attracting new sponsors and volunteers.

How do you spend your leisure time outside of local government?
My husband and I run a small beef and sheep property at Kalangadoo which is where I grew up. We are both very involved with the local football club which as in most small towns is the heart of the community.

I also sit on the Mount Gambier and Districts Community Bank Committee (Bendigo Bank), ACCare (Anglican Community Care) and am chair of the Grants Committee the Kalangadoo War Memorial and Sporting Club.

Member Profile - Ella Winnall

Sat, 26 Nov 2016 21:47:13 GMT

This month we speak with Ella Winnall, Community Services Co-Ordinator at Berri Barmera Council.

Ella is a recent graduate of both the Emerging Leaders Program (ELP) and the Professional Leaders Program (PLP). She also won the Emerging Leader of the Year Award at the LG Professionals, SA 2016 Leadership Excellence awards.

Ella shares her views about tourism in Berri Barmera, her experiences with the LG Professionals, SA Programs and why she enjoys working in the sector.

Hi Ella, thanks for speaking with us.

What’s your current role, and what does it involve?
I am the Community Services Coordinator (Tourism & Transport) for the Berri Barmera Council. I manage our Berri Visitor Information Centre, the Riverland Community Transport and generally all things tourism & transport in the district.

Where were you before? (i.e. what is your work background/career path so far)
I started out at council in 2008 in what was supposed to be a gap year after finishing high school. It was supposed to be a casual tourism officer job doing a few days a week at the visitor information centre. Local government quickly took a hold of me and I moved around the organisation quite a bit until this role came up which has been fantastic for me.

What attracted you to local government, and your current role?
At the time of starting at council I was 16 and really didn’t have much of an idea of what council did. Lucky for me I kind of fell into local government in the way that I did because I actually really love the local government sector as a whole. I love that local government is so connected to the community; you can really see the outcomes and impacts on the community.

What motivates you? -What do you find most interesting or exciting about working in local government?
I love the Riverland and I am truly motivated to make it the best it can be for my friends and family. I am really passionate about regional areas in general and a big advocate for not letting your location hold you back- this is reflected in my work with local businesses. I really enjoy the diversity of local government too, that there are so many teams doing such different work coming together to work for the community.

Speaking about your current role - Community Services Coordinator at the Berri Visitor Information Centre. What’s the outlook for tourism in Berri Barmera? Has the region recovered well from the Lake Bonney water issue a few years back? How did the council assist in that recovery?
Tourism is a great game to be in for South Australia at the moment and the Riverland in particular. Our local tourism operators are really stepping up their game, offering some pretty unique visitor experiences and the visitor numbers are increasing. We’re pretty lucky here to be close enough to Adelaide that it’s a weekender, but far enough away that you feel like you’ve had a decent getaway.

Our tourism industry is so linked to our river system that we are often at the mercy of the river literally ebbing and flowing. This can lead to some interesting scenarios to manage, both in times of low flow as well as high flow.

Throughout the drought, we really struggled with perceptions that the lake & river were empty which was far from the truth. We worked to challenge this in the media and made sure we were providing support to events and infrastructure which was suitable for the lower water levels. These days we are dealing with the other side of the coin, with the high flows spilling out over our creeks & wetlands - we now work on combatting the idea of a ‘flood’.

The Murray is a pretty majestic river system and the changing river level always happens slowly – it’s pretty spectacular to watch actually. The environmental changes mean we can offer different experiences that wouldn’t normally be available. In low flow we get floodplain walks and a sandy beach at Lake Bonney but in high flow we get wetland canoe tours & yabbying.

At risk of a sales pitch, come up & see for yourself, I can show you around!

You’re a glowing example of a highly successful LG Professionals, SA alumni. You were a past participant in the Emerging Leaders Program, a recent graduate of the Professional Leaders Program and you were also named last year’s Emerging Leader of the Year at the 15th Annual Leadership Excellence Awards. How would you say these programs have assisted in your professional development? What are the main benefits you have gained from participation?
The programs together were perfect for where I was at both professionally and personally. The Emerging Leaders Program led to a rewarding mentoring relationship with our CEO, David Beaton which continues to impact my professional direction.

It also led to some close networking bonds with professionals from around the state which I continue to call on every now and then. The Professional Leaders Program was great for fine tuning some of the more technical leadership skills and I was able to make a heap of changes to our little part of the workplace which has made everything run smoother. Together the programs really complemented each other.

How did you feel when you were named Emerging Leader of the Year? What effect did your win have on your council and you personally?
It was a little overwhelming to be honest! It had been a fairly full-on year for me both professionally & personally and I wasn’t expecting something like that to happen. I was extremely thankful for all of the people who had helped me to achieve what I had, as it certainly wasn’t done alone.

The council staff & elected members were really proud and I didn’t realise the extent of the support I had in the community. Part of winning included the opportunity to attend the National Congress which was an opportunity not many regional local government employees get so that was exciting. More than anything the award encouraged me to keep doing good for the community, despite the little battles that come up to challenge us.

You attended the LG Professionals National Congress this year. Would you recommend other rural/regional local government professionals attend this National Congress? Why?
The congress was fantastic – I can’t speak highly enough of the opportunity. Particularly for rural & regional staff, the congress is really eye opening to the ‘other side’ with so many huge councils there. The guest speakers were world class, it’s not often I get the chance to hear from such high calibre speakers in little Berri Barmera. The networking was fantastic because of the diversity of the delegates and I have since had a few opportunities crop up from those connections.

How do you spend your leisure time outside of local government?
What leisure time???

I spend a lot of my time outside of work on volunteer community committees and boards which can sometimes feel like work but is rewarding. Other than that, I love getting on the water after work for a quick wakeboard or kayak trip.

I tend to support the local food & wine industries fairly well on weekends and try to travel as much as I can. It’s a pretty good work-life balance for anyone considering moving to a regional area!

Member Profile - Mark Dowd

Thu, 27 Oct 2016 23:57:37 GMT

This month we interview Mark Dowd, CEO of the City of Onkaparinga.

Mark speaks about his background and his approach to the challenges of local government. Newly elected to the position of President of LG Professionals SA, Mark also speaks about why he was keen to be involved with LG Professionals and his plans for the future.

Hi Mark, thanks for speaking with us.

What’s your current role, and what does it involve?
My current role is Chief Executive Officer, responsible for the delivery of Councils overall vision.

Where were you before? (i.e. what is your work background/career path so far)
Prior to taking on the role of CEO at City of Onkaparinga I spent the last 15 years working in the ICT/Technology sector with my most immediate past role being General Manager for Optus Business. Before that I have worked in numerous other management roles across different sectors.

What attracted you to local government, and your current role?
I had spent a lot of time working with Governments over the last 15 years, understanding their business requirements and objectives and working with key decision makers on how technology could help assist them in achieving their goals so I was no stranger to the sector.
When the role became available I did some research into Onkaparinga and the vision for the Council and was extremely impressed by the way Council approached its business, the vision it had for Strong Vibrant Communities and the strategies that had been developed to make this a reality.

Local government as a sector is certainly challenging but it is also very rewarding. There are not too many other sectors that provide you the opportunities to work across so many diverse fields- it’s a good sector to be involved with.

What motivates you? What do you find most interesting or exciting about working in local government?
Success. Delivery. Strategy. The ability to bring a team together and think outside the box, put aside the commentary of ‘that’s how we have always done it’ and work with people who are looking to implement change and push the boundaries. That’s exciting.

I believe the sector in general right now is really embracing change and looking for opportunities that may not have been considered in the past or may not have been considered to be the role of local government. My team are doing a great job in turning over every stone and looking for an edge.

Speaking about your current role - Chief Executive Officer, City of Onkaparinga. What are your key priorities for the next 12-24 months for Onkaparinga?
We are focusing on developing a sustainable and vibrant community. I have put in a lot of time and effort working with business to ensure that opportunities exist for our city and our residents. We are launching an ON Business partner program in December which brings all of our sectors together for the greater good of the South.

We have completed a comprehensive service review framework that shines a torch on council and asks the hard questions about whether what we do is aligned to our community's needs, are we the best people to be delivering the service, if we are how well are we actually doing and are there ways we could improve what we do.

Lastly we are looking for opportunities to consolidate our infrastructure, community centres and facilities and work towards creating vibrant hubs that deliver a range of services and really activate a community.

As Onkaparinga is a growth council that still includes some rural and regional areas - what challenges has that presented and how have you managed them?
Being such a large and diverse council does present different challenges. The North of our city is already significantly developed whilst the South continues to grow. The blend of metropolitan and rural challenges is also something that we work hard to manage.

Because of our size and demographics we are breaking the council down into 7 districts. Each part of our City has its own unique characteristics however underlying these there are many commonalities.

When we look at council as a whole we need to be as efficient and effective as we can in our service delivery, economies of scale, considered and structured works programs.

When we look at a district in its own right, what are its unique characteristics? What makes it special and how do we capture and enhance that?

You are the new President of LG Professionals, SA. Why were you keen to be a part of LG Professionals, SA and what are your plans for your term as President?
I think LG Professionals, SA does a fantastic job of delivering programs for local government staff. The programs and conferences are targeted and meet the needs of the sector and are not just run for the sake of running a training session. LG Professionals, SA does a great job of engaging the sector at many different levels and is always looking for ways to provide better opportunities for administration.

I am looking forward to my time as President. I hope to bring a different point of view to the board. I am looking forward to working with Taryn and the team to look for new opportunities. It is important that when we consider how and what we can improve on as a sector we look not only within our industry for answers but to also engage outside of our industry for a different point of view.

I believe there are great opportunities for better collaboration and recognition within the private sector.

How do you spend your leisure time outside of local government?
What a great question. I like to play golf if and when I can and also spend a bit of real time and not face time with the family and kids before they bugger off and leave home.

Member Profile - Kate Staples

Thu, 22 Sep 2016 05:45:23 GMT

This month we speak with Kate Staples, People and Culture Business Partner, City of Burnside.

Kate has recently moved into this role so she explains how she has approached the transition from a background in records management. Kate is also currently participating in the Emerging Leaders Program, so she also shares her thoughts on how that program will support her current and future roles in local government.

Hi Kate - thanks for speaking with us.

Tell us about your role at City of Burnside - what does it involve?
As People & Culture Business Partner I liaise with business units across Council to share information, challenges and opportunities. I help to establish improvements and solutions that get the best out of our employees and assist them in meeting Council’s strategic objectives.

This year we’ve launched a new Performance Development and Review program, an eLearning system, electronic induction program, new corporate values, various employee development programs and culture change initiatives.

Where did you start and how long have you been in local government?
Straight after high school I somewhat accidentally ended up with a job interview at the City of Port Adelaide Enfield for a Records Trainee role. At the time I had no idea what the place was, no idea what Council did and it sounded a little bit like I was going to work in a dark basement! I worked with a great team (not in a basement), completed my traineeship then went onto the City of Burnside.

I’ve been at the City of Burnside for the past 9 years and held the position of Team Leader Records for 5 of those. Working in records was a great opportunity to learn about the different facets of council and it inspired me to branch out. Following a secondment opportunity in People & Culture last year, I saw new opportunities and challenges and here I am.

What attracted you to People and Culture?
Mostly the mysterious biscuit tin... I kid, I kid. I’m passionate about continuous improvement and business excellence, no matter what the field. I love challenging the norms, understanding why people think the way they do and working together to deliver better outcomes. When I undertook my secondment in People & Culture it really sunk in that you can’t deliver business excellence without excellent people.

What is the best thing about working in that department?
I love playing a part in driving positive change. We have a really diverse team and I enjoy engaging with staff at all levels to add real value.

Being fairly new in the role, have there been any challenges so far that you can share?
Thankfully it’s been a really positive experience as we’re all here to achieve the same thing. The challenge has really been in trying to learn as much as I can as quickly as I can while shifting from one area to another!

How do you plan to learn everything you need to know?
It probably helps that I’m a curious person. I love getting into things (teams, systems, processes, challenges) and figuring them out. I’m really lucky to be surrounded by a supportive and knowledgeable team. I also participate in co-mentoring and am studying a Bachelor of Business (Human Resource Management).

The title of your role is interesting as it includes the term ‘business partner’ - a recognition of the role that People and Culture can play across the organisation. How and where do you think People and Culture can make the most impact?
I think it’s important that people are engaged in what they’re here for.

People & Culture can impact on the experience people have when they’re at work and that’s a pretty substantial impact. We can help make the workplace a great environment and help to ensure employees have the tools and support they need to do their job well – ultimately the community benefits from that.

Tell us about your involvement with the Emerging Leaders Program. Are you enjoying the program?
Loving it! I feel fortunate to work with such a passionate, committed, diverse and intelligent group of people in the program. Through theory and group work it’s teaching me a lot about leadership and has given me a broader appreciation of local government - I think that’s important in any role.

Outside of local government, what keeps you busy?
Uni keeps me pretty busy at the moment. I live near the beach so I get down there quite a lot, I play beach volleyball, video games, do aerial yoga, dabble in arts and crafts, enjoy reading and am volunteering for the TEDx Adelaide event coming up next month.

Member Profile - Nigel Morris

Sat, 20 Aug 2016 00:05:08 GMT

This month we speak with Nigel Morris, CEO of the District Council of Yankalilla.

With just over 6 months in this new role, it was a great time to catch up with Nigel to learn what challenges/benefits he has found working as a CEO in a rural council, having just come from a background as a GM in a metro council. Nigel tells about his achievements in his first 6 months, his plans for the future, and much more...

Hi Nigel, thanks for speaking with us.

How long have you been the CEO at District Council of Yankalilla?

I started in December 2015.

What was your last Council? What roles did you have and how long were you there?

I was at the City of Burnside for 7 years, originally as the Manager of Information Systems in 2008 and then a series of GM roles, starting in 2009 with Corporate and Community under a two GM structure then in 2012 General Manager of Corporate Services under a three GM structure.

In the calendar year 2014 the three City of Burnside general managers undertook a rotation of roles. Each rotation was for four months, in order for each GM to gain in-depth experience in the role and to ensure that the business of council continued uninterrupted. The rotations initiative resulted in the Council receiving the LG Professionals SA award at both state and national level for Innovative Management Initiatives – Metropolitan Councils.

At the start of 2015 I permanently took up the role of GM Urban Services before leaving for Yankalilla at the end of the year. I was also given many opportunities to perform acting duties as CEO including during the Burnside exciting times.

How would you describe the transition from GM to CEO? Has there been any surprises?

Not really – from my acting CEO experience I knew what to expect. I did realise though that at Burnside, Paul Deb (CEO) was the main point of contact for the Elected Members while the GM’s were a bit more removed. Now I’m the CEO, I know what that means!

I was however surprised Paul never taught me how to deal with cattle loose on the beach.

What have been your initial impressions about the transition from working in a metro council to a rural council?

Coming from a council that had everything in place in terms of processes and procedures, certainly Yankalilla has a number of priorities in that respect to work on in the short term. For example, when I arrived here the limited indoor staff with multiple roles were still working to a nine day fortnight, so we had to deal with that.

It’s essentially about moving forward – the Yankalilla Elected Council was keen to establish their key priorities to become a more progressive council, embracing best practice procedures and processes but also looking to grow in economic development and tourism.

What is the best thing about working in a rural council?

The depth and breadth of operations you get involved with. In a metro council you can be working in a small section of a department – or even as a GM you essentially get involved, on a day to day basis, with just your own portfolio. In a rural council there are less staff but all the same responsibilities so everyone needs to be more ‘multi skilled’, especially as CEO! It’s very hand-on. It teaches you all aspects of the business. Also – it’s rewarding because you can easily see the changes you are making – and believe me, you get immediate feedback!

I am now dealing with things for the first time including Community Waste Water Systems (CWMS), 415 kilometres of dirt roads, tourism, unmade roads going through houses, beach access ramps, beach shacks built in the 1950s on Council road reserve, jetty maintenance, cows on the loose, escaped pigs, dead kangaroo allowances, residents that like to bring me rocks and having the best bakery in the state directly across the road.

Do you think it’s a valuable step in the development of any senior manager to work in a rural council for a time?

Definitely. It’s a different perspective and the learning opportunities are simply remarkable compared to an urban council.

Like metro Council’s we still have to produce Annual Business Plans, Long Term Financial Plans, Strategic Plans, Asset Management Plans, Annual Statements and Annual Reports. We have the same governance and legislative requirements including Internal Controls, Audit Committee, Development Assessment Panel, budget preparation, delegations, code of conducts, policies, section 270s, freedom of information, conflict of interest provisions etc. we just need to do all these same things with less people. A CEO of a rural council will need to be hands on with all these requirements, getting that valuable experience.

What were your main priorities as CEO for your first 6 months?

It was interesting because actually, in the interview process for this role they asked me to prepare a presentation to pretend I had been there for 12 months and I had to present what I had achieved in my make believe first 12 months. So in fact I had largely already prepared that agenda before I started.

The priorities as set out by the Elected Members (and my presentation) were to get the finances more sustainable, improve our asset maintenance including roads and facilities, improve governance processes, do some cool stuff and sort out some people management issues (such as a new EB).

I’ve also concentrated on making things clearer for the EM’s, the staff and the community in terms of our priorities and finances – such as the preparation of a clear Annual Business Plan and long term financial plan to guide us along with the completion of the new website. It’s about building trust though effective communication.

Concentrating on savings and efficiencies we’ve already been able to reduce our operating expenditure to a position where we now have a surplus budget while at the same time we’ve increased our capital expenditure by over $1m. This is critical as we want to ensure our assets are well maintained - not only for our residents but also to attract more tourists to the area.

You recently presented as part of the ELP (Emerging Leaders Program) Rural Day. What was some of the key advice that you shared with the group?

I explained that it is certainly a different experience working for a rural council. It gives you much more rounding, prepares you for many other opportunities. One example I shared with the group was in my first week here I went to fill up my car at the local service station. I had forgotten my pin for the petrol card – but no worries, the service station operator knew exactly who I was and just put the pin in for me!

Such a tight knit community is great for these sorts of things but it also means you are also very visible and accountable - which is also good as it keeps you on your toes…!

You participated in the ELP program eight years ago, and are now a Chief Executive Officer. How did this program assist you in your development and would you recommend it to aspiring local government leaders?

I had a fantastic experience in the ELP Program in 2008. I actually received a ‘Highly Commended’ award in the Emerging Leader of the Year at the then LGMA awards.

I found it very valuable. My appointed mentor for that year was Mark Withers (now CEO, City of Port Adelaide Enfield) and he gave me a great piece of advice – “always put your hand up for new opportunities, because that’s how you learn and grow.”

So that advice led me to seek new opportunities (I think I moved on to a new job within about 4 months of getting that advice!) and also take up other challenges as they came along - such as the GM rotation at Burnside and of course this new CEO role.

I think the program made me very motivated about the future – it showed me what is possible from a personal development standpoint and how great local government is. So yes it was very valuable and I’d recommend it to anyone.

What are your priorities for the next 6 months?

I have just implemented a new organisation restructure so bedding this down is a priority. We have also just adopted the 2016/17 Annual Business Plan with over 40 specific projects so are busy getting these projects started immediately.

One of the cool projects for this year is the continuation of the Free Wi-Fi rollout into the district with Yankalilla, the Normanville Foreshore and Caravan Park set to go online this year. We completed the roll out of free Wi-Fi for Normanville late last year and we already get over 120 people logging on per day in Normanville, so we think it’s a great initiative for the area. I can’t wait to see how many people use it when our population triples over the summer months.

Outside of local government, what keeps you busy?

In the last 6 months or so I’ve taken a new job, got married, bought a unit and had another child….so I’m pretty busy at all times!

Member Profile - Sallyann Shearer

Thu, 21 Jul 2016 07:58:32 GMT

This month we speak with Sallyann Shearer, Team Leader Talent and Organisational Development, Adelaide City Council.

Sallyann tells us why she was attracted to working in HR, her thoughts on the strategic role of HR in an organisation and her involvement with the HR Network.

Hi Sallyann - thanks for speaking with us.

Tell us about your role at Adelaide City Council.
I am the Team Leader, Talent and Organisational Development. I manage a small but fantastic team and together we are responsible for initiatives such as: cultural measurement, leadership development, training, reward and recognition, talent management, diversity and inclusion, employer branding and employment pathways.

Where were you before you started in local government?
I worked in State Government for around 8 years in various OD roles. Most recent roles include Manager, Change and Organisational Development and Manager, Workforce Development.

What attracted you to HR?
After completing my Behavioural Science degree, I was employed by a workplace that gave me some great opportunities to try different roles in areas such as Marketing, Policy, Research, Internal Communications and Grants. None of these areas truly inspired me until I won a HR role and my manager suggested I undertake a post grad qualification in HR to further my knowledge. I absolutely loved studying HR and was able to put the theory directly into practice. I moved from the operations side into the training and organisational development side of HR and have never looked back.

What is the best thing about working in HR?
I love being able to understand the way an organisation operates in terms of culture and organisational practices and then look at ways to improve on those practices. There is always work to be done in ensuring that our strategies, programs and initiatives are aligned to changing organisational directions and business and employee needs.

What is the strategic role HR can play in an organisation?
We have a strategic role to play in understanding current and future workforce needs, how they align to organisational goals and strategic directions, then ensuring we are attracting and retaining the right people to fulfil these needs. We also have a strategic role to play in ensuring that our people understand the vision and direction and their contribution to it and have the right capabilities, skills and knowledge to perform successfully and achieve the organisational goals.

Tell us about your involvement with the HR Network and the importance of the network to its members and the sector.
I have been an active member of the HR Network Committee for nearly a year and a half, joining the network shortly after commencing in my role at Adelaide City Council. During that time I have facilitated a number of the discussion forums at events, including one on talent management, one on employee value propositions and hosting a session on onboarding and induction. I also spoke on behalf of the HR Network at the recent Mission ImPossible Conference which was a great way to showcase the work we are doing as part of the HR Network. The HR network is a fantastic opportunity for all HR professionals across councils to not only network, but to collaborate and learn from each other on topics and issues that are common to all of us. We have such a huge opportunity to work strategically to strengthen, broaden and add value to some of our HR programs by working together to offer them across all councils.

Outside of local government, what keeps you busy?
I recently 'discovered' fitness and have been participating in 8 week challenges at the gym, ran the Bay to City, the Hot Lap Fun Run (during Clipsal 500) and also gave the recent Stadium Stomp a go. I also have a seven year old son who keeps me pretty busy.

Member Profile - Michael Collins

Thu, 16 Jun 2016 01:21:41 GMT

This month we speak with Michael Collins, Manager Projects and Procurement at Coorong District Council.

Michael tells us why he was attracted to the sector, his commitment to professional development and what he learned from the recent LG Professionals SA 'Imagineering' event.

Coorong District Council recently won the LG Professionals SA Award for Excellence in Local Economic Development for the SA Motorsport Park - a major economic development project in Tailem Bend. Michael explains how this came about and how the community will benefit.

Hi Michael - thanks for speaking with us.

What’s your current role, and what does it involve?
My current role is Manager, Projects and Procurement at Coorong District Council. This role incorporates; project managing the delivery of Council’s capital works program, contractor management, procurement, managing Council’s administration and works vehicle fleet, and looking after Council’s property interests (leases, licences, permits, road closures, sales and acquisitions).

Where were you before? (i.e. what is your work background/career path so far)
My main career background is in real estate. Having been a Branch Manager for two of the UK’s largest real estate companies in Cornwall and Devon, in 2002 I set up my own business in Exeter which specialised in the sale of quirky, interesting and period properties in the city. Our company tagline was ‘re-designing estate agency’ and we prided ourselves on impeccable customer service and being ahead of the game, being the first estate agency in the city to use text message alerts and automatic email matching of new listings to our customer database. We also ditched suits and ties in favour of less formal smart casual attire.

After selling the business in preparation for moving to Australia, I worked for nine months for Exeter City Council as a Housing Officer, working with a range of clients who were either homeless or at risk of homelessness. Many were escaping from domestic violence or had drug/alcohol problems, which also posed child protection issues. It was working in this role that gave me my passion for local government and the realisation that we have the ability to make a huge difference to the lives of people in our communities.

On arriving permanently in Australia in April 2010, I worked again briefly in real estate, before taking up the position of Property Officer with Coorong District Council in October 2011. My role developed with additional responsibilities and I took on the position of Manager, Projects & Procurement in July 2014.

What attracted you to local government, and your current role?
It was initially my love of politics, in particular ‘community politics’ (I used to be very politically active in my youth, at one stage being the National Press Officer of the Young Liberal Democrats of England and also a candidate a couple of times in local council elections in the UK). Whilst I no longer have any desire to be active politically, working in local government seemed to be a good way to make a positive impact in the community.

What motivates you? What do you find most interesting or exciting about working in local government?
Making things happen. I enjoy the challenge of tackling the tough stuff and getting results. It is also extremely rewarding to see the successful fruition of a project, whether it is a new toilet block, a re-modelled office or a fishing jetty, knowing that I have in some ways influenced the final outcome and that they will be there for years to come.

Speaking about your current role – Manager Projects and Procurement - what are you most proud of since you've held that role? What initiatives or new ideas have you employed that might be very valuable for other councils to use or try?
Helping to guide Council through the process of seeking expressions of interest for the sale of the Motorsport Park, the lengthy detailed contract negotiations, satisfying the contract conditions precedent to the sale, through to seeing work physically start on the site. On a personal level it meant getting involved in and learning about areas of Council work that I’d had little knowledge of previously, including; Native Vegetation offsets (SEB’s), Development Plan Amendments, Consortium Agreements and Section 48 Prudential Reporting.

Council showing the initiative and having the courage to enter into a consortium agreement with a private company (in this case for the purpose of applying for and acquitting a grant) is something that I would encourage Council’s to be more open to in order to advance and unlock the economic potential in their communities.

Congratulations on your recent LG Professionals SA Award for Excellence in Local Economic Development – for the SA Motorsport Park Development. This is an exciting project not only for the Council but for SA. What could other councils learn from your approach?
I believe that a large part of the reason that the Motorsport Park development has been able to progress has been Council’s drive and determination to facilitate the development wherever possible by attempting to remove obstacles, rather than being the obstacle.

Obviously we have had to follow process and ensure that we are putting the interests of our ratepayers first, but instead of taking a ‘jobsworth’ approach, that can be the stereotypical view that private business has of local government, we have appreciated that speed and time is of the essence, and have used external consultants to expedite processes where our own in-house resources were lacking.

Our elected members have brought the community on the journey and have been resilient in the face of negativity and criticism, particularly early on in the process.

How will the council/community benefit from this development in terms of economic development into the future? Will the Council continue to have some involvement in future years?
The economic benefits to both Council and the community of this development will be huge. The projections are for 974 FTE to be created (603 in construction and 371 in flow on), 339,000 extra visitors to the Murray and Mallee district per annum producing a $113.4m Gross Regional Product (Murray and Mallee).

It is likely that we will also see the continued rapid growth of townships in the Coorong Council District, such as Wellington East, increasing both the ratepayer base and the likely valuations. It is also expected that townships like Meningie will also benefit from visitors extending their stay to enjoy the area.

How much time per week do you spend on your own professional development? How important do you think it is for professionals to allocate time to working 'on the business' and their own skills?
I think professional development is incredibly important and like most, I probably don’t spend enough time on it. Taking time out to attend professional development activities and events away from the workplace enables us to think outside the confines of our everyday roles, open our minds and hone our skills.

LG Professionals SA is focused on providing professional development for the sector – what was the most recent LG Professionals SA event you attended and what did you learn from it?
The most recent LG Professionals SA event that I attended was the ‘Imagineering’ event. I obviously took a lot away from it, as I keep finding myself enthusing to my colleagues and elected members about various parts of the event...what if we could....?.

In particular the presentation by Mark Dowd (CEO of Onkaparinga) and his example of paying a business owner to put tables and chairs on the footpath rather than charging them, resulting in the business owner getting so busy that they needed to employ 3 extra people. This was a great example of going against conventional wisdom and obtaining a fantastic outcome for the local economy.

Personally, what’s the longer term plan? Where do you see yourself in 5 years?
Whilst I might like to see myself in five years sitting on a beach in Northern Queensland sipping an ice cold beer, in the absence of a lotto win, the next best thing would be continuing to progress my career in local government either at Coorong or another progressive council in South Australia.

How do you spend your leisure time outside of local government?
When I’m not enjoying family time with my partner Ian and his 6 year old son, I love making the main thing I miss about my native Cornwall. I hate to tell the people of South Australia that what you refer to as a ‘Cornish Pasty’ is nothing like the real thing. The only way that I can satisfy my regular cravings for a genuine Cornish Pasty is to make one myself!

Member Profile - Scott McLuskey

Fri, 20 May 2016 23:37:30 GMT

This month we speak with Scott McLuskey, Senior Development Officer, Planning, City of Prospect.

Scott tells us about his view for future development in Prospect and what key insights he gleaned from the recent LG Professionals Australia National Congress.

Hi Scott, thanks for speaking with us.

You recently attended the National Congress on an LG Professionals SA Scholarship. What were the top 3 things that you learned that will stay with you from the Congress, and how will they affect your work or professional development?

I greatly appreciated the opportunity to attend the National Congress and thank LG Professionals SA again for the scholarship opportunity. There were several things that resonated strongly with me including the concept that our communities are not lacking for information, they are lacking for clarity, and also the concept that we should be creating processes that are designed for intrinsic success and by which failure is actually more difficult. I think there is also a very direct application here in Prospect about the role that local government can play in leading rather than managing change and uncertainty.

What’s your current role, and what does it involve?

I am the Senior Development Officer, Planning at City of Prospect. My role usually incorporates planning assessment, technical advice, compliance and system improvement. Working in a smaller city however means that my role sometimes also includes assisting with event management, policy improvement, media releases, systems testing, economic development and a range of other challenging and rewarding functions.

Where were you before? (i.e. what is your work background/career path so far)

Prior to my time at City of Prospect I spent several years with a great team at City of Salisbury having entered local government through a short but valuable stint at City of Playford. Prior to my career in local government I was a retailer of dreams and nostalgia in the form of lollies and other sweet treats in the picturesque hills of Adelaide.

What attracted you to local government, and your current role?

I’ve been acutely aware of local government and its value to our communities since my first involvement with the sector at age 7. I recall a keen interest in the number of votes for Mickey Mouse while scrutineering that election. I do think though that my role and the broader role of local government are well-aligned; setting and realising a positive vision for the future while delivering services that benefit our communities today.

What motivates you? What do you find most interesting or exciting about working in local government?

The skills and knowledge within this sector are incredibly vast. Finding ways to collaboratively leverage this and the local knowledge of our community is both an interesting and challenging task.

Speaking about your current role - Senior Development Officer, Planning - what are you most proud of since you've held that role? What initiatives or new ideas have you employed that might be very valuable for other councils to use or try?

I hope that my contribution to City of Prospect is not characterised by a single project or thought bubble, and nor do I think anyone in local government does their best work in isolation. I am proud to be part of a small team that is leading a transformed vision for the inner area of Metropolitan Adelaide and to be part of a Council that has placed design quality squarely at the front of that vision. Whether it be through the restoration of our character homes, shops or churches or through newer development, I hope to make many small contributions through my role that are part of a greater Prospect fabric.

What are your comments on development in Prospect? Being so close to the City - are there more businesses setting up in Prospect? Is the residential side moving to higher density? How do you balance the competing needs of the 'old Prospect' and the push for new development?

Balance is exactly the right word, and where the right balance is achieved I think we will find that the needs of 'old' and 'new' Prospect are complementary rather than competitive. Particularly as our age profile and transport modalities change the desire to have a wide range of accessible businesses and services will only grow. The development of higher density dwellings within our city, paired with the retention of our larger character dwellings within expanded historic character areas, offers flexible housing choice to current or aspiring Prospect residents at any stage of life. This provides opportunities for first home buyers or downsizers who previously may have needed to move away from Prospect for their new home. Creating new housing opportunities near existing business nodes (and the FTTP NBN network) consequentially improves the opportunity for small to medium businesses, in particular, to thrive.

Personally, what’s the longer term plan? Where do you see yourself in 5 years?

The overarching objectives are simple; to continue to grow and challenge myself, and to ensure that I’m in a role within which I am making a positive contribution. I have had some excellent growth opportunities through my time at City of Prospect and through LG Professionals SA that have positioned me to achieve those objectives by targeting a higher level role within the sector.

Do you have an embarrassing 'local government moment'?

I’m sure that we all have several, but perhaps it will suffice here to say that those who saw me on the dance floor at the Leadership Excellence Awards could provide an answer to this question for me.

How do you spend your leisure time outside of local government?

I spend a good portion of time outside of the office volunteering as a coach and statistician at a local basketball club, the Forestville Eagles. Away from those roles I enjoy running, a good book (a real paper book I should say too) and a good red wine. Preferably the latter two at the same time.

Member Profile - Bronwyn Webster

Fri, 22 Apr 2016 08:29:57 GMT

This month we speak with Bronwyn Webster, Manager Customer and Community Services at the City of Charles Sturt.

Bronwyn tells us about her passion for the sector, her role at Charles Sturt, her involvement with the Community Manager's Network - and her plans post-retirement!

Hi Bronwyn, thanks for speaking with us.

What’s your current role, and what does it involve?
My current role is Manager Customer & Community Services at the City of Charles Sturt. I have responsibility for the Customer Contact Centre and organisation-wide customer service improvement initiatives. The community services part of my role takes in community care which provides service for frail aged people through the Commonwealth Home Support Program and community development which covers our six community centres, community development outreach, youth services, volunteer services and the Employment Works program.

In addition, within our portfolio we have the Social Planner and the Social Inclusion Coordinator.

How long have you been at Charles Sturt and where were you before? (i.e. what is your work background/career path so far)
I have been at Charles Sturt for just over seven years. Prior to starting here I was with the Commonwealth Office for Women in Canberra and prior to that in the ACT government and the South Australian government. All of my roles have been in the broad human services, including the community sector as well as seven years in my own consultancy business.

I have had lots of experience in all levels of government, non-government sector and private sector.

What attracted you to local government, and your current role?
When I came back to Adelaide from Canberra I was looking for a new challenge and this role came along. It fitted with my experience, but also with my passion for community services and offered the opportunity to make a difference.

What motivates you? - What do you find most interesting or exciting about working in local government?
The great thing about local government – particularly by comparison with State and Commonwealth government is the close connection with the community.

There is an immediacy about local government in many respects – feedback from community members is regular and there is also the opportunity to work more closely with elected members.

One of the most interesting challenges is to keep that feedback and those relationships in perspective, to be responsive whilst at the same time being creative and developing new approaches and initiatives.

Speaking about your current role - Manager Customer and Community Services - what are you most proud of since you've held that role? What initiatives or new ideas have you employed that might be very valuable for other councils to use or try?
I have the most wonderful teams of people working with me. They are creative, innovative, passionate and committed and make every day interesting and fulfilling.

A couple of things that I’m proud of include the Employment Works Program which provides opportunities for unemployed young people to learn skills while working on capital projects within council. This not only provides skill development to Certificate 2 level for the participants but also delivers savings to council – a win win!

One of the projects delivered through this program is the warehouse space for Youth Services at the Brocas – a heritage building on Woodville Road.

We have also designed and had built Charlie the Communicart – a trailer that goes out to local neighbourhoods as a kind of mobile community centre.

These initiatives and many more have all come about because of the hard work and dedication of staff who are involved.

You are also the Chair of the Community Managers Network. What would you say is the most rewarding aspect of chairing the network? What do you expect the group will achieve in the future?
Another great bunch of people! The most rewarding aspect of my involvement with the network is the wonderful level of discussion and debate that we share, together with the programs and events that we have been able to run over the years.

These are all very busy people but we all find the time to contribute to improving our sector which I think is fantastic.

Personally, what’s the longer term plan? Where do you see yourself in 5 years? (If it's retirement - what do you think you'll miss most about local government once you have put your feet up? Or do you think it's in the blood and you'll continue to dabble?)
Well I’m actually retiring on 8 July!

Whilst I have a few nice retirement type things planned I’m sure I’ll be around and about ‘dabbling’ in community services of one kind or another. I will miss the people – both at Charles Sturt and more widely in the sector.

I’ve met some wonderful, quirky, interesting, weird people in my time in local government! You all know who you are!

With such a long and distinguished career in the sector - can you share with us an embarrassing ‘local government moment’?
Hmmm probably none that are fit for publication.

How do you spend your leisure time outside of local government?
Music, food, wine and friends – in any order and often altogether. Oh and walking the dogs…

Member Profile - Vesna Haracic

Tue, 29 Mar 2016 10:17:46 GMT

This month we speak with Vesna Haracic, Manager Community Health and Wellbeing at the City of Salisbury.

Having just been appointed to this role, Vesna speaks about her plans for the next 12 months and also provides some insightful advice about job-sharing.

Hi Vesna, thanks for speaking with us.

What is your current role and what does it involve?
My current role is Manager of the Community Health and Wellbeing Division. It is a job share arrangement until mid-June 2016, after which it will be a full time role.

I work with a great team of staff to provide services to our ageing residents (funded under the Commonwealth Home Support Program), people with disability and multicultural communities.

My division is also responsible for the implementation of the Regional Health Plan, Beyond the Ramp Access and Inclusion Plan and several programs targeted for people with a disability.

In addition I ,have responsibility for the HR function of volunteers involved across Council.

How long have you been at Salisbury and where were you before? (What is your work background/career path so far)
I started working for the City of Salisbury back in 2004, and since then have been working in many different roles.

I have always worked within community service areas where I had the opportunity to plan, organise, manage and administer different projects and services. My work for the City of Salisbury has involved program, staff and volunteer management, development of appropriate approaches to cultural services, responsibility for funding applications, individual funding contracts and budget monitoring.

Before coming to Salisbury I had worked mainly with multicultural communities in regards to the development of the Multicultural Action Plan, marketing and promotion.

What attracted you to local government and your current role?
Over the years I have really enjoyed working for the council, where I have had the opportunity to grow professionally and personally, and to be involved in many different projects. It was always more than just a job - it was also an opportunity to build a career and learn about the many different structures and operational areas of local government.

When the position of Manager became available I decided to apply and take on new challenges and responsibilities for the implementation of Community Health and Wellbeing strategic directions.

What motivates you? What do you find most interesting or exciting about working in local government?
I was always attracted to local government work as it closely affects the daily lives of citizens and has an important part in community decision making. The work of local government is varied, but it touches upon almost all areas of our day to day life as citizens.

The opportunity to make a real difference in people’s lives by ensuring that all residents gain access to services, as well as having the opportunity to live well as active citizens and contribute to the community is what drives me and keeps me motivated.

Speaking about your new role, Manager Community Health and Wellbeing – what are you hoping to achieve in the next 12 months?
The Australian Government's Living Longer Living Better aged care reforms and the National Disability Insurance Scheme will have a considerable impact on the way aged and disability services are funded, managed and delivered in South Australia.

My main focus over the next 12 months and beyond will be to ensure that local government continues to play a role in assisting our residents to have the support to live independently, as well as remain connected in their local community.

We understand that you are also job sharing at the moment - can you tell us what you feel are the benefits of this arrangement?
For me personally, it is a great opportunity to work in the job sharing arrangement with the current manager while she is transitioning to retirement. I have the opportunity to gain a very good understanding of the requirements of the position, learn on the job and have someone to discuss my ideas with.

The job sharing arrangement is also a great tool for knowledge retention and it is a transfer strategy which ensures that knowledge is retained and transferred in the organization.

As two different individuals we bring different sets of skills and perspectives, although we share our enthusiasm, creativity and commitment to success.

Personally, what’s the long term plan? Where do you see yourself in 5 years?
The last couple of years have been very challenging in an ever changing environment for the community aged and disability services. We have many opportunities facing us in the next couple of years. I am sure it will be an exciting time to come.

I will continue to make a contribution in ensuring that local government continues to play a role in assisting our residents to have the support to live independently and remain connected in their local community for as long as possible. I would also like to get involved in any relevant broader council’s projects to deepen my knowledge and understanding of the local government sector.

Can you share with us an embarrassing 'local government moment'?
I’ve learned lots about other cultures through my job. One time we had organized a community consultation with the seniors from the Bhutanese community, where we provided some light refreshments after the consultation.

To our surprise, when we invited them to have something to eat with us, no one joined. It turned out they were all vegetarians and the food that we ordered was Indian with meat. The most interesting thing was that we checked with the community leaders if it was ok to serve that type of food and they approved it, because it was considered very impolite in their culture to openly disagree.

How do you spend your pleasure time outside of local government?
My two daughters (Ella, 16 and Laura, 19) and my husband keep me very busy with all of their plans for the weekends.

I like spending time with my family and friends and going out for a meal or a coffee. I also like shopping, watching movies and relaxing.

Member Profile - Nick Day

Tue, 16 Feb 2016 22:39:12 GMT

This month we speak with Nick Day, Manager Community and Customer Service at Mount Barker District Council.

Nick speaks about his current role, his views on development and leadership and also shares a particularly funny 'embarrassing moment'!

Hi Nick, thanks for speaking with us.

What’s your current role, and what does it involve?
My current role with Mount Barker District Council is Manager Community and Customer Service. I’m lucky to manage a team of terrific people delivering community services, community development, customer services, tourism and events, communications and building and recreation asset management outcomes.

I also have the responsibility for Corporate Customer Service initiatives including overall Customer Service Framework and Strategy.

Where were you before? (i.e. what is your work background/career path so far)
Seems a long time ago now and it is but I started work in State Government with the Engineering and Water Supply Department (SA Water) straight out of school as a rookie in corporate service and customer service roles.

This lasted 10 years then I joined local government at Noarlunga Council, moving to Mitcham, then back to Onkaparinga, Adelaide Hills and 2.5 years ago to Mount Barker. Over that time I have been in various supervisory and management roles.

What attracted you to local government, and your current role?
Local government appealed to me for a few reasons including at the time, an opportunity to work near home and with people I had worked with previously, then realising the broader appeal was the closeness to the local community and seemingly being able to influence (through quicker decision making) improved outcomes for them.

It would also be fair to say that role diversity within local government excited me and opened up a career path. I was attracted to Mount Barker because of the breadth of the role and more importantly that I had something to offer that assists delivery of sustained reasonable services for the community as it grows into the future.

The role also continues to fulfil my belief that working across Councils is important and can be very effective for the broader communities. I am currently working on collaborative projects and initiatives with Alexandrina and Adelaide Hills Councils.

What motivates you? - what do you find most interesting or exciting about working in local government?
I am motivated by challenges and leadership, particularly in the areas of people development - watching individuals and teams grow professionally, help as they take on new challenges and then without realising they are doing it, become leaders themselves.

Local government is an interesting and exciting place for a number of reasons. Mount Barker like many council areas has a fantastic community, full of community spirit and pride, innovators, business leaders, family’s and volunteers.

Speaking about your current role - Manager Community and Customer Service - what are you most proud of since you've held that role? What initiatives or new ideas have you employed that might be very valuable for other councils to use or try?
It’s dangerous to be proud of yourself out loud I reckon. As noted above I feel best and motivated when I can see professional growth within people, I didn’t mention personal growth but to me I see they go hand in hand.

Leadership development and consistent behaviours are right up there too.

There have been a number of initiatives and ideas that are part of our daily work activities, so I don’t want to name any particularly but that doesn’t mean we don’t share them, we do and will. It seems to me that getting the business steps right and thinking long term is something we are improving on and getting better at now in Council, and I hope I have had a little something to do with that.

As Mt Barker is a growth council and one that has transitioned quite rapidly from essentially a rural background to become almost an outer suburb of Adelaide - what challenges has that presented and how have you managed them?
Growth is part of the business and yes it does bring challenges, but this organisation in my opinion has been and is responding for the long term, with our community at the forefront.

Managing the challenges and how this is communicated with the community is high priority, enabling community understanding and ownership, by Council leadership.

Personally, what’s the longer term plan? Where do you see yourself in 5 years?
Retirement is on the horizon, but not for 10 years or so and I believe strongly that I have something to give in local government over that time. I’d like to think Mount Barker will be a fair chunk of that time, however I also don’t rule out other options.

Opportunities for continued leadership and personal development growth and associated challenges do come up in local government and consideration of these is important to me. My wife and I are now empty nesters, have energy and great health so we’ll keep on working for a bit, ensuring we keep an eye on healthy life balance.

Do you have an embarrassing local government moment?
No…well…. I do recall one time in my younger days where at a work Christmas breakfast celebration my pants fly zip broke, then the seam continued to rip around the seat of the pants right up to the belt.

It was a hot day so I didn’t have a jumper or anything else to cover my gaping holes and everyone else laughingly didn’t have any ideas to help. I had to walk back to the office, some 3 kms or so, hastily, red faced, hands appropriately covering the areas that would normally be inconspicuous.

How do you spend your leisure time outside of local government?
Barb, my wife and I are very social and our time is spent full of fitness, physical activities, lots of friends and family time and regularly cruising around Adelaide, the Hills and beyond in Ruby our red 1989 Porsche 928 S4…no hooning of course!

Member Profile - Sarah Philpott

Tue, 08 Dec 2015 21:11:45 GMT

This month we speak with Sarah Philpott, Director Corporate Services at Port Adelaide Enfield and new board member of LG Professionals SA.

In this interview, she tells us about her decision to return to local government after a time away - and why she chose to nominate for the LG Professionals SA Board.

Hi Sarah - thanks for speaking with us.

What’s your current role, and what does it involve?
I am the Director Corporate Services at the City of Port Adelaide Enfield and have been here since February 2015. I see my role as supporting the council and organisation to achieve outcomes for the community.

My portfolio includes city development, financial services, information technology, information management and governance, so I have a great diversity of inwardly focussed support services and outwardly focussed community building aspects to my role.

Where were you before? (i.e. what is your work background/career path so far)
My immediate past role was as the Director of Higher Courts Services at the Courts Administration Authority which was a complete change from my previous executive roles within local government.

I learnt an enormous amount about justice and working in the state government sector which is very useful in my current role. Before that I was General Manager Corporate Services at Cairns Regional Council and Director of Community and Corporate Development at the City of Marion. Much of my career has been in local government but having commercial experience and state government experience is of great benefit too.

What attracted you to local government, and your current role?
I enjoy working closely with the community and being in a sector which has capacity to determine a direction and be nimble enough to respond to it. I have also been very privileged to work with many outstanding people in local government, who have a strong alignment and commitment to making a difference to people’s lives.

My current role attracted me because it was an interesting portfolio, in a community which is very diverse and where there are really exciting things on the horizon. In organisational terms, we are going through significant change and I like to be part of leading cultural change and creating a great place to work.

You've recently been appointed to the Local Government Professionals Australia, SA Board - what inspired you to nominate for this? What do you hope to achieve as a board member?
My decision to return to local government after 3 years with the Courts was all about re-connecting with this profession and the great work that we do.

I have also been very lucky to have a long association with the LG Professionals Australia Management Challenge and like the values of LG Professionals SA about learning and development of our people and that encouraged me to join the Board.

I am interested to understand what members want from LG Professionals SA and how we can ensure the work adds value for people in the sector.

What motivates you? What do you find most interesting or exciting about working in local government?
The variety, the great characters you meet and seeing results – I can look back on my time in local government and feel that I have made a real contribution.

What I have loved most is seeing the capacity of our community grow and watching team members develop new leadership capabilities.

Speaking about your current role - Director of Corporate Services - what are you most proud of since you've held that role? What initiatives or new ideas have you employed that might be valuable for other councils to use or try?
I have spent a lot of time getting the right people into the right roles for us – an example is in economic development, where we have been working very actively for the past several months in a completely new capacity for our Council.

For me, creating a team that builds on the strengths of our existing people and adds new capability into that mix sets us up for a positive future – and that’s something to be proud of!

Personally, what’s the longer term plan? Where do you see yourself in 5 years?
It will be where I am learning and being challenged and loving what I do.

Do you have an embarrassing ‘local government moment’?
I always cry at my farewells – not a good look! So I have decided the answer is to either:

1. Don’t leave or

2. Avoid your own party!

How do you spend your leisure time outside of local government?
Real relaxation happens in my garden – there is nothing quite like getting your hands in the dirt and weeds to connect to the physical world when we spend so much time at work in our heads and in relationships.

I love a good book, going out for a lazy lunch on Sundays and cooking.

Member Profile - Sarah Kay

Thu, 19 Nov 2015 10:12:58 GMT

This month we speak with Sarah Kay, Manager Human Resources at Alexandrina Council.

Sarah speaks about her current role and her plans for the future. She also reflects on Alexandrina's recent win in the LG Professionals SA Awards - what it means to the team involved, and benefits to the council overall.

Hi Sarah, thanks for speaking with us.

What's involved in your current role - and how long have you held that position at Alexandrina?
I joined Alexandrina Council in May 2014 in the position of Manager Human Resources. I work with a great team of staff to provide services in WHS, payroll, injury management, volunteer support, recruitment, training, employee relations, workforce planning and other organisational development initiatives.

What attracted you to local government, and your current role?
I had previously worked in local government for the City of Onkaparinga and then spent some time in the not for profit sector and consulting across a wide range of businesses working from home while my children were young. When the opportunity arose to work for an organisation that contributes to the community my family and I live in, I was excited to put my hand up for it. Alexandrina’s mission and values and the strong leadership provided by its strategic plan attracted me to apply for the position. I really enjoy contributing to our mission ‘Be Involved’.

Nominations are open again for the LG Professionals Australia, SA Leadership Excellence Awards. At this year’s Gala Awards Dinner Alexandrina Council received the award for 'Innovative Management Initiatives - Rural Councils'. Can you tell us a bit about the initiative - and why you think you were successful in winning the award?
We were all so proud of this achievement! It really represented a great team effort from all of our staff. As a small, regional council, we had to make our scarce resources work for us and from this came an innovative way to meet the challenges represented by legislative requirements in Work Health and Safety and Procurement. The Work Health and Safety and Procurement intranet teams devised ‘one stop shops’ as interactive internal sources of advice consistent with legislative requirements, enabling a centralised, version controlled and interactive information hub that enables staff to access what they need in order to comply in the most friendly user way possible.

It's great that councils are recognised for their great work with the awards also enabling sharing of knowledge and ideas across the sector. How do you think Alexandrina, as a council and a community, benefits from winning the award?
The increased level of staff engagement, ownership and culture change in relation to meeting legislative requirements has been an added bonus of these intranet sites. Alexandrina has a workplace value of ‘Continually improving our systems’ in order to meet our organisational goals and provide the best outcomes for our community. We also know that the more visible guidance is, the more likely staff are to use it and feel confident in meeting best practice which aligns with our value of ‘Caring for our People’. The recognition the award represents demonstrates to staff and our community that a small council can achieve leading edge results.

Has it made you even more likely to enter the awards again - and would you also seek other categories?
Definitely! We entered two categories last year, our other nomination being a ‘Food Surveillance Training, Induction and Mentoring Program’. We have several fantastic projects that we are considering entering this year that meet the selection criteria of a number of categories.

Speaking of your current role - can you describe a typical day?
I am not sure there is such a thing as a typical day in HR! I feel it is important and I really enjoy being accessible and visible to staff as a support, so that approach can change any planned day. Our HR team has well defined plans, strategies and projects that we are working on in relation to workforce planning and development so apart from the people contact a typical day would be spent progressing these projects.

What motivates you? - what do you find interesting or exciting about working in local government?
I find it really rewarding to be implementing strategies designed to support and develop our people to achieve the best outcomes for our community. Being a member of the community, that makes it extra rewarding! Our workplace culture is very collaborative and recognises achievements at all levels. Having a dedicated HR Team, peers and leaders, and a strong connection to our values, makes Alexandrina a great place to be a HR practitioner.

Personally, what’s the longer term plan? Where do you see yourself in 5 years?
My goal is to see Alexandrina Council recognised as a leader in employment and organisational development practices within the local government sector. I am keen to work closely with other HR practitioners to put into practice ways to promote local government as a sector to pursue an exciting, diverse and rewarding career pathway and overcome some of the challenges identified in workforce profiling. I really enjoy HR but would also consider management roles in other departments/service areas or potential GM roles if they arise.

How do you spend your leisure time outside of local government?
Leisure time for us revolves around the busy lives of our 6 children who range in age from 14 to 5 and all have varied sporting interests. We enjoy being actively involved in the community activities via volunteering but it is sometimes a juggle of who is going where! When there is free time (rare!) the beach and river are the place to be and if we are really lucky a nice meal locally with a glass of regional wine!

Member Profile - Henry Inat

Thu, 22 Oct 2015 04:29:30 GMT

This month we speak with Henry Inat, CEO of the Town of Gawler.

Henry talks about his experience to date, the challenges facing Gawler and what motivated his recent appointment to the LG Professionals SA Board.

Hi Henry, thanks for speaking with us.

What’s your current role, and what does it involve?
I’m the Chief Executive Officer at the Town of Gawler. I commenced this role in February 2012.

The role is both challenging and rewarding. Leading an organisation of 115 staff with a budget of approximately $25m has its diverse scope of issues and responsibilities. It's all about team work and getting the best out of people (both staff and elected members) to make positive contribution’s to the local community.

Where were you before? (i.e. what is your work background/career path so far)
I’ve worked in the local government sector for nearly 25 years. I’ve worked in eight councils over this time period in various positions. Being a qualified town planner, I started my career as a development assessment officer, then progressed into planning policy.

Having decided that I wanted to ‘broaden my mind’, I studied business management which then took me on journey with various management roles in councils. Prior to commencing my role as CEO at Gawler I held general manager positions at the City of Charles Sturt and Mount Barker Council respectively, both of which were fun times and held me in good stead for my current position.

I thank both Andrew Stuart and Mark Withers for their years of support and mentoring over this period.

What attracted you to local government, and your current role?
Having studied Town Planning at Uni, working in local government was a natural first move for many in the field. Over the years I increasingly enjoyed working in councils where it was about more than just conventional planning and development matters.

The capacity to participate in multi discipline teams to create and form communities was initially a key force in me realising that councils existed in a dynamic and ever changing context which I could influence. So I’ve stayed.

When exploring my interest in management I found again that by understanding and studying business and people, better outcomes could be achieved. Not ever thinking at the time that I would be a CEO, an opportunity presented itself and I decided to apply for the challenge.

It has been a great three years at Gawler.

You’ve recently been appointed to the LG Professionals Australia, SA Board, starting after the AGM. What did you know about LG Professionals Australia, SA prior to your appointment - and what motivated you to nominate for the board?
I have been a beneficiary of the LG Professionals SA services for some years now, having appreciated the support services they provide the sector.

I have been wanting to be more active for some time and the time is now right for me to join the board and assist in working to progress the strategic direction of the organisation and help it continue to positively influence the sector grow over the coming period.

What motivates you? - what do you find interesting or exciting about working in local government?
Local government is so diverse. As a CEO you deal with the whole spectrum of issues and people. The capacity to see things on the ground is a real ‘buzz’. To know that you can really make a difference if you put your heart and soul into it is what drives me and keeps me excited about going to work.

Also, the people I work with currently and who I have had the pleasure of working with over the years have made the work all the more pleasurable. There’s a real feeling that we are all part of a collective and the competition that does exist between councils at times is constructive and to everyone’s benefit in the long term.

Gawler is poised for rapid growth – what challenges and opportunities does this present?
From a community creation perspective the challenges are very much about ensuring urban growth that is occurring progresses as naturally as possible and new residents establish real links to the existing community. We don’t want the 'them' and 'us' dynamics setting in.

As with many growth areas around the state, central to our current planning and policy initiatives relative to growth is to ensure the timely provision of infrastructure to meet current and future needs such as conventional roads, reserves, community services etc, but also, and just as importantly, council advocating on behalf of the community for services and facilities that the State and or Federal Governments, private and non-for profit sectors are responsible for.

The organisational challenges are to ensure we have the right mix and level of skill sets throughout the organisation to meet both today's and tomorrow's challenges. A key focus area at the moment at ‘Team Gawler’ is to better understand our culture and to strive for a more constructive and supportive team dynamic- we are getting there.

Personally, what’s the longer term plan – where would you like to be in 5 years?
It's been a successful first three years at Gawler. I’m sure the next few years will be just as exciting and I’ll continue to make a contribution in building a strong and constructive organisation. There are no plans to move on. There’s too much to do here at Gawler.

Do you have an embarrassing 'local government moment'?
Happy to share a couple of stories with my colleagues over a few drinks. I’ll leave it at that I think.

How do you spend your leisure time outside of local government?
Time is precious. Having a young family, it's all about finding time to be at home and watching Alice (8), Lily (7) and Tomas (5) grow up.

I’ve also got jobs to do on the weekends as instructed by Susie, my wife, which doesn’t leave much time left over. But when I do have a few spare minutes, catching up with friends for a meal and a few drinks always helps to keep things in perspective.

Member Profile - Emma Morgan

Tue, 22 Sep 2015 06:59:35 GMT

This month we speak with Emma Morgan, Executive Assistant to the CEO at City of Charles Sturt.

Emma is also the chair of the LG Professionals SA Women's Network. She shares her visions for the future of the network and also speaks about her experience at Charles Sturt.

Hi Emma - thanks for speaking with us.

What’s your current role, and what does it involve?
My current role is Executive Assistant to the CEO at City of Charles Sturt which involves making sure that the office of the CEO runs smoothly in every way. This includes fielding enquiries from residents, elected members and staff and investigating matters to ensure that the appropriate action is taken, not to mention the usual diary and correspondence management. I’m also responsible for the administration of one of Council’s grant programs and find assisting community groups to deliver their initiatives is one of the more rewarding aspects of the role.

Where were you working prior to your current position and what attracted you to the role?
I was at Australian Rail Track Corporation for one year and prior to that I’d been at City of Marion for four years after many years in a variety of industries, always in an EA role. My brief stint back out in the private sector made me realise that local government is where I wanted to be long-term.

For you, what is the most satisfying thing about working in local government?
Being able to help members of the community. I also find the variety of things I’m exposed to in local government makes for an interesting career. It’s a constant learning curve.

You’re the current chair of the Women’s Network. What do you see as the main role of this network – and who should get involved? What are the 3 main things you hope to achieve in the next 12 months for the network - and what have you been most proud of so far?
The main role of the network is to provide opportunities for women in local government to network and/or gain development and training. The three main things I hope to achieve with the committee in the next 12 months are:
- Continue to empower women by giving them different opportunities to network, build their knowledge and confidence, develop their careers and share their experiences - the challenge here is to keep it fresh and tap into the current areas of appeal to women
- Extending more training opportunities to regional councils
- Encouraging more women in local government to self-nominate for Awards.
And the thing I’m most proud of so far is the annual conference we’ve put together this year which will be taking place on 23 October. We have a great line up of speakers exploring some really interesting topics.

You are the EA to the CEO – what are the challenges of this role and what advice would you have for others wanting to pursue a similar career?
I often deal with disgruntled residents who’ve escalated their complaint to the CEO’s office. By the time they get to me they’re usually very unhappy! So one of the challenges is the ability to develop a thick skin and grit your teeth when they’re extremely rude and insist that they’re paying your wages because they pay their council rates! The role also requires the utmost confidentiality so it can also be challenging when you’re privy to a lot of information and you need to field questions from staff or elected members in a diplomatic way. I’d advise those wanting to pursue a similar career to speak to somebody already in the role to get a better understanding of what’s involved and to seek training to help develop the appropriate skills.

EA’s to CEO’s ‘see it all’ and are well placed to be involved in just about every aspect of the organisation. Do you see yourself staying in that role long term or using it as a springboard into other areas of local government or management?
I really enjoy my role, exactly because of the fact that I’m involved in all areas of the organisation and it’s so diverse, so yes I do see myself staying in it long term.

Can you share a funny ‘local government moment?’ (Names can be changed to protect the innocent!)
I’ve sat through a few funny council and committee meetings, but probably the less said about that the better!

How do you spend your leisure time outside of local government?
I enjoy catching up with friends over a nice meal and glass of wine, reading, cooking and travelling, as well as playing the piano and flute.

Member Profile - Rebecca Tappert

Wed, 19 Aug 2015 06:59:05 GMT

This month we speak with Rebecca Tappert, Manager, Administrative Services for the Barossa Council.

Rebecca has also been a business owner, an elected member, a participant in the Rural Management Challenge and a recent graduate of the Professional Leader's Program (PLP). She shares her thoughts and insights on local government, the Rural Challenge and the PLP.

Hi Rebecca - thanks for speaking with us.

What’s your current role, and what does it involve?
My current role is Manager Administrative Services. My portfolio consists of leadership of the customer service team, management of our 19 external section 41 committees (!), management of Council’s Lease and Licence Agreements with many varied sporting and community groups, liaison with elected members through the facilitation of event management and community requests and various project / administration programs working with most internal groups of Council.

I have always been a 'Jack of all trades' and while there is scope for specialty areas within local government, this role enables me to have lots of variety and breadth of focus areas which is something that really appeals to me.

Where were you before? (i.e. what is your work background/career path so far)
After 12 years in banking and finance with Adelaide Bank in IT projects and risk management Roles, I left the bank and moved to the Barossa to start a small business with my husband, BakerST Bakery in Williamstown.

We have run our little shop for 8 ½ years now and only recently worked out that in that time, we have employed 25 locals! Something we are really proud of. Through my work at the bakery and involvement in the local 'main street committee', I was encouraged to run for the 2010 election and to my surprise, I was a successful candidate!

What attracted you to local government, and your current role?
My time as an elected member for council was fulfilling and just what I was looking for to give back to the community in which I was quickly becoming a part of. In fact, the passion for local government has only grown since then.

After 2 years as an elected member, the opportunity for my role came up and after a very rigorous recruitment, I resigned as a member and was appointed to the staff.

You were a participant in the Rural Challenge - and then went on to be a part of the Professional Leaders Program. Can you comment on what prompted you to be part of the Challenge and then enrol in the PLP?
Having the privilege of wearing many hats (as lots of us do) has provided me with great grounding to have a community member, business owner, EM and staff perspective when looking at opportunities and always having the customer/community central to everything I do.

For me, the Rural Management Challenge was a great opportunity to learn more about different areas of council that I had not been exposed to before. During the Challenge, based on a fictional council, we dealt with with unsightly premises, a workplace fatality and media controversy from an over exuberant Mayor!

While we didn’t come away with the win that year, the team based working style was great to be part of.

I had a great time on the PLP! The group of participants this year were great to work with and again, I got so much from hearing about other perspectives and problem solving techniques from different communities to my own.

My favourite session was the strategic planning session, as The Barossa Council commences its Community Plan development, it has been great to mirror the learning from the PLP direct into working life. The challenge now is to decide if I continue on with any further study!

What motivates you? - what do you find interesting or exciting about working in local government?
Working with community members that results in constructive positive outcomes is what I find really rewarding.

Being able to sell the benefits of an opportunity, whether it be to a community or sporting group or the elected members through a Council report and seeing that translate to real life implementation, drives satisfaction all round.

The ever present challenge (whether perceived or not!) of council 'red tape' and actually making things happen, puts a smile on everyone’s face. Working with my customer service team to develop their skills and local government knowledge is also motivating for me, and hopefully them too!

Speaking about your current role - people often think of the challenges in local government as being how to continue to service their changing communities - but how do you see the impact of greater legislation and focus on the administrative 'engine' of councils? What are the key issues that councils will face?
As I mentioned above, part of my role is interpreting that legislation and process for real community outcomes. I often say to community members, provide me with the information of your request and I’ll guide you through the process. I guess together, we both have expertise in the outcome. They know what they want to achieve, I have to find a way to help them achieve it!

Personally, what’s the longer term plan? Where do you see yourself in 5 years?
I am really enjoying my role in the Barossa for now, who would want to leave such an amazing, community, food, wine, experience orientated place? And The Barossa Council? The culture is right in alignment with what I enjoy going to work for. So unless we have any more directors retire in the next five years….I don't think I am going anywhere!!!

How do you spend your leisure time outside of local government?
I spend it with my husband and two boys, 11 and 8 who are footy mad. Between Barossa District Football Club commitments and our 2 weekly visits to the 'Portress', it leaves just about enough time for the vegie garden and mountain bike riding around the Southern Barossa!

Member Profile - Tomas Alves

Wed, 22 Jul 2015 01:26:18 GMT

This month we speak with Tomas Alves, Community Learning and Outreach team Leader, City of Salisbury.

Tomas explains his role, the role of libraries into the future, his fascinating background in TV in his native Brazil - and also discusses his experiences both as a participant and mentor in the Management Challenge.

Hi Tomas, thanks for speaking with us.

What’s your current role, and what does it involve?
I’m the Community Learning and Outreach Team Leader working for the Library and Community Centre Division. My role involves developing and coordinating library programming strategy to engage and meet the needs of our community.
It’s a busy role that provides me with the opportunity to work collaboratively with other areas in council, as well as other community organisations and ultimately community members.

Where were you before? (i.e. what is your work background/career path so far)
After completing a Degree in Communication at university, I worked for not for profit organisations developing their marketing strategies. This experience provided me with a great appreciation for community based organisations that contribute ‘on the ground’ to community development.

A few years later I was headhunted by Sony Pictures in Brazil to work in the marketing / TV production department. It was a really fun and fast paced environment which required a lot of traveling around South America and US. At Sony I had the chance to interview a few TV stars from popular shows at the time: ‘Desperate Housewives’, ‘Lost’, ‘Grey’s Anatomy’, ‘Criminal Minds’. It was really interesting to observe how that perceived glamour life was translated into a very professional behind the cameras work life.

In 2007 I decided to leave everything behind to live overseas with my wife. So here I am in Adelaide, working for the City of Salisbury.

What attracted you to local government, and your current role?
I always had the desire to contribute to community development and participation. Local government seemed to be the best industry and I decided to volunteer for the City of Salisbury right after moving to Adelaide. From there the opportunities were just coming my way. A part-time employment led to a full time job, which then led me to my current team leader role. And I am very thankful for that!

LGMA Management Challenge
You’ve been involved with the LGMA Management challenge both as a participant and now as a mentor for the City of Salisbury team. What do you see as the key benefits to you personally and to Salisbury of participation in the management challenge? What did you learn from your mentor role?
I’m proud to be part of both Salisbury winning teams – first as a team member in 2012, then as a mentor in 2015. The LGMA Management Challenge is taken really seriously at City of Salisbury with a well-structured professional development program. That is where, in my view, the benefits come from.

As a participant I was exposed to various areas of our organisation and learnt a lot about strategies, leadership, process and procedures within the local government context. The availability and interaction with senior management provided me and other team members with invaluable insight and information about our own organisation and the local government industry.

As a mentor it’s all about sharing the experience and providing guidance when needed. Although it’s not a hands-on role, it certainly gave me a chance to observe and understand about team development and team dynamics. The 2015 LGMA Salisbury Management Challenge Team – CosMosis – was a really good team to work with and I learnt a lot from them.

What motivates you? - what do you find interesting or exciting about working in local government?
I think what motivates most people who work in local government is the passion to work with and for the community. We all want the best for our communities; especially because we are part of it ourselves. I find it extremely rewarding mapping out community profiles, community needs and service delivery. This is very dynamic as people and needs change more often than we think!

Speaking about your current role - people have been talking about the potential demise of libraries for years, as books and content become more available online - but of course this hasn't actually happened. What are libraries doing to remain at the core of communities?
Libraries are seen as a truthful institution by community members. It is that welcoming place that congregates people from all walks of life, supporting community engagement, learning activities and social participation. To remain relevant libraries have always been able to respond to changes and adapt service delivery to meet community needs.
Delivering information, technology and learning for people is what we do best. And as advances occur in technologies, libraries will always be able to embrace it and provide customers with access to knowledge and information supporting participation, innovation and well-being.

Personally, what’s the longer term plan? Where do you see yourself in 5 years?
Local government has provided me with some great professional opportunities and I am working hard on my professional development – currently doing the Emerging Leaders Program – to pursue a Manager role in the future.

Do you have an embarrassing 'Local Government moment'?
It’s hard to choose one that I can actually share!

How do you spend your leisure time outside of local government?
Spending family time with the kids (3yo and 6 months), having friends over for special Brazilian food, and playing soccer at least once a week.

Member Profile - Paul Rogers

Thu, 18 Jun 2015 23:42:59 GMT

This month we speak we Paul Rogers, Depot Administration Officer at the District Council of Kimba.

Paul explains the challenges of working in one of SA's most remote councils.

Hi Paul - thanks for speaking with us.

What's your current role, and what does it involve?
My current role is Depot Administration Officer, and being in a small rural Council it involves many aspects including assisting with Procurement / WHS & Risk Management / Aerodrome Management / CWMS Management / Training etc. Anything that relates to the Works Department is within my role.

Where were you before and what attracted you to your current role?
I was with Country Health SA, employed as a Senior OHSW Consultant assisting six Health Units. To be honest, I "fell into" my current role. I left health with a promise of a career in mining. This didn't eventuate and thankfully, Council had a position available.

What is the most satisfying thing about working in Local Government, especially in a rural council? Assisting with maintaining and developing infrastructure that benefits the local community which I work and live in.

Speaking about your current role - What are the key priorities in creating and maintaining the many assets and public works for Kimba?
I would suggest maintaining and upgrading the 1500 km of unsealed road network within our council area would be a very high priority, along with the sealed roads both inside and outside of town. Waste and CWMS management would also be high on the list.

As one of SA more remote councils - what challenges does this present and how have you managed those challenges?
Probably the main challenge would be accessing adequate funding to maintain and upgrade roads, senior management have this as a high priority and are striving to keep it on the radar of those who allocate funding.

You are currently enrolled in the Emerging Leaders Program. What attracted you to this program - and what do you hope to achieve from it?
I was attracted to the program by the opportunity to further my education and development. My primary goal was to learn more about how the LGA functions, and how I can perform better within the organisation.

How are you finding it so far?
It has been enjoyable and challenging. Any learning that involves self-reflection and insight into existing perceptions can be difficult, but invaluable.

Do you think the networking connections you are making with fellow colleagues will benefit you in the future? How?
The networking could potentially be the most beneficial outcome from the course. To work and learn from and with such a diverse group of people from a variety of occupations and workplaces/cultures will benefit me greatly in the future, either in my current role or a future role. The larger the network of people/resources you can draw from the more advantageous it will be.

We heard that you recently caught up with your cousin, our LG Professionals President Andrew Aitken at an ELP dinner - and it was a surprise as you didn't know he was involved! How was that?
It was great to catch up with 'cuz'. Although from very different backgrounds, we were quite close when younger, but haven't seen each other for about ten years. I look forward to meeting again later in the year at the program culmination.

Personally, what's the longer term plan - where do you see yourself in 5 years? Within Local Government, my goal would be to utilise my WHS skills and experience at a higher and broader level, facilitating systems across multiple councils. As to whether this eventuates, watch this space!!!!

Do you have an embarrassing 'Local Government moment?'
None that come to mind, probably haven't been with Local Government long enough to initiate a major disaster, this may occur in time!!!

How do you spend your leisure time outside of Local Government?
I enjoy many pastimes, but have a passion for fishing, camping and all things woodwork, including furniture restoration.

Member Profile - Matthew Pears

Thu, 21 May 2015 03:19:29 GMT

This month we speak with Matthew Pears, CEO of the City of Mitcham.

Matthew discusses the challenges and opportunities for Mitcham - and why Port Power should be in division "two" of the AFL...

He has also recently been appointed as the Chair of the CEO Network and he shares his goals for the group.

Hi Matthew, thanks for speaking with us.

What’s your current role, and what does it involve?
Chief Executive Officer, City of Mitcham. It involves working with the community, elected members and staff to constantly improve the services provided by City of Mitcham.

Where were you before? (i.e. what is your work background/career path so far)
I worked for the City of Playford for just over ten years. Initially as Manager of Planning and Economic Development and then as one of two General Managers. Before joining Local Government I worked at Centrelink for ten years.

What attracted you to Local Government, and your current role?
I have always wanted to work in the public sector, Local Government is the most dynamic level of government because we are the closest to the community.

You’ve recently been appointed to both the LG Professionals SA Board and also the Chair of the CEO network.   Tell us a bit more about the CEO network – what do you see as the benefits of the group – and what are your goals for your time as Chair?
I think the CEO network:
•    Could provide CEOs the opportunity to speak (independently of elected members) on issues affecting the sector,
•    Provides development and training opportunities,
•    Provides networking opportunities.
As Chair I am keen to explore and further define the role of the network, particularly around our interaction with other LG Professionals Networks and giving a CEO perspective on issues facing the sector.

What motivates you? - what do you find interesting or exciting about working in Local Government?
Working with so many passionate people (staff, Elected Members and the community) who care about their communities.

Mitcham is one of South Australia's more “established” council areas –what challenges and opportunities does this present?
The rate of change in society is such I don’t think Mitcham is ‘established’. The City itself and Council’s role will be very different in 10 years.

In the short term there are significant opportunities for Mitcham around the future of Flinders University (including Tonsley), Flinders Hospital, Blackwood and South Road. Council needs to work with the community to shape these opportunities not just for Mitcham but for the future of the State.

Personally, what’s the longer term plan ? where do you see yourself in 5 years?
Finally taking some long term leave, on a beach having just celebrated another Central District Premiership, wondering if Port Power will ever get out of Division two of the AFL (division two having been created to stop the Power having to play superior teams such as the Crows).

Do you have an embarrassing "Local Government moment"?
I would need more space to do justice to this question.

How do you spend your leisure time outside of Local Government?
Taxi driver to two teenage sons, watching almost any sport and fighting a losing battle to stay fit.

Member Profile - Tammie Hamilton

Thu, 19 Mar 2015 03:11:12 GMT

This month we speak with Tammie Hamilton, Service Coordinator , Planning and Quality for the City of Playford.

Tammie shares some of her background, her positive reflections of LG Professionals membership and also explains what motivates her to work in Local Government.

Hi Tammie, thanks for speaking with us.

What’s your current role, and what does it involve?
I’m the Service Coordinator (front line manager) for the Planning and Quality (P&Q) Business Support Team at the City of Playford
The team and I are accountable for ensuring all Council’s services have a ‘service standard’. This is where services are costed (so we can sustainably afford what we provide) and measured as a method to ensure we deliver efficient and effective services to the community.

As of this year, P&Q are also accountable for the Resident Satisfaction Survey which is currently undergoing a full review so we can align it with our Service Standards system and other Council functions, such as the Strategic Plan, Community Vision etc.
Our goal is to embed the Service Standards system within Playford, much like WH&S where all staff will are aware and accountable for the delivery of their service standard, and at the same time enable Managers to make more informed decisions around resourcing based upon the measures they collect and align with the results from the Resident Satisfaction Survey.

The team is also accountable for supporting internal Service Level Agreements; we are currently setting them up in time for next financial year and ensure they align to Playford’s new business model.

Where were you before? (i.e. what is your work background/career path so far)
According to Playford staff, I was a “Mexican” before I came here…I was ‘south of the border’ at the City of Salisbury for 7 years.

I started at Salisbury straight out of University where I worked in the Strategic Planning Department across the areas of Recreation Planning and Social Planning. I finished up at Salisbury in a Research and Policy Officer role.
I then moved to Playford as the Social Planner where I delivered on a Social Infrastructure Plan for the City.

In 2013 I was appointed Service Coordinator for a newly developed team in Playford: Planning & Quality. This team was put together as a way to plan for tomorrow.

What attracted you to Local Government, and your current role?
I am really passionate about helping people and while at University I identified that Local Government was a potential space where I could make my mark.

My final year university placement was at Salisbury where I undertook a research project focussing on how young people with a disability access council services. After this, and I was fortunate enough to be offered a Project Officer role. This was funded by the Office of Recreation and Sport where I worked with an existing family early intervention program to support children in families to engage in local sport and recreation opportunities.

You’ve been very involved in LG Professionals, as a member, part of a challenge team and now as a board member – how do you think this involvement has changed or assisted your approach to your current role?
Being a member of LG Professionals has always helped me keep an eye on what’s going on across the sector. Having access to the networks, training and development opportunities provided by LG Professionals has really provided value to my role. It has enabled me to understand and learn from sector issues and opportunities, as opposed to not understanding how it fits or impacts the sector or the community I work for.

What motivates you? - What do you find interesting or exciting about working in Local Government?
The diversity of work that Local Government provides is always a motivator, but more importantly the role Local Government plays in providing services to the community is my main driver.
Although the services a community needs may not be the accountability of Local Government it’s important that we work with other sectors of Government, the not for profit sector and the community to ensure the community get the right services and make sure it’s delivered in an efficient, effective and sustainable manner.

Playford is one of Australia's key growth councils – what challenges and opportunities does this present?
Playford is dealing with a split in the City between the old and new areas. Sustainably providing infrastructure and services as the City grows is a challenge, as is building community capacity in a historically low socio-economic area.

The growth of the City is the opportunity! We just have to ensure that it’s coordinated strategically in a way that the community benefits.

Personally, what’s the longer term plan? Where do you see yourself in 5 years?
At the moment my career goal is to be a CEO in LG – ambitious I know!
I’ve just started my MBA so I hoping that in the next 5 years I’ll have moved up to senior management.

Between now and then, I’d like the opportunity to learn as much about council business as I can, and I’m lucky that my current role is exposing me to much more.

Do you have an embarrassing "Local Government moment"?
At the LG Professionals Awards a few years ago. I was on the dance floor with Mal Hemmerling (Playford’s Assets Director) and I did a twirl and slipped and ended up flat on the floor. I blame my shoes and a wet floor (not the champagne).

How do you spend your leisure time outside of Local Government?
I enjoy weight training and running. My latest interest has been military obstacle courses e.g. True Grit. I also enjoy learning to surf and cook new dishes.

I LOVE travelling… my next trip is back to Sweden for my friend’s wedding in September 2015 and I’ll head home via the USA or Asia.

Member Profile - Steve Woolley

Mon, 16 Feb 2015 03:39:34 GMT

This month we speak with Steve Wooley, Corporate Services Manager / Deputy CEO Wudinna District Council.

A recent graduate of both the Professional Leadership Program, (PLP) and the Emerging Leaders Program (ELP), Steve explains how involvement with these programs have benefitted his daily work and career and also outlines the challenges facing Wudinna compared to Metro Councils.

Hi Steve, thanks for talking with us.

What’s your current role, and what does it involve?
Corporate Services Manager / Deputy CEO Wudinna District Council.
Main tasks include oversight of a small administration team (5) covering Finance, Governance, Risk Management, Customer Service, Policies, Procedures etc plus support and relief of CEO during his leave.

Where were you before and what attracted you to your current role?
Deputy CEO Elliston District Council for 2 years and prior to that Team Leader Legislative Compliance Team Whyalla City Council.

I moved into Senior Management because I saw an opportunity to develop my career and bring a different perspective to the Deputy CEO role, most of whom seem to rise via the purely admin stream.

Legislative compliance at the ‘top end’ is becoming increasingly vital as transparency in decision making is demanded by ratepayers, the media and governments.

What is the most satisfying thing about working in Local Government?
The diversity of day to day tasks and the experiences that flow from that.

Although you may have a day or week’s work plan established, something unexpected always crops up and often requires you to re-prioritise the plan & allocate time & resources you may not have.

It is satisfying to meet the challenge of the unexpected and still complete the planned tasks, perhaps using skills you didn’t know you had.

Speaking about your current role - What are the key challenges ahead for Corporate Services at Wudinna?
Local Government generally is being forced to do more and more with less and less resources and flowing from that is the need employ qualified and experienced staff to ‘do the job’.

Wudinna carries exactly the same levels of legislative responsibility as Adelaide City Council, but we have to work with extremely limited financial & human resources.
We simply cannot offer the salary packages paid by metro or large rural councils and not every-one appreciates the lifestyle of a remote country town, so attracting & retaining qualified staff can be troublesome.

We do employ staff on reduced hours or part time arrangements, and our current employees do a magnificent job given the restrictions they face.

We have implemented resources sharing with neighbouring Councils but the salary & vehicle costs of a 600km return journey often negate any efficiencies or savings.
Council amalgamations are often offered as the solution but here, the tyranny of distance prevents such concepts being truly successful over the long term.

How do you think the challenges differ between Metro and Country Councils?
I am not sure they do, metro councils may be able to offer better salary packages and access to a different lifestyle to ours, but they also risk high staff turn-over and are perhaps under more intense direct pressure from rate-payers, the media and politicians to do more with less.

They certainly seem to attract more scandals and enquiries into decisions and actions than we do.

Rural people seem to be happy with verbal responses to queries about Council’s actions whereas metro dwellers appear to ‘go formal’ with Freedom of Information Act applications or reports to ICAC or the Ombudsman from the start.

You are a recent graduate of both the Professional Leadership Program, (PLP) and the Emerging Leaders Program (ELP).

How do you think you have benefitted from getting involved with these programs? Would you recommend the programs to other Local Government professionals?
The ELP & PLP are have been of tremendous benefit to my role from both an operational and networking perspective.

Certainly the theory lessons of the PLP have given me greater insight into handling day to day issues from a different perspective, while enhancing my knowledge in the financial arena.

The ELP was very stimulating and challenging. From day 1 we were encouraged to see the program as one of self-development and self-analysis leading to better self-confidence that enhances better decision making.

I would thoroughly recommend either or both courses for anyone who wishes to make a career for themselves in Local Government regardless of their age or level of employment.

The formal learning component of both ELP & PLP is a valuable asset while the networking skills and individual bonds that were created via both programs will remain with me for life.

Personally, what’s the longer term plan – where do you see yourself in 5 years?
Sitting on the boat, catching King George Whiting at a secret spot off the West Coast of the Eyre Peninsula is the dream.

Reality will probably see me working perhaps 2 -3 or more days per week.

If I get the balance right, I can continue to contribute to the work force while enjoying some of the luxuries I have worked for since 1972.

Do you have an embarrassing "Local Government moment?"
Far too many to list here. In 15 years you are bound to make a few mistakes, if you don’t learn from them, you won’t succeed. Once is a mistake, twice is a habit.

How do you spend your leisure time outside of Local Government?
Well, if it has spark plugs, I’m probably driving or riding it.

I am a dedicated ‘petrol head’ with a collection of classic cars and motorbikes, plus an under used race car.

I fish from my own boats, and try to squeeze a bit of camping in around using all the toys.

The lawn bowls bug bit me 2 years back and I worry that it will take over as it is a wonderful atmosphere to indulge in fine wine and whisky appreciation sessions.

Member Profile - Ginny Moon

Fri, 23 Jan 2015 02:57:40 GMT

This month we speak with Ginny Moon, Director Corporate Services at the City of Prospect.

Ginny explains the challenges facing Corporate Services at Prospect, and also an interesting incident regarding the Council "undertaker" period leading up to the Elections!

Hi Ginny - thanks for speaking with us..

What’s your current role, and what does it involve?
My current role is Director Corporate Services. My portfolio includes Financial Management, Governance, Information Technology, Information Management, Procurement, Customer Services and Human Resource.

Where were you before and what attracted you to your current role?
Prior to this role, I have been Manager of Finance at both Regional and City Councils. The diverse services provided to the community at both regional and city councils, has given me a higher level of appreciation of the services provided by the Local Government Industry.

The role of Director Corporate Services lifted my horizon and given me an opportunity to contribute to other areas of Council.

What is the most satisfying thing about working in Local Government?
The diversity of the industry, knowing that Council’s decisions and service delivery has a direct impact in shaping a community.
Working amongst passionate, community minded local government colleagues.

Speaking about your current role - What are the key challenges ahead for Corporate Services at Prospect?
Like other portfolios, one of the common challenges is to meet/manage community expectations.

Functions of Corporate Services are likened to the engine room. Key challenges will be ensuring that the engine is running smoothly and to have systems and processes in place to provide regular maintenance. Keep an eye out for more efficient and cost effective engine parts and, if required, purchase a whole new model. In a nutshell, the focus is to deliver more efficient services, maintain and improve financial sustainability.

Prospect is already a leader in shared services – are there even more shared services on the horizon?
City of Prospect will continue to look into collaboration and shared service arrangements that deliver further efficiencies, economy of scale and improved service delivery.

Personally, what’s the longer term plan – where do you see yourself in 5 years?
In 5 years time.....I would hope to have made a positive impact within and beyond Corporate Services, also the opportunity to expand or change my current portfolio.

Do you have an embarrassing "Local Government moment"?
During a Workshop session during the Election period, I informed our Elected Members that we will be organising several training sessions over the coming months. One of the training sessions they will need to participate, is a course relating to the “undertaker” period. Before I knew it, they burst into laughter.

I hate to imagine the direction and outcome of our Council if they attended the suggested course...

How do you spend your leisure time outside of Local Government?
Reading and catching up with friends, with food being the main attraction. Please do not be misled that I am in any way good at the cooking part, I just enjoy the end product.

Member Profile - Rudolph Reindeer

Fri, 12 Dec 2014 21:02:01 GMT

This month we speak with Rudolph Reindeer, AKA "Red-Nosed"

He explains his career to date, the incident that led to the famous name, and also what's in store for the future.

Hi Rudolph, thanks for speaking with us.

What’s your current role?
Head Reindeer, North Pole Council Reindeer Team. I report directly to Santa, the CEO.

What can you tell us about your career to date?
I worked for a few of the other big names before the role with Santa and the North Pole Council team.

For example, for a while I was one of the staff for the Easter Bunny, but the work conditions were not what you’d expect so I moved on. Oh, and there was an unfortunate "egg incident" that also played a part in my departure. I got some good experience though, especially in the field of being part of a huge one day event.

I’ve been with the North Pole Council since 1939, which sounds like a long time, but as you probably know Santa, the elves and I actually never age at all. Sounds good on the surface but our EB takes this into account, and as a result our long service leave only accrues every 50 years.

And what’s with the name?
You know, this all started off as a lark and got a bit out of hand. One Christmas Eve I had too much to drink, and my nose went just a little red. So the other reindeers, and Santa, started giving me heaps about it, and it sort of stuck.

I suppose though, that “Rudolph the Red Nosed Reindeer” is better than “Rudolph the half-pi**ed Reindeer” which was probably more accurate at the time.

And were you pleased that it was made into a song?
Well, I was certainly surprised. I quite like the song, it’s got a good catchy tune, but the lyrics are a bit contrived.

I mean, supposedly putting me at the front to light the way with my red nose on a foggy Christmas Eve?

Really, the North Pole Council organisation is a pretty big outfit. They can afford headlights on the sleigh. This was just another wind-up from the other reindeers. Can you imagine our insurance allowing a sleigh to operate at night with no lights, with just the glow from a nose? Seriously, the Scheme would be on us like a seagull on a chip.

But, the song raised my profile in the organisation, so I can’t complain.

What’s next for you?
Well, I’m happy here for the moment, but of course I always keep my eyes open for any new opportunities. Apart from the run up to Christmas, my time is fairly free during the rest of the year for other projects.

Taryn from LG Professionals keeps in close contact, and gives me a call from time to time. She wanted me to help out at the last conference but we just couldn’t make our schedules line up. Maybe next year, as I hear 2015 is going to be huge!

Do you have an embarrassing local government moment?
Didn’t I mention the red nose thing?

How do you spend your leisure time away from the office?
I go to the Gym, play a bit of tennis (not easy with hooves but I still have a mean forehand) and I like to relax in front of the TV.

Any advice for aspiring reindeers?
Well, constant professional development is important, especially through LG Professionals. Even as a reindeer, it’s essential to keep “sharpening the saw” to perform at your best.

Oh, and sometimes having a few drinks after work actually turns out for the best…..

Member Profile - Andrew Aitken

Wed, 19 Nov 2014 07:20:27 GMT

This month we speak to Andrew Aitken, CEO of Adelaide Hills Council.

Andrew explains his focus on consistency, his new role as President of LG Professionals (SA) and his aspirations for a career in musical theatre.....!

Hi Andrew, thanks for speaking with us.

What’s your current role, and what does it involve?
CEO. From what I can gather, it largely involves reporting to 13 council members and 161 staff members…

Where were you before and what attracted you to your current role?
I was a director at the City of Tea Tree Gully - and was attracted to this role because I thought it would be a good role for a new CEO and it was clear that the council wanted to increase their focus on culture, collaboration and engagement. Being ultimately accountable for the culture and performance of an organisation was a challenge too enticing to pass up.
What is the most satisfying thing about working in Local Government?
Working with passionate people and providing tangible / visible value to our community.

Speaking about your current role - What are the key challenges ahead for Adelaide Hills?
Consistency - sustaining the focus on improving our service culture; enhancing innovation; and providing our community with value for money. Another ongoing challenge is reinforcing how critical risk management, respect and reputation is in all our relationships - inside and outside the organisation.

Where do you see Adelaide Hills as Council area in 20 years - will it look much the same, or how will it differ from today?
It will still be seen as a great place to live – and will also be recognised as a world class tourism destination; one of the country's treasures; and having an array of vibrant, productive and progressive townships and communities.

You've just been appointed the President of Local Government Professionals (SA)
What role do you see LG Professionals (SA) playing in nurturing Local Government Leadership across the sector?
Providing a range of leading edge learning and development opportunities for anyone working in local government.

Do you think networking is a key part of these programs?
Absolutely. I’ve benefited enormously – personally and professionally - from interacting and sharing experiences with a broad range of people in our LG family - as well as with key stakeholders outside our sector. LG Professionals creates great opportunities for this invaluable networking to occur.

Personally, what’s the longer term plan – where do you see yourself in 5 years?
Performing on Broadway. Maybe Off-Broadway, but most likely Broadway...

Do you have an embarrassing "Local Government moment?"
I was driving into a meeting in the city and used that time to make several phone calls. When I arrived at the meeting - with several people I'd never met before – I introduced myself to the first person by saying "Hello, this is Andrew Aitken speaking". Unfortunately, you don't forget moments like that.

How do you spend your leisure time outside of Local Government?
Spending time with the family and community musical theatre - did I mention how I'm going to be on Broadway?...

Member profile - Andrew Meddle

Thu, 23 Oct 2014 06:21:07 GMT

This month we speak to Andrew Meddle, General Manager Sustainable Communities at the Rural City of Murray Bridge.

Andrew explains his fascinating journey from working in Local Government in the UK to holding a key position in a growing rural City - and how he once tried to smuggle a knife into the Houses of Parliament!

Hi Andrew, thanks for talking with us.

What’s your current role, and what does it involve?
I have a varied portfolio covering planning, building, environmental and public health, compliance, community services, business support and arts and culture.

I have some amazing facilities to manage too in our library, regional art gallery, town hall, theatre, Lerwin Aged Care Facility and our recently improved swimming pool.

Above all I have a great team, with a great sense of humour and a great community centred approach.

Where were you before and what attracted you to your current role?
I was Head of Planning & Transport for Southend-on-Sea Borough Council in the UK. Southend is the biggest town in the Eastern region of the UK with over 250,000 reliant on it and 6,000,000 visitors per annum.

Having grown up in the town it was both the best and worst job in the world. 51 Councillors and all of them were interested in planning and transport – 17 sat on the equivalent of the DAP!

I was also the transport manager for the mountain biking event at the London 2012 Olympics.

Before Southend I worked for small Councils, national government, regional government, two County Councils and a charity in country parks, libraries and planning!

I migrated to Adelaide in October 2012 with my wife and daughter. After a month or so settling in, I was offered the role at Murray Bridge and was immediately excited by the challenges and opportunities. That was January 2013 and I have enjoyed coming to work every day since.

What is the most satisfying thing about working in Local Government, especially in a rural city?
Making a difference every day, in different ways.

I’ve worked at all tiers of government in the UK and local is the best connected and transformative.

My major achievement at Southend was to enable the redevelopment of the airport and economic stimulation this brought the town and sub-region during a severe recession. I was really proud to be part of the team that delivered the multi-award winning Better Southend Project and winning UK Council of the Year in 2012.

At Murray Bridge the scale is different. Here I look forward to enabling the community to access our services and to enabling the Sustainable Communities team to deliver the best services they can. I greatly enjoy the political side of the work and the sparring with Elected Members and seeing, how together, we can make Murray Bridge an even better place to live, work and visit.

Speaking about your current role – What are the challenges in making or maintaining Murray Bridge as a “sustainable community”.
Murray Bridge is growing and growing older and it is doing both of these faster than most of South Australia.

This coupled to the socio-economic profile of the area leads me to believe that we will face significant additional demands for our services. Also having seen changes in the UK, I expect to see demands for the quality of service increase and expectations that Councils will do more for less.

The local government paradigm will have to shift to meet community expectation and at present South Australia seems more focussed around finding the money or not doing things rather than being innovative.

What pressures are (or have been) created through the transition of Murray Bridge from country town to a rural city, with many more people commuting out of the area to work?
The doubled edged sword of expectation – residents want all of the amenities and benefits of a rural town: that ability to park outside the shop they want, to have local shops and not national chains in Bridge Street and access the services they need without waiting – coupled to the perceived benefits of living in a metro area in terms of improved public transport, a spread of services and the shops they see in bigger centres.

The fact that people travel to work is something that we can’t change overnight, but plans are in hand to help us address this. We are developing Monarto as an employment hub to serve Murray Bridge and Mount Barker and also seeking to exploit other employment opportunities by working better and more proactively with partners from the public and private sectors.

You’re on the GM network – what do you see as the most value in being involved in this network?
For me connections to knowledge, to experience and to opportunity. The network will help me to develop networks, to share experiences and knowledge and to develop opportunities. I have a lot to learn about South Australian local government, but can also contribute a different perspective.

Personally, what’s the longer term plan – where do you see yourself in 5 years?
I am learning the ropes of a different local government system and am trying to familiarise and become proficient in the South Australian local government before taking the next step up. I love local government and South Australia, so I see so no need to move. I am greatly enjoying my role and lifestyle in Murray Bridge and would like to be able to grow here too.

Do you have an embarrassing “Local Government moment?”
Dining out (for work!) at the Houses of Parliament and going through the security screening with the Leader of the Council and Chief Executive carrying the smallest penknife in the world. I was then pulled to one side, frisked, the penknife confiscated and by the time I had made the dinner it was announced I had been arrested for trying to smuggle a machete onto the premises!

How do you spend your leisure time outside of Local Government?
I love playing golf and spending time with my family travelling and exploring South Australia.

We feel privileged to live and work here and believe we have been made to feel so welcome. We are looking forward to making a difference here between now and retirement in 30 years!

Member profile - Kate Jessep

Mon, 22 Sep 2014 20:04:33 GMT

This month we speak with Kate Jessep, Director Corporate and Community Services at the City of Victor Harbor.

Kate explains her diverse career background and how it shapes her approach to Local Government. Kate also discusses the interesting challenges and opportunities for Community Services that arise from servicing an ageing population.

Hi Kate, thanks for speaking with us.

1. What’s your current role, and what does it involve?
I am currently employed as the Director Corporate and Community Services at the City of Victor Harbor. My responsibilities include: Finance, Rates, Human Resources, Risk and Work Health Safety, Customer Service, Property, Records, Information Communication Technology, Community Services, Library and deputising for the City Manager.

2. Where were you before? (i.e. what is your work background/career path so far)
My previous position was General Manager Organisation Development at Alexandrina Council. I have more than five year’s experience in Local Government which includes time working in Victoria as a Strategic Planner at the City of Hobsons Bay. Prior to my career in local government I spent more than fifteen years in the Australian Regular Army as a logistics officer.

I’ve been very fortunate to have had lots of opportunities to study (BA, Grad Dip HR; Grad Dip URP and a number of certificate courses), travel (I’ve visited 23 other countries so far!) and work in different environments over the last twenty five years (I’ve worked in five states and territories in Australia and three other countries).

3. What attracted you to Local Government, and your current role?
I love planning, having variety in my work and serving the community so I undertook a Graduate Diploma in Urban and Regional Planning to assist my career change from the military to local government. Although similar to my previous role, I applied for my current role in order to gain experience in a wider portfolio including finance and for additional opportunities to gain experience as acting CEO.

4. How do you think your military background has assisted your approach to Local Government and your current role?
I approach local government as a sector which serves its community and consider my role is to support the department, the City Manager and the Council in delivering services to the community in a fair and effective manner. My values of service and fairness were definitely inculcated during my time in the military. By the time I was 23 years old I was commanding fifty staff, a workshop and nine Army watercraft and quite a bit of firepower.

The leadership training and experience from my time in the Australian Army assist me everyday in my endeavours at the City of Victor Harbor as I solve problems and support our team in service to our community.

5. What motivates you? - what do you find interesting or exciting about working in Local Government?
I love that local government works so closely with the community and that I get to be involved in services and activities which make a difference. For example, since I've been at Victor Harbor, I have had a lead role over the last couple of years in the successful funding bid for the Fleurieu Regional Aquatic Centre which included developing the project to ‘shovel ready’ status.

After more than 30 years of our community asking for a public swimming pool, we expect construction to commence in the middle of next year.

6. Victor Harbor is one of Australia's oldest communities (by median
age) - what challenges and opportunities does this present for Community Services?
Victor Harbor is a growing community and has very high level of volunteerism - both of which make it a positive environment in which to operate and means we have fantastic programs such as community transport driven by volunteers. However, as the ageing trend continues the biggest challenge for Victor Harbor is to attract and retain younger adults to provide the services to support our ageing and retiring population.

7. Personally, what?s the longer term plan ? where do you see yourself in 5 years?
In the next 5-10 years I would like the opportunity to be a chief executive officer in local government. Further into the future, my husband and I are quite keen to pursue another opportunity to live and work overseas.

8. Do you have an embarrassing "Local Government moment"?
In about week two after commencing at Alexandrina Council I managed to walk into a large pillar that was in the hallway which resulted in breaking my favourite glasses and a few stitches. The details of how I managed to do this aren't that interesting; although, I do think there is a design issue with a large pillar sitting in a narrow walkway, not far in from the corner!

9. How do you spend your leisure time outside of Local Government?
I'm not sure if being a mother is 'leisure time', however; my husband and I are blessed to have two fantastic children and of course it is very rewarding spendimg time with them. Personally, I've just started training for the Bupa Tour Down Under Community Ride in January and I'm looking forward to establishing our small garden at our new house.

Member profile - Howard Aspey

Thu, 21 Aug 2014 07:08:49 GMT

This month we speak with Howard Aspey, Airport Administrator, Whyalla City Council.

Howard (pictured right with aviation legends Chuck Yeager and Dick Smith) explains why he was attracted to the job, and the interesting role that airports play in local economic development.

Hi Howard, thanks for speaking with us.

What’s your current role, and what does it involve?
My current role is Airport Administrator. The role involves a very diverse range of duties from all administration (budget preparation and implementation, compliance issues, reporting, parking system management etc.) to pest plant technician, re-fuelling, the list goes on - which makes this role very interesting.

Where were you before and what attracted you to your current role?
My position prior to this was in the parks and garden department. While there I completed an advanced diploma in arboriculture and an advanced certificate in horticulture. I have an interest in remote control helicopters and planes so when the opportunity presented its self to be positioned at the airport, I naturally jumped at it.

What is the most satisfying thing about working in Local Government?
I think one of the biggest attractions is that there is such a diverse range of positions within one organisation. Also there is the ability for anyone to gain added skills with the training that is offered.

Speaking about your current role - it's very interesting to many of our readers because not many councils have the responsibility for the local airport. Why do some country regions run the airport? Do you think it has a good synergy with other Council operations? Does it contribute to the council revenue - or is it a cost?
The airport, if marketed properly not only has the potential to bring many thousands of people to the city but also could be seen as an area for good commercial development.

I see the airport as having an important role in bringing in tourists not only into Whyalla, but the whole region, which links up well with Council’s tourist centre. In the times gone by councils took over the airports because state government no longer wanted to run them - but I see that view has changed and councils see airports as an important piece of infrastructure.

Are there any plans for the airport? And how do you see the importance of the role the airport plays in economic development for Whyalla?
The Whyalla airport has only just had a long overdue upgrade. The upgrades consisted of a terminal three times the size of the previous one, new furnishings, an area for a café, upgraded baggage areas, new CCTV system and a new parking management system.

I see the airport playing a role in the economic development of Whyalla not only by bringing more people to the region but also the commercial potential in and around the airport.

You’ve just completed LGMA's PLP – How well do you think these programs have prepared you for a leadership role - and what have you been able to put into practice in your current role?
The PLP program I found very interesting - all the units covered had significance to my position, and this has aided me in creating a more efficient work place

Personally, what’s the longer term plan – where do you see yourself in 5 years?
The aviation industry is an ever changing environment, there is always something new to learn. Coupled with the introduction of new commercial development in and around the Whyalla airport, I hope in 5 years I am still involved in some capacity within the airport.

Do you have an embarrassing “Local Government moment?”
The one that comes to mind is when I was getting ready to go on leave. I was finishing off mowing the edges of our gravel runway close to the drain edge. It had been raining for a few days but seemed hard enough to drive on.

Then 45 minutes before I was ready to finish I bogged the tractor to its axle.

I called the depot to send out a truck to help pull me out but we bogged that too - so then we asked for a large front end loader and…..yep we bogged that as well. Fast running out of machinery, I called a friend who had a grader.

He turned up and one at a time, managed to rescue us from any further embarrassment - but at least I got to hide for a while on holidays.

How do you spend your leisure time outside of Local Government?
I spend a lot of time with my family and now have a grandson who occupies a good deal of our time. My wife and I also enjoy touring in our Stingray Corvette my other passions are restoring cars and photography.

Member profile - Lorraine Vingerhoets

Mon, 21 Jul 2014 12:50:25 GMT

This month we speak with Lorraine Vingerhoets, Development Officer, Building and Compliance, City of Burnside.

Lorraine tells us about how (and why) she found her way into Local Government and as a recent graduate of both the ELP and PLP, gives us her insight into both of those programs.

Hi Lorraine, thanks for speaking with us.

What’s your current role, and what does it involve?

I am currently a Development Officer Building & Compliance within City Development and Safety at the City of Burnside.

My role involves the assessment of development applications requiring ‘building rules consent’ against legislative framework and inspections of all new building work. I am also the building compliance officer which means I am responsible for investigating breaches of the Act and Regulations and ensuring that any threats to safety e.g. swimming pools and unsafe structures, such as retaining walls.

Where were you before and what attracted you to your current role?

In the scheme of things I have only been in Local Government a short while - some 6.5 years - but before this is spent 13 years in State Government and what seems like a life time in private business. I won’t divulge how many years as it shows my age!

Along the way I have spent many years studying which has placed me in the position I hold today. I am most proud of achieving my general builder’s licence which enables me to supervise and construct dwelling up to three stories in height, in an industry that is very male dominated. I vividly remember being told by a former employer that ‘there is no place for a woman in the construction industry’ - so this empowered me to prove him wrong!

The attraction to Local Government came about by legislation. I had witnessed many construction sites that just did not meet standards and being passionate about the built environment, I believed I could play a more meaningful role working in Local Government.

What is the most satisfying thing about working in Local Government?

Firstly knowing the role I play within Local Government ensures the built environment is safer and free from construction defects. Secondly the job satisfaction I receive serving our community. I would also be interested in becoming an elected member for my local Council sometime in the future.

Speaking about your current role – What are the challenges for development in an established area like Burnside?

Speaking purely from a building perspective, one of the challenges Burnside, like many other metropolitan councils will face, is the ever increasing demand on infrastructure such as managing urban stormwater. I believe stormwater should be recognised as a valuable resource, rather than a nuisance to be disposed of quickly, especially in large urban areas. More emphasis should be placed on the design and implementation of stormwater harvesting systems such as rainwater tanks, grey water systems and effluent reuse.

You’ve just completed both the PLP and ELP – How well do you think these programs have prepared you for a leadership role?

I really enjoyed participating in both these programs and congratulate the LGMA for coordinating them. The two courses were very different from each other. The ELP focussed on the individual’s management style. In this program we all undertook a team management profile questionnaire. Mine indicated that my major role is a ‘concluder-producer’.

The PLP programme focused more on Local Government content. I found this to be extremely valuable especially for aspiring future leaders.

Do you think networking is a key part of these programs? How do you think the relationships you forged in the programs will assist you in the future?

The networking component was the most enjoyable for me personally. The ELP program particularly encouraged this; in fact we worked in groups to deliver our projects so you really got to know each other quiet well. Forming these relationships was a valuable tool for both my personal and professional development.

Personally, what’s the longer term plan – where do you see yourself in 5 years?

Interesting question! I see myself still working in Local Government and I hope that I find a position as Manager of Development Services or any other portfolio at a regional council, maybe Port Lincoln as this is one of my favourite places. Fortunately my husband is a tradesman so his job will follow us and my two boys are now adults settled in their own lives.

Do you have an embarrassing “Local Government moment?”

Not that I can recall! However my role play ‘acting’ as a school principal in our ELP
short movie was pretty embarrassing! It’s fair to say I’m not a good actor - as was shown at the 2013 conference.

How do you spend your leisure time outside of Local Government?

Outside work I enjoy spending quality time with family and friends. We are very close and see each other often, most weekends see some kind of get together and bbq. I am not a very sporty person but I like any fast adrenaline kinds of activities such as bungy jumping and horse riding. My husband rides a ‘Fat Boy’ Harley Davidson and I have my learners, so I too will enjoy riding a Harley very soon.

Member profile - Sarah Cleggett

Fri, 13 Jun 2014 05:22:36 GMT

This month we speak with Sarah Cleggett, Social Planner at Adelaide City Council. Sarah speaks about the challenges for Adelaide, the impact of Climate Change and the Vibrant City agenda.

Hi Sarah, thanks for speaking with us.

What’s your current role, and what does it involve?

I am Social Planner at Adelaide City Council. Social Planning is about promoting social development in communities and responding to social issues and needs.

At ACC, I coordinate activities related to pursuing the outcomes of Council’s Access and Inclusion Strategy which includes facilitating the Access and Inclusion Advisory Panel and working with key projects across Council to reduce barriers to participation for people with disability.

I also undertake research and community and stakeholder engagement to ensure Council is aware of trends and State and Federal policy directions related to vulnerable groups such as homelessness and ageing.

I provide advice related to large development applications and development policy for the city.

Currently, I am supporting the development of a new Council run community space within Council’s new mixed use development the Ergo Apartments.

Where were you before and what attracted you to your current role?

I started my Local Government career at the City of Charles Sturt in community development and projects.

Previously I worked as a Social Worker in the not for profit sector and mental health sector. I had aspired to a Social Planning position since I graduated and when the position came up at Adelaide, I thought I would throw my hat in the ring.

The city had been earmarked for major infill development and offered the opportunity to work on projects that would have a greater impact to people who live, work and visit the city being a Capital City.

What is the most satisfying thing about working in Local Government?

At the Local Government level you get to see a more immediate impact of the work you do and get to work more closely with the community.

Having been a Social Worker, I got a good sense of the importance that local neighbourhoods have on people’s wellbeing through access to good transport links, shops, community centres and libraries and social support whether that be neighbours and friends or more formal support like doctors and other service providers.

Working at the Local Government level I get to be involved in urban and community planning that can lead to a good basis for supportive local neighbourhoods.

Speaking about your current role - What are the most critical social and inclusion challenges that come with Adelaide's residential growth?

Personally I think a key challenge is making sure that everyone is included in the journey Adelaide is taking regarding the vibrant city agenda.

I believe we need to take an active role in ensuring that marginalised and vulnerable people are warmly invited, welcomed, supported and acknowledged as contributors to the fabric of city life.

As part of that approach Government needsto ensure that a variety of people can afford to live in the city and have access to meaningful activities whether that is paid work, volunteering or participation in projects and programs.

How do you bring the community along in the journey?

Most people are happy to go about their lives and have some confidence that things at a Local Government level will tick along in the background.

For many people, the only contact they have with Local Government is when something goes wrong or they need support.

I think it’s important for Council to design their services and do business in a way that makes information and communication relevant and accessible.

I think it’s our job to break down the big issues into bite size pieces and provide people the opportunity to do business, get involved and contribute in a way that suits them which could be online, it could be at their local café, it could be through a gathering at the local pub.

Increasingly the opportunity to work alongside people is part of our approach, rather than just provide a service.

It’s important organisations create the room for staff to work collaboratively with the community and build trust over time.

What do you think will be the biggest influences on the lifestyle of city dwellers in the near future, and does Council have a role to play in assisting this?

Climate change will have a real impact on people living, working and visiting the city in future years.

The urban heat island effect is something Council will need to actively plan for and respond to in many different ways including street greening, support for vulnerable communities such as the homeless and elderly and everyday considerations like pedestrian and traffic management.

Adelaide City Council has begun this work and is being proactive in planning for climate change.

Personally, what’s the longer term plan – where do you see yourself in 5 years?

Social planning is a varied discipline and there are many things to get involved with especially given Adelaide’s role as a Capital City.

Therefore I anticipate that I will still be learning and getting challenged by my role as Social Planner.

I could be interested in project role opportunities if they gave me the opportunity to increase my understanding of different parts of the business in order to influence more people focussed planning.

Do you have an embarrassing "Local Government moment?"

I think security alarms going off in the middle of a community cinema event at the Woodville Town Hall,and losing power in the middle of an outdoor cinema event in Athol Park were both quite awkward moments but pretty standard in the life of a community development worker.

How do you spend your leisure time outside of Local Government?

At the moment, I’m planning a wedding so it feels like most of my spare time is spent booking things. Otherwise I like to spend time with family and friends, do yoga and look after the garden.

Member Profile - Mark McShane

Wed, 21 May 2014 08:13:23 GMT

This month we speak with Mark McShane, CEO of the City of Mt Gambier.

Mark tells us about how he sees Mt Gambier changing in the future, the challenges that lie ahead, and also reveals a particularly awkward "embarrassing moment"!

Hi Mark - thanks for speaking with us.

What’s your current role, and what does it involve?
Currently CEO City of Mount Gambier. While South Australia’s largest regional City (26,000 people) the Council is reasonably small with approximately 130 staff and 11 Councillors.

The City is a “hole in the donut” council surrounded by the District Council of Grant, so geographically it is quite small.

Where were you before and what attracted you to your current role?
I was the Director of Corporate Services at the Port Adelaide Enfield Council and prior to that several human resources consulting roles in Sydney and overseas.

I previously worked in the south east in Kimberly Clark and knew the area well hence was attracted both to the opportunity of the role of CEO in local government and the location.

What is the most satisfying thing about working in Local Government?
Our city is reasonably small and the council has strong connectivity into many facets of the community and our efforts are very visible for example supporting major and minor events, community facilities and maintaining an exceptional level of public amenity through our parks and gardens a sports facilities.

Speaking about your current role - How do you think Mt Gambier will change during the next 10 years?
Like most regional centres particularly in South Australia we have a significant number of challenges both in the provision of community services, health and specialist medical facilities as well as maintaining economic prosperity.

Councils are becoming increasing important in delivering direct services to the community, we are either at the top or the bottom of the food chain – depending on your view! Funding and reaching the diverse range of people and needs in the City will be a challenge.

The City is very attractive with an affordable and excellent lifestyle (one traffic light to work in 3 minutes!) and I think over the next ten to twenty years it will be a preferred location for families seeking an alternative to large city living and for retirement migration.

What will be the biggest influences on those changes?
The City has to forge its own future and we are in the process of developing futures papers to chart our own direction.

While we may get some support from the State, perhaps a bit more now given the focus on regional development since the last state election, Council really needs to be the driving force in partnership with other stakeholders.

The growth in the regional economy with a focus on premium food and wine from a clean environment is a major selling point to the global market especially to China

As a result of these changes and influences - what will be the major challenges for Mt Gambier?
Ensuring all of our community are able to enjoy the benefits of living in the City. While many people outside of Mount Gambier consider it a prosperous place and in some cases it is, we have large pockets of disadvantage and a range of problems that you find in any city.

Maintaining the enviable lifestyle while the city grows will be a challenge. Capacity to finance the many demands from the community is and will be a major challenge

Personally, what’s the longer term plan – where do you see yourself in 5 years?
I have been in this role for two and a half years so in five years time I see myself still in the position. There is never a shortage of challenges in the role and faced by the city.

What’s your most embarrassing Local Government moment?
My appointment to this position was announced by the Mayor of Mount Gambier and picked up by the local media before I had a chance to formally notify my previous CEO and my staff.

My previous council's media monitoring system, managed by records management, picked up the “local government” news that featured my new appointment leading to some fancy footwork being needed to “kill” the news to allow time for proper announcements to my staff.

How do you spend your leisure time outside of Local Government?
This region is blessed with a spectacular coastline, mostly deserted; excellent wineries and many natural features all within half an hours drive.

My back gate opens to the Blue Lake and I never tire of walking the 4 kms around it.

We are also four and a half hours from Melbourne and Adelaide so it’s not far for a break. I would like more time but as the readers will know juggling a hectic work environment, home and leisure is a balancing act.

Member Profile - Jodie Rugless

Thu, 24 Apr 2014 05:14:23 GMT

This month we speak with Jodie Rugless, Manager Information Services at the City of Charles Sturt.

Jodie speaks about the massive changes occuring in IT Services, the emergence of new technologies - and how wearing two completely different shoes (from different pairs) can be a bad idea!

Hi Jodie - thanks for speaking with us.

What’s your current role, and what does it involve?
I work as the Information Services Manager at the City of Charles Sturt where I have full strategic and operational oversight of all IT services.

There are 31 people in my team and I have a total annual budget of $7.9m.

Where were you before and what attracted you to your current role?
I was previously the Chief Information Officer at RDNS SA. Most of my working career has been in the community/not for profit sector as I am passionate about the IT profession.

I get a lot of satisfaction from seeing my efforts translate to community value and/or benefit. I am lucky in my current role at Charles Sturt as it provides me the opportunity to continue my community focused work while working in an organisation that is known for its innovation, use of technology, and commitment to the community.

What is the most satisfying thing about working in Local Government?
Local Government has the greatest opportunity of all government tiers to directly impact the community on a daily basis.

Every day the work that I do translates to community benefit in a way that I can see and feel. It’s incredibly rewarding.

Speaking about your current role – the way people interact with technology is changing rapidly. How do you see technology shaping the way councils deal with their residents and provide services in the next 5-10 years?
Technology will increasingly impact us at Charles Sturt and the services we provide. Every day there are new technologies released or enabled that have the opportunity to completely reengineer the services we provide.

If we look at the world 10 years ago, Facebook didn’t exist and the whole concept of social media was quite foreign. Now, social media platforms are mainstream mechanisms of delivering information to our community. With this rapid shift in mind, it’s clear to see that it is almost impossible to predict how technology will shape our services.

As a technologist, ensuring that processes exist to understand and embrace technologies as they emerge in a way that maximises the value for the organisation and the community is vital.

From a council perspective - what are the driving forces of technology change – and how do you see them evolving?
I think there are five main forces impacting technology change: Cloud, Mobility, Big Data, Social and the Internet of Things. Every one of these forces will impact our services at Charles Sturt.

While cloud has been a topic of conversation for years, it is only now that it is becoming a true workable alternative as an internal infrastructure replacement. Mobility is everywhere and everyone.

Employees and customers alike are already expecting to access services via mobile devices.

Big Data will see improved decision making and earlier identification of potential issues and opportunities allowing for increased service efficiency and effectiveness.

Social media will continue to shape the ways in which we interact with our staff and our community.

By bringing all of these changes and new ways of thinking together we will eventually operate in an environment where any data is accessible on all things we manage at all times via any device in any location. The opportunities are endless!

Personally - what’s the longer term plan – where do you see yourself in 5 years?
I love my job and am passionate about what I do.

I am lucky that my job satisfaction is really high, and I look forward to continuing to work at Charles Sturt into the future.

What’s your most embarrassing Local Government moment?
So many to choose from! In about my 3rd week at Charles Sturt, I had a full day of meetings, mostly get to know meetings with other managers and my team members.

About 2 hours into the day, I noticed that I was wearing two different shoes. Both were dark in colour but they were different styles with different heel heights. I managed to sneak through the day keeping my feet below desks and meeting tables as much as possible and as a result very few people noticed. However, one staff member who I had gotten to know well, later made an announcement regarding my footwear to the whole team.

My shoes are regularly commented on now, not for how they look but for the fact that they are a matching pair!

How do you spend your leisure time outside of Local Government?
I spend time with my family including my two beautiful children.

My husband and I have just purchased a ski boat so I suspect most of my leisure time from now on will be on the river skiing with the kids – I cannot wait!

Member profile - Vincent Cammell

Wed, 19 Mar 2014 01:59:14 GMT

This month we speak with Vincent Cammell, CEO of the Coorong District Council.

Vincent speaks about the differences found in moving from the City of Adelaide to a rural council, and also the how the role of rural councils is changing...

Hi Vincent, thanks for speaking with us.

What’s your current role, and what does it involve?
My current role is as Chief Executive Officer of the Coorong District Council. The prime focus of my role is working with Elected Members to set the vision and strategy for the management of the district. I am also the focus for communication and engagement with our community which includes educating on why some things need to be done and what the long term benefit or outcome will be.

Where were you before and what attracted you to your current role?
I was previously the Corporate Manager Infrastructure with the City of Adelaide. Although this was a very good job my ambition has always been to be in a position to lead and set the vision for a Council. My current role gives me the opportunity to apply all of the positive learnings that I have achieved in twenty two years in local government and make a very direct difference to the local community.

What is the most satisfying thing about working in Local Government?
I have always taken the approach that I am in local government because I want to make a difference at a community level. I enjoy getting out of the office and talking and engaging with a wide range of people and using this interaction to help shape future directions.

One of my favourite topics for research and discussion is about corporate social responsibility and how this affects and drives traditional infrastructure delivery at a local level.

Speaking about your current role – As a CEO in a rural council you have a wide range of responsibilities. How do you think the CEO role, and the role of rural councils has changed over the last 5-10 years?
In the case of the Coorong Council I would suggest that the Council has traditionally seen itself as a road authority. This began to change in a big way during the last drought period when Elected Members took on a more active role in cross government communication in attempting to gain both social support but also to raise awareness in relation to water management.

I believe it was during this time period that attitudes changed to what Council existed for and it is as a result of this that I am able to more actively pursue social, cultural and economic development opportunities in the area. Council is also more accepting of the need to maintain an external profile and look at opportunities to participate with other levels of government to assist with long term positioning.

What are the driving forces of that change – and how do you see them evolving?
The key driving force has come from the need to achieve future sustainability of towns in the region. This is both from a social and financial perspective as towns look to reposition themselves to widen their appeal and look for other avenues to attract people and protect jobs.

Change of this nature is one of a cultural nature where our community has in the past been able to look internally to sustain itself but is now challenged by external factors to maintain its internal integrity. Effectively the existing communities will need to become more open to external interest to remain viable.

What’s the longer term plan – where do you see yourself in 5 years?
Although having only been in my current position for a short time my personal goal is to remain in local government and progress (subject to having met my local goals) to a larger organisation.

What’s your most embarrassing Local Government moment?
Well there was that one time when..... mmm having trouble coming up with something that should be shared!

How do you spend your leisure time outside of Local Government?
My leisure time is mostly focussed around my children and being actively involved in their lives. I coach two different soccer teams and during a large part of the year this keeps me busy and entertained away from work.

Member profile - Julie Short

Fri, 24 Jan 2014 05:02:30 GMT

This month we speak with Julie Short, Manager of Organisational Development at the City of Tea Tree Gully. Julie speaks about her background and the upcoming challenges of the baby boomers leaving the workforce.

Hi Julie, thanks for speaking with us.

What’s your current role, and what does it involve?
I am the Manager of Organisational Development and I have been at the City of Tea Tree Gully for four years.

My role is very diverse, with responsibility for leading a team of 11 in the implementation of strategies to develop our culture and leadership capability, delivering human resources services and responsibility for our health and safety system.

Where were you before and what attracted you to your current role?
I was working as Manager Human Resources and Customer Service at the City of Unley. I was attracted to this role as it was an opportunity to work in a larger Council, the role was more diverse and it provided the opportunity to lead a much larger team.

What is the most satisfying thing about working in Local Government?
The diversity of the work you do and the close connection with the local community.

Speaking about your current role – what are the key trends in OD in 2014? How do you think this will change in the future?
We have an Organisational Development Strategy in place that maps out the key initiatives that we will deliver over the next three years to develop the organisation.

This year we are focusing on developing our culture, improving the way we manage change and continuing our leadership development journey – focussing on team leaders.

There will always be a focus on leadership and cultural development as these are critical for high performing organisations, but the requirement for robust workforce planning will increase as the baby boomers start reaching retirement age over the next 5 years.

Personally, what’s the longer term plan – where do you see yourself in 5 years?
I am really enjoying my current role, but I would also like to gain experience working in a customer facing role. I am yet to decide whether to pursue a Director/General Manager role.

What’s your most embarrassing Local Government moment?
Nothing specific comes to mind, but I am terrible with names. Sometimes with people I have known for some time!

How do you spend your leisure time outside of Local Government?
I love wining and dining, but I also attend the gym regularly and cycle – so hopefully they offset each other. I also have two teenage girls, so they keep me on my toes.

Member Profile - Dustin Georgeson

Thu, 23 Jan 2014 01:58:04 GMT

This month we speak with Dustin Georgeson, Acting Team Leader Building and Compliance at the City of Onkaparinga.

Dustin tells us about his background, some trends in Building and Compliance and how sometimes trying to do the right thing can get you squirted with a hose!

Hi Dustin, thanks for speaking with us.

What’s your current role, and what does it involve?
I am currently Acting as the Team Leader Building & Compliance for our Development Services Department. It involves keeping up to date with legislative requirements to ensure our teams are well equipped to deal with any issues that arise. Development Compliance is a major part of my role where we aim to educate residents but also ensure community safety is achieved.

Where were you before and what attracted you to your current role?
I started out at Onkaparinga sweeping floors in our Field Operations Centre store, I have always looked to further my education and challenge myself in new ways. The challenges in a regulatory field seemed like a good idea at the time…

What is the most satisfying thing about working in Local Government?
Interactions and helping people, with such a broad range of services and such diverse communities I love being involved in different projects and tasks. Giving people a positive experience when dealing with sensitive matters is very satisfying that helps put the City of Onkaparinga in a good position to be respected by the Community.

Speaking about your current role – what are the key trends in building, and compliance, in 2014? How will this change in the future?
With information readily available at everyone’s fingertips we are finding that residents are wanting to take on their own development projects. People are finding their own information and are trying to be better prepared throughout the assessment process. In the future I predict a lot of dodgey building work! :)

Personally, what’s the longer term plan – where do you see yourself in 5 years?
I really enjoy working in Local Government and plan to keep it that way. I hope that my passion for leadership is recognised and I am given the role of CEO! (ok maybe I will take a Management position instead.....)

What’s your most embarrassing Local Government moment?
Trying to “educate” a member of our Community about electronic signage and getting an uninvited shower with a hose…..

How do you spend your leisure time outside of Local Government?
With my beautiful wife Nikki and two incredible kids Kai and Eva, who are 5 and 2, this helps with staying in shape as I also play local amateur football.

Member Profile - Evelyn Pollard

Sun, 15 Dec 2013 01:01:46 GMT

This month we speak with Evelyn Pollard, Manager Human Resources and Service Centre at the City of West Torrens.

Hi Evelyn - thanks for speaking with us.

What’s your current role, and what does it involve?

My current role is Manager Human Resources and Service Centre, where I am responsible for customer service, human resources, work health and safety, injury management and public liability.

Why did you decide to work in Local Government?

Wow, given that was some 22 years ago it is probably more appropriate to talk about the diversity and opportunities that I have been given within local government which have contributed to why I have stayed within the industry.

I have experienced some unique and rewarding opportunities in my career to date. When I reflect over the past three years in particular, there have been a number of fantastic career and development opportunities that I have taken up - some of which were quite risky for me at the time.

I am a believer of creating your own opportunities, taking a calculated risk and then reaping the benefits as a result.

What is the most satisfying thing about working in Local Government?

Local government has certainly seen some significant changes since I commenced. For me personally, the most satisfying aspects about working in local government is the ability to contribute to the ever changing landscape, helping to develop organisational capability and watching people grow as a result.

There are so many opportunities to be part of the business and to make a difference to those around you - both within the organisation, the industry and in the community - and I have been fortunate to experience all three.

I have also been fortunate also to work with, and be mentored by, some great people within local government.

Speaking about your current role – There seems to be more focus on HR than ever before. Do you think legislative change in recent years has made this function more challenging?

Yes there have certainly been some changes in the legislative arena in recent years which have kept us on our toes. . has it made the HR function for more challenging?

Perhaps with respect to the increasing levels of compliance, however change as a challenge, is less impacting as local government is constantly having to adapt, respond & innovate to meet community needs resulting in change being the way we do business.

Change is always happening around us, whether it be legislative, political, environment, financial or social. It is how the organisation, and us as individuals, approach the change that is important.

Where HR is partnering strategically and innovatively across all areas of the organisation to meet these challenges, then the challenges appear small.

Having said that, I believe the biggest challenge for HR in the coming year(s) is to work strategically with senior management (and perhaps the industry) in addressing the future of enterprise agreements and future wage increases.

What would be your “top 5” pieces of advice to councils about recruitment and retention?

Each council has its own unique environment and my view is that a one size fits all approach is not achievable. My philosophy in terms of recruitment and retention is to:

•    Engage with your CEO & senior managers to formulate a clear, concise & most importantly passionate belief around the importance of people to the business & commitment to stay fixed to this path
•    Focus on the employment value proposition rather than recruitment and retention in isolation - you want people to talk about your employment value proposition.
•    Align human resource management practices to the culture you are looking to achieve
•    "Recruit hard and manage easy" - recruitment costs in time and money if you get it "wrong", ensure you take the time to select the right person for the position
•    Ensure you have people in leadership positions that reflect the culture and direction of the organisation. Leadership impacts on the culture which in turn impacts on the delivery of the organisational outcomes

What’s the longer term plan – where do you see yourself in 5 years?

Five years is a long time!

My immediate focus is on the next 18-24 months, where I will have implemented a number of key strategic initiatives to ensure the organisation has the people capability to deliver a high level of public value into our community.

As with my career to date, I see myself continuing to take risks and explore opportunities within local government where I am able to enhance my skills, knowledge and experience.

Looking forward to 5 years from now, I have set my personal goal as fulfilling a General Manager/Director role within local government.

What’s your most embarrassing Local Government moment?

Oh I'm sure that there are some!   I will leave that up to others to share those stories.

How do you spend your leisure time outside of Local Government?

That would depend on my week! It can range from laying on the sun lounge reading a good book with a glass of wine in hand, through to doing something which is adrenaline pumping.

I am known to seek out activities that are outside the "norm" that challenge me - so yes the word "can't" is not in my vocabulary!

Member Profile - Simon Bradley

Sat, 23 Nov 2013 01:32:32 GMT

This month we speak with Simon Bradley, General Manager Infrastructure and Environment at the Rural City of Murray Bridge.

Simon speaks about his role, his thoughts for the future of Murray Bridge, how Mayors are not usually referred to as "your Majesty" - and how it feels to get back into competitive Cricket after a 23 year break....

Hi Simon, thanks for talking with us.

What’s your current role, and what does it involve?

I am part of the Executive Team at the Rural City of Murray Bridge (RCMB) as the General Manager Infrastructure & Environment. I am responsible for the Engineering & Assets; Operations; Contracts; and Environment portfolio’s.

Where were you before and what attracted you to your current role?

I have been in local government for nearly 19 years plus a couple of years in private practice, both in Sydney and Adelaide. I’ve been with the RCMB for a little over a year. Prior to that, I was at the City of Burnside for over 14 years in varying capacities.

It was definitely time for a change after being at Burnside for so long. I had a great time at Burnside which gave me many opportunities and developed me to where I am today. I was attracted to Murray Bridge because I was aware of the exciting ‘Imagine Your Rural City 2020’ program they had recently undertaken. Actually, in 2011 the RCMB was awarded the LGMA (SA) Leadership Excellence Award – Partnerships for Growth. This program is all about imaging, dreaming, visualising and realising the future of Murray Bridge and its surrounds.

What is the most satisfying thing about working in Local Government?

I love the diversity of local government. The fact that on any one day I can be involved in a meeting discussing water allocations for the entire Murray Darling Basin and the next meeting you can be addressing the local Neighbourhood Watch Group about local traffic issues. I am encouraged by the quality of learning programs and career development options that allow local government employees to gain more skills and knowledge, move around an organisation, change jobs or fields, or undertake further study. I have taken advantage of these opportunities and encourage others to do so.

Speaking about your current role - How do you think Murray Bridge will change during the next 10 years?

While many regional centres are seeing people moving away, the RCMB is undergoing significant transformation and is expected to double in size over the next 30 years.

Council is currently embarking on a $14.7 million Stormwater Harvesting & Reuse Project which encompasses the Gifford Hill residential development, Murray Bridge race course sites, and the Murray Bridge township. The Scheme will collect stormwater from flood mitigation basins within Murray Bridge and transfer it to a site at Gifford Hill for treatment and storage, with future distribution to various locations within Murray Bridge for reuse.

Council is also realising the vision of the Murray Bridge Town Centre Master Plan. Specifically, for Bridge Street the project aims to reinforce the connections between the river and the town centre. For Sixth Street, the project aims to reinforce the cultural hub of the town, with the Civic Buildings and the Art Gallery being a focus. The overall goal is to provide an exciting, liveable, viable and vibrant destination and centre, activated by people enjoying and using the places and spaces within the streets.

How do you think Murray Bridge will manage the transition from a “country” town to a more urban role in the future?

Council wants Murray Bridge and its surrounding districts to have a sense of place, history, vibrancy and become an increasingly attractive place for people to live, work, play, prosper and visit.

The regional advantages of the area include the availability of relatively low cost land and proximity to major road and rail services. Tourism to the Murray River is predicted to grow 40% over the next 10 years with the opportunity to increase to 68%.

Gifford Hill is an 800 hectare greenfield site located in Murray Bridge which has been rezoned to accommodate residential, retail, recreation, community centres and public open space. Over 3,500 allotments are proposed as part of this development which is still in its initial stages and is a very exciting project to be involved in.

What’s the longer term plan – where do you see yourself in 5 years?

I would like to have expanded and/or changed the portfolios that I am responsible for. I have experience in the planning, engineering and environmental fields, I would like exposure in community services and corporate areas. I am currently thoroughly enjoying the experience of a regional Council and am unsure if or when I will return to a metropolitan Council.

What’s your most embarrassing Local Government moment?

As many of you would be aware, a couple of years ago the City of Burnside was going through some tough times and was heavily scrutinised. It was a particularly tense Council meeting and I was being asked questions from the floor. As per protocol I intended to commence my response with “Through your Worship” however my mind was elsewhere and I answered with “Through your Majesty” (it was a female Mayor at the time). Before I had realised what I had said the members and gallery erupted in laughter. It was a very light hearted moment during a very intense time. However it was a mistake I hope to not make again.

How do you spend your leisure time outside of Local Government?

I have a passion for natural play. I am a landscape architect by profession and have been involved in the strategy and design of innovative playspaces for many years. Did you know that Australian children, an average, spend less time outdoors than the maximum security prisoners. This is scary statistics. There is a growing momentum in Australia to broaden the understanding of the traditional playground. A natural playspace is one that provides children with access to a range of opportunities that reflect the natural world. I spend a considerable amount of time promoting the benefits of natural play, especially exploring these spaces with my eight and five year old children.

I’ve also attended every day of the Adelaide Test Match (except 2 due to a Wedding) since 1998. I love to watch any form of cricket. Last year I returned to playing cricket after 23 years in retirement. I thoroughly enjoy playing again although my body takes a considerable amount of time to recover

Member profile - Victoria MacKirdy

Wed, 23 Oct 2013 22:58:58 GMT

This month we speak with Victoria MacKirdy, General Manager Organisation and Culture at the Alexandrina Council.

Victoria tells us about her transition from an urban council, the evolution of organisational culture - and also how she manages work/life balance with 5 kids!

Hi Victoria - thanks for speaking with us.

What’s your current role, and what does it involve?
I am currently the General Manager Organisation & Culture with the Alexandrina Council. My portfolio includes organisational development, work health & Safety, risk management, insurance, governance, strategic planning, audit and arts and culture. This diverse mix of responsibilities provides me with the opportunity to work right across the organisation, I love the variety within my role.

Where were you before and what attracted you to your current role?
Prior to coming to Alexandrina I was with the City of Unley as the Manager Governance & Strategic Project, I had also been in an acting role of General Manager Corporate Services for 12 months. The opportunity to work with a rural Council, particularly one that is very dear to my heart having lived and owned property on the Fleurieu Peninsula for many years. I can honestly say now that I love where I work and where I live.

What is the most satisfying thing about working in Local Government?
Having spent over 20 years working in Local Government I have loved the diversification that is available to employees, there are so many opportunities to broaden your skills, I have worked in a number of different Councils, in a variety of roles, from Human Resources, Executive Research, Governance and Strategic Planning to name a few. With the addition of further studies and development opportunities I have been able to contribute to and deliver some significant projects for the benefit of the communities I have worked in.

Speaking about your current role – There seems to be more focus on Organisation and Culture than ever before. How do you think the role, and importance of this function has changed over the last 5 years?
The word Culture means so many things – a healthy Culture within an organisation is so important. I believe it is one of the most important ingredients for a successful leadership model. At Alexandrina our mission is to “be involved” ensuring that we develop, recognise, listen and adapt to the changing needs of our people. Supporting the different Cultures within the community is also just as important. Culture now appears as the fourth pillar to our triple bottom line as a study of the impacts and benefits we can make to the social, economic, environmental and cultural dimensions of our communities.

What are the driving forces of that change – and how do you see them evolving?
There are some real challenges for Councils as they try to meet increasing community expectations. We are engaging more and more with our communities so there has naturally been an increase in awareness of the support and services that are now on offer from local councils. As organisations we are focusing on the health and wellbeing of our staff and recognising them as the most valuable asset which needs to be maintained, developed, planned for and retained. We are also recognising the role that arts and culture plays within our community, there is a focus on ageing friendly communities, ensuring that we retain the cultures of our older generations and nurture the new cultures of our younger generation. There is no “one size fits all” when it come to communities.

What’s the longer term plan – where do you see yourself in 5 years?
After having spent 5 years outside Local Government working in the private sector, I realised how much I enjoyed working in Local Government. I have been a part of so much change and I have seen how much Local Government has grown as a sector. I have made a commitment to complete my MBA and within the next 5 years look to secure a CEO role within South Australia.

What’s your most embarrassing Local Government moment?
I can’t think of an embarrassing moment but I can remember many years ago when I had to tell my CEO that an Elected Member who was viewing a confidential file in records management had climbed out the window and run off with the file, I have witnessed some strange behaviour during my time in Local Government.

How do you spend your leisure time outside of Local Government?
Leisure – now that’s a funny word. Given I have 5 children ranging in age from 1 to 14, and I work full time I don’t come across leisure very often – But I am very health conscious and I like to keep fit, so I train regularly on my bike, I enjoy the challenge of a triathlon once or twice a year. My whole family is very active and sports orientated. I am also a foodie at heart and I love cooking.

Member Profile - Chris Parish

Mon, 23 Sep 2013 13:24:00 GMT

This month we speak with Chris Parish, Community and Development Services Manager at Wakefield Regional Council.

Hi Chris - thanks for speaking with us.

What’s your current role, and what does it involve?

I am currently the Community & Development Services Manager.

The role involves the areas of Building & Development, Environmental Management, General Inspectorate and Community Development.

Where were you before and what attracted you to your current role?

For the past 7 years I have worked in the private and not for profit sectors mainly in Training and Business Development, most recently with an Indigenous Training & Labour Hire National Company called National Indigenous Training & Hire. As National Training Manager I was responsible for Business Development throughout South Australia and the Northern Territory as well as managing Compliance of their Registered Training Organisation.

I was very fortunate in that just as this current opportunity presented itself - the role I was in was about to run its course. I have always had a passion for working with and within community and this role along with my previous experience appeared to be a good fit for the ongoing professional development of the Wakefield Regional Council and myself.

What is the most satisfying thing about working in Local Government?

Being given the opportunity to assist with the ever changing landscape that is Local Government, helping to educate the community at large understand and appreciate the work that is undertaken on their behalf and to assist the community to help shape their Council and Region.

Speaking about your current role – What are some of the most interesting projects/programs you are currently involved in at Wakefield?

Wakefield Regional Council is a Council that welcomes a wide range of projects and developments to enhance its ever growing region. These are just a few of the developments/projects we are currently working on. (yes we, as I need to recognise the work and effort my team put into all of our current projects).

Expansion of Primo Meats abattoir
Development Plan Amendment for the Bowmans In-Land Intermodal
3 Residential Developments within Port Wakefield/Hamley Bridge
Hamley Bridge Community & Sports Centre Master Plan
Review of Council Community Grants Program

What’s the longer term plan – where do you see yourself in 5 years?

Traditionally Regional Councils have been a great source of quality executive managers and CEO’s.

Although I acknowledge I have only just started my journey into Local Government I am confident that given the wealth of knowledge and experience in Local Government that I am currently surrounded with, that it would be fair to say my journey from here is not only a promising one but one that will also be rewarding. Hopefully 5 years is the magic number.

Are you known for any particular sayings? What’s your most common “mantra”?

Given time spent working with remote communities and with some of the most marginalised Australians, the one mantra that springs to mind is “life’s good!” and that’s because when you have seen how challenging and diverse it really is out there - everyday worries pale into insignificance.

Just a pity someone cashed in and made a motza out of selling fridges and TV’s on the back of my mantra.

How do you spend your leisure time outside of Local Government?

I have a very sport active 12 year old son, so if it’s not playing Soccer, Cricket or Bike riding we are usually at one of many great sporting events that South Australia is renowned for. Bring on Adelaide Oval I say! And go the ----- :)

Member Profile - Tony Siviour

Tue, 27 Aug 2013 08:58:06 GMT

This month we speak with the CEO of Renmark Paringa Council, Tony Siviour. Tony tells us about his background, what he enjoys most about working for a country council and his ideas for the future.

Hi Tony - thanks for speaking with us.

What’s your current role, and what does it involve?
I am currently the CEO of the Renmark Paringa Council and have been in this role for approximately two and a half years.

Where were you before and what attracted you to your current role?
I spent approximately 5 years on the Eyre Peninsula in my first CEO role before returning to the Riverland, with a short 10 month stint at Rural City of Murray Bridge. I am passionate about the Riverland and had always wanted to return to the community where I grew up in a decision making capacity.

What is the most satisfying thing about working in Local Government?
Positive outcomes at a local level. That’s what I enjoy the most.
We have an extremely well presented town which we pride ourselves on and to receive positive feedback on the presentation of the town gives me great satisfaction. I also enjoy the great diversity that comes with the job.

Speaking about your current role - How do you think Renmark Paringa will change during the next 10 years?
Our community needs to become less reliant on irrigated horticulture and diversify into other areas, be more efficient in our water use and explore opportunities for alternative varieties and markets.

The leaders in the Riverland region took the opportunity to access the Riverland Sustainable Futures Fund which has seen innovative projects driving change.

In terms of Local Government our Council will work to a greater level regionally, particularly in the area of strategic procurement. We have already commenced on that journey.

What will be the biggest influences on those changes?
The biggest influence on change in the region will be the community's ability to
embrace change. As I mentioned before the leaders in a particular sector are embracing change and accessing the funding available to do so.

What’s the longer term plan – where do you see yourself in 5 years?
Definitely still in local government or a role linked with local government and community outcomes.

What’s your most embarrassing Local Government moment?
Ha ha where do I start !! No it was in 1993 and I was a junior working at the Berri Council (pre amalgamation) I had taken the burial details on a Friday for a hand dug grave on Monday.

The issue was that I forgot to pass the details on to the Works Supervisor. When the funeral director arrived an hour before the burial he couldn’t locate the hole. 4 depot guys with 4 shovels were deployed to madly dig the grave with the grave still being dug as the hearse was driving into the cemetery.

The great thing about that moment was it was the first and last time I ever forgot to pass on burial details.

How do you spend your leisure time outside of Local Government?
Is there such a thing? No for some reason I have just bought a vineyard which is fantastic release from a day in the office.

I love playing cricket too but the eyes are going now so this summer will probably be social tennis and taking my kids skiing and fishing, and maybe the odd quiet frothy.

Member Profile - Tony Lawson

Fri, 26 Jul 2013 05:45:15 GMT

This month we chat with Tony Lawson, well known consultant in the sector and former CEO of Mitcham.

Tony give us his perspective of some of the challenges facing Local Government, and his current involvement.

Hi Tony - What's your current role, and what does it involve?

I have been running my own consultancy practice for the last 16 years building on my experience as a CEO in State and Local Government.

I have had some really interesting and challenging assignments over my whole career and as a consultant. I consider that I have been really fortunate to have undertaken a really diverse range of exciting projects which brings me to my current role as Lead consultant and Executive Officer to the Local Excellence Expert Panel. This independent Panel was established by the LGA to develop a vision for a "Council of the Future". The Panel is chaired by former State Government Minister, Hon Greg Crafter with former District Court Judge, Christine Trenorden and the former Director of the Australian Centre for Excellence in Local Government, Professor Graham Sansom.

I was appointed by the LGA in October 2012 to undertake this role and I have found it an absolute joy to work with the Panel and to engage with a huge array of key stakeholders across the government and industry spectrum, including many key people involved in Local Government. I worked with the Panel to produce a Discussion Paper – Towards the Council of the Future. This discussion paper is aimed at encouraging debate and discussion about the future of local government and the changes which are required to ensure that it has the capacity to remain relevant and sustainable into the future.

I will be closely involved in the preparation of a final report to the LGA which is due in mid October.

What's your Local Government background? Where were you before and what attracted you to your current role?

As stated I was CEO at the City of Mitcham in the late 90’s and I was engaged by the council as a “change agent”. I presided over a major transformational change of the organisation and introduce a customer service focus for which we were recognised nationally. I also introduced a more rigorous approach to strategic and business planning and we became more involved in economic development and community engagement.

When I established my consulting practice I was fortunate to be able to continue my role in Local Government and the LGA particularly used me to undertake a wide number of projects involving policy development and review. I think this is a particular strength of mine and this is what attracted me to the role with the Expert Panel.

What are the some of the most significant changes you have seen in Local Government - and what does the future hold, in your opinion?

A very significant change has been the professionalisation of Local Government at the staff level from CEO level and down. We have seen a significant change from the “town clerk” mode to professional corporate leadership and management. There is a greater focus on governance, accountability and community engagement.

However, one of the challenges will be to address the capacity of elected members to manage the affairs of councils in an increasingly complex environment. The research that the Panel has undertaken suggests that financial pressures alone will stretch the capacity of councils to be able provide the required level of resources to meet the needs of their communities as both State and Federal governments struggle with burgeoning debts and constricting revenues.

How would you compare a consulting role to working for a council?
What are the advantages, and maybe some of the disadvantages?

A key advantage of working as a consultant is the exposure to a wide variety of organisations and issues. I am also fortunate to have a constant supply of really good projects and I have made very good friends in the Local Government and other sectors.

Over the last few years I have expanded my focus into the health sector and as such I have been involved in some really challenging and interesting projects particularly in Indigenous health.

As for disadvantages I must say I miss the daily interaction with staff and the other thing that keeps me alert as a consultant is the old adage is that you are only as good as your last job!

What is the most satisfying thing about working for yourself?

The variety of my work is its greatest attraction. In addition so long as I meet my deadlines I can work quite flexibly which an office environment does not always allow.

What's the longer term plan - where do you see yourself in 5 years?

In the medium to longer term I see myself continuing what I am doing but the focus may change a little. I have really got the bug for local government reform and want to focus more on this in all its facets.

I also intend doing more work in the health sector including board appointments on a number of health related boards.

In addition I believe in keeping my brain active to hopefully stave off Alzheimer’s! You never know I may end up doing a PhD!

What's your most embarrassing Local Government moment?

There is too many to recall! However there was one occasion when I gave an answer to a question to an elected member which involved some financial analysis which was clearly wrong but I gave the answer in such an authoritative manner that it wasn’t challenged but all my senior staff were falling around laughing their heads off! I was constantly reminded by them of this gaff!

How do you spend your leisure time outside of work?

I am a passionate Crows supporter and go to most home games. I am also an avid reader and read mostly crime – what I call ”gripping trash”. I have also discovered the game Words with Friends and play this constantly.

We also have 6 children (a blended family) and 4 gorgeous grandchildren (with another on the way) so this keeps me really busy!

Finally we have caravan and go away at every opportunity, including on local government assignments in the country.

Member Profile - Kylie Flynn

Mon, 24 Jun 2013 01:06:49 GMT

This month we speak with Kylie Flynn, a graduate of the PLP (Professional Leaders Program) and a past participant in the LGMA Emerging Leaders Program.

Kylie talks about her role, and how she thinks Council relationships with their communities will change over the coming years.

Hi Kylie - thanks for speaking with us.

What’s your current role, and what does it involve?
Customer Team Development Coordinator, Community Relations; ensuring team members are trained in all aspects of their role through performance development strategies and quality assurance.

The City of Onkaparinga is the largest metropolitan council in South Australia and as such we have four Customer Service locations throughout the area that are touch points for the community. Our team takes pride in what we do with a focus on service delivery and quality, advocates for the customers that contact us.

Where were you before and what attracted you to your current role?
Prior to working in local government I lived overseas working in the tourism and hospitality sectors. When I returned to Adelaide with my young family, Local Government seemed a natural transition to move into with the skills I had. I saw local Government as providing a valuable service and resource for the community and this resonated with me.

What is the most satisfying thing about working in Local Government?
Local Government is diverse and varied, everyday there is something different giving me the opportunity to make a difference and positively impact others.
I enjoy developing and getting the best out of people in my role and I actively do this myself. I have been fortunate to have the support to develop myself, completing a Bachelor of Behavioural Science, as well as participation in some the LGMA’s programs including; Management Challenge, Emerging Leaders Program, and Professional Leaders Program.

Speaking about your role - How do you think Councils have changed their relationship and interface with customers and the community over the last 10 years?
It is challenging for councils large and small due to the complexity of the responsibilities we all have. We are no longer ‘rates, roads & rubbish’. Along with this, technology has evolved, our lives have become busier and community expectations have grown along with this.

The role of Council is to be the spokesperson for the community, to act on behalf of and provide the resources needed. Councils are certainly now working more collaboratively with communities to enable a successful and sustainable future.

How do you think that relationship will evolve?
The relationship will continue to strengthen and change as we take advantage of technology to connect further with our community. I am also keen to see what lies ahead with the Council referendum in September and what impact this will have for Local Government in future.

What’s the longer term plan – where do you see yourself in 5 years?
I see myself continuing to work in Local Government, linking my qualifications and experience in other roles in future where I can have a positive influence and impact for the business.

What’s your most embarrassing Local Government moment?
Hmm, I try to forget those. Which one? I do recall spending a considerable amount of time trying to start a fleet vehicle in the manager’s car park only to eventually realise it was a hybrid vehicle. I still hope that no-one noticed that one. Too late now I suppose!

How do you spend your leisure time outside of Local Government?
I enjoy having a busy and full life with family and friends with various sports and outdoor activities. We are fortunate to have at our doorstep some fantastic beaches down south and we are all actively involved in Surf Life Saving, where I manage a Nipper age group at our club in the summer months.

Recently, I have explored my ‘creative side’ and taken my hand to silver jewellery making. Friends and family are enjoying the handmade gifts and I am enjoying the process.

Member Profile - Tara Dunstone

Sat, 25 May 2013 05:04:02 GMT

This month we speak with Tara Dunstone, Librarian/Group Leader at Alexandrina Council.

A "dyed in the wool" young Librarian, she tells us her thoughts about the future of libraries and her passion for Local Government.

Hi Tara, great to speak with you. Can you start by telling us about your current role?

Librarian/ Group Leader at Alexandrina Council. The roles involves the coordination of programs through the lifespan, as well as overseeing some very capable people who organise book groups, volunteers and deliver programs.

Where were you before and what attracted you to your current role?
I have been in local government since 2005, and moved across from City of Marion in August last year.

In your opinion, how different is a regional council compared to metro, as a place to work?
The biggest differences are the amount different things you get to do in your role within a smaller organisation, and the strong sense of community in a regional area.

What is the most satisfying thing about working for a regional council?
Both of the above. The community down here on the Fleurieu are really amazing – they are very connected and involved. As an example, a lovely man in the community leant me half a dozen of his easels for an art workshop that I coordinated in the Strathalbyn Library, simply because he wanted to help out. We have a large number of passionate volunteers in the library service and two very committed Friends of the Library groups who I have the privilege of working with.

How do you think the role of libraries has changed over the last 10 years?
Libraries are amazing places. If you haven’t been into one in a while drop by your local, and be prepared to be blown away. I have only been working in libraries for 7 or 8 years, but in that time the public library network in South Australia has worked enormously hard to introduce new e-services such as free audio book and e-book borrowing, and OneCard – which is the connecting of all South Australian Public Libraries via their online catalogues – this project, currently at the half-way mark of completion, allows the customer to order books online from all across SA, and borrow and return at any public library.

How do you think they will evolve? What will they look like in 10 year’s time?
Libraries are always going to be about connecting people with information, with technology, and with each other. How this happens in 10 years may look different to now, but expect constant innovation and an ever increasing focus on what the customer wants and needs.

What’s the longer term plan – where do you see yourself in 5 years?
Definitely still in Local Government and in a role working directly with the community. Those of us here know how rewarding it is to help shape our community.

What’s your most embarrassing Local Government moment?
I’m far too honest for my own good, so here goes – I once split my skirt up the back quite significantly as I dashed up some steps in the café of a busy public space. In front of a number of colleagues from different departments who were having a team meeting. Good fun.

How do you spend your leisure time outside of Local Government?
Probably reading! The moment I walk out of the workplace in the evening I’m hooking up an audio book through my car radio that I’ve borrowed online with my smartphone during the day. The weekends will be spent walking with my partner around our suburb of Hallett Cove – maybe eating breakfast at the lovely waterfront café there. Or snuggled up in bed with a good book – you can take the girl out of the library, etc. etc.!

Member Profile - Andrew Johnson

Sat, 27 Apr 2013 05:21:18 GMT

This month we speak with Andrew Johnson, the CEO of Port Pirie Regional Council.

Andrew talks about how he enjoys working for a regional council, and how he once got lost in Parliament House...

Hi Andrew - thanks for talking with us.

What’s your current role, and what does it involve?
CEO of Port Pirie Regional Council

Where were you before and what attracted you to your current role?
I was previously the General Manager (CEO) of Guyra Shire Council in northern NSW

In your opinion, how different is a rural council compared to metro, as a place to work?
Due to the small size of many rural councils, you get a much broader range of experience that you can't get in larger organisations. One minute you are talking to Ministers and developers, the next you are sorting out dead pigs.

What is the most satisfying thing about working for a rural council?
You can make a profound difference to the community, through major community projects, service improvements, and attracting new businesses to town. These are more noticeable in small self contained communities.

What’s the longer term plan – where do you see yourself in 5 years?
I have recently had my contract extended for another 5 years, so I am likely to be driving the growth of Port Pirie for some time to come.

What advice would you have for someone seeking a career in Local Government?
Local Government offers so many career paths, that you will find both rewarding and satisfying. Don’t be afraid to try a rural council to expand your experience.

What’s your most embarrassing Local Government moment?
Getting lost in the Ministerial wing of Parliament House in Canberra.

Are you known as having a favourite “saying” or term? What is it?
No

How do you spend your leisure time outside of Local Government?
I am a mad keen Port Power member and attend most home games.

Member Profile - Gary Brinkworth

Mon, 25 Mar 2013 02:01:27 GMT

This month we speak to Gary Brinkworth, Manager, Environmental Services at Berri Barmera Council.

Gary talks to us about his experiences working for a rural council, and his memorable "brush with the law"....!

Hi Gary, thanks for talking with us.

What’s your current role, and what does it involve?
I am currently the Manager of Environmental Services at Berri Barmera Council. This includes the areas of Development Services, General Inspectors, Environmental Health, Property and Major Projects.

Where were you before and what attracted you to your current role ?
I was previously at Marion Council and was attracted by the variety of work that is provided working in a regional area.

In your opinion, how different is a rural council compared to metro, as a place to work?
Very different, both negative and positive. The distance creates some barriers; however the major positive for me is the ability to undertake roles that I would not be afforded in a metro council.

What is the most satisfying thing about working for a rural council?
The lifestyle that is attached to the work outside hours – golf, the river, fishing, sport are all the way of life.

What’s the longer term plan – where do you see yourself in 5 years?
Cashing in the winning lottery ticket! Or more realistically trying to progress and learn as much as I can within Local Government in roles that I enjoy doing.

What advice would you have for someone seeking a career in Local Government?
Find something you are passionate about and pursue that course.

What’s your most embarrassing Local Government moment?
Getting stopped directly out the front of the Berri Barmera Council office by a local police officer as I arrived for my interview, luckily not for an offence. Made the initial conversation a little interesting.

Are you known as having a favourite “saying” or term? What is it?
My most frequent saying would have to be to my assistant “Tracey, I need help with……”

How do you spend your leisure time outside of Local Government?
Enjoying the lifestyle that the Riverland has to offer through golf, the Berri Warriors Baseball team, or relaxing around the river. A lot of time travelling back to see my partner in Adelaide as well.

Member Profile - John Devine

Fri, 22 Feb 2013 20:53:52 GMT

This month we speak to John Devine, General Manager, Assets and Infrastructure at the City of Unley.

John Share with us his background, his "return" to Local Government and why "Ad-Hocary" is one of his favorite sayings!

Hi John, thanks for talking with us.

What’s your current role at Unley, and what does it involve?

General Manager, Assets & Infrastructure
Key Responsibilities include:
      Depot related services – maintenance & renewal of open space & infrastructure;   street sweeping; fleet management & workshop
      Asset Management for all assets
      Property portfolio management, renewal & maintenance
Capital program
Waste management & related services
Sustainable landscapes, design & delivery - includes streetscape renewal, arboricultural services

Where were you before and what attracted you to the role (and back to Local Government?)

For most of the last decade I have been in consulting, specialising in change management, process redesign, organisational reviews & improvement, and asset management.

During this time I have worked in UK, Asia, South Africa, New Zealand and across Australia with a range of clients. I worked with a large number of Local Governments during this time & believe it is can be an interesting, diverse and dynamic place to work.

Having got tired of continually travelling I decided that working in Adelaide with a progressive medium to large Council going through major change would be an exciting opportunity.

In your opinion, how have things changed in local government since you last held a position in a council?

The expectations of local government continue to increase from our stakeholders, particularly other tiers of government and our residents. There are also a growing number of legislative hurdles and requirements which must be complied with.

Internally staff are still looking for strong, ethical leadership, but a new generation of employees come to work with a somewhat different mindset and attitude to their predecessors.

The level of innovation and cooperation within and across Councils also appears to have increased, albeit that Local Government always tended to be a leader across governments in these areas

What is the most satisfying thing about your Unley role?

Its early days yet, but I would say joining a Council with a completely new Executive team and many new senior managers and being a part of these as they mould into a strong leadership group with a united focus has been very satisfying

What’s the longer term plan – where do you see yourself in 5 years?

Unley is a great place to work. The Council, senior staff and residents all want and expect Unley to “punch above our weight”.

We have an exciting and challenging forward agenda, & I am particularly keen to see and assist our next generation of leaders grow and mature.

What advice would you have for someone seeking a career in Local Government?

Do it. Local Government has a great diversity in jobs, styles and opportunities. Don’t be worried about moving round to different Councils as this will help grow your knowledge and capabilities.

Seek out a mentor who can help provide you some guidance and advice. Ask lots of questions & continue to learn.

What’s your most embarrassing Local Government (or consulting) moment?
We were conducting a major marketing/ promotional evening with potential local gov’t clients in New Zealand & I was presenting our capability in some key areas. All was going well until my summary when instead of the punch line being the name of our company as the consulting firm with all this expertise who could help, I announced the name of a major competitor – who I used to belong to.

The partners of the firm, while being able to make light of this, never let me live it down.

We know you’ve only been there a relatively short time – but are you already known as having a favourite “saying” or term? What is it?

Ad-hocary – relating to the fact that we seem to have very little over arching principles, guidelines, frameworks, or operational process to assist in defining scope of work or approach.

Consequently each project or task tends to be unique and it can be difficult to defend the preferred option with residents. In other words we take an ad-hoc approach to our work

How do you spend your leisure time outside of Local Government?

I mostly enjoy spending time with family and friends, especially with a good wine & great music.

Sport has always been a passion, particularly the “real football” & now that I’m too old to play I enjoy cycling.

Member Profile - Julie Janssan

Wed, 30 Jan 2013 06:14:51 GMT

This month we speak with Julie Janssan, Team Leader, Customer Service at the City of Onkaparinga. Julie tells us about her role and what she enjoys most about Local Government.

Hi Julie - thanks for speaking with us.

What is your current role, and what does it entail?

As Team Leader of Customer Service with the City of Onkaparinga, I am responsible for the overall management of our customer service team and developing and implementing strategic customer service initiatives. I lead a team of 38 staff who handle more than 250,000 call centre and front counter enquiries each year. I ensure they have the required knowledge, systems, processes and resources to provide an excellent service to our customers. It is a fantastic role and I am very fortunate to have a great team who are just as enthusiastic about customer service as I am.

What attracted you to local government?

I was amazed with the diversity of services that local government provides. It is progressive, exciting and the opportunities are endless.

What's been the biggest surprise about your role?

It is so diverse. Every day is different and brings new opportunities and challenges. That is what I really like about my job.

What do you most enjoy most about local government?

I have enjoyed all the opportunities that I have been provided. I have been lucky enough to have participated in the LGMA Challenge and the Emerging Leaders program, which provided me with a greater knowledge of local government, helped me establish new networks and allowed me to learn from experienced mentors. Leading on from this, I have also been fortunate to be a member of the Emerging Leaders Alumni and the Women in Local Government network.

What's next for you? Where do you want to be in 5 years?

I am very passionate about customer service, staff development and team promotion . Although I have been in the role for the past 6 years, there is still many opportunities, new projects and process improvements that I plan to implement over the coming years.

What do your friends say you are passionate about, and would your staff say the same?

My friends would say that I am passionate about shopping and my staff would say the same. This would be judged by the number of shopping bags I bring back to the office during my lunch break!

What sayings at work are you famous for?

I do have quite a few but the sayings I would most use are 'what the', OMG and 'booya!'

Member Profile - Santa Claus

Sat, 08 Dec 2012 08:06:52 GMT

This month we speak with Santa Claus, CEO, North Pole Regional Council

Hi Santa, thanks for speaking with us at this busy time of the year.

What’s your current role, and how long have you been in that role?
Well, I’m Santa Claus, also known as Father Christmas, St Nicholas or even Kris Kringle, although I’m not so happy about that last one, makes me sound like a rapper.

My role is CEO of the North Pole Council, and my main responsibility is project managing the preparation and delivery of all the presents to children around the world on Christmas eve.

I’ve been doing this job for so long I can’t remember when I started.

Some people reckon I started soon after some guy called “Good King Wenceslas” but I find that hard to believe. Who would give a guy a job with that name?

I mean, was his first name actually “Good”? But I digress…

When did you decide to get involved with Local Government?
I’m not sure I ever did decide. I just wanted to deliver presents to kids around the world, and the next thing I know I’m having to manage elves, maintain a sleigh and report my KPI’s to an Elected Council that’s all over me like a cheap suit.

But’s that’s the business I guess.

What do you love about your role?
Well, primarily of course, the biscuits and milk. But beyond that, I do enjoy bringing some joy to the kids around the world, and the perks that come with my association with Coca-Cola.

What would you be doing if it wasn’t working for Local Government?
I’d probably semi retire, and work just for a month or so a year as one of those charlatan “Mall Santas”. What an easy gig, no responsibility, and it would be funny because no-one would know that I’m the real Santa.

What are you famous for?
Well, lots of stuff of course, like I’m mentioned in lots of songs such as “Jingle Bells”. Speaking of Jingle Bells, that song gave me lots of trouble because in it they say that I use a one-horse open sleigh, which really ticked off Rudolph and the rest of the reindeers.

They got the union involved, saying I was trying to make them redundant, but we worked through it. Just for the record, I don’t know anything about a one-horse open sleigh.

Do you have an embarrassing moment in your work life that you are willing to share?
Lots of people would expect me to say that occasionally, I get stuck in a chimney, because I’m carrying a few extra kilos. To be honest, that has happened, but not as often as you’d think.

And actually the couple of times when it did happen, it had nothing to do with Christmas, but that’s another story.

What advice would you have to anyone looking to get into local government?
Think things through and make sure you know what you are getting yourselves in for. I must admit, I didn’t think things through. I was in a bar one night, maybe after a couple of sherries, and made this statement to everyone about how “I’m going to deliver presents to all the kids in the world”.

Then I looked more closely at the KPI’s and realised it was a bigger task than I thought. I mean, to get it all done in one night I need to visit about 970 households a second, and I have to remember millions of wish lists.

So, in retrospect I should have taken the time to work that out first.

Any improvements planned?
Well, we are looking at using technology better. I’m trialling a system where instead of obtaining the wish lists and delivering the presents, we’ll encourage the kids to Skype in and tell us their wish lists that way.

I’m working on an avatar that will nod at the right moments, so I won’t actually have to be present during the Skype calls.

And the gift deliveries will be using Amazon as a drop-shipper, so we won’t have to hold any stock, and an automated email will let the kids know what’s on the way. So finally, I may be able to relax at Christmas like everyone else.

But, we may to go out to community consultation on that before we go live.

Member Profile - Shane Thompson

Sat, 24 Nov 2012 05:04:48 GMT

This month we speak with Shane Thompson, Manager, Community Development at Mid-Murray Council.

Shane, thanks for talking to us.

What’s your current role, and how long have you been doing it?
I have been Manager Community Development at Mid Murray Council for almost 3 years. What was your previous role? My previous role was Marketing and Strategic Projects at the Rural City of Murray Bridge for 5 year.

When did you decide to get involved with Local Government?
I was employed at the Murraylands Regional Development Board and worked in partnership with the Rural City of Murray Bridge on different projects. An opportunity came up with the RCMB that provided more job security and career pathways.

What attracted you to the sector?
The opportunity was the initial attraction and the sector provides good security, working conditions, diversity of roles and experiences plus training and development opportunities.

What do you love about your role, and working for a council generally?
I love working with a fantastic community development team who are delivering great outcomes throughout our vast geographic area. I enjoy working for a supportive Council, the diversity of my role so I never get bored and being able to make a difference in the community.

What would you be doing if it wasn’t working in local government?
Working in hospitality management, sitting on the couch watching sport and drinking wine or delivering basketball junior development programs because I have done them before or enjoy doing them. The only problem with all of them is the hours and pay is terrible!

What are you “famous” for at Mid-Murray?
Recruiting the healthy lifestyle programs who are trying to make us all healthy! Wanting everything to be ‘funky’!

Do you have an embarrassing moment in your work life that you are willing to share?
On about my second day at the RCMB I was MC for a large Reconciliation Day Event with about 400 people in attendance. One of my new colleges told me that the Mayor had to be addressed as ‘His Excellency’ so I did as I was told to follow the correct protocols and kept looking like an idiot in front of the large crowd.

What advice would you have for others seeking to get involved in local government?
Go for it! There are good career pathways, conditions, training and development opportunities.

Member profile - Kerry Loughhead

Fri, 26 Oct 2012 21:17:20 GMT

This month we speak to the newest LGMA (SA) board member, Kerry Loughhead from the City of Prospect.

Hi Kerry - What’s your current role, and how long have you been doing it? What was your previous role?

I'm the Manager Governance and Administration at the City of Prospect, which includes responsibility for governance, customer service, HR, Information Management (records management and an IT resource). It also includes EA to the Mayor. I am also doing 5 days per fortnight as Acting Manager Governance at City of Unley on a short term basis until they find cover for Victoria McKirdy's maternity leave.
My previous role was Manager Governance which also included EA to the Mayor. (This was also at Prospect).

When did you decide to get involved with Local Government? What attracted you to the sector?

I was originally approached by a recruitment firm to apply for the position of EA to the CEO and Mayor at City of Prospect. I was on a long term temp contract at the time at the SAMFS (South Australian Metropolitan Fire Service), and thought it sounded interesting enough as it was 5 minutes from home! To be honest I had never thought about working for local government until then.

What do you love about your role, and working for a council generally?

I really like the career opportunities that LG can provide. Although I have only worked at Prospect (until the recent secondment to Unley) my role has changed considerably. I can credit this mainly due to having two very different but dynamic CEOs during my time at Prospect, and two very different but very committed Mayors, that have allowed me to get involved and take on new challenges.

What would you be doing if it wasn’t working in local government?

I know this questions means what work I would be doing, but I can't get past "Travelling the world". I love to get out and see the world, taste the food and wine, and generally soak up the different cultures.

What are you “famous” for at Prospect?

Going on holidays or saying "What section of the Act does that relate to?"

Do you have an embarrassing moment in your work life that you are willing to share?

I believe the embarrassing moment will be in a couple of weeks time when I participate in the inter council sports day, in the City of Prospect netball team. It seemed like a good idea to sign up a couple of months ago, but as the date looms, the realization that I have not played for many (many!) years is starting to become all too clear!

What advice would you have for others seeking to get involved in local government?

Just as the question says...."get involved". (See netball comment above!) It can be just a job if you let it, but it can also offer so much more. There are plenty of training and professional development opportunities available through the LGMA and LGA, and the LGMA Management Challenge is a terrific opportunity to network, learn, challenge yourself, and just be a part of something bigger than your own Council.

Member profile - Tony Renshaw

Tue, 25 Sep 2012 05:46:08 GMT

This month we speak to the newly-appointed CEO of Southern Mallee District Council. Tony tells us about what attracted him to the sector, what famous people he has met, and much more...

Hi Tony - thanks for talking to us.

When did you decide to get involved with Local Government? What attracted you to the sector?

I believe Local Government is the under sold success story of Australia’s community and lifestyle. Much of the quality of life and the fabric of our society, many others fondly admire has been created, delivered and continues to be maintained by Local Government. Sure other levels of Government provide the backbone infrastructure and do the heavy lifting. What really counts in the Liveability of our society is the places we have to play and the things we have to do. Our style of housing, recreation and entertainment, the ability to socialise and the harmony it creates, make Australia and South Australia the envy of many others.

In 2011 I was fortunate to work in the United States. This experience reaffirmed with me that Australia and South Australia is just the best place to live and work.

What do you love about your role, and working for a council generally?

Local Government has the best connection with community. It’s a tangible and tactile connection that is easily and quickly measured. Most often the outcomes are clearly visible, quickly and transparently. A feature of the under sold story is the nimbleness and flexibility Local Government applies to supporting its community. It makes for dynamic and interesting work.

What are you “famous” for?

Most often people seem to say it’s my capacity to get things done. Rarely am I intellectually challenged by situations. This gives me confidence there’s a solution out there somewhere and it’s just about spending the time looking, researching and testing possible outcomes. I spend a lot of time speaking and meeting with others to seek the most effective and more efficient solutions to challenges.

Speaking of famous, have you ever met a famous person? Who was it, and what happened?

As a little fella Professor Julius Sumner Miller came to our home when my parents hosted a Dinner as part of my father’s Rotary functions. When I was older I was fortunate to spend some time with Formula One World Champions Niki Lauda and Keke Rosberg. As a Cricketer I play with and against many Test Cricketers and Test Umpires and playing footy I was very fortunate to play with and against many if the icons of SANFL football. What I learnt most was that each of these people are just as normal as we are. They have feelings and emotions just like we do. Maslow’s Hierarchy is just as relevant to them as it is to us.

What advice would you have for others seeking to get involved in local government?

Like most things the benefits you enjoy are dependent on the effort you contribute. Local Government is great fun, with many interesting and varying challenges. More importantly there are roles across almost every vocation that often leads to professional development opportunities. Local Government has a rich career path for those who wish to share in the continuing development of the fabric of our great society.

Finally, about your new role - what are your immediate plans in your new role?

To work with the elected members and my colleagues to build a connected, well respected community that aspires to satisfy the present and future needs of the whole community. To support our neighbouring communities and Local Government, as a whole to progress, South Australia as a great place to live, work and invest in the future.

Member Profile - Reece Harrison

Fri, 24 Aug 2012 03:46:32 GMT

This month we speak with Reece Harrison, one of this year's Emerging Leaders, who currently works for the City of Charles Sturt as an Asset Management Co-ordinator.

Hi Reece - What’s your current role, and how long have you been doing it?
I’m currently working as the “Coordinator Asset Management” at the City of Charles Sturt (CCS) and have been in the role since January this year. I believe the technical term is a “n00b”.

When did you decide to get involved with Local Government? What attracted you to the sector?
Roll back 2 years and ask me if I was interested in Local Government involvement. A resounding no would be forthcoming from my ill informed mind.

A series of career events led me to short term contracting in the Information and Communications Technologies (ICT) space and I found myself working as a Business Analyst and then Project Manager at CCS.

I’m happy to confess that via a baptism of fire I have come to realise that Local Government is not what the poorly informed generally make it out to be. It is so diverse and provisions so many things that State and Federal Government instigate or govern.

I am now attracted to the sense of worth, growth and learning opportunities and the ability to make a difference where it matters.

What do you love about your role, and working for a council generally?
CCS is in the midst of a Asset Management System implementation so I’m loving the chance to apply my ICT, project and people skills to a significant change endeavour. In a former life I managed event production based logistics, operations and assets but have enjoyed the new learning journey surrounding community infrastructure assets.

We have a mammoth pool of asset management knowledge and my job is to focus it all in the one direction.

What would you be doing if it wasn’t working in local government? Why?
Most likely I would be somewhere in the education sector. I volunteer as a board director for an independent school. This challenge sees a mix of my training, governance and ICT experience being used to help an organisation that is committed to delivering quality educational outcomes to the next generation.

Whilst displaying my Lego train collection would be fun, it’s not going to pay the bills just yet!

What are you “famous” for?
I firmly believe I started the cuff link revival here in Adelaide. I have photos to prove I was using cufflinks in shirts when commuting to Sydney years before they became popular here again… honest!

Regurgitating sayings is a favourite past time so the two chart toppers at the moment are;
“Feedback; the breakfast of champions” (thanks Craig Daniel!)
“I reckon this calls for a white board moment”

Speaking of famous, have you ever met a famous person? Who was it, and what happened?
Working in the event production space for over 25 years has provided me many a celebrity moment however the most embarrassing happened at a recent Emerging Leaders reception event here in Adelaide.

Walking through the doors into the room I shook hands with one of the official welcoming party, made some basic small talk and thought to myself, “Gee, that voice sounded familiar”. Had I known it was our State’s Premier I would have at least said something more than “thanks for having me”. Not my finest moment!

What advice would you have for others seeking to get involved in local government?
Ignore the bad press, look for the good news stories and get involved in the movement that is about getting things done for the community at large.

What are your thoughts on the future of local government? What will it look like in 50 years? Will it still be around?
There are certainly a lot of conversations at the present regarding this topic! Recognising the history of how both Local and Federal Government came to be and what role all three Government tiers play in ensuring a balanced blend of National, State and Neighbourhood voice in the provision of community needs, I am left thinking about efficiencies of processes and systems.

We’re already seeing some great work with the G6 groups taking advantage of buying power, knowledge sharing and even some ICT systems. This approach keeps the local application of these initiatives governed with local needs as identified by the Council on the ground.

My sense is that the three tiers of Government will remain intact but what they deliver and how they deliver it may change. In the coming years I see sharing of services between Councils via regional hubs of skill, knowledge and systems could help retain great people, leverage buying power and keep processes consistent across multiple local Councils.

My 50 year vision is shaped somewhat by the notion that surely no one wants to live in a National Legoland where all the houses, roads and services look and feel the same. Not everyone wants a 32x32 stud baseplate to live on and in.

With this in mind my prediction is that Local Government is here to stay.

Member Profile - Joanne Thomas

Thu, 19 Jul 2012 12:33:35 GMT

This month we speak Barossa Council’s Director of Corporate and Community Services, Joanne Thomas, and she tells us about her life working for a rural council.

Earlier this year, on Friday 20 April 2012, Joanne took out the Leadership and Management Excellence Award for rural councils in SA/NT at the industry’s annual excellence awards run by the LGMA (Local Government Managers Australia).

Hi Joanne - What's your current role, and how long have you been in that role?
I'm currently the Director, Corporate and Community Services. I've held this position for the last 18 months, and prior to that, for 3 years, I was the Manager Administrative Services - also with The Barossa Council.

When did you decide to get involved with Local Government? What attracted you to the sector?
I am a qualified social worker and worked for 6 years in local government in the UK in family and childrens services after 15 years in the private, commercial sector (with sales and marketing and project and contract management roles in the construction and business solutions sectors). I started work in private industry during the late 80's because the local government sector was subject to significant retrenchment and there were no roles for newly qualified graduates. As people will know, the structure and funding of local government is very different in the UK, with frontline, primary social care services delivered directly at the local level in the absence of a state sector. I moved into a commissioning and contracting role for children's services before moving to Australia in 2007. The initial motivation was to support children to have a safe and supportive family environment that enabled them to fulfil their potential. Over the years and having moved away from the childcare sector; supporting what makes communities work effectively is the primary attraction.

What do you love about your role, and working for a rural council generally? The huge variety and having to deal with whatever comes your way, every day is different. It's all about people and what makes communities tick. The people I work with.

What would you be doing if it wasn’t working in local government?
Not sure - never been one for having a grand plan but something will always turn up!

Do you have a “pet” saying or motto? If so, what is it?
Several spring to mind - more because they fit with rural local government - "can't please all of the people, all of the time", "Jack of all trades, master of none!", "two sides to every story" (and usually more!), "it never rains in the Barossa!" (that one because from the day we started on site to build the new Aquatic and Fitness centre it did not stop raining and we had the wettest summer in a 100 years which played havoc with our program).

What advice would you have for others seeking to get involved in local government in rural areas?
Some great opportunities to get exposure at first hand to the broad range of services that a rural council provides. We tend to have people multi-tasking across a range of functions, not having the resources to have specialists or dedicated staff in every field. For us, skills are important of course, but a "can do" approach and a good cultural fit is the key to getting the right people involved in our team.

Member Profile - Karla Pickett

Fri, 22 Jun 2012 05:20:12 GMT

This month we speak to the School Services Librarian at the City of Onkaparinga, Karla Pickett, and she shares her varied background and ideas with us.

Hi Karla - what's your current role, and how long have you been in that role?

I am currently the School Services Librarian at the City of Onkaparinga. I am located at the Seaford Library, which is a joint use library between the City of Onkaparinga and DECD and my role is to ensure that the Seaford 6-12 School’s needs are met. I have been here for almost 3 years now.

What did you do prior to that?

Funnily enough, I was a secondary PE, Outdoor Ed and Science teacher, and I spent 7 years as an Officer in the Army Reserve, reaching the rank of Captain.

Why did you make the change and what were the challenges you faced when you started in the current role?

I think after teaching for 5 years, I started to realise that there was life outside of the classroom. I went straight from school to uni, and then from uni back into a school, and eventually decided that it was time to get out and see the world from a different perspective. I have always had a lot of interests, and been a bit of a ‘jack of all trades, master of none’, so I completed some studies externally while still teaching, to become a librarian. Although it was odd for others to see me change direction completely, it was just another area I had been interested in and so when I saw this job advertised I took the plunge and was lucky enough to get it. I was faced with the challenge of getting to know how local government worked, but the hardest part was going from 12 weeks of holidays a year to 4 weeks!

How did you overcome those challenges?

In terms of learning about local government, I tried to go to conferences and networking events to meet others from council in order to feel more connected and to get a better understanding of the sector as a whole. Having only been here for 3 years, I am still learning a lot of this, but this year I was a part of the City of Onkaparinga’s LGMA Management Challenge team, and this was a great experience for me in learning more about local government as well as our organisation. As for not getting 12 weeks of holidays a year, I just have to deal with that….

What do you enjoy most about working in your current role, and in local government generally?

What I love about my current role is the diversity it brings. I also love the opportunities that local government provides, in terms of training, networking and development. I have a fair bit of independence in my role so I have been able to implement a lot of new ideas and have tried to make the library a more enjoyable space for students, and as easy to access as possible for school staff and students.

What's the future hold?

Who knows! Perhaps a leadership role, or even a different role within the organisation one day. I am happy where I am right now, but I am definitely open to different opportunities. I really enjoy working with young people, so I can’t imagine moving too far away from that kind of role.

Describe a typical day for us....

Hmm… a typical day. It could be a combination of many things. It might start with opening the library, letting the students in before they start school so that they can return items, and having a chat with them.

Then, on most days, I would spend half the day out in the library carrying out customer service duties. This can be doing anything from helping people find books, to helping them use the photocopier or computers. At the moment it would also include changing over every book in our library to be compatible with our new RFID system which is a very long process.

When I’m not doing that, I use my time to help teachers find or purchase resources for their curriculum, I choose and order new books for the library often using ideas given to me by students through a suggestion box (and then respond to student suggestions and put these responses on a display board), I go to classrooms to teach students about effective online researching and that there is life outside of Google.

I also go to a weekly school leadership meeting, other school curriculum meetings, promote the Premier’s Reading Challenge, set up competitions for students, spend time talking to students, and run a student book group.

I might also update the blog I have set up for the teachers which keeps them informed of any changes they need to know about, or new resources available to them. In addition to this, I carry out any organisational duties to assist my Team Leader.

Do your staff/colleagues have a nickname for you? if so, what is it and why?

If they do, then it is not one I am aware of! I can tell you myself though, that unfortunately I would probably be the loudest librarian on earth.

What sayings or expressions are you known for?

I really like ‘If you are not prepared to be a part of the solution, then you forfeit your right to complain’. It says all it needs to say.

What advice would you have for people wanting to obtain a similar role in local government?

I don’t think there are many jobs specifically like mine available, however, I think the combination of my teaching background and my librarian qualification really helped me. There would be no point in doing this job if you didn’t enjoy working with teenagers in particular, as it is a huge part of my role.

Winner profile - Kim Ritter

Wed, 16 May 2012 02:09:10 GMT

Kim Ritter from the City of Salisbury recently won the 2012 Emerging Leader of the year award. We chat with her about her role at Salisbury, and the award...

Firstly, some background…

What’s your current role, how long have you been doing it?
My current role is Manager Salisbury Recreation Precinct, I’ve been in this role for just over 1 year now. Prior to this I was the Manager of the Gardens and St Jays Recreation Centres and have been with the City of Salisbury for 5 years now. Currently I’ve got approximately 40 staff members.

Now, about the Emerging Leader of the year award…

How did your entry come about?
My entry came about through my direct line Manager, Adrian George – Manager Recreation Services.

How did you feel when first nominated, and when your video was played?
I felt very honoured that I was nominated in the first place, realizing the nomination process was quite a lengthy one and very in depth! When the video played at the awards night I was nervous, excited, embarrassed and humbled all at once. Viewing all of the other award nominees I felt they were very worthy of the win compared to myself.

Were you nervous when the nominations were read out?
I was very nervous when the award was being announced – but didn’t think that I would win this award!

Did you prepare a speech?
I didn’t actually prepare an acceptance speech! That was how much I thought I wouldn’t win this award. I remember when I was walking up to the podium and it dawned on me that I was about to give a thank you speech and I thought – “oh no, I don’t have a speech prepared!”. I gave myself 2-3 seconds to prepare and then went straight into an off-the-cuff speech! I thought my speech was OK, would’ve been better had I prepared although I tend to ad lib a lot with speeches I prepare usually, so don’t think it would’ve changed a whole lot had I prepared one earlier.

I do wish I’d thanked the people I currently work with in my team, for allowing my crazy ideas to come to fruition and for their on-going encouragement and support!

They make my job so much easier and such a happy place to be!

We have a fantastic high-performing team at the Salisbury Recreation Precinct, filling our days with laughter as well as productive work!

How did you feel about winning? What do you think that does for your motivation, your standing in the industry, your future career?

I feel very honoured to have taken out this award. It was certainly very unexpected as I feel I just do my job, nothing special about it. It’s really nice to be recognized at such a high level amongst my peers and other local government representatives. It cements my motivation in driving forward, continuing to identify gaps in program service delivery and to build a great working relationship with my fellow team mates whilst building their skill sets for their own improvement.

As far as my future career goes, this award is a great achievement and will assist me in developing my skills and qualifications further! Who knows what the future holds for me, but I’m excited to find out!

How have your colleagues/staff reacted to the win?
My staff and colleagues have reacted very positively towards my win. They’ve all been so supportive of me, not only after this win, but for the past 5 years I’ve been lucky enough to be employed by the City of Salisbury.

Staff in other departments have also been very congratulatory towards me and have made comments such as ‘well deserved’, which makes me feel very special and lucky to be thought of so highly by other people.

What would you say to other potential nominees for next year?
To other potential nominees for future years: strive for your goals, develop yourself personally, understand your customers and colleagues, follow your dreams, try to see the positive side in everything and above all, establish how to make work and life ‘work’ for you.

What’s next for you in your plan?
What’s next for me??? Ummmm…..personally to finish the house my husband and I are building ourselves.

Professionally – to continue to strive for excellence in everything my team does, continuously improve and to continue to move up the professional ladder – whatever that opportunity may be!

Country Spotlight - Andrew Cameron

Wed, 25 Apr 2012 12:42:22 GMT

Andrew Cameron, District Council of Yorke Peninsula

This month we chat to Andrew Cameron, Chief Executive Officer at the District Council of Yorke Peninsula.

Hi Andrew - What do you enjoy most?
Watching the mighty Pies marching to another flag, although someone should have told me that Buckley was taking a gap year.

Ok - What do you enjoy least?
Collingwood losing and bad red wine.

What would your staff say is your “trademark” saying?
I will buy anyone a free drink who can beat me in the footy tips and I frequently ask my staff “are you grumpy?”.

Did you think you would be doing this 5 years ago?
No but I aspired to progressing my career within Local Government.

What would you be doing if it wasn’t working in Local Government?
I just love working at DCYP and have a fantastic Team, so can’t really think of anywhere else I would rather be – at the moment!

Where do you see yourself in 5 years?
Having led the DCYP well and truly toward financial sustainability.

What’s a typical day?
I arrive, my EA makes me coffee, I read the paper and overnight emails that have come in, and she reminds me that I am the CEO and then I get onto whatever challenge awaits! I have some really good strategic projects I am working on at the moment, usually a meeting or two on most days and networking with the wider community. DCYP is a very large Council area demographically so I also spend a lot of time driving my car!

What keeps you busy outside of LG?
I enjoy spending time with my family and friends, a good red wine and fishing.

What’s your desk look like? (don't say brown!)
Neat and tidy. I have a large green tub that all my work goes into for my EA to deal with later.

Member profile - Diane Adamo

Wed, 28 Mar 2012 07:09:36 GMT

This month we talk to Diane Adamo, Senior Consultant – Culture & Leadership at Adelaide City Council

Hi Diane - What do you enjoy most about working for Adelaide City Council?
I enjoy working with staff from all levels across the organisation to determine, build and deliver initiatives and strategies that build Organisational transformation programmes, identifying opportunities for cultural change and alignment, employee engagement, performance/leadership Development and implementation of key OD initiatives that support and reinforce the culture that both meet the needs of the business and objectives set.

What do you enjoy least?
The administrative aspects of the role.

What would your staff say is your “trademark” saying?
I’m a ‘Team Leader’ and I think my team would say my trademark saying is “look at things from staff at all levels perspective, engage and collaborate with the business and apply the KISS principle”.

Did you think you would be doing this 5 years ago?
Yes – I’ve worked in the Strategic HR space (Organisational Development) for over ten years – I love the challenge, opportunities and satisfaction it provides

What would you be doing if it wasn’t working in Local Government?
Working in a similar capacity in the corporate environment.

Where do you see yourself in 5 years?
I’d like to work in a ‘Consulting Capacity’ working with various businesses on determining and building effective strategic HR initiatives that both add value to the business and deliver a return on investment.

What’s a typical day?
It’s filled with ‘people’ – meetings, coaching, developing, engaging and collaborating with the team and staff across the business to determine, build and deliver initiatives. Writing lots of papers that ‘introduce and sell’ these initiatives and seek endorsement from our Executive Group.

What’s keeps you busy outside of LG?
My family and friends – socialising and eating, my puppy, my yoga, my writing.

What’s your desk look like?
It has pictures of my family; several used coffee cups, a few fun objects – like a wooden massager and bumble bee paper holder and lots of files/papers strategically placed in piles surrounded by loads of resource materials and books.

Member profile - Rob Gagetti

Wed, 22 Feb 2012 03:11:43 GMT

This month we profile Rob Gagetti from the City of Tea Tree Gully - who is certainly a busy man!

Hi Rob - thanks for talking to us.

What's your current role?
Manager, Development Assessment

How did you get into that role?
I secured my position following an organisational restructure. Prior to my appointment, there was one manager covering 4 different teams. The organisation identified a need for one manager for the development assessment section (building, planning and development compliance). The position was advertised internally and my application was successful.

What do you like best about the current position?
I enjoy working with less experienced staff members and watching them develop and grow into their positions. I also enjoy implementing system improvements designed to make the department operate in a more efficient manner.

What advice would you give someone looking to get into a similar role?
I would suggest that this person carefully examines their passion for working with people before they take on a similar position. To be a competent manager, excellent interpersonal skills are essential and a passion for working in a team environment is also critical. Furthermore, the person must also be capable of working within a highly political environment.

What’s next for you?
I have only been in this role for approximately 2 years. Long term, I would like to become a senior manager (director/general manager). I also have an interest in one day working for a rural Council.

I am also currently completing a Masters in Business Administration and I will use my learning’s to further develop my managerial skills, to assist with future career advancement.

Why did you join the LGMA(SA) and their Network/s?
It’s a great way to network with other people in similar roles. Effective networking is an essential tool required to facilitate professional development and unlock career opportunities.

Describe a typical day for us…
The interesting thing about a manager’s role in local government is that each day is very unique. However, generally speaking I would ordinarily arrive at work between 7:45am and 8:15am. At the moment we have been backfilling new positions within our team and so I have been preoccupied with completing the recruitment process. This process has involved a lot interviews, performing reference checks and completing a lot of paperwork.

Between interviews, I have been attending various internal steering committees for various software upgrades that will impact on the organisation together with various department meetings.

Media, rate payer and elected member enquiries are also regularly received and some of my time is occupied with responding to such enquiries. However, I will often delegate this work to other employees so that my time can be spent completing other work.

When I am not completing the work discussed above, I usually try to work on at least one project designed to improve the efficiency of the department, or the customer service that my team provides. At the moment I am working with other staff on performing a number of improvements to our website

Country Spotlight - Helen Christie

Wed, 22 Feb 2012 03:07:34 GMT

This month, we speak to Helen Christie from the Town of Gawler.

Hi Helen - What is your professional background?
I have over sixteen years of experience working in the Community Care sector. I worked for two not-for-profit organisations, then eight years ago moved into local government.

Community Care targets older residents, the younger disabled and their carers, with the majority of funding from the State and Commonwealth government. Most councils have a Home Assist program and many have social support programs and centres.

My roles at council have allowed me both the satisfaction of making a difference in people’s lives at a face to face level, and more holistically, coordinating programs, events and funding submissions, using my administrative background.

What Council are you currently working at, and how long have you been there?
I have been working at the Town of Gawler for just over eighteen months.

Why did you decide to work for a country council?
I previously enjoyed working for one of the largest metropolitan councils who is in a position to recruit people with specialist skills and even have teams for areas where Gawler may have one (or sometimes part of a) position dedicated to. While these are excellent resources for an organisation, on a personal level I had broader interests.

I am grateful for the opportunity provided by the metro council of a small stint of exposure to the governance section and an organisational communication project, however both left me wanting to learn more about council outside of Community Care. Gawler has allowed me to broaden my horizons, while I still primarily look after the Home Assist Team, I am also presently looking after the Immunisation and Graffiti teams.

What are the key differences between a country council and metro?
What I first noticed moving to Gawler was the community itself, the age of the town and the number of residents with a family history in Gawler, perhaps all these contribute to the community ownership and participation. Elected members are well known and very active in the community. More staff reside locally (or in a bordering council), with a higher personal stake and awareness in council activities.

The main difference between the two is the infrastructure. Larger councils have access to the finances and specialist resources to undertake some truly amazing projects.   The level of expertise, professionalism and of course sheer volume larger councils deliver, support the demands made of metro councils.

In meeting country council objectives, smaller councils have particular advantages as staff tend to know more about other council departments and the local community.

I have found staff quickly connect to the best person to assist and a familiarity fostering an environment of helping each other out.

What do you like most about your role?
The diversity of my position keeps me engaged and challenged on a regular basis. I enjoy working with staff across council, supporting each other and knowing we make a real contribution. My belief in the community programs we provide is amplified by level of support we have from residents and the valuable contribution made by volunteers.

How would you describe working for a country council as a career development step?
Metro and country councils have different demands placed upon them, something I now have a greater understanding of. It is also fascinating to observe the same problem handled two different ways due to the size and culture of an organisation.

It has been a rewarding experience for me to see the best of both worlds and worthwhile for anyone looking to challenge their thinking.

What other involvement do you have in Local Government?
In 2010 I undertook the Emerging Leaders program.   Sharing a career and personal development journey with participants from a range of councils, I really enjoyed this local government specific leadership program. I have made some great friends and gained an appreciation of different positions within council, and some insight into the differences in process and expectations between councils.

I am the Vice Chair of the Emerging Leaders Alumni. This group provides quarterly professional development sessions and of course the opportunity to maintain and further develop networks with other Emerging Leaders.

Why are you a member of LGMA SA?
After being involved in the 2009 LGMA challenge and the 2010 Emerging Leaders Program, I became more aware of the opportunities for professional development.

Membership keeps me linked with relevant forums and the opportunity to network with a diverse range of people who all appreciate the complexities of working in local government.

Country Spotlight - Bobbi Atherton

Sat, 03 Dec 2011 22:35:47 GMT

The range of skills shown by staff in country councils continues to impress.....this month we look at Bobbi Atherton, Manager, Organisational Development from the District Council of Yorke Peninsula.

Hi Bobbi - What is your professional background?
I have over fifteen years of experience working for the State Government. I started my career with an administration background and worked with many different authorities including TAFE, Liquor Licensing Commission, Corporate Initiatives Unit and Services SA. My most rewarding roles have included Project Officer and Office Coordination roles within the Government Businesses Group (responsible for outsourcing various Government Assets); Office for Government Enterprises (responsible for monitoring and reporting on various statutory authorities); and the Office of the Employee Ombudsman (providing an employee advocacy role – advice, rights and resolution processes). The last two years have been in Local Government with a role in Risk Administration/ Occupational Health and Safety and earlier this year I have moved back into industrial relations field, with a role as HR Advisor.

What Council are you currently working at, and how long have you been there?
I have been working with the District Council of Yorke Peninsula for two years.

Why did you decide to work for a country council?
I made a lifestyle change ten years ago and moved from Adelaide into a regional seaside town on the Yorke Peninsula. I transferred with State Government and worked with them for eight years. Whilst on maternity leave with my second child, a part time position within Council became available. I was extremely lucky to have won the position and have really relished in the opportunities that are available.

What are the key differences between a country council and metro?
I have never worked for a metropolitan Council, so really can’t compare.

What do you like most about your role?
At the moment I really like my job, enjoy going to work and I am being challenged on a regular basis. Having the ability to make a real contribution to my Council is very rewarding, assisting in improving our Organisational Development processes and Workforce Culture.

How would you describe working for a country council as a career development step?
There are many opportunities within a regional area to further develop your career along with the added benefit for Council in being able to create some great leaders. Many regional areas are experiencing an aging workforce and skills shortages, so for the right candidate armed with a good training plan and a succession plan, there are many career development opportunities available.

What other involvement do you have in Local Government?
I'm a member of the HR Network and the LGMA (SA) Emerging Leaders Alumni.

Why did you join the LGMA (SA) and their Network/s?
I am currently participating in the 2011 LGMA (SA) Emerging Leaders Program and have found this networking opportunity to be really beneficial.

Member profile - Katie Symes

Sat, 03 Dec 2011 22:26:56 GMT

This month, we speak with Katie Symes, Policy Officer – Coast & Communities at the Local Government Association.

Hi Katie - thanks for being the subject of our member profile this month.

How did you get into your current role?
I was already working at the LGA when my current position was created. I was really enjoying the challenges of Local Government and having a background in environmental science I jumped at the opportunity to apply.

What do you like best about the current position?
Working at the LGA means I get to work with all 68 Councils and my current portfolio allows me to work across a number of areas, so there’s always something happening. But if I had to pick one thing - nothing beats a successful funding bid for Councils.

What advice would you give someone looking to get into a similar role?
Having the qualifications is one thing but getting out there and getting some experience is so valuable. Also get out there and speak to people in the role. It gives you a great opportunity to find out what really happens on a day to day basis and if you’re suited to the job. You never know it just might open the next door you walk through.

What’s next for you?
I hope to continue to expand my knowledge and skills at the LGA and work towards a more senior role. I am also hoping to do some post graduate studies next year which I’m really looking forward to.

Why did you join the LGMA(SA) and their Network/s? I became a member through the Emerging Leaders Program. Through the LGMA I have found an amazing opportunity to build networks and I have had the chance to hear from some fantastic speakers.

Describe a typical day for us…
I’m not sure if there is a typical day but there are a few things you can be certain of …the next State Executive meeting is just around the corner and reports need to be written, a submissions deadline is quietly sneaking up and a new issue or opportunity is about to tap you on the shoulder.

Country Spotlight - Mildy Raveane, Rural City of Murray Bridge

Tue, 25 Oct 2011 09:51:01 GMT

One of the interesting things about interviewing people in local government is finding out about the incredible diversity of backgrounds we enjoy in this industry.

Mildy Raveane, Manager Customer Relations, Rural City of Murray Bridge, is a perfect example - he brings a wide variety of fresh perspectives to hos role, following a long career in the airline industry.

Hi Mildy - thanks for talking to us this month.

What is your professional background?
Over 30 Years saw the rise and fall of Ansett in the romantic years of air travel to its demise through which numerous positions were held predominately in The Northern Territory.
My career with the airline commenced in Darwin as a ticketing and reservation officer and then progressed to management roles to include sales and marketing, Golden Wing and to manager central Australia with a heavy focus on customer service sales and marketing.

Following the collapse of Ansett I was seconded to the position of manager Northern Territory Tourism Commission Central Australia, followed by 5 years in the hotel industry again with very roles culminating as the operations and marketing manager for the newly developed Darwin Airport Resort.

With Karen Loy, my partner, we then decided to move to Adelaide to establish our retirement plan whereby I was approached by Tiger Airways to assist in the establishment of its operation in Australia based in Melbourne as the Australian Head of Ground Services and Security, with some involvement in the Asian market.

What council are you currently working at, and how long have you been there?
This is the first involvement that I have had in local government and now with the Rural City of Murray Bridge for the last 18 month as manager customer relations.

Why did you decide to work for a country council?
As a rural resident I love the space

What do you like most about your role?
Working with the community

How would you describe working for a country council as a career development step?
Challenging but rewarding

Why are you a member of LGMA SA?
Being new to local government the need to keep up with local government trends, networking , training courses that are being offered. The Rural City of Murray Bridge is an employer of choice and recognises the value add of the LGMA program to as part of an employee’s professional and personal growth and promotes the value of learning and ensuring employees have access to the most up to date information.

Member Profile - Peter Bice

Mon, 26 Sep 2011 00:11:29 GMT

This month, we interview Peter Bice, Business Excellence Partner at the City of Marion.

Hi Peter, please tell us a bit about yourself.

What’s your current role?
Business Excellence Partner at the City of Marion

How did you get into that role?
I saw the job and thought "Wow! That looks like a great way to make a meaningful difference across an entire organisation and to a community; which uses a broad range of skills, tools and approaches to improve the way things are done".

What do you like best about the current job?
Working with staff from diverse work areas and levels in the Council, as well as networking with other professionals to learn from and share leading practice approaches, systems and processes. The systemic and systematic focus required. I also enjoy the opportunity I am afforded through my role as a Evaluation Team Leader in the annual Business Excellence Awards process, which enable me to see and learn from high performing organisations from different industries and enhance my understanding of where LG is able to improve and lead the way.

What advice would you give someone looking to get into a similar role?
The Business Excellence Framework is essentially a Leadership and Management framework to help organisations be the best they can be, and continue to improve and raise the bar.

Studies in Management, Training, Organisational Development and Business Excellence will strengthen a potential applicants chances in a role such as this, as will personal alignment with principles of Leadership, People and Systems Thinking. Additionally, strong communication, inter-personal skills and group facilitation are critical elements of success in a role such as this, so I would encourage people to take every opportunity to develop these should they be interested.

What’s next for you?
I have learnt an enormous amount in my time with City of Marion, and am continually looking to apply my learning to new projects and situations in my current role; with a view to taking on a more senior         role within Local Government in the near future.

Why did you become a member of LGMA (SA)?
I felt it a good opportunity to network with fellow professionals across Local Government in South Australia.

Please describe a typical day for us…
I suppose there is really no 'typical' day in this role as such - which is one of the reasons I love it! However common themes certainly arise, namely:

                - Partnering with and training managers and staff around use of improvement tools/techniques and areas for business improvement (PDSA, Lean Six Sigma, Systems Thinking, Root Cause etc)
                 - Developing strategies/approaches with Senior Management group
                - Getting out in the field and mix it up with staff of all backgrounds and experience levels (a highlight for me), including mapping end-to-end processes
                - Representing Marion at the Local Government Business Excellence Network (LGBEN - www.lgben.net.au), and the South Australian chapter (SA LGBEN)
                - Assessing organisational capability and capacity to deliver across broad service areas

Member Profile - Tracey Johnstone

Mon, 29 Aug 2011 05:37:32 GMT

This month, we profile Tracey Johnstone from the City of Campbelltown.

Tracey - thanks for talking with us.

What is your current role?

I am Manager Customer & Community Services at the City of Campbelltown

How did you get into that role?

I have worked in community services for over 10 years in a number of roles including community development, volunteer management, community engagement, training, research and social policy. This was my first appointment in a Manager role within community services and I was excited to return to local government after an 18 month break.

What do you like best about your current job?

I really enjoy the local government environment and the diversity of projects we get to be involved in and the partnerships we form to work with the community. Customer Service has been one of the biggest challenges, but I have thoroughly enjoyed learning this whole new area of a Council.

What advice would you give someone looking to get into a similar role?

The advice I would give is to get out and try a range of different areas and experiences in community services, it is such a diverse sector that you need to find something you are passionate about (or as someone once told me 'find something that blows your skirt up!'). Once you have found your passion - keep reading, learning and talking to other people.

What’s next for you?

I hope to stay at Campbelltown for a minimum of five years, perhaps more as community services is always changing and developing and after working in State, Private and Not for profit environments I can easily say that local government inspires me the most.

Why did you join LGMA?

I joined the LGMA (SA) as a professional development networking opportunity. As a new manager I saw the level of experience of the people involved and saw it as a great way to keep learning and build my own knowledge and skills.

Describe a typical day for us…

A typical day is that there will be an underlying chaos that the team thrives in. There is the typical work we do: phones, projects, meetings, responding to queries, but then there is the atypical part which is why we all choose to work in customer and community services in the first place - the day that challenges us, delights us and amuses us all at the same time means we have had a very good day.

Country Member Profile - Ryan England - Barossa Council

Thu, 21 Jul 2011 05:05:42 GMT

What is your Professional Background?

After working as an IT Consultant for ten years I took up a position as the Manager Information Communication Technology at The Barossa Council in 2008.

What Council are you working at, and how long have you been there?

The Barossa Council for 3 years.

Why did you decide to work for a country council?

The Barossa has the best of both worlds; whilst it is located in a beautiful regional location it is still close enough to have easy access to the city. From an IT perspective regional councils present a range of challenges not always found in metro locations. For example in the Barossa we have Library and Council services spread across five locations – along with a Visitor Information Centre and a Regional Gallery, all of which are located up to 70kms from the main ICT centre.

What are the key differences between a country council and metro?

On a community level, regional Councils have a more familiar customer base. Often in metro areas residents use the services of a range of Councils throughout

Adelaide– potentially working in one municipality but living in another and possibly using the services of another on weekends or in their social time. In regional areas the residents tend to use the same locations and services repeatedly, providing us with an opportunity to form stronger networks and relationships with the community.

What do you like most about your role?

As an IT professional, local government is fantastic. There are always new challenges to overcome and opportunities to look at a range of different models to suit various council services. With such a diverse range of industries all housed in the same building you have an opportunity to try different things that help make Council Services run smoothly – Engineers, Customer Service Officers, Librarians, Planners, Accountants they all have different needs when it comes to IT.

How would you describe working for a country council as a career development step?

I haven’t really thought about that in my current role. Because we are so close to

Adelaideit doesn’t seem to make a huge amount of difference. I guess there are different demands in regional locations in relation to IT with distance and remoteness an issue for some of our branches – and that provides you with a different management perspective.

What other involvement do you have in Local Government?

At the moment I am currently participating in the LGMA Emerging Leaders Program, which I am really enjoying – it is a great opportunity to get a broader perspective of Local Government as well as network and establish relationships. I also am an actively involved with both the Local Government IT as well as Record Management groups. I also consult with a range of other Councils through the Libraries network – particularly with their specialist IT needs. The Barossa Council is part of the LINK Network which is a consortium of five local governments who developed a system for their libraries to work together, sharing resources and information.

Why are you a member of the LGMA SA?

Organisations like the LGMA are great because they provide you with a range of opportunities in relation to networking, training and the dissemination of information. There are lots of managers out there working in Local Government – the LGMA is a conduit which ensures you can stay informed and hear more about what other Councils are up to – the challenges and the solutions!

What's your council brand?

Wed, 20 Jul 2011 01:14:48 GMT

All organisations have a brand that they need to manage.

A brand is closely associated with the reputation of the organisation and its products and services.

Here’s an example:

The Apple Brand Personality

Apple has a branding strategy that focuses on the emotions. The Apple brand personality is about lifestyle; imagination; liberty regained; innovation; passion; hopes, dreams and aspirations; and power-to-the-people through technology. The Apple brand personality is also about simplicity and the removal of complexity from people's lives; people-driven product design; and about being a really humanistic company with a heartfelt connection with its customers.

Council brands

Similarly, every council has a brand, with associated brand attributes or “brand personality”. Some attributes are intentional, some are probably not. But they are there. For example, some councils would be regarded by their community as innovative, cost effective, flexible, contemporary and customer-focused. Others may be seen as stodgy, slow moving, bureaucratic. Or any points in between.

Likewise – cities have brands too – and sometimes councils get confused and try to adopt the brand attributes of their city. Certainly, a council can adopt values that support the brand attributes of the place – but let’s talk about that another day.

Confusing council and city branding is commonplace, so just remember - councils are service providers, policy makers, custodians of public assets - but they are not places.

So, concentrating on the council brand - a brand is not just your logo and image style, it’s distilled from your vision, your strategic directions, your public profile, your reputation, and most importantly, how your staff and elected members behave.

What do you want your brand to be? Have you thought about it?

Like beauty, a brand is in the eye of the beholder. So, no matter if you think your council is innovative, customer focused and brilliantly executing the management of your ratepayer funds, if the ratepayers don’t recognise it – your brand won’t actually be what you think.

It’s important to not only think about what is a desirable brand – but also to then measure it, as you would any other KPI or council objective.

You can establish where your brand attributes sit on a continuum – and then , with research, measure how that attribute is actually perceived by your community.

You can then plot your brand measurements on a spider chart like this:

Identifying gaps

If your brand perception doesn’t match your desired perception – (as in the example above) then either your council is not “living” the brand (i.e. something about your services or behaviour is not consistent) or there is a communication issue (you may be doing all the right things, but no-one knows about it….)

Major corporations constantly measure their brand perception to keep their brand on track – you should too. A strong, consistent brand is good for customer (and ratepayer) satisfaction and is also great for staff morale too.

A guest blog post by Jim Myhill, XLR8 Marketing and Communications

Member Profile - Mark Goldstone

Mon, 18 Jul 2011 06:39:58 GMT

This month, we profile Mark Goldstone from the City of Prospect.

Mark - thanks for talking with us.

What is your current role?
Chief Executive Officer - City of Prospect

How did you get into that role?
I grew up in the Northern suburbs of Adelaide, however my career in local government started in rural Tasmania, where I was appointed as a Junior Environmental Health Officer with the Wynyard Council. I then progressed through to management positions at the King Island and Circular Head Councils in Tasmania. During my time at those councils, I gained an appreciation and exposure to the role of CEO and when an opportunity arose I applied for and was appointed to the role as CEO at the Circular Head Council. Following a number of years at Circular Head I moved to South Australia with the Clare and Gilbert Valleys Council where I worked for 6 years before moving to my first metropolitan council, the City of Prospect.

What do you like best about your current job?
Having the ability to lead a high performing council and achieve tangible results that have a positive impact on the local community is something I gain a lot of satisfaction from. I enjoy the ability to implement positive reform and encourage the absolute best from my directors and staff. Seeing my staff progress toward their career aspirations and contributing in some way to their path forward in a supportive way is something that I enjoy immensely.

What advice would you give someone looking to get into a similar role? Go for it! Being a CEO is a very demanding job, however given the right circumstances and support from those around you, exciting outcomes can be achieved which are guaranteed to deliver a great deal of job satisfaction.

What’s next for you?
I would like to constructively influence the local government sector through regional cooperation (such as the Eastern Region Alliance) and through developing partnerships with key agencies (such as the LGA, State and Federal Government).

Why did you join LGMA?
The LGMA provided me with an excellent vehicle to expand my knowledge and networking capacity. The LGMA has enabled me to develop my leadership skills and has been influential in my professional development. I recall entering the LGMA Challenge when I first had an aspiration to become a manager and the skills I acquired through that exercise have served me well ever since.

Describe a typical day for us…
5.00 am start at the gym, followed by trying (sometimes unsuccessfully) to get my teenage kids out of bed and organised for school. Mornings tend to be the best time for me to catch up on emails and to take time to plan for key activities. As with most CEO's much of the day is spent in meetings both at the operational and political level. I often then attend an evening meeting (which when you are a CEO occur frequently).

Member Profile - Bree Hislop

Fri, 24 Jun 2011 12:06:03 GMT

Bree Hislop is the Governance Officer for the City of West Torrens. She is also part of 2011's LGMA (SA) Emerging Leaders Program.

Bree tells us a bit about her role in Local Government in this month's member profile:

Hi Bree - thanks for being part of LGMA's newsletter this month.

What’s your current role?

I'm currently a Governance Officer at the City of West Torrens.

How did you get into that role?

I was able to trial life as a Governance Officer through a secondment position in 2008. I quickly recognised that the principles of accountability, transparency and continuous improvement closely reflected my own philosophies.

What do you like best about the current job?

There is ALWAYS something new to learn and, I must admit, it becomes slightly addictive. A lot of our work is project based and it is very satisfying to see a new practice evolve to form part of an overall proactive governance program.

What advice would you give someone looking to get into a similar role?

I like to think of good governance principles and practices as a road map. Often we have an idea of where we would like to go and how to get there. The road map shows us where we are and where we should be - highlighting the obstacles and giving us options for the way forward. At some point, we all need to stop and ask for directions.

What’s next for you?

I'm thrilled to be participating in the LGMA Emerging Leaders Program this year. I have enjoyed meeting other enthusiastic Local Government employees and draw a lot of motivation from working as part of a team.

There are many opportunities at the City of West Torrens to explore and I have raised my hand to participate in new challenges to broaden my skill set. I'm working towards a Masters in Business Information Management through UniSA which I am able to apply to my current roll on a day to day basis.

I am hopeful for a long future in Local Government. If by chance I win the lottery, I may need to rethink this plan.

Why did you become a member of LGMA (SA)?

I became a member though the Emerging Leaders Program. I have been impressed with the commitment and dedication of existing LGMA members who have shown great support for the 2011 Emerging Leaders, offering their time, experiences and advice generously.

Please describe a typical day for us…

Luckily, there is no such thing as a typical day in Governance. Writing reports for Council, preparing for the appointment of new Authorised Officers, researching for a Freedom of Information application, providing training on the exercise of delegated powers and offering advice to employees are all common activities. Only one thing is certain - there is always a policy, patiently waiting to be reviewed.

CEOs sleep out for homeless

Thu, 23 Jun 2011 23:15:49 GMT

Three local government CEOs from South Australia raised more than $5000 for homeless people by making Adelaide Zoo their home for the night on 16 June.

The trio swapped their doonas and electric blankets for park benches and cardboard to support St Vinnies’ national CEO Sleepout which raises funds and awareness for the homeless.

Peter Smith (Adelaide City Council), Andrew Johnson (Port Pirie Regional Council), and Mark Searle (Marion Council) joined more than 80 other CEOs from South Australia on a damp cold night among the zoo’s more permanent inhabitants.

“There are more than 1000 homeless people in South Australia, most of who have been driven onto the streets by family breakdown, unemployment, drugs, alcohol and domestic violence,” Mr Smith said.

“It was a privilege to raise money for these people through a sponsored sleepout and also to listen to some of their stories on the night.

“Councils are in the business of caring for communities and it’s important that we all recognise the need to support other people and remember that breaking the cycle of poverty and homelessness isn’t easy.”

Presenter Theodora told a harrowing story of sexual abuse which forced her to leave home to live on Adelaide’s streets at 14.

Now married and working as a swimming instructor, she has beaten drug dependency and broken the poverty cycle where she was unable to access benefits because she was homeless, all thanks to the intervention of St Vinnies.

For Andrew Johnson, the experience of sleeping rough, if only for one night, brought home some of the day-to-day realities of living on the streets.

“Nobody is going to sleep well on a bit of cardboard or a bench,” Mr Johnson said.

“Add to that a poor diet, cold, the need to change clothes and keep clean, and everyday living becomes very tough."

Australia has more than 100,000 homeless people, 30 per cent of which are children.

This is only the second year the campaign has been run nationally and participant numbers increased by 300 to almost 1000.

This increasing engagement from organisational leaders is a step towards helping people get off the street, Mr Searle said.

“The more people become aware of the issue of homelessness and act to prevent it, the better for society as a whole,” Mr Searle said.

“Marion, like many other councils, contributes to preventing homelessness through youth support services.

“The sleepout was an important reminder that we must do whatever we can to help those who have to make the street their home.”

Donations can still be made at www.ceosleepout.org.au

Industry Trends - Workforce Planning - Building and maintaining our workforce

Wed, 22 Jun 2011 11:43:31 GMT

Building and maintaining our workforce

the right people in the right places with the right skills doing the right jobs

Written by: Sarah Poppy, Marketing and Communications Officer, City of Salisbury

Photo: Skye Browne, Senior Coordinator Organisational Wellbeing and Sarah Poppy, Marketing and Communications Officer from City of Salisbury

One of the key challenges facing Local Government now and in the future is the need to challenge, engage and retain critical staff.

This was the central question of this year’s LGMA Management Challenge Pre-Challenge Task.

In order to tackle this task the City of Salisbury’s team Future Proofed undertook significant local, national and international research into workforce planning and retention trends. This research was supplemented with a series of in house interviews, staff surveys and a review of council statistics to understand the specific challenges faced by the City of Salisbury.

The national organisers of the LGMA Challenge chose four teams to present their pre-challenge task at the national LGMA Congress in Cairns in May. Our pre-challenge task was chosen as one of the top four submissions nationally. My colleague Skye Browne and I were the lucky two from our team invited to present our project at this prestigious event to around 400 senior management delegates and participate in a Q&A session with the other three teams. The four presentations were extremely well received by the audience.

Each team was given 15 minutes to present the findings of their report. Our Action Plan was broken down into four areas of focus; reward and recognition, remuneration and benefits, career development and workplace culture. We highlighted one or two key initiatives under each focus area in our presentation.

Surveys with our staff highlighted that reward and recognition is the number one way to retain staff and it plays a significant role in why they may choose to stay and not seek employment elsewhere. At the City of Salisbury there is a project team looking into a reward and recognition framework so our team have recommended the idea to develop guidelines for managers to use when rewarding and recognising staff.

City of Salisbury has an excellent staff development program so our team have recognised that while it is important to continue to develop our staff there is scope to increase career pathway opportunities by working with other councils to investigate options such as secondments, resource sharing and employee pools. This is an opportunity to enhance career development opportunities while retaining staff within Local Government.

Our report highlights the opportunity to improve our mentoring program by expanding it to an LGMA level to engage and grow leaders across Local Government.

All of these areas we highlighted impact on workplace culture which ultimately impacts on staff morale. Retention comes from an employees connection to an organisation and its people.

The key points we left the audience with were that in order to retain your staff it is vital to listen to their needs, collaboration is the key and that we need to work together as an industry to ensure that we have the right people in the right places with the right skills doing the right jobs.

Spotlight on the country - Grant Humphries, Mt Gambier City Council

Tue, 21 Jun 2011 00:32:57 GMT

Each month we place the spotlight on a country council or staff member. This month we speak to Grant Humphries, Director, Corporate and Community Services at Mt Gambier.

Hi Grant - thanks for spending time with us.

What is your professional background?
My entire career has been in local government spanning five different Councils over 36 years, initially in the Finance/Revenue areas. I was appointed CEO of former Beachport District Council in 1988.

What Council are you currently working at, and how long have you been there?
I am currently the Director, Corporate and Community Services with City of Mount Gambier, a position I have held for 14 years.

Why did you decide to work for a country/regional council?
Having worked in both country and metro Councils, they all face similar challenges. However, I found early in my career that country councils offered more scope for the attainment of varying skills and experience, generally in local government. This enabled me to gain exposure in the varying roles in local government and advance my career prospects. These opportunities have somewhat diminished these days as roles within local government have become more specialised and of course Councils are fewer in number and are larger/have greater capacity.
Having been born and raised in a country town I have an empathy for and enjoy living in a regional area.

What are the key differences between a country council and metro?
As stated previously, all Councils face similar challenges in meeting community expectation/demands, however I do consider country councils are still closer to their communities and are more about the traditional roles of local government. The tyranny of distance and adequately servicing large land areas is an ongoing challenge in regional areas that does not necessarily present in the closer settled, more compact metropolitan areas.
In living and working in a regional area you are certainly not anonymous and are always made aware of what the communities views are on various local issues!

What do you like most about your role?
The diversity. My particular role is very diverse (some would say too diverse) which regularly presents different challenges – this is a double edged sword – in one respect it offers challenge/diversity however on the flip side achievement of objectives in the varying duties can be delayed due to other more immediate priorities. This can be frustrating.
The connection and involvement with the local community, community organisations, sporting groups, etc, in the achievement of combined objectives is also a major source of satisfaction in my role.

How would you describe working for a country council as a career development step?
Working in regional councils was a major influence in my career development which I would encourage anyone to entertain. If you are prepared to move around there are opportunities in regional areas that would not necessarily present in the metropolitan area.
I am sure the experience gained in smaller Councils in regional areas will provide anyone with a great grounding in the workings of local government at a grass roots level.

What other involvement do you have in Local Government? (e.g. networks, affiliations)
I previously served as President of the South East IMM (precursor to LGMA) Group some years ago.
I just completed a 2 year term as Chair of the Civica Authority SA and NT Local Government User Group.

Why did you join LGMA?
It was the Institute of Municipal Management (IMM) in those days!
Having become a CEO at the age of 29 years in a reasonably remote location, pre internet days, I needed all the help and support i could get. LGMA (or IMM) provided me the opportunity to network with many other more senior and experienced local government officers who were always very willing to assist.

Member Profile - Jane Trotter

Tue, 24 May 2011 03:49:08 GMT

Jane is the Director, Corporate Development for the City of Salisbury, and a LGMA board member. She gives us a little of her background and some wise words of advice.

Hi Jane, thanks for talking to us. Can you tell us a bit about yourself....

What's your current role?
I am currently working for the City of Salisbury as Director of Corporate Development. I am responsible for the portfolio areas of People and Culture, Information Systems, Marketing and Communications, Governance and Customer Services and the Executive Office.

How did you get into that role?

I have over ten years experience in local government, primarily in the areas of corporate services. My previous roles at the Cities of Playford, Unley and Burnside enabled me to build the skills, knowledge and capacity to apply for the Director Corporate Development role at Salisbury when it became available around 18 months ago. I also have postgraduate qualifications in business management and have undertaken a number of leadership programs over recent years.

What do you like best about the current job?

I love that no day is ever the same. I have great variety in my role. From being engaged in strategic discussions about the future of the organisation, to mentoring women and emerging leaders, to working on multidisciplinary project teams and committees, to attending national LGMA board meetings or talking with staff about their work. I am still learning every day which keeps me engaged and interested.

I feel very fortunate in my role. Salisbury as a larger Council, has the resources to develop and implement innovative and best practice projects. We are also able to attract and retain talented staff as we offer competitive working conditions, excellent learning and development opportunities and challenging work. I have a great team within my department who are skilled and passionate about their roles. They are rolling out innovative new programs that are making a difference for our workforce, organisation and the community.

What advice would you give someone looking to get into a similar role?

I would say, try and get as much different experience as you can across the various disciplines of local government. I moved around Councils and different roles, which prepared me for the diversity of the Director role I now hold. Even though my interest lies in the Corporate Services arena, I previously did a stint as a GM of Corporate and Community Services, so I would understand the perspective of the external service provider within local government, not just the internal service provider.

It's also important to invest in your development through leadership courses and relevant learning opportunities. The LGMA offers some great programs for up and coming local government professionals including the LGMA Challenge and the Emerging Leaders Program.

And, never underestimate the importance of networking. Having a diverse support network provides many benefits, particularly in an industry like local government. You will always have a ready group of people, able to share information, provide advice and who can let you know when interesting opportunities arise.

What’s next for you?

For now I am really enjoying my role and I still have a lot to accomplish at the City of Salisbury. Later this year I will take on the role of President of the SA Division of the LGMA which will be a new and exciting challenge. I like working in local government for its diversity, opportunities and not least the people I get to interact with every day. So that's where I see myself for the immediate future.....

Spotlight on the country - Bill Boehm, Administrator, Roxby Council

Sun, 22 May 2011 02:07:11 GMT

Each month we will place the spotlight on a country council and/or staff member.

This month we speak to the Administrator of one of our fastest growing country areas - Bill Boehm from Roxby Council.

What is your professional background?

Bachelor Civil Engineering. Grad Dip Municipal Engineering, Building Surveying and Local Government Management. 30 years in Local Government in engineering, planning and management fields, all of which has been in rural and regional areas in Victoria and South Australia

What Council are you currently working at, and how long have you been there?

Administrator Roxby Council for past 12 years

Why did you decide to work for a country council?

Opportunity for wider civil engineering experience, in part to assist in a obtaining a the Municipal Engineers Certificate in Victoria, as well as an opportunity for a different non city lifestyle

What are the key differences between a country council and metro?

More intimate relationships with community generally and opportunity for children to have a more relaxed enjoyable lifestyle in a safe environment. Many of metro features are accessible without the day to day hassles of traffic and busy nature of life generally

What do you like most about your role?

Ability and position to influence the way the Roxby Community operates now and into the future

How would you describe working for a country council as a career development step?

Excellent but it horses for courses. Greater variety but may be perceived to be more difficult at a senior level to return to the City but lifestyle opportunities make it worthwhile

What other involvement do you have in Local Government (e.g. networks, affiliations)

Current Delegate to LGA and member Provincial Cities Association. Current and previous board member of various regional associations. Current Regional Community Consultative Council and Port Augusta and Regional Health Advisory Committee. Previous regional member on Country Arts SA and both Area Consultative Committee and Regional Development Boards

Member Profile - Jessica Sharkie

Mon, 02 May 2011 08:31:41 GMT

Each month we will place the spotlight on a country council and/or staff member.

This month, we are speaking with Jessica Sharkie from the Adelaide Hills Council.

Hi Jessica – thanks for spending a few minutes with us for our LGMA newsletter. Can you start by telling us a bit about your professional background?

What's your Current role?
My title is: Community Development Office Coordinator and my role covers the areas of: Management of Community Grant Programs and Council’s Retirement Villages, coordination of a number of elements of the Home and Community Care (HACC) Program including volunteers and overseeing the general administration process’ for the whole department.

How did you get into that role?
The role has grown with me to a certain degree, as the position I moved to Adelaide Hills Council for was purely an administration role in the Home and Community Care Team. However coming from and events, marketing and volunteer management background it didn’t take long for other facets of the Community Services department to become part of my role and I was delighted at the opportunity to expand.

What do you like best about the current job?
I love the variety and that I have the opportunity to really make a difference.

What advice would you give someone looking to get into a similar role?
Go for it! Community Services/ Community Development in Local Government is a wonderful area to work in. Also, don’t be afraid of taking what might seem a side step to take one forward. I am thrilled that I made the move into Local Government and luckily through wonderful managers and a great team have been given the opportunity to shine.

What’s next for you?
I am about to embark on the Diploma of Management/Impact Leadership this May (eeekkk!)

Why did you become a member of LGMA (SA)?
I have joined the LGMA (SA) after recently participating as a team member of Adelaide Hills Council’s LGMA Management Challenge Team “The Hill Climbers” what an experience that was!

Describe a typical day for us…
Busy and varied! As noted above my role covers many aspects of the Adelaide Hills Community Services Department so during a typical day I will respond to needs from any or all of these areas: Home and Community Care Program (of which we have over 700 active clients), Coordination of the management of the Retirement Villages (Adelaide Hills Council owns a portfolio of 63 Retirement village units across six different sites), Community grant funding, volunteering matters, problem solving any sticky administration queries and consistent updates to both our internal and external websites.

Spotlight on the country - John Brak, Regional Council of Goyder

Mon, 21 Mar 2011 06:55:46 GMT

Each month we will place the spotlight on a country council and/or staff member.

This month, we are speaking with John Brak, CEO, Regional Council of Goyder.

What's your current role?
Chief Executive Officer, Regional Council of Goyder.

How did you get into that role?
I was employed as the Planner for the Regional Council of Goyder and held qualifications and prior experience in Local Government administration.
When the position of CEO became available I applied and the rest, as they say, is history.

What do you like best about the current job?
The challenge of managing a local community service organisation that is owned by, and accountable to the local community.

What advice would you give to someone looking to get into a similar role?
Have the support of your family to work the long hours that are expected of the position of CEO. Maintain and develop your sense of humor.

What’s next for you?
Enjoying the final two years on my employment contract and hopefully re-negotiating a further contract term of employment with Goyder.

Why did you join the LGMA(SA)?
I joined the LGMA (Lower North) Branch but things have been quiet for a while so have moved upward and onwards.

Describe a typical working day.
Arrive at work early before staff and telephones start working so that I can:
•    Check diary to reaffirm the day’s program.
•    Check emails received and prioritise/delegate responses.
•    Check records and customer service requests booked out to me during the previous day and prioritise/delegate responses.

Meet and greet the staff (so that they remember what I look like).

Attend to scheduled and, more often, impromptu meetings with staff, elected members, community members etc.

Stay at work late after staff and telephones stop working so that I can:
•    Write meeting notes, correspondence, reports resulting from meetings.
•    Check emails received for urgent attention.
•    Check diary for the next day’s activities.

Perhaps the above should be re-titled ‘an ideal working day’ as what usually happens is that some issue presents from left field and all the best made plans go west!

Spotlight on the country - Mary Deakin, Copper Coast

Mon, 21 Feb 2011 00:17:38 GMT

Each month we will place the spotlight on a country council and/or staff member.

This month, we are speaking with Mary Deakin, General Manager, Corporate and Community Services, District Council of the Copper Coast.

Hi Mary – thanks for spending a few minutes with us for our LGMA newsletter. Can you start by telling us a bit about your professional background?

My professional background is in business. I completed my Postgraduate Diploma in Management through external studies in 2009. I undertook a Bachelor of Commerce with University of Southern Queensland majoring in accounting. My previous field was in visual arts and I am still able to be involved in this area through community art galleries, art prizes and Council’s community function.

What council are you currently with, and when did you start working there?

I started working with the District Council of the Copper Coast as General Manager Corporate and Community Services in August 2009 after working with the Berri Barmera Council. My first role within a Council was at Tennant Creek Town Council.

Why did you decide to work for a country council?

Being born and raised in the country I have always had an affinity with the country. I enjoy living in the country and working in a small close knit community. I find country people supportive and keen to be involved in what is happening within the community. My children are able to get around town easily as it does not take long for them to work out where everything is. Everything is within close proximity, work, school, home and shopping.

What’s different about working for a country council?

Country Councils have a lot of cross over roles meaning that you have variety in your work. Managing both corporate and community means on any one day I can be involved in both areas - covering everything from libraries to finance, Occupational Health and Safety to art galleries. Having never worked in a metro Council it is difficult to compare the two. I believe that country is the best fit for me.

What would you describe working for a country council as a career development step?

Working in the country has enabled me to move forward in my career as I have been involved in most of the aspects of Council at one time or another. Working in one of the smaller Councils with only 25 staff meant my role covered many responsibilities and also gave me opportunity to back fill other positions. This has enabled to expand my experiences beyond those of larger metro Councils.

What other involvement do you have in Local Government?

I am currently chair of the Local Government Women’s Network, a member of Local Government Managers Association, Australian Local Government Women’s Association as well as various roles at a local level contributing to the local community and building the profile of local government.

Member Profle - Nick Leaver

Sun, 20 Feb 2011 16:35:48 GMT

Nick Leaver is Procurement Manager for the G6 group, which keeps him very busy indeed! This month, Nick shares with us a little of his experience and background:

1. What's your current role?

Title: G6 Procurement Manager
Responsibility: Develop and manage contracts that maximise group buying power and deliver greater benefits to SA Councils.
Identify opportunities for “Super Council” value and support Council’s ability to provide independent excellence for our communities.

2. How did you get into that role?

Procurement requires a combination of general management skills. Alongside traditional skills of negotiation, contract and risk management, other soft communication skills are useful.

My Previous Roles:
Chief Procurement Officer (UK) contributing to construction projects including Royal Opera House, London Exhibition Centre, Swiss Re, MI5, and Heathrow T5.

GM and Sales & Marketing Director roles in construction.

Sales Manager, David Jones/ John Martin Retailers. I still carry part of the Johnnies spirit with me.

3.     What do you like best about the current job?

Working across Councils in the state and bringing people together who find better ways of doing things.

Council has a refreshing level of collaboration and goodwill that I didn’t experience in the commercial sector.

4.     What advice would you give someone looking to get into a similar role?

As Procurement continues to mature in our sector, formal academic accreditation (CIPSA) is recognised as an important professional element. SA is seeing good training options available for procurement and I’d recommend those that are given international credence, such as CIPS.

5.     What’s next for you?

The G6 has a pretty robust program that we plan to deliver over the next two years. My primary focus is on the execution and delivery of our service, and consulting with our stakeholders to contribute to further excellence in Local Government.

6.     Describe a typical day for us…

Typically we facilitate User Group meetings between our participating councils. These meetings are at the heart of our operation; it’s here that positive synergies happen between our people.

I also spend time listening to local government CEO’s and encouraging our top tier suppliers to help deliver innovative solutions to Councils’ strategic objectives.