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
F E B R U A R Y 2 0 2 4
THE
2 | the journal
3.
From the President’s Desk
4.
A Word from the CEO
6.
Navigating Local Government
Elections
8.
Awards for Excellence 2024
9.
2023 New Zealand International
Managers Exchange
10.
Top Tips for Service Changes
12.
Place Based Collective
Impact Initiative
16.
Ideas from the 2023
Rural Management Challenge
18.
JLT Public Sector: Supporting
Council Leaders Navigate the
Complex Cybersecurity Risk
Landscape
20. LGMA Propeller Programme 2023
24. Mentoring Reflections
26. LGMA Annual Local Government
Conference 2024
28. Retired Members Lunch 2023
29. Meet the Member
30. LGMA Inspire Conference 2024
31.
Calendar of Events
12
18
Contents
Place Based
Collective Impact
Initiative
JLT Public Sector:
Supporting Council
Leaders Navigate
the Complex
Cybersecurity Risk
Landscape
Navigating Local Government
Elections
LGMA | 3
PRESIDENT’S
DESK
WELCOME TO THIS EDITION
OF THE JOURNAL.
What an extraordinary lead up to
Christmas it has been. As I write this
column, defence force helicopters are
taking to skies on air rescue missions
to communities in the north who are
fatigued after historic flooding left
parts of the region isolated for days.
I have spoken to two FNQ CEO
colleagues in recent days, exhausted
from what followed Cyclone Jasper
but, as always, rising to the occasion
to see our disaster management
operations click into gear and
coordinate efforts on the ground. It
is never lost on me that the media
always fail to report on the very
backbone of our disaster coordination
efforts; the Local Disaster
Management Groups (LDMG’s).
Other colleagues from around
the State have provided support
including offering disaster controllers,
SES pre-deployments and the
very necessary welfare check-
ins to those on the ground and in
the thick of it. If you are not sure
whether to ring, text or message
your colleagues in times like these,
err on the side of getting in contact.
It is the people, the relationships
and the connections we have as a
sector that bind local government
as a ‘state cooperative’ no other
levels of government can emulate.
Add to this a new Queensland State
Premier, new Minister and Director
General for Local Government,
multiple Machinery of Government
changes and two elections in 2024
and we have all the making of a most
interesting year ahead. Already there
are many mayors and councillors who
have signaled they will not recontest
the 2024 polls, so there is change
afoot across the State regardless of
the results - which statistically sees
about 75% of incumbents who are
recontesting their positions, returned.
(77.8% were returned in 2020).
I know there are many in our
Association facing elections for the
first time as a CEO or other senior
officials. I am sure campaigning
commences earlier every election,
too. Facebook and Instagram are
certainly cheaper and faster than
corflute signs which, in turn, changes
the nature of the way campaigning
FROM THE
is managed. A local government
manager of mine 30 years ago
advised me to ‘watch the story
unfold, but not be in it’. Wise words.
During 2023, Peta Irvine and I
have contributed to the Electoral
Commission of Queensland’s Local
Government Election Advisory
Committee, where a range of
important topics were discussed
to improve upon the last elections
which were run with the added
complexity of the global pandemic. I
am confident the ECQ is in a much
stronger position as a result.
Finally, with elections, some
inevitable change ahead of us comes
opportunity. Opportunity to reset,
refocus and reposition. I wish you
all the very best in what can be a
challenging time and reach out to
those who might need you to lend an
ear, an arm or a coffee companion.
PRESIDENT
Andrew Chesterman
MLGMA
I KNOW THERE ARE MANY
IN OUR ASSOCIATION
FACING ELECTIONS FOR
THE FIRST TIME AS A
CEO OR OTHER SENIOR
OFFICIALS. I AM SURE
CAMPAIGNING COMMENCES
EARLIER EVERY ELECTION,
TOO. FACEBOOK
AND INSTAGRAM ARE
CERTAINLY CHEAPER AND
FASTER THAN CORFLUTE
SIGNS WHICH, IN TURN,
CHANGES THE NATURE OF
THE WAY CAMPAIGNING
IS MANAGED.
ANOTHER YEAR HAS SWUNG
AROUND AND WITH IT ALL
THE USUAL ANTICIPATION AND
EXCITEMENT (?) ABOUT WHAT
IT WILL BRING. FOR THOSE
OF US IN QUEENSLAND LOCAL
GOVERNMENT, THE LOOMING
ELECTION ELICITS MIXED
RESPONSES DEPENDING ON
WHERE YOU ARE AND HOW THINGS
ARE SHAPING UP.
For some, just the end of ‘silly
season’ (that time when campaigning
brings a shift in behaviours and adds
uncertainty to council priorities)
is a boon. For others the known
departure of a respected mayor
or councillors (and there are many
retirements this time round) may
be met with some trepidation. And
of course, there are some who are
hopeful that change will enhance
council dynamics in the future,
breaking a cycle of embedded
conflict between individuals.
Regardless of the results, elections
are always a disruptive period. On
the positive side, they do bring an
opportunity to reset. Just as so
many of us do annually through the
ubiquitous New Year’s resolutions, a
new term can be a time to reconsider
priorities, reset relationships (even
those which are pre-existing) and
make shifts in ‘the way we do things
around here’.
This opportunity was a core focus
of the Onboarding Elected Members
workshop LGMA ran late last year.
Because, while we are all generally
good at conveying the ‘what’ of
council business, in the post-election
rush of swearing in, picking up the
things delayed during caretaker
and racing to the budget approval
process, sometimes the how and why
get lost.
That early period with a new council
is critical for building trust and setting
up productive working relationships.
During Onboarding, we discussed
how to establish trust, the importance
of listening and recognising in the
agendas individuals bring to their
roles, building an understanding of
how different individuals learn and
need information, being curious
about their why (seriously, why would
someone put their hand up to be a
councillor??!!) and understanding
what their expectations are (whether
realistic or not).
While this is all likely to be a priority
for senior managers, all across
council have a part to play – whether
through passing interactions with
elected members as they make their
way around council for the first time,
through more direct engagement
or in our roles engaging with the
community. The way we talk to
and about each and every elected
member makes a difference.
I sometimes think one of the most
difficult things that officers and CEOs
have to deal with post-election is the
newly elected member who ran on
a campaign of “cutting the council
fat” (read: downsize and restructure)
or “getting rid of the useless CEO”.
Although we know from observing
77 councils every cycle (and many
more than that prior to 2008),
that oftentimes, those campaign
statements are quickly discarded
once elected, for us as officers, being
able to put those statements (which
can sometimes be very personal)
aside and deal with an individual once
elected is challenging. And yet, it is
only by doing that will there be any
hope of swaying the set opinion.
We are fortunate that across the
sector there are officers at various
levels who are masters of this art. So,
as we did in 2020, LGMA has corralled
a number of highly experienced
officers to provide a sounding board
to those who might find themselves
dealing with complicated post-
election scenarios. With perhaps
the highest ever number of CEOs
experiencing their first Queensland
local government election as a CEO,
Peta Irvine
MLGMA
CEO
CHIEF EXECUTIVE OFFICER
A WORD FROM THE
4 | the journal
REGARDLESS OF THE
RESULTS, ELECTIONS ARE
ALWAYS A DISRUPTIVE
PERIOD. ON THE POSITIVE
SIDE, THEY DO BRING AN
OPPORTUNITY TO RESET.
JUST AS SO MANY OF US
DO ANNUALLY THROUGH
THE UBIQUITOUS NEW
YEAR’S RESOLUTIONS, A
NEW TERM CAN BE A TIME
TO RECONSIDER PRIORITIES,
RESET RELATIONSHIPS (EVEN
THOSE WHICH ARE PRE-
EXISTING) AND MAKE SHIFTS
IN ‘THE WAY WE DO THINGS
AROUND HERE’.
LGMA | 5
access to an experienced sounding
board will likely come in handy.
The election is not all that is going
on in 2024. Our calendar is full
of professional development
opportunities, networking events,
awards and competitions. Do take the
time to look at the calendar and plan
your professional development and
engagement for 2024.
For councils, natural disasters will
continue to occur in their varying
forms; local governments will continue
to respond with empathy and
competence. Grants will be paid, and
grants will be expended – not all in a
timely manner (both the awarding and
the expending). Communities will get
cranky at their council; communities
will defend their council against the
neighboring one. Retention will be
an ongoing issue and councils will
keep finding new ways to attract and
retain dedicated, community-minded
officers. Council will innovate in
unexpected ways; some innovations
will be a roaring success, lauded
through awards, others will have a
huge positive impact, barely noticed
externally but significant, nonetheless.
Members will get engaged, get
married, graduate from courses, get
divorced, have babies, lose a parent,
leave a job, start a new job, retire from
9-5, retire properly…and the cycle
goes on.
LGMA will continue to be there
through it all, hoping to support
individuals to develop, grow and
achieve, get through the tough times
and celebrate the wins. Our only
purpose, our why, is to support the
individuals working in Queensland
local government so that they
can thrive and, in turn, support
Queensland communities.
I truly hope that we can be there for
you in the way you need in 2024.
Peta
LGMA will continue to be there through it all, hoping to support
individuals to develop, grow and achieve, get through the tough times
and celebrate the wins. Our only purpose, our why, is to support the
individuals working in Queensland local government so that they can
thrive and, in turn, support Queensland communities.
THE ELECTION IS NOT
ALL THAT IS GOING ON IN
2024. OUR CALENDAR IS
FULL OF PROFESSIONAL
DEVELOPMENT
OPPORTUNITIES,
NETWORKING EVENTS,
AWARDS AND COMPETITIONS.
DO TAKE THE TIME TO LOOK
AT THE CALENDAR AND
PLAN YOUR PROFESSIONAL
DEVELOPMENT AND
ENGAGEMENT FOR 2024.
6 | the journal
QUEENSLANDERS TO
HEAD TO THE POLLS
ON SATURDAY, 16
MARCH 2024 TO ELECT
LOCAL GOVERNMENTS
ACROSS THE STATE.
Okay, so that is not new news for
you all as for many your community
is in the thick of campaigning.
While navigating the enviable pre-
election issues and planning for the
incoming council, councils are also
managing Business as Usual (BAU).
Navigating the pre- and
post-election environment
takes planning, information,
awareness and preparedness.
Elections can be a time of heightened
emotions, changing of the guard
and new opportunities. I spoke
to several LG Officers to prepare
this article in order to inform
those who might be experiencing
an election for the first time.
Helpful information
about the election
The Electoral Commission Queensland
(ECQ) has made considerable effort
in the lead up to the 2024 election
to support all councils and their
communities through proactive
engagement and the development
of many new resources which
are available on their website:
•
2024 local government elections
•
Handbooks, fact sheets and forms
Councils have some responsibilities
in the lead up and post-election:
• Manage Caretaker period
requirements (from the notice of
the election through to issue of
the final declaration of polls)
• Councillors must make the
Declaration of Office to the
CEO as soon as practical post
final declaration and within
30 days of being elected
• Post-Election meeting must
be held within 14 days of the
last declaration of poll
• Deputy Mayor to be appointed
at the Post-Election Meeting
• Councillors and their related
persons to complete a Register
of Interest Form of Councillors
within 30 days of being elected
In addition to the above requirements,
councils will induct new (and
returning) councillors through
their onboarding and induction
programme. This will include
appointments to internal and external
committees and familiarisation of
council’s policies and procedures.
LGMA has a suite of helpful
resources for members. Please visit
our Council Resources page for
helpful tools. For a guide for your
onboarding programme, please visit
our Members Resources section
of our Members Only page.
Officer Perspectives
There have been several forums
over the last few months where
officers have shared their pre-
and post-election experiences.
At a glance, the following are
provided as comments, learnings,
suggestions and/or summary of
those discussions and findings:
- Prepare for pre-electioneering
and know how to respond
to community or candidate
actions where required
- Have a clear understanding
on how to respond/deal with
candidate questioning (how
to release information in the
public interest, versus the role
of an active councillor who
still must perform their role)
- Share general information on
the elections to all staff, so
they can respond and know
to direct enquirers to the
ECQ or Returning Officer
- Be prepared to navigate
candidate expectations
- Get ready for your new council -
focus on the positive experience
and importance of teamwork
- “Stay independent and stay out
of the process. It is best for ECQ
to run the election and the CEO
/Council to stay independent”
advises Brett de Chastel.
Local Government
Elections
Navigating
NEWS ALERT -
LGMA | 7
“What would YOU have liked to have known the first time round leading
up to a LG Election or preparing for post-election experiences?”
• Staff wanted to have an introductory guide or overall summary/timeframe and general role expectations and
how they could best position themselves to assist the CEO and council through the pre and post process.
• Senior staff wanted to know “What is the best way to start a discussion with a first time Mayor about
their priorities and how best to build a successful working relationship with a new Mayor”
Survey questions
What do you think ANY/ALL LG Officer/s needs to know about elections in LG?
• Scripted responses for general enquiries would be beneficial, in particular for regional and remote areas
where the connectivity is greater on the ground, i.e. how to direct to the ECQ or Returning Officer.
• Explanation of who is the returning officer, what is their role?
• Encourage officers to ‘ignore the gossip’.
o “There is a lot of white noise (gossip) around elections. There are only two certainties. Firstly, you
will know who is running when nominations close and secondly, you will know who has won when
the election is over” Brett de Chastel
• Maintain your integrity. Remember you have to work with the incoming council.
Lessons Learnt
Brett de Chastel has provided
some words of wisdom, in
particular navigating post-election
introductions and onboarding.
His core message to all is to:
“Focus on the positives, listen,
learn and build trust from the
outset. Bring the new Council
and the greater team on the
journey, not just focusing on
what the Councillors cannot do
when giving them information
about the role of a Councillor.”
While ensuring the Councillors know
their roles, responsibilities, meeting
rules, etc., is important, he says
“one of the critical things to do with
incoming Councillors is to listen in
the first instance - why did you run,
what do you want to achieve etc. You
should build trust and understanding
by listening to the needs and
expectations of incoming Councillors”.
What else is important in navigating
post-election realities? Councillors,
in particular newcomers, have a
lot of training: i.e. Do not instruct
staff, do not speak on behalf of
council, do not get involved in
operational matters. Brett suggests
“There is a real opportunity at this
stage of the onboarding to focus
on how they can work as a team,
how to deal with inquiries from
the community, how to address
operational matters if they get asked.”
So, as March quickly approaches,
every local government officer can
help smooth the election cycle
chaos by understanding their role,
preparing for change and being open
to whatever the community decides.
Liza Perrett
Governance Advisor
A W A R D S F O R
EXCELLENCE
2 0 2 4
The LGMA Awards for Excellence recognise the best of local government initiatives in
the state, noting the differing 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.
2024 Awards for Excellence Nominations
The 2024 LGMA Awards for Excellence
programme will be open for nominations until
17 April 2024 at 3.00pm.
The Award Categories include:
• Above and Beyond
• Community Shaping
• Collaboration
• Innovation
• Resourcefulness (Category 1 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. Registration
of your pending nomination allows LGMA to plan
for the judging process and the Awards Gala.
2024 Awards for Excellence Gala
Date: Thursday 23 May 2024
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 from January 2024
Council Officer Individual Rate $135.00pp
Council Officers’ Package for 5 Attendees
$555.00 per pack
Council Officer 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 - 7.30pm Celebratory Networking Event –
Queensland Terrace – Stand up event - Drinks,
Canapes and Finger Food will be served.
Award Announcements include: the
aforementioned eight categories along with
the LGMA Young Manager of the Year and
the Australasian Management Challenge –
Queensland winner and runners-up.
THIS EVENT IS PROUDLY SUPPORTED BY:
The LGMA Awards for Excellence
recognising outstanding achievement
in Queensland local government
8 | the journal
LGMA | 9
IN NOVEMBER 2023, I SPENT
TIME IN CENTRAL HAWKES
BAY, NEW ZEALAND AS PART
OF AN INTERNATIONAL
MANAGERS EXCHANGE
PROGRAMME ORGANISED
AND SPONSORED BY LGMA.
I have been looking at these
exchange programmes for years
with envy and I decided that 2023
would be the year I did more than
just look! I never believed I would
be successful in the first year that
I applied – I am so fortunate.
The exchange involved a visit
to Central Hawke’s Bay District
Council (CHBDC) for two days and
attending the Taituarā conference
in Hastings (also in the Hawkes
Bay District) for three days. The
conference theme was “Thrive”.
It explored the idea that local
government must Thrive in these
uncertain times. A memorable quote
from the conference was “The pace
of change is the fastest it has ever
been and the slowest it will ever
be.” Speakers demonstrated that
in today’s world, an organisation
and its leaders must be resilient,
adaptable, cognisant of the past
and plan for multiple futures with
the community at its core.
It was very interesting listening
to the international panel at the
conference who spoke on the top
issues facing both England, America
and Canada. In a nutshell we all have
surprisingly similar issues facing our
community but, due to each Country’s
government structure and division
of responsibilities, they ranked
slightly differently. For example,
homelessness and/or the current
housing shortage ranked in the top
issues for every country. Other top
issues were around climate resilience
and financial sustainability. From the
conference, I am confident that as
professionals in local government we
all need the same skills. These being:
Adaptability, emotional
intelligence, effective
communication, strategic
thinking, risk management,
innovation, crisis management,
resourcefulness, community
engagement, team building,
long-term vision, self-care,
learning orientation, ethical
leadership, community advocacy.
Throughout the week, I observed
a number of points of difference
between New Zealand and
Queensland. As part of the exchange,
I have prepared a paper for LGMA
outlining these in detail. My
thoughts and impressions can be
viewed on the LGMA website here.
As part of the programme, Denise
Ellers form New Zealand visited
Rockhampton for a similar experience.
Denise was particularly interested in
our heritage building management
and disaster recovery and it was
great that officers in Council could
spare time to meet with Denise.
I am extremely grateful to LGMA
and Rockhampton Regional Council
for this amazing opportunity to
participate in the International
Managers Exchange. It was a
privilege to participate and represent
Queensland. As I have worked
here at Rockhampton Council
the large majority of my life, this
was a good opportunity for me
to gain exposure to a different
organisation and Country.
Alicia Cutler
General Manager Community Services,
Rockhampton Regional Council
This photo is where CHBDC
& Local hapu have had
great partnerships where
they have developed a
walk that is tribute to the
mana whenua on a sacred
site. The walk educates
those of the history of
the site as well as gives a
great view of the Valley
below. This day was
cold and rainy which was
welcome after 36-degree
days in Rockhampton
the week before!
2023 New Zealand
International
Managers Exchange
This is demonstrated every time
LGMA conducts Reporting to
Council training. In these workshops,
participants are provided with a
council report relating to a public
pool. The report outlines that it is
one of 4 pools in the LGA, all within
45 minutes of each other and in
a region of average rural/regional
council population density. Despite
increasing costs of leasing the pool,
decreasing usage and a generally
poor outlook, most groups, when
acting as an elected member team,
will make the decision to increase
funding to keep the pool open. All
will admit it does not make financial
sense but, from a community and
political perspective, they do not
feel closure is a viable option.
And this approach is reflected
in real life across councils.
At the same time, they face pressure
to bring in new services and also have
the challenge of increasingly mixed
generations. Unlike past generations
where local governments were
catering for an average population
age of 24 and only 1 in 20 people
being over 65 (which was considered
old age), today the average age of
the Australian population is 37 and
one in five of us are over 65. This
makes a significant difference to
the demands that are being made
of local governments to meet the
now much more varied needs of
communities. How do you cut
services that 20% of your population
have enjoyed and expect (such as
front-counter service access) and
also find the resources to meet the
needs of the younger generations,
for example to touchless services?
At the CEO Forum in November,
CEOs explored challenges of service
reductions and identified their
top 10 tips for managing service
reductions or cancellation.
1.
You have to come at it from
a strategic lens – how does
it fit with the bigger, and
longer-term picture?
The more strategic your
approach and the more you
can demonstrate a change as
part of a suite of shifts, the
more likely you are to gain
acceptance. Stand-alone service
changes received much more
focused attention and do not
offer context for more strategic
consideration by the community.
2.
Underestimate the
politics at your peril.
Elected members have been
elected by the community and
will measure themselves, to
some extent, by community
acceptance for decision. Politics
is always at play and managing
the political fallout must be
part of any planning. (That is
not to suggest that officers are
playing politics - just that in
giving frank and fearless advice,
you recognise decision makers
operate in a political context).
3.
Be on the front foot –
communicate the problem/s
you are trying to solve early,
well and repetitively (create
and control the narrative).
TOP TIPS
for service changes
10 | the journal
ALL LOCAL GOVERNMENTS,
EVERYWHERE IN THE WORLD,
HAVE FACED THE VEXED
QUESTION OF SERVICE LEVEL
CHANGES. IN AUSTRALIA,
THERE IS ALMOST AN
ACCEPTED STANDARD THAT
YOU CANNOT REDUCE
(UNLESS YOU REPLACE)
AND STOPPING A SERVICE
IS NIGH ON IMPOSSIBLE.