1872 algy 2013 lr by Executive Media

The Australian

Local Government Yearbook速

20th anniversary

edition

ISBN 978-1-921345-29-6

2013

OUR TRACK RECORD IN INFRASTRUCTURE WASN’T BUILT OVERNIGHT.

Port of Brisbane

At Industry Funds Management, we have $39 billion in funds under management across four asset classes. In infrastructure, we invest $14 billion on behalf of over 70 like-minded institutional investors in Australia, North America and Europe. We’re one of the largest global investors in infrastructure and have an 18 year track record of success. We are recognised as a pioneer in infrastructure investment on behalf of pension funds and other institutional investors globally. For further information visit www.ifm.net.au or call Eddy Schipper on 03 8672 5300. Past performance is no indicator of future performance. This information has been prepared without taking into account the investment objectives, financial situation or particular needs of any particular person or entity. Industry Funds Management (“IFM”) recommends that before making any investment decision, each prospective investor should consider whether any investments are appropriate in light of their particular circumstances and refer to the appropriate information memorandum for further information. Industry Funds Management Pty Ltd ABN 67 107 247 727, AFS Licence No. 284404

minister’s foreword

Anthony Albanese Federal Minister for Regional Development and Local Government

More than 170 years ago, free settlers in the South Australian colony petitioned the British Government for the ‘rights and privileges’ of their own Council. In 1840, the first local government, the Adelaide Corporation, was formed.

we are formally recognising the vital role modern councils play in our everyday lives. The success of such a campaign depends on local government explaining to their communities that saying yes to the referendum is saying yes to community services. It is an acknowledgment that our country works best when our tiers of government work together. In just the last five years, the Australian Government has partnered with local government to deliver more than 6000 community infrastructure projects across Australia, and upgrades or repairs to over 16,000 road sites. We see this in the roads we drive on, the new lights at our local football ovals, and in the fresh vegetables and herbs we harvest together in our community gardens.

ocal government in Australia is older than federation. For more than 100 years, councils across our nation have been serving our communities – like the ‘Inspector of Nuisance’ at Marrickville Council, first appointed in 1872. While many services that councils provide today are recognisably similar – maintaining the upkeep of properties, inspecting food outlets and managing garbage disposal – they also far exceed those that our founding fathers would have imagined when drafting our Constitution.

It is important that we recognise these achievements by including local government in the Constitution. It is a small but important change that recognises the contribution that local government makes to improve our collective quality of life in Australia’s cities, towns and regions. In the lead-up to September 14, I encourage people to stand up for local government and SAY YES.

Quality childcare facilities, well-stocked libraries, beautifully maintained parks and gardens, vibrant community centres, local swimming pools, and help for older and isolated Australians are now all services we expect from local government. This is an exciting year as we move toward a referendum on the financial recognition of local government in our Constitution. Saying yes to the referendum will mean

the australian local government yearbook 2013 • 1

CONTENTS

20th anniversary

edition

In this edition 1 Minister’s foreword | Anthony Albanese 4 The Australian Local Government Yearbook celebrates its 20th anniversary

Message from the ALGA President 8

A referendum to recognise local government is in everyone’s interests

Leading edge local government 12

New director for key local government research centres

Best practice 18 20

Blackwoods Sustainability Victorian councils are committed to embracing and celebrating culturally diverse communities

Education + training 23 27

Healthy Eating Activity and Lifestyle (HEAL™) program embraced by local governments New higher education awards by distance for technical staff

Opinion 30

The emperor has no clothes: empirical evidence versus the New South Wales independent inquiry

National Awards for Local Government

38 INTO THE LIGHT – the unfolding story 43 Hume wins National Local Government Award for Strength in Diversity 46 Yarra City Council 48 Your business, our future 56 Stawell Steps

Community, health + ageing

60 Transforming lives through the power of song 66 Collaborative culture 72 Shamus Liptrot Cycling Trail (Balaklava)

Regional airports

75 The importance of Australia’s regional airports 76 Transform your regional airport into a central logistical hub 78 Getting from Alice Springs to Zeehan 80 A brand new night in high output lighting 83 Relevant and tested airport development advice 85 Quality and timely airport linemarking 87 One-stop shop for airports

89 Keeping good company in airport lighting 90 Passenger traffic up at regional airports

Floodplain management

Equipment + machinery

156 Managing the hidden workforce – volunteer management in local government 160 Resilience, resolve, relationships

92 Workplace health and safety 94 The new TD5 range offers robust performance and comfort in a value package 96 Local government plant and fleet charging 98 WR 240: The new generation of cold recyclers and soil stabilisers 101 Plant and equipment hire made easy 102 10 years in the making – Case launches 14T excavator 104 Century Batteries – your sustainability partner 106 Four(-stroke) is better than two (-stroke) 107 Tracking wild dogs in local government areas 108 Love my Honda! 110 Not all plant and machinery insurance covers were created equal 112 The evolution in compact excavators – the new ET18

Infrastructure + engineering

114 Building more sustainable communities 116 If at first you don’t succeed, try, try again 118 Understand, maintain and manage your utilities 122 Face the challenge of rehabilitating dated infrastructure with trenchless PVC pipelines 125 Providing the pipeline solution 126 Trenchless – understanding your risks

Green building

130 Ecosave’s unique energy and water savings delivery model 132 A city mission: The City of Sydney’s existing buildings shape up for energy efficiency

Environment, energy + sustainability

136 A lasting legacy for local government 139 The premium absorbent 141 Supporting local governments to adapt to climate variability and change

Natural disasters 144 148

On the subject of environmental disaster and extreme weather Baw Baw Shire Council – Managing natural disasters

2 • the australian local government yearbook 2013

152 155

The Australian

Floodplain management Innovative flood modelling software

Local Government Yearbook®

Management + leadership

Innovation 164 166 169 170

Why do road markings disappear on rainy nights? Cultures of innovation Willoughby Council wins Government Leadership Award Think outside the scanner

2013

Published by

Innovation + technology 172

Safety through reliable communications – ICOM (Australia)

Technology

174 High-speed broadband – an enabler for innovation 178 Turning technology into part of the solution

Information technology 181

Amcom – delivering to Australian businesses and government

Fleet management

183 When your fleet is not your fleet 184 Autorola online re-marketing solutions 188 Outback and Forester diesels get a grip 190 Summit Fleet Leasing and Management is a cost-saving company

Parks, gardens + equipment

192 Pursuing perfection since 1649 194 Are we taking public green space for granted?

Lighting 200 202 205

Pecan Lighting launches LRL SAT-S fixture in Australia Lighting for night works Newcastle City Council invests in bright idea

Traffic management

206 Enhancing visibility 208 State Budget a major disappointment for Melbourne public transport 209 Congestion cutting into family time 211 New, all-weather pavement marking tapes to improve safety 213 Council staff joins Traffic Management Centre

Roads 214

Road safety in Western Australia

Security 216 220

Rockdale City Council’s Community Safety Program Enhance community security with video surveillance

Waste management

224 Leading e-waste recycler to boost national TV and computer recycling scheme 225 New standard for e-waste 226 E-waste recycling and the product stewardship environment

Water

228 Pipeline link a lifeline for the Central Coast 230 Disaster management

Finance + business strategy

232 $11 million for local solutions in local communities 233 Creating an employer of choice benefit program with Summit Fleet Leasing and Management 235 Summit Fleet Leasing and Management shares some cost- saving initiatives for the modern motor vehicle fleet

Property management 236

Passive fire protection – what does it mean to you or your buildings?

Corporate profiles

6 Mercedes-Benz vans deliver peace of mind 10 City of Yarra chooses APC by Schneider Electric for complete data centre refit 16 The importance of intellectual property protection 28 Has your team lost its winning edge? 34 Vision Super – Victorian local government retirement partners since 1947 36 Your biggest fan, and more 40 What is the National Broadband Network? 44 Industry Funds Management: At the forefront of social privatisation 51 What is insurance really? 54 Bayer notches up 150 years of success 58 Not understanding risks is too risky 64 Good design leads to great hospitality 70 Australian local government under pressure to transform 128 7-Eleven: The challenging planning environment 222 Make money and save resources – leverage off your facilities

20th anniversary

edition

Executive Media Pty Ltd ABN 30 007 224 204 430 William Street, Melbourne, Victoria 3000 Phone: (03) 9274 4200 | Fax: (03) 9329 5295 Email: media@executivemedia.com.au Web: www.executivemedia.com.au Editor: Gemma Peckham Designer: Alma McHugh Other titles include: The Australian Local Government Environment Yearbook® and The Australian Local Government Infrastructure Yearbook®. To discuss an advertising package to promote your company in one of Australia’s leading local government publications, contact Executive Media on (03) 9274 4200 or media@executivemedia.com.au. © and ® Executive Media Pty Ltd. All rights reserved. Except as stipulated under the Copyright Act, no part of this book may be reproduced in any form without the permission of the publisher. First Edition 1993, Second Edition 1994, Third Edition 1995, Fourth Edition 1996, Fifth Edition 1997, Sixth Edition 1998, Seventh Edition 2000, Eighth Edition 2001, Ninth Edition 2002, Tenth Edition 2003, Eleventh Edition 2004, Twelfth Edition 2005, Thirteenth Edition 2006, Fourteenth Edition 2007, Fifteenth Edition 2008, Sixteenth Edition 2009, Seventeenth Edition 2010, Eighteenth Edition 2011, Nineteenth Edition 2012, Twentieth Edition 2013. ISBN 978-1-921345-29-6 While all reasonable care has been taken in the preparation of this Yearbook, the editors and publishers do not guarantee the accuracy of information contained in the text and advertisements. Every effort has been made to acknowledge all sources and owners of copyright. The views expressed in this Yearbook are those of the individual authors and do not necessarily reflect the opinion of the publishers and editors.

the australian local government yearbook 2013 • 3

20th Anniversary Edition For the last two decades, The Australian Local Government Yearbook has played an important part in furthering the connection between public and private sectors, through knowledge dissemination and enhanced communication between the public and private arenas. At Executive Media, we are proud to celebrate the 20th anniversary of this well-respected, important publication; and we’re even prouder still that the Yearbook continues to grow and retain its relevance to local government entities Australia-wide. With the upcoming referendum on constitutional recognition of local government, we foresee even more growth in this sector, and look forward to supporting local government into the future. We hope that you enjoy The Australian Local Government Yearbook 2013, and that our publication continues to be a valuable resource to you in years to come.

The Australian

Local Government Yearbook®

4 • the australian local government yearbook 2013

20th anniversary

edition

the australian local government yearbook 2013 • 5

corporate profile

MERCEDES-BENZ VANS DELIVER PEACE OF MIND When you buy a van for your business, you want it to solve problems – not make more.

hat’s why you need a Mercedes-Benz Vito or Sprinter, because the first thing these vans deliver is peace of mind. To you!

body lengths, and load compartment heights, so there’s one that will be perfect for your needs. Once you put your Mercedes-Benz van on the road, you can relax in the knowledge that it will stay out there. Mercedes-Benz’s superior technology delivers the reliability you expect, and our factory-trained technicians have the tools, the knowledge and the dedication needed to keep your van in excellent condition.

Along with market-leading performance and reliability, a Mercedes-Benz van can provide a host of other benefits that make it easier for your business to succeed.

A national network of more than 50 van dealers means you’re never too far from expert help and factory-approved spare parts.

For example, the support of a national dealership network, outstanding service quality and warranty conditions, finance options tailored to your circumstances, insurance to protect your investment, and the safety you demand for yourself and your employees.

Mercedes-Benz vans will also reduce your concerns about safety. The Vito, with optional side window airbags fitted, is Australia’s only ANCAP five-star safety rated van. Both it and the Sprinter come with a wide range of safety features, including our ADAPTIVE ESP® braking system, which works with the vans’ other safety systems to help maintain control in unexpected circumstances.

With a Mercedes-Benz van, you never have to worry if you’ve bought the right van. The versatile Vito, available as either an economical cargo van or a practical people mover, is currently helping thousands of Australian businesses to deliver. With an outstanding blend of comfort, efficiency and safety, the Vito is the van that drives just like a car.

Should the unexpected happen, you can rely on Mercedes-Benz’s standard, factory-backed threeyear/200,000-kilometre warranty (whichever comes first). Mercedes-Benz insurance can provide even greater confidence, knowing that the best possible care will be taken to get you back on the road.

The larger Sprinter is a true workhorse, and has proven itself around the world. Able to carry a maximum payload of up to three tonnes, and available with either a five- or seven-speed automatic transmission, the Sprinter offers you the ideal freight solution.

And why not finance your Mercedes-Benz van with the financier who knows it best? Mercedes-Benz Financial can tailor the right deal for you, with fast approvals, competitive pricing and flexible contracts.

Both the Vito and Sprinter are available in a wide range of configurations, including body shapes, wheel bases,

6 •• the X THE australian AUSTRALIAN local LOCAL government GOVERNMENT yearbook YEARBOOK 2013 2013

It all adds up to your total peace of mind.

A Daimler Brand

Loaded with peace of mind.

MER0239

Running a business is rewarding, yet can be full of headaches and surprises. The more you can control these unforeseen circumstances, the better. With a complete suite of solutions available, a Vito is much more than a box on wheels because you get total peace of mind which only a Mercedes-Benz can provide. We can assist you financially with our tailored finance products, provide insurance to protect your investment and offer the best possible after-sales care with our service and warranty. A national dealership network means you can hit the road with total confidence while category leading safety looks after you and your employees. At the end of a long day on the road, you can rest assured you havenâ&#x20AC;&#x2122;t made any compromises when it comes to the future of your business. For more information or to take a test drive, visit your local Mercedes-Benz dealer or mercedes-benz.com.au/vans

message from the ALGA President

A referendum to recognise local government is in everyone’s interests

Felicity Lewis President of the Australian Local Government Association, Canberra

The federal government has announced its support for a referendum to change the Constitution for the purpose of protecting its ability to fund vital community services and infrastructure through programs like Roads to Recovery, and the Regional and Local Community Infrastructure Program for local government.

8 • the australian local government yearbook 2013

e hope that the government will have the necessary multi-party support to hold the referendum at the time of the federal election on 14 September. This is an opportunity to shore up funding for our communities, and should be welcomed by towns and cities across the country. The proposed change is a simple, pragmatic change to one section of the Constitution – Section 96. The change will confirm the power of the federal government to fund local government. It won’t change the status of local government, or its powers, or its relationship with the state government. It will, however, remove the legal uncertainty about the federal government’s ability to fund local

Direct federal funding is important because the federal government collects more than 80 per cent of all tax revenue in Australia.

message from the ALGA President

communities directly through their councils. This uncertainty was created by two recent High Court cases – the Pape Case and the Williams Case – which cast doubt on the Commonwealth’s funding powers. The change to the Constitution would formalise what has already been happening for more than 10 years. Over the past decade, billions of taxpayers’ dollars have been invested in tens of thousands of local projects, including roads, footpaths and bridges, community halls, ovals, childcare centres and swimming pools. I ask those who suggest there will be unforeseen consequences from such a change to consider that there have not been any consequences over the past 10 years, during which governments have provided direct funding to councils. If the referendum is passed, councils will remain the responsibility of the state governments. The proposed change to the Constitution makes this quite clear. The states will still be able to amalgamate councils, deamalgamate councils, change council boundaries and dismiss councils in limited circumstances. This referendum would be different from previous referendums on local government. It’s not about the status of local government; it’s about fixing a problem and removing

uncertainty about the funding of vital local community services and infrastructure. Local communities deserve that support, and this is what the referendum is all about. Direct federal funding is important because the federal government collects more than 80 per cent of all tax revenue in Australia. This was not the case when the Constitution was written. We need a relatively small change to the Constitution to take account of today’s circumstances. The state governments cannot fund the local services and infrastructure about which we are talking, because they don’t have the revenue. That is why the federal government had to introduce direct funding of councils to begin with. For the referendum to have the best chance of success, it must be supported by the federal government, the federal opposition, the Greens and the Independents. This is a significant referendum, and should be above political differences. Adequate resourcing of local councils to ensure they can meet the needs of their communities is in everyone’s interests. The referendum will be critical to resolving the legal uncertainty around existing direct funding programs and allowing them to continue. For that reason, everyone should support this referendum if it is held on 14 September.

the australian local government yearbook 2013 • 9

corporate profile

CITY OF YARRA CHOOSES APC BY SCHNEIDER ELECTRIC FOR COMPLETE DATA CENTRE REFIT

he City of Yarra is an inner metropolitan municipality in Melbourne, which is home to a diverse community of around 73,500 people. It also features lively arts and entertainment precincts, vibrant shopping and café strips, and numerous sports and recreational facilities. Local government is no longer just about rates, roads and rubbish. Council spends millions of dollars delivering a variety of services that serve the needs of its diverse community. The City’s data centre is used to ensure that the council and the municipality operate smoothly. It is the backbone that keeps all the other services running smoothly and on time. Everything from parking permits to meal deliveries will be processed through the Council’s data centre.

In need of repair City of Yarra’s data centre was in need of a makeover. With over-heating problems, insufficient air conditioning, cabling problems and a lack of space to expand into, the situation was becoming quite urgent. ‘We had no environmental monitoring, so there were no warning systems when the data centre was overheating,’ said Peter Kaczmarek, Chief Information Officer, City of Yarra. A further challenge was the heritage-listed building, which could have no structural changes to accommodate changes in technology. The data centre site runs across two rooms with no option to enlarge the space, or change the layout. With a move towards a virtualised environment, City of Yarra needed to upgrade its entire data centre infrastructure to ensure the high-density servers didn’t overheat. ‘We had to expand our capacity, without expanding our space,’ said Kaczmarek, ‘and that’s quite a challenge. Virtualisation is a logical solution, but then what do you do about the heat spots caused by this high-density technology?’

Finding a solution City of Yarra solved this problem with APC by Schneider Electric. Implementing APC’s InfraStruxure solution provided ‘on-demand’ architecture for power, cooling and services in a rack-optimised format. To work effectively as

X 10• •THE theAUSTRALIAN australianLOCAL localGOVERNMENT governmentYEARBOOK yearbook2013 2013

an integrated system, all three elements of power, rack and cooling are highly manageable and serviceable. The solution is fully modular, allowing City of Yarra the option to expand in the future. It also contains built-in UPS battery back-up, providing that all-important security for the Council’s data. The solution is modular and easily portable, a factor that was critical to City of Yarra, which is investigating the benefits of centralising its three main office buildings into one location. ‘With InRow cooling, you take the cooling wherever your rack goes, rather than having an expensive air conditioning unit built into the wall,’ said Kaczmarek. ‘APC’s solution was perfect for our needs, giving us maximum flexibility.’ In addition, the InfraStruxure solution provides a tidy and organised overhead cable-storage system, eliminating the requirement for a raised floor. Kaczmarek said: ‘We have moved from a data centre that was bursting at the seams, with cables everywhere, hotspots and frequent technology problems, to one that is more efficient, more manageable and tidier. We have our cabling and passive equipment in one room, and the other room is for our racks and servers.’ City of Yarra was also keen to introduce environmental monitoring to ensure that the new data centre equipment was free from problems. The Council can now centrally monitor the temperature, humidity and battery power in the data centre, enabling the Council to quickly and efficiently intervene to prevent problems occurring.

A well-reasoned choice City of Yarra chose APC for its ability to address the requirements of the data centre. ‘I have a long-term relationship with APC, utilised APC solution previously, and they have always delivered the best solution, on time and on budget,’ said Kaczmarek.

ReliableReliableFast to deployFast to deployEasy to manageEasy to manageEasy to man

ergy-efficientEnergy-efficient ScalableScalableVendor-neutralVendor-neutralVendor-n

The only high-performance data centre infrastructure for any business and budget Our promise: 24/7/365 availability, speed, and efficiency-driven cost savings Introducing Next Generation InfraStruxure Whether your company just doubled its sales or staff, you need to make sure that its data centre can support such business growth — not hinder it. All too often, though, businesses feel constrained by the capabilities of their information technology (IT) and supporting infrastructure. Is there enough rack space to handle more servers? Can power capacity accommodate larger IT loads? Today, Schneider Electric™ eliminates these hurdles with its proven high-performance, scalable, and complete data centre architecture solution: InfraStruxure™.

InfraStruxure data centres mean business! We say that InfraStruxure data centres mean business. But what does that mean to you? The answer is simple. A data centre means business when it: is always available 24/7/365 and performs at the highest level at all times, is able to grow at the breakneck speed of business, continues to achieve greater and greater energy efficiency — from planning through operations —, and is able to grow with the business itself. What’s more, InfraStruxure is an integrated solution that can be designed to your exact requirements at the start, while still being able to adapt to your company’s changing business needs in the future.

The promise of InfraStruxure deployment InfraStruxure fufils our promise of superior quality, which ensures highest availability; speed, which ensures easy and quick alignment of IT to business needs; and cost savings based on energy efficiency. What better way to ‘mean business’ than to enable quality, speed, and cost savings — simultaneously?

Business-wise, Future-drivenTM.

InfraStruxure data centres mean business! Only InfraStruxure ensures that your data centre can adapt effectively, efficiently, and quickly to business growth and other changes via the following benefits: Availability: 24/7/365 uptime is made possible through best-in-class critical power with ’snap-in’ modular power distribution units, close-coupled cooling, and proactive monitoring software. Speed: Deployment is fast and simple because all system components are designed to work together ‘out of the box’ and the system can grow at breakneck business speed. Efficiency: True energy efficiency and savings are achieved via advanced designs, including threestage inverters in UPS units and variable speed fans in cooling units. Manageability: InfraStruxure Management Software Portfolio enables you to see and manage capacity and redundancy levels of cooling, power, and rack space for optimal data centre health. Agility: Flexibility comes from enclosures with any IT vendor compatibility and whole system scalability for both power and cooling. APC by Schneider Electric is the pioneer of modular data centre infrastructure and innovative cooling technology. Its products and solutions, including InfraStruxure, are an integral part of the Schneider Electric™ IT portfolio.

Plan your data centre growth simply and effectively! Download White Paper #118 “Virtualisation and Cloud Computing: Optimised Power, Cooling, and Management Maximises Benefits” and go in the draw to WIN an AppleTV & iPad Mini®!* Visit www.SEreply.com Key Code 53127K ©2013 Schneider Electric. All Rights Reserved. Schneider Electric, APC, InfraStruxure, and Business-wise, Future-driven are trademarks owned by Schneider Electric Industries SAS or its affiliated companies. email: esupport@apc.com • 78 Waterloo Road, Macquarie Park NSW 2113 AUSTRALIA • 998-3810_AU • Tel: 1800 652 725 *Authorised under NSW Permit No. LTPM/13/00249, ACT Permit No. TP13/00823. Promotion commences 1st January 2013 closes 31st July 2013. Full Terms and Conditions available online. **Runtimes may vary depending on load.

leading edge local government

New director for key local government research centres Since its establishment in 2009, the Australian Centre of Excellence for Local Government has produced significant research and resources aimed at supporting local government with its current and future challenges.

he UTS Centre for Local Government has been working since 1991 to promote a cooperative approach to local government education, research and development. The Centre supports the advancement and improvement of local government, both in Australia and internationally, through leadership in education and research, and by providing specialist consultancy services. With the appointment of Roberta Ryan as their new director, these two centres will continue their important work through 2013 with further sector outreach, targeted collaboration, and continued training and education. The Australian Centre of Excellence for Local Government (ACELG) and the UTS Centre for Local Government (UTS:CLG) have a new director, with the appointment of Associate Professor Roberta Ryan to the role. Associate Professor Ryan replaces Professor Graham Sansom, who retired from the position in late December 2012. Associate Professor Ryan has more than 30 years’ experience in local government, public policy and research. She has provided high-level strategic advisory and applied policy research to federal, state and local government agencies in areas including housing, health, ageing and place making, community engagement, liveability and sustainability. Prior to her appointment, Associate Professor Ryan was the director of a public policy and urban planning consultancy firm. Her academic experience, at both UNSW and Macquarie University in Sydney, is in the application of research to practice. Both Centres are located within the University of Technology Sydney.

12 • the australian local government yearbook 2013

Associate Professor Ryan stresses that both of these Centres can help to build local government’s sense of itself and positioning as a ‘sector’. ‘There are no major public policy reforms or national achievements that don’t involve local government in one way or another. Thinking of reforms to the Murray Darling Basin, or the delivery of the National Disability Insurance Scheme, or even the achievement of Olympic gold medals – local government is key at every stage [through] providing pools or sporting fields, representing the needs of communities, ensuring that other levels of government deliver needed services, or planning for disasters and environmental prevention. ‘Through its research and initiatives, I see ACELG and UTS:CLG as making a significant contribution to improving how the sector sustainably and innovatively works with its communities, and continues to position itself as a respected party in Australian government. Local government is not just another stakeholder – it has a deep understanding of its communities and is uniquely placed to shape the delivery of services to meet its communities’ needs.’ ACELG was established in 2009, with a federal government grant, to promote innovation and better practice across local government, to inform policy debates, and to support a coordinated approach to training and workforce development. To achieve this, the Centre consults and collaborates with local government and its associations; professional associations; and state and territory governments. Similar local government research centres exist in the United Kingdom and North America (usually supported by

leading edge local government

national governments), and this is the first time the Australian sector has had such a resource dedicated to its concerns.

• specialist consultancy services for councils, state and federal agencies

ACELG is a unique collaboration of universities and professional bodies. The ACELG consortium comprises the University of Technology Sydney: Centre for Local Government (UTS:CLG), the University of Canberra, the Australia and New Zealand School of Government (ANZSOG), Local Government Managers Australia (LGMA), and the Institute of Public Works Engineering Australia (IPWEA). Additional program partners provide support in specialist areas and extend the Centre’s national reach, such as Charles Darwin University (Northern Territory) and Edith Cowan University (Western Australia).

• international programs and projects.

To maximise its potential for enhancing the sector, ACELG’s five-year project plan focuses on six themes:

A number of important tools, guidelines and strategies have been produced across ACELG’s six program areas that contribute to the Centre’s vision of ‘world-class local government to meet the emerging challenges of 21st-century Australia’, and there has been good take-up of its work.

• research and policy foresight • innovation and better practice • governance and strategic leadership • organisation capacity-building • rural-remote and Indigenous local government • workforce development. ACELG has completed its third full year of operation, and has refined its programs on a number of fronts to support advances in local government across Australia. The UTS Centre for Local Government is a key consortium member of ACELG; it promotes a cooperative approach to local government education, research and development; and it maintains close ties with a large number of local government associations, professional institutes and academic bodies in Australia and the Asia–Pacific region, and globally. The Centre’s mission is to support the advancement and improvement of local government both in Australia and internationally through leadership in education and research, and by providing specialist consultancy services. The Centre’s activities are diverse, and include: • professional development programs for local government personnel and associated professionals • delivery of a Graduate Certificate in Local Government Leadership, a Graduate Certificate in Development Assessment, and a Graduate Diploma in Local Government Management • research into various aspects of local government and governance

Associate Professor Ryan says that local government is replete with examples of innovation: ‘The federal government’s “National Awards for Local Government” scheme is a testament to local government’s inherent capacity for creative and adaptive problem-solving. ‘This is where ACELG plays an important role – to facilitate a national debate and develop rigorous, practitionerdriven research working with the sector’s existing skills and knowledge,’ says Associate Professor Ryan.

The Governance and Strategic Leadership program is the Centre’s investigation into applicable and accessible business excellence frameworks in Australia, and has been used by the City of Ryde (New South Wales) to develop its own business model. Here, John Neish, the general manager, talks about how ACELG’s work has been used by his council: ‘ACELG promotes practical research of great benefit to the local government sector. As an example, the City of Ryde participated in an ACELG–UTS:CLG forum on business excellence frameworks, and, as a result, used this and ACELG’s applied research to mature our own business model. This now guides our own business excellence framework.’ The Organisation Capacity Building program is where the ACELG-IPWEA developed the resource ‘Asset Management for Small Rural or Remote Communities’. This was distributed free of charge to all councils with a population under 5000, and then supported by national training workshops. One council staff member said: ‘The reference material and templates are excellent. Local government should have more support like this so that everyone is not reinventing the wheel because we are all basically doing the same thing.’ The ACELG–IPWEA ‘Long Term Financial Practice Note 6’ (and workshops) was equally well received, and has been downloaded 4400 times to date. From Bathurst (New South Wales), one council officer said, ‘Excellent! I will take information back to council and encourage other managers

the australian local government yearbook 2013 • 13

leading edge local government

to attend,’ and from Adelaide, ‘Practice Note 6 was very easy to understand, as was the presentation.’ Adelaide Lord Mayor Stephen Yarwood was impressed with another ACELG resource, ‘Connecting with Communities: How Local Government is Using Social Media to Engage with Citizens Report’, produced under its Innovation and Best Practice Program, saying, ‘I am very pleased the ACELG recognises the potential of social media for local government, and has undertaken comprehensive research on the topic.’ The follow-up roundtable was also well attended and valued by council staff. As an ACELG consortium partner, and located within the same university, UTS:CLG translates ACELG research for students and local government practitioners. Each year, the Centre runs a wide variety of seminars, short courses and graduate programs for local government professionals, enabling them to incorporate the findings of research and analysis into their practice. In 2012, 300 local government practitioners participated in the Centre’s seminars, and graduate and short courses. Both Centres will deliver critical research and training for the sector through 2013. Highlights include: • ACELG, with its consortium partner LGMA, will release and implement Australia’s first national Local Government Workforce Strategy, plus strategies on ‘mature talent management’ and Aboriginal and Torres Strait Islander employment in the sector; and ACELG is undertaking the first national census of local government workforce and employment on behalf of state, federal and territory governments • further facilitation of the ACELG–UTS:CLG Advancing Leadership program nationally, in partnership with tertiary providers and local government associations, and, with the LGMA, design of the next National Management Challenge delivered in every state, including regional challenges and Australasian finals • a nationally focused research forum and research partnership scheme from the ACELG Research and Policy Program, plus dedicated theme-based research, including findings from the highly anticipated Strengthening Local Government Revenues project • the ACELG–ANZSOG Excellence in Local Government

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Leadership Program in March, with participation of over 35 local councillors and senior staff from around Australia, supported by original research, such as ‘Varieties of localism in an Australia of the Regions’, and ‘Ingredients of effective collaborative governance through RDAs’ • the ACELG–IPWEA National Assessment Framework that will enable councils to assess their current asset and financial management processes via an online facility in line with the nationally consistent measures • key resources from ACELG’s Rural Remote and Indigenous Local Government program, for local governments to anticipate and manage critical issues, such as resource sharing, the attraction and retention of staff, integrated planning and improved community engagement • continuation of the ACELG–UTS:CLG Learning in Local Government project, including the development of peer learning programs and a pilot of accredited training for elected members • with ACELG consortium partner the University of Canberra, papers and resources on innovation, such as ‘Implementation planning at the local scale’, research on ‘arm’s-length entities’, and ‘better practice’ models for the councillor–senior management relationship. Associate Professor Ryan adds: ‘2013 is an important year for the two Centres, and we have a full program of work planned. There are many opportunities for local government – either individuals or organisations – to contribute to our work, and we welcome feedback so our work can reflect specific needs and priorities. ‘I would be really pleased if councils would be in touch with me, and share your thoughts on how ACELG and the UTS Centre for Local Government can assist the work you do.’ To find out more about ACELG and its program of deliverables for 2013, visit www.acelg.org.au. To find out more about the UTS Centre for Local Government and its teaching program for 2013, visit www.clg.uts.edu.au.

Jemena owns and manages some of Australiaâ&#x20AC;&#x2122;s most signiďŹ cant electricity and gas transmission and distribution assets, including the Jemena Gas Network in and around Sydney, the Jemena Electricity Network in the north-west of Melbourne, the Eastern Gas Pipeline and the Queensland Gas Pipeline. Every day millions of Australians rely on Jemena for their gas and electricity needs. www.jemena.com.au

corporate profile

THE IMPORTANCE OF INTELLECTUAL PROPERTY PROTECTION Australian businesses, and in particular SMEs, need to embrace IP to compete effectively in a globalised marketplace. Statistics show that Australians are creating many new ideas, technologies and product innovations; however, we are not using IP nearly as effectively as our international counterparts, in order to capture the benefits of that innovation for sustainable competitive advantage.

or example, China currently files approximately eight times more patent applications than Australia per billion dollars of GDP, and 10 times more patent applications per million dollars of research and development expenditure. Less than 10 per cent of patents in force in Australia are held by Australian entities. An audit of IP and other basic steps can be taken to ensure your IP is properly identified and protected. Often these issues are not dealt with until a sale of business, merger, acquisition or infringement problem arises. It is much easier and more cost-effective to adopt best practices as early as possible in the life of any business or organisation. What are typical issues for SMEs in Australia, and what are the best practices to deal with them?

Often this is left too late. This can mean that just before a sale of business, when purchasers are doing their due diligence, the vendor is trying to rush a trade mark through – or worse, someone else has a better claim to your name and you have the expense of a costly rebranding. This can also mean that much of the earlier investment in marketing and building goodwill in the original brand is wasted. 3. Make sure your contractors and employees all assign IP in their work, or you may not own the IP your company creates. Have good processes to protect your trade secrets and use a non-disclosure agreement when you need to share your confidential information with others. Also consider an IP holding company to protect your valuable IP assets from the risks of your trading entity. 4. Get advice early about patenting. Patents are useful to protect your innovations, to allow you to license technology to others, as a core asset when seeking investment capital, as a defence against aggressive competitors’ own patents, and to keep competitors away from your exclusive space in the market. 5. Design registrations can be used to protect the distinctive visual appearance of a product in either two or three dimensions. They are a cost-effective tool for protecting distinctive product shapes, aesthetic designs and original patterns or ornamentations. They can be particularly useful for keeping cheap imported copies of original products out of the market. Most importantly, seek professional advice from an experienced patent and trade mark attorney. The Institute of Patent and Trade Mark Attorneys of Australia (IPTA) is the peak body for the intellectual property profession in Australia.

1. Choose brands well. Make sure they are distinctive, not directly descriptive, as distinctive brands are much easier to protect. Your brand is often the only distinguishing feature of your business. That is where you need to establish your distinctiveness and protect your value. 2. Register your brands as trade marks in Australia and in any foreign market where you intend to trade. It is increasingly easy to trade across borders in the internet age, and registration in New Zealand, the European Union and United States is increasingly necessary.

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For more information on IP, an attorney directory, and access to a complimentary initial consultation service, go to ipta.org.au or call (03) 9819 2004. Stuart Smith, Counsellor

best practice community, health + ageing

BLACKWOODS SUSTAINABILITY Business doing its bit for the planet.

nvironmental sustainability is all about meeting the needs of the present without compromising the ability of future generations to meet their needs. Business sustainability is about creating processes that do not compromise human and natural resources now or in the future, while continuing to deliver value to key stakeholders. Business and industry has a crucial role to play in helping Australia to become more sustainable and competitive. As a result, many Australian organisations and industries are responding by reducing their environmental impacts and risks through improved management practices and better use of natural resources. Blackwoods, Australia’s leading supplier of industrial and safety products, is one company committed to working towards sustainability. Craig Jones, Sustainability Manager from Wesfarmers Industrial and Safety (of which Blackwoods is a part), says the company is continuously working on conserving resources with a focus on energy efficiency and waste reduction. ‘For example, we have installed balers for cardboard and plastic at our major distribution centres to improve our recycling and reduce operating costs,’ says Craig. In other recent sustainability efforts, Blackwoods has decreased its printing per million dollars of revenue by 24 per cent since 2009 through the introduction of wireless warehousing, electronic transactions with customers and suppliers, and operational print reduction initiatives. Another move showing company-wide emission reductions has been the expansion of the Blackwoods fleet of Toyota Camry Hybrid

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best+practice community, health ageing

cars, which has grown from 66 to 165 in the past year. The Camry Hybrid produces 25 to 30 per cent less CO2 emissions than regular cars, mainly due to its second electric, battery-powered engine, which recharges via the petrol engine. The Blackwoods 2012/13 catalogue is another example of how Blackwoods is moving to operate more sustainably. The catalogue features new green credentials, not only in the production of the catalogue, but also in the content, with the launch of the company’s new ‘Blackwoods Greener Workplace Range’. The catalogue was printed on FSC (Forest Stewardship Council) approved paper, ensuring that it is not only from a sustainable source, but that each step of the print, pack and delivery process has been monitored and implemented to reduce the impact on the environment. In fact, the company prints all their promotional flyers, catalogues and other printed materials on FSC-approved paper. The Blackwoods Greener Workplace Range featured in the 2012/13 Catalogue organises products into the following categories: Energy Conservation, Green

Energy Conservation

Green Cleaning

Cleaner Alternatives

Cleaning, Cleaner Alternatives, Sustainable Wood and Paper, Waste Reduction, Water Conservation or Recycled Content. Where products can be identified to international standards, the relevant certification is displayed next to the product. The range, however, extends beyond this, and also classifies products for which no current certification exists, such as products that reduce energy, waste or water consumption in the workplace. ‘There is a growing need from our customer base to have greater surety in the origins of the products we supply. The “Greener Workplace Range” assists customers to make their own decisions as to whether a product falls into their individual organisation’s sustainability goals,’ says Craig Jones.

The Blackwoods Greener Workplace Range can be found online at blackwoods.com.au/greener-workplace or in Chapter 22 of the 2012/13 Blackwoods Catalogue. To request your copy of the catalogue, visit Blackwoods online or call a member of their team on 13 73 23.

Sustainable Wood & Paper

Waste Reduction

Water Conservation

Recycled Content

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best practice

Victorian councils are committed to embracing and celebrating culturally diverse communities By MAV President, Cr Bill McArthur Victoria is one of the world’s great multicultural societies, with people from more than 200 nations speaking over 200 languages and dialects, and following more than 120 faiths. Collectively and individually, diversity is integral to our identity. It contributes to the economic, social, political and cultural lives of our local communities.

ouncils play an important role in developing and supporting their local communities, and fostering social cohesion. Central to this role is cultural diversity – an everyday reality for local government. While many societies around the world have culturally diverse populations, this doesn’t make them ‘multicultural’ in a public policy sense. The challenge for good government is to develop multicultural policy, programs and services that positively address this diversity to optimise

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good outcomes for individuals, local communities and the wider society. Councils perform a lead function in creating ways for communities to celebrate and embrace cultural diversity, as well as coordinating local responses to overcome community tensions when they occur. To support councils in these efforts, the Municipal Association of Victoria (MAV) provides leadership and assistance in promoting good local government responses to cultural diversity, develops partnerships with other levels of government and the community sector, and works with municipalities across Victoria to respond to local challenges and opportunities. The MAV has a strong relationship with the Victorian Local Government Multicultural Issues Network, and believes that the best way to nurture Victoria’s heritage of diverse cultures is to foster in the wider community a sense of value and ownership of this shared diverse social history. To achieve this, councils use a variety of events and programs to increase community understanding that acceptance of and embracing cultural diversity is fundamental to the prosperity and wellbeing of individuals, neighbourhoods, suburbs and townships. Initiatives with ethnic communities are also coordinated by councils to invite the wider community to learn about, celebrate and enjoy our multicultural heritage.

community, health best+practice ageing

Victorian councils are doing a great job in this area, and have fantastic support programs in place for our culturally and linguistically diverse populations. Central elements of access, equity, participation and inclusiveness underpin all of local government business. Victoria’s diverse cultures, languages, faiths and ethnicities were recently celebrated at the launch of the MAV’s 2012 Statement of Commitment to Cultural Diversity. We first adopted a Statement of Commitment in 2007, but it’s since been updated to ensure it remains relevant and reflects our strengthened focus and commitment in this area. Our 2012 Statement of Commitment sets out the MAV’s ongoing role in supporting the building of strong and healthy communities, free of inequity by harnessing and nurturing the richness of cultural diversity. Our vision is for an increasingly strengthened local government sector providing leadership in the way multiculturalism is recognised, nurtured, respected and valued. No matter how large or small the culturally diverse population is in any one municipality, councils need to respond to the needs of all members of their communities in an inclusive and meaningful way. One initiative showing significant results is Localities Embracing and Accepting Diversity (LEAD), a threeyear pilot project at Greater Shepparton and Whittlesea councils. These projects work across the whole community, complementing existing activities to support diverse cultural groups, particularly addressing responses to those most affected by discrimination: Aboriginal, refugee and migrant community members.

support for diversity in Victoria, people from Aboriginal, migrant and refugee backgrounds continue to experience high rates of race-based discrimination. LEAD seeks to create a more inclusive community that is proud of its strong cultural diversity and values the differences that exist between us, but also acknowledges what is common to all. An initiative run by the councils as part of the broader LEAD program was See Beyond Race, a social marketing campaign to break down stereotypes and reduce racebased discrimination. These campaigns, the first of their kind in Australia, used advertising on buses and bus shelters, food courts, billboards, local press, television and radio, as well as supporting communications such as media campaigns, flags, posters, postcards, stickers and mouse pads. The campaigns featured local people from diverse cultural backgrounds, highlighting their hobbies, family and careers. This underlined the message that while we all have differences, we have shared experiences and have much in common with one another. This message helped to promote acceptance throughout the community. The effects of the campaign and experiences of participants were evaluated by Quantum Market Research and VicHealth, with results showing that it was widely seen around the two municipalities, most people were able to understand the message of the campaign, and some people reported a change in attitudes. Key learnings and findings from the pilot projects in Whittlesea and Greater Shepparton will help educate communities and councils

The LEAD project was established by the Victorian Health Promotion Foundation (VicHealth) and developed in partnership with the Department of Immigration and Citizenship, beyondblue: the national depression initiative, the Victoria Equal Opportunity and Human Rights Commission (VEOHRC), City of Whittlesea, Greater Shepparton City Council, the University of Melbourne, the Lowitja Institute and the MAV. LEAD is based upon research that shows that racebased discrimination results in a number of short-, medium- and long-term health impacts. In comparison, good health is influenced by a number of socioeconomic factors, including education, employment, social inclusion and a sense of belonging. While there is widespread the australian local government yearbook 2013 • 21

community, best practice health + ageing

about the impact of race-based discrimination and ways in which local government can work to reduce it and promote the benefits of diversity.

Feedback from attendees is gathered to provide evidence for the planning, delivery and modification – or creation – of programs and services for this sector of the community.

Another initiative showcasing best practice is Brimbank City Council’s Living in Your Neighbourhood program (LIYN).

The program gives migrants and refugees the best possible start in their new communities by introducing them to the range of council services offered, and ensuring that these services are straightforward to access and useable for new arrivals unaccustomed to living in our local communities.

In partnership with local language school providers, Brimbank City Council’s Community Planning Unit develops and delivers cross-council interactive tours. The tour aims to inform and educate newly arrived residents about council services, the role of local government, and the roles and responsibilities of residents. Based on solid experience and knowledge in the provision of services to diverse communities, the tours target newly arrived refugees and humanitarian residents. The City of Brimbank is one of Australia’s most culturally diverse municipalities. The Council established the program in response to its Community Plan 20092030 strategic direction of creating connected, supported and welcoming communities. Anecdotal evidence indicated that there was a ‘low uptake’ of council services and programs among individuals from refugee and humanitarian backgrounds. This is believed to be due to their previous adverse governmental experiences and the fact that many people from these communities may be unaware of the role and function of the Australian Government system, in particular local government. The interactive tour, held at least four times a year, includes a bus tour of local libraries, recreation centres, bus routes, neighbourhood houses, and parks within the municipality. Specialised council staff members with relevant cultural and linguistic skills run the program. Presenters are supported by language teachers who assist in the preparation of presentations. In developing and structuring the program, Brimbank City Council formed a strong partnership with key stakeholders AMES and Victoria University to ensure that the needs of residents were addressed and customised as required.

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Local government is a key player in the area of settlement, service delivery and in the building of a strong sense of community. Councils aim to ensure their services and programs contribute to good settlement and community relations outcomes, and engage with other service providers to optimise a coordinated municipal approach. A wide range of activities can also help promote and build an inclusive society: from large-scale festivals involving thousands of people to neighbourhood events such as street parties and parades. At the local level, a real benefit of community festivals and events is that involvement and participation present an opportunity to celebrate cultural diversity. Local government is uniquely placed, as the level of government closest to the people, to address community relations issues arising from cultural diversity and improve the settlement experiences of newly arriving migrants and refugees. In the future, councils will be faced with more rather than fewer cultural diversity challenges. It is paramount that current good practice is built upon, and a sustainable framework effectively coordinates the implementation of responsive policies and initiatives. For more information about the LEAD project, go to www.vichealth.vic.gov.au and follow the links. For more information about Living in Your Neighbourhood, visit www.brimbank.vic.gov.au or phone 03 9249 4000.

education + training

Rhona Coppin leads the Nordic walking group at Hat Head.

Healthy Eating Activity and Lifestyle (HEAL™) program embraced by local governments As the Healthy Communities Initiative (HCI) enters its third year, the HEAL™ program is assisting councils to help more and more community members make positive and long-lasting lifestyle changes. The HEAL™ program is now also available to local governments outside of HCI areas.

he HEAL™ program is an evidence-based eightweek lifestyle modification program designed to promote lifelong healthy habits around diet and exercise. Each weekly session incorporates an hour of group-based healthy living education with an hour of supervised physical activity at a low to moderate intensity. HEAL™ is facilitated by university-qualified health professionals, and is suitable for people who may not have been regularly active for some time, and who may be living with, or at risk of developing, chronic conditions such as heart disease, diabetes or obesity. The HEAL™ program is now available to local governments outside of HCI areas, and if you would like assistance in setting up a program or locating a provider in your area, you can contact Jerrad Borodzicz at jborodzicz@swsml.com.au. Here, we present three council case studies detailing some of the positive community benefits that have flowed from HEAL™ program participation, and the different ways in which councils are coordinating program implementation.

the australian local government yearbook 2013 • 23

education + training

of their health and wellbeing, and added Women’s Health and Mental Health sessions to the original HEAL™ format. It also incorporated relaxation practice, information on the early signs of depression and anxiety, and support to form post-program community walking groups The HEAL™ component of LIITB was facilitated by local exercise physiologist Rhonda Coppin, owner of ‘At My Pace’ in Port Macquarie. Rhonda is pictured here leading a Nordic walking group at Hat Head. The extension components were delivered by health professionals from the mid-north coast local health district, including a dietician, a mental health worker, health promotion officers and a women’s health worker. Kempsey Shire Council – Healthy Communities in the Macleay Valley 2012–2014 provided funding for the program.

LIITB empowers people from small and isolated rural communities with populations of less than 5000 to take action to improve their own health in partnership with their communities. Kempsey Shire Council, New South Wales Residents in the isolated, rural communities of Bellbrook, Willawarrin, Hat Head and South West Rocks participated in an extended version of the HEAL™ program, known locally as ‘Losing it in the Bush’ (LIITB). The extended program encouraged participants to take a holistic view

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LIITB empowers people from small and isolated rural communities with populations of less than 5000 to take action to improve their own health in partnership with their communities. This is a preventative and interventional model to tackle health issues associated with inactivity and poor nutrition, and it informs and encourages communities to live life well, and reduce, through action and education, the risk of developing complications from chronic disease. There is increasing evidence to support the ‘sense of community’ that is achievable through providing isolated communities access to programs that are sustainable and ‘owned’ by community members. Programs focusing on increasing access to physical activity, with the provision of equipment and access to community centres, have been shown to be successful. For older people, group exercise interventions in less intimidating environments, such as community halls, have resulted in higher rates of participation. LIITB was delivered by health professionals over 12 weeks, and was held in local facilities, such as community halls or clubs (or in one case the local pub, which opened free of charge to provide a venue for the program). This is an amazing example of the community support that can be achieved. In general, each week the exercise is a circuitbased class with resistance activities; participants were also encouraged to adapt these exercises to their home environments. The exercise component varied at times to take advantage of local facilities, geography and fine weather. Bushwalking, Nordic walking and beach walking have all been offered as an alternative to circuit class work. Communities that have run the program to date have all continued to undertake some form of regular

education + training

post-program activity. The Hat Head community, which is a very small, isolated coastal community, has decided that Nordic walking is their exercise of choice. As there are limited footpaths and uneven ground in the area, the community has embraced the stability of the Nordic poles, and people feel much safer when walking. The group continues, despite some in the community being amused and thinking it looks odd to be using ski poles at the beach! Bellbrook is an isolated, largely Aboriginal community with no local resources for leisure activities, apart from the river for fishing and swimming. The Bellbrook community has taken up bushwalking as their post-program activity, and has registered the Sugar Loaf Walkers with the National Heart Foundation Walking program.

Warren Blackwood, Western Australia The Well Being Warren Blackwood HCI project encompasses three local government areas: the Shires of Manjimup, Nannup and Bridgetown-Greenbushes. There are seven target towns in the initiative, with a combined population of about 17,000. The geographical diversity of the Warren Blackwood area and the remoteness of some of the towns posed unique challenges for the implementation of HEAL™ programs. Baden and Kate Happ celebrate HEAL™ success.

The Well Being Warren Blackwood HCI project encompasses three local government areas: the Shires of Manjimup, Nannup and BridgetownGreenbushes. There are seven target towns in the initiative, with a combined population of about 17,000.

Simmone Van Buerle is the Well Being Warren Blackwood Coordinator, and a HEAL™ facilitator. Simmone says that promoting programs in the more remote towns has had its challenges, but that some of the best marketing was word of mouth from previous participants. In feedback gathered from HEAL™ graduates from the Warren Blackwood initiative, they spoke about being ‘motivated to get into a regular exercise pattern’, learning that ‘it’s not about a diet, just healthy eating’, and that learning to read nutritional labels had made them more aware of what they were eating with regard to fat and sugar content. Nannup couple Baden and Kate Happ, who, at their five-month post-HEAL™ assessments, had lost 25 kilograms between them, attributed their success to lowering their fat intake and increasing their vegetable consumption. Simmone’s advice to others who might be working in spatially diverse local government areas is that people really do like to keep it local. ‘Two of our townships are just 20 kilometres apart, and it was tempting to run a combined program for them, but we opted for two smaller ones instead, and the feedback we’ve received is that participants loved that they could be part of a local HEAL™ group. Participants tell us that they value the

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education + training

It is great to be able to go out and talk to health organisations and community groups, such as Probus and Men’s Shed, and let them know that council is about more than just rates, roads and rubbish. social aspect of the HEAL™ program, and being involved in their own community is very important to them.’ Running smaller local programs also means that each can be adapted to the needs of the community, such as providing a free crèche in one township so that young mothers could join the program. As Simmone reiterated, ‘It’s about listening to the needs of the communities and being responsive to those needs.’

its cardiac and pulmonary rehabilitation classes, groups for the general public are being run from the councilowned Manning Aquatic Leisure Centre, Nimoola House is facilitating sessions for people living with a mental illness, and there have been three programs conducted specifically for Aboriginal participants using the Aboriginal resources developed by the HEAL™ project team. ‘The feedback we are getting from participants is very encouraging,’ said Daniel Lawton. ‘Ninety-four per cent reported positive health benefits, and there was a 40 per cent increase in participants’ physical activity levels.’ Council is also offering HEAL™ graduates the opportunity to attend cooking classes developed by the area health service to reinforce the knowledge and skills learned during the program (70 per cent of graduates have taken up this opportunity). Subsidised Manning Aquatic Leisure Centre memberships are also available, enabling graduates to attend a range of pool- and gym-based activities. In summary, Daniel Lawton said, ‘The Healthy Communities Initiative has provided a wonderful opportunity for council to get involved with health promotion, to assist with bringing together the many groups operating in this area, and to work towards the long-term sustainability of programs such as HEAL™ through funding support for the initial training and infrastructure.’

City of Greater Taree, New South Wales Healthy Communities Initiative funding has enabled the Greater Taree City Council to take a leading role in public health initiatives in their area. With funding secured until 2014, and with close assistance from the Hunter New England Local Area Health Service, the council is coordinating a raft of healthy lifestyle programs and playing a pivotal role in bringing together public- and private-sector organisations to improve community health outcomes through its ‘Learn to Love Life’ initiative. Healthy Communities Coordinator Daniel Lawton said, ‘It is great to be able to go out and talk to health organisations and community groups such as Probus and Men’s Shed, and let them know that council is about more than just rates, roads and rubbish.’ HEAL™ is one of the major programs being implemented in the Greater Taree initiative, with more than 150 people having started in the program to date. HEAL™ is being delivered in a wide range of community settings: the Hunter New England Local Area Health Service has delivered the program at the local hospital in tandem with

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Greater Taree initiative Learn to Love Life logo.

If you would like further information about the HEAL™ program, please contact National Coordinator Jerrad Borodzicz: jborodzicz@swsml.com.au.

education + training

NEW HIGHER EDUCATION AWARDS BY DISTANCE FOR TECHNICAL STAFF

echnical staff must keep up to date with advances in the design, construction and maintenance of roads and their asset management and environmental impacts. To meet this need the Centre for Pavement Engineering Education (CPEE) offers a range of unique courses, some of which are tailored specifically for local government employees. CPEE is accepting applications for its pavement engineering, road engineering and construction and infrastructure asset management programs; the latter developed jointly with the Institute of Public Works Engineering Australia (IPWEA) and the University of Tasmania. Applications are invited for the Graduate Certificate of Pavement Technology and Master of Pavement Technology as well as the Graduate Certificate in Infrastructure Asset Management and Graduate Diploma in Infrastructure Asset Management. CPEE and the University of Tasmania also offer a Graduate Certificate and a Graduate Diploma in Road Engineering and Construction.

All of the CPEE courses, which are very practical, encourage direct application of the skills and knowledge acquired. The application of skills learnt to problems in the workplace is facilitated by the distance education format, which does not require attendance at a university for faceto-face lectures. The four-unit Graduate Certificate and eight-unit Master of Technology/Graduate Diploma courses can be tailored to suit the needs of individuals wishing to update their knowledge or become more productive in the workplace. Technical staff can gain valuable qualifications in as little as 12 months and be able to apply what they learn directly to their day-to-day activities. To receive further information, email info@pavementeducation.edu.au

Education Enhancement Opportunities Graduate Certificate & Diploma in Infrastructure Asset Management Accredited by the University of Tasmania, these programs have been jointly developed by the Institute of Public Works Engineering Australia (IPWEA) and CPEE to meet the need for enhanced technical skills in the field of public works Infrastructure Asset Management

Core infrastructure units on: Asset Management Fundamentals Asset Management Practices Financial Asset Management with a range of electives

These courses provide today’s Infrastructure Asset Management Specialist with the opportunity to expand their skills and knowledge and to gain recognition with a University postgraduate award.

Road Engineering & Construction

Infrastructure Asset Management

A new CPEE/ University of Tasmania postgraduate program now available to study.

If you would like to study one of these exciting programs contact CPEE on (03) 9890 5155 or at info@pavementeducation.edu.au log on to www.pavementeducation.edu.au

the THEaustralian AUSTRALIANlocal LOCALgovernment GOVERNMENTyearbook YEARBOOK2013 2013• •27 X

corporate profile

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spectrum client base, ranging from the entire playing and coaching staffs of both the Hawthorn and Brisbane AFL clubs (separately – leadership- and culture-driven), toplevel sportsmen and women, David Koch and Channel 7’s Sunrise team, corporations’ senior management teams (culture-, synergy- and leadership-specific) and, over two years, more than 60 Rotarians with an average age of 60. Federal Ministers Joe Hockey, Mal Brough and former Prime Minister Kevin Rudd chose EE for their adventure on the Kokoda Track, as have an increasing number of senior businesspeople, a man who lost a leg as a boy and another who walked in calipers (both of whom had passed the medical and fitness criteria). You don’t have to be a daredevil or even a fitness junkie to take up an Executive Excellence Adventure or Leadership challenge/program. Corporate men and women of all fitness levels are stepping outside their comfort zones in environments that push them to new levels of personal achievement. EE Adventures and specifically designed practical leadership programs have been an enormous success with corporate groups due to the innate sense of accomplishment and bonding you feel when you share this great experience, which lends itself to team building and leadership. After a few days, all the layers and complexities of everyone’s lives are stripped away, and you get to experience and enjoy the people for who they really are. Simply put, EE programs assist in developing individuals and collective groups to enhance personal health and development along with increased performance.

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simply many clients believe our programs help them live their lives as active participants rather than as casual observers. ‘In the context of adventure trekking, I doubt there has ever been or will ever be a more thoroughly professional organisation than EE. In a wild and unforgiving environment like the Kokoda Track, there is no room for half measures and in all of the planning, preparation and training, no stone was left unturned by EE in its endeavour to ensure participant safety, preparedness and enjoyment.’ Michael Gibson, Associate Director, Macquarie Bank – ANZAC Kokoda

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opinion

The emperor has no clothes: empirical evidence versus the New South Wales independent inquiry

Professor Brian Dollery Director of the UNE Centre for Local Government University of New England

Australian local government has been undergoing reform for the past two decades, and the New South Wales local government sector is no exception. In general, municipal reform programs across Australia have employed three main policy instruments.

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n the first place, state and territory governments have attempted to enhance the operational efficiency of local councils by modernising their respective Local Government Acts to give local authorities greater autonomy to meet changing circumstances. Secondly, and in stark contrast to the legislative expansion of local council autonomy, state governments have simultaneously adopted a plethora of prescriptive legislation aimed at limiting local council discretion on the composition, quality and quantity of local service provision. Finally, with the sole exception of Western Australia, all state governments have relied on forced amalgamation to improve local government efficiency, particularly in non-metropolitan local authorities (Dollery, Grant and Kortt, 2012). New South Wales has been far from immune to these developments. On 17/18 August 2011, New South Wales Minister for Local Government Don Page convened the historic Destination 2036 Workshop in Dubbo, with mayors and general managers gathered from all New South Wales local authorities. From the perspective of structural reform of New South Wales local government, the main consequences of the Destination 2036 Workshop lay in the appointment of an Implementation Steering Committee (ISC), which drafted an ‘Action Plan’ for New South Wales local government and the establishment of an Independent

opinion

Local Government Review Panel to ‘investigate and identify options for governance models, structural arrangements and voluntary boundary changes for local government in New South Wales’ (New South Wales Division of Local Government, 18 May 2012). In November 2012, the Independent Local Government Review Panel published a report entitled Better, Stronger, Local Government: The Case for Sustainable Change, which set out the Panel’s ‘current thinking on some of the key aspects of local government’, and identified ‘signposts’ for the remainder of the review process. Among these ‘signposts’, the Panel indicated that it would ‘seek further evidence on the benefits and drawbacks of boundary changes in different circumstances’ and ‘formulate proposals for amalgamations, new regional entities and shared services as appropriate throughout New South Wales’, especially since ‘there is a case to consider significant consolidation of local government across the Sydney metropolitan area, and in other major urban regions, and some regional centres’. In Better, Stronger, Local Government, the Panel assured the New South Wales local government sector that its deliberations would be ‘evidence-based’.

the Panel was at pains to stress that Future Directions for NSW Local Government met its ‘commitment to ensure that all concerned can see and discuss the likely content of its final report’. In April 2013, the Panel published Future Directions for NSW Local Government: Twenty Essential Steps as a ‘progress report and a basis for further consultation’. Future Directions for NSW Local Government ‘sets out the latest thinking of the Independent Local Government Review Panel as it enters the final three to four months of its work program’, and it ‘builds on Better, Stronger Local Government’ and thus ‘should be read in conjunction

with that paper’. Nonetheless, the Panel was at pains to stress that Future Directions for NSW Local Government met its ‘commitment to ensure that all concerned can see and discuss the likely content of its final report’. Given this caveat, the recommendations of Future Directions for NSW Local Government on structural change through council amalgamation must be given serious consideration, since they are likely to reappear in its final report due in September 2013. Future Directions for NSW Local Government considered 20 elements of New South Wales local government, and made various recommendations in terms of these elements. Under the section entitled Create a Sustainable System, the Panel observed that ‘creating a sustainable system that can make the best use of limited resources and cope with the challenges of a changing world must involve some amalgamations of existing councils, large and small, urban and rural’, emphasising that ‘there is simply not enough revenue or sufficient numbers of skilled staff to sustain 152 councils across New South Wales’. A most unfortunate aspect of this – and other – parts of Future Directions for NSW Local Government is an almost complete absence of empirical evidence in support of its recommendations for widespread amalgamation across metropolitan and country New South Wales local government. The Panel did not even bother to consult the scholarly literature on the comparative size of New South Wales councils. Had it done so, it would have realised that – by international standards – the median population size of Australian (and New South Wales) municipalities is large! Perhaps even more regrettable is that fact that the Panel made recommendations for radical mergers in New South Wales, especially in the Greater Sydney metropolitan region, without any recourse at all to the relevant empirical literature, much of which is summarised in Councils in Collaboration by Brian Dollery, Bligh Grant and Mike Kortt, which was published in 2012 by Federation Press. Most empirical work on the impact of amalgamation has been conducted in the American local government milieu. Leland and Thurmaier (2006; 2010), Faulk and Hicks (2011) and Faulk and Grassmueck (2012) have provided excellent synopses of this literature. In general, researchers have found that mergers have not met expectations in terms of efficiency gains and cost savings. These general conclusions have been echoed in the Canadian empirical literature.

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opinion

Scholars have also examined the consequences of local government amalgamation in a number of European countries. For example, contributors to the volume edited by Brian Dollery and Lorenzo Robotti (2008) considered council mergers in France, Germany, Italy and Spain, and concluded that amalgamation had not achieved its intended effects. In a special edition of Local Government Studies on assessing European amalgamation programs, Swianiewicz (2010) drew a similar conclusion with respect to Eastern Europe, Vrangbæk (2010) found much the same with the 2007/09 Danish merger program, Wollmann (2010) concurred in his analysis of the German amalgamation, Hlepas (2010) was scathing in his evaluation of the 1998 and 2008/09 Greek program, and Kreci and Ymeri (2010) drew bleak conclusions from the Macedonian experience. In their analysis of local government reform in Belgium and the Netherlands, De Ceunincka et al. (2010) concluded that council mergers had not met expectations. The bulk of Australian evidence on the outcomes of amalgamation programs is principally derived from a spate of national and state-based public inquiries. A host of recent inquiries into financial sustainability in local government has established that numerous councils in all local government jurisdictions still face daunting financial problems, despite amalgamation. In addition to these public inquiries, empirical evidence on Australian amalgamation programs has also been considered in the academic literature, as well as in consultant

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reports. Councils in Cooperation provides a detailed evaluation of this work. With some exceptions, such as Stephen Soul’s (2000) empirical analysis of council size and per capita service costs in New South Wales, and the Australian Centre for Excellence in Local Government’s (2011) Consolidation in Local Government, the Australian scholarly literature is pessimistic on the efficacy of amalgamation as a means of improving local government efficiency. However, existing Australian work on amalgamation is seriously deficient. In particular, no detailed empirical investigations using state-wide data comparing amalgamated and non-amalgamated councils for a given amalgamation program in a specific state has ever been conducted. Fortunately, this is being addressed by researchers at the Centre for Local Government at the University of New England. Preliminary work shows that merged and unmerged local councils on a state-by-state basis are not statistically different in terms of performance. In other words, amalgamated councils do not exhibit superior performance. Had the NSW Independent Panel consulted this body of work, it would doubtless have hesitated before prescribing widespread amalgamations for which there is no convincing evidence. It is hoped that the New South Wales Government will not be guilty of the same intellectual indolence when it decides on implementing the recommendations of the Panel.

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VISION SUPER – VICTORIAN LOCAL GOVERNMENT RETIREMENT PARTNERS SINCE 1947

Work is an important part of life. Apart from an income, work provides structure, meaning, activity and networks. People react differently to retirement, depending on the reason they retire and what employment means to them.

aving a plan for your retirement helps you take control of the process of changing your lifestyle. Planning early gives you the time to explore different options at your own pace and make informed decisions. Retirement planning should include both financial and lifestyle issues.

Top five questions to ask when planning for retirement: 1. How much money do I need to retire? This depends on the cost of your desired lifestyle in retirement. The Australian Prudential Regulation Authority estimates that on average, most people need an annual income equivalent to about 60 per cent of their annual salary. The average worker needs a total investment of

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about seven times their annual salary to achieve this. Estimate how much money you will need for the lifestyle you’re hoping for. Use the free Vision Super retirement calculator at: www.visionsuper.com.au/calculators

2. What age should I retire? This is entirely up to you. Most people retire in the 55–60 age range, when they can start to access some of their super. However, if you continue to earn an income, you will put less pressure on the funds you have accumulated for your retirement and be able to enjoy a better standard of living when you eventually retire.

3. How long will I need my money to last? The average life expectancy for an Australian male is 82 and 86 for females. But due to improvements in lifestyles and health care, you may live longer. Be generous when

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• choose the right pension • plan your estate to protect your wealth • get transition to retirement advice. Vision Super does not receive commissions for recommending any products.

What our members say about us: estimating your life expectancy and how much money you’ll need. This will help to protect against times of market downturn, as well as the possibility of living longer.

4. What is the cost of my desired lifestyle in retirement? Estimate the cost of your desired lifestyle in retirement using a budgeting tool. Generally, three quarters of the average Australian retiree’s budget goes towards housing, transportation, food, health care and entertainment. Some costs may reduce in older age because you may not need to support children or make mortgage payments. However, other costs, such as health care and entertainment, can increase.

5. Do I qualify for the Age Pension? To qualify for the Age Pension, you must first satisfy the age and residence requirements. Centrelink then works out how much Age Pension is payable. Not sure whether you qualify for Centrelink benefits? Speak to a Vision Super financial planner to maximise your super position to help you qualify for Centrelink benefits.

‘Our financial planner had good listening skills and we feel very confident with the advice he gave us. We have a plan, and we can keep in touch for further advice. Such a relief.’ ‘My financial planner understood my needs and focused on addressing them. He was knowledgeable and relevant.’ ‘I was given honest answers to my questions instead of complicated versions that are hard to understand. It was refreshing after I had gone through the same process with the bank and paid for it.’ – Vision Super Retirement Planning Member Survey January 2013. This information may contain general advice that does not take account of your specific needs or objectives. Remember, your circumstances and financial needs are unique. Before acting on the basis of anything contained in this document, you should consider whether or not it is appropriate to your needs and circumstances. You should obtain and read the relevant Product Disclosure Statement before acquiring any financial product.

To book your appointment, contact the Vision Super Member Services team on (03) 9911 3222 or 1300 300 820 (regional).

Vision Super financial planning Vision Super has been helping staff in Victorian Local Government maximise their retirement outcomes for over 60 years. Our staff know super inside out, so you don’t have to. A Vision Super financial planner can help you take advantage of the complex rules and regulations that govern super to get the best result for you.

See a Vision Super financial planner for advice on how to: • maximise eligibility for Centrelink benefits • minimise tax on your super • achieve the retirement income you want • invest for retirement

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corporate profile

YOUR BIGGEST FAN, AND MORE Effortless breeze

he Isis may be known as the little sister to the bigger Element fan, yet the Isis is one not to be reckoned with. Following several years’ investment into research and development, the Element fan came first; however, there was a growing need for a lighter, more cost-effective, HVLS-integrated fan. The Isis is a prime fit for various applications, from industrial to commercial, to residential – the optimum choice for lightweight, energy efficient, contemporary design and reliability.

Features Spanning up to three metres in diameter and weighing less than 50 kilograms, the Isis can be applied to ceilings as low as 3.6 metres, in comparison to the four-metre plus ceiling height limit of the Element. Isis provides a costeffective alternative to the usual energy-hungry ceiling fan. The Isis can save 25 per cent more energy during heating and cooling periods throughout the year. Stylish aesthetics, slim lines and an anodised aluminium finish complement even the most architectural of structures. The Isis not only boasts good looks, but never compromises on safety, with a series of interlocking safety features.

Applications The Mudgeeraba Memorial Hall has two Isis fans installed, known simply as the ‘coolest’ pieces of art, to alleviate heat issues for guests during the year-round

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Queensland heat. The two Isis fans residing in the main hall each span three metres in diameter, with the ability to efficiently circulate air within the room, which measures 20 by 10 metres. ‘The air-conditioning is barely used within the centre in summer, yet we even keep the fans going through the winter with visitors enjoying the circulation of natural air rather than air-conditioning and heaters,’ explains Pam from the Memorial Hall. The visitors enjoy the benefit of constant air movement, which then creates and maintains a consistent temperature by moving and mixing both hot and cold air throughout the structure, thus reducing condensation, corrosion and mould build-up, which the hall faced before the Isis fans were installed. Summer heat is avoided by the constant air movement – this air flow can make a person feel up to five degrees cooler, therefore enabling less use of costly air-conditioning, raising energy efficiency and lowering cost. Nevertheless, winter is also an appropriate time to utilise the Isis fans within the building with the ability to de-stratify the structure by moving the warm air from the ceiling down to the occupant level without creating a draft. The steady mixing of the air creates an evenly distributed temperature throughout the structure, thus reducing the need to heat, and saving energy. ‘With the addition of the two Isis fans, we are so proud to show off our cool Memorial Hall year round.’ – Pam Evans

national awards for local government

INTO THE LIGHT – the unfolding story National Awards for Local Government – Winner – Active Arts Category INTO THE LIGHT – the unfolding story has been announced as the winner of the Active Arts Category of the National Awards for Local Government.

n Black Saturday, February 2009, Whittlesea Township was threatened by firestorms. Surrounding areas burnt, and the town became a service centre for those affected. After the horror of immediate losses, people embarked on journeys of repair and recovery. Since that time, Australia has suffered floods, cyclones and fires again. No doubt their communities will suffer similar issues along their pathway to recovery. Even without disaster as a precondition, collaborative processes can be replicated and communities can benefit. Council programs are often predetermined and repeated annually. Bureaucratic processes can be slow, and community consultations are analysed over time. In contrast, INTO THE LIGHT required a rapid and responsive creative process developed for, and in close collaboration with, community. In the aftermath of fire, it required dedication to win community confidence and trust. Through a collaborative

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creative process, community members directed the content, and outcomes were developed in direct response to the ideas, wishes, thoughts and fears of individuals and groups within fire-affected communities. Councils’ Bushfire Recovery Team ensured that the work linked into and fed broader bushfire recovery in the area. This approach to community, and the creative and collaborative process used, can be and has been shared with staff from other City of Whittlesea departments via presentations by the lead artists and/or project directors. On 1 September 2012, a long and delicate lantern parade of 1300 participants spiralled towards audience members while local musicians played and a Koori Youth choir sang in language. A kids’ art group performed a shadow puppet play on a

national awards for local government

INTO THE LIGHT was a community event developed using art as a tool to address ongoing recovery issues in the region, break down isolation and build connections between fireaffected communities surrounding Whittlesea. 25-metre-long screen, and video projections coloured the air as people from disparate communities joined local choirs and sang together. Flash mobs danced, and musicians played songs of loss and connection as locals gathered on a field of light. INTO THE LIGHT was a community event developed using art as a tool to address ongoing recovery issues in the region, break down isolation and build connections between fire-affected communities surrounding Whittlesea. Members of bushfire-affected communities from across the Kinglake Ranges paraded together as a personal, public and collective ritual to welcome spring, reflect on the events of 2009 and their aftermath, and to look towards their future, together. A legacy remains in the communities via a shared community experience; in the individuals engaged via information shared; and in the artists involved via the

opportunity to explore materials, develop new techniques and practise an art form that creates space for personal expression and communal celebration. Designed to encourage participants to explore and express personally, the program provoked intimate conversations between strangers, and enabled them to journey together INTO THE LIGHT. ‘Many people are de-bonded from themselves through trauma and loss… when they connect with community they begin to rebuild an identity of their community and how they fit or who they are within it, which helps them to rebuild their own identity… communal self is rebuilt before individual self. Art assists the person to re-engage in life and helps them to re-bond to it,’ said Gill Mosley, Grief Counsellor. One participant suggested, ‘I think “coming together” should be our theme, a really rich theme for next year.’

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corporate profile

WHAT IS THE NATIONAL BROADBAND NETWORK?

he National Broadband Network (NBN) is designed to provide the telecommunications infrastructure for affordable, high-speed internet and phone access for all Australians. It is an upgrade to Australia’s existing copper network, which wasn’t originally built with the internet in mind.

off around 18 months after the NBN becomes available*.

The NBN will be delivered by a combination of fibre, fixed wireless and satellite technologies. It is planned that every Australian home and business will be able to connect to the NBN by 2021, using one of these proven, reliable technologies.

The NBN has the potential to transform many aspects of our lives, including home internet and telephone services in areas such as education, business, entertainment and access to online health services.

Most Australian homes and businesses will be connected to the NBN by optic fibre, which will eventually replace most existing phone and internet services across Australia. In areas where NBN’s optic fibre is being rolled out, copper landline phone, ADSL internet and Telstra and Optus cable internet services will be permanently switched

From great-quality Skype™ calls, to downloading large files quickly, the whole family can enjoy fast internet at the same time#.

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Where the challenges of taking optic fibre to the door make it unfeasible, premises will be connected to the NBN either by fixed wireless or satellite technology.

Why switch to the NBN?

Fast speeds for everyone

Working from home like you do in the office With the speed of the NBN, you can quickly send and

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receive large files and participate in high-quality video calls – making it easy to work from home#. New ways to study From online courses and school studies to virtual museum tours, the speed of the NBN allows you to easily access interactive and educational online content#. Entertainment on demand Download movies in minutes or a music album in seconds, stream your favourite TV shows, all at the click of a button#.

How can I find out when the NBN comes to my area? NBN Co has been tasked with prioritising the delivery of the NBN to regional areas so that those people who have had limited or no access to broadband can be among the first who get access to the NBN via the fixed wireless and interim satellite services. Go to www.nbnco.com.au to search the interactive map for your address, suburb or postcode to see when the NBN is coming to your area. Our map displays the different stages of the rollout: areas that can already switch to the

NBN, suburbs where construction has commenced and towns where construction of the NBN is set to commence within three years^. If your suburb isn’t yet listed on the rollout plan, you can sign up for a newsletter to receive more information as it becomes available at www.nbnco.com.au/subscriptions.

How can I prepare my council for the NBN? NBN Co is committed to working closely with local government on the design and deployment of the NBN in their area, ensuring a lasting positive legacy for the local community. The following checklist provides a guide for local councils as to the information NBN Co and its contractors/agents may need to assist in the NBN planning process. • zoning maps and planning controls • identification and location of heritage conservation areas and/or heritage items (both indigenous and non-indigenous) • location of environmentally significant areas e.g. conservation/protected areas, national parks/nature reserves, wetlands, bushland, significant street trees

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• any specific local planning controls, policies or codes that may apply specifically to telecommunication facilities • confirmation of any local exemptions, restrictions or prohibitions for telecommunication facilities • development of application requirements (if necessary), including likely timeframes, processes et cetera • location of Commonwealth land and education, health or government facilities • location of major development proposals and areas (e.g. greenfield sites), major infrastructure locations or areas that require major upgrades to infrastructure. Councils may also be keen to work with NBN Co and its contractors/agents to enter agreements to rent facilities that could be used during the rollout, such as depots, warehouses, temporary site offices, shopfront information offices et cetera. In that case, councils could provide some indication of properties that might be useful for the above purposes.

For a list of existing services that are not replaced by the NBN, please visit www.nbnco.com.au/switch or call 1800 687 626.

Your experience including the speeds actually achieved over the NBN depends on some factors outside our control like your equipment quality, software, broadband plans and how your service provider designs its network.

Construction commences when NBN Co hands over network designs to the construction company and issues contracts instructions.

For further NBN-related enquiries call NBN Co on 1800 OUR NBN (1800 867 626).

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national awards for local government

Hume wins National Local Government Award for Strength in Diversity Hume City Council has taken out a prestigious award for its work on social inclusion at the 2013 National Awards for Local Government.

undreds of culturally and linguistically diverse (CALD) mothers and children have benefited from Hume City Council’s innovative social inclusion project, Supporting Parents – Developing Children (SPDC). The SPDC project strengthens community participation by providing a network of services and programs to Hume’s CALD community. Mothers with limited English language skills meet regularly at Hume’s schools and community hubs for language-specific and multilingual playgroups, mother and child english language programs, and Bilingual Storytime, to gain confidence and participate more fully in local life. The SPDC Project is a unique collaboration between the Scanlon Foundation, four Commonwealth and three state government departments, and Hume City Council, which supports CALD residents with literacy, language and learning. Nearly $3 million will be invested in the project, delivered over three years (2011–2014). The funding is being directed to programs that support early childhood development, literacy, community engagement, social cohesion and the development of pathways to employment and training for parents. The SPDC Project is the outcome of more than two

and a half years of discussion, planning, collaboration and commitment by the project partners. Hume Mayor Councillor Geoff Porter said: ‘We are very proud to receive this recognition, as it reflects our commitment to identifying local needs and tailoring our responses. ‘Our project focuses on strengthening social cohesion and increasing the value placed on the development of children under five years of age by supporting the parents as well as the children.’ In the first 18 months of the program, the following outcomes were achieved: • 149 parents/women undertook training courses • 32 parents/women gained employment • 66 parents/women undertook a volunteering role • 191 parents/women have participated in learning activities, many of these being parenting courses. Evaluation of the program’s outcomes so far has seen major gains in mother and child interaction, child attention and concentration, as well as child language functioning. The emphasis on shared knowledge of child development and effective parenting in the Australian context was widely felt to be beneficial. The participants reported high levels of feeling connected and belonging to their communities. Visit www.hume.vic.gov.au for more information on Council’s Supporting Parents – Developing Children (SPDC) program.

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corporate profile

INDUSTRY FUNDS MANAGEMENT: AT THE FOREFRONT OF SOCIAL PRIVATISATION IFM’s Australian investments currently include holdings in Brisbane, Melbourne, Perth and Darwin airports, the port of Brisbane, wind and hydro facilities, toll roads and Melbourne’s Southern Cross Station. International investments include water utilities in the United Kingdom, a gas transmission business in Germany, heating stations in Poland, and electricity generators and pipelines in the United States. Yet, despite strong interest from our investors, not to mention public interest, there is still plenty of room for government to benefit from providing more investment opportunities within Australia. There is substantial need in Australia for new infrastructure development – including roads, rail, ports, energy, water and health infrastructure – and Australia’s world-leading superannuation system can be better tapped to provide a long-term, reliable stream of funding. That’s where we think a better understanding of ‘social privatisation’ can play such a strong role. The difference between social and traditional privatisation is that traditional privatisation can suffer from the market’s obsession with annual results. This naturally encourages a fixation on short-term returns, often driven by higher prices to users and, occasionally, to the detriment of jobs and customer service. This is not how public assets should be run if the aim is to benefit the community and the economy. Managing a port or an airport with a focus only on the year-to-year earnings and distribution growth will not suffice. A more long-term approach is required. This is where superannuation investment is different.

ndustry Funds Management (IFM) is at the forefront of a new way of funding public infrastructure that is rapidly shifting the landscape in Australia and around the world.

By investing the retirement savings of millions of people to deliver infrastructure that benefits their communities, while simultaneously delivering strong returns on their investment through that infrastructure, we have created a virtuous loop. We like to call this loop ‘social privatisation’.

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Steady, long-term growth is the name of super’s game. The average superannuant is typically focused on their level of retirement savings years into the future. An asset managed by IFM, therefore, prioritises the big picture, not next year’s annual report. The fact is that a long-term, focused private investor like IFM can be better aligned with public interest than government ownership can. That’s because large capital investments in an asset can be justified if they will deliver in the long term, without having to worry about immediate political budgetary concerns and the spectre of a resulting ratings downgrade.

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The icing on the cake is that the millions of people who benefit from the sound stewardship of an asset also own the long-term returns. So the toll you pay on a bridge today will return to you as retirement income.

infrastructure experts from a range of sectors and geographies with a track record of managing assets through business cycles, management transitions and regulatory reviews.

Aside from generating returns to our superannuation funds, our infrastructure investments also contribute positively to the community. The $25-million investment by IFM in Southern Cross Station’s retail redevelopment project created 40 jobs during construction, and 60 new retail jobs once operational. The development of a new multistorey car park at Adelaide Airport directly and indirectly created 600 new jobs, and, once operational, the ongoing employment benefit will be 87 new jobs.

• Deal origination We have a proven and exceptional deal flow capability, with strong market profile and extensive networks.

The social privatisation model presents all the benefits of traditional privatisation, but in a socially aligned manner. That’s why we call it ‘social privatisation’. The potentially negative social impact of traditional infrastructure privatisation has understandably caused Australian governments to think twice about taking advantage of the process. Social privatisation, however, offers government a way to reap the full fiscal benefits of the sale of infrastructure, while actually boosting the long-term utility of that infrastructure for the community. IFM is proud to be at the forefront of this exciting new development.

• Rigorous investment process We apply a rigorous review and approval process to infrastructure investment. Our transaction teams comprise specialists from across our global team, supported by in-house legal and tax experts. • Proactive asset management We take a proactive approach to asset management, applying global best practice to every asset we acquire. • Responsible, long-term investment Environment, social and governance (ESG) considerations are embedded across our organisation and within our investment processes, benchmarked against global best practice standards. • Open-ended fund structure Our fund structure is aligned to the management of long-lived assets, and to the long-term investment objectives of our investors.

What sets IFM apart from other infrastructure managers? • Unique ownership Our ownership by 30 pension funds promotes a strong alignment between the interests of the firm and those of our investors. • Patient, long-term investors We invest patiently and strategically. Our investors sit alongside other like-minded, well-capitalised institutions, which are aligned in terms of investment interests. • Dedicated, experienced team Our seasoned global infrastructure team comprises

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national awards for local government

Yarra City Council Follow in my footsteps – Celebrating Aboriginal Culture in Gertrude Street The City of Yarra is a vibrant and progressive inner-metropolitan municipality and home to a diverse population of about 80,000, including more than 300 Indigenous people at the time of the 2011 census.

Celebrating Aboriginal Culture in Gertrude Street was an innovative community engagement and consultation project that combined traditional storytelling (walking tours) with digital media. This project achieves many of Council’s reconciliation objectives by enhancing our sense of local identity and community pride, which contributes to the quality of life in Yarra. In June 2012, over 100 people from Yarra’s community participated in guided walking tours to learn about the Aboriginal history of the street, and to discuss its future.

he suburbs of Fitzroy and Collingwood in the City of Yarra are of particular significance to the Indigenous community, and continue to be popular areas for Aboriginal and Torres Strait Islander people to work, meet and access services.

The walks were developed and delivered by four wellknown Aboriginal actors – Uncle Jack Charles, Melodie Reynolds, Greg Fryer and Jason Tamiru – and the content was enhanced by many informal conversations with the local Aboriginal community.

Gertrude Street in Fitzroy is the most historically significant strip in urban Aboriginal Victoria. It was the birthplace of some of the most influential Aboriginal organisations in the country (such as the Victorian Aboriginal Health Service), centre stage for the fight for civil rights and also the place where many Aboriginal people found family for the first time.

Surprising connections were made during the walking tours. Young people from the African community strongly identified with experiences of separation from family and community, as well as issues relating to the need for culturally appropriate services.

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Passers-by joined the walks as the group moved down the street, eager to learn more. The connection between those walking along the street and life as it unfolded on a daily basis was also evocative and instructive.

national awards for local government

The project achieved its goals of bringing together Aboriginal and non-Aboriginal people in positive and invigorating ways, furthering the cause of reconciliation. At the conclusion of each walk, participants were invited to take part in a facilitated discussion about the future of Yarra’s Aboriginal heritage. Council’s first Facebook page was created to publish the discussions online as ‘webcasts’. The Celebrating Aboriginal Culture in Gertrude Street Facebook page took the reconciliation message from the street into mobile and digital domains. This use of social media now provides a point of ongoing connection between the community and Council. Celebrating Aboriginal Culture in Gertrude Street has proven to be hugely successful in providing positive shared experiences for people to build strong and trusting relationships. The bonds and understandings formed through the walking tours and online communities have built and continue to build respect between Indigenous and nonIndigenous people. Importantly, we kept authentic storytelling and community benefit central to our decision-making process throughout the project’s planning, engagement, implementation and review stages. The project achieved its goals of bringing together Aboriginal and non-Aboriginal people in positive and invigorating ways, furthering the cause of reconciliation. This initiative is an excellent example of local government embracing modern technology to promote reconciliation and local storytelling.

For more information, visit: facebook.com/CelebratingAboriginalCulture inGertrudeStreet

the australian local government yearbook 2013 • 47

national awards for local government

Your business, our future Winning the 2013 National Local Government Award for Excellence in Tourism validates Singleton Council’s long-held belief that the Singleton Visitor Information and Enterprise Centre (SVIEC) is among the best customer service providers in the country.

he SVIEC is located in a stunning setting at the gateway to Singleton.

With easy access off the New England Highway, the SVIEC has ample parking, including disabled and long vehicle parking, public amenities, and barbecue, picnic and playground facilities. The purpose-built centre is a level-one accredited Visitor Information Centre, providing quality customer service to more than 35,000 visitors each year. As well as providing visitor and community information, the SVIEC houses Singleton Council’s Economic Development team. The team has eight staff members that foster and support economic development and tourism growth in the Singleton area. Officially opened on 8 September 2010, the SVIEC was funded by Singleton Council with the assistance of Xstrata Coal NSW. Prior to this, the SVIEC was located in a small shopfront, also on the highway, but lacked parking and street signage. The move to Townhead Park was an obvious choice, as Townhead Park is a perfect destination for local and visiting traffic.

The SVIEC provides a free accommodation and tour booking service to visitors, as well as free internet access via a smart touchscreen computer and free wi-fi for portable devices. It operates as a professional and fully functional conference centre and has two beautifully designed and fully equipped meeting rooms available for hire, offering catering packages. The smaller of the two rooms – the Board Room – can accommodate up to 10 people with a smartboard, internet and whiteboard facilities. The North Room can hold up to 30 people seated at tables and chairs, up to 50 people seated theatre-style, and stand-up cocktail functions for up to 80 people. The centre boasts a fully equipped community facility, which is used by the Singleton Lions Club to provide a Driver Reviver service. It also showcases local talents and tastes of the Hunter Valley through a wonderful range of locally made continued on page 50

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continued from page 48

produce and gifts. Gourmet hampers that contain a wide variety of quality produce and giftware are available for special occasions. The SVIEC team prides itself on its relationships with tourism and business operators in the Singleton area. Operators have the option of joining a tourism membership program that provides enhanced marketing and promotional opportunities. Some of the benefits include brochure display, website listings, referrals and the option to display weekly specials in the SVIEC. Members are also able to attend a series of business opportunity events held once a month. The SVIEC team initiated ‘Your Business, Our Future’, a business partnership program that works with local Singleton businesses to address current economic issues, and encourages consumers to ‘shop locally’ and build better relationships within the business community.

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This partnership has provided business owners with benefits similar to those offered by the tourism membership program: marketing and promotional opportunities, business referrals, brochure display, promotion on visitsingleton.com and singletonbusiness.com, as well as an invitation to attend business opportunity workshops and training sessions. In 2012, the SVIEC won the Visitor Information and Services category at the Hunter and Central Coast Tourism Awards. This was a great honour, and confirmed that the SVIEC is a leader among visitor information providers in the Hunter Valley. The SVIEC strives to be an industry-leading organisation, and this award demonstrates that Singleton is well and truly on its way to achieving this.

corporate profile

WHAT IS INSURANCE REALLY?

t seems like a simple question; however, the more you delve into the answer, the more complicated it becomes. Is it just a piece of paper you buy for the cheapest price, or is it to provide financial security for you, your business and/or your income? Even the experts couldn’t agree when insurance first came into existence. There are suggestions that the ancient Greeks came up with the first real concept, well before the invention of the mobile phone and even before the telex. Greek merchants knew that it was a good possibility, or in today’s language, ‘high risk’ that a vessel would sink during a voyage and the goods they were shipping would be lost (catastrophe event). So what the merchants did was arrange a portion of all goods to be loaded onto different vessels (risk transfer) so that, in the event a ship went down, all was not lost. They were so sure that a ship would go down that they made allowances for the loss, but each merchant could afford to lose a proportion of their goods (excess or self-insured retention) without destroying their business. While I am using a marine example, the same example of risk transfer can be found with farmers. They know a percentage of their crops or livestock will not survive, or that they will not all be to the same standards. Mining, where no grade or quality of material extracted, is exactly the same, and mines are not all equally profitable. Basically, every industry/profession knows what risks and exposures affect their business and which they can/cannot afford to lose before suffering a financial disaster. The main issue with insurance is that it is often priceorientated, and not focused on what it is really intended to do, which is to provide security. Last year (2011–2012), the financial Ombudsman Service received 10,423 complaints against insurance policies, of which 7591 against general insurers and 123 against general insurance brokers were accepted. The main concern is that while people and organisations know the risk, they are not reading the fine print. The main issue with these complaints was the direct result of flood cover where the total flood losses is currently estimated at close to $4 billion – where some policies did not cover flood. Insurers have now defined what a flood loss versus storm water runoff is; however, the result has

John May, IC Frith & Associates International Placements Manager

been massive increases to some policyholders that live in flood-prone areas. Other issues that were highlighted were underinsurance, incorrect sum insured and insufficient limits. Unlike car insurance that often states market value, you must make sure you insure for the correct ‘replacement value’ of your assets. The basis of an insurance policy is to cover a client to put that property or business back to the position immediately prior to the loss. To achieve this intent of insurance, you must insure for full replacement value, and in the event that you underdeclare the replacement value, most insurance policies have an average/co-insurance clause. Without complicating the calculation/fine print, basically, average works as follows: • claim for $100,000 • value declared to insurer $500,000 • actual replacement value is $1,000,000 • insurer pays 500,000 ÷ 1,000,000 = 50% = $50,000.

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corporate profile

Insurers do appreciate that there are often fluctuations on replacement costs which is why there is a built-in allowance (co-insurance clause). This clause allows for insuring for a replacement value of 80–85 per cent of value. Most insurance policies have this clause, but it is recommended that this clause be reviewed to ensure that there is this built-in allowance/co-insurance clause. I cannot stress enough that you must always be accurate with descriptions of risk/construction/claims. Insurers can and do rely on the duty of disclosure clauses in all policies, and in the event of non-disclosure, an insurer can potentially deny the claim. It is advisable to make insurers fully aware of the claims history and details before entering into a contract of insurance. However, try to be as relevant as possible, as I have seen statements such as ‘I am a safe driver, all the accidents I had were other people’s fault or the police got it wrong’, for no claims on motor vehicle insurance. ‘I don’t import any products, but buy most of my stock directly from China and they pay for the delivery, so really it is not importing.’ For product liability insurance cover, where if you do import from countries overseas, under Australian law you will be deemed as the manufacturer. If you are deemed to be the manufacturer, you are liable for the damage that product causes to third parties. It would be next to impossible to provide fully detailed ‘insurance advice’ for all industries, clients and policy types, but a few simple tips will assist: 1. Understand what your exposure is. If you live near a river, your main exposure may be flood cover. 2. Determine what you can afford to lose and what you cannot. Do you need glass/windscreen cover, or would it be better to have rental vehicle cover? 3. Accurately describe your insurance requirements/limits. ‘I do import goods, so I need this cover.’ ‘The goods I import are ACB…’ 4. Determine adequate limits for replacement costs. Building market value is $1,000,000, but rebuilding would cost $2,000,000 – insure for replacement value to avoid average clauses. 5. Accurately declare insurance history – nil claims means no claims.

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6. Understand your coverage/price options – if you are dealing with direct insurers, read their coverage. Remember to determine what your key areas of cover requirements are. Do not get distracted by the features/ benefits that, may not be applicable to you or a premium that, while cheap, does not cover what you really require. 7. Independent research/get a professional. Two choices: read and research all covers, or get an insurance broker to do it for you. Yes, brokers do earn or charge a fee, but do you service your own vehicles or do your own taxes/accounting? It is sometimes advisable to let an expert do the work for you. No doubt I could come up with 100 different rules/tips, but the most important tip for insuring property is to TAKE PHOTOS. As they say, ‘sometimes a picture is worth a thousand words.’ So what is insurance? It can either be a cheap piece of paper, or a real policy that provides financial security by transferring your exposures to an insurer. If you go back to the Greek history, the two Latin phrases common in insurance are ‘Utmost Good Faith’ and ‘Caveat Emptor’ (let the buyer beware).

IC Frith & Associates Suite 1, Building B 34-46 Brookhollow Ave Baulkham Hills NSW 2153 Private Mail Bag 14 Castle Hill NSW 1765 Phone: 02 8853 9100 Fax: 02 9634 2396 www.icfrith.com.au

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corporate profile

BAYER NOTCHES UP 150 YEARS OF SUCCESS

he Bayer Group is celebrating its 150th anniversary in 2013. ‘Bayer can look back on a long and highly successful history as an inventor company,’ CEO Dr Marijn Dekkers said. ‘In the past 150 years, Bayer inventions have time and again helped to improve people’s quality of life. This great tradition is also our commitment to the future, entirely in line with our mission of “Bayer: Science for a Better Life”.’ The company was founded as a general partnership in 1863 by dye salesman Friedrich Bayer and master dyer Johann Friedrich Weskott. It now has extensive expertise in the health of people, animals and plants, and is the only global company to combine all three under one roof. It is from this position that Bayer is breaking new ground in terms of innovation. As an inventor company, it sets trends in research-intensive areas. A focal point of Bayer research is turf and ornamental management, such as herbicides, fungicides and insecticides. When Bayer started selling Antinonnin – the

world’s first synthetic insecticide to control the nun moth – in 1892, it was the start of a success story. Today, Bayer CropScience is a global leader. Bayer Environmental Science, a business operation of Bayer CropScience, specialises in the development and marketing of pest-, weed- and plant-disease control solutions for non-crop situations; this encompasses professional and rural pest control, termite management, mosquito and locust control, turf and amenity horticulture, industrial vegetation management, stored product protection, and the home garden. Dave Ross, General Manager at Bayer Environmental Science, said: ‘In Australia, we offer a balanced (and strong) turf management portfolio, providing product solutions for golf superintendents; turf managers of sporting amenities, such as bowling greens and race tracks; and local government groundsmen. We provide a comprehensive range of products for the professional pest management industry and very strong product offerings in mosquito

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corporate profile

control, farm hygiene, stored grain protection and home garden plant health solutions. ‘Some of our key brands in these segments include Tribute, Dedicate, Banol, Chipco Signature, Destiny, Initiator, Merit, Ronstar, SilvaShield, Spearhead and Confidor in our Turf Management range of products; and Temprid75, Maxforce, Premise, Kordon, Cislin, Tempo, QuickBayt, Coopex, Ficam, Starycide and Racumin in our Pest Management range of products. ‘In addition to a highly experienced commercial team, which is represented in all of our major market centres, we have a dedicated product development and regulatory affairs group locally, which enables us to provide both a strong level of technical support and also a solid pipeline of future products. ‘Bayer supports numerous local projects in education, research, health, environment, culture, charity and the community. It promotes environment and science education

in schools through the CarbonKids program in partnership with the CSIRO, and supports charity partners The Kids Cancer Project, Mission Australia and Aussie Helpers,’ Ross said. ‘Bayer’s history of innovation, reinvention and diverse business operations stands the company apart,’ newly appointed CEO for Australia and New Zealand, Jacqueline Applegate, said. ‘We pride ourselves on the fact that we live up to our mission statement of “Science for a Better Life,” and our local presence, products and partnerships are key to our success. Bayer employs close to 850 people locally, and we look forward to celebrating our company’s 150th anniversary this year.’ For further information: Lesley Pepperell | (m) 0459 226 993

Why take a risk with your livelihood? Use Turf Registered Products which have the full research backing from Bayer®. E

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When you buy a genuine Bayer product you are buying the absolute confidence that it will perform. In fact, we are so confident that if the product doesn’t perform to label claims, we’ll replace it or give you another one of equivalent value. To find out more contact Bayer on 1800 804 479 or visit www.bayeres.com.au All products are Registered Trademarks of Bayer ©2013. BAYE1043 F/P TURFCRAFT AD_177x125.indd 1

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national awards for local government

Stawell Steps

Stawell Steps was born from floods and wrought from concrete, wood and brick, creating a large-scale architectural feature, which doubles as a practical solution to a water management problem, on the banks of Cato Park Lake in Stawell, western Victoria.

he steps are, in essence, a risk mitigation project – two flood spillways that will ensure businesses and houses neighbouring the lake will not again be damaged by flood waters as they were in January 2011 when severe storms caused widespread damage across Northern Grampians Shire. But Stawell Steps became so much more than a boring old spillway when a partnership between 11 organisations, including the council, a local brick manufacturer and 20 Monash University architecture students, was set in motion. In the wake of the floods, Council engineers designed flood mitigation solutions for Cato Lake that included two spillways set into the banks of Cato Lake. The Monash Architecture School was searching for a project to work on as part of its annual Design/Make Studio, which shows students the practicalities of building

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a structure they have designed. Artisan bricks from Stawell manufacturer Krause Bricks were their material of choice, so the location became evident. With work on the Cato Lake spillways about to start, so did the project. Once the engineering requirements were established, Council staff set about working with Monash students to design a functional structure that would not only meet the risk mitigation need, but that would also leave the community with an infrastructure legacy. Working with Monash artist-in-residence and Japanese architect Hiroshi Nakao, the students designed a 25-metre-long stepped structure made from brick that was incorporated into, around and over the spillways, with accessible platforms for fishing, birdwatching, reading and relaxing. The students then spent six weeks on site building the steps with local tradesmen and Council staff. The 11 organisations involved in the project were Northern Grampians Shire Council, Monash’s School of Architecture, the Country Education Project, Rural Councils Victoria, Krause Bricks, the Wimmera Development Association, the Department of Planning and Community Development, the Ron Walker Foundation, Hiroshi Nakao, local builders and a retired bricklayer and carpenter. Stawell Steps was completed in November 2012 and is now a feature of a much-loved community space, creating a talking point and beautiful piece of community architecture. This is no ordinary spillway – it is an innovative approach to a practical problem that has also created something very unique.

There are many risk exposures facing local government today... it’s how you manage them that makes the difference! Do you effectively manage your risk? Y N Do you understand your organisations risk profile?

Y N

Do you have a risk culture in your organisation?

Y N

How ‘risk ready’ is your organisation? Contact Ron Barnes to find out more T: 02 9320 2770 E: ron.barnes@jlta.com.au

Jardine Lloyd Thompson Pty Ltd ABN 69 009 098 864 AFS Licence 226827 Echelon Australia Pty Ltd ABN 96 085 720 056, Level 11, 66 Clarence Street, Sydney NSW 2000 Ph (+61 2) 9320 2700, Fax (+61 2) 9299 2029 www.echelonaustralia.com.au www.jlta.com.au

corporate profile

NOT UNDERSTANDING RISKS IS TOO RISKY Responsibility to residents, ratepayers, local businesses and stakeholders means that every risk exposure has a potential snowball effect across the whole community. Risk management is not something that can be brought off the shelf in a ‘one-size-fits-all’ solution. To effectively manage risk, it must be integrated into the organisation’s management processes and embedded into the culture of an organisation.

isk exposures arise through corporate governance requirements, legislative changes, legal liability, information management, workplace health and safety, reputation, people management and business interruption threats. Even as an organisation strives to understand its risk profile, new risks are continually emerging; climate change and global financial crisis impacts, to name a few. Enterprise risk management (ERM) has become widely recognised as a robust and sustainable framework that is designed to effectively identify, assess and manage potential risks within an organisation. An ERM approach is characterised by focused strategies linked to organisational objectives, systematic processes, and clear risk management priorities for an organisation. However, ERM is only effective if the process can create a ‘forward-looking’ risk radar. The existence of a robust and sustainable ERM program also ensures that the organisation achieves and maintains the confidence of the council, community and other stakeholders that effective governance and risk management processes are in place.

Why enterprise risk management? Echelon, a leading provider in risk consultancy services, has been working closely with many government and corporate bodies for over a decade to develop a practical model for organisations to achieve such an approach, allowing senior management to effectively deal with the uncertainty of risk in a proactive and systematic manner. The following are some of the program outcomes and benefits that have been achieved: • senior management commitment to risk management • risk management integrated into organisations’ strategic planning documents and management processes • risk management framework processes and associated documents formally adopted • organisational culture that is risk management focused • increased confidence of the council and the community regarding the effective management of the organisation • increased risk management maturity level • improved reporting structure and more open communication channels • improved decision-making

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• increased understanding by management and staff of the organisation’s risk profile

The main focus of organisational change will be to:

• council, management and the risk and audit committee’s knowledge and understanding of the organisation’s major risk exposures.

• consider the anticipation of risk/opportunity a strategic and business imperative

The enterprise risk management journey Many councils are now much more sophisticated in terms of risk management planning than they were five years ago. Before embarking on this journey of change, it is essential to understand the context in which risk management practices are currently communicated, documented and in evidence across the organisation, before a program can be developed that will be reflective of councils’ needs. The model of building a comprehensive ERM strategy and framework has several distinct components. The model provides a framework for an organisation to document an ERM framework according to their particular risk exposures, strategic/organisational objectives and risk appetite. It is not limited to any particular risk exposure category or management structure, therefore being flexible in how the components influence the final framework. The organisation’s senior management is guided through a process that will result in the development of a robust and sustainable ERM framework. The framework decisions are based on information gathered through a review of activities and an alignment with the organisation’s strategic/operational objectives.

Driving a culture of risk management To be most effective, good governance and risk management philosophies must be embedded into an organisation’s cultural fabric. Creating a culture of risk management involvement and compliance requires commitment from the most senior level of an organisation and the support of all staff. This includes appropriate processes to monitor performance and manage breaches of compliance.

• align risk management to the organisation’s objectives and integrate ERM processes with the existing management planning structure • seek to understand risk at all levels of the organisation (whether it is a strategic, project, operational or compliance risk) and empower personnel to identify, assess and control risk within given parameters • actively communicate the ‘risk appetite’ of the organisation to personnel/stakeholders through a range of documents and structures, and use this understanding to focus resources more effectively • establish reporting structures to ensure the organisation is continually informed about the key risk issues being faced, as well as emerging risk issues with relevance to the organisation’s unique operating context • create a sustainable compliance regime driven by a ‘risk-aware’ culture that encourages personnel to undertake decisions based on an evaluation of risk.

If you have any questions, comments, or would like to know more about ERM, please contact Ron Barnes – General Manager, Echelon Australia ron.barnes@echelonaustralia.com.au

Organisational change must occur for the ERM framework to be integrated across all functions and within the culture of an organisation. Not all personnel will have the same responsibilities for risk management, but risk needs to become everyone’s business and the management of risk/ opportunity should become ‘how we do business’.

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community, health + ageing

Transforming lives through the power of song What if we could create a better world through song? Creativity Australia’s With One Voice choirs are helping diverse groups of people to break cycles of isolation and disadvantage, and discover pathways to better futures. The science of singing is proven to make you happier, healthier and smarter... but the choirs offer so much more.

ver five years, Creativity Australia, a non-profit organisation, has created 14 choirs, uniting hundreds of voices through song and inspiring thousands more through their moving performances and stories. Founder, leading Australian soprano and awardwinning social entrepreneur Tania de Jong AM said With One Voice welcomes all people seeking harmony, health and happiness. ‘With One Voice builds bridges of understanding across cultural, generational, religious and socioeconomic boundaries in pursuit of harmony,’ Tania said.

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‘The choirs embrace people of all ages and from all walks of life. CEOs, asylum seekers, job seekers, people with depression, people with disabilities, seniors, people experiencing disadvantage, migrants – everyone is welcome!’ she said. ‘The With One Voice choirs provide an inspiring, joyful place for people to find their voices, improve wellbeing, find friends and mentors, learn English, improve self-esteem, build skills and employability, and find work. ‘When many diverse voices come together as one on a regular basis, the outcomes are transformational. This program changes lives!’ One of the most unique parts of the With One Voice program is the Wish List, through which anyone in the choir can make a wish, and other people have the opportunity to make it come true. Through the Wish List, people have been granted help with resume-writing and job interview practice, work experience and employment opportunities, free singing and guitar lessons, help setting up a blog site to share the stories of homeless people in the Sydney CBD, and much more.

The With One Voice experience Creativity Australia’s vibrant With One Voice community choirs run in Victoria (Ashburton, Dandenong, Footscray, Frankston, Geelong, Heidelberg, Melbourne CBD and St Kilda) and New South Wales (Sydney CBD). Corporate choirs include ANZ Sings, Deakin Sings, Royal Children’s Hospital Sings and Orygen Youth Health Sings.

community, health + ageing

The future of With One Voice The With One Voice program is expanding, and Creativity Australia encourages interested parties to get in touch to discuss this fantastic opportunity for your community. With One Voice choirs operate through government, workforce and community partnerships; provide improved wellbeing, self-esteem, skills and employment pathways for all people, including isolated and disaffected individuals; and improve community liveability and participation. Creativity Australia is thrilled by how communities have embraced With One Voice since the launch of Melbourne Sings in 2009. The organisation now aims to bring choirs to more communities across Australia. New choirs will be launched in targeted areas, working closely with local government to ensure community engagement and choir sustainability. There are no auditions and no singing experience is necessary. It’s all about wellbeing, belonging and lifting spirits through song. Each With One Voice choir has its own personality, and the groups sing everything from traditional South African tribal tunes to Puccini and Adele. The With One Voice choirs are led by professional conductors and meet weekly, followed by supper, which is an important opportunity for participants to network. The choirs are supported by wellbeing, skills and employment resources and a network of dedicated volunteers. The choirs share their songs and stories at public performances several times a year, culminating in the massive With One BIG Voice concert that features all the choirs. The With One Voice program is further enriched by projects such as Sing Your Story, launched at Footscray Sings in 2013, which invites community members to share a song from the country of their birth with the choir, which then rehearses and performs the music in celebration of diversity. Creativity Australia is a registered charity, and choir participation is by tax-deductible donation. People in need are sponsored to attend through the generous donations of others. Creativity Australia’s fundraising program aims to secure the financial support needed to continue and expand the program.

Executive Director Ross Maher is inspired by the With One Voice program’s potential to create long-term, sustainable change for communities Australia-wide. ‘We are fortunate to live in one of the world’s most liveable countries, but, unfortunately, long-term unemployment and extensive under-employment make life very difficult for many of Australia’s communities,’ Ross said. ‘These issues create alienated individuals and disenfranchised youth, make family life very difficult, see increased use of drugs and alcohol, and make it almost impossible for people dealing with depression, mental illness, disability and other illnesses to break the cycle and get ahead,’ he said. ‘Furthermore, in these communities, developing the simple skills that many of us take for granted is not valued, let alone the individual expression needed for someone to contribute innovatively and productively to society. ‘Creativity Australia’s With One Voice programs combine employment with social inclusion, health and wellbeing to provide opportunities for individuals to develop skills, build confidence, support their local communities, build strong networks, mentor each other and feel pride in their lives. ‘Through the continued development of Creativity Australia’s successful With One Voice community choir program across Australia, we are delivering an innovative solution to assist in the reduction of racial intolerance, depression, family and community dislocation, crime, drugs and unemployment.

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We believe creating meaningful community connections is fundamental to building a socially cohesive and economically prosperous society

Julian (Sri Lanka)

Greater Dandenong Sings ‘Furthermore, we are working to create a genuine sense of meaning and purpose for participants, their families and the broader community,’ says Ross. If you are interested in starting a choir in your local area, please contact Creativity Australia on (03) 8679 6088.

Stories from the choirs The transformational stories told by our choir participants constantly delight the team at Creativity Australia. Here is a small sample:

Liz (China)

Melbourne Sings ‘I love my newfound “home” in this choir. Once a week extends out to all aspects of my life... it isn’t escapism. It’s a healing experience that betters a person. ‘Suddenly backgrounds, occupation, race, religion and disability disappear, and instead there are only voices, song, smiles and happiness. ‘We laugh and cry and lean on each other. This is what life is about... this is what happiness is about... this is true equality.’

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‘I had bad anxiety, mainly from not working, which could have become depression if I had not found Greater Dandenong Sings. Singing has helped, as it makes me happy, it’s uplifting; but I also talk to people who have similar problems. The choir is supportive. We sing happy songs that give a sense of positive good feelings. ‘I always look forward to choir. I think I will be singing there until I can’t anymore. My wife noticed the difference in me. I’m back to my normal self now.’

Beth (Australia)

Melbourne Sings Beth was born with cerebral palsy and is one of the original Melbourne Sings participants. Her courage, keen sense of humour and incomparable love of life inspires us every week. Peter: ‘Beth, why do you come to choir?’ Beth: ‘Freedom, independence and a sense of belonging. Because I feel like I don’t belong anywhere else. I do belong here. At choir no one sees my wheelchair. They see me, as a person.’

community, health + ageing

What do we stand for? Singing is proven to increase blood flow and stimulate neural pathways. In short, music makes you happier, healthier and smarter! Creativity Australia believes in the science of singing as a tool to strengthen diverse communities, improve wellbeing and increase productivity. When people feel creative, connected, supported and included, they are most able to achieve their potential.

businesspeople. It is this mix that promotes inclusion, and enables mentoring and assistance to be provided. Creativity Australia Patron Hugh Morgan AC said the diversity of the With One Voice program is the key to its transformational outcomes. ‘It may seem puzzling, at first, to see an organisation using choral singing to achieve social and economic outcomes,’ Hugh said.

‘We believe creating meaningful community connections is fundamental to building a socially cohesive and economically prosperous society,’ Ross said.

‘But it is being proven over and over again; both in academic research and, more importantly, right before our very eyes,’ he said.

‘With growing international and interstate migration, urban population growth and associated isolation, it is more important than ever to build social capital,’ he said.

‘We are seeing more stories of people getting back on their feet, finding jobs, improving self-confidence, appreciating their neighbours’ backgrounds and feeling generally happier.

‘We work hard to recognise each unique voice. We aim to develop accessible and relevant programs that help participants build leadership potential, teamwork, selfesteem, communication and creative skills. ‘Each of our choirs is an innovative solution to bridging social capital, building community wellbeing, creating new skills, generating employment and enabling new connections across Australia’s diverse communities.’ Central to With One Voice is the diversity of its participants, who range in age from nine to 90. Participants include recently arrived migrants and refugees; people living with or recovering from mental illness, mental or physical disability; mature-age adults; students; unemployed people; single or stay-at-home parents; retirees; workers and

‘As the organisation grows, these outcomes become more apparent because they build on each other and amplify. ‘I look forward to many more successful years of Creativity Australia’s programs, and hope that Australians become more supportive and receptive to such innovative and transformational programs.’

To find out more about Creativity Australia and the With One Voice program, read testimonials, and view the inspirational video gallery, visit www.creativityaustralia.org.au.

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corporate profile

GOOD DESIGN LEADS TO GREAT HOSPITALITY

here’s an old adage that says, ‘You don’t know what you don’t know,’ and when it comes to designing commercial kitchens, function spaces and employee facilities, it’s time to call in the experts to avoid the many pitfalls that lurk beneath the kitchen sink when building hospitality facilities in offices, public buildings, schools and cafés/restaurants. Rowland Projects, part of the award-winning Australian catering group Peter Rowland Catering, provides consulting services to government, commercial and hospitality clients from the design phase through to construction and operations. Working in partnership with developers, architects and clients, Rowland Projects helps them understand the workflow within a kitchen and service facility to ensure that the design optimises the space available, meets regulatory requirements, and is functional once completed. Rowland Projects General Manager, Steve Richardson, says there are many benefits to engaging Rowland Projects in the early stages of a development. ‘A good design works well for everyone in the long term by minimising OHandS issues, lowering operational staff costs, and avoiding having to refit the space at a later stage,’ he said. Recent works completed by Rowland Projects include a retail café, bar and function room at the Australian Centre for the Moving Image (ACMI) in Melbourne; the development of commercial kitchens to service meeting hubs, staff areas and boardrooms in Telstra’s head office buildings in Melbourne, and function facilities and café at The Hill Winery in Geelong. Rowland Projects is used to working with a range of stakeholders, including government clients, architects and builders, to achieve the best result. Their experience includes the redevelopment of food

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and beverage areas within Melbourne Museum and at the National Gallery of Victoria. ‘Every site has its own challenges and requires flexibility to provide the best result for clients, within their budget,’ said Steve Richardson. In addition to the design and construction phase, Rowland Projects can provide consultancy in relation to staffing and operations. In fact, Rowland Commercial Catering can manage the facility on behalf of clients, as it does for many corporate clients, schools, universities and government departments, including the Department of the Prime Minister and Cabinet in Canberra. ‘It’s a matter of sticking to your expertise,’ said Steve Richardson in closing. ‘We’ll help create the best facilities for you, and leave the government departments to look after governing!’ he said.

The Cube – ACMI

Wodonga Arts Centre

Gallery Kitchen at NGV International Optic Kitchen + Bar – ACMI

The Cube – ACMI

The Hill Winery – Geelong

If you have a project, we have the expertise Rowland Projects specialises in a broad range of competencies to design and develop your hospitality business or facilities. Design, Development & Construction

Business Improvement

– Public buildings – commercial kitchens & function areas

Food & Beverage Operations

– Retail cafes, restaurants and bars – Staff amenity areas – School hospitality facilities

Compliance Staffing & Training

Experience working with Government, Corporate and Private clients, Rowland Projects has the expertise to ensure your project delivers – in functionality, on time and on budget! For more information, contact Rowland Projects T: (03) 9825 0000 E: projects@peterrowland.com.au W: peterrowland.com.au/hospitality-consulting

Tcheft – Melbourne Museum

community, health + ageing

Collaborative culture The National Local Government Cultural Forum By John Smithies, Director, Cultural Development Network (CDN) What relationship does the development of our local communities, townships and urban areas have to national or international development measures?

hich council areas in Australia have solutions to this question, and which are models for others? How can councils assist all Commonwealth departments to deliver their services and develop effective public policy? What role does culture play in the sustainability of community infrastructure, and how do we know? These questions underpin the development of a new national forum that aims to understand the interaction of the arts and cultural development with sustainable economic, environmental and social developments. In 2013, the National Local Government Cultural Forum will bring together senior arts and cultural planners from the eight capital city councils, and the seven state and territory local government associations, to meet

twice a year to plan and decide on key initiatives that can strengthen the arts and cultural development across local government areas in Australia. The Cultural Forum was instigated by the Cultural Development Network (CDN) to better understand the role of local governance in culture and in response to the Australia Council’s National Sector Development Initiative. It is a partnership between CDN, the Australian Local Government Association (ALGA), the Australia Council for the Arts Community Partnerships, and the Global Cities Research Institute at RMIT University. The first full meeting of the Cultural Forum members is planned for June 2013, and over the next three years we anticipate that there will be significant growth in our knowledge of the role and impact of local government on the arts in Australia. All parties recognise the existing research and its demonstration that engagement in creative activity has positive social, creative, economic and health outcomes. More importantly, there is a prima facie case that the engagement with an individual or collective challenge creates moments of achievement and is a part of our right to seek happiness as an end in itself.

Dr Eleonora Belfiore, Director of Graduate Studies, Centre for Cultural Policy Studies, University of Warwick, United Kingdom presenting her paper ‘Thriving on measurement? Articulating “cultural value” in a policy context’, at international conference ‘Making Culture Count’. A partnership of Cultural Development Network and Centre for Cultural Partnerships, University of Melbourne, May 2012, Melbourne Australia. (Photo: Jorge de Araujo) Proceedings, papers and audio from this conference are available at www. culturaldevelopment.net.au. 66 • the australian local government yearbook 2013

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The challenge is how to make the pursuit of happiness more viable as an activity, and to understand how local government and smaller community groups impact on that quest. The 565 local governments in Australia represent unique environments in which community arts and cultural development (CACD) practice are carried out in all of the art forms. Councils respond to their communities and the local conditions with a variety of arts programs and arts activities. This mix provides a unique opportunity for understanding the different dynamics of arts and cultural development in diverse settings. Local government in Australia is also the fastestgrowing government sector investing in arts, heritage and cultural development. This growth can be traced back 40 years to when community arts and arts festivals became the building blocks of wider arts activities in communities through early Australia Council and state arts funding. This range of activities across local government provides an opportunity for supporting and understanding more about the role of CACD artists, how they strengthen and animate local communities, and the influence and role of local government in growing arts participation. The National Local Government Cultural Forum will provide a clearing house for the arts activities that are shaping communities, their cultures and creativity. This national forum will also generate ideas and learn from the experiences that over 500 councils can demonstrate; and will provide a laboratory of CACD practice for testing new ways of strengthening communities and improving health and wellbeing through the arts. The Cultural Forum is a vehicle for the local government peak bodies to better understand the diversity of cultures and communities in local government areas, and the role of the arts in cultural development.

The context • Australian local government investment in arts, heritage and cultural development in 2010–11 was $1.2 billion, or over 18 per cent of the total national investment, and growing. (ABS, 2011) • The global peak body for local government, United Cities and Local Governments (UCLG), released its Policy Statement on Culture in November 2010, endorsed by ALGA.

• OECD and UN recognition of the cultural dimension in the indicators of progress. • The Commonwealth National Cultural Policy and its connection with local government. The creation of a National Local Government Cultural Forum is not an end in itself, but is a catalyst for strengthening arts across the community through local governance and local artists. The Forum aims to expand the understanding and application of community-based arts practice across all art forms as a highly effective way of increasing local participation. The argument for increased arts participation is tied to the link with social connection and healthy communities, but how do we see it playing out within councils? Does community-based arts activity flow on to an increase in participation across other arts activities in general, and in other areas of community life: social, civic, cultural? The way to test and understand the impact of CACD practice is to examine the diversity of activities in local government, and, in partnership with the research sector, to devise and explore the conditions that assist thriving arts activity. Local government provides a line of sight into how the arts and other policies impact on the culture of communities. The best examples of arts interaction with other policy areas would be shared through the Cultural Forum and would contribute to informed advice for state and Commonwealth governments on the cultural impact of arts policies. The underpinning framework for the Cultural Forum will be the international peak body UCLG (United Cities and Local Governments) policy statement on culture (2010), dual approach. Firstly, the development of the cultural sector itself (for example, heritage, creativity, cultural industries, crafts, cultural tourism); and secondly, ensuring that culture has its rightful place in all public policies, particularly those related to education, the economy, science, communication, environment, social cohesion and international cooperation. The Cultural Forum will bring forward exemplar projects and initiatives from the diverse local government sector, and will seek to grow those initiatives and share the knowledge with all local government councils.

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Specifically, the Cultural Forum will support the Australia Council for the Arts and its stated aims by:

Local Government Association of Queensland

• increasing the awareness and understanding of the community arts and cultural development sector and practice through support to local government cultural planning and development

Local Government Adelaide City Council Association of South Australia

• growing community arts and cultural development practice with councils to ensure that there are opportunities for individuals and communities to actively participate in excellent artistic practices • providing support for the community arts and cultural development sector to present and promote in a responsive way that will impact on perceptions, policy and programs of local government. During the period of national consultation with city councils and local government associations in 2012, several key themes emerged for the agenda of the Forum: • Development of cultural progress indicators for local government aligned with OECD Indicators of Progress and the Australian National Development Index. • Establishing trial local government sites where new support models for local artists and increasing access for community participation are tested and evaluated. • Assisting Commonwealth departments where the cultural impacts of policy have the greatest effect, and assisting their understanding and using a cultural perspective in policy formulation. • Promoting and connecting the work of the Cultural Forum to United Cities and Local Government’s Policy Statement on Culture (2010).

Members of the National Local Government Cultural Forum Australia Council for the Arts, Community Partnerships

Cultural Development Network

Department for Regional Australia, Local Government, Arts and Sport

Global Cities Research Institute, RMIT University

Local Government Associations

Capital Cities

Australian Local Government Association

Canberra City/ACT

Local Government Association of the Northern Territory

Darwin City Council

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Brisbane City Council

Local Government and Shires Associations NSW

Sydney City Council

Local Government Association of Tasmania

Hobart City Council

Municipal Association of Victoria

Melbourne City Council

WA Local Government Association

Perth City Council

CDN and ALGA will form an executive to manage the business of the Cultural Forum, while CDN and its Board will provide governance oversight, secretariat and communications services.

The international context Cultural Development Network’s research partner is the Global Cities Research Institute at RMIT. This is one of the leading centres on the understanding of policies that impact on the sustainability of cities and local governments, and will be the evaluation partner for the Cultural Forum. The GCRI is also the secretariat for the United National Global Compact, Cities Program, which all Australian local governments are able and encouraged to join. In addition, GCRI is working with the two international peak bodies – Metropolis, and United Cities and Local Governments (UCLG) – to develop a systematic set of tools for assessing the dimensions of sustainability across the four domains of economy, politics, environment and culture. The National Local Government Cultural Forum will be a significant collaborative body that will share knowledge and interact with the ongoing international development of cross-city and cross-cultural dialogue.

The scene is set The National Local Government Cultural Forum is the first collaboration of a major arts development sector in Australia, setting out to better understand the dynamics of arts development and the cultural role it plays when interacting with the wider public policy initiatives in Australia. Its success will be based on the established partnerships becoming close collaborations with the common goal of increasing citizens’ access to and capacity to engage with the arts in all forms.

Advice: best obtained early from someone you can trust. TrusTed Advice Compare for yourself: Our website includes 31 CLIENT TESTIMONIALS (example below) that demonstrate how we add-value to our Client’s business. Now compare this to the small number of client testimonials from our local and international competitors and see why 451 is your better choice. 12 Years, 87 Clients, 570+ engagements, 100+ for loCal government

Leading Australian business and government organisations continue to engage 451. From a short Diagnostic to create a Blueprint for you to implement, through to delivery of multi-million dollar projects that change culture and introduce new structure, processes and systems.

cosT effecTive implemenTATion Clients of 451 Consulting benefit from more flexible partnering options that empower you with choice AND consistently deliver target results.

“451 Consulting are a “safe set of hands” as they understand Local Government, our complexities and sensitivities. 451 have partnered with Ipswich City Council since 2008 assisting us to continue to meet the needs of our rapidly growing population. I trust their Advice and value their pragmatic Methodologies and ability to Deliver. 451 have delivered a dozen key engagements including an Enterprise Review that identified a range of potential Operating Models that raised customer service and internal efficiency, and Council were able to select the best option for us. This has assisted us to optimise our structure and key processes to the benefit of the community. I am confident the work performed by 451 Consulting represented best practice and it has provided a strategic blueprint for the coming years. We continue to partner with 451 Consulting in a number of areas to assist us in delivering transformational change. It is refreshing to partner with a consulting firm who cares about our people and community outcomes.” Carl Wulff, CEO, Ipswich City Council

451� consulTing strategy | transformation | Performance | Projects See more case studies at www.451consulting.com.au or call Head Office on 1300 451 451 to discover how 451 can strengthen delivery of your strategic and operational goals.

corporate profile

AUSTRALIAN LOCAL GOVERNMENT UNDER PRESSURE TO TRANSFORM

ocal, state and federal government is under unprecedented pressure to deliver improved community outcomes and realise new levels of efficiency and effectiveness. Many local government cities, regions and shires are also responding to additional forces such as: 1) rapid growth in populations 2) ageing infrastructure 3) impacts from floods, storms and/or bushfires 4) ratepayers seeking relief from escalating utility costs.

Accordingly, in 2013 there is an imperative for local government to change. When placed under pressure to raise customer service standards, efficiency and effectiveness, the conversation often turns to implementing new technology systems. If this approach is taken, however, many organisations later realise that new systems by themselves will not yield the required benefits, and that a more holistic, integrated program of transformation was required. Integrated transformation programs link strategy, service delivery models, organisational structure, culture, performance improvement and can include new systems. ‘This need to deliver local government transformation is where 451 Consulting contribute as management and technology trusted advisors and capability partners. We appreciate and respect your organisation’s culture, help you forge an appropriate strategy, guide you through change, manage complex programs and fast-track the development of your internal capability,’ asserts Gerard O’Hara, Managing Director of 451 Consulting. ‘You do not need to start with the assumption that you need new systems, as many benefits can accrue from optimising your delivery model, structure, streamlining work practices and fine-tuning existing systems.’

Improved linkage needed between strategy and change programs The future for local government is NOT simply an extrapolation of the past, as increased community demand for services cannot be simply scaled up. Cost constraints and availability of scarce resources limit choice. Accordingly, there has never been a more

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important time to ensure your strategic plan, key result areas, and performance measures are closely aligned to assist in planning and selecting a small number of change programs that will collectively transform your organisation and deliver Council’s objectives. Less can be more, as by removing non-essential programs and initiatives, you provide much-needed bandwidth for your people to cope with, and embrace key changes. Additionally, a good performance measurement system will provide much-needed visibility of progress towards strategic objectives, community outcomes and operational performance.

Trusted advice to management to drive change and support employees As transformation is unfamiliar to many organisations, it is unreasonable to assume that executive teams and middle management have all the necessary skills and experience to guide the organisation through this potentially tumultuous period. Management therefore require additional skills, mentoring and advice to help drive change and support your people. Your transformation program makes an ideal vehicle to evolve culture and deeply engage with your people to ensure changes are sustained.

corporate profile

New generation ERP systems can help, but only when implemented as an element of a broader performance improvement program

1. Your organisational change management, benefits realisation and performance improvement approaches are integrated, enhancing your outcomes.

There are a small number of good ERP systems that are optimised for local government, and these have a strong focus on enterprise asset management and mobility solutions to better support your field force.

2. Your project management methodology can be easily aligned with your vendor management, cost management and reporting frameworks using best practice principles for councils.

However, before you start, ask five questions… 1. How do we ensure that our business case to deliver this performance improvement program is realistic? 2. Do we have the capability to define and manage this integrated multi-disciplinary program, which includes streams for performance improvement, organisational change management, and systems implementation? 3. How can we help our people embrace new ways of working to drive new levels of efficiency and effectiveness? 4. What is the right ERP Solution for us, and do we really have the necessary skills to manage the IT vendor? 5. How can we ensure the benefits defined in the business case are actually realised? Each of the above questions can be simply addressed if you have a multi-disciplinary trusted advisor and capability partner with strong local government experience; a strategic partner who will provide independent advice to help you transform processes, evolve culture and assist in selecting and managing the IT vendor.

3. Engagement of your independent trusted partner from pre-feasibility stage ensures critical elements, such as effective contractual levers to manage your vendor, are implemented from project initiation onwards.

451 are a ‘safe set of hands’ to assist Australian local government Benefit from 451’s independent advice, pragmatic methodology, and capability to lower your risk and reduce the chances of a cost blowout during times of transformation. 451 have delivered more than 100 local government engagements, including strategic planning, enterprise reviews, amalgamation, water business separation/reintegration, performance measurement, performance improvement, ERP deployment assistance, operational reviews, outsourcing analysis, organisational design, HR/ EBA advice, and employee counselling.

It is important to engage with a reliable partner early in order to maximise benefits Working with a multi-disciplinary partner across the whole transformation lifecycle ensures you are effectively supported end-to-end across the project. Early engagement, along with selection of a single lead partner to deliver your outcomes, provides you with several distinct benefits:

If you would like to initiate a conversation, call Gerard O’Hara, Managing Director on 1300 451 451 or visit www.451consulting.com.au to see our story.

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community, health + ageing

Shamus Liptrot

Shamus Liptrot Cycling Trail (Balaklava) Contributed by Terry Williams, Deputy Chairman of the Balaklava Area Committee and spokesman for the Shamus Liptrot Cycling Trail Committee The Shamus Liptrot Cycling Trail honours respected local cyclist, Shamus Liptrot, who died in his Halbury, South Australia, home in May 2011, aged just 19. Shamus had a big impact on everyone in Balaklava and surrounding areas as he recovered from head injuries suffered in a cycling race in Tasmania in 2007. Shamus defied medical opinion, which predicted that his brain injury would prevent him from leaving his bed for the rest of his life.

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is incredible fortitude and determination saw Shamus not only ride a bike again, but also finish his Year 12 SACE with two perfect scores achieved in January 2011, after having to learn to talk again, change to writing left-handed and walking with the aid of a frame. A week after Shamus’s passing, it was suggested that a cycling trail be created in his honour. Following a disused railway corridor, it would link Balaklava to Halbury, with a long-term plan to eventually join the popular Riesling Trail around Auburn in the Clare Valley. But the trail would not just be a memorial. It was to be a community project for the people of Balaklava (led by the Balaklava Area Committee) and nearby towns with the aim to promote healthy lifestyles and boost tourism, which Shamus would have liked. The plan was for the trail in its first stage to reach Balaklava Golf Club from the township, connecting with the existing Lions Walking Trail in the Moody Estate parklands – a distance of about 2.3 kilometres. With the help of a cash donation of $13,300 – from an anonymous Balaklava community member – and Wakefield Regional Council, which supported the project, this was achieved in May 2012; quite an effort, considering the project was first suggested only 11 months earlier.

community, health + ageing

Opening of the Shamus Liptrot Cycling Trail in May 2012.

First was the anonymous $13,300 donation, which kickstarted the project, allowing soil testing to proceed (a considerable cost of around $6500), and paying for a large amount of materials. Many community members were involved during the initial construction of the trail, and continue to assist with maintenance and planning for the next stages towards Halbury. Balaklava Lions Club has supported work on the trail, and the club deserves rich praise for its continued involvement. While achieving the trail’s construction is impressive and commendable, there are four related events that really display the exemplary community attitude and support. First was the anonymous $13,300 donation, which kickstarted the project, allowing soil testing to proceed (a

considerable cost of around $6500), and paying for a large amount of materials. The second and third community events almost overlapped, running in conjunction on Saturday 26 May 2012. On that Saturday afternoon, a large crowd turned out for a ‘ribbon-cutting’ ceremony to open the trail. The cutting of the ribbon was performed by Shamus Liptrot’s parents, Malcolm and Patricia. Then, later in the evening, a gala ball was held, organised by members of the Shamus Liptrot Cycling Trail committee, headed by young Balaklava woman Sophie van Kleef. Community support for the gala ball and auction was massive, with a sell-out crowd packing Balaklava Town Hall. This cross-section of the local community – young and old alike – helped raise $20,000 for the Shamus Liptrot Cycling Trail fund, which aims to gather finances to support grant funding applications and more work on the trail. In a final community occasion for the year, another event was held on Saturday 3 November. The event was a ‘family fun day’, on which community members cycled or walked the trail from within Balaklava, travelling about four kilometres to get to the golf club – a good, healthy stroll, which again attracted a cross-section of the community, with families and young and old enjoying the day out. About 200 people attended over the afternoon and evening.

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community, health + ageing

They were joined by five Olympic cyclists – many of them medallists – who made the ride as a show of respect for their good friend Shamus Liptrot. Once at the golf club, there were family games and a barbeque, with the cyclists mingling and later discussing their achievements at an informal interview session. The Wakefield Regional Council Mayor, Mr James Maitland, and CEO Cate Atkinson, were in attendance and assisted the Community Development Officer, Holly Cowan, to present the Shamus Liptrot Cycling Trail Committee with a Community Engagement Category – community initiative award from the 2012 KESAB Awards, acknowledging the large amount of community support the project has, and that it ‘is not only a wonderful way to honour Shamus, but also to increase activity in the community’.

The Wakefield Regional Council, in partnership with the Balaklava Area Committee and Shamus Liptrot Cycling Trail Committee, has submitted an application to the Regional Development Australia Fund – Round Three for an extension of the trail to Halbury (Shamus’s home town), and is currently awaiting the outcome.

The Balaklava Area Committee, in collaboration with Wakefield Regional Council and the wider community, have long-term aspirations to eventually link the trail with other existing trails in the region, and contribute towards promoting a healthier lifestyle for the community, bringing people together, creating social cohesion, and helping to promote tourism to the region. The Shamus Liptrot Cycling Trail Committee with their KESAB Award.

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Wakefield Regional Council CEO Cate Atkinson presents Sophie van Kleef with the Australia Day Young Citizen award

The importance of Australiaâ&#x20AC;&#x2122;s regional airports

Article begins on page 78 >> the australian local government yearbook 2013 â&#x20AC;˘ 75

regional airports

TRANSFORM YOUR REGIONAL AIRPORT INTO A CENTRAL LOGISTICAL HUB Regional airports are often in a state of flux due to the speed of program developments, increasing compliance requirements, environmental factors, contingency scenarios, or variations in the size and scale of the support requirements. Toll Remote Logistics is a wholly owned subsidiary of Toll Holdings and specialises in providing integrated logistic solutions in regional and often remote and challenging locations. These solutions include the delivery of a broad range of aviation support services that include airport operations and management services, airport security services including aviation security screening, ground handling, rotary and fixed-wing aircraft operations, fuel management and into plane delivery. With licences to provide security screening in each state across Australia, proprietary integrated airport operations management systems underpinned by an ISO9001 quality management system and safety management systems that comply with the most stringent resource companies, Toll offers a unique best practice package for any set of circumstances. Toll also delivers more than 50 million litres of jet fuel annually across three continents, all to IATA standards, and all underpinned by the same safety and quality management frameworks. Our ground handling services range from support of helicopters in the Solomon Islands to ground handling of the largest commercial aircraft at each capital city airport in Australia. Just as importantly, however, all of our services are provided on the basis of sharing the vision of the airport owners for the role of the airport within the community, and actively engaging in the achievement of the outcomes desired by the customer. Sharing the vision allows us to align the structure of services provided to assist with long-term goal setting and achievement. Whether the driver is simply continuous compliance, development of the industrial potential of airport land, or supporting customers by providing capital equipment, Toll is able to tailor every support package to the individual needs of each customer. Toll also understands the value that regional airports can play in the development of local commerce and in the consolidation of disparate light industry and logistics services that emerge in resource-rich areas. The leveraging of otherwise underutilised land associated with airports provides opportunities for concentrated economic development, and, in many cases, Toll can help with the establishment of facilities that can consolidate logistics or fuel activity, provide assistance with airport master planning to help crystallise the vision of the airport owners,

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and chart a course for the management of existing airport businesses. To help expand the capability of servicing the more remote locations, Toll has also developed a proprietary pallet system that can enable freight operations with side-door freight aircraft, with nothing more sophisticated than a forklift. The ability to deliver greater volumes of freight, or freight with large dimensions, safely, can provide enhanced support to the community, support expansion in airport logistics support capabilities, and in so doing, encourage development in aligned local services.

Airport operations It is imperative that all aspects of an airport are running smoothly for a successful service to its customers, and it is only when service interruptions occur or when regulators find a fault that people will stop and take notice of its operations, but by then it is too late. Airport operations must not only deliver operational continuity, but also manage community relations, comply with government oversight and regulation, and provide the operational flexibility needed by resource sector customers during rapid expansion phases.

Airport management Toll Remote Logistics delivers a complete range of airport management services from development and implementation of regulatory compliance documentation such as aerodrome manuals, safety management systems and emergency response plans, through to daily compliance management against the CASA Manual of Standards and Aviation Security Regulations.

Security and passenger screening Toll Remote Logistics is an approved screening authority and ASIC issuing authority, and delivers comprehensive airport security services. Our team can develop transport security programs and has extensive experience meeting the requirements of the Office of Transport Security.

Local community engagement Toll Remote Logistics has policies in place to engage local staff wherever appropriate, delivering community benefits and assisting with long-term retention and flexibility. While FIFO has its place in balancing experience levels with staff availability, we would always prefer to identify and train local staff to our standards, and in doing so provide skills and opportunities that help build strong links to the local community. For more information on how Toll can partner with your Regional Airport, please call us on +61 7 3339 6500 or email remote.logistics@tollgroup.com.

Quick Call Scan the code and call to speak with a specialist.

Airport Management

working with you to achieve your goals.

Our services

Benefits of working with Toll

Airport Management • Production of compliance assurance manuals such as Aerodrome Manuals and Transport Security plans • • • • •

Day-to-day airport management and compliance assurance Aircraft, baggage & passenger ground handling Air terminal services including check-in & passenger services Airport and facility maintenance Management of consessions

Airport Security

• Tailored solutions to meet customer needs, at any location • Integrated management systems that adapt to program needs • Support systems that configure to suit customer business systems • Operational Flexibility • Minimised costs • Safety Accreditations AS/NZS 4801 • Quality Accreditations ISO 9001:2008 • Recruit, develop and support local staff

• Passenger and baggage screening • Aviation security compliance management • ASIC issuing body

Other Aiport Services • • • • • •

Fuel storage facility establishment & aircraft refuelling Works safety officers Asset management Facilities maintenance & care Capital works project management Fixed and rotary wing operations

Contact us today To find out how we can partner with your regional airport. Phone: +61 7 3339 6500 Email: remote.logistics@tollgroup.com

Toll Remote Logistics

regional airports

Cairns Airport

Getting from Alice Springs to Zeehan Why regional airports are important to Australia’s financial and social economies

If you stroll through any international departures or arrivals hall in the world, you’ll find a buzzing economic hub. There are restaurants, bars, newsagents, massage parlours, luxury goods shops, travel agencies, post offices, hotels, and many more commercial outlets servicing the traveller.

n 2011, airports accounted for a total contribution to Australia’s economy of $17.3 billion, or 1.2 per cent of GDP. The majority of the fiscal contribution, of course, comes from the very small number of airports that service our major cities. Australia’s 11 largest airports (from all capital cities, as well as Gold Coast, Cairns and Alice Springs) account for approximately 87 per cent of overall

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passenger traffic. There are, however, almost 2000 smaller airports that, while not as commercially well equipped as our large international airports, contribute much more to Australian social and economic life than might be assumed at a cursory glance.

examines Australia’s airports and provides insight into the importance of all of the nation’s airports to its economy. Facts about Australia’s regional airports are highlighted, illuminating the challenges that are faced by regional airports with regard to their future operation, and meeting the growing demands of their communities. The AAA report shows the clear distinctions between airports, and the unique nature of many of Australia’s airports as a result of the vast distances between major centres. According to the report, airports fall into four broad categories: • Privatised airports: those from major capital cities and other significant airports leased by the Commonwealth

Government on a long-term basis to private sector companies that operate them commercially. • State- and local government-owned regional airports: those operated either by their government owner or private companies on behalf of the government owner. • Defence-owned airports: supporting the generation, sustainment and deployment of military capability; five joint-use airports permit civil aviation under sub-leases to private-sector airport operator companies, where Defence provides air traffic control, radar facilities and aviation rescue. • One hundred per cent privately owned airports and airstrips. Continued on page 82

A report released by the Australian Airports Association in November 2012, based on a study by Deloitte,

Of the approximate 2000 airports operating in Australia, the majority are privately owned – little more than grass strips – and are predominantly used by the owner of the land, not for public use. the australian local government yearbook 2013 • 79

regional airports

A BRAND NEW NIGHT IN HIGH OUTPUT LIGHTING

dvanced Lighting Technologies are one of Australia’s leading commercial and industrial specification lighting solution providers, and the Asia–Pacific authorised distributors for CREE outdoor luminaires.

CREE are the world leaders in LED lighting Advanced Lighting Technologies work with developers, contractors, engineers and specifiers to design practical energy-saving lighting solutions. Advanced Lighting Technologies provide a complete lighting design support service for commercial and industrial applications, including: • flood, area, sports and street lighting • industrial and commercial lighting • canopy and parking lighting • security and amenity lighting • CREE LED lighting • Pracht Industrial, food industry, and infrastructure lighting. One of the great new ‘game changing’ products from CREE is THE EDGE High Output (HO) LED luminaire, designed to replace high wattage traditional lamp luminaires. This leading-edge flood and area lighting luminaire comes into its own where low maintenance and energy saving is required. Up until now, there have been no viable alternatives where high-output lighting is required. Now there are real possibilities to achieve energy savings of 50 per cent and eliminate costly re-lamp maintenance. Airport apron lighting, council depots, truck stops, car yards and other applications where downtime must be kept to a minimum are now all possible with THE EDGE. Powered by BetaLED® Technology, and capable of providing decades of near maintenance-free performance, THE EDGE HO luminaire redefines what high-output lighting should be. A total systems approach combines the most advanced LED sources, driver technologies, and optics to set a new standard in high-output performance.

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Utilising exclusive NanoOptic® Technology – a level of optical control that only an LED light source can provide – THE EDGE HO luminaire precisely delivers light on target, and is capable of reducing energy consumption by more than 50 per cent over traditional technologies. Its state-ofthe-art thermal management system uses an innovative flow-through design to effectively draw heat away from LEDs, maximising performance and longevity. The result is a payback-friendly solution that delivers unmatched highoutput illumination performance with significant energy and maintenance savings not possible from previous technologies. High-output illumination in the past was all about sacrifice and compromise. Now, THE EDGE HO luminaire from CREE redefines high-output illumination performance, delivering high-quality, significant reductions in energy and maintenance costs, and can offer payback in under three years. Applications requiring these solutions now shine in a whole new light. The result is unprecedented colour quality, enhanced curb appeal enabling more sales, and increased security for any retail or commercial site. THE EDGE HO luminaire is a true game changer.

For more information and advice, contact Advanced Lighting Technologies at www.adlt.com.au or call our Customer Service on 03 9800 5600

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With no viable alternatives, projects that require high output solutions were left using technologies of the past. Today, THE EDGE HO luminaire is not only viable for such projects it is

Capable of saving in excess of 50% in energy is only half of the story. Since re-lamp cycles required of traditional lamp sources are alienated substantial maintenance saving is also possible.

With a broader spectrum colour source and higher CRI than traditional high wattage metal halide lamps, THE EDGE HO luminaire delivers more true-to-life colour renderings critical for retail and commercial applications.

compromise the aesthetics of any property. THE EDGE HO luminaire features our exclusive Colourfast DeltaGuard速 so your site will look great for years.

Advanced Lighting Technologies Australia Inc 110 Lewis Road, Wantirna South, VIC 3152 Australia 61 03 9800 5600 Advanced Lighting Technologies New Zealand Ltd 8 Boeing Place, Mount Maunganui New Zealand 64 07 579 0163 Advanced Lighting Technologies Asia Pte Ltd Block 4008, Ang Mo Kio Avenue 10, #04-06, Techplace 1 Singapore 65 6844 2338

www.adlt.com.au www.adlt.co.nz www.adlt.com.sg

regional airports

Continued from page 79

As well as the uses mentioned above, regional airports are also required to adhere to management and operational standards. Of the approximate 2000 airports operating in Australia, the majority are privately owned – little more than grass strips – and are predominantly used by the owner of the land, not for public use. There are, however, some 317 Australian airports that are certified or registered by the Civil Aviation Safety Authority (CASA) as having significant regular public transport (RPT) or charter use, or potential use. These make up Australia’s regional airport network. The report begins by outlining some of the major challenges that are faced today by regional airports in maintaining and building upon their existing airport infrastructure. These include up to half of Australia’s regional airports operating at a loss every year, and depending on cross-subsidisation by local government owners; a decline in regular public transport to these smaller airstrips; a misrepresentation of the health of regional airports due to the mining airports skewing the figures; the expense and risk of maintenance and development of regional airports; difficulty recruiting aviation specialists to remote areas; distance from major cities imposing higher costs on infrastructure maintenance; and high regulatory costs.

As a whole, the AAA report details various aspects of operation of regional airports, but for the purposes of our readership, we will look at a few key points; namely, aviation and other activities at regional airports, running a regional airport, the economic and community contribution of regional airports, and some myths that need to be dispelled.

Aviation and other activity in regional airports In looking at aviation activity in Australia’s regional airports, the AAA report outlines the diverse range of uses of these sites. These include: • RPT, charter and private flights to allow those who work and live outside major cities to access the conveniences of larger towns, such as hospitals, education and recreational facilities • RPT and charter flights to service the Australian resources industry, transporting thousands of ‘fly-in flyout’ workers to remote mines and development sites • facilitating regional employment opportunities by minimising social isolation Continued on page 84

One of Australia’s outback airports

82 • the australian local government yearbook 2013

regional airports

RELEVANT AND TESTED AIRPORT DEVELOPMENT ADVICE

irport Consultancy Group (ACG) is an innovative airport-focused consultancy undertaking civil engineering and construction projects at airports throughout Australia and across the globe. We also undertake planning for airport operations, air traffic management (ATM) infrastructure and airspace.

We can provide our service offering to meet your individual and changing needs. Whilst we can provide separate services for airport operational planning, engineering design and construction, we are also able to provide and finance a comprehensive offering spanning the development and ongoing operations of your airport.

ACG delivers industry-leading airport and ATM development advice that is internationally tested and locally relevant. Our services are provided by a team of highly skilled professionals working exclusively in airport engineering and ATM. ACG company directors have been directly responsible for the planning, engineering and construction of many airfield design, operational and ATM projects globally. Our skills, experience and focus ensure that you will be working with a team that can solve all challenges that may arise in an airport development project. We have delivered innovative solutions on complex airport development projects in the most challenging environments in the world.

This provides regional and local council clients with a hassle-free, cost-effective ‘pay as you go’ service to fund, plan, design, construct and maintain your airport infrastructure. Having a single organisation undertake the design, construction and ongoing maintenance of the asset for a fixed term provides council with industry-leading advice that is accountable over the life of their valuable asset. We have worked with many regional councils in the development of their airports and we are happy to provide referee details from previous clients, to give you peace of mind that we are committed to assisting local councils in achieving their airport development goals.

ACG was created to deliver cost-effective, reliable and accountable airport engineering advice to regional councils.

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the australian local government yearbook 2013 • 83

regional airports

Continued from page 82

A jet at Coolangatta Airport. Image© David McKelvey.

• charter flights opening tourism channels to Australia’s major leisure destinations • delivery of news and mail • accommodating medical processes, including medical evacuation, organ delivery and search and rescue • accommodating law enforcement and border protection • protecting communities through fire-fighting accessibility when road transport is unreliable • freighting products • making pilot training available • being available for diversion of major domestic or international flights. As well as the uses mentioned, regional airports are also required to adhere to management and operational standards, including maintenance of runways and taxiways, wildlife awareness, sufficient lighting and navigation aids, rescue and fire-fighting services, drug and alcohol

management, security, passenger facilities, car parking, provision of community services, refuelling facilities, accommodation of on-airport aviation-related businesses, and transport from the airport.

Running a regional airport The AAA report states that ‘running an airport (no matter how small) requires significant skills and relatively significant amounts of money’. When it comes to skills, there is a necessity for a skilled workforce in general administration, project planning and management, and negotiation – all within an aviation context. Unlike other industries in which these skills are largely transferable, airports require their employees in these areas to have knowledge specific to the aviation industry in order to meet the diverse government regulations regarding airport activity. As well as the numbers of these workers being quite low, it is difficult to recruit, train and retain sufficient numbers of such skilled employees – particularly in regional and remote areas. Continued on page 86

84 • the australian local government yearbook 2013

regional airports

QUALITY AND TIMELY AIRPORT LINEMARKING

irport Linemarking is an experienced company providing quality linemarking to large and small airports. A comprehensive knowledge of current standards for both national and international airports ensures an accurate and compliant outcome. We pride ourselves on providing the highest standards of work in a professional manner.

A selection of our past projects

We can also assist with the following:

National: • Melbourne (Tullamarine) Airport

• fuel-resistant pavement seal

International: • Jackson International Airport – Papua New Guinea • Mt Hagen Airport – Papua New Guinea • Komo Airport – Papua New Guinea • Norfolk Island Airport.

• Darwin Airport

• linemarking removal

• Alice Springs Airport.

• airport visual markings (day).

Regional: • Mackay Airport

Ron Lores With 28 years’ experience in all aspects of airport operations, Ron has a vast knowledge and understanding of the necessary requirements for airport linemarking.

• Longreach Airport • Emerald Airport

Ron’s background includes:

• Mount Gambier Airport.

• Airport Inspector with CAA

Defence Airports: • RAAF Base Tindal

• Operations and Technical Manager, Townsville Airport • Asset Manager, Townsville Airport • Certificate in surveying allows Ron to set out markings • Accredited Works Safety Officer.

• RAAF Base Amberley • Army Aviation Oakey • RAAF Base Scherger.

Small refurbishments or major runway construction projects are completed in a quality timely manner.

Clients include > Fulton Hogan > Downer EDI > Boral > Regional Councils > Queensland Airports Limited > Queensland Transport

CONTACT Airport Linemarking Ron Lores 0410 324 769 ron.lores@airportlinemarking.com.au ABN 70 129 696 108

X • THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK 2013

the australian local government yearbook 2013 • 85

regional airports

Continued from page 84

Catalytic impacts include global accessibility and trade, as well as productivity, inward investment, tourism and commercial activity. These impacts strengthen and accelerate trade and social connections across Australia and the world, and can boost the performance of other industries. In addition, because regional airports do not experience the constant comings and goings that larger airports accommodate, workers must be multi-skilled to make best use of their time.

generated $2.853 million of this amount, while major regional, regional and remote airports combined contributed $329 million. On top of these amounts, which relate only to wages and gross operating surplus, the report took into account associated and ancillary activities in the airport precinct and added a value of just over $14 billion to the amount from the core airport sector, bringing the total contribution of the airport sector to just under $17.3 billion. Wider economic gains generated by airports are difficult to quantify, given that they cannot be adequately captured in a ‘snapshot’. Firstly, there are ‘induced effects’, which include successive rounds of spending enabled by the income and employment supported by the airport industry. Take, for example, airport industry employees using their salaries to purchase goods and services from within the airport industry, which spurs the purchase of more products and employment of more staff, who then continue to feed this cycle. Catalytic impacts include global accessibility and trade, as well as productivity, inward investment, tourism and commercial activity. These impacts strengthen and accelerate trade and social connections across Australia and the world, and can boost the performance of other industries.

Myths

With regard to financial considerations, any airport’s general operational costs are significant; however, regional airports, while managing costs, must also adhere to a local government budget. Basic annual costs can easily reach $250,000, while upgrades to runways and receiving capability can push upwards of $20 million. Distance is a major factor in cost and complexity, with barriers to works including mobilisation of the workforce needed, coordination with mobile crews passing through towns only at certain times, paying a premium for works in remote areas, staffing, and deterioration of bitumen over long distances (transporting bitumen up to 2500 kilometres can compromise its quality).

As with any industry, there are beliefs held that do not accurately represent the realities of operations. The AAA report outlined some of these, explaining why they are falsehoods.

The economic and community contribution of regional airports

As noted earlier in the summary, approximately half of Australia’s airports are operating at a loss, and this cannot be ameliorated through increase in charges due to the constraints applied by external forces, as mentioned in the previous point.

According to the AAA report, ‘the current economic contribution of Australia’s “core” airport sector in 2011 was estimated at $3.2 billion, with $2.6 billion in gross operating surplus, and $620 million in wage payments’. Major airports

Airports are powerful monopolies Though many airports are monopolies in that they are the only hub servicing air traffic in the area, there are constraints that restrict the power that an airport can assert. These are particularly relevant in regional airports, where airlines and other airport users can exert their power through abandonment of routes due to airport charge increases, or refusal to pay rent.

Airports are a licence to print money

Continued on page 88 86 • the australian local government yearbook 2013

regional airports

ONE-STOP SHOP FOR AIRPORTS YOUR ONE STOP SHOP FOR YOUR AERODROME NEEDS Aerodrome Engineering & Design Aerodrome Construction Aerodrome Certiﬁcation Aerodrome Management Safety Inspections Electrical Installation and Inspections Aerodrome Training

erodrome Management Services was instigated in 1993 with a vision to create a business capable of catering to all aerodrome operator requirements.

True to the vision, today the company offers services including aerodrome management, consultancy, inspections, security, equipment, training, design and construction. AMS employs more than 50 people across Australia supporting various airports.

Aerodrome Relief Coverage Aerodrome Drafting Aircraft Refuelling Safety Management Aerodrome Maintenance Legal Compliance Security Screening and Audits

The AMS team can help with all projects from greenfield design and construction to existing facility improvements and upgrades. AMS have in-house engineering, design and electrical specialists. The advantage when using AMS for projects is that we only work with aerodromes. Managing Director Kevin Thomas and AMS personnel travel throughout Australia and perform CASA-approved aerodrome technical and safety inspections. We are also a registered training organisation and provide nationally recognised training for aerodrome reporting officers (AROs). AMS have recently created an online refresher training course for current AROs to ensure they remain current in regards to their skills and stay compliant in regards to CASA training needs. Feel free to contact the friendly team at AMS today. They live and breathe airports, and always enjoy talking to those people in the airport business, or thinking about getting into it.

Phone: +61 8 9221 6777 Fax: +61 8 9221 6776 Email: ams@amsaustralia.com Website: www.amsaustralia.com

X • THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK 2013

P: 08 9221 6777 F: 08 9221 6776

P: 08 9221 6777 E: ams@amsaustralia.com F: 08 9221 6776 ELECTRICAL CONTRACTOR NUMBER EC010503

www.amsaustralia.com

E: ams@amsaustralia.com ELECTRICAL CONTRACTOR NUMBER EC010503

www.amsaustralia.com the australian local government yearbook 2013 • 87

regional airports

Continued from page 86

The operation of any airport requires ongoing management; for example, regular inspections to ensure that runways and taxiways are clear of debris, and management of wildlife intrusions. Airport operators control everything that happens at their airports, especially noise Though it is possible to control a certain percentage of the noise from airports – for example, that which is generated by terminal air conditioning, or infrastructure construction – this percentage is minimal compared to the main culprit: aircraft. There are many government mandates regarding the restriction (or lack thereof) of aircraft using airports, regardless of the noise that they generate. The Office of Airspace Regulation designates airspace, CASA permits aircraft types to operate in Australia, and the Secretary of the Department of Infrastructure and Transport issues noise certificates for aircraft – not the airport. There are many other regulations imposed by bodies such as airlines, Airservices Australia and ministerial departments that are not in the jurisdiction of airports, giving the airport operator no control over noise from their airport.

The report states that ‘arguments that airport tenants should not pay market-based rents are essentially a claim for a publicly funded subsidy that, if it is to be granted, needs to be demonstrated to be in the interest of the public generally, and not just to the advantage of the individual tenant’. There are many future challenges faced by regional airports. The AAA report lists these and describes them in detail, under the headings: • Financial capacity to maintain regional airport infrastructure • Maintaining RPT services to regional airports • Skilling the regional airport • Enhancing regional airport infrastructure to meet increasing demand

Airports are passive assets that run themselves

• The risk of ‘stranded’ assets at regional airports

The operation of any airport requires ongoing management, for example regular inspections to ensure that runways and taxiways are clear of debris, and management of wildlife intrusions.

• Protecting the operational viability of regional airports from off-airport encroachment

Running an airport is just like running a campground Itinerant travellers can land at and depart a regional airport before being detected and paying a fee, thus drawing (a far-fetched) comparison to campgrounds; however, without management skilled in the operation of an airport, the risks to the council and its community are immense. The report says the risks ‘could be catastrophic not only financially, but also in terms of loss of life. These factors make airports somewhat unique among local government operations’.

Airport rents should not be set at market rates for airport tenants Over time, there has been an increasing trend to set airport rents at an economically justifiable basis, by reference to market value.

88 • the australian local government yearbook 2013

• Living with the GA industry at regional airports • Living with the cost of aviation safety regulation • Living with the cost of security regulation • Avoiding unnecessary and inconsistent regulation • Maintaining regulatory awareness • Competition • Optimising non-aeronautical opportunities to support aeronautical operations • Susceptibility to broader economic conditions • Environmental pressures • Promoting a better understanding of regional airports. With a list this extensive, it’s clear that the regional airports industry has a lot of work ahead. The AAA report should serve to bring these challenges to light, and achieve greater recognition and support for regional airports.

regional airports

KEEPING GOOD COMPANY IN AIRPORT LIGHTING

he development of regional airports continues strongly, not least due to the fly-in fly-out (FIFO) operations at Australia’s newest mines. If you are one of the over 400 airports throughout Australia that have used the services of Thorn Airfield Lighting since 1973, whether for design, supply of airfield lighting equipment, provision of spare parts for existing facilities or installation services, then you are in very good company. In recent times, Thorn Airfield Lighting has become the company of choice for mining companies to ensure the fastest FIFO and emergency evacuations for their thousands of staff and contractors. Three of the most recent projects have been for Tropicana Gold, Roy Hill and Weipa redevelopment. All their mine sites are in remote locations, which in itself presents its own challenges. All three chose a medium-intensity airport lighting system, with precision approach path indicator systems (PAPIs), apron floodlighting and the latest MOS-139 compliant wind indicators. Thorn Airfield Lighting provided full turnkey services, from design services through to commissioning. They developed works plans that kept the project on time and on

X • THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK 2013

budget, and worked in tandem with head contractors and other subcontractors on site. Thorn also provided technical supervision for civil works, such as pit and duct installation. In each case, the airports were successfully commissioned first time, and Thorn continues to support with ongoing preventative maintenance, including CASAmandated technical inspections Managing Director Hank Steuten says, ‘Thorn Airfield Lighting has a proud history of providing all airports from the smallest FIFO to the largest international airport, with the same high level of service and attention’

the australian local government yearbook 2013 • 89

regional airports

PASSENGER TRAFFIC UP AT REGIONAL AIRPORTS

espite a few fluctuations, passenger traffic at Australia’s regional airports has shown a steady upward trend over a long period of time. Particularly strong growth in passenger traffic has occurred since 2002, with the past five years demonstrating an average annual growth in passenger movements of 4.6 per cent, with 2012 recording 24.4 million annual passengers at the regional airports1. In this period, several significant trends have become apparent for Australia’s regional airports. The overall growth in regional airport passenger traffic currently far exceeds the growth in Australia’s Gross Domestic Product, and exceeds the growth in passenger traffic at the major cities of Australia; the number of regional airports receiving RPT service has increased, particularly in the remote areas reflecting the activities of the mining sector and fly-in fly-out passenger traffic, while the greatest growth in passenger traffic on air services has occurred on those routes linking the major cities to the regional airports.

in air traffic will ultimately justify the investment, or to defer investment on account of other local priorities. While airports are key economic drivers for most centres and the aviation sector can potentially drive employment and local economic growth, managing investment in essential airport development can be very difficult for regional governments with a variety of constraints and issues such as:

But what does this growth mean for the municipalities and regional governments responsible for the regional airports of Australia? For many, the growth in air traffic and the prospect of continuing growth presents a challenge of several dimensions. The broader implication is that aircraft and passenger handling capacity has to be increased, which often means expansion of passenger terminal buildings and aprons, with significant capital investment required. Growth in direct air services between the major cities and the regional airports can also bring the challenge of expanding airside facilities to accommodate a greater number of aircraft on the ground, and a possible upsizing of aircraft used for the RPT services, which can be accompanied by costly regulatory compliance requirements.

Constraints such as these make decisions for airport development particularly difficult. It is therefore extremely important for airport operators to plan carefully for longterm development of the airport by establishing a robust master plan that is both far-sighted and cost-effective, and enables the municipality to anticipate and adjust its investment program to reflect developing demand conditions and the particular needs, constraints and opportunities for the airport. Also important for council decision-makers is an understanding of the impact of the airport on the local regional economy, not merely the capital requirements for the annual budget. This, more than anything, can often send a powerful message to councillors as to the real benefit of their airport.

Inevitably, regional governments are faced with a dilemma – whether to invest scarce capital funds to upgrade and expand the airport in the hope that growth

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• limited local budgets • limited staffing resources • conflicting priorities within council • difficulties in attracting air carriers to provide sustainable services • difficulties implementing CASA requirements and standards • borrowing limits for regional councils.

‘Air Transport Service Trends in Regional Australia’, Department of Infrastructure and Transport – Bureau of Infrastructure, Transport and Regional Economics, 2013.

equipment + machinery

WORKPLACE HEALTH AND SAFETY

ealth and safety in the workplace is an important consideration for both private enterprise and government organisations. Recent amendments to health and safety regulations aim to further reduce serious accidents and consequently improve productivity. But are these reforms addressing this complex and multi-faceted issue? Evidence suggests the reforms are succeeding, with reductions in injuries over the past few years. According to the Australian Bureau of Statistics, serious workplace injuries have declined by over 15 per cent since 2003; however, Safe Work Australia estimates that workplace injuries continue to affect Australia’s annual gross domestic product (GDP) by as much as $57.5 billion annually or – 5.9 per cent of our total economy. So what else can we do to reduce workplace accidents? One key component is obviously workplace safety training, but another largely ignored factor is the safety of the equipment being used every day by workers. While the use of personal protection equipment (PPE) such as reflective vests and protective eyewear has skyrocketed in recent years, the utilisation of tools that include safety features has been somewhat limited. Many companies pride themselves on providing products with leadership in safety. Most would be familiar with the automotive industry and its initiatives to improve occupancy safety. The Australian New Car Assessment Program (ANCAP) provides a safety ratings system for new cars marketed in Australia. The ANCAP rating has become a key consideration for Australian consumers when making a purchasing decision on a new vehicle. Automotive manufacturers pride themselves on achieving additional ANCAP ‘stars’, and their continued innovation has made today’s automobiles safer than ever. One company that is heavily involved in the automotive industry, and specifically safety features, is German firm Bosch GMBH. Bosch is the leading producer of automotive components worldwide, and has been a key developer of features often taken for granted, such as anti-lock braking systems (ABS). Bosch is currently developing the next generation of safety features, such as collision avoidance and reversing control systems. Another division of Bosch that has become a market leader in safety within its industry is its Power Tools and Accessories Division. One specific power tool the Bosch brand has become synonymous with is the angle grinder. Angle grinders are used to grind, shape and cut various metals, but they are also commonly used on applications such as the grinding and cutting of masonry surfaces. Due to their wide range of uses, angle grinders are used by most tradespeople quite commonly. While these tools are extremely

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versatile, they are extremely dangerous when used incorrectly. Utilising its expertise in automotive technology, and specifically ABS, Bosch Power Tools developed the ‘Kickback Stop’ feature for its angle grinders. This industryleading safety feature protects the user from the ‘kickback’ phenomenon. Kickback occurs during cutting applications when the disc jams. The Kickback Stop is an electrical system that immediately cuts off the power to the machine when a jam is detected. This will significantly reduce the force transferred to the user and thus avoid any serious shoulder, elbow and wrist injuries. Additional features on the Bosch Safety Angle Grinder range include Dead Man Switches, Twist Proof and Multi-Position Guards, Re-Start Protection and Vibration Control. While safety features are extremely important, any angle grinder is useless without the cutting and grinding discs they are designed to function with. The Bosch heritage of producing quality angle grinders has recently seen a new addition, with the launch of an Australian-specific range of cutting and grinding discs. These quality Bosch products comply with and exceed all Australian and European quality and safety standards, which include speed and burst tests. Combined with the safety features on Bosch Angle Grinders, they ensure the highest levels of safety possible for end users. The next time you purchase an angle grinder or cutting and grinding discs, ask yourself this question: do they meet the safety standards you desire?

BOSCH HAS SAFETY COVERED

Safety Angle Grinder Features Dead Man Switch a specifically designed switch, which shuts the grinder off once the switch/trigger is released. Kickback Stop a safety feature similar to ABS,

detects if the tool is jammed and immediately switches the grinder off.

Restart Protection prevents the grinder from

restarting automatically after a power cut, the grinder will need to be switched on again to continue working.

Multi Position Locking Guard twist-proof

protective guard – quickly and easily adjustable and provides protection if the grinding disc shatters.

Spindle Lock and Constant Speed Electronics faster, simpler disc/tool change. Power booster for heavy loads – constant speed, even under load.

Vibration Control patented vibration damping system that reduces oscillations and vibrations.

Sizes range from 100 mm (4") ‒ 230 mm (9")

For further information please visit: www.bosch-pt.com.au

> New comprehensive range covers most applications

> Easy to choose colour coded, application based packaging: Blue: Standard Metal Applications Black: Stainless Steel and Inox Green: Masonry Multi-colour: Multi-purpose > Bosch quality manufactured and tested to Australian Standard AS1788.1-1987 to European Standard EN 12413

> Sizes range from 100 mm (4") ‒ 355 mm (14")

equipment + machinery

THE NEW TD5 RANGE OFFERS ROBUST PERFORMANCE AND COMFORT IN A VALUE PACKAGE Visibility is a key TD5 trademark, and the optional highvisibility panel is ideal for loader work, providing outstanding visibility throughout the entire lift cycle. An all-new concept in air conditioning has been developed. A super-fast defrosting vent directs a powerful stream of air down onto the front windscreen to ensure speedy start-up on frosty mornings and evenings. The TD5 range boasts distinctive New Holland styling, such as the sloping bonnet and trademark cat-eye lights; the ergonomic layout further extends the tractor family feeling.

ew Holland has reinvented TD5 utility range of tractors, providing a reliable tractor at a very competitive price point to a broad spread of applications. The series features four models, all with distinctive New Holland styling: the TD5.75, TD5.90, TD5.100, together with the new range topping TD5.110 model, that develop between 75 and 110 horsepower (hp). Andrew Barrie, Product manager for New Holland Australia, comments, ‘The TD5 range has been manufactured to satisfy the demands of this highly competitive segment with specific requirements. Well-loved elements, such as mechanical transmissions and easy maintenance, have been coupled with a new cab and a column-mounted hydraulic PowerShuttle, which is unique in this segment, offering a modern take on a traditional favourite.’ The all-new cab guarantees outstanding comfort and intuitive control of all key tractor functions. The operator-focused design features significant ergonomic improvements: all principal controls, including the hand throttle and hydraulic remote valve control levers, have been relocated to minimise twisting and turning by the operator. The optional fully integrated loader joystick, together with the column-mounted shuttle lever, increase loader productivity and reduce operator fatigue. A dedicated pedal for steering column adjustment enables users to position the steering wheel whilst in their natural operating position.

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The engine offering has been specifically tailored for the TD5 range with dependable performance in a fuel-efficient package. All TD5 models feature four-cylinder turbocharged and intercooled engines that provide the the great match of fuel efficiency with reliable performance. The range topping TD5.110 model develops maximum torque of 430Nm for the most demanding applications. The TD5 is unique in its segment in offering a columnmounted hydraulic PowerShuttle for on-the-move direction changes without the need to depress the clutch pedal. The TD5 models can also be optioned with the 20 by 12 creeper transmission that is specified exclusively with a mechanical column mounted shuttle. Braking performance has also been upgraded by 15 per cent in line with the increased horsepower of the TD5.100 and TD5.110 models thanks to an additional brake disc to further enhance safety, especially when undertaking transport activities on hills. The entire TD5 range is available in both cabed and ROPS variants. ROPS variants can be fitted with a fall on protection system (FOPS) compliant canopy, to offer users the ultimate in peace of mind when operating with loaders and in enclosed environments where they are at risk of falling objects. The TD5.110 model is fully compatible with R38 rear and R28 front tyres, the only tractor in this class to offer this productivity boosting feature. These tyres offer increased ground clearance when working with valuable row crops, such as salad vegetables, as well as increased traction and reduced soil compaction in all applications.

Meet your hard working local representatives

The T4 and TD5 are packed with so many features, they’ll get anyone’s vote. For starters, they have enough grunt to tackle any council job with ease. That’s because they both have powerful Tier III Emission engines that are turbocharged and intercooled to deliver maximum fuel efﬁciency (which means they're

www.newholland.com

budget friendly, too). Add on a mechanical mission that makes them easy to drive, spacious cabs, air seats for a more comfortable ride, and great visibility that allows you to view the loader bucket without leaning forward - and you’ve got yourself a candidate that will last for years to come.

equipment + machinery

Local government plant and fleet charging By Gavin O’Donovan, Director, AECgroup

ocal governments utilise a diverse range of vehicles, plant and equipment to provide services to their communities in an efficient and timely manner. Typical local government services include road construction and maintenance, street cleaning, waste collection and disposal, water supply and sewerage service provision, and parks and gardens maintenance, to name a few.

Examples of some of the plant and fleet items operated by local government include: • backhoes • cars and trucks • cranes • dozers

Common practice for local governments is to maintain selffunding internal plant/ fleet business functions that provide plant hire services to the various departments within the organisation.

• ride-on mowers

hired not only operate on a competitively neutral basis with the private sector (and allow for effective hire rate comparisons), but also to ensure that plant and fleet functions do not negatively impact on local government financial sustainability.

• rollers

Appropriate cost recognition

• tractors.

Local government plant and fleet business functions are required to ensure that the costing methodology adopted as part of the fleet and plant hire rate-setting process for each item of plant or plant class incorporates full cost pricing principles, whereby plant hire rates should be set to recover the following costs:

• front end loaders • graders

Common practice for local governments is to maintain self-funding internal plant/fleet business functions that provide plant hire services to the various departments within the organisation. Internal plant business functions are generally responsible for the procurement, operation and maintenance, and disposal/sale of fleet and plant items. Appropriate internal charges and hire rates are necessary to ensure appropriate cost recovery from end users during the working life of plant and fleet items. The focus of this paper is on the appropriate determination of plant and fleet hire rates to ensure that such functions and the activities to which plant and fleet are 96 • the australian local government yearbook 2013

• capital repayment of the funds invested in the purchase of each item of plant or plant class, determined using the purchase price less residual value allocated over the working life of the asset • cost of capital invested in each item of plant or plant class, determined using an identified commercial rate of return. • Charging structure

• excavators • forklifts

Where items are utilised by one internal customer service area for a single purpose, fixed monthly or annual charges should be levied to fully recover the cost of each item

• annualised operating costs (for example, fuel, oil, tyres, repairs, maintenance, insurance, registration) calculated as average annual costs incurred over the life of each item of plant or plant class • administration and corporate overhead costs allocated to each item of plant or plant class

• Plant hire rates can exist in a number of forms, for example: • wet or dry hire • annual or monthly fixed hire charge or lease arrangements • half-day or full-day hire rates • hourly hire rate based on hours booked • hourly hire rate based on hours worked (for example, machine/engine hours) • kilometres travelled • any combination of the above. Incorporating a variable component within the charging structure provides a greater ability to match variable costs with actual usage above and below assumed utilisation levels. However, whether to adopt an entirely fixed or entirely variable charging structure over a mixed fixed/ variable charging structure will depend on the existence

(or non-existence) of processes and systems in place to capture the variable usage factor and the additional administrative burden incurred. The fixed component (for example, hourly rate booked) would generally be set to recover the fixed costs of providing the item of plant, whereas the usage rate (for example, kilometres driven or hours operated) generally recovers the variable costs of the item being used or operated. Where items are utilised by one internal customer service area for a single purpose, fixed monthly or annual charges should be levied to fully recover the cost of each item (for example, costs associated with all sedans and utilities are likely to be recouped on a monthly or annual charge basis rather than hourly rate basis). Hourly rates will be necessary for items that are used for multiple purposes across different projects. Items with very low hire rates and a low degree of flexibility in alternative usage day-to-day should be assigned minimum hire charges on a half-day or full-day basis.

Charging level Plant hire rates and charges should be derived based on identified commercial equivalent costs, divided by average actual utilisation outcomes or industry benchmark utilisation rates. Some massaging of outcomes may be necessary to

Where average actual utilisation for an item of plant is significantly below industry benchmarks, then the local government should consider whether it is more appropriate to outsource the hire of these items. continued on page 100 the australian local government yearbook 2013 • 97

equipment + machinery

WR 240: THE NEW GENERATION OF COLD RECYCLERS AND SOIL STABILISERS

he new WR 240 stands for top quality on every job. With a six-cylinder Cummins engine rated at up to 447 kilowatts / 608 PS, the new generation of Wirtgen cold recyclers and soil stabilisers are not only extremely powerful, but also cover a correspondingly large range of applications.

New standards in cold recycling and soil stabilisation With the world’s largest range of recycler and soil stabiliser products, Wirtgen can offer exactly the right solution for every application. The WR 240 is the fleet’s specialist for powerfully stabilising large areas of insufficiently cohesive soil. In cold recycling, it demonstrates its prowess in reusing resources 100 per cent when processing defective asphalt pavements. Numerous new features put it at the top of the class in terms of efficiency and economy. Machine output has been optimised by powerful motorisation with high torque reserves, while engine power is transmitted directly and effectively, benefiting its milling performance. Nine different rotor speeds guarantee optimum mixing performance, aided also by ultramodern computer-controlled metering technology, with automatic monitoring to ensure exactly the right mix. A spacious modern cabin, with camera system and a driver’s seat that can be turned through 90°, ensures that the machine operator always has a clear, all-round view of the machine and the job site. The cabin, with large windows, can be displaced beyond the right-hand edge of the machine, permitting a perfect and direct view of the milled edge. All-wheel steering and a separate steering

X 98• •THE theAUSTRALIAN australianLOCAL localGOVERNMENT governmentYEARBOOK yearbook2013 2013

angle on the rear axle ensure an extremely small turning radius, permitting swift manoeuvring at the end of short passages and in confined spaces.

Intuitive operation for maximum performance Technical improvements focus not only on driving comfort, but also on easy operation. As a result, the operator can now control all the main basic functions easily and conveniently via the highly responsive multi-functional joystick in the right-hand armrest. Automated processes, such as automatic lowering and raising of the milling and mixing rotor, the ergonomically designed workplace, and the innovative reverse assist function, make life vastly more convenient for the operator and improve daily performance.

FOUR STRONG BRANDS FOR THE MINING AND CONSTRUCTION INDUSTRIES – FROM A SINGLE SOURCE

ROAD AND MINERAL TECHNOLOGIES

WIRTGEN AUSTRALIA 2-12 Sommerville Circuit · Emu Plains NSW 2750 PO Box 21 Penrith NSW 2751 · Tel.: +61 2 4735 2699

The market-leading brands Wirtgen, Vögele, Hamm and Kleemann offer strong technologies for road construction and for the mining and processing of mineral raw materials. Wirtgen Australia provides best-in-class, professional consulting and customer services. Clear philosophy, clear benefits for you. www.wirtgen-aust.com.au

Queensland Yatala, Brisbane / Gold Coast Tel.: 07 3382 7593

Victoria & Tasmania Knoxfield, Melbourne Tel.: 03-9800 5268

Western Australia & South Australia Balcatta, Perth Tel.: 08 9240 1611

New Zealand Wellington Tel.: 64 2744 26555

continued from page 97

Local government plant and fleet business functions often calculate plant hire rates for each individual item of plant. To improve efficiency and to ensure similar hire rates for comparative items of plant, hire rates based on plant and fleet item categories may be more desirable and effective. avoid perverse outcomes if average actual utilisation is adopted and items of plant with similar uses have significantly different utilisation rates (for example, a small mower with low utilisation may end up with a hire rate well above a large mower with high utilisation). It may be desirable for local government plant and fleet business functions to compare the calculated hire rate for each plant item with the average hire rates prevailing in the market, and adjust accordingly. If the calculated hire rate is significantly higher than that prevailing in the market, an investigation of the utilisation of, and expenditure on, that particular item of plant may be necessary. Where average actual utilisation for an item of plant is significantly below industry benchmarks, then the local government should consider whether it is more appropriate to outsource the hire of these items (balancing cost savings against the need to have items available for emergency response purposes). Obviously, certain items of plant and equipment may not be available in local markets, and in these instances no comparison will be available. In addition, a local government may need to retain uneconomic plant items for emergency response purposes.

Consideration of plant hire rates for item categories Local government plant and fleet business functions often calculate plant hire rates for each individual item of plant. To improve efficiency and to ensure similar hire rates for comparative items of plant, hire rates based on plant and fleet item categories may be more desirable and effective. This may also assist in more easily identifying items of plant that are over- or underutilised.

Systems and processes Most local government financial management information systems now include plant modules that integrate directly with other key local government system modules to allow real-time costing, charging and reporting (for example, 100 • the australian local government yearbook 2013

plant modules integrated with payroll, general ledger and work order systems). The timely provision of data is a key component to ensure that local government plant and fleet business functions operate effectively, recover costs in a sustainable manner, and provide appropriate service levels to internal (and in some cases external) customers. Local government plant and fleet business functions should utilise available systems and resources to ensure that on a regular basis: • items of fleet and plant are being appropriately charged to ensure full life cycle cost recovery • operating costs are being appropriately allocated at the individual plant level • plant hire rates are compared to average hire rates available in the market (where applicable and available), and where hire rates are deemed to be significantly higher than those prevailing in the market, further investigation is undertaken into utilisation and expenditure aspects.

The AECgroup Business Strategy & Finance team is an industry leader in the provision of plant and fleet reviews, and costing and pricing advice to local government across Australia. The AECgroup Plant Hire Rate Calculation Model is currently utilised by a number of local governments across Queensland. AECgroup has a financial sustainability modelling suite that consists of a variety of models that could assist your council in process improvement, financial management and fully informed decision making. Should you require assistance regarding any aspect of your financial sustainability modelling please don’t hesitate to contact Julie Clausen, General Manager on (07) 3831 0577 or julie.clausen@aecgroupltd.com.

equipment + machinery

Plant and equipment hire made easy

very month, Google search results in Australia show that over 200,000 searches are performed for plant and equipment hire related terms. The plant and equipment hire industry has become a multi-billion dollar sector in itself, and now one Australian company claims to be bringing more than 37,000 pieces of plant and equipment for hire onto one online portal. This site is no diminutive undertaking – its size and range put it in the realm of other popular Australian industry search engines such as webjet.com.au or wotif.com.au. Who better to spearhead an initiative such as this than a qualified engineer? Michael Trusler came up with the idea for the website while working onsite in Queensland’s Bowen Bassin. Frustration at hold-ups due to lengthy searches for plant and equipment caused Trusler to investigate online hiring of plant and equipment, and he was surprised to find that there was no comprehensive database to assist with the initial steps of equipment hire, especially given the enormity of the infrastructure projects currently in the works, and in the pipeline ahead. Trusler found that any large construction site had difficulty not only finding the correct equipment, but also ensuring that the correct safety features and accessories were available along with the piece of machinery itself. To Trustler, this appeared to be a gap in the equipment hire market that could be quickly filled, and he was certain that it would be invaluable for large infrastructure and construction projects. Plantminer.com.au has only been online since March 2013, and it has already attracted almost 40,000 listings from over 500 plant and equipment hire companies Australia-wide. The plantminer.com.au database is suitable for a range of industries, including local government works, and allows you to search for everything from a portaloo to an entire fleet.

As an example of the site’s capabilities, a two-minute search for 1–10-tonne excavators within 100 kilometres of Melbourne immediately returns 61 results. Options to choose extra attachments and safety features are extensive, allowing you to search for the exact piece of equipment that you need for your project. There’s even an option to hire equipment that comes with an operator. Search results show availability, description and direct contact details of the supplier, so all you need to do is make an enquiry on the site. You can even send tender documents to suppliers that match your requirements. The request is sent real-time via email and SMS, so essentially the hirer could receive an immediate response from anywhere in the country via the website. In a constrained economic climate, the site is of great benefit to companies carrying out infrastructure and construction works, allowing them to avoid the significant capital outlay required to invest in new equipment. ‘Since the GFC, companies have been more readily utilising plant and equipment hire supplies, yet there has been no central database with the capacity to support this demand,’ Trusler says. ‘By directly connecting plant and equipment hire suppliers with searchers from across the country via Google and other search engines, companies can essentially derisk their operations financially.’ PlantMiner.com.au aims to directly connect suppliers of plant and equipment with hirers from across the country, using popular search engines such as Google, and catering for all size of business, from colossal mining organisations to small council jobs. For local government operations that require specific types of equipment, this website could prove to be an incredibly useful time-saving tool. Best of all, it’s free – so any budgetary limitations are no longer a worry when looking into equipment hire.

the australian local government yearbook 2013 • 101

equipment + machinery

10 YEARS IN THE MAKING – CASE LAUNCHES 14T EXCAVATOR

ase Construction has launched their new CX145C 14-tonne Excavator in the CX-C Series range.

The CX145C joins its bigger brothers in the CX range, the CX235C, CX300C and the CX350C, in the Australian market. All of them offer Tier IV interim technology. The CX145C also delivers a: • Minimum Swing Radius (MSR) – allowing better access and less chance of job site damage • Intelligent Hydraulic System (IHS) – ensuring the hydraulic load and flow are matched to the task with minimum fuel usage

see who’s around you. Our rear-view camera comes with a large, well-placed monitor.’ ‘The Case 14-tonne CX145C is an exciting introduction to this market and perfectly matched to sit alongside our larger models in the CX-C range.’ Case Construction is a leading distributor of excavators, backhoe loaders, wheel loaders, skid steer loaders, and crawler dozers. Backed by a national dealer network, Case Construction offers parts, service, support and finance for a range of earthmoving applications. For more information call 1300 99 CASE or visit www.caseconstruction.com.au.

• Tier IV Emission Certified Technology – diesel engines help the environment by producing low emissions. Case Product Manager Scott O’Hare says the new model shows just how far the Case product range has developed. ‘It really underlines our strategy of offering a business edge through better performance. ‘Offering up to 15 per cent better fuel efficiency, the C-series can mean significant extra profit, in the thousands, each month. With a five per cent faster cycle than previous models, tests prove up to 10 more trucks can be filled per shift, so you can calculate the business benefits in big dollars.’ Fuel savings in this range are proven in many Australian businesses, and the Case C-Series offers 500-hour engine oil change and best-in-class 5000 hydraulic oil change for minimum servicing downtime. Operators have reported greatly enhanced satisfaction and lowered fatigue in long shifts through the industryleading fine control, greater cab space, improved air conditioning performance, see-through skylight and best-in-class soundproofing. ‘The unrivalled cabin visibility gets lots of feedback. We all know how important it is to X • THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK 2013 102 • the australian local government yearbook 2013

Below: Case Construction CX145C 14T Excavator.

wIth YoU FoR LIFe. All over the world Case owners keep choosing Case. That’s because we give them no reason to change. While Case equipment is reliable and offers outstanding productivity, it’s the strength of our dealer network that turns our customers into lifelong partners. And you don’t need to own a fleet of equipment to get our attention. So when you’re considering buying your next piece of earthmoving equipment...

ask a man that owns a Case.

caseconstruction.com.au

equipment + machinery

CENTURY BATTERIES – YOUR SUSTAINABILITY PARTNER

As local governments throughout Australia recognise the importance of adopting sustainable practices to reduce their day-to-day environmental impact and encourage resident participation in council green initiatives, partnering with local suppliers committed to environmental and economical sustainability is critical.

ustralian battery manufacturer and supplier Century Yuasa Batteries is one such organisation that is focused on environmental sustainability, offering businesses and local councils a ‘cradle-to-cradle solution’ for all their power needs. Since 1928, Century has been manufacturing batteries in Australia, and in this time has developed a range of batteries better suited to Australia’s harsh climate and extreme working conditions. As a company that is continually focused on reducing the environmental impact of their business and their products, Century has developed a revolutionary new range of batteries that can help local councils, fleet managers, plant operators and motorists

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reduce fuel consumption and cut vehicle emissions by up to two per cent. Derived from over 80 years of manufacturing expertise, Century Ultra Hi and Hi Performance batteries, featuring revolutionary ‘Smart Drive’ technology, have been designed to reduce fuel consumption and cut vehicle emissions by up to two per cent when used in vehicles fitted with regulated charge control systems. Suitable for cars, 4WDs, trucks and light commercial vehicles, Century ‘Smart Drive’ batteries utilise innovative design features and advanced raw materials to provide fleet managers and plant operators not only with superior performance and longer battery life, but also the added benefits and cost savings associated with less vehicle downtime, reduced fuel consumption and lower vehicle emissions. Century Yuasa’s commitment to sustainable practice extends to a national collection and recycling program dedicated to recovering end-of-life batteries. Local council vehicle workshops and waste transfer facilities across Australia produce and receive significant quantities of used lead acid batteries (ULABs). Every ULAB has an inherent market value and is 98 per cent recyclable, with the lead, acid and plastics being reprocessed and used in the manufacture of new products. Through its national recycling scheme, Century Yuasa is in a unique position to offer councils an alternative revenue stream in return for the collection of used batteries.

equipment + machinery

Allan Woodford, Marketing Manager of Century Yuasa’s Automotive division, says: ‘As a responsible business, it is important that we manage the “cradle-to-cradle” process of manufacture, distribution and efficient recycling of used batteries. In many cases, we have found that people are simply unaware of how or where to dispose of their used batteries correctly, and as a result we often see batteries discarded with household waste, at local refuse sites or dumped on roadsides. Century Yuasa’s used lead acid battery collection scheme provides local councils with the infrastructure and resources to collect and recycle their used batteries correctly.’ The Century Yuasa Battery Recycling Program provides a free collection service to alleviate the environmental issues and regulatory requirements associated with the handling and storage of used lead acid batteries. Century Yuasa collection bins and signage are provided free of charge, and participating councils can earn revenue to subsidise the cost of new battery purchases or receive payment for a commercial quantity of used lead acid batteries. Century Yuasa’s commitment to product stewardship and sustainable practice has attracted many of Australia’s largest companies, including Telstra, Supercheap Auto, Komatsu, Ausgrid and Powerlink, all of whom rely on Century Yuasa to collect, transport and recycle their used lead acid batteries.

Local councils can nominate waste transfer stations to become part of a national network of Battery Recycling Centres, and Century Yuasa will partner with councils in education programs to help keep used lead batteries out of landfill, roadside or bushland and into the recycling loop. Fuel and emissions savings, less fleet downtime, a comprehensive product range, a dedicated recycling program, plus support from locally placed battery specialists – it’s easy to see why Century Batteries are the leading provider of power solutions throughout Australia.

To speak to a Century specialist call 1300 362 287 or visit www.centurybatteries.com.au.

AUSTRALIAN LOCAL GOVERNMENT YEARBOOK 2013 •Y theTHE australian local government yearbook 2013 • 105

equipment + machinery

Four(-stroke) is better than two(-stroke) Local governments use a large number of emission-producing equipment, machinery and fleet items. The types of small plant that are commonly used in local government include blowers, brushcutters, chainsaws, compactors, edgers, generators, hedge trimmers, high-pressure cleaners, pumps, push mowers, ride-on lawnmowers, roadbreakers, saws and vacuums. These types of equipment use either two-stroke or four-stroke engines.

any councils own and operate their own small plant fleets. Over half of a small plant fleet is typically made up of hand-held two-stroke equipment, with the remainder comprising a mix of twoand four-stroke equipment. Only 10 per cent of the small fleet equipment operated by most councils uses diesel, with the rest running on petrol. The nature of small plant is that it operates on a high turnover, with items being replaced every few years. Two-stroke engines can be problematic for councils, despite being lightweight and simple to use. The first problem is that two-stroke engines don’t last very long in

106 • the australian local government yearbook 2013

comparison to four-stroke. Secondly, oil for these machines is expensive, and the engines do not use fuel efficiently. Lastly, two-stroke engines produce a lot of pollution, which in the current sustainability climate will not serve a council well in terms of its emission reduction targets. As the majority of the equipment is hand-held twostroke, and the life of each item is relatively short, there is a large potential for emissions reductions by addressing some simple changes. Recommendations for councils regarding their small plant fleet include replacing two-stroke equipment with four-stroke, replacing petrol-powered golf course equipment with electrically powered equipment, revamping maintenance programs and trialling fuel additives. An emissions-reduced fleet has many benefits for councils, from cost savings and improved working conditions for staff, through to the promotion of the council as an environmental innovator. Increased productivity may result through fewer maintenance problems, and environmental obligations are likely to become easier to satisfy. The community will also receive the benefits of a greener small plant fleet through a cleaner environment, better air quality as a result of air pollution reduction, and the impetus to change their own behaviours by following Council’s lead. Though regulations are not in place for emissions control of off-road small plant, they may not be far off. Many other nations have implemented emissions standards with impressive results, including the United States and some in the Euro zone. Manufacturers have been working to adapt four-stroke engines to be smaller, lighter and easier to manage. The likelihood is that two-stroke will not be around much longer, so it’s sensible to switch earlier rather than later.

equipment + machinery

Tracking wild dogs in local government areas GPS trackers are being fitted to wild dogs in peri-urban areas to gain a better understanding of their habits and their movements so that the community can develop better control strategies.

iosecurity Queensland’s Dr Matt Gentle said wild dogs were a major problem in many peri-urban areas for residents, pets and livestock.

Peri-urban refers to areas between a city’s outer suburbs and the countryside. ‘Wild dogs are being trapped, fitted with GPS collars and released within participating local government areas,’ Dr Gentle said. ‘Data obtained from the collars will provide research with key insights into the movements, survival rates and habitat use of wild dogs. ‘DNA will be taken from captured dogs and will be tested to determine their genetic origins. This will improve our understanding of the sources of wild dog populations through investigating links between wild dogs found in different areas.

‘Wild dog scats [stools] will also be collected from peri-urban areas and analysed to determine the type and proportions of what food these animals are eating. This will give us an indication of their food sources, the possible impacts on native fauna and likely foraging habitats.’ This three-year research project is funded by the Invasive Animals Cooperative Research Centre and various local governments, and involves Biosecurity Queensland and the New South Wales Department of Primary Industries. Dr Gentle said wild dogs harassed and killed domestic stock and pets, and were a source of disease. ‘Attacks on pets are particularly upsetting for owners and can be very expensive to deal with,’ Dr Gentle said. ‘Part of the problem we face in reducing wild dog numbers is that management tools that are traditionally used in rural and regional Queensland are difficult to implement in peri-urban environments.’ Moreton Bay, Somerset, Logan, Sunshine Coast Regional Councils, and Brisbane and Gold Coast City Councils and the Invasive Animals Cooperative Research Centre are all contributing funds and resources to this project.

For more information on wild dogs, www.biosecurity.qld.gov.au or phone 13 25 23.

visit

the australian local government yearbook 2013 • 107

equipment + machinery

LOVE MY HONDA!

s Australia’s leading four-stroke garden care equipment manufacturer, Honda offers a complete range of fuel-efficient four-stroke power equipment. Honda’s range of equipment includes lawnmowers, brushcutters, generators, pumps, tillers, hedge cutters, a blower, a power carrier, and the all-new and keenly anticipated VersaTool.

pruner, edger, cultivator, short and long hedge trimmer, brush-cutter, blower and extension pole. The VersaTool – perfect for all your lawn and garden jobs!

Honda lawnmowers are reliable, efficient and coupled with heavy-duty components along with numerous safety features, allowing their user to achieve a perfect cut, no matter what task is at hand. Powered by durable Honda four-stroke engines, these machines are built to last. Honda’s famous engineering has also delivered the world’s first four-stroke blower and hedge cutter, making both of these products the most powerful and lightweight machines in their class. In addition, Honda’s brush-cutters are rugged, reliable and are ideal for a variety of jobs, including trimming, edging and clearing. The Honda Power Carrier and Tiller range are the perfect solutions to eliminate the hard slog of manual work in the field. And for backup power, you’ll find that Honda generators incorporate the type of innovations and cuttingedge technology that no other manufacturer can match. Honda water pumps offer a level of uncompromising performance to a wide variety of water transfer applications. Designed for easy starting, priming and dependable service, and used throughout the world for over 20 years, Honda water pumps have earned a reputation for unsurpassed reliability and performance. The latest addition to Honda’s range of power equipment is the long-awaited VersaTool. Combining Honda’s ‘starts first time, every time’ four-stroke technology, the VersaTool combines either 25 cubic centimetres or 35 cubic centimetre power head with eight attachments;

X • THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK 2013 108 • the australian local government yearbook 2013

All of Honda’s products are easy to use, whisper-quiet and safe for the environment. Honda’s advanced four-stoke technology eliminates the mess and time it takes to mix two-stroke fuel, and all products will start first time, every time. Honda’s range is backed up by a four-year domestic warranty* and combine with a servicing network of over 450 authorised dealerships, all who offer outstanding after-sales support. With a strong reputation for reliability, innovation and performance, Honda’s selection of lawn and garden products will meet just about every requirement, all the while incorporating the environmentally friendly benefits of four-stroke technology. Call 1300 1 HONDA for specialist Honda dealers or visit http:powerequipment.honda.com.au *four-year warranty – domestic use only. Not applicable to engines sold as separate units. Full terms and conditions available at authorised Honda dealerships.

HONDA. WE DO MORE THAN JUST MOWERS. Manufacturing industry leading generators, tillers and transfer pumps for over 50 years.

EU65is Maximum output 6500W/240 volt AC Better than commercial quality electricity due to microcomputer controlled sine wave inverter Large capacity 17 litre fuel tank Other models available

HP450 Power Carrier Powerful GXV160 OHV 4-Stroke engine Shifts upto 450kg of payload via a 0.18m3 tray Crawler tension spring to protect your investment

EG3600CX

WB30 Pump

Maximum output 3600W/240 volt AC Strengthened electric performance with D-AVR†† with inverter-like stable voltage Large capacity 24 litre fuel tank Other models available

3 inch pump transfers 1,100 L/min. Empty an average inground pool in 54 min. Precision Japanese quality means year after year of reliability Other models available: WX10 - 140 L/min, WX15 - 240 L/min, WB20 - 600 L/min

Scan here to find out more.

For your nearest specialist dealer call 1300 1 HONDA (1300 1 46632) or visit http://powerequipment.honda.com.au

Not all products are available from every Honda dealer. Honda MPE reserves the right to change models, specifications and price without notice. *4-year warranty. Domestic use only. Not applicable to engines sold as separate units. Full terms & conditions available at authorised Honda dealerships. †† D-AVR - Digital Auto Voltage Regulator.

F501 Tiller Powerful 5.5hp 4-stroke engine 2 forward and 1 reverse gears 914mm tine width Adjustable handlebars Other models available

GX V-Twin Series New Generation V-twins Three horsepower choices, seven models OHV commercial engine

equipment + machinery

NOT ALL PLANT AND MACHINERY INSURANCE COVERS WERE CREATED EQUAL

he reason we all take out insurance to protect our most valuable assets is to have the security and peace of mind of knowing that if something goes wrong, we’re going to be adequately covered. Unfortunately, this isn’t always the case, especially in the plant and machinery insurance market, and too many people find out the hard way: during a claim. There are a number of very important things you need to consider when you or your brokers are deciding which insurance cover is right for your equipment. Some of these are as follows: • Make sure the insurance company underwriting the insurance product is reputable and has adequate security. The last thing you want is to insure with a company that doesn’t have the ability to pay a claim. Look for things like industry ratings, such as Standard & Poor’s and Moody’s. Is it an APRA-licensed general insurance company? UAA is a wholly owned subsidiary of the QBE Insurance Group: the largest Australian-owned international insurance and reinsurance group with over 125 years’ experience. • Use a specialist plant and machinery insurer. Specialist insurers will have a tailored product specifically designed to cover your equipment. A tailored policy wording can address exposures that are unique to mobile plant and equipment that otherwise may not be covered by inferior off-the-shelf products. A single packaged policy can also reduce gaps in cover and excesses payable. Dealing with a specialist insurer also gives you or your broker access to many years of expertise and knowledge in an area with which you may be unfamiliar. UAA’s industry-leading Industrial Special Plant (ISP) policy has been designed to meet the needs of the Australian plant market. It combines seven cover options in one comprehensive package that can be tailored to suit your business needs, and includes a number of automatic benefits that are specific to plant and machinery exposures.

X • THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK 2013 110 • the australian local government yearbook 2013

• Ensure that the company you decide to insure with has a specialist in-house claims team with the ability to make decisions on claim payments. Some overseas insurers may have a local claims team, but with limited claim-paying authorities. The real decision-makers are sometimes halfway around the globe, which is not exactly ideal when you are looking for a speedy settlement. Experienced in-house claims staff can reduce settlement times and repair costs, and get you back to work quicker. They also have access to a large network of specialist repairers and assessors that know your equipment. UAA Claims is a highly specialised team with extensive experience managing claims for our mobile plant and machinery customers. • Last but not least, cheaper isn’t necessarily better. Look for value for money. Weigh up the price with the cover offered. If it sounds too good to be true, it usually is.

ASK YOUR INSURANCE BROKER ABOUT UAA Stan Alexandropoulos, Chief Operating Officer Underwriting Agencies of Australia Pty. Ltd. Like to know more? For more information about ISP, please contact UAA. Head Office: Newcastle, Phone: (02) 4925 6666 Fax: (02) 4929 6621 Sydney, Phone: (02) 4925 6666 | Mobile: 0400 690 771 Brisbane, Phone: (07) 3272 7502 | Fax: (07) 3272 7503 Perth, Phone: (08) 9481 3773 | Fax: (08) 9481 8773 Melbourne, Phone: (03) 9495 1633 | Fax: (03) 9495 1644 Adelaide, Phone: (08) 8213 5318 | Fax: (08) 8213 5350 ISP is underwritten by QBE Insurance [Australia] Limited. ABN 78 003 191 035, AFSL 239545 Underwriting Agencies of Australia Pty Ltd [UAA]. ABN 86 003 565 302, AFSL 238517

Email enquiries: enquiry@uaa.com.au Claims: claims@uaa.com.au Internet: www.uaa.com.au

Experts in

mobile plant protection »

UAA provides specialist “Industrial Special Plant” cover which combines seven cover options into one comprehensive Mobile Plant and Equipment Insurance Package. UAA also offers “ProCon”, a Professional Liability Package providing 5 cover options specifically designed for customers working and operating mobile plant and machinery.

UAA continues to develop innovative insurance solutions for the mobile plant industry.

» contact your

insurance broker or agent for more information on UAA’s Industrial Special Plant and ProCon products.

UAA is backed by QBE Insurance, the largest Australian owned international insurance and reinsurance group with 125 years experience.

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enquiry@uaa.com.au

Industrial Special Plant and ProCon underwritten by QBE Insurance (Australia) Limited. ABN 78 003 191 035, AFSL 239545 Underwriting Agencies of Australia Pty Ltd ABN 86 003 565 302 AFS Licence 238517

equipment + machinery

THE EVOLUTION IN COMPACT EXCAVATORS – THE NEW ET18

ith the new-generation ET18 in the class range from 1.7 to 2.0 tonnes, Wacker Neuson presents a series of technical improvements in compact excavators, once again with customer added value in mind. The proven innovations have been combined with completely new development approaches on the highest technical level. The result is a completely new class of machine, right down to the last detail. This promises maximum efficiency and performance capability. In addition to the new design of cabin, striving for even better ergonomics, user-friendliness and safety, the new models feature powerful drives, lower maintenance levels and extremely simple transport capability. The new ET Series is equipped with a unique cooling system, which provides extremely high thermal tolerance and enables operation under full load up to an ambient temperature of 45 degrees Celsius. The intelligent use of components makes for extremely simple and effective servicing. The various chassis variants, the clearly lower equipment heights and the new and very easily operated proportional control for the additional control circuits are further advantages.

The compact packaging of the ET18’s power, cooling and hydraulics was designed with efficiency, ease of access and endurance in mind. Its unique cooling system guarantees extremely high thermal resistance. That means the machine can work under full load at ambient temperatures of up to 45 degrees Celsius. The hydraulic system directly benefits – running cooler translates to a longer service life for components.

Also in this new ET Series is the vertical digging system (VDS), plus various attachments optionally available on all models. For 20 years, VDS, the vertical digging system for compact excavators, has not only taken care of an optimum and efficient excavation in hillside situations, but has also protected the back and spinal column of the drive.

About Wacker Neuson

The radically redesigned cab of the ET18 sets new standards in terms of all-round vision, safety and operator comfort. The wide cab entry and spacing of seat and controls makes getting into and out of the ET18 a breeze. Once the operator is in the cab, everything is in plain view and all controls fall easily to hand. The seat and armrests are fully adjustable for maximum operator comfort.

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The Wacker Neuson Group is a leading provider of light equipment and compact equipment, with over 40 subsidiaries and more than 140 sales offices and service sites around the world. The company boasts three production sites in Germany and one in Austria, a component manufacturing site in Serbia, two production sites in the United States, and one in the Philippines. The company’s products bear the brand name Wacker Neuson. In Europe, compact equipment is also sold under the names Kramer Allrad and Weidemann (agriculture) respectively. The company’s products and services are aimed at professional users, including those in the construction industry, the gardening and landscaping sector, agriculture, local authorities and industrial companies, such as in the recycling and energy sector. The company offers its customers more than 300 product groups, as well as a worldwide spare parts service.

All you need Hard-working, hard-wearing equipment for your next job. From initial excavation, through compaction to final trowelling, Wacker Neuson construction equipment is everything you need. It’s tough, reliable and efficient, so the job is done when it needs to be done. Wacker Neuson’s complete range of light and compact equipment fits any job, anywhere.

Call 1300 WACKER for further information www.wackerneuson.com

Branches: Wacker Neuson, NSW – 02 8708 7000 Wacker Neuson, Qld – 07 3434 3100 Wacker Neuson, SA – 08 8116 2700

Wacker Neuson, Vic – 03 9549 0000 Wacker Neuson, WA – 08 6250 5100

infrastructure + engineering

BUILDING MORE SUSTAINABLE COMMUNITIES

Infrastructure + engineering

bergeldie Complex Infrastructure™ can deliver the full range of local government infrastructure to help build better, sustainable communities.

Since its incorporation in 1994, Abergeldie has grown to become one of Australia’s top 40 civil construction contractors, with award-winning expertise across a broad scope. From small projects like boardwalks and cycleways, to bridges, roads, dams, water treatment, rail infrastructure and tunnels, the more complex the challenge, the greater the opportunity for Abergeldie to excel. Recent and current examples of smaller projects for local government include: storm damage road repairs for Yass Valley Council; boardwalks and cycle paths for Mackay Regional Council: multiple projects totalling more than $5 million on road works, bridges, river bank stabilisation and parkland remediation for Brisbane City Council following the 2011 floods; bridge construction for Ipswich City Council; and a $6 million road and bridge construction project for Wollongong City Council. Larger local government infrastructure projects have included construction of three new wastewater treatment plants for Gympie Regional Council, and multiple wastewater pumping station, emergency storage and treatment plant upgrades for Moreton Bay Regional Council. Significant projects for other clients have included a $42 million upgrade and expansion of the Lower Molonglo Water Quality Control Centre in Canberra, and a recently completed $39 million contract for cyclone damage repairs to the 5.8-kilometre-long jetty and bulk sugar loader at Lucinda, north of Townsville. Current projects include blind bore drilling of deep ventilation shafts at four mining sites,

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complex upgrades and repairs to dams at Burrinjuck, Wivenhoe, Somerset and Borumba, and stabilisation works on the 2.5-kilometre-long Blackall Range tunnel for a Sunshine Coast potable water main. Abergeldie is committed to sustainable community development. The company is the only construction contractor member of Sustainable Business Australia and employs a dedicated Sustainability and Social Responsibility Manager. Standard policy on all projects is to favour local procurement of materials and local engagement of specialist service providers. It reduces the project’s carbon footprint, enables more immediate response should contingencies arise, and contributes to the development of sustainable communities by emphasising local capacity building and partnerships. By supporting local businesses and products, we aim to strengthen and diversify the local and regional economies in which we operate. One of the company’s key performance targets, monitored at Board level, is to contribute a percentage of the company’s turnover each year to fund initiatives that benefit communities at locations where our operations extend over periods of more than 12 months. These donations can be particularly valuable to communities in remote areas, or in regions with a lower level of social and economic development. At Abergeldie, ‘quality’ means meeting and exceeding our clients’ expectations. No matter how small or how complex the project, we apply the professional engineering and management standards of a major contractor, but with an approachable, dynamic and flexible culture that puts clients, and their communities, first.

PROVIDING THE COMPLEX INFRASTRUCTURE NEEDED TO providing the complex BUILDinfrastructure A BETTER COMMUNITY needed to build better communities

ENGINEERING Designing and delivering dams, bridges, tunnels, recreation facilities, water treatment, industrial process and materials handling facilities, electrical substations, marine works, rail and mining infrastructure, including large diameter blind bored vent shafts: Abergeldie provides the complex infrastructure needed to build better communities.

E: mail@abergeldie.com P: +612 8717 7777

www.abergeldie.com

ENERGY WATER MARINE MINING TUNNELLING

infrastructure + engineering

If at first you don’t succeed, try, try again Harriet Beecher Stowe said, ‘Never give up, for that is just the place and time that the tide will turn.’ No quote more adequately expresses the recent climate change challenges experienced by the communities of the Torres Strait Islands, whose current seawall infrastructure is ineffective, and who have endured years of inundation as a result of king tides and rising sea levels.

116 • the australian local government yearbook 2013

he Torres Strait Island Regional Council (TSIRC) has campaigned tirelessly for funding allocation to mend ailing infrastructure, and it seems that, finally, their efforts have paid off. It has taken many years of lobbying for funds to assist with the detrimental effects of climate change, rising sea levels and tidal inundation in the low-lying islands of the Torres Strait – along with a number of false hopes and promises of securing funding. This year, however, the Torres Strait Island Regional Council is truly grateful and relieved that the funds required to deal with this serious issue have now been committed, and that work can finally commence on building and maintaining seawalls. The existing seawalls on some of the affected islands are so damaged that they no longer perform their functions, and some islands are currently without any seawalls, meaning that they are completely unprotected. Each year during monsoon season, the Torres Strait Island communities are affected by inundation: roads become submerged and sewerage systems have to be shut down, as does the raw sewerage pump to the ocean. There is already premature deterioration of the sewerage system because of this.

infrastructure + engineering

The shorelines of the islands house much of their infrastructure, and due to this proximity to the tides, homes are inundated, as are establishments such as the health centre and schools, and sacred sites, including cemeteries.

We cannot afford to keep waiting forever. Failure to act on desperately needed adaptation measures in the Torres Strait puts Australia at risk of being the first developed nation with internally displaced climate-change refugees

Problems arising from the inflow of water include, but are not limited to: • major damage to infrastructure such as houses, airstrips, sewerage plants, water tanks or dams and power (in the case of a flooded/damaged sewerage plant, this could have significant flow-on health costs) • seawater contamination of fresh water supplies • inundation of graveyards and other sacred cultural sites • increasing coastal erosion • coral bleaching, which also causes significant flow-on impacts, including decreased reef protection from storms • changes in breeding patterns of important totemic animals such as turtles and dugongs • changes in the abundance and location of animals and plants, affecting nutrition and community health and wellbeing. As well as damage to the community’s physical assets, there are also associated health risks. TSIRC Councillor Ron Enosa of Saibai has expressed his concern that the tides may swamp the island and cause an outbreak of malaria and other diseases, with flooding of above-ground rubbish tips leading to increased changes of disease spreading. Continued on page 120 the australian local government yearbook 2013 • 117

infrastructure + engineering

Infrastructure + engineering

UNDERSTAND, MAINTAIN AND MANAGE YOUR UTILITIES

elect Solutions is the leading provider of specialist electricity, gas, water and telecommunication services in Australia. Amongst their services, they offer customised metering, monitoring and asset management solutions to help businesses understand, maintain and manage their utility assets and operations. Select Solutions has been delivering services to energy utilities, government and commercial industrial customers for over 30 years. Affiliated with an energy network owner and operator, we understand and appreciate the criticality of protecting and maintaining network assets while safeguarding our communities and the environment. Select Solutions is recognised by all the relevant regulatory bodies including AEMO, NATA and Master Plumbers. Select Solutions’ comprehensive management systems are certified by NCSI for the international standards of Quality, Safety and Environment. Select Solutions is also a leading end-to-end gas and water services business, providing solutions to councils, utilities, government, energy consultants, commercial and industrial customers. Their civil works capabilities for the construction of gas, water and sewer reticulation infrastructure combine project management skills, systems and experience with a comprehensive inventory of plant and equipment. Both conventional and trenchless technologies are utilised depending on the job at hand. Select Solutions’ live sewer capability is accredited by metropolitan and regional water authorities as well as the construction of water and sewer reticulation assets for the land development industry.

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Pipeline services include CCTV inspections, sewer relining, sewer jetting, rehabilitation of sewer connection points, main-to-meter maintenance and other network maintenance activities. With a dedicated metering services team, comprising field and office personnel, Select Solutions delivers the highest quality services to water and gas authorities and their customers. They are capable of managing complex programs from inception to completion, handling large volumes of meter replacements and new water connections. Select Solutions’ expertise dealing with metering and utility customers has been gained over 20 years and they are a trusted provider of these specialised services. General plumbing services are also provided such as blocked sewers or drains, leaking water pipes, and household plumbing maintenance. Select Solutions also has over 10 years of experience in the field of water conservation. They are able to conduct audits, and install rainwater tanks and water-saving products. In the field of council services, Select Solutions can provide large scale facility plumbing maintenance, ensuring all premises are operating efficiently and hygienically at all times. Select Solutions pride themselves on their heritage and their approach to safety and quality. As an industry accredited company, you can rest assured that they are qualified to complete the job, with industry knowledge spanning over three decades. With teams of experienced and skilled individuals, Select Solutions is committed to working together with their customers to ensure the highest levels of safety, exceeding expectations, creating customer value and delivering results.

Select Solutions offers expert services to assist councils with their specialist plumbing needs.

Our 20 years of experience in the plumbing industry includes working for utilities, government, energy and water retailers. We recognise the need for safe, quality services combined with flexible availability. Facilities Plumbing Maintenance Select Solutions specialises in the delivery of contracted plumbing maintenance services, particularly for councils. Our service delivery team manages day-to-day plumbing requirements as well as specialist services. Specialist Services • Backflow Prevention Device Installation & Testing services • Thermostatic Mixing Valve Installation & Maintenance • Sewer and Stormwater Drainage Services • CCTV Inspections • Utility Metering Services – Water & Gas • Roofing Repairs • Water Efficiency Services – including audits, water saving devices and rain water tank installations Select Solutions operates under a certified management system utilising fully trained and certified personnel.

Creating Value | Delivering Results For more information about Select Solutions

phone 1300 724 858

web www.select-solutions.com.au

infrastructure + engineering

Continued from page 117

With numerous responses and no concrete promises, the TSIRC was starting to feel like its cries were falling on deaf ears, despite acknowledgement from politicians that the problem was one that needed immediate attention. These challenges are unrelenting, meaning something had to be done to help mitigate climate effects on the islands. Inundation was incessant, so lobbying efforts on behalf of the TSIRC to obtain funds followed suit.

TSIRC Mayor Fred Gela said that the one-metre sea level rise Ms Gillard had identified as a risk would devastate his low-lying communities – some of which were already being inundated.

In July 2011, the TSIRC warned Prime Minister Julia Gillard that Torres Strait Islanders could become Australia’s first climate change refugees if she continued to ignore the effects of rising sea levels in the area.

‘We cannot afford to keep waiting forever. Failure to act on desperately needed adaptation measures in the Torres Strait puts Australia at risk of being the first developed nation with internally displaced climate-change refugees,’ said the letter.

In an open letter to the Prime Minister, dated 11 July 2011, Councillor Gela and Council CEO John Scarce said they were still waiting for help from the Australian and Queensland governments to help the population of the Torres Strait Islands adapt to climate change.

120 • the australian local government yearbook 2013

‘This will cost far more in money and social upheaval than action taken today.

infrastructure + engineering

‘Inaction on climate change puts at risk the survival of our people and our way of life – a unique and important part of Australia’s cultural heritage. This problem has been known for some time.’ Mr Gela also sent a video question to the ABC’s Q&A in a further attempt to get Ms Gillard’s attention. ‘The Torres Strait is the eyes and ears of the north. It is a significant region of Australia in more ways than one, and is in jeopardy of being destroyed,’ he said. ‘Help has been requested time and time again to assist in preventing the devastating effects of climate change, but unfortunately our own government has not come to our aid. With numerous responses and no concrete promises, the TSIRC was starting to feel like its cries were falling on deaf ears, despite acknowledgement from politicians that the problem was one that needed immediate attention. In January 2012, Federal Coalition MP Warren Entsch said the federal government should protect the Torres Strait Islands before giving money to Pacific Island nations, such as Tuvalu. Around the same time, the then Minister for

Regional Development, Simon Crean, said the government was exploring all options. Time and again the issue was raised, and time and again it was ignored, until just recently. In the second half of 2012, the TSIRC and Torres Strait Regional Authority (TSRA) secured the largest Regional Development Australia Fund allocation in Queensland. Torres Strait Island Executive Manager Engineering Services, and Seawalls Project Director, Mr Patrick McGuire, has been at the forefront of this issue for many years now. He, along with all of the TSIRC, is thrilled that funds have been committed and that extensive lobbying has paid off. The Commonwealth Government will be contributing $14 million, and the state government a further $12 million. ‘This has come out of infrastructure contributions, which means we will get less for other projects, but we’re prepared to wear that because of the priority we place on seawalls,’ Mr McGuire said. Continued on page 124 the australian local government yearbook 2013 • 121

infrastructure + engineering

FACE THE CHALLENGE OF REHABILITATING DATED INFRASTRUCTURE WITH TRENCHLESS PVC PIPELINES

onstruction in densely populated urban settings significantly increases real construction costs while greatly impacting the indirect social costs that are associated with interruptions to the flow of traffic and obstacles to both businesses and the public.

• potable water mains

The construction of new underground infrastructure, or Infrastructure + engineering the rehabilitation of old infrastructure, presents engineers and contractors with the challenge of minimising the impact of these disruptions on the surface, while making these needed improvements underground.

• seismically active locations with unstable grounds

Trenchless technology has the advantage of smaller excavations with the overall installation being completed using pre-drilled holes or by bursting or relining an existing pipeline. Trenchless technology also makes it possible to rehabilitate ageing pipelines without digging up the entire pipe system, often restoring both the structural integrity and flow speed of the pipe, thus greatly minimising the social costs associated with the disruption to traffic, pedestrians, businesses and customers. ‘Trenchless pipe technology itself isn’t new in Australia; however, for engineers facing the constant challenge of rehabilitating dated infrastructure or constructing new projects in busy community areas, trenchless PVC pipelines are an excellent way to minimise impact disruptions while executing a seamless project on time and within budget,’ said Nigel Jones, Business Development Manager, Think Pipes Think PVC. ‘Having thinner walls than alternative materials for virtually the same pressure rating and hydraulic capacity, trenchless PVC projects require a smaller hole to be drilled, allowing less spoil to be removed, thus reducing disposal costs. ‘On top of the overall project management benefits, engineers now have advantages from both performance and sustainability perspectives by using PVC over alternative materials,’ concluded Jones. While open-cut traditional installation procedures continue to be the standard method of construction for most new piping projects, various trenchless technology developments are making ‘no dig’ options more economically viable and appealing where access is a problem. PVC offers the widest range of options for trenchless pipeline projects, including fusible PVC, restraint joint, tight fit liners and spiral winding technology. Applications and projects that are ideal for Trenchless PVC pipelines include pressure and non-pressure pipelines for: X • THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK 2013 122 • the australian local government yearbook 2013

• raw water and industrial process water • pressure sewer rising mains • gravity sewer mains

• hydrocarbon contaminated ground • industrial wastewater • recycled water • stormwater • electrical communications conduit. The rehabilitation of existing sewer and water infrastructure is a challenge faced by all councils and water utilities. PVC has a proven track record of long-term performance and leads the water and sewer industry in market share worldwide. Utilities, design engineers, and contractors are benefiting from the application of PVC pipe products to their pipeline rehabilitation and trenchless installation needs. The benefits of choosing trenchless PVC technology for infrastructure projects include: • monolithic, fully restrained pipe system compatible with standard PVC, ductile and cast iron pipes and fittings • reduced installation cost owing to lighter weight and reduced pipe dimensions compared to alternatives • excellent abrasion and scratch resistant properties • superior resistance to hydrocarbon permeation and chlorine-based pipe disinfectants • continuous pull-in lengths exceeding two kilometres have been achieved with fusible PVC pipelines • greater hydraulic capacity • non-corroding • lowest effect on water quality. Think Pipes Think PVC is a joint initiative set up to promote and encourage the use of PVC pipes.

www.thinkpipesthinkpvc.com.au

infrastructure + engineering

Continued from page 121

In total, there will be $26,237,456 available for the Seawall Project.

2012–13, over $11.5 million in 2013–14, $10.2 million in 2014–15, and $3.4 million in 2015–16.

The state government contribution will come at the expense of other infrastructure projects, but Council has made the decision to defer other projects.

The existing seawall on Boigu Island, which was built in 1998, will be augmented with an overtopping wall along its 670-metre length. The seawall of another island, Sabai, requires rebuilding on sections of its degraded seawall, which runs 760 metres from the main airstrip to the main tidal drain.

Other communities will suffer in the short term, but will still get their long-term infrastructure.

Council has three requirements for the Seawall Project: 1. That all funds allocated by the government be spent on the project and not wasted on unnecessary bureaucratic processes. 2. That the benefits of the project remain in the Torres Strait in terms of labour and materials. 3. That Council’s workforce benefits from the project in terms of skilling staff on the ground. In an attempt to align with that first objective, the funders and council have been negotiating since last February to establish governance arrangements suitable to all funders to cut down unnecessary bureaucracy. The funds are available over three years, with $1.1 million in

124 • the australian local government yearbook 2013

Council has appointed design consultants for Saibai Island works, and is in the process of appointing consultants for Boigu Island. Saibai will be the first community to start work, then Boigu, followed by emergency works at Poruma and Iama, which will be ongoing. Masig and Warrager Islands will commence in 2015–16, and sand nourishment works at Masig will continue throughout the program. ‘We will be ensuring that we have the latest in materials and technology for the project,’ said Mr McGuire. TSIRC would like to acknowledge the contribution of our funding partners, and is grateful that the commencement of this significant project will soon begin.

infrastructure + engineering

PROVIDING THE PIPELINE SOLUTION

LLPIPE TECHNOLOGIES is a specialist in ‘Providing The Pipeline Solution’ having the most up-to-date trenchless technology equipment.

ALLPIPE TECHNOLOGIES offers clients:

• a professional and reliable service established on comprehensive knowledge of and experience in the sewer and drain rehabilitation industry • CCTV inspections using an advanced high-resolution pan and tilt survey unit, with capacity to zoom focus and provide 360-degree rotation

Infrastructure + engineering

• identification of defects to grade the network condition, using WSA codes 3.1, allowing asset managers to prioritise maintenance budgets

• jetting of storm drains and chambers using our highpressure jetter providing root blasting and debris removal • GIS mapping to update existing drainage records with accurate condition and location data using Wincan v8 • plot the drain alignment and depth using the sonde scanner incorporated in the camera head • excavation to renew and replace defective drains and chambers where renovation is not suitable. Key clients that already use our services includes Town of Cambridge, City of Swan, City of Bunbury and Water Corporation/ PRA.

• pipeline renovation of defective sections using ‘no dig’ technology • the most economical and effective engineering solution through: • All-Patch structural repairs when the majority of the pipe is structurally sound; or • cured in place structural liners for long lengths of drain with multiple defects

Damaged Pipe

Same location with All-Patch installed

Locally owned and based in WA servicing local authorities.

✆ (08) 9402 8646 www.allpipetechnologies.com.au X • THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK 2013

the australian local government yearbook 2013 • 125

infrastructure + engineering

TRENCHLESS – UNDERSTANDING YOUR RISKS It wasn’tInfrastructure that long ago that the word ‘trenchless’ was, to many, an + engineering unknown construction method that was rarely seen and, if it was seen, very few understood its benefits and uses. Today, trenchless has become a mainstay within the underground construction industry regarding the rehabilitation of ageing pipelines, as well as the installation of new underground utility assets.

n many cases, most people would not even know that a trenchless project was being undertaken within their own neighbourhood.

Over recent years, many asset owners and local government departments have embraced the use of trenchless technology for the construction of their own water, sewerage, gas, communication and electrical projects. The most common trenchless methods used for installing a new asset would be horizontal directional drilling (HDD), microtunnelling or auger boring. The benefits gained by including either of these methods include: • minimal disturbance to all above-ground structures and activities • visually appealing during the construction period • minimal need for the reinstating of surfaces including roads, footpaths and driveways • no need for long, unsafe open trenches • environmentally friendly: reduces the need to remove trees or impact on gardens and parks • a cost-effective or comparable option when taking into account ground conditions, existing utilities and reinstatement costs • minimal requirement for road closures and traffic control • preferred method for installing any underground asset below a waterway. Of course, trenchless isn’t the answer to all asset installation requirements, but when both open trenching and trenchless are incorporated together, a cost-effective, safe and more productive project can be achieved.

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In today’s age of occupational health and safety, we find a high emphasis placed on work safety and the work practices surrounding it. A trenchless site is no different to any other construction site, and in some aspects it is even more safety-conscious. Safety on a trenchless site, like many construction sites, ranges from personnel safety, avoidance of existing underground utilities, protection of property, sub-ground and surface structure safety, as well as environmental issues. The undertaking of documentation such as safe work method statements (SWMS), risk management plan, job safety analysis (JSA), environmental management plan (EMP), traffic control plan (TCP), and safe operating procedures all allow for the understanding of risks on the work site, and allow for correct and appropriate contingencies to be put in place. Every job site has safety issues and, most importantly, it’s about understanding and managing these issues. As a minimum of 90 per cent of a trenchless project is undertaken out of visual sight and below the ground’s surface, the importance of a practical and achievable design, understanding geotechnical information, completing appropriate risk assessments and incorporating effective contingency plans all assist in ensuring a successful and safe project. The undertaking of any trenchless project comes with its own risks, and in the case of horizontal directional drilling, a variety of safety and environmental concerns need to be addressed even before the contractor is on site. Specialist consultancy companies such as New South Wales-based Trenchless Advisor concentrate solely on trenchless projects with their main emphasis being HDD. Having personnel who come with hands-on experience and understanding of trenchless construction techniques gives

infrastructure + engineering

us the knowledge few consultants can offer. Undertaking a practical and achievable design, feasibility and risk assessment can and will help minimise or even eliminate any possible impact the project could have on the asset owner.

Possible risks • Unachievable design – The most common area where a project will either fail or at least cause tension between the asset owner and the contractor. This can lead to increased variation in project costs along with possible extended construction timeframe and even shift some of the risk of construction from the contractor back to the asset owner. • Frac-out – During the entire drilling and installation process (mainly HDD), there is always the chance that a frac-out could occur. This is a build-up of pressure within the bore hole that usually escapes down the bore to the entry or exit pit. If this path is blocked, then the pressure increases and the path of least resistance is found, usually straight up to the surface, producing an oozing of drill slurry on the ground or in a waterway. This drill slurry can become an environmental problem, as well as a safety concern. A practical contingency plan should always be put in place before construction begins.

and hole destabilisation needs to be understood. This includes the depth at which the bore hole is to be located from the surface. This information and calculations should always be site-specific, and could include the requirements of other asset owners, such as rail or road authorities. • Operational safety – Like any piece of machinery, trenchless equipment requires correct work practices and procedures, the following of manufacturers’ specifications, and common sense. The asset owner should always understand the construction method and equipment being used, or at least seek additional specialised personnel who can undertake on-site safety monitoring during the construction process to ensure what the asset owner pays for is supplied by the contractor safely, efficiently and effectively. These are only a few safety concerns that you may encounter while undertaking a trenchless project. All sites should always be seen as site-specific, and correct understanding of the manufacturer’s operational manual read and followed. There are many benefits with undertaking a trenchless project, but, like all construction methods, safety must been seen as a major concern.

• Ground destabilisation – As a trenchless project requires a hole within the sub-ground strata to install the project pipe, the potential for ground movement

TRENCHLESS ADVISOR PTY LTD The Independent Trenchless Advisor  Concept Design & Feasibility Studies  Electronic Bore Plans  Project Management  Methodologies  Specialised Documentation

 Project Assessments  Project Monitoring and Auditing  HDD Training  Specialising in Rail and Road crossings

PO Box 6633 Baulkham Hills Business Centre NSW 2153 Mob: 0422 028 849 Email: pbrown@trenchlessadvisor.com.au Website: www.trenchlessadvisor.com.au

theTHE australian local government yearbook 2013 • 127 AUSTRALIAN LOCAL GOVERNMENT YEARBOOK 2013 •Y

corporate profile

7-ELEVEN: THE CHALLENGING PLANNING ENVIRONMENT

-Eleven is the first choice in convenience, and operates approximately 600 stores in Victoria, New South Wales, Queensland and the Australian Capital Territory. In order to maintain its market leadership ranking, 7-Eleven needs to continue to grow its network and upgrade its sites. While 7-Eleven generally uses third-party developers to grow its fuel network, it shares developers’ frustrations with the requirements of local governments to undertake what are relatively straightforward developments. These requirements, and lengthy delays in dealing with development applications cause hardship to the developer. The cost of lodging an application is generally significant, and, coupled with the costs of the various and numerous reports prepared by town planners and consultants, the entire process is an expensive exercise. It is not unusual for a developer to incur costs of $100,000 to $150,000 in satisfying local governments’ requirements – with no guarantee of a positive outcome. This, of course, does not include their holding costs. There can also be the added burden of infrastructure costs. Historically, Queensland local governments have imposed some unreasonable infrastructure costs, which can be as much as $600,000 per development. No one understands the justification for the imposition of these costs. As a result of the aforementioned, 7-Eleven is finding it more and more difficult to source willing developers. It is simply not worth their while to invest the required time and money into these small developments. 7-Eleven’s recent experience as a result of its acquisition of the Mobil retail network in all states was challenging. 250 existing service station sites were acquired over the four states. In most cases, development applications were required to undertake the conversion of an existing service station to the same use. In Queensland, we were required to lodge a Material Change of Use application, because we were perceived to be intensifying the activity on the site. ACTPLA (ACT Planning) legislation required valuations to be prepared, and significant fees levied where the permitted use of the land needed to be altered. In most instances, these processes and resulting costs were considered to be an unnecessary and very expensive imposition, given the scope of works to be undertaken.

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New South Wales local governments are particularly stringent when it comes to undertaking any form of development or site upgrade. A development approval is required for even simple issues, such as signage upgrades. Once again, the application and lodgement fees are significant. A Statement of Environmental Effects is required in every instance; these are prepared by town planners, who charge for their time on an hourly rate. Boundary advertising to the public domain is also required. Victorian local governments also require similar approval processes for simple issues like signage upgrades; however, the processes vary depending on which local government is involved. The process of signage has been simplified on the Gold Coast, where the location and wording of a sign is licensed. Should any sign be upgraded or reworded, it is a very simple matter to inform Gold Coast authorities of the change of wording, after which the licence is updated accordingly. For any new signage on a site, it is a simple procedure to complete an application form and have the location and wording of any new sign licensed. It would be our recommendation that the development approval process in all states for signage and similar low-impact upgrades be simplified, or become merely a notifiable activity to the relevant local government, thus giving them the opportunity to request further information if necessary. We understand that state governments are attempting to refine planning and development processes in order to improve some of the issues referred to above. It would be beneficial if there was a more uniform process across all states; this would result in local government authorities fast-tracking development applications in a more cost- and time-effective manner.

To locate your local 7-Eleven visit 7eleven.com.au.

Find us on

green building

ECOSAVE’S UNIQUE ENERGY AND WATER SAVINGS DELIVERY MODEL Ecosave has delivered guaranteed energy and water efficiency projects and Energy Performance Contracts for 16 councils throughout Australia. For a regional council, Ecosave achieved savings of $66,920 and 278 tonnes of CO2 with a return on investment of 23 per cent. A large metropolitan council achieved savings of $1.1 million, 6711 tonnes of CO2, and a 17 per cent return on investment.

cosave offers a unique delivery model for energy and water savings projects. Ecosave’s performancebased approach enables organisations to achieve guaranteed emissions and cost savings, while maximising return on investment. Free-of-charge energy and water savings assessments are conducted to assess consumption in a facility and identify opportunities for savings. The findings are presented in a fixed-fee proposal that meets the client’s required payback period. Ecosave’s guaranteed energy savings projects model delivers all the features usually only found in large-scale energy performance contracts. This model extends and improves upon the standard ‘audit and install’ approach. Ecosave implements and project manages the recommended solutions and guarantees all the savings. Upon project completion, if the proposed payback is not met, Ecosave undertakes to either do additional work free of charge to generate more savings, or refunds enough of the project value to meet the guaranteed payback. By taking a holistic approach, Ecosave identifies savings across all areas of energy and water use within a facility to maximise savings. Ecosave is product agnostic and continually identifies and trials cutting-edge energy and water savings solutions to provide organisations with the best outcomes. Ecosave also provides fully funded energy performance contracts, which are a low-risk, cash-flow positive method of achieving guaranteed savings on maintenance and utility bills. Throughout the process, the savings generated are measured and verified to confirm that the savings are being achieved. Ecosave offers a variety of funding solutions to provide efficiency projects that are cash-flow positive from day one, and are implemented with little or no capital outlay.

130 • the australian local government yearbook 2013 X • THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK 2013

Energy and water savings measures for councils include lighting upgrades and lighting controls, heating, ventilation and air conditioning optimisation and upgrades, voltage optimisation, building management system optimisation, embedded generation (cogen/trigen, solar, wind), hot water systems, water fittings and fixtures, rainwater harvesting and utility management. As Ecosave provides a fixed price proposal and guarantees the savings outcomes, the solutions represent high value and a very low-risk option. The end-to-end service offered by Ecosave makes the process of saving energy and water simple, easy and cost effective for councils.

green building

A city mission: The City of Sydney’s existing buildings shape up for energy efficiency The City of Sydney is setting an exemplary standard for other Australian councils, commencing a major retrofit program in an impressive bid to make the city’s buildings more energy and water efficient.

he City of Sydney has long held aspirations for its local government area to become more green, global and connected. The Sustainable Sydney 2030 plan sets out council’s aim to create for its residents a place where the environment matters, the economy thrives, art and culture are encouraged and supported, and people feel at home. In establishing its priorities, the City spoke to its residents about their visions for the future of Sydney, and a staggering 97 per cent of people expressed a desire for council to address global warming. Consequently, the predominant theme of the 2030 vision is for a green city.

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With sustainability as a central focus, the 2030 vision addresses global warming through the three big levers of building emissions, transport and energy [generation]. Lord Mayor of Sydney, Clover Moore MP, says: ‘Just as the industrial revolution transformed the world in the 19th century, a new green revolution is set to transform the 21st century. As a progressive and forward-looking city, we need to be ready for the transition to a new green economy with new values and priorities. ‘With sustainability as a central focus, the 2030 vision addresses global warming through the three big levers of building emissions, transport and energy [generation]. As the biggest emitters of greenhouse gases, cities are also the source of the biggest savings, and the key to achieving post-Kyoto emission reduction targets.’

A major target of Sustainable Sydney 2030 is to reduce carbon emissions by 70 per cent, compared to 2006 levels, by the year 2030 – one of the most ambitious carbon reduction targets in Australia. The City recognises the significant contribution of existing buildings to Australia’s greenhouse gas emissions, and outlines in objective 2.3(a) of the plan its intention to improve the environmental performance of its existing buildings through retrofitting.

This two-year program of works is intended to save the city more than $1 million per year on bills through the further reduction of carbon emissions. In June 2009, the City of Sydney’s Property Division set a goal to reduce greenhouse gas emissions from the city’s property portfolio by 48 per cent by 2012. After

implementing small energy efficiency measures that led to an 18.1 per cent reduction in emissions in 2010–11, it was decided that a larger-scale project was needed if the 48 per cent reduction was to be achieved, and that a comprehensive work schedule was required across the city’s portfolio. As such, the City of Sydney has implemented a program to overhaul its 47 major energy and water consuming properties to make them more efficient. This two-year program of works is intended to save the city more than $1 million per year on bills through the further reduction of carbon emissions. Cr Moore says, ‘Retrofitting our buildings with energy and water efficiency technologies will cut our costs, and deliver almost triple the reduction in the City’s carbon emissions – from 6.8 to 19.9 per cent. Our approach is to show by doing – we’re showing you can cut bottom-line costs and seriously reduce your impact on the environment. It’s a win-win.’ The buildings that have been targeted for the retrofit are the major users of energy and water in the City of Sydney’s portfolio, and include Town Hall House, the Ian Thorpe Aquatic Centre, Customs House, Sydney Town Hall and many more, including libraries, pavilions and depots.

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A consortium comprising Origin Energy Retail Pty Ltd and Ecosave Pty Ltd was approved to furnish the program of works, with the requirement that energy and water reductions be guaranteed by the contractor. A tender for the works was put forward by the City of Sydney, suggesting a number of retrofit measures to implement in these buildings as a means of reducing energy and/or water consumption. These include energy efficient lighting retrofits, LED lighting, building energy management systems, insulation, double glazing, waterless urinals, water recycling and recovery systems, and water flow controls. These retrofit measures will be carried out independently of the rollout of cogeneration and trigeneration energy system installations, which are part of a separate tender (see breakout box on page 135). The tender also specified that the retrofit should achieve, by 2012–13, minimum reductions in: • energy consumption by 20 per cent • water consumption by 20 per cent • greenhouse gas or CO2e emissions by 23 per cent. The tender provided historical energy and water consumption details of the buildings that were to be retrofitted, and invited submissions for energy and water efficiency retrofit technologies. A consortium comprising Origin Energy Retail Pty Ltd and Ecosave Pty Ltd was approved to furnish the program of works, with the requirement that energy and water reductions be guaranteed by the contractor. These guarantees will be assessed by an independent certifier appointed by the council on completion of the works, and the consortium is bound to its predicted emissions savings by a 10 per cent performance guarantee bond.

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During the retrofit project, over 400 measurement and verification processes will be used to assess the actual results of the implementation of retrofit features in each building, and these results will then be compared and collated. This will be an ongoing process, using utility metering data, existing data and new sub-metering data. Monthly reviews of the collected data will be undertaken by the contractor to ensure that the project is on track to deliver the promised outcomes. Online tracking systems will be available to the City via a web-based data tracking system, and at the end of the contract period, a final actual savings report will be produced, summarising savings and achievements.

The retrofit project across the council’s buildings is expected to take two years from start to finish, with a payback period of between seven and eight years, which the City considers to be a reasonable timeframe.

It’s a lot of work, but it’s work that the City and its contractors are happy to undertake. Results to date show that, of the projects completed, all have either achieved or exceeded their expected increase in efficiency. For example, the estimated energy saving for the Haymarket Library was forecast at 49 megawatt hours per annum. The project at this property has now been completed, and Ecosave tells The Australian Local Government Yearbook that the library’s energy emissions reduction has exceeded its target by five megawatt hours per annum, achieving a reduction of 54 megawatt hours yearly. Similarly, the Epsom Road Depot has saved an additional 31 megawatt hours over what was predicted (the target was 207 megawatt hours per annum, and the measured savings are 238 megawatt hours per year), and Kings Cross Car Park and Alexander Child Care have also exceeded their goals. Many projects are not yet completed, but are well on track to meeting their targets. The retrofit project across the council’s buildings is expected to take two years from start to finish, with a payback period of between seven and eight years, which the City considers to be a reasonable timeframe. The City of Sydney is establishing a reputation as an eco city, and is taking steps in the right direction to achieve its energy efficiency goals. The question is whether other cities will take note and follow this example. How this will affect the nation’s carbon emissions as a whole is yet to be revealed, but based on the way things are going, it’s a pretty impressive start.

The city of Sydney’s move to trigeneration As well as winning the tender for the retrofit works across the City of Sydney, Origin Energy was awarded the tender to undertake the City’s trigeneration project. The City of Sydney is largely dependent on coal-fired electricity production, which produces a great deal of energy waste and accounts for 80 per cent of the City’s carbon emissions. Trigeneration systems comprise natural or renewable gas engines that produce low-carbon electricity, heating and air conditioning. Currently there are a number of buildings in central Sydney with single trigeneration plants installed, but the city intends to build and operate a trigeneration energy network, which will greatly increase the City’s energy efficiency. A number of the City of Sydney’s buildings will be connected to a trigeneration energy network, marking the first ever precinct sale in Australia. Although the trigeneration project is not part of the retrofit tender that was awarded to Origin and Ecosave, it will greatly increase the city’s chances of reaching its emissions reduction target of 70 per cent by 2030.

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A lasting legacy for local government Robin Mellon, Executive Director – Advocacy Green Building Council of Australia

The Corso

While the foundations are yet to be poured, Moreton Bay Regional Council’s state-of-theart library, community centre and office complex can already lay claim to being one of Australia’s most sustainable public building complexes. 136 • the australian local government yearbook 2013

n October 2012, The Corso at North Lakes, a $45-million development funded by Moreton Bay Regional Council and the Australian Government, became the first local government public building project to achieve a 5 Star Green Star – Public Building PILOT design rating. Mayor Allan Sutherland is ‘over the moon’ with the recognition. ‘Not only will The Corso at North Lakes utilise 160 solar panels to minimise mains electricity use, make maximum use of natural light and harvest its own storm water, the site will have easy access to public transport, including the Moreton Bay Rail Link, due for completion in late 2016,’ Mayor Sutherland says.

environment, energy and sustainability

The Corso

The Green Star – Public Buildings PILOT rating tool has opened the door to Green Star certification for Australia’s public buildings for the first time, and Moreton Bay Regional Council now has independent verification of its sustainable, futureproofed asset. ‘It all adds up to lower running costs and a sustainable, prosperous future for one of Australia’s fastest-growing communities,’ he adds. The Green Star – Public Buildings PILOT rating tool has opened the door to Green Star certification for Australia’s public buildings for the first time, and Moreton Bay Regional Council now has independent verification of its sustainable, future-proofed asset.

Prior to 2003, most of Australia’s buildings were planned, designed and constructed to meet state-based planning policies and minimum national building code standards. Australia’s building developers and owners were keen to go green, but they had few green building assessment tools to apply to their projects, and no best practice benchmarks to help them assess their results. Enter the Green Star rating system, which has challenged the property and construction industries to go beyond building codes, improve environmental performance and deliver better outcomes for building owners and users. Since Green Star’s introduction, hundreds of offices, retail centres, schools, hospitals, multi-unit residential dwellings and industrial facilities have achieved Green Star ratings, and reaped the social, economic and environmental benefits of Green Star certification. However, until recently, public buildings were outside the scope of Green Star assessment. This meant that public buildings such as libraries, law courts, community centres and art galleries were unable to gain independent verification, and local governments were unable to demonstrate the sustainability credentials of their public building assets. Through extensive consultation with government, community stakeholders and the property industry, the

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Green Star principles are well-aligned with the governance objectives and sustainable procurement commitments of all three tiers of government around Australia (as well as those of other not-forprofit and community organisations). GBCA has developed the Green Star – Public Buildings rating tool to meet the needs of a variety of public building types, in diverse geographical areas across Australia. According to the Australasian Procurement and Construction Council (APCC), Australian state, territory and federal governments spend approximately $100 billion per year on goods, services and construction. As all of this expenditure is funded by public money, project owners must be able to demonstrate the value of their investments. Green Star principles are well-aligned with the governance objectives and sustainable procurement commitments of all three tiers of government around Australia (as well as those of other not-for-profit and community organisations). As a result, the Green Star process can help local governments to achieve better outcomes in a cost-effective way for the environment, the community and the economy. The robustness of the Green Star rating system can make it easier for local governments to report on environmental improvements and demonstrate the ongoing accountability and cost efficiencies of public building projects. In addition, the savings that Green Star certified projects generate over their operational lifespan can help local governments to lower costs and keep budgets in the black.

Public buildings are generally large consumers of energy. Unlike buildings within the commercial sector that can offset operational costs with the funds generated from commercial activity such as rents, public buildings generally do not generate revenue as a result of their operations. As Green Star-rated buildings are designed and built for higher levels of energy and water efficiency, they are cheaper to operate and can save local governments thousands of dollars a month in energy and water bills. Western Australia’s City of Gosnells achieved a 5 Star Green Star – Office Design v2 rating for the retrofit of its Civic Centre. For this $26-million project, the Council paid a ‘green premium’ of only $750,000 (three per cent), demonstrating that sustainability is a smart financial decision. ‘Initially, we thought that the age of the building would make a sustainable retrofit unviable, but for an additional cost of three per cent, a sustainable makeover was the only responsible option. We have committed to fiscal responsibility for our rate payers. That’s why we decided to build green,’ explains Paul McAllister, Project Manager at City of Gosnells. Not only was the initial outlay low, the City of Gosnells estimates a payback period of only five years on the three per cent of additional expenditure. Perhaps best of all, the savings are ongoing, with water reductions of up to 35 per cent per year on comparable buildings, and energy reductions of more than 315,000 kilowatt hours per year. And as utility bills increase, the payback periods decrease.

Initially, we thought that the age of the building would make a sustainable retrofit unviable, but for an additional cost of three per cent, a sustainable makeover was the only responsible option. continued on page 140

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oday, government, industry and the public are demanding suppliers meet the highest environmental standards. No successful business or government department can afford to be associated with substandard environmental practices. Regardless of the size of your business, careless response to spill management will not only prove financially costly, but extremely damaging to your hard-earned reputation. ‘Sokerol’, is the Australian-made one-stop, 100 per cent organic oil and chemical absorbent for spills on land and water. Sokerol has been specifically designed to meet the highest EPA requirements, creating a one-stop solution to spill management for industry of all levels. Sokerol has a natural preference for hydrocarbons (oil/fuels) making it the ideal absorbent to be used in all weather conditions for oil spills on hard surfaces, soft surfaces and in water. Its simplicity and all-weather capabilities has made it ideal for local governments and emergency services. It’s ideal for road clean-up, and councils have found the ability for Sokerol to be left ‘in situ’ significantly reduces both traffic downtime and costs.

Sokerol passes the Australian Standard 4493.31997 (TCLP - USEPA Toxic Characteristic Leaching Procedure – Method 1311) for both hydrocarbons (oils/ fuels) and cooking (vegetable) oils. AS 4493.3 -1997 contains the Australian leaching standards for disposal of contaminated waste into lined or unlined landfill. Sokerol, when used to absorb a hydrocarbon (oils/fuels) or cooking oil, may be disposed of directly into unlined landfill, dramatically reducing disposal cost.

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environment, energy and sustainability

continued from page 138

Governments and large corporate organisations are increasingly incorporating green principles into their property requirements Achieving a Green Star rating can also increase the capacity and skills of the local supply chain. In Victoria, the Surf Coast Shire’s 5 Star Green Star – Office Design v3 Civic Building project has not only helped the Council to minimise its energy use and operational expenditure, but has also helped to build green skills within the local labour market.

The Corso

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The building contractor, Cockram Construction Projects Limited, used local subcontractors for 70 per cent of the work, providing a boost for the local economy and equipping the workforce with the green skills and experience needed to secure the region’s future. ‘Sourcing local labour and material suppliers helped reduce the impact on the environment from transport emissions,’ explains Jason AhSam, Regional Manager of Cockram Construction in Western Victoria. Governments and large corporate organisations are increasingly incorporating green principles into their property requirements, and a number of state governments have already mandated minimum Green Star benchmarks for government office buildings – with other building types expected to follow suit. The GBCA team continues to work closely with governments across the country to ensure better outcomes for building occupants, bills and budgets. The Green Star – Public Building rating tool can support local governments to future-proof their community assets and leave a lasting legacy of sustainable leadership.

environment, energy and sustainability

SUPPORTING LOCAL GOVERNMENTS TO ADAPT TO CLIMATE VARIABILITY AND CHANGE National Climate Change Adaptation Research Facility Photograph by Ann Penny

ne of NCCARF’s primary aims is to deliver useful knowledge to support adaptation to climate variability and change. Local governments are responsible for implementation of climate change adaptation actions, and are key stakeholders in NCCARF. You can find information about climate change adaptation and NCCARF’s activities at www.nccarf.edu.au and NCCARF’s dedicated Local Government Portal. The NCCARF Local Government Portal also includes adaptation information from other sources relevant to putting knowledge into practice. The $38 million NCCARF research programs are designed to build the knowledge that decision-makers in government, and in vulnerable sectors and the community need to adapt to climate change. NCCARF has funded 140 projects in every jurisdiction, and has worked closely with end users and practitioners at every step to ensure the relevance of its research products. Here is a selection of relevant projects.

Are you concerned about managing the risks of climate variability and change in your local area? NCCARF is the national organization set up by the Australian Government to develop the knowledge needed by decision-makers to successfully adapt to climate change. On our website you can find new and useful information on planning for climate change impacts, the limits to adaptation, dealing with heat and flood, and managing climate risks. www.nccarf.edu.au Visit the NCCARF dedicated local government portal featuring existing and emerging knowledge about adaptation. www.localgov.nccarf.edu.au

Quantifying the cost of climate change impacts on local government assets A fundamental issue for councils is budget allocation. For many, a large share of annual funding goes to create, maintain and improve local roads. In collaboration with the Local Government Association, and local and national stakeholders, Jacqui Balston and Associates analysed the financial impacts of climate change on sealed and

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unsealed roads. Taking into account climate change impacts on the useful life of roads, together with economic and price fluctuations, they developed a planning tool for asset management.

Australia’s country towns and climate change: moving from vulnerable to adaptable Led by Andrew Beer from the University of Adelaide, a team investigated the factors that will make Australia’s country towns in 2050 best able to face climate change risks. The team studied the impacts of climate change on livelihoods, challenges to social structures and added burdens on government services outside of coastal areas. The study shows that socio-economic and demographic characteristics will potentially make smaller and more remote communities more vulnerable to the effects of climate change when compared to all settlements.

Limp, leap or learn? Developing a legal framework for adaptation planning in Australia Local councils are responsible for planning and decisions affecting development in many jurisdictions. NCCARF has funded research at the University of Tasmania to investigate the legal framework for adaptation planning in Australia. This project has identified confusion in the roles assigned

Photograph by Amanda Slater-Flickr

to different levels of government and a mismatch between responsibilities and access to the resources needed to carry them out. As climate impacts play out with regional differences, it will be important for development controls to be flexible enough to reflect local conditions.

Photograph by Liese Coulter

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Cross-scale barriers to climate change adaptation in local government, Australia The cross-scale barriers faced by councils around Australia that relate to climate change adaptation are common to other issues as well. Research by a team from the University of Technology, Sydney, showed four main issues that hampered adaptation. They found that, in addition to the familiar problems of complex and inconsistent governance and competing priorities for limited staff and funding, councils were not very aware that their lack of access to information about likely local climate impacts increased their risk factors. Few Councils have a clear framework to fit climate change into planning considerations. Find more information about these projects and a comprehensive collection of NCCARF reports and information products on the NCCARF website. In 2013 NCCARF developed an evidence-based Policy Guidance Brief that deals with the challenges of adaptation for local governments. This is part of a series based on structured conversations with teams of adaptation practitioners and researchers, addressing key challenges to effectively adapting Australia to a variable and changing climate. In addition to the research program, NCCARF has eight Adaptation Research Networks which now connect over 4800 people interested in climate change adaptation across Australia, including policymakers, professionals, land and water managers and community leaders. The Networks link the practitioner and research communities to build understanding and share experiences of working in adaptation to climate change and variability. As governments, civil society and businesses are increasingly required to make decisions about responses to future climate risks, these networks provide a strong foundation for decision-makers to access information about adaptation, share knowledge and build relationships. Learn more about all of NCCARF information and networks at www.nccarf.edu.au.

National Climate Change Adaptation Research Facility Are you concerned about managing the risks of climate variability and change in your local area? NCCARF is the national organization set up by the Australian Government to develop the knowledge needed by decision-makers to successfully adapt to climate change. On our website you can find new and useful information on planning for climate change impacts, the limits to adaptation, dealing with heat and flood, and managing climate risks. www.nccarf.edu.au Visit the NCCARF dedicated local government portal featuring existing and emerging knowledge about adaptation. www.localgov.nccarf.edu.au

Access the Local Government Portal at www.localgov.nccarf.edu.au for new information

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On the subject of environmental disaster and extreme weather Provided by Gympie Regional Council

Toolara

Recent environmental events locally and abroad have raised our awareness of potential vulnerability to natural disasters and extreme weather events. Whenever extreme weather events or other forms of community emergency occur, what they leave behind can leave communities wondering how to rebuild, and how they might be better prepared to deal with such events in the future. What has become clear is the need for all of us to be ready to manage and recover from them whenever they occur.

hen thinking about their own role during an extreme weather event, some people might still think that it’s the role of local, state and federal government agencies to look after us all. In reality, nothing could be further from the truth. Everyone has a role to play, ensuring that we are effectively prepared, able to respond, and ready to recover and rebuild. The Gympie Get Ready Resilience Program recognises that in order to be truly resilient, our ability to be prepared is reflected in all aspects of life, not just in disaster or emergency management situations. By assessing the consequences in the wake of an event, authorities decide to declare the event a ‘disaster’ or otherwise. By declaring a disaster, the government recognises that people might be entitled to special treatment and that the normal rules of business and life may need to be temporarily suspended. So, when we talk about being prepared for an unexpected event, it’s about preparing to step up and protect people and look after all that we care about, including pets and animals, when the need to do more arises. As the full extent and impact of an event is not known until after the emergency has passed, preparing for the worst while hoping for the best is about the best we can do. Planning early is the best way to make sure we are as prepared as we can be. Like any other plan, this will be tested, challenged and adapted, and will need to be improved and updated over time.

Why Gympie’s Resilient Leaders Network? The Resilience Leadership Program started by inviting community leaders around the Gympie region to come together and discuss the roles we all play in enhancing

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community resilience, and in helping local communities to be more prepared and able to respond appropriately in order to recover from natural disasters and bad weather. By bringing community leaders, local government and disaster management agencies together, we hoped to create opportunities for collaboration across community sectors and to start to work through some ideas about how we might be able to work together. An ideal choice for the foundation of our resilience program was Volunteering Queensland’s Natural Disaster Resilience Leadership Project, which was designed to be responsive and flexible to local needs and to take into account the interests and different learning styles of the project’s participants. In total, 35 local leaders participated in the first fourday workshop program. The workshop incorporated the following preparedness and leaderships areas:

• working with volunteers and young people • best practice community engagement • building healthy communities. Our 35 founding leaders reported a high level of benefit arising from the program, and its overall effectiveness is demonstrated in the continued drive and commitment of the Resilient Leaders to support local communities in building their own resilience. As not everyone that would like to join Gympie’s Resilient Leaders Network can afford the time to commit four days to the training program, we have negotiated with Volunteering Queensland for oneday masterclasses to be made available over the next few months. Other Leadership program opportunities have included: • Become a Justice of the Peace (JP, qualified) • Complete Apply First Aid Certificate

• The Queensland Disaster Management framework

• Psychological Flexibility*

• holistic community resilience

• Facilitation Skills*

• the emotional impacts of disaster

• Photography Short course*.

• leading in times of change: adaptive leadership

*NB Planned programs were subject to funding and facilitator availability.

Tin Can Bay

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Rainbow Beach

The Gympie Get Ready Resilience Program, the Resilience Toolkit

community emergency, or in the event of the loss of a loved one.

By Michelle Rowe, Community Development Officer Resilience, Gympie Regional Council

While the primary aim of the kit was to bring a range of existing get-ready resources together, it was specifically designed as a series of templates to encourage personal involvement as well as household discussion and interaction. The Kit can be added to and modified to suit the needs of each household.

As part of the Gympie Get Ready Resilience Program, the Resilience Toolkit was designed to bring together the wide range of preparedness messages into the one kit. An added intention was to go further by encouraging individuals and households to begin to think about some of the more fundamental life and mortality considerations that affect us all. Whether youâ&#x20AC;&#x2122;re travelling, moving house or thinking about preparing a will or advanced health directive, this kit takes you by the hand and provides a systematic process with which to work through such considerations, section by section. By prompting discussion at various points, as well as providing a series of tools and templates for individuals and households, the Kit helps you prepare for how you will respond in an extreme weather event, other form of 146 â&#x20AC;˘ the australian local government yearbook 2013

The diversity of information the kit offers includes: 1. Personal Information Record 2. Personal Health and Medical Information Record 3. Preparing Your Household (Action Checklist) 4. Personal Contacts 5. General and Emergency Contacts 6. Emergency Plan and Kits 7. Life, Death and Bereavement

natural disasters

8. Wills and Other Legal Resources 9. Health Resilience Toolkit The comprehensive nature of this kit was deliberate, and it recognises that the concept of resilience starts well before we might be expected to start to think about developing an emergency plan. Where most preparedness messages appear to assume that all other areas of our life are in order, this toolkit recognises that some of us may well need help with getting the other areas of their life in order, before we can even think about preparing a plan or stocking our kits. As matters associated with our own mortality are often the most confronting to think about, let alone discuss, placing the subject within the context of a resilience framework provides it with a systematic approach on which to base discussions and make important decisions. In addition, placing the rationale for being prepared into an overall life-staging context makes it far less confronting and somehow more tangible and achievable, not to mention user-friendly. Thus the Gympie Get Ready Resilience Kit results in bringing people to systems and systems to people in a meaningful way. Forming an important part of the overall Gympie Get Ready Resilience Program, the Toolkit is to become a smartphone app, and we encourage other Queensland Councils to adapt it. The Cassowary Coast Region is in the process of adapting the Kit, and other elements of the Gympie Get Ready Program for use in the Far North, with others expected to follow. There are also reports of the Kit being adapted for use in the Aged Care Sector in Carlo

New Zealand. Generally, the feedback received to date has included comments along the lines of, ‘It just makes sense, doesn’t it?’ and, ‘I cannot believe that this hasn’t been done before; what a great resource!’. This is one example of how listening to what the community is asking for, aligned with the experience and ability of the project worker, along with the trust and vision of the council, can bring an innovative yet practical solution into being. Gympie Regional Council is committed to building a strong and diverse regional economy and supporting the development of our active and growing business community. The Gympie Region boasts one of Queensland’s great lifestyles. It’s located just over two hours drive north of Brisbane and 40 minutes from Noosa Heads, and has a population of more than 50,000 residents. The region includes coastal communities such as Rainbow Beach, Tin Can Bay and Cooloola Cove, as well as the vibrant hinterland of the Mary Valley and access to stunning national parks and World Heritagelisted Fraser Island. It also features quaint country towns, such as Kilkivan and Goomeri, and the centrally located urban precinct of Gympie City, the Region’s commercial hub. Find out more and grab your free copy of the Gympie Get Ready Resilience Toolkit at www.gympie.qld.gov.au/bubble and follow the links to the Toolkit.

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Baw Baw Shire Council – Managing natural disasters Baw Baw Shire Council, located 100 kilometres east of Melbourne’s CBD in picturesque West Gippsland, is home to green rolling hills, beautiful nature walks and an abundance of gourmet food and wine options to suit any taste.

hile it is lucky to have such welcoming surrounds, it’s an unfortunate fact that the Council’s location has also been subject to a wide range of natural disasters. Picture this: a rapidly growing shire (in fact, the 10th-fastest growing municipality in Victoria), a population of around 43,000 people, approximately 23,000 rateable properties and 4000 square kilometres for which it is responsible. On top of that, the population has already increased by 8500 people in the last 10 years, with the current population anticipated to almost double in the next 25 years. Challenging? Absolutely. But what happens when not one, but 13, natural disasters hit within five years? It started in early 2009 with the Black Saturday bushfires that devastated Victoria. The western end of Baw Baw

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Shire was affected, with the 24,500-hectare Bunyip Ridge fire destroying 30 homes, several buildings and a sawmill. Thankfully, no lives were lost. In the aftermath, Baw Baw went into recovery mode, with an outpouring of support from the community by way of volunteers and donations of material goods, food, clothing and accommodation. Baw Baw Shire Council was fortunate to receive assistance from the state and federal governments, which enabled the council to employ temporary staff to undertake recovery work with the affected communities. This work included developing community recovery plans, repairing damage, and community events to help rebuild community strength and resilience. Unfortunately, that wasn’t the end of the natural disasters that have affected the shire. In February 2011, the one-in-100-year storm event that swept across Victoria hit Baw Baw, resulting in a significant amount of infrastructure damage and many roads being closed due to flooding. A major culvert on Jacksons Track in West Jindivick collapsed in the floods, leaving a six-metre void in the road, forcing the council to close the road for five weeks to repair the damage. A local caravan park experienced flooding during the event, as well as some residents’ homes, and as a result, a relief centre was opened for the 18 affected people.

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In the end, we had no other choice but to apply to the Natural Disaster Recovery Fund; a federal government fund administered by the state government. We just couldn’t fix such significant damage with our own resources. Six weeks later, on 22 March 2011, a band of rain resulted in significant damage to council’s road network across a 40-kilometre area, from Poowong East across the Strzelecki Ranges to Coalville. This event resulted in approximately 240 sites being damaged, including 180 landslips, 40 of which were classified as severe. Most notable were the landslips that occurred in the Strzelecki Ranges, severely damaging three major roads, resulting in closures and creating 30-kilometre detours for nearby residents.

‘This was only compounded by the fact that we don’t have a large population or rate base, and we were already trying to keep up with providing the infrastructure that our growing community needed now and into the future. ‘A number of councillors and staff at the time drove the detour route into the hills to meet with affected residents. It was a wet winter night, and the detour road was windy and not in the best condition. ‘We empathised even more with the residents that had to face it each day, just to get to work or the kids to school, going about their daily routines. ‘In the end, we had no other choice but to apply to the Natural Disaster Recovery Fund; a federal government fund administered by the state government. We just couldn’t fix such significant damage with our own resources.’ An initial estimate was prepared for the reinstatement of the storm-damaged sites, and an application for an advanced payment was lodged for assistance. The initial estimate totalled $9.6 million – well beyond the means of most rural councils. The severity of the issues facing Baw Baw was recognised, and the council received $7,566,350 from the fund. Council acted immediately, advertising for tenders to get the works underway, which resulted in a panel of six contractors being appointed. Council engineers had the arduous task of prioritising each of the landslips in accordance with the impact that each was causing.

The beautiful green rolling hills were now becoming the council’s worst nightmare. Frustrated residents, ongoing wet weather, staffing resources stretched to the limit and financial resources unable to keep up with demand were the reality. Affected residents were concerned for their safety on the roads, with milk tankers and logging trucks in abundance in the hills. Nearby logging and dairy businesses were also concerned about the possibility of not being able to get their product to market, and the increasing costs associated with the longer detour route. ‘Being affected by natural disaster after natural disaster had a huge impact on Council’s finances, as you would expect,’ said Helen Anstis, Chief Executive Officer of Baw Baw Shire Council.

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natural disasters

The three major landslips that had closed roads completely were reinstated, with the roads reopened in December 2011, nine months after the landslips occurred. ‘It was a lengthy process and it was difficult to explain to residents that, while physical works didn’t commence for some time, work was being done to prepare the site for repair works,’ said Ms Anstis. ‘We were able to get some of the less severely affected roads opened within weeks, but the major repairs took much longer. ‘Recognising the importance of keeping residents informed, weekly email updates were provided throughout the works, which was appreciated. ‘Road safety audits and geotechnical investigations were vital so that we could properly assess the extent of damage and ascertain the necessary works to be undertaken so we could get back to business as usual. ‘Not being able to give our residents any specific information in the weeks immediately after the landslips occurred was particularly difficult. We didn’t yet know ourselves the extent of the damage, let alone when we could reopen the roads.’ While the council put its contractors to work on the priority list and many roads were subsequently reopened, works are still in progress to this day. 150 • the australian local government yearbook 2013

Road safety audits and geotechnical investigations were vital so that we could properly assess the extent of damage and ascertain the necessary works to be undertaken so we could get back to business as usual. In total, the works cost $8.2 million – $1.4 million less than the initial estimate. The savings were mainly achievable due to a better understanding of latent ground conditions at the landslip sites, and the ability to apply improved techniques during the reinstatement process. However, in May/June of 2012, two more major landslips occurred 500 metres apart on Ferndale-Strzelecki Road, near the township of Ferndale.

natural disasters

If it wasn’t for the assistance of other levels of government, it is very likely that many of our residents would still be facing multiple road closures and disruptions to their daily lives To ensure the safety of the road users, the affected section of Ferndale-Strzelecki Road was closed to through traffic at the landslips immediately. While the town of Ferndale is small, and traffic counts indicated around 50 vehicles were using the road each day, the detour was 20 kilometres long, causing significant inconvenience.

Other landslips occurred throughout the Shire at the same time that Ferndale-Strzelecki Road was affected. Works are currently in progress on the other landslip sites, and are expected to be completed in June 2013. Ms Anstis said she was grateful for the funding assistance in helping to get the Baw Baw community back on track.

For a second time, cost estimates were prepared for the reinstatement of storm-damaged sites, and a further request for financial assistance under the Natural Disaster Relief Fund was submitted.

‘If it wasn’t for the assistance of other levels of government, it is very likely that many of our residents would still be facing multiple road closures and disruptions to their daily lives,’ she said.

A total of $2.875 million was received as advance payment for the reinstatement of the most recent stormdamaged sites.

‘I am thankful that we could access financial assistance, and I encourage other councils, particularly rural councils with limited funding sources facing similar issues, to utilise the Natural Disaster Relief Fund.’

A contract for the landslip reinstatement works was awarded by the council in March 2013. Reinstatement works started in April, with completion expected in August.

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floodplain management

Floodplain management Australia has more than 170,000 properties at risk of riverine flooding from one-in-100-year events, and an unknown number more at risk from overland and flash flooding. Flooding has cost many lives and billions of dollars in damage in this country in recent years.

vulnerable to flood damage and require assistance from their local councils to help reduce risks to life and property to acceptable levels. Climate change forecasts indicate that flood behaviours will change in the future, generally causing increased rainfall and more frequent, larger flood events. Only one to two degrees of warming in Australia could increase the number of people exposed to flooding by 100 per cent. Climate change will further reinforce the importance of sustainable land use planning, as these larger and more frequent floods will bring higher flood levels, faster-flowing floodways, increased damage restoration costs and more frequent occurrences. Rare flood events will become more common, and the number of communities requiring flood mitigation efforts to protect them from inundation will grow exponentially.

lood events are the most costly, yet manageable, of natural disasters, with the average damage from flooding in coastal New South Wales and inland urban centres at around $200 million per year. The average cost of national recovery efforts after flood events has reached approximately $400 million a year.

The recent flooding across Australia emphasises the potential for flooding to simultaneously affect multiple communities and cause enormous levels of damage to infrastructure and property. Investing in floodplain management measures is essential to the safety and wellbeing of residents, and can dramatically reduce the costs of recovery efforts at local, state and national levels.

While many years of drought have previously shifted attention away from the need for investment in flood mitigation, a return to wetter conditions has again highlighted the necessity for better community protection. Many households and businesses across the country are

Quite apart from these obvious costs, floods also impose high levels of intangible damage, in the form of increased levels of stress and associated medical problems, especially in the instances of aged or low-mobility residents. Research has shown that householders usually regarded

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floodplain management

In ensuring the safety and wellbeing of their communities, there is a duty of care by local councils to recognise that flood risk management must consider all possible floods social effects as worse than financial losses, and that the total economic cost of flood losses to householders is significantly more than double the direct monetary cost of losses to property.

cannot be eliminated. In some cases, flood studies may indicate that there are limited opportunities for reducing the probability of flooding, but even that knowledge can assist consideration of relocation or insurance options.

The catastrophic effects that flooding can impose on communities can be greatly reduced and, in some instances, prevented entirely, with responsible and sustainable flood risk management. Understanding flood behaviour and likelihood is the first step towards managing the flood risk. Communities often do not realise the extent to which they can be affected during flooding, and how flood mitigation efforts can help.

While many very effective floodplain management programs have been implemented in towns and cities across the country, much still needs to be done to bring annual losses down to acceptable levels. Australian flood risk management practices and expertise are among the best in the world, and councils have a large range of references available to assist in dealing with flood issues, such as the National Flood Risk Advisory Groupâ&#x20AC;&#x2122;s Best Practice Guide to Flood Risk Management in Australia.

In ensuring the safety and wellbeing of their communities, there is a duty of care by local councils to recognise that flood risk management must consider all possible floods, up to the probable maximum flood (PMF). While flood risk management cannot always remove the threat of flooding completely, it can allow the risks to be understood, appropriate measures to be developed for existing and future development, and appropriate response and recovery plans to be put in place to deal with risks that

But the task of dealing with the range of existing and future risks to present and prospective development can be daunting. Generally, a comprehensive flood risk management strategy requires a suite of actions involving matching appropriate land use to the flood hazard; flood mitigation works such as permanent or temporary levees, dams and drainage structures; development and building controls to ensure structures and fittings are suitably flood-

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resistant; emergency response and recovery procedures; and community education and preparedness programs. Economic analyses have shown again and again that investment in mitigation is cheaper than repeated repair and clean-up after floods. With the effects of climate change already evidenced by more frequent record-breaking rain events, it is obvious that floods are more recurrent, and more extreme. It is essential that local councils act now to reduce the vulnerability of their constituents. The Floodplain Management Association (FMA) is committed to helping reduce the risks and impacts of flooding on life and property throughout Australia. Established in 1961 as a small, mainly country-focused network, the FMA has grown into an association of over 100 councils, catchment management authorities, businesses, consultants and individuals involved in all aspects of urban and rural flood risk management. The FMA has members in New South Wales, Queensland and Victoria, and links to similar organisations in the United States and the United Kingdom.

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The FMA works with flood and emergency management professionals from consultancies, specialist equipment suppliers, the insurance industry and state and Commonwealth government agencies to improve best practice flood risk management, support investment in risk reduction measures, and improve understanding of floods and the consequences for communities. Knowledge of the latest practices, technology and educational programs is essential for effective flood risk management. Tertiary education programs generally provide only limited formal training in floodplain management, but professional development opportunities are available to keep engineers and land use planners up to date, such as the FMAâ&#x20AC;&#x2122;s Flood Risk Management Course at the University of Technology Sydney, regular technical workshops, and the annual Floodplain Management Association Conference. For more information on the Floodplain Management Association, please visit www.floods.org.au, and for the annual Floodplain Management Conference, visit www.floodplainconference.com.

floodplain management

INNOVATIVE FLOOD MODELLING SOFTWARE

onfusion Flood is a software package that represents a new approach to flood modelling. Not only is the software fast, interactive and easy to use, it has amazing data visualisation capabilities.

Eonfusion Flood will:

Conveying model results used to be complicated and time consuming; now, Eonfusion Flood allows you to run flood models faster than ever before and present the results in an interactive environment. The advanced data visualisation capabilities of Eonfusion Flood make the task of communicating model results to your colleagues and stakeholders a very easy process.

• enable a new, exploratory approach to multiple-scenario modelling

Minimal setup time together with fast model execution and live viewing of the model results allows you to freely evolve model configurations and run a multitude of model scenarios. Pause the model mid-simulation, make changes to flow rates, move the location of water sources, take measurements and then simply resume the model to continue computation. You can actually watch where water flows during computation, and export data as frequently as you like.

• increase your productivity with fast model calculations • save you time and money

• effectively communicate project outcomes to stakeholders through interactive visualisation • allow you to integrate existing spatial information, including road networks, cadastral and asset layers, and visualise them in 4D.

Applications include: • river and floodplain modelling • urban flood risk assessment • dam break and overtopping scenarios • asset risk assessment. Find out more at eonfusionflood.com

X • THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK 2013

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management + leadership

Managing the hidden workforce

â&#x20AC;&#x201C; volunteer management in local government Provided by the LGPro Volunteering Special Interest Group Volunteer management in local government and the breadth of skills required to be an effective volunteer manager has become increasingly complex in recent years.

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olunteer managers within councils can be found at a variety of strategic and operational levels, and each level and function requires different approaches to the engagement of volunteers. Emerging volunteer management issues and trends, such as costs associated with volunteering from an organisational policy perspective, human resourcing processes and legal regulations including changes to occupational health and safety (OH&S) and equal opportunity (EO) (bullying and harassment) legislation, now heavily influence the engagement of volunteers in council services and programs.

management + leadership 322921A RHS_Jardine Lloyd | 1872 HIGHRES.pdf

At the community level, local government can and does provide leadership and vital support to the local volunteer sector through:

• facilitating and/or supporting volunteer managers’ networks • financial and in-kind support to volunteer resource centres/services • provision of training and development programs to support volunteer-involving organisations in volunteer management, strategic planning and governance

Public Sector – Managing Director Stephen Penfold Phone: (02) 9320 2742 Email: Stephen.Penfold@jlta.com.au

• provision of online tools and resources to assist in the recruitment and management of volunteers

• access to local community grants • information about state, federal and philanthropic grants. These services put local governments in a strong position within their communities with regard to volunteering and supporting community organisations, including their own councils. What each local government offers, however, varies greatly. There are a number of issues and challenges that local government faces in the support and management of their volunteer workforce. In particular, the disparity in which volunteers are supported and managed in different councils is significant. In some councils, volunteers are supported and managed only at the volunteer program level, such as with a direct supervisor in a meals on wheels or community transport program; in others, greater staff infrastructure and supports are in place to support volunteering at the organisational level and across the community. One key issue when considering volunteer supports in local government is risk management. Until recently, many volunteer programs have been seen to operate in another sphere, not requiring the same protections and supports that paid staff require. Over the last decade, however, this perception has been shifting, both in the broader volunteer sector as well as the local government arena, and the same

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No other risk and insurance advisor understands local government like JLT does.

• partnering with volunteer-involving organisations in volunteer-focused projects

• promotional activities for volunteering and community organisations such as through volunteer expos, articles in local media, advertising, brochures, flyers, websites, social media and attendance at community festivals and other relevant events

Sydney Public Sector – General Manager Contact: Ian Mundy Phone: (02) 9320 2753 Email: Ian.Mundy@jlta.com.au Brisbane Public Sector – General Manager Contact: Russell Ditchburn Phone: (07) 3000 5541 Email: Russell.Ditchburn@jlta.com.au Melbourne Public Sector – General Manager Contact: Bronson Justus Phone: (03) 8664 9314 Email: Bronson.Justus@jlta.com.au Adelaide Public Sector – General Manager Contact: Gary Okely Phone: (08) 8235 6410 Email: Gary.Okely@jlta.com.au Perth Public Sector – General Manager Contact: Leon Lawrence Phone: (08) 9483 8855 Email: Leon.Lawrence@jlta.com.au Jardine Lloyd Thompson Pty Ltd ABN 69 009 098 864 AFS Licence 226827 www.jlta.com.au 0604_10

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management + leadership

OH&S considerations that are afforded to paid staff are increasingly being applied to volunteer programs. Models from councils across Victoria demonstrate the diverse ways in which volunteers are managed and supported both at the community level and in-house. Subsequently, the breadth of skills and abilities required to be an effective volunteer manager ranges from human resources knowledge and skills, such as rostering, interviewing, recruitment, screening, training development and delivery, through to a number of OH&S issues, state and federal legislation, financial management skills, record management, strategic planning, policy development, advocacy and counselling, to name but a few. Many councils engage volunteers in council-managed programs ranging from delivered meals, youth mentoring drivers, environment and preschools, to aged care and disability programs. Professionalism of volunteer management varies considerably, depending on the size of the organisation, the structure and diversity of the volunteer program, the amount of time the volunteer manager can allot to the volunteer program, and the volunteer needs of the overall organisation. The LG Pro Volunteer Special Interest Group was established in 2010 after discussions among various local government staff identified the benefits of a network for staff involved in the management of volunteers in the

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sector, and with a key emphasis on raising the profile of the professionalism of volunteer management: the importance of having well-trained, supported professionals managing volunteer workers both in local government and the broader volunteer sector, and advocating for that change. Several other sectoral networks, such as the Victorian Volunteer Resource Services’ Network (VVRSN), which represents volunteer resource services and centres, and the City Network, a peer support network for managers of volunteers in community organisations, were good examples of the benefits of such networks and how they positively contributed to the professionalism of their sectors through the dissemination of information, resources and expertise, and strong advocacy for their work and roles. After some consideration, it was identified that LG Pro, the professional association for local government professionals in Victoria, which already had several other special interest groups, would be a suitable avenue through which to progress this idea as it would also aid in the promotion of the Volunteering Special Interest Group to potential members in councils. Another important consideration was for volunteering within local government to be included as part of the volunteer sector more broadly, which wasn’t occurring – with the exception of home and community care (HACC) programs – and for volunteering peak bodies to also include local government in their policy and advocacy considerations.

management + leadership

The strategic focus of the LGPro Volunteering Special Interest Group includes volunteer management, mentoring and advocacy. It aims to influence volunteering policy and practice through ongoing dialogue with the state government, volunteering peak bodies and other appropriate agencies to address specific volunteering issues and to showcase successful programs. What has particularly changed during the last 10 to 15 years is that cross-organisational positions and the need to support volunteers, both within and external to councils, have emerged. Such positions may be volunteer development officers or volunteer support and development coordinators. These positions usually work across the different program areas to provide a coordinated approach to the management and support of volunteering within local government for strategies, policies and procedures. These positions may also have the responsibility to support members of the community to become engaged in volunteering by promoting the sector and supporting community organisations to utilise volunteers. This support may come in the form of policy development, individualised assistance, convening a local network or holding volunteer expos, to mention just a few examples. More recently, one council has created the position of ‘Organisational development advisor (volunteers)’ to perform the HR functions that pertain to volunteers. With recent changes to EO legislation and the impending harmonisation of national work, health and safety (WHS) laws, volunteers are increasingly being treated in the same way as paid staff and, as such, require similar policies and training in place. In the absence of such positions, good relationships between volunteer program managers and other relevant staff in council, which may include human resources, learning and development, and risk management, need to be encouraged and supported. The disparity in support extends beyond staffing differences to funding, as well as documentation. Some councils receive state and federal government funding to support them in their work with volunteers, while others have to rely on their own budgets to support their volunteer programs. Not all councils have policies, strategies, volunteer handbooks and other relevant documents around volunteers and volunteering. The majority only have a selection of all appropriate documentation. How volunteers are supported and managed in different councils, when in many cases the volunteers are doing

the same job, is one of the great challenges that the sector faces. How this issue is reconciled is a difficult one when there are no mandatory standards for the support of volunteers in local government, and when the size of councils, their volunteer programs and the subsequent funding available is so diverse. There exist the National Standards for Volunteer-Involving Organisations, which can act as a framework for volunteer supports in councils, and they have been used by a number of councils to establish and streamline their volunteer programs to ensure best practice, but these standards are not mandatory and, in many councils, there aren’t appropriate cross-organisational staff to implement them. This has led the LGPro Volunteer Special Interest Group to present on these issues at the last two LG Pro Annual Conferences, both to seek the input and feedback of conference delegates on these issues, and to raise the profile of volunteering and these issues within councils, including the particular challenges faced and how to seek solutions. As one can see, the breadth and diversity of supports in place across different councils is significant, and has an impact on the experiences of volunteers, and the support available to the community and the organisations operating within it, including how well all aspects of volunteering in a given area are coordinated. The skill set of a council officer supporting, supervising or managing varies greatly, but the demands can be quite complex. Relationships with other relevant council staff, such as those in human resources, risk management, learning and development, and communications, for example, become quite critical. To complicate matters further, other volunteering infrastructure, such as the VVRSN, whose members are scattered across the state, is inconsistent, with some areas having little or no coverage. This further challenges the level of support that volunteers, community organisations and the community more generally can expect with respect to volunteering, which puts additional pressure on local governments to fill such gaps. The LGPro Volunteer Special Interest Group intends to continue the dialogue with relevant staff in councils to advocate for sound volunteer management practices and procedures, and sufficient supports of both financial and human resources to ensure that all volunteer programs in local governments will meet best practice standards in the years to come.

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Resilience, resolve, relationships ALGWA Conference November 2012

One of the major aims of The Australian Local Government Women’s Association (ALGWA) when it was formed in 1951 was to encourage women to participate in local government, either as an elected member or an employee.

ow with branches in all states and the Northern Territory, ALGWA continues with this objective and works in partnership with supporting organisations to promote the importance of gender equity in local governments, for the benefit of councils and their communities. While the number of women has increased since 1951, currently just 20 per cent of the senior managers and only seven per cent of CEOs in local government nationally are women. As elected representatives, 29 per cent of councillors and 21 per cent of mayors are female. Following intense efforts by ALGWA, the federal government announced in 2009 funding for the ‘Councils for Gender Equity’ program, with the aim of increasing female representation at both the elected and officer levels in local government. ALGWA has just appointed the Local Government Association of Queensland to continue with the 5050 Vision – Councils for Gender Equity program, with funding from the Department of Families, Housing, Community Services and Indigenous Affairs. Currently, more than 160 local governments across Australia are registered, and four have achieved silver status.

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Inaugural gender equity speech, the Hon. Margaret Reynolds, Chair, Advisory Board, Australian Centre of Excellence in Local Government A trip down memory lane and a rallying call for future action One of the joys of being involved in Australian local government for over 40 years is that it gives some perspective on the achievements of the sector, but reinforces the many challenges that remain. This is particularly true when considering the role of women in local government, where some entrenched attitudes persist despite the best efforts of so many people over the years to recognise and add value to the significant contribution of women, and the reality that local government needs women’s experience, energy and empathy. My personal experience with the local government sector dates back to the 1960s when, as a young mum, I discovered a badly maintained children’s playground that caused my three-year-old daughter to sustain an injury. Furthermore, her birthday party on that occasion was disrupted, so after I returned home to administer first aid I contacted my council to report the need for the offending item to be repaired before another child was hurt. My demand for prompt action resulted in an officer saying to me, ‘There, there now – don’t get hysterical!’ So after that introduction to the world of local government, I was determined to find out just how my council responded to the needs of women and children. I organised a Women’s Electoral Lobby group to attend city council meetings on a regular basis to learn about priorities and establish how we could influence them.

management + leadership

Meetings were held at 4 pm, so we took small children, toys and snacks and settled in the public gallery collecting weighty agendas to discover the mysteries of local decision-making. Yes, on occasion we did have to ‘shush’ the children, and every now and then childish chatter would interrupt the serious business, but we persisted, and eventually the meeting time was changed to 7 pm! Whether our attendance had contributed to this decision we will never know, but we welcomed the better scheduling that enabled the range of ratepayers to attend. At the time, there was just one woman elected to the Townsville City Council: Joan Innes Reid, an inspiring leader and social worker. She welcomed our presence at council meetings and said how much better behaved her male colleagues were when we sat in the gallery! We were appalled, as we thought their derisory and sexist treatment of Joan quite disgraceful. Our group became very involved in local government issues: public transport, safety for children, walking or riding bikes to school, parks and playgrounds, issues reflecting the needs of our families at the time. But sitting in on council meetings also encouraged us to learn about the wider range of council business. We became confident about our abilities to contribute to council planning and management because we had inside knowledge about just how decisions were being made around that council table! As a result, we petitioned the council to establish a Women’s Advisory Committee. The idea was well ahead of its time in the 1970s, and we were not successful, but in 1979 I was elected to the Townsville City Council, bringing the total to three women on a council of 10. Arriving at Council, I discovered that I was, of course, in the minority of elected members, and there were very few senior women staff. The only woman to attend our various committee meetings was the city librarian, who was clearly regarded as something of an interloper by her colleagues. She was a forward-thinking individual, and had initiated a mobile lending service to nursing homes and the prison. Of course, the suggestion of investment in a mobile library was out of the question, but I had not reckoned on the response to her request for a council station wagon being rejected by the all-male finance committee. She continued the service, using her own car and paying for the petrol. My four years working at local government level were very rewarding, but I was frustrated by the extent to which

so much of our work was controlled by state or federal governments. It was important background education for me as I headed into 16 years as a Queensland Labor Senator, three of which I served as Minister for Local Government and Minister Responsible for the Status of Women. Within the parliament, and within my own government, local government was seen as a low priority with little relevance to national decision-making. I tried to change this perception by pointing out that in most federal areas of responsibility, it made sense to first contact the local council to benefit from local knowledge and experience, and to then utilise these links to work in partnership at the community level. Sadly, both state and federal governments are still inclined to believe that all wisdom resides within capital cities and Canberra, usually just walking distance from the relevant parliament! It is this myopic view of policy development that limits the effectiveness of too many worthwhile initiatives. Most parliamentarians and public servants put a great deal of thought, effort and genuine goodwill into policy reform that will benefit Australians; however, they often lack the ability to make the practical decisions that will translate that policy into best practice around the country. The reason is simple: there is so little trust in the ability of local communities, through their councils, to participate in policy implementation. Federal and state governments want to control the direction of their policies and have limited commitment to empowering local communities. Of course, many would argue that local councils themselves are reluctant to work closely with their communities, but because local government is the closest arena of decisionmaking to the community, there is a greater chance of citizen participation. Therefore, I would argue that state and federal government should welcome the opportunities that this presents. During my term as Minister, we tried, through referendum, to change the Constitution to recognise the role of local government. But constitutional reform seems very remote to most citizens, and it was hard to gain the necessary support, even though I personally believed it would have made a significant difference to the way local government was treated by federal and state jurisdictions. Now, over 20 years later, constitutional recognition of local government is again on the political agenda, with a current federal parliamentary inquiry, and [a referendum to

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One of the reasons that local government views overtures of new initiatives with federal or state governments with some suspicion is because there is a sorry history of ‘pilot’ programs that run successfully for a few years and then central funding is withdrawn, leaving local councils to struggle to maintain, or be responsible for dismantling, the program. acknowledge local government in the Constitution on Election Day this year]. One of the reasons that local government views overtures of new initiatives with federal or state governments with some suspicion is because there is a sorry history of ‘pilot’ programs that run successfully for a few years and then central funding is withdrawn, leaving local councils to struggle to maintain, or be responsible for dismantling, the program. There is therefore a clear need for financial partnerships to be formally based within intergovernmental agreements that cannot be discarded at the whim of central governments. There are initiatives in that period of my ministry that have survived, and that I believe have fostered better relations between federal and local government. We introduced the formal annual arrangements for Prime Ministerial and Federal Ministers to meet and discuss key issues of national concern. We promoted regional development, environmental protection and social policy initiatives as important areas for partnership. We developed innovation awards and began to draw attention to the significance of Indigenous self-government, and the greater need for the participation of women in local government. That was in 1990, and it was in 2010 that the Australian Centre of Excellence in Local Government (ACELG) was established by the Rudd Government at the University of Technology Sydney, and I was invited to become the Inaugural Chair of the Advisory Board. At the first briefing I attended I discovered that the more the world had changed over those two decades, the more it had stayed the same! Some of the key issues were the financial sustainability of local government, regional development, rural and

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remote councils (particularly Indigenous councils), and – yes, you’ve guessed it – the need to foster greater involvement of women in local decision-making. I was, of course, made aware of all of the efforts made by the Australian Local Government Women’s Association to foster a culture that enabled women to participate as elected councillors. Through ACELG, we worked together on initiatives for the Year of Women in Local Government, and particularly the innovative 50/50 Vision Program. While women are represented to a far greater extent in local government elected positions, the participation of women in senior professional roles is still limited. Real progress has been made in measuring labour force participation in local government, but the results are somewhat depressing; for example, in Queensland, just six of 73 CEOs are women. While nationally we see that women are more likely to have tertiary qualifications (60 per cent women/45 per cent men), less than 30 per cent of women are senior managers in local government, and fewer than 20 per cent are CEOs. Local government rates poorly when compared with federal and state jurisdictions: • federal workforce: 50 per cent • state workforce: 60 per cent • local workforce: 45 per cent, but only 20 per cent work in professional roles, and this percentage has not changed since 1996! Clearly, we need to do much more to encourage women to take on careers in local government. The Inquiry into Women’s Representation on Rural and Regional Bodies found that ‘Women responded they are frustrated with the slow pace of change over the past two decades.’

management + leadership 322921A RHS_Jardine Lloyd | 1872 HIGHRES.pdf

We know the barriers to women’s participation in local government at either elected or professional levels.

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No other risk and insurance advisor understands local government like JLT does.

A 2009 national survey of over 3000 women in local government found that 33 per cent of elected women and 25 per cent of local government women employees indicated experience of gender-related problems. These included: • access to training • work/family balance • bullying • boys’ club bias

Public Sector – Managing Director Stephen Penfold Phone: (02) 9320 2742 Email: Stephen.Penfold@jlta.com.au

• lack of role models • fear of failure • sexual harassment. ACELG is working with the Local Government Managers Association to ensure that the National Skills Shortage Strategy for Local Government has a well-researched plan to support women in local government. Obviously, we also recognise the vital role played by ALGWA in promoting their advocacy over so many years to build the recognition of elected women in our local councils. But, as we know, there remain challenges in both areas. Women have reported that some councils have refused to send delegates to this conference, while others limit training opportunities. Debates about maternity and carer leave remain on the agenda. Despite having women in the most senior positions nationally, some attitudes to women in local government are unchanged since I launched a paper on equal opportunity in local government in 1990. We need to work together to monitor key reforms and work for change. We must encourage young women to work in local government. Career paths must be developed, and we need to support each other to insist that women in local government get a better deal. This is not just related to equal opportunity; it is in the best interests of our communities to benefit from the skills that women bring to decision-making and policy implementation.

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innovation

A close-up view of AS/NZS 2009 Type D-HR wet-night-visible (Visimax™) glass beads, applied to waterborne traffic paint on a sprayed-seal road surface.

WHY DO ROAD MARKINGS DISAPPEAR ON RAINY NIGHTS?

ave you ever wondered why you are able to see road-marking lines far ahead of your vehicle when you are driving at night? Well, the reason is that embedded into the painted lines are millions of tiny glass beads, each acting as a tiny mirror, reflecting your headlamp beams back to you.

Glass beads with a diameter of 0.3 to 0.4 millimetres have been used on painted markings in Australia for this very purpose since around 1952, and have proven very effective at providing clear road delineation at night-time in dry conditions. The problem, however, is that once it starts raining, these lines become virtually invisible – at the very time that you need as much visual information as you can possibly get about the roadway ahead. The reason for this is that under wet conditions, the tiny beads become covered in a film of water that effectively stops the light from being reflected back to you. Reassuringly, this problem can be easily overcome via the use of larger Visimax™ glass beads of approximately one millimetre in diameter (AS/NZS 2009 Type D-HR).

Value Management Study In November 1995, the NSW Roads and Traffic Authority (RTA) (now NSW Roads and Maritime Services, or RMS), at the direction of the State Minister for Roads, commissioned the Department of Public Works and

X • THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK 2013 164 • the australian local government yearbook 2013

Services Production Evaluation Unit to identify key problem areas, review current practices and examine potential improvement options, so that a strategy could be developed to ensure road delineation would provide all the necessary functions. These functions included the requirement for visible road markings during both day and night conditions, particularly in wet weather. A representative from the Queensland Department of Main Roads also participated. As a result of this study, one-millimetre wet-night-visible sized glass beads were introduced to the road-marking specification used in New South Wales. In its most recent Specification R145, the RMS now has set a minimum measurable performance requirement for wet-night visibility of longitudinal pavement markings state-wide. The good news is that this awareness is now spreading through Queensland, with the announcement in June 2010 by the then Minister for Main Roads, The Honourable Craig Wallace MP, that the Bruce Highway and some other major highways are soon to be upgraded with an application of these wet-night-visible sized glass beads. Mr Wallace said that this road safety upgrade initiative was being funded on the basis of the results of extensive road trials conducted in the Townsville district. The Minister added, ‘These new Visibeads will go a long way towards making our roads safer for motorists, particularly at night and during wet weather.’

If you tick 4 one or more of these boxes, you have a serious problem. Do your glass beads… Cause regular bead gun blockages and down time due to dust or contamination, such as wood and rag? Provide low or inconsistent night time visibility (measures of retroreflectivity)? Clump in the bag, causing waste and loss of productivity? Pop out of new markings prematurely? Have high loadings of irrespirable dust, containing high levels of arsenic trioxide and lead? Not pass the National environmental standards set by the CSIRO and your State Road Authority for heavy metals?

100%ian l a r t s u A

IA, TRAl t S a u h A w IN er IANS, MAde Consid rformance TRAl S e u p A NS, By ay t the RAlIA ed T S impac markings m nd u a r fOR A CyCl of you % Re siness 0 u 0 b 1 S* r u G yo SIN and GlASported n u h o N lt e A a I v e l h ha RA ucts im tential s AuSTg some specialitanydproPodtters US the po mental risk din UK rs e tt *exclu o n from P enviro

Not pass the Quality Standards required by AS/NZS2009 Glass Beads for pavement marking material? Not come with a Test Report for each and every individual nominal 1mt pallet.

Some road marking operators, forgetting how good the quality of beads should be, continue to put up with poor performance and downtime, thinking that this is the way it is. Well… it’s not the way it is!

100 –102 Boundary Road Sunshine West VIC 3020 Australia t 613 8325 6777 e glassbeads@potters.net.au

SALT CREATIVE 6130 11/12

innovation

Cultures of innovation By Anitra Nelson, Associate Professor (Adjunct), School of Global Urban and Social Sciences at RMIT University. ‘Innovation’ has become jargon. So, what does it really mean? And how does it apply to local government? In particular, what do we mean by ‘cultures of innovation’?

Various approaches, models and cultures encourage and support ongoing organisational change. They focus on innovation as a driver of continuous improvement, and on embedding a ‘culture of innovation’. Many frameworks for understanding and evaluating cultures of innovation build on the concept of a ‘network society’, ‘network analysis’ and ‘network theory’. Other perspectives are associated with neo-liberal currents, transferring privatesector models to government settings. A more unique approach is ‘co-production’.

Networks

urrent interpretations owe much to the ideas of economist Joseph Schumpeter (1950), who argued that production for the market was propelled by innovation, leading to ‘creative destruction’ of less efficient methods. He used innovation to mean invention, adaption, and technological and organisational change, resulting in novel products, processes and practices.

‘Network theory’ offers ways to analyse and practise innovation. Social network theorists stress the importance of networks for communication and collaboration between people; for example, ‘agents’.

As such, innovation developed a strongly economic meaning associated with the private sector.

Mark Considine et al. (2009) have usefully applied social network theories to local government in Australia. They assume that social activity thrives on collaborative and trusting relationships.

However, over the past few decades, public agencies have stressed innovation, especially organisational and technological changes. In terms of organisational change, flexible and open institutions and cultures integrate innovation as a strategy for continuous improvement in administration and governance. Digital innovations are the most obvious technological changes affecting a range of local government functions, from information collection and processing through to the development of tools for participatory democracy. Today, innovative local government occurs in various spheres and processes: in public management and policy, specific programs and ad hoc experiments, in discrete departments and whole-of-government developments. Driven by technological, financial and organisational changes, innovation often involves both external and internal relationships.

166 • the australian local government yearbook 2013

They examine the incidence and quality of social interactions to understand cultural and political structures within and between groups.

Their in-depth studies of several Victorian local councils suggest that proposals for innovation in a specific context need to incorporate key roles for councillors and bureaucrats as agents of change. Proposers need to identify those who might support and help drive the innovation, and promote it widely inside and outside council to maximise support for it. Considine et al. (2009) have shown how external agents, partners and activities can be used to encourage and maintain the momentum for change. Networking, including ‘networked governance’ or shared and collaborative decision-making, offers a fundamental strategy for innovation.

innovation

Co-production A few years ago, the National Endowment for Science, Technology and the Arts (NESTA), an agency charged with making the United Kingdom more innovative, started promoting ‘co-production’ techniques to overcome the limits and weaknesses of market-oriented approaches to public service delivery. Co-production involves collaboration between users and providers in both the design and delivery of services; co-production is relationship-based, with horizontal rather than hierarchical ties. Co-production develops a new concept of the ‘public servant’, whereby professionals become brokers and facilitators, meeting needs identified by public clients. For local government, clients are residents, local entrepreneurs, non-government and non-profit organisations. Not only is co-production an innovation, but also NESTA views coproduction as a culture of innovation. In the co-production model, ideas can spring from either side of the public service counter. They are discussed respectfully, and improved as discussions spiral into proposals for pilot schemes or experimental trials. Before becoming policy, such programs are holistically evaluated by users, service providers, professionals, politicians and bureaucrats.

Community-based sustainability As the United Nations Local Agenda 21 movement has shown, sustainable practices focus on everyday behaviour

in households, precincts and local communities. Local governments have developed a unique responsibility to encourage and facilitate more environmentally sustainable practices among the residents in their areas; therefore, a significant focus of current innovative local government is community-based sustainability. Climate change is forcing fine-grained adaptation to changes in local environments, from neighbourhoods through to bioregions where local government has a commanding role. A few years ago, Barbara Pini (2009) assessed environmental innovation and commitment in eight councils in New South Wales and Queensland. She pointed out the importance of well-trained, qualified, knowledgeable and bold staff with the power, mission and planning skills to make change. The most innovative of the eight councils that Pini (2009: 190) studied had strong external networks, influences and partnerships, and included community members on 10 committees covering different aspects of environmental management, circulating draft policy documents for community feedback, and encouraging public discussion. It is significant that this council alone also had the resources to devote time and energy to environmental advances, and the foresight to be planning an environmental levy to cover its expenses.

Sustainability challenges If broad engagement across communities and the concept of collaborative decision-making strikes you as impossible,

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innovation

or simply leading to a race to the bottom, then read the Grattan Institute report by Jane-Frances Kelly (2010). In ‘Cities: Who Decides?’ Kelly discusses successful international practices in city governance. The kinds of practices characteristic of cities successfully managing growth and enhancing sustainable practices, such as in urban planning, housing density and transport options, relied even more on engaging citizens than on changes to structures of governance. Kelly (2010: 4) argues that structural innovation runs the risk of being distracting when what is really required for more sustainable cities is initial, intense, detailed and mature public discourse of a kind rarely seen in Australia. In the examples that she offers, Kelly shows how deep engagement at the point of proposals is matched by closure of discussion once decisions are made. This means that in the real-life instances analysed by Kelly, policy changes were not undermined by appeal processes, which simply did not exist. Neither were they subject to change at election time. Decisions that developed out of a sophisticated process of engagement tended to be binding across parties so that the policies were only open for revision on the basis of poor assessments of policy implementation.

Barriers for cultures of innovation If innovation is a characteristic process and product of local government now, what barriers do drivers for innovation encounter in practice? Putting aside reasonable criticism of proposals, reformist and ‘compliance’ cultures are typically risk-averse, avoid changes in direction and show suspicion of any innovation per se. Those with power in existing structures can resent, and become unsettled by and resistant to, ‘threats’ of change. Innovation might require new skills, knowledge, instruction and advice. It might mean employing new personnel or contracting out tasks. Innovation is likely to mean new work relationships, and new values and/or priorities. Implementing innovation that promises to be more effective and efficient might take more time, and produce mixed results in the initial stages. Barriers to innovation also include financial and material limits and costs. If you propose an innovation, all these social and physical aspects need to be considered to convince those whose commitment is required to support and implement the innovation. A local government with a culture of innovation recognises and/or addresses all such barriers within their discursive and decision-making practices. 168 • the australian local government yearbook 2013

Benefits of cultures of innovation If local government is challenged by innovation, it is doubly challenged by innovative community activities. The sustainability movement has spawned a series of groups, such as Transition Towns, who work in tension with local government. They constantly bang on local governments’ doors and, along with innovative and dynamic councillors and council staff, have been responsible for Local Agenda 21 and the ranking of community-based sustainability initiatives as the most impressive among all levels of governmental sustainability achievements. Challenges posed by implementing or simply supporting community-based sustainability suggest that cultures of innovation must involve strategies of broad and deep community engagement, networked governance and transparent debates, as well as responsible and accountable politicians and bureaucrats. The environmental threats resulting from climate change and economic difficulties, such as the instability attending the global financial crisis, demonstrate that innovation is demanded across the many agencies affected by and influencing such challenges. Cultures of innovation in local government take these kinds of challenges in their stride. Indeed, they thrive on them. A culture of innovation is a sign of resilient and vibrant local government. References Considine M, Alexander D & Lewis J (2009) Networks, Innovation and Public Policy: Politicians, Bureaucrats and the Pathways to Change Inside Government. Houndmills/New York: Palgrave Macmillan. Kelly J-F (2010) ‘Cities: Who Decides?’ Report No. 2010-5 Carlton: Grattan Institute. Accessed 9 January 2013 at www.grattan.edu.au/home/cities/decision-making-in-cities Pini B (2009) ‘Australian rural local governments and environmental sustainability: An evaluation of progress’. The Australian Journal of Public Administration 68(2): 182–93. Schumpeter JA (1950) Capitalism, Socialism and Democracy (3rd edition). London: Allen & Unwin.

Associate Professor (Adjunct) Anitra Nelson developed the Innovative Local Government course in the Environment and Planning program in the School of Global Urban and Social Sciences at RMIT University: anitra.nelson@rmit.edu.au.

innovation

Willoughby Council wins Government Leadership Award Willoughby City Council has been awarded the Philip Chun Award for Government Leadership for cultural and entertainment destination The Concourse in Chatswood – one of the largest and most successful local government projects delivered in Australia over the past decade.

he award was presented at the 2013 Property Council of Australia/Rider Levett Bucknall Innovation and Excellence Awards on Saturday 18 May in Sydney. The Awards celebrate innovation and leading practice within Australia’s property development and investment industries, with 107 finalists across 16 categories nationwide. Willoughby Mayor Pat Reilly said the award is a fantastic achievement for the City of Willoughby, and one that the community, staff and councillors should be very proud of. ‘It is an incredible achievement for Willoughby City Council to be labelled a government leader for a project like The Concourse. The Concourse now provides a blueprint for all levels of government to provide large community facilities of any nature that are vitally needed for growing communities across the state,’ Mayor Reilly said.

‘This innovative project is an example of outstanding local government leadership. The result is significant community infrastructure that is now the “heart and soul” of Sydney’s North Shore and will meet the community’s needs for several generations,’ said Peter Verwer, Chief Executive of the Property Council of Australia. Managing Director of Rider Levett Bucknall, Bob Richardson, says Willoughby City Council demonstrated vision, leadership and sound management in delivering a significant community asset. ‘Willoughby City Council is a worthy recipient of this prestigious award, and the community will benefit from the council’s leadership for many years to come,’ Mr Richardson says. The Concourse is the cultural home of the North Shore, and is one of Sydney’s leading entertainment venues, home to a dynamic range of live arts and entertainment. The Concourse incorporates a concert hall and theatre, as well as rehearsal and studio space. It also provides conferencing facilities and venues for hire. Chatswood Library provides over 5000 square metres of books, resources and reference material, entertainment and information. The Outdoor Urban Screen is programmed full of free public entertainment, including digital art, open air cinema, live sporting events, news and national events and live broadcasts of sold-out performances. The Concourse is also home to a handful of great restaurants and boutique retail stores.

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innovation

THINK OUTSIDE THE SCANNER

t’s best to begin discussions on scanning with your endpoint in mind – namely, usable images produced in the most efficient method. Outputting the most images per hour at the least cost is the key driver for any serious scanning operation. Customer service, time-to-money, and total cost of operation all depend on real productivity.

Productivity through intelligent scanning The better the job the scanner does, the less work (and time) is required for image processing and output preparation. Better image quality will minimise error rates from post-process text recognition engines and PDF conversions. As an example, when the scanner can detect colour and switch modes accordingly, remove black borders, clean the images of background noise across a wide mix of documents, detect double feeds as they occur, and detect document size and orientation, all without an operator touching a button, your process is more efficient. The bottom line is that by reducing the number of times an operator needs to ‘touch’ documents or make an adjustment, advanced scanner capabilities can rev up your process.

The right balance In the end, it’s up to you to decide what mix of scanner speed, duty cycle rating, and features best supports your scanning process. Purchase price should not be a prime consideration, as it’s likely to be less of a factor overall than the ongoing expense of labour.

X • THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK 2013 170 • the australian local government yearbook 2013

Better to reduce the labour, training, and skill level required to maintain your desired output levels than to purchase a lower priced, lower quality scanner.

Kodak Document Imaging Kodak enables customers to capture and use valuable information from electronic and paper documents. Our document imaging solutions include award-winning scanners and capture software, an expanding range of professional services, and industry-leading service and support. From small offices to global operations, Kodak has the right solution to feed your business the information it needs.

One great company within another Kodak’s Document Imaging business is the industry’s leader of innovative document capture products, software and services. Kodak has the broadest portfolio of document-capture products, software, capture-based solutions, and service and support to provide the most easy -to-use, accessible, scalable, and affordable solutions for its customers to better capture, manage, archive and deliver critical business information.

Here to support you Kodak Service and Support enables businesses to maximise technology investments by protecting and extending their lifespan through reliable products, and comprehensive service and support through ‘one-call-doesit-all’ capabilities to give customers a single source for all of their service needs on a global basis.

SMARTER DOCUMENT IMAGING WITH KODAK

TRANSFORM DOCUMENTS INTO BUSINESS INSIGHT Kodak’s portfolio of solutions empowers organisations of all sizes to transform paper and electronic documents into business insight. Award-winning scanners and capture software. Industry-leading service and support. A growing array of professional services. It all adds up to having the solutions that make your insight take ﬂight.

Make a change for the better. Kodak.com/go/DI SCANNERS

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YELLOW CHANGES EVERYTHING © Kodak, 2012. Kodak is a trademark .

innovation + technology

SAFETY THROUGH RELIABLE COMMUNICATIONS – ICOM (AUSTRALIA)

com (Australia) was established in 1982 to supply quality radio communication equipment and service to both Australia and the South Pacific region. Icom (Australia) is a wholly-owned subsidiary of Icom Inc., based in Japan, which has sites in other major countries across the world. The company has an extensive range of products manufactured at Icom Japan’s state-ofthe-art facilities, which meet ISO9001:2000 and JISQ9001:2000 standards. Products include: Commercial Land Mobile (Digital and Analogue), Marine (Communication and Navigation), Air band, UHF CB, Amateur and Receiver units. The communications products offered by Icom are recognised worldwide for their quality and reliability. Icom’s commercial two-way radio products are well suited to the demanding rigours present at local government level – everything from public safety, zoning and construction, to conservation and environmental functions. They feature unparalleled build quality and classleading innovations, including vital safety features such as loneworker and man-down alerts. As the name suggests, the loneworker function is designed to assist organisations with

172 • the australian local government yearbook 2013 X • THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK 2013

employees working in secluded areas. It is designed for the worker to initiate calls on a regular basis so that dispatch stations can keep in regular contact, ensuring safety. If a call is not initiated within a certain time period, an emergency signal is sent back to base, allowing emergency procedures to begin. The man-down function uses a motion detector that will send an emergency signal back to base if the radio is kept in a horizontal position for a pre-set time period (hence the name ‘man-down’). In 2013, Icom will be releasing IDAS dPMR, which is a digital radio technology designed to be low in complexity, yet high on functionality. Digital radio systems offer many advantages over analogue. Although output power remains constant, digital signals can effectively be received over greater distances and remain audible right up to the fringe of the transmission range. Analogue signals, however, will deteriorate the further away they get from the point of transmission. Signals are also much clearer on digital radio, and offer added security through encryption. With the advanced flexibility of IDAS dPMR, communications systems can be upgraded one radio at a time if need be, putting the digital migration path in the hands of the organisation. This is because the controller essentially acts as an interpreter between different protocols. It is the perfect choice for organisations wanting to increase employee safety by integrating a reliable, innovative communications solution into the workplace. When searching for serious communications, count on Icom. Icom is recognised worldwide as a reliable two-way radio brand name. You can find out more about IDAS dPMR radio equipment by emailing Icom via sales@icom.net.au or visiting www.icom.net.au.

technology

High-speed broadband – an enabler for innovation Geof Heydon, Business Development Manager – Digital Productivity and Services Flagship, CSIRO If we look at a few simple technology trends and extrapolate out a few years, it’s quite easy to see a future in which every person old enough to read and write will have at least one smart personal device. In this future, the underlying networks that connect all these devices will be largely invisible to the users, and they will inevitably be a combination of mobile networks and fixed broadband networks.

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n many ways, this is the easy part of the story. The hard part is knowing the exact timing of this future and its potential social implications. It’s quite easy to predict the broad computing, communications, display and digital storage capabilities, but much harder to predict the popularity of specific application and services that might be delivered. So with this in mind, I’m going to take a view of how the deployment of a national broadband infrastructure might enable some interesting innovations.

Background The National Broadband Network Government Policy has established a wholesale access network that will, over the next decade, connect every premises in Australia to one of 121 points of interconnect (POI). It’s important to stop here for a moment and clarify this point. NBN Co has a mandate to do nothing more than connect premises to points of interconnect. This simply translates into approximately 100,000 premises connected to each POI. As has been explained many times, 93 per cent of these premises will be fibre-connected, while about four per cent will be fixed-

technology

wireless connected, and the remaining three per cent will be satellite-connected. Regardless of which technology you get, you will be connected to the POI in your region. These 121 POIs will then be connected by wholesale backhaul providers to retail services providers (RSPs). This figure also shows that not all telecommunications providers fit into the market landscape in the same way. For example, network service providers like Nextgen Networks provide the wholesale-only layer, while players like Optus and Telstra offer a full set of services that include the wholesale products and retail consumer product. Even in these circumstances, the larger service providers will be separated into these layered functions. For example, when the consumer buys a service, it will be from the Telstra (BigPond-branded) retail service provider. Furthermore, if you have a broadband internet service today, your service provider will migrate you from the existing copper telephone wire or coaxial cable (used for cable TV) onto NBN Co’s fibre service. The following figure has been extracted from the NBN Co Wholesale Access Service Product and Pricing Overview for Service Providers document, dated December 2011, and it shows what retail service providers will be charged for NBN services. Note that, apart from the multicast services, these prices are for services connecting

Product component

Stephen Conroy. Minister for Broadband, Communications and the Digital Economy

consumers to the internet and are targeted specifically at the internet service provider market. Almost all social commentary about the NBN implies that it is simply for connecting homes to the internet. In fact, the NBN is designed to support multiple simultaneous network connectivity services, and up to four separate broadband retail service providers can deliver services simultaneously to every home. The following picture shows the NBN optical network termination that will be used in most households. This has four ethernet ports and two voice ports, so in theory, a single home could separately purchase two individual voice services and four individual data services. Of course, this is not a practical situation, but the network does support this model.

Monthly charge

Non-recurring charge

Optical Distribution Frame Termination Point

Zero charge

Full Rack

$2000

$1500

Half Rack

$1200

$900

Cross Connect

Zero charge

1 Gigabit per second 1000BaseLX – 10-kilometre range

$200

$1000

1 Gigabit per second 1000BaseZX – 40-kilometre range+

$500

$7000

10 Gigabit per second 10GBaseLR – 10-kilometre range

$400

$5000

10 Gigabit per second 10GBaseER – 40-kilometre range+

$1000

$35,000

$20

N/A

$2.50

N/A

12/1 megabits per second

$24

N/A

25/5 megabits per second

$27

N/A

25/10 megabits per second

$30

N/A

50/20 megabits per second

$34

N/A

100/40 megabits per second

$38

N/A

Facilities access

Network-Network Interface

Connectivity Virtual Circuit Per 1 megabits per second (for all traffic classes) Multicast domain* (Minimum 100 megabits per second increments) Multicast domain: Per 1 megabits per second Access Virtual Circuits (downstream/upstream)*

Notes: * Denotes the monthly recurring charges listed are includsive of an Access Virtual Circuit definted by the Traffic Class 4 speed combination and a User Network InterfaceData. Optional 150 kilobits per second Traffic Class 1 telephony capability is also included in the listed prices for fibre. + intended for future release.

the australian local government yearbook 2013 • 175

technology

Device enablers

giving business a real challenge.

I referred earlier to smart personal devices. These include smartphones and tablet devices – Apple IOS, Android or Windows-based. Regardless of your preference, these all have some very important capabilities. They (almost) all have both a mobile data network connection and a fixed data network connection using wi-fi as the connecting interface. In fact, they can all automatically search for available networks and default to wi-fi connected fixed broadband if both are available, only switching to the mobile data network if wi-fi is unavailable. This simple characteristic delivers a few interesting outcomes. For example, when the device user does something that requires the device to connect to the internet, the typical user does not know which of these two networks will be used. If you were at home, chances are you would be connected to your home broadband service; if you were out and about, you would be connected to the mobile data network; and if you were in the office, it could be either.

The CIOs of businesses are faced with the challenge of these young employees who BYO devices and applications. They use their social networks to solve their business problems, and, in many situations, their IT problems, too. If a CIO prevents this BYO model, then these young employees will simply look elsewhere for a job where they can leverage their skills to the advantage of their employer. We need to appreciate that their use of Facebook may sometimes look like play, but it will also be their resource to solve real problems, so we need to get used to this model. After all, in only a few years from now, they will make up half the workforce and the baby boomers will largely be retired.

An interesting fact is that, today, about one-third of all email is first read on a personal mobile device, but almost 80 per cent of this traffic is carried on the fixed network via wi-fi, and not on the mobile network. If this fixed network traffic from personal devices all shifted to the mobile network, the mobile network would not cope with the traffic volume.

These generational behaviour shifts will have a major impact on the use of social media for business, teleworking and other work practices that all feature in a digital economy.

E-collaboration E-collaboration is simply the ability to collaborate effectively when you are not together in the same room, and remote collaborators are supported by ICT technology and services. At the CSIRO, within our Digital Productivity and Services Flagship and associated lab facilities, we are working on a number of technologies that support this notion of e-collaboration. Some of these include: • enhanced video conferencing

The millennium generation

• remote assistance using augmented reality

The younger generation, often described as ‘Gen Y’ or the ‘millennium generation’, now occupies about one-third of the workforce, and this generation grew up with social networking tools like Facebook, Twitter and YouTube. These tools are entrenched in this generation for social interaction, and are now invading the workspace. This is a rare example of a technology that has evolved in the consumer market and then shifted to the business market. Almost every other technology in history has evolved the other way, from business towards the consumer. This unusual change is

• robots with 360-degree video remote sharing.

176 • the australian local government yearbook 2013

Enhanced video conferencing – we all know about video conferencing, and we all know how a surprising number of these platforms deliver inconsistent results. At the CSIRO, we have taken a very high-quality video conferencing platform and added some very valuable capabilities to it. Initially for our own use in scientific research, we have enabled desktop sharing across the system to facilitate remote control of PC-controlled instruments, including electron microscopes and the

technology

like. Documents of all kinds can be shared and edited in real time with all the participants in a truly collaborative way. The video and audio quality is very high, and the ease with which the users can jump from life-sized views of their collaborators to full-screen views of electron microscope outputs and then to document editing is a real breakthrough in remote collaboration. Remote assistance using augmented reality enables a new way of remotely collaborating. Imagine a situation in which a field worker is called upon to perform some emergency repairs or maintenance on a piece of equipment that he or she has never seen before. We have the technology to deliver a remote expert’s virtual hands into the field worker’s view so that they can be guided through a complex operation by the remote expert. This leverages a symmetrical broadband connection, and a relatively simple high-quality digital video camera and special glasses that can combine the remote expert’s virtual hands into the actual view of the remote worker. Robots with 360-degree video remote sharing – Imagine a robot that can join a guided tour of a museum. The robot can simply be just another member of a tour group walking through the museum, following a guide who describes interesting exhibits and answers questions from the group. The robot captures a 360-degree view of the surroundings and, via a wireless connection to a broadband internet service, enables remote participants to join the tour group and individually control their own view of the exhibits, and engage with the guide as if they were really there.

stimulate innovation. This innovation is critical for all levels of government service delivery as well as the commercial market players, big and small. If Australian innovators effectively engage in these emerging service models, then we can expect to see a real growth in domestic digitally enabled jobs, and this can translate to great export opportunities, as well. Our aspiration based on ubiquitous broadband is proving up with a narrow but real window of opportunity to lead the way in the digital-economy based service models. The potential remote or e-collaboration, as we get used to its capabilities, does as much for business innovation in this century as telephony did in the previous one. Local governments should already be preparing for the digital economy by developing a Regional Digital Economy Strategy, followed by a community engagement plan and setting up an engagement team structured and resourced to include the economic development manager, the planning and environment manager, the engineering and works manager, the community consultation manager and the IT/knowledge manager, as all of these disciplines are critical stakeholders. Andrew Leigh MP at the official launch of the National Broadband Network in Gungahlin. Image © Gavin Tapp.

These three innovations are already improving existing business models and enabling new ones. Over the coming decade, Australia will see broadband available to all premises, and this represents another key enabler. Through the work of the CSIRO’s Digital Productivity and Services Flagship, we are developing these technologies and testing the business models that will emerge. These will transform the delivery of some health and education services, as well as a much wider range of government and commercial services right across the economy. Everything from a child’s music lesson delivered in short and frequent sessions direct to their home at just the moment when they are stumbling over a new skill, to a remote council interaction over a planning application for a home extension – e-collaboration plays a critical role. These online and social media technologies, combined with broadband embedded in the new workforce, will

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technology

James Sinden, Dionne Collins and Matt Strapps having fun with their Business Excellence Co-ordinator, Jess Charlton.

Turning technology into part of the solution For many councils, technology is seen as an expense, not an investment; a problem, not a solution. One mid-sized South Australian council is breaking out of that mindset. Adelaide Hills Council Finance Director Tim Piper explains how.

ake an honest assessment of your organisation’s plans for, say, the next three years. Is technology a part of the solutions you are offering, or a part of the problems you are trying to solve? I suspect that for many Australian councils it is the latter. Why?

Technology in local government There is no doubt that the local government sector got off to a good start with IT. The ability to organise everything and manage vast amounts of detail appealed greatly to the local government psyche. Several bespoke management systems have been developed that offer great benefits to

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councils. Here in South Australia, we seem to have formed several distinct tribes, each using one of the premier council management systems on the market. All have their disciples and all can demonstrate a strong track record. There is, however, a darker side to technology. Computers don’t generate less paper, they generate more. Once you commit to a system, you can quickly become locked in. Your dependence on one main supplier soon limits your flexibility and your agility. Computers can provide a seamless solution, but often at a cost that is more than just financial. Years of in-house development and overspecialisation can combine with, in IT industry terms, a lack of capital to keep pace with the latest developments. In practical terms, this means that organisations often have to do what their software will let them do, rather than what they want to do. For example, if your core system cannot interact with the latest generation of Microsoft products, then you will quickly be left behind.

Foundations, Flexibility and Futures At Adelaide Hills Council (AHC), we adopted a threeyear strategy called ‘Foundations, Flexibility and Futures’ in 2010. Like many councils, we had built up a slightly disparate patchwork of software and licensing arrangements, installed on ageing hardware that had mostly been selected for price. IT staff fought a running battle to keep the network and systems operating, and few people saw technology as an enabler within the organisation.

technology

We assessed our suite of software and, in particular, our dependence on our core management system. We looked at how to improve our monitoring and reporting. Our websites, both internal and external, were struggling to meet the demands placed upon them, and we had no consistent approach to relationship management or case management So we set about building a firm foundation. We upgraded our Microsoft licensing to ensure that everyone always had the same and most current version of software. We standardised wherever possible, and upgraded our remote access from Citrix to VMWare so that all users enjoyed ‘independent’ access.

With large offices in both Stirling and Woodside, AHC was spending $5000 every month on a high-speed copper connection between the two. By constructing a communications tower at Woodside, we switched to a microwave radio link that transmits all internal traffic via the Mount Lofty communication towers. The new link is 10 times as fast, offers 10 times the capacity, and has paid for itself in less than three years.

Mr Hardware and Mr Software One key distinction applied very early was to treat ICT (information and communications technology) and IS (information systems) as separate but connected disciplines. We appointed a manager to concentrate on each (quickly dubbed ‘Mr Hardware’ and ‘Mr Software’) and began to build our flexibility. Using VMWare allowed us to almost eliminate PCs from our offices. Most staff use thin client terminals, usually with twin monitors, and even the most sceptical have been quick to recognise the benefits of the extra work space on screen. We also introduced iPads for elected members and management at the beginning of 2012. These have proved highly successful, saving not only 11 trees’ worth of paper each year through virtual meeting agendas, but also many hours of staff time each week. As people learn how to use PDF documents and to annotate and search them electronically, the iPads have grown even more popular.

‘We’re not salmon – we don’t have to swim upstream!’ We assessed our suite of software and, in particular, our dependence on our core management system. We looked at how to improve our monitoring and reporting. Our websites, both internal and external, were struggling to meet the demands placed upon them, and we had no consistent approach to relationship management or case management.

the australian local government yearbook 2013 • 179

technology

Already our new general ledger is structured according to processes rather than departments, so that financial reports can be generated on either basis. From planning to expiations, property to payroll, every process is being set up in the new system using Business Excellence techniques to improve it. Looking around at developments in the commercial sector, we realised that solutions to many of our problems had already been developed and were widely in use outside local government. Off-the-shelf Microsoft products existed that could help to integrate and stabilise our disparate systems. Clustered around our core management system was a gaggle of supporting programs that reflected and reinforced a ‘silo’ mentality about things like asset management and records.

The first step was to introduce Sharepoint 2010 (we were the first South Australian council to use that version) and provide an easy-to-use intranet called Workspace. A range of team sites and a central bulletin board helped to boost internal communication and eliminated ‘all staff’ email traffic overnight (designing and building Workspace was the easy bit; training and persuading all staff to use it is more challenging, but we are finding that success quickly breeds success). The next step was to use Microsoft Dynamics XRM to build a case management (and customer relationship continued on page 182

The Digital Local Government project (AHC Online) for DBCDE Team. (From left to right) James Sinden (Manager ICT), Dionne Collins (Digital Local Government Co-ordinator) and Matt Strapps (Manager Information Systems).

180 • the australian local government yearbook 2013

information technology

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the australian local government yearbook 2013 • 181 THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK 2013 •X

technology

continued from page 180

management) system. This keeps an accurate record of incoming requests and tasks, but it also feeds the information into other systems as required. Already it interacts with Outlook (email and calendars), and eventually it will combine with the Lync VOIP telephony system to allow ‘call popping’. As calls come in, the system retrieves the caller’s details and case history on-screen immediately. The Lync telephony system has transformed both internal and external calls. Your extension can follow you from desk to desk, incoming call details appear on screen, and voicemails arrive as an email that can even be checked via laptop, iPad or smartphone if the employee is away. An instant chat messaging system has further reduced internal emails and, once the NBN arrives next year, video conferencing will also be available when required.

Business Excellence – what does it really mean? Late in 2011, AHC launched into the uncharted waters of Business Excellence. Applying the principles of the European Framework for Quality Management (EFQM) to Council’s processes, it quickly became apparent that much work was being done in a way that had simply evolved over time. Were we really about to use leading-edge technology, both hardware and software, to run inefficient processes full of waste, bottlenecks and duplication? We spent several months determining exactly which processes, sub-processes and tasks were being operated across Council. Then we discovered the New South Wales Keywords for Council framework, developed to provide standardised records management across local government (but not well-known in South Australia). Unsurprisingly, all of the processes, sub-processes and tasks we had identified fitted into the framework somewhere. Armed with this knowledge, 2013 has been spent preparing to replace our core management system with a new one arranged around processes defined within New South Wales Keywords for Council. Already our new general ledger is structured according to processes rather than departments, so that financial reports can be generated on either basis. From planning to expiations, property to payroll, every process is being set up in the new system using Business Excellence techniques to improve it. The key benefit of Business Excellence so far has been that it has made us improve the processes that we are operating as much as the systems and technology that we use to operate them.

182 • the australian local government yearbook 2013

Embracing the digital age The NBN is coming to Stirling, and AHC has already secured three federal grants to assist with preparations. A digital hub now operates in the Coventry Library, Stirling, and has been buzzing since it opened at the beginning of the year. Santa Claus appears to have delivered a lot of iPads to our residents last Christmas, and iPad training is currently the hot ticket. Of even more significance to Council, however, is the Digital Local Government program (a Commonwealth Government-funded initiative), and AHC is in the middle of designing a new external website specifically engineered to take advantage of broadband. The majority of council websites are structured like Council. If you know how Council is organised, you will, or at least may, quickly find the page that you need. It is apparent from our customer feedback, however, that most visitors do not know (or care) how Council is organised. With expectations raised by lightning-fast and intuitive commercial websites, they do not like our more traditional approach. The AHC Online project will use Google- or Siritype logic to identify what the visitor needs, and take them straight there. It will allow for a great many routine council transactions to be completed online and unaided, and by interacting with the Lync VOIP software it will be able to feed straight into audio or video phone calls if required. So how did AHC shift technology from a problem to a solution? By separating ICT from IS, by learning from other sectors, and by stepping outside the traditional council comfort zone for IT. Can your council do the same?

fleet management

When your fleet is not your fleet By Tim Roberts, Vice President and WA Chapter Chair for the Australasian Fleet Management Association The fleet landscape is fluid, driven by changing market conditions, work practices and technology. These factors in turn influence the structure, scale and visibility of fleets across the country. While the business landscape may be fluid, the legislative framework is crystallising in a manner that brings duty of care and chain of responsibility to the fore.

nder rigid workplace governance, fleet operators need to be constantly vigilant to ensure that they meet their responsibilities or risk dire consequence.

Organisational understanding of ‘fleet’, does not necessarily tally with the law’s interpretation, so the devil is not so much in the detail as in broader vehicle usage for business. There are many aspects of traditional fleet operations that will sit comfortably within the workplace legislative framework, with management practices that are diligent and complete; however, peripheral mobile workplace operations may not fare so well under scrutiny. Chain of responsibility and duty of care are hot topics for fleet managers (as they are for business generally), although the extent of those responsibilities is not always apparent or understood. It is not just the punitive aspects for business to consider; there are social imperatives as well. Driving a motor vehicle is a leading cause of death and injury in the

What needs to be done? Firstly, identify the area of risk within the organisation, and secondly, take all practical steps to remove or mitigate potential impact to the organisation and its employees. workplace, accounting for around 1500 fatalities a year. Equally as important, for each death, approximately 10 other people are injured. Add it all up and the economic cost is estimated to be a staggering $18 billion per year. Every organisation has a social responsibility to minimise road trauma, but it must also meet legislative obligations that are clearly defined. First and foremost, under OH&S legislation there exists a legal responsibility to provide a ‘safe workplace’. The requirement goes much further than placing a static responsibility on an organisation; for instance, Section 27 of the Work Health & Safety Act 2011 says you must take reasonable steps to have ‘up-to-date knowledge of work health and safety’. This means that a ‘one-off’ assessment is insufficient; the process must be continually reviewed to ensure that it is current and that work practices always meet the highest standards. As the workplace evolves and fleet dynamics change, it is critical that processes are assessed and modified as needed. The legislation is quite clear in respect to obligations: there are no exemptions, except if you have done everything that is ‘practically possible’; however, what ‘practically possible’ means is not defined. It will continued on page 186 the australian local government yearbook 2013 • 183

fleet management

AUTOROLA ONLINE RE-MARKETING SOLUTIONS: EFFICIENT, FLEXIBLE AND COST-EFFECTIVE WITH REDUCED ENVIRONMENTAL IMPACT

utorola is the world’s fastest-growing vehicle remarketing company, providing re-marketing services to clients in 25 countries.

Here in Australia, it is the team’s efficiency and flexibility, as well as its cost-effective solutions and transparent online auctions, that set it apart from the rest. Perhaps the most exciting aspect of Autorola’s new online approach to vehicle re-marketing is that it has created efficiencies that offer clients a significant reduction in environmental impacts that often result from the movement and storage of vehicles. The online trading platform facilitates a direct transaction between the buyer and seller, and removes the need for the car to be transported to and from a centralised auction house, saving on road transport emissions and congestion. In addition, it removes the need for a centralised auction house and the associated environmental impacts of running a large facility, including energy to run the warehouse, significant use of lighting, electric fencing, fuel used in forklifts to transport vehicles within the auction house facility, waste produced and sent to landfill, water and the chemicals used in cleaning. The environmental benefit of using Autorola, compared with a standard auction house, has been calculated by an independent sustainability reporting company. The results show that each vehicle managed by Autorola will:

X • THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK 2013 184 • the australian local government yearbook 2013

• travel 141.4 kilometres less • save 31.89 litres of diesel • offset 92 kilograms of carbon dioxide equivalent (CO2-e) in greenhouse gas emissions. Each solution from Autorola is tailored to the exact requirements of every individual client. Autorola’s focus is on streamlining a client’s end-to-end re-marketing solution, providing a lean re-marketing service. Autorola’s lean re-marketing service is based on online options for government departments, leasing, fleets, OEM, and insurance companies. Autorola provides customers with sharp pricing coupled with lean processes, from D-fleet to cleared funds leading to improved cash flow, simplified logistics, and minimised asset risk.

If you would like to hear how Autorola can tailor a bespoke online re-marketing solution to help your organisation maximise every advantage and drive revenue, give the team a call today: Philip Browne – Fleet | Direct: +61 3 9020 0820 Mobile: +61 488 282 399 | Email: phb@autorola.com.au Mark Kebbell – Manufacturers | Tel: +61 3 9020 0820 Mobile: +61 432 046 768 | Email: mqk@autorola.com.au David Grey – Salvage | Tel: +61 3 9020 0820 Mobile: +61 448 840 443 | Email: dg@autorola.com.au

Online re-marketing solutions Autorola is the world’s fastest-growing vehicle re-marketing company providing services to clients in 25 countries. Autorola’s philosophy of uncomplicated efficiency is provided at a surprisingly low cost to both vendors and buyers. We will make re-marketing so effective yet simple that both sellers and buyers will only think of when to sell/buy a vehicle – not how to do it. Autorola would like the opportunity to tailor for you an innovative re-marketing solution to maximise every advantage and drive revenue.

Buyer convenience

Your fleet – your way You are the expert in what you want to do with your fleet, so we tailor a solution to suit your requirements and give you the ongoing flexibility to configure as your needs evolve. The platform can be integrated with many new and existing technologies that you may already use.

Buyers across Australia are delighted with the Autorola platforms’ ease to operate, high reliability and great customer service.

Lean re-marketing With efficiency and high sales price our major focus, Autorola can ensure that vendor net returns on vehicle

Get branded Drive customer loyalty, repeat sale and higher returns with a personalised branded platform.

sales are maximised. Buyers can pay higher prices for vehicles because the buyer fees are considerably lower than traditional auction houses. The net result is a win

Power and control

for you.

– One view across your fleet

Global resources, local expertise

Fleet Monitor helps you gain a fully integrated, end-toend view of your business fleet across onfleet vehicles to defleeting and through to sales, accounting and reporting.

The Autorola online re-marketing team in Australia brings a new level of service, accountability and expertise to the Australian re-marketing industry; from understanding your requirements and designing a solution, to implementation and

Get personal Sales-stream and user-access management allow you to market to various buyer groups simultaneously, individually

ongoing support. The team of specialists will work with you to ensure you get what you want.

or in a cascade style depending on your needs and preferences.

Speed to market Once a vehicle is defleeted it needs to be sold quickly, as vehicles continue to depreciate. This will ensure the best net return for you. Autorola’s processes enable vehicles to be sold in days, not weeks. We reach the right buyers independently of vehicle location.

Management team Fleet

Manufacturers Salvage Mark Kebbell

David Grey

Direct: +61 3 9020 0820 Mobile: +61 488 282 399 Email: phb@autorola.com.au

Tel: +61 3 9020 0820 Mobile: +61 432 046 768 Email: mqk@autorola.com.au

Tel: +61 3 9020 0820 Mobile: +61 448 840 443 Email: dg@autorola.com.au

Philip Browne

fleet management

continued from page 183

Most organisations have a high level of control over their general fleet operations; in fact, many fleet managers have a superb handle on their assets. ultimately be up to you or your organisation to make that judgement. Irrespective of this, responsibility cannot be outsourced, and that point was reflected by the High Court of Australia in Kirk v. The Industrial Relations Commission of New South Wales. What needs to be done? Firstly, identify the area of risk within the organisation, and secondly, take all practical

186 • the australian local government yearbook 2013

steps to remove or mitigate potential impact to the organisation and its employees. Any review should, as a minimum, consider any legal, regulatory, operational and reputational risk. With fleet, the rules are clear-cut: a responsibility exists if, as an organisation, you: • supply the vehicle, whether it is owned by the organisation or not, no matter if it is used for business or private use • own the task being undertaken (duty of care) • take part in, or influence, any transport task (chain of responsibility). Most organisations have a high level of control over their general fleet operations; in fact, many fleet managers have a superb handle on their assets. In all likelihood, tool of trade and company vehicles are not the issue, but this is the critical point: greatest exposure does not come from the visible fleet where operations are closely managed. Responsibility exists where any vehicle is used for a

fleet management

business task, irrespective of whether it is recognised as part of the fleet. There are a number of clear circumstances in which this exposure may exist in the mobile workplace: • The organisation outsources a task and directs a subcontractor to perform a function that includes the use of vehicles (or plant and equipment). Responsibility cannot be outsourced; duty of care and a chain of responsibility exist. • Tools of trade or company vehicles are replaced with salary packaging (novated lease) if an employee is required to perform tasks on behalf of the organisation using that vehicle; duty of care and a chain of responsibility exist. • The organisation engages in the practice of paying an allowance or mileage for employees to drive their own vehicles on business; duty of care and a chain of responsibility exist.

We would all hope that an individual takes responsibility for managing their own vehicle and ensuring that it is at all times roadworthy, but we also know that this is not always the case. It may be argued by many organisations that outsourcing can be controlled through contract and specification, or that novated leases are generally new vehicles fully maintained by a third-party provider, and that’s likely to be so. Nonetheless, wider responsibilities exist, and a prudent organisation will assess that risk and act accordingly. The more problematic area troubling fleet managers is the ‘greyfleet’, in particular those privately owned and invisible assets that are used to perform business tasks with minimal management or control. Does it make any

difference whether private vehicle usage is widespread or occasional and ad hoc? Probably not from a legislative perspective; however, the more prevalent the practice, the more likely it is that an incident will occur. We would all hope that an individual takes responsibility for managing their own vehicle and ensuring that it is at all times roadworthy, but we also know that this is not always the case. Imagine, then, a fleet manager taking responsibility for a fleet without having any detail of the assets under their control, or without having the capability to manage them operationally. This means no service history, details of registration or insurance, and no information on age, kilometres or roadworthiness. Further to this, they are unlikely to have inspected the vehicle, determined whether it is fit for purpose, or have any control on maintenance scheduling. It would be considered a totally unacceptable business practice, yet it exists and is widespread. In the case of ‘greyfleet’, it may not be the fleet manager that is directly in the line of fire; the authority to drive a personal vehicle for business purposes or the payment of allowances and mileage may reside elsewhere. Regardless, the organisation and its managers or executives will take the brunt of any action that occurs as a result of an incident. The onus of responsibility is on the organisation to identify, assess and ensure that a safe workplace exists. The profile of fleets is changing, and the reasons are generally economic or operational. The reduction of traditional fleet numbers by outsourcing in any form probably makes practical financial sense and represents good business, but the risk arises when change occurs without due consideration of the legislative framework. There are practical and sustainable solutions for any scenario – even the troublesome use of private vehicles for business purposes. Responsibility for the fleet exists well beyond the obvious and formal boundaries, and an organisation may take three possible routes. The first and most desirable solution is to work within existing operational requirements to identify, manage or eliminate the risk. The second path is to modify the business operations, and in so doing manage or eliminate the risk – an acceptable but perhaps lesspreferred outcome. The third option is to do nothing; this will undoubtedly be the most unforgiving route to take.

the australian local government yearbook 2013 • 187

fleet management

OUTBACK AND FORESTER DIESELS GET A GRIP

ubaru is adding its first automatic transmission diesel to its All-Wheel Drive range, with the introduction this month (March) of the Model Year 2013 Outback 2.0 turbo diesel. The ultra-efficient all-wheel drive (AWD) Outback 2.0D features Subaru’s newest Lineartronic™ Continuously Variable Transmission (CVT), joining the six-speed manual variants. Nick Senior, Managing Director, Subaru Australia, said: ‘Diesel manual Outback now represents around 20 per cent of the model’s sales, so we’re anticipating significant demand for the auto. ‘If our experience with the manual is anything to go by, we’ll end up with a very strong order bank for this car.’ Mr Senior said existing manual diesel Outback and Forester sales were particularly strong in regional and rural areas, where the cars’ cruising capabilities over long distances highlighted exceptional fuel efficiency, underpinned by the essential Subaru SUV ingredients of AWD, durability, engineering and five-star safety rating. The new model will be available in entry-level 2.0D, which adds factory-fitted satellite navigation and 2.0D Premium trims. The Premium adds a variety of features, including electric sunroof, leather trim, eight-way power driver’s seat with memory function, and electroluminescent gauges with colour information display. The automatic diesels will share a wide range of other changes in the Outback Model Year 2013 line-up, including revised grille, front bumper, fog-light surrounds and wheel patterns. Meanwhile, Subaru has just launched its new generation Forester range, which includes 2.0-litre diesel variants, featuring a six-speed manual transmission. The Forester 2.0D-S variant introduces a push button open/close cargo door, ensuring easy access at all times. It includes a memory function for use in low clearance situations. It can be operated with the key fob, or via a dashboard or cargo door button. If the buttons are pressed accidentally, the cargo door will reverse its motion if touching a person or object.

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Features include: Forester’s cargo area is wider too, making loading and unloading even easier. Forester 2.0D-S with keyless entry also introduces a touch sensor for locking, and has heated front seats. The 2.0-litre turbocharged diesel engine produces 108 kilowatts of power at 3600 revolutions per minute (rpm) and 350 newton metres of torque at 1600–2400 rpm. Fuel efficiency is 5.9 litres per 100 kilometres in the combined cycle, and emissions 156 grams per kilometre. It is 1.7 per cent more fuel efficient and reduces emissions 1.3 per cent more in the combined cycle than the superseded version. All Foresters feature high-tensile steel plate, reducing weight and adding strength. Automatic headlights and wipers are introduced in Forester 2.0D-S. Forester diesels also have dual-zone, climate-control air conditioning and alloy wheels, while the premium 2.0D-L variant adds chrome-type inner door handles, colourcoded door mirrors with indicators, front fog lights, leather steering wheel and gear shift, privacy glass (rear passenger doors, rear quarter, rear windscreen), a tail-pipe cover and upgraded instrument cluster. The diesel range-topping 2.0D-S adds automatic cargo door, electric sunroof, front wiper de-icer, heated front seats, door mirror, leather trim, powered driver and front passenger seats (eight-way adjustable), rain-sensing front wipers, factory-fitted satellite navigation, self-levelling dusksensing Xenon headlights with pop-up washers, a smart key and push button start, plus 18-inch alloy wheels.

WHEN IT COMES TO SAFETY, ENVIRONMENTAL COMMITMENT, SECURITY, ENGINEERING PERFORMANCE AND RETAINED VALUE SUBARU IS SIMPLY A SMARTER WAY TO ADD VALUE TO YOUR FLEET.

DNA is what makes Subaru different from every other car in the world, it’s what makes a Subaru a Subaru. It starts with the heart and soul of every Subaru – Symmetrical All-Wheel Drive, a horizontallyopposed Boxer engine and the maximum five-star ANCAP occupant safety rating. Together, our technical innovations and safety credentials combine to deliver performance, environmental credentials, enhanced safety and consistently strong retained value for every Subaru owner.

LIBErTY - Sedan and Wagon Every driver puts different performance demands on their vehicle. That’s why we don’t make just one Liberty – we make several, with some variants available in both sedan and wagon. The well-appointed Liberty range also offers great economy with Lineartronic™ CVT transmissions delivering less than 186 grams of CO2 per km.

OuTBACK - SuV

The Fleet and Corporate Sales team are ably equipped to support business clients with their vehicle purchase needs. Our Fleet and Corporate Sales message is a simple one.

Allows you to take on challenging conditions with confidence. With its technological advancements and appointments the Outback is fit for business, both in the city and the country. Also available in a Diesel variant with manual transmission. CVT available Feb/March 2013.

We offer:

IMPrEZA - Sedan and Hatch

• Commitment to our customers;

Impreza is packed with cutting-edge features, technology and style. Different from the ground up, it’s the small car with a totally new perspective. It features economical Stop-Start technology which makes it ultra fuel efficient. In fact, Linerartronic™ CVT transmission models produce less than 160 grams of CO2 per km.

• Engineering performance; • Environmental commitment and continuous improvements; • Enhanced security features; • Active and passive Safety; and • Renowned Retained Value.

TrIBECA - SuV

Subaru is simply a smarter Fleet choice.

This spacious seven-seat luxury SUV combines the agility of a passenger car with the adventure of AWD.

Our ALL-WHEEL DrIVE rAngE

LIBErTY EXIgA - Wagon

FOrESTEr - SuV Designed to give you the capability and flexibility you need to run your business whether it be in the city or country. Also available in a Diesel variant with manual transmission. All new Generation Forester released January 2013 It features economical Stop-Start technology which makes it ultra fuel efficient. In fact, Linerartronic™ CVT transmission models produce less than 188 grams of CO2 per km.

For more information please call 1800 22 66 43 or visit subaru.com.au

The Subaru Liberty Exiga 2.5i combines seven-seat luxury with the versatility and driving confidence of Symmetrical All-Wheel Drive and the safety of Vehicle Dynamics Control. Standard state-of-the-art Linerartronic™ CVT and a long wheel base provide a comfortable and smooth drive for you and your passengers.

XV - SuV XV breaks the mould, blending exceptional SUV capability with exhilarating handling, innovative design and electrifying lines. It features economical Stop-Start technology which makes it ultra fuel efficient. In fact, Linerartronic™ CVT transmission models produce less than 160 grams of CO2 per km.

Fleet & Corporate

fleet management

SUMMIT FLEET LEASING AND MANAGEMENT IS A COST-SAVING COMPANY we just happen to be doing it in the motor vehicle fleet industry.

ehicles are a vital component in the running of any successful organisation. A fit-for-purpose fleet solution offers flexibility in helping you on the road, servicing the community efficiently and reliably. However, with increased functional responsibility, fleet needs also grow. The management of this change is often overlooked as it is a full-scale fleet operation from cradle to grave. This incorporates sourcing, delivery, insurance costs, fuel cards, toll management, roadside assistance, re-registration, infringement management, service, maintenance, repairs, accident management, tyre replacements, data management and driver support. You now have multiple functions doing operational fleet management and you haven’t yet aggregated your supplier data to calculate your whole-of-life cost. At Summit, we want to turn the tables and help you make strategic fleet decisions without all the operational tasks that accompany them. We want to understand and align with your organisation’s needs and valued local suppliers to effectively partner with and then develop your fit-for-purpose fleet strategy. Summit Fleet Leasing and Management has a reputation for being an experienced industry professional, striving to engage in long-term strategic partnerships, ensuring the solution we reach is the most beneficial for your needs. This is the way we do business. We can support you with some or all components of fleet management and leasing, structured to meet your operational, workplace and financial objectives. Summit also provides salary packaging services and novated leases with unrivalled driver support – the cornerstone to a great employee benefits program. In all instances, we consolidate all transactions into one monthly invoice with a detailed statement. Summit Fleet Leasing and Management stands by its three pillars of value, service and strength. Value for the cost saving and quality contracts we provide to our clients. Service is the core of our business; we are here to service you and your drivers. Strength is derived from our ancestry, with Summit being a wholly owned subsidiary of the Sumitomo Corporation of Japan.

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Case Study: Sale Leaseback Our client owned a fleet of 30 cars, with a value of $600,000. A need to invest in a new community project has seen a prioritisation of capital expenditure. It was determined that the liquidation of depreciating assets would be a prudent step to reduce asset risk and free up cash.

Solution: Summit actively reviewed their fleet policy, structure and asset values; and we aligned the objectives of the client with a sale and lease-back transaction, using a maintained operating lease. Purchasing the vehicles at an agreed amount allowed the client to focus their investment into the community whilst Summit focused on their fleet. After all, we are a cost-saving company, and as a preferred Procurement Australia Partner, we are ready to work with you. The expectations of your operation are too valuable not to have cost-control measures on your fleet. Arrange a consultation today! Contact toll free 1800 Fleet Lease or visit www.summitfleet.com.au to find out more.

Collaborative Fleet Cost Saving Solutions

Summit Fleet Leasing and Management is a cost saving company - we just happen to be doing it in the motor vehicle Fleet Industry. Our specialist organisational programs are individually developed with your objectives and quantified economic value as our focus. Some of the things you should know about us and what we do: Fit for Purpose Fleet Strategies Whole of Life Cost Modelling and Vehicle Policy Support Preferred Procurement Australia Partner Employee Benefit Programs Through Salary Packaging Fleet and Fuel Management Solutions Operating and Finance Leasing Products

Contact Summit Fleet Leasing and Management today to arrange a consultation

Call toll free 1800 FLEETLEASE www.summitfleet.com.au

parks, gardens + equipment

PURSUING PERFECTION SINCE 1649

Fiskars’ belief is that all things, even the simplest, can be made better and smarter. It’s this pursuit of perfection that drives Fiskars to design and manufacture its range of consumer products for the home, garden and outdoors.

ounded in the small village of Fiskars, Finland, in 1649, The Fiskars Corporation is today one of the Western world’s oldest companies and is the oldest company in Finland. It all began in 1649, when a Dutch merchant named Peter Thorwöste was given a charter to establish a blast furnace and forging operation in the small village of Fiskars in Southern Finland. The furnace produced pig iron that was shingled to wrought iron, and, in the early years, Fiskars made nails, wire, hoes, and metal-reinforced wheels from wrought iron. As industrial and economic development accelerated in Europe, Fiskars was at the forefront of innovation and expanded the knifeworks factory to

The oldest surviving building at Fiskars village is the ironworks office from 1765. Picture from 19.12.1922

become a premier steel and ironworks company, manufacturing agricultural machinery, steam engines and household utensils, including candlesticks, forks, and scissors. Fiskars was also one of the first companies in Europe to manufacture microwave ovens. The first pair of Fiskars scissors was created more than 130 years ago and was made of heavy, forged steel. In 1967, Fiskars launched its iconic orange-handled scissors, pioneering a revolutionary manufacturing process, which saw ergonomic handles and innovative blades offering precision, comfort and durability far superior to its peers. Nowadays a must-have in households worldwide, the orange-handled scissors are symbolic of Fiskars’ commitment to exclusive quality and innovative design. Today, Fiskars are still at the forefront of design and technology and are dedicated to producing tools that set new standards for the industry. Fiskars products combine patent-pending technology, ergonomic design features and a distinguished look and feel, supreme in comfort and style.

Fiskars QuikDrill™

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Fiskars products are renowned for their functionality, ease of use and design, and have been recognised worldwide with numerous design awards, including red dot design awards, iF design awards, The Fennia Prize – Good design grows global, International Design Awards (IDA) and GOOD DESIGN™ Awards. In 2011, Fiskars were awarded no fewer than 10 prestigious GOOD DESIGN™ Awards. These awards emphasise quality design of the highest form, function, and aesthetic.

parks, gardens + equipment

Fiskars Telescopic Tree Pruner

Fiskars digging tools

Fiskars’ commitment to innovation has earned many of its craft and garden products the Ease-of-Use certification from the Arthritis Foundation® and helped millions of people suffering from arthritis to continue to do the things they enjoy.

emphasised to minimise fatigue and provide the most pleasant working experience. Long shafts and meticulously studied lifting angles help ensure a natural working posture and a good balance with the load, minimising strain on your back and shoulders.

Fiskars’ range of high-performance garden cutting tools has been developed to do the hard work so that gardeners don’t have to. Passed through rigorous scientific and, consumer testing, the revolutionary PowerGear™ range of pruners, loppers and hedge shears boasts a unique gearing mechanism that multiplies cutting force and, with comfortable handles, reduces pressure on joints. The highly commended PowerGear™ pruners feature a handle that rolls to follow the hand’s natural clenching motion – making the workload easier and eliminating the pain and strain for young and senior gardeners.

Another noteworthy example of Fiskars’ aspiration to reinvent the consumer experience through the use of advanced engineering and materials is the QuikDrill™. The Fiskars QuikDrill™ represents a new approach to soil extraction by abandoning the traditional large helical screw thread of existing garden drill solutions in favour of two optimally angled boron steel blades secured around a sharp soil-piercing drill spike. This design not only works around the challenges of cutting through substrates like thick grass, but also more typically avoids jamming in the soil as the tool penetrates deeper. With optimal penetration of up to 60 centimetres, even in difficult clay or stony ground, Fiskars QuikDrill™ offers a smarter, lighter way of digging and is the perfect solution for planting, aerating, fertilising and installing posts.

Safety is also of prime concern, with the design and development of Fiskars products and the range of tree pruners making hard-to-reach garden tasks accessible from a safe standing position. Fiskars tree pruners are multi-use tools that allow accessibility to tree crowns and dense bushes, enabling a gardener to trim overhead without needing a ladder, or at ground level without bending or kneeling. Fiskars’ ergonomic range of shovels, spades and forks are designed to the principles of ergonomics, with optimised shapes, angles, materials and balance

Fiskars products are available at Bunnings, Mitre 10, Home Hardware and other good Hardware stores. Ph: (03) 8645 2400 | Email: australia@fiskars.com Web: www.fiskars.com

AUSTRALIAN LOCAL GOVERNMENT YEARBOOK 2013 •Y theTHE australian local government yearbook 2013 • 193

parks, gardens + equipment

take the hard work out of Digging Ergonomic Post Hole Shovel

New York’s Central Park

By May Carter, Executive Director, PlaceScape During the mid-19th century, forward-thinking planners in many large cities began to advocate for the development of urban parks and gardens. In many ways, the development of city parks and gardens was not a new phenomenon, but at that time, public access to these spaces was often restricted.

he creation of many 19th-century public parklands was initiated in direct response to increasing residential density in industrialised cities, and concerns about the incidence of disease exacerbated by lack of fresh air and overcrowding. Planning for one of the world’s best-known urban parks, Central Park in New York City, began in 1857. It was promoted as a place for

194 • the australian local government yearbook 2013

physical activity, promenade and social interaction – a role that public parks and green spaces continue to play in Australian cities. By the mid-20th century, dedicated playgrounds were commonly included in parklands to ensure that children could enjoy active play in a safe environment. In the postWorld War II period, increased interest in national fitness also saw more sports ovals and playing fields become part of the public realm, rather than remaining the domain of exclusive clubs and associations. As we enter the 21st century, increasing urbanisation may force us to consider many new issues associated with access to public green spaces, community health and city living. It is possible, however, that provision of parks, playgrounds and sporting facilities is now so interwoven into the urban fabric that they are simply taken for granted. Without fully understanding the benefits of access to parks and public green spaces, communities (and the people who manage them) can become complacent about their value. To add greater complexity to the current situation, where parks and green spaces were once developed primarily as sites for sport and recreational activity, public parklands are now expected to contribute to a range of environmental

functions. Public green spaces assist with urban water management, improve environmental quality, conserve nature, provide wildlife pathways and enhance the visual amenity of the urban landscape. It is also expected that access to parklands will play a role in engendering a sense of place and community connection, influencing feelings of community safety, contributing to the economic value of neighbourhoods, providing spaces for community facilities, cultural festivals or art events, and significantly enhancing residents’ quality of life.

Community benefits of parks and public green spaces FAITH FI1175

Are we taking public green space for granted?

• A trade quality shovel ideal for digging post holes and clearing deep, narrow holes and pits • Ergonomically designed with a long, lightweight handle for extra leverage • Clever 40° angle on the handle minimises strain on the back and shoulders • Sharpened blade allows for easy digging and better penetration of the soil

Park features, such as walk and cycle paths, picnic areas, sports fields and playgrounds, and the general condition of the park, including access, aesthetics, safety and management, all contribute to perceptions of park amenity, with positive or negative perceptions substantially influencing levels of visitation and use. Apart from goodquality green spaces assisting to generate positive social outcomes, parks and other public open spaces can contribute substantial environmental and economic benefits. Some of these include: • Health and wellbeing: People with access to goodquality, usable green spaces in their neighbourhood are more likely to report better general health. Attractiveness and size of public green space can encourage higher levels of physical activity and community use, with potentially better individual health outcomes associated with decreased incidence of cardiovascular disease,

www.fiskars.com Fiskars Australia | Phone 03 8645 2400 | Email australia@fiskars.com

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parks, gardens + equipment

Cyclist, Matilda Bay, Perth.

emerging research has demonstrated that a 20-minute walk in a park is enough to significantly improve children’s concentration, and it is suggested that ‘doses of nature’ may be beneficial in managing some behavioural disorders (such as ADHD).

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hypertension, obesity, diabetes and depression. Apart from physical health benefits, access to nearby green spaces – ‘green exercise’– can result in improved selfesteem and mood. • Community development and sense of place: Access to attractive, well-maintained green spaces plays an important role in generating positive perceptions of neighbourhood quality, satisfaction and safety. Public green spaces also play an important role in reconnecting people with urban nature, and can engender a stronger sense of place. Sense of place is associated with community satisfaction and cohesion, neighbourhood attachment, place identity and meaning, local sentiment and feelings of belonging. • Child development: Social interaction and creative play by children often occurs in parks and playgrounds. Nature-based play can also provide opportunities for children to learn about their local environment and the natural world. In addition, emerging research has demonstrated that a 20-minute walk in a park is enough to significantly improve children’s concentration, and it

parks, gardens + equipment

is suggested that ‘doses of nature’ may be beneficial in managing some behavioural disorders (such as ADHD). • Environmental benefits: Public green space provides a number of material ecosystem services, including temperature modification through mitigation of the ‘urban heat island effect’, better air quality through trapping and assimilation of airborne pollutants, stormwater management and improved quality of water run-off. Vegetated areas provide habitat for flora and fauna, which can contribute to increased biodiversity within urban ecosystems.

digging just got a hole lot easier

• Economic value: The most common economic measure of neighbourhood desirability – residential real estate prices – often reflects proximity to safe, attractive public green spaces.

Community involvement in park planning and activation

QuikDrill™

Fostering sense of place and social connection can be facilitated through community involvement in the planning and design of neighbourhood parks and green spaces. Perhaps most importantly, green spaces that are welldesigned and cared for by the local community feel safer, and people are more likely to use them.

FAITH FI1175

• Optimal penetration up to 60cm • Lightweight steel tube shaft for maximum strength • Depth indication on shaft calibrated in 10cm increments • Three blade options for working diameters of 10, 15 and 20cm

www.fiskars.com Fiskars Australia | Phone 03 8645 2400 | Email australia@fiskars.com

Park redesign by primary school students, City of Melville. 324402A No1_Fiskars | 1872 the australian

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parks, gardens + equipment

Community planting day, Fleming Reserve, Shire of Kalamunda, Perth.

Effective community consultation and engagement includes asking the right questions and enabling all members of the community to have a voice. Questions asked prior to parkland or green space (re)development need to explore how the community wants to use the space, enabling desired outcomes to guide proposed design, rather than simply asking â&#x20AC;&#x2DC;what should be built here?â&#x20AC;&#x2122; More broadly, engaging community members in decision-making about parks and green spaces is not just about design; it can provide valuable feedback on how spaces are currently used, maintained and activated. Various aspects contribute to the success or otherwise of community consultation and engagement. The first step is to identify which organisation is in the best position to undertake the consultation process: can it be done internally, or will external expertise be required? The size, structure and working practices of some local authorities can be a barrier to successful consultation, unless there is a well-defined process of communication between

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5/03/13 2:57 PM

parks, gardens + equipment

internal council officers and community members. Clear coordination, assembly of an appropriately sized team with knowledge and skills, and an understanding of the values placed on public green spaces by community members are imperatives. Council officers who engage in consultation and engagement processes require skills and training to work effectively with community groups. Consultation with community is only one means to engender positive responses to parks and green spaces. The Project for Public Places (PPS), a United States-based not-for-profit organisation, promotes the ‘Power of 10’: the idea that the parks and public places that work best provide communities with at least 10 reasons to visit; whether they are places to play, be active, sit, socialise, look at art, experience nature, learn about local history, or participate in community events. Good parks and green spaces provide enough interest to encourage people to return, to experience different aspects each time they visit. This concept supports the notion that good parks attract different people at different times, ensuring that public green spaces remain active and vital.

Telescopic Tree Pruner • Long reach shaft makes hard to reach garden task accessible from a safe standing position • Shaft length adjustable from 2.4m - 4m, enabling a reach up to 6m • Extremely efficient PowerReel™ mechanism makes cutting 12 times easier compared to standard mechanisms • 32mm cutting capacity

FAITH FI1175

Park ‘activation’ projects can be used to identify potential activity sites and events, create one-stop information and advice points, and develop balanced activity and event programs that meet diverse community needs and expectations. In addition, running events or activities at less-used parks can raise awareness of available community facilities and generate greater use of local parks and green spaces. It is our loss if we simply take these valuable community places for granted.

easy to reach

Dr May Carter holds qualifications in recreation, leisure sciences and environmental management. She is Executive Director of PlaceScape, a not-for-profit organisation based in Perth that works with state and local government agencies, urban planners and developers, and community groups and organisations to promote the health benefits associated with access to good-quality parks and urban green spaces. For more information, contact May (may@placescape.org.au) or visit the PlaceScape website (www.placescape.org.au).

www.fiskars.com Fiskars Australia | Phone 03 8645 2400 | Email australia@fiskars.com

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lighting

PECAN LIGHTING LAUNCHES LRL SAT-S FIXTURE IN AUSTRALIA

ED Roadway Lighting Ltd. (LRL) has introduced a new, smaller form-factor LED street and area lighting fixture. The SAT-S is part of the company’s Satellite Series. While the SAT-S is smaller in size, it compromises nothing in terms of performance and reliability. The Satellite Series fixtures are engineered for a 20-year design life, using high reliability aerospace and automotive grade components. The SAT-S provides up to 80 per cent energy savings and has a total life cycle cost that is substantially lower than conventional street lighting systems. The SAT-S is available in 24 and 48 LED models and a range of finishes. SAT-S benefits:

manufacturer of LED (light-emitting diode) based street and area lighting fixtures and control systems. LRL is located in Nova Scotia, Canada, with research and design facilities in Halifax and a 55,000 square foot manufacturing facility in Amherst. LRL offers a complete range of LEDbased street and area lighting fixtures that meet or exceed IES (Illuminating Engineering Society), CIE (Commission Internationale de L’Eclairage) and IDA (International Dark Sky Association) requirements. LRL’s products are RoHS compliant (free of lead and mercury), provide energy savings of up to 80 per cent and substantially reduce maintenance costs. LRL’s products are currently installed in more than 250 locations in 12 countries, including Australia.

• highest power supply reliability (independently tested in accordance with Telcordia SR-332) • 20-year design life • energy efficient – up to 80 per cent savings • environmentally friendly – RoHS compliant and Dark Sky Association approved • easy to install and maintain – no special tools or training required – fixtures are maintenance-free • lowest total life-cycle cost • wall-mounting bracket available (for commercialindustrial applications).

About LED Roadway Lighting Ltd. LED Roadway Lighting Ltd. (LRL), represented in Australia by Pecan Lighting, is a leading designer and

X • THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK 2013 200 • the australian local government yearbook 2013

For further information please contact Pecan Lighting E: info@pecanlighting.com.au or visit the LRL website www.ledroadwaylighting.com.

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lighting

Lighting for night works

In the middle of winter, the hours during which council works can take place become rather more limited than in the warmer months. Not only are conditions less amenable to outdoor work, but darkness falls before usual business hours are over.

ight work is often carried out during winter, particularly in the northern states where the weather is less prohibitive, but the darkness can cause problems. Additionally, night works are carried out to avoid disturbances to traffic, and to keep to strict project timelines. In order to ensure the optimum safety level for workers on the roads at night, as well as quality work carried out in fair conditions, adequate, reliable lighting is a necessity. Different work zones require different light sources, and there are plenty from which to select. The most important factor is the level of illumination: light falling on a surface. There are two ways to measure illumination: in footcandles (defined as ‘the illuminance cast on a surface by a one-candela source one foot away’), or lux, which

is more commonly used, and equates to approximately 10.764 footcandles. Another important consideration is what is known as ‘nuisance’, which is intolerable glare. Excessive glare can cause hazards on roadways, and can irritate nearby residents. There are three different levels of lighting required on a work zone. Lighting required throughout the work zone is Level I, and Levels II and III refer to specialised lighting to suit the type of work, the difficulty of the work, and how much it depends on worker visual performance. Illumination varies, regardless of the type of lighting being used. The level of illumination depends on the intensity of the lights, the number of light sources, and the distance of the light sources from the lighting areas.

Street lights Existing roadway lighting can be worked into a lighting plan at the site of nighttime construction work. It is inadvisable to use only these lights, however, as the level of illumination will most likely not be sufficient. Fixed lighting is designed specifically for the intended road use – that is, traffic under ordinary conditions. If the conditions change, it follows that the lighting must change, and temporary lighting is likely needed to ensure safety.

Portable illumination As the nature of works is constantly changing, even during one particular phase of works, portable lighting can be a very effective way to augment existing lighting. Such products as trailer-mounted light towers can serve many different purposes, and should be able to continued on page 204

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lighting

continued from page 202

generate the necessary minimum light level required for construction at night. In some instances, floodlighting might also be required.

you don’t have to illuminate the entire zone if you’re only working on one section, and you won’t have to worry about moving your lighting manually.

If not managed correctly, portable light can create glare that may pose a risk to motorists and workers. Tower lights should be aimed directly down upon the work, rather than at an angle or across the work site.

Warning lighting

Balloon lights You may have driven past a work site at night and noticed a glowing globe on a pole. These are balloon lights – another source of temporary lighting often used at road construction work zones. The material of the globe diffuses the light, allowing it to reach many areas of the work area instead of directing a single beam at one area of the zone. Balloon lights produce significantly less glare than ordinary light towers or equipment headlights, making them a good choice for your night work area.

Equipment-mounted lights As some types of machinery are typically used on the types of sites we’re talking about, some of this equipment may have in-built lighting for night work. In addition, a lot of the portable lighting options available can be fixed to your piece of equipment or machinery. As mentioned earlier, road works can move along a stretch of road, and having mounted lighting can be very useful when the work zone is relatively large. This way,

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On top of illumination, there is another type of lighting that is necessary at a work site – warning lights. Traffic needs to be aware of upcoming changes to road conditions, and this is where flashing or rotating beacons can be very handy. These should be mounted on either side of a vehicle, helping motorists to judge their distance. Warning lights should be visible any time the equipment is operating on the closed roadway, telling drivers and workers that there is work occurring in the work zone. These types of lights can also indicate the authorisation for a vehicle to be working in the zone.

Lighting and visibility Though lighting is particularly important during night works, it is only part of the visibility equation. High-visibility safety apparel must be worn by all workers on night works; garments can have retroreflective material, which reflects light that it picks up, and often the garment will be made in a high-visibility (fluorescent) coloured fabric. When it comes to night road works, there is no such thing as too much visibility, so ensure that every measure is taken for the safety and wellbeing of both workers and motorists.

lighting

NEWCASTLE CITY COUNCIL INVESTS IN BRIGHT IDEA

ighting is a critical consideration for council night works, ensuring safe conditions for workers, as well as efficient illumination. Newcastle City Council has started using a new portable, inflatable light tower that is making night works a whole lot brighter. Currently, many councils are using lighting that is bulky, not always reliable, noisy and, once set up, is confined to the one position until the job is completed. The Aust Light Tower is mobile and only weighs 25 kilograms, so it can be picked up easily and moved to wherever light is needed. It consists of an inflatable, adjustable semi-transparent tube and stands up to five metres high, and is capable of illuminating an area of up to 10,000 square metres in less than three minutes from switch-on. Newcastle City Council has recently bought seven of the Aust Light Towers and is looking to purchase more in the near future.

‘We had been looking to purchase lights that gave off good light and were easily manoeuvrable,’ said Shane Humphries, Manager of City Wide Services for the Newcastle City Council. ‘The Aust Light Towers are extremely compact for storage, they don’t take up much room on the job site and they can be easily moved around a site to suit the situation. ‘I find the light the Aust Light Tower produces is perfect, as it is not too glary for motorists. We use the Aust Light Towers for a number of things, such as emergency lighting for call outs, night works for sign and line-marking crews, and night patch works and we plan on using them for mowing median strips on main roads in the late winter afternoons when the light is fading.’

Please Note: NOT TO SCALE - approximate only. Dimensions of advertisement: 190.0mm wide and 131.0mm high.

For more info, photos, testimonials please visit our website

www.austlighttower.com.au X • THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK 2013

the australian local government yearbook 2013 • 205

traffic management

ENHANCING VISIBILITY

Following changes to the UN/ECE104 regulation, the use of partial or full contour reflective markings will become mandatory on all heavy vehicles operating within the European Union from October 2011.

ccording to a leading university study in Germany, more than 95 per cent of night time accidents from the rear or side of a truck could be reduced by using outline vehicle visibility markings, as a truck with outline reflective markings is recognised earlier than an unmarked truck. The reason for this is that outline vehicle visibility markings assist drivers to determine the total size of the truck, allowing more time to manoeuvre safely in traffic. According to a report released by the Laboratory of Lighting Technology at Darmstadt University of Technology in Germany, it has also been proven that a truck retrofitted with outline reflective markings can reduce rear end collisions by up to 41 per cent and side collisions by up to 37 per cent. It is said that 40 per cent of all road accidents occur at night as the ability for people to see objects and vehicles at night is reduced.

3M™ Diamond GradeTM 983 and 987 Series Reflective Tapes are used worldwide for truck markings to help combat this issue. These markings deliver outstanding truck visibility and continuous protection, especially when trucks or trailers are parked on the side of the road. According to 3M™, only 5 per cent of the information we see during the day can be seen at night. This night visibility is also reduced with age. Typically a driver needs

206 • the australian local government yearbook 2013 X • THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK 2013

twice the amount of light to see an object or vehicle to the same capacity every 13 years. The new European legislation that will soon come into play in European Union countries will require the use of approved retroreflective products that carry the E-mark symbol, which is proof that the product complies with all UN/ECE104 testing and performance requirements. As a minimum, trucks will be required to carry Partial Contour Markings. However, due to the low cost of this safety initiative, many fleet owners are opting for Full Contour Markings to maximise truck and fleet safety. In Australia, the average financial loss per truck incident for fleet owners is close to $128,480, as identified in the Major Accident Investigation Report 2009 – National Transport Insurance, National Centre for Truck Accident Research. This figure relates to vehicle damage and repair costs only, and does not take the significant emotional trauma and devastation that accidents can have on families and loved ones into account.

The Australian Trucking Association has produced a free Technical Advisory Procedure booklet that outlines best practices in reflective markings for trucks in Australia. Free copies or more information can be obtained by calling the ATA on 02 6253 6900, or emailing ata@atatruck.net.au.

3M Traffic Safety Systems Roadwork Safety Solutions

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maximum safety & life from your roadwork signs?

Roadwork zones are one of the most dangerous sections of roads for workers and motorists. In fact, people can be up to 5 times more likely to be injured or killed when travelling through a work zone1.

Rest assured you’re getting the most from 3M traffic signs State-of-the-art 3M™ Diamond Grade™ DG3 prismatic reflective technology Extremely durable and fade-resistant reflective sheeting to withstand tough, Australian conditions Meets and exceeds all Australian standards and road authority specifications Help prevent serious injuries, death, liability claims

Road work traffic signs play a critical safety role, warning and guiding motorists, protecting road workers from moving vehicles.

Are you really getting what you pay for? There are many types of reflective sheeting used for roadwork signs – some still use older ‘glass-beaded’ reflective technology and many may not perform or last the life you need in tough roadwork conditions. 3M™ Diamond Grade™ roadwork sign sheeting is highly durable and uses the latest prismatic reflective technology that delivers exceptional levels of sign visibility at all angles and sign life, protecting workers in the toughest working conditions, giving you powerful return on your investment. Do you know what your getting?

Don’t compromise on safety. It’s not worth it. Insist on 3M sheeting to protect your workers. For information on your nearest 3M Certified Provider, contact 3M Traffic Safety Systems on 136 136. References: 1. European Transport Safety Council (ETSC) (2011), “PRAISE – Preventing Road Accidents and Injuries for the Safety of Employees” Report 6, 4

traffic management

State Budget a major disappointment for Melbourne public transport The State Government’s Budget is a major blow to Victorians seeking improved public transport to ease Melbourne’s traffic congestion, not more roads and freeways, Yarra Mayor, Cr Jackie Fristacky said.

‘V

ictorians had been duped into believing the government was serious about public transport, but once again we see major projects like the Melbourne Metro rail project, Doncaster Rail and Rowville Rail on the backburner,’ Cr Fristacky said. ‘The state government is providing major funds for the east west road project when it does not even have a business case. Funding an $8 billion east west road link misallocates Victoria’s resources for limited return. ‘The project seeks to misappropriate the Doncaster rail reservation to widen the Eastern Freeway, undermining the commitment for construction of an eastern rail line to serve the Doncaster corridor. ‘The Melbourne Metro rail project, which would provide the transport capacity equal to 100 lanes of freeway, gets a token $10 million. This sends a clear message that the state government is not serious about the public transport needs of all Melbournians, but is captured by sectional interests.’ Cr Fristacky said Yarra Council vigorously opposed the east west road link.

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‘Melbourne’s future as an international city requires a 21st-century public transport system to meet the huge demand for sustainable travel, and provide the basis for supporting productivity growth by reducing excessive transport costs for business and the community,’ she said.    ‘Instead, Melburnians get disjointed, out-of-date planning, concrete, cars and pollution that will exacerbate congestion and sap the funds needed for vital public transport infrastructure throughout Melbourne. ‘This is not just about Yarra residents – the east west link will disadvantage every Melbournian who aspires to live in a city with improved public transport infrastructure. ‘More than 80 per cent of the 80,000-plus vehicles a day on the Eastern Freeway still seek to exit at Hoddle Street and other inner roads to reach their inner-city destinations. ‘The east west road link will not help them and it will not reduce congestion. VicRoads itself has said in a report that a tunnel would significantly increase congestion on the road network, disrupt utility services and have a business impact.’ Cr Fristacky said improving public transport was the most viable, sensible and sustainable option for Melbourne. ‘A Doncaster rail with effective feeder bus and tram services would remove 800 cars from the road per train – 800 vehicles stuck in traffic is equivalent to a single traffic lane spanning 3.7 kilometres. ‘Travel time from Doncaster to the city by rail would take about 20 minutes – compared to over an hour by car in peak times.’

traffic management

Congestion cutting into family time Perth’s congestion is taking its toll on commuters and families, with respondents to an RAC survey reporting lost family time, increased stress and lower productivity at work.

n average, Perth drivers spend more than three hours a week in congestion, with the social cost of congestion starting to have an impact. Nearly 80 per cent of respondents said up to half of their travel time is spent in congestion.

• ‘It diminishes lifestyle and causes anger and depression.’ • ‘It affects me personally by making me late and under pressure for family time after work.’ • ‘It lessens my paid working hours, lessens my time with family and child-minding, lessens my time for community commitment.’ • ‘My main driving is that of a hospital transport volunteer. Delays due to congestion mean that the job takes longer. We need more drivers (hard to get) and those we have take longer to collect and deliver patients. Our productivity declines as congestion increases. Patients have to wait longer for transport.’ • ‘Traffic congestion costs myself valuable family time.’

The survey of nearly 700 RAC members revealed that congestion results in less time spent with family (46 per cent), less time to do something you enjoy (59 per cent), having to get up earlier (44 per cent) and getting home later from work (36 per cent).

• ‘The congested traffic makes you exhausted, and when you’re back home you cannot have a good time with your family and your children because you are tired.’

RAC head of advocacy Matt Brown said the growing congestion in Perth was forcing people to alter their routines.

Key findings from the survey

‘Western Australians are telling us they’re changing their behaviour, taking different routes and organising their lives around traffic and congestion,’ Mr Brown said.

• 68 per cent have increased stress

‘Our survey shows that 88 per cent of people believe congestion and road delays have increased in the past 12 months. Sixty-eight per cent said congestion makes them more stressed.

• ‘Time away from family. Work-life balance affected with 1.5 hours travel time per day.’

As a result of congestion:

• 64 per cent avoid peak times • 61 per cent say they have been late for work or an appointment • 46 per cent spend less time at home with their family • 44 per cent say they have to get up earlier

‘We’re calling on our members and members of the public to let their local candidates know they’ve had enough and something needs to be done to reduce congestion on our roads.’

• 36 per cent get home from work later

The RAC survey asked respondents to explain the personal cost of congestion for them. Comments included:

• 19 per cent drive more dangerously

• 21 per cent have missed an appointment altogether • 21 per cent say they have reduced productivity at work

• 18 per cent have increased their use of public transport. the australian local government yearbook 2013 • 209

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traffic management

NEW, ALL-WEATHER PAVEMENT MARKING TAPES TO IMPROVE SAFETY Rainy conditions impact road safety

ell designed and maintained road markings play a critical role in road safety, particularly when the road itself is hardest to see – at night, in wet conditions. In fact, drivers are three times more likely to be involved in an accident during rainy or wet pavement conditions, and road or lane visibility can be largely reduced, potentially resulting in devastating consequences.

3M™’s revolutionary solution Using nanotechnology, 3M™ recently developed the world’s first wet-reflective element that can actually retroreflect light in all weather conditions, day or night, and especially when the road line is completely underwater, providing continuous road line visibility when drivers need it most. Now, this unique, wet reflective technology is available in a full range of permanent and temporary road marking tapes that are quick and easy to apply to the road, which can be opened to traffic immediately after application.

The new 3M range 3M™ Stamark™ All Weather Permanent Tape Series 380AW provides outstanding road visibility in dry conditions through to heavy, continuous rain. Series 380AW has distinctive colour properties, excellent durability for longterm road presence, and superior reflectivity retention. It is available in white and yellow and a range of common sizes.

3MTM StamarkTM Series 380AW’s superior optical technology provides continuous delineation – day or night, wet or dry

3M™ Stamark™ All Weather Temporary Tape Series 710 provides all-weather temporary line visibility for up to six months, as well as easy and clean removal, which will not damage the road surface when removed. The Series 710 range is available in white or yellow, and a range of common sizes.

3M™ Stamark™ Series 380AW- edge line treatment, providing optimum line visibility on sharp corners.

two-way and multi-lane roads, pedestrian crossings, sharp corners, stop bars and intersections, level rail and tram crossings, freeway entrances, exits and off ramps, bridges and underpasses, and black spot zones. The South Australian Department for Transport Energy and Infrastructure (DTEI) is currently conducting a trial of yellow coloured 3M™ Stamark™ All Weather Pavement Marking tape Series 381AW. DTEI maintains a number of yellow box hatchings on rail crossings where there is the possibility of vehicles ‘queuing’ over the tracks. The existing hatchings are marked with waterborne paint and intermixed quartz to provide a safe level of skid resistance.

3M™ Stamark™ Series 380AW centre lines being applied in Frankston, VIC, March 2011. Photos courtesy of Frankston City Council.

Permanent tape applications 3M™ Stamark™ Tapes offer a wide range of quick and easy-to-install, durable applications, particularly in areas of increased danger. Typical applications for the permanent Series 380AW tape include edge lines, broken and unbroken lines on

X • THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK 2013

3M™ Stamark™ Series 380AW – zebra crossing bars on raised pavement. the australian local government yearbook 2013 • 211

traffic management

3M™ Stamark™ Series 380AW – piano key markings on a raised pavement.

3M™ Stamark™ Series 710, temporary lane closure.

The markings are not reflectorised and usually require maintenance every two years. ‘The 3M™ tape provides skid resistance and contains ceramic beads to provide retro reflectivity in all weather conditions,’ said Peter Mayger, DTEI Manager for Pavement Marking. ‘DTEI will monitor the performance of the box hatching but expects this product will enhance the safety of the crossings and result in a much longer period between re-marking, resulting in less disruption to the motorist.’

DTEI level crossing trial, SA, April 2011 – 3M™ Stamark™ Series 381AW. Photograph courtesy of the DTEI.

Nick Giannetta from Workforce International (SA), who completed the trial, indicated that he was impressed with ease and speed of the application. Since Series 380AW is easy and safe to apply, it also serves as an affordable solution for smaller marking applications and pavement repairs, both on and off the road, especially where equipment access is limited, or the job is simply too small and expensive to professionally remark.

Easy application of DTEI’s level crossing, SA, April 2011 – 3M™ Stamark™ Series 381AW. Photograph courtesy of the DTEI.

3M™ Stamark™ Series 380AW white and yellow permanent tape is also being trialled to improve rail platform safety and line durability. The image below shows a recent trial being applied at the tram platform in Glenelg, South Australia. 3M™ Stamark™ Tape is easy to apply with a basic, handheld applicator and weighted roller.

Temporary tape applications 3M™ Stamark™ Series 710 is designed to highlight safe navigation around temporary work zones or events. It is mostly used to safely navigate motorists through lane switches around road work zones and lane closures.

Improved rail platform safety with 3M™ Stamark™ Series 380AW, at Glenelg Station, SA, March 2011.

3M™ Stamark™ Temporary Tape Series 715 is a blackout tape, used to temporarily cover existing markings during roadwork periods or special events. It can be easily removed without damage to existing markings or the road surface. This not only removes the need to permanently remove existing markings, but also the need to re-apply them once temporary work or the event has completed.

For more information about how 3MTM StamarkTM Tapes can help improve road safety in your region, please call 3M on 136 136 or contact your 3M Traffic Safety Systems representative. 3M™ Stamark™ Series 710, highway switch lines. 212 • the australian local government yearbook 2013

THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK 2013 • Y

traffic management

Council staff joins Traffic Management Centre

Gold Coast drivers can expect better traffic management with a one-network approach by Gold Coast City and Transport and Main Roads (TMR).

n order to better manage Gold Coast traffic, Council officers are now working alongside TMR officers at TMR’s Traffic Management Centre at Nerang.

Proposed as one of the initiatives within Council’s recently released Transport Strategy, the move will create a more efficient traffic management system that is managed with a one-network approach. Mayor Tom Tate and Transport and Main Roads Minister Scott Emerson said the move would result in better efficiencies and cooperation for both agencies, as well as improvements to traffic management for Gold Coast motorists. ‘With this single network approach, motorists will see improved coordination between traffic signals, which will improve traffic flow,’ Cr Tate said. ‘Council officers previously worked from an office in Varsity Lakes, but will now work as one with TMR staff at the Traffic Management Centre.

‘Council and TMR have been working closely together for many years to coordinate traffic signals and traffic flows.’ Minister Emerson said this move would see a more coordinated approach given everyone would now be working in the same location. ‘This is another example of the Gold Coast Council and state government working together to provide a better outcome for all Gold Coast road users,’ Mr Emerson said. Cr Tate said having Council officers working alongside TMR staff was a win-win situation. ‘It means there is no longer a perceived division between Council-controlled roads and state-controlled roads – our focus is on managing the one road network with the aim of improving traffic flow,’ he said. ‘However, I want people to understand this doesn’t mean they won’t ever see a red traffic light. Priority is given to the traffic routes with the larger volumes.’ ‘This move is also necessary so we can prepare for the Commonwealth Games in 2018. ‘With the roads being managed from the one location by one team, we are better able to communicate with emergency services and other stakeholders. ‘Overseas experience shows the success of a major event such as the Commonwealth Games relies on the effective management of traffic and people, and with this initiative the Gold Coast will be ready.’

the australian local government yearbook 2013 • 213

roads

Road safety in Western Australia Safety is always important, and nowhere is this more evident than on the roads. With avoidable road injuries and fatalities happening far too frequently, the need for road safety programs is increasing daily.

o that end, The Western Australian Local Government Association (WALGA), the peak industry body for local governments in Western Australia, has initiated RoadWise, a multifaceted program implemented in order to achieve a safer road network in Western Australia. WALGA’s RoadWise program is the Local Government and Community Road Safety Program that works to build the capacity of local governments, the community and other agencies to effectively deliver road safety initiatives aligned with Towards Zero, Western Australia’s Road Safety Strategy 2008–2020. Towards Zero is centred on the Safe System, which is built on the four cornerstones of Safe Roads and Roadsides, Safe Speeds, Safe Vehicles, and Safe Road Use. The Safe System aims to achieve a statewide road network on which no-one is killed or seriously injured, by 2020. Local governments play a huge part in the implementation of this program, as they are the owners and managers of 72 per cent of Western Australia’s roads, and, as such, have the responsibility to maintain safety standards on those roads. Almost two-thirds of serious crashes occur on local roads; therefore, WALGA’s close involvement with local governments is imperative to achieve a safe statewide road system. In order to assist local governments in achieving this goal, WALGA represents the interests and views of the local government sector on issues affecting road safety. In 214 • the australian local government yearbook 2013

addition to this, policy staff engages with local governments to assist in implementing Towards Zero. WALGA also advocates on behalf of local governments for resources and funding to improve road safety. The Local Government Safe System Project assists local governments in managing road safety at an organisational level. The project aims to increase understanding of Towards Zero, and the standards and policies it involves. Through this project, WALGA also supports local governments in the integration and inclusion of the Safe System into policy, planning and strategies. Another of WALGA’s initiatives is the Community Road Safety Network. The network includes RoadWise committees, local governments, community groups and individuals who are working towards reducing death and serious injuries on Western Australia’s roads. The network recognises the importance of community involvement in road safety to plan, deliver and evaluate effective road safety activities and projects at a community level. Further recognition and encouragement of community involvement in road safety can be seen in the Community Road Safety Grants Program, which provides funding to organisations and groups for community-based local road safety projects that are aligned with Towards Zero. Several types of grants are available, including speed display trailer grants, workforce development grants, and sponsorship grants. In recognition of the need for vehicular safety, WALGA also coordinates a statewide network of nationally recognised Type 1 child car restraint fitters. Not only do they coordinate this network, but they also provide an information service that includes a dedicated telephone line and website regarding the network. Road safety should be a priority concern for all Australian local government entities, and Western Australia is setting a great example.

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the australian local government yearbook 2013 â&#x20AC;˘ 215

security

Rockdale City Council’s Community Safety Program Rockdale City Council has had a Safer City Program funded by a Special Rate Variation of one per cent since 2007. In 2013/14, the Community Safety Levy will yield around $372,000. The Program consists of four elements: • removal of graffiti • CCTV • safer places • community education and programs. With the advent of integrated planning and reporting in local government, we are getting better at being

accountable to the community about what we plan to do, what we expect to achieve by doing it, and reporting back on whether or not we and our partners have made a difference. The following paragraph and graph are from Rockdale City Council’s End of Term Report 2012. The graph below shows the reduction in graffiti requiring removal, with a continuing downward trend since 2006. It was anticipated that the level of graffiti to be removed each year would remain at around 12,000 square metres, but the program has been very successful in discouraging graffiti, and the level in 2011/12 has fallen to just over 4000 square metres. This will allow the Program to concentrate on sustainable community programs in future years. Since that report was written, we have a newly elected council, with councillors who are keen to promote our graffiti removal service; we have a new contractor; and we have made the reporting of graffiti much easier, with reporting now available on the front page of our website.

Total

One of the most prevalent crimes in Rockdale over the years has been dangerous driving, and the Prince’s Highway in Rockdale is the third most accident prone road in New South Wales. This has resulted in an increase in graffiti reporting and removal. The graph below shows our experience in the first 10 months of 2012; it’s a good result in terms of the general level of graffiti being lower than it used to be, and in finding more graffiti that needed to be removed to achieve a cleaner environment. We are now in the process of developing a new Community Safety Program that will consider crime and fear of crime in the community. Our new Rockdale City Plan 2013–2025 prioritises community safety as a result of issues raised during our extensive community engagement. The City Plan is based on partnerships with other organisations, including the NSW Police, to address issues in partnership, as ‘community safety is everybody’s business’. Objective 1.2 of our draft Delivery Program for 2013–2017 is: ‘Our community members feel safe in their homes, workplace and public spaces, and there is a series of services, projects and programs described, aimed at improving safety and perceptions of safety.’

40000 35000 30000 25000 20000 15000

Total

10000 5000

Community building Rockdale City’s safety

0 2004/05

2005/06

2006/07

2007/08

2008/09

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2009/10

Total 2010/11

2011/12

‘Community Safety is Everybody’s Business’ highlights the importance of an actively engaged community in building and encouraging Rockdale City’s safety.

Recent advances in communication and CCTV technologies have allowed us to develop more costeffective approaches to wider city coverage, beyond the earlier Brighton Le Sands CCTV system. Mobile CCTV cameras placed at identified illegal dumping hotspots have led to the deterrence and prosecution of illegal dumpers. Increasingly, residents and businesspeople send photographs from mobile phones when reporting road safety concerns to both Council and the police. While digital hand-held technology has facilitated rapid reports and safety responses, it is the community’s active engagement that is central in building safety. Further community capacity building will enable action research, sound local intelligence gathering, development of partnership initiatives, safe place making, frameworks for continuous improvement and, importantly, local advocacy to state and federal governments.

Safe public place making Safe public place making was viewed as Council’s most important role by Rockdale’s community. The other major identified concerns were, in order after Dangerous Driving: domestic violence, stealing from motor vehicles, and public order. To date, Council has directed most of the safety levy to the fourth priority Public Order. This has been invested in the CCTV camera systems and the graffiti removal service. Extensive community engagement informing the City Plan, Delivery Program and Operational Plan development has again identified the community’s need

Community capacitybuilding is needed to develop and support generational and cultural harmony to achieve these safe and prosperous places.

the australian local government yearbook 2013 • 217

security

Community capacity-building is needed to develop and support generational and cultural harmony to achieve these safe and prosperous places. This is beyond the scope of urban planning, and involves council developing community opportunities and partnerships that build upon the social assets of Rockdale City. and willingness to participate in safe public place making. Rockdale’s residents care about their neighbourhoods. Like local businesspeople, they are experts in what works well here. As residential density increases, this need for safe, shared public places will also increase. Community capacity-building is needed to develop and support generational and cultural harmony to achieve these safe and prosperous places. This is beyond the scope of urban planning, and involves council developing community opportunities and partnerships that build upon the social assets of Rockdale City.

Community safety challenges and opportunities Council enjoys a well-established and sound working relationship with the St George Police Local Area Command. Council’s Community Safety Team has daily contact with the Police Community Team – comprising Community Safety Officer, Ethnic Community Liaison Officer, Youth Liaison Officer, and Domestic Violence Officer and Coordinator. Local intelligence is shared and secure; confidential systems have been developed regarding CCTV planning, operations and data. To date, both the Council and police team have observed that technologies are evolving much faster than state guidelines and legislation. Police are requiring that major new developments and business operators install and monitor CCTV systems. Most mobile phones are now potential surveillance devices. Digital technologies deliver community safety opportunities, but also security risks to individuals and organisations.

218 • the australian local government yearbook 2013

Cross-council teamwork Community safety is consistently reported as a high priority in community surveys. Many different council teams have their specialised scope in contributing to a safe city. A major focus in the new financial year is to lead the review and streamline data collection measuring community safety factors.

Reporting The Rockdale City Plan 2013–2025 includes a number of measures for Council and its partners to be accountable to the community for making a difference on community safety. Our community indicators include perception of safety, and are as follows: • Reported crime in the City of Rockdale is falling (crime statistics). • Crime – recorded offences for crimes against the person and crimes against property are decreasing – quarterly reports www.bocsar.nsw.gov.au. • The proportion of people who feel safe in our community is steadily increasing (community survey). • Family violence is decreasing – recorded incidents of domestic violence per 100,000 population are decreasing – www.bocsar.nsw.gov.au. We have undertaken community surveys in 2010 and 2012, and our trends in community satisfaction with community safety are shown below. Over the two years, the importance is less, the satisfaction is less, and the gap between the two is less. We are just about to undertake our 2013 community survey, and it will be interesting to see what the trends will be.

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ENHANCE COMMUNITY SECURITY WITH VIDEO SURVEILLANCE

ublic safety is the main objective of most government security management plans, with local councils striving to fulfil their legal obligation and foster community vitality through the provision of safe, accessible public places and spaces for their citizens. As a secondary objective, local councils also look to reduce the direct and indirect costs associated with damage to, and loss of, public property as a result of theft and vandalism. Physical patrols, monitored alarms, access control and visual surveillance are just some security measures that can help local governments achieve these objectives. Strategies such as imposing penalties on offenders, encouraging citizens to report crime and street lighting programs have also proven to be effective. In deciding which combination of security systems and strategies to use, local governments need to determine which methods will be most effective in combating specific challenges, and be mindful that the solution chosen is seen as a valuable use of rate payer funds.

Safety versus privacy – the hot debate around surveillance Due to advances in technology and fears of increased street crime, visual surveillance is an increasingly popular tool used by local governments, and one that is broadly supported by the wider community. Research carried out last year by ADT Security found that 67 per cent1 of citizens believe that security cameras are an effective anti-crime effort in the community. According to recent media reports, Perth has the nation’s largest number of council-owned CCTV 1

ADT Secure Homes Report 2012

X • THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK 2013 220 • the australian local government yearbook 2013

cameras, with almost 200 positioned throughout the city. Approximate camera numbers for other major capital cities have Sydney with 87, Adelaide with 65, Brisbane with 62 and Melbourne with 54. With the ability to deter crime as well as identify perpetrators and aid investigations into crime and other incidents that may occur, surveillance is an important tool in the fight for public safety. Recent publicised crime cases in Sydney and Melbourne reinforce this. Visual surveillance systems can offer fast response times, and reduce false alarms while also providing comprehensive reporting and recording features. With ADT Security’s video surveillance systems, operators can view images from multiple cameras following alarm activation, dramatically increasing the likelihood of identifying the true cause of an alarm. This becomes particularly important in potentially life-threatening situations where a traditional guard may take too long to respond. Despite the many benefits, some members of the public can view video surveillance as an invasion of privacy, and concerns arise over misuse of images and footage; therefore, it is important that, prior to implementing any visual surveillance solution, local government officials consult with residents to help them understand the benefits the system can provide the community and what it involves.

For more information on the solutions available, please visit www.adtsecurity.com.au or phone 131 238.

PUBLIC area sUrveILLanCe Has PrOven a HIgHLy effeCtIve strategy fOr redUCIng CrIme, vandaLIsm and ensUrIng PersOnaL safety With an ever increasing focus on street violence and the fact that 67% of Australians believe security cameras are an effective anti-crime tool in the community*, itâ&#x20AC;&#x2122;s no wonder more and more Local Governments are turning to ADT Security to help public areas become safer places. With more than 3 million customers world-wide, ADT Security has access to the most advanced technology and are working with many government bodies to reduce crime and vandalism around Australia.

ADT Security visual surveillance systems offer fast response times, reduce false alarms and often provide valuable assistance in crime investigation. This also helps to reduce both direct and indirect costs associated with damage to (and loss of) public property as a result of theft and vandalism. ADT Always There

* Source: ADT Secure Homes Report 2012

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corporate profile

MAKE MONEY AND SAVE RESOURCES – LEVERAGE OFF YOUR FACILITIES Abberfield Industries have been assisting local governments to reduce waste and recover revenue since 1968 with their innovative range of products. Often, services provided by caravan parks, sporting fields, swimming pools and other council facilities are either free or inadequately metered, leading to abuse and waste.

his has become particularly important with recent rises in the cost of electricity. Local government can leverage off their facilities by providing ‘user pays’ control to meter the use of auxiliary services offered. The following are example applications that lend themselves to pre-payment equipment: • caravan parks – hot showers, laundry, barbecue, airconditioners • tennis court and playing fields lighting • swimming pools – hot showers • water dispensing • boat ramp wash down • tanker water filling • photocopy control • car parking entry and exit payment systems. For many applications that capitalise on user-pays services, there can be a return on investment achieved in as little as six months, and usually within one year. Companies such as Abberfield, manufacturers of prepayment equipment, have seen a significant increase in interest during this year. Founder John Colyer has suggested that ‘coin timers have come back into fashion in recent times with businesses and councils reviewing how they recoup the costs of the services they provide.

222 • the australian local government yearbook 2013 X • THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK 2013

‘It isn’t simply a case of charging patrons for services to earn a profit or recoup costs. Our feedback from customers is that patrons tend to be more complacent with their environmental duties while they are using council’s facilities. By overindulging in these services, people are wasting resources, and that affects the bottom line of councils.’ Without some method of control on services, it leaves facility managers no option but to include the cost of auxiliary services into the standard tariff for use of facilities. This penalises the community and environmentally minded citizens, while encouraging the notion that these services are there to be exploited. By applying a control mechanism to auxiliary services, councils can prevent individuals from using resources in excess and reduce overall costs while increasing revenue. John Colyer makes the note that ‘user-pays systems are not the only means of controlling resource waste and targeting the individual users of services. Equipment such as push-button shower timers with a timed ‘off’ period can also be used to allow free use of services while limiting over-use.’

corporate profile

Designed and manufactured in Australia All of the products in Abberfield’s extensive range have been designed by the company’s gifted engineers and produced in their Sydney factory. The Australian Government has recognised Abberfield Industries as an official research and development company due to their innovative, world-class products. This same service is available to design to custom requirements, which could be a complete new system for a very specific application, or as simple as choice of colour and options. Abberfield products are designed with interchangeability in mind to allow for modernisation of equipment, as opposed to replacement. Products allow for easy modular exchange of the working parts and generally by unskilled employees. All electronics and delicate parts are contained in robust double-insulated electrically safe moulded housings. This concept allows product support worldwide, and for that concept, Abberfield received the Australian Technology Showcase Award. With the quality of Abberfield products, long service life can be expected and there are a considerable number of the original products still operating decades after their installation. The long service life and high security of traditional products provide the best whole-of-life cost.

Get your resources working for you. Coin / Token / Card controlled machines “User pays” controllers for council facilities

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10 Series Controller Coin or token operated 240V or 12V models Single or multiple denomination. Many options available Model PBC60

Push Button Control (model PBC60) Suitable for BBQ, shower and air conditioning control. Timer with adjustable “on” period and “off” period, enforces an off period to encourage reduced water / power use

Model CT10F

Car parking 1000 Series Water Dispensing Floodlights High Security Free Standing Coin showers Self-contained plumbing Power outlets Many housings Air conditioning and styles avalible Water dispensing Laundry equipment Boat wash down and more

With the cost of electricity, there has been a rapid and continual growth in the prepayment of floodlight control, particularly for tennis, netball and squash courts, but also playing fields, horse arenas and other public lighting areas. Another expanding application is water dispensing for livestock sale yards, tanker filling, boat ramps and recreation vehicle filling. Water can be sold on a volume basis or a timed basis as best suits the application.

Model WD1000SS

20/22 Series Controller Model CT22FL Coin or token operated Floodlight controller 240V or 12V models Model PBC61 Time or volume control Retrofit Push Button Shower (PBC61) Single or multiple denomination Now you can have the functionaliy of Suitable for all applications the PB60 and it fits between the shower rose and the wall. No Electrican or Plumber required

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A video addressed to Councils can be found on Abberfield Industries’ home page, www.abberfield.com.au

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32 Cross St, Brookval Sydney, NSW 2100 Australia

Ph: 02 99392844 Fax: 02 99383462

Email: contact@abberfield.com.au Web site: www.abberfield.com.au

theTHE australian local government yearbook 2013 • 223 AUSTRALIAN LOCAL GOVERNMENT YEARBOOK 2013 •Y

waste management

Leading e-waste recycler to boost national TV and computer recycling scheme

The National Television and Computer Recycling Scheme has received a major boost, with one of Australia’s largest e-waste recyclers signing up to deliver services.

arliamentary Secretary for Sustainability and Urban Water Services, Amanda Rishworth MP, announced that Electronics Product Stewardship Australasia, which is part of the Sims Recycling Solutions group, has been approved by the Australian Government to deliver services under the groundbreaking scheme. ‘The scheme is already boosting recycling rates for televisions and computers in Australia by providing households and small businesses with access to free recycling drop-off points for these products. Since the first recycling services were established in May 2012, thousands of tonnes of unwanted televisions and computers have been recycled under the scheme,’ Ms Rishworth said. ‘This scheme is the first of its kind in Australia. It requires television and computer importers and manufacturers to fund recycling services for those products. As an approved service provider under the scheme, Electronics Product Stewardship Australasia is able to sign up manufacturers and importers and collect and recycle products on their behalf.’ Electronics Product Stewardship Australia is part of the Sims Recycling Solutions group, one of Australia’s largest electronic waste recyclers. The approval of Electronics Product Stewardship Australasia follows that of ANZRP, DHL Supply Chain and E-Cycle Solutions in 2012, and

224 • the australian local government yearbook 2013

will boost the capacity of the scheme to meet increasing recycling targets in the coming years. Ms Rishworth said having a variety of providers in the marketplace is an important part of the scheme, as it provides greater choice for television and computer manufacturers and importers. ‘Having multiple industry service providers ensures more recycling options for the community. People now have greater choice of where to dispose of unwanted products at no cost to them, safe in the knowledge that they will be recycled in an environmentally friendly way.’ Ms Rishworth also announced that E-Cycle Solutions has been approved to collect and recycle computers. E-Cycle Solutions has a proven track record under the Scheme, after being approved to collect and recycle televisions last year. E-Cycle is partnering with major electronics retailers to provide free recycling drop-off points at outlets across Australia. ‘The number of e-waste drop off points continues to grow as we approach the first anniversary of the scheme’s commencement. Approved industry service providers have already established hundreds of free recycling points, and the number of drop-off points continues to grow,’ Ms Rishworth said. The National Television and Computer Recycling Scheme is industry funded and run, but regulated by the Australian Government under the landmark Product Stewardship Act 2011.

Further information on the scheme, including service location details, can be found at: www.environment.gov.au/ewaste.

waste management

New standard for e-waste Standards Australia has announced a new Australian/New Zealand Standard for electronic waste.

Mr Blair said the standard recognises that there are laws in place regulating how to comply with occupational health and safety requirements and environmental performance, and that Australia and New Zealand are signatories to international agreements on environmentally sound management of hazardous wastes and pollutants.

The Standard:

‘The standard enhances existing environmental protections and international obligations, while establishing the processes required to reduce the amount of waste going to landfill,’ Mr Blair said.

• promotes recycling and helps reduce e-waste going into landfill • supports legal protections of environment, and international obligations • encourages workplace health and safety ‘The standard will help to divert e-waste from landfill by providing a rigorous process for its collection, storage, and recycling,’ said Colin Blair, Chief Executive Officer, Standards Australia. The Joint Australian and New Zealand Standard, ‘AS/NZS 5377:2013 Collection, storage, transport and treatment of end-of-life electrical and electronic equipment’, will outline minimum requirements for the safe and environmentally sound handling of e-waste. Mr Blair said the standard sets out principles and minimum requirements for end-of-life electrical equipment in order to maximise re-use, reduce the amount of waste going to landfill, safeguard worker health, and minimise environmental harm. ‘The standard states that a lack of full scientific certainty should not be used as a reason for postponing measures to prevent environmental degradation or adverse health and safety effects. The standard sends a strong message regarding the environmental concerns of e-waste,’ Mr Blair said.

Senator Don Farrell, Federal Parliamentary Secretary for Sustainability and Urban Water, welcomed the new standard, which aligns with the Australian Government’s goal of ensuring that e-waste is managed in a manner that protects human health and the environment. ‘The new standard will complement the Australian Government’s National Television and Computer Recycling Scheme, under which recycling services for televisions and computers are being rolled out to communities across Australia,’ Senator Farrell said. ‘Householders and businesses can drop off unwanted e-waste products and be confident that the valuable materials they contain will be recovered, and that any hazardous materials will not enter the environment. The standard also provides environmentally effective guidelines for industry and will help ensure that, from 1 July 2014, at least 90 per cent of all materials in e-waste collected under the National Television and Computer Recycling Scheme are recovered for use in new products.’

the australian local government yearbook 2013 • 225

waste management

E-WASTE RECYCLING AND THE PRODUCT STEWARDSHIP ENVIRONMENT

n 1 July 2012, the Australian Federal Government’s Product Stewardship Scheme commenced for the collection and recycling of certain waste electrical and electronic equipment (‘WEEE’), through the appointment of Approved Arrangements. Predictably, in the first year of operation it has proven difficult to balance the high expectations of stakeholders against the problematic task of constructing collections schemes. What initially materialised was a competitive space in which Approved Arrangements raced to sign up prospective liable party members to create the funding for their individual schemes. In short, this appears to have focused some of the Approved Arrangements’ attention on minimising costs within their logistics and recycling models. It is no great surprise to many, then, that not all of the stakeholders’ needs have been met in this first year, and while this is unfortunate, the merits of the legislation should never be forgotten. This legislation was created first and foremost to keep potentially harmful substances from being landfilled by availing both business and the general public with a means to appropriately recycle WEEE. The question as to the success or otherwise of this basic paradigm remains clouded as we speak. What would not be evident to some stakeholders is the proliferation of new recycling entrants and the growth of some recycling models that lack the integrity of appropriate compliance and processing systems. While many recyclers purport to be recycling in an environmentally sound manner, it must be understood that the appropriate recycling of WEEE materials requires compliance with rigorous processing standards, and the treatment of resultant commodities and waste products in a manner that satisfies both domestic and international standards, such as the Basel convention. Sims Recycling Solutions (‘SRS’) currently holds ISO 9001, ISO14001, ISO18001 and (AS4801) certification and is one of the few certified R2 recycling-compliant recyclers in Australia. SRS operates the only genuine Australian e-waste shredding and downstream sorting process, and has invested in facilities, people and trading partners and, as such, can provide certainty around recycling outcomes. We implore every stakeholder to

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educate themself about the collection and recycling systems being offered in this current environment. At a minimum, recyclers and Approved Arrangements should be able to identify what processes they use and describe the final disposition place of recycling and waste materials. If they cannot provide this basic information, or worse, describe processes and disposition points that clearly fail the environmental standards in place presently, then the question as to their authenticity must be raised. Customers of SRS are assured that we meet or exceed all relevant processing and trading standards. With facilities in Sydney, Melbourne, Perth and Brisbane, and an extended network of trading partners around Australia, SRS offers a genuine national service. We also note that as a means to reassert environmentally responsible recycling as the benchmark in Australia, SRS has been approved to operate an Approved Arrangement known as Electronics Product Stewardship Australasia (EPSA) commencing 1 July 2013. The parent group of SRS, Sims Metal Management (‘SMM’) is a global brand that was recently included, for the fourth year in a row, on the Global Top 100 Most Sustainable Corporations list at the Davos World Economic Forum. Our group has over 90 years’ operational experience in Australia, and it is a brand that can be relied upon. Please contact Sims Recycling Solutions to find out more about our services and solutions offered for e-waste treatment, or, alternatively, if you have any enquiries around the operation of the product stewardship regulations in Australia.

Contact: customerserviceau@simsmm.com

Global leaders in responsible electronics and IT asset recovery, reuse and recycling Sims Recycling Solutions has a strong track record of providing comprehensive, flexible and cost effective electronics and IT asset recovery, reuse and recycling services to both global and local OEMs, businesses, and government departments.

Sims Recycling Solutions delivers real solutions for all your end of life electronic equipment. • Global Top 100 Most Sustainable Corporation. • ISO 14001 Environmental certification. • ISO9001 Quality certification. • ISO18001 OH&S certification. • R2 Responsible Recycling certification. • Full downstream accountability. National locations in Sydney, Melbourne, Perth and Brisbane

Contact details: Web: www.apac.simsrecycling.com Phone: 1300 E RECYCLE (1300 3732 9253) Email: customerserviceau@simsmm.com

water

Pipeline link a lifeline for the Central Coast

Of all the services that councils provide to their communities, it could be said that the most important of these is a safe, reliable water supply. It is imperative that councils maintain the strictest standards of water management in order to service their communities satisfactorily with regard to water provision.

t may seem incongruous that a region called the Central Coast would experience water shortages. The community depends on water for its lifestyle and livelihood, as well as for more basic human needs. The Central Coast is on the northern fringe of Sydney, blessed with beautiful beaches and hinterland, and is home to a population of approximately 300,000. In 2007, total water storage levels in the region dropped to just over 10 per cent, and restrictions on all outdoor water use were put in place. The Central Coast’s water management plan, entitled WaterPlan 2050, proposed the Mardi-Mangrove link; a long-term water supply strategy to ensure the future security of the region’s water. The plan is an initiative of Gosford City and Wyong Shire Councils, funded with $80.3 million from the Australian 228 • the australian local government yearbook 2013

As well as helping the community to recover from periods of extreme drought, the pipeline link will help to boost dam storage levels, and protect the region against future periods of insufficient rainfall; a commemorative document foretells that the link will help to secure the region’s water supply for the next 40 years. Government’s Water Smart Australia Program, added to the $40 million contribution from the two councils. Construction began in March 2010, and was completed in 18 months. The plan entails sourcing water from Wyong River, a perennial river that rises below Watagan Mountains, east of Martinsville, and flows south-east until it reaches its river mouth at Tuggerah Lake, near Tacoma. The water is transferred from the river during medium and high flows

water

The population of the Central Coast region is expected to increase to 465,000 by the year 2051, and the current water system, which caters for the existing population of 300,000, would not have coped with the added demand. – instead of flowing out the sea – to Mangrove Creek Dam, which has the largest storage capacity on the Central Coast. The building of the Mangrove Creek Dam was the largest infrastructure project on the Central Coast – until the pipeline was conceived and took out the number one spot. The transportation of water from the Wyong takes place via the Mardi-Mangrove Link pipeline – which actually comprises two pipelines with a total length of 21 kilometres; Wyong River to Mardi Dam is two kilometres, and the remaining 19 kilometres join the Mardi to the Mangrove Creek Dam at the Boomerang Creek Tunnel. The shorter link carries 320 million litres of water a day, while the longer link transports 120 million. Pumps located at Wyong River – two small and four large – operate symbiotically with the natural flow of the river, siphoning more water in wet periods and less when it’s drier. From the river, the water flows through the pipeline, which covers 21 kilometres of private property, roads and bushland. The pipes are cement-lined, polyethylenecoated mild steel, rubber ring jointed, and were laid using a combination of open trenching, horizontal directional drilling and pipe bridging methods. Water can flow either from Mardi Dam to Mangrove, or in the reverse direction. As well as helping the community to recover from periods of extreme drought, the pipeline link will help to boost dam storage levels, and protect the region against

future periods of insufficient rainfall; a commemorative document foretells that the link will help to secure the region’s water supply for the next 40 years. From its current levels, it is expected that Mangrove Creek Dam will increase its storage level to 70 per cent within the first five years of operation. In addition to the augmentation of the Central Coast region’s water supply, an upgrade of the Lower Wyong River Weir will integrate a flow gauge, monitoring the flow over the weir and transferring the information to the pumping station, which in turn moderates how much water is pumped in accordance with the flow. A new fishway at the weir ensures that the fish in the Wyong can navigate the weir for breeding purposes, and is expected to boost local fish stocks. Environment and heritage considerations were paid due attention during the construction process, including protection of local ecosystems, and ensuring that Indigenous heritage was preserved. Since its completion, it has been revealed that the value of the water pumped into the pipeline system has already exceeded the investment from the two councils into the project, in an incredibly rapid return on investment. The total storage capacity of the area has lifted from 49 per cent to 57 per cent – the highest level since 1994. One month’s water transfer via the Mardi-Mangrove link was sufficient to supply half of the water usage in the region last summer. Wyong Shire Mayor Doug Eaton was delighted with the outcome of the project. ‘This is an amazing turnaround, and shows how the efforts of the community and the councils have helped secure our water supply for the future. ‘Even if it stopped raining tomorrow, if we follow [our water wise rules], we would have sufficient water supply for another seven months,’ said Eaton. The population of the Central Coast region is expected to increase to 465,000 by the year 2051, and the current water system, which caters for the existing population of 300,000, would not have coped with the added demand. Now, the future of water supply on the Central Coast looks much more secure, giving residents and councils the peace of mind required to enable them to go on enjoying the delights of the Central Coast.

the australian local government yearbook 2013 • 229

water

Tiger Dam™ on display at 2012 LGAQ Annual Conference.

DISASTER MANAGEMENT New cost-effective flood mitigation technology really stacks up

ocal authorities play a vital role in ensuring the protection of citizens and critical infrastructure during a natural disaster event. Being prepared is the key to limiting the overall impact of a disaster on a community, as the cost in reparations and lost productivity can be enormous. In 2010–11 only $26 million of annual federal government spending was allocated to disaster mitigation. Yet, in the same period, state and Commonwealth government emergency payments exceeded $1 billion*. Local governments and emergency services authorities need to reconsider their approach to managing disaster risk and ensure the most effective technologies available are included in their emergency management plans. One Australian company, Aus Flood Control, has introduced a new product offering local governments a superior approach to mitigating risks associated with floodwater events. The Tiger Dam™ System is a patented and engineered system of heavy-duty interlocking vinyl tubes that form a

continuous barrier to repel or contain liquids. The innovation behind the product is its quick and flexible response to any floodwater emergency or hazardous spill (HAZMAT). Tiger Dams™ can be customised for every location, depending on the planned usage. They can be stacked, strapped together and anchored in a pyramid shape to a maximum of 10 metres high. The critical advantage is the speed at which they can be deployed. One 15metre length of standard Tiger Dam™ can be filled with water in as little as 90 seconds, replacing the equivalent of 500 sandbags. ‘This is a tangible flood defence option that local authorities can integrate into their disaster management strategy and deploy to protect critical infrastructure such as electricity, water, sewerage, communications and roadways. Other uses include levee topping, containment of hazardous materials, and protection of river banks and beaches from erosion. Tiger Dams™ also have many applications in key

X • THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK 2013 230 • the australian local government yearbook 2013

industries such as agriculture, mining and construction,’ said Aus Flood Control National Sales Manager Mal Furness. ‘Unlike sandbags, Tiger Dams™ are filled when they are in place, and standard Tiger Dams™ don’t require heavy equipment or excess manpower to be deployed onsite. After the disaster, Tiger Dams™ can be emptied of recyclable water, rolled up and stored for future use. They leave the environment virtually untouched, unlike sandbags, which are often used once and require disposal in landfill due to contamination.’ The product is used in 26 countries around the world in North America, Europe, New Zealand and the United Kingdom. For more information about the Tiger Dam™ System please visit the website www.tigerdams.com.au, or contact Mal Furness on 0418 600 911, or mal@tigerdams.com.au. *

Queensland Reconstruction Authority Monthly Report, August 2011.

FRONT LINE DEFENCE AGAINST DISASTERS Introducing The Tiger Dam™ System. A system of heavy duty interlocked vinyl tubes that are filled with water to form a continuous barrier to repel or contain liquids. They are a quick and flexible response to any emergency and can be installed to control flood water or hazardous spills.

Tiger Dam™ VS Sandbags

They can be stacked and strapped together in a pyramid shape to a maximum of 10 metres high. One dam can be ﬁlled in as little as 90 seconds, replicating 500 sandbags. Using Tiger Dams™ will reduce the impact of ﬂooding on a community and minimise recovery costs for government.

PROTECT:  Critical infrastructure – electricity, water, sewerage, communications and roadways  Contain spills of hazardous materials (HAZMAT)  Protect river banks and beaches (erosion)  Protect construction sites  Protect mine sites  Protect residential, commercial or retail premises  Protect agricultural properties

TAKE ACTION NOW AND BE PREPARED AGAINST DISASTERS WITH THE WORLD’S LEADING FLEXIBLE DAM SOLUTION. Contact: Mal Furness on 0418 600 911 or mal@tigerdams.com.au

www.tigerdams.com.au Tiger Dam™ System proudly distributed by Aus Flood Control

finance and business strategy

$11 million for local solutions in local communities Local community groups across 10 regions are set to receive more than $11 million to improve education, training and employment opportunities.

inister for Human Services, Senator Jan McLucas and Member for Blaxland, Jason Clare announced the recipients of the second round of the Local Solutions Fund at the Roundabout Youth Centre in Sefton. ‘The 61 projects that have been allocated funding through this second round of the Local Solutions Fund have been designed by the local community, for the local community,’ Senator McLucas said. ‘By relying on local knowledge and expertise, we can improve the lives of people in a community. That’s why supporting these projects is so important.’ The Local Solutions Fund is part of the Australian Government’s Better Futures, Local Solutions initiative, which identified 10 regions around Australia where help is needed to improve employment, education and social participation. ‘Each of the 10 regions are seeing positive results in the community following the first round of funding announced last July,’ Senator McLucas said. ‘Many of the projects funded in the first round of the Local Solutions Fund have supported young people and jobless families to access community support services, get training and overcome barriers that are preventing them from getting work.’ Chester Hill’s School, Work, Play for Bankstown Youth Today encourages 15–18 year olds in Bankstown to attend school, helping them to set goals and complete homework so they can have the best possible career opportunities.

‘Children in our local area deserve the same opportunities as children right around the country. The School, Work, Play for Bankstown Youth Today program is working to achieve this. ‘Today’s announcement of a further $175,891 for Chester Hill Neighbourhood Centre will mean that they can continue their work with local students.’ Of the 61 projects in the second round, six are located in the Bankstown area, totalling more than $1 million. Projects funded under the Local Solutions Fund are recommended by the Local Advisory Group in each region; a group of local volunteers brought together for their knowledge of the region and their strong desire to see improvements. Cathy Quinn, Chair of the Bankstown Local Advisory Group, said many of the successful projects in this round of funding aim to reduce youth unemployment in the region. ‘We chose projects that focus on addressing the reasons behind high youth unemployment and involve all sectors of the community working together to help improve the situation,’ Ms Quinn. ‘We want to connect local employers with local employees, and these projects can help support that.’ The full list of successful Local Solutions Fund projects is available online at humanservices.gov.au/bfls. • Local Solutions Fund – Round 2 – Project Organisations • Bankstown Local Government Area • Social Ventures Australia • The Helmsman Project Ltd • Chester Hill Neighbourhood Centre • Arab Council Australia • Melkite Welfare Association • Child Abuse Prevention Services • Total funding for LGA (GST exclusive) $1,030,437.27 • Burnie Local Government Area

Federal Member for Blaxland Jason Clare is a great supporter of the Local Solutions Fund.

• Northern Joblink Ltd

‘This is great news for our local community. It allows fantastic organisations, like Chester Hill Neighbourhood Centre, to continue the good work that they do,’ Mr Clare said.

• Burnie Community House Inc.

232 • the australian local government yearbook 2013

• North-West Environment Centre • Burnie Community House Inc. (two projects) continued on page 234

finance and business strategy

CREATING AN EMPLOYER OF CHOICE BENEFIT PROGRAM WITH SUMMIT FLEET LEASING AND MANAGEMENT

s you strive to maintain your organisation’s status as an employer of choice, ensuring you have a robust and nimble employee benefits program is essential. A motor vehicle is one of the most popular salary packaged items in our culture. At Summit, we take the time to combine the unique needs of your organisation’s employee benefits strategy with motor vehicle salary packaging. Summit’s national team is available to assist organisations of all sizes, structure programs and then deliver directly to your employees. Summit’s products and services offer employees choice and flexibility with structures, depending on their desired vehicle type, usage, personal financial situation and objectives. We deal personally with each employee enquiry to understand their specific needs so they enjoy all the benefits available to them. The principal objective is to help the employee salary sacrifice any leasing and running costs into one set monthly payment for an agreed term. Summit can protect against risk on vehicle maintenance and resale dependent on the products used, while managing and reporting on budgeted costs, such as fuel and insurance. The following scenario shows the benefits of packaging a $30,000 car and its running costs over three years for a driver who covers 15,000 kilometres every 12 months.

Estimated Salary Comparison

Employee Contribution Method Unpackaged (ECM)Packaged

Gross Salary

$65,000

Annual Vehicle Costs

$8,136

New Gross Salary $56,864

$65,000

PAYG Tax

$10,781

$13,507

New Annual Net Salary

$39,903

$36,363

Advantage Per Annum

$3,540

Employees benefit from a number of concessions on these types of transactions that directly translate to cost savings. As highlighted in the example, it becomes a tax-effective way to finance a vehicle and reduce taxable income. The vehicle may be used for private use while also accessing fuel, maintenance and fleet discounting. There is greater flexibility with vehicle choice, while payments are fixed for an agreed term, giving surety and cash flow ease, payroll deductions are therefore consistent. Employers gain appreciation and engagement from staff who enjoy personal benefits, meaning staff recruitment and retention is enhanced. The good news is that the savings and advantages from these products and services are not just limited to the employees. When an employee takes advantage of a packaged program from Summit, there is no direct cost to the employer. More employer level savings and value can be derived from reduced organisational FBT liability, as well as no vehicle ownership risk and responsibility. This then correlates to reduced balance sheet exposure and there is also the potential for payroll and work cover concessions in some states. Summit handles all the administration with your designated contact, whilst directly liaising with your drivers and presenting budget and management reporting monthly. Summit Fleet Leasing and Management has been developing employee benefit programs and motor vehicle salary packaging services since inception, and offers the full suite of products and services available. Arrange a consultation today! Contact toll-free 1800 Fleet Lease or visit www.summitfleet.com.au to find out more

*Disclaimer: Summit Auto Lease Pty Ltd accepts no liability for the reliance on the results provided in this calculation. Visit www.summitfleet.com.au for more information.

X • THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK 2013

the australian local government yearbook 2013 • 233

finance and business strategy

continued from page 232

• Ability Tasmania Group Inc.

• Centre for Equality Ltd

• Mission Australia

• The Australian Centre for Social Innovation

• Burnie Police and Community Youth Club Inc.

• Total Funding for LGA (GST exclusive) $988,243.64

• O Group Inc.

• Rockhampton Local Government Area

• Beacon Foundation

• Allenstown State School Parents and Citizens Association

• Total Funding for LGA (GST exclusive) $787,552.73 • Hume Local Government Area • Brite Services • Banksia Gardens Association Inc. • Hume Whittlesea Local Learning and Employment Network • Spectrum Migrant Resource Centre Inc. • Victorian Arabic Social Services • A Gesture • Hanover Welfare Services • Holy Child Primary School • The Salvation Army (Victoria) Property Trust • Bridging Worx Inc. • Dallas Neighbourhood House • Total Funding for LGA (GST exclusive) $730,413.64 • Kwinana Local Government Area • Bridging the Gap Inc. • Meerilinga Young Children’s Services Inc • Bridging the Gap Inc. (two projects) • UnitingCare West

• Roman Catholic Trust Corporation for the Diocese of Rockhampton • Community Solutions Group • Glenmore State High School Parents and Citizens Association • The Salvation Army Employment Plus • Energy Skills Queensland Inc. • Total Funding for LGA (GST exclusive) $743,200.91 • Shellharbour Local Government Area • The Salvation Army Employment Plus • Shellharbour Aboriginal Youth Association Inc. • Access Community Group Ltd • Southern Youth & Family Service Association Inc. • House of Hope Recovery Centre Inc. • Illawarra Aboriginal Corporation • Lighthouse Community Care • Total Funding for LGA (GST exclusive) $1,293,650 • Shepparton Local Government Area • The Salvation Army - Pathways

• David Wirrpanda Foundation

• Goulburn Murray Local Learning & Employment Network Inc.

• Total Funding for LGA (GST exclusive) $1,394,900

• Kaiela Institute Ltd

• Logan Local Government Area

• Goodstart Early Learning Ltd

• Queensland Police-Citizens Youth Welfare Association

• Ethnic Council of Shepparton and District Inc.

• Marsden Education Association Inc.

• Total Funding for LGA (GST exclusive) $1,259,000

• Queensland Police-Citizens Youth Welfare Association (two projects)

• Wyong Local Government Area

• Special Olympics Australia • BoysTown • Total Funding for LGA (GST exclusive) $1,405,722.73 • Playford Local Government Area • Service to Youth Council Inc.

234 • the australian local government yearbook 2013

• St. Philip’s Christian Education Foundation • Youthconnections.com.au • San Remo Neighbourhood Centre Inc. • Toukley Preschool Kindergarten Inc. • Total Funding for LGA (GST exclusive) $1,479,000.

finance and business strategy

SUMMIT FLEET LEASING AND MANAGEMENT SHARES SOME COST-SAVING INITIATIVES FOR THE MODERN MOTOR VEHICLE FLEET

our services and obligations are capital intensive, and savings from running your operations better, faster and smarter are becoming harder to achieve. Summit Fleet Leasing and Management is a cost-saving company – we just happen to be doing it in the motor vehicle fleet industry. Let’s review some areas where we help organisations like yours.

Fringe Benefits Tax

The phase-in of the flat statutory percentage model by the federal government is gradually increasing real FBT costs for many fleets. The use of technology can assist in delivering real vehicle trip purpose information, ensuring that vehicles with a high business use are not subject to higher than necessary FBT. At Summit, the first thing on which we collaborate with you is a projected savings model via a desktop analysis. We can then ensure that the functions and the relevant vehicles are treated and recorded for FBT optimisation. An example of an output from a desktop analysis can look like this: if a $30,000 vehicle does 70 per cent business use and covers 30,000 kilometres a year, the increasing savings from using trip-purpose technology and reporting accordingly is as follows:

2012

2013

2014

Current method

$4104

$5100

$6000

Potential savings p/a

$504

$1500

$2400

*Disclaimer: Summit Auto Lease Pty Ltd accepts no liability for the reliance on the results provided in this calculation. Visit www.summitfleet. com.au for more information.

Fit for Purpose

Are you running the right vehicles to suit the varying needs of your organisation? Are these the most cost-effective in their segment and do they keep your drivers happy? Vehicle policies do not always keep pace with the changing motor vehicle industry.

X • THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK 2013

Summit’s objective is to work with you and share our industry knowledge to ensure that the vehicles in your policy conform to your environmental objectives, fulfil the needs of the community and are as cost effective as possible. We spend the time with industry specialists to compile comparisons across many segments and manufacturers, making a switch can save you thousands! Whole-of-Life Cost

Can you aggregate all your fleet running costs and accurately report down to cents per kilometre? At Summit, we have systems that can granulate your fleet expenses to the level you need. Operational Fleet Management by component from Summit ensures that the mundane tasks like paying invoices and vehicle registrations, managing infringements and accident repairs, and even ordering fuel cards, are carried out via purpose-built systems. Along the way, purchasing benefits and detailed reporting saves you money and presents information ready to be strategically assessed! After all, it is the community you focus on, our business is focusing on your fleet. Summit Fleet Leasing and Management has been developing cost-saving initiatives and motor vehicle policies since inception, and offers the full suite of products and services available. Arrange a consultation today! Contact toll free 1800 Fleet Lease or visit www.summitfleet.com.au to find out more the australian local government yearbook 2013 • 235

property management

Passive fire protection – what does it mean to you or your buildings? By Ross Hodge, Passive Fire Protection Alliance The performance of passive fire protection in public, commercial, industrial and residential facilities is key to ensuring that these structures remain safe, as the building and the compartmentation (sections within the building) are designed to withstand the impact of fire for a prescribed time to allow occupants to escape. For the purposes of clarity, let’s first deal with the references to ‘passive’ and ‘compartmentation’.

he dictionary will tell you the term ‘passive’ defines something as submissive, inactive, lethargic – not actually terms one would wish to associate with the importance of protecting buildings against fire hazards. 236 • the australian local government yearbook 2013

The fire protection systems employed in any building are nearly always holistic in nature, and while the combinations of systems may vary, each provides an essential role in securing the stability and integrity of the structure in the event of a fire.

We can help you maintain your property • Painting Services • Signage • Grounds Services

• Building Refurbishments and Repairs • Electrical and Communications

Contact us to find out more about our services: programmed.com.au 1800 620 911 marketing@programmed.com.au Scan to read our brochure

property management

The role of passive fire protection is to maintain structural integrity in a building for a reasonable time without the building collapsing. This is achieved through providing resistance to heat from a fire, as well as containing the spread of the fire. Chambers’s Twentieth Century Dictionary defines the term ‘passive resistance’ as deliberate refusal, which probably more accurately defines the term passive fire resistance as a means of deliberately refusing to allow the passage of fire and smoke.

‘Compartmentation’ is used as a reference to separating larger buildings into fire resistance compartments, areas or cells. The fire protection systems employed in any building are nearly always holistic in nature, and while the combinations of systems may vary, each provides an essential role in securing the stability and integrity of the structure in the event of a fire. While the systems that are classified and referred to as ‘active systems’ (for example sprinklers, hydrants, extinguishers, detection and alarms) operate more overtly, passive fire protection plays a very proactive role in the protection of life and property as part of a building’s overall fire protection strategy. The role of passive fire protection is to maintain structural integrity in a building for a reasonable time without the building collapsing. This is achieved through providing resistance to heat from a fire, as well as containing the spread of the fire. Elements of buildings with passive fire protection include walls, ceilings, floors,

238 • the australian local government yearbook 2013

and structural steel, as well as doors and glazing, which are designed and installed with a tested and approved fire resistance level (FRL). The FRL can be described as a measured fire rating given to a specific passive fire protection system to ensure compliance with the Building Code of Australia. The FRL has three test criteria expressed in a particular order, being: structural adequacy/integrity/insulation, and expressed as time in minutes. For example, a wall or floor expressed as 120/120/120 means that that element of the building requires fire rating for 120 minutes in each of the three criteria. To achieve an FRL, a test is undertaken to meet the requirements of AS1530.4-2005: Methods for fire tests on building materials, components and structures. The specifications of a building will require fire rated barriers (floors, walls, ceilings) that, when combined, provide compartmentation within the building. Importantly, once that barrier is installed to meet a building’s FRL requirements, it then becomes a passive fire protection system. The most prevalent or basic aspects of a building’s passive fire protection systems are:

Fire compartmentation Dividing a building into discreet fire compartments is by far one of the oldest forms of fire protection incorporated into buildings. By separating larger buildings into different fire resistant compartments, areas or cells (for example separating factories from warehouses, and plant and equipment from common areas, dividing different levels of high-rise buildings, or separating one apartment from another), will effectively increase the safety of building occupants.

FIRE-RESISTANT BARRIERS The Building Code of Australia (BCA) requires fire and smoke compartments for different building classes and types of construction. The separation or compartmentalisation is achieved through fire-resistant barriers. Each barrier is rated with an FRL in its own right. Fire-resistant barriers can be horizontal, including a floor slab; lightweight ceiling or a floor/ceiling system; vertical walls, which can be concrete, masonry (bricks and mortar), or lightweight partition (fire plasterboard or other resistant board) construction. Fire-resistant barriers can also be a combination of horizontal and vertical, such as a bulkhead.

property management

The introduction of new technologies has resulted in a proliferation of communications and data cabling installations in existing buildings. One colleague refers to data cabling as the ‘blue cockroach’, as it just seems to keep rapidly multiplying throughout many buildings. STRUCTURE Structural frames are usually constructed from concrete, steelwork or timber, and can include beams, columns, girders and trusses. Naturally, these elements of a structure are vital to a building’s stability in the event of fire. To enhance the fire resistance of these vital structural elements, fire protective systems are applied to their surfaces. These systems include a variety of fire resistant board systems, intumescent coatings, and various proprietary vermiculite/ gypsum-based spray-on systems.

FIRE STOPPING of SERVICE PENETRATIONS It is a requirement of building regulations and insurers that breaches created by penetrations passing through fire resistant barriers be made good (referred to as fire stopping) to the extent that the fire-resisting performance of the penetrated element is fully restored in terms of the original FRL the system (barrier type) was designed and certified to. Therefore, each fire-stopping system is also required to be tested and approved with an FRL. Penetration types that may require fire stopping include: • access (for example doors, shutters, access panels and hatches) • vision or natural lighting (for example windows and other glazing) • natural ventilation (for example air transfer grills) • services (for example pipes, cables, ducts and miscellaneous). Typically, the services in a building that penetrate fire barriers and require fire stopping are plumbing, electrical, mechanical services (HVAC), communications and IT/data cabling, and structural supports.

For facility managers, it is important to understand that the updating of existing and/or the addition of new services has the potential to compromise the compliance requirements of a building’s passive fire protection. The introduction of new technologies has resulted in a proliferation of communications and data cabling installations in existing buildings. One colleague refers to data cabling as the ‘blue cockroach’, as it just seems to keep rapidly multiplying throughout many buildings. This raises the question; do the people who are installing all these cables and conduits know which walls are fire barriers, and which are not? And does it matter anyway? After all, it is often only a thin cable.

An ongoing challenge in retaining the integrity of passive fire protection systems in any building, post construction, is ensuring that the fire stopping of all service penetrations that pass through designated fire barriers are compliant with FRL requirements.

the australian local government yearbook 2013 • 239

property management

Over the past 10 to 15 years, there have been many firestopping systems developed using intumescent technology that acts through swelling when heated and ‘choking off’ PVC pipes, conduits and cables, so as to contain any fire and smoke within the room of origin. The answer to the first question is it would be highly unlikely for the cabler to know what a fire barrier is, and what its purpose is. They will just put a hole in to run cable(s) through. The answer to the second part of the question is yes, it does matter, as the predominant material in these cables is a type of plastic that is highly flammable. Regardless of the material used in a service that penetrates a fire barrier, once there is a hole in an element of the building that has FRL requirements, the fire rating for that barrier and subsequently the fire compartmentalisation is compromised unless the penetration is appropriately fire-stopped. An ongoing challenge in retaining the integrity of passive fire protection systems in any building, post construction, is ensuring that the fire stopping of all service penetrations that pass through designated fire barriers are compliant with FRL requirements. All firestopping systems used around service penetrations are also required to be tested and approved with an FRL to maintain the FRL compliance of the fire barrier in which they are installed. For facilities managers, keeping track of the work on the various services by contractors will reduce the potential for fire barriers (and the building) to become non-compliant with building regulatory requirements. Locating and keeping up-to-date records of all the service penetrations in a building can be a considerable task. Appropriately labelling all existing penetrations and having drawings that designate all the fire barriers in a building is a good starting point for conducting thorough inspections. Removing redundant, unused services makes it more efficient in having to only deal with the penetrations that require fire stopping. Engaging a company that specialises in passive fire protection is also a worthwhile investment. Over the past 10 to 15 years, there have been many firestopping systems developed using intumescent technology

240 • the australian local government yearbook 2013

that acts through swelling when heated and ‘choking off’ PVC pipes, conduits and cables, so as to contain any fire and smoke within the room of origin. These systems are referred to as fire collars, and clamps are designed to work on large plastic sewer or stormwater pipes down to a single blue data cable. Most fire collars and clamps can be retroinstalled post-installation or during the update of a service. When a major building fire is reported as a news item in the media, statements along the lines of ‘the fire spread quickly through the building’, or ‘fire spread quickly through the roof space’ are commonly used. Next time you hear such references in reporting a serious fire that has obviously caused considerable damage, you could ask yourself two key questions: • Were the compartmentalisation measures adequate or non-existent? • Were all the services adequately fire stopped? To put all this into context, statistically in Australia over 65 per cent of businesses that suffer from a serious fire, (that is loss of building, plant, stock and offices to keep staff gainfully employed), will never get back on their feet.

Formed in 2002 (PFPA) the Passive Fire Protection Alliance (originally called the Alliance for Fire and Smoke Containment) was established with the support of key companies to provide a coordinated and educated approach to promoting a balance to fire protection design in the built environment. Through its website www.pfpa.com.au, PFPA provides specialist technical information on passive fire protection, as well as links to companies that provide systems and products, installation and maintenance services or consulting services. PFPA also holds workshops on fire doors and fire stopping for building professionals and practitioners. Contact PFPA on ross@pfpa.com.au or (03) 9004 2729.

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