We recently spoke with Gregory Kemp, Organisational Risk and Resilience Officer at the City of Mitcham, to hear more about his role and interest in the Network.

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

I commenced with City of Mitcham in November 2024, which was my first foray into local government after many years in State Government agencies. I do enjoy the change. My role is the Organisational Risk and Resilience Officer, and I am responsible for coordinating the council’s risk management, business continuity, and emergency management frameworks.

What’s the most beneficial aspect of being a member of the Business Performance and Improvement Network?

For me, it is networking. Whilst I strongly believe in continuous improvement, I am not big on re-inventing the wheel or change for change’s sake. If I can assist another council or if another council has completed something similar to my current work, why not share information and ideas.

What’s your favourite performance or improvement work / life hack?

I have two, both are quite old, but still work well.  Firstly, I use the Eisenhower Matrix (Do, Schedule, Delegate, Delete) to prioritise tasks and avoid wasting time on the unimportant, non-urgent tasks. The second one is a variation of the old KISS model. Keep It Simple but Smart. The Smart part refers to avoiding over-simplification. To assist, I also refer to a quote from Albert Einstein: “Everything should be made as simple as possible, not simpler”.

What do you do with yourself in your spare time?

I hike through Kuitpo Forest most weekends, alongside my family, who ride horses. I used to ride as well, but age and previous sporting injuries have caught up to me.

We recently spoke with Andrea van de Water, Learning and Development Partner at the City of Marion, to hear more about her role and interest in the Network.

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

I’m the Learning and Development Partner at the City of Marion, where I support leadership growth and organisational learning across the council. I’ve worked at the City of Marion for the past eight years, and prior to local government I worked with Zoos SA. I really enjoy the people-focused nature of local government and the opportunity to make a positive impact across the organisation.

What do you love about your role?

What I love most is helping people grow and seeing the impact that learning and development can have on individuals, teams and the organisation as a whole. I enjoy supporting leaders through challenges, building capability and creating opportunities for people to thrive. I love being part of the Local Government Management Challenge; it is a great program offering employees an experience to develop their skills and relationships across council. I especially loved mentoring the City of Marion Challenge Teams and seeing "CoM Watch" and "Marion at First Sight" go on to win the program in 2024 and 2026. This has been a highlight for me, and it was incredibly rewarding to support their development and watch their hard work recognised.

What’s the most beneficial aspect of being a member of the Business Performance and Improvement Network?

The Network provides a fantastic opportunity to connect with others across local government, share ideas and learn from different perspectives and experiences. It’s valuable to hear how other councils are approaching similar challenges and to take away practical ideas and inspiration that can be applied within City of Marion - collaboration and connection leads to continuous improvement.

What’s your favourite performance or improvement work/life hack?

Focus on progress, not perfection. Small, practical improvements over time often create the biggest long-term impact. I’m also a big believer in simplifying processes - if something is consistently difficult or creating frustration, there’s usually an opportunity to improve the system rather than expecting people to work harder around it.

What do you do with yourself in your spare time?

Outside of work, I love taking my dog Poppy to agility classes. It’s fantastic enrichment for her and a great way to keep me active as well! My time at Zoos SA also reflects my lifelong love of animals, which is still a big part of who I am today.

We recently spoke with Reagan Shanmugam, Graduate Business Support Officer at the City of Charles Sturt, to hear more about his role and interest in the Network.

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

I have been working with the City of Charles Sturt since May 2025, so it's coming up to a year now. My role as a Graduate Business Support officer within the Performance, Business Intelligence and Improvement Team is in the PMO Space, prioritising and managing the council's projects throughout their lifecycles.

What’s the most beneficial aspect of being a member of the Business Performance and Improvement Network?

To me, it's a bit of networking and learning from peers; I call it cross-pollination, where I share my experiences and learn from others. There is always room for learning and improvement.

What’s your favourite performance or improvement work / life hack?

To feel productive, I finish small tasks first to have quick wins before I return to larger and more complex tasks. Sticking to basics like written notes, reminders/alarms and being keen to learn by asking questions.

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

I fill my spare time by volunteering. Currently, I am training to be a member of a CFS Brigade.

We recently spoke with Bridgette Ferguson, Community Engagement Coordinator, City of Marion, to hear about her role, why she decided to be a part of the Mentor Mentee Connections Pilot, and her advice for women seeking development through connection. 

Hi Bridgette, what does your role entail?

I lead a broad portfolio within the Positive Ageing and Inclusion Team, overseeing staff focused on client care and ensuring high-quality service delivery. My role combines operational leadership with strong contractor and stakeholder relationship management. I contribute to driving continuous improvement, maintaining high compliance requirements, and advocating for the needs of our older residents. Alongside this, I contribute to strategic communications, including our quarterly newsletter.

It’s a dynamic role that blends people leadership, operations, and creativity to support positive outcomes for our community.

Why did you put your hand up to be a part of the LG Professionals SA Mentor Mentee Connections Pilot?

As I’m relatively new to local government, I wanted to build a better understanding beyond my day-to-day role. I was also keen to learn from others and expand my perspective beyond the leadership styles and thinking within my own team. The opportunity to connect, reflect and grow through different insights really appealed to me.

What's something you've already taken away from being a part of the initiative?

I have been blown away by my mentor’s openness and generosity – with her time, as well as advice and through sharing her experiences.  

One of my biggest takeaways so far has been the skill of learning to be intentional. This has reshaped how I approach my daily routine, plan my week, and encouraged me to set longer-term goals. It’s given me greater confidence to be proactive and purposeful in my work and ongoing development.

What advice do you have for other women seeking professional development through connection?

Just go for it! Don’t be afraid to step outside your comfort zone. The LG Professionals SA Women’s Network is a very safe and supportive space to grow yourself and connect with others. 

We recently spoke with Felicity Birch, General Manager City Operations, City of Tea Tree Gully, to hear about her role, why she decided to be a part of the Mentor Mentee Connections Pilot, and her advice for women seeking development through connection. 

Hi Felicity, what does your role entail?

As General Manager City Operations, I am a member of the Executive Leadership Team at the City of Tea Tree Gully. Supported by 4 Managers, I lead a portfolio workforce of approximately 180 people responsible for the planning, delivery and maintenance of the City’s natural and built assets. A key focus of the role is the sustainable management of assets, landscapes, biodiversity and public infrastructure, along with areas of service delivery that ensure public spaces are safe and functional. I model council’s leadership capabilities by fostering a people-focused, coaching and learning culture that is aligned with council’s strategic vision, and place a strong focus on building the capability and capacity of our people.

Why did you put your hand up to be a part of the LG Professionals SA Mentor Mentee Connections Pilot?

I saw this Pilot as a valuable opportunity to connect with like-minded professionals from across the local government sector, to both share and grow knowledge. Having worked in local government for over 21 years, I have gained a broad range of leadership, operational and strategic experience that I am keen to give back to the sector. Equally, I value the opportunity to learn from others, particularly those seeking a mentor and navigating their own leadership and growth journey. I view mentoring as a mutually beneficial relationship where we can encourage reflection, share learnings and gain fresh perspectives.

What's something you've already taken away from being a part of the initiative?

One key takeaway for me has been the value of connection through open, genuine conversations with other mentors and with my mentee. Being able to show up as ourselves, without pressure, and to openly share experiences has created a meaningful two-way learning opportunity. This has been possible regardless of our respective roles in council and has provided fresh insights, strengthened relationships, and fostered curiosity and continued learning. 

What advice do you have for other women seeking professional development through connection?

I recommend not underestimating the value of connecting with others and actively seeking out opportunities to engage through a mentor/mentee relationship or other professional networking avenues. The first step is to step outside your comfort zone and create the space to be curious and reflect with others. Then through connection, new perspectives will be gained, confidence will be built, and professional and personal growth obtained.

We recently spoke with Lee-anne Graham, Manager Solutions at Alexandrina Council, to hear about her career journey in councils across Australia, what traits make for a great leader, and how saying 'yes' has opened doors that she never imagined!

Hi Lee-anne, what does your role at Alexandrina Council entail?

As Manager Solutions at Alexandrina Council, I oversee two key teams: Business Solutions and Information Management.

My role focuses on driving digital transformation, streamlining business processes, and ensuring strong information governance. I work closely with stakeholders across all service areas to deliver innovative technology solutions that enhance efficiency, improve service delivery, and support the organisation to foster a culture of continuous improvement.

You’ve been a people leader for some time now – what are the fundamental traits you believe are important to leading a team?

I’ve been with Alexandrina Council for 12 years and have led people throughout this time. My leadership approach is grounded in being genuine, authentic and compassionate, empowering my team, and showing empathy. I believe in being present when needed, creating opportunities for growth, and maintaining regular check-ins to support both professional development and overall wellbeing. By fostering trust and open communication, I aim to create an environment where individuals feel valued, supported, and motivated to achieve their best. Leadership for me is about enabling people to thrive while delivering outcomes that align with organisational goals.

Before your current role, you were the Manager Customer Service at Alexandrina Council. What are the benefits of a career spanning different units within council?

In my previous role as Manager Customer Service, I looked after a diverse portfolio including Customer Experience, Libraries, Visitor Services and Events. Working across these areas gave me a real appreciation for the breadth of services council provides and the impact those areas have on our community. I loved the variety and the chance to connect with so many different teams and people. It was rewarding to see how each area contributes to creating great experiences for residents and visitors. Taking on new opportunities has taught me adaptability, broadened my perspective, and shaped how I lead today with a strong focus on collaboration and community.

Our most recent 2025 LG Professionals SA Women’s Network Conference theme was ‘Embrace It’! What’s something you’ve embraced either recently or across your career?

My career in local government began in 2001 at Yarra City Council in Melbourne as their Team Leader Customer Service. Over the past 24 years, I’ve embraced every opportunity - opportunities for secondments, committee roles, and to learn new skills. I’ve always put my hand up for new challenges, and each experience has shaped my growth and perspective. Saying ‘yes’ has opened doors I never imagined and taught me the value of stepping outside my comfort zone, which has shaped who I am today. My most recent “Embrace It” opportunity was putting myself forward to be the President of Great Southern 8Ball Association, slightly daunting and overwhelming at times, but I love it!

We recently spoke with Jennifer Fleming from the City of Holdfast Bay, to hear more about her role and interest in the Network.

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

My current role is Strategy and Governance Lead. I’ve worked in local government for four years, and since joining the City of Holdfast Bay, I’ve been honoured to receive two peer-nominated awards recognising my commitment to exceptional service delivery.

What’s the most beneficial aspect of being a member of the Business Performance and Improvement Network?

I find the most beneficial aspect to be the shared learning environment - hearing firsthand how other councils are enhancing their services and processes. These insights not only inspire new ways of thinking but also help identify practical improvements we can apply to deliver more efficient and customer-focused outcomes.

What’s your favourite performance or improvement work / life hack?

My go-to improvement hack is questioning whether a task or process adds real value. If not, I find a smarter or leaner way to achieve the same outcome - whether that’s through automation, simplification, or combining efforts. It’s a simple mindset shift that consistently saves time and money.

I’ve also had the privilege of reporting to inspirational and successful women throughout my career - Alana Martin, Ania Karzek, and Pamela Jackson - whose leadership has shaped how I think about improvement and efficiency. Having such great teachers has truly been one of the secrets to my own success. 

What do you do with yourself in your spare time?

I have a strong desire to step into a leadership role, drawing on my extensive experience across state and local government, political environments, and customer-focused roles. These experiences have shaped my strategic mindset and strong “can-do” attitude, both in supporting my peers and serving the community. I’m driven to make the most of each day - professionally and personally. Outside of work, I’m passionate about fitness and train daily at The Yard in Somerton Park. I’ve been lifting weights for the past year, and while I’m naturally competitive and love my cardio, my trainers have helped me shift my focus from competition to personal growth - setting meaningful goals and striving for continuous improvement.

We recently spoke with Fiona Worden, Project Manager, Capital Delivery, from The Rural City of Murray Bridge to hear about her career journey from being at her council for over 25 years, her favourite work memory, and her advice for other women working in depots across South Australia. 

What does your role at the Rural City of Murray Bridge entail?

As a project manager within Council Capital Delivery team, I oversee projects from the concept design phases, construction and delivery, monitoring of the budgets, through to the hand over phase for council’s: Kerbing Renewal and Expansion Programs, Footpath Renewal and Expansion Programs, Playspace Renewal and Expansion Programs, Public Toilet Renewal and Expansion Programs, and Renewal of Christmas Decorations within main street. This year, I am also overseeing the Boat Ramp renewal program.

You’ve been in local government for over 25 years! What an achievement. What’s your favourite work memory?

Too many memories to pick from! Working in local government has given me the opportunity to act in various roles – from Group Leader for the Open Space and Operations teams to Customer Request Liaison Officer and Planning and Development Administration.

I enjoyed my role as Depot Administration Officer, which I held for 19 years before transitioning into my current role as Project Manager for the past five years. In this role, I’ve been proud to contribute to the growth and revitalisation of the Rural City of Murray Bridge through projects such as playspaces, public toilets, footpaths, kerbing and holiday decorations.

I still smile when I think back to when I was pregnant with my first daughter. From the moment the depot crew found out, they wouldn’t let me lift even a tissue box – they just wanted to protect me and the baby.

One of the biggest highlights for me has been forming lifelong friendships. Even as people have moved on or retired, being able to keep those connections beyond their time with council is something I will always treasure.

I feel lucky to have created a career in local government at the Rural City of Murray Bridge – a progressive council that welcomed new ideas and encouraged me to push boundaries in my career.

You have been instrumental in creating world-class play spaces in Murray Bridge. What’s the key to making these spaces fit for community?

Asking the community for their opinion on what they would like to see in a playground.

Having lived in Murray Bridge my whole life, I have a connection to the community. Having also raised my two children here, I also use that knowledge when considering the potential for each play space. In collaboration with that, engaging and building working relationships with Playspace consultants.

You were one of the first female depot workers in your council. What advice do you have for other women who might be in a similar situation?

Working in a male-dominated environment is not for everyone. When I first started, the culture was very different from what it is today.

I was fortunate enough to be supported by the workers, but I do remember it took a few years for some workers to adjust to having a full-time female in the workplace. They weren’t always sure how to talk or act, but over time, simply being open, down-to-earth, and willing to help – whether with the smallest task or a larger, more complicated job.

For me, the key has always been to have fun in the workplace, interact with people and be willing to help with no hidden agenda. Be open, ask about their life outside of council and share a little of your own too – that’s how real connections are built.

We recently spoke with Claire Bircumshaw from the City of Marion, to hear more about her role and interest in the LG Professionals SA Business Performance and Improvement Network. 

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

I am the Change Manager at the City of Marion. My role works across council to support the adoption of change, from IT to Continuous Improvement projects, leadership development and change impact management.

What’s the most beneficial aspect of being a member of the Business Performance and Improvement Network?

The Business Performance and Improvement Network reinforces a culture of collaboration, providing us access to a collective knowledge base of best practices and resources, which enables us to learn from each other and drive continuous improvement across councils.

What’s your favourite performance or improvement work/life hack?

Performance: Rule of Three – write down three things you want to complete that day and cross them off as they are completed. I go home feeling like I have contributed effectively to the organisation.

Improvement: Chat GPT – using AI helps kick-start my thought process when I am procrastinating.

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

I lived in Canada for six months, working at an upmarket hotel. During my time there, I was able to meet and have a conversation with Roger Daltrey, lead singer of The Who – now I am showing my age :)

We recently spoke with Lucy Ellis from Town of Gawler to hear about her experiences in program development and volunteering, and how she Navigates Boldly in life and work.

Hi Lucy, what does your role at Town of Gawler entail?

Six months ago, I stepped into the new and exciting role as Community Programs Officer at Town of Gawler. Funded through the DHS Community and Neighbourhood Development grant, my role aims to enhance community capacity through the design and implementation of meaningful, inclusive programs that reflect local community needs. I work across various council sites, including Libraries, Community Centres and The Gawler Civic Centre.

Critical to successful program planning and delivery, I’m currently undertaking a community needs analysis to gain a clear understanding of existing strengths, gaps, and future opportunities. This process will help ensure that the programs we design are responsive, relevant and reflective of community priorities. As part of the needs analysis, I will identify opportunities for continuous improvement in placemaking, enhancing access and inclusion and strengthening volunteer recruitment opportunities.

I’m already impressed by the strength of community-led social groups in the Gawler area and the sheer volume of activities in place. I’m looking forward to getting some projects on the ground for the benefit of the community.

What’s been an experience or moment in your role where you have felt especially proud to be working for the community?

I feel like working for the community, in a community development role makes it hard to choose a defining moment or experience as there are so many that make this a space I’m so proud to work in.

One ongoing highlight for me is the process of recruiting and managing volunteers to build successful community programs. I worked with a long-term volunteer who lost her zest for volunteering after her volunteer shift partner of over ten years sadly passed away. We agreed on her current role ceasing and left the option open to explore another role when she was ready.

After a short break, we restarted conversations on volunteering. I remembered her love for musicals and theatre and wondered if we could incorporate that passion into a new community initiative. I floated the idea of a monthly movie group: an opportunity for people to connect and share enjoyment over film. Her eyes lit up and the rest is history. Years later, the group is still flourishing and now has an additional monthly movie screening program.

I find real joy in watching people grow and develop throughout their volunteering journeys. Seeing people regain confidence, reinvigorate their volunteering experience and find a deeper sense of purpose reinforces why I feel so proud to work with the community.

Before Town of Gawler you were at Adelaide Hills Council, what’s an important lesson that you have learnt working in local government over the years?

In my 7+ years at Adelaide Hills Council, I managed a vibrant community centre alongside a team of 70 volunteers. One of the biggest lessons I’ve learnt is the power of collaboration.

By integrating collaboration into program planning, we achieved stronger outcomes - especially in communication and promotion. Sharing promotional materials across teams helped reach broader audiences and increased program engagement.

Working with teams like library services, sustainability, youth, positive ageing and arts and culture meant we could plan centrally, avoid duplication, and streamline efforts. This not only improved efficiency but created unexpected wins - like the Positive Ageing team coordinating social outings around other programs, boosting community participation and engagement.

Our most recent LG Professionals SA Women’s Network Forum focused on ‘Navigating Boldly, what’s an example of a time you have or have seen someone navigate boldly at work or in life?

On a personal level, I am a founding member and volunteer of a not-for-profit female motorsport club empowering, supporting and creating opportunities for Women to learn and connect with drifting.

In 2014, I started my journey and took the leap to learn how to drift, I had loved the sport since my early teens and had only dreamt of doing this myself. At that time, this was a sport dominated by men and took a lot of courage to put yourself out there and give it a go.

In 2018, I met a small group of passionate, like-minded women and we took bold steps to create a space where women felt welcomed, supported and encouraged in a sport that had long lacked female representation. This was also founded as the first female drift club in Australia.

What started as a dream became a movement and today, The Glitter Gang continues to grow as a vibrant community, redefining who belongs in motorsport and navigating it boldly!