Summary:
The Rosehill Park Landscape Upgrade in Keilor East was a major open space investment by Moonee Valley City Council, delivering a new community regional playspace and landscaped parkland. At 70% completion, the principal contractor entered liquidation, threatening timelines, costs and public trust. This presentation explores how Council’s project team demonstrated resilience, agility and leadership in navigating this challenge. By securing the site, re-engaging subcontractors and implementing agile procurement solutions within policy provisions, the team successfully delivered the project without compromising quality, compliance or community expectations: offering valuable lessons in risk management, governance and adaptive project delivery.
Project Context
The Rosehill Park Landscape Upgrade transformed an ageing reserve in Keilor East into a vibrant, accessible and sustainable community space. Funded through Moonee Valley City Council’s Capital Works Program, the project delivered new play facilities, walking paths, exercise equipment, picnic areas, and extensive native landscaping. With strong community expectations and a clear Council commitment, the project was already under close public attention when this unforeseen crisis occurred: the principal contractor entered liquidation at approximately 70% completion.
Crisis and Immediate Response
The sudden liquidation presented significant risks: cost escalation, loss of materials, incomplete works, site safety concerns and reputational impact. Council facilitated a cross-disciplinary team comprising project managers, senior management, procurement, legal advisors and finance officers.
Key actions included:
These measures enabled progress to continue with minimal downtime and without compromising probity or Council’s policy obligations.
Adaptive Project Management
This scenario demanded agility and technical excellence in project management. The Council team stepped beyond conventional roles to assume direct coordination typically performed by a head contractor: scheduling works, verifying safety compliance and managing site interfaces.
Robust documentation and transparent communication proved critical. Regular internal briefings and external updates ensured alignment between Council, the community and stakeholders. Strong working relationships with subcontractors fostered mutual trust: encouraging continuity despite the uncertainty.
Leadership and Organisational Support
Senior management endorsement was essential in authorising flexible procurement pathways and resource allocation. This top-down support empowered the project team to act decisively while maintaining accountability. Collaboration between Engineering & Capital Delivery, Procurement, Legal and Communications exemplified a whole-of-organisation response to a complex challenge.
Outcomes and Learnings
Despite the disruption, the project achieved practical completion within months of the original program, under budget contingency and with community appreciation of the new playground and surrounds. The outcome demonstrates how resilience, teamwork and governance discipline can turn crisis into opportunity.
Key lessons include:
Ultimately, the Rosehill Park project stands as a testament to Council’s capacity for adaptive leadership, sustainable project management and commitment to community outcomes: delivering resilience on the ground where it matters most.