S U PPO R T I NG THE PROFESSI ON A LS S H A P I N G Q UE E N S L A N D CO M MUN IT IE S
J U N E 2 0 2 4
THE
LGMA: THE HOME OF QUEENSLAND LOCAL GOVERNMENT OFFICERS
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T 07 3174 5006 | E admin@lgmaqld.org.au
W www.lgmaqld.org.au | ABN 97 968 931 841
LGMA’s mission is to lead, advocate
for and support Queensland local
government officers: providing
relevant and quality professional
development opportunities; and actively
contributing to the advancement of
local government in Queensland.
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and the journal, please contact
admin@lgmaqld.org.au.
The views expressed in the journal do
not necessarily represent the views
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otherwise stated. Furthermore, the
views expressed by contributors are
exclusively those of the contributor and
do not necessarily represent the views
of their employing organisation, unless
otherwise stated. Permission is required
to reproduce any material from
the journal.
the journal welcomes contributions
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CREDITS
EDITOR
Elaine Brown
LGMA Queensland
T 07 3174 5004
E projects@lgmaqld.org.au
DESIGN
Ben Mathieson
BrandGrowth
T 0431 771 059
www.brandgrowth.com.au
Local Government Managers Australia – LGMA Qld LGMA Queensland
2 | the journal
LGMA | 3
A W A R D S F O R
EXCELLENCE
2 0 2 4
4.
From the President’s Desk
5.
A Word from the Minister
6.
A Word from the CEO
9.
Rewarding Performance
10.
Awards for Excellence 2024
14.
Women in Local Government
Conference 2024
19.
CEO'S Kitbag
20. People and Culture Villages
22. Australasian Management
Challenge 2024
24. LGMA Annual Local Government
Conference 2024
25. Trip Down Memory Lane
26. Take-aways from the
April Governance Forum
28. Manager of the Year 2024
29. Meet the Member
30. Calendar of Events
20
26
Contents
People and Culture
Villages
Take-aways
from the April
Governance Forum
Awards for Excellence 2024
10
LGMA | 5
4 | the journal
PRESIDENT’S
DESK
This edition of the journal comes
following the recent council elections
that have ushered in 44 new mayors
across Queensland, half of whom have
not previously been on council. This
significant turnover marks a period
of transformation and opportunity, as
we navigate the complexities of our
current local government landscape.
Elections not only bring fresh
perspectives to the fore but also
the challenge of aligning these new
visions with the seasoned wisdom of
those who come with the benefits of
incumbency and experience. The task
at hand is to foster new relationships
and collaborative environments
to meet the community’s needs
for the term ahead, but also with
an eye well into the future.
As local government professionals,
our task can at times be challenged by
these new relationships, particularly
amongst elected officials, where
sometimes the emotion of bruising
campaigns linger. We are a very
important component of inducting,
briefing and playing a fair hand to
all mayors and councillors. This is
especially the case as they traverse
the forming, storming, norming
and performing phases which can
include the processes of overcoming
challenges, learning to work
together, and eventually focusing
on accomplishing shared goals.
Of course, these challenges are
not universal and there are many
examples of new councils, some
with mayors elected unopposed,
invigorated by a change (or
indeed no change) and have
established their directions quickly
into the new quadrennial term.
The new term also brings with it what
is likely to be a reoccurring situation
Last December I had the privilege
of being appointed by our new
Queensland Premier Steven Miles
to the role of Minister for Housing,
Local Government, Planning and
Minister for Public Works.
The creation of the new super-
department provides a great
opportunity to work with key players
under one umbrella and break
down barriers, slash red tape and
streamline approvals to unlock supply
and build more homes, faster.
I appreciate that for many of you this
is a period of transition, welcoming
fresh faces with new ideas and
perspectives to local government
after the March elections.
I look forward to working closely
in partnership with all 77 councils
to create vibrant communities,
drive local economies and create
great lifestyles for residents.
Local governments are a critical part
of the solution for our Big Build. My
primary focus is working with councils
to build more homes faster and to
unlock as much land supply as we can.
Our new long-term housing plan,
Homes for Queenslanders, sets an
ambitious target of one million new
homes by 2046 including 53,500
social homes. To do this, it will
require every council in Queensland
to work with us to prioritise housing.
Homes for Queenslanders will be
supported by updated regional plans
being developed across the state,
with ShapingSEQ 2023 leading the
way by setting statutory housing
supply and diversity targets.
With support from the Miles
Government, 26 local housing action
plans have been completed for
with the state election now effectively
legislated to occur almost exactly six
months after the local government
elections. This adds an urgency
to all councils as they determine
their relevant advocacy positions to
pitch to all sides of politics. There
is nothing like being on the same
page when we pursue higher levels
of government for a better deal.
As I know the journal is often of
interest to our elected officials,
on behalf of the LGMA, I extend
my warmest congratulations to
the newly elected mayors and
councillors. Your leadership is
crucial to our collective success,
and I am confident that, through
collaboration and shared vision, we
will continue to achieve great things
for the people of Queensland.
remote councils and a further 34
plans are completed or underway
for other regional councils.
Under Homes for Queenslanders,
councils will have access to a
$12.5 million Supply Scheme Fund
which will fast track local supply and
provide direct support to councils
for planning scheme changes to
unlock new housing supply.
This will mean planning schemes
are updated to facilitate the delivery
of new homes in the right locations
faster while ensuring councils receive
contributions for critical infrastructure.
We have also announced a $350
million Incentivising Infill Development
Fund to encourage development
on vacant or under-utilised land
in urban areas close to existing
infrastructure and essential services.
The fund will have a dedicated
regional component, so our regional
cities and towns get their fair share.
That is on top of the $1.8 billion
South-East Queensland City Deal,
the $1 billion Townsville City Deal
FROM THE
the $1.1 billion Works for Queensland
fund, the $1.1 billion Recycling
and Jobs Fund, $368 million in
infrastructure funds and $76 million
for local transport projects.
State government support for
councils can achieve great results
for local communities in terms of
essential infrastructure, local jobs
and business opportunities.
For Queensland’s 65 regional
councils, the 2024-27 round of
Works for Queensland programme
is now open and this year, funding
increases to $300 million. Another
round of the Local Government
Grants and Subsidy Programme is
also upcoming to provide additional
support for local infrastructure.
South East Queensland councils will
also share in $100 million in the next
round of the South East Queensland
Community Stimulus Programme.
Improving council sustainability is
a key priority with my department
working with councils to implement a
new Local Government Sustainability
Framework. Our new framework
will focus on developing more
proactive, tailored solutions to
council sustainability challenges and
support a strong and sustainable
local government sector.
To get the best results, we must
work together to respond to the
unique needs of our communities and
deliver for our fast-growing state.
I look forward to meeting as many
local governments as possible
in the coming months to build
partnerships aimed at improving
the lives of all Queenslanders.
PRESIDENT
Andrew Chesterman
MLGMA
ELECTIONS NOT
ONLY BRING FRESH
PERSPECTIVES TO THE
FORE BUT ALSO THE
CHALLENGE OF ALIGNING
THESE NEW VISIONS WITH
THE SEASONED WISDOM
OF THOSE WHO COME
WITH THE BENEFITS
OF INCUMBENCY AND
EXPERIENCE. THE TASK
AT HAND IS TO FOSTER
NEW RELATIONSHIPS
AND COLLABORATIVE
ENVIRONMENTS TO MEET
THE COMMUNITY’S NEEDS
FOR THE TERM AHEAD,
BUT ALSO WITH AN EYE
WELL INTO THE FUTURE.
I LOOK FORWARD TO
WORKING CLOSELY IN
PARTNERSHIP WITH
ALL 77 COUNCILS
TO CREATE VIBRANT
COMMUNITIES, DRIVE
LOCAL ECONOMIES AND
CREATE GREAT LIFESTYLES
FOR RESIDENTS.
THE MINISTER
MINISTER FOR HOUSING,
LOCAL GOVERNMENT AND PLANNING
AND MINISTER FOR PUBLIC WORKS
Meaghan Scanlon MP
A WORD FROM
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LGMA | 7
POST-ELECTION THERE IS PLENTY
OF ANALYSIS OF THE RESULTS
GOING ON BOTH AT AN INDIVIDUAL
COUNCIL AND AT A SECTORAL
LEVEL. SUFFICE TO SAY THERE
WAS PLENTY OF CHANGE AND
MANY COUNCILS ARE IN THE
PROCESS OF BUILDING NEW
RELATIONSHIPS BOTH WITHIN THE
CHAMBER AND BETWEEN THE
CHAMBER AND THE EXECUTIVE
TEAM.
This can be challenging as each
party brings their own expectations
to the table – some of which can
conflict with others. But as President
Andrew has outlined in his article, the
process of managing this diversity of
view and building effective councils
is not new to the professionals in
local government and I am sure
that collectively we will rise to the
challenge wherever possible.
Last month the Australasian
Management Challenge was held
in Brisbane. Teams performed well
on the day and showed exceptional
ability to meet some very short
timeframes, work off-the-cuff and
prioritise tasks effectively.
I particularly wanted to mention the
pre-challenge task which involved
teams identifying real-life, revenue-
raising activities in their councils as
well as projects that the additional
revenue could fund. A number of
innovative and feasible ideas were
identified including leveraging the
growth in technology and EVs,
waste management initiatives
(including disposal of PV cells),
commercialisation of core capabilities
for on-sale to non-council entities,
and improvement in, or enhanced use
of, council facilities. I look forward
to seeing the teams present these
initiatives back to council. Many
years we see Management Challenge
projects be implemented in council
and I suspect this year will be no
different.
The runners up and winners of
the Challenge were announced at
the Awards for Excellence Gala.
Congratulations to third placed
Western Downs Regional Councils,
Western Pheonix, runner up Sunshine
Summit from Sunshine Coast Council
and 2024 Challenge winner, City
of Moreton Yay! From Moreton Bay
Regional Council. City of Moreton
Yay! will go on to compete at the
National final in Brisbane in August.
In a similar vein, the Awards for
Excellence nominations closed on
the same day as the Challenge and
the wide range of nominations once
again showcase the diverse work of
Queensland councils. As expected
with the timing of the election,
nomination numbers were down but
there are still plenty of projects that
are highly transferable and worth a
look. The Awards are a great source
of ideas and nominators are always
willing to share their processes
with others. View the full list of
nominations in the Awards magazine
which can be accessed on the
website.
Special congratulations to the
finalists and winners – well deserved
recognition.
In this edition of the journal you
can read about the Women in Local
Government Conference. This event
goes from strength to strength and
has found a dedicated following
with some councils already working
out who will get to go to next year’s
event. Now running at capacity,
WILG is informative, uplifting and
fun; challenging officers to be the
best they can in their roles and
organisations. Planning is underway
for 2025 to ensure it continues to
deliver for participants.
I want to give a shout out to all of
you who support the LGMA Villages.
Our exchanges have really hit their
straps this year and we have had
record numbers attending what is
now an extensive programme of
online exchanges and face-to-face
Peta Irvine
MLGMA
CEO
CHIEF EXECUTIVE OFFICER
A WORD FROM THE
In this edition of the journal you can read about the Women in Local Government
Conference. This event goes from strength to strength and has found a dedicated
following with some councils already working out who will get to go to next year’s
event. Now running at capacity, WILG is informative, uplifting and fun; challenging
officers to be the best they can in their roles and organisations. Planning is
underway for 2025 to ensure it continues to deliver for participants.
I WANT TO GIVE A SHOUT
OUT TO ALL OF YOU
WHO SUPPORT THE LGMA
VILLAGES. OUR EXCHANGES
HAVE REALLY HIT THEIR
STRAPS THIS YEAR AND WE
HAVE HAD RECORD NUMBERS
ATTENDING WHAT IS NOW
AN EXTENSIVE PROGRAMME
OF ONLINE EXCHANGES AND
FACE-TO-FACE EVENTS.
events. These are curated by councils,
for councils and the support they are
getting demonstrates how valuable
the network of colleagues can be.
Special thanks to those who have
stepped up to be Village Committee
Executive members and identify
topics, set agendas and facilitate the
conversation.
Some of you will have noted that we
have made it easier to join LGMA by
offering monthly membership. Like a
Netflix subscription, you can sign up
online and set up regular deductions
through PayPal, reducing the up-front
cost of joining. It is great to see new
faces taking up this option.
This year we have welcomed two new
staff members; Karen Daniels has
commenced as a trainer and Angelina
Graham as Administration Officer
(Events). Both have hit the ground
running, and you can expect to see
Ange pop up at an event you attend
while Karen is working towards rolling
out a new series of webinars in the
second half of the year.
There is plenty on in the coming
months – lots of opportunities to
engage with colleagues and LGMA. I
hope to see you soon and please let
us know if there is anything we can do
to support you in your role.
Peta
LGMA MEMBERSHIP
JOIN NOW
MONTHLY MEMBERSHIP AVAILABLE
www.lgmaqld.org.au/About-Membership
LGMA | 9
ORGANISATIONAL REWARDS
PROGRAMMES GET A
PRETTY BAD RAP. MANY
TIMES, THEY PROVOKE THE
COMPLAINT THAT THEY
REWARD THE ‘FAVOURITES’
AND ARE UNFAIR. OFTEN,
THE BAD TASTE OF A POORLY
DESIGNED PROGRAMME
OUTWEIGHS ANY GOOD
FROM THE RECOGNITION.
There is a place for the whole-of-
organisation rewards programmes
and they seem to work best at a
team level rather than an individual
level. But that does not mean
that individual recognition should
be abandoned. In fact, individual
recognition is a feature of many
high-performing organisations.
If you are considering individual
recognition, understanding the
psychology behind rewards can help
you ensure your programme meets
your objective of making people
feel valued and appreciated. There
are several ways you can stretch
the goodwill and positivity that
well designed recognition offers.
Recognition has a greater positive
impact if it is unexpected. This is
where the whole-of-organisation
rewards programmes can fall
down. Individuals or teams who
win might well have been expecting
to win and therefore get less of
a buzz than you would like while
those who do not win but thought
they were in with a chance feel
disappointed and potentially unseen.
Recognition is best where it
is specific – this reduces the
risk of it being begrudged by
others. Being recognised for
‘improvement’, ‘doing your job’
or ‘being a good team player’ can
cause resentment in a team.
In recognising good work, consider
offering rewards options. These
could be things such as a gift card,
a workday for charity, a donation
to charity, a day off, the option
to choose the team charity or a
team activity, a pay rise or bonus
(if in scope) or an opportunity
to take on a new project/task.
Offering a choice of reward gives
multiple points of positive impact
(i.e. a dopamine hit): when they are
told of the reward; when they make
the choice; when they access
the reward; and then reflecting on
the experience. A simple choice
(and three is the magic number for
options) exponentially increases
the impact of your effort.
If you are offering an award, ensure
that it is not less than expected. For
example, if a promised pay increase
is lower than was anticipated, the
impact is worse than if there was
never an increase promised.
Consider too, people like to be
acknowledged when they have done
more than others (and/or more
than expected) and they like to be
acknowledged for righting a wrong/
fixing a problem. They are less
gratified by being acknowledged
for what they see as their role
or part of their core skill set.
So, when thinking about recognition,
what tweaks can you make to get
more impact for your effort?
The Gadens difference
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We are a law firm that has operated in Queensland for more than 30 years, with 25 partners
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T +61 7 3231 1518
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Scan the QR code
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Transportation
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renewal issues
Prosecution and
investigations
Health facilities
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Employment, industrial
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recreational areas
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Rewarding
Performance
LGMA | 11
10 | the journal
A W A R D S F O R
EXCELLENCE
2 0 2 4
The Awards for Excellence Gala Celebration was held at the
State Library of Queensland on 23 May 2024.
Congratulations to all nominees, finalists and category winners. As in past years, the nominations
were varied and reflect the diversity that is Queensland local government. The panel of expert
judges had to determine finalists and winners in categories where the nominations varied in scope,
impact, application and purpose. No easy task but, in the end, they selected the projects which best
exemplified the category and which were the best examples in the context they were delivered.
Congratulations to all winners and finalists who were announced at the Gala.
Award for Excellence in Innovation
Brisbane Metro – a new era of connected
travel, Brisbane City Council
Brisbane City Council with
Michael Cerruto of King and Company Solicitors.
Award for Excellence in Collaboration
Land for Wildlife South East Queensland
Land for Wildlife Officers with
Joshua Hannan of Department of Housing,
Local Government, Planning and Public Works.
Award for Excellence in Community Shaping
First Nations Fire Officer, Gladstone Regional Council
Gladstone Regional Council with Andrew Chesterman
of the LGMA Board on behalf of Preston Law.
Award for Excellence in Teamwork
Disaster Response and Recovery,
Western Downs Regional Council
Western Downs Regional Council
with Daniel Maroske of Gadens.
Award for Excellence in Workplace Wellbeing
Our Culture Journey, Gladstone Regional Council
Gladstone Regional Council with
Darren Taylor of NB Employment Law.
Award for Excellence in Resourcefulness
Waste Management Programme,
Norfolk Island Regional Council
Norfolk Island Regional Council
with Matthew Hogno of Brighter Super
Award for Excellence in Sustainability
Wild Dog Exclusion Fence Program,
Balonne Shire Council
Balonne Shire Council with
Tim Fynes-Clinton of King and Company Solicitors.
Above and Beyond Award
Stephen Dry, Cairns Regional Council
Stephen Dry of Cairns Regional Council
with Matthew Hogno of Brighter Super
INNOVATION
Divisional Economic Dashboard,
City of Moreton Bay
Flood Information Portal,
Lockyer Valley Regional Council
Lived Experience Inclusion Project,
Sunshine Coast Council
WORKPLACE WELLBEING
The Rehabilitation and
Return to Work Programme,
Western Downs Regional Council
Workplace Wellbeing
Safety Initiatives,
Lockyer Valley Regional Council
SUSTAINABILITY
Community Conservation
Partnerships,
Brisbane City Council
COMMUNITY SHAPING
Night Patrol,
Palm Island Regional Council
RideScore,
Sunshine Coast Council
Save Glenden,
Isaac Regional Council
Stronger Communities Program,
Ipswich City Council
COLLABORATION
Bunya Mountain Bike Trails Project,
Western Downs Regional Council
Cultural Mediation
at The Condensery,
Somerset Regional Council
Embracing the Hidden
Disabilities Sunflower Initiative,
Redland City Council
TEAMWORK
Bridging the Gap – The Collapse
of Routh Creek Bridge,
Etheridge Shire Council
Growing Great Spaces,
Rockhampton Regional Council
RESOURCEFULNESS
Project Integration,
Palm Island Aboriginal
Shire Council
Strategic ICT Management
Framework and Cyber-risk and
Systems Management Initiative,
Burke Shire Council
FINALISTS INCLUDED:
If you would like to find out more about any of the projects nominated, the Awards publication highlights
all award nominations and is available on the LGMA website.
Thank you to LGMA’s corporate partners, this event would not be what it is without your support.
Watch out for the 2025 Awards. Nominations will open in November 2024.
LGMA | 13
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LGMA | 15
14 | the journal
ON 6 AND 7 MARCH, THE
HOTEL GRAND CHANCELLOR
IN BRISBANE BECAME THE
EPICENTRE OF INSPIRATION
AS OVER 100 LOCAL
GOVERNMENT OFFICERS
GATHERED FOR THE ANNUAL
LGMA WOMEN IN LOCAL
GOVERNMENT CONFERENCE.
Against the backdrop of buzzing
conversations, networking
opportunities and palpable
excitement, attendees embarked
on a transformative journey
filled with thought-provoking
discussions, motivational insights
and empowering strategies.
LGMA CEO, Peta Irvine, set the tone
for the conference by highlighting the
under-representation of women in
senior roles within local government.
With a clear mission to empower
women, the conference aimed to
equip attendees with the tools to set
goals, conquer impostor syndrome
and forge meaningful working
connections. It was a rallying cry
to step out of the whirlwind of
daily responsibilities and embrace
ambition for career growth.
Day one commenced with an
electrifying keynote by Kerri Pottharst
OAM, who shared her definition of
empowerment: “the knowledge,
confidence and ability to do the
things you want to do.” Kerri detailed
her journey as an Olympic champion
and emphasised the importance of
mindset and audacious goal setting in
achieving empowerment. Attendees
were challenged to step out of their
comfort zones, with six fortunate
delegates even taking the literal first
step over broken glass – a powerful
metaphor for overcoming obstacles.
The day unfolded with podcaster,
Cat Matson’s insightful strategies
for combating impostor syndrome:
creating your personal brag-bag story.
Julie Barr of McArthur delivered
poignant observations on the barriers
faced by women in leadership roles: “If
women are truly empowered, why do
we see so few in positions of power?”
Cr Jo McNally’s courageous narrative
shed light on the challenges some
councillors face when the council
chamber becomes dysfunctional.
Delegates also discussed the
warning signs of bullying and
harassment and key support
mechanisms that can be accessed.
A consistent highlight of the
conference is the CEO panel, this year
featuring Leisa Dowling (Gladstone
Regional Council), Sonia Cooper
(City of Ipswich) and Emma Thomas
(Sunshine Coast Council), who shared
their non-linear career paths and what
they have recognised as the essential
skills and attributes for women’s
success in executive leadership roles.
Delegates eagerly engaged with the
panel, gaining invaluable insights
from their diverse experiences.
On day two, the group embarked
on a journey of self-discovery,
identifying what they saw as their
favourite superpower; a fantastic
way to garner interesting insights
on ourselves and each other.
Bronwyn Blagoev, the Independent
Assessor then delved into practical
strategies for managing challenging
conversations, with an engaging and
open discussion of common missteps.
Bridget Donald and Daniel Fletcher
(Western Downs Regional Council),
along with Claire Simmons and
Fleur Anderson (Cairns Regional
Council), then outlined the positives
and negatives of their professional
relationships and what they
have learnt about engendering
functional partnerships. This led to
a discussion of critical duos; how
to identify them and then build
and retain effective relationships
regardless of team or location.
Tanya Williams provided insights into
the importance of personal branding
and social media presence in growing
your sphere of influence. This led into
the final group workshop, facilitating
reflection and discussion on the key
insights gained by everyone over the
course of the two days, enabling first
stage planning for ‘next steps,’ and
focus for integration of key learnings.
Closing keynote speaker, Jackie
Furey, captivated attendees with
her insightful, engaging, and at
times hilarious presentation offering
strategies for understanding who
you are and why you do the things
you do and how to circumvent them.
She highlighted the importance
and benefits of generating
personal power and translating
it to all aspects of your life.
LGMA’s Women in Local Government
Conference was more than just
a gathering, it was a catalyst for
empowerment, inspiration and
growth. As attendees departed
with renewed confidence and
determination, they carried with
them the belief in their capability
to work towards that job in the
organisation that they most aspire to.
Events such as these do not happen
without support. LGMA thanks Lucas
Dias, our fabulous photographer, for
capturing the magic of both days
and of course all our delegates for
their engagement and participation.
We also extend our gratitude to the
Department of Local Government
for their continued support in
the generous provision of ten
scholarships making it possible for
delegates from various councils,
including Balonne Shire Council,
Banana Shire Council, Burdekin Shire
Council, Charters Towers Regional
Council, Cook Shire Council, North
Burnett Regional Council and
Quilpie Shire Council to participate
in this transformative event.
Thank you to LGMA’s amazing
Corporate Partners for their
invaluable support and unwavering
commitment to ensuring the success
of this event: King and Company
Solicitors, Brighter Super, Preston
Law, Telstra, Gadens, Wise Workplace
Training, Peak Services, McArthur
and the Queensland branch of
the Australian Local Government
Women’s Association (ALGWA).
Your partnership exemplifies a
shared dedication to empowering
women in local government and
we are deeply grateful for your
collaboration and support.
For anyone seeking to ignite their
potential and contribute to a more
inclusive future, mark your calendars
for next year’s conference, 5-6 March,
2025. It is an opportunity you won’t
want to miss.
“If women are truly
empowered, why
do we see so few in
positions of power?”
On day two, the
group embarked on
a journey of self-
discovery, identifying
what they saw as their
favourite superpower
LGMA’s Women in
Local Government
Conference was more
than just a gathering,
it was a catalyst
for empowerment,
inspiration and growth.
WOMEN IN LOCAL GOVERNMENT
CONFERENCE
6 - 7 MARCH 2024
LGMA | 17
16 | the journal
LGMA | 19
Living in Australia 2024
Queensland Community Insights
.id’s annual ‘Living in Australia’ survey captures
community views on topics central to advancing
Queenslanders’ quality of life and the State’s prosperity.
Email views@id.com.au to arrange a presentation.
Living in Australia is an annually updated survey provi
ding national, state and regional
spatial benchmarking data for councils and other org
anisations that subscribe to our
Community Views & views.id service.
Learn more and �oo� a
presentation via Q� �ode
community views % views.id
Contact us to arrange a free online Living in Queensland’
presentation exploring residents’ perspectives on topics
relevant to local government decision making.
CEO’s Kitbag is currently being piloted in one Queensland and
one Northern Territory council with interest high for future deployments.
Watch this space for an outcomes report in the future.
Recognising that local governments
are complex and varied
organisations, often under-resourced
for the services they provide, the
CEO’s Kitbag offers a suite of tools
to assist CEOs to navigate the
complexity of local government
organisations and ensure
consistency and understanding
across the leadership team.
Essential local government frameworks
Earlier this year, LGMA
partnered with Stevenson
Consulting to launch
a new programme,
CEO’s Kitbag.
CEOs who are new to an organisation often seek to quickly understand
and improve their organisation and are wary of hidden anomalies or gaps.
While they know the value of fresh eyes, often time pressures do not allow
them to undertake the assessment required. There are many training
options and plenty of consultants who can assist, but each requires an
investment of the CEO’s precious time and effort. To help these CEOs, the
CEO’s Kitbag has been developed as an affordable and convenient aid.
WHAT IS THE CEO’S KITBAG?
Made up of various modules such as integrated leadership and
integrated organisational planning frameworks, the CEO’s Kitbag
provides dedicated tools assisting CEOs to delve into critical areas
of their business using an independent set of eyes to identify gaps
and challenges. In the process, a suite of well-mapped and carefully
documented frameworks for future operations is created.
Other deliverables include an assessment of the organisation’s health,
comprehensive mapping of elements and interdependencies, and
templated terms of reference for the components in each framework.
The programme is customised to meet the specific needs of each client.
HOW THE PROGRAMME WORKS
Through a facilitated development process involving senior and
key personnel, tested methodology will be applied to develop the
framework. The process includes on-site workshops, remote analysis
and reporting. Developed by highly experienced local government
CEO and past LGMA President, Gary Stevenson, each module has the
benefit of his wealth of experience and application in various settings.