YoungAchieveroftheYear

LGMA NSW 2011 Management Excellence Awards
Category: Young Achiever of the Year
BROOKE ENDYCOTT
Manager – Community Development
Auburn City Council
INTRODUCTION
In 2005, Brooke Endycott joined Auburn City Council at age 24
as the Community Projects Officer, overseeing Council’s grants
programs and capacity building initiatives with local community
organisations and groups.
A Social Sciences and International Studies graduate of the
University of Technology, Sydney, Brooke had already been
employed in various roles in the children’s, youth and settlement
services sectors in Western Sydney and had worked on community
development initiatives in Chile, prior to joining Council.
Over the past 6 years, Brooke has been appointed by Council into
four distinct positions, enthusiastically moving into new project
areas, combating new challenges, increasing the scope of her
responsibilities and revealing her talents across the organisation.
At age 29 she was appointed as the Community Development
Manager, making her the youngest member of Council’s
Management Team.
Now at the age of 30, Brooke has seen a variety of minor and major
projects come to fruition including the completion of Auburn’s first
arts specific facility, the Peacock Gallery and Auburn Arts Studio;
and the development of the Auburn Centre for Community, a new
state of the art multipurpose community centre located in the highly
disadvantaged suburb of North Auburn. Brooke has also played
a key role in Council wide strategic projects, including providing
significant input into Council’s first Community Strategic Plan under
the Integrated Planning and Reporting Framework.
A strong team ethos, quality project delivery and an absolute
dedication and commitment to Council and the community are key
reasons behind this nomination put forward by Auburn City Council.
STATEMENT OF OUTCOMES
Over the past year Brooke has provided leadership and
management to the Community Development Unit made up of 22
staff who work in a diverse range of areas, including: community
development, social research and planning, children’s services
and childcare, grants management, training and capacity building
for the community sector, coordination of volunteers, crime
prevention, community education and lifelong learning, arts and
cultural development, employment initiatives, community facilities
management, youth services, age and disability, multicultural
services and community engagement.
She has also led the implementation of Council’s community
engagement strategy for the development of the Community
Strategic Plan and the proposed Special Rates Variation,
achieving an unprecedented level of community engagement and
participation as well as extraordinary involvement of staff from
almost all Council service units in the engagement process.
Summary of Key Achievements in 2010/11:
Brooke has led the implementation of the Community•
Engagement Strategy for the Community Strategic Plan,
including Stages 1, 2, 3 and the consultation program for
the Special Rates Variation. This involved coordinating the
development and distribution of promotional material, website
development including the creation of online interactive forums,
organising roaming information stalls, training Council staff in
community engagement, designing and facilitating community
forums, delivering Councillor briefings and workshops, and
undertaking analysis of community feedback and development
of reporting documents.
Significant input into the development of the Community•
Strategic Plan, Asset Management Plan and Delivery Program
with a particular focus on collating and writing statistical
information and ‘community’ related sections.
Brooke has inspired the Community Development Team to•
exceed its key performance indicators relating to successful
funding submissions over the past year, leading to an influx
of $758,820 into the Community Development budget for new
projects that address the needs of Auburn City.
Brooke played an integral role in the development and•
improvement of new and existing community facilities across
the Auburn Local Government Area including the newly
established Auburn Centre for Community, Peacock Gallery
and Auburn Arts Studio and Regents Park Community Hub; as
well as the ongoing improvement of programming at Council’s
community centres located in Lidcombe, Newington and
Regents Park. Participation in community centre programs has
risen from 6196 to 14,636 participants over the past year.
Brooke was a key motivator in the review and re-write of the•
Long Day Care Centre Code of Practice and Policy Manual
with childcare centre staff.

BROOKE ENDYCOTT
Auburn City Council
She has overseen the development of numerous community•
development initiatives, strategic and social research projects,
for example: the development of the CCTV Policy and Code
of Practice, implementation of the Cultural Plan, drafting of the
Community Facilities Plan, adoption of Aboriginal Protocols
and Practices Guidelines for Council, Public Art Policy, and
Council’s Volunteers Policy and Program.
Participation in leadership initiatives including Council’s internal•
Leadership Working Party and integrated planning team.
Brooke was also selected by Council to participate in the 2011
LGMA Challenge, where the Auburn City Council Team was
placed second in the State.
Brooke has regularly presented at local interagency networks•
and forums as well as at industry conferences, including
delivery of a seminar on Council’s placemaking initiatives at
the Central Coast Community Congress in late 2010. Brooke is
regularly sought to make presentations to overseas delegations
visiting Council and has been invited to speak to TAFE students
on numerous occasions as a guest speaker about career
opportunities in the community services industry.
Awards Submitted and Received in 2010/11:
‘Winner’ at the NSW Cultural Awards 2010 for the Peacock•
Gallery and Auburn Arts Studio.
‘Highly Commended’ at the NSW Cultural Awards 2011 for the•
Auburn Centre for Community.
‘Highly Commended’ at the inaugural Western Sydney Zest•
Awards for the Peacock Gallery and Auburn Arts Studio.
Awarded ‘Auburn City Council Staff Award 2010’, an awards•
program coordinated by Council’s Social Club. Nominations
are made by peers for staff that go the extra mile to improve the
business of Council. All recipients are endorsed by Council’s
Executive Team.
“Brooke is one of the most capable and competent people
that I have encountered in over 30 years experience in local
government. Brooke is at all times professional, dedicated and
committed and is highly respected by both her colleagues and
community members. Brooke has been instrumental in many
of the innovative community development initiatives that have
been introduced at Auburn City Council over the past few years
including the establishment of a Community Hub office space in
a disused women’s rest centre for local voluntary organisations
and a successful arts studio and gallery in a disused kiosk
at a local park. Brooke’s vision, strategic planning, project
management and grant writing skills have all combined to bring
these projects to fruition. I have nothing but praise for Brooke
and look forward to the great things I know she will achieve in
the future.”
Michelle Dowling, Director - People & Places
Auburn City Council

BROOKE ENDYCOTT
Auburn City Council
JUDGING CRITERIA
Ability to manage complex tasks, people,
processes and the macro environment
As the Community Development Manager, Brooke is often called
upon to resolve situations of community conflict, develop solutions
to serious social issues, provide expert advice on the needs of
the community, develop and negotiate complex partnerships with
a range of key stakeholders and continually improve Council’s
processes and services, ensuring that they are accessible,
responsive and relevant to the needs of our diverse and growing
community.
Auburn continues to be one of the most culturally diverse Local
Government Areas in Australia with one of the largest overseas
born populations in NSW. The area is often a first point of settlement
for many newly arrived refugees and migrants arriving to Australia
and is currently ranked as the second highest refugee intake area
for NSW and the second most disadvantaged LGA in the Sydney
Statistical Division according to the SEIFA Index of Disadvantage.
Many of Auburn’s residents experience poverty, housing stress,
previous experiences of trauma, interrupted education experiences
or early departure from the school system, health problems and
unemployment. The severity and diversity of needs across the
Local Government Area presents a real challenge to Council.
Brooke has championed the elevation of a community development
approach across the organisation and the introduction of new
and innovative ways to involve and engage the community and
maximise public participation.
In 2010, Brooke developed Council’s Community Engagement
Strategy. The Strategy outlines the process for involving the
Auburn community in the development and review of the Auburn
Community Strategic Plan as well as Council’s broader integrated
planning and reporting processes. It was developed as a practical
tool to assist and guide Council in identifying engagement
considerations, stakeholders (with a particular focus on those who
are hard to reach), and strategies to ensure that all stakeholders
were able to access, participate and input into the development,
implementation and review of the Community Strategic Plan.
To implement the Strategy, Brooke set up a multidisciplinary cross-
departmental project team and embarked on the I Love Auburn City
engagement campaign. By encouraging Council staff to go out to
the community, by providing information in community languages
and using bilingual staff and interpreters, Brooke and her team
worked hard to effectively increase community involvement in this
strategic planning process.
Brooke has driven the I Love Auburn City engagement campaign
over the past year, implementing the following engagement
methods and achieving unprecedented participation results.
“Brooke is a valued member of Council who is a serial high end
achiever while working in the main independently and to tight
timelines.”
Paul Donovan, Director - Works and Services
Auburn City Council

BROOKE ENDYCOTT
Auburn City Council
CONSULTATION STAGE ENGAGEMENT METHODS PARTICIPANTS
STAGE 1
Have your say on Auburn City’s
future
“1452 occurrences of engagement”
Council staff visited 20 locations/community events with the•
‘I Love Auburn City’ roaming stall.
559 participants
Information and feedback boxes were provided at all•
Council Libraries, Community Centres and Customer
Service points.
65 community members
Brooke established Council’s first interactive online•
discussion forum at: www.iloveauburncity.com.au
828 visits to the online forum
STAGE 2
Setting priorities within the
community
Brooke and the project team delivered 12 Community•
Forums including 3 City Wide Forums, including 1 forum
targeted at Service Providers; 6 Area Based Community;
and 3 Targeted Community Forums with ‘hard to reach’
groups, including people with a disability, new arrivals,
community leaders and volunteers.
178 community members,
including representatives of 30
agencies
Delivery of 7 Schools Workshops with local children and•
young people.
129 children and young people
participated
Implementation of the ‘I love Auburn City because...’•
Photographic Competition for local residents.
28 photo entries were submitted
by the community
STAGE 3
Understanding the needs and
requirements of local businesses
and residents
Businesses and residents were surveyed via telephone•
interviews.
527 businesses and 1000
residents participated
Brooke and the project team delivered 6 Community•
Forums, including 4 Area Based Community Forums; and
2 Targeted Community Forums including 1 forum targeted
at Agencies and Service Providers; and an additional
forum targeted at small voluntary community groups and
organisations.
147 community members
attended a forum, including 79
representatives from community
based agencies
Brooke developed Council’s second interactive online•
discussion forum at www.iloveauburncity.com.au, including
a new online forum specifically designed to gain feedback
on draft vision statements.
During Stage 3 there were 2,669
visits with 614 unique visitors
STAGE 4
Have your say on funding Auburn
City’s future: Consultation on the
Proposed Special Rates Variation
Brooke and the project team delivered 6 interactive•
Community Information Stalls in Town Centre locations.
37 visited information stalls
Information and feedback boxes at all Council Libraries,•
Community Centres and Customer Service points.
19 completed the feedback box
survey
Brooke developed and ran a third interactive online•
discussion forum at:
www.iloveauburncity.com.au/fundingourfuture
548 people visited the online
forum
Formal written submissions on the special rates variation•
proposal and Draft Community Strategic Plan and
Resourcing Strategy.
31 written submissions received
Micromex research was engaged to undertake a telephone•
survey with 400 residents/ratepayers to measure community
support for the special rate variation.
400 randomly selected
residents/ratepayers
participated in the telephone
survey
“Across the four stages more than 7000 occurrences of engagement were recorded.
This is an unprecedented level of community engagement for our Council.”

BROOKE ENDYCOTT
Auburn City Council
This community engagement program has shown real benefits
for Auburn City Council by improving its genuine involvement
and communication with the community. Brooke has elevated the
standard for Council to continue to engage with residents in order to
improve service delivery across all areas.
Council staff have been inspired and encouraged by the response
generated through the implementation of this campaign. The
methods and engagement materials developed by Brooke are
now used as a template for future consultation and engagement
activities across Council.
“Brooke has the apt ability to deal successfully with the big
picture, strategic planning issues and policy formulation
through to the detailed implementation phase. This may include
at the coalface dealing with individual community members and
groups.”
David Sheils, Manager - Parks and Recreation
Auburn City Council
Recognition by council as showing
excellence in management and leadership/
A committment to mentoring or other
leadership activities
Auburn Council’s Community Development Team seeks to work
in partnership with the community to achieve better outcomes for
Auburn City. The key focus of the team is to build the capacity of
Auburn’s communities to actively engage in a wide variety of social,
economic, cultural, recreational, learning and civic activities and
to work alongside local not-for-profit organisations and groups to
support the valuable work they do.
Over the past year Brooke has provided leadership and
management to the growing Community Development Unit
now made up of 22 hard working staff representing a range of
educational backgrounds. During this time Brooke has taken
a mentoring approach with 6 new staff joining the team, whilst
encouraging longer-term staff to move into new project areas, gain
new skills and work by her side on more strategic projects.
As the Community Development Manager, Brooke’s primary
accountabilities include the ongoing development, implementation
and review of community development programs and services.
Brooke also invests great effort into the creation of best practice
standards in relation to policy and strategy formulation, and
processes and systems that are focused on continual improvement
and a high level of responsiveness to current and future community
needs.
Other key responsibilities include:
Development and monitoring of work plans for team members,•
managing staffing and performance issues, providing
guidance and mentoring support to team members and
undertaking recruitment.
Monitoring key performance indicators across the functions•
of the Unit, including regular performance reporting and
preparation of Council reports, consultant briefs, planning
documents and promotional material about team activities.
Promoting a collaborative and creative approach across the•
team
Directly supervising multiple projects, managing competing•
priorities and tasks effectively and always ensuring that
deadlines are met.
Brooke is a strong motivator of staff and empowers them to work in
an enthusiastic, cooperative and highly productive manner. Brooke
has achieved solid team morale in the Community Development
Team and has actively lead team planning days and team building
activities to establish closer links between childcare and community
development staff.
“I have been working with Brooke Endycott in various roles
at Auburn City Council for a number of years now. In that
time, particularly in the last year during her role as Manager
of Community Development, I have found her to be genuinely
caring, supportive, whilst carrying with her a heightened sense
of professionalism. I believe, and my colleagues all agree,
that Brooke is an inspiration to other young women in the
workforce.”
Linda Boustani, Youth Development Officer
Auburn City Council
Brooke’s leadership and management style is consultative and
respectful. Brooke always takes the initiative when helping out
others and displays an exemplary approach when dealing with
internal or external customers on complex issues. Her approach
motivates staff to work hard and also enthusiastically assist internal
or external customers.
“Brooke has always been a very supportive and compassionate
Manager. She always maintains an easy going and calm
work environment yet is very professional. I am pleased and
honoured to have her as my Manager. Brooke’s encouragement
and advice has allowed me to develop productive working
relationships with both staff and the community.”
Veda Potluri, Lifelong Learning Officer
Auburn City Council

BROOKE ENDYCOTT
Auburn City Council
Brooke’s leadership, people and project management skills have
been recognised by Council. Last year Brooke was awarded an
‘Auburn City Council Staff Award 2010’, by Council’s Social Club.
Nominations are made by peers for staff that go the extra mile to
improve the business of Council. All recipients are endorsed by
Council’s Executive Team.
Brooke is always keen to take on new challenges, regardless of
their complexity or tight timeframes. Her strong leadership skills and
potential have been demonstrated by:
Participation in Council’s internal Leadership Working Party and•
integrated planning project team.
Selection by Council to participate in the 2011 LGMA•
Challenge, where the Auburn City Council Team was placed
second in the State.
Being provided with the opportunity to be Acting Director –•
People in her first year as a Manager.
Showcasing the work of the team by regularly presenting at•
local interagency networks and forums as well as at industry
conferences, including delivery of a seminar on Council’s
placemaking initiatives at the Central Coast Community
Congress in late 2010.
Regularly making presentations to overseas delegations•
visiting Council and appearing as a guest speaker at TAFE to
inspire students and inform them of career opportunities in the
industry.
“With her high level of professional skill and dedication
to the job, Brooke’s positive approach to work inspires
her team around her and those of Council’s senior
management group.”
Effective communication of Council’s goals
and vision to all stakeholders
The community and Auburn City Council benefit from cooperative
interagency networks and from strong connections with local
communities. Auburn has a strong network of non-profit cultural,
civic and community organisations - over 170 groups including
playgroups, Rotary clubs, youth centres, inter-agencies and groups
such as writers, poets, artists and historical societies. Most of these
groups (76%) have a strong volunteer component.
Brooke encourages her team to effectively support and collaborate
with all stakeholders. The Community Development Team convenes
17 interagency networks and committees focusing on a range
of target groups and issues, including access, transport, young
people, children’s services, child protection, community safety and
crime prevention, public art, professional development for local
artists, domestic violence, funding, culturally and linguistically
diverse communities, settlement and employment.
Brooke takes a personal and hands on approach in communicating
with Auburn’s diverse communities. She also motivates her team of
staff to take this approach as the most effective way to ensure the
widest contact and involvement of all sectors of the community. The
high level of voluntary/grass roots cultural activity is a rich asset that
is well engaged by Brooke’s team in order to improve effectiveness
and to reach a wider audience. Brooke has worked directly with a
range of community leaders on a range of projects.
“I would like to thank Brooke for all of her work and support
for our Community, she is like a sister, she has put in a huge
effort to help us finish the first English-Dinka Dictionary for the
Australian Sudanese Community. I am very grateful to her.”
Santino Rang Yuot, Chairperson
Dinka Literacy Association
Brooke has a strong ability to effectively communicate Council’s
vision and build partnerships with the Community to achieve
tangible improvements for the area. The recent establishment and
development of Auburn’s first arts specific facility, the Peacock
Gallery and Auburn Arts Studio, is a prime example.
In relation to the arts and cultural development, the Auburn City
Council Cultural Plan 2007-2017 summarises Council’s vision as
follows:
“Our vision is that by 2017, Auburn will be known for the
strength of its community cultural networks, creative industries
and dynamic arts and cultural activities. Community cultural
development initiatives and strong partnerships will contribute to
a less fragmented and better connected Auburn community, with
a strong cultural identity and a deep respect for its unique cultural
heritage.
Auburn’s public facilities and spaces, including its parks, town
centres and cultural facilities will support Auburn’s thriving
cultural life. Community cultural facilities are accessible and
distinctive because of their excellence in design and because of
the range and quality of the creative programs that are on offer.”
The Peacock Gallery and Auburn Arts Studio concept was
conceived by Brooke working with local artists and developed in
accordance with the above 10 year cultural vision for the Auburn
City area. Brooke identified an old disused kiosk in the Auburn
Botanic Gardens and brought about transformation of the site by
undertaking the following steps over a one year period:
Brooke advocated for the need of the facility and obtained•
funding from external sources (State and Federal Government)
and from within Council to fund the capital component of this
project.
She engaged local artists in the facility making and•
management processes, sharing Council’s vision for the site
and bringing the local artistic community onboard.

BROOKE ENDYCOTT
Auburn City Council
Building relationships with regional arts facilities, including•
facilities managed by neighbouring Councils and Sydney
Olympic Park to promote the site and develop supportive
relationships.
Liaising with a range of staff from across Council to develop•
and implement the refurbishment plan for the site and ongoing
operations, including staff from Properties, Works and
Services, Parks and Gardens, IT, Development Assessment
and Public Relations.
Developing partnerships with community organisations and•
local schools to establish regular public programs at the site
and undertake audience development initiatives.
Encouraging support from local business and the media to•
support and promote events at the site.
Due to the success of this project Council has demonstrated an
ongoing commitment to Brooke’s vision for the site, including
employment of a full time Arts Officer in the Community
Development Team to oversee the facility and its ongoing
development. Brooke recently secured additional funds from
the Federal Government to undertake additional capital works
at the site to double the size of the Gallery. The outcomes of this
project have far exceeded expectations and the facility and its
programming have been received well by local artists, community
members, Council staff and Councillors.
The project was awarded as the ‘Winner’ at the NSW Cultural
Awards 2010 under the cultural infrastructure category and
received a ‘Highly Commended’ award at the inaugural Western
Sydney Zest Awards.
Demonstrated performance to budget
Brooke applies well developed planning, organisational and co-
ordination skills to control numerous resources, including those
for complex projects. Brooke oversees a total annual operational
budget of more than $2 million. She has sound knowledge and
understanding of Council’s overall funding sources and the funding
limitations for future community infrastructure projects.
Brooke has always sought to bring in additional funds into the
Auburn City area for community development initiatives and
community driven capital works projects. Brooke and her team have
a high success rate at ‘winning’ grants to address the particular
complexities of social and cultural needs in the local area. This
has enabled Council to expand services, program provision and
social support to the local community at no or little additional cost
to Council.
With one of the fastest growing populations in the Sydney region the
expansion of community services is necessary to meet projected
population increases. Over the past year, Brooke has inspired
her team to exceed its key performance indicators relating to
successful funding submissions, leading to an influx of $758,820
into the Community Development budget for new projects that
address the needs of Auburn City. Funding sources have mostly
involved State and Federal agencies.
Brooke has also worked collaboratively with other Council staff from
Properties, Project Delivery and Strategy to attract additional funds
to bring forward important capital works projects for the community.
In 2009/10, Brooke assisted Council to gain more than $2.5 million
in funding for the development of the Regents Park Community
Hub, Peacock Gallery and Auburn Arts Studio, Regents Park Men’s
Shed and the Auburn Centre for Community. This included the
development of business plans and management models for each
site.
Brooke has also overseen a number of cost efficiencies
implemented in her Business Unit. These include:
Development and Implementation of Council’s
Volunteers Program
Since the inception of the program in 2008, Council now utilises
around 150 active volunteers per annum to support community
development and library programs with almost no cost to Council.
The type of support provided to Council and the community under
this program includes clerical assistance and administrative
support, plus enables programs such as the bus driver program,
children’s activities and lifelong learning program. The estimated
value of all volunteer programs combined is in excess of $80,000
per annum (based on average number of volunteer hours
performed in 2010).
Introduction of ‘Cost Recovery’ Lifelong Learning Programs
Under Brooke’s guidance the Community Development Team has
implemented affordable course and program fees for programs
under our Lifelong Learning Program. This has enabled Council
to generate ‘cost recovery’ income from these programs, enabling
the Community Development Team to provide new and additional
programs for the community at no additional cost to Council. It
is estimated that Council generates approximately $30,000 per
annum via these minor fees and charges, which goes directly into
new programming and resources for the community.
Other financial management initiatives carried out by Brooke,
include:
Input into the review of Council’s Fees and Charges schedule.•
Extensive experience in overseeing Council’s Community•
Grants Program, including monitoring of Council funds
expended by external organisations and community groups.
Extensive experience in developing funding proposals and•
overseeing appropriate spending of funds from external
sources and completing financial reports and acquittals.
Involvement in the review of Council’s Capital Works Program•
and draft Section 94 Plan.

YoungAchieveroftheYear

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