Black framed Certificate of Incorporation for the Buninyong Resident's Association Inc. dated March, 2000. A4 printed certificate issued by the Corporate Affairs Office, Victoria. Certificate of Incorporation Victoriabuninyong resident's association, buninyong, governance, community service

28 pages including covers; colour printed publication with card cover and stapled binding. Front cover features the title City of Broadmeadows Annual Report 1993, municipal logo and slogan "Building a Better Future", and a series of colour photographs depicting community facilities, recreation spaces, commercial development and civic infrastructure.non-fictionThe annual report presents an overview of municipal operations and achievements for 1993. Content typically includes reports from the Mayor and Chief Executive Officer, financial statements, departmental reports, community services, engineering and works programs, planning activities, recreation services, economic development initiatives, staffing information and statistical data relating to municipal governance and service delivery.city of broadmeadows, local government, municipal administration, annual reports, civic governance, community services, urban development, municipal finance, recreation facilities, infrastructure, broadmeadows, hume region, victoria, local history, municipal reform.

In April 2012 former Royal Australian College of General Practitioners president Dr Paul Hemming was appointed the University of Ballarat’s new chancellor. Dr Hemming was a deputy chancellor of the university since 2011 and a member of the university council since 2007, and replaces outgoing chancellor Robert Smith. He was a founding director of Beyondblue and has been president of the Royal Australian College of General Practitioners. He was also president of the Australian Medical Association Victoria and has served on numerous federal government medical bodies and tribunals. Chancellors are appointed to chair the university's council (governing body) as the senior office holder of the University. They also confer the academic awards of the university, and represent the university at meetings, functions and ceremonies. At the installation of Dr Hemming as the Fifth Chancellor Of The University Of Ballarat Governor of Victoria Alex Chrnov said: "I join Bonnie Fagan in acknowledging the traditional owners of this land and I pay my respects to their elders past and present. It is my great pleasure, as Governor of Victoria and Visitor to the University of Ballarat, to install Dr Paul Hemming as the fifth Chancellor of this University. I extend to him and his family my warmest congratulations on this appointment and wish him all the best in his new role. I have no doubt that he will be an industrious and wise leader of this University. Although the University of Ballarat is one of Australia’s newest Universities, it is the third oldest Tertiary institution in our country with the School of Mines being established in 1870. It has much to be proud of, and should be recognised for its commitment to being one of our most outstanding regionally focused higher education institutions. It offers on six campuses a diverse, yet suitably targeted, group of learning models that include higher education, TAFE and senior secondary school education, and is one of the few universities in the country that has an associated Technology Park. This University is uniquely placed to provide higher education in Regional Victoria. For example, I understand that by 2020 the population in the Ballarat area will increase by 20% so this University will have the responsibility and opportunity to provide educational opportunities for this growing population. The role of the Governor can be divided into three parts – ceremonial, constitutional and community engagement. It is the third aspect of the role that is most time consuming and, I add, enjoyable. It includes making official visits to Regional areas of Victoria. To date Elizabeth and I have been on 16 such visits and the thing that stands out is that despite the challenges that face Regional communities whether it be through natural disasters, or the economy more broadly – the stoicism, volunteerism and self reliance are always present. Ballarat is an example of such resilience and confidence in its future that can be dated back to this University’s inception. When the School of Mines was established in 1870 on the back of the gold rush era of the 1850s, the local community had vision and faith in its future that is reflected in the building of this institution. It is not dissimilar to Melbourne, where its relatively few citizens established the iconic pillars of our society like the State Library, the University of Melbourne, Parliament Houses and the National Gallery of Victoria. The contribution by the University of Ballarat to Regional Victoria cannot be overstated. Not only does it provide top educational opportunities for students from the Region but its graduates almost invariably end up working in Regional Australia, and often in their own local communities. More specifically, almost three out of every four of the graduates from this University end up finding employment in Regional areas. Such figures highlight the University’s significant contribution to the Regional economy. But its impact is not limited to our Regional areas – it extends to other parts of Australia and overseas. But like so many other higher education institutions in Australia, the University of Ballarat is facing challenges brought about by events such as global uncertainties and the high Australian dollar that impact on the inflow of international students, and dealing with students, more and more of whom come from the lower socio economic sector. It is in those circumstances that the Chancellor must show leadership that involves, amongst others, objectively guiding the Council and supporting the Vice-Chancellor, albeit without becoming involved in the day to day micro management of the University. A strong, trusting and respectful working relationship between the Chancellor and the Vice-Chancellor is, I believe, critical to the sound progress of a University. Before I turn more specifically to Dr Hemming, I would like to reflect briefly on his immediate predecessor, Emeritus Professor Robert Smith. I am sure that Dr Hemming has already found in Professor Smith an invaluable source of assistance. He was a skilled and effective leader not only here, but also in the broader higher education sector. I mention by way of example his instigation and leadership two years ago of the much acclaimed Chancellors’ Conference that was held in Melbourne. There was great diffidence amongst the Chancellors in having it at all. It was a little like herding cats. But Bob Smith spearheaded the organisation of it, with great attention to detail. And it was his hard work and leadership that resulted in the Conference being such a success and of assistance to all Chancellors who attended. It was an illustration of Bob Smith’s skills as a leader in the sector and of this University. And the sector, just as this University remains indebted to him. And I have no doubt that Dr Hemming will similarly lead this University through the challenging, yet exciting, times that lie ahead. He is eminently qualified to do so, in terms of his personal attributes, academic achievements and experience in governance. With his extensive medical career as a General Practitioner, service on a number of Federal Government medical boards and tribunals, and having been a Founding Director of ‘Beyondblue’, President of the Royal Australian College of General Practitioners and President of the Australian Medical Association (Victoria), his list of personal and professional achievements, as well as his strong sense of public and community duty, is impressive. Importantly, Dr Hemming has a long standing connection with the Ballarat community, having moved here with his family from the United Kingdom in 1977. He is now even accepted as a “local” I am told. Given his range of experience to which I have referred and the time he has already spent on the Council and Standing Committees of this University, he is obviously well placed to take part in leading this University. So it is a great pleasure for me to install Dr Hemming as the fifth Chancellor of the University of Ballarat." (http://www.governor.vic.gov.au/victorias-governor/publications/speeches/speech/speech/104) Colour photographS of three men in academic regalia sitting inside the Ballarat Uniting Church, Lydiard Street South. Chancellor Dr Paul Hemming sit in the centre, with Vice-Chancellor Professor david Battersby on the left. Also audience images, academics and a dinner at Craig's Hotel.university of ballarat, federation university, regalia, chancellor, vice chancellor, paul hemming, david battersby, alex chrnov, todd walker, andy smith, craig's hotel, academics

Women's Participation in Local Government Coalition Strengthening Communities Through Women’s Participation 2008 Victorian Local Government Women’s Charter Awards Whittlesea City Council For outstanding contribution in supporting and championing women’s participation in local government CR. Beth Ripper Chair Women’s Participation in Local Government Coalition Local Government Professionals Municipal Association of Victoria Victorian Immigrant and Refugee Women’s Coalition Victorian Local Governance Association Victorian Women’s Trust WEL Victoria Women’s Planning Network YWCA Victoria hansen VLGA Municipal Association Of Victoria Victorian Women’s’ Trust making a differenceWomen's Participation in Local Government Coalition Strengthening Communities Through Women’s Participation 2008 Victorian Local Government Women’s Charter Awards Whittlesea City Council For outstanding contribution in supporting and championing women’s participation in local government CR. Beth Ripper Chair Women’s Participation in Local Government Coalition Local Government Professionals Municipal Association of Victoria Victorian Immigrant and Refugee Women’s Coalition Victorian Local Governance Association Victorian Women’s Trust WEL Victoria Women’s Planning Network YWCA Victoria hansen VLGA Municipal Association Of Victoria Victorian Women’s’ Trust making a differenceawards

This is a collection of photographs of former Shire / City secretaries and town clerks of the former Shire of Braybrook and City of Sunshine. Before modern CEOs existed in Victorian local government, the Shire / City Secretary or Clerk was the most senior administrative officer in a shire or city. They were effectively the chief executive, chief financial officer, and chief governance officer rolled into one. Below is a detailed breakdown of what a Shire / City Secretary traditionally did. 1. Chief Administrative Office The Shire Secretary managed the entire day‑to‑day operation of the shire, including: - Supervising all council staff - Implementing council decisions - Managing correspondence, records, and official documents - Ensuring services were delivered (roads, drainage, health, building, etc.) This is the historical equivalent of the CEO role described in modern council structures. 2. Governance and Council Support The Shire Secretary was responsible for: - Preparing agendas and minutes for council meetings - Advising councillors on legislation and procedures - Ensuring compliance with the Local Government Act - Managing elections and public notices This aligns with the governance responsibilities now embedded in the Local Government Act 2020. 3. Financial Management The Shire Secretary was also the shire’s chief financial officer: - Preparing budgets - Managing rates and revenue - Overseeing expenditure - Producing annual financial statements In many small shires, the Secretary also acted as Treasurer. 4. Public Interface The Shire Secretary was the main point of contact for the community: - Handling complaints and enquiries - Issuing permits and licences - Coordinating public works requests - Communicating council decisions to residents They were often the most recognisable council official in the district. 5. Strategic and Long‑Term Planning Although less formalised than today, the Secretary played a key role in: - Planning infrastructure - Advising on township development - Managing land records and valuations - Coordinating with state government departments This mirrors the strategic functions now assigned to CEOs under the Local Government Act.This collection of photographs shown all the men who served as the Shire Secretary, Town Clerk or CEO for the Shire of Braybrook or for the City of Sunshine.Sunshine Council July 2007 5452.01 - Shire of Braybrook Shire Secretary William 'Bill' Pullar 1860 - 1907.jpg 5452.02 - Shire of Braybrook Shire Secretary D. Lingford 1908 - 1911.jpg 5452.03 - Shire of Braybrook Shire Secretary Walter John Andrew 1911 - 1927.jpg 5452.04 - Shire of Braybrook Shire Town Clerk Edgar Hargreaves 1927 - 1954.jpg 5452.05 - City of Sunshine Town Clerk Thomas William 'Bill' Deutschmann 1954 - 1984.jpg 5452.06 - City of Sunshine Town Clerk G. S. Pearson 1984 - 1987.jpg 5452.07 - City of Sunshine CEO And Town Clerk J. James 1987 - 1992.jpg 5452.08 - City of Sunshine Town Clerk John Noble Willaton 1992 - 1994.jpg 5452.09 - Shire of Braybrook Shire Secretaries and Town Clerks 1860 - 1954.jpg 5452.10 - City of Sunshine Town Clerks 1954 - 1994.jpg shire of braybrook, city of sunshine, town clerk, shire secetary, william "bill" pullar, d. lingford, walter john andrew, edgar hargreaves, thomas william "bill" deutschmann, g. s. pearson, j. james, john noble willaton

Good governance means good business What is governance? The Indigenous Governance Awards Key elements of good governance Finalists 2005: Koorie Heritage Trust, Victoria; Central Australian Aboriginal Congress, NT; Sunrise Health Service, NT; Goldfields Land and Sea Council, WA; Institute for Aboriginal Development, NT; Maari Ma Health Aboriginal Corporation NSW; North Coast Aboriginal Corporation for Community Health Qld; Tiwi Islands Local Government, NT What works: lessons from the 2005 Indigenous Governance awards Governing body: choosing the board; Size and frequency of meetings; Board change and continuity; Processes of decision-making; Making good decisions; Financial decision-making; Accountability tools Managing and implementing decisions: carrying out recommendations; Informing stakeholders Conflict resolution: conflicts among the board; Complaints from members; Staff conflicts Leadership development: developing youth; Staff development and training Cultural norms and values: Boards and elders; Community and culture Future planning.colour photographsbusiness enterprise, indigenous business

St Michael's Grammar School is an independent primary and secondary day school in St Kilda. It was founded in 1895 by Anglican religious order the Community of the Sisters of the Church as a school for girls and continues to occupy its original location in Marlton Crescent. It has been fully coeducational since 1980. The Community of the Sisters of the Church is no longer involved in its governance.Bronze Coloured Badge with blue cross in centre, pin type attachmentOn rear: Stokes Sterling Silverst kilda schools, st michael's grammar school

Gwen Goedecke was a founding member of the Sunshine International Women's Committee in 1974 and later became Secretary. Her work in this organisation enhanced and informed local women's participation in public life. She was a member of the Footscray Local Governance Association, a campaign to encourage more women to stand for council. Gwen was also a founding member of the Footscray Centre for Working Women in 1974 where she was instrumental in helping many migrant women working in local factories obtain appropriate advice, information and assistance. Gwen was the 2006 Dame Phyllis Frost Woman of the Year, in recognition of her significant contribution to the status of women. In 2001, she was awarded the Centenary Medal for services to the community.Collection of metal pin badges5006.01 - Gwen Goedecke Collection - Vote 1 Labour Party Industrial Badge.jpg" 5006.02 - Gwen Goedecke Collection - Unions Fighting For Safety At Work Badge.jpg" 5006.03 - Gwen Goedecke Collection - No More Vietnams Shop Conscription Now Badge.jpg" 5006.04 - Gwen Goedecke Collection - Reconciliation In The Park Badge.jpg" 5006.05 - Gwen Goedecke Collection - Our Unions Our Future Our Fight Badge.jpg" 5006.06 - Gwen Goedecke Collection - Union Solidarity Badge.jpg" 5006.07 - Gwen Goedecke Collection - Oppose U.S. Aggression March On April 21 Badge.jpg" 5006.08 - Gwen Goedecke Collection - Building Union Picnic Day Est 1856 Victoria First Paid Day 1976 Badge.jpg" 5006.09 - Gwen Goedecke Collection - 669 Sprinkler Fitters Badge.jpg"union, australia labour party, goedecke

The purpose of the Brimbank Early Years Facilities Review is to ensure the provision of quality early years infrastructure that meets demand across the municipality. The Brimbank Early Years Facilities Review seeks to achieve the original objectives of the Review as set out in the CSIP while also responding to the impact of the three-year-old kindergarten reform. The revised objectives of the Early Years Facilities Review are to: 1. Review early years’ service facility models and develop guiding principles for the planning, design, governance and operation of the children’s and community centres. 2. Make recommendations on the priority order and components of the five proposed Children’s and Community Centres in the CSIP, in light of the three-year-old kindergarten reform. 3. Identify sites that can be expanded to accommodate additional kindergarten infrastructure. 4. Assess 24 underperforming kindergarten, playgroup and long day care facilities and make recommendations on the future need for and purpose of those facilities.Brimbank Early Years Review Final Report March 2022deer park west children's and community centre, albanvale children's and community centre, sunshine west children's and community centre, furlong road children's and community centre, dempster park children's and community centre

The Victorian Government appointed Municipal Monitors to Brimbank City Council on 12 February 2024, with the role continuing until 31 December 2024. This decision was made due to ongoing governance concerns, including: Failure to meet governance principles under the Local Government Act 2020. Issues with councillor conduct. Concerns about meeting procedures and decision‑making. Problems with councillor and staff relationships Behaviour inconsistent with the Councillor Code of Conduct. On the 12th February 2024, the Victorian Government appointed the monitors: Janet Dore. Penelope Holloway. They were tasked with monitoring governance, councillor behaviour, confidentiality, meeting procedures, and community engagement practices. The minister then extended the term of the monitors’ appointment to the 30th June 2025 to oversee the induction of the new council and ensure stable governance for the next four‑year term. The final report was then made public on the 1st october 2025. Brimbank has had a long history of governance issues including when the council was sacked in 2009 after a damning Ombudsman’s report. This led to Administrators running the city until 2016. The 2024 appointment of monitors reflects renewed concerns about governance stability of the Council.5641.01 - City of Brimbank Monitored - Council To Be Monitored Page 1.jpg 5641.01 - City of Brimbank Monitored - Council To Be Monitored Page 2.jpg 5641.02 - City of Brimbank Monitored - Monitor's Extended Until June 1925.jpg 5641.03 - City of Brimbank Monitored - Brimbank Council Monitors Final Report.pdfcity of brimbank, monitors

An organisational chart of Junior Legacy, Melbourne, in 1975, detailing the number of Legatees required to fill all the committee and sub-committee positions - the Board alone had 16 members including three vice-presidents. Many of the positions persisted until the 21st century before falling away when overtaken by legislated governance requirements.An insight into the governance of a not for profit organisation in 1975, which illustrated the community spirit of the day and the variety of work Legacy did then.White A3 photocopied sheet with diagram and black type.organisation structure, history