How the District Council of Yankalilla transformed placements into real project delivery, stronger capability and better outcomes for community

For small rural councils, big ambitions often come with a familiar challenge: limited budgets, stretched teams and growing expectations from the community.

At the District Council of Yankalilla, that reality sparked a practical question with powerful potential. What if student placements were not treated as observational experiences, but as a genuine way to deliver meaningful council work?

The answer became Small Council, Strong Capability, a workforce development initiative that has reimagined how small councils can build internal capability, deliver priority projects and create valuable pathways for the next generation of local government professionals.

Now recognised with the Excellence in People and Culture Award at the 2026 LG Professionals SA 25th Annual Leadership Excellence Awards, the initiative is proving that innovation does not always require new funding. Sometimes, it starts with reframing what is already possible.

A small council with a smart idea

The program began with a University of Adelaide student placement at the Fleurieu Coast Visitor Centre in late 2023, followed by a school-based traineeship in February 2024.

Those early placements quickly demonstrated that students could contribute far beyond observation. With clear project scopes and supportive supervision, they delivered tangible outcomes that benefited both Council operations and the broader community.

Encouraged by these results, the Economy and Community team expanded the concept into a structured, multi-year program. By 2025, five students obtained via collaboration with the University of Adelaide, Flinders University, UniSA, Yankalilla Area School and Statewide Group Training SA were contributing across a range of disciplines.

Turning placements into real outcomes

Rather than shadowing staff, students were embedded into real projects aligned with Council priorities.

Two students conducted a comprehensive digital accessibility audit across Council systems, identifying gaps against Web Content Accessibility Guidelines (WCAG) and providing practical recommendations for improvement. Their work is now directly informing upgrades to Council’s website and digital services.

Other students supported Bee Squared with an internal service review and contributed to administrative improvements for the Opening the Door to Nature program. Each placement built on the last, creating a sequence of work that delivered compounding value over time.

Big results without extra funding

The outcomes have been significant:

• Five students successfully placed across multiple pathways
• Tourism social media followers increased by 214.2%
• Content interactions grew by 93.9%
• Approximately $33,000 in consultant costs avoided through student-delivered work
• A comprehensive digital accessibility audit completed
• Council brand materials updated to meet accessibility standards
• Documented processes embedded into business-as-usual operations.

Importantly, the program also delivered a direct employment outcome. The school-based trainee transitioned into a Council role, contributing across tourism, communications and governance while continuing her studies.

Building capability from within

The initiative has not only benefited students, but also strengthened internal capability.

Staff members Amy Wood, Ali Barnes, Tia Russell and Darren Burgess led the program, sharing supervision and mentoring responsibilities. For Amy and Ali, who were not in formal leadership roles at the outset, supervising students provided valuable, hands-on leadership development.

Students were fully integrated into the workplace, participating in team meetings, staff events and day-to-day operations. This created a realistic and supportive environment that enhanced both learning and contribution.

Learning and evolving along the way

Like any successful initiative, the program evolved with each iteration.

The team refined placement scopes, strengthened induction processes and engaged People and Culture and WHS teams earlier in the process. Evaluation standards were introduced to ensure continuity between placements and to continuously improve the experience for both students and staff.

One key insight stood out: embedding workforce development into everyday operations is far more effective than treating it as a standalone program.

A model ready to share

Recognition through the LG Professionals SA awards has reinforced the value of the initiative and its potential for broader application.

The District Council of Yankalilla is now sharing the model through the Southern and Hills Region Exchange (SHaRe), supporting other councils to explore how similar approaches could be adapted and scaled across the region.

At the same time, the program continues to grow. A new placement with Flinders University will focus on improving accessibility in Council’s most-used customer forms, ensuring the work remains aligned with community needs.

Small council, strong capability

What began as a single placement has become a repeatable, scalable workforce development model delivering real outcomes for Council, meaningful experience for students and lasting value for the community.

It is a reminder that innovation does not always come from additional resources, but from seeing existing opportunities differently.

For small councils facing big challenges, that shift in thinking can make all the difference.

Thank you to our partner McArthur for sponsoring the Excellence in People and Culture Award.

GIF: Features a variety of images from the Small Council, Strong Capability project, and those representing the project at the 2026 LG Professionals SA Leadership Excellence Awards Gala Dinner. 

How Russell King’s bold thinking, practical innovation and generous mentorship has shaped councils across South Australia

When Russell King first stepped into local government, he did not expect to stay long.

Fresh from a civil engineering degree, he was unsure whether a career built around rigid rules, formulas and technical manuals was the right fit. Then came a short-term maternity leave backfill role at the City of Port Adelaide Enfield.

Within a month, everything changed.

“I was in love with the work,” Russell reflects. “Dealing with the community, solving problems at the grassroots level, and using creativity and lateral thinking to solve tricky problems.”

More than two decades later, that same sense of purpose continues to drive him. Now recognised with the Outstanding Contribution to Local Government Award at the 2026 LG Professionals SA 25th Annual Leadership Excellence Awards, Russell’s career stands as a powerful reminder that infrastructure is never just about roads, drains or kerbs. At its best, it is about making everyday life better for communities.

A career built on practical impact

Across roles with the City of Port Adelaide Enfield, Adelaide Hills Council, City of Mitcham, City of Prospect, City of Unley and City of West Torrens, Russell has built a reputation as an innovator, collaborator and mentor.

His work has touched everything from land divisions and sea level rise mapping to stormwater planning, asset management, sustainable engineering and infrastructure delivery. But when asked which projects mean the most, Russell is quick to point to the simple ones.

“The quiet residential street that has old asphalt, broken kerb and busted footpath, and at the end everything is new with some lovely new street trees,” he says.

It is this grounded view of local government that has shaped his career. Big ideas matter, but so do the everyday improvements residents see outside their front doors.

Challenging the way things have always been done

Russell has been instrumental in helping move Water Sensitive Urban Design from an emerging concept into a more mainstream approach within local government engineering.

At the City of Mitcham, he championed solutions such as permeable pavements, passive irrigation, recycled materials and integrated green-grey infrastructure at a time when these ideas were often seen as untested or risky.

But for Russell, innovation is not about chasing novelty. It is about doing the thinking, gathering the evidence, planning for risk and creating practical examples others can learn from.

As one of his former managers, Geoff Hood, used to say: “Trust in God, but in all others, they must bring data.”

That phrase has stayed with Russell. His approach has always been to test, monitor, document and share, helping councils build confidence in new ways of working.

He also brings a simple question to each project: what is the “plus one” we can add? Sometimes that might be a sustainability feature. Sometimes it might be a better way to explain construction works to residents. Either way, it is about looking for the extra value that can turn a standard project into something more meaningful.

Collaboration that strengthens the sector

One of Russell’s greatest contributions has been his willingness to share knowledge openly.

Through conferences, site tours, industry events and partnerships with organisations such as IPWEA, TREENET, Water Sensitive SA and others, he has helped other councils see what is possible and adapt ideas for their own communities.

For Russell, the future of local government depends on this kind of exchange.

“We need to keep working together and sharing ideas and innovations about what worked and what didn’t,” he says. “There are a lot of great people doing great things in the sector. We just get too busy to stop and talk about them.”

His own curiosity continues to look ahead, particularly in how councils can rethink road reconstruction, reuse materials, improve subgrades and make better use of public space.

A mentor, colleague and lifelong friend

While Russell’s technical contribution is significant, his influence on people is just as important.

He is known for mentoring younger engineers, encouraging colleagues to follow their interests, connecting them with peers across councils, and giving them the confidence to present, lead and grow.

He credits many mentors and colleagues for shaping his own approach, including Wally Iasiello, Mike Goody, Les Dearman, Greg Georgopoulos, Joe Ielasi, Howard Lacy, David Waters and his much-loved Mitcham “work family”.

“I think that’s what I love about local government,” he says. “I don’t see them as colleagues, but as lifelong friends.”

A contribution that keeps growing

Receiving the Outstanding Contribution to Local Government Award has been deeply meaningful for Russell.

“It is a true honour,” he says. “To be recognised by my peers is really humbling, but it also inspires me to keep doing what I am doing and trying to share my passion and ideas with the next generation.”

His advice to others is simple: keep trying, keep asking questions, and keep connecting with peers across the sector.

“What’s the worst? You have a nice coffee catch-up with an old friend or make a new friend in the process.”

After more than 20 years, Russell’s legacy is not just in the projects he has delivered. It is in the people he has mentored, the ideas he has shared, and the communities made stronger through smarter, more sustainable infrastructure.

One project, one conversation and one “plus one” at a time.

GIF: Features winner, Russell King (various images) at the 2026 LG Professionals SA Leadership Excellence Awards Gala Dinner. Includes Russell and Kate O'Neill, LG Professionals SA President.

How Jared Wilson’s values-led approach to community safety is helping Alexandrina Council deliver care, trust and practical support where it matters most.

Community safety is often thought of in terms of regulation, compliance and enforcement.

For Jared Wilson, Senior Coordinator - Community Safety at Alexandrina Council, it is also about something much more human: creating trust, supporting people through complex situations and helping communities feel safe, respected and cared for.

Now recognised as the Emerging Leader of the Year at the 2026 LG Professionals SA 25^th Annual Leadership Excellence Awards, Jared has been celebrated for the way he brings clarity, kindness and capability to a role that sits at the centre of many high-impact community services.

His work spans animal management, public safety, customer experience, regulatory responsibilities, staff leadership and service improvement. It is a broad portfolio, but one Jared approaches with a clear sense of purpose.

“My journey into leadership began through a strong desire to contribute and assist the community,” Jared says.

“I have always enjoyed collaborating with people and contributing to projects that make a positive difference for others.”

Leadership that feels local

For Jared, local government offered the chance to see the real-world impact of decisions on people’s everyday lives.

It is this practical, community-facing nature of council work that first drew him to the sector. Whether supporting community safety outcomes, improving internal systems or guiding staff through change, Jared’s leadership is grounded in a desire to make things better for the people who live, work and spend time in Alexandrina.

His colleague David Heath, Manager Customer Experience and Alexandrina Council says Jared strongly embodies the intent of Alexandrina 2040, council’s vision for strong, connected communities, care for the natural environment and leadership built on integrity, trust and capability.

Jared’s approach to community safety reflects that vision. He understands that the work isn’t just about rules, but about wellbeing, care of place and maintaining community trust, particularly in complex or high-risk environments.

Creating a place the team could be proud of

One of Jared’s most significant achievements has been leading the establishment of Alexandrina Council’s Animal Care and Education Facility.

The project wasn’t only a major operational change, but it was also a significant people leadership challenge. Jared supported staff through the transition from the main office into a new facility, while helping create a space that was practical, positive and aligned with contemporary animal management.

“My initial focus was on providing real time, genuine, caring support for the team,” Jared says.

He describes the goal as creating a “feels like home” environment, particularly as he moved from being a member of the team to leading that same team through a challenging period of change.

While the facility itself represents a more humane, community-focused approach to animal care and education, Jared is most proud of the culture created around it.

“The trust and support provided by executive to allow the team to create and manage such a space will have lasting impacts on them, the council, the local community and their animals,” he says.

Clear, kind and capable

Jared has also contributed to major service improvements across Community Safety, including redesigning work platforms in collaboration with Council’s Business Solutions and Technology teams.

By working closely with frontline staff, he helped translate operational needs into practical system improvements that enhanced efficiency, compliance and customer experience. These technology-enabled solutions contributed to products recognised at a recent LGITSA awards night, showing Jared’s ability to connect people, process and technology in a way that delivers measurable benefits.

He has also managed complex regulatory responsibilities, including dog attack investigations and control orders, work that requires both empathy and decisiveness.

“It’s about showing up for my team and the community every day and being there not only for the wins, but more importantly the challenges,” he says.

“It’s about the team knowing where they stand with me, the organisation and the community and sticking true to the team’s and Council’s values.”

Stepping up when it mattered

Jared’s leadership capability was further demonstrated when he successfully backfilled the Acting Manager Community Experience role, leading approximately 40 staff across Community Safety, Public Health, Development Compliance and Customer Experience.

In a complex operating environment, he maintained service continuity, supported team leaders, managed resources and risk, and demonstrated the calm judgement needed to keep services running well for the community.

His leadership is also deeply people focused. Jared is recognised for creating environments where staff feel supported, trusted and safe to lead, with a strong emphasis on health, safety and wellbeing.

Winning the award, Jared says, is a huge honour.

“It is indicative of the time and resources Alexandrina Council invests in developing their staff,” he says.

A message for future leaders

Jared credits previous and current supervisors, colleagues and staff for shaping his leadership journey. Through their guidance, feedback and different perspectives, he has continued to develop an approach built on listening, learning and collaboration.

His advice to other emerging leaders is simple.

“Believe in yourself and stay true to your values,” he says.

“Leadership is not about having all the answers, it is about a willingness to listen, learn and work collaboratively with others.”

For those considering nominating next year, Jared encourages them to step forward. The process, he says, is not only about recognition, but reflection - on the journey, the achievements, the challenges and the leadership still to come.

Because when emerging leaders like Jared are supported to grow, the benefits reach far beyond one team or one workplace. They are felt in safer services, stronger communities and a local government sector ready to lead with care.

Thank you to our partner LGA South Australia for sponsoring the Emerging Leader of the Year

GIF: Features Jared Wilson and friends at the 2026 LG Professionals SA Leadership Excellence Awards Gala Dinner. 

How Adelaide Plains Council helped a community navigate crisis with care, connection and leadership

When crisis hits, it rarely comes quietly.

For the Adelaide Plains, the arrival of the Tomato Brown Rugose Fruit Virus (ToBRFV) was exactly that - a sudden and unprecedented biosecurity event that rippled through one of South Australia’s most important horticultural regions.

More than 20 hectares of crops were destroyed. Over 1,000 jobs were impacted. Families, workers and businesses were left facing immediate uncertainty.

But in the middle of it all, something equally powerful emerged: a coordinated, compassionate response that showed the true role of local government in times of crisis.

Now recognised with the 2025 Excellence in Emergency Management / Disaster Recovery Award, Adelaide Plains Council’s response is being celebrated as a model of what it means to lead - not just operationally, but humanly.

A crisis beyond the crops

While the outbreak demanded a swift biosecurity response at a state level, the impacts were deeply local.

For council, the challenge wasn’t just about containment - it was about people.

“This wasn’t just an economic event,” the team reflects. “It was a human one.”

Workers suddenly without income. Business owners under intense financial and emotional pressure. A culturally diverse workforce navigating rapidly changing information - often in a second language.

In that moment, Adelaide Plains Council recognised a critical gap.

While government agencies focused on compliance and containment, there was a need for connection, communication and care on the ground.

And that’s where council stepped in.

A trusted voice in uncertain times

Drawing on strong local relationships and deep knowledge of the region, council quickly positioned itself as both an advocate and a connector.

Represented on the State Response Taskforce, the team ensured local voices were heard in decision-making. At the same time, they worked directly with businesses, workers and community organisations to provide clear, timely updates and support.

Partnerships became the backbone of the response.

Collaboration with PIRSA, Workforce Australia, and the Northern Adelaide Plains Food Cluster helped connect displaced workers with new employment opportunities. The Food Cluster, in particular, played a crucial role in reaching growers and workers across language and cultural barriers - strengthening communication where it mattered most.

Behind the scenes, council teams worked tirelessly to coordinate messaging, facilitate support services, and ensure no one was navigating the crisis alone.

Where practical support meets genuine care

While systems and processes were essential, it was the human moments that defined the response.

The Mayor and CEO visiting affected sites.
Council leaders attending the Local Assistance Hub on day one.
A Sunday visit to displaced PALM workers in Mallala.
A quiet conversation with a business owner under immense pressure - simply to listen and be present.

“These moments reinforced the importance of empathy,” the team says. “It’s not just about solving problems - it’s about showing up.”

And it made a difference.

Businesses reported feeling supported and informed during an incredibly uncertain time. Workers found new pathways. Agencies aligned around a shared purpose.

What could have been an isolating experience became one defined by connection.

Stronger together

Out of crisis came lasting change.

The response strengthened the role of the Northern Adelaide Plains Food Cluster as a vital connector across the region’s agribusiness ecosystem - bridging industry, government and community.

Internally, council enhanced its capability in emergency response, particularly in integrating economic development into recovery efforts.

Across the community, there’s now a deeper appreciation for collaboration, preparedness, and the importance of strong local leadership.

In many ways, the region has emerged more connected - and more resilient.

The people behind the response

At the centre of the response was Anne Minion, Economic Development Officer, whose role on the State Response Taskforce ensured the Adelaide Plains community had a voice at the highest level.

She was supported by Mayor Mark Wasley and CEO James Miller, whose presence on the ground reinforced council’s commitment from day one.

Behind them stood a dedicated network of teams and partners, including David Bailey, Manager Growth and Investment, and Joe Coluccio, Manager Northern Adelaide Plains Food Cluster, alongside council’s Growth and Investment and Communications teams.

Together, they demonstrated the power of collaboration - across council, government and industry.

Recognition that belongs to a community

For Adelaide Plains Council, the award is more than recognition of a response - it’s recognition of a community.

It honours the resilience of workers, families and businesses who faced uncertainty with strength. It reflects the importance of relationships built long before a crisis occurs. And it reinforces the role of local government as both a leader and a support system.

Looking ahead

The work isn’t over.

Building on the response, the region is already investing in the future - with a $1.56 million Thriving Regions Fund project supporting virus-resistant crop propagation, improved biosecurity infrastructure, and industry-wide education.

It’s a step toward ensuring the Adelaide Plains is not just prepared for future challenges - but positioned to lead through them.

Because if this response proved anything, it’s this:

When a community comes together - with the right leadership, the right partnerships, and a genuine commitment to care - it can navigate even the most unexpected challenges.

And come out stronger on the other side.

Thank you to our partner LGA Mutual and Norman Waterhouse for sponsoring the Excellence in Emergency Management / Disaster Recovery Award.

GIF: Features a variety of images taken during the Tomato Brown Rugose Fruit Virus outbreak, and those representing the project at the 2025 LG Professionals SA Leadership Excellence Awards Gala Dinner. 

How the Salisbury Aquatic Centre redevelopment turned a tired facility into a thriving community hub.

For many Australians, the local pool is more than a place to swim. It’s where summers are spent, confidence is built, and communities come together.

In Salisbury, that legacy was at risk.

The original aquatic centre, built in the 1960s, had reached the end of its life. It no longer met modern expectations for accessibility, sustainability, or the diverse needs of a growing community. But instead of simply replacing it, the City of Salisbury saw an opportunity to do something more ambitious.

The result is the Salisbury Aquatic Centre Redevelopment - a $30 million transformation that has reimagined the site as a vibrant, inclusive and future-focused community precinct, now recognised with the 2025 Excellence in Infrastructure Delivery Award.

Reimagining what community infrastructure can be

The project began with a simple question: how do we create a space that truly serves everyone?

What followed was a carefully considered redevelopment shaped by more than 460 pieces of community feedback, ensuring the final design reflected the needs, expectations and aspirations of local residents.

Rather than treating the centre as a single-purpose facility, the team redefined it as a year-round health and wellbeing hub. Indoor and outdoor spaces were integrated to support everything from lap swimming and water play to rehabilitation, fitness and social connection.

Facilities now include hydrotherapy and warm water pools, water slides, a gym, and accessible change rooms; creating a space where children, families, older residents, and people of all abilities can participate side by side.

Designed for inclusion, built for the future

At the heart of the redevelopment is a strong commitment to accessibility.

Every detail of the centre has been designed to meet modern accessibility standards, ensuring that people of all abilities can move through and enjoy the space with ease. For many in the community, this has transformed the way they engage with aquatic and health programs.

Equally significant is the centre’s environmental performance.

Operating on solar-powered, all-electric systems, the facility represents a major step forward in sustainable infrastructure. Energy-efficient technologies and water-saving measures have reduced environmental impact while delivering long-term cost efficiencies, proving that sustainability and financial responsibility can go hand in hand.

It’s a powerful example of how infrastructure can be designed not just for today, but for future generations.

Moments that matter

While the scale of the redevelopment is impressive, it’s the everyday moments that define its success.

Children racing through the new water play areas for the first time.

Older residents building strength and confidence through hydrotherapy programs.
Families returning week after week, knowing the space is welcoming, safe and accessible.

“These are the moments that remind us why projects like this matter,” the team reflects.

What was once a deteriorating facility is now a thriving community hub - a place people feel proud to visit, share and call their own.

A collective effort

Delivering a project of this scale required more than strong planning - it required genuine collaboration.

Council teams worked closely with engineers, architects, contractors and consultants, while community members played a critical role in shaping the final outcome through consultation and engagement.

This shared approach ensured the redevelopment wasn’t just technically successful but deeply connected to the community it serves.

A win for the whole community

For the City of Salisbury, receiving the Excellence in Infrastructure Delivery Award is recognition of the hard work, dedication and partnership behind the project.

For the community, it’s something more personal.

It’s a sign that their voices were heard, that their needs were prioritised, and that local government can deliver spaces that genuinely improve everyday life.

What’s next?

The redevelopment has laid the foundation for a new chapter.

With expanded parking, a rider safety park, and growing partnerships with schools, sporting groups and community organisations, the centre continues to evolve as a hub for health, recreation and connection.

More programs, more events, and more opportunities are already on the horizon.

And perhaps most importantly, the success of the project is shaping how Salisbury approaches future infrastructure - demonstrating that when councils invest in inclusive design, sustainability, and community-led thinking, the results can be transformative.

Because at its heart, this isn’t just about a pool.

It’s about creating a place where a community can gather, grow, and thrive… together.

Thank you to our partner URPS for sponsoring the Excellence in Infrastructure Delivery Award.

GIF: Features a variety of images from the Salisbury Aquatic Centre Redevelopment, and those representing the project at the 2025 LG Professionals SA Leadership Excellence Awards Gala Dinner. 

How Adelaide Plains Council’s Blue Carbon Project is restoring wetlands and reimagining climate leadership.

On the shores near Webb Beach, something amazing is happening.

Each year, around 15,000 migratory shorebirds land within the Adelaide International Bird Sanctuary National Park. They arrive from as far as Siberia and East Asia, resting and feeding in South Australia’s coastal wetlands before beginning the long journey back to their breeding grounds.

For generations, these wetlands have been vital. But like many coastal systems across Australia, they have also been altered; isolated by levee banks, reshaped by agriculture, and slowly degraded over time.

Now, thanks to the Blue Carbon Project, led by The Nature Conservancy in partnership with Adelaide Plains Council and a coalition of collaborators, those wetlands are breathing again.

And in doing so, they’re capturing carbon, rebuilding biodiversity, and creating new economic opportunities for the region.

Recognised with the 2025 Excellence in Environmental Leadership and Sustainability Award, the project demonstrates what’s possible when local government leads boldly on climate action, grounded in community and partnership.

Restoring nature’s original climate solution

The inspiration for the project was simple but profound: coastal ecosystems are not just habitats, they are natural climate solutions.

Mangroves, saltmarsh and seagrass - known collectively as “blue carbon” ecosystems - store vast amounts of carbon in their sediments, often for thousands of years. When wetlands are cut off from tidal flow, that system breaks down.

The Blue Carbon Project set out to change that.

By installing culverts through historic levee banks, the project reconnected tidal flows into previously isolated sabkha wetlands. The return of intertidal water has allowed native vegetation to regenerate, wildlife to return, and natural ecological processes to resume.

Watching that first tidal exchange flow back into the wetlands was, in the words of the project team, a proud and defining moment.

“It was collaboration translating into real, on-ground change.”

Environmental leadership at scale

What makes this initiative particularly significant is its scale and ambition. Spanning restoration and enhancement activities across approximately 12,400 hectares, it is only the second blue carbon project registered in Australia under the Clean Energy Regulator framework.

Environmental outcomes have already been substantial:

• Reconnection of tidal infrastructure near Webb Beach
• Large-scale revegetation using Council nursery stock supported by volunteers
• Improved weed management integrated into Biodiversity Management Plans
• Long-term monitoring of vegetation, invertebrates, reptiles and birdlife
• Increased habitat for migratory shorebirds and marine species

Beyond biodiversity, the project has significantly increased carbon sequestration capacity - positioning Adelaide Plains as a leader in place-based climate action.

Community, culture and economic resilience

This is not just an environmental story - it’s a community one.

Through the project, awareness of blue carbon and coastal resilience has grown across the region. Birdwatching tourism has increased. Private landholders and local volunteers have played active roles. The Two Wells Community Nursery has supported revegetation works. And conversations around future blue carbon credit pathways are opening alternative income opportunities for landholders.

Traditional Owners, the Kaurna People, have been integral partners, ensuring cultural knowledge is embedded alongside scientific research. Academic institutions, including Flinders University and the University of Adelaide, have contributed expertise. Environmental groups such as Birds SA and BirdLife Australia have strengthened ecological monitoring.

Securing $2.9 million in Australian Government funding has further cemented the project’s long-term sustainability.

It is a model built not on isolated action, but on shared stewardship.

Recognition that strengthens momentum

For Adelaide Plains Council and its partners, winning the award affirms years of technical work, collaboration and persistence.

It reinforces that councils - often closest to the land and community - are uniquely positioned to lead climate solutions that deliver environmental, social and economic outcomes simultaneously.

For the local community, it builds pride in protecting a globally significant ecological asset. For partners and Traditional Owners, it recognises the strength of working collectively toward a shared future.

What comes next?

The tides have returned - but the work continues.

Next steps include ongoing biodiversity and carbon monitoring, exploring further tidal reconnection opportunities, developing blue carbon credit pathways, and creating potential Indigenous employment and youth justice traineeship opportunities linked to restoration works.

The framework developed through this project is now being shared nationally and internationally, offering a replicable model for coastal restoration and climate leadership.

As the team reflects: local government can lead nationally significant climate solutions.

And at Webb Beach, with migratory birds' overhead and tidal waters once again flowing freely, that leadership is visible in every ripple.

Thank you to our partner Green Industries SA for sponsoring the Environmental Leadership and Sustainability Award.

GIF: Features a variety of images from the Blue Carbon Project, and those representing the project at the 2025 LG Professionals SA Leadership Excellence Awards Gala Dinner. 

How Leadership Onkaparinga is building leadership from the ground up

When local government invests in people - not as recipients of solutions, but as leaders of them - something remarkable happens. Confidence grows. Connections deepen. Communities begin to shape their own future.

That belief sits at the heart of Leadership Onkaparinga, the City of Onkaparinga Community Development Team’s long-running leadership development program, now recognised with the 2025 Excellence in Community Services and Development Award at the LG Professionals SA 24th Leadership Excellence Awards.

For more than 15 years, the program has quietly but powerfully reshaped what community leadership looks like - supporting everyday residents to step into civic life, tackle complex challenges, and lead meaningful change where they live.

A bold decision rooted in trust

Leadership Onkaparinga was born in 2009 from a deliberate civic choice: to respond to negative narratives about the region not with spin, but with people.

Rather than telling the community what it should be, council chose to invest in local leadership capacity - empowering residents to shape their own story.

From the beginning, the program was designed to be accessible, inclusive and deeply human. Offered free of charge, it draws on community development principles that prioritise empowerment, human rights, inclusion, self-determination and collective action.

What makes it truly distinctive is the depth of learning on offer. Leadership Onkaparinga brings together sophisticated leadership frameworks - like adaptive leadership, systems thinking and participatory governance - often reserved for elite corporate settings, and places them firmly in a community context.

Participants don’t just learn about leadership. They practise it - grounded in the realities of their region and informed by national and international perspectives through partnerships with universities and expert facilitators.

From uncertainty to agency

Ask the team what’s been most rewarding, and the answer comes quickly: watching people grow.

Time and again, participants arrive unsure of their place in leadership - only to leave with confidence, agency and a stronger sense of connection to their community.

One standout moment came when a 2024 participant secured a scholarship to Harvard University, later returning to co-facilitate learning in the 2025 program - cascading global insight straight back into the local community.

But leadership doesn’t always look like international study. It looks like action.

Graduates have gone on to launch community enterprises, establish women’s networks, create playgroups and multicultural community groups, build digital health apps, and lead environmental and social initiatives. Many have strengthened existing businesses, returned to study, or taken on mentoring roles within the program itself.

Perhaps most powerfully, participants who once felt disconnected from civic processes have confidently undertaken deputations, spoken at citizenship ceremonies, and engaged directly in democratic decision-making.

In one particularly significant outcome, a First Nations woman gained the confidence through the program to nominate for local government elections - an unmistakable sign of leadership, representation and self-determination in action.

Read more about the outcomes of Leadership Onkaparinga in their 2021-2025 report.

Leadership that stays local

What sets Leadership Onkaparinga apart is that leadership doesn’t end with graduation - it stays embedded in the community.

Alumni regularly return as mentors, co-facilitators and advisors, shaping future cohorts and strengthening a self-sustaining, community-led leadership network.

In 2025, council took this even further by inviting program alumni to sit on assessment panels for the Connected & Sustainable stream of the Community Grants Program - bringing participatory budgeting to life and placing informed citizens at the centre of public decision-making.

It’s a powerful example of leadership not just being taught, but trusted.

A collective effort, sustained over time

The program’s success is the result of deep collaboration - across council teams, First Nations partners, academic collaborators, facilitators and community leadership networks.

Support has come from every level of the organisation, from executive leadership and elected members to operational teams across strategy, sustainability, economic development, engagement, marketing and community capacity.

Key contributors like Program Coordinator Joanna Giannes and Dr Sharon Zivkovic have shaped a curriculum grounded in evidence, research and lived experience - ensuring learning translates into real-world impact.

Together, these partnerships demonstrate what’s possible when local government commits to long-term, relational community development.

Why this award matters

Winning the Excellence in Community Services and Development Award affirms the value of sustained investment in people and learning.

It recognises local government’s role as a civic educator - helping communities navigate complexity, understand democracy, and respond to interconnected challenges like climate change, misinformation and social cohesion.

Most importantly, it celebrates a simple but powerful idea: that strong communities are built when people are trusted to lead.

Looking ahead

Leadership Onkaparinga continues to evolve, with future iterations placing even greater focus on democracy, social cohesion and navigating “wicked problems” as complex, interconnected systems.

As challenges grow more complex, the program’s purpose remains clear - building informed, connected communities who understand how to participate, collaborate and shape shared solutions.

For anyone considering nominating next year, the team’s advice is heartfelt: tell the real story. Celebrate the human impacts, the relationships, and the learning along the way.

Because when leadership is grown from within, its impact lasts far beyond any one program - and continues to ripple through the community for years to come.

Thank you to our partner Hostplus for sponsoring the Excellence in Community Services and Development Award.

GIF: Features a variety of images from the Leadership Onkaparinga program, and those representing the program at the LG Professionals SA Leadership Excellence Awards Gala Dinner. 

The Little Para Golf Course proves that when councils think creatively, community and economic growth can thrive side by side.

There’s a particular kind of magic that happens when a familiar place becomes something entirely new - when a space people once drove past suddenly becomes a place they can’t wait to return to. That’s the story unfolding at the Little Para Golf Course, where the City of Salisbury and GreenSpace Management have transformed what was once a financial challenge into a buzzing, proudly local success.

Winner of the 2025 Excellence in Local Economic Development Award, this project shows what’s possible when councils rethink the way assets can serve a community. And it all began with one simple question:

What if a struggling golf course could become a destination?

Reimagining what a public golf course could be

For years, Little Para Golf Course operated in a position that relied on subsidisation from council. 

Enter Salisbury’s partnership with GreenSpace Management.

Together, they flipped the traditional model on its head. Instead of treating the site purely as a place to play 18 holes, they rebuilt it as a multi-use recreation experience.

SHANX Mini Golf brought colour, fun and energy to the precinct.

TrackMan technology turned the driving range into a modern, high-tech sporting drawcard.

Upgraded irrigation and safety infrastructure ensured long-term viability.

And above all - the entire facility was redesigned with community connection in mind.

The result? A course that finally reflects what Salisbury residents were looking for: an affordable, lively, inclusive hub that feels just as suited to family fun as it does to serious golf.

The moment everything changed

For project lead James Catterall, one moment stands out.

“When we cut the ribbon at SHANX, the kids sprinted to the first hole, parents were laughing, grandparents joined in - it was the moment we knew we’d created something special.”

What was once a quiet patch of green has become one of Salisbury’s most joyful community meeting points. Birthday parties, date nights, school groups, weekend catchups… the Little Para Golf Course is now part of the social fabric.

It’s proof that smart investment doesn’t just save money - it builds pride.

A commercial turnaround with community at its core

While the smiles tell one side of the story, the numbers tell the rest.

Visitation has skyrocketed.

Revenue has exceeded expectations.

For the first time in decades, the course is turning a profit.

And perhaps most importantly, it has redefined what financial sustainability can look like in local government.

“This project showed that commercial success and community benefit don’t have to compete,” James explains. “They can actually strengthen each other.”

The partnership agreement - which includes profit-sharing and long-term capital investment commitments - has ensured stability, mutual benefit, and ongoing innovation. Other councils have already begun looking to Little Para as a model for transforming underperforming community assets.

The team who made it possible

Projects like this don’t succeed by accident - they succeed because people believe in what’s possible.

A long list of names sits behind the transformation:

• Andrew Hamilton, who championed ambition and community focus.
• Ben Hopkins, who designed a partnership agreement built on trust and shared goals.
• Amy Pokoney Cramey, who advocated fiercely for the people and the place.
• James Catterall, who steered the operational transition from concept to reality.
• Tom Beales, who continues to champion commercial growth.
• Nigel Dennis, who keeps collaboration strong.
• Craig Grocke, the steady strategic voice.
• Brayden French, who ensured the numbers worked - and kept working.

Together, they achieved something many thought impossible: turning a financial liability into a thriving, sustainable community asset.

What the award means

For the Salisbury team, the recognition has been deeply meaningful.

“It felt like a pat on the back for every late-night phone call and every ‘what if we tried this?’ conversation,” James says.

For the community, it’s reassurance that council is innovating boldly and investing wisely in spaces that add real value to local life.

What’s next for Little Para?

The momentum isn’t slowing down.

More community events, expanded facilities, and a few yet-to-be-announced additions are on the horizon. And the lessons from this project - collaboration, creativity, trust - are already shaping how Salisbury approaches future opportunities.

As James puts it: “Partnerships and new ideas… they’re the real game changers.”

Thank you to our partner Norman Waterhouse for sponsoring the Excellence in Local Economic Development Award.

GIF: Features a variety of images from the Little Para Golf Course, and those representing the project at the LG Professionals SA Leadership Excellence Awards Gala Dinner. 

How six councils joined forces to bring higher education closer to home

For decades, young people across the Murraylands, Riverland and Fleurieu regions have faced the same impossible choice: stay close to the community they love or move away to study and build a future. It was a decision that shaped lives - and too often, left businesses struggling to find skilled workers.

But a bold collaboration between six councils has flipped that narrative on its head.

Celebrated as one of two winners of the Excellence in Cross Council Collaboration Award at the 2025 LG Professionals SA Leadership Excellence Awards, the Murray River & Fleurieu Study Hub Program - a partnership between Alexandrina Council, Berri Barmera Council, City of Victor Harbor, Coorong District Council, District Council of Yankalilla and the Rural City of Murray Bridge - is creating life-changing opportunities for students of all ages.

A regional solution driven by regional voices

The story behind the Study Hub network is grounded in one truth: regional people deserve access to the same opportunities as anyone else.

“For a long time, local young people felt they had to leave to build a future,” says project lead Vanessa Leigh, Manager Economic Development at the Rural City of Murray Bridge. “We knew something needed to change. So, we rolled up our sleeves with neighbouring councils and built a pathway that let people stay connected to home and still chase their dreams.”

The first Study Hubs were established in Murray Bridge in 2019 and Berri in 2020, with the Victor Harbor site opening in 2024 - each shaped by its own community. What worked in one town didn’t always translate to the next, and instead of pushing a one-size-fits-all model, the team leaned into local nuance.

“It’s a place-based program,” Vanessa says. “Designed with locals, for locals.”

And it’s growing. A new Study Hub will open on Kangaroo Island this November, expanding the model across four regions and eleven thousand square kilometres.

Transforming confidence, careers and community futures

The numbers are compelling:

• 730+ locals supported
• 343 completions across university, VET and professional development
• 200+ secondary students guided through future planning

But as Vanessa puts it, “The magic is in the stories.”

There’s Chris, who arrived feeling unsure and left declaring, “I am worthy and confident.”

Or the Year 12 student who trialled a university subject through the hub, discovered they were capable, and is now thriving in a physiotherapy honours degree.

Parents returning to study after raising families. School leavers discovering new pathways. Workers retraining for industries that desperately need skills.

“These are the moments that stay with you,” Vanessa says. “When someone realises they can - and that they don’t have to leave home to chase their goals.”

Collaboration at its strongest

Behind the scenes is a partnership that exemplifies what cross-council collaboration can achieve.

An Executive Steering Committee brings together CEOs, general managers, TAFE SA executives, and Regional Development Australia leaders. On the ground, Study Hub coordinators and advisors across the Murraylands, Riverland, Fleurieu and soon Kangaroo Island guide students through every step of the journey.

“It’s a network of passionate locals who believe in regional opportunity,” Vanessa says. “Everyone - from councils to TAFE SA to RDA - brings something vital to the table.”

This shared effort has also unlocked significant funding: $3.7 million since 2018, enabling the hubs to grow, adapt and innovate.

More than a win - it's a message

For the team, winning the Excellence in Cross Council Collaboration Award is a proud moment - but more than that, it’s a message to regional communities:

“You matter. Your future matters. And you don’t have to leave home to build something extraordinary.”

“This win belongs to every student who backed themselves, every council that said ‘yes’, and every regional family who dreams big,” Vanessa says. “It’s given our whole team such a lift.”

What’s next? A bigger, bolder future.

The expansion continues, with Kangaroo Island joining the network in November. The team is also exploring new ways to strengthen the model, support more learners, and collaborate with additional councils who want to bring the opportunity to their region.

“This model works because it listens,” Vanessa says. “It adapts. And most importantly, it keeps people at the centre.”

Her advice for next year’s nominees?

“Do it. Local government delivers extraordinary work every day, and it deserves to be celebrated. You never know who you’ll inspire.”

With six councils leading the charge - and hundreds of stories of transformation already written - the Murray River & Fleurieu Study Hub is more than an education initiative. It’s a generational shift, reshaping regional futures from the ground up.

Thank you to our partner AM Consulting for sponsoring the Excellence in Cross Council Collaboration Award.

GIF: Features a variety of images from the Murray River & Fleurieu Study Hub Program, and those representing the project at the LG Professionals SA Leadership Excellence Awards Gala Dinner. 

City of Onkaparinga wins Excellence in Customer Service or Experience for their Customer Access Restriction Procedure.

At the City of Onkaparinga, customer service isn’t just about answering questions or resolving requests - it’s about creating safe, welcoming spaces for everyone. But when staff began experiencing an increase in unacceptable behaviour across libraries, community centres, and front counters, the team knew they needed to act.

The result was the Customer Access Restriction Procedure (CARP) - a clear, person-centred approach to managing harmful behaviour while maintaining fairness, empathy, and inclusion.

Now recognised with the Excellence in Customer Service or Experience Award at the 2025 LG Professionals SA Leadership Excellence Awards, the initiative has set a new standard for how councils can balance accountability with compassion.

A safer, kinder way forward

The project began in response to a simple but pressing question: how do we keep our staff and customers safe, while still treating everyone with dignity?

For Customer Liaison Officer Rory Fitzsimons, who led the development of the procedure, the answer came through humanising the issue.

“Incidents of unacceptable behaviour were affecting both staff and customers,” Rory explains. “But rather than seeing people as problems to be managed, we looked at what might be driving those behaviours - mental health, cognitive impairments, life pressures - and how we could respond with empathy, not just enforcement.”

The result was a carefully structured process that gives staff the confidence and clarity to respond when issues arise. It includes defined steps - from verbal warnings to written notices to temporary access restrictions - while also offering individuals a clear path to re-engage once behaviour improves.

What makes the CARP so unique is where it came from. “This wasn’t developed by the Work Health and Safety team, as you might expect,” Rory says. “It came from Customer Relations, which meant we could design it through a person-centred lens rather than a purely procedural one.”

Building confidence, trust, and empathy

Since implementing the CARP, the impact has been both tangible and cultural. Customers now report feeling safer in community spaces, confident that unacceptable behaviour won’t be ignored.

“For staff, the change has been just as powerful,” Rory says. “Before, people often felt powerless or unsupported. Now, they know exactly what to do and that their safety matters.”

The procedure has also reshaped how people across the organisation talk about behaviour. “We’ve seen a real shift - from judgement to understanding,” he says. “People are more likely to ask, ‘what’s behind this behaviour?’ rather than dismiss someone as difficult.”

That change in mindset, he adds, has been one of the most rewarding outcomes of all. “When empathy becomes part of your workplace culture, everyone benefits.”

The people behind the procedure

The success of the CARP is the result of deep collaboration across the organisation. Library staff, youth workers, community safety officers, and leadership teams all contributed their experiences to ensure the process was both practical and lawful.

Key contributors included Katherin, Team Leader at Noarlunga Library, who helped test and refine the procedure; Jenna and Jeff from the Youth Team, who provided insight into age-appropriate approaches; and Ian Manager, of Community Safety and Property, whose expertise ensured the procedure aligned with legal and by-law requirements.

“It was truly a team effort,” Rory says. “Everyone brought their perspective, and that made the final product something we could all be proud of.”

Recognition that sparks momentum

For Rory and the team, the award has been more than a proud moment - it’s created momentum for what comes next.

“This recognition built trust in the work we’re doing,” he says. “It’s opened doors to new opportunities, including leading the development of our Customer Experience Framework. That framework is all about clarity, simplicity, empathy, and consistency - principles that came directly from what we learned through the CARP.”

The procedure itself continues to evolve under the stewardship of the Work Health and Safety team, with new tools like a property alert system being developed to help protect staff who visit homes.

Putting purpose before performance

When asked what advice he’d give others considering nominating next year, Rory’s answer is characteristically humble.

“Go for it - but don’t do it for the award,” he says. “Do the work well, for the right reasons. If recognition comes, that’s a bonus. The real reward is knowing you’ve made a difference.”

And that difference is clear.

By humanising a complex issue, empowering staff, and fostering empathy at every level, the City of Onkaparinga’s Customer Relations and Libraries Team have not only improved customer experience - they’ve redefined what it means to care for a community.

Thank you to our partner SOLO Resource Recovery for sponsoring the Excellence in Cross Council Collaboration Award.

GIF: Features a variety of images from the Customer Access Restriction Procedure project, and those representing the project at the LG Professionals SA Leadership Excellence Awards Gala Dinner.