S U PPO RTING T H E P R O F E SS I ON ALS S H AP I N G Q U E E NS L AN D CO MMUN I T I E S
F E B R U A R Y 2 0 2 5
THE
New instrument for
OIA Fast-Tracks
Complaints Process
New instrument for
OIA Fast-Tracks
Complaints Process
Mentoring
Mindsets
Mentoring
Mindsets
Reflecting on the
Taituarā Conference
and Exploring Napier,
New Zealand
Reflecting on the
Taituarā Conference
and Exploring Napier,
New Zealand
2024 Delegation to
Northeastern USA
and 2024 ICMA
Annual Conference –
Pittsburgh
2024 Delegation to
Northeastern USA
and 2024 ICMA
Annual Conference –
Pittsburgh
Rural Management
Challenge Wrap Up
Rural Management
Challenge Wrap Up
Myth Busting
Productivity
Myth Busting
Productivity
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for and support Queensland local
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relevant and quality professional
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contributing to the advancement of
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and the journal, please contact
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views expressed by contributors are
exclusively those of the contributor and
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otherwise stated. Permission is required
to reproduce any material from
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the journal welcomes contributions
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contribute to an upcoming edition of
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CREDITS
EDITOR
Elaine Brown
LGMA
T 07 3174 5004
E projects@lgmaqld.org.au
DESIGN
Ben Mathieson
BrandGrowth
T 0431 771 059
www.brandgrowth.com.au
WARNING: Aboriginal and Torres
Strait Islander viewers are warned
that the journal contains images
and voices of deceased persons.
Local Government Managers Australia – LGMA Qld LGMA Queensland
2 | the journal
LGMA | 3
4.
From the President’s Desk
5.
A Word from the Minister
6.
A Word from the CEO
8.
Noel “Noeley” Jensen
10.
New instrument for OIA Fast-Tracks
Complaints Process
12.
Awards for Excellence 2025
14.
Myth Busting Productivity
16.
Rural Management Challenge
Wrap Up
18.
Mentoring Mindsets
20. JLT Public Sector:
Do you understand your
Council’s risk profile?
22. Reflecting on the Taituarā
Conference and Exploring Napier,
New Zealand
24. 2024 Delegation to Northeastern
USA and 2024 ICMA Annual
Conference – Pittsburgh
29. Inspire Conference 2025
30. Meet the Member - Stephen Frost
31.
Meet the Member - Eva Haines
32. Meet the Member - Kent Worsley
33. Retired Members Lunch 2024
34. Calendar of Events
35. Movers and Shakers
14
Contents
Noel “Noeley”
Jensen
Myth Busting
Productivity
2024 Delegation to
Northeastern USA and 2024
ICMA Annual Conference –
Pittsburgh
24
19
50
20
25
TH
LGMA | 5
4 | the journal
PRESIDENT’S
DESK
FROM THE
PRESIDENT
Andrew Chesterman
MLGMA
ON THE LGMA FRONT, 2025
IS A HUGE MILESTONE
IN OUR HISTORY AS WE
WILL CELEBRATE THE
75TH ANNIVERSARY
OF THE ASSOCIATION.
FROM IMA (THE
INSTITUTE OF MUNICIPAL
ADMINISTRATION) TO IMM
(INSTITUTE OF MUNICIPAL
MANAGERS) TO LGMA, WE
HAVE BEEN SUPPORTING
LOCAL GOVERNMENT
OFFICERS FOR 75 YEARS.
Welcome to this edition of the journal
and a Happy New Year. I hope you
had a chance to take a break, reflect
on the year just gone and consider
how you are going to approach 2025.
What a diference a few months can
make! Since I last wrote, our world
has again changed just that bit more.
A new US President has been elected
and, closer to home, a newly installed
State Government is now underway
in the delivery of its legislative
agenda. More of that and how we
can play a part in a moment.
It would be remiss of me not to reflect
on the movement of many CEOs in
the sector over the past year and I
particularly welcome those who are
new (or returned) to Queensland and
now part of our community. With
each change comes an element
of momentum shift: sometimes
a pause or slowing down of an
organisation’s ‘metabolic rate’, as
my good mentor Jude Munro used
to say; and sometimes speeding up
where there is pressure and demand
for timely action or change in new
direction from a united council.
To those who are new in their
organisations at any level, be kind to
yourself. Our businesses are complex,
have long histories and often multiple
leadership changes over time which
makes navigating the path forward a
little more challenging. It is important,
however, to use any change as a
chance to stop and observe what is
happening. My experience is that
your gut feeling about what you see
in the first three months of a new role
is, more often than not, true. Make
notes of what you see, and you’ll find
a path appear for the priorities ahead.
Most recently, since resigning from
Redland City Council, I am pleased
to have been asked to lead the State
Government’s Red Tape Reduction
Taskforce. At the time of writing
this column the terms of reference
were still being finalised but there is
a strong commitment from Minister
Leahy to understand the red tape
from 1 William Street that makes our
role more difcult than it needs to be.
The empowerment of councils by
streamlining state approvals and
removing unnecessary barriers that
limit the capacity and efectiveness of
councils to serve communities in the
best way they determine, is a key goal.
To this end, the LGMA, LGAQ and
other state departments will all be
engaged to flesh these barriers out
in detail. This is an opportunity,
and I have written to all councils
about how they can be involved.
Most important is to have ofcers
describe the red tape challenges
and, as the subject matter experts,
provide suggested solutions that
might maintain the policy intent of
a law or regulation, but in an easier,
faster, more efcient fashion. Please
take the time to get involved.
On the LGMA front, 2025 is a huge
milestone in our history as we will
celebrate the 75th anniversary of the
association. From IMA (the Institute
of Municipal Administration) to IMM
(Institute of Municipal Managers)
to LGMA, we have been supporting
local government ofcers for 75
years. I look forward to celebrating
our achievements with you and
to thinking about how LGMA can
continue to support local government
ofcers over the coming decades.
Finally, I would like to acknowledge
the immense contribution from Susan
Jarvis to LGMA over many years. She
has been both President (2017-19)
and a long-standing Board Member
and I know we all wish her well in
the next chapter of her journey. Her
resignation from the Board opens a
vacancy which the Membership will
vote after the nomination process
commencing in February. These
are big shoes to fill, and I encourage
anyone with a passion for the sector
and LGMA to consider nominating.
Andrew Chesterman
19
50
20
25
TH
AS THE NEWLY APPOINTED
MINISTER FOR LOCAL
GOVERNMENT AND WATER,
I'M EXCITED TO BEGIN
MY WORK SUPPORTING
LOCAL GOVERNMENTS
AND COMMUNITIES
ACROSS QUEENSLAND.
This is an opportunity for a
fresh start between our two
levels of government, one where
we work together as genuine
and equal partners to achieve
better community outcomes.
I am committed to creating
an environment where local
governments are empowered
and free from regulatory burden,
while still maintaining high levels
of integrity and accountability.
I’ve had the privilege of representing
the electorate of Warrego since
2012. Through this experience,
I’ve gained a deep understanding
of regional Queensland and the
critical role local governments
– from their CEOs through to
administrative staf – play in the
development of their communities.
Now, as Minister, my focus is on
building the partnerships between
state and local governments to
ensure Queensland’s prosperity,
particularly in areas that matter most
to councils and their residents.
Our government is eager for all of
us to identify ways to do things
better. One of my key objectives
is to make sure local governments
have the support and resources they
need to achieve more productive
and efcient service delivery.
Queensland’s 77 councils are
diverse, each with their own set
of challenges and opportunities.
You know what your communities
need. Whether delivering essential
services or supporting local
growth, I am keen to get to work
with councils and do everything I
can to enable you to succeed.
In doing so, my department will
continue to provide the legislative
support to enable local governments
to operate in a way that is fit
for purpose and sustainable.
A key priority for me is to see
local governments held to the
highest levels of integrity and
accountability. It’s essential that
councils serve their communities
responsibly and with transparency.
At the same time, we need local
governments to operate without
being burdened by unnecessary red
tape. My team and I are committed
to supporting councils in serving
their communities efectively while
minimising regulatory hurdles.
To this end, we’ve stood up the
Local Government Red Tape
Reduction Taskforce led by respected
public sector executive Andrew
Chesterman. The Taskforce will
focus on identifying opportunities
to streamline approvals and remove
barriers for local government projects
to improve the efciency of local
governments, enhance long-term
council sustainability, and save
money for Queensland ratepayers.
By streamlining these processes
in a targeted way, we’re making it
easier for local governments to bring
projects to life and focus on creating
vibrant, liveable communities.
In addition, I’m pleased that the Works
for Queensland program has become
permanent, with a guaranteed $100
million allocated each year for local
infrastructure projects. This funding
will not only support job creation,
but will provide councils with the
resources to deliver the infrastructure
that Queensland’s communities
need to live, work, play and grow.
The Queensland Government’s
approach is one of collaboration
and empowerment, and we are
committed to investing in essential
infrastructure that will benefit
councils across the state.
Working together to build better
essential services and infrastructure
is also key to our eforts to boost
housing stock so as to meet the
demands of our growing population.
I am excited to work alongside local
government professionals as we
continue to support the communities
that rely on our collective eforts.
Together, we will foster a sustainable
future for Queensland—one that
is built on collaboration, strategic
investment in infrastructure, and a
shared commitment to achieving
great outcomes for Queenslanders.
By focusing on the right priorities
and working together, I believe
we can create a brighter, more
prosperous future for Queensland’s
local governments and the
communities they serve.
Ann Leahy
THE MINISTER
MINISTER FOR LOCAL GOVERNMENT
AND WATER AND MINISTER FOR FIRE,
DISASTER RECOVERY AND VOLUNTEERS
Ann Leahy MP
A WORD FROM
6 | the journal
SITTING AROUND THE
TABLE EATING HAM OVER
CHRISTMAS, I ASKED FRIENDS
AND FAMILY WHAT THEY
WERE HOPING FOR IN 2025 –
WHAT WORD THEY WANTED
TO HAVE SUM UP THE YEAR
TO COME.
And what they said was not
unexpected or probably very
diferent from a thousand other such
discussions going on. But it did make
me pause to reflect on each response
and how it might be relevant to LGMA
and our members.
STAMINA
Stamina (from someone who has a
couple of big projects to finish of in
the first half of 2025 but for whom
the interest has waned – now it is just
a slog to the end). I am sure we can
all relate. Many of us have had those
projects that start of interesting
and challenging but get bogged
down in delays – whether they are
consultation processes that need to
be undertaken, approval red tape,
struggles to get the right information
or problems sourcing material, people
etc. We know that we need to keep
up our energy and commitment if we
are going to get them over the line,
but the gloss has gone, and we are
running on grit only.
According to author and psychologist,
Angela Duckworth, focusing on
the end goal, imagining what the
future will be like when the project is
complete, is key to persevering and
getting it done.
STABILITY
Stability (from someone who has had
a disrupted year – accommodation,
work and friend groups and just
wants to settle things down and build
a new foundation). We can definitely
relate to this at LGMA. At the start
of 2024 we said we were aiming for a
year free from chaos (or at least the
chaos we create). We were not going
to respond to every idea raised or
try to create a programme for every
minor problem a council identified.
We were going to stick to our core
programmes and do them really well.
Life is chaotic enough without us
adding additional pressure.
Dealing with the inevitable chaos
that will be life in local government
in 2025 is easier if you have clear
boundaries and goals. What is in
and out of scope and what will you
take on or not take on in order to
achieve the most and maintain some
semblance of calm? This is all about
clarity of vision and is something
that Simon Sinek talks about in his
podcasts.
SUCCESS
Success (from someone starting
a new job who desperately wants
to do well). Of course we want to
be successful, it is human nature.
Success looks diferent to diferent
people and diferent in diferent
aspects of your life. Success in close
relationships might include the ability
to compromise, to feel the difcult
feelings and be vulnerable. Success
in sport might be to win and improve.
Success in work might be to make a
diference, even if not the way you
originally intended. Whatever it is
for you, being able to articulate your
definition of success is a necessary
first step to being successful.
This is a great discussion to have
with your team, absolutely with your
boss and perhaps even your peers.
How will I/we know if I/we have been
successful?
JOY
Joy (from one who has had a year
focused on setting foundations,
working hard and playing little).
We all want happiness and to find
pleasure in life. If you have ever
attended one of LGMA’ s work/life
balance programmes, you would have
heard us talk about starting with the
little things.
What are the small things you do that
always give you pleasure? Perhaps it
is sitting on the porch with a cuppa
Peta Irvine
MLGMA
CEO
CHIEF EXECUTIVE OFFICER
A WORD FROM THE
So, my wish for you all in 2025 is that you have the stamina to get
through it, enough stability to manage the crazy, oodles of joy along
the way and that you make the impact you set out to make.
as the sun comes up? Perhaps on
the back deck with a wine as the sun
goes down? Perhaps it is watching
your kids or grandkids play in a park
or run around with the dog? Perhaps
it is catching up for cofee with an old
school friend. Maybe you like to read
a trusty favourite book or watch a
movie you have seen a hundred times.
Maybe you want to get out on the
open road, ride a horse, play a sport,
see a band, swim in a dam, climb a
hill, dig out weeds, paint a picture,
crochet a toy, build a chair, bake a
cake, tinker on an engine.
In his Meet the Member article in this
edition of the journal, Kent Worsley
mentions the importance of nature
and for many of us, this is where
we find joy – just being part of the
natural world around us.
Whatever your things are, knowing
which small, inexpensive activities
always give you joy can be the
knowledge you need to bring more
joy into your life. Write them down
and when you notice the joy is not
there, pick one to do as soon as you
can.
IMPACT
Impact. This could otherwise be
expressed as purpose, but I loved that
they said ‘Impact’. To get to the end
of the year and be able to say you
have had an impact (and I will take for
granted that we mean a positive one)
is, for me, one of the most satisfying
things I can describe. To know that
you have made a diference to others,
whether directly or indirectly, is
uplifting. I wondered whether this is
a universal satisfaction, and I hope
that it is, that it is human nature. I
cannot be sure but I do know that it
is hard-wired into local government.
Everything local government does
is for the good of another – the
community, individuals within the
community, individuals within our
organisations.
I wonder where your impact will be
most felt in 2025? Do you have a
plan, or will you be surprised?
So, my wish for you all in 2025 is that
you have the stamina to get through
it, enough stability to manage the
crazy, oodles of joy along the way
and that you make the impact you set
out to make.
And the team at LGMA will be right
there with you.
Peta
ACCORDING TO AUTHOR
AND PSYCHOLOGIST,
ANGELA DUCKWORTH,
FOCUSING ON THE END
GOAL, IMAGINING WHAT
THE FUTURE WILL BE
LIKE WHEN THE PROJECT
IS COMPLETE, IS KEY
TO PERSEVERING AND
GETTING IT DONE.
WHATEVER YOUR THINGS
ARE, KNOWING WHICH
SMALL, INEXPENSIVE
ACTIVITIES ALWAYS GIVE
YOU JOY CAN BE THE
KNOWLEDGE YOU NEED
TO BRING MORE JOY INTO
YOUR LIFE. WRITE THEM
DOWN AND WHEN YOU
NOTICE THE JOY IS NOT
THERE, PICK ONE TO DO AS
SOON AS YOU CAN.
LGMA | 7
Late update: At the Weipa
Rural Management Challenge,
I had the very great pleasure
of meeting Dick Namai.
A beautiful and warm
Yupungathi / Warranggu man,
Dick was a great contributor
to Napranum’s win in the
challenge with his steady,
considered approach to tasks.
Sadly, Dick passed away
unexpectedly early this year.
Vale, Dick Namai Jr.
LGMA | 9
Noel (Noeley) Jensen has worked
for council for more than 21 years
as a valued member of our Roads
Team. By all accounts he is one of
the hardest workers in the team at
the ripe old age of 63. When the
youngsters are struggling for breath
and taking a break, Noeley just keeps
on going. He does all the jobs no-one
likes to do and never, ever, complains.
Like many of his colleagues, he is fond
of yellow plant and one of his career
highlights has been mastering the
roller. This is a source of immense
pride and joy! He also loves a smoke
at smoko time and a rum with his
mates at his local in Calliope.
Very sadly, Noeley recently received
some devastating health news and
is now receiving palliative care.
Noeley’s leader, who coincidentally
shares the same given name, happens
to be one of the kindest and most
compassionate people you will
ever meet. With a little help from
some other kind council souls, Noel
treated his namesake to a recent
visit back to his beloved Calliope
Depot where the roller he was so
proud of mastering was named in
his honour. Spending treasured
time with close colleagues was both
heartwarming and exhausting for him.
Noeley lives with his Mum, who is
in her early nineties and his sister.
Anyone who loves a rum and a smoke,
like Noeley, finds extended stays in
hospital a decided inconvenience.
When Noeley discharged himself
from hospital again recently, in-
home care was arranged as an
alternative. Shortly thereafter, I
had a call from Noel, who asked if
I was sitting down. This is always
an unnerving conversation starter,
so I braced for what was to come.
Noel told me that the help that had
been arranged at home included
washing clothes, however, it had just
been discovered that Noeley and
his family did not have a washing
machine. They were still using a
hand washboard that people of
my generation and beyond would
probably have never seen or known
existed. Maybe this goes someway
to explaining the work ethic so
consistently on display. So, Noel
8 | the journal
I AM A FIRM BELIEVER THAT IF WE LOOK AFTER OUR PEOPLE,
THEY WILL LOOK AFTER OUR COMMUNITIES.
This approach is reflected in one of our corporate goals here at Gladstone Regional Council, along
with an outcome that our people are proud to work for Council. Individual experiences of our
culture and that sense of pride vary across the organisation. I would like to share what I know of
one person’s experience. This is the story I shared with our leaders in November 2024.
Noel (Noeley) Jensen
has worked for council
for more than 21 years
as a valued member of
our Roads Team. By
all accounts he is one
of the hardest workers
in the team at the ripe
old age of 63. When
the youngsters are
struggling for breath
and taking a break,
Noeley just keeps
on going. He does
all the jobs no-one
likes to do and never,
ever, complains.
NOEL “NOELEY” JENSEN
asked me if we could buy a washing
machine for him. How could we
not? We have broken some rules,
but we are working it through the
system now and putting the request
through our CARE Club (employee
initiative that supports our people
experiencing serious illness).
When I first heard about the
prognosis Noeley had been given, I
was also told that his wish was to be
laid to rest in his council uniform. I
have never experienced goosebumps
like I did during that conversation. I
have heard of people choosing to
be laid to rest in military uniforms,
football jerseys and favourite outfits
but never a council uniform. I cannot
think of any better example of what
it means to be proud to work for
council, serving our community.
I am so thankful for the care that has
been wrapped around Noeley and
to know that his twenty-one plus
years with council have meant so
much to him. It is a privilege we are
given as leaders and colleagues to
create experiences and workplaces
that mean so much to people. Let
us never lose sight of this privilege.
Noel Mervyn “Noeley” Jensen
sadly passed away on 8 December
2024. A large contingent of his
Gladstone Regional Council family
joined loved ones to celebrate his
life, as he was sent on his way with a
rousing chorus of ‘Run to Paradise.’
His legacy of proudly serving the
Gladstone Region community
has left an imprint on us all.
Just before Christmas, Noel gifted
me a desert rose that he had grown
to thank me for my support during
the tough times. His kindness knows
no bounds! This beautiful plant
has pride of place at home and
every time I water it, I consistently
experience two distinct responses.
The first emotion is one of gratitude
for the “Noels” who have come
before us and those who continue
to serve with such pride. This is
quickly followed by a fire in the
belly to do better and be better.
Leadership is indeed a privilege!
Leisa Dowling
Chief Executive Ofcer
Gladstone Regional Council
Director (At Large)
10 | the journal
ONE OF SEVERAL
LEGISLATIVE CHANGES TO
THE COUNCILLOR CONDUCT
FRAMEWORK IS HELPING
STREAMLINE AND IMPROVE
THE COMPLAINTS PROCESS.
As part of the reforms which came
into efect in late 2023, the Ofce
of the Independent Assessor
(OIA) was given the ability to
issue statutory recommendations
directly to councillors instead
of prosecuting matters.
Just over 12 months on and more
than 60 recommendations have
been issued to councils and
councillors, expediting resolutions
with actionable outcomes.
The new approach ofers a
constructive pathway for councillors
who are subject to complaints
of lower-level conduct breaches,
allowing them to reflect on their
conduct, undertake relevant
training and move forward.
The recommendations provide
immediate awareness of what
the legislation requires them
to do and there are also cost
saving benefits associated with
the process by removing the
need for councils to undertake
conduct breach investigations.
The OIA is using this method as
the starting point for an escalation
process, similar to a warning system.
Councillors are given an opportunity
to remedy their conduct before more
serious measures are pursued such
as referring the matter to council
to deal with or the OIA undertaking
a misconduct investigation.
Pleasingly, this is proving to be
an efective mechanism with only
a small number of councillors
requiring more than one
recommendation on the same issue.
Since November 2023, 41 councillors
received one recommendation,
while five councillors have received
two or more recommendations.
These figures suggest the majority
of councillors have adhered to
the recommendations and correct
their conduct without further
complaints and intervention.
We know the proof will be in the
pudding - so we will continue
to monitor whether statutory
recommendations are successful
in building capacity and ultimately
lead to better outcomes across
the sector in the long term.
Last year saw a significant shift in
focus for the OIA, with the new reform
taking shape enabling a backlog
of aging misconduct complaints to
New instrument for OIA
FAST-TRACKS
COMPLAINTS PROCESS
be withdrawn following the local
government elections in March.
The changes required the OIA
to withdraw matters from the
Council Conduct Tribunal (CCT)
where the subject councillor’s
ofce had been vacated or where
the conduct related to behaviour
engaged in by the councillor in a
personal capacity. As a result of the
changes, the OIA withdrew more
than 50 applications which were
awaiting consideration of the CCT.
The removal of older cases has
led to reduced OIA timeframes
for investigations and legal
proceedings which placed us in
a strong position to assess more
than 1,000 complaints in 2024.
Approximately 80 per cent of matters
assessed by the OIA are dismissed
or have no further action taken
following assessment. This outcome
reinforces the OIA’s educative
approach for lower-level complaints
while focusing our resources towards
serious misconduct matters.
Complaints alleging a conduct breach
are not always straight forward. The
OIA takes into account various factors
when considering each case, including
the unique circumstances of the
matter, the public interest, whether
previous recommendations had
been issued to the subject councillor,
and the severity of the conduct.
The decision to refer conduct breach
matters to local governments are
not taken lightly as we are acutely
aware of the cost and impact of
doing so. In almost all instances, the
councillors involved had been issued
with prior recommendations first.
Late last year, we heard from the
new state government about its
intention to review the councillor
conduct framework, a move that
the OIA welcomes. We see this as
an opportunity to continue refining
the system so that legislation is
achieving what it is designed to do
and meets the needs of the sector.
We also acknowledge that the
government has given a commitment
to create an environment where
local government is empowered,
ensuring it is held to high levels of
integrity and accountability while
enabling councillors to serve their
community without unnecessary
regulatory burden. The OIA plays
an integral role in this vision, and
we look forward to working with
government and other stakeholders
to continue improving the framework.
I encourage councillors, CEOs
and staf across local government
to provide feedback and share
your insights when the review
process formally gets underway.
Finally, we would like to thank
everyone, from council administration
staf, legal ofcers through to
our CEOs for their important
contributions in helping us deliver on
our commitments. The collaborative
nature of this process is essential to
its success, and the responsiveness
and support of local government staf
have been instrumental in helping the
OIA meet its objectives. We are very
grateful for this ongoing cooperation.
We wish all councils a successful year
ahead and look forward to proactive
engagement opportunities where we
can meet face to face or online soon.
The new approach
offers a constructive
pathway for
councillors who are
subject to complaints
of lower-level conduct
breaches, allowing
them to reflect on their
conduct, undertake
relevant training
and move forward.
The removal of
older cases has led
to reduced OIA
timeframes for
investigations and
legal proceedings
which placed us in
a strong position to
assess more than 1,000
complaints in 2024.
Bronwyn Blagoev
Independent Assessor, OIA
LGMA | 11
The LGMA Awards for Excellence recognise the best of local government initiatives
throughout the state, noting the difering environments and communities that local
government serves. LGMA is delighted to present a programme which acknowledges and
celebrates the outstanding work undertaken by local governments across Queensland.
2025 Awards for Excellence Nominations
The 2025 LGMA Awards for Excellence programme is
open for nominations until 2 April 2025 (nominations
close at 3.00pm). The Award Categories include:
• Above and Beyond
• Community Shaping
• Collaboration
• Innovation
• Resourcefulness (Category A1 – B1 councils only)
• Sustainability
• Teamwork
• Workplace Wellbeing
Please visit the website to access the
Nomination Guidelines and Conditions.
Nomination Registration: All nominations need to
be registered via the Online Registrations tab (under
Events) on the LGMA website. Early registration
of your pending nomination allows LGMA to plan
for the judging process and the Awards Gala.
2025 Awards for Excellence Gala
Date: Thursday 22 May 2025
Venue: State Library of Queensland, Cultural Centre,
Stanley Place, South Bank, Brisbane – Level 2
Auditorium 1 – Award Announcements / Queensland
Terrace – Celebratory Networking Event
Gala Tickets: Available now!
Council Ofcer Individual Rate $135.00pp
Council Ofcers’ Package for 5 Attendees
$555.00 per pack
Council Ofcer Virtual Attendance (Zoom)
$85.00 per logon
Event Times:
3.30pm - 4.00pm Registrations/Seated
Auditorium 1 – Tiered Seating
4.00pm - 5.15pm Award Announcements –
Finalists and Winners
5.15pm - 7.00pm Celebratory Networking Event –
Queensland Terrace – Stand up event - Drinks,
Canapes and Finger Food will be served.
See you there!
12 | the journal
THIS EVENT IS PROUDLY SUPPORTED BY:
SPECIALISTS IN
LOCAL GOVERNMENT LAW
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Drawing on genuine experience and proven ability,
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The firm’s size and depth of expertise equip us to deliver a full range of legal services to
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Continuous exposure to the broad spectrum of legal issues that confront Sunshine State Councils,
whether urban, regional or remote, means we can identify and resolve, more effectively than any
other legal service provider, the legal difficulties those issues generate.
Contact Tim Fynes-Clinton on (07) 3243 0000 or tim.fynes-clinton@kingandcompany.com.au
or visit our website www.kingandcompany.com.au
Myth #1
Doing the easiest
tasks first is best
Often when we look at our to do
lists, there is a tendency to try to
knock of a few easy tasks to give
yourself a sense of accomplishment.
However, this is actually a form of
procrastination that can make the
hard tasks more difcult to get to.
"Eating Frogs for Breakfast" is a
term that is used to remind you
to do the toughest job first - that
task that keeps moving from
yesterday’s list to today’s list and
was on the list last week as well.
There are some really good reasons
for this: if your frog is important, you
will look at it every time you look at
the list and expend energy giving
yourself excuses as to why you will
put it of for the next task (“If I just
get these other things done, then
my mind will be clear to focus on the
frog” or “if I think on it a little longer,
I might get new ideas and it will be
a better result”). The buzz you get
from getting that job of your plate
will set you up for a productive day.
Also, getting the frog out of the
way can stop procrastination.
So, eat the frog first, focus on
the must do before anything else
(including scanning emails).
Myth #2
I work better under
pressure, last minute
This is very rarely true. If you think
about what happens when you are
on a deadline, the first thing you
do is manage your distractions –
close the door, let people know
not to disturb because you are
under the pump. So yes, from that
perspective, you might work better
(but you can do that any time).
The other thing that happens is
that your stressed brain becomes
more focussed and actually shuts
down connections which means
you deal with the obvious and do
not see as many possibilities or
nuances. Again, this might mean
that you do the task more quickly
but probably at the expense of
quality, depth and creativity.
14 | the journal
LGMA | 15
MYTH BUSTING
Productivity
IN 2024 LGMA DRAMATICALLY
EXPANDED ITS WEBINAR
OFFERING WITH A FOCUS ON
PERSONAL DEVELOPMENT.
WE TACKLED STORYTELLING,
GRANT WRITING, THE
JOHARI WINDOW,
MANAGING A REMOTE
WORKFORCE, BUILDING
A CAREER, MEETING
MANAGEMENT, MANAGING
STRESS, NETWORKING,
COMMUNICATION
STYLES, FEEDBACK,
SELF-PERFORMANCE
MANAGEMENT AND SOCIAL
MEDIA MANAGEMENT TO
NAME A FEW.
One of the most commented on
webinars was on time management.
In this webinar, amongst other
things, we myth-busted five common
thoughts about productivity.
Hopefully myth-busting these common thoughts has given you something to consider
as you think about how you will manage your time and output in 2025.
Myth #3
I have great
organisational skills
therefore I am highly
efcient and productive
Some of the most organised people
are the least efcient. This is
because having structure, lists and
plans does not make them good
ones. Sometimes those plans and
lists actually create inefciencies.
Let’s say my plan is to work through
my inbox in order of date (oldest
first) every morning. Sounds sensible
and many people will swear by
it as a process. However, I could
end up spending lots of time on
unimportant things. To follow date
order, I might end up going in and
out of the finance system in between
other tasks, might have to make
a phone call and then follow-up a
policy change related to that call etc.
Instead, it would be more efcient
for me to ‘chunk’ like tasks and do
all the finance related tasks while in
the finance system, for example.
Being organised does not mean
being efcient so if you are ‘naturally
organised’ spend some time
thinking about the extent to which
you are productive and efcient.
Myth #4
Good is the
enemy of great
Many of you will know this Jim Collins
saying. And it is true… to a point.
The flip side is that if great is the
enemy of completion, then good
starts to look good enough. What
this means in practice is that it is
important to understand what is
needed for each task you tackle.
Slap dash is never acceptable but
some things do not need to be
gold-plated. You may find yourself
complaining that you cannot possibly
finish something on time but, if you
dig a little deeper, you might find
you can provided you are prepared
to let go of a little perfectionism.
The best way to understand what
is required is to ask: who is the
recipient of your work and what
is their expectation? It is a good
conversation to have with your
manager whenever any tasks are
allocated. At busy times, it might
go along these lines “I can do one of
those three jobs and get it absolutely
spot on with xyz included by the
deadline. Or, I can do all three tasks
by the deadline but they might be at
80% of where I would want them to
be in a perfect world. Which is the
better approach in this instance?”
And the answer might be one at
100% with the others delayed or
reallocated or it could be all at
80%. Ask and clarify. You might
have to fight your perfectionist
streak (need for great) in order to
be productive (good enough).
Myth #5
I am here to help
Yes, you are, no matter what your
role, you are in local government
and you are here to help. However,
you can not do everything. For
those of you who are prone to
overcommitting, we suggested a trick
to overcome future optimism bias.
If someone asks for your help for
something coming up (perhaps the
month after next), instead of looking
at the calendar, seeing a space and
automatically saying yes (and then
regretting it when the time comes
and you are overcommitted), think
about whether you would say yes if
it were on the same day NEXT week.
So if they want you for a Wednesday
afternoon 8 weeks away, look at
Wednesday afternoon next week and
work out what your answer would
be. If it is really important to do this
thing, you might consider moving
something else to accommodate
it. But if you are booked next
week and would not consider it
moving whatever the clash is, then
it is likely that in 8 weeks’ time it
will be the same – so say ‘no’.
When it comes to overcommitting,
how much time do you spend
doing things that are really not
important? Everything you choose
to do you actually do because you
have prioritised it over something
else – perhaps exercise, time with
your family, time dealing with a
difcult issue. But in the thick of
work demands, we often do not
consider it that way – we say “I
have to…” So for each task you pick
up, each distraction you allow, ask
yourself, “is this the most important
thing on my list at this moment?”
If not, push it aside and if so, shut
out distractions and go for it!
One of the most
commented on
webinars was on time
management. In this
webinar, amongst
other things, we
myth-busted five
common thoughts
about productivity.
16 | the journal
LGMA | 17
Rural Management
Challenge
THE 2024 RURAL
MANAGEMENT CHALLENGE
SAW TWENTY TEAMS FROM
SIXTEEN COUNCILS BATTLE
IT OUT IN SOUTHERN
QUEENSLAND, NORTH
QUEENSLAND AND CAPE
EVENTS TO TAKE HOME THE
COVETED TROPHY AND OF
COURSE, BRAGGING RIGHTS.
The challenge requires each team
to tackle a range of specific local
government tasks, drawing on the
group’s knowledge, strengths and
abilities. Managing timeframes
and challenge expectations
creates a dynamic atmosphere,
replicating some of the pressures
we experience daily in our roles.
Competitive spirit overtakes nerves
and excitement, with individuals
stepping out of their comfort zones to
brainstorm, share ideas and support
each other to rise to the challenge.
By the end of the day, new
connections have been formed both
within council and across the wider
local government community. Team
members feel like old friends and
the pride that comes from growth
and achievement is apparent.
Maranoa Regional Council hosted
the Southern Queensland event
which began with a meet and
greet function at the Saleyards – a
fantastic introduction to the Roma
lifestyle and community. The host
council scored the top place in the
Challenge with the Bendemere
Broncos taking first place, followed
by Lockyer Valley Regional Council’s
Taking Care of Business coming
second and Sustainable Scenic
Warriors from Scenic Rim Regional
Council taking out third place.
The Saleyards, Roma
The North Queensland Rural Management Challenge
saw Hinchinbrook Shire Council welcome four teams
to their region. We were treated to a meet and greet
at the TYTO Regional Art Gallery located amongst
the beautiful TYTO wetlands in the Ingham Shire.
The challenge day competition was fierce but
fun with first place awarded to Cassowary
Coast Regional Council’s Raging Comets.
TYTO Meet and Greet
The Indigenous Council Rural Management
Challenge came together in November with
hosts Weipa Town Authority welcoming
Napranum Aboriginal Shire Council, Northern
Peninsula Area Regional Council and Kowanyama
Aboriginal Shire Council. The four teams
rallied for the challenge but there could
only be one winner and that was Napranum
Aboriginal Shire Council’s team, Napranum Noise
(Ironically the quietest team at the event!).
Congratulations to all teams who were
competing for the first time!
All of the NQ teams
South Queensland Challenge Winners
South Queensland Challenge Winners,
The Bendemere Broncos – Maranoa Regional Council
South Queensland Challenge
2nd Place, Taking Care of Business –
Lockyer Valley Regional Council
South Queensland Challenge 3rd
Place, Sustainable Scenic Warriors
– Scenic Rim Regional Council
LGMA would like to take this opportunity to thank those who were involved with setting up and packing down
the events, all team mentors, observers, actors and to all councils that stepped up, challenged themselves and
participated. A special mention to those councils that hosted this event, Maranoa Regional Council, Hinchinbrook
Regional Council and Weipa Town Authority. Without your eforts and support this event would not be what it is.
WRAP UP
Indigenous Council Challenge Winner -
Napranum Aboriginal Shire Council, Napranum Noise.
LGMA | 19
18 | the journal
Mentoring
Mindsets
When the opportunity popped up to
participate in the LGMA Mentoring
Programme, I had just completed
a near 12-month higher duties
management role and thought
undertaking this programme may
lead to some further management
development opportunities. I have
not naturally been one to seek out
management roles as part of my
career progression, however, after
completing the higher duties, I felt
it to be a good fit. The mentoring
programme sounded like a good
place to start, to better understand
myself and my own personal
motivations, values and career goals.
I had put in an extensive list of
what I wanted or more to the point,
what I didn’t want in a mentor and
LGMA paired me perfectly. Marnie
Taylor, CFO Rockhampton Regional
Council, was the perfect mentor
for me. Somebody I could relate
to instantly, personable, dedicated,
hardworking, intelligent, respectful
and reassuring, all the things and
more you want in a mentor.
At the time of undertaking the
programme I had also taken on a
new role in a project, something
very diferent for me, which was
also providing its own challenges. I
believed, at the time, the programme
wasn’t going to work for me due
to challenges I was facing, and it
was Marnie who helped me see
the “trees through the forest”. She
I have been providing mentoring
support since the inception of the
LGMA Mentoring Programme. In
that time, I have been fortunate
to be matched with three very
diferent Protégés, often prompting
questions of myself as to what
guidance or mentoring I could give
these individuals. I suppose I could
be considered a “local government
veteran” given I have spent the
past three decades working in a
variety of roles in the sector, but
I still feel the challenge and the
nerves to be able to impart what
I have learned over the years and
what experiences I can share that
would be of value to the Protégés.
I also think that the Protégés that
I have been matched with, have
questioned why they were matched
with me – but LGMA always seems to
be able to get these matches right.
It is not necessarily about being in
similar roles or similar qualifications,
it is more about sharing those lived
experiences both in work and in
life. When I first meet who I have
been matched with, I try to get to
understand what their reason is for
participating in the programme and
sometimes that is not always obvious.
I love getting to know people, their
backgrounds and what makes them
tick, so I try to allow our monthly
catch ups to generally explore their
current concerns and open up.
In this article, we hear from one of the mentoring pairs in the 2024 Mentoring Programme about their experiences.
LGMA MENTORING PROGRAMME –
PROTÉGÉ PERSPECTIVE
LGMA MENTORING PROGRAMME –
A MENTOR’S PERSPECTIVE
helped provide me with perspective,
especially when faced with the
goal setting module. Our monthly
catchups would not only be to discuss
the programme modules but also our
work in general and how to apply
these module lessons, in combination
with my already gained skills and
knowledge. It was with her guidance,
listening ear and reflection that I not
only continued with the programme
to completion but found my way
through the forest of the project,
which I am still currently working on.
After working my way through the
programme, it wasn’t so much about
my career goals but more about
enhancing my strengths, seeing a
diferent perspective through the
eyes of another and using those
learnings in the present moment.
Career opportunities may come and
go but being self-aware, valuing
my knowledge and the ability to
harness my values now are the
moments that matter most.
It was a great experience with
my most recent Protégé, Darlene
Loumeau. Darlene had a lot of work
pressures on her at the time of our
connection, so I was concerned that
I wasn’t having much of an impact
on her and wasn’t really adding
much value. As our connection
progressed, we started to break
down the issues she was facing, and
I tried to relate it to some previous
experiences I had faced which we
discussed together. This ultimately
provided some clarity for Darlene.
The Mentoring Programme
creates very positive experiences,
and I look forward to providing
ongoing support as a Mentor
and helping out where I can.
Darlene Loumeau
HRP Project SME, Fraser Coast
Council and 2024 Protégé
Marnie Taylor
CFO Rockhampton Regional
Council and 2024 Mentor
Marnie Taylor, CFO
Rockhampton Regional
Council, was the
perfect mentor for me.
Somebody I could relate
to instantly, personable,
dedicated, hardworking,
intelligent, respectful
and reassuring, all the
things and more you
want in a mentor.
In that time, I have
been fortunate to be
matched with three
very different Protégés,
often prompting
questions of myself as
to what guidance or
mentoring I could give
these individuals.