How are city administrations responding to the COVID-19 pandemic? And how might cities change as a result of the coronavirus?

Australia’s major cities have felt the full force of the health and economic crises brought on by the COVID-19 pandemic. It has challenged the assumptions of city officials towards the services they provide to the community, the way people interact within cities, and has come at significant financial cost to local governments.

Two recent interviews provide different perspectives on the impacts of COVID-19 to the cities and communities of Adelaide and Melbourne.

The first interview with Mark Goldstone — Chief Executive Officer with the City of Adelaide — was part of IPAA South Australia’s Virtual on the Couch series.

The second interview with Andrew Wear — Director of Economic Development at the City of Melbourne and author — was for the IPAA Victoria Public Sector Perspectives podcast.

In this article available through the IPAA National website we explore the unique experience of COVID-19 from the perspective of two different capital city councils. Read the full article here.

With the recent ease of some restrictions in SA, we have been working with our Divisional Council and stakeholders to map the path forward for the institute. As always, the wellbeing of our staff, facilitators, and members is of the utmost importance to us.

• To ensure the safety and wellbeing of all members and partners of the institute we aim to commence face-to-face professional development as of 1st September 2020.
• We are closely monitoring government advice and if necessary, we will change our delivery format accordingly. In the event that it is necessary to cancel a course, all fees will be refundable.
• As face-to-face learning becomes available, we will continue to enact COVID safe policies and procedures as based on the advice of the Australian Health Protection Principal Committee (AHPPC).
• We have implemented numerous steps to continuously provide a safe and healthy environment including reduced class sizes, extra spacing between desks, single serve catering and enhanced cleaning and sanitising practices.
• For those enjoying the convenience and ease of online learning, we will continue to offer courses in a virtual format to ensure our members can attend courses in a format they are comfortable with and find most convenient.
• Events and forums will continue in virtual formats until September 2020.
• Over the coming weeks, we will continue to expand our range of available online training and events, to bring you relevant and useful learning to grow your capabilities.
• We have already commenced offering face-to-face, online or mixed mode In-agency delivery of courses and programs in accordance with the individual policies of departments and organisations.

We would like to thank all our members for their commitment and contributions during this time and look forward to embedding all that we have learnt from this experience to continue working to improve the standing of the public sector in South Australia.

Kind Regards,

Renae Haese

Executive Director

IPAA SA

Forensic Psychologist, Luke Broomhall joins us in the latest instalment of the COVID-19 Wellbeing – Interview Series. Mr Broomhall shares his tips and advice for leaders, managers and team members on how they can look after their own mental health and that of others.

How can leaders check in on the mental health of their team members?

Mr Broomhall urges us to look out for behaviours that sit outside the norm for that person, such as bouts of tearfulness, withdrawal, or anger. If so be prepared to sit down and open up a conversation with this person on the behaviours, you have noticed.

You might like to start the conversation by saying…

“  [Name} I have noticed lately that you seem a bit more [describe the behaviour e.g. withdrawn and quiet] and [these goals or items haven’t been met] and I’m a bit concerned about you and I just want to know if you’re okay and if there’s anything I can do?”

The role of the manager or leader when handling the response to this question is to have a human response grounded in empathy, but to also understand what they can and can’t control, and in turn to provide resources for the individual to access that will support them. When you encounter a strong emotional response from an individual you can respond to them as described below:

1. Demonstrate empathy for the emotion that is occurring by acknowledging the emotion exists and that you can see that they are experiencing this.
2. Affirm that their experience of this emotion is valid and okay, and that you are there to listen and help in whatever ways that you can control.

“I understand you are feeling this way, tell me more about your experiences and what you are going through at the moment”

1. Take the time to listen and not jump in too soon with solutions.
2. Act to change what you can for the wellbeing of the individual and provide access to support resources and persons as needed.

Returning to the Workplace

In the transition back into the physical workplace there are several measures and tips that leaders and managers can employ to ease people into the ‘new normal’ of post-COVID-19 work.

• Be patient while employees’ transition.
• Ensure workplaces do not grow complacent with preventative COVID-19 measures.
• Be aware that not all staff members will be positive about the return to the workplace and should be aware of this as a flag for potential issues around conflict, bullying and other concerns.
• Encourage the access of Employee Assistance Programs for early intervention.
• Develop and grow the mental health literacy of leaders and managers.

How Can We Help a Colleague or a Friend Who is Struggling?

We all want to be able to help and support our friends and colleagues when we can see they may be experiencing mental distress. Mr Broomhall shares that we can all take an active role in checking in with others during this time, but firstly you must:

1. Fit your own oxygen mask first – make sure you are in a balanced and centered place and ask yourself continuously ‘Am I coping okay myself?’, as it is very hard to look after other people if we are in a difficult space ourselves.
2. Focus on the behaviours you can see when discussing your concerns, refrain from saying that they seem more depressed or anxious, instead note that they may have been more withdrawn tearful, etc.
3. Provide an opportunity for them to speak openly with you, for example go for a casual coffee or walk together building on social connection.

If you have had a chance to view this interview, please provide your thoughts here.

For Chief Executive, Department for Health and Wellbeing, Dr Chris McGowan, the pandemic response has been a showcase of collaboration and innovation. In this Virtual on the Couch interview, Dr Chris McGowan discussed how his department structured their response to the COVID-19 pandemic by identifying 6 streams of work to achieve their 3 goals being “Flatten the Curve, Optimise the Public Health System and Keep Public Confidence”. Dr McGowan was interviewed by Tricia Tebbutt, Partner, PwC, where they explored Dr McGowan’s insights into the pandemic and responded to questions from the IPAA SA community and broader public sector.

Questions to Dr McGowan included…

• Looking back on the last 3 months, what where the biggest challenges you faced and how did you respond?
• Communication is key. What are some examples of how you communicated with your team and the wider SA Community?
• What was it like in your department during the early weeks of the pandemic?
• Where there some surprises during the early weeks that you weren’t expecting?
• What do you think are some of the opportunities that have occurred that you want to take with you into the future?
• What did you learn about yourself as a leader over the last few months?
• How do you think SA can help demonstrate further support in developing leadership and emerging future leaders?
• What’s the focus and priorities of SA Health over the next 6 months as we move into recovery?
• What do you think would be the lasting legacy of COVID-19, both positive and negative?
• The stabilization of the COVID-19 situation means moving from prioritizing suppression to focusing on detection to protect SA as we move into the recovery period.

As highlighted by Dr McGowan, support for emerging and developing leaders is essential. Learning and capability development is an important steppingstone in the leadership journey, providing the opportunity for self-reflection and growth. If you would like to learn more about leadership training opportunities are available both through the South Australian Leadership Academy and IPAA SA.

If you have watched this interview please feel free to leave your feedback and comments here.

Chief Public Health Officer, SA Health, Professor Nicola Spurrier has joined us virtually ‘On the Couch’ to share how the response to COVID-19 has evolved over the course of the year, and in turn what the future may look like as we face a new “normal”. Professor Spurrier highlights the fantastic work of her team and supporting organisations, as well as the commitment of everyone in the state to suppressing the spread of the virus through social distancing and other restrictions.

“we have a great community here….I had a sense that people would understand, get together and be able to do what was needed”

Professor Spurrier was interviewed by Adelaide Managing Partner, PwC, Jamie Briggs, where they explored responses to the following questions.

• How regularly do novel coronaviruses appear? Is this one particularly virulent?
• Why did we do so well in South Australia [in our response to COVID-19]?
• Was the success of the COVID-19 response common across the country or unique to SA?
• How much more do we know now, than January 1st about the virus?
• How much work went into the preparing for the pandemic in early 2020 as the virus situation developed?
• How much is the national group learning from the outbreak in other places around the world, where there isn’t as much control?
• Where is the vaccine and where are the treatments? Where do you think we are at?
• Is where we are at, where you think we will stay for the next 6-months according to the Transition Committee?
• Being front and centre of the media’s interest how have you handled the attention over the last few months? How has that impacted on you personally?
• Do you think that COVID-19 will have longer time impacts on the way that we live?
• Are you worried about a breakout here – if it does happen as in Melbourne?
• Is Winter and cold and flu season going to impact the pandemic situation? Are people able to get the virus twice?
• In a world where global pandemics and the like may become more common, do you think there will be more of an emphasis on public health in the coming years?
• How does a good and bad scenario for Victoria play out from this point forward?
• Looking back would you do anything differently?

Leave your feedback on this event here.

The latest issue of the Australian Journal of Public Administration contains a gem of a research paper by Catherine Althaus on the exciting contribution that Indigenous evidence and knowledges can make to public administration in the fields of engagement, sustainability, and policy innovation.

Catherine Althaus is the Professorial ANZSOG Chair of Public Service Leadership and Reform at the Public Service Research Group at UNSW Canberra and ANZSOG Deputy Dean. She is a non-Indigenous academic woman who has been privileged by the great generosity and hospitality of Indigenous peoples from across Australia, New Zealand, and Canada. She has also observed with frustration the many barriers to the contribution of Indigenous knowledges in the scientific and policy-making realms.

Her paper — Different paradigms of evidence and knowledge: Recognising, honouring, and celebrating Indigenous ways of knowing and being — proposes that public administration can benefit from these Indigenous ways of knowing and being.

Catherine starts by tracing some of the contemporary reasoning in favour of such acknowledgement and prioritisation. She then turns to practical examples to demonstrate how the field of public administration and the practice of policymaking will benefit (including a discussion on the potential barriers to uptake). And she closes with a call for dedicated and respectful work by the discipline and practitioner communities.

Read the full article here>