Australian Local Government Yearbook 2015

The Australian

Local Government Yearbook速

2015

edition 22 ISBN 978-1-921345-32-6

& NT NSWRECENT HIGH QLDPROFILE CASESWABEFORE ICAC HAS HIGHLIGHTED THE EXTENT RUSSELL DITCHBURNWITHIN THE JONATHAN SETH RONOF BARNESTHE CHALLENGE LOCAL GOVERNMENT ENVIRONMENT. General Manager General Manager General Manager 02 9320 2770 07 3246 7503 08 9483 8855 Ron.Barnes@jlta.com.au Russell.Ditchburn@jlta.com.au Jonathan.Seth@jlta.com.au SA GARY OKELY General Manager 08 8235 6410 Gary.Okely@jlta.com.au

VIC TAS BRONSON JUSTUS ANDREW RALPH General Manager Branch Manager 03 8664 9314 03 6234 1697 Bronson.Justus@jlta.com.au Andrew.Ralph@jlta.com.au

The increasing frequency of reports on company’s experiencing financial manipulation or charges of bribery and corruption means that Councils cannot ignore the issues.

The emphasis on Integrity Management is to examine the circumstances, the potential for opportunity and the detection systems.

Does Council have the Systems in place to detect a breach of privacy?

Do you have processes in place that regularly seek to identify potential hazards?

Effective integrity systems, however, can be extremely expensive and the challenge is to ensure Council is receiving value for money.

FOR MORE INFORMATION ON PRACTICAL PROCEDURES THAT CAN BE IDENTIFIED AND IMPLEMENTED PLEASE CONTACT: NSW RON BARNES General Manager 02 9320 2770 Ron.Barnes@jlta.com.au

QLD & NT RUSSELL DITCHBURN General Manager 07 3246 7503 Russell.Ditchburn@jlta.com.au

WA JONATHAN SETH General Manager 08 9483 8855 Jonathan.Seth@jlta.com.au

SA GARY OKELY General Manager 08 8235 6410 Gary.Okely@jlta.com.au

VIC BRONSON JUSTUS General Manager 03 8664 9314 Bronson.Justus@jlta.com.au

TAS ANDREW RALPH Branch Manager 03 6234 1697 Andrew.Ralph@jlta.com.au

Jardine Lloyd Thompson Pty Ltd ABN 69 009 098 864 AFS Licence 226827 www.jlta.com.au 3617

FOREWORD

Minister’s foreword By the Hon. Warren Truss MP I am particularly pleased to write this foreword, as local governments across Australia celebrate 175 years of delivering vital services to their communities.

W

hat started as a single entity in Adelaide in 1840 to help colonial governments deliver local services has evolved into 560 local government bodies that provide essential services, community leadership, and planning for economic and social growth to continually meet challenges with innovative solutions.

The Commonwealth recognises the importance of local governments in delivering unique solutions for their communities.

Since 1923, the Commonwealth has provided funding for local roads, either directly to local government or through the states, and since 1974 it has provided more than $45 billion in Financial Assistance Grants to local governments. From 1991, the entire Financial Assistance Grant funding pool has been untied, meaning that the funds can be spent according to local priorities.

The Australian Government appreciates that delivering infrastructure at the grassroots level – where it is often the most important – can most effectively be done in collaboration with local government, because that is where many critical decisions about servicing a growing population must be made.

The Australian Government’s commitment to helping local government is unwavering. From my previous 14 years’ experience in local government, I understand the necessity of well-maintained local roads, bridges and other infrastructure in communities.

The Coalition’s record $50 billion Infrastructure Investment Program, which comprises crucial road, rail, intermodal and port access projects, will result in more jobs, better infrastructure and a stronger economy for all Australians. We look forward to delivering these projects in partnership with state, territory and local governments around the nation.

Between 2014–15, and 2018–19, the Australian Government will provide a further $9.3 billion of untied funding to local governments through the Financial Assistance Grants program to spend according to their local priorities.

Our new $1 billion National Stronger Regions Fund will be another key resource to help councils create more jobs and growth for their regions. Funding for Round 1 projects will start

to flow from July 2015, and local governments will continue to be eligible for subsequent rounds of funding through to 2019.

The government’s new $300-million Bridges Renewal Program recognises that bridges have a key role in connecting people to schools, work or vital emergency services, and to move goods from the farm or factory. We will start to see the fruits of that program as successful projects from the first round of grants are announced, with another two rounds of funding available in the years ahead.

A further $2.1 billion has also been invested in the Roads to Recovery program, a longstanding and successful partnership that helps councils manage the upkeep of more than 650,000 kilometres of local roads. In recognition of that productive partnership, in 2015–16 each local government will receive a double payment, injecting a further $700 million into local roads.

The government has demonstrated its ongoing commitment to this program and councils by – for the first time – excluding a sunset clause from the program, meaning that no new legislation will be required for its continuation.

The Black Spot program also gives councils more funds to fix local roads, and since the Coalition reintroduced the program in 1996, more than 6500 sites have been upgraded. In both 2015– 16 and 2016–17, the Commonwealth will provide an additional $100 million in Black Spot funding, bringing the total funding pool to $500 million in 2019.

The Commonwealth’s commitment to, and collaboration with, local government goes beyond a financial relationship. As Australia undergoes substantial economic and social changes, we are collectively focusing on the future. Throughout 2015, the government will progress the White Paper on the Reform of the Federation. The Australian Local Government Association is represented on the White Paper’s Steering Committee, giving councils a real voice in the national conversation about strengthening our Federation and clarifying lines of government responsibility.

On behalf of the Australian Government, I congratulate local government on 175 years of high-quality community engagement and service. By continuing to work together, we can achieve the best outcomes for the communities that we collectively serve for many more years to come.

The Hon. Warren Truss MP Deputy Prime Minister and Minister for Infrastructure and Regional Development

THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 22 • 1

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A tradition of Excellence and Innovation

B

uilt on a tradition of excellence forged in the cauldron of international motorsport, the Audi name has become synonymous with the highest standards in automotive design, engineering and innovation.

A brand revered for its leadingedge performance and innovative technological advancements for more than 100 years, Audi has always challenged the established conventions of the automotive world. The brand with the four rings pushes the parameters of design and performance, refining safety and efficiency to produce prestige cars that not only capture the imagination... but also excite the spirit.

Few companies have managed to combine timeless design with leading-edge technology so effectively, creating vehicles that have changed the landscape of the automotive world and profoundly influenced the evolution of modern vehicles.

Automotive icons like the Audi TT have cemented the brand’s reputation

as a design leader. Hailed as a triumph from the first concept vehicle, the TT is instantly recognised around the globe today and has not only garnered countless awards, but has also inspired a legion of imitators.

Audi has become known for creating vehicles at the forefront of cutting-edge design. The Audi R8 supercar clearly demonstrates the importance of Audi’s design ethos – perfectly married to outstanding engineering – winning both World Car of the Year and Design Car of the Year in addition to the numerous accolades for performance and handling.

From its very beginnings, the Audi brand has not only been a force in international motorsport, but has also continuously used this arena to develop, test and showcase its new technology: from revolutionary race-car design in the 1930s, to complete dominance of world rally through the 1980s with Audi quattro all-wheel drive – a system so successful globally that the name ‘quattro’ has become part of the automotive lexicon.

X THE AUSTRALIAN AUSTRALIAN LOCAL LOCAL GOVERNMENT GOVERNMENT YEARBOOK YEARBOOK EDITION EDITION 22 22 4 •• THE

Audi was the first to develop diesel direct injection for car engines (Audi TDI), the first to win the coveted 24 Hours of Le Mans with a diesel-powered race car, then the first to win the endurance classic with a hybrid race car. Indeed, the brand will once again line up as defending champion with its latest incarnation of the Audi R18 hybrid race car, looking to take its 13th victory in 15 years.

In Australia, too, the Audi name and reputation are well known and established at the top of the premium ranks. Here, the brand has built extraordinary support in what is one of the toughest automotive markets in the world, in the last nine years alone producing record, year-on-year growth.

An undisputed leader in the automotive world and driven by a relentless pursuit of excellence, those same core values that defined the brand in the beginning remain at the heart of Audi today and provide the inspiration for the future.

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AudiCorporate® members enjoy: • No cost, scheduled servicing for 3 years or 45,000km, whichever occurs first • Corporate evaluation vehicles • Free pick-up and drop off of your vehicle for servicing in the CBD, to a maximum of 20km from the servicing dealer • Priority vehicle order and allocation • Loan cars when your A5/S5, A6/S6, A7/S7, A8, R8, Q5/SQ5, Q7 or RS model is being serviced In addition, your company’s enrolment in the AudiCorporate® program means all eligible future Audi vehicle owners in your organisation automatically enjoy the benefits afforded with full access to all the information, privileges and assistance membership brings.

For further details on the AudiCorporate® program, visit your preferred Audi Dealer or audi.com.au

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THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 22 • 5

In this edition MINISTER’S FOREWORD

1 Minister’s foreword, by the Hon. Warren

Truss MP, Deputy Prime Minister and

Minister for Infrastructure and Regional Development

AROUND THE NATION

12 ALGA foreword, by Mayor Troy Pickard,

President, Australian Local Government Association 14 Joining up Victoria’s local government,

by Rob Spence, Chief Executive Officer,

Municipal Association of Victoria 18 It’s time for change in New South Wales,

by Donna Rygate, Chief Executive Officer,

Local Government NSW 24 Better Councils, Better Communities, by

Margaret de Wit, President, Local

Government Association of Queensland 28 Tasmania in review, by Allan Garcia, Chief

Executive Officer, Local Government

Association of Tasmania

NEWS

32

Local government news

LEADING EDGE LOCAL GOVERNMENT

48

54 62 69

The local government workforce – now and in the future Building a new council Go Goldfields Planting seeds now for a more sustainable future

NATIONAL AWARDS

76

National Awards for Local Government

COMMUNITY, HEALTH + AGEING

84 88

Involving locals in Local Plan Making Shining a light on a hidden disease

EQUIPMENT + MACHINERY

92 The value of engineers in procurement processes 94 Workplace health and safety 98 Bringing playground safety up to

standard is not just swings and roundabouts 102 Following the finest traditions in German expertise 104 Improving Eurobodalla Shire’s plant,

machinery and truck hire system

business need

CIVIL WORKS

112 114

WATER

116

118

121

Bringing youth to public works Australia’s premier infrastructure expo, CIVENEX 2015 – 60 years and growing Xylem Sanitaire Silver Series Membrane Disc aeration and Flygt mixer solution restores compliance at a fraction of the cost of a new plant Charles Sturt’s Water Proofing the West – Stage One Project Providing seamless, hardwearing finish

122 Water, cricket and more 123 Capturing the potential of stormwater 129 Using trenchless PVC pipelines to

rejuvenate ageing water pipe infrastructure 130 A full range of water treatment solutions 132 Banyule Council leads the way in

sustainably managing stormwater 135 Best practice urban waterway management 137 The right product; the right price

SUSTAINABILITY

138 Sustainable rural councils 144 Century Batteries – your sustainability partner 146 Beaufort bioenergy project

GREEN BUILDING

149 Solar solutions for Darebin residents 151 Lock it in 154 Metering for embedded/private networks 156 Positive proof of performance 159 Voltage optimisation in government buildings 162 Minimising and managing energy costs:

Procurement is only one aspect – what

about public lighting?

164 10 facts about cool roofing 165 Turning up the heat on cool roofs 166 Reflecting on cool buildings

FACILITIES MANAGEMENT

168 Spatial and property solutions for a

joined-up world 170 Education pathways in facilities management 174 Sweeping away the competition 176 More than just road sweepers and city

cleaning equipment 178 Safeguarding your building through maintenance 180 Leave the rain outside 182 Maintaining your council’s facilities 183 Real Time Reporting: next-level pest control 184 Enhancing happiness in the workplace 186 Providing facilities for cycling 187 Cora Bike Rack – bicycle parking solutions

STREETSCAPES

188

189

Plans for a new lease on life for Sydney’s George Street Furniture for public spaces

OFFICE RELOCATION

192 New building, bright future 196 Relax, we carry the load 197 Business relocations – project management

CAR PARKING

200 Parking smart 201 Still letting scouts manage your event parking?

202 Perth Convention and Exhibition Centre

car park

6 • THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 22

204

Putting the spotlight on council car parks

FLEET MANAGEMENT

206 Councils collaborate for fleet efficiency 210 Renault on the rise 212 Building a better future 214 GPS fleet management trial 215 Smart automotive solutions from AutoNexus 218 The peak of SUVs 220 Changing behaviour: The EcoDrive program

TRAFFIC MANAGEMENT

226 227

229

Computer says…

Incorporating safety into road and rail infrastructure projects A revolution in traffic management

ROADS

230 Introducing John Merritt – Chief

Executive of VicRoads 234 Recover your unsealed roads without re-sheeting 236 The weighty issue: how to tackle access

for heavy vehicles 239 Council kicks major goal in road construction 241 Guardrail Installations on the move

ROAD SAFETY

238 VicRoads, industry and DMP&S

collaborate for Polysafe™ dynamic success 242 Lilydale Pedestrian Projects 245 Great guide and marker post range;

great service

HEALTH + SAFETY

246 10 mistakes that safety advisers make

and how you can avoid them 248 Uncover hidden safety opportunities 249 Ararat Active City 251 Are your workers at risk?

254 MSA safety solutions 256 Transport Investing in Regions 260 Safer suburbs 263 WHS laws: how do we comply?

264 Slips, trips and falls – how safe is your community?

265 Australia’s best online workwear store 267 Fleet Management 270 Keeping your local government

workforce drug-free 271 Leading online supplier of workplace gear 272 A long history as a strategic partner to

local government 275 Safety first

INFORMATION TECHNOLOGY

276 Leveraging technology – Digitising Services 281 Delivering to Australian business and government

The Australian

Local Government Yearbook® edition 22

TECHNOLOGY

282

Secure yet flexible communications

LIGHTING

284 290 295

296 298 299 300

Life cycle assessment – exterior lighting considerations Towards More Sustainable Street Lighting Retrofitting HID lamps with long-lasting, energy efficiency induction lamps Lighting the way forward Lighting up the Mildura region The right lighting product every time More energy efficiency regulation proposed for lighting products

REGIONAL AIRPORTS

304 307

Planning around airports – Safeguarding for the future Check in to the future

EDUCATION + TRAINING

308 Mentoring 309 Meeting the infrastructure challenge – asset management plus

road engineering and construction

PUBLISHED BY

INFRASTRUCTURE + ENGINEERING

310 312

Perfecting progress – at a glance Collecting data on local government infrastructure

EVENTS

314

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

Local government events

EVENTS MANAGEMENT

317

Why should PRS be your security solution?

CORPORATE PROFILE 4 A tradition of Excellence and Innovation 8 Sustainable waste practices 16 Visual excellence, class-leading performance 20 Designed, supplied and installed sustainable, environmentally progressive

solutions for today, tomorrow and the future 26 Introducing field mobile computing 30 Discover the ultimate fleet vehicle 33 Integrity management in local government 36 LED lighting – the way of the future 43 Changing the mobile telecommunications game 52 Reliable advice for IT efficiency 58 The world of Penfolds 65 Investing in local roads and local infrastructure for the 21st century 66 Connection is everything 72 Redefining premium cinema 80 Working with councils in the planning of new stores 82 Large format store: Taylors Hill Village 83 Coles unveils the ‘next generation’ format store: Macquarie Centre,

New South Wales 96 A truly national government supply chain 108 New Toro irrigation control system helping green Glen Eira Council 140 NuGrow 190 Meeting today’s and tomorrow’s public toilet needs 224 Bring Honda’s clever thinking into your department 268 More than just personal protective equipment 320 Think local, act local, buy local: the green government solution

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, Twenty First Edition 2014, Twenty Second Edition 2015.

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 EDITION 22 • 7

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Sustainable waste practices

Rising community expectations are forcing governments and businesses to better manage waste streams and plan sustainable infrastructure that improves environmental outcomes.

T

he average Australian household produced 2.2 tonnes of waste in 2010–11 – almost double the amount produced just 14 years earlier.

Forecasts of Australia’s rising personal wealth, demand for consumables and population – expected to reach 35.9 million by 2050 – make it clear that sustainable waste services are paramount to achieving economic, environmental and social outcomes for all communities.

These key long-term trends represent a significant challenge for governments, businesses, households and the waste management industry.

Despite recent gains, Australia’s overall diversion of waste to landfill rate sits at around 54 per cent, lagging behind jurisdictions like San Francisco, which is at 80 per cent and aiming for 90 per cent.

Australia’s leading waste management and recycling company, Transpacific, believes that the best chance of meeting community aspirations for greener, more sustainable waste practices lies with governmentindustry partnerships aimed at improving Australia’s waste behaviours, complemented by legislation that supports the efforts of the waste management industry.

Jack Perko

‘These are exciting times to be leading Australia’s waste management industry as we rise to the many challenges before us,’ Transpacific Cleanaway Managing Director Jack Perko says.

‘Community assets like well-managed landfills remain a critical last resort in the total waste management cycle, providing a foundation to push harder for the outcomes we all want.

‘If you want the benefits of increased recycling and re-use in a national sense over the long term, you need a highly skilled workforce that supports all levels of government, and the households and businesses that generate waste.

‘You need to make it easy to improve waste behaviours, and everyone needs to buy in.

X THE AUSTRALIAN AUSTRALIAN LOCAL LOCAL GOVERNMENT GOVERNMENT YEARBOOK YEARBOOK EDITION EDITION 22 22 8 •• THE

‘Our goal is to transform the way households and businesses think toward their waste; providing Australians with access to, or ownership of, the right tools for the best outcomes.’

Connecting with communities An understanding of the total waste cycle and how waste can be minimised is crucial to achieving widespread changes to community waste behaviours.

To help local communities better understand the waste cycle and

CORPORATE PROFILE

the importance of nearby landfills, Transpacific Cleanaway has opened Community Information Centres near its sites in Victoria, Queensland, Western Australia and the Northern Territory, to hold open days for the community.

Hundreds of local governments across the country provide general waste services either directly or via contracted operators to ensure that this key responsibility is executed efficiently.

Over the past decade, many councils have expanded bin collections to include recycling, garden waste and even food waste services.

Some have taken the additional step of partnering with Transpacific Cleanaway to engage their communities through the classroom.

In 2013, Cleanaway’s partnership with Queensland councils saw the company’s ‘Minimise to the Max’ education program delivered to almost 10,000 school students at 18 different schools.

Case study Who: Mary Valley State College (Gympie, Queensland).

What: Assisted by Gympie Regional Council, a Cleanaway Educator uses the ‘Minimise to the Max’ Education Program to educate Prep to Year 7 students.

Results: •

4200 kilograms of waste diverted from landfill per school year.

•

The school saves $5475 per annum on bins and associated servicing.

•

The number of bins on school grounds has reduced from 22 to four.

•

Teachers report that students voluntarily pick up litter.

•

There have been general waste behaviour improvements, with long-term community benefits.

•

The students have solid knowledge of the three Rs (reduce, re-use, recycle).

Cleanaway Educator Elli Webb says, ‘The key to getting impressive results like these is providing clear information, continuous support from principal, teachers and parents, and making lessons fun’.

The ‘Minimise to the Max’ program includes six engaging subjects. It has been a huge success since it stated in 2006. Lessons include Materials Matter, Waste Watchers, Litter Litter Everywhere, Worlds of Waste, Nature’s Recyclers and Smart Shopping.

Similar partnerships with New South Wales councils in the 2013–14 financial year allowed the company to deliver its kNOw wasteTM Schools and Community Education Program to almost 17,000 students during 184 school visits.

In Western Australia in 2014, council partnerships saw the company’s Recycling Education Program delivered to almost 5000 students in 23 schools.

Improving business waste behaviours – it’s Greenius Significant cost barriers remain in place for waste management and recycling companies to recover, recycle and allow for the re-use of even the most common recyclable materials.

While this remains the case, one of the most effective ways to boost supply

THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 22 • Y 9

CORPORATE PROFILE

of private sector recyclable volumes is by transforming workplace waste behaviours.

Developed by Transpacific, Greenius is a workplace education program that gives an organisation the tools and support to engage its workforce in better waste management and recycling practices.

It is based on research, behavioural psychology theory and industry expertise.

Successful ‘Greenius’ adopters can credibly show their customers that they are more environmentally responsible.

‘A great example of how Greenius is helping businesses to achieve their sustainability and waste management goals is Unilever’s experience,’ Transpacific Key Account Manager, NSW, Brendan Jeffcott says.

‘Unilever staff at Tatura, Victoria, made their operations a Zero Waste Landfill site in October 2014, after cutting waste to landfill from 62.7 tonnes in October 2012.

‘They have adopted Greenius at two other sites, and are on track to also make them Zero Waste Landfill.’

Visit www.transpacific.com.au/ content/greenius.aspx to learn more about Greenius.

‘Experienced waste management companies armed with organic composting technology and wellordered, hygienic infrastructure have arguably the most important role to play in Australia’s organic waste uptake,’ Transpacific Organics Processing Manager (National Operations) Geoff Hemm says.

‘Unrecovered material persists as a wasted opportunity for the community.

Regulation should promote cost-effective facilities and networks that can serve communities and distribute the product to market. This will dramatically increase organic waste recovery rates.

‘From my perspective, support from regulators and legislators will strengthen the upswing in organic waste recovery, as its benefits are more widely known. I foresee technology capable of cost-effectively processing all organic waste material, provided we apply a resourceful approach.’

Landfill – critical infrastructure Properly sited, well-engineered landfills that are operated to best practice environmental standards are community assets. They provide critical infrastructure for management of residual waste materials.

Hundreds of landfills exist in Australia, and the increasing push to divert more waste from landfill will expand their longevity without negating their importance to the safe disposal of residual, solid and other wastes.

Transpacific owns or is responsible for the operation, rehabilitation and aftercare of 15 landfills across Australia.

‘Our landfill management expertise means we are ideally placed to execute best practice methods for the particular conditions of each site,’ Transpacific Principal Development Manager Tom Wetherill says.

‘We work hand-in-hand with regulators and communities to ensure that the facilities are developed, operated and rehabilitated in accordance with requirements and expectations.’

The company has made a significant investment to install landfill gas recovery systems at its sites.

At some sites, the recovered gas is used beneficially – to generate electricity or to be used as an alternative fuel. This is one of the reasons that the company has reduced its greenhouse gas emissions from landfills by 13.5 per cent in the 2013–14 financial year.

Organics Food waste generated by Australians represents one of the biggest waste categories; however, national estimates reveal that only 22 per cent of businessgenerated organic food waste is diverted from landfill, and only 33 per cent of household-generated waste.

With initiative and appropriate expertise, food waste can be recovered for composting and other forms of processing.

High-quality organic waste is re-used chiefly in the agricultural sector (in the form of compost and soil conditioners), and there is rising demand from households and businesses for organic recycling services.

Z10• THE • THEAUSTRALIAN AUSTRALIANLOCAL LOCALGOVERNMENT GOVERNMENTYEARBOOK YEARBOOKEDITION EDITION2222

Unilever’s Scott McLennan (centre) with Transpacific at Tatura

Shaping waste behaviours for tomorrow...

Delivering industry leading community and business waste and recycling education programs Partnering with government and industry to develop long-term sustainable waste management strategies Implementing tailored composting and other waste technology solutions Providing total waste management services to over 80,000 commercial, industrial and municipal customers Australia-wide

To find out more visit transpacific.com.au

AROUND THE NATION

ALGA foreword

By Mayor Troy Pickard, President, Australian Local Government Association

As we move into 2015, the Australian Local Government Association (ALGA) continues to focus on a number of key issues for local government.

Central is the ongoing debate and discussion about ensuring adequate funding for local government to enable it to meet the needs of the community.

T

his is a key strategic item in the ALGA 2014–2017 Strategic Plan, and an area that will be of particular focus in light of the current review of the Federation as part of the Reform of the Federation White Paper Process, and the forthcoming Review of Taxation White Paper.

It is vital that councils across Australia engage in these review processes and provide their views to the task force responsible for developing the white papers. It is important that the role of local government in delivering crucial local services and infrastructure is understood, and that tax revenues are allocated between the spheres of government to ensure that they can meet their respective responsibilities.

ALGA will be taking the lead in presenting a whole of local government perspective to the task force. I believe, however, that it is also important that individual councils get actively involved and make submissions on the Federation Issues Papers, and on the subsequent green papers, which will explore options for reform when they are released.

Throughout 2015 and 2016, local government will need to continue to strengthen and argue the case for the direct funding relationship between local government and the Commonwealth.

12 • THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 22

ALGA will aim to ensure that any change to the Federation strengthens local government, rather than weakening it, and that the relationship between the Commonwealth and local government remains strong for the benefit of all local communities.

The financial sustainability of all councils is not the sole responsibility of local communities. Every council must do as much as it can to maximise its revenue – to raise as much local revenue as it can to meet community needs; however, it is a fact that many councils are not in a position to raise sufficient revenue from their local communities to meet both their recurrent expenditure and capital replacement. A fair share of national taxation revenue is a core responsibility of the federal government.

Flowing from this, we must push to maintain – and restore – the level of general revenue support we get from the Commonwealth through the Financial Assistance Grants.

It is also imperative that local government continues its work on asset management. Infrastructure – both roads and non-roads – remains a key issue, and in 2015, for the first time, ALGA will undertake a broad study of the state of local government assets across both of these areas, expanding on previous work that captured the state of the local roads asset.

Asset management is the key to quantifying our needs, and therefore securing the investments in local and regional roads, and in other infrastructure that will increase productivity as well as meet community expectations.

ALGA’s current project, looking at the state of roads and non-road assets, will build our knowledge base, and assist in our advocacy in this area.

While these are not the only issues faced by local government, they are likely to dominate our agenda throughout this year and the next.

LITTERSMART: LEAD BY EXAMPLE Keeping Australia beautiful is part of our culture but litter needs a clear point of disposal. Make a statement with these smart designs and give litter the flick.

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• Access and inspect the product • Shorter lead times • High and low volume orders available • On-time delivery • Additional parts are easily accessible • Professional sales and support • Australian owned and operated

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National clients include: University Campuses, TAFE Colleges, Convention Centres, QANTAS Transit Lounges, Shopping Centres, Fuel outlets.

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AROUND THE NATION

Joining up Victoria’s local government

By Rob Spence, Chief Executive Officer, Municipal Association of Victoria

In an era when demand for council services is increasing, there has been a sector-wide shift to collaborative projects with other levels of government and organisations, and moving everyday practices online as a cost-effective and timesaving method.

This approach is more commonly known as a ‘joined-up government’.

V

ictorian councils are moving to a joined-up government approach by using a range of online programs run by the Municipal Association of Victoria (MAV) in conjunction with other levels of government to ensure compliance, realise common goals, reduce paperwork, and standardise the way that councils operate to guarantee positive outcomes for communities.

One of the latest collaborations is the MAV’s Food Sampling app, launched in November 2014. Councils are embracing this new technology when tracking and monitoring business food

14 • THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 22

safety compliance. The free app equips councils with up-to-date technology to help undertake food-sampling practices quickly and efficiently.

Councils across Victoria take food safety very seriously, so in partnership with the State Department of Health, the MAV has worked with 40 councils in a successful pilot of the app, which is now available to all council environmental health officers (EHOs).

To date, more than 190 EHOs have already received training and are using the app.

AROUND THE NATION

Patchwork has continued to grow since its humble beginnings in early 2013 – when five councils were involved in a pilot program – to 2015, spanning 205 agencies, including 19 councils, with 360 clients and 674 agents This is a great new technology for councils to embrace, and will allow officers to use a more efficient, electronic-based system when collecting food samples. The app will produce an electronic food sample submission form that transmits data directly to an in-house system.

It allows EHOs to take photos of the food to send to the lab with the sample, and gives them the ability to auto-populate business details on the sample form. We have already received positive feedback that the app is extremely user-friendly, and that it has reduced the amount of paperwork for staff, leading to greater workforce productivity.

In 2013, with assistance from United Kingdom partners FutureGov, the MAV launched the Patchwork program to ensure the safe and secure futures of families and youth. Patchwork is a web tool that connects government agencies around vulnerable clients in maternal and child health, and youth services. It creates an easy way to connect staff from different agencies who have clients in common to ensure better linkages between services offered to vulnerable families.

Patchwork has continued to grow since its humble beginnings in early 2013, when five councils were involved in a pilot program. Today, the program spans 205 agencies, including 19 councils, with 360 clients and 674 agents.

Along with Patchwork, another innovative project in the human services space is our new sector-wide Maternal and Child Health (MCH) data management system, led by MAV Procurement. The project, supported by a $2 million grant from the Department of Education and Early Childhood

Development, will transform the way that important information about Victorian children will be handled, improving MCH services and providing better outcomes for mothers and babies.

So far, 65 of 79 councils have indicated an interest, and the project is on track for implementation in mid-2015.

The new system will increase the security of family data, will provide a holistic picture of the needs of a child and its family, and will give more reliable and consistent information in support of service development, and in the targeting of programs. It was developed following an Auditor-General report in 2013, which found that a system-wide process for managing reliable and accurate MCH data was needed. The urgent need for this system was also outlined in the Protecting Victoria’s Vulnerable Children Inquiry, conducted by the state government.

The MCH service follows up all birth notifications, and therefore provides the platform for population-based data for all children in Victoria, and identification of appropriate support and referral for families and children. The project will allow MCH services across the board to collate data in a more manageable way.

Another practice that is allowing councils to successfully and sustainably manage operations is the Crisisworks incident management system, which has gone from strength to strength since its launch in 2011. This cost-effective software enables faster responses to emergency requests, distributes situation reports, uploads images of damage sent from mobile devices, maps where resources are needed or deployed, and provides a process for tracking requests through to completion.

The project has replaced manual paper-based systems in a majority of councils, and extends beyond emergency response into impact assessment, tracking and recovery. During the initial pilot, six councils were chosen to participate, including three that had previously used the software for flood and bushfire incidents. Crisisworks was soon rolled out to 60 councils after the pilot, and 75 of 79 Victorian councils are currently using it, along with non-council incident control agencies and police.

In this changing age, when many practices are moving online, we look forward to participating in more collaborative, online approaches to aid the important work that councils undertake. We encourage councils to embrace joined-up government as a cost-effective way to improve services to their communities.

THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 22 • 15

CORPORATE PROFILE

Visual excellence, class-leading performance

T

he all-new Hitachi Large Venue range of projectors is built for flexibility and versatility, and, of course, sharp, clear and vibrant images for your large venue. We have the models, the accessories and, most importantly, the expertise to help you through every stage of the process, from model selection to installation and commissioning, to ensure that your investment in a new large venue projector is a safe one.

Because Hitachi’s image processing technology enhances high-definition video and graphics, beautiful and stimulating images can be presented with their impact intact, without losing the colour information of the original image. The Large Venue range projects high-definition images in rooms of all types, from small classrooms and meeting spaces to lecture halls and large meeting rooms.

Bright spaces are no longer a problem High Dynamic Contrast Range (HDCR) Our High Dynamic Contrast Range (HDCR) corrects blurred images caused

a broadcast camera – can be up to 100 metres away from the projector without any degradation in the signal quality and strength.

by room lighting or outside light sources when ambient light control is limited. Too much ambient light can distort an image by making it look washed out – colours look faded and blacks look grey. HDCR will bring back vivid colours and blacker blacks – essentially an effect similar to increasing the contrast. All of this means clean and crisp images, even in bright rooms.

HD Base T (9000 Series only)

Accentualizer

Geometric correction

Hitachi original image processing technology makes pictures more eyepopping and real than ever. Accentualizer achieves this by digitally enhancing (1) sharpness, (2) gloss and (3) shade. These three effects can be adjusted according to the surroundings so that the colours or projected images are more true to life, matching the true colours of the objects they represent.

Geometric correction is possible from your computer by using the specialised application. Projection is possible on spherical surfaces and surfaces with corners, as well as conventional flat screens.

Adaptability and image quality deliver eye-popping performance 3G-SDI (CPWU13K only) 3G-SDI allows the transmission of up to full high definition (1080p) signal over coaxial cable, up to 100 metres in length.

This means that your source – quite likely

Input signals can be transmitted with no image degradation using standard LAN cables (Cat5e/6) up to 100 metres in length.

Built-in dual colour wheel (9000 Series only) Two colour wheels are built in to match usage conditions. By switching the colour wheel, you can achieve an image quality to match the projected image. While this previously required the services of an expert, Hitachi’s unique technology allows you to switch the colour wheel in about 10 seconds via the remote control, without having to open the chassis to install the colour wheel.

Rich colour mode Reproduces colour in levels equivalent to digital cinema. Ideal for use in museums and for viewing videos that emphasise colour.

Bright mode Prioritises brightness and sharpens white colours. Achieves projections with contrast and bright images, making it ideal for presentations and other situations that require the sharing of information.

For more information, call 1800 HITACHI or go to www.largevenue.hitachi.com.au.

Without Accentualizer

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Wiith Accentualizer

AROUND THE NATION

It’s time for change in New South Wales

By Donna Rygate, Chief Executive Officer, Local Government NSW Change is afoot in the New South Wales local government sector, and it’s moving at a rapid pace. With the New South Wales State Election scheduled for 28 March 2015, and the local government elections in September 2016, New South Wales councils are being asked to identify ways in which they can improve their financial sustainability and operations – with a focus on potential mergers, regional collaboration and new models of governance.

I

n other words, the next 18 months represent one of the most significant periods of change and transformation in New South Wales local government history.

Local Government NSW (LGNSW) welcomes reform. In fact, reform is something that we’ve been campaigning for since at least 2009, and it is vital for the local government sector to be financially sustainable and provide the right services for the community, in the right places, to the right level. We also welcome the financial support offered to councils as part of the reform program; however, we want our member councils to be active participants and architects of their own destinies, to ensure that whatever reforms occur, they are reflective of community wants, needs and aspirations.

The two-year independent review of local government in New South Wales, headed up by Professor Graham Sansom, and the New South Wales Government’s response – the Fit for the Future local government reform package – has set the scene for many of the challenges that local councils are now facing.

18 • THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 22

...the next 18 months represent one of the most significant periods of change and transformation in New South Wales local government history Most believe that the local government landscape in New South Wales is set to shift, but whether councils choose to stand alone, merge with their neighbours or become ‘rural councils’, LGNSW is standing strong in its long-held view that council amalgamations should not be forced upon communities.

While we continue to support councils as they consider which option to take under the Fit for the Future local

AROUND THE NATION

If the government is serious about positive reform for councils and the communities that they serve, then it can no longer continue to impose state responsibilities on councils without the required levels of funding government reform process, it’s imperative that the New South Wales Government recognises the need to reform the financial framework in which councils operate, including abolishing rate pegging and the inequitable rate exemptions that currently exist.

If the government is serious about positive reform for councils and the communities that they serve, then it can no longer continue to impose state responsibilities on councils without the required levels of funding.

Government cost-shifting to councils costs the sector more than $520 million per year – an astounding figure, and one well in excess of the numbers being bandied about the government in an attempt to portray councils as poor financial managers.

While it may be argued that local government is best placed to provide these ‘shifted’ services, to simply dump them on councils without proper funding support is irresponsible and unfair to local communities.

As councils become increasingly responsible for everbroadening services and infrastructure, funding from the state and federal governments has remained relatively stagnant, and in some cases it has decreased. This needs to change. We need a clear and unambiguous entitlement to a fair share of Commonwealth funding, and constraints restricting New South Wales councils from being able to autonomously raise muchneeded revenue need to go.

If councils are to be financially sustainable and accountable in the future, the government needs to ‘fix the funding first’.

Government Association in advocating for the indexation of the Australian Government’s Financial Assistance Grants to be reinstated in line with CPI increases, as has been the case under previous governments.

New South Wales councils are already feeling the pinch of the projected three-year $288 million funding gap, following the freeze on these vital untied grants in the 2014–15 Federal Budget. This ill-advised decision must be reversed.

The councils worst hit by this Federal funding freeze are our regional and rural councils, many of which have limited rate bases and extremely lengthy road networks. Ultimately, it will be country communities that suffer from the cuts to Financial Assistance Grants.

A large number of regional and rural councils depend on this funding to maintain a wide range of infrastructure, including local roads, bridges, recreation facilities, libraries, cultural facilities and neighbourhood centres, and to provide a variety of muchneeded services to children, young people, the elderly and people with disabilities.

Understandably, New South Wales councils are feeling the pressure on both state and federal fronts, and LGNSW is here to support all 152 general councils and 12 special-purpose county councils in New South Wales, and the New South Wales Aboriginal Land Council. We are the ‘sword and shield’ of the New South Wales local government sector.

While we will continue to engage and work constructively with both the New South Wales and Australian Governments, our role is to advocate on behalf of our members, and we will not hold back in providing alternative views and analysis, and forthright feedback, on behalf of our members and their communities.

The councils worst hit by this Federal funding freeze are our regional and rural councils, many of which have limited rate bases and extremely lengthy road networks

On the federal front, LGNSW continues to work with our state association counterparts and the Australian Local THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 22 • 19

CORPORATE PROFILE

Designed, supplied and installed sustainable, environmentally progressive solutions for today, tomorrow and the future

Urban Energy Australasia provides tailored engineered solutions to clients across Australia who seek a costeffective, sustainable solution to their heating, hot water and power requirements.

B

ased in Sydney, we specialise in providing our broad range of clients with turnkey solutions to their hot water, heating and power

requirements. Our in-house team of electrical, hydraulic and mechanical engineers, along with our project managers and computer-aided design (CAD) team are able to work alongside architects, consultants, construction companies and our clients from initial concept to design, installation and ongoing maintenance.

Our aim is to provide clients with the best products to achieve the desired outcomes, while delivering innovative and environmentally sustainable solutions. We apply this philosophy with all our clients and the extensive crosssection of products we deliver.

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We pride ourselves on working closely with our clients to gain a clear understanding of their requirements, and ensuring that they have a sound understanding of the solutions that we are going to deliver.

With each project we undertake, our team works closely with all parties to ensure that deadlines are met and projects are delivered on time and on budget.

Our project managers coordinate the delivery of each project, using the skills of our engineers and installers to deliver exceptional results on every project, as we strive to exceed our clients’ expectations.

CORPORATE PROFILE

By entering into a BOOM program, Qantas has been able to reduce its energy costs and carbon emissions without having to have the working capital committed to such infrastructure. The BOOM program is just one of the many procurement options that Urban Energy is able to offer its clients.

Urban Energy is able to provide:

Sydney airport.

•

environmentally sustainable designs

•

acoustic, electrical, hydraulic and mechanical installation

•

project management

•

24/7 remote monitoring and extended maintenance agreements

The client on this project came to us with a number of objectives: reduction in operating costs, guaranteed supply of services and the reduction of carbon, allowing them to be more competitive and environmentally proactive in an increasingly demanding market.

•

a range of procurement options.

While over at North Sydney Pool, we worked to provide a 100-kilowatt cogeneration system that would heat the outdoor pool to 25 degrees all year round, and maintain the indoor pool at 29 degrees. The plant is able to help the council’s sustainability targets by reducing CO2 emissions by 367 tonnes per annum. The plant will produce more than 450 megawatts of electricity per annum, which will save the council over $58,000 per year, and that saving is likely to increase over time as electricity prices increase. The Olympic pool facility accounted for 35 per cent of the Council’s total electricity usage.

Urban Energy was busy in 2013 2013 was a busy year for Urban Energy Australasia, with the largest trigeneration plant in Australia coming online at Sydney Airport, installation of numerous cogeneration systems at aquatic centres around the country, including a 100-kilowatt engine at the heritage-listed North Sydney Pool, and providing underfloor heating for the new lemur enclosure at Taronga Zoo. The trigeneration system at Sydney Airport provides over 20 megawatts of power to Qantas’s catering and jet base corporate centre, and T3. This project, which is scheduled to increase in size over the coming years, is a 20-year BOOM (build, own, operate and maintain) where Urban will provide all the electrical and thermal requirements for Qantas at

THE THEAUSTRALIAN AUSTRALIANLOCAL LOCALGOVERNMENT GOVERNMENTYEARBOOK YEARBOOKEDITION EDITION22 22• •21 Y

CORPORATE PROFILE

Taronga Zoo strives to achieve sustainability and reduce environmental impact in all of its activities. Urban Energy has also been able to help the zoo continue this philosophy. The original concept was to solely use grid electricity to heat the water for the hydronic heating: Urban Energy was able to offer a solar alternative, which, by using the power of the sun, allowed Taronga Zoo to reduce the carbon footprint of the project by 8000 kilograms per year. Urban Energy designed, supplied and installed a solution that included a Latento multi-coil tank with a ninekilowatt electric heating element, two banks of solar thermal evacuated tubes and hydronic piping.

With over 60 domestic projects and 35 commercial projects on the go, Urban Energy continues to deliver sustainable solutions that help reduce the environmental impact of individuals, businesses and councils across Australia.

Currently, Urban Energy’s installed cogeneration and trigeneration systems

reduce carbon emissions by 111 tonnes per day; that is 40,515 tonnes per year that is no longer being pumped into our atmosphere, and with each new system that is installed and comes online, this figure will keep on rising.

Urban Energy’s client list includes: •

ASIO

•

Arup

•

Bovis Lend Lease

•

Brookfield Multiplex

•

BUPA

•

CSIRO

•

Cundall

•

Qantas

•

North Sydney Council

•

New South Wales Department of Public Works

•

Shoalhaven City Council

•

Taronga Zoo.

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Achieving Green Stars Our staff works closely with accredited consultants to supply the NABERS rating for the built environment as administered by the Department of Environment and Climate Change (DECC).

We strive to achieve the much sought after 5 Star Green rating, which sets the benchmark for ecologically sustainable design and environmental performance for commercial buildings in Australia.

As well as helping to raise the commercial sustainability benchmark, Urban help push the limits on residential projects, such as the NewActon Nishi apartments in Canberra, where, with help from Urban’s solar thermal hot water solution, Nishi has been able to deliver an average 8 star NatHERS rating.

We perform comprehensive modelling during the design phase to ensure that required performance parameters can be met.

energy

urban has the solution to reduce your energy costs Urban Energy Australasia specialise in designing viable alternative solutions to meet our clients energy requirements.

We offer an extensive range of alternative and renewable energy resoures. From industry scale solar thermal, to CHP (Combined Heat and Power) electricity generation, Urban Energy has the solution to reduce your energy costs.

Urban Energy offers a custom energy audit, detailed engineering design and complete install. We have install teams across Australia with a wealth of experience in our field.

For more information on how we can cut your energy costs, contact Urban Energy Australasia on 1300 66 99 81.

URBAN ENRGY SOLUTIONS AT WORK: This system utilises a sophisitcated Cogeneration system and waste heat recovery to efficently generate pool heating for an indoor 25m pool and an outdoor 50m pool, hot water for showers and a proportion of the electricity used.

The Cogeneration system is a 100kW cogeneration system.

Producing ecologically sustainable designs and environmental performance for commercial buildings in Australia 1/10 Anella Avenue Castle Hill NSW 2154 Ph: 1300 66 99 81 Fax (02) 8850 6344 info@urbanenergy.com.au

AROUND THE NATION

Better Councils, Better Communities

By Margaret de Wit, President, Local Government Association of Queensland

One of the truisms of politics, business or sport at any level is that we are remembered for our legacy – what we leave on the ground. How often do you hear friends, colleagues or family members reminisce about what makes good and bad governments?

O

ften, the criticism about bad governments is not about obvious failures, but it is rather about wasted time and opportunity to make much-needed change.

‘They had the chance, but didn’t do it,’ is a regular observation about mediocre government.

Political office is difficult, yet privileged. The opportunity to govern well comes rarely. It is a chance to create better communities through comparative benchmarking with our peers, and taking measures to improve performance.

24 • THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 22

Political office is difficult, yet privileged. The opportunity to govern well comes rarely. It is a chance to create better communities through comparative benchmarking with our peers, and taking measures to improve performance

AROUND THE NATION

Every council needs its own plan of action, and every council needs to better tell its story to its community For all of these reasons, the Local Government Association of Queensland (LGAQ) has embarked on a project called Better Councils, Better Communities.

In the run-up to the 2016 local government elections, many Queensland councils are focusing on local delivery and ‘telling the story’ to the community.

This current term has been a challenge, with landmark political changes at both the state and federal levels, and an unprecedented program of disaster recovery works to contend with. The ongoing impact of the drought is another challenge for many communities and councils.

Leaders know that it is impossible to control many of these external impacts, and are instead focusing their attention on what they can influence.

The Better Councils, Better Communities project, launched at the LGAQ’s annual conference in October 2014, represents a positive response by local councils to these challenges.

Financial sustainability clearly remains the greatest challenge.

Recent surveys have suggested that Queensland communities, as well as people working in and leading councils, believe that more can and should be done.

Every council needs its own plan of action, and every council needs to better tell its story to its community.

That is where the Better Councils, Better Communities project comes in. On the one hand, it will help councils to tell their story to the community, while on the other it will act to motivate and encourage new council initiatives and projects.

Better Councils, Better Communities is intended to be a call to arms, encouraging council officers and elected members to consider new solutions, to share their own ideas and be open to the good ideas of others, and to think about how they could better partner with neighbouring councils or the private sector to deliver local services.

It is a sign of maturity when organisations are willing to shine a light on their own performance in order to see how they compare with their peers.

Part of Better Councils, Better Communities is a new benchmarking project that responds to significant support from both councillors and staff for seeing how their council is performing in relation to similar councils.

One of the particular benefits of the new service will be its ability to assess and measure individual council performance in a flexible way, giving each council the unique opportunity to compare itself against those councils that it considered to be most relevant.

This flexibility means that individual councils will choose how and with whom they would like to be assessed.

The primary advantage of the benchmarking service will be its ability to identify areas of outperformance and underperformance, assisting councils to better understand their business, and to identify areas for further investigation or improvement.

Better Councils, Better Communities is intended to be a call to arms, encouraging council officers and elected members to consider new solutions, to share their own ideas and be open to the good ideas of others

THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 22 • 25

CORPORATE PROFILE

Introducing field mobile computing

M

obile workforce management is a challenge – even more so if you need to manage assets and faults, and schedule resources over wide geographic areas.

‘Field Mobile Computing is an advanced solution that allows you to mobilise your existing business operations and provide cost effective mobile workforce management.’

Geomatic Technologies (GT) Field Mobile Computing (FMC) system is an advanced, award-winning solution that has been proven in practice by leading utilities and government clients.

Practical applications of FMC Power asset inspection Used by power utilities for remote, field-based inspections of network assets including poles, lights, switches, overhead services, underground assets and earth tests. Inspectors are often in remote areas where reliable communications are not always available, so FMC’s capabilities can be ideal. When communications allow, inspectors can access the system remotely to download new work orders and upload completed work and photos. Software and reference data upgrades are managed centrally and deployed to the field, with no need for inspectors to come into the office.

Six months of inspection work can be viewed, split, combined or redistributed as needed. Work can be drip-fed to multiple contractors and management of the whole inspection life cycle can occur. Full random auditing of inspection work means companies can measure contractors’ performance

and evaluate pay rates, while contractors can use the system to generate invoices without accessing the power companies’ core systems.

Vegetation management life cycle Stand-alone FMC solutions, fully hosted by GT, are an ideal solution to manage the full life cycle of vegetation management from planning through to cutting and on to auditing. With FMC, work orders can be defined and managed in a structured and managed framework. Companies can assign different tasks or work areas to their various cutting contractors for deployment to field staff, while managing all work centrally. Different areas of operation are assigned to different contractors, who use the system to track all work undertaken and generate invoices.

Importantly, FMC provides the analysis, statistics and accountability needed to satisfy regulations and other government requirements.

Flexible and highly configurable, FMC is designed to link into your existing IT systems, extending their power by connecting them to the field, so you can plan fieldwork, manage crews and share information more efficiently and cost-effectively.

GT can implement an FMC system quickly and efficiently. Each system can be customised to your needs and is backed by GT’s specialist knowledge and extensive experience in mobility and mapping technologies, offering a proven solution to connecting your field staff in a smart and reliable way.

Founded in 1994 with a strong background in surveying sciences, Geomatic Technologies (GT) has a long and successful track record in the application of advanced technologies to meet the needs of diverse mapping and asset management programs throughout the utility sector in Australia. GT is a Select Solutions business delivering superior asset management outcomes to the essential infrastructure sector. Visit www.geomatic.com.au for more information.

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Select Solutions offers specialised services to assist councils and government departments with their plumbing and asset management needs

Select Solutions has the expertise and capability to deliver specialised technical solutions to councils and government departments. We recognise the need for safe, quality services combined with flexible availability.

Our Service Delivery team manages the delivery of contracted plumbing maintenance for councils and general plumbing requirements. Additionally they provide a full range of specialised Civil Plumbing services including: • Backflow Prevention Device Installation and Testing services • Thermostatic Mixing Valve Installation and Maintenance • Sewer & Stormwater Drainage Services • CCTV Inspections • Water Efficiency Services – including audits, water saving devices and rain water tank installations • Utility Metering Services – Water & Gas Other Specialised Services offered by Select Solutions are: • End to end vegetation management lifecycle including auditing • Unmanned Aerial Vehicle (UAV) operations for aerial image and data capture • Field Mobile Computing providing cost effective mobile workforce managment tools • Data Management and Spatial Solutions including LiDAR

Creating Value | Delivering Results For more information about Select Solutions and quotes

phone 1300 SELECT

web www.select-solutions.com.au

AROUND THE NATION

Tasmania in review

By Allan Garcia, Chief Executive Officer, Local Government Association of Tasmania The calendar year begun with the Minister for Planning and Local Government, Peter Gutwein, writing to councils advising his desire to commence a discussion with local government on the issue of voluntary amalgamations.

T

he policy platform of Mr Gutwein’s government remains that there should be no forced amalgamations, and he has advised that the government is not advocating a wholesale reduction of councils in order to achieve a predetermined number.

The Minister has proposed some very clear principles that must be met before consideration would be given to an amalgamation proposal. The amalgamations must: •

be in the interests of ratepayers

•

improve the level of services for communities

•

preserve and maintain local representation

•

ensure that the financial status of the entities is strengthened.

The conversations commenced in mid-February, and will be conducted on a regional basis. Councils are invited to express views and reservations, and to discuss the types of resources and incentives that may be required to participate in an amalgamation process. The state government will also provide an indication of the support that it is prepared to provide to the process, and has already provided data and information to each council in relation to their broad financial position, performance against a number of key financial indicators, and projections of population growth for each area.

28 • THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 22

Councils will be keen to explore strategic resource sharing and to consider structures, processes and governance arrangements that can deliver them effectiveness and efficiency through cooperation with their neighbours, rather than having to join together with their neighbours

AROUND THE NATION

State and local government have been working on a cooperative project focusing on the role of local government.

This work has targeted four key areas of endeavour: collaboration, legislation, governance and economic development Councils have not yet displayed an appetite for voluntary amalgamations, preferring instead to focus on resourcesharing and shared services. It is expected that councils will seek to expand the amalgamation ‘conversation’ to this broader and less contentious set of arrangements. Councils will be keen to explore strategic resource sharing and to consider structures, processes and governance arrangements that can deliver them effectiveness and efficiency through cooperation with their neighbours, rather than having to join together with their neighbours.

State and local government have been working on a cooperative project focusing on the role of local government.

This work has targeted four key areas of endeavour: collaboration, legislation, governance and economic development. The project’s Strategic Action Plan will present a range of short- to long-term strategies and actions designed to remove impediments and build local government capability.

An overarching framework has been signed off by the Premier’s Local Government Council, and it is proposed that joint state/ local government working groups evaluate in more detail the possibilities for improvements in effectiveness and efficiency, with a view to implementation across the sector. Some of this work will be challenging and controversial, and will require a paradigm shift in terms of the way in which services are procured and delivered currently; but in a small state, it is important that the two levels of government work together to resolve issues impacting on the common community.

The other key reform in progress relates to planning. The state government’s election commitment of a single planning scheme for Tasmania has seen the establishment of a Planning Taskforce comprising expert members and representative members, of which the Local Government Association of Tasmania is one. The requirement of the Taskforce is to provide a robust and streamlined planning scheme that is fairer, faster, cheaper and simpler for all users. It will see the present council planning schemes being replaced with a single statewide scheme that will provide for minimal local variation. Zone maps, particular purpose zones, specific area plans and specified departures are to be contained in an addendum to the single statewide planning scheme, called ‘Local Use and Development Controls’. These components will remain the domain of councils, as will the role of planning authority.

It is a challenging process with much work still to be done, and it will require significant additional consultation with local government in terms of practicalities associated with implementation and consistent interpretation, not just by practitioners, but also by the greater community.

The year ahead will present local government in Tasmania with significant challenges; but, looking back over several years, the question that arises is: ‘When hasn’t there been such a year?’

Roll on 2015.

It is a challenging process with much work still to be done, and it will require significant additional consultation with local government in terms of practicalities associated with implementation and consistent interpretation

THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 22 • 29

CORPORATE PROFILE

Discover the ultimate fleet vehicle

I

t’s not called ‘The Ultimate Driving Machine’ for nothing; when your business is considering fleet vehicles, there are a number of reasons why BMW should rise to the top of your list.

You may be surprised to learn that the Ultimate company vehicle doesn’t come at the ultimate price. In fact, when you combine special fleet pricing with our low running costs, the monthly outlay for your BMW fleet may be below the cost of your current vehicles.

So, let’s talk more about the bottom line: when you take resale value into account, BMW becomes an even more attractive choice. In fact, in recent years, our vehicles have been consistently awarded for their overall ownership proposition. That’s because every BMW is designed to keep running costs to a minimum with a suite of BMW EfficientDynamics technologies.

Meticulously designed engines help you

to get the maximum from every drop of fuel, regardless of the fuel powering them, while the intelligent Condition Based Servicing system minimises servicing costs by monitoring your vehicle’s condition and pre-warning you when a service is due or if an issue requires your attention.

And your employees and their vehicles will also always be networked with the world outside and the traffic around them, with the series of innovations that we call ‘BMW ConnectedDrive’, which are incorporated into every BMW in our range.

Of course, every BMW takes good care of its passengers, with passive safety features that help to protect occupants in the event of a collision. But BMW also places a high importance on active safety innovations to help avoid any hazards and accidents in the first place, so you can be confident that you’re providing

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your employees with a safe and comfortable company car.

To ensure that we continue to improve on the BMW promise of the Ultimate Driving Machine, we are constantly developing innovative and alternative drive concepts and technologies to make mobility more efficient and sustainable than ever before.

The visionary all-new electric BMW i3 and i8, recently debuted in Australia, are the new incarnations of this, based on a longstanding, proven principle – the unique relationship between driving dynamics and efficiency.

To join BMW Fleet Solutions, and to give your company and employees the Ultimate fleet, simply call BMW Head Office today on 03 9264 8000, or email fleetsolutions@bmw.com.au.

A BUSINESS DECISION THAT APPEALS TO BOTH THE HEART AND THE HEAD. CONTACT BMW FLEET SOLUTIONS TODAY. When considering fleet vehicles, choosing BMW is very much a balanced decision. On one hand, every BMW incorporates BMW EfficientDynamics, a suite of technologies that deliver outstanding performance, greatly reduced fuel consumption and lower emissions. The high resale value adds to the low cost of ownership. Of course on the other hand, there is the sheer pleasure of experiencing the luxury, exhilaration and prestige of being behind the wheel of an Ultimate Driving Machine. When you combine special fleet pricing with cost efficiencies, the monthly outlay may be below your current vehicle costs, making it even easier to follow your heart. To find out more, contact BMW Fleet Solutions at fleetsolutions@bmw.com.au or call (03) 9264 4000.

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NEWS

Local government news Container deposit scheme will be a win for the environment and local communities

New council productivity campaign launched

In January, New South Wales councils welcomed moves by the state government to introduce a container deposit scheme (CDS) in New South Wales that will help reduce litter and save councils – and the communities they serve – millions of dollars in recycling costs.

A productivity and performance project launched in October 2014 will encourage Queensland councils to provide value for money and to better connect with their communities, by using a range of data to benchmark their performance against other councils and the local government sector as a whole.

President of Local Government NSW (LGNSW), Cr Keith Rhoades AFSM, says that New South Wales councils have been lobbying for the introduction of a container deposit scheme for many years. It’s a key platform of LGNSW’s State Election Priorities 2015, which was launched in December 2014.

The project, dubbed ‘Better Councils, Better Communities’, is driven by the need for councils to improve their productivity in response to heavy cuts in funding, and subsidies from the federal and state governments, as well as reductions in their ability to raise their own revenue.

‘Discarded beverage containers continue to pose a real problem for rural, regional and metropolitan communities – both environmentally and financially,’ says Cr Rhoades.

Local Government Association of Queensland President Margaret de Wit says that ‘Better Councils, Better Communities’ will help councils continue to deliver value to ratepayers and residents despite coming under increasing financial pressure.

‘A container deposit scheme will help decrease the number of recyclable containers ending up in landfill, save millions of dollars in clean-up costs for councils, and lower greenhouse gas emissions. ‘

State-Local Government Relations agreement signed A State-Local Government Relations agreement signed in January aims to achieve a closer strategic alignment between the two spheres of government in South Australia.

The agreement was signed by Premier Jay Weatherill and the President of the Local Government Association, Mayor David O’Loughlin, and witnessed by Local Government Minister Geoff Brock.

The agreement recognises the need for state and local government to work collaboratively to achieve better outcomes for all South Australian communities through the improved efficiency, effectiveness and coordination of state services and infrastructure.

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‘The combined effect of revenue limits and lower funding has cost the local government sector approximately $800 million per year – and this can’t be funded through more debt, rate rises or grants from external governments,’ de Wit says.

‘As councils, we will need to manage this challenge through better productivity and financial performance, as well as ensuring the community knows more about the essential work we do.’

‘The Better Councils, Better Communities project is about local government listening and responding by driving a culture of high performance to ensure efficient and effective service delivery to our communities,’ she says.

News continued on page 40 >>

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Integrity management in local government

Loss of trust

T

he recent high-profile cases appearing before the Independent Commission Against Corruption (ICAC) have highlighted the breakdown of the ‘social contract’ of trust that binds the relationship between public officials and the general public – in particular, the extent of the challenge within the local government environment. Without this social contract, our civilised norms

and values are eroded, as are the very fundamentals of our democratic society; introduced as far back as the acceptance of the Magna Carta as the will of the people expressed through Parliament.

Several surveys conducted over the past few years have investigated unethical conduct in various workplaces (for example, fraud, bribery and corruption), with the results highlighting the breakdown in trust in the local government sphere. These surveys have found that over the past five years, organisations are experiencing increased occurrences of financial manipulation, as well as bribery and corruption. While these may not always have resulted in insured losses, many of the claims received have come about as a result of collusion within these organisations.

1.

Develop an integrity management policy statement and plan based on risk management principles.

2.

Allocate clear responsibilities and develop an organisational framework that will drive the plan forward.

3.

Spell out the roles of all in the organisation. Management must be unreservedly committed to the strategy, and must lead by example.

4.

Steer the initiative through an integrity management group to set priorities and coordinate the strategy.

5.

Conduct an integrity management assessment.

This is a key tool that enables an organisation to identify the possibility of breaches within the organisation, and to accordingly prioritise attention.

6.

Obtain employee involvement through training and awareness – an essential step to ensure ownership and accountability.

What to do?

So, how can organisations ensure that they have an effective integrity management system in place? We believe that the basic steps comprise the following: X • THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 22

THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 22 • 33

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This article provides more information on these steps and how to implement a practical integrity management program.

Starting the journey to ensure trust The starting point is the process of exposing situations in which integrity may be breached. It is important to examine the motivational and situational stimuli that lead to an integrity breach. Figure 1 shows the circumstances and pre-conditions that lead to an integrity breach.

Motivational and situational stimuli Firstly, there has to be some form of motivation arising out of real or perceived need. This need leads to some form of moral justification. It is very rare that an integrity breach will take place unless the perpetrator is able to justify it, however perverse that justification may seem to a reasonable person. In reality, there is very little that can be absolutely done to prevent this motivation; however, steps can be taken to detect it or its preconditions.

Opportunity then has to present itself, and then, with a low chance of detection, the criminal act can occur. The emphasis, therefore, in integrity management is on examining the circumstances, the potential for opportunity and the detection systems.

Creating an integrity management system The first step for most organisations wishing to create an integrity management system is to create a policy statement and/or to establish performance goals and standards. These are then interpreted by delegating responsibilities through job descriptions, procedures, and job instructions, and are

Figure 1

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then implemented through recruiting, training and supervising suitable people to carry out the required duties. Here, many organisations stop, and the only stimuli for change are the pressures arising from the external environment and stakeholders. In other words, the organisation is not, at this stage, managing its own risks.

Progressive organisations check compliance with their standards using audits, checks and inspections tailored for and focused on the key identified hazards. But even here, some organisations believe that the adoption of a ‘system’ ensures that their risks will be controlled and will diminish. The key to successful integrity management lies in the final part of the cycle: the analyses of the pertinent audit and inspection reports. These analyses lead to a thorough understanding of the underlying causes of potential losses

THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 22 • Y

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and harm, with the results fed back to the organisation to reset goals and objectives, realign job descriptions and procedures, update the training program and pre-employment selection criteria, and so on.

So often, when a major culture change is initiated, an organisation’s systems will remain the same. This means that improvements in culture are then lost as people revert back to the outdated processes. One of the primary outputs of the risk assessment, and the major components of the integrity management plan, must be the development and implementation of systems that support positive behaviour, and that are aligned with the changes taking place. During the implementation of an integrity management plan, the right culture is essential in anchoring the behaviours that are essential for future prosperity.

Conclusion Integrity is the foundation of our democratic life, yet many organisations

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only react after a breach of integrity has occurred. Few organisations adopt a proactive, preventative stance. There is often a misplaced belief that the existing financial control and reporting systems, together with insurance cover, provide adequate protection. Not only does such a view expose organisations to risks that may harm their reputations, but the tacit acceptance of this approach fails the ‘due diligence test’ of corporate governance, and may expose senior managers and directors to liability.

A breach of integrity is no different to all the other risks faced by organisations, and can be prevented by the adoption of an approach based on risk management principles. This must involve a risk assessment, preferably involving participation of major stakeholders to build ‘ownership’. Ultimately, although control systems are important, they will fail unless supported by cultural change that tackles the underlying motivation for breaching integrity. While detection systems are important, they rarely prevent sophisticated crimes like fraud

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and corruption. The key to integrity management is to tackle the root causes of the breaches of integrity that lie in ‘moral justification’ and opportunities created by an organisation’s culture and organisational behaviour.

For further information or assistance, please do not hesitate to contact JLT.

Disclaimer The information presented is of a general nature only and does not cover or intend to cover all circumstances or situations that may arise or be applicable to your situation. This information does not constitute legal advice. JLT recommends you consider further advice prior to acting upon any information presented in this document. This article cannot be copied or reproduced or distributed to any party without the permission of JLT.

THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 22 • 35

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LED lighting – the way of the future

GE Evolve LED Duna Fixture Used in City of Sydney

LED lamps have been around for a long time – they were invented by GE scientist Nick Holanyak in 1962 – but recently the technology has taken a quantum leap. LEDs have become the flavour of the moment.

Within less than a decade, LED technology has undergone a massive revolution. Roadway, park and area lighting are no strangers to the revolution. As a matter of fact, it is today one of the most dynamic segments of the general lighting market for LED adoption.

GE Evolve LED Roadway Fixtures used on Wanganui Bridge, New Zealand (Before)

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GE Evolve LED Roadway Fixtures used on Wanganui Bridge, New Zealand (After)

1300 762 852 www.gelighting.com.au

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L

ighting is significant in terms of its carbon pollution; it equates to six per cent of global greenhouse gas emissions – roughly double that of global air travel. Power usage is a major cost to businesses and councils; lighting is a high contributor to energy costs (25 per cent of energy output), which could be reduced by approximately 50 per cent or more by making simple lighting changes.

The fact is, compared with traditional methods of lighting, the current generation of LEDs has vast benefits for councils to make the switch away from traditional roadway, park and area lighting, including: •

low energy consumption: compared with fluorescent, metal halide and high-pressure mercury lamps, LEDs have a much lower energy usage, which can dramatically reduce operating costs. LEDs enable savings of up to 40 per cent of energy compared with traditional lighting sources

•

long and predictable lifetime: the lifetime of LED streetlights is usually 10 to 15 years – three times the life of current adopted technologies. LEDs are perfect for lighting fixtures that are in hard-to-reach places. The much less frequent need to service or replace LEDs means lower maintenance cost

•

quick turning on and off: unlike fluorescent lamps, which take time to heat up once switched on, LEDs come on with full brightness instantly, and unlike mercury vapour, metal halide and sodium vapour lamps, LEDs do not have a problem restarting immediately following a brief or inadvertent period of being turned off

•

higher light output even at low temperatures: while fluorescent lights are comparably energy efficient, on average they tend to have lesser light output in colder temperatures

GE Evolve LED R250 Roadway Fixtures, Queen Victoria Building

•

•

decreased light pollution: traditional light sources emit radiant energy in all directions. A lamp housing or a luminaire, with elements such as a reflector or lens, is typically necessary to direct output in the desired direction. Because no optical system is perfectly efficient, losses in efficacy result, and if an optical system is not well designed or is not present, light can be wasted going in undesired directions. LEDs provide a directional light source that gives precise cutoffs and decreases light pollution. An LED vendor with the right optical design can ensure that the light gives better distribution where required, eliminating the need for more fixtures they are not affected by shock and vibration: LEDs are perfect for

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roadways and bridges because they are durable and can withstand vibration and shocks – a problem that affects the life of traditional lamps in these applications •

more accurate colour rendering: the colour rendering index is the ability of a light source to correctly reproduce the colours of the objects in comparison with an ideal light source. Improved colour rendering makes it easier not only for drivers to recognise potential road hazards, but also for improved recognition for CCTV operators.

With benefits like these, it is no wonder that cities like Sydney, Berlin, Barcelona, San Francisco and Los Angeles have adopted LEDs for their roadways, streets and parks.

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GE Evolve LED Duna Fixture used in City of Sydney Council

In Australia, there are approximately 2.4 million streetlighting lamps in service.

Approximately 33 per cent of these are located on the main roads, with the remaining 67 per cent located on local roads. With annual energy cost exceeding $125 million, lighting is the largest source of greenhouse gas emissions from local government. As businesses and councils face increasing pressure to become more carbon efficient, making changes to lighting will be one of the simplest ways to make a significant difference.

In 2012, the City of Sydney became the first city in Australia to take the LED plunge. Sustainable lighting now illuminates Sydney’s inner-city spaces, thanks to an ambitious plan by the City of Sydney Council to replace 6450 conventional lights with LEDs. Sydney has a vast streetlight network of over 22,000 lights, and the council says that public lighting accounts for 33 per cent of the city’s annual electricity use.

Over 5000 LEDs produced by GE Lighting have already been installed in streets, parks and public spaces such as Bicentennial Park, Bridge Street, Elizabeth Street, Martin Place, St James Road and Taylor Square.

According to Lord Mayor Clover Moore, the new LED installations have the potential to save the city nearly $800,000 a year in electricity bills and maintenance costs.

‘Replacing 6450 conventional lights is not only good for the environment, but it also makes good business sense,’ she said in a recent press release.

The replacement rollout followed 18 months of successful trials in Sydney’s Alexandria Park, Circular Quay, George Street, Kings Cross and Martin Place.

The City of Sydney Council isn’t the only one to dabble with LEDs. Kogarah City Council in New South Wales has installed LED park lights in Augusta Park, Dover Park, Empress Reserve, Oatley Memorial and Kogarah School of Arts.

Newcastle Council in New South Wales installed LED road lighting on the Cowper Street Bridge, and, in 2013, Meander Valley Council in Tasmania installed LED streetlighting fixtures on Jardine Crescent Road and Meander Valley car park. The replacement of conventional lights with LEDs will save the Meander Valley Council 50 per cent per year in electricity bills and maintenance costs, and will also slash carbon emissions, saving the council 11 tonnes per year.

With LED lighting becoming a trend that is sweeping the globe, another demand has risen as a result. At this year’s Light+Building trade fair, visitors were introduced to new, efficient and remote city lighting management systems. GE now has what is called ‘LightGrid’. It’s a remote city lighting management system that allows councils to monitor, meter and control all LED roadway, street and park lights wirelessly in real time.

This year, San Diego became the first city in the United States to adopt GE’s LightGrid. With LightGrid, additional savings are expected by moving to a metered rate rather than a flat tariff with the local utility company for the city’s streetlight usage – and likely even more savings when they decide to incorporate available dimming schedule features.

Advanced LED technology is transforming lighting as we know it – creating light that is brighter, lasts longer and is significantly more energy efficient.

At GE, we have an outstanding track record in designing and building award-winning LED solutions. Our world-class engineers combine the best available components with innovative optical, electrical and thermal designs to create LED systems that are optimised for superior performance.

With the current price, efficiency levels and long lifetime of LEDs, it is the right time to upgrade to LEDs.

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NEWS

Local government news >> News continued from page 32

Newstead to become Victoria’s first fully renewable town

Queensland councils ready to work with new government

Newstead will become Victoria’s first town to run on 100 per cent renewables, with the help of a $200,000 Andrews Labor Government grant announced on 19 February by Victoria’s Minister for Energy and Resources, Lily D’Ambrosio.

The Local Government Association of Queensland is gearing up to pursue a range of outstanding political and policy issues with the incoming Palaszczuk Government.

The funding will help local group Newstead 2021 develop and implement a model for supplying the town’s homes and businesses with 100 per cent renewable energy from a community-scale grid.

The model will incorporate community ownership and balance commercial viability with social equity through low prices and price protections for Newstead residents who are vulnerable to rising energy costs.

Newstead 2021 has been exploring options for transitioning to 100 per cent renewable energy by undertaking household energy assessments and retrofits, conducting feasibility studies into various renewable energy supply options, and preparing a technical paper on Newstead becoming an energy self-sufficient micro-grid.

Future of Western Australia’s local government reform now rests with councils The State Government of Western Australia has put its local government reform agenda on hold, with Governor’s orders for boundary adjustments that are not supported by the councils involved to be revoked.

Premier Colin Barnett says boundary adjustments for 15 metropolitan councils would only proceed if affected councils provided a council resolution in support of it.

‘The onus of achieving the many benefits of a modern, streamlined and efficient system of local government now rests with the councils themselves,’ Mr Barnett says.

‘We will work with each council on a case-by-case basis.

This is about achieving value for money for ratepayers.

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The Association’s advocacy team is working on about 40 separate briefing notes for the new Cabinet, aiming to ensure that ministers and their staff understand the details of the LGAQ’s 10 Point Policy Plan, as well as outstanding policy issues from the previous government.

Those issues include the new government’s intentions about the conduct of local government elections, the need to ensure that disaster management systems recognise the key role of councils, and the future of strategic urban and regional planning.

LGAQ President Margaret de Wit said she was also keen to pursue details of the new government’s plans for industrial relations, the role of local councils in the protection of the Great Barrier Reef, the future of regional development and the continuation of state funding for pensioner concessions on council charges.

‘We will work with those councils that wish to continue on the reform path, or that have proposals for alternative mergers they wish to consider.

‘Any financial contribution to this process will only be considered in the case of a merger.’

Local Government Minister Tony Simpson says the state government started down the path of local government reform at the request of the local government sector after successive reports questioned the financial sustainability of many small councils.

‘They asked us to show leadership on this issue; we’ve done that, but accept that some councils refuse to move forward. The ball is now in their court,’ says Mr Simpson.

NEWS

Launch of new ethics training videos for local councillors Helping local councillors make ethical decisions is the aim of three new training videos that were jointly launched in Hobart in February by the Integrity Commission Tasmania, the Local Government Division of the Department of Premier and Cabinet, and the Local Government Association of Tasmania.

At the launch at the Brighton Civic Centre, Integrity Commission Chief Executive Officer Ms Diane Merryfull said that the three training videos feature ethical scenarios regularly faced by local councillors, including being offered gifts and benefits; maintaining confidentiality; use of power and authority; and use of social media.

‘Local government is undergoing significant change at the moment, with recent elections and also discussions about amalgamations. Our role at the Commission is to develop training products to help the public sector in Tasmania handle difficult ethical matters, particularly in challenging times.’

Local Government Association of Tasmania Chief Executive Officer Allan Garcia says that LGAT is very pleased to be able to provide support for the video scenarios.

‘The ethical risk areas addressed in the scenarios are issues that LGAT regularly receives calls about. In addition to providing advice, LGAT is keen to ensure that councillors are able to access a range of resources and training to help them effectively perform their roles.’

‘The ethical issues raised in these videos are very real, and while local councillors want to act ethically, it’s not always clear what they should do in these situations,’ Ms Merryfull said.

The videos are available through the Integrity Commission and Local Government Division websites.

Round 3 of Financial Assistance Grants in council coffers

‘This is much-needed financial help for local councils and the communities they serve. It is tangible Australian Government recognition of the vital connection local councils have in meeting local community needs.

From 16 February, local governments across Australia will bank a further $575 million in untied Australian Government grants as part of the Australian Government’s $9.3 billion Financial Assistance Grant program.

Deputy Prime Minister and Minister for Infrastructure and Regional Development the Hon. Warren Truss says the Financial Assistant Grant program will provide $9.3 billion to local governments from 2014–15 until 2018–19, including $2.3 billion in 2014–15 alone.

‘Importantly, these Australian Government funds come with no strings attached. This allows councils to identify and invest in local priorities, delivering a range of community benefits, such as infrastructure, health, recreation, environment and employment projects.’

‘This third quarterly payment of $575 million brings the Coalition Government’s support for local government in this financial year, under this the Financial Assistance Grant program alone, to $1.725 billion… with more to come,’ says Mr Truss.

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NEWS

Local Government Planning Report shows swing to complying development

Complaint-handling changes will keep councils accountable

The recently released Local Government Performance Monitoring Report for the last financial year indicates a growing swing to complying development, says the Urban Taskforce.

The Andrews Labor Government has welcomed the Victorian Ombudsman’s report on complaint handling for local councils.

‘The 2013/14 report of local government performance on development approvals and planning issues shows complying development is now 29 per cent of all determinations,’ says Urban Taskforce Chief Executive Officer Chris Johnson. ‘This demonstrates that consumers of the planning system are increasingly working within the rules set for complying development, which is leading to shorter approval times.’

‘The average gross development approval (DA) processing time grew slightly from the previous year to 70 days, while the average processing time for council-assessed complying developments was 18 days.

‘A more detailed analysis of the data for each council, however, indicates that the majority of complying developments were actually assessed by private certifiers.

‘The processing time for larger projects above $20 million is still around 230 working days, which is almost a year. The regional panels are also taking this long on average, and reforms that shorten these times would help the development industry keep costs down.’

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‘Councils and complaints – A report on current practice and issues’, tabled in late February this year, highlights the gaps in current complaint handling and the expectations of ratepayers and residents.

Minister for Local Government Natalie Hutchins says the Labor Government will adopt all three of the Ombudsman’s recommendations.

The recommendations include: •

establishing a definition of a ‘complaint’ within the Local Government Act 1989

•

a requirement that councils have complainthandling policies and procedures in place

•

that Local Government Victoria develops fact sheets and advice for councils on issues bound by legislation.

Ms Hutchins says the Ombudsman’s findings mirrored the Labor Government’s commitment to increased transparency for local councils.

As committed before the election, the Labor Government will conduct a review of the Local Government Act 1989 and require councils to cap rates at inflation.

‘We are absolutely committed to making local government more transparent and accountable – and these changes are an important part of that,’ says Hutchins.

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Changing the mobile telecommunications game Vodafone is investing heavily to deliver better coverage and improved services right across Australia. Since 2010, we have increased our regional footprint by 40 per cent, delivering coverage to more places than ever before. In 2014 alone we will spend around $1 billion on improving and expanding the network, including delivering super-fast 4G mobile broadband.

V

odafone isn’t just focusing on its network investment; we are also changing the game and delivering more value for customers. We have set the standard in the industry for international roaming rates. Our Red Roams deal allows customers to access all their normal inclusions for just $5 per day when visiting any one of more than 47 countries. This means the maximum that anyone will pay for international roaming for a two-week holiday to places like the United Kingdom, New Zealand or the United States is just $70. If you have been overseas recently and your bill for using your phone was more than $70, you are paying too much, and you should probably switch to Vodafone.

Australian call centres in Tasmania and employ more than 1300 onshore staff.

Our customers can be assured of local service and can be guaranteed that when they pay their phone bill it will be helping to create and keep jobs in Australia.

Vodafone is committed to working with communities and local government to improve mobile coverage and deliver competition to the market. www.vodafone.com.au

The importance of mobility The reliance of business on mobility and broadband connectivity is increasing, and it’s more important than ever that the market for these services is as competitive as possible. Mobile services are becoming essential to our lives. The global competitiveness of Australian business relies on a thriving, competitive telecommunications market that can deliver services and prices comparable to the rest of the world. If broadband

Our investment isn’t just limited to our network and our products. We are investing in our people and in providing local service and creating local jobs.

Vodafone is bucking the industry trend by doubling the size of our onshore Australian-based call centre workforce, creating brand-new jobs at a time when our competitors are sending them overseas. We are building a brand-new, state-of-the-art call centre in Hobart’s CBD to complement our existing call centre in Kingston, Tasmania, making Vodafone one of the largest private sector employers in Tasmania. By mid-2015, Vodafone will operate two

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telecommunications services are not available, or are more expensive in Australia than elsewhere, the ability of Australian businesses to compete globally is impacted. Competition and choice in the telecommunications market are key to our economy prospering.

More Australians now access the internet via mobile devices than via fixed devices, and consumers now consider mobile to be an essential communications path. This is a trend that is repeated around the world. Of Australian internet subscribers:

Source McKinsey

•

47 per cent accessed the internet via a mobile phone

•

23 per cent accessed the internet via a mobile broadband device1.

In 2013, mobile broadband increased Australia’s economic activity by $33.8 billion. This is the equivalent of 2.28 per cent of Australia’s GDP2.

The 2009 Access Economics report commissioned by IBM predicted that the widespread adoption of smart technologies in the key sectors of electricity, irrigation, health, transport and broadband communications would increase the net present value of Australia’s GDP by $35–$80 billion over the first 10 years of their deployment.

Source: OECD (example provided is a medium-use consumer)

More than 50 per cent of retail, finance and property businesses expect to offer customers a mobile website in the next three to five years, and 48 per cent of businesses expect to transact with their customers over a mobile application in the next three to five years.

1 ACMA www.acma.gov.au/webwr/_assets/main/ lib410148/chapter%201_the_aus_communications_ and_media_market.pdf 2 www.acma.gov.au/Industry/Spectrum/Spectrum -projects/Mobile-broadband/australia-benefits-fromgoing-mobile

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We’ve got you covered.

With 96% of the Australian population covered, you can access our 3G and 4G networks in more of the places you go every day. vodafone.com.au/coverage

Vodafone Power to you

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Without access to competitive mobile broadband, our economy will suffer and Australia’s productivity as a nation will be undermined. This is why Vodafone is campaigning for the removal of the roadblocks to a more competitive marketplace, and the delivery of better services and more choice and competition to all Australians.

Australia, in comparison to its global and regional competitors, has an expensive telecommunications market, driven in large part by a lack of real competition.

Why this matters is because a market without competition won’t deliver value for consumers and the economy. The cost of telecommunications services as a percentage of the cost of doing business in Australia is much higher than it is in other countries. As we rely more and more on telecommunications tools in business, we won’t be able to compete globally if we don’t make the telecommunications market more competitive.

Australia has the highest fixed-line telecommunications prices in the OECD, and in remote and regional Australia consumers and businesses suffer at the hands of an effective fixed-line and mobile monopoly with little competitive pressure. For every man, woman and child in Australia, the incumbent telecommunications provider receives $455 profit compared with $233 in Spain and $132 in the United Kingdom.

Without effective competition, consumers are paying higher prices than they would anywhere else, and the cost to business means they struggle to compete.

Removing the roadblocks to better mobile services If Australia is to benefit from the full potential of mobility, then there are roadblocks to a more effective market that must be overcome.

In comparison to other nations, the dispersal of Australia’s population and the size of the geographic landmass result in more challenging economics for building mobile infrastructure and serving the needs of the population.

In many areas of regional and remote Australia, it is only economically viable to build one set of mobile infrastructure, and it makes sense for all providers to work together in these places to not only provide the much-needed infrastructure, but also to deliver consumer choice.

The legacy provider of telecommunications in the regions has existing transmission links to almost every town in Australia – some of which were built with public funds. The high cost of backhaul services means that the economics of coverage expansion in many places is challenging, and new, different policy approaches are required.

Vodafone wants to work with communities and with other providers to deliver improved coverage and better competition. In many markets

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around the world, the industry has developed solutions to deal with the issues and deliver better competition. In Australia, we still suffer at the hands of a monopoly in many places. It is important that all industry players approach these problems collaboratively.

The importance of the National Broadband Network The NBN is more than just a program to replace the old cold copper wires with fibre-optic cable. It will also improve mobile services and help improve the business case for mobile coverage expansion.

Mobile networks need mobile base stations to transmit the wireless signal and fixed transmission links (backhaul) to carry the voice and data traffic from the base station to the exchange, and then off to the rest of the world.

The NBN is building the perfect network to help mobile services. In metro areas, the NBN can assist mobile by allowing the deployment of small cells that will connect to the fibre network and draw traffic out of the macro network. In

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regional Australia, the NBN can assist to provide access backhaul to the towers and to the backbone transmission links, improving its business case and assisting in coverage expansion.

provider’s customers. This has led to a significant imbalance in the market, has perpetuated the problems of monopoly and has robbed consumers and businesses of the benefits of competition.

The NBN fixed-wireless project can also help with mobile deployment. In many places where the NBN is building a tower, there is also a need for better coverage and improved competition. It makes sense to maximise the use of the infrastructure and improve mobile services.

Government funding and subsidies must benefit all taxpayers and users of telecommunications services.

Better policy approaches and sensible investments Traditional policy responses to provide telecommunications services to areas where it is not commercially viable have focused on subsidising one network to extend its coverage without considering the impact on competition. A more competitive market means more investment and more coverage in the long term.

Over $1.4 billion has been provided by way of direct payments and taxpayer subsidies over the last 10 years to build telecommunications infrastructure that benefits only one provider, and only that

Policy approaches that do not deliver a competitive outcome for the market are ineffective. In fact, they make the problem worse in the long run. Government funding should not perpetuate an unchallenged commercial advantage that further entrenches a private monopoly and does not solve the long-term coverage needs of the nation.

Vodafone is pleased to be working with the Commonwealth Government through its $100 million Mobile Coverage Program. We are pleased that delivering competition and choice has been highlighted as a desirable outcome. We believe that all programs that provide public funding to subsidise the building of telecommunications infrastructure should benefit all consumers and all providers, and increase – not decrease – competition and consumer choice.

How can local government help?

Local government is an important stakeholder and partner in improving mobile services and increasing competition. Councils have a unique role to play, and an opportunity to assist mobile coverage expansion. Councils can: •

help identify appropriate sites for mobile base stations that meet community needs in advance of them being required

•

assist with planning approvals

•

offer in-kind support to the deployment of base stations

•

assist with the provision of land in regional areas to help make the economics of coverage expansion stack up.

Vodafone would welcome contact from any local council interested in working collaboratively to improve outcomes and overcome the roadblocks to coverage expansion.

Please contact matthew.lobb@vodafone.com.au.

THE AUSTRALIAN AUSTRALIAN LOCAL LOCAL GOVERNMENT GOVERNMENT YEARBOOK YEARBOOK EDITION EDITION 22 22 •• AB 47 THE

LEADING EDGE LOCAL GOVERNMENT

The local government workforce

– now and in the future By the Australian Centre of Excellence for Local Government It may not be generally known, but the local government sector in Australia is a significant employer, particularly in regional, rural and remote areas, with nearly 200,000 people working in a wide range of occupations such as service delivery, place-shaping and community leadership.

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or the sector to be effective, and for individual councils to be sustainable, local government needs a skilled, capable and innovative workforce to ensure that it can continue to meet current expectations and plan for the future. To do this, it is important that the sector and other stakeholders have up-to-date knowledge about this workforce, and this is one of the reasons that the Australian Centre of Excellence for Local Government (ACELG) has developed the report, ‘Profile of the Australian Local Government Workforce (2015)’.

This original report combines data from the Australian Bureau of Statistics (ABS) with findings from a targeted ACELG workforce survey. The report aims to identify gaps in knowledge about the sector and complement the milestone publication, Future-proofing local government: National workforce strategy 2013–2020, prepared for ACELG by Local Government Managers Australia (National) in 2012.

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LEADING EDGE LOCAL GOVERNMENT

Some of the key findings from the ACELG report are: • Local government employees are everywhere – From the city to the bush, local governments are key employers around Australia. A higher proportion of the local government workforce is employed in regional and rural areas compared to other levels of government and important regional and remote employing industries. Given the significance of local government to the Australian regional and rural workforce, and the fact that, in many locations, local government is the only level of government present in the area, strengthening the local government sector represents an excellent opportunity to secure and strengthen the economic, environmental and social foundations of rural and regional communities across the breadth of the country.

• Gender of local government employees – Local government nationally employs a slightly higher proportion of men than women; however, there are significant jurisdictional differences. There is a need to increase gender diversity in the engineering/infrastructure occupation stream, where females are significantly under-represented (with a presence of less than 10 per cent). Providing more flexible employment opportunities in key occupations, attracting, training and retaining skilled female employees, and re-imagining existing relationships with local schools and tertiary institutions may assist in establishing gender equity in the sector.

• An ageing workforce – The local government workforce is ageing, and is older compared with other government and industry sectors (37 per cent of local government workers are aged 50 years or older, compared to the Australian labour force average of 29 per cent). Male employees are older than female employees, with a higher proportion of male employees aged 50 years or older. The ageing cohort of CEOs and general managers also suggests that local government needs to be thinking about how to develop, attract and retain the next generation of senior leaders. The proportion of local government employees aged younger than 35 years is also lower than the Australian average.

• Education levels – Women working in local government are more highly educated than their male counterparts.

When considered in the context of an ageing cohort of CEOs and general managers, this suggests that there may be opportunities to address gender imbalance in senior leadership ranks by developing talented mid-level female managers and enabling career progression opportunities.

• Women as elected representatives – Only one-third of councillors and mayors are women, and an even smaller proportion (11 per cent) of council CEOs and general managers are female. Women accounted for just 32 per cent of candidates at the last round of local government elections.

Local government and political organisations have a long way to go before they achieve candidate gender equity. Further research is required to determine what the barriers might be to female political participation in local government.

• Workforce planning – Not surprisingly, the development of workforce plans is more common in jurisdictions where workforce planning is mandatory. The biggest workforce challenge facing local government is an ageing workforce and the high levels of impending retirements.

• Indigenous employees – Nationally, more than 4.5 per cent of the local government workforce is of Aboriginal and Torres Strait Islander background. This is well ahead of state and territory governments (two per cent), the Commonwealth (1.5 per cent) and the private sector

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LEADING EDGE LOCAL GOVERNMENT

Local Government Managers Australia

Penrith City Council

(1.3 per cent). While local government leads the public and other sectors in Indigenous employment (and far exceeding the Council of Australian Government’s target of 2.6 per cent), changes to Community Development and Employment Projects (CDEP) and other employment programs have the potential to jeopardise these figures.

There are also opportunities to create more stable positions and better career paths for Indigenous employees.

For example, there are few Indigenous people in local government leadership positions currently.

Australian local government has a unique and positive story to tell about its diverse and hard-working workforce. To build upon this, ACELG will continue to undertake further research on the key issues raised by this report in partnership with the local government sector, and will continue to implement the National Strategy through its research and program activities based at the University of Technology, Sydney.

• Training and development – A more strategic approach to training and development is suggested. Focusing on developing in-house talent to step into leadership positions, and on developing the skills of current employees so that they are able to move flexibly between occupations experiencing skills shortages, would yield positive outcomes.

• Vacancies and skills shortages – Local government is experiencing skills shortages in areas commonly identified by other sectors and industries. This means that, in areas where local government experiences difficulties in recruiting, it is likely to be in competition with other industries for staff.

Local government can learn valuable lessons from human resources strategies in other sectors by differentiating itself as an employer of choice, and encouraging and promoting flexible working conditions, career development opportunities, and the chance to contribute to civic life and community wellbeing. The evidence suggests that flexible working conditions and career development are likely to contribute to a more equitable and diverse workforce that better represents the diverse communities served by local governments around the country.

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To date, a number of actions have been taken that can be built upon into the future, such as: •

research into the factors impacting on the attraction and retention of CEOs and senior managers in rural-remote and Indigenous local government, and a ‘how to’ guide for recruitment, retention and performance management of CEOs and senior managers in remote locations

•

research into the qualities, experiences and attributes that Western Australian councils seek from prospective CEOs, and the formal and informal policies and processes that councils use to identify and recruit suitable candidates

•

an upcoming guide on mature talent management

•

ongoing activities around Indigenous employment in Australian local government.

ACELG welcomes comments on this report, which can be directed to: Melissa Gibbs, Deputy Director, ACELG – melissa.gibbs@acelg.org.au.

For more information about this initiative, or to download the report, go to www.acelg.org.au.

CORPORATE PROFILE

Reliable advice for IT efficiency

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overnments and councils all over the world grapple with concerns over their IT efficiency and return on investment. Councillors and council executives are becoming increasingly aware of the benefits of independent advice in technical areas. Unfortunately, independent IT advice is exceedingly rare. Many so-called consultant firms are tied to organisations that seek to sell technology or implementation services.

These conflicts of interest can often bring advice into question.

Beyond Technology Consulting is a truly independent firm focused purely on IT review, audit and strategy development. Gregory Spencer, Principal Consulting Partner, says, ‘The quality and independence of our advice is very important to our clients in the public and private sectors, so we carefully select our consultants to ensure technology neutrality, while our business model ensures the complete independence of our advice.

Gregory Spencer, Principal Consulting Partner

‘Actionable advice is key to Beyond Technology’s delivery model, so we work hard to provide trustworthy results,’ continues Spencer. ‘Too many strategic or remediation plans simply cannot be implemented due to legacy, budgetary or other constraints.

recasts the department’s role as a facilitator of organisational outcomes.

As Ron Payne, a Principal Consultant at Beyond Technology, points out, ‘When management feels that IT is lacking direction, we often find that an IT governance review can help refocus on delivery’.

‘Councils need to focus on advice that is tailored to the individuality of their business requirements, and that can be implemented with recommendations that specifically outline what needs to be done to achieve desired outcomes,’ Spencer explains.

He continues, ‘A zero-up IT budget review identifies costs that have not reduced with industry trends’. This approach allows the council to focus resources on more strategically valuable goals without reducing services – in most cases actually improving quality.

IT departments often come to see themselves as gatekeepers, protecting their users from themselves. This attitude was once understandable, but in a world filled with smart phones and personal technology, IT must be more accessible. Modern IT governance

Computing is a fast-paced industry and it’s very easy for even the most wellrun IT departments to become slow to respond, bound by legacy decisions and internal processes. Gregory Spencer says, ‘Local government organisations are not alone in having an IT function

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that is resource-constrained and sometimes unable to deliver IT services that the organisation requires. We are proud to have helped many city and regional councils overcome these problems’. This could be welcome help for many councils. The combined need to improve efficiency with increasing demand from constituents, such as smart city initiatives and digital enablement strategies, has left many IT departments fighting fires and unable to effectively plan or deliver new services.

BTC’s partner consultants have dual qualifications, with business qualifications such as an MBA, as well as a technical degree. This enables them to undertake deep technical analysis of complex IT environments, and also to understand the fundamental requirements and outcomes that should drive IT capabilities in any organisation.

Does your IT lack direction?

INDEPENDENT IT REVIEW WILL IMPROVE BUSINESS OUTCOMES Get actionable advice on improving business efficiency and extract more value from your IT.

OUR EXPERTISE AND PROVEN EXPERIENCE WILL ASSIST YOUR BUSINESS WITH: – Extensive audit of IT and improvement planning (including 3rd party providers) identifying key actions to improve service, optimise cost and reduce risk – IT and Digital Strategy Review and Development – Audit privacy and Information Security processes and practices to identify any key gaps and risks – Benchmark/reduce IT spend, review IT governance & improve efficiency of IT service delivery – Deliver comprehensive IT planning & budgeting for the business – Undertake an IT skills assessment and zero up budget analysis – Undertake IT compliance & disaster recovery audits and planning to meet corporate governance requirement

Beyond Technology Consulting’s “Actionable Advice” Experienced – Our senior, highly experienced, dual qualified professionals will quickly understand your business needs and specific technology challenges Independent – We are not aligned to specific technologies and have no conflict of interest Practical – Our experience will deliver a plan of action based on real world outcomes, costs, & timeframes Pragmatic – Our ethos is technology is subservient to the business and our methodologies focus on determining the best way to solve your business need, rather than the best way to justify the latest technology

www.beyondtechnology.com.au Phone: 1300 469 909 Email: enquiry@beyondtechnology.com.au Contact us for an appointment to discuss your requirements with a consultant today

IT AUDIT • TECHNOLOGY PLANNING • IT IMPROVEMENT • INFORMATION PRIVACY AND SECURITY ADVICE & PLANNING • IT STRATEGY ADVICE CLOUD COMPUTING STRATEGY DEVELOPMENT • PRE/POST MERGER IT INTEGRATION ADVICE • COST REDUCTION OPPORTUNITY ASSESSMENT

LEADING EDGE LOCAL GOVERNMENT

Building a new council It’s not very often that a local government has the opportunity to be created from scratch, but this was exactly the challenge that Douglas Shire Council faced on 1 January 2014.

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esidents of the Douglas Shire were among four local government areas in Queensland that voted to de-amalgamate from larger councils in March 2013, with just over 56 per cent of voters in Douglas electing to separate from Cairns Regional Council.

The amalgamation was forced upon the Douglas Shire as part of sweeping statewide reforms introduced by the state government in 2007, but the Douglas Shire remained one of the most vocal and well-organised opponents of amalgamation.

The nine-month period between the vote to de-amalgamate and the official beginning of the new Douglas Shire Council represented a huge task to financially separate from Cairns Regional Council and establish the framework of the new council.

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LEADING EDGE LOCAL GOVERNMENT

Douglas is one of the most diverse and environmentally significant local government areas in Australia, covering a total area of 2436 square kilometres, and with a population of just under 12,000 people.

It is the only place on the planet where two World Heritagelisted areas meet: the breathtaking Daintree Rainforest and the serene Great Barrier Reef.

The main communities are Port Douglas, which is almost solely reliant on tourism, and the agricultural hub of Mossman, which depends largely on the success of the sugar cane industry.

In the first six months of its existence, Douglas Shire Council had to produce and adopt two budgets, two operational plans and a corporate plan to comply with legislative requirements, as well as fulfilling the day-to-day operations of Council and finalising the financial separation from Cairns.

This daunting task was undertaken in an environment of huge change for the administration, with Daintree resident Linda Cardew chosen to lead the organisation as Chief Executive Officer alongside Julia Leu, the former Division 10 Councillor at Cairns Regional Council, who was overwhelmingly endorsed as Mayor.

The new Council adopted the motto of being ‘Concise, Contemporary and Compliant’ as they set about identifying the

goals and priorities for the new Douglas Shire, while meeting the expectations of the community and government regulators.

Chief Executive Officer Linda Cardew is proud of the organisation’s achievements in its first 12 months, which she says are largely due to the tireless efforts and enthusiasm of the staff to implement new IT systems, governance structures and operational priorities, and particularly to work in partnership across all areas of Council.

‘Council is in a much stronger financial position than the Queensland Treasury Corporation (QTC) predicted prior to de-amalgamation, and we’re rolling out extensive capital works initiatives as well as keeping ahead of our operational program,’ Cardew says.

‘Our 150-plus staff has really embraced this new sense of ownership and the ability to implement their own local knowledge into the decision-making process, which has improved efficiencies and benefited community outcomes.

‘We also had the unexpected challenge of Cyclone Ita in April 2014, which caused more than $20 million [of ] damage to Council’s infrastructure assets, such as roads, causeways and bridges, not to mention the disruption to local residents and businesses.

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LEADING EDGE LOCAL GOVERNMENT

‘Council is now rolling out these repairs under National Disaster Relief and Recovery Arrangements funding, which provides fantastic economic development opportunities for local contractors, as well as providing greater resilience for future natural disasters.’

Cardew says that highlights of the new council’s first 12 months included Council’s decision to restrict rate rises to an average 5.2 per cent compared to QTC’s projected initial increase of 27 per cent, meeting an ambitious $9 million capital works program and improving economic development opportunities.

‘Council has provided certainty for the local tourism industry with the ongoing funding of and closer collaboration with Tourism Port Douglas Daintree, which markets the region, as well as with significantly increased funding and support for major events and community programs,’ Cardew says.

‘We’ve consulted extensively on a range of important initiatives, from identifying Council’s priorities over the next five years with our Corporate Plan, to providing greater access to Council services and the long-term management of crocodiles in the Douglas Shire.’

Strengthening the sense of community has been another key focus of the new council, with a much greater emphasis on empowering local community organisations to deliver social projects, and communicating across different platforms.

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LEADING EDGE LOCAL GOVERNMENT

‘Council’s Facebook page, for instance, has almost 1500 followers, and proved [to be] invaluable before, during and after Cyclone Ita in getting important messages to our community immediately,’ Cardew says.

of the facilities and services in the Douglas Shire that are accessible to those with a disability, so we can promote the region as the friendliest and most welcoming in Australia for those with a disability.

‘We’ve also launched a YouTube channel to provide our community with a better understanding of what Council actually does, how we do it and who the people are involved, and we’re starting to use Instagram as a tool to promote the Douglas Shire as a place to relocate to and do business.’

‘We’re also collaborating with our local Indigenous community to identify work opportunities within Council and as contractors, as well as ensuring Council’s strategic goals and operations are culturally appropriate.’

While the local economy will always be heavily influenced by tourism and agriculture, Council is eager to support initiatives that promote diversification.

While it is still early days, the Douglas Shire Council’s ability to lead the way in financial, environmental and social sustainability has so far proven to be an endorsement of the community’s desire to be responsible for its own affairs.

‘Council has teamed up with Screen Queensland (SQ) with the aim [of being] the most film-friendly destination in Australia, and [Douglas Shire] already boasts the biggest regional gallery on SQ’s locations database, which is attracting national and international interest,’ Cardew says.

‘We are truly fortunate to live in what many of us regard as the most beautiful place in the world; we are faced with the same challenges as other small councils around Australia, and as an administration we are determined to ensure that our community thrives on our own two feet,’ Cardew says.

‘We have preferred supplier agreements with more than 50 local contractors for wet and dry hire, so they can be utilised for local maintenance and construction projects, and our website has a number of tools to support small business.

‘The accomplishments Council has achieved so far prove that a contemporary approach, local knowledge, and the determination to meet and exceed the expectations of our community can be the launching pad for success in local government.’

‘Another project we’re working on that I’m very excited about is Access Douglas, an online resource that details all

THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 22 • 57

CORPORATE PROFILE

The world of Penfolds

Penfolds Magill Estate

Magill Estate Barrel Hall

Penfolds Kalimna Vineyard, Barossa Valley

The Penfolds Winemaking Team

About Penfolds

S

ince 1844, Penfolds has played a pivotal role in the evolution of winemaking, with a history and heritage that profoundly reflects Australia’s journey from colonial settlement to the modern era. Penfolds wines were established in the spirit of innovation and the constant and endless pursuit of quality, evidenced by the secret bottling of the inaugural Grange in 1951, and the unbroken line of vintages of what is now Australia’s most iconic wine.

Today, the complete collection of wines continues to display the distinctive and consistently recognisable Penfolds ‘house style’ – the ultimate expression of Penfolds’ time-honoured tradition of sourcing the best fruit from the best regions. Historic blends, significant milestones and heritage vineyards

have been honoured by a lineage of custodians whose courage, imagination, precision and humility have ensured that Penfolds remains true to its original values while remaining relevant for current and future generations. The stories and philosophies behind each label bring a timeless quality, making Penfolds wines special and compelling for collectors and drinkers the world over.

The Penfolds philosophy For more than 170 years, three distinct styles have underpinned the Penfolds winemaking philosophy: single vineyard or single block, single region or subregion, and multi-region or multivarietal blending.

Penfolds’ single vineyard and single block wines are celebrated for their unique terroir and sense of place. These include Magill Estate Shiraz, Kalimna Block 42 Cabernet Sauvignon, Cellar Reserve

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Kalimna Block 25 Mataro, and 2010 Bin 170 Kalimna Shiraz.

Similarly, Penfolds wines sourced from a single region or subregion represent the best of what that region or subregion can offer. These wines are regarded for their optimised regional character and microclimate variants such as soil, drainage and aspect. Examples include RWT Barossa Valley Shiraz, Bin 128 Coonawarra Shiraz, Reserve Bin A Adelaide Hills Chardonnay, Bin 150 Marananga Shiraz, and Bin 23 Adelaide Hills Pinot Noir.

Finally, both multi-region and multi-varietal blending exemplify what Penfolds is best known for from a winemaking perspective – crafting wines to a house style. Penfolds Grange is the original and most powerful expression of this blending philosophy, which results in a consistency of style and quality across vintages. Other

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The dining room at Magill Estate Restaurant

Magill Estate Restaurant Head Chefs Scott Huggins and Emma McCaskill

examples of this style include St Henri Shiraz, Yattarna, Bin 389 Cabernet Shiraz and Grandfather Rare Tawny.

The Penfolds Collection Each October, The Penfolds Collection is unveiled – a family of fine wines, each with a distinct character, quality and provenance, and a testament to the enduring ‘house style’.

At the heart of the philosophy is balance, observing the long-held belief that while Penfolds wines should promise to gradually develop with careful cellaring, they must also be capable of satisfying even the most discerning of palates from the day of release.

Individually, each one is a worthy addition to the Penfolds dynasty of wines – wines that have displayed imagination, care and winemaking mastery for generations.

And together, they make the Penfolds Collection something quite extraordinary.

The Penfolds Collection is now available at fine wine stores nationwide, the Penfolds Cellar Doors and via Penfolds.com.

Magill Estate Restaurant Located at the spiritual home of Penfolds, Magill Estate Restaurant is just eight kilometres from Adelaide, situated adjacent to the Magill Estate vineyard, winery and cellars.

Combining modern architectural style with the natural attributes of its historic Adelaide foothills location, the restaurant has received wide acclaim since reopening over a year ago. Most recently, the restaurant rounded out the Top 10 in Gourmet Traveller WINE’s annual Top 100 Restaurants awards, followed by an inclusion in the Weekend Australian Magazine’s Top 50 Best Restaurants.

The kitchen team is led by co-head chefs Scott Huggins and Emma McCaskill, who explain the food philosophy as: ‘Our aim is to constantly be inventive, drawing influences from season, flavour, aroma, wine and texture. We have a conceptual approach to cooking, which reflects on travels and exchanges of ideas.

While we have an innate understanding of the Penfolds winemaking philosophy and wine style, our passion lies in our natural and wild surroundings: seasons,

Pork, broccoli and macadamia, paired with Bin 707 Cabernet Sauvignon

flora and fauna. We hunt for rich produce from the local community and from the same region, earth, land and loam from which fruit for our wines is sourced. It is the diversity of South Australia’s terroir that provides both the kitchen and winemaking team with a rich palette of regionally unique materials. We share a vision to deliver a clean and natural cuisine, with complex preparation, however never complicated on the plate or palate.’

The restaurant’s stunning views, contemporary food and exemplary service are complemented by a cellar boasting the finest collection of wines dating back to the creation of the first (experimental) Grange in 1951, to complete one of Australia’s finest food and wine experiences.

For more information or to make a reservation visit www.magillestate.com.

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CORPORATE PROFILE

Wines from The Penfolds Collection include: 2010 Grange ‘Worth the wait – after a one-decade deliberation, this wine strenuously asserts Grange’s positioning in the new millennium.’ – Peter Gago, Penfolds Chief Winemaker Arguably Australia’s most celebrated wine, the 2010 vintage celebrates the 60th consecutive release of Penfolds Grange.

Utilising fully ripe, intensely flavoured and textured shiraz grapes, the Grange style is the original and most powerful expression of Penfolds’ multi-vineyard, multi-district blending philosophy.

2012 RWT Barossa Valley Shiraz ‘One of the more formidable RWTs – reminiscent of the 1998 at release.’

Peter Gago, Penfolds Chief Winemaker The initials RWT stand for Red Winemaking Trial, the name given to the project internally when developmental work began in 1995. Naturally now no longer a ‘trial’, RWT Shiraz was launched in May 2000 with the 1997 vintage. Made from fruit primarily selected for its aromatic qualities and fine texture, rather than sheer intensity or power of flavour, the result is a wine that helps to redefine Barossa Shiraz at the highest-quality level.

intriguing counterpoint to Grange. It is unusual among high-quality Australian red wines, as it does not rely on any new oak. The latest release offers a vibrant nose with red-curranted fruits and an impressive structure, with a long finish on the palate.

2012 Bin 389 Cabernet Shiraz ‘A classy Bin 389 reflection of a relatively more elegant and refined South Australian 2012 vintage.’ – Peter Gago, Penfolds Chief Winemaker Often referred to as ‘Baby Grange‘, Bin 389 was first made in 1960 by former Chief Winemaker Max Schubert. Combining the structure of cabernet with shiraz richness, and exemplifying Penfolds skill in judiciously balancing fruit and oak, vintage 2012 is focused and fresh, with vibrant acidity enhanced by oak and tannin.

2012 Kalimna® Bin 28 Shiraz ‘The complete package – imminently drinkable – this blend showcases the 2012 South Australian harvest very well indeed.’

– Peter Gago, Penfolds Chief Winemaker First created in 1959, Bin 28 offers a showcase of warm-climate Australian shiraz – ripe, robust and generously flavoured. This latest release reveals an even and balanced palate, with berried fruits and assorted spices, accompanied by a nose that is honest and true to style.

2011 St Henri Shiraz ‘Stylistically, quite possibly the Penfolds red of the (2011) vintage.’ – Peter Gago, Penfolds Chief Winemaker St Henri is a time-honoured and alternative expression of shiraz, and an

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For further information and to view the complete collection, visit www.penfolds.com.

GrAnGe • bin 707 • rwt • MAGill eStAte • yAttArnA • St henri reServe bin A • bin 389 • bin 407 • bin 150 • bin 28 • bin 128 • BIN 138 • bin 51 • bin 8 • bin 2 • bin 9

1844

the PenfoldS collection. A fAMily of fine wineS, eAch with A diStinct chArActer, quAlity And ProvenAnce. A teStAMent to the endurinG ‘houSe Style’ And wineMAkinG PhiloSoPhy thAt PenfoldS hAS Proudly uPheld Since 1844.

nuMberS cAn be eXtrAordinAry PenfoldS.coM

SMS PenfoldSAlGA And your firSt nAMe, lASt nAMe And eMAil AddreSS to +61 417 977 312 to join friendS of PenfoldS And receive the followinG benefitS:

information about Penfolds new release wines

updates from the Penfolds winemaking team

Access to special offers and invitations to exclusive events

details of exclusive collaborations and other news

by registering with us, you consent to receive further information from Penfolds using any of the contact details which you provide. we will deal with your personal information in accordance with our privacy policy available at penfolds.com.

LEADING EDGE LOCAL GOVERNMENT

Go Goldfields Central Goldfields Shire Council

Central Goldfields Shire has been facing major social issues for decades. In 2009, it was 79 of 79 shires in Victoria on the Socio-Economic Indexes for Areas (SEIFA). There have been many attempts at addressing these issues, but none proved to have the overall impact that was needed to change the statistics, or the ‘story’ of the shire as one of disadvantage.

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ouncil knew that the cycle needed to be broken – that major change was required. This change would take time, the solutions had to last, and collaboration from all areas of the community was essential to succeeding.

In 2009, Central Goldfields Shire Council, service leaders, government bodies and the community decided that something had to be done. The groups aligned to form Go Goldfields, and develop one plan for everyone to work to. The Victorian Government then supported the implementation of that plan with $2.5 million over three years (2012 to 2014).

Council, the community, and the innovative Go Goldfields Alliance have built language, literacy, parenting, workforce readiness, community safety for women and children, and meaningful social connection into the community.

LEADING EDGE LOCAL GOVERNMENT

The last three years have seen significant changes in these areas. For example, in 2011: •

60 per cent of children who started school in Central Goldfields Shire required speech pathology services. The Victorian average was 20 per cent

•

only 60 per cent of children were achieving Level 5 reading at the end of Prep

•

between 2012 and 2014, changes were implemented within the service system and the community to address these issues.

Redesign of the speech pathology service In 2011, success was defined by throughput, as well as meeting funding targets and professional parameters. Now, the service is family-focused and child-friendly. Success is defined by the following questions: •

How many children need speech pathology when they start school?

•

Do children have adequate language skills to learn to read when they start school?

•

How is a child progressing through a program against the current plan (developed with the parent and early years service provider), and do we need to modify it?

•

Is our service being delivered from the right place to maximise accessibility to services for children and families; for example, a childcare centre or kindergarten?

Early years services and schools incorporate language development into their programs To support and enhance the work of speech pathologists, Go Goldfields offered Australian Literacy and Numeracy training to all early years service providers. This enabled all service providers to approach children’s communication development in the same way. Supported playgroups and childcare centres, as well as some kindergartens and primary schools, have embedded oral language into their programs. The Maryborough Education Centre now does an oral language activity every day for every class from Prep to Year 12.

Parents understand the importance of reading, talking, laughing and playing Information and training sessions were introduced at antenatal, maternal and child health centres, and kindergartens, childcare centres and community groups. This has given parents the understanding, knowledge and confidence to be active teachers, creating strong learning environments at home.

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LEADING EDGE LOCAL GOVERNMENT

Community groups incorporate oral language and literacy into their services

Council has also budgeted a contribution to the program over this time.

The Maryborough Toy Library has introduced books and language stimulation activities into story packs for families to borrow.

In the next three years, Go Goldfields will build on what it has learnt to date – most importantly, that nothing changes unless everyone is working on it together. To ensure that this happens, the Alliance is including more community and business representation at the decision-making table.

Baby Rhyme Time and Story Time are held weekly at the Maryborough Regional Library, with an average of more than 20 attendees at each session.

The community has hosted language- and literacysupported playgroup events, such as the Playgroup Extravaganza. This has run for two years; the first year was delivered by the Go Goldfields team, and the second by supported playgroups in partnership with Playgroups Victoria.

These changes have been adopted by early years service providers and families with children across the shire, so in just three years, the success that’s been achieved has been significant.

December 2014 figures show that in 2015, just 25 per cent of Preps in Central Goldfields Shire will require speech pathology services when they start school.

Ninety-one per cent of Preps reached Level 5 reading by the end of 2013.

In the 2013 evaluation, parents reported an understanding of how important reading and literacy is. In 2014, parents reported knowing how to do the things that will help.

Although results like this are promising, Go Goldfields is clear that to achieve meaningful social change, it will take 10 to 15 years at a minimum. So, to ensure the continuation of this work, the Alliance has developed a high-level plan called Go Goldfields Next Steps 2015–2017.

Funding is secured, which includes $2 million over three years from the Victorian Government, and $450,000 ($300,000 in funding and $150,000 in kind) from a new philanthropic trust aimed at supporting meaningful social change in Australia.

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Council’s work with children, youth and families will continue to focus on how to work together in different ways to improve outcomes for the community. Our newly created Early Years Forums include opportunities for professional learning, which promotes growth in leadership and utilises data to more effectively guide the combined approach to working with children and families.

This work remains challenging. Aspects such as government policy and funding guidelines, existing organisational and community culture, and longstanding practice, need to be challenged to achieve a different story for the community.

Central Goldfields Shire Council continues to be committed to this work, using the collective impact approach, and supporting the ongoing development of the social outcomes in the community. Council, as the only body that has whole-ofcommunity responsibility, is in a key position to implement and drive social change.

It is, however, by all working together that we overcome the issues and build an aspiring, achieving community living a full life.

For further information about Go Goldfields, including details on our other successes, visit www.centralgoldfields.com.au, or call 03 5461 0610.

INFRASTRUCTURE + ENGINEERING

Investing in local roads and local infrastructure for the 21st century Local government plays a pivotal role in bringing communities together, delivering services, building community infrastructure and putting in place local solutions to local problems.

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he Coalition Government’s budget aims to put in place a plan to help Australia become more productive, especially through a massive new infrastructure program. Local government has a particularly important role in helping to deliver on that objective.

The government has committed $50 billion to deliver vital productivityenhancing transport infrastructure across Australia on a scale that has never previously been undertaken.

All Australians stand to benefit from safe and efficient transport networks. Local and national networks will untangle the gridlocks in our cities and incorporate intermobile hubs to speed up the supply chain

and improve access to our ports. Better transport links boost our productivity and international competiveness.

To support these goals, the budget includes $2.5 billion for local roads under the Roads to Recovery Programme, including an extra $350 million under the Infrastructure Growth Package, providing double the amount of funding in 2015–16.

The government has also launched Round One of the $300 million Bridges Renewal Programme to assist communities to renew and replace ageing bridges, and a further $565

million has been provided for the Black Spot Programme to assist councils in fixing dangerous and accident-prone sections of local roads and streets.

Changes to this program ensure that eligibility is extended to a wider range of dangerous sites.

In 2015–16 and 2016–17, the government will almost triple the investment in the Black Spot Programme to $160 million per year. At least 50 per cent of this funding will be dedicated to fixing sites in regional Australia.

The budget also includes and confirms $314 million for around 300 projects under the Community Development Grants Programme.

The new $1 billion National Stronger Regions Fund will be up and running next year. Councils and community groups will be able to apply for grants of between $20,000 and $10 million for priority infrastructure.

Further information on the Au s t r a li a n G ove r n m e n t ’s programs is available at www.infrastructure.gov.au.

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CORPORATE PROFILE

Connection is everything

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he National Broadband Network (NBN) is an Australia-wide project to upgrade the existing fixed-line phone and internet network infrastructure. It is essential for Australia’s transition to a digital future. Fast broadband has the potential to fuel growth and drive improvements to local economies, businesses and homes, bringing new opportunities to the whole country.

Network technology

Fixed line

NBN Co is committed to providing access to fast, reliable and affordable broadband services throughout Australia.

We currently plan to do this by using a mixture of the following technologies, using the best fit solution for each area.

Fibre optic cable technology will replace some of the existing copper wire and HFC networks that use electricity to transfer data to run telecommunications services in Australia. The NBN rollout currently uses ‘fibre to the premises’

What is the NBN? The aim is to enable access to fast, reliable and affordable phone and internet services from a range of providers. The NBN is designed to enable lifestyle enhancements including health, education, wellbeing, sustainability and wealth.

We are committed to closing the digital divide by providing access to a minimum level of broadband services to homes and businesses across Australia.

Due to the nature and size of our country, we plan to use a mix of technologies to deliver the NBN, using the best fit solution for each area.

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CORPORATE PROFILE

(FTTP) technology in which the fibre reaches all the way to the premises – your home or business. Fibre optic cable is made of glass and uses light to transmit data. Fibre has many advantages, which fit with the nature of our geography and the goal of assisting Australia’s transition to a digital economy, with higher productivity.

•

Fibre optic cables transmit data over long distances with significantly less loss of quality than copper.

•

Fibre is resistant to noise and ground currents that can interrupt signals.

•

Fibre is inherently capable of supporting high bandwidth, which can bring a wealth of benefits, including multiple users being online at the same time and at the same fast speeds, shorter download time, quicker upload time and a smoother online experience.

Fixed wireless Fixed wireless technology can transmit data at broadband speeds using radio signals instead of cables. This technology uses fixed transmission towers or base stations to communicate ‘over the air’ with the NBN-installed equipment within the home or business. Line of sight from the tower to the customer’s equipment is essential. Australia is a vast country with complex geography, and fixed wireless technology enables us to provide access to NBN services in locations that are difficult or not cost-effective to reach with fixed-line technologies.

Satellite Satellite equipment is installed at the home or business in order to transmit and receive data via a satellite orbiting the earth. This technology makes sense for Australia, as it enables us to connect homes and businesses in the hardest to reach – primarily rural and remote – areas.

Local government planning NBN Co is working with councils to facilitate the rollout of fast broadband.

Our aim is to work in partnership with local government to deliver the benefits of broadband to residents and businesses with minimum disruption to the community.

We are committed to working collaboratively with local government on the design and deployment of the NBN. Working together, we want to ensure that we deliver a lasting, positive legacy for the local community. To achieve this, local government has a critical role to play, as it is best-placed to ensure that NBN Co is aware of any potential local issues or requirements that need to be taken into consideration through planning, construction and mobilisation of the NBN. Local government can also add valuable, specialist resources and channels to engage and educate local residents and businesses.

NBN Co has established a dedicated team that is tasked with engaging communities and developing crucial partnerships with local, national and state governments. NBN Co’s Community Affairs Team works to ensure that key stakeholders within local government and other regulatory authorities are kept well informed throughout the rollout of the NBN.

Local government planning checklist NBN Co is committed to working closely with local government on the design and deployment of the NBN in specific areas, to help ensure a lasting, positive legacy for the local community.

The following checklist provides a guide for local councils as to the information that NBN Co and its

contractors and agents may need for assistance in the NBN planning process: •

zoning and overlay maps (in GIS format is preferred)

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location of environmentally significant or heritage areas that may not be in the zoning and overlay maps (for example, conservation or protected areas, national parks and nature reserves, wetlands, bushland and significant street trees)

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any specific local planning controls or restrictions, policies or codes that may apply specifically to telecommunication facilities

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confirmation of any local exemptions, restrictions or prohibitions for telecommunication facilities

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development application requirements (if necessary), including likely time frames and processes

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location of Commonwealth land, and education, health or government facilities

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CORPORATE PROFILE

•

location of major development proposals and areas (for example, greenfield sites)

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major infrastructure locations or areas that require major upgrades to infrastructure

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information on whether there is any opportunity for co-development and co-investment with NBN works

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address details for property owners to inform them of the proposed installation of NBN equipment on their land/property, including tenanted properties

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location of any council-owned ducts that NBN Co may be able to share

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access to suitable council infrastructure or locations for Fixed Wireless Program

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information on previous telecommunications infrastructure rollout legacy issues or locations.

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, shopfronts and information offices. In that case, councils could provide some indication of properties that might be useful for the above purposes.

Co-Development Program The Co-Development Program was established to leverage synergies between NBN Co’s planned construction and third-party construction projects.

The process allows both NBN Co and third parties to actively engage with each other for the purpose of early identification and leverage of viable common build activities.

If a local government or property developer has plans to construct new infrastructure, or the road authorities have planned road works, NBN Co could investigate the possibility of installing NBN Co conduits and pits at the same time, where feasible. This may achieve shared efficiencies while minimising both the community impact and cost.

Potential projects for codevelopment may include: •

road works

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works around rail corridors

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construction of major sites

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upgrades on communication assets

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utility works

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footpath works

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cycleway construction.

How it works Projects will be assessed against a set of criteria set by NBN Co to determine whether the project aligns with the NBN construction plans. Importantly,

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the project must be within the national rollout area.

Applicants are encouraged to register their interest early by submitting a completed co-development project form.

NBN Co will then assess the proposed third-party project before proceeding with discussions, which may, at NBN Co’s sole discretion, lead to a co-development.

To contact your local Community Affairs Manager, please email info@nbnco.com.au or call 1800 687 626.

For further information, please visit nbnco.com.au.

LEADING EDGE LOCAL GOVERNMENT

Planting seeds now for a more sustainable future

The strong partnerships between Surf Coast Shire Council in Victoria and its local community have nurtured the rapid growth of a range of pioneering Edible Landscapes Initiatives across the municipality over the past two years.

T

wo key initiatives in particular – Heritage Orchards in Schools, and Insect Hotels – drew accolades from popular Gardening Australia host Costa Georgiadis when he visited Surf Coast last year to meet the community and learn more about the work that is underway to introduce edible landscapes.

Developed by Council’s Environment team as firsts for local government in Australia, both initiatives break new ground in the way that they integrate environmental education, climate change awareness, food production knowledge and community relationship building.

Heritage Orchards sees local schools and kindergartens partnering with the Diggers Club and local retirees through the ‘Timehelp’ program to plant and nurture heritage fruit trees.

Insect Hotels involves local Men’s Sheds building structures that are to become the insect hotels, using recycled materials, and providing them to schools and community gardens.

All Surf Coast schools and kindergartens now feature heritage orchards, while most also have insect hotels, which complement growth by encouraging beneficial insects to move in.

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LEADING EDGE LOCAL GOVERNMENT

The insect hotels are beautiful additions to the gardens

‘As well as looking like a beautiful garden sculpture, our insect hotel has created much talk among the students about the vital role that insects play in our garden,’ explained Veronica Phillips, who coordinates Deans Marsh Primary School’s Kitchen Garden Program.

‘The decision to train our heritage fruit trees around the tennis court fence, near the front of the school, has enabled us to open up conversations with students, staff, parents and visitors about the importance of growing our own food locally and seasonally.

‘We’ve also planted a community herb garden outside the Deans Marsh General Store, providing another opportunity to gently educate people about how easy it is to grow simple food plants. Locals are welcome to pick herbs from the garden for their own use… perhaps by adding [them] to the tender local meats available in the store,’ Ms Phillips says.

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Since adopting Edible Landscapes Initiatives last year, Council has continued to work hand in hand with local schools, community gardens and other groups to introduce more edible landscapes.

‘Surf Coast Shire has a strong environmental conscience, so it’s natural for us to keep striving for innovation in how we manage our landscapes and deal with issues like food security,’ Mayor Margot Smith says.

‘We’ve already been able to achieve a lot with a small allocation of funds, thanks to the quality and quantity of the many local community groups that share our commitment to a more sustainable Surf Coast.

‘We look forward to continuing to work with them to make our shire even greener, including through the realisation of other edible landscapes initiatives,’ Cr Smith says.

LEADING EDGE LOCAL GOVERNMENT

Other initiatives either underway or on the drawing board include an on-farm composting trial at Winchelsea’s Barwon Park, an Indigenous orchard based on the food of the Wadawurrung people, and community heritage orchards at Barwon Park, and in Torquay and Anglesea.

Council’s focus on edible landscapes seeks to build on its ongoing support for Surf Coast’s four community gardens, which have flourished since the first seed was planted.

Anglesea Community Garden President Winsome Coutts says that each garden’s growth was the result of all members working to do their bit.

What I love is that you can drop in at any time and find someone tending their patch, or doing some community watering or weeding

‘What I love is that you can drop in at any time and find someone tending their patch, or doing some community watering or weeding. We have monthly working bees with morning teas or a barbecue, and twilight pizzas throughout the summer, where we all share our food,’ Ms Coutts says.

‘Edible landscapes is an area where Council and community groups can work together to make a big difference to our environment, while encouraging a lifelong love of growing fresh food, benefiting people’s health and wellbeing,’ Cr Smith says.

According to Cr Smith, the various Edible Landscapes Initiatives focus on working together now to sustain, protect and enhance Surf Coast Shire’s landscapes for future generations.

Council expended $15,000 on Edible Landscapes Initiatives in 2013–14, and allocated $20,000 in its 2014–15 budget to support their ongoing development.

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CORPORATE PROFILE

Redefining premium cinema

Australians love going to the cinema – it’s the number one leisure activity in the country, as shown through the consistency of the box office in the last five years. Ranking fourth in the world, Australians attend the cinema on average 4.65 times per year. One of the oldest industries in terms of entertainment, cinema has seen amazing innovations in entertainment over the last century.

T

he introduction of sound, colour and even 3D to mainstream cinema has occurred in the past century. More recently, cinemas have updated their equipment to be 100 percent digital, and, around the world, cinema exhibitors have focused on improving the cinema experience, highlighting that big-screen, big-sound approach. HOYTS Xtremescreen is one such example of this. To continue to enhance the audience’s experience, cinema operators have added another offer to the cinemagoer, known as ‘premium cinema’.

The concept of premium cinema is not especially new to Australia.

Launching in the late 1990s, HOYTS

introduced the La Premiere concept – a unique area at the back of a mainstream cinema with premium seating, and a separate bar and lounge for customers to enjoy a bite or a drink before or after their film. Other cinema chains began to introduce stand-alone cinemas with reclining seats and access to a separate bar and lounge.

Since this time, the concept of premium cinema hasn’t evolved in any great capacity. Minor experimentation with seats, service models or expanded menus has occurred, but largely the offer has remained relatively stable.

Enter HOYTS LUX in 2014.

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Speaking at the launch of the concept at HOYTS Broadway in New South Wales, Damian Keogh, CEO of the HOYTS Group, said, ‘We are now excited to announce a change in the cinema experience in which our guests can enjoy a visit to HOYTS. We recognise a big opportunity to enhance the cinema experience and, as such, we are delighted to present “HOYTS LUX – Premium Cinema Redefined”. HOYTS LUX will provide “the best seat in the house” for luxurious comfort, as well as a private bar to be enjoyed before and after the movie. We want our guests to have a memorable time, and to experience more on each visit. But what sets HOYTS LUX apart from the competition is the bar and the service model’.

The HOYTS LUX offer has a contemporary edginess to it, and it in no way aims for a direct comparison with other premium cinema offers.

Rather, HOYTS LUX acknowledges HOYTS’s core demographic and the age of these patrons, and aims to provide the service and standards that appeal directly to them. The music,

CORPORATE PROFILE

the lighting, the furnishings and, most importantly, the customer engagement are all part of our difference.

night for others. It is ideal for corporate functions and private parties, or when people simply want to ‘Experience More’.

HOYTS LUX will continue to offer a VIP lounge area, and provide a great range of food and drinks in a relaxed, informal and irreverent environment.

There’s no stuffy ‘silver tray snobbery’ at HOYTS LUX! It is luxury, but informal, edgy and fun. They don’t take themselves too seriously. HOYTS LUX guests can enjoy a drink and a bite to eat before or after the movie, and people are encouraged to linger and socialise.

The concept strives to deliver the ultimate cinema-going experience with service that is engaging, professional, informative, efficient and friendly. HOYTS LUX is the most premium cinema experience that HOYTS provides to its guests, but it’s not about pretentiousness or snobbery.

The HOYTS LUX cinema auditoriums at HOYTS Broadway feature an intimate and luxurious space, with lavish reclining chairs, and an in-cinema waiter service with an exceptional selection of gourmet food and an extensive wine list. Unlike the competition, guests will also receive complimentary popcorn and soft drinks on arrival.

HOYTS LUX is aimed at offering a special night out for some, and a regular

The menu is designed to offer variety and choice, including healthier options, such as salads and wraps. ‘We wanted a signature dish to be known for, and we developed our range of exclusive dumplings – inspired with flavours from around the world, including a cheeseburger dumpling!’ says Matthew Ezra, General Manager – Premium and Food and Beverage.

‘We took the approach to create a bar first for all our cinema guests … we wanted it to be known as the cool place to be, and to offer an on-site alternative to some of the 59 per cent of people

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who are eating and drinking before or after a movie.’

The bar, known simply as BAR, has been zoned to enable a number of private functions to occur simultaneously.

In the HOYTS Broadway BAR, several zones exist – each with their own sound system, access to digital screens and exclusive areas for corporate entertaining.

This allows for businesses of all sizes to ‘own’ an area for their corporate hospitality needs.

The HOYTS LUX concept at Broadway is not an isolated proposition in HOYTS’s future plans.

‘Our investment into a premium cinema offer at HOYTS Broadway highlights our commitment to providing the best entertainment experience for our guests. This major investment into the cinema is only the start of our planned expansion of our premium cinema offer,’ says Keogh.

HOYTS LUX forms part of a national overhaul of HOYTS La Premiere and HOYTS

CORPORATE PROFILE

Directors Suite locations, and has come to fruition with an outlook that is focused on everyday moviegoers who want to enjoy a fun, edgy and timeless experience, at any time of the week. The Melbournebased HOYTS LUX cinemas include HOYTS Highpoint, Victoria Gardens, Melbourne Central and Eastland. In Perth, HOYTS LUX is offered at Carousel. Rounding out the list, in New South Wales, HOYTS LUX is available at Chatswood and Entertainment Quarter, in addition to the flagship Broadway location.

The timing of the launch of HOYTS LUX couldn’t be any better, with an unprecedented film release line-up in 2015 set to propel the cinema box office to an all-time high. 2015 is being hailed as the year of the franchise, with an unparalleled number of major franchise blockbuster titles scheduled for release across the year.

The outstanding slate of releases ahead includes Star Wars: The Force Awakens, Bond: Spectre, The Hunger Games: Mockingjay Part 2, Fifty Shades of Grey, The Hobbit: The Battle of Five Armies, Penguins of Madagascar, Jurassic World, Mad Max: Fury Road, Furious 7, Avengers: Age of Ultron,

Terminator: Genisys, Ted 2, The Minions, Kung Fu Panda 3 and Mission Impossible 5 alongside many others. With much anticipated hype and strategic marketing occurring around the sequels and book adaptations, HOYTS expects the box office performance of these titles to catapult beyond that of the original films. Movie fans have a huge desire for content, as seen through the release of movie trailers this year: the Avengers: Age of Ultron trailer was viewed 34.3 million times in 24 hours; the Fifty Shades of Grey trailer had more than 100 million hits in a matter of weeks; and the Star Wars: The Force Awakens trailer had amassed more than 35 million views in the three days following its release.

While HOYTS Group CEO Damian Keogh predicts that 2015 will be the biggest year in the history of cinema in Australia, he is looking to 2016 and beyond with plans for pre-show interactivity, innovative big screens, aeroplane-style seating options, and more exclusive offerings for HOYTS customers. First and foremost, it is about putting the HOYTS customer experience first, and continuing to keep the HOYTS experience unique.

About the HOYTS Group The HOYTS Group is one of the world’s leading entertainment companies. It currently has three components: HOY TS Cinema, which incorporates the chain of successful cinema complexes in Australia and New Zealand boasting more than 400 screens and over 89,000 seats; HOY TS Kiosk, the country’s largest network of DVD and Blu-Ray rental machines, which can be found in more than 650 locations and have serviced more than 1.5 million customers; and Val Morgan, Australia and New Zealand’s leading national supplier of cinema screen advertising, with network coverage of more than 2000 cinema screens, and the largest digital out-of-home network, comprising 1200 digital panels and more than 1500 television screens.

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NATIONAL AWARDS

National Awards for Local Government Local government is the level of government closest to most Australians. Local governments provide much of the physical infrastructure and many of the services that are essential for the daily lives of citizens and for the operations of their homes, businesses and workplaces. Australian local governments are committed to a culture of excellence in delivering their services to the communities that they represent.

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NATIONAL AWARDS

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he Australian Government’s annual National Awards for Local Government began life as the National Awards for Innovation in Local Government in 1986, and have become the premier event to acknowledge local government innovation across Australia.

The Awards provide a prominent platform for local governments to develop and showcase innovative solutions, and to deliver better outcomes for their communities. These outcomes establish the foundation for state-wide and nationwide economic and social development. Australia’s local governments are characterised by considerable diversity in their sizes, resources, socio-economic profiles, and the nature of the issues that they face. This diversity creates challenges, but it also offers a major advantage. Local governments are uniquely placed to develop and deliver solutions that will make a real difference to their own constituents, and to other communities beyond their boundaries.

Commonwealth governments have consistently recognised the importance of the Awards. In 2014, the Deputy Prime Minister and Minister for Infrastructure and Regional Development, the Hon. Warren Truss MP, emphasised how the Awards reinforce ‘the pivotal role that local government plays in bringing communities together, and bringing local solutions to local problems’, and that ‘the Australian Government sees local government as a partner’ in its infrastructure development efforts.

Over the years, the Awards have charted the evolution of the local government sector, and major issues in Australian public life. It is interesting to compare how the Awards were structured in their early years – and the proposals that were developed – with the structure of today.

In 1986, the inaugural Awards were administered by the Commonwealth Office of Local Government. They involved eight categories: a National category, and Economic Development, Engineering, Community Services, Organisational Development, Planning, Physical Infrastructure, and Environmental Improvement categories.

Many of the projects submitted in 1986 continue to resonate with the concerns of the 2010s.

The winning entry in 1986 for the Environmental Improvement category – Developing a Liveable City – was submitted by Knox City Council. The project emphasised the importance of aesthetic values and improving the quality of life of Knox City’s residents. The project included the development of a video to explain the project to residents – demonstrating

The Awards provide a prominent platform for local governments to develop and showcase innovative solutions both the council’s emphasis on ensuring that Knox City’s residents had ownership of the project, and also Australians’ great enthusiasm for VHS in the 1980s.

Also recognised at the inaugural Awards was the City of Moe, which won both the National and the Economic Development categories with its Housing Finance Scheme project. This project addressed the needs of lower to middle income groups through a cooperative housing society, and was a noteworthy project for, among other things, the participation of both the National Australia Bank and the Commonwealth Government. The engagement of the private sector in delivering public objectives remains a central focus of governments today.

Junee Shire Council was the joint winner of the Organisational Development category with its Local Government Computer Package. In the mid-1980s, there was still a substantial element of the unknown in developing computerbased systems in local governments. Junee Shire found that THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 22 • 77

NATIONAL AWARDS

‘there was an alarming lack of enthusiasm for computer-based systems among councils of similar size’, and that the standard software packages then available were ‘inadequate’. The Shire’s project was considered to provide the basis for substantially reducing the costs, and improving the usability, of computerbased systems in other local governments.

Since 1986, local governments have developed a dazzling variety of projects that have touched all points of the local government compass – from managing local environments to ensuring food safety, and recruiting and retaining medical workers in regional local government areas. The 2014 Awards winners included projects focusing on cultural events in New South Wales’s rural Clarence Valley Council; the School Holiday Program for Indigenous Children with a Disability, developed

by Victoria’s Hume City Council; and Townsville City Council’s Planning and Development Reform Program.

The National Awards are now administered by the Department of Infrastructure and Regional Development.

The structure of the award categories has evolved over time, reflecting the need to ensure that local governments’ products remain relevant to the changing needs of their communities.

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Since 1986, local governments have developed a dazzling variety of projects that have touched all points of the local government compass – from managing local environments to ensuring food safety, and recruiting and retaining medical workers in regional local government areas

NATIONAL AWARDS

Eight categories, sponsored by five Australian Government departments, are offered in the 2015 Awards: • Arts Animates – excellence in community engagement and participation (Sponsored by the Ministry for the Arts in the AttorneyGeneral’s Department) • Boosting Productivity through Infrastructure (Sponsored by the Department of Infrastructure and Regional Development) • Contributing to Regional Growth (Sponsored by the Department of Infrastructure and Regional Development) • Disability Access and Inclusion (Sponsored by the Department of Social Services) • Multicultural Australia – Strength in Diversity (Sponsored by the Department of Social Services) • Promoting Indigenous Recognition (Sponsored by the Department of the Prime Minister and Cabinet)

• Excellence in Road Safety (Sponsored by the Department of Infrastructure and Regional Development) • Youth Employment (Sponsored by the Department of Education and Training).

The Deputy Prime Minister launched the 2015 Awards on 14 January 2015. Category winners will be announced in April 2015, and the National Award winner will be announced at the Australian Local Government Association National General Assembly dinner in June 2015. Further information on the 2015 Awards can be found at www.regional.gov.au/local/awards.

The National Awards for Local Government have been a highlight on Commonwealth and local government calendars for almost 30 years. The structure of the Awards may have evolved over time, but the enthusiasm that they have generated among Commonwealth and local governments has been one of their most prominent and consistent features, and will remain so into the future.

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corporate CORPORATE profile PROFILE

Working with councils in the planning of new stores

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hen working with local councils to plan new supermarkets and retail centres, Coles is committed to serving the local community while also meeting internal planning requirements.

Planning has two aspects: the first is the strategic plan for where Coles should locate its supermarkets, and what size they need to be to service the community; the second is the matter of statutory compliance and the approval process.

The strategic placement and size of a Coles supermarket is often determined by the economic need or catchment within a certain area. Councils often see the need for more smaller-sized stores rather than fewer, larger stores. The Coles model works at a 3000-square-metreplus footprint in order to provide Coles customers with the price and value that is consistent with the nationwide offer.

In maintaining statutory compliance, which is the application process and issue of the permit conditions, Coles prefers to work with councils and have involvement with all parties in a prelodgement process that involves meeting with councils and authorities to establish

the conditions and requirements in a collaborative manner.

In many cases, councils are cooperative with this process and welcome early involvement. However, in some cases, councils are a little more formal and require an application to be lodged before any consultation can commence.

Coles recognises that councils must address the legislative requirements of the state government. The challenge for a national developer is that states have different requirements, and councils also have variations within their own schemes.

Coles and councils are also required to manage the referral process with thirdparty authorities, which often adds to the time and complexity of review.

Coles sees an opportunity to have a statewide or national format for planning permits, where conditions are linked to the Australian codes and regulations.

Generally, Coles works well with councils and greatly appreciates a smooth, consultative process to obtain a permit for a commercially viable retail centre. To avoid protracted, complex and multi-agency processes, Coles is keen to

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work across all municipal regions to help simplify and standardise processes.

‘We want to ensure we work with the local community and with councils to develop great supermarkets that offer the right range for local customers, create local jobs, offer excellent value for shoppers and support local food producers.’

– Sam pinchbeck, Director, coles property

in n the Community Puttiing surpluus food too good usee Coles Community Food wiith SecondBite is a program which w donates surplus healthy, fr f esh pproduce to community foood programs supporting disadvantaged Australianns.

Since the program launched in late 2011, we have provided the e equivalent of over 13 million m meals to those in nee ed.

Around Australia, over 500 Coles stores are donating freshh produce andd bak b kery items to metropolit l an, regional and rural comm munities to assist the estimated tw wo

have access to a safe, regular,

The aim of the prrogram is to reach as many communitiies across Australia as possible.

This foodd is Thi i redist di ttribut ib tedd to more th than 1,000 community programs supporting low income famillies, homeless people, refugees, and Abooriginals and Toorres Strait Islannders.

The Coles Community Food with SecondBite progrram provides more than just food. By reducing food costs, community groupps can invest in other services to help ppeople get back on their feet. This inccludes education, job training, healtth programs,

For more information visit www.secondbite.org

Supp porting children & young people with w canceerr and their t families Redkite is a nationnal charity that supports childrenn and young people with cancer.. Redkkite is there for them – and their familiess – through the entire cancer journey. Every six hours a family in Australia is toldd their child has cancer..

Too help Redkite reach e many more families with assistance, Coles has been donating 5 cents from the sale off every loaf of speciallyy marked e Coles Brand and Smart Buy bre ead to Redkite and team membeers have held in store fundraisinng events since January 26, 2013.

Througgh our partnership, tnership team membeers and customers, we have raised m more than $10 million for Redkite. e We have supported a 67% increase in support provided on the phoone and by email, a 52% increase in the number of families

Education and Career Support P ogram Pr m andd th the provision i i off professional counselling and support in hosppitals across Australia.

For more information visit www.redkite.org.au

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CORPORATE PROFILE

Large format store: Taylors Hill Village

T

aylors Hill Village, developed

by Coles and located in the growth suburb of Taylors Hill in Melbourne’s west, was strongly supported by both the local council and the community. The asset has created over 180 full-time roles, and has delivered a landmark building to the area, with its creative and interesting roof line and convenient offering.

mechanical plant using an innovative water-based system has reduced Coles’ dependence on synthetic refrigeration gases by up to 80 per cent. Roof water is also collected for toilet flushing and garden irrigation, and a droughttolerant garden was established on site.

The Taylors Hill design vision was to develop a large-format supermarket that is distinctive in terms of architecture and that also welcomes and embraces the local community. Finer-grain pedestrian interfaces were developed, alongside strong pedestrian links through the car park and from the surrounding road network. At a pedestrian level, the centre features a significant activated glass frontage. A horizontal canopy creates a sense of space and scale, and provides all-weather cover for customers.

The main appeal for customers at Taylors Hill Village, however, is what’s on the inside. Coles Taylors Hill Village was one of the first larger-format concept stores and set the bar for what a world-class supermarket could look like in Australia. Over 1000 square metres of floor space is devoted to Coles’ exclusive apparel line, Mix, and other everyday items, such as homewares, toys and electronics.

The store’s fresh departments were expanded and received an exciting new look, with fresh bread baked in store and Australian-grown fresh produce superbly displayed.

Coles Group Property Developments Limited included a number of ‘parents with prams’ and senior parking spaces, recognising the local demographics.

Taylors Hill Village features an efficient building shell, increasing efficiency, reducing heating and cooling loading requirements, and reducing power consumption. Rationalisation of the

Opening in November 2011, Coles Taylors Hill Village has far exceeded the expectations originally set by the business.

The store sets the benchmark for Coles’ direction into the large-format stores, with further improvements showcased in more recent stores, such as Waurn Ponds, Victoria; Brookside, Queensland; and Macquarie Park, New South Wales.

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‘Coles worked collaboratively with the City of Melton and local residential developers to ensure a timely delivery of the neighbourhood shopping centre to the fast-growing local community.’

– Leo Ostroburski, Head of Asset Management.

So, through careful consideration of the needs and wants of the local community, and extensive research and investment into the latest supermarket offerings both here and overseas, Coles has been able to create what is a truly fantastic, world-class supermarket.

corporate CORPORATE profile PROFILE

coles unveils the ‘next generation’ format store: Macquarie centre, New South Wales

C

oles Macquarie Centre created over 100 new jobs when it officially opened its doors on 17 July 2014 as part of Coles’ $20-million investment in the development of four ‘next generation’ stores across Sydney.

With a selling-floor space spanning just over 3000 square metres, Coles Macquarie Centre is located next to a new Vintage Cellars fine wine store for shopping convenience.

The next generation stores, which are being rolled out across Australia, offer world-class supermarkets to customers, providing the latest in fresh food features.

These features include an innovative kitchen concept allowing shoppers to select from a range of freshly prepared meals, including salads, pastas, branded sushi boxes by local supplier JKE, and hot and cold pizzas.

Barista-made Lavazza coffee is now available at the Coles patisserie alongside the Coles bakery, which offers a naked bread option for customers to pick and wrap themselves.

The store also features a continental delicatessen, including a floor-to-ceiling glass cheese wall, a fresh meat department comprising a dry-ageing cabinet, and fresh seafood on ice.

Coles Macquarie Centre joins three other next generation stores in Sydney, including Broadway, Balgowlah and Bondi.

The Coles superstore is located on the third floor of the new Macquarie Centre, in the new fresh food market, on Waterloo Road.

The redeveloped Macquarie Centre Mall, which comprises a mix of fashion, food, entertainment and cafés, will

provide one of the finest retail and leisure destinations tailored to residents and the expanding Macquarie University and Macquarie Business Park.

The $440-million redevelopment and repositioning of Macquarie Centre will create the largest suburban shopping centre in New South Wales, and will be one of the top 10 largest shopping centres in Australia.

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COMMUNITY, HEALTH + AGEING

Involving locals in Local Plan Making How do councils involve communities in the local strategic planning process, and what are councils doing to stay ahead of the curve? A new report from Local Government NSW (LGNSW) examines the process.

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eleased in December 2014, the ‘Involving Locals in Local Plan Making’ report shines a much-needed light on councils’ community engagement strategies and how they are advancing at an unprecedented rate.

Prompted by the reform agenda for planning, the New South Wales Department of Planning and Environment has advocated including local communities’ perspectives in shaping growth strategies across New South Wales – yet, how to do this has been left to councils to implement. LGNSW’s report has documented current practice and has sought to ask the difficult questions about how councils can develop practices that

COMMUNITY, HEALTH + AGEING

The research reveals that there is growing acceptance and awareness that local views need to be captured early in the strategic planning process. But there is a “sweet spot” – it needs to be early enough to make a difference, but not too early that the key planning issues have not been developed to a point where feedback can be useful provide meaningful participation, collaboration and dialogue with their communities in the formative stages of plan making – when it matters most.

Jenny Dennis, LGNSW’s Senior Planning Officer, spearheaded the research, and says that the answer is partly to do with when you start approaching communities for feedback.

‘The research reveals that there is growing acceptance and awareness that local views need to be captured early in the strategic planning process. But there is a “sweet spot” – it needs to be early enough to make a difference, but not too early that the key planning issues have not been developed to a point where feedback can be useful,’ says Ms Dennis.

‘The research also fills a gap that attempts to unveil what is happening on the ground. There is a lot of knowledge and expertise about how to contact communities at the Draft Local Environmental Plan (Draft LEP) stage, where land is zoned and planning controls set, as this practice is governed by well-developed rules based on legislation. But how we manage this earlier in the plan making process is far more challenging, and far more needed.

‘Earlier input from communities is needed, as the strategic plan-making stage is where important decisions for rezoning are debated. The Draft LEP tends to focus more on detail about where and what level of change is proposed,’ says Ms Dennis.

Somewhat surprisingly, the report, based on in-depth interviews with 20 councils from metropolitan, regional and rural areas, reveals that there has been a significant cultural shift in the way that councils engage their communities.

When launching ‘Involving Locals in Local Plan Making’ late last year, the President of LGNSW, Cr Keith Rhoades AFSM, said that councils are increasingly confident about what works and what doesn’t when engaging with communities on planning.

‘Community engagement draws out local knowledge and experience from residents that only those who live in an area can have. This expertise is essential in developing plans that make sense to locals, and also allow for growth and change,’ said Cr Rhoades.

‘It’s important for councils to listen and adapt to local perspectives, to create livable and economically viable communities.

‘Community engagement can also foster a sustained and valued relationship between councils and residents. The more effective the engagement process, the more likely [it is that] the community will be able to retain positive memories of the process, and even accept outcomes they do not like.

‘How councils develop an appropriate community engagement process, and what methods they use, is becoming increasingly professional, time-consuming and, of course, costly.

This has implications for staff resources and budgets that are limited,’ said Cr Rhoades.

Based on intensive interviews with council planning staff, the project records the change of practice that is occurring across the sector. The interviews allowed for in-depth conversations about what’s working and what’s not – rather than just recording what councils do.

Interestingly, the study has shown that councils across all areas of the state are experimenting with techniques to purposely attract feedback. Gone are the days of residents being expected to attend council offices in person to discover what is happening with the latest plan. Every council now actively approaches communities systematically, and at strategic intervals, to test ideas and trial approaches; and more often than not, they are using small forums, reference groups and charrettes to facilitate feedback as objectively as possible. More and more techniques such as these are being used to obtain representative feedback from communities.

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The report covers many case studies; for example, when forming its strategic land use policy, Randwick Council developed a consultation process that was split across key themes. This resulted in a series of engagement strategies on land use themes and specific places, allowing residents to focus on certain issues, rather than drowning in too much information.

How councils develop an appropriate community engagement process, and what methods they use, is becoming increasingly professional, timeconsuming and, of course, costly. This has implications for staff resources and budgets that are limited Coffs Harbour City Council’s award-winning consultation process on the ‘Jetty4Shores Masterplan’ funnelled community feedback to a dedicated website. The website was the go-to place for regular updates and consultation related to the plan, which enabled the more formal exhibition processes to be well understood and supported. The council recently received the Public Engagement and Community Planning Award from the Planning Institute of Australia’s New South Wales Division for this project.

Overall, the key findings of LGNSW’s ‘Involving Locals in Local Plan Making’ research reveals that councils are becoming increasingly proactive in seeking feedback earlier in plan-making processes, and that practices are becoming increasingly professional. Engagement practices are being developed that take a long-term view on how to inform residents in a progressive way that often involves a series of steps. These approaches are to be expected in an increasingly connected world.

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Sharon Smith and Cr Denise Knight of Coffs Harbour City Council with their Planning Institute of Australia Award

But, surprisingly, all councils agreed that face-to-face conversations are also considered invaluable in communicating effectively. The research reveals that outcomes are more effective when councillors and staff work as a team, especially where the planning issues are controversial.

Whatever we think about community engagement, it is here to stay. The community expects to be consulted, and with growing access to social media and other formats, councils will need to respond. The question is, how will councils use this feedback constructively, and how can communities provide meaningful input over decisions regarding plan making that can often take years? This research shows that timing matters, and that involving communities earlier is preferable, as this allows communities to provide more meaningful input. Planning decisions will often be controversial; hence, local government will need to spend more time and money on implementing better practice going forward. This research is an important start in resourcing councils to develop better practice across New South Wales.

LGNSW’s report, ‘Involving Locals in Local Plan Making’, is now available online at lgnsw.org.au/policy/land-useplanning/strategic-land-use-planning#engagement.

Gorgon. Wheatstone.

Natural gas projects like these can’t happen without Australian companies.

Chevron has awarded more than 600 local contracts.

And we’re putting more than $40 billion to work with businesses all across the country.

Because some of the largest energy projects in the world depend on partners right here at home.

Learn more at chevronaustralia.com/weagree CHEVRON, the CHEVRON Hallmark and HUMAN ENERGY are registered trademarks of Chevron Intellectual Property LLC. © 2014 Chevron U.S.A. Inc. All rights reserved.

John Burn CEO Many Rivers Microfinance

COMMUNITY, HEALTH + AGEING

Shining a light on a hidden disease

Darren with his son and recipient of his donated kidney, Joshua

W

hen was the last time you had your kidneys checked? Maybe you never have. Although kidney disease causes more deaths per year than heart failure, many Australians are unaware of the role that their kidneys play in their overall health, or that they could be at risk of developing this insidious and costly disease. Kidney Health Australia is calling on all levels of government to work together to improve awareness and achieve better outcomes for Australians affected by kidney disease.

have clinical evidence of chronic kidney disease (CKD).

Managing Director and CEO of Kidney Health Australia Anne Wilson explains that it is a disease that typically has no symptoms, and that less than 10 per cent of people with CKD are aware that they have it.

‘Troublingly, this means that over 1.7 million Australians are unaware they have indicators of CKD,’ says Wilson. ‘But

it’s also not surprising; CKD is typically asymptomatic, and, as such, it is possible to lose up to 90 per cent of kidney function before symptoms appear.’

The most visible outcome of CKD is end-stage kidney disease (ESKD); people with ESKD require dialysis or a kidney transplant to stay alive. Dialysis is a particularly demanding medical treatment, requiring patients to undergo an average of three five-hour-long sessions per week.

Kidney disease in Australia

Leave for living organ donors

Kidney disease is a silent killer. Around 1.7 million Australians – an astounding one in 10 – aged 18 years and over

Darren McDonald, a live kidney donor, helped launch the federal government’s two-year pilot of the Supporting Leave for Living Organ Donors Scheme in 2013.

‘In Australia, someone dies with kidney-related disease every 25 minutes’

The Scheme recognises the need for greater support for Australians who so generously decide to be living organ donors by providing payments of up to six weeks paid leave at the minimum wage rate to employers; this is to assist in enabling their employees who become live organ donors to access paid leave.

Darren, who donated his kidney to his young son Joshua, welcomed the introduction of the Scheme and said that it would make a real impact on living kidney donors’ abilities to take time off work to undergo transplant surgery.

‘This will be good. There are a lot of families, like those living in the country, who spend eight hours coming up to the hospital [in the city] regularly, so when the time comes, they don’t have any leave left,’ he says.

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Dr Tim Mathew, National Medical Director of Kidney Health Australia, says research shows that ESKD is on the rise.

‘Sadly, the prevalence of ESKD is growing; it is now up to 916 patients per million in 2012 – a significant increase from 605 patients per million in 2000. A large part of this growth in prevalence has been fuelled by a 130 per cent increase in ESKD due to diabetes in the last decade,’ he said.

And it’s costly. The cumulative direct health care cost (in 2009 dollars) of treating all current and new cases of ESKD from 2009 to 2020 is between $11.3 billion and $12.3 billion. This sum doesn’t factor in lost productivity, carer costs and secondary expenses.

Kidney disease impacts certain people more than others – often the more vulnerable of our society. Those with a lower socio-economic status suffer a higher prevalence of CKD; 13.5 per cent of those with the lowest socioeconomic status have clinical evidence of CKD, compared with 8.4 per cent of people with the highest socio-economic status. Aboriginal and Torres Strait Islander people are more likely than other Australians to be hospitalised for dialysis – at least seven times higher than the rate for other Australians. Meanwhile, the rate for treated ESKD is around twice as high for people living in remote and very remote areas, compared to people living in major cities.

Transport costs an added burden Seventy-five-year-old Terry Driscoll lives in the small town of Barkly in northeast Victoria.

Each week, Terry makes the 90-minute, 112-kilometre round trip to Ararat three times for the dialysis treatments that keep him alive.

Diagnosed with kidney disease in 2007, Terry struggled to manage his disease, and his health continued to deteriorate to the point that he felt very low and was losing sleep. Eighteen months after his diagnosis, Terry commenced regular haemodialysis treatments at the Ararat Dialysis Unit, where he has been going every week since.

Over the course of a year, Terry needs to travel 17,127 kilometres and pay approximately $3800 for the transport costs to and from treatments. For Terry and his wife, both pensioners, this is a major cost that has a significant impact on their finances.

‘I need to drive quite a distance for my treatment and, after filling up with petrol for the week, there’s not much change left from $100. The costs of the travel and the wear on the car eat into our budget.’

For Terry and his wife, a reasonable reimbursement for out-of-pocket medical expenses would mean a great deal, and would help to ease the financial pressure of his life-saving dialysis treatments.

‘Dialysis is a drag on your life, but it’s the only chance you have to keep going without a transplant. I just wish getting to and from treatments wasn’t so expensive.

‘We manage to have a weekend away about once every four years or so – we just can’t afford to do much more,’ Terry says.

However, as Dr Mathew points out, kidney disease itself is only part of the story. ‘People with CKD are up to 20 times more likely to die from a heart attack or stroke then they are to receive dialysis.

For those on dialysis, the survival rate at five years is worse than common cancers.

In Australia, someone dies with kidneyrelated disease every 25 minutes,’ he says.

Championing change The key question is, of course, what can we do about it?

Wilson believes passionately in Kidney Health Australia’s vision – as the peak body – to save and improve the lives of Australians affected by kidney disease, which the organisation does by promoting good kidney health through education, advocacy, research and support initiatives.

‘Through our education resources, we provide critical information to patients on a wide variety of topics, such as living with kidney disease, kidney cancer, holidaying on dialysis, and navigating available financial assistance. This is

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COMMUNITY, HEALTH + AGEING

securing a paid leave scheme from the federal government,’ Wilson says.

‘What do your kidneys do?’

The kidneys play a major role in maintaining your general health and wellbeing.

Think of them as an extremely sophisticated, environmentally friendly waste disposal system, which sorts non-recyclable waste from recyclable waste, 24 hours a day, seven days a week, while also cleaning your blood.

In each kidney, blood is filtered through millions of mini-filters called ‘nephrons’.

The excess fluid and unwanted chemicals from this filtering process become urine and are passed from the kidneys to your bladder.

The kidneys also play a role in the production and regulation of several important hormones and enzymes, which help to: • control blood pressure • make red blood cells • maintain strong and healthy bones.

All this makes the kidneys a vital player in your body’s mechanism and your overall health. $30 million to Australian kidney researchers, including a number of $1-million awards.

‘Support is a critical factor for those with kidney disease, and their carers.

That’s why we run a number of unique programs, such as our National Kidney Kids Camp, complete with on-hand medical staff and dialysis machines, to give young Australians living with kidney disease a chance to actually be ‘kids’. Other support activities include our Kidney Club, which brings patients, carers and family members together to share knowledge and experiences, or simply – and often most importantly – to be heard.

supported by a free national phone support service for people living with or affected by kidney disease – our Kidney Health Information Service (KHIS) line offers patients and their families information, support, referral and advice to the most appropriate service.

‘Research has always been one of the prime activities of Kidney Health Australia; our organisation has contributed an estimated

‘Finally, in advocacy, Kidney Health Australia is working hard to improve the health system for those on dialysis, in part through increased funding and availability. For those who travel to undergo dialysis, we’ve had success in increasing the subsidies provided to patients, but we still have a long way to go. For those who need a transplant, we’ve worked tirelessly to increase the organ donation rate, and, in the case of live donors, have been successful in

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‘But there is much more to be done.’

Working together Wilson says that there are several key issues impacting on outcomes for patients, their families, and carers.

‘The current rates of subsidies provided to home dialysis patients are, in many cases, woefully inadequate and unnecessarily complex, requiring patients to deal with multiple utility providers.

There is currently a lack of respite support for the carers of those with kidney disease, not to mention [the fact that] most are ineligible for carer payments, despite the critical caring role they play for patients and the significant burden they alleviate from our hospital system. And a lack of community transport and transport subsidies can mean that the three-timesper-week, five-hour dialysis sessions can be a burden too great to bear,’ she says.

‘All of these issues require action, and the first step in this process is to have all governments – local, state and federal – agree to work together to achieve better outcomes,’ says Wilson.

You can find information about what Kidney Health Australia is calling for and, just as importantly, what you can do to support these efforts at www.kidney.org.au.

Kidney Health Australia is an organisation that is proudly independent of government, raising its own funds through campaigns, lotteries, fundraising events and the generosity of everyday Australians.

If you’d like to support the work of Kidney Health Australia and help tackle kidney disease, please visit the website or call 1800 454 363.

years

EQUIPMENT + MACHINERY

The value of engineers in procurement processes Over the past two decades, the Australian Government has massively increased its external contracting.

Currently, nearly one-quarter of all government budgets are spent on procurement. During the 2010/11 financial year, the Australian Government signed more than 32,000 contracts with a total combined value of more than $79 billion. Some government agencies allocate an even higher percentage of their budgets to external contracts. Defence, for example, spends in excess of 40 per cent of its annual $25 billion budget on procurement.

T

he ‘Government as an Informed Buyer’ report by Engineers Australia suggests that, even though government procurement has become more effective and efficient over the last decade due to the increasing professionalisation of the procurement workforce and new procurement approaches, there is still room for vast improvement.

procurement has become more effective and efficient over the last decade due to the increasing professionalisation of the procurement workforce and new procurement approaches, there is still room for vast improvement

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According to the report, failures of government procurement are relatively infrequent compared to the total number of purchases; yet, the public perceives that these failures occur more frequently, due to public exposure to high-profile cases.

by including engineers in the procurement process, both for engineeringintensive projects and otherwise, the process could be improved, and such procurement failures could be avoided in the future

Some examples listed in this report of failed procurement include the cancellation of Defence’s Super Seasprite helicopter project, after approximately $1.4 billion was spent, but no operational helicopters were delivered. Defence’s Collins Class Submarine is also detailed in the report as having a well-documented history of difficulties, with the most recent problems being very low availability, and the high cost of fleet sustainment.

Included in the report are recommendations from Engineers Australia for improvement of government procurement processes, and the ways in which engineering professionals can assist in this improvement.

Engineers Australia suggests that by including engineers in the procurement process, both for engineering-intensive projects and otherwise, the process could be improved, and such procurement failures could be avoided in the future.

Engineering expertise can make a substantial contribution to improving procurement through two main mechanisms.

The first is the application of technical skill and domain knowledge to procurement processes that are engineeringintensive. Using engineering expertise will result in government being a more informed buyer; thus, increasing the likelihood of better value for money.

The second mechanism is the application of engineering practices/approaches, and organisational techniques – such as project management, systems analysis and technology management – in procurement more broadly. This can deliver more logical, measured and justifiable activities, and systems that can improve the procurement cycle, and the alignment between procurement and multi-level government objectives.

The report states that the most pressing need is to achieve better value from procurement. This does not mean simply getting something for the cheapest possible price – it means considering the whole-of-life, financial and non-financial costs and benefits that accrue to all relevant stakeholders, including the agency, end users and government as a whole. It also means ensuring that what is being acquired is actually needed, that it will meet requirements, that it aligns with the agency’s program and corporate objectives, and that it contributes to advancing the government’s enduring and transient objectives. In too many instances, procurement has been focused on meeting the requirements of one area of an agency without considering how it could advance other government objectives.

All Australian governments are well aware of the need to improve procurement processes. From a purely financial perspective, just a one per cent improvement in national procurement can lead to $600 million in savings.

Improvements in procurement will also result in better outcomes for agencies, which can deliver whole-ofgovernment objectives more efficiently and effectively. It will also reduce possible public perceptions of incompetence due to poor contracting outcomes.

According to the report, however, the number of engineering professionals employed by Australian government agencies has declined significantly over the last two decades.

This has been primarily due to privatisation and contracting out, which has seen the private sector carrying out engineeringrelated work previously undertaken in-house by governments.

Consult Australia argues that the loss of public sector engineering expertise could increase project costs by 20 per cent. Non-financial costs include political embarrassment due to cost blowouts and project delays, and projects that do not meet the needs of the end users. The report argues the case for more public service retention of, and training for, governmentemployed engineers.

For more information, access the ‘Government as an Informed Buyer’ report at http://bit.ly/17xIavU.

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EQUIPMENT + MACHINERY

Workplace health and safety

H

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 by workers every day. 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 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

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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 multiposition guards, restart 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?

For more information on the solutions available, please visit www.adtsecurity.com.au or phone 131 238.

BOSCH HAS SAFETY COVERED

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 125 mm (5") ‒ 230 mm (9")

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

BOSCH HOT WATER & HEATING – WHERE EFFICIENCY MEETS INNOVATION Bosch Hot Water & Heating have been providing hot water solutions for Australians for more than 60 years.

Our products are among the most innovative and energy efficient appliances on the market. The range includes residential gas hot water systems, hot water heat pumps and hydronic heating boilers as well as commercial and industrial hot water and heating solutions. So whether you need hot water or heating for a home or for an office building – Bosch has the solution for you.

For more information on the Bosch Hot Water & Heating product range, please visit www.bosch-climate.com.au, www.bosch-industrial.com.au, or call us on 1300 30 70 37.

corporate CORPORATE profile PROFILE

a truly national government supply chain Blackwoods is renowned as having been an integral and longstanding part of Australia’s industrial landscape for 135 years. Blackwoods continues to provide solutions to help businesses and government departments maintain, run and grow their operations safely and efficiently.

B

lackwoods learnt that customer needs and expectations are as varied as their product range, but the aim is clear: customer satisfaction through dynamic and innovative sales and service solutions.

By investing in people, technology and resources, Blackwoods makes it easier for all levels of government to do business with them. That includes an unsurpassed product range, a world-class website and superior delivery performance – all working to support the important work of councils, defence, education, health, police emergency services and all other government functions.

Integrated supply chain solution Having the right product in the right place at the right time is the basis of any sustainable supply chain methodology. Blackwoods has had over a century of finetuning its supply chain to support the needs of customers – wherever they may be. They do more than just sell high-quality products; the backbone of their reputation relies on Blackwoods being a truly effective logistics-focused organisation.

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CORPORATE PROFILE

Blackwoods Alexandria, Sydney, circa 1961

Deliveries from Blackwoods are fast and accurate, and you can choose the delivery option that best suits your needs; they deliver what you want, when you want it. When it comes to servicing the most remote parts of this country, that is where Blackwoods is at its strongest. The company’s effective distribution system ensures that every branch in the country is stocked with the local inventory you need.

To enable Blackwoods to proactively offer local solutions, and to promptly respond to the frequent demands of industry, the distribution centres play a vital role in supporting the branches strategically located in the regions. This ensures that nowhere in Australia is out of reach for Blackwoods. This is reinforced

by Blackwoods’ investment in bricks and mortar in locations like Karratha,

Blackwoods Lidcombe, Sydney, circa 1966

Broken Hill, Alice Springs, Roma, Onslow, Port Hedland, Kununurra and Newman, to ensure any location is within their reach.

Wherever there is a need for a dependable, reliable and consistent supply of products, the Blackwoods national network ensures goods are where they are needed. Blackwoods is continually assessing the geographical need of the ever-changing Australian industrial landscape, and reacting accordingly by opening branches to service the new emerging footprint.

Blackwoods has been servicing the industrial landscape of Australia for 135 years, and will continue this remarkable achievement well into the future, wherever Australians have a requirement to purchase ‘All Your Workplace Needs’.

Karratha’s new landmark Karratha, located 1535 kilometres north of Perth, has emerged as the administration centre for the Pilbara region. To service the expanding demand for industrial supplies, Blackwoods has built one of the most exciting and environmentally friendly industrial buildings in the country – one that sets the standard for others to follow. This is a fine illustration of Blackwoods’ commitment to servicing every area of Australia, no matter how remote it is.

This branch is in the process of gaining the credential of the first 5 Star energy rated green industrial building in Western Australia, and only the third in Australia. The feedback from the locals and industrial customers of the region was very positive, with many saying they didn’t believe someone would build a building this size and capacity in a town like Karratha.

The building has a number of sophisticated components and systems to achieve remarkably high energy efficiency, in addition to the environmentally considerate construction methodology. While 60 points are required to achieve a 5 Star rating from the Green Star Industrial V1 technical manual, the building has the potential to accumulate a total of 65 points.

Blackwoods has an expectation to be at the forefront of supply meeting demand, as Karratha will become a regional city shortly; it’s the emerging hub for the Pilbara, and a lovely area.

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EQUIPMENT + MACHINERY

Bringing playground safety up to standard is not just swings and roundabouts

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EQUIPMENT + MACHINERY

The new Playground Equipment Standard, published by Standards Australia in April 2014, has brought Australian playground safety in line with International Standards, reflecting injury data and accident patterns from all over the world.

T

he Standard, which was last updated 10 years prior, promotes more challenging outdoor activities, and recognises that acquiring an awareness of risk is an important part of healthy development and play. The new Standard, AS 4685:2014, adopts the principles of the European Standard for Playground Equipment, EN 1176:2008, with minor changes that reflect the Australian context, such as greater ultraviolet (UV) protection.

Local councils have had a one-year grace period, wherein the previous Standard has been applicable as an alternative, but that grace period ends this year. If councils have planned and budgeted appropriately, they should be well on the way to providing their communities with play equipment that is fully up to standard. The following is a reminder of some of the general objectives of the standard; of course, councils and playground equipment providers should refer to the standard itself to ensure their compliance in full.

If councils have planned and budgeted appropriately, they should be well on the way to providing their communities with play equipment that is fully up to standard Objectives of the Standard The Standard is set out in seven sections, with the first part detailing the general requirements and test methods of playgrounds, and the other six dealing with specific types of play equipment: swings, slides, runways, carousels, rocking equipment and spatial nets. The safety requirements and test methods for these permanently installed items are also included.

The Standard also addresses the fall height, protection from falling, fall zones, entrapment and other hazardous situations, bringing them in line with international injury data. Equipment is divided into three categories: easily accessible, not easily accessible, and the newly introduced supervised early childhood

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EQUIPMENT + MACHINERY

Free height of fall is defined as the greatest vertical distance between a part of the equipment to which a child has reasonably foreseeable access, and the playing surface or part of equipment beneath

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category, which refers to movable equipment that is installed for supervised children who are under school age.

One of the most significant changes to the Standard is the increased free height of fall, from 2.5 metres to three metres. Free height of fall is defined as the greatest vertical distance between a part of the equipment to which a child has reasonably foreseeable access, and the playing surface or part of equipment beneath.

Additionally, the Standard increases the minimum height of equipment for which tested impact-attenuating surface must be installed, from 500 millimetres to 600 millimetres. These increased fall heights have been in place in the European Standards for 15 years, and there is evidence that these heights have not led to more injuries or more severe injuries.

International research has, in fact, concluded that the increased height is a good thing, giving designers more opportunity to design challenging play experiences, and for children to be sufficiently challenged through play, without increasing the risk of injury. The development of risk evaluation skills is an important life skill that children build through play.

The standard is not designed to remove obvious risks – such as heights – that allow children to develop a sense of risk, but rather, it seeks to remove the risk of injury; these are the

EQUIPMENT + MACHINERY

One of the joys of Australian childhood is being outdoors, racing around and having fun with your friends in playgrounds hidden risks that children are far less likely to perceive for themselves.

Dr Bronwyn Evans, Chief Executive Officer of Standards Australia, agrees, saying, ‘One of the joys of Australian childhood is being outdoors, racing around and having fun with your friends in playgrounds. Far from wrapping kids in cotton wool, this standard is all about challenging kids and developing important skills for life.’

The good news for local councils is that they will not all be immediately affected by many of the changes, as much of the equipment that met the 2004 Standard will also comply with AS 4685:2014. What it does provide councils with is the opportunity to make their playgrounds more challenging and stimulating, which will encourage children to spend more time playing outdoors.

Another advantage, not only to councils, but also to manufacturers, is that international trade is now an option, since the Standard conforms to international standards. Overseas equipment is more likely to meet Australian Standards, but domestic manufacturers will benefit from the Australian Standard being slightly easier to comply with than the European counterpart. It also presents the opportunity for local manufacturers to export products overseas.

Also remember that a greater variety of equipment is now available to you – maybe it’s time to rethink your local playgrounds.

Who it is for?

The Standard is aimed at designers, consultants, manufacturers and installers of playground equipment, along with operators, inspectors and those responsible for playground maintenance.

More responsibility now lies with manufacturers to test and label equipment appropriately, to confirm its compliance with the Standard. Manufacturers or suppliers must stipulate how frequently the equipment must be inspected, along with drawings and diagrams that illustrate the necessary maintenance, inspection, checking and repair processes. The requirements for marking equipment are also more comprehensive. Permanent, legible markings must display the following: •

name, address and ABN of manufacturer, importer or supplier

•

equipment reference and year of manufacture

•

basic level mark of the impact-attenuating surface

•

designation (number and date) of the Australian Standard (AS 4685:2014).

What it means for councils The increased height of three metres means that testing the playing surface is of the utmost importance; the ramifications of a surface failing to attenuate from a three-metre fall are considerably worse than for a 2.5-metre fall, both in severity and frequency of injuries, so councils should make surface testing a priority if they have not done so already.

Overseas equipment is more likely to meet Australian standards, but domestic manufacturers will benefit from the Australian Standard being slightly easier to comply with than the European counterpart.

It also presents the opportunity for local manufacturers to export products overseas

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EQUIPMENT + MACHINERY

Following the finest traditions in German expertise

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acker Neuson is a world leader in light, compact construction equipment. The company’s immense product range – from concrete vibrators and the famous Wacker Rammer, to excavators, wheel loaders, dumpers and telehandlers – puts durable, wellengineered and well-made tools for every construction job in the hands of skilled operators all over the world.

The company’s name has become synonymous with the very best and finest traditions of German technical expertise, engineering precision and manufacturing prowess. Those attributes alone are enough to ensure that Wacker Neuson is recognised as a world leader in construction equipment. What’s kept the company in that enviable position is an enduring commitment to innovation.

Innovation is critical to the company’s success, and new products are being developed all the time.

Each Wacker Neuson product is backed with comprehensive spare parts and service support, along with decades of technical knowledge, gained in the company’s engineering labs and on job sites all over the world.

Wacker Neuson looks back on 160 years of history. When Johann Wacker opened his blacksmith’s shop in Dresden, Germany, in 1848, he could not have imagined the globe-spanning presence of the company that still bears his name. Today, Wacker Neuson employs thousands of people on four continents, with manufacturing facilities in Europe, the Americas and Asia. Branch and affiliate offices operate in 45 countries. In Australia, Wacker Neuson has been part of the construction landscape since 1966.

The company’s concrete products range has been developed over decades, and has positioned the company at the pinnacle of technical excellence in concrete across the globe. The range includes internal and external vibration equipment, walk-behind and ride-on finishing trowels, wet screeds (including extendible truss screeds) and rebar tying equipment.

The broad and innovative range of compaction equipment has been under continuous development since the early 1930s. It includes single-direction and

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reversible plate compactors, remotecontrol plate compactors, the famous Wacker Rammer, walk-behind and ride-on rollers, and remote-control trench rollers.

The DPU 100-70, singly or linked in series under remote control, has long been a mainstay of railway construction works.

Construction technology tools and equipment include petrol and electric breakers (including models developed especially for tie-tamping, and the world’s most powerful electric breaker, the EH100), hand-held demolition saws and walk-behind floor saws, portable and mobile generators up to 200 kilovoltamperes, mains and self-powered site lighting systems, and engine-driven, electric and submersible pumps.

The company also offers a range of wheeled and tracked skid-steer loaders, compact tracked excavators up to 15 tonnes, wheeled excavators up to 10 tonnes, wheeled and tracked site dumpers (with capacities from 500 kilograms to 10 tonnes), and a family of wheel loaders and telehandlers.

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 87087000 Wacker Neuson, Qld – 07 3434 3100 Wacker Neuson, SA – 08 8116 2700

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

EQUIPMENT + MACHINERY

Improving Eurobodalla Shire’s plant, machinery and truck hire system business need

By David Moran, Fleet and Procurement Coordinator, Eurobodalla Shire Council Eurobodalla Shire is located in a largely mountainous coastal region on the South Coast of New South Wales. It is on the Pacific Ocean, the Princes Highway and the Kings Highway.

The shire chambers are located in the town of Moruya in the central part of the Shire, and other major towns within the shire include Batemans Bay and Narooma.

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he Eurobodalla Shire Council (ESC) was formed in 1913 with the responsibility for administering local government functions along 110 kilometres of the New South Wales coast between Durras and Wallaga Lake.

Eurobodalla Shire has a population of 37,442 (2009), and covers an area of more than 3400 square kilometres. For a relatively small shire, with a relatively small population, this local government area has a significant plant hire industry.

ESC has been ‘making do’ with an ageing management database and set of tendering documents, and has experienced an increasing number of contract management issues.

EQUIPMENT + MACHINERY

Recent evaluation of the system left ESC with little choice but to redesign its plant, machinery and truck hire system.

In order to improve the system and avoid signing up to expensive and generalised external panels, there was a clear requirement for ESC to re-identify its business needs regarding management of plant machinery and truck hire. In doing so, the following areas of improvement were identified:

More effective risk management ESC had a requirement to manage specific risks that are unique to the local area more effectively, including safety, industry relevance and competitiveness, and public perception of its procurement system.

The Eurobodalla Shire (like all local government areas) is unique in terms of its geography, cultural and social diversity, and industry. All of these factors contributed to the desire to maintain a stand-alone local system that enabled a tailored approach to risk management, including: •

making tender requirements clearer in order to maximise understanding of, and conformance to, compliance requirements, including operator competency and machine safety

•

improving performance management of contractors

•

refining internal controls relating to the selection of contractors from the Plant, Machinery and Truck Hire Panel to maximise equity.

Reduction of administrative burden The cost of tendering alone was estimated at 12 weeks worth of full-time equivalent employment per annum. This figure did not include the ongoing cost of contract management and hiring of plant, machinery and trucks from the Panel. For a small team of 1.5 full-time equivalent staff members, something had to give.

It was proposed that the duration of the Plant, Machinery and Truck Hire Panel would be increased from one to two years.

Maximising competitiveness For a shire with a relatively small population, ESC’s plant hire industry is large, with more than 60 businesses providing services.

Through providing the industry with a greater level of business confidence, more competitive pricing could be obtained.

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EQUIPMENT + MACHINERY

Increasing operational availability Delays caused by projects due to the unavailability of plant, machinery and trucks are a common cause of budget blowout and inefficiency. ESC had a need to simplify the tendering process for business, and encourage a great pool of contractors in order to increase operational availability.

Managing perception With construction and road maintenance works being in the public eye, scrutiny over the selection of contractors from the Panel is almost certain, especially given the Shire’s relatively low population. The Shire needed a robust and defendable system for its selection of plant, machinery and trucks from the Panel.

Internal promotion of the Panel A large number of divisions within Council can benefit from using ESC’s Plant, Machinery and Truck Hire Panel, most significantly through: •

pre-qualification of suppliers in terms of safety compliance, insurance and operator competency

•

reduction in procurement administration.

ESC’s approach In order to improve on what was, in essence, a partnership, it was important for ESC to re-engage with industry and implement improvements to the system based on an awareness of the needs of all parties.

It was clear that the existing tender documentation templates and hire database were outdated and losing relevance. This highlighted a clear need for a review and fix of the existing system, and an ongoing ‘continuous improvement’ approach.

Actions taken In the lead-up to the release of the Request for Tender, ESC held two industry briefs, and was surprised by the attendance of what appeared to be the majority of the plant hire businesses from within and around the Shire.

The first industry brief focused on communicating the proposed improvements identified by ESC, while recording suggestions made by industry. The discussion included the increase in Panel duration from 12 to 24 months, with a commitment by Council to include a price variation formula.

Prospective tenderers enthusiastically attended the second industry brief, following a positive meeting one month earlier.

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the needs of industry against the elements of the Panel that were historically considered essential. Council’s responses were well received by an attentive audience.

The tender documentation was completely redesigned, creating a modular, easy-to-navigate physical structure. A sample tender submission was provided within the documentation as a guide to show prospective tenderers exactly what a compliant offer should look like.

As with the RMS Panel, pre-filled tender forms based on merged machine/vehicle data from previous years were dispatched to interested parties. This made the process less onerous for tenderers, and helped ESC to reduce duplicated data entry, because the merged Plant ID field flagged that machines were already in the system. Data that was incorrect could simply be amended by red pen or otherwise.

Previously restrictive ‘Conditions of Tender’, such as current insurance certificates, were converted to ‘Conditions of Hire’, meaning that, while non-compliant tenderers were not immediately valid for hire, they would not miss out on the twoyear panel.

EQUIPMENT + MACHINERY

ESC’s plant hire database manages the compliance and ‘red lights’ of non-compliant machines and contractors.

ESC implemented a system to manage performance of operators, whereby site supervisors could complete an appraisal of an operator when they noticed inefficient, incorrect or unsafe operation of plant, machinery or vehicles. The published order of hire was sent out to tenderers with plenty of time for feedback prior to the Panel commencement date; with tens of thousands of cells of data, there is bound to be at least one error. Tenderers have the most critical eye, which can be used to your advantage if managed correctly.

The improvement measures implemented for the 2014–16 Panel have significantly reduced the number of complaints and database glitches, which were previously exhausting time and resources.

Less perception of unfair dealing Through greater consultation and a more sophisticated and structured system, Council has instilled greater confidence within the industry in regards to fair dealing. Hiring decisions made by depot staff are based on algorithms and other allowable input provided by the conditions of hire.

In contrast to previous years, ESC limited the disclosure of tenderer information to the minimum required, advising disgruntled enquirers to use public access to information means if they wished to inquire deeper than the published Panel. In previous years, the contract management staff spent a significant amount of time responding to enquiries stemming from misinterpretation of tenderer information that was made public.

ESC’s programmer – in consultation with the fleet/procurement and depot coordinators, who are key users – rebuilt the existing plant hire database, establishing more effective comparison algorithms and a ‘Hire This’ function that was to enable a clear audit record for hires. This function would allow decisions on ‘why’ or ‘why not’ the highest-ranking available contractor was used.

The outcome Far greater availability of machines Eighteen additional tenders were received compared with 2012/13, resulting in a considerably larger pool of plant, machinery and trucks to choose from. Notably, backhoes – which are among the most commonly used item by ESC – increased in numbers from a mere six to more than double that, at 13.

Better value for money By implementing improvements, such as extending the Panel period to two years, contractors were able to submit offers with greater business confidence, which resulted in a trend of lower prices for a number of tendered items.

Administrative burden cut in half With tendering only being conducted every two years now, Council saves approximately $30,000 each alternate year in tender administration.

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CORPORATE PROFILE

New Toro irrigation control system helping green Glen Eira Council

O

ne of Melbourne’s major city councils has turned to Toro Australia to help improve and maintain its sports grounds, parks and gardens.

The City of Glen Eira is located in south-eastern Melbourne. There are 70 open space reserves, totalling 172.9 hectares, that are maintained on behalf of almost 130,000 ratepayers. The most popular and largest single open-space reserve is Caulfield Park at 26.2 hectares.

Urban densities and population growth are forecast to increase in the City of Glen Eira, and this will impact on the livability and access to open space.

Recognising that only 4.5 per cent of the total municipal area is allocated to parks, gardens and sporting facilities (excluding Caulfield Racecourse Reserve), the council adopted an ‘Open Space Strategy’ in 2014 that will guide decision-making into 2026. An important element of the

‘Open Space Strategy’ is to maintain a balance between sporting, unstructured recreation and informal use.

There is also a need, among other requirements, to improve sustainable design and management practices of open space, including sustainable water use.

Each of Glen Eira’s sports fields, parks and gardens has its own unique irrigation requirements that are met through a network of sprinklers, drippers and, in some cases, hand-watering.

Computerising and automating these functions is key to ensuring the best possible results with the most efficient use of staff, water, fertiliser and time.

The City of Glen Eira Park Services section has up to 54 staff members – including office and casual staff – depending on the season. The grounds maintenance crew is responsible for all sportsgrounds. There are six permanent

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ground staff members, a number that increases to as many as 12 during the summer, when turf cricket wickets need to be maintained.

Glen Eira recently completed a $400,000 upgrade of its irrigation system, adding a new-generation Toro® Sentinel® Central Control System, Toro Turf Guard® sensors, as well as four new weather stations.

The Council’s Grounds Maintenance Coordinator, Mr Peter Todd, says the new Sentinel system has the ability to run up to 16 individual programs with eight separate start times, and as many cycles as can be fitted into a day. It is designed to meet the diverse irrigation requirements of sports fields, parks, garden beds and trees.

Mr Todd says the previous central control system had been installed some 15 years ago, and had reached its use-by date.

CORPORATE PROFILE

‘We’ve replaced the old central control system and have incorporated the remainder of our smaller parks into the new Sentinel system. This will continue to expand as new open space areas are created over the next few years,’ says Mr Todd.

‘One of the main reasons we chose Sentinel was that it could incorporate up to 16 separate programs. While other systems can provide multiple start times, they did not have the flexibility we required for our irrigation needs.’

The Sentinel system, together with its related sensors and weather stations, can operate by itself or can be easily adjusted to take into account the different requirements of winter and summer watering.

Mr Todd says the system can be accessed and controlled remotely via tablet computers, rather than through a central point, for the ease of grounds staff.

It is also flexible enough to enable the grounds staff to isolate individual valves, so they can work on turf cricket pitches or on the establishment of new gardens.

Mr Todd says the Sentinel system is easy to operate, and that he managed to completely set up all sites and write all the necessary programs for the whole system in a matter of a few days.

Toro’s Turf Guard System is a key part of the upgrade. ‘Turf Guard provides

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CORPORATE PROFILE

Guard sensors also provide information on soil temperature and salinity levels, which are important in maintaining highquality grounds.

‘We have converted many of our grounds to couch grass, which we oversow with winter grasses to meet the requirements of football and other winter sports, and to maintain a green surface when the couch is no longer active.

significantly more data than traditional soil moisture monitors, which only indicate when it is time to irrigate. Turf

‘When we see soil temperatures increasing to certain levels after winter, this is an indicator for us to initiate our spray program to remove the winter grasses and promote active growth of the couch as early as possible.

‘Salinity levels give us data about the optimum time to fertilise. We can monitor

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how quickly the salinity levels drop as the fertiliser is taken up by the turf, and when the best time is to reapply. We recently completed a trial system, and it was interesting to watch how the fertiliser was taken up following a rain event.

‘These sensors take out the guesswork, and ensure that fertilisers are only added when they are needed, which saves money and provides a better result,’ says Mr Todd.

For more information: Marjoleine Lloyd Communications Specialist Toro Australia Phone: (08) 8300 3629 Email: marjoleine.lloyd@toro.com

CORPORATE PROFILE

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CIVIL WORKS

Bringing youth to public works

The public works sector in Australia, along with many other industrial sectors, is experiencing a decrease in young people taking up employment.

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variety of factors contribute to this, including a propensity to outsource employment opportunities to the private sector offshore, but possibly the most prominent factor is the fact that, in general, Australia’s is an ageing population. The following statistics, taken from the Institute of Public Works Engineering Australasia (IPWEA), highlight this: •

The Australian Government’s Intergenerational Report (IGR) projects that over the next 40 years, the proportion of the population aged over 65 years will almost double to around 25 per cent.

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•

At the same time, growth in the population of traditional workforce age – 15 to 64 – is expected to slow to almost zero. This is a permanent change.

•

This will have a profound effect on the economy and, potentially, on our living standards.

•

In 1970–71, 31 per cent of the population was aged 15 years or younger, while by 2001–02 this proportion had dropped to 22 per cent.

•

The number of Australians aged 65 and over is expected to increase rapidly, from around 2.5 million in 2002 to 6.2 million in 2042. That is, from around 13 per cent of the population to around 25 per cent.

•

In 2002, there were more than five people of working age to support every person aged over 65. By 2042, there will only be 2.5 people of working age supporting each person aged over 65.

CIVIL WORKS

•

There is a major replacement task: 42 per cent of the present workforce are baby boomers

While the ageing population and its effect on the national workforce are important factors, it is also necessary to take into account the sociological and economic factors that affect generations X and Y. Younger workers, in the 15- to 24-year age group, have varying work intentions, with some looking for holiday employment, some seeking part-time work while studying at high school, TAFE, college or university, and others seeking full-time employment, an apprenticeship or traineeship.

With the ageing workforce, competition for young workers and new entrants to the workforce is becoming fierce. And this competition is not just among employers, but it also includes universities and TAFE Colleges, scrambling for students.

There has been a lot of research about younger workers, which indicates that they are typically more ambitious and mobile than older workers, and they don‘t have a strong concept of a ‘job for life’.

According to this research, young people tend to be more devoted to their careers and not their employers, typically staying in a job for between 2.7 and four years. They do not respond well to the nine-to-five paradigm of previous generations, demanding greater flexibility in working hours and conditions to accommodate family, study and personal time.

They also like to travel, and are willing to go where the best jobs and conditions are – a factor on which international recruiters are capitalising as they target young Australians to fill overseas job vacancies.

Strategies, offered by the National Industries Skills Committee, that employers can implement to accelerate the development of younger workers include: •

providing them with the chance to stay in school while working by designing their job around school hours

•

supporting them to pursue other forms of education, such as TAFE, distance education and on-the-job training, that might help both employer and employee

•

exploring traineeships, cadetships and apprenticeships so that careers can be pursued while still studying for those who want to acquire recognised skills and earn a wage at the same time.

In response to this need to attract younger people to the public works sector, a variety of organisations have implemented practical solutions that may help to alleviate future shortages.

The IPWEA, for instance, has developed a networking group for young engineers involved, or interested, in public works.

Kim Sedgwick, the first National Chair of Young IPWEA, discusses the need for more information and clarity of purpose during the recruitment process of young people into public works. ‘Young IPWEA is aiming to make the career more attractive to young people, and make networking within the industry more open. It’s fairly new, so we’re still growing,’ says Sedgwick. ‘One of the main focuses of the group will be to promote the public works profession to university and high school students.

‘We need to start promoting the career to high school leavers and first-year university students,’ she continues. ‘To my knowledge, you don’t hear about public works at all when you start university or when you are making career decisions with career counsellors. The industry needs to be better known as a career option – youngsters need to know that there are alternatives to working for big companies or mines. Public works encompass a lot more opportunities, which people probably don’t realise.’

The Wagga Wagga City Council has come up with a novel approach to introduce young people to the possibilities available in public works. With the IPWEA-supported Build-ABridge program, the council is asking young students to literally ‘build a bridge, and get over it’.

Senior engineer Brian Short says that the program aims to help address the shortfall in engineering capacity by inspiring students during a three-day challenge using practical experiences.

Students from schools scattered throughout the Murrumbidgee region are invited to enter a competitive application process to attend the camp, which Short describes as ‘an extremely rewarding experience’.

‘The bridges are built by kids who are taken to a creek, given a bunch of materials, and asked to use their ingenuity to come up with solutions on how to plan and design a working bridge model,’ Short says. ‘The winning design is then built in full scale over the creek bed at the Borambola camp.’

In the submission to the government, IPWEA reported that 25 per cent of the 124 Year 11 and 12 students who have participated in this program have gone on to pursue engineering-related studies at university. Short, who was born and bred in Wagga Wagga, says that positive outcomes are already being realised from such workforce development strategies.

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CIVIL WORKS

Australia’s premier infrastructure expo, CIVENEX 2015 – 60 years and growing

C

IVENEX is turning 60 and we want YOU to join the celebrations!

CIVENEX is an initiative of the New South Wales Division of the Institute of Public Works Engineering Australasia, a not-for-profit organisation.

CIVENEX enables the IPWEA to provide continuing professional development services to its members and donate funds to the Foundation for the Technical Advancement of Local Government Engineering in New South Wales.

The team at CIVENEX headquarters has been working overtime fine-tuning the exhibition to be held on 20–21 May at Sydney Dragway Eastern Creek.

Attracting more than 300 companies exhibiting the latest innovations in earthmoving, recycling, machine automation, parks and garden care and the latest in technology, CIVENEX is an opportunity to see products demonstrated on a live construction site. Live demonstrations are a great

advantage for visitors to CIVENEX. Get up close and test the equipment that will help shape your council’s future.

CIVENEX 2015 offers a unique proposition to the public works industry and to all government decision-makers, as well as large and small contractors, vendors and suppliers to get together in the same place at the same time.

Extended trading hours on 20 May will give more opportunity and greater flexibility to attend this year’s expo. We have some real surprises planned for the night’s festivities, and we know you will enjoy them.

New features include seminars from Dial Before You Dig, showcasing the importance of safe excavation during landscaping and external construction, best practice guidelines and asset protection.

Need to save money and protect your assets? Register for our Plant and Vehicle Management seminar – seats will be limited.

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CIVENEX has evolved into a valuable information resource for local government engineers, contractors and tradespeople from all levels of government and the private sectors.

The state government plans to inject $20 billion into infrastructure to turbocharge the state and improve the lives of everyone in the community, and local government is getting ‘fit for the future’, so there is no better time to see what Australia’s biggest infrastructure trade show has to offer.

Best of all, admission to CIVENEX 2015 is FREE. So, why not save time and avoid the long queues, and pre-register or stay informed of the latest products, services, news and CIVENEX 2015 event updates by signing up to the newsletter.

Go to www.civenex.com.

Get fit for the future

LocaL Roads congRess June 1, 2015

WoRks officeRs confeRence 18-20 May, 2015

RegionaL foRuMs 11 Locations

ipWea nsW state confeRence

23 feb 1 apRiL, 2015

14-16 octobeR, 2015

CIVENEX is an initiative of IPWEA NSW

IPWEA NSW’s mission is to enhance the quality of life of NSW Communities through excellence and service.

We are recognised as the leading professional association that effectively informs, connects, represents and leads public works professionals for NSW.

www.ipwea.org/nsw Register now for one of IPWEA NSW’s events, seminars or workshops.

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Xylem Sanitaire Silver Series Membrane Disc aeration and Flygt mixer solution restores compliance at a fraction of the cost of a new plant

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unice, located in the Cajun heartlands of Louisiana, United States of America, has two plants with a 9.5-MLD (2.5-MGD) combined design flow and receives influent from a 32-kilometre (20-mile) collection system. With the exception of automated pump controls, the plants are operated manually by a five-person workforce that is also responsible for inspecting the utility’s 16 pump stations. Years of neglect left the 3.8-MLD (1-MGD) plant in disrepair. Without adequate mixing or sufficient oxygenation, the once innovative plant was no longer in compliance with regulations set forth by the Louisiana Department of Environmental Quality.

Scope The city needed a quick fix – it needed to replace its mixers, repair the aeration system and dispose of the sludge that had accumulated in the oxidation ditch.

Although a $4-million replacement plant was under consideration as a long-term solution, the cash-strapped city opted to address the more immediate mixer issue.

Replacing the failed mixers with floating mixers/aerators, enhanced with an additional blower with diffusers to boost aeration in the ditch, proved ineffective at delivering adequate oxygen or mixing.

Solution The oxidation ditch was upgraded with a Sanitaire Silver Series Membrane Disc aeration system with nine-inch finebubble diffusers, and four mast-mounted Flygt Model 4430 ‘banana blade’ mixers with 2.5-metre (98-inch) diameter propellers. Each grid has 231 fine-bubble diffusers mounted on the floor of the aeration side of the channel loop. One of the three 75-kilowatt (100-horsepower) centrifugal blowers delivers a total air

rate of 3060 cubic metres per hour (1800 cubic feet per minute) through the nine-inch diffusers. Sanitaire designed the diffusers to be removable for ease of maintenance.

‘The results were immediate,’ said Bob Morris, Mayor of Eunice. ‘Since completing the retrofit a year ago, the plant can operate with only two of the new mixers, and we’ve reduced our energy costs by half, compared to when we had the five floating mixers. Those previous mixers used a ton of energy and still didn’t do the job.’

The pair of Flygt mixers at each end operate in an alternating sequence, with two being enough thus far to maintain the desired mixing velocity of 0.3 metres per second (one foot per second) in the ditch. On the aeration side, the Sanitaire diffuser system was designed to achieve a SOR (standard oxygen requirement) of 5850 kilograms (12,900 pounds) per day.

In addition, the plant converted its former anaerobic digester to an aerobic unit.

This $500,000-investment has proven to be effective in improving effluent

116 X • THE • THE AUSTRALIAN AUSTRALIAN LOCAL LOCAL GOVERNMENT GOVERNMENT YEARBOOK YEARBOOK EDITION EDITION 2222

water quality and mixing action. Now, the normal plant discharges of three milligrams per litre biochemical oxygen demand (BOD) and 1.1 milligrams per litre total suspended solids (TSS) are well within the permit monthly averages of 10 milligrams per litre to 15 milligrams per litre. The ammonia/nitrogen levels are also well within the state permit’s average seasonal limits of eight milligrams per litre per week and four milligrams per litre per month from December to March, and 3.4 milligrams per litre per week versus 1.7 milligrams per litre per month from March through to November. The higherquality effluent is also easier to disinfect with the plant’s use of chlorine.

The plant met state permit requirements for the first time in years, and there’s no longer mention of building a new $4-million plant.

For more information, contact Xylem Australia: Ph: 13 19 14 Email: enquiry.au@xyleminc.com www.xylemwatersolutions.com/au

The art of mixing.

The science in a range of technologies.

Think about Xylem.

Introducing Flygt top entry agitators.

You want the right technology for your mixing process, while there are many factors to consider in the decision-making process. With over 200,000 mixers installed and operating within various applications around the world, we have mastered the art of mixing to help you maximize your possibilities.

From low speed, to compact and jet mixers, and now, top entry agitators, we enable reliable, economical operations that translate into absolute peace of mind for you. We call it the science behind reliable mixing.

For more information contact Xylem Australia Ph: 13 19 14 Email: enquiry.au@xyleminc.com www.xylemwatersolutions.com/au

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Charles Sturt’s Water Proofing the West – Stage One Project

The City of Charles Sturt, together with the state and federal governments, has officially completed and opened the Water Proofing the West – Stage One Project. The project is unique – an integrated water sensitive urban design solution to the challenges associated with stormwater management, stormwater quality improvement, flood management and water supply management in a fully developed urban environment.

118 • THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 22

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harles Sturt’s vision for Water Proofing the West was to create a system that harvests, treats and stores water, and distributes the recycled water through sections of western Adelaide.

This project was a major initiative undertaken by the City of Charles Sturt, with a combined expenditure of $71.5 million. It was a collaborative funding project with nine funding partners, contributors from all three levels of government, a private land developer, and the West Lakes Golf Club. The Australian Government provided funding of $20 million towards the project from the National Urban Water and Desalination Plan.

Stormwater management and flood mitigation has been one of the most significant issues facing the City of Charles Sturt. Many suburbs in this City have a long history of flooding because the land

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is so flat and close to sea level. In addition to flood risk, the drought conditions commencing in 2003 with Level 3 water restrictions saw many Council reserves and natural vegetation areas deteriorate, and many were displaying extreme stress. There had been growing community concern that significant trees are dying, and that many of Council’s shrubs and reserves had browned off and were dying.

From these two Council drivers, a vision was developed that sought to reduce flood risk combined with providing more sustainable water use. Charles Sturt’s vision for the Water Proofing the West Project was to create the first stage of a region-wide system that harvests, treats and stores water underground in rock aquifers, and then later distributes the recycled water through sections of western Adelaide, sustaining a growing economy and enhancing the natural environment.

Water harvesting was also enhanced with the capture of excess River Torrens water, which would otherwise be discharged to sea. The project developed infrastructure capable of capturing and treating up to 2400 million litres of water, and this will supply recycled stormwater annually to replace current and future potable water demands, and to protect and sustain the groundwater resources in the City of Charles Sturt area. The project will now supply recycled water primarily for irrigation purposes for domestic and industrial demands. Water assets were created across five linked sites and two stormwater catchment areas, with 11 hectares of wetlands, 15 bores into the rock aquifers, and 36 kilometres of distribution mains to supply recycled water to reserves and schools, and as a third-pipe water system in new residential developments at St Clair and Woodville West.

THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 22 • 119

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‘Some of the benefits of the project include reducing the flood risks, reducing the use of mains water and our reliance on the River Murray, harvesting excess water and reducing the outfall to the Gulf of St Vincent of water laden with fertiliser trace elements, oils and general rubbish that damages the seagrass environment. We have now found a more affordable water source to irrigate Council areas, creating greener and more useful open spaces, and, by undergrounding powerlines, we have improved the look and feel of Old Port Road,’ Mayor Angela Keneally says.

Some of the benefits of the project include reducing the flood risks, reducing the use of mains water and our reliance on the River Murray, harvesting excess water and reducing the outfall to the Gulf of St Vincent of water laden with fertiliser trace elements, oils and general rubbish that damages the seagrass environment

The increased harvesting and storage created by this project has additional benefits, including capturing pollutant loads in the catchments; the majority of stormwater harvested would otherwise drain untreated to West Lakes, Port River, Barker Inlet and the metropolitan Adelaide coast, further degrading seagrass meadows and continuing to pollute Gulf St Vincent’s coastal and marine assets. It also assists in protecting and sustaining the groundwater resources in the region.

The project has key components comprising the Old Port Road stormwater catchment, the Cooke Reserve and West Lakes Golf Course wetlands, St Clair wetlands, and the River Torrens transfer system, as well as linking and distribution mains as follows: •

•

•

Old Port Road – Stormwater from the surrounding catchment and excess river flows from the River Torrens are treated in one hectare of wetlands, with excess water diverted to Cooke Reserve and West Lakes Golf Club for further treatment prior to aquifer storage and recovery. This project component also includes flood mitigation works for the local stormwater catchment along Old Port Road.

The Project has garnered awards from across industry sectors, winning:

Cooke Reserve and West Lakes Golf Course – Partially treated water from the Old Port Road wetlands is diverted to biofilters at Cooke Reserve, and wetlands at both of these sites, with aquifer storage and recovery following further treatment.

St. Clair Wetlands – Stormwater from the surrounding catchment and excess river flows from the River Torrens are diverted to six hectares of wetlands for treatment prior to aquifer storage and recovery.

•

River Torrens Transfer System – Excess river flow water is diverted, hence providing additional water to harvest at the Old Port Road, Cooke Reserve, West Lakes Golf Course and St. Clair wetlands.

•

Linking and distribution mains – Connecting St Clair, Old Port Road, Cooke Reserve and West Lakes Golf Course areas and distributing recycled water.

120 • THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 22

•

2014 Stormwater South Australia, Stormwater Excellence Awards – For Excellence in Infrastructure

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2014 LGMA Excellence Leadership – For Governance of the Water Proofing the West WPTW Steering Group

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2013 Water Industry Alliance Smart Water Awards – Winner of the Resource Management Award

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2012 Stormwater Industry Association National Awards for Excellence – Finalist in Excellence in Strategic or Master Planning Award

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2012 LGMA Leadership Excellence Awards – Excellence in Water Security 2011 – South Australian Excellence in Stormwater Award

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2011 Stormwater Industry Association Category 1: Excellence in Strategic or Master Planning Award.

Further information can be found at the City of Charles Sturt website at www.charlessturt.sa.gov.au/wpw.

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Providing seamless, hardwearing finish

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ur latest project in Officer (south-east of Melbourne) for Places Victoria and Aspect Studios was the inclusion of our resinbonded system in the Civic Plaza grounds of the new Cardinia Shire Council offices.

Waterpave Australia Pty Ltd was engaged to provide its unique permeable paving system, DriveTec HD, for areas within the main driveway and pedestrian traffic areas.

Waterpave provides a WSUDScompliant, engineered permeable-paving system that: •

•

captures stormwater run-off caused by water passing over the surrounding hard surfaces reduces the effect of flash flooding

•

is an environmentally friendly product

•

reduces the impact of soil erosion

•

returns water back to the water table

•

utilises three used ‘end of life’ tyres per square metre laid.

For this project, all areas that required permeable paving had to be able to carry the weight of emergency vehicles, which required Waterpave to review the materials used and thickness of the sub-base. Working with a local business and engineering personnel, a suitable sub-base layer was developed that would carry a load of 20 tonnes, which was approved for the project.

Upon drying, the final finish layer of granite was applied using our twopack UV-stable resin. The finish result is a stunning, seamless, hardwearing finish that Waterpave, in this instance, was willing to guarantee for 20 years (conditions apply).

Waterpave then applied its granulated resin-bonded rubber base over the top of the base structure.

For fur ther information please visit our website www.waterpave.com.au.

RESIN BONDED PERMEABLE PAVEMENT SOLUTIONS WATERPAVE AUSTRALIA PTY LTD Phone: 0425 753 562 E-mail: sales@waterpave.com.au

ADVANTAGES • • • • •

Eliminates stormwater run off, reducing flash flooding Environmentally friendly, utilising old car tyres Heel safe, wheel chair safe, bicycle safe Trafficable up to 9 tonne Seamless and flexible

APPLICATIONS • • • •

Driveways, paths and car parks Council tree pits and streetscapes Stormwater strip drains Pool surrounds and balconies

www.waterpave.com.au X • THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 22 THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 22 • 121

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Water, cricket and more

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been installed to secure essential nonpotable water for use in Yarra Park, the Melbourne Cricket Ground (MCG) and Punt Road Oval.

The Melbourne Cricket Club (MCC), with financial assistance from the State Government of Victoria, recently completed works at Yarra Park that are designed to greatly improve the parkland. As part of the plan, an underground water recycling plant has

The purpose of the water recycling facility (WRF) is to provide between 140 and 180 million litres of Class A water per year, primarily as irrigation water, for municipal use in the Yarra Park, Richmond Football Club and the MCG grounds (unrestricted access). The water is also being used in a third pipe recycling scheme throughout the MCG grounds, toilets and amenities, and for wash down (cleaning and maintenance).

For comparison purposes, the Class A water produced by the WRF at Yarra Park will replace a volume of potable water that is sufficient to supply approximately 1150 households in Melbourne for every year of operation.

ater is a precious resource, yet we traditionally use it once and dispose of it through our sewage treatment plants. There are many activities that do not require drinkingquality water and that could use recycled water (for example irrigation and toilet flushing). By using recycled water that is treated for its intended use, less water from the potable (drinking) water system is needed. As part of an integrated water management solution, water recycling is an important way to help preserve our drinking water supplies.

122 X • THE • THE AUSTRALIAN AUSTRALIAN LOCAL LOCAL GOVERNMENT GOVERNMENT YEARBOOK YEARBOOK EDITION EDITION 2222

For the water re-use project to be successful, there are at least three major prerequisites: •

understanding and awareness of the governing legislative framework, project stakeholders and their roles and responsibilities

•

careful planning of the scheme, including its delivery mechanism, operation and maintenance

•

a technical solution that is robust, fit for purpose and economical

These requirements might appear simple, but they require expertise that can only be gained through the practical projects delivered. Iouriv Water Solutions and its personnel have been instrumental in the design and delivery of seven currently operational water-recycling schemes in Australia.

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Capturing the potential of stormwater

Urban stormwater harvesting is a key component of whole-of-water-cycle planning and management, yet it is still under-utilised.

Iouri Vaisman offers a practitioner’s view of some of the issues that need to be addressed.

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anagement of the urban water cycle in Australia has changed significantly over the past few decades. As we lived through a series of droughts and floods, we adapted our water systems to cope with our ever-changing environment. Australia’s variable climate means that droughts and floods are inevitable – we just don’t know when they will next occur, or how severe they will be.

Today, we know much more about our water cycle than ever before, and we have markedly improved our knowledge of water system management.

The water cycle includes all forms of water – recycled water, rainwater, stormwater, wastewater, groundwater, potable water

and water contained within our rivers and bays. The notion of the whole-of-water-cycle management and planning – also known as Integrated Water Cycle Management (IWCM) – has become an accepted fact, and is now common practice among water experts and within the various levels of government and the general public.

Living in a dry country, we need to value and use the rain that falls on our land, and the stormwater run-off generated by that rainfall.

Stormwater management philosophy in most developed countries has evolved over the last decades from the conventional – but still important – flood mitigation paradigm,

THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 22 • 123

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to the current run-off quality control approach. The philosophy is now progressing towards the harvesting and re-use concept, while retaining the previous two targets.

Urban stormwater harvesting is one of the essential components of IWCM that offers multiple benefits to urban water systems, such as mains water demand reduction, water quality improvement and, in many cases, creek ecosystem health protection. Several stormwater harvesting projects have been implemented in Australia to date, and the number of stormwater harvesting schemes is expected to grow, with wider uptake of IWCM encouraged by the state and federal governments.

In this article, I present the key observations gained through my involvement in the planning, design, construction and operation of stormwater harvesting schemes, and the practitioner’s view on some of the key issues that need to be addressed.

Major components of urban stormwater harvesting Urban stormwater harvesting can be defined as the collection, treatment, storage and use of stormwater run-off from urban areas. Stormwater harvesting requires a number of physical facilities. These include infrastructure for capture, storage, appropriate treatment, maintenance and supply to end users in cost-effective ways. Sufficient run-off must be available, and enough space to permit storage or retention, depending on whether the aim is water supply or to manage stormwater quantity and quality.

e. Treated water is transferred to the clear water storage, typically via a pump (7). f. The treated water is stored in the clear water storage (8) for intended use; in many of the schemes involving irrigational use of product water, a relatively large storage is required due to the temporal difference between the rainfall (collection) and irrigation (usage). g. Product water is distributed to the end users via a system of pumps and lilac pipes (9). h. The distribution process typically includes the disinfection of product water (10); for example, with the online UV system. i. Fit-for-purpose water is delivered to the end users (11).

1

Figure 1: Functional diagram of stormwater harvesting system components

4

Typical urban stormwater harvesting schemes include all, or a combination of, the components shown in Figure 1.

2

Typical mode of operation for stormwater harvesting scheme (Figure 1):

6

8

7

b. The diverted run-off is screened to remove gross pollutants and coarse sediment (3). c. Screened run-off gravitates into the buffer storage (4); the aim of the buffer storage is to level out the variance in the incoming flows and optimise the operational parameters of

the pump that supplies water to the treatment component.

124 • THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 22

5

a. Designated volume of run-off from the catchment (1) is diverted by the diversion structure (2) installed on the existing drainage system.

d. Water from the buffer tank is transferred/pumped (5) into the treatment component; for example, wetland/bioretention (6) where the required quality of product water is achieved.

3

11

10

9

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Development of stormwater harvesting practice The robust engineering basis for the planning, design, construction, operation and maintenance of urban stormwater harvesting is yet to be developed. This is because it is a relatively new engineering concept, despite having been used in some form or another in various places around the world for centuries.

In the absence of the established design basis for stormwater harvesting – designers of these schemes frequently resort to the approaches borrowed from more traditional disciplines, such as municipal drainage and water-sensitive urban design (WSUD) – a number of leading Australian stormwater professionals have commented on the issue.

For example, Hatt, Deletic and Fletcher wrote in their article ‘Integrated Treatment and Recycling of Stormwater: A Review of Australian Practice’ (Journal of Environmental Management): ‘Existing stormwater recycling practice is far ahead of research, in that there are no technologies designed specifically for stormwater recycling. Instead, technologies designed for general stormwater pollution control are frequently utilised, which do not guarantee the necessary reliability of treatment.

Performance modelling for evaluation purposes also needs further research so that industry can objectively assess alternative approaches’.

As the practice of stormwater harvesting is continued, however, and more projects are commissioned in the years to come, the design paradigm for stormwater harvesting should be further developed and validated.

related to stormwater harvesting and use in Australia, contributing to: •

better management of stormwater (balancing the harvesting to maximum aquatic and terrestrial benefits)

•

improved water quantity and quality management

•

reduced local flooding

•

maximising the sustainable utilisation of stormwater as a resource

•

greater uptake of stormwater harvesting

•

improved green space in urban areas, contributing to livability

•

improved allocation and harvesting of stormwater and integration with water sensitive urban design

•

better landscapes and parkland managed with available stormwater

•

informed strategic directions and policies for stormwater management and integrated water management.

By providing the knowledge and confidence to implement sustainable, well-designed stormwater harvesting projects, the guidelines will set the benchmark for best practice stormwater harvesting and provide the know-how to achieve it, overcoming many concerns and a lack of knowledge currently associated with stormwater harvesting.

The development of stormwater harvesting guidelines is a complex and multidisciplinary project, requiring good coordination, adequate resources, extensive stakeholder consultation and sufficient time.

Stormwater harvesting guidelines One of the major barriers to the wider uptake of stormwater harvesting, particularly by local government, is the absence of comprehensive stormwater harvesting guidelines. Such guidelines would allow the stakeholders in schemes (councils, regulators, consultants, contractors and other groups) to have a uniform reference document outlining current best practice, including legislative framework, design/functionality, construction, operation and maintenance.

Once developed, this document could offer comprehensive guidelines for implementation of stormwater harvesting schemes in Australia as part of an IWCM approach, based on current legislation, best available engineering science and practical lessons learnt during planning, design, construction and operation of existing stormwater harvesting schemes.

Stormwater harvesting guidelines will provide a clear path for implementation of best practice stormwater management

Figure 2: Major components of stormwater harvesting guidelines development THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 22 • 125

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The resulting document should be based on four main components (see Figure 2):

Performance assessment for stormwater treatment devices

•

current regulation and legislation

•

best engineering practice

•

consideration of operation and maintenance issues

•

case studies and practical examples.

Selecting the right treatment train to meet water quality objectives is essential for the successful and sustainable operation of stormwater harvesting systems. At present, there are no standard methods or guidelines for the testing, validation and performance assessment of stormwater treatment devices set in Australia. The wider uptake of IWCM and WSUD, and the growing number of stormwater treatment devices, create a need for a consistent and verifiable performance database to inform the fair and technically robust assessment and selection processes for treatment of stormwater.

A more detailed flowchart on topics and structure of the guidelines is presented in Figure 3, below.

Figure 3: Stormwater harvesting guidelines – detailed topics.

INTEGRATED WATER CYCLE MANAGEMENT

As the market for stormwater treatment devices expands, the lack of published data on their performance becomes more apparent (Victorian Stormwater Committee, 1999), while detailed field monitoring is also very scarce (Wong et al., 2000). The combination of a large number of devices, a lack of reporting protocols and standard methods, and only a small number of detailed monitoring studies has resulted in a large uncertainty in stormwater treatment device selection.

Stormwater harvesting

Existing research • Green cities • Microclimate • Stream ecology • Health and risks • Climate change • Sustainable technologies • Society and institutions • Validation • Integration and demonstration

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Is (non rainfall-dependent) base flow in the urban drainage system available for harvesting?

• Allowance for flush/ maintenance flows • Environmental flows

Coordination between top of catchment and end of catchment in allocation of stormwater

Definition of Urban Stormwater

Refine the allocation rules urban

Coordination framework

• Selection of rainfall years for modeling • Modeling theory • Step intervals (6.0 minutes, 1 hour etc.)

• Software (e.g. MUSIC)

E-water Guidelines topics • Design basis and functionality • Risk-based analysis (similar to ARI in drainage design) • Diversion structures • Treatment components for Stormwater harvesting (link to testing and validation database) • Storages • Distribution including disinfection

Practice guidelines

Planning and regulations

Current regulations and legislative framework for Stormwater harvesting Risks Assessment for Stormwater harvesting

Maintenance and Operation of Stormwater harvesting schemes

126 • THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 22

Local government, which is largely responsible for the implementation and management of stormwater infrastructure in Australia, is dependent on in-house expertise and manufacturers’ advice in selecting appropriate stormwater treatment strategies. Independent discussions with local government, water authorities and stormwater industry professionals have revealed interest in the documentation and development of guidelines and frameworks to assist in system design, product selection and evaluation to ensure adequate stormwater treatment and management.

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‘... councils are very sensitive to the risk of grant-funded or gifted assets that become long-term financial liabilities due to their maintenance and renewal requirements.’ – Municipal Association of Victoria submission to the Office of Living Victoria’s Melbourne’s Water Future, September 2013.

Development of the protocols on the performance assessment for stormwater treatment devices will greatly assist in the adoption and utilisation of IWCM approaching Australian towns and cities via the: •

increased certainty in the performance of stormwater treatment devices and resultant water quality delivered by IWCM projects

•

consistent and structured approach to the selection of stormwater treatment devices with direct benefit to the proponents (for example, councils/developers), designers, asset owners and other stakeholders of stormwater projects

•

sharing of the legacy of knowledge in stormwater treatment with the industry.

In recognition of this industry need, a number of research projects have been commissioned by various organisations with a view to assessing the options available for independent verification of stormwater treatment devices in Australia, at both the state and federal levels.

stormwater treatment prior to discharge (for example, ‘WSUD maintenance guidelines – a guide for asset managers’, Melbourne Water Corporation 2013; ‘Maintaining Vegetated Stormwater Assets’, Water by Design, 2012) there are generally very few, if any, publications and guidelines on the operation and maintenance of stormwater harvesting assets.

These current knowledge gaps and lack of established guidelines and data are recognised by the industry, and a number of industry initiatives have taken place in recent years, such as the: •

Stormwater Harvesting and Reuse Technical Tour, Adelaide 2011, organised by the Stormwater Industry Australia and NRM Board

•

Regional Stormwater Projects Tour – Geelong (as part of Stormwater 12 conference)

•

development of a standardised approach to design, operation and maintenance of diversion structures as part of stormwater harvesting schemes, Melbourne Water Corporation, 2011

•

Industry Testing and Validation Program – Gross Pollutant Traps (GPT), CSIRO on behalf of SIA, 2012

•

Independent Verification Scheme for Stormwater Treatment Devices, Melbourne Water Corporation, 2013

•

publication of ‘Maintaining Vegetated Stormwater Assets’, Water by Design, 2012

•

publication of ‘WSUD maintenance guidelines – a guide for asset managers’, Melbourne Water Corporation, 2013

•

development of WSUD life cycle costing, Melbourne Water Corporation, 2013

•

Operation and Maintenance of WSUD Infrastructure – Interactive seminar, IPWEA VIC, 2014.

Operation and maintenance (O&M) of stormwater harvesting schemes As the number of stormwater assets maintained by Australian local governments increases, so does the need to have a welldefined O&M strategy, a clear understanding of expected performance, a reliable estimate of all costs, and a competent team to support it.

A lack of technical capacity both internally and externally to design, construct and maintain IWCM assets is a well-known issue, and a constant challenge for local government. Although many Australian councils have developed considerable inhouse IWCM technical capacity in recent years, particularly in the design and construction of their WSUD projects, there is an ever-increasing need to obtain practical and reliable advice on managing O&M for its newly commissioned stormwater harvesting and WSUD projects. A particular challenge has been, and will be, accurately estimating (and funding) stormwater harvesting projects’ asset life cycle costs.

While there are some guidelines available on the maintenance requirements for WSUD assets designed for

These initiatives should be continued by SIA, IPWEA and other industry bodies with support from local government, water authorities, catchment management boards, and other stormwater stakeholders.

THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 22 • 127

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A practitioner’s view Practising in the area of integrated water cycle management, and seeing through the delivery of both wastewater and stormwater projects, I have noticed some significant differences between those two groups affecting the choice of delivery mechanism, namely: •

•

•

www.stormwater.asn.au/projects-a-advocacy/75-lliterature-reviewon-performance-testing-approaches-of-grosspollutant- traps I am also indebted to the following organisations and individuals for support and inspiration: CSIRO Land and Water; Institute of Public Works Engineering (IPWEA) Victoria; Claudio Cullino, MECC Consulting Pty Ltd; and Dr Daryl Stevens, Atura Pty Ltd.

stricter and more defined regulations in the wastewater market, including treatment standards, roles and responsibilities of various stakeholders, and approval processes

References

wider adoption of the ‘design and construct’ and ‘design, build and operate’ contract types as a wastewater project delivery mechanism, generally with the performance guarantee provided by the contractor

Philp M, McMahon J, Heyenga S, Marinoni O, Jenkins G, Maheepala S & Greenway M

established practice of performance validation and verification in the wastewater market.

Given the current interest in the uptake of stormwater harvesting and the ongoing commitment to control and treat run-off before it’s discharged into the natural environment – by application of WSUD – the Australian stormwater market is likely to grow.

The pace at which the stormwater market in Australia grows will, to a large degree, depend on the certainty that it can offer to the public, clients and governments in delivering stated objectives. This requires, among other things, a clear path on how to achieve the stated objectives (for example, stormwater harvesting guidelines) and the means to verify that it actually works (validation and verification protocols).

The increased certainty in the requirements for, and the performance of the stormwater treatment components delivered by, these guidelines and protocols should allow the market to offer/request a guarantee of performance. This guarantee should open up more opportunities for funding, delivery, operation and maintenance of stormwater projects, leading to the greater uptake of stormwater harvesting.

Acknowledgements In this article I’d like to acknowledge the initiatives and support of Melbourne Water Corporation (MWC) and Stormwater Industry Australia (SIA), and their respective work in this area that resulted in two reports produced and now displayed for public consultation via the SIA website, namely: ‘Independent Verification Scheme for Stormwater Treatment Devices – Road Map Discussion Paper’: www.stormwater.asn.au/projects-a-advocacy/93melbourne-water-roadmap-report ‘Literature Review on Performance Testing Approaches of Gross Pollutant Traps’:

128 • THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 22

Hatt BE, Deletic A & Fletcher TD (2006): ‘Integrated Treatment and Recycling of Stormwater: A Review of Australian Practice’. Journal of Environmental Management, 79, 1.

(2008): ‘Review of Stormwater Harvesting Practices’, CSIRO Publishing, 2008.

Victorian Stormwater Committee (1999): ‘Urban Stormwater: Best Practice Environmental Management Guidelines’. CSIRO Publishing: Melbourne, Australia.

Wong T, Breen P & Lloyd S (2000): ‘Water Sensitive Road Design: Design Options for Improving Stormwater Quality of Road Run-off.’ Cooperative Research Centre for Catchment Hydrology, Technical Report 00/1’ (Melbourne).

Iouri Vaisman, MD Iouriv Water Solutions (IVS) www.iourivwatersolutions.com.au Iouri is a civil construction engineer with more than 20 years’ extensive professional experience in the water industry, both in Australia and internationally. His experience encompasses planning, design, project management and operation of water re-use and recycling schemes, including stormwater harvesting, sewer mining, greywater and effluent re-use, stormwater management strategies and hydraulics studies, drainage and water sensitive urban design.

Iouri is a well-respected member of many professional bodies, such as Stormwater Industry Association (SIA), the Australian Water Association (AWA) and the Institution of Engineers Australia (IEAUS), and has been actively involved in the training and professional development of the industry on issues including stormwater harvesting, testing and validation of Search Results water sensitive urban design components, and integrated urban water management.

Iouri designed and project-managed eight currently operational water re-use schemes in Australia, including stormwater harvesting, sewer mining, greywater and effluent re-use schemes.

WATER

WATER

Using trenchless PVC pipelines to rejuvenate ageing water pipe infrastructure

T

he rehabilitation of existing sewer and water infrastructure is a challenge faced by all councils and water utilities.

PVC pipes regularly outperform alternative materials in performance and cost effectiveness. They are corrosion-proof and easy to handle, transport and install. PVC has a proven track record of long-term performance and leads the water and sewer industry in market share worldwide.

Trenchless PVC pipeline technology makes it possible to rehabilitate ageing pipelines without digging up the entire pipe system, both restoring the structural integrity and improving the pipeline fluid velocity. The trenchless construction process greatly minimises the disruption to traffic flow, pedestrians, businesses and customers.

MINIMISE PIPELINE CONSTRUCTION DISRUPTIONS TACKLING THE ISSUE OF AGING WATER PIPE INFRASTRUCTURE WITH

TRENCHLESS PVC PIPELINES

• Stretch your capital works budget further • No need to dig up the entire pipe system • Future proof your pipeline assets

Download PVC Pipes for Trenchless Projects Report Your comprehensive guide to PVC Pipe Trenchless installation

Gasket joints provided with PVC pipes are manufactured and tested to perform without any leakage. The zero-leakage PVC joints reduce water loss and ingress into sewer systems, saving utilities substantial amounts – this water loss can be up to 40 per cent in some old-technology and corrosion-prone piping networks.

Studies from both Australia and overseas have consistently shown that PVC pipes have the lowest failure rates of all pipe types.

Similarly, water utilities have reported much lower unaccounted-for water losses where systems comprised PVC pipes.

1300 844 657

www.thinkpipesthinkpvc.com.au Image of Fusible PVC™ Pipe courtesy of Iplex Pipelines

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WATER

A full range of water treatment solutions

T

RILITY is a proud Australian company with capabilities extending across the full life cycle of water, wastewater treatment, re-use and desalination projects.

With a footprint across Australia, TRILITY has more than 20 years’ experience managing long-term projects for the municipal and industrial sectors, ranging from small, purpose-built plants to large-scale infrastructure.

‘We have a comprehensive understanding of the Australian water sector that enables us to deliver a full range of solutions while focusing on the provision of superior-quality services every day,’ said TRILITY Managing Director Francois Gouws.

‘Establishing and fostering strong partnerships with local councils and communities plays a pivotal role in our dayto-day operations. We share a common goal with the local government sector: to seek out the best value for money and the most sustainable product for local communities.’

TRILITY’s long-term partnership with Gladstone Regional Council illustrates the benefits that come with the company’s expertise. The design, build and operate contract for new infrastructure ensured water security for residents and businesses located at the southern end of the Great Barrier Reef in Agnes Water and Seventeen Seventy.

The Agnes Water and Seventeen Seventy Integrated Water Project was recently recognised by the Institute of Public Works Engineering Australia, Queensland division (IPWEAQ) for Excellence in Design and Construction of a Local Government/Public Works Project.

TRILITY’s Queensland footprint also extends to the Townsville City Council Water Supply Upgrade Project, a 20year plan to guarantee long-term water supplies for the region, as well as the Aratula and Helidon Sewerage Treatment Plant Wetlands.

A high level of coordination and cooperation with local communities is essential for delivering water services to millions of Australians every day.

This level of collaboration with local government is evident across all TRILITYmanaged facilities across Australia, including South Australia, where the company operates and maintains more than 15 facilities.

Riverland Water comprises 10 water treatment plants, serving a population of 150,000 people living in more than 90 communities along the Murray River.

Other projects across regional South Australia include the Victor Harbor Wastewater Treatment Plant, Waikerie Wastewater Scheme, Berri Barmera Reuse Scheme and the Onkaparinga Wastewater Treatment Plant. TRILITY also recently

130 X • THE • THE AUSTRALIAN AUSTRALIAN LOCAL LOCAL GOVERNMENT GOVERNMENT YEARBOOK YEARBOOK EDITION EDITION 2222

reached agreement with the Adelaide Hills Council to operate and maintain the Birdwood Wastewater Treatment plant for at least the next 12 months.

TRILITY’s strength across whole-oflife solutions will be seen for decades to come in Western Australia. The Mundaring Weir Water Treatment Project, a joint enterprise between GHD, ACCIONA Agua and TRILITY (ATJV), will operate and maintain the 165-million litre per day Water Treatment Plant, a new pumping station, and interconnecting pipework for the next 35 years.

Now fully operational, the project will secure the major water source for around 33,000 rural and town services in the Goldfields and Agricultural Water Supply Scheme.

‘This critical asset will secure a safe and high-quality water supply for regional Western Australia, as well as meeting the needs of domestic and industrial growth into the future,’ Mr Gouws said.

For more information on the solutions available, please visit www.trility.com.au or phone +61 8 8408 6500

WATER

Banyule Council leads the way in sustainably managing stormwater Increasing urbanisation brings with it more hard, impermeable surfaces, such as roads, footpaths and buildings. This, in turn, increases the volume of polluted stormwater run-off compromising the health of local waterways.

W

hile this is a problem facing many councils across Australia and worldwide, there are innovative solutions bringing a range of economic, environmental and social benefits – benefits illustrated

by Banyule Council’s national award-winning Stormwater Harvesting Project.

Banyule’s $6 million Stormwater Harvesting Project, completed in 2013, is not only improving water quality and

These water storage units now sit underneath a sports ground at Chelsworth Park

132 • THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 22

WATER

reducing pollution in local waterways, but it is also providing a sustainable water supply to irrigate sporting fields, saving more than $350,000 per year, which would otherwise have been needed to buy tap water for irrigation. Importantly, the cost of the project was not shouldered by Banyule Council alone, as it secured important funding partnerships with the Australian Government, the Victorian Government and Melbourne Water.

The project comprises three stormwater harvesting sites strategically located in the south, middle and north of the municipality respectively: at Chelsworth Park in Ivanhoe, DeWinton Park in Rosanna, and Kalparrin Gardens in Greensborough.

The ‘double decker’ wetlands, which sit on top of stormwater storage at Kalparrin Gardens

The project incorporates water sensitive urban design features, such as litter traps, sedimentation basins, wetlands, rain gardens and underground storage. These features slow stormwater flows, remove pollutants and improve local habitat, benefiting Reedy Billabong, Kalparrin Lake, and the Plenty and Yarra Rivers.

Along the way, the project won awards and captured media interest. In 2013, the Kalparrin project won the Excellence in Integrated Stormwater Design Award from Stormwater Victoria for its unique ‘double decker’ wetland and underground storage.

The overall project then went on to win the 2014 Stormwater Australia National Award for Excellence in Infrastructure.

DeWinton Park storage is under this gravel car park

THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 22 • 133

WATER

Besides the economic and environmental benefits that the project brings to the local government area, another key driver was Council’s recognition of the importance that sport, recreation and open space play in increasing community health, wellbeing and connection to nature. During times of drought, water restrictions result in green spaces going dry and dusty, losing vegetation cover, and becoming unusable. Trying to keep these areas irrigated previously accounted for Banyule Council’s biggest use of drinking-quality mains water.

With the Stormwater Harvesting Project taking five years from concept to reality, there were challenges encountered and addressed along the way. A sustainable water policy was adopted by Council; the project’s cost had to be accurately estimated, and the project itself had to be explained to local residents, who were also educated about the many benefits of water harvesting and conservation.

Banyule’s Mayor, Cr Craig Langdon, says that the project would have been far too expensive for Council to fund on its own. ‘The only way to get it off the ground was to form partnerships with the Australian and Victorian Governments, and Melbourne Water,’ Cr Langdon says.

Has the project been worth it?

‘These three stormwater harvesting facilities are providing a more sustainable water source for irrigating over 30 hectares of local sports fields and open space, as well as contributing to keeping our beautiful natural environment healthier for all to enjoy, and for the animals and plants that depend on our waterways,’ Cr Langdon says. ‘We are all very proud of this multifaceted project and the rewards now being reaped.

Stormwater harvesting is going to continue to deliver a Details of the project at Kalparrin Gardens

134 • THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 22

trifecta of social, environmental and economic benefits to the community we serve well into the future.’

The community is also recognising the benefits that have flowed from the project. Andrew Sacco, the President of the St Mary’s Junior Football Club, says: ‘More than 500 of our members benefit from the droughtproofed playing fields, which are irrigated with treated stormwater from the Kalparrin Gardens project.’

Ivanhoe resident and Melbourne University Emeritus Professor Robert White is also singing the project’s praises.

‘Chelsworth Park is looking great. The collected water is helping keep the park and golf course green, and it’s heartening to know that less pollution is reaching the Yarra. Irrigating with stormwater is the way of the future, and I’d like to see more parks and Councils go down this environmentally sustainable path.

The whole exercise is a credit to Council and others involved. I’m sure it’s as much appreciated by the neighbourhood residents as it is by me.’

Key facts: •

138 million litres of stormwater are harvested annually for irrigation, saving more than $350,000 of tap water.

•

The project provides a more environmentally and financially sustainable source of water for sport and recreation, which underpins community health and wellbeing.

•

70 tonnes of litter, 170 tonnes of sediment, one tonne of nitrogen and 250 kilograms of phosphorus have been removed from stormwater, improving the quality of water flowing into Kalparrin Lake, Reedy Billabong, Salt Creek, and the Plenty and Yarra Rivers.

WATER

Best practice urban waterway management East Gippsland Shire Council received funding from the state government for Urban Waterway Strategy Development, and this resulted in the development of the Urban Waterway Guidelines and Management Strategy.

T

he Guidelines provide advice on considerations to progress towards a best practice approach to the management of waterways in the urban environment, while the Management Strategy aims to assist Council in implementing works along waterway assets in its care and control.

The Guidelines have become a reference document within the East Gippsland Shire Planning Scheme. The Planning and

Construction of the first wetland retarding basin

THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 22 • 135

WATER

Environment Act 1987 allows certain documents to be in a planning scheme by reference, rather than by including them in the scheme itself; this enables the Shire to make changes to the Scheme. Authorisation to proceed is required from the Minister for Planning before the amendment can be prepared and exhibited, and the request is processed in line with the requirements of the Act.

The amendment also ensures that social considerations are integral to the decision-making processes regarding new development proposals. Planning decision-making can then manage the potential positive and negative impacts of development, including health and wellbeing, economic development, cohesion of local communities, and impact on community services.

Two documents that had been adopted by Council were considered appropriate for inclusion as reference documents.

These included the East Gippsland Shire Council Social Impact Assessment Guidelines for Development Applications (7 May 2013, item 5.1.2), and the East Gippsland Shire Council Urban Waterway Guidelines (5 March 2013, item 5.2.1). A Planning Scheme amendment (C117) was approved by the Planning Minister to insert the documents as reference documents into the East Gippsland Shire Planning Scheme. This amendment facilitated the inclusion of the two local policies into the Municipal Strategic Statement, and this updated policy content reflects Council’s adopted positions regarding management of urban waterways, and requirements for social impact assessment.

Council has further progressed best practice urban waterway management via demonstrating its commitment with the East Bairnsdale Infrastructure Enhancement Project. The Australian Government, Victorian Government, East Gippsland Shire Council and private businesses have been working together to improve drainage in the Lucknow, East Bairnsdale area north of the Princes Highway. To further expand and develop Bairnsdale, Council has targeted East Bairnsdale as a key area for growth in the East Gippsland region; however, for development plans to proceed, a significant drainage problem in the industrial area of Lucknow is required to be addressed. The project will resolve this issue. The successful completion of the project has the potential to facilitate major industrial growth in East Bairnsdale, as well as releasing residential land for local residents and supporting the local community.

East Gippsland’s urban waterways are important social, ecological and cultural assets. Best management approaches are seen as important in managing development proposals’ impact on waterways, including opportunities that are presented in enhancing and improving the ecological health of waterways. The amendment was specifically intended to enhance the management of urban waterways with regards to new development, policies and infrastructure proposals.

Allotment filling at the rear of Patties Foods Ltd

136 • THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 22

The project will develop a comprehensive flood mitigation and drainage scheme that involves the construction of two wetland retarding basins (WLRBs) interlinked by a combination of landscaped drainage swales, outfall pipes and road culverts.

The objectivities of the project are to: •

upgrade drainage and flood mitigation infrastructure within an industrial estate at Lucknow (for example, East Bairnsdale)

•

remove a significant constraint on the development of the industrial estate at Lucknow

•

respond to an identified need

•

leverage private-sector investment

•

create new jobs or secure existing business operations, especially at Patties Foods within the industrial estate at Lucknow

•

significantly improve water quality flowing into the internationally listed Ramsar Wetlands and onto the Gippsland Lakes.

Construction commenced in November 2014, and it is envisaged that the WLRBs will be completed by August 2015, followed by a two-year maintenance period. Council will manage the WLRBs under the principles outlined in the Urban Waterway Guidelines and Management Strategy.

WATER

WATER

ower & Water_S3-638HN-Onedex Power & Water 24/06/2014 11:10 Page 1

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Water has been in the water tank and water treatment industry for more than 27 years. This experience is invaluable when it comes to selecting the right product for the project. There are so many variables with tanks that it is hard to select what is right for each project.

Onedex’s projects range from domestic tanks through to mining applications, fire water storage and a wide range of different water treatment tanks.

With cost effectiveness and longevity in mind, the team looks at the required design life of the project and the application, and then works through the best product selection for the individual project.

meet with your budget requirements.

With a vast range of turnkey options, Onedex Power and Water can also manage the whole project for you. They have teamed up with specialist companies in all sectors of the market, and can provide water treatment solutions for any application, in any location.

Onedex Power and Water has installed tanks as far away as Jamaica and Africa, and for closer neighbours like Papua New Guinea and Indonesia.

Give Onedex Power and Water a call for you next project, and experience ‘fit for purpose’ design at the right price.

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Y • THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 22 THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 22 • 137

SUSTAINABILITY

Sustainable rural councils

The financial and operational sustainability of rural councils is a familiar theme in the work of the Australian Centre of Excellence for Local Government (ACELG), particularly in its RuralRemote and Indigenous Local Government Program. This initiative was established to identify and address specific governance and capacity building issues facing rural, remote and Indigenous councils.

T

he sustainability of rural councils has also been reaffirmed by the members of Rural Councils Victoria (RCV) during the development of the RCV Strategic Plan in 2014.

To help explore and address this issue, RCV and ACELG are partnering on a research project called the ‘Rural Council Sustainability Project’. The project seeks to answer how RCV can best support councils to build capacity and improve

138 • THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 22

performance in the context of the wider local government reform agenda of the Victorian Government.

The Rural Council Sustainability Project also seeks to identify the best ways for RCV to support the elected members and senior staff of member councils to: •

demonstrate their leadership on improving sustainability within local and across regional boundaries

•

manage the changing demands and expectations of stakeholders

•

maximise outcomes for communities.

The project is being conducted in two stages. Stage one has involved establishing agreement between member councils on the key issues and challenges that are to be addressed. The second stage will be the development of a framework, built around agreed focus areas and processes, for building strategic capacity.

Part of this work has been completed via five workshops conducted across the state in early October by RCV and ACELG. Work so far includes detailed portraits of the 38 rural Victorian councils – demographically, spatially and financially. A forum

SUSTAINABILITY

with RCV member councils’ mayors and CEOs was also held in late October 2014.

•

Online Community Engagement Toolkit for Rural, Remote and Indigenous Councils An extensive and closely edited toolkit, this practical guide contains simple tips and advice on engaging communities, and includes practical tools, methods and downloadable templates especially suited to the circumstances of ruralremote and Indigenous councils.

•

Attraction and Retention of CEOs and Senior Staff in RuralRemote and Indigenous Local Governments Volume 1 (Research Report) identifies how rural-remote and Indigenous councils can improve their ability to attract and retain CEOs and senior staff to their councils. Volume 2 (How to Guide) was prepared for mayors and councillors, and provides tools for improving recruitment practices, increasing retention rates and better managing performance planning for CEOs and senior staff at rural-remote and Indigenous councils.

•

Service Delivery Review: A How to Manual for Local Government This manual brings together advice, toolkits and templates to help councils, regardless of size, with assessing the services they provide for local communities.

The intent of the workshops and forum was to address the findings in the project discussion paper, which summarised existing empirical data on the following topics: •

demographics and workforce data

•

financial profiles

•

spatial organisation

•

areas for building strategic capacity – shared service delivery, financial and asset management, strategic leadership, service reviews, and reviewing levels of service.

ACELG and RCV are currently compiling responses and feedback from these events, and a report will be available in early 2015. The project discussion paper is available from www.acelg.org.au or www.ruralcouncilsvictoria.org.au.

ACELG is pleased to partner with RCV on this work, as it will identify key areas for building strategic capacity and more effective local government. The project also complements a number of key resources that the Centre published in 2014 to support small councils in Australia. These resources include: •

Integrated Long-Term Planning: An Information and Resource Manual for Rural-Remote and Indigenous Councils Provides practical guidance on integrated long-term planning (ILTP) and includes case studies, templates for ILTP documentation, planning requirements for states and the Northern Territory, and an inventory of ILTP resources.

These and other resources to assist local government are freely available from the publications section of the ACELG website: www.acelg.org.au.

Updates in relation to the Rural Councils Sustainability Project are available from the Rural Councils Victoria website: www.ruralcouncilsvictoria.org.au.

THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 22 • 139

CORPORATE PROFILE

NuGrow Keeping environmental, economic and social benefits from sustainable waste recycling within communities

N

uGrow Pty Ltd (NuGrow) has been a market leader in the areas of organic/inorganic waste recycling, composting and soil conditioner manufacturing for the last 15 years. During inception, NuGrow had a vision to find sustainable and practical uses for domestic, commercial and industrial waste products that would close the loop between recycling, manufacturing and retail.

NuGrow recognised that there was a better solution for organic/inorganic waste disposal, and used its extensive knowledge of soils to develop a methodology for combining the two. The end product resulted in compost and soil conditioners being developed, which finalises the recycling process in a way that enriches the environment.

NuGrow supplies quality compost and soil conditioners that conform to Australian Standards AS4454-2012: Composts, Soil Conditioners and Mulches, and AS4419-2003: Soils for Landscaping and Garden Use. All of

NuGrow’s finished compost and soil conditioners are subject to regular laboratory testing in order to monitor product stability and performance, with

140 • THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION X • THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 2222

the NuGrow team working closely with external soil scientists to ensure that its product is of a consistently high standard.

CORPORATE PROFILE

Ipswich City Council case study In order to keep the environmental, economic and social benefits generated from recycling organic waste within the Ipswich City Council (ICC) local government area, ICC formed a partnership with NuGrow to find a sustainable solution to the management of organic waste generated in Ipswich.

In the partnership’s infancy, green waste that was placed in residents’ green bins, as well as green waste disposed of at ICC’s transfer stations, was collected and transported to NuGrow’s Swanbank facility for recycling, as part of NuGrow’s compost operation. At this stage, the project was limited to green waste generated in only one suburb within Ipswich.

However, due to the immediate success of the project, ICC, along with NuGrow, sought ways to increase the type and quantity of organic waste (for example: food waste, animal manures and shredded paper) that could be diverted from landfill and sent to NuGrow’s facility. As a result, ICC decided to implement the program district-wide, and undertook a public education campaign whereby residents were supplied with educational material via mail drops, in conjunction with information being posted on ICC’s website. Giving residents the knowledge of how exactly their waste was being used beneficially, in helping to restore recreational facilities and road verges within their community, brought a sense of responsibility and ownership to the residents, resulting in increased levels of sustainable waste disposal.

As a result of the partnership between ICC and NuGrow, Ipswich residents are enjoying the environmental, economic and social benefits of converting locally generated waste into a resource that is used in their community.

The redirection of Ipswich’s organic waste streams helped to contribute to a total of 172,577 tonnes of waste being recycled into beneficial products at NuGrow’s Swanbank facility for the 2013/2014 financial year.

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CORPORATE PROFILE

Other recent waste receival project examples

•

Gold Coast City Council – Currumbin Valley Road Development

Convenient operating hours and efficient waste disposal infrastructure make NuGrow’s facilities the preferred disposal location for a variety of clients, including, but not limited to:

•

Department of Transport and Main Roads – Gateway Motorway Upgrade.

•

Queensland Urban Utilities sewage and grit

•

Brisbane City Council stormwater and gully box waste

•

Urban Utilities Rosewood treatment plant biosolids

•

Bunya and Dakabin Landfill leachate.

Other recent compost and soil conditioner supply project examples Recognised for their consistently high quality, NuGrow’s composts and soil conditioners are currently used by many local and national companies that have realised the benefits of using NuGrow’s environmentally friendly products. Recent projects have included, but are not limited to: •

Transcity – Legacy Way Project

•

Ipswich City Council – Bellbird Park Development

Corporate social responsibility and awards NuGrow is proactive within the community in areas where its facilities are located, and, as such, supports many local community groups, sporting organisations and charities. In addition to this, NuGrow’s work within the waste industry and communities in which it operates has recently been recognised through receiving the following awards: •

2013 Winner – Waste Recycling Industry Association Queensland, Innovation Award

•

2014 Finalist – Queensland Premier’s Sustainability Awards.

Should you wish to contact NuGrow to discuss how NuGrow can assist your business, or if you would simply like to find out more information, please log on to www.NuGrow.com.au.

• THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION Z142 • THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 22 22

YOUR COMMUNITY WASTE,

CONVERTED INTO A RESOURCE FOR THE ENVIRONMENT...IMAGINE THAT! NuGrow is Queensland’s largest organic waste recycler, with four

facilities across the State. When you partner with us, you can reduce costs, create more value for ratepayers, and make a lasting difference.

Start saving money and saving the environment today.

REDIRECT

Redirect a wide range of organic and inorganic waste – from green and food waste to sewage and more – to our industry-leading recycling facilities. We offer cheaper rates than landfills plus a fully sustainable waste disposal solution.

RECYCLE

We convert waste generated in your local government area into beneficial, reusable resources, such as premium soils and high-grade compost. Take your waste full circle, knowing it will create environmental value for your community.

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Make NuGrow your preferred recycling facility and landscaping and rehabilitation product supplier. Phone us to get started.

REUSE

Through our products, you can use your community’s waste for everything from contaminated land rehabilitation to landscape maintenance for parks, gardens, roadsides and sports fields to major site revegetation.

Community waste into a community resource…imagine no more!

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www.nugrow.com.au

SUSTAINABILITY

Century Batteries – your sustainability partner

A

s 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 who are committed to environmental and economical sustainability is critical.

Australian battery manufacturer and supplier Century Yuasa Batteries is one such organisation that is focused on environmental sustainability, offering businesses and local councils a ‘cradle-tocradle’ 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 that are better suited to Australia’s harsh climate and extreme working conditions.

Derived from more than 86 years of manufacturing expertise, Century Ultra Hi and Hi Performance batteries, featuring revolutionary ‘SmartDrive’ 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, four-wheel drives, trucks and light commercial vehicles,

Century ‘SmartDrive’ batteries use innovative design features and advanced raw materials to provide fleet managers and plant operators with not only superior performance and longer battery life, but also with 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.

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

144 X • THE • THE AUSTRALIAN AUSTRALIAN LOCAL LOCAL GOVERNMENT GOVERNMENT YEARBOOK YEARBOOK EDITION EDITION 2222

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, Super Cheap Auto, Komatsu, Ausgrid and Power Link, 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 in the recycling loop.

Fuel and emissions savings, less fleet downtime, a comprehensive product range and a dedicated recycling program, plus support from locally placed battery specialists – it’s easy to see why Century Batteries is the leading provider of power solutions throughout Australia.

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

CENTURY YUASA BATTERY RECYCLING...

making a

positive

change

clable. y c re is ry e tt a b id c a d 98% of your used lea

To find out more about the Century Yuasa Battery Recycling program contact your local Century Yuasa representative on 1300 362 287 or email info@cyb.com.au.

CY123-1600

The Century Yuasa Battery Recycling Program provides councils & local government with a hassle free battery collection & recycling service. A complete solution, the program includes collection bins, marketing support and associated paperwork to help alleviate the environmental issues and regulatory requirements associated with the handling and storage of used lead acid batteries.

SUSTAINABILITY

The woodchips in the feeder

Beaufort

bioenergy project By the Pyrenees Shire Council The Regional Bioenergy Project was a major regional pilot study that involved the showcasing of a commercial bioenergy demonstration plant at the Beaufort Hospital. Prior to the project, the hospital relied on liquefied petroleum gas (LPG) for heating, and the bioenergy plant has provided a cost-efficient alternative while showcasing bioenergy in motion.

T

he project started in May 2012, with the Minister for Environment and Climate Change – through the Department of Sustainability and Environment – allocating $599,200 of funding to the project under the Victorian Local Sustainability Accord. The funding fell under the Partnership Grants category, which is aimed at fostering collaborative and innovative partnerships between regional councils to address climate change and sustainability issues of common concern.

Partner councils contributed $108,832 of cash and in-kind to the project. Pyrenees Shire was the lead council for the project, and employed the project manager, Daryl Scherger.

The project arose from a substantial investigation and an active interest in bioenergy application across the region, which was led by the Central Highlands Agribusiness Forum (CHAF). At the heart of the project was the perceived need for a working

146 • THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 22

Boiler House

SUSTAINABILITY

The plaque unveiling. L-R Project Officer Daryl Scherger, Pyrenees Shire Councillor Robert Vance, and Former Environment Minister Ryan Smith

bioenergy system to show the public and potential users what bioenergy looks like, and what it can do. The Beaufort Hospital was flagged as a suitable site for a demonstration system. It was a semi-commercial entity with a modest but constant heating demand, with hydronic heating.

The project builds upon regional strategic planning, identified in both the Regional Plan for the Wimmera Southern Mallee 2010 and Central Highlands Regional Strategic Plan 2010.

Objectives of these plans include facilitating industry clusters and building on regional strengths by investigating business development opportunities, and demonstrating commitment to innovative and sustainable energy solutions for businesses.

Pyrenees Shire Councillor Robert Vance, Former Environment Minister Ryan Smith and Project Officer Daryl Scherger explaining the boiler

Like most small hospitals in regional Victoria, the Beaufort Hospital operates on a very tight budget. As Beaufort doesn’t have natural gas, the hospital has to use expensive LPG as its heating fuel. Heating accounts for around 80 per cent of the fuel bill, and at current LPG prices, this was costing the hospital more than $60,000 per year. Beaufort also had potential fuel sources, including a local sawmill that produces hardwood chips from its milling waste, and offcuts from a local timber truss manufacturer.

Pyrenees Shire staff played a key role in developing the project and submitting the funding application. Council has been an active member of CHAF, and the project had the potential to promote the municipality widely, as well as delivering a direct benefit to the local community.

The key outcomes for the project were to showcase and promote bioenergy, with a focus on regional economic development opportunities. These were to be delivered through: •

the Beaufort Hospital bioenergy installation operating effectively

•

development of a business case for the installation

•

an investment plan for a Wimmera bioenergy facility

•

a bioenergy forum report outlining recommendations to stimulate further bioenergy activity in the region

•

the development and communication of case studies showcasing the practical aspects of regional bioenergy delivery and opportunity.

One of the initial problems that the project faced at the start was the lack of information on bioenergy heating. This, together with a lack of experienced heating and potential system suppliers and installers, posed a real challenge for the project manager and project control group. Luckily, a local heating engineer did have the required experience, and was able to provide advice on the appropriate plant size.

THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 22 • 147

SUSTAINABILITY

The impressive boiler at the Beaufort Hospital

The engineer recommended a 100-kilowatt boiler and a 3000-litre buffer tank. Buffer tanks are essential in most bioenergy installations, as they flatten out the peaks and troughs on the heating load. Biomass-fuelled boilers operate best at a constant level and for an extended time. We went out to tender on these specifications. The successful tenderer was Living Energy from New Zealand, with an offer of an Austrianmade 110-kilowatt Hargassner boiler and a 4000-litre buffer tank housed in a stand-alone boiler house/fuel store. The boiler house/fuel store is a modified 12-metre shipping container.

The installation commenced in January 2014 with the pouring of the container footings and hard standing area. Power and insulated piping connecting the boiler to the existing heating system was then installed. The modified shipping container, with the boiler already fitted, was transported to the site and lifted into position with a crane. Once in position, the existing piping was connected to the boiler. The advantage of a containerised system is the lack of disruption to hospital operations during installation. The connecting pipes are 50 millimetres in diameter and 45 metres long, with 38-millimetre foam insulation.

The boiler has a Lambda combustion control system with automatic feed and de-ash. It is interfaced to the existing heating system through a new building management system.

The Lambda system measures residual oxygen in the flue, and alters the air intake and fuel flow to ensure maximum combustion efficiency. The new system includes a GSM modem, which sends a text message to hospital staff if the boiler breaks down. The existing gas boilers will be retained as backup, and 148 â&#x20AC;˘ THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 22

give peak load capacity during very cold weather. They will come on automatically if the wood boiler fails.

The boiler house is fitted with a view window and monitor with operating information displayed in real time. It is located in Walker Street, Beaufort, and has public access so that you can call in and see it operating at any time. As far as we know, itâ&#x20AC;&#x2122;s the only publicly accessible bioenergy system in Australia.

Since the boiler was commissioned in February 2014, we have been gathering data on its performance. After nine months of operation, including during winter, the boiler had used 80 tonnes of wood chips at a cost of $9414. It had reduced LPG consumption by approximately 35,130 litres, saving around $27,050. Net saving to date on heating cost for the hospital is around $22,650, and there have been no significant issues with either the boiler or fuel supply.

For the Pyrenees Shire, the project has raised the profile of the municipality, and generated interest from across the region and the state. The hospital boiler demonstrates what bioenergy is and what it can do, and other regional councils are also considering similar projects. Outcomes from the project were showcased at a bioenergy forum that included representatives from a number of regional councils, local businesses and state government agencies. A feasibility study for heating the Horsham Aquatic Centre, and a business case for the Beaufort Hospital installation, were also presented. The project resulted in increased awareness of bioenergy by promoting bioenergy economic development opportunities across the local government and business sectors.

GREEN BUILDING

Solar solutions for Darebin residents Darebin Council has completed the rollout of an innovative program that removes the up-front cost that prevents many pensioners from being able to benefit from solar power.

T

he innovative program, Solar $aver, is the first of its kind in Australia, and has already been recognised by the Banksia Environment Awards and United Nations Association of Australia World Environment Day Awards; it was a finalist at both events.

Residents who receive a pensioner discount on their rates are eligible to apply for the program, through which the initial purchase and installation costs are repaid over a 10-year period via a special rate charge.

Pensioners Domenic and Caterina Palermo proudly waiting for their panels to be installed on their Preston home

After factoring in the additional rate payments, participating households will save on average $120 per year on their energy bills, calculated on current cost. This amount will increase to more than $400 in savings per year after 10 years.

The first intake was fully subscribed, and 294 systems have been installed. Together, these systems are expected to generate more than seven million kilowatt hours of solar energy, which, based on today’s electricity costs, translates to about $350,000 in savings over the same period.

Darebin Mayor Steven Tsitas says that the council was determined to find a way to make solar power available to even the lowest income earners.

‘Darebin Council adopted a zero net emissions target for both the community and our organisation through comprehensive climate action plans,’ Mayor Tsitas says.

THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 22 • 149

GREEN BUILDING

‘The simple step of incorporating payments for solar systems into the participants’ rates over a 10-year period eliminates the up-front cost, which is one of the biggest barriers to installing solar for pensioners. It also ensures that the costs are linked to the property, removing concerns about moving, before fully benefiting from such a long-term purchase.

‘There are other benefits beyond the environmental and financial. Older people are particularly vulnerable on hot days.

During the February 2014 heatwave in Victoria, there were a number of deaths attributed to [heat] in Darebin.

‘We know that many pensioners will not switch on air conditioners because they fear they won’t be able to afford the electricity to run them.

‘It’s hoped that the program will give them more confidence to use air conditioners to keep themselves cool on hot days.

‘Darebin City Council’s investment will also be returned after 10 years, freeing up capital for other initiatives,’ says Mayor Tsitas.

Darebin pensioner Mal Owen, who has had a two-kilowatt solar panel system installed on his home, says that he is thrilled with the steps that Darebin City Council is taking to deliver the benefits of solar power to elderly pensioners.

‘Now that I’ve installed solar, I don’t have to worry about the cost of air conditioning, particularly during the hottest months of the year,’ says Mr Owen.

Project snapshot Darebin Council committed $900,000 to the program to: •

enhance community resilience and improve health and wellbeing

•

reduce greenhouse gas emissions in line with the council’s zero net emissions target

•

increase the amount of renewable energy in Darebin

•

develop scaled-up solar and resource efficiency projects

•

protect low-income households in its community that are most vulnerable to increasing energy costs

•

develop long-term financing and management models

•

demonstrate leadership, and engage with and inspire the community regarding renewable energy and energy efficiency.

150 • THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 22

Jeremy Rich, Chief Executive Officer of Energy Matters, says that the initial success of this pilot program with the Darebin City Council opens up a national discussion with councils throughout Australia.

‘Our goal is to work with other councils around the country to implement this initiative and support low-income pensioner home owners with the introduction of solar power,’ says Mr Rich.

The program has been expanded in response to community feedback to offer all residents the opportunity to purchase solar power systems at a discounted price through a bulk-buy package.

More than 100 households have taken advantage of the initiative to date, and all products have been independently assessed to ensure that quality and prices are good value.

Research and consultation Research undertaken by the council to develop the program revealed that installing solar panels is one of the best household investments from both a financial and an environmental viewpoint. The program was then further refined in consultation with the community to ensure that it delivered these benefits.

Community consultation involved more than 8000 people.

It confirmed that the up-front cost for low-income households, uncertainty over choosing a good-quality system and installer, and lack of trust in the market were all barriers that prevented many pensioners from benefiting from solar power.

Research also identified the municipality as an area that is particularly prone to heatwave events due to its local climate, demographic and socio-economic profile. The Solar $aver program is expected to enable more pensioners, many of whom are vulnerable to heat-related illness, to operate air conditioners on days of high temperature. Future research will examine how effective the program is in achieving this outcome by measuring wellbeing and health benefits. This aspect of the project has been funded with the support of the Victorian Government under the Victorian Adaptation and Sustainability Partnership.

Further research will help to demonstrate the effectiveness of the Solar $aver program as a climate change adaptation and carbon reduction strategy, and the council will continue to monitor and review ‘before and after’ energy data to understand the financial savings being achieved.

All of this information will be made available to other councils, and it is hoped that it will encourage them to replicate the program throughout Australia. continued on page 152

GREEN BUILDING

GREEN BUILDING

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Excel Lockers’ timber lockers are manufactured from resilient MR board, and are available in two standard widths. The brand is currently expanding its range of lockers, locker finishes and locking options. Excel Lockers has noticed that people are now requesting more possible uses for their lockers, rather than just bag storage or clothes hanging, and, with this in mind, is manufacturing units for laptop, tablet, phone and skateboard storage, with adjustable shelving and custom sizing. As people become more security-conscious, locking requirements are changing; while keyed locking or padlock fitting is standard, and options for $2 coin return and $2 coin retain locks and digi4 locks are available, more requests than ever have been made for keyless locking with swipe card options, which give more control over use.

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X • THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 22 THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 22 • 151

GREEN BUILDING

continued from page 150

The rollout Five hundred applicants’ homes were assessed during the pilot phase to confirm who would benefit from installing a solar system, and to identify the optimum solution for each person’s individual circumstances. Of the 500 applicants, 294 households have signed up to have solar systems installed over a threemonth period, which started in spring 2014.

The council’s up-front investment will be repaid over a 10-year period through an additional rate charge. This payment is tied to the property so that if it changes hands, any outstanding money owing will be paid off in full when the property is transferred. This mechanism eliminates financial risk to both the council and the participating household.

Partners Darebin Council partnered with two organisations to deliver both the Solar $aver and Solar Bulk Buy programs.

Positive Charge is a community service backed by local councils, and run by the Moreland Energy Foundation, which is a team of sustainability experts. They have more than 12 years’ experience bringing communities smart energy answers, and they are the main point of contact for participants in both programs.

After a participant registers for the program, Positive Charge makes a home visit to discuss the solar system best suited to the participant, and develop a quote. Positive Charge provides each pensioner home with independent energy advice as part of the program, helping participants to identify energy-saving

opportunities to further reduce their energy bills. These energy consultations, usually valued at $250, were provided as part of the Solar $aver program – whether a resident signed up or not.

The second partner is Energy Matters one of Australia’s largest companies dedicated to solar energy. The awardwinning business was founded in 2005, and it has since installed more than 15,000 solar panel systems on homes, schools and commercial buildings, including Australia’s largest privately funded solar photovoltaic (PV) project – a 200-kilowatt rooftop array in Sydney.

Energy Matters supplies the solar PV systems and provides installation services for both the Solar $aver and Solar Bulk Buy programs. Their considerable experience installing such systems ensures that participants can expect good-quality solar systems to be installed in their homes and businesses with promptness, professional skill and courtesy.

Want to know more?

Learn more about the program on Darebin Council’s YouTube channel: • Video 1: www.youtube.com/watch?v=GUGfF7ad3jM • Video 2: www.youtube.com/watch?v=lsgTPZLn5GE. Further information is also available at: www.darebin.vic.gov.au/solar www.darebin.vic.gov.au/solarpanels www.positivecharge.com.au/products/home-energyassessment.

The program will achieve the following savings: Average per participating home

Program total (294 homes)

Kilowatt solar installed

1.9 kW

559 kW

Yearly solar energy production – kilowatt hours (based on the Clean Energy Council’s standard efficiency rate for Victoria: 3.6 kilowatt hours per day)

2470 kWh

734,000 kWh

Equivalent yearly greenhouse emissions (tonnes)

3.26 tonnes

958 tonnes

Yearly net savings (above rate payments, based on 50 per cent power exported)

$120

$35,280

152 • THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 22

SETTING NEW STANDARDS FOR NMI METERING pATTERN AppROvED ENERGy METERING *36 Multi-function Meters

NMI APPROVED ELECTRICITY METER Space saving for 36 Electrical Circuits System Accuracy Class 1.0 * The BFM136 Branch Feeder Metering is an unequal solution for multiple circuits Approved for NMI energy metering - 36 Single Phase Circuits or - 12 Three Phase Circuits or - Combination of both up to 36 current inputs - Smallest foot print for 36 single or 12 three phase meters - One fit metering for NMI, Green Star, NABERS, BCA approvals - Communications RS485 and Ethernet TCP/IP - *SATEC approved and tested current sensors under NMI standards

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GREEN BUILDING

Metering for embedded/private networks SATEC’s entry into NMI (National Measurement Institute)-approved electricity metering includes DIN rail-mounted hardware, such as the EM133-AR. This compact meter provides multiple features for electricity billing and use for NABERS/Green Star metering.

T

he functionality of the EM133-AR NMI-approved metering provides data logging, event logging and time of use (TOU) tariff, along with date/time stamping, and is complete with RS485 communications supporting Modbus protocol. Ethernet TCP/IP communications can be provided as an option. In addition, measuring accuracy to Class 0.5S, as per the International Electrotechnical Commission’s (IEC) International Standard IEC 62053-22 (static meters for active energy), ensures accuracy and high performance, even under light loads and harmonic conditions.

The EM133-AR provides, as standard, two pulse inputs for water and/or gas metering, and expanded input/output options are available for additional pulse inputs. In addition, all energy values can be displayed for consumption usage as daily/weekly/monthly/quarterly onboard the meter. The EM133-AR provides a high-functional value proposition for an energy meter of its class, and can be used in embedded or private network metering applications.

Total energy billing system solution SATEC‘s electricity billing software, eXpertPower™, together with SATEC’s

NMI-approved metering hardware, provides the comprehensive solution for electricity billing. This combination provides billing for the measurement of electricity consumption, ensuring that the tenant is billed with confidence for reliable and ongoing accuracy for repetitive data. eXpertPower™ is a web-based software solution that can be provided on the customer’s server/ computer and managed by the client.

Alternatively, a cloud-based solution can also be provided for hosting the application, and managed by SATEC.

Verified to NMI NITP14 All NMI-approved electricity meters used for trade must be verified and tested through National Institute Test Procedures (NITP14). These are ongoing procedures to determine NMI approval of an electricity meter that is designed for use in billing/invoicing of customers.

SATEC meters that are designed for NMI approval are tested and verified to NITP14 to ensure that they are fit for use for trade as per the NMI requirements.

154 • THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION X • THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 2222

Metering Accuracy Class ‘S’ – there is a difference Electricity energy metering accuracy is an important step in ensuring the integrity of a billing system. Anomalies in measurements can, over a period of time, create hundreds or thousands of dollars worth of errors. The accuracy of an energy meter is dependent on multiple factors, such as the load of the network (full load conditions will be more accurate than partial load), power factor of the system, accuracy of the energy meter and other factors.

Accuracy The accuracy depends on the design and build quality of the meter’s input channels. A higher-quality measuring meter will provide better accuracy, but will also increase the price of the product.

Some major parameters impacting the accuracy measurement of an energy meter include: •

fluctuation of the reading value, represented in percentage from the actual value (reading)

GREEN BUILDING

•

a fixed error (‘noises’), normally represented as percentage from fullscale (FS) as its constant value

•

the phase shift between the voltage and the current impacting the accuracy of power and energy measurements, since the power equals voltage multiplied by current multiplied by the cosine of the phase angle

•

the phase angle accuracy being represented in degrees in current transformers, creating additional errors to energy/power meters.

Accuracy metering standards Since accuracy depends on the load of the system, the IEC and Standards Australia have developed different standards to define accuracy under different load conditions, known as Accuracy Class.

IEC/AS Standard 62053-11 covers Accuracy Classes 0.5, 1.0 and 2 for electromechanical meters for active energy (watt hours), which means the accuracy as a percentage from reading, based on full load conditions and unity power factor; however, the accuracy deteriorates under lower load conditions, power factor less than unity, and the presence of harmonics.

IEC/AS Standard 62053-21 covers Accuracy Classes 1.0 and 2 for static/ electronic meters for active energy (watt

hours), which means the accuracy as a percentage from reading, based on full load conditions and unity power factor; however, the accuracy deteriorates under lower load conditions, power factor less than unity, and the presence of harmonics.

IEC/AS Standard 62053-22 covers higher Accuracy Classes 0.2S and 0.5S for static/electronic meters for active energy (watt hours), providing a higher Accuracy Standard under full load conditions and unity power factor, in addition to better accuracy readings at much lower load currents, with power factor conditions less than unity and with the presence of harmonics.

apply for higher performance accuracy.

The class designation is the measure of the CT’s accuracy. The ratio (primary to secondary current) error of a Class 1 CT is one per cent at rated current; the ratio error of a Class 0.5 CT is 0.5 per cent at rated current. Installing an energy meter with Accuracy Class 0.5S as a minimum requirement can assist in ensuring that the energy monitoring application has a high degree of accuracy when taking into account the accuracy performance of the CTs involved.

System accuracy versus meter accuracy The accuracy of any energy measurement system is the summary of its components – for instance, the energy meter plus the current transformer (CT) – with an exception being when a direct connected meter is used.

IEC/AS Standard 60044-1 defines the accuracy classes for current transformers (CTs). Subject to the loading of the CT, accuracy variances will occur from the quoted accuracy class, such as errors due to phase errors based on specified load impedance. A CT’s accuracy is defined as per IEC 60044-1, Classes 0.1, 0.2, 0.5, 1 and 3. In addition, Accuracy Class 0.2S and 0.5S standards for CTs

SATEC (Australia) Pty Ltd www.satec-global.com.au Phone: 02 4774 2959 Fax: 02 4774 0249

THETHE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 22 22 • 155 AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION •Y

GREEN BUILDING

Positive proof of performance

Council Admin Building, Arts Precinct

By Romilly Madew, Chief Executive Officer, Green Building Council of Australia Wollongong City Council’s Administration Building is positive proof that older buildings can be green buildings. First occupied in 1987, the building is the first in Australia to achieve a 5 Star Green Star – Performance rating, signifying ‘Australian Excellence’. The rating provides the people of Wollongong with independent verification that their building stacks up against some of the newest green icons around the country – and that they have an efficient, productive and healthy community asset.

156 • THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 22

GREEN BUILDING

Achieving a Green Star – Performance rating is about more than financial sustainability – although this is essential. It’s also about ensuring that we have an efficient building that will consume less water and electricity, reduce the waste it generates and emissions it releases, and also provide an enjoyable and healthy workplace for our staff.’

– Wollongong City Lord Mayor Councillor Gordon Bradbery, OAM

Local government leader Local governments have a unique role to play in influencing building decisions made in their communities. Leading councils recognise that they have a responsibility to invest in assets that meet the needs of their communities not just today, but for decades to come, and they are turning to the Green Star rating system to help them.

‘We’ve demonstrated to the local industry and to the community that you can gain a 5 Star Green Star rating with an ageing building if you use the right methods and programs,’ says Lord Mayor Gordon Bradbery.

‘We have shown that this pathway to sustainability could be used by other local governments or government agencies. We have also shown that we can gain a rating comparable to brand spanking new buildings that are purpose-designed to achieve 5 or 6 Star Green Star ratings.’

We have set a high benchmark – one that is independently verified – and we are proud to be leading Australia with respect to the sustainable operation of buildings Wollongong City Council, Administration Building

THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 22 • 157

GREEN BUILDING

occupancy and associated operational requirements made benchmarking a challenge.

Dr Carl Hopley, a member of Wollongong City Council’s building and facilities management team, which specialises in building sustainability upgrades, says that Council was ‘unable to access any tools with the flexibility to address the unique operational characteristics of our buildings. This meant we had to benchmark assets against themselves with a view to achieving continued improvement.

There are sections of the building that are completely over-lit, and we’re now undertaking a full lighting redesign and refit. We are exploring options such as the inclusion of smart lighting systems, which will adjust light outputs to meet the required level Romilly Madew and Mayor Bradbery, February 2015

Council is now developing a Sustainable Building Strategy, which will guide how it improves the operational sustainability of existing buildings, in addition to how new buildings will be designed, constructed and operated. The experience gained in retrofitting the Administration Building, along with improving its management practices, will greatly assist Council in developing the strategy.

‘We have set a high benchmark – one that is independently verified – and we are proud to be leading Australia with respect to the sustainable operation of buildings,’ Cr Bradbery says.

Benchmarking brilliance While Council had implemented programs to improve the operational efficiency and sustainability of its highestconsuming assets, the diversity of the asset portfolio, the varied

158 • THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 22

‘But the question was always the same: how do our buildings perform against others? Green Star – Performance has helped us answer this. We are now able to validate the success of the implemented efficiency measures, and also gauge the benefits from the management procedures and practices followed in the building.

‘It was great to see that our leadership with regards to cleaning practices and the requirement for cleaners to hold green cleaning qualifications was recognised, with the Green Building Council of Australia (GBCA) awarding an Innovation point,’ Hopley adds.

Upgrade for uplift Over the past decade, building manager David Peterson has implemented a range of energy and water upgrades, including continued on page 160

GREEN BUILDING

Voltage optimisation in government buildings

F

rom one side of the world to the other, local government buildings are installing Powerstar voltage optimisation to reduce their electricity costs and carbon emissions.

The Greater London Authority takes energy efficiency seriously, and its modern landmark building, the prestigious London City Hall, has achieved annual energy consumption savings of 13.6 per cent since its installation of a Powerstar unit.

Similar savings have been achieved

by Powerstar installations in the Western Australian Parliament in Perth and many local governments across Australia.

So what is voltage optimisation?

Voltage optimisation is now recognised globally as a proven and reliable technology with an attractive payback

period that is capable of reducing energy consumption and CO2.

Powerstar’s unique patented technology brings the voltage supplied by the grid, on average 247 volts but could be up to 253 volts or as low as 216 volts, to a level at which electrical equipment works most efficiently, between 220 and 230 volts.

Any incoming power that is higher than 220 volts is wasted energy and means councils are paying for power that is not required and not used.

Over-voltage also negatively affects the lifespan of equipment and light globes.

This means greater maintenance costs and more frequent replacements.

Even energy-efficient sites that have LED lights or solar panels can benefit from voltage optimisation.

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THE THE AUSTRALIAN AUSTRALIAN LOCAL LOCAL GOVERNMENT GOVERNMENT YEARBOOK YEARBOOK EDITION EDITION 2222 • 159 •X

GREEN BUILDING

continued from page 158

the installation of custom-made rainwater harvesting tanks with a capacity of 70 kilolitres, sensor-controlled dual-flush toilets, low water consumption urinals, and low-flow taps for office amenities.

Sensor taps have been installed in public areas, and fire test water capture and re-use has been implemented, along with extensive sub-metering and power factor correction. The team has also integrated a heat pump hot water system; a new heating, ventilation and air-conditioning system; heat-reflective blinds; and lighting upgrades. Energy and water analysis completed while undertaking the Green Star – Performance process indicates that these initiatives have reduced energy consumption by 54.6 per cent, and water consumption by 85 per cent.

In addition to the physical upgrades, Peterson and Hopley have implemented a range of management practices – from HVAC maintenance procedures, through to the requirement that cleaning staff have qualifications in green cleaning.

An illuminating experience Before undertaking the Green Star – Performance rating, Council believed ‘we had implemented all of the cost-effective, energy-saving opportunities, with other options – such as double-glazing retrofits and voltage optimisation – looking costly and with little payback,’ Hopley says.

160 • THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 22

But a lighting review undertaken found that the lighting distribution was inconsistent across the building and floor plates.

‘There are sections of the building that are completely over-lit, and we’re now undertaking a full lighting redesign and refit. We are exploring options such as the inclusion of smart lighting systems, which will adjust light outputs to meet the required level. This review and subsequent upgrade presents a new opportunity with good financial and environmental returns,’ Hopley explains.

Participation in the Green Star – Performance PILOT also assisted the building manager and the building monitoring and control system (BMCS) supplier to identify additional energy efficiency opportunities. Hopley notes that ‘the additional BMCS capabilities have the potential to reduce electricity consumption by a further 10–12 per cent, according to estimates provided by Schneider Electric.

‘We think these two actions are the last big energy-saving opportunities we can make on the Administration Building – and we discovered these opportunities through using the Green Star – Performance rating tool. It’s now all about squeezing the last bit of viable juice from the lemon. To this extent, we remain committed to the ongoing tuning of the building, and [we’re] looking for more opportunities to reduce the building’s consumption as new technologies come online,’ Hopley concludes.

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GREEN BUILDING

Minimising and managing energy costs Procurement is only one aspect – and what about public lighting?

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f you have wondered how to minimise your energy costs, and how to remove the burden from council staff members in having to manage bills (and queries) with suppliers, and prepare reports and budgets, then Trans Tasman Energy Group (TTEG)’s processes may provide the solution.

We have been very active in assisting councils with the transition to more energy-efficient public lighting, and placing councils in control of both service and price.

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past 15 years, we have worked with councils nationally to develop a range of services to assist councils in gaining and maintaining control of their energy needs at minimum cost and effort.

Our systems and processes are market-leading, proven, and are designed to meet specific council requirements to maximise retailer participation, and to attract sharp pricing.

Our services to councils include the following:

Data presentation is important. By editing and presenting all the data in a format that meets their requirements, retailers are then in a position to make their most competitive offers. TTEG ‘cleanses’ your consumption data to provide retailers with confidence that contract end dates, half-hour metering data, consumption, NMIs/MIRNs and all other details are accurate.

Energy procurement Gas and electricity are major costs for councils, and TTEG has provided category expertise to associations including LGP (New South Wales), MAV (Victoria) and LGA (South Australia), as well as numerous individual councils and council groups, delivering in excess of $55 million in savings to councils.

162 X • THE • THE AUSTRALIAN AUSTRALIAN LOCAL LOCAL GOVERNMENT GOVERNMENT YEARBOOK YEARBOOK EDITION EDITION 2222

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Market timing is critical. Electricity and gas are both commodities, and electricity prices can be particularly volatile. The question of timing is all about pricing risk management. We start the process up to 24 months before the current contract expires. It is good policy not to leave tendering until the last minute, in which case you would have no alternative but to accept pricing from the current market.

The contract length to provide the best value for councils is determined only once tenders have been received and equitably assessed.

Assessment – we assess all aspects of prices, not simply the energy rates.

Compliance – naturally, we ensure that our process complies with the Local Government Act in each jurisdiction.

Savings to be made after the contract is signed Once contracts are signed and filed away, there are still many opportunities to reduce energy costs.

Network costs (for the delivery of the energy to you through the poles and wires) can account for more than half the bill. Retailers typically do not check these tariffs, and they should not be accepted at face value. The following are some questions to consider:

use to manage and control their costs.

Distributors and retailers have multiple tariffs. Together, the transmission loss and distribution loss factors, plus green energy costs, can make detailed bill checking time-consuming and a challenge for the non-specialist. Expertise is available to ensure that councils can manage these processes (and don’t pay more than they should), while at the same time decreasing councils’ administrative burden. The following are some of the services offered: •

audit and reconciliation of all energy bills. Contract bills in particular are complex, with many inputs (such as losses, AEMO, green, network and metering charges) that should be reviewed on a regular basis

•

Are your sites on correct network tariffs? How would you know?

•

roll-in of sites into existing contracts and roll-out of vacated sites

•

Should the site be on a bundled tariff or a separate network tariff?

•

monthly reporting of consumption, costs and greenhouse emissions

•

If on a demand tariff, has the maximum demand been set correctly?

•

advice on future energy and network costs for budgeting purposes.

•

Would the supply benefit from power factor correction?

Public lighting

Operation, monitoring and management There is a raft of proprietary processes and other services that councils can

Public lighting is a major expenditure; yet, councils typically have minimal internal expertise. Historically, councils have simply been a service and price ‘taker’ from the electricity distributor and

regulatory system, which has seen prices skyrocket in most states.

We are changing this and placing councils in control. We are also assisting councils to consider the economic and other benefits from the introduction of energy-efficient lights; for example, LEDs. Our market-leading expertise can provide business cases, clearly identifying all aspects of cost and benefit, and provide the direction to enable councils to maximise value. We can also arrange design, funding and implementation.

Other specialties The regulatory and commercial aspects of the industry are complex, and are typically well beyond the capabilities of the local electrician and many electrical engineers.

We have a wide range of energy sector expertise to assist councils with any issues that they face, and we have done so for many councils over the years.

Questions?

For further information on aspects of this article, please contact Trans Tasman Energy Group (Nuwanthi Seneviratne, General Manager) at info@tteg.com.au, or 1300 118 834.

THETHE AUSTRALIAN AUSTRALIAN LOCAL LOCAL GOVERNMENT GOVERNMENT YEARBOOK YEARBOOK EDITION EDITION 22 22 • 163 •Y

GREEN BUILDING

10 The aim of cool roofing is to maintain the temperature of a roof surface at the same temperature as the ambient air.

facts about cool roofing

Though it’s commonly understood that cool roofing comprises white, reflective paint, there are many surfaces, materials and paints, not to mention a variety of colours, that can be used to cool a roof.

These include reflective paints, highly reflective tiles, or a sheet covering.

Cool roofs do not only reduce the temperature of individual buildings; they can also reduce the urban heat island effect in entire cities, lowering outside air temperatures. This could produce a flow-on effect, potentially slowing global warming by cooling the atmosphere.

The efficacy of cool roofing can be measured on the solar reflectance index (SRI), which combines solar reflectance (the ability of a material to reflect solar radiation) and thermal emittance (the ability of the material to both absorb and reradiate heat). The SRI gives an overall picture of a material’s ability to reject solar heat.

Cool roofs can drastically reduce the temperature of a rooftop, and can reduce the temperature inside the building by up to 15 degrees Celsius. This reduces the load on your HVAC system, as well as reducing energy usage costs and extending the lifespan of your roof.

There are a number of options if you want to convert an existing roof to a cool roof by retrofitting cool roof materials: you can choose to coat the roof, re-cover it with a new waterproofing surface, or remove the existing roof and replace it with a new one.

Cool roofing has been around for thousands of years in the Meditteranean and Middle East – many of the buildings in these regions are constructed using white and reflective materials. In the 1980s, the Department of Energy national laboratories in the United States began research on ‘solar radiation control coatings’, and cool roofs are now routinely installed on commercial and residential buildings.

The efficacy of cool roof products varies depending on the roof slope and type. Low-slope roofs have more stringent requirements than steep-slope roofs. Single-ply membranes can be reformulated or coated to make them reflective.

Built-up roofs consisting of numerous layers are best approached by updating the surface layer, either with substituted reflective material, or cool coating. Shingles can be replaced with cool asphalt shingles, which are manufactured with coated granules for better solar emissivity ratings. Metal roofs reflect a good deal of solar light, but they are poor thermal emitters. Paint a metal roof with reflective paint, or apply cool reflective coatings.

There is no one formula for effective cool roof upgrades. You must consider the climate and environment in which your building is situated before you decide on your cool roof process. If your building is in a cool climate, applying cool roofing materials can increase energy costs in winter due to a lack of heat gain.

164 • THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 22

While the primary aim of cool roofing is to reduce the cooling load on HVAC systems, it also has the benefit of creating a more comfortable indoor environment for building occupants, which can lead to healthier and more productive staff.

GREEN BUILDING

GREEN BUILDING

Turning up the heat on cool roofs

I

dentifying the cooling energy savings delivered by a cool roof has often frustrated facilities managers’ attempts to pursue this promising technology.

Clearly no two buildings are exactly alike, and seasonal variations, coupled with changes in occupancy and building use, make it difficult to compare performance from one year to the next.

Dulux set out to solve this problem for their Cool Roof Commercial product with the help of the University of Melbourne’s Faculty of Architecture, Building and Planning, focusing on a study of a customer’s retail warehouse in Far North Queensland.

Faculty Lecturer Chris Jensen said, ‘The results show that the Dulux Cool Roof coating is reducing HVAC cooling energy by 20 per cent. This was determined by first calibrating

the modelled Cool Roof HVAC energy with measured total HVAC energy use, and then using the model to test the difference between energy use with and without the Cool Roof coating applied’.

Business Manager Acratex Roof Coatings, Simon Vandestadt, said, ‘This result is very encouraging and could translate to a payback of around

five years in similar buildings in warm climates, where cooling energy exceeds 100 megawatt hours per annum’.

Contact Simon on simon.vandestadt@dulux.com.au or call 0478 409 470 for more information.

X • THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 22 THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 22 • 165

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GREEN BUILDING

Reflecting on cool buildings

By Chris Jensen and Dominique Hes, Faculty of Architecture, Building and Planning, University of Melbourne The concept of light-coloured surfaces reflecting energy and therefore heat is not new; the light colour of the buildings in Greece is a good example. In an all-cooling environment, particularly where the surface area of the roof is a large proportion of the overall surface area of the building, a light colour, or ‘cool roof’, makes a lot of sense.

A

cool roof reflects the sun’s heat and emits absorbed radiation back into the atmosphere at a higher rate than standard materials. Cool roof performance may be achieved by using additives to the base material, or by applying a cool roof coating (which is an easy retrofit). These types of roofs literally stay cooler – while a standard black roof will climb above 80 degrees Celsius on a sunny day, a cool roof does not climb much past 40 degrees; this is the difference between being able to walk on a roof in bare feet and being able to fry an egg on it.

The increase in reflected heat reduces the amount of heat held and transferred to the building, keeping the

building at a cooler and more constant temperature. Additional benefits include the extended service life of the roof, reduced photovoltaic panel temperatures (resulting in higher power production) and lower HVAC intake temperatures.

Cool roof coating technology has advanced significantly from simply being a lighter colour, although colour is a big part of the equation. The reflectivity of the material outside the visible light spectrum (in the near infrared), as well as increased emissivity (the ability of a material to emit energy by radiation) of the material, also has a large impact.

When a darker roof colour is chosen (which is common for lower-rise residential), a ‘coloured’ cool roof product can be used. Such products are highly reflective in the near infrared, but not in the visible part of the spectrum, and thus maintain a higher solar reflectance.

However, a darker cool roof will never be as reflective as a light-coloured cool roof.

Cool roof research The Lawrence Berkeley National Laboratory (LBNL) has a cool roof division within its urban heat island group, which has undertaken extensive research in this field. Most recently, in the March 2014 edition of the Energy and Building Journal, the LBNL article titled ‘Economic comparison of white, green, and black flat roofs in the United States’ suggests that, ‘Owners concerned with global warming should choose

white roofs, which are three times more effective than green roofs at cooling the globe. Owners concerned with local environmental benefits should choose green roofs, which offer built-in stormwater management and a “natural” urban landscape aesthetic. We strongly recommend building code policies that phase out dark-colour roofs in warm climates to protect against their adverse public health externalities’.

In defence of green roofs, which were not assessed for their whole-oflife benefits, Distinguished Scientist Emeritus at LBNL Arthur Rosenfeld said, ‘Both white and green roofs do a good job at cooling the building and cooling the air in the city, but white roofs are three times more effective at countering climate change than green roofs’.

In an earlier study, LBNL measured and calculated the reduction in peak energy demand associated with a cool roof’s surface reflectivity. They found that, compared to the original black rubber roofing membrane on the Texas retail building studied, a retrofitted vinyl membrane delivered an average decrease of 24 degrees Celsius in surface temperature, an 11 per cent decrease in aggregate air conditioning energy consumption, and a corresponding 14 per cent drop in peak hour demand.

This is consistent locally with the findings of our study at the University of Melbourne with Dulux Group Australia,

166 • THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 22 THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 22 • Y

GREEN BUILDING

GREEN BUILDING

Figure 1: Image courtesy Dulux

which showed that the Dulux Cool Roof coating is reducing HVAC cooling energy by 20 per cent for a retail store in Cairns.

Our research on cool roof products used in Melbourne retrofits, both residential and commercial, showed that the important elements that increase benefit are: •

high cooling load

•

uninsulated, under-insulated or ineffectively insulated roofs and walls

•

large exposed surface area as a proportion of total building surface area (for example, roof and west walls)

•

ageing roof, or dark original roof colour.

Having a cooler roof also helps to keep any plant on the roof cooler, so that you are not trying to chill and run cool air in ducts where the roof is up to 80 degrees Celsius. Our research showed that roof temperature can differ by 30 degrees on a hot sunny day!

Cool roofs in legislation Cool roofs are commonly required or given credit within rating systems; for example, in the United States the ASHRAE building code and LEED rating system have cool roof categories, as

well as state-based requirements. These are climate-based, and therefore are most common in the southern states.

The Building Code of Australia (BCA) incorporates roof reflectivity by offsetting ceiling insulation requirements; so if your roof is a light colour, there are material savings to be made.

•

increases occupant comfort and the potential to avoid installing an air conditioner where one is not already installed

• improves the ability of undercapacity air conditioners to meet peak demand, avoiding upgrade costs

Benefits to using cool roof paint – is it for you?

•

reduces peak energy demand on the hottest days

There are numerous benefits to having a cool roof, including that it:

•

decreases the size and prolongs the life of your air-conditioning system

•

lowers roof maintenance costs and extends roof life, avoiding re-roofing costs and reducing solid waste

•

assists your building in meeting building codes

•

mitigates your community’s urban heat island effect

•

maintains aesthetics.

•

is the easiest retrofit option to reduce cooling energy use if you have a large roof

•

reduces your utility bills associated with air conditioning

Figure 2: University of Melbourne field test showing increased heat reflection of cool roof compared with aged zincalume Z • THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 22

There are many benefits, but there might be one slight drawback. The jury is still out on whether the white paints could have a slight negative impact on heating load. Our research has found that though the computer models say this is the case, our actual measured data after three years does not necessarily support this. We are doing further work on this.

THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 22 • 167

FACILITIES MANAGEMENT

Spatial and property solutions for a joined-up world City of Ryde Industry sector Local government •

Management of corporate location information

Customer overview The City of Ryde is located in Sydney’s north-western suburbs. The municipal district of Ryde was officially proclaimed in 1870, and now 103,000 residents live within the 16 suburbs that cover its 40 square kilometres.

manner, by minimising data maintenance efforts and maximising customer access to, and use of, existing spatial data.

Technologies applied •

Cadcorp SIS (desktop GIS)

•

Cadcorp GeognoSIS (internal and external OGC web services)

•

IFM Enquiry.Net (intranet GIS and property portal)

•

IFM e-Map (internet/public mapping)

•

IFM SISfm Map Enquiry (web and mobile property, asset management and way-finding)

•

IFM Metadata (corporate metadata)

•

integration into TechnologyOne Finance and Property, Merit CMS, HP TRIM DMS, CAD and GIS.

Objectives •

•

allocation and maintenance of property-addressing records for all sites within the local government area management of corporate spatial information

Lindsay Mason | Section Manager, Land Information

•

decentralised maintenance of corporate information

•

spatial enablement of corporate customer requests, document management, asset management, and property and rating systems

University of Tasmania

dissemination of corporate spatial information to internal and external customers.

•

•

Solution and benefits IFM was chosen as the most cost-effective solution to our corporate location information needs. IFM has provided a mix of Cadcorp GIS and IFM software to provide a custom solution to our complex business needs. The solution enables viewing, editing and management of spatial information in both desktop and intranet environments, with integration to other corporate systems (customer requests, document management, asset management, and property and rating). External customers are able to view spatial information in both web and mobile environments. The solution enables the City of Ryde to manage corporate location information in an efficient

Industry sector Tertiary education Management of facilities, property and infrastructure

Customer overview The University of Tasmania (UTAS) is one of the oldest universities in Australia.

UTAS has 29,000 local, national and international students, as well as 24 sites with 538 buildings over 250 hectares.

Objectives •

to provide a centralised hub and front-end portal that will assist in the day-to-day asset and facility management of all campuses

and personnel placement •

to provide an accountable system that can monitor and manage compliance.

Solutions and benefits IFM was chosen as the best solution provider and integrator for the facilities, assets, space management and GIS requirements of Asset Management Services (AMS) at UTAS. The IFM team is noteworthy for historic expertise. With a strong working knowledge of GIS, AM/FM, CAD and other systems, combined with their customisation and integration ability, and the IFM off-the-shelf software solutions, IFM provided the total solution to the UTAS challenge of bringing all property and campus information together in one place.

IFM SISfm Enquiry software and ARCHIBUS were implemented to meet the needs of facilities management.

Further integration of key systems provided UTAS with a single point of truth through web and mobile that integrated works, space, assets, CAD drawings, GIS Maps, photos, HR, documents, lease and property systems across the university for all students and staff.

Technologies applied •

Cadcorp SIS (desktop GIS)

•

ARCHIBUS AM/FM (modular enterprise facilities and asset management)

•

IFM SISfm Map Enquiry (web and mobile property, asset management and way-finding)

•

IFM TabSIS (tablet, PC, mobile field data capture, property and site audits) integration into BMS, smart meters, TechnologyOne, CAD, BIM, GIS, HR and timetabling.

•

to provide a system that will help plan, monitor and manage building services, maintenance and contractors

•

•

to provide an intelligent link to manage functions/venue bookings

Ian Caletti | Manager, AMIS, University of Tasmania.

168 X • THE • THE AUSTRALIAN AUSTRALIAN LOCAL LOCAL GOVERNMENT GOVERNMENT YEARBOOK YEARBOOK EDITION EDITION 2222

Spatial and Prop6rMy Solutions W6 off6r inM6llig6nM compl6M6 softuar6 solutions Mo op6n up your daMa and r6mov6 duplication IFM off6r Innovativ6 Spatial Solutions for a join6d up uorld, IFM provid6 public s6cMor organisations uiMh prov6n innovativ6 Spatial and Prop6rMy Manag6m6nM IT solutionsM Our Mission is Mo r6mov6 duplication of DaMa and Duplication of EfforM in your busin6ss op6ning up DaMa Silos and off6ring a Singl6 sourc6 of MruMh across your organisationM S66 hou u6 can improv6 your M6chnology and busin6ss proc6ss6s uiMh compl6M6 Prop6rMy and InfrasMrucMur6 Lif6 cycl6 daMa and Manag6m6nM solutionsM Our cli6nMs includ6 Local and SMaM6 Gov6rnm6nM, T6rtiary Education, SMaM6 InfrasMrucMur6 & TransporM Provid6rs and H6alMh Provid6rsM

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FACILITIES MANAGEMENT

Education pathways in facilities management Through the effective operation, management and maintenance of the built environment, facilities management professionals play a vital role protecting the health, safety and wellbeing of occupants working and living in managed facilities. Increasingly, the development of skills, career paths and accreditation that provide clear points of entry to the industry, and a well-defined understanding of roles, is now more important than ever to both the public and private spheres. The Facility Management Association of Australia (FMA) is working with government and industry to achieve this. Providing an overview of the issues currently facing the industry is FMA Chief Executive Officer Nicholas Burt.

I

n the popular US television drama The West Wing, Deputy White House Communications Director Sam Seaborn says, ‘Education is the silver bullet.’

No truer words have been spoken, particularly when applied to facilities management. The significant technological advances in building management systems, the complexity of the modern building fabric and the increasing importance of proactive energy management have made the development of skills a key priority for our industry.

This need is further underscored by the significant role that facilities management services play in improving productivity within workspaces, and towards the overall health and wellbeing of anyone who works or lives in a managed facility.

As the peak national body respresenting and supporting the industry, for the FMA it is becoming increasingly important to work with industry to establish a structured career, education and accreditation program.

Historically, the FMA has tackled these three areas separately, and with some success, as each has had a positive effect on industry development; however, with the growing sophistication of buildings combined with increasing expectations as to

170 • THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 22

The significant technological advances in building management systems, the complexity of the modern building fabric and the increasing importance of proactive energy management have made the development of skills a key priority for our industry

FACILITIES MANAGEMENT

what a facilities manager can and must deliver, clear synergies have emerged for addressing career pathways, education and accreditation within a coordinated and connected framework for the industry.

Let’s look at the three areas, to understand their significance:

Structured career path The importance of a structured career path cannot be underestimated. Currently, there is a lack of clarity as to the entry points to the industry, with research showing that people say they ‘fell into the industry’, with very few, if any, claiming that it was part of structured career plan or goal.

This means that mechanisms for attracting talented people into the industry are also unclear; yet, there is a growing need for skilled professionals as the built environment continues to expand. With industry consultation and feedback, clear pathways into the industry need to be articulated – not through a single entry point, but rather a number of them across various positions and levels within the industry. These include:

1. attracting school leavers to facilities management as a career of choice. This involves providing young people with a definition as well as knowledge of the industry, and strengthening the general understanding of job roles within the industry, and of the diversity of the sector. As it stands, the Association’s most recent industry census places young people (29 years old and younger) at three per cent of the overall workforce. This had decreased over the last 12 months. This trend will continue to see skill shortages potentially develop 2. structuring entry points from other careers that have armed professionals with technical expertise. It’s valuable to know how prior training in a specific trade (such as refrigeration) can be articulated into a mid-level entry into a career as a facilities administrator/technician or facilities coordinator/ maintenance coordinator 3. ensuring that those trained in admistrative-type careers, such as management, engineering or architecture (to name a few), can structure a career in facilities management. With

Career Levels - Appendix A

Facilities Officer

Facilities Administrator/ Facilities Technician

Facilities Coordinator/ Maintenance Coordinator

Entry-level role that provides administrative support and, at times, oversees maintenance tasks to ensure the day-to-day smooth operation of a building or a facility’s infrastructure. Suitable for those seeking the experience necessary to become a Facilities Administrator or Facilities Manager.

Operational-level role that provides administrative support, including budgeting, procurement negotiation, contract liaison and documentation, as well as coordination of staff and office equipment during relocation, and at times supervision of and physical assistance with maintenance tasks to ensure the daytoday smooth operation of a building’s infrastructure.

Responsible for coordinating the operational management of a building or facility, including budgeting, procurement negotiation, contract liaison and documentation, and staff supervision to ensure the proper and efficient operation of all physical aspects, creating and sustaining safe and productive environments for occupants.

Facilities Manager

Organises, controls and coordinates the strategic and operational management of buildings and facilities in public and private organisations to ensure the proper and efficient operation of all physical aspects, creating and sustaining safe and productive environments for occupants.

Facilities Director

Senior role that has fuII accountability and authority for the successful coordination of FM activities within their organisation or business unit, often including muItiple sites, types of facilities and employees.

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Appendix B - Education & Experience Career levels

Graduate Pathway

Entry & Vocational Pathway

Facilities Officer (FO)

Certificate III or IV in Facilities Management or relevant field

Secondary School, plus Traineeship; OR 1st or 2nd year apprenticeship in relevant field, plus traineeship; OR 3rd or 4th year apprenticeship in relevant field

Facilities Administrator (FA)/ Facilities Technician (FT)

2 years of experience at FO level; or Associate Degree, Advanced Diploma, Diploma in Facilities Management

2 years of experience at FO level; OR 2 years experience within a relevant trade or profession

Facilities Coordinator (FC)/ Maintenance Coordinator (MC)

2 years of experience at FA level, plus facilities management level 2 training; OR Bachelor or higher in Facilities Management; OR Bachelor or higher in relevant field, plus facilities management level 2 training

2 years of experience at FT level; OR 4 years experience within a relevant trade or profession; PLUS facilities management level 2 training

Facilities Manager (FM)

Diploma or higher in Facilities Management; OR Diploma or higher in relevant field, plus facilities management level 1 training; PLUS 2 years of experience at FC level.

2 years of experience at MC level; PLUS facilities management level 1 training

Facilities Director (FD)

Bachelor or higher in Facilities Management; OR Diploma or higher in relevant field, plus facilities director training; PLUS 2 years of experience at FM level.

an outlined career path, which, in facilities management, consists of five levels (see Appendix A), the next connected stage is to understand the necessary skill enhancement or education required to move in, out and around the career structure. This will vary significantly depending on prior training (if any) and the portal used to enter; for example, a young person coming directly through an entry point from school will be required to undertake technical and nontechnical training to move through the five levels within the proposed career path. This will be distinctly different for a qualified plumber entering into a mid-level position requiring skills development in non-technical skill areas.

Education The diversity of the industry has the ability to cater for a wide range of situations for those entering into facilities management. As you can see in Appendix B, some examples of qualification or skill development requirements have been overlaid on the career path.

Each level of the career path has some specifically mapped qualification and experience requirements. Although not all specialised facilities management qualifications currently exist, the career path provides the level and competency set required to move through the positions, providing guidance in the development of specific qualifications to meet the needs of the facilities management career.

The alternative is to use other qualifications from similar fields, but ensuring that relevant experience or complementary 172 • THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 22

professional development is attained. This does allow a degree of flexibility in the application of qualifications that does not need to be narrow, but that does need to deliver predetermined competencies to individuals.

In Australia, the latest research suggests that close to 70 per cent of the professionals in the industry have completed study beyond Year 12. This means that an important part of the landscape is the ability to supplement non-specialist facilities management content with existing, more readily available qualifications.

Industry will be refining the specific details, but has already helped shape the competency requirement that should be included as part of the various qualifications on the education pathway.

Accreditation Gaining industry and professional acceptance of this across our diverse sector may seem challenging enough; however, an additional factor requires consideration. How do you distinguish those with relevant skills from those without, or – in simple terms – how can we ensure that a minimum standard is achieved, regardless of qualification attainment and experience (both of which are of critical importance)? As with many other professions (engineers, architects or accountants, to name a few), an industrybased accrediation system seems to be a logical direction.

The complexity of the role and the critical importance of the day-to-day management of facilities can have a significant

FACILITIES MANAGEMENT

Appendix C - Accreditation Strategic Facilities Director Strategic Facilities Professional Level 1 Technical Facilities Professional Level 1 Strategic Facilities Professional Level 2 Technical Facilities Professional Level 2 Associate Facilities Management Professional

Career levels

Graduate Pathway

Entry & Vocational Pathway

Facilities Officer (FO)

Certificate III or IV in Facilities Management or relevant field

Secondary School, plus Traineeship; OR 1st or 2nd year apprenticeship in relevant field, plus traineeship; OR 3rd or 4th year apprenticeship in relevant field

Facilities Administrator (FA)/ Facilities Technician (FT)

2 years of experience at FO level; or Associate Degree, Advanced Diploma, Diploma in Facilities Management

2 years of experience at FO level; OR 2 years experience within a relevant trade or profession

Facilities Coordinator (FC)/ Maintenance Coordinator (MC)

2 years of experience at FA level, plus Facilities Management level 2 training; OR Bachelor or higher in facilities management; OR Bachelor or higher in relevant field, plus facilities management level 2 training

2 years of experience at FT level; OR 4 years experience within a relevant trade or profession; PLUS facilities management level 2 training

Facilities Manager (FM)

Diploma or higher in Facilities Management; OR Diploma or higher in relevant field, plus facilities management level 1 training; PLUS 2 years of experience at FC level.

2 years of experience at MC level; PLUS facilities management level 1 training

Facilities Director (FD)

Bachelor or higher in Facilities Management; OR Diploma or higher in relevant field, plus facilities director training; PLUS 2 years of experience at FM level.

effect on people. The health, safety, wellbeing and productivity of individuals, teams and organisations can be significantly infuenced by the way that a facilities manager undertakes their role. To provide some context, let’s think about an office workplace. Keeping the environment functioning can be the difference between happy, productive staff and, at the other end of the spectrum, high absenteeism. In a study by CETEC, it was noted that, conservatively, indoor enviromental quality (an outcome of how a facility is managed) can have a seven per cent impact on productivity. Across the wider economy, this can have an $8.4 billion impact. For this reason, there have been some calls for the industry to be licensed. As governments trend towards reduction of compliance regimes, consideration needs to be given to tackling this at an industry level. Many industries have codes or accreditations that play governing roles in ensuring that professionals meet minimum requirements. This would be the final component of a connected career pathway.

Development of industry accreditation would overlay as set out in Appendix C. This means that minimum compency requirements would need to be met, and these would be independently assessed by the industry. Accrediting facilities management professionals would provide a net industry benefit

for the professional – recognition of competency at a specifed level; for the employers – independent verification of skills and ability; and for the end users – a clear articulation of the professionalism of the professional.

The outline is not too far from achievable, with almost two years of consultation and industry feedback captured to develop the proposed career structure. This is currently in a public consultation phase, and specific feedback is being sought from the three aforementioned target groups: professionals, organisations and service users.

In an economy with finite human resources, and in an industry where skill requirements are increasing, the need for a clear career path will be only one mechanism by which facilities management is able to attract the necessary quality and quantity of talented professionals.

For feedback or further information, email policy@fma.com.au, or visit the Association’s website at www.fma.com.au.

THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 22 • 173

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Sweeping away the competition and part suppliers, guarantees that parts and service are readily available.

Schwarze sweepers also comply with all Australian design rules, statutory requirements, WorkCover, and all road traffic authorities’ requirements.

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n fewer than 25 years, Schwarze Industries, Inc has gone from being a start-up to becoming one of the largest sweeper manufacturers in the world. It didn’t happen overnight, but through the combination of offering a quality product, stressing service after the sale, and being part of the rapidly increasing market for commercial litter removal and area maintenance, Schwarze has seen the demand for its product expand rapidly. The efficiency of the company’s sweeper line, combined with the emphasis it places upon providing an extraordinary level of customer service, has created a very high satisfaction rate among Schwarze’s customers.

On the municipal side, Schwarze is making tremendous inroads into market share held by companies whose equipment simply doesn’t have the design innovations that theirs does.

That is a huge market, and Schwarze builds the machines that are best suited

for doing the job, whether broom or air sweepers are specified. In both the municipal and contracting markets, the company is becoming more international in scope. Schwarze Industries now has its sweeping equipment operating in more than 35 countries, and has also entered into licensing agreements in several others with companies that are manufacturing its equipment.

Schwarze Industries are manufacturers and suppliers of a worldclass range of environmentally friendly, regenerative air road sweepers, which have been purposefully designed and constructed to accommodate the diverse range of sweeping conditions that councils and commercial contractors throughout Australia are likely to encounter. Schwarze sweepers are supplied with numerous unique features and inclusions, and the company offers a comprehensive warranty, provides extensive driver training, and, with an Australia-wide network of service agents

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Today, the environmental concerns that we face are of paramount importance. As Schwarze looks toward the future, the company has designs coming up that will once again redefine the way sweeping is done, and it will be leading the way in developing the most environmentally sensitive sweepers possible. Schwarze Industries is confident in its engineering department’s continuous commitment to building a line of sweepers that are safe, simple, efficient and of the highest quality.

Schwarze pledges that it will retain its strong manufacturing ethics, have a continuing sensitivity to clients’ needs, and always remain willing to go the extra mile to ensure customer satisfaction.

These are the qualities that brought Schwarze Industries to the forefront of the sweeper field, and the company’s not about to rest on its laurels.

Schwarze Industries Australia Pty Ltd

ROAD SWEEPERS MULTI-PURPOSE SWEEPERS TRAILER & TRACTOR BROOMS

Quality

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FACILITIES MANAGEMENT

More than just road sweepers and city cleaning equipment

I

n today’s environment, facilities are switching to sustainable, efficient and cost-effective methods to enhance their cleanliness and image.

While Tennant is known in the local government community for road sweepers and city cleaning equipment, the company also offers a variety of sustainable floor cleaning solutions to meet all of your facility needs. From council offices and community centres through to sporting facilities and libraries, Tennant provides high-performance equipment to help reduce the cost of cleaning, enhance a facility’s image, and improve environmental health and safety for the local community.

Scrubbers Tennant has a comprehensive range of walk-behind and ride-on scrubbers to suit most environments and applications.

Tennant scrubbers are available with ec-H2O™ technology, which electrically converts tap water into a cleaning agent, removing the need for chemical detergents.

This also results in no chemical residue being left on floors, improving floor traction and significantly reducing slip and fall risk.

Tennant scrubbers are also equipped with exclusive water recovery systems to ensure complete water pick-up in a single pass, and virtually dry floors in seconds.

Sweepers As well as large road and pedestrian sweepers, Tennant has a range of smaller walk-behind sweepers perfect for indoor and outdoor applications.

These sweepers are equipped with TwinMax™ sweeping technology, so all types of debris can be collected – from small dust and leaf matter, through to aluminium cans and litter – without the need to change brushes. Tennant’s walk-behind sweepers also work exceptionally well on carpet.

Burnishers Tennant’s recently launched batterypowered walk-behind burnishers produce high-gloss results, minus the emissions and noise pollution traditionally associated with burnishing.

Tennant’s battery burnishers are the industry’s only walk-behind burnishers with standard HEPA dust control filtration to maintain indoor air quality. With no emissions and ultra-quiet operation, Tennant’s battery-powered burnishers deliver high performance, maximum efficiency and superior results.

Carpet extractors Tennant provides a range of interim carpet cleaning machines and extractors equipped with exclusive ReadySpace®

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technology. Tennant’s ReadySpace® cleans and dries carpets in minutes, and allows for the removal of soils before they become embedded in the carpet fibres. This means that carpets remain cleaner over time, and extraction is required less frequently. ReadySpace® uses 80 per cent less water to clean, and leaves up to 90 per cent less water in the carpet compared to traditional extraction methods, to immediately improve the carpet’s appearance and lustre.

Vacuums Tennant also has a complete line of upright, backpack and canister vacuums.

Tennant vacuums are durable and versatile, with heavy-duty, dual-motor, wet-dry and wide-area vacuum options available. Vacuums are also equipped with HEPA filtration systems to maintain indoor air quality and provide superior dust control.

How does your cleaning program shape up? Contact us for a free cleaning assessment!

1300 TENNANT demo@tennantco.com www.tennantco.com.au

TENNANT. MORE THAN CITY CLEANING. Our sweepers and scrubbers are available in a number of path widths

Tennant offers cleaning solutions for all your facility needs, from sweepers and scrubbers to vacuums and extractors.

Improve safety with unsurpassed water recovery systems on our scrubbers that leave floors virtually dry in seconds Protect indoor air quality with battery operation and HEPA filtration on our range of burnishers and selected vacuums Restore carpets with exclusive ReadySpaceÂŽ technology for clean, dry carpets in under 30 minutes Sweep indoor and outdoor surfaces without changing brushes with TwinMaxâ&#x201E;˘ technology which collects all types of debris

Contact us to find out more

demo@tennantco.com

1300 TENNANT

FACILITIES MANAGEMENT

Safeguarding your building through maintenance As long as we live and work in buildings, they will require maintenance. Buildings are vulnerable to what we sometimes feel is unlimited wear and tear, and it is the job of the facilities manager to keep the effects of that wear and tear to a minimum, whether the effect we’re preventing is cost, a loss of energy efficiency, defects, time spent on repairs, downtime as a result of faults, or legal ramifications for not providing a safe space for building occupants.

A

s clichéd as it is, the proverb ‘a stitch in time saves nine’ is nonetheless wholly applicable to property maintenance.

Why wait until you have a problem before you perform maintenance on your assets? By its very definition, maintenance means protection: to ‘keep in existence or continuance; preserve; retain’. It’s much harder to protect your building after an issue

178 • THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 22

has occurred than it is to protect your building from possible future issues.

In addition, maintenance is more than a one-time thing.

Maintenance is ongoing; it’s the continuous protective care of the fabric, contents and setting of a place. Neglecting the ongoing needs of your property can result in defects, and significant damage that could have been avoided with a proper maintenance plan. Adequate maintenance planning will extend the life of the building and grounds, and save time and money.

In this article, we will discuss preventative, or planned, maintenance: what it is, what it focuses on, and why it’s one of the most valuable things you can do.

To begin with, it’s important that your maintenance plan is thorough, considered and regularly updated. With a comprehensive maintenance plan, you will ensure that your property is maintained in an organised fashion, minimising the possibility of unexpected faults occurring.

The facilities manager should be able to formulate a plan using the information that he or she has at hand, including building plans, the age and condition of the building, services details, maintenance requirements, the contact details of contractors who are responsible for various maintenance tasks,

FACILITIES MANAGEMENT

and local council requirements. Any information that the facilities manager sees as instrumental to the maintenance plan should be gathered and incorporated into the plan.

A good maintenance plan should provide measures for monitoring systems and services, and identifying areas that require immediate attention. Inspections are integral to monitoring the services of the building, and should be carried out using standard forms in order to compare the results with those from previous inspections.

The budget for a maintenance plan is crucial; facilities managers should ensure that they have an idea of where their spend will be committed in the maintenance plan, and how to minimise unplanned expenditure that may arise from emergency corrective maintenance. (With a well-composed maintenance plan, the potential for emergency corrective maintenance should be reduced to a low likelihood.)

Once maintenance work has been performed, there should be a review of the work that has been carried out in order to ensure that it has been effective. Consider whether the maintenance was necessary or appropriate, how long it took, and to what standard it was performed. This will inform your decisions for that particular asset’s maintenance in the future.

Inclusions for your maintenance plan As any facilities manager knows, there are many elements of your building that you need to keep in good condition. The following are examples of some essential areas that you will need to maintain.

Roofing Roofing should be inspected frequently – at least twice a year, and after any severe storms. Drains should always be clear, so schedule debris clearing regularly, particularly in autumn. Sheet metal, copings and tiles should be inspected up to the edge of the roof, and curbs and penetrations should also be examined for wrinkles and tearing. Check for damaged areas where moisture can infiltrate, and keep people off the roof to avoid membrane damage.

Heating, ventilation, and air conditioning HVAC should also be inspected at least twice a year; a sensible recommendation is to check your HVAC systems seasonally.

Pump bearings need regular lubrication, and couplings should be checked for leaks. Filters should be cleaned or replaced at least every few months, depending on their condition.

Plumbing Ensure that you inspect the plumbing at least once a year, and attend to any issues that are brought to your attention, such as leaks or unusual noises. As with HVAC systems, couplings and bearing lubrication should be checked at least annually, and sump and sewage ejection pumps should be checked regularly for function.

Lighting Usually, when one lamp fails, the others follow suit shortly afterwards; inspect lighting regularly, and relamp all of your lights as a group when they begin to fail. Covers and lens surfaces should be cleaned regularly to ensure the best light quality, and any exterior lighting should be checked for damage to such elements as cables and screws.

Fire and electrical systems Licensed professionals should be engaged to check your fire safety systems regularly, and electrical maintenance should be carried out by a licensed electrician every three to five years.

There are plenty more areas that may require your attention from a maintenance planning point of view, depending on the type of facility that you manage. Ensure that you have assessed every asset in your building with regard to how it should be included into your maintenance plan.

With the proper plan, your maintenance schedule can maximise efficiencies in terms of both finance and operations, and can minimise costly and time-consuming repairs that can result from an item being neglected for too long without sufficient attention. Take the time to put a comprehensive preventative maintenance plan in place, and you’ll be rewarded with a building that runs smoothly and efficiently – making your job a whole lot easier!

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FACILITIES MANAGEMENT

Leave the rain outside

W

et Umbrella Wrappers are designed to eliminate unsafe, slippery floors in your business’s premises by allowing customers, visitors and employees to place their wet, dripping umbrellas in a protective plastic bag via an easy-to-use umbrella-wrapping unit. By keeping floors dry, a business prevents slip-and-fall accidents, thereby avoiding liability lawsuits.

Designed to be displayed at the entrance to a business’s premises, Wet Umbrella Bags are a welcome service for visitors and customers, keeping floors dry and clean. All bags used are 100 per cent type-two recyclable plastic, allowing peace of mind that your business isn’t impacting negatively on the environment.

The Wet Umbrella Wrapper design: •

The umbrella insertion entrance is a circular, tapered shape, which accommodates all types of umbrellas.

•

Units have been designed using fluid dynamic principles, creating even pressure to close the umbrella uniformly during bag insertion.

•

The unit is constructed from durable ABS plastic with a matte finish, giving high resistance to scratching.

•

The bag dispenser has a unique patented clamping system that holds the next bag in the fully open position.

Products WU-3000 Wet Umbrella Bag Dual Stainless Steel Umbrella Bag Dispenser is constructed from Korean ABSengineered plastics – an engineered plastic product that has high impact and fatigue resistance – coupled with reinforced webbing, which improves durability. All of this ensures that this machine – and all others within the extensive range – is superior to others on the market. The body, springs and bag hanger are constructed from stainless steel. Features include: •

construction from Hyundai 304grade, thick-gauge stainless steel, with tough, scratch-resistant ABS plastic lids

•

new instruction stickers to help educate your customers and tenants – this machine is best suited for hightraffic areas

•

two circular, highly tapered entrances to ensure easy bag insertion for all types of folding umbrellas and long umbrellas; each side is identified on

the top with easy-to-understand instructions •

the Wet Umbrella Bag Dispenser has two clamps either side to keep each bag fully open – this ensures easy insertion.

Along with the WU-3000 Wet Umbrella Bag Dispenser, there are five other designs within the range, purposebuilt for busy thoroughfares through to medium- and low-flow traffic areas.

What clients say ‘I just want to thank you for your great service and knowledge you provided to Ausenco. The new Wet Umbrella system will certainly be an asset to our business to ensure safety around the building is at its best. The service and communication you provided was extremely fast: one-day turnaround!’ – Chanell Beere.

Website: www.wet-umbrella.com Phone: (07) 3841 7691

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FACILITIES MANAGEMENT

Maintaining your council’s facilities

I

n 2014, the International Organization for Standardization (ISO) released a new suite of asset management standards: ISO 55000. This suite can be used to manage any class of asset, from railway sleepers to telecommunications, says the ISO. This suite comprises three Standards: •

ISO 55000: which provides an overview of the subject of asset management, as well as the Standard’s terms and definitions that are to be used

•

ISO 55001: an element that explores the requirements specification for an integrated and effective asset management system

•

ISO 55002: which provides facilities managers with the guidelines for the implementations of such an asset management system.

This suite of Standards will align and integrate with other major management systems to create a streamlined approach to asset management and all aspects of professional operations.

ISO 55001 can be applied to any organisation where physical assets are central to their business. This has proven to be very successful, with widespread adoption in utilities, transport, mining and manufacturing industries worldwide. It is primarily intended for use by: •

those involved in the establishment, implementation, maintenance and improvement of an asset management system

•

those involved in delivering asset management activities and service providers

•

internal and external parties to assess the organisation’s ability to meet legal, regulatory and contractual requirements and the organisation’s own requirements.

An asset can be defined as an item, thing or entity that holds value for an organisation; the new Standard has removed the restriction of a ‘physical’ asset, meaning that not only can something as tangible as a building be an asset, but something more conceptual, like a company’s reputation, can also be an asset.

In local government facilities management, it’s your council’s buildings that are your assets. It’s vital to ensure that your facilities are maintained to the highest standard in order to minimise any accidents or downtime that could occur as a result of unsatisfactory maintenance operations, and to mitigate 182 • THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 22

An asset can be defined as an item, thing or entity that holds value for an organisation; the new standard has removed the restriction of a ‘physical’ asset, meaning that not only can something as tangible as a building be an asset... ageing effects and to maximise the sustainability of your building.

On top of this, correct asset management will contribute to the value of intangibles, such as Council’s reputation.

Having a comprehensive asset management plan in place helps you, as a facilities manager, to ensure that you are compliant with any regulations and minimum standards, as well as protecting the asset from a financial point of view.

Implementing a strategic asset management plan can also facilitate the decision-making process, effectively aiding facilities managers and forming a basis for their decisions.

Five benefits of an optimised asset management plan 1. streamlined processes, resources and functional contributions 2. consistent and prioritised risk management 3. improved planning 4. a greater engagement of the work and taskforce 5. the creation of a transparent audit trail to detail what is done, when, how and why.

FACILITIES MANAGEMENT

FACILITIES MANAGEMENT

Real Time Reporting: next-level pest control

A

dams Pest Control has been in the pest control business for over 70 years, and during the last 10 years the company has collected valuable service data from the field. Adams Pest Control was the first pest control company to use scanning and barcode technology, and today the company continues to innovate by ensuring that it is able to meet its customers’ reporting requirements through the use of Real Time Reporting (RTR).

A survey of facilities managers has shown that, in terms of effectiveness, reporting runs second only to effective Pest Management Programs, and this reporting should be RTR. Flexibility in reporting, trend analysis and adaptability is key to effective reporting.

With this in mind, Adams Pest Control has developed an innovative RTR system

that allows its clients to access each service immediately after it is completed. Adams Pest Control technicians can now enter field data from a client’s site directly into the company’s Pest Management Database with the use of a tablet. At this point, a client can access trend reporting immediately.

An easily read traffic light system is then used to code for pest activity in the basic trend report (for instance, green equals low activity, yellow is medium activity and red represents high activity) – colour-coding pest activity for trends to be easily identified in specific areas or indeed over time (for instance, seasons). The company can tailor the trend report over any data range. In addition, it can add other reports that detail

material usage, pesticide batch numbers and material safety data sheets to the company’s client’s ‘PestWeb’ login.

The Pest Management System incorporating RTR is currently undergoing extensive field testing, and Adams Pest Control aims to have it fully implemented by late 2014.

Leaders in commercial and industrial pest control since 1944

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FACILITIES MANAGEMENT

Enhancing happiness in the workplace

L

ocal governments and councils often have diverse property portfolios varying in size, asset type and location; and with diversity comes complexity and opportunity.

Having provided real estate services to a cross-section of widely dispersed government agencies for nearly 20 years, Jones Lang LaSalle (JLL) is able to extract maximum value and savings from your portfolio. JLL understands the unique approval requirements, policy and legislative obligations, and forms of documentation that are needed for Commonwealth, state and local governments.

Facilities management is at the core of what JLL does. When they take on a portfolio or single premises, they take a holistic approach to managing your facilities. Bringing global learnings, best practice and procurement strength, JLL delivers efficient and cost-effective engineering services, employee experience services (for example, concierge, catering and room management), occupancy services (for example, space management and moves) and site services (for example, pest control, landscaping and security).

People are JLL’s focus, not just buildings A shift in the way we look at facilities management, from a focus on buildings to a focus on people, is paving the way to a new approach to facilities management. In the past, facilities management was all about ensuring that the air conditioning was set at the right level, the bathrooms were maintained and any flickering neon tubes were replaced. It was all about the plant and equipment, with facilities managers confining their focus to the physical aspects of a building or tenancy.

While these are undeniably crucial aspects of ensuring that a building operates properly, the result was that facilities management was often more about looking after the building than looking after the people who worked in it.

JLL’s new approach is a five-star customer experience, bringing services to you such as dry cleaning, shoeshine, meditation, Pilates and suit tailoring, to ensure that employee health and wellbeing remains strong, while minimising time needed away from the office. The results have seen a significant boost in both productivity and staff

184 X • THE • THE AUSTRALIAN AUSTRALIAN LOCAL LOCAL GOVERNMENT GOVERNMENT YEARBOOK YEARBOOK EDITION EDITION 2222

retention, with recent research confirming that happiness at work can increase productivity by 12 per cent. With facilities management teams starting to anticipate the needs of the customers, office staff members are free to spend more time concentrating on their core roles.

JLL’s team of dedicated government professionals has the knowledge and ability to understand government property drivers and how they affect your workplace. The company strives to consistently provide new innovation in technology and sustainability, and has a continued focus on cost avoidance to ensure that they support your objectives.

JLL currently manages a combined government property portfolio of approximately 1900 leases and licences, covering in excess of 1.4 million square metres. They understand that no two portfolios are the same, and make it their goal to understand the portfolio management needs of each of their clients individually. JLL does not apply a ‘one size fits all’ approach.

JLL will work in partnership with your staff to provide efficient, effective and ethical property solutions.

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Cost savings and value creation We understand the unique drivers that come with local government and council portfolios. Our long-standing government partnerships have given us an insiders view into the nuances of approval processes, service delivery and how best to maximise value whilst ensuring cost savings. www.jll.com.au Consulting . Facilities Management . Construction and Development . Transactions .

Lease Administration . Workplace Strategy . Research

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FACILITIES MANAGEMENT

Providing facilities for cycling

Addressing transport and health issues in communities is high on the agenda for many local government areas. Roads are becoming more congested, there’s a higher demand for car parking, and declining health due to the sedentary lifestyles of many citizens, including council workers, is placing stress on health services.

End-of trip facilities include: Safe and secure parking for bicycles Councils should determine how many spaces need to be provided at each facility (for information on how to determine this, visit www.austroads.com.au), and at the very least, should provide bike racks in secure locations for cyclists. Beyond this, bike lockers are advisable so that cyclists can be confident in parking their bike at work or at a public facility.

Shower and bathroom facilities

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Cycling can be rigorous work, and workers may not feel particularly fresh after a ride to work in the morning. Shower facilities, accompanied by change rooms, lockers, basins, mirrors, irons, hairdryers and clothing hooks make it much easier for staff to get ready for a day’s work after a cycle commute. These facilities will also encourage cyclists to ride longer distances.

Increasing the proportion of cyclists in a community can have many benefits for a local government area, including reduced traffic congestion, increased community health and reduced car parking demands.

An additional benefit of providing these facilities is that other workers can be more active; for example, they can take walks or runs during lunch breaks.

Councils that promote cycling as a mode of transport for their communities have a responsibility to provide for those citizens who choose to commute via bicycle. End-of-trip facilities are vital to ensuring that cycling is considered as a viable means of commuting. All government workplaces and public facilities should be equipped with sufficient end-of-trip facilities to encourage greater uptake of cycling within a community.

Drinking water

long with the need to alleviate pressure on infrastructure and health services in local government areas, there is also a strong push for councils to embrace sustainability initiatives, and to promote healthy, productive workplaces.

It’s vital that shower and bathroom facilities be kept clean, tidy and sanitary to ensure that they continue to be used by active workers and members of the public.

Provide a source of clean drinking water for cyclists in the end-of-trip area. A filtered water source is preferable.

Repair equipment Ensure that items like puncture repair kits, tyre pumps and tyre levers are available.

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FACILITIES MANAGEMENT

FACILITIES MANAGEMENT

Cora Bike Rack – bicycle parking solutions

C

ora Bike Rack is a specialised Australian company that designs, manufactures and supplies bicycle parking racks, rails and lockers. Already a key supplier to local governments across the country since 1997, Cora Bike Rack has the experience, knowledge and product selection to provide the ultimate end-of-trip bicycle parking facility for cyclists.

With an increased awareness of the health and environmental benefits gained from cycling, the provision of bicycle parking facilities has become an important consideration for local councils. New developments, community buildings and public spaces can help contribute to an increase in

bicycle trips by including secure bicycle parking facilities.

As bicycle parking racks and lockers require a significant financial investment, it is important to select products with a proven record in security, durability, performance and quality. Cora Bike Rack products are designed by Australian cycling enthusiasts to be easy to use, easy to install and nice to look at. In addition, all Cora products are verified

by EcoSpecifier to comply with AS2890.3 and Green Star requirements, and as a proud partner with bikeTREES, Cora will help plant thousands of native trees throughout Australia.

racks and high-security bicycle lockers, Cora offers a wide range of attractive, versatile and secure bike parking systems that can be delivered door to door across Australia. With the best product guarantee in the industry, it’s easy to find the perfect bicycle parking solution with Cora Bike Rack.

From individual bicycle parking rails to multi-space bike racks, street post

P: 1800 249 878 | F: 1800 249 879 E: sales@cora.com.au | W: www.cora.com.au X • THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 22 THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 22 • 187

STREETSCAPES

Plans for a new lease on life for Sydney’s George Street A study by the City of Sydney shows how the transformation of George Street into a light rail and pedestrian boulevard can maximise public use and enjoyment, while also delivering a strong business and retail environment.

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eorge Street is one of the oldest streets in Australia, and an important transport route. Though the street once supported an electric tramway, buses took over the route in 1953, and the physical presence and noise of diesel buses have made George Street less amenable to pedestrians and vehicular traffic. The lack of pedestrian traffic is detrimental to commercial businesses along this route, and detracts from the walkability of the city.

George Street 2020: A Public Domain Activation Strategy considers outdoor dining, vending, creative and cultural activities, and simply improving the comfort of pedestrians, to encourage people to walk, stroll or dwell and enjoy George Street. This is critical to supporting the street’s long-term economic success. George Street 2020 proposes that George Street will become the ‘civic spine’ of the city; a place for the community to converge and enjoy everything on offer – from dining and shopping to cultural activities.

‘When the light rail project is complete in five years, George Street will feature a one-kilometre pedestrianised area between Bathurst and Hunter streets,’ says Lord Mayor Clover Moore.

‘This transformation is a unique opportunity to ensure that George Street becomes a world-class boulevard that is also a thriving business and retail environment’.

The strategy looks at ways that temporary and permanent seating and lighting in the public areas, as well as building edges, awnings and signage, can contribute to the success of George Street. The vision is for high-quality, elegant street furniture that brings a new aesthetic to the street while

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George Street 2020 A Public Domain Activation Strategy

DRAFT November 2014

1

DRAFT November 2014

providing space for pedestrians to sit and rest, as well as move around the space easily.

The City’s vision for George Street is guided by a number of principles, including maximising pedestrian space, minimising streetscape clutter, ensuring a vibrant retail environment and creating a 24-hour street of diverse offerings beyond traditional business hours.

Light rail will run down the middle of George Street, with a tree zone on either side, followed by a variable ‘flex-zone’ for street furniture (seats, bins, bubblers and bollards), and a 3.6metre pedestrian area along buildings’ edges. The flex-zone will allow for outdoor trading, pop-up gardens, temporary art exhibits, evening markets and food trucks.

There’s also potential for movable outdoor furniture to be used during the day to encourage greater use of public spaces.

Sydney’s focus on the future amenities for the city are outlined in ‘Sustainable Sydney 2030’, which outlines a vision for three linked squares and vibrant city laneways. Existing spaces such as Barrack and Regimental Square, and Martin Place, also provide important opportunities to support activity along George Street. These spaces will be the subject of future analysis and concept development.

STREETSCAPES

STREETSCAPES

Furniture for public spaces

E

stablished in 1952, DOSmith and Sons has grown to be one of Australia’s largest suppliers of public space furniture for public street, park and building areas. Supplying to the hospitality and entertainment industry, councils, and shopping centre management, DOSmith provides quality public space furniture at competitive prices, and delivering on time is a priority. DOSmith is an Australian-owned and -managed company and proudly supplies Australia’s finest selection of public space furniture.

Products and services: DOSmith manufactures a range of furniture for public spaces that is attractive, durable and economical.

DOSmith’s ‘Furniture for Public Spaces’

range includes timber and metal outdoor benches and seats, stainless steel and powder-coated ashtrays, litter bins and bollards and a range of stainless, fibreglass and timber planter pots. The DOSmith range also includes a large range of bike racks to suit all bicycle shapes and sizes. Recycle litter bins, wheeled bin enclosures, bus and park shelters are also part of the extensive DOSmith range.

Recent projects: •

Sydney Cricket Ground: Three sizes of plastic RMP moulded bins for indoor and undercover areas and single and double SM1060 bin surrounds for outdoor public spaces

•

Villawood Detention Centre: SM1060 double bin surrounds

•

Ballarat Correctional Facility: S190 seating

Serviceable areas: Australia-wide.

DOSmith & Sons Pty Ltd ABN 69 003 040 766 Head office: 81 Redfern St, Wetherill Park NSW 2164 Postal address: PO Box 6524, Wetherill Park BDC NSW 2164 Ph: +61 2 9757 4022 Fax: +61 2 9757 4033 Email: sales@dosmith.com.au Website: www.dosmith.com.au

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CORPORATE PROFILE

Meeting today’s and tomorrow’s public toilet needs Offering genuine choice and flexibility in public toilet design while supporting customers in managing their assets.

work with, your organisation to provide the best public toilet outcome for the available funding.

•

Knowledge – bringing all of our experience and information to the project.

The best planning outcome can be marred by conveniences that simply don’t measure up to community expectations.

•

Technology – using current technology to deliver information and improve security and hygiene.

W

As leading public toilet professionals, WC Innovations is well placed to assist organisations to make public toilet facilities a core part of a precinct or place brand – facilities that reflect the values a community demands and reflect the individuality of each park or space – while providing the best financial outcome for its clients.

•

Sustainability – innovating to reduce the cost to the environment and the public with regard to power, water and vandal impact.

•

Flexibility – designing for optimum capacity, convenience and user peace of mind.

•

Aesthetics – presenting design and configuration options that complement the planning objectives.

•

Leading-edge products – toilets designed to deliver a simply better experience.

C Innovations has more than 20 years of experience supplying public toilets to all sectors of state and local government.

That experience and cooperation has been a key element in the company providing hundreds of well-managed public toilet assets, in parks, urban streets, coastal locations and railway/bus stations across Australia. Only WC Innovations offer the knowledge and experience to provide the ultimate public toilet facility to the community, while providing the total supply and asset management package for their clients.

Working directly with WC Innovations can save your organisation tens of thousands of dollars in design and building costs and ongoing asset management. They will listen to, and

WC Innovations is responding to the challenges of urban growth, changing lifestyles and climate change with a fresh perspective on toilet design that addresses the emerging issues and demands of both today and tomorrow’s public needs.

WC Innovations’ values •

Partnership – working closely with all stakeholders.

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WC Innovations’ public toilets: •

boast design and function flexibility to ensure each facility suits the location and user requirements

•

are available in single- and multicubicle designs, catering for all levels of user demands

•

have flexibility in toilet functionality – from a basic manual toilet to the fully automated ‘Touch Free’ cubicles

•

come with an extensive choice of internal and external cladding materials

•

allow for future relocation through each design

•

have modular designs, reducing installation time to days rather than weeks or months

•

are designed and built in cooperation with local governments and the community

•

ensure that building and components comply with building code AS1428.1-2009 or better

CORPORATE PROFILE

•

are designed with considerations including key CPTED principles – in particular with undesirable behaviour management in mind

•

integrate all plumbing and electrical services in the dedicated service bay – reducing maintenance downtime

•

use vandal- and graffiti-resistant materials throughout

•

have a high-quality interior finish to maximise user comfort and safety

•

boast touch-free and automated functionality to ensure the utmost in user hygiene and comfort, including: •

•

touch-free toilet flushing – when hands are washed or the unit is exited

•

•

automated and programmable floor and seat wash and drying system

•

automated and programmable door locking and unlocking system

Talk to the WC Innovations team any time to see how they can help you to design and deliver the best public toilet.

•

are equipped with unique cavity sliding doors for improved safety and disability access

•

are low-maintenance and easy to clean, keeping operational costs to a minimum

•

are attended to by a dedicated team of cleaning and maintenance professionals, supporting council by further reducing life cycle costs

touch-free hand soap, wash and drying unit

can record usage and operational statistics, assisting council with ongoing asset management.

Paul Webb General Manager M: 0400 505 333 E: paulwebb@wcinnovations.com.au

OFFERING GENUINE CHOICE AND FLEXIBILITY IN PUBLIC TOILET DESIGN • Design and function flexibility to ensure each facility suits the location and user requirements.

• Single and Multi cubicle designs – catering for all levels of user demands.

• Flexibility in toilet functionality – from a basic manual toilet to the fully automated “Touch Free” cubicles.

• Extensive choice of internal and external cladding materials.

• Each design allows for future relocation.

• Vandal and Graffiti resistant materials used throughout.

• “Touch free” and automated functionality to ensure the utmost in user hygiene and comfort , including: Touch free hand soap, wash and drying unit.

Touch free toilet flushing – when hands are washed or the unit is vacated.

Automated & programmable floor and seat wash and drying system.

Automated & programmable door locking and unlocking system.

AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION •Y THETHE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 2222 • 191

OFFICE RELOCATION

New building, bright future

The staff of the Cardinia Shire Council’s Civic Centre

192 • THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 22

OFFICE RELOCATION

Cardinia Shire Council moved into its new civic centre in Officer on 17 November 2014. The change will lead to improved efficiency and customer service, and will give Council the facilities it needs to guide Cardinia Shire’s current and future growth.

Growing pains

I

n 1983, the former Pakenham Shire Council serviced a population of 17,640 residents and had 55 members of staff.

Now, the population of Cardinia Shire has grown to almost 87,000 residents, making the Shire one of the fastest-growing municipalities in Victoria. The residential population is expected to grow to around 128,000 in the next 10 years, and to 172,000 in the next 20 years. Reflecting this growth, Council now employs more than 400 staff members, and its operating budget now tops more than $100 million.

In the 30 years since Council’s Pakenham office opened in 1983, and as the population and staff numbers grew, it became

difficult to meet the needs of the growing population. Council was forced to expand beyond its original office building, and in 2014, more than 100 indoor staff members were working from portables or leased properties located around Pakenham.

Council considered refurbishing the existing building; however, the work required to make it suitable for the current needs of Council would have come at a substantial cost that was more or less equal to the cost of rebuilding.

This led to a detailed investigation of 17 potential sites for a new office, before Council settled on Officer in a partnership deal with Places Victoria. The initial intent was to lease the building, but when it was offered for sale, Council decided to make an investment that not only secured the organisation’s future in terms of office accommodation for the next 20-plus years, but that also delivered an asset to the community that will significantly increase in value over time.

‘Council looked hard at all the options, but none met the criteria or had the advantages of Officer,’ says Cardinia CEO Garry McQuillan.

‘The new building has been carefully planned to provide flexibility, [and] designed to provide environmental sustainability and to ensure it can grow over time. It is located directly

The civic centre hub

THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 22 • 193

OFFICE RELOCATION

beside Officer train station, is accessible by car, foot and public transport, and has brought all indoor staff under the one roof for the first time in 17 years.

‘This presents several advantages from a customer service perspective, as well as long-term operational savings. It also delivered a once in a lifetime opportunity to rethink the way staff worked and serviced customers and the community,’ Mr McQuillan says.

‘The new building will support many years of growth for the organisation and the growing community. It has been an exciting start in the next chapter for Cardinia Shire.’

Opportunity for change Construction of the building was managed by Places Victoria, and delivered by builder Watpac. Council worked closely with both parties on construction of both the civic centre and the surrounding infrastructure (including road and central energy plant). The technology and building design encourages collaboration to ensure that the organisation delivers outstanding service and outcomes to the community.

Council made the decision to move to an activity-based working (ABW) environment, empowering staff members to select workspaces based on their activities or outcomes. Council has led the way as the first Australian government organisation to transition to ABW, and, with this shift, has reduced the need for a larger building, which would have been required to sustain the Shire’s growth. As a result of this decision, the organisation had to undergo significant change.

194 • THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 22

In the years leading up to the move, a number of initiatives were implemented to allow the staff to work independently of time and place, and significantly cut the use of stationery. Reliance on paper was reduced by 70 per cent, and customer response times were improved. These changes were achieved through the implementation of an extensive change plan, and with the commitment of staff at all levels.

Staff members were coached and encouraged to take small steps towards an ABW environment before the move. Multiple training sessions were held to help staff make the behavioural changes required to transition from a traditional office model, with allocated desks or offices, to a flexible environment with a range of workspaces that allowed the staff to increase productivity and customer satisfaction.

New building and a new way of working The new civic centre at Officer was specially designed with ABW in mind, to achieve not only an economical floor plan, but also one that would enable people to be more engaged and to work at their best. The move to ABW involved extensive internal consultation, coaching, improved technology, and training and development.

Staff members had to develop and agree to a set of etiquettes that governed how they would work together in the new office, and that ensured that they were prepared for this new way of working.

Council’s Project Director – Activity Based Working, Di Ashton, says that ABW was a ‘smarter way of working’ that provided specially designed working spaces so that staff could work more effectively and efficiently.

OFFICE RELOCATION

A striking façade at the new civic centre

The civic centre’s foyer is light and bright

‘In most traditional office environments, staff are seated at the same desk day in, day out; however, with activity-based working, staff can work in a number of spaces in the building, or out in the community, according to the activity or project they are working on,’ Ms Ashton says.

harvesting; an atrium, and automated windows and blinds to enhance the natural ventilation cycle; passive design to optimise daylight and control unwanted solar gain to reduce heating and cooling loads; and a peak lock-in generator to use less power from the grid during peak times.

‘This way of working strengthens collaboration and team interaction, and fosters creativity and innovation, resulting in better outcomes for our community, including improved customer responsiveness and better service delivery.

Council’s General Manager Assets and Services, Mike Ellis, says that the civic centre provided a healthier workplace for the staff, and reduced Council’s impact on the environment.

‘While transitioning to the new civic centre, staff across the organisation sought more efficient ways to work and meet customer expectations in a more mobile and dynamic way.

For example, by looking at how we used paper, we found ways to reduce our need to print while still meeting all of our legal obligations, and providing faster response times to customers.’

Civic centre delivers on environmental efficiency Cardinia Shire Council has also set new standards with an energy-efficient civic centre. The building features five-star energy efficiency not yet seen in Victoria outside of Melbourne’s CBD, and it was the first Green Star-accredited building in Melbourne’s south-east urban growth corridor.

The civic centre is connected to a precinct energy plant, which includes gas-fired trigeneration and reticulated chilled and hot water for heating and cooling; access to a precinct nonpotable water supply; a water-efficient design and rainwater

‘As we encourage residents to consider their environmental footprint, we felt it was important that Council lead the way. The former Council offices fell well short of our needs, so we saw the new building as an opportunity to make some energy-efficient changes and dramatically reduce our energy costs,’ Mr Ellis says.

‘We are expecting a big reduction in carbon emissions as a result of the move, but also less reliance on electricity, gas and water.’

When compared to a standard building of the same size, it is anticipated that the civic centre will deliver a 70 per cent reduction in water usage, and carbon emissions are expected to be 60 per cent lower.

While the office facility may look like a very sophisticated building in a paddock at the moment, in the near future, it will be the core of a vibrant and active precinct that will meet the needs of Cardinia Shire’s diverse community for many years to come.

THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 22 • 195

OFFICE RELOCATION

Relax, we carry the load

I

s your business relocating? Allied Pickfords is synonymous with business relocations management and corporate relocation services. We understand the wider issues, the need for careful planning, detailed project management and clear communication with your staff.

Our experienced team takes total responsibility for your office or business relocations, leaving you to concentrate on the day-to-day tasks of running your organisation.

The process of relocating is more complex than most people realise.

Due to business relocations being a relatively infrequent event for most organisations, people underestimate the time involved and the actions required. When you relocate with Allied Pickfords, we dedicate an experienced business relocations project manager who is committed to your business relocations requirements.

Our aim is to ensure a seamless and pain-free experience for both your organisation and, more importantly, your staff.

Eight reasons to choose Allied Pickfords’ business relocations: 1.

2.

3.

4.

Professional consultations – our friendly and professional business relocations consultants have the experience and expertise to cater to all your requirements. We’ll listen to you and work in partnership to ensure a successful business relocation for your organisation.

Pre-relocation planning assistance – you will be allocated a business relocations project manager who will work with you to develop a detailed relocation schedule. Nothing is left to chance. From start to finish, your business relocation will run like clockwork.

Specialist business relocation staff and equipment – as the best business relocations company in the industry, you can expect nothing less at every stage of your business relocation.

Professional packing systems – our packing systems, procedures

X • THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 2222 196 • THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION

and equipment are a benchmark in the industry, all aimed at ensuring that your goods are protected to the highest standard through the duration of the relocation.

5.

Safeguard computer protection – your computers and peripherals are encased in antistatic, preformed computer covers and are transported in enclosed computer trolleys.

6.

High security storage – Allied Pickfords’ safe and secure storage facilities are ideal for shortand long-term storage when undertaking a business relocation.

7.

Service – we’re there when you need us. Reliability and responsive service are what we have built our reputation on.

8.

Experience and expertise – leave your business relocation to the experts. We have experienced and well-trained staff who will have your business up and running with minimal disruption in the quickest possible time.

OFFICE RELOCATION

Business relocations – project management

Relocating your business?

Don’t know where to start?

Let our experienced project managers carry the load.

P

lanning and project management are the most important aspects of a successful commercial relocation. Allied Pickfords’ team of highly skilled and experienced relocation Project Managers can help guide you through the daunting task of relocating your organisation.

At the time of accepting your quotation to relocate with Allied Pickfords business relocations, a project manager is appointed to your relocation, contact with the appropriate client representative is made, an initial meeting is scheduled, and the process begins.

‘Identify items to be relocated, assist with the marking up of seating locations on floor plans, and prepare the labelling process’

Following are the stages involved in the planning of your relocation.

Relocation planning and strategy – develop relocation plan and strategy •

Manage project set-up.

•

Engage with each department unit to ensure that operational considerations have been factored into the move strategy.

•

Establish move structure with key stakeholders/move champions.

•

Identify strategic constraints/ specialist requirements.

•

Consult with business units to determine the number of moves.

•

Identify items to be relocated, assist with the marking up of seating locations on floor plans, and prepare the labelling process.

•

Manage discussions with relevant department managers/move champions to establish access/egress and timing.

•

Liaise with the relevant IT managers to establish a procedure for the migration of computers and IT infrastructure.

THETHE AUSTRALIAN AUSTRALIAN LOCAL LOCAL GOVERNMENT GOVERNMENT YEARBOOK YEARBOOK EDITION EDITION 22 22 • 197 •Y

OFFICE RELOCATION

•

Present the final move plan to the client for approval and sign-off.

•

Move preparation

Move management

•

Establish and implement a communication plan for staff.

•

Final briefing with department managers/move champions.

•

Identify and brief move champions/ key stakeholders.

•

•

Move preparation, monitoring and reporting.

Undertake site inductions and toolbox talks with the Allied Pickfords relocation crew.

•

Coordinate egress/access with building managers and security.

Install site protection as per the site protection plan.

•

On-site monitoring during the relocation process.

• • •

•

Amend the relocation plan where required.

Project meetings, including site protection plans and dilapidation reports.

Develop any contingency strategy that the client may require.

‘Undertake site inductions and tool-box talks with the Allied Pickfords relocation crew.’

Confirm Allied Pickfords relocation staff and any specialist contractors.

•

Post-relocation site inspections and assistance, as required.

•

Provide removalist debrief to all Allied Pickfords crews and supervisors.

•

Prepare relocation report for the client.

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•

Final debrief and presentation of postrelocation report with the client.

If you are unsure of where to begin, please do not hesitate to call Allied Pickfords and let us carry the load.

Is your business

relocating?

- Office Relocations - Factory & Warehouse Relocations - FF&E Projects - Hospital, Medical & Laboratory - Library Relocations & Book Cleaning - University & School Relocations - Secure Storage - Electronic Inventory Storage Systems - Project Management

13 25 54

www.alliedpickfords.com.au

CAR PARKING

Parking smart

Parking has, in the last few years, increased in prominence in local government agendas. With the amount of vehicles on Australian roads growing by almost two million in the last five years, (according to the Australian Bureau of Statistics), the need for more intelligent parking systems, and better use of established systems, has never been more important.

C

ouncils across Australia have been working on solutions for a number of years now, in an attempt to keep up with the growing needs of the motoring public. The Australian Capital Territory Government is one such entity that is responding to the parking needs of the area’s residents. ‘With our low population and wide geographic spread, car parking is an important quality of life issue in Canberra. While we must embrace public transport, we must also provide options for people who want to drive into our city and town centres,’ says Catherine Carter, the Property Council of Australia’s ACT Executive Director.

Local governments are adopting smart parking technologies in order to improve car parking. There are a wide variety of

200 • THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 22

technologies available that will assist both the motorists and the councils in achieving more user-friendly parking solutions.

For the end user – the motorist – apps have been designed for smart phones that will allow motorists to locate vacant parking spots in real time. This will allow for reduced traffic congestion and pollution, along with added benefits to local communities due to maximised parking efficiency. Some councils, such as the City of Gold Coast, have also rolled out easier payment options for parking, including tap-and-go card payment, paperless e-ticket technology, and even an app that will allow payment for parking spaces from a smart phone or tablet.

For the councils, there is a variety of infrastructure elements that will allow for long-term planning and administration of parking.

The City of Melbourne, for example, has already rolled out an initiative in which 4619 single car bays in the Melbourne CBD have in-ground sensors to monitor the movement of vehicles. These sensors are connected to hand-held devices used by Melbourne’s parking officers, and can alert officers to cars overstaying their allotted parking time. Other councils around the country, including Armidale Dumaresq Council and the City of Brisbane, are using similar in-ground sensor technology.

City of Melbourne has also put in place licence plate recognition technology, which can be used to identify vehicles by their plates in some residential areas. This allows the council to regulate on-street and permit parking, and for assessment of the growing parking needs of residents.

CAR PARKING

CAR PARKING

Still letting scouts manage your event parking?

B

ut will they carry the insurances that your underwriters require and have the necessary mandatory training to make your event parking safe and profitable?

Your operator should have fully trained regular staff, with approved work instructions, and should work to an RMS-approved Traffic Management Plan. They should have the correct personal protective equipment for the task that they are undertaking, and safety equipment such as digital two-way radios, traffic delineators and sun-smart clothing. A professional operator should have first-class portable equipment, such as underwriter-approved cash booths and express pre-paid parking entry lanes.

This should all be delivered on the day

and removed at the conclusion of the event. The only thing that should be left of your temporary carpark is memories.

Your customers should expect your parking operation to offer 21st century payment methods such as cloud-based print-at-home ticketing, credit cards and contactless payment. If your customer is travelling to your event, they should have the security and comfort of having both their event ticket and their parking ticket in their pocket, without having to drive around looking for an ATM. Isn’t time you let a Parking Association of Australia professional member manage your operations and customers’ expectations?

▪ ▪ ▪

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CAR PARKING

Perth Convention and Exhibition Centre car park

The Perth Convention and Exhibition Centre (PCEC) undercover car park is a large public car park, constructed in 2003 and consisting of 1426 regular car bays, 23 ACROD bays for patrons with disabilities and special access requirements, and 84 motorcycle bays in both outdoor and indoor sections.

202 â&#x20AC;˘ THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 22

T

he car park is used by visitors to the PCEC, and is accessible all hours of the day to cars, and to pedestrians from multiple directions. An energy-efficient lighting retrofit project was recently completed for the City of Perth Parking at the PCEC car park.

The clientâ&#x20AC;&#x2122;s brief was to achieve a 60 per cent reduction in power consumption while maintaining a 60 lux average luminance. The lights were required to have a minimum rated lamp life of 80,000 hours, which would significantly reduce maintenance costs to the client. Existing metal halide lights were installed in a nine-metre by nine-metre grid pattern when the building was constructed in 2003. These legacy lights consumed 150 watts each; were at the end of their life cycle, providing low lux levels; and were costly to run.

CAR PARKING

The awarded project scope included the lighting design, supply, installation and commissioning of undercover and external energy-efficient light fittings with occupancy sensors to maximise energy efficiency. AREX induction lights were selected

by City of Perth Parking after extensive on-site testing of various energy-efficient lighting technologies and manufacturers. The chosen lights were selected because in situ they produced the highest average lux with the lowest energy consumption, and had the longest rated life.

Using the original nine-square-metre grid pattern in the underground car park, 537 induction fittings were retrofitted, with a further 39 retrofitted in the external car park to façades and light poles. The solution was to retrofit the existing lights with AREX induction light technology, which boasts a service life five to 13 times longer than metal halides; the average rated service life of an induction lamp is 100,000 hours, compared to a metal halide’s eight to 20,000 hours.

Compared to LEDs, induction lights last up to twice as long (LEDs last approximately 50,000 hours compared to induction lamps at 100,000 hours). Not only do induction lamps last longer, they also maintain their performance (lumen output) significantly better than both LEDs and high-intensity discharge types, as shown in Figure A. This equates to lower ongoing maintenance costs and replacement costs.

Unlike metal halide lights, induction lights can also be easily switched on and off, as they do not require a cooling period before restarting after a blackout or switch-off. This responsiveness means that they are dimmable, reducing energy consumption and costs through the use of sensorcontrolled luminaires.

Figure A: Induction compared to high-intensity discharge lights: performance ratings over time (Source: Access Fixtures 2014)

energy data over the web, allowing the swift identification of any waste, and the ability to eliminate costs even further.

Enigin is the exclusive Western Australian partner of BEST PLC, a global United Kingdom-based energy solutions business and an industry leader in clean energy services.

Since 2008, Enigin has achieved outstanding success providing clean energy audit and advisory, project delivery, electricity supply and infrastructure, including energyefficient lighting, to multi-national corporations, federal and state government agencies, local governments and SMEs. For further information on induction lighting technology and clean energy solutions, call managing director Dominic Da Cruz on 08 6143 8664 or visit the website www.enigin-wa.com.

At PCEC, each new induction light is linked to strategically placed motion sensors, which activate the light from its 50 per cent dimmed state to 100 per cent brightness, which significantly reduces wasted energy when no movement is detected.

Dimming the lights when full brightness is not required saves energy and reduces operational costs. The external lights are also controlled to shut off during daylight hours.

The project has increased light (lux) levels to comply with Australian Standards, improving amenity while reducing energy costs and CO2e emissions by more than 60 per cent.

The financial savings to the city will continue to grow, as the operating life of the induction lights is eight times longer than the legacy lights they replaced.

An energy monitoring device is being installed in the car park that will provide the City of Perth Parking with itemised

THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 22 • 203

CAR PARKING

Putting the spotlight on council car parks

By Michael Reid Undertaking a car park safety and compliance audit can save lives.

C

ar parks are designed to facilitate efficient parking for vehicles, but there are safety considerations for both drivers and pedestrians. Car parks can be inherently dangerous environments due to high levels of vehicle and pedestrian activity, and they must be managed with extreme care.

Local councils have a responsibility to ensure the safety of their communities, and those who use their public facilities.

This includes car parks, as highlighted recently in a legal case involving the death of a man who accidently reversed over the edge of a four-storey car park in Sydney.

In 2009, the New South Wales Government Department of Planning issued an advisory notice to all local councils following the coronial inquest into this case. The memorandum recommended that local councils send out advice to every car park owner and operator in their local area, advising them to inspect all pedestrian and vehicular safety barriers in car parks that were built before 1989, and remedy any defects where required.

Car parks can be unassuming structures, but nearly every building and facility in the local community has an area that is set aside for car parking.

Undertaking a car park safety and compliance audit will help to identify whether safety upgrades are required, and will ensure that the structure is aligned with current Australian standards.

Upgrades that may need addressing include replacing balustrades, erecting new signage, restoring line markings and undertaking concrete structural repairs.

The cost to maintain council car park facilities should be included as part of each local council’s investment into capital works and asset-renewal program.

Car Park Compliance Solutions offers the following advice for local councils considering a car park safety audit: •

•

•

Review your current inspection and maintenance procedures, and ensure that those responsible are aware of the current Australian Standards and compliance requirements.

Assess the entire facility, including the exterior perimeter, observing and noting areas of risk. For example, check that perimeter balustrades and vehicle barriers are in good condition, with no signs of wear or rust, and that they can withstand vehicle impact in accordance with AS1170.

Review pedestrian safety guardrails along staircases and walkways between levels, and review the need for anti-climbing barriers. This is particularly important to ensure the safety of children.

204 • THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION X • THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 2222

•

Identify any potential blind spots when entering and exiting, and when driving around the facility. Consider whether high-impact end-ramp barriers and safety guardrails need upgrading.

•

Check that the overall facility has adequate signage, lighting and ventilation, and that the driveway’s line marks are clearly visible.

Carpark Compliance Solutions manufacture and distribute a comprehensive range of fully engineered and tested vehicle, pedestrian and industrial safety barrier systems that meet or exceed Australian Standard AS1170.1.

If you have any concerns about a car park facility, or if you are wondering whether it fully complies with Australian Standards, call CCS on 1300 716 766, or visit www.carparkcs.com.au.

Don’t let this happen on your property!

Reduce the risk of seriou s injury and property damage. ➤ Risk assessments ➤ Installations ➤ Safety compliance

Experts in Vehicle Impact Systems & Carpark Safety www.carparkcs.com.au Ph 1300 716 766

Licence No. 248770C

FLEET MANAGEMENT

Councils collaborate for fleet efficiency In 2014, the Rural Councils Victoria (RCV) Regional Collaboration – Fleet Management project created a toolkit containing direction, procedures, information tools and templates to enable collaboration between rural councils for cost savings, improved accuracy of fleet information, safety management, compliance and the on-time, on-budget delivery of projects.

T

he RCV Regional Collaboration – Fleet Management project was delivered by a team from Landell, and four participating councils: Colac Otway Shire Council, Corangamite Shire Council, Moyne Shire Council and Southern Grampians Shire Council. Landell partnered with Giant4 Business Solutions for the project, and both organisations contributed specialists and management systems.

Duncan Kinnaird, Project Lead and Director of Giant4, says, ‘The toolkit was the output from a demonstration project initiated in response to the Municipal Association of Victoria’s Local Government Sustainability Program recommendation of improving the efficiency and effectiveness of Victorian local government through a regional/shared approach to service provision’. continued on page 208

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­ ­ ­ ­ ­ ­ ­ ­

­

­

­

FLEET MANAGEMENT

continued from page 206

Kinnaird says that the choice of fleet management was driven by the desire to build on the findings of, and momentum generated through, the Local Government Victoria Adding Value Through Internal Audit project, which targeted fleet management.

‘The internal audit project was completed in 2012, and while it provided its own set of benefits, the project also identified a range of opportunities for collaboration that required further investigation,’ he says.

The toolkit targeted multiple layers of benefits. ‘Stand-alone implementations of the fleet management and procurementleading practices incorporated into the toolkit would deliver benefits to an individual council,’ says Kinnaird. ‘If two councils did stand-alone implementations, at a minimum they could then exchange information and metrics regarding performance.’

These partnerships between councils open up opportunities for collaborative procurement, and for aligning plant upgrade and replacement plans; sharing under-utilised plant, or making joint plant purchases; and collaborating in the delivery of planned work.

‘The multiple layers of the toolkit work well with the rural, and usually smaller, councils,’ says Kinnaird. Because all rural councils deliver the same set of services, but are not

208 • THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 22

competitors, the introduction of a common approach to fleet management provides a valuable opportunity for open information sharing and, therefore, improved services and cost savings.

‘A more comprehensive implementation allows decisions to be made based on the combined needs of the councils involved,’ adds Kinnaird.

Kinnaird says that while the responses from participating councils were positive, heavy plant and its management does not, by its nature, lend itself to collaboration. ‘It’s not like backoffice shared services, where remote delivery of services is possible; to rehabilitate a road segment, you need the plant, the crew and the required material to be at the same location (the road segment) at the same time! The project team, particularly the council officers making up the working group, worked hard to ensure that the toolkit delivered real-world solutions to realworld problems.’

While there are other examples of similar collaborations between councils in Victoria and around Australia, Kinnaird says that none of the models used the same approach as the one adopted in the toolkit.

‘The toolkit also references existing and proven leading practices (fleet management, procurement and governance),

FLEET MANAGEMENT

although we have integrated these practices and developed instructions on how a collaborative version of them could be implemented,’ says Kinnaird.

This approach to fleet management is now being considered within a wider, more strategic context by several regional groupings of councils.

The toolkit was implemented as a long-term approach to collaboration, which has been an important consideration for the councils taking part in the project. The introduction of collaboration into a fleet environment required a planned response. To achieve meaningful exchange of information, the collaborating councils need to have implemented the same fleet management practices (meaning they collect and record the same set of metrics) and collected data over a reasonable length of time.

According to RCV Program and Policy Manager Olwyn Redshaw, RCV is currently undertaking another project called Rural Council Sustainability, which explores ways in which councils can improve their performance as they strengthen their operational and financial sustainability.

‘Collaborative business models are one important way of serving these larger objectives, and, in this context, we anticipate that there will be considerable interest in the Fleet Management Collaboration Toolkit,’ says Redshaw.

For more information, visit: www.ruralcouncilsvictoria.org. au/tools/fleet-management-toolkit.

THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 22 • 209

FLEET MANAGEMENT

Renault on the rise

E

urope’s favourite light commercial vehicle (LCV) brand is making great strides in the Australian market.

Renault has been the pre-eminent choice for van buyers in Europe for the past 16 years straight. More Renault vans have been bought by small, mediumsized and large businesses than any other vehicle brand, European-based or otherwise, and the reasons are clear: Renault builds commercials that work.

They’re safe, durable and reliable, have low emissions and are economical to run.

This Renault LCV experience is now available to a wide range of Australian businesses, public authorities, councils and fleets, thanks to a revitalised Renault brand that is making significant headway in the local market.

In 2014 alone, Renault LCV sales were up 65 per cent across the light commercial range. Rapid sales growth in just a few years in Australia is on track to mirror the company’s enduring success in Europe.

Renault offers a growing network of dealers across Australia, and it is rolling out a proven expert dealership concept called ‘Renault Pro Plus’, which includes expert LCV sales staff, extended hours servicing, and loan vehicles for service and repair bookings, as well as a selection of converted vehicles on the premises to demonstrate to prospective buyers.

For fleet and authority purchasing, Renault has a dedicated department of professionals who have many years of experience and success in the sector. As an example, Renault recently secured the contract to supply Australia Post with vans over the next five years.

Renault offers highly competitive pricing across the range, as well as a three-year/200,000-kilometre factory warranty and roadside assistance on all vehicles. Optional four- and five-year warranties are also available.

In recent times, the Master range of large front-wheel drive vans has been augmented by a range of cab/chassis vehicles, using the same engine, but now driving the rear wheels. These Master cab/chassis vehicles are ideal for myriad uses, from tray and tipper bodies for landscaping, building and plumbing uses, to refrigeration boxes, or simply as the basis of a vehicle that can have a specialist body built on it.

With low fuel consumption, high torque and rear-wheel drive, and the availability of a factory Eaton diff lock, traction is never a problem. The cab/chassis models are also available with a seven-seat, four-door dual-cab body – ideal for council work crews.

All Renault LCV vans and light trucks can be driven on a regular car licence, and all ranges offer automatic or automated transmission options.

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Renault’s low-emissions, lowconsumption, class-leading diesel engines can offer as little as 4.3 litres consumption per 100 kilometres (Kangoo diesel), while the new Kangoo Maxi Crew compact van has a second row of seats, providing a multipurpose vehicle that can carry either four cubic metres of capacity or 830 kilograms of payload, or the combination of a smaller payload and up to five adults in comfort. The benefit of this vehicle is its commercial vehicle classification, which makes it 100 per cent tax deductible.

In addition to all of these features and benefits, one of the biggest reasons for repurchase is driver comfort and safety. Drivers regularly cite the driving position, seating comfort, heating and ventilation efficiency, ease of driving, and ease of load area access as their favourite Renault features.

Renault is busy cementing its position in the Australian LCV market with a range of competent vehicles, customer-friendly features and benefits, and an ever-expanding dealer network that caters to the specific needs of business, fleet and authority customers.

Find out more about how Renault LCV can deliver advantages for your fleet by visiting www.renault.com.au, or contact our fleet sales team on 1800 009 008.

COMING SOON TO A JOB SITE NEAR YOU FOR A SNEAK PREVIEW HEAD TO RENAULT.COM.AU/NEWTRAFIC2015 Overseas model shown

FLEET MANAGEMENT

Building a better future

By Wayne Wescott, Chief Executive Officer, Greenfleet

The modern separation of ecology and economy is ironic because they share the same root word – the Greek word for home.

L

ocal governments understand, better than any other level of government, that economic and environmental sustainability isn’t an either/or equation – and that it starts at home.

Local governments have a reputation for thinking longterm, and for taking action on issues that national leaders aren’t prepared to touch. As Michael Bloomberg, former Mayor of New York and head of the C40 climate change initiative, says, ‘We are pragmatists, not partisans; innovators, not ideologues. We are responsible for delivering results, not debating politics. And as

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the world becomes increasingly more urban, the importance of bold local action – particularly on climate change – will continue to grow’.

Local governments have embraced strategies to reduce carbon emissions, manage exposure to climate change risk, meet reporting obligations, engage their workforces, and demonstrate leadership and social responsibilities to constituents. Carbon offsetting is one of those long-term strategies.

Carbon offsetting is an investment in an external project or activity – such as tree planting – that reduces greenhouse gas emissions or sequesters carbon from the atmosphere, compensating for emissions resulting from an individual’s, organisation’s or government’s activities.

Many councils around Australia – including Boroondara, Kingston, Whittlesea and Northern Grampians Shire in Victoria, Parramatta in New South Wales, and Marion in South Australia –

FLEET MANAGEMENT

offset their fleet vehicles with Greenfleet. Councils have not just offset thousands of tonnes of greenhouse gas emissions each year, but they are also building forests around Australia that are protected for 100 years.

Councils have significant fleets around the country, and carbon offsetting converts environmental costs into investments.

These councils are reducing their environmental impact by investing in native, biodiverse forests that are robust, resilient and climate adaptive. But the real story is how investment in green infrastructure can create jobs, save money, deliver new community assets and demonstrate leadership in the community.

The Cardinia Creek Parkland project in outer Melbourne is just one example of how an environmental driver can have economic benefits. Greenfleet and Parks Victoria have transformed 12 hectares of parkland into native forest. With the help of the local community and the Department of Justice, Greenfleet has planted 36 native species of trees and shrubs, grasses and herbs. Community Correctional Services saw the project as an opportunity for low-risk offenders to serve community-based orders in a positive environment.

The offenders gained new skills and contributed to the local community. The community gained a new asset in a forest that creates interest for visitors to the park, all the while removing carbon from the atmosphere and providing cover for the wildlife inhabiting the park. Everyone wins.

Other projects are delivering similarly spectacular results. In Queensland, a Greenfleet forest is improving water quality in the Brisbane River catchment, while in South Australia, Greenfleet trees are tackling salinity and soil erosion in the Murray Darling Basin. These are just three of the 400 native forests – totalling 8.5 million trees – that have been planted through investment in carbon offsetting with Greenfleet.

Mount Worth

Of course, carbon offsetting is not a licence to keep polluting. Tackling climate change requires a realistic threepronged approach: avoid creating emissions wherever practical, reduce the rate at which you do create emissions, and offset any emissions created by recapturing CO2 from the atmosphere.

As local governments around Australia develop strategies to address climate change impacts, carbon offsetting can help councils to take action, and invest in green infrastructure, which builds better communities and a better future for us all.

Cardinia Creek

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FLEET MANAGEMENT

GPS fleet management trial In October 2014, Gladstone Regional Council accepted a tender for the supply and delivery of a GPS fleet management system for a sample of Council plant equipment and vehicles. The trial system, which is scheduled to begin early this year, is expected to improve driver safety, with capabilities including emergency and fatigue alarms, and crash detection.

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he trial will see 50 items of Councilâ&#x20AC;&#x2122;s plant fitted with the GPS devices. Vehicles taking part in the trial include light commercial vehicles, trucks (including street sweepers and jet patchers), and other equipment, such as backhoes and excavators. At the end of the trial, Gladstone Regional Council will assess the results before considering whether to roll the technology out across its entire fleet.

Gladstone Region Mayor Gail Sellers says that improving driver safety is one of the main reasons for the trial, which will focus in particular on those working in remote areas or by themselves. One of the most important features is the system that provides a beeping fatigue alert when a driver exceeds two hours of continuous driving without a rest.

Other capabilities of the GPS system include real-time mapping, date and time logging, emergency alarms through an on-dash panel, a duress alarm, crash and rollover detection with a two-minute crash buffer, odometer readings and engine hours, audible speed alerts, and vehicle alerts, such as tampering, low battery and ignition disconnect. Onboard memory will store approximately 7000 kilometres of data outside the range of the NextG communications network. Once vehicles return to a coverage area, the data is downloaded to a central server.

Cr Sellers says that these functions will provide critical information about utility services, which will help with day-today business functions and monitoring, such as job dispatching, continued on page 216

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FLEET MANAGEMENT

FLEET MANAGEMENT

Smart automotive solutions from AutoNexus

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hether it’s a single light bar and siren or a fully customised solution, we can deliver a smart solution for all your fleet, emergency response and commercial vehicle fit-out needs. With experienced teams across Australia and the ability to provide a true one-stop shop service, AutoNexus specialises in: •

assistance with design and certification of custom solutions

•

emergency lighting and warning devices

•

•

electronics, data and communication fitment

•

onboard cameras and tracking devices

•

accessory fitment including bull bars, tow bars, side steps and cargo barriers

•

signage and decals

Our ISO 9001 Quality Management System, disciplined processes and strong systems ensure that we can more than meet stringent compliance and reporting requirements. Along with our lengthy fleet conversions experience and our focus on driver safety, this enables us to deliver a high-quality and reliable service to government and other customers.

•

special vehicle builds for passenger vehicles, vans, buses or trucks

•

anti-graffiti, security and blackout window tinting

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ute and truck service bodies

•

•

purpose-built security, storage and transport modules

decommissioning and preparation of vehicles for auction at the end of use

•

parts refurbishment

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custom fabrication

•

serialised parts management

transport management to reduce vehicle turnaround time.

For a quote or to discuss a smart solution for your fleet, call us on 1800 650 134, visit www.autonexus.com.au or email solutions@autonexus.com.au.

Smart automotive solutions for your fleet • SPECIALISTS IN EMERGENCY RESPONSE & GOVERNMENT FLEET VEHICLE FITOUTS • CANOPIES WITH CARRYING CAPACITY OF 100KG CERTIFIED TO AS 1235:2000 • SHELVING CERTIFIED COMPLIANT WITH ADR42/02 & CRASH TESTED FOR SAFETY • CUSTOM RACKING, DRAWER & STORAGE SOLUTIONS • A WIDE RANGE OF QUALITY PRODUCTS & ACCESSORIES

Want to know more? Call us on 1800 650 134 or email solutions@autonexus.com.au.

Smart Automotive Solutions

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FLEET MANAGEMENT

continued from page 214

ignition hours, driver login and fleet costs, as well as kilometres travelled and machine hours.

‘The GPS system assists Council with real-time reporting on vehicle and plant utilisation by reporting on kilometres and engine hours worked, which will assist to manage plant replacement and use of outside hire,’ says Cr Sellers.

She also explains that the technology reveals equipment productivity – for example, how long it takes to mow a park – as well as offering better management of pool cars, security of equipment, and real-time kilometre updates for use in planning

216 • THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 22

servicing schedules. This last point offers the opportunity for staff to rotate vehicles in use, so those that have clocked up many kilometres can be swapped with a minimally used vehicle.

‘The technology is not specific to Gladstone Regional Council,’ says Cr Sellers. ‘It is being used by other councils, police, and large private organisations.’

She explained that the feedback from other users of this technology has been very positive, providing important monitoring information, as well as yielding fleet cost savings after implementation.

WE’LL BE THERE FOR YOU, SO YOU CAN BE THERE FOR AUSTRALIA.

At Holden we’ll make sure you’re always first on the scene, by tailoring a fleet of vehicles to suit your needs. With a huge range of vehicles, flexible pricing, reliable service and industry-leading safety, we’ll make sure you’ll get where you need to be when people need you most. For more details contact Holden Fleet on 1300 559 696 or visit holden.com.au/fleet.

FLEET MANAGEMENT

The peak of SUVs

S

ubaru’s reputation is partly built on sports utility vehicles and recent developments have highlighted the brand’s all-wheel drive credentials, with award wins and a revamped range.

Subaru’s new generation allwheel drive Forester 2.5i was recently named Best Sports Utility Vehicle (SUV ) under $45,000 in the Australia’s Best Cars awards.

The award from the nation’s combined motoring organisations maintains Forester’s status as one of the most decorated vehicles in the Australian automotive industry since its launch in 1997.

Meanwhile, the Subaru Outback – regarded by many as the original crossover vehicle – has added rugged and aggressive styling cues for the 2014 Model Year, underlining its impressive allwheel drive ability.

Originally launched in 1996, Outback is a firm favourite in the Subaru recreational range.

It offers genuine dirt-road credentials and superior handling, combined with refined passenger car comfort – with the added insurance of an independent fivestar occupant safety rating.

when it was launched in 1997, and pioneered this class of vehicle.

‘While many have followed since, Forester’s sales success is a clear indication that its fantastic combination of durability, safety, great engineering and refinement have made it an ongoing winner for Subaru.

‘Since its debut, Forester has always been innovative, with landmarks like being the first SUV with a five-star ANCAP rating.

‘Now many Foresters are available with the high-tech EyeSight driver assist system, which itself has won accolades for its contribution to safety.

Talking about Forester’s award win, Subaru Australia Managing Director, Nick Senior, said: ‘Forester was the original compact sports utility vehicle

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‘In fact, Forester’s global success is a great tribute to Fuji Heavy Industries, the maker of Subaru vehicles. The new generation introduced this year added significant refinement to an already formidable package, which has been noted by our customers and, it appears, the Australia’s Best Cars judges.’

Cars were evaluated by the NRMA, RACV, RACQ, RAASA, RACWA, RACT and AANT against a broad range of criteria including: value for money, design and function, and on-the-road performance.

Meanwhile, the new Outback line-up offers genuine dirt-road credentials and superior handling, combined with refined passenger car comfort – also with the added insurance of an independent fivestar occupant safety rating.

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.

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.

We offer: • Commitment to our customers; • Engineering performance; • Environmental commitment and continuous improvements; • Enhanced security features; • Active and passive Safety; and

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 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 and Lineartronic™ CVT.

IMPREZA - Sedan and Hatch 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, Lineartronic™ CVT transmission models produce less than 160 grams of CO2 per km.

TRIBECA - SUV

• Renowned Retained Value.

• 3 year unlimited kilometre manufacturer’s warranty .

1

• 3 year Roadside Assistance2.

Subaru is simply a smarter Fleet choice.

OUR ALL-WHEEL DRIVE RANGE FORESTER - SUV Designed to give you the capability and flexibility you need to run your business whether it be in the city or country. All new Generation features economical Stop-Start technology which makes it ultra fuel efficient. In fact, Lineartronic™ CVT transmission models produce less than 188 grams of CO2 per km. Also available in a Diesel variant with manual transmission.

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

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

LIBERTY EXIGA - Wagon 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 Lineartronic™ 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, Lineartronic™ CVT transmission models produce less than 160 grams of CO2 per km.

1. See subaru.com.au/warranty for details. 2. 3 years Roadside Assistance Program is standard upon activation with relevant Motoring Club in each state, conditions apply.

FLEET MANAGEMENT

Changing behaviour: The EcoDrive program

EcoDriver is a driver behaviour change program designed to reduce council fuel consumption, costs and greenhouse gas emissions, as well as improving driver safety and wellbeing. The program was developed by the South East Councils Climate Change Alliance (SECCCA), in partnership with four member councils.

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FLEET MANAGEMENT

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inner of the award for Environmental Excellence at the 2014 Australian Supply Chain and Logistics Awards, EcoDriver aims to equip drivers with the skills to reduce fuel consumption through effective driving techniques.

EcoDriver training combines theoretical learning – including the science of driving economically, as well as driver psychology – with practical skills development and exposure to different driving experiences. The training covers progressive gear shifting and braking, smooth operating, scanning ahead and managing optimum speeds. New techniques learned are reinforced through evaluation and dialogue between the trainer and participants in the months that follow.

consumption, to equate to a cost saving of about $28,500 (this is assuming an average fuel cost of $1.50 per litre). In pursuit of this goal, Council offered the EcoDriver training to those staff members whose roles require them to drive regularly, or over long distances.

While results have not yet been released, Council says the trial had very positive outcomes for fleet management.

The EcoDriver program has been designed to require just 2.5 hours of each driver’s time – comprising practical driver training and two separate classroom sessions – so interruption to normal daily tasks is minimal. The program builds on the outcomes of a 2012 trial with staff from Frankston City Council, Kingston City Council and the City of Casey, in which an average of a 17 per cent reduction in fuel use was achieved.

As part of its pursuit of cost savings and carbon neutrality – an achievement it aims to reach by 2020 – Bayside City Council participated in the EcoDriver program throughout 2014. Council staff were given a website, a fuel use reduction tracking system, an incentive and evaluation program, customised educational material and video resources, and classroom and in-car training by a SECCCA EcoDriver training officer. Results from the in-car training indicated savings of more than 20 per cent.

Bayside City Council used around 180,000–190,000 litres of fuel in the 2012/13 financial year. Its EcoDriver training goal was to achieve a 10 per cent reduction in annual fuel THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 22 • 221

CORPORATE PROFILE

Bring Honda’s clever thinking into your department

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hen you’re choosing your next fleet vehicle, Honda isn’t just a good decision – it’s a clever decision.

The range is diverse enough to suit your taste and budget, with low ownership costs and exceptional residual values.

Honda is renowned for safety, quality and reliability with the style, comfort and performance that drivers love. It’s what separates Honda from the others. When you buy a new Honda, you can be sure that every aspect has been engineered with quality, safety and durability in mind.

It’s these exacting standards that are responsible for Honda’s universal reputation for reliability.

What makes Honda different?

Jazz

‘The premium vehicle of choice among discerning buyers!’

It’s the stylish small car that you can pack a whole lot into, thanks to multiconfiguration Magic Seats that fold and flip in endless combinations.

Economical, easy to park and with a fun, spirited drive style – it’s one small car that’s big on features.

Generous fleet discounts It’s important for your organisation to attain the right vehicles at a competitive price.

That’s why it makes perfect sense to take advantage of generous government, national and general fleet discounts across the full range of Honda models.

Extensive range All Hondas share some things in common – like spirited performance, high-end comfort, intuitive technology, advanced safety, and spacious, stylish design; however, the diversity of the range means you can easily match the right car to the right driver.

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City It’s the car that was designed with the city in mind. With generous space throughout, and all the technology you need right at your fingertips, it’s everything to escape the urban madness.

Civic Sedan It’s the car known for bringing everything together flawlessly – styling, economy, comfort and power – every element working together in perfect harmony. If

CORPORATE PROFILE

your workplace is demanding, this is the car that’s the perfect stress-free balance.

Accord Why wait to have it all, when you could be driving an Accord right now? It’s the luxury drive without the luxury price-tag, combining elegance with performance and high-tech safety features to leave you feeling both comforted and comfortable.

CR-V The CR-V is now better than ever, inside and out, with stylish enhancements and more grades to choose from. So if you’re after the comfort of a sedan combined with the functionality of an SUV, then you’re after a CR-V.

Odyssey More seats usually means less sophistication, but this is a seven-seater with looks to match its capacity. Its impressive interior is complemented by excellent economy, power and handling, while its low lines and fine details in dazzling chrome are designed to turn heads.

Product quality When you buy a new Honda, you can be sure that every aspect has been engineered with quality, safety and durability in mind. This is why you have the choice of warranty options to make

sure that you are never left high and dry.

Indeed, it’s these exacting standards that are responsible for Honda’s universal reputation for reliability.

Low whole-of-life costs You’re not just buying a vehicle for today – you have to be confident of your decision over the long term. With outstanding fuel efficiency, Honda’s capped price servicing on eligible models, and some of the highest residual values in the industry, when you choose Honda you’ll be happy with your choice long after you’ve taken delivery of your vehicles.

Nationwide dealer network Honda’s extensive dealer network includes more than 100 authorised dealers across Australia, including all capital cities and regional centres. You can buy with confidence, knowing that you’re never too far from an authorised Honda dealer with the sales and service experience you’ve grown to expect.

Unparalleled expertise For peace of mind, Honda factorytrained technicians use ‘unique to Honda’ diagnostic equipment, combined with the latest evolving technologies and equipment, to properly service your Honda for optimal reliability.

Environmentally friendly innovation In 1968, Soichiro Honda laid down a simple goal to his engineers: ‘Leave blue skies for our children’. With this directive, he set the company on a course that would see Honda create some of the world’s most fuel-efficient and emissionlowering engines. From the range of clever hybrid vehicles to the revolutionary new Earth Dreams technology engine, Honda is dedicated to looking for ways to reduce carbon impact without compromising driving performance.

Contact us For more details, simply visit your local Honda dealer or contact the Honda Corporate Sales Department: Phone: Honda Australia Pty (03) 9285 5555 Email: corporate-sales@Honda.com.au Peter Mercuri Corporate Sales Manager 0417 211 238 Geoff Cheng Corporate Sales Manager (NSW/QLD) 0419 336 192

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TRAFFIC MANAGEMENT

Computer says…

Traffic management can be complex, so it makes sense to involve those machines that more easily make sense of complex patterns than humans do – computers.

I

ntelligent transport systems (ITS) use information collected from sensors on roadways to improve driving conditions in a variety of locales, including single intersections, freeways, through particularly congested areas, or along any given corridor. ITSs are sophisticated systems that integrate state-of-the-art sensing technologies, communications and data processing.

The uptake of ITS in traffic management is logical, given their abilities to aid in the effective flow of traffic, and facilitate road decongestion. There are, however, problematic aspects to ITS, including security and the effective implementation of the technologies.

Security There is the potential for chaos on the roads if appropriate caution is not given to the security of the ICT traffic management system. This was recently witnessed in New South Wales, where an information security audit conducted by New South Wales Auditor-General Grant Hehir revealed that traffic signal networks in the city were vulnerable to hijacking, which could lead to widespread disruptions to traffic.

The Security of Critical IT Infrastructure audit noted that there was ‘a potential for unauthorised access to sensitive information and systems that could have disrupted traffic’. The clear message from the audit was that Sydney’s traffic management systems were leaving themselves open to cyber attack, which could lead to danger on the road network.

For a city the size of Sydney – or indeed any local government area – this type of interruption to the flow of traffic could prove to be very costly. As a result of the audit, the traffic management systems in Sydney will be integrated into a security monitoring and assessment program, to be carried out over the next two years.

continued on page 228

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TRAFFIC MANAGEMENT

TRAFFIC MANAGEMENT

Incorporating safety into road and rail infrastructure projects

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he TrackStar Alliance was created in June 2006 to meet the Queensland Government’s challenge of delivering rail infrastructure more efficiently. Now comprising Queensland Rail, the Department of Transport and Main Roads, Thiess, Aurecon and AECOM, the Alliance was charged with the delivery of South East Queensland’s largest ever rail upgrade.

The project comprises five main sections: •

Corinda to Darra Rail Upgrade

•

Caboolture to Beerburrum Track Duplication

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Robina to Varsity Lakes Rail Extension

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Beerwah Rail Crossing

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Richlands to Springfield.

The last of these to be completed was the Richlands to Springfield section, which included a new 9.5-kilometre dual track passenger rail line, and upgrading approximately 5.5 kilometres of the Centenary Highway between the Logan Motorway, Forest Lake, and Springfield Parkway, Springfield.

This extensive upgrade involved converting the existing dual carriageway into two southbound lanes, construction of two northbound lanes and a new central median to separate.

To mitigate the associated safety hazards from such a busy highway, almost the full suite of Ingal Civil Products was utilised. These included the EzyGuard Smart barrier used in median and verge applications to prevent runoff-road vehicles from impacting rigid roadside hazards.

These verge installations typically used the energy-absorbing ET2000 Plus and MELT end treatments, while the TRACC and WideTRACC crash cushions were used for median and gore applications. An unusual combination of products in this instance saw the Spring Steel Buffa barrier utilised in the car parks of the newly constructed Springfield and Springfield Central stations. This barrier has been fully crash tested to AS1170.1 – Light Trafficked Areas. Installation was carried out by A1 Highways, one of the leading dedicated installers of road safety barriers in Australia.

Working with the designers, head contractor and installer, Ingal Civil Products provided the type of quality products and service that the industry has come to rely on from Australia’s number one supplier of road safety barriers.

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continued from page 226

Recommendations for Transport for New South Wales, and Roads and Maritime Services, include: •

extending the Information Security Management System to oversee the security of the traffic management environment

•

developing a comprehensive security plan for the traffic management environment

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improving the identification, assessment and recording of security risks

•

improving logging and monitoring of security-related events regarding access to applications, operating systems and network access

•

improving security zoning to better protect the traffic system from potential threats.

Doyle also extrapolated from the audit that the Department of Planning, Transport and Local Infrastructure (DPTLI), Public Transport Victoria (PTV) and VicRoads had not ‘strategically planned the deployment of ICT traffic management to complement broader statewide integrated transport and land-use initiatives.’

Recommendations from the report included: •

developing a statewide strategic document on traffic management to ensure that the efforts of DPTLI, PTV and VicRoads are in line with broader government policies and objectives

•

VicRoads developing a work program to ensure that traffic signals across the Victorian road network are consistent with network operating plans developed under the ‘SmartRoads’ strategy

•

PTV upgrading and improving ICT systems on buses and trams to enable more effective public transport prioritisation

•

VicRoads improving performance monitoring of deployed ITS and assets.

Efficacy In mid-2014, Auditor-General of Victoria John Doyle put forward his recommendations for traffic management systems in Victoria based on the audit Using ICT to improve traffic management. In his summary of the audit, Doyle noted that ‘the implication from this audit is that broader aspirations for more sustainable and amenable road use and urban planning are not being directly supported and operationalised by technology solutions.’

Issues include a lack of prioritisation for public transport road use as a result of ineffective interfacing with road traffic signals, as well as the inability of ITS to positively affect traffic flow at times of peak congestion. Though the ICT systems can detect traffic flow impairment, they are unable to rectify the problem.

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Local government Although the scale of ICT systems for local government road networks is seldom as large as the examples given here, there are lessons to be learnt from the failures of ICT-based traffic management systems. In order to maximise transport benefits for their communities, local governments must look towards new technologies, but monitor and manage these systems to ensure their overall usefulness within the community.

TRAFFIC MANAGEMENT

TRAFFIC MANAGEMENT

A revolution in traffic management

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ew and revolutionary, the amazing Barrow Light is not only unique to TranEx Group, but also to the entire Australian market.

Designed for temporary day works, the Barrow Light is the ideal product for local council work and maintenance crews; it is quick to set up, easily transported, simple to use and built to last!

Everyone loves the Barrow Light, we guarantee your works crew will love them too. Read what our users say, and then watch the Barrow Light in action at www.barrowlight.com.au.

‘We love the Barrow Light; it has seriously saved us hours each week that we used to waste setting up and packing up the old trailer-mounted type.

‘They are super-easy to operate with one of the best features being synchronisation – no more drop-outs or signal failures, and, what’s more, they even have a countdown feature, which seems to calm frustrated drivers who are

waiting behind the traffic lights.

‘They are the most competitive traffic management solution on the market.

Request a quote; we guarantee you’ll be as impressed as we were.’ – Trevor

Traffic management made simple “…we love the Barrow Light, it has seriously saved us hours each week that we used to waste setting up and packing up the old trailer mounted type. They are super easy to operate with one of the best features being synchronisation… no more drop outs or signal failures, and what’s more they even have a countdown feature which seems to calm the frustrated drivers waiting behind the traffic lights. By the way, they are the most competitive traffic management solution on the market… Request a quote, we guarantee you’ll be as impressed as we were” -Trevor-

PH 1300 13 77 54 W W W. B A R R O W L I G H T. CO M . AU X • THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 22 THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 22 • 229

ROADS

Introducing John Merritt – Chief Executive of VicRoads John Merritt is the new Chief Executive of VicRoads – Victoria’s state government road agency. He speaks to us about the role of VicRoads in the community, and the importance of working closely with councils.

I

’ve come into this role with the expectation that I will support VicRoads in transforming our organisation into one that is more contemporary in nature. For me, that breaks down into a number of elements. It’s being an organisation that is cognisant of the pressures that arise in our communities due to urban density – both in big cities and in regional centres. It’s understanding the pressures that arise in those communities in terms of their quality of life, and the part that travel and environment plays in that. And it’s being aware of the pressures that arise from budget constraints that are being seen across every level of government right now, all over the world.

One of the most powerful things that I’ve noticed since joining VicRoads is that what we do impacts everyone’s life almost every day. We have a direct impact on people’s travel options, and where they spend their time, whether it’s getting to work, social

...we have to work closely with planning authorities and councils to help design urban environments where people have the option to walk, ride and use public transport

...we need to not only build roads, but to build roads that have amenities that allow traffic to move respectfully through neighbourhoods, minimising noise and emissions pollution activities or getting time to spend with family. There is a tangible impact that travel has on people’s lives, and these days our travel options are increasingly under pressure, because of urban density, population growth and the resulting congestion.

There are also a number of indirect impacts. Travel is just one aspect of what we call a livable city – livability is tied in with travel options, but it is also about health and wellbeing.

How we get around has a big impact on both our physical and mental health. We’re living in societies now where mobility is becoming increasingly difficult – partly because of land use. This means that we have to work closely with planning authorities and councils to help design urban environments where people have the option to walk, ride and use public transport – which, according to research, significantly benefits physical and mental health. continued on page 232

230 • THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 22

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continued from page 230

The third aspect of livability is communities being more sensitive to the image of their urban environment and what they feel it says about them. This means that we need to not only build roads, but to build roads that have amenities that allow

In an age of everincreasing population, it’s in our best interests to grow our regions so that they are increasingly attractive options for our people to live in

traffic to move respectfully through neighbourhoods, minimising noise and emissions pollution.

It’s interesting that Australia is characterised by having one of the least regionalised populations in the world. I believe that this is to our disadvantage. In an age of ever-increasing population, it’s in our best interests to grow our regions so that they are increasingly attractive options for our people to live in. VicRoads has more than 2000 employees living in regional Victoria, and I know what an attractive option it is for them to work in a professional role while raising their families in regional Victoria.

It’s a wonderful lifestyle choice. Coming into this job, one of the first things that struck me was the impact that roads have on regional communities – over and above what we see in urban environments. Roads have an impact on livelihoods, and they’re integral to economic development. The role that VicRoads can play in partnership with regional communities and councils will be vital for our future growth, and I think that’s really exciting.

Currently, I’m living in an urban environment – one that is close to my heart. I live and work in an area that contains some

232 • THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 22

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of the elements that I think makes Melbourne the world’s most livable city. For example, within comfortable walking distance from my house is a preserved natural landscape that nourishes your wellbeing – Yarra Bend – and its lush green spaces and tranquillity make me want to be there, and be physically active.

It has another magical component, in that you can cross a bridge out of Yarra Bend, and be in the middle of this diverse city, experiencing the variety that comes with many dense inner urban areas. This area has regular tram services and great bike paths, and you can walk to the city in less than one hour. I live in a spot that is just 10 minutes from those vibrant urban areas, and yet, in the morning I’m woken up by kookaburras and I have to watch for snakes when I walk my dog – it’s almost like living regionally. I reckon that is about as good as it gets.

I look forward to VicRoads continuing to build relationships with councils, local shires and the many communities we serve as we strive to make a positive difference in road safety, people’s mobility and, ultimately, their lives.

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THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 22 • 233

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ouncils across Australia are modernising their road maintenance programs with an innovative, dual award-winning solution.

Re-sheeting was once the norm when maintaining unsealed roads; however, as gravel pits close due to environmental and other concerns, the challenge of sourcing good materials continues to rise. As a result, the purchase price has become more and more prohibitive for road authorities.

There are also several other factors to consider when evaluating the real cost of re-sheeting.

Repeated heavy truck loading to the section being re-sheeted leads to the deterioration of the council roads that surround the road being maintained. This is often referred to as ‘chasing your own tail’ and is not financially sustainable.

As gravel pits continue to close for environmental and other concerns, the purchase of material and cost of transport to site becomes more expensive. Heavy trucking routes are then extended, resulting in further cost to road authorities.

One of the many reasons that new material is imported is to overlay clayey materials that soften when wet, making for dangerous driving conditions. These sections then require ongoing maintenance to meet service intervention levels.

Councils are adopting a new practice to rejuvenate their existing road materials without bringing in new material – at basically half the cost of re-sheeting.

Their solution decreases the need for maintenance grading by an average of four to six times.

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234 X • THE • THE AUSTRALIAN AUSTRALIAN LOCAL LOCAL GOVERNMENT GOVERNMENT YEARBOOK YEARBOOK EDITION EDITION 2222

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The weighty issue: how to tackle access for heavy vehicles

By Damien Hense, Projects Leader – Business Innovation, ARRB Academy

At a local government level, getting the most out of your road network infrastructure is of paramount importance for constituents, and for the benefit of road budgets. Heavy vehicle access to local government roads is critical for improved transport productivity, and end-mile travel is imperative for the transport of essential supplies.

T

he ability of local networks to cope with larger vehicles is not just a bureaucratic obligation, but also a heavily politicised issue. There are significant community concerns about the general interaction with heavy vehicles, and, more importantly, about the potential safety risks they pose – particularly longer, heavier vehicles.

236 • THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 22

Alongside these issues, having heavy vehicles using your network accelerates the deterioration of pavements, depending on the location and intensity of freight operations.

Why road freight?

As our population increases, freight will also increase, creating increased congestion and greater road wear. The Bureau of Infrastructure, Transport and Regional Economics (BITRE) has predicted that the national road freight task will have increased to 1.8 times its 2010 volume of freight (207.5 billion tonne kilometres) by 20301.

Supporting research for the Council of Australian Governments’ (COAG) Heavy Vehicle National Law Regulation Impact Statement determined that uniform regulation under the National Heavy Vehicle Regulator 1 Bureau of Infrastructure, Transport and Regional Economics (BITRE) 2014 Freightline 1 – Australian freight transport overview, BITRE, Canberra. Available: www.bitre.gov.au/publications/2014/files/Freightline_01.pdf

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(NHVR) has the potential to deliver national productivity gains of $12.4 billion over the next 20 years in net present value terms. More than half of the net benefit ($7 billion) will be generated through improved access arrangements, with the bulk of this ($5.4 billion) accrued by industry as a productivity dividend2.

Issues impacting access The reality of the matter is that we are dependent on road freight (and will continue to remain so) to transport goods across the country. Communities would be utterly crippled if road freight were to cease, and, regardless of the community’s perception of heavy vehicles, they are essential to providing food, medicine, toiletries and other necessities to all Australians.

From the perspective of the freight industry, urban planning and development often ignores the need for freight access.

Asset owners adopt conservative approaches when it comes to heavy vehicles, which can make freight operations difficult.

The capacity of individual governments to conduct complex road network assessments is limited.

What is needed is smarter, more robust and more efficient decision-making processes for freight access in each local government jurisdiction.

classify individual routes of interest. It is free for local governments to register and use.

The PBS RAT helps to solve the problem of establishing the heaviest or longest truck combinations that can use ‘end mile’ roads within local government jurisdictions. The tool allows freighters to submit one request to the NHVR, which then filters the request through to each government level for them to simply input into the software.

For example, if a route that a freight company is operating on, and has applied for, has a maximum capacity in one or more road sections for an A-Double truck, then an A-Double truck is the heaviest vehicle combination that will be permitted to use that route.

The time and red tape reclaimed by simplifying the application and approval process for both governments and freight companies is incredibly beneficial. Freight companies can very quickly determine which trucks in their fleet to use for each route, and governments spend less time tied up with requests.

The road to increased productivity The PBS RAT has been successfully deployed in 120 different local governments across Australia, resulting in direct productivity gains.

How do we solve the problem?

Evaluations of the tool thus far have found:

Since 1999, ARRB has worked with the National Transport Commission (NTC) on research supporting performancebased standards (PBS) for heavy vehicles. The PBS focuses on the capabilities and safety standards of the vehicle, rather than its size. Network access for the vehicles is based on performance, and contains 16 safety standards and four infrastructure standards.

•

improved consistency in heavy vehicle route assessment

•

more reliable route assessment outcomes from an engineering perspective

•

improved understanding of the state of the local government road network with regard to heavy vehicle access

Standards, however, are only as good as the tools that you can use to implement them. The PBS Route Assessment Tool (PBS RAT) is a tool that was developed in conjunction with the Municipal Association of Victoria to help local governments to easily implement the PBS by streamlining the application and approval process for freight routes. In simple terms, it matches the truck to the roads best suited to carrying it.

•

increased certainty of operations

•

identification of restrictive elements of infrastructure

•

potential to better justify access decisions to the community

•

improved educational outcomes for the next generation of council engineers

•

safer and more reliable truck movements in and around local roads

•

better-informed heavy vehicle research outcomes.

The PBS RAT is a web-based tool that uses route assessment methodology, guidelines and existing data to enable users to

2 Centre for International Economics 2011Benefit–cost analysis: National Heavy Vehicle Regulator (NHVR) model law in ‘Heavy Vehicle National Law Regulation Impact Statement’, National Transport Commission, September 2011. Available: ris.dpmc.gov.au/files/2012/02/03-Heavy-Vehicle-National-RIS1.pdf

Collaborative research-based efficiencies don’t have to be onerous or cumbersome. The PBS RAT is an excellent example of how regulatory reform executed well can be mutually beneficial and incredibly simple.

THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 22 • 237

ROAD SAFETY

VicRoads, industry and DMP&S collaborate for Polysafe™ dynamic success Motor cycle and pedestrian protection using frangible, longlife polyethylene barriers to absorb impact

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has been streamlined to allow low-cost and speedy installation. Matching end assemblies retrofit all regular steel guard rail terminals, and Polysafe is now being widely adopted. Buffer rail can be seen in Traralgon and other areas of Victoria.

A unique feature of Polysafe Buffer is that it self-recovers after an incident or impact. Polysafe Buffer rail has now been adapted to retrofit to wire rope barrier systems and their end terminals.

DMP&S has standard-sized frangible sign posts in their range. These have been successfully used in southern Victoria and Queensland.

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Council kicks major goal in road construction

Completed works inspected by, from left, Director of Roads Infrastructure Cameron Scott, CEO Mark Crawley, Councillor Roma Bailey, Charters Towers Regional Council senior field supervisor Geoffrey Jackson

Adopting improved work practices in a number of key areas has resulted in Charters Towers Regional Council in North Queensland kicking a major goal in road construction and maintenance.

C

harters Towers Regional Council’s Roads Infrastructure Directorate has completed more than $8 million in road reconstruction and repair work under the Natural Disaster Relief and Recovery Arrangements (NDRRA). The work has been carried out throughout the Charters Towers Regional Council area, which encompasses more than 68,000 square kilometres, and includes a sealed and unsealed road network of 4177 kilometres.

The damage to the council’s road network followed heavy rainfall and flooding in the region in March 2012. The event caused widespread flooding and inundation to all areas of the Charters Towers region, ceasing works that were underway to repair roads following the 2011 Cyclone Yasi event by either causing additional damage or re-damaging repaired works.

The former Dalrymple Shire Council – now part of the amalgamated Charters Towers Regional Council – had a long history of road-building success within north Queensland.

Following the amalgamation of Dalrymple Shire Council and Charters Towers City Council to form the Charters Towers Regional Council in 2008, the amount of work with the Department of Transport and Main Roads started to be reduced due to work practices no longer meeting the competitive and other defined needs sought by the Department. In 2012, following the next local government election cycle, the new administration went THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 22 • 239

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through improved quality assurance and better work practices.

The Queensland Reconstruction Authority (QRA) is the entity that controls NDRRA works in Queensland. The value of QRArecommended rehabilitation works – based on standard rates applied across the state after assessment of the scope of damage to roads in the Charters Towers Regional Council area – was $64.2 million. These recommended works were delivered by 10 contractors who were on the panel of pre-qualified suppliers for road construction and maintenance, including Council’s day labour contract crew.

One of the dozens of flood damaged rural roads within Charters Towers Regional Council’s road network following the 2012 flood event

A significant outcome for Charters Towers Regional Council’s Roads Infrastructure Directorate qualifying as a member of the pre-qualified suppliers list was that Council was awarded 21 per cent of the NDRRA works within the council region. This work had an approved scope of $15,012,085, but Council delivered the completed work on time and at a cost of $8,132,607, resulting in a cost saving of $6,879,478. Equally significant was the outcome of Council’s contract crew completing all of this work without a single lost time incident (LTI).

The benefits of the productivity of Council’s day labour contract crew are now ongoing. The outcome from Council being involved in this major road reconstruction and repair work is that it now has improved capability in the contracting market, and that has been identified as a positive for Council’s workforce because it impacts on job security.

Council’s day labour contract crew reconstructing a causeway

about implementing significant change to Council’s roads construction methodology and processes. It was recognised that there was a need to change – to do things differently; and importantly, to not whinge about the current reality.

Areas that were targeted for reassessment and change included Council’s work health and safety practices, its environmental practices, and the important area of quality assurance. To become competitive and competent in the road construction tendering process, Council also identified the need to overhaul all paperwork, processes and procedures.

Following the significant weather event in March 2012 that further damaged Council’s extensive road network, the focus centred on how Council could turn a disaster into an opportunity. It was discovered that there is nothing like a couple of disasters to shine some light on things. Council management recognised that the need to repair and, in some cases, rebuild the road network was, in fact, an outstanding opportunity to use Council’s Roads Infrastructure Directorate’s day labour workforce to improve practices at Charters Towers Regional Council

240 • THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 22

Since these works were completed in June 2014, Charters Towers Regional Council has identified a significant number of benefits in using Council’s day labour contract crew for contract roadwork. These include Council’s already established rural camp depots; the existing agreements in place for gravel and water; Council having assets available locally to undertake works, including workshops for breakdown and servicing; Council’s stewardship role; councils being the training ground for the road construction and maintenance industry; and local people being put back into the local community.

Council has also recognised that there is now a significant and ongoing strengthened partnership with Queensland’s Department of Transport and Main Roads. This has come about because Council has demonstrated the skills of its day labour contract crew and the efficiency of Council’s administrative processes. This reality now means that Council has new skills to attain Department of Transport and Main Roads work on future projects.

Charters Towers Regional Council has a vision of ‘Exceptional Service for an Exceptional Community’, and its Roads Infrastructure Directorate has delivered on that vision.

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Guardrail Installations on the move

O

riginally focused on the Victorian and South Australian landscape, Guardrail Installations is expanding operations throughout Australia and New Zealand.

With a strategic objective to deliver a superior product and service to every client, Guardrail’s expertise as a specialist supplier and installer of safety barrier systems has seen its growing reputation generate increasing work right across Australasia.

Extensive work has been carried out for the Roads and Maritime Services on the New England Highway in Guyra and Dundee, New South Wales, as well as guardrail installation for Daracon at Newcastle Coal Infrastructure Group’s (NCIG) coal export terminal at Kooragang Island, Newcastle.

New South Wales has also seen Guardrail installation in Western Sydney on Camden Valley Way for BMD, with Stage 1 completed last year and Stage 2 in operation now.

Director and Operations Manager Sean Holmes takes great pride in Guardrail’s increasing status within the industry. ‘We have invested heavily in the latest European technology and use specialist, hydraulic, Pauselli guardrail installing machines from Italy to ensure greater reliability, efficiency and service. We are also now working in association with “Groundworks”, giving us access to more than 500 products for the construction industry’, says Holmes.

Guardrail installation has been completed on the Bruce Highway, Queensland, for Seymour Whyte at Gin Gin, and a variety of post and cabling work was carried out in Roy Hill, Western Australia, for UGL. Sean is excited about the company’s next challenge. ‘We’re about to leave for New Zealand for a number of car park refurbishments using the Ingal spring buffer guardrail system, which is

revolutionising the car park safety industry,’ he says.

‘I believe our overall reputation is growing because our new Pauselli guardrail machine has proven a class leader in the industry, completely overshadowing our previous machine. Along with Groundworks, we are able to sell and maintain these units with service and on-hand parts’.

It’s easy to see why the Guardrail Installations motto is, ‘We’ll stand behind our work’.

Guardrail Installations Australia supply and install Road Safety Barrier Systems: • Steel Beam Safety Barrier Systems.

• Wire Rope Safety Barrier Systems.

• Bridge Rail.

• Crash Attenuators or Crash Cushions.

• Temporary Safe Guard Barrier Systems.

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• Auger, Rock Drilling and 300 dia road core drilling available.

Guardrail Installations Australia’s strategic objective is to deliver a superior product and service to all clients. We have continued to develop as a specialist supplier and installer of safety barrier systems.

Guardrail Installations Australia has invested heavily in the latest European technology and have specialist, hydraulic, Pauselli guardrail installing machines to provide greater reliability, efficiency and service. We also provide sales and parts for the machines. Providing technical and engineering advice on all job sites and equipment.

Sean Holmes – Operations Manager Mobile: 0411 956 442 sean@guardrailing.com.au

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THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 2222 • 241 THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION •X

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Lilydale Pedestrian Projects

A popular tourist location that has a major highway cutting through the middle – this is not uncommon around Australia, but it is a situation that has posed some significant problems for Lilydale in Melbourne’s outer east.

T

he town was risky for pedestrians, who found it difficult to access shopping areas that were separated by roads.

Many didn’t use designated pedestrian crossings, instead opting to dodge speeding vehicles. Some gave up on walking, and drove from one location to the next.

242 • THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 22

The challenge of making Lilydale more pedestrianfriendly was one that Yarra Ranges Council has recently tackled, with success.

A cross-council ‘Lilydale Pedestrian Project’ team was formed to discuss ways to improve pedestrian access. A joint steering committee, led by Council’s Community Safety and Urban Design departments, included Victoria Police, local schools and public transport groups. They worked to secure funding grants from federal and state governments, VicRoads and the TAC, and implemented several projects.

The group engaged an independent road safety research consultant to investigate and provide recommendations for action. The research looked at crash statistics and observational analysis, along with intercept surveys on the street and smallgroup consultation with schools and seniors groups. A Principal

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Pedestrian Network tool also measured walking counts. It confirmed that anecdotal findings were accurate.

Four key issues were identified based on the research findings: •

excess driver speed

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lack of ease crossing the road

•

poor connectivity and access between the various parts of Lilydale Activity Centre

•

lack of respect between all road users and the need for convenience influencing behaviour.

Community safety Tackling driver speed – ‘Slow Down and Enjoy the Walk’ campaign Crash statistics showed that nearly half of all pedestrian and vehicle collisions in Lilydale involved pedestrians under the age of 18 – so Council joined forces with Lilydale High School and local primary schools to design a local road safety campaign to slow drivers down and encourage students to use crossings.

The campaign designed life-sized cut-out signs of the school captains with the messages, ‘Please Slow Down’ and ‘Thanks for Slowing Down’. There were matching banners and wheelie bin stickers. The schools helped to create the banners, which also had messages about using crossings and sharing the road respectfully.

The campaign targeted local streets, where there were high numbers of school-aged pedestrians, and where speed counter data had shown excess driver speed. Residents were mailed wheelie bin stickers, and the mobile life-sized signs were temporarily erected in streets. Schools and local residents displayed banners on fences and in their front yards.

The campaign kicked off in November 2014, and early results are promising, with speed counters showing an 11–20 per cent reduction in drivers exceeding the speed limit during the campaign.

Mail-out survey results are not yet available; however, community feedback on social media has been overwhelmingly positive.

Many have called the campaign a brilliant idea, and said that the campaign encouraged them to check their speed while driving.

Others like the way that photos of actual local children added a personal human aspect to the issue of speeding on local roads.

THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 22 • 243

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An added benefit of improving pedestrian safety is that it encourages more students to walk to school, which has additional health, wellbeing and environmental benefits for the community Moving a school crossing – one solution to easing road crossing difficulties One of the busiest school crossings in Victoria on a major thoroughfare road was never going to be a good combination.

The project found that of the 500 students needing to cross the road at this location in Lilydale each day, almost half were not using the school crossing, and were instead taking the shortest route by crossing adjacent to a roundabout.

Drivers were frustrated, and students expressed concern that the school crossing took too long, and if they used it they would miss their bus or train. There was consensus between school staff, students, parents, local police and Council that something had to be done.

VicRoads and Council approved relocating the school crossing to the roundabout, where half of the students had been crossing anyway. The new crossing was opened in January 2014.

The location of a supervised school crossing at a roundabout is not without risk, and it is the first of its kind in Victoria; however, early results indicate that it was the right decision.

These safer outcomes speak for themselves:

view with a 150 per cent increase in footpath funding. For Yarra Ranges, a budget increase from $1 million to almost $2.5 million per year is a very large commitment, and is indicative of community expectation that sustainable travel behaviour be supported.

The question for Council was: ‘How do we best spend these extra funds in the most strategic way possible?’ The answer was to pilot an innovative approach to pedestrian infrastructure planning in a small portion of Lilydale.

A key intersection in west Lilydale was indentified as having the potential for as many as 3000 pedestrian journeys per day.

Data collected in May 2013 showed that only 195 people per day were using the intersection, despite it being just 11 minutes’ walk from the main railway station.

A modest $158,000 was spent on a new 600-metre footpath, and five wayfinding signs were erected, pointing out the direction and walking time to the station. The poorly performing intersection was upgraded to be more pedestrian-friendly, and there was a newspaper, letterbox and poster campaign alerting residents in the west Lilydale area of the new infrastructure.

•

Almost all students now use the school crossing. From 46 per cent in the previous location, to 96 per cent of the 500 students in the new location.

•

Pedestrian and driver interactions are less severe (pedestrians are not having to change their movements for cars).

•

Driver speed is low, averaging 30 kilometres per hour.

Remarkably, one year after the original data was collected, all walking had increased 17 per cent to 229 people per day, and walking for transport had increased 37 per cent from 84 per day to 115 per day. In an innovative approach, Council used automatic trail cameras to take a photograph each time someone walked past. Council was able to assess that if they were carrying bags, then it was unlikely that they were walking purely for recreation.

•

Two supervisors are now allocated to the school crossing.

Conclusion

•

The likelihood of a serious or fatal pedestrian and car collision has been reduced.

An added benefit of improving pedestrian safety is that it encourages more students to walk to school, which has additional health, wellbeing and environmental benefits for the community.

Although final evaluation of all elements of the ‘Lilydale Pedestrian Projects’ has not been completed, the early findings show that the collaborative, engaging, cost-effective and placebased approach of several projects working as one has been very effective.

A further seven new raised pedestrian crossings have been installed throughout Lilydale Activity Centre, and the ‘green time’ has been increased on pedestrian-operated signals, making crossing the road a much easier experience in Lilydale now.

Early success stories have already been acknowledged, with the projects receiving the Victorian Health Promotion Foundation 2014 Award for ‘Encouraging Physical Activity’, and The Yarra Ranges Council Excellence Awards 2014 for Leadership.

Connectivity and access

Not only are there more people walking in Lilydale now – they are walking and driving more safely. The added economic, social, health and environmental benefits are great, and will inform future models for implementing Council projects.

Yarra Ranges Council, through its Footpath Improvement Program and Township Improvement Program, has recognised the value of walking, and has supported this 244 • THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 22

TRAFFIC MANAGEMENT

ROAD SAFETY

Great guide and marker post range; great service

R

oadside Products Pty Ltd is the manufacturer and distributor of Dura-Post Guide and Marker Post Systems. Our guide and marker posts are designed and manufactured to meet or exceed all Australian Standards. We also manufacture to meet various international specifications and requirements for guide or delineator road-edge posts.

The Dura-Post brand is the most extensive range of guide and marker post systems available in Australia and internationally. Our range includes semiflexible steel posts, tubular steel guide posts, fully flexible 360-degree guide and marker posts, and flexible uPVC delineator posts.

Roadside Products specialises in the design and manufacture of asset marker post systems for gas and water pipelines, buried cables, fire hydrants and other assets requiring durable and clear marking. We also manufacture laminated vinyl marking plates.

Setting us apart from our opposition is our range of solutions to all installation requirements, with all the necessary equipment to carry out installations of our products. Our highly experienced sales team provides on-site installation and safety training.

For more information, visit www.durapost.com.au.

X â&#x20AC;˘ THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 22 THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 22 â&#x20AC;˘ 245

HEALTH + SAFETY

10 mistakes that safety advisers make and how you can avoid them

H

ealth and safety advisers are often expected to be the pinnacle of knowledge for all things health and safety-related in an organisation. You become the ‘go-to’ person when things go wrong, and are often in the firing line (literally) when health and safety incidents occur.

What organisations don’t factor in, and what a lot of safety advisers don’t realise, is the human element. Humans do make mistakes (yes, even health and safety advisers).

So, here are the mistakes that safety advisers make and how you can avoid them.

1. You think you always know best Nothing isolates a safety adviser more than an inability to engage the workforce.

Talking down to people who actually know more about their business than you do creates bad feelings and undermines your credibility. It is also less likely that people will trust you on those occasions when they really should.

things that are happening right in front of them, and is not shy letting workers know about their successes.

3. You are only seen on site when there has been an incident This ties in with mistake number two. If you want to develop effective relationships with your workers and managers, make the effort to find out what they do. Try this simple trick: listen.

Pay attention to what you are being told, follow-up on your commitments and work on making your contribution to the workplace chock-full of preventative actions rather than corrective ones.

Being proactive means taking action based on present risk, not past events.

People are much more comfortable sharing their issues and concerns with an empathetic safety adviser, and you can lose a rich source of information if people aren’t talking to you.

Good safety people develop allies, not enemies.

2. You are never seen without a clipboard and a frown People seem to disappear whenever they see you coming. Animated conversations stop in cold silence when you approach.

It’s probably not your mouthwash so much as your appearance.

Try to find a reason to give positive feedback when you’re doing your daily inspections. In fact, don’t call them ‘inspections’, and do encourage others to walk along with you. It’s easier and it’s lazy to find fault, but a switched-on safety adviser is also switched on to the great 246 X • THE • THE AUSTRALIAN AUSTRALIAN LOCAL LOCAL GOVERNMENT GOVERNMENT YEARBOOK YEARBOOK EDITION EDITION 2222

One of the best ways to avoid some of these pitfalls is to invest in training and development. SAI Global has a specialised range of face-to-face, online and in-house training solutions for safety advisers and auditors. These courses teach you how to understand, implement, audit, improve and maintain a health and safety management system.

Visit www.saiglobal.com/ohs to view the full range.

Author: Paul Brabender, Health & Safety Trainer To view the full list of ‘10 mistakes that safety advisers make and how you can avoid them’, visit www.saiglobal.net.au/ohs.

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HEALTH + SAFETY

Uncover hidden safety opportunities

O

ccupational health and safety (OHS) continues to be a key issue for Australian employers and workers. The focus on safety in the workplace continues, but the workplace still appears to be a long way from being an entirely safe place to work.

The average cost to a business per workplace incident has risen from $5500 in 2005–2006 to $9700 in 2008–2009*.

Many accidents continue to occur on premises where safety systems are in place – even where the correct PPE has been issued.

While there are many ways to ensure the safety of workers, a focus on a combination of culture, process and equipment should help minimise accidents and injuries. Here are seven ways to reduce the likelihood of workplace injuries: 1. Ensure that clear standards are in place, and that those established standards are checked and adjusted regularly.

2. Provide more rigorous and appropriate training for workers to ensure that they know the risks and appropriate ways to protect themselves.

3. Foster an increased awareness of atrisk groups within the business.

4. Improve communication about safety rules and the potential consequences for ignoring them with teams and individuals.

5. Improve visual management tools to deliver clear reminders to use the appropriate PPE for specific work tasks.

6. Develop more focused monitoring and management by line managers.

7. Pay particular attention to PPE for hands and feet.

Kimberly-Clark Professional** provides essential solutions for a healthier, safer and more productive workplace. The Efficient Workplace, an innovative program from Kimberly-Clark

Professional**, combines proven lean manufacturing principles with industry best practices and customised product solutions. It’s designed to help you uncover the hidden opportunities that can make a big difference in safety and efficiency. It helps you to see industrial supplies through a different lens, so you can turn your attention to places you may never think to look.

For additional information on The Efficient Workplace, and to download the ‘Understanding Accidents’ white paper, visit www.kcprofessional.com.au/ solutions/the-efficient-workplace *Safework Australia: Cost of work-related injury and illness for Australian employers, workers and the community: 2008-09 **Trademark Kimberly-Clark Worldwide, Inc © 2014 KCWW

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Phone toll free on 1 800 647 994 | email kcpau@kcc.com | www.kcprofessional.com.au

248 X • THE • THE AUSTRALIAN AUSTRALIAN LOCAL LOCAL GOVERNMENT GOVERNMENT YEARBOOK YEARBOOK EDITION EDITION 2222

HEALTH + SAFETY

Ararat Active City

In the last two years, Ararat Rural City has been involved in a revolution. In 2011, the Population Health Survey report announced that the local government area, like many in rural Australia, had a big problem with people being overweight and obese. In Ararat’s case, the area was topping the list for the state. In December 2012, the producers of The Biggest Loser visited Council with a radical idea to make their 2014 season focus on a wholeof-community prevention effort to tackle the issue head-on, and the town said yes.

T

hough there have been divided opinions regarding support for a reality television program of this nature, it was a catalyst for change. The activities that occurred in Ararat were driven by Ararat Rural City Council, the local leisure centre and private personal trainers, but it’s the community that has largely driven the action, through a range of channels.

Yes, there was some ‘Hollywood’ involved initially, but the key driving force was a community that didn’t want to have news headlines calling them fat. Community pride in the town had taken over, and continued to drive the people of Ararat forward.

Ararat Rural City Council is repositioning itself as Ararat Active City. What does this mean from a brand perspective?

Ararat Active Community, Ararat Active Economy, Ararat Active Tourism, Ararat Active Lifestyle, Ararat Active Ageing, Ararat Active Early Years, Ararat Active Access and Inclusion... This is not intended to merely be a brand – it’s intended to become a way of life for the people of Ararat Rural City, and it’s embedded firmly in Council’s strategic planning context. It is time to walk the talk.

THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 22 • 249

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The data for the community of Ararat Rural City has always painted a picture of disadvantage – from low Social Economic Index for Areas (SEIFA) and Australian Early Development Index (AEDI) data, to poor health statistics, low levels of education and many other community indicators. But what Ararat has always scored well on is its sense of belonging to the community, and people reporting feeling safe where they live. A connected community embeds cultures well; habits and cultures set in and take root solidly.

We are already seeing improved connectedness, including new arrivals to the area (country) who have made statements like, ‘I have lived here for three years and didn’t really know anyone. Now that everyone is working together to get fit, I have made friends that I can go for walks with, and my children can play with their children. I am much happier here now’.

This is just one example from many stories of people who have changed multiple aspects of their lives through this community movement. Strangers are high-fiving each other in community workout sessions, and encouraging each other when they pass on their walks. People who have lived in the community for their entire lives are challenging themselves (and others) to walk up One Tree Hill for the first time, and see how long it takes them (and, by the way, after doing it once, they are hooked!).

250 • THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 22

The vibe is palpable. When we have visitors from out of town, they notice that there seem to be a lot of people out walking. Social network groups have started up that invite everyone to meet at certain points for walks out to Green Hill Lake, or quick walks around Alexandra Gardens. A weigh-in blood pressure kiosk has been installed at the Ararat Regional Library, and staff are reporting visitations from a lower socioeconomic demographic that has not traditionally accessed the library previously, and, as a result of being exposed to what’s on offer through their visits to the library, they are starting to attend programs there. These include baby rhyme time, and other activities that are designed to encourage children to read early – the ripple effects are far and wide, and we don’t know where that ends.

Council publishes weekly schedules of activities in the newspaper, and provides hard copies and electronic copies through a range of mediums. Some of the activities were already occurring, but have ramped up in the last year. Some are arranged by Council for people to attend free sessions, and some are larger event-based activities that Council has worked to attract. The range of options is building slowly, but needs more resources. The case is mounting. continued on page 252

HEALTH + SAFETY

Are your workers at risk?

N

othing highlights the importance of compliant fall arrest systems and correct user training more than a recent incident on a New South Wales building site.

NEW AS/NZS 5532 ANCHOR TESTING COMPLIANT

Using anchor points as a means of fall arrest, a contractor was employed to install two roof vents on a large manufacturing building. Penetrations were made in the roof, but the contractor lost his footing shortly afterwards and a fall occurred. Due to lack of training, experience and supervision, the contractor had failed to connect to the system correctly, allowing excess slack in the adjustable rope lanyard. Fortunately, the fall was arrested moments before the operator reached the fall edge.

There is no doubt that the 3Sixty anchor point saved his life, arresting the restrained fall with no signs of damage whatsoever to the system.

This incident is one of many that are all too common in the workplace. We are aware of at least three other situations in which lives have been saved due to our fall arrest systems.

User training, system operation manuals and working at heights documentation are vital in maintaining a safe work environment. Insufficient training and inexperience costs lives!

We at Sayfa pride ourselves on our large range of up-to-date documentation, including operation manuals and working at heights literature, which are provided to the end user on system handover.

Are you doing all you can to save lives?

Please contact Sayfa for further information, and let us give you peace of mind.

Sayfa Group Tel: 1300 301 755 | Fax: 1300 881 092 Email: info@sayfa.com.au | Web: www.sayfa.com.au

WE SAVE LIVES WHAT ABOUT YOU? Accidents don’t wait. There is no time like the present to ask yourself: - Have you provided safety for persons working at heights?

- Have your workers been sufficiently trained?

- Do you have an emergency plan in place?

Your first step is to identify the hazards.

As Australia’s leading working at heights specialist we can help you. Contact us now.

1300 301 755 SAYFA.COM.AU

THE THE AUSTRALIAN AUSTRALIAN LOCAL LOCAL GOVERNMENT GOVERNMENT YEARBOOK YEARBOOK EDITION EDITION 2222 • 251 •X

HEALTH + SAFETY

continued from page 250

Figure 1 – Alere Wellness Index BMI data

The data

Alere Wellness Index BMI data

The data speaks for itself. In the past two years, with limited resources, the results have been amazing. This is a snapshot:

Figure 1 is a snapshot of BMI data in the Grampians region. This includes an overlay of the national trend (red), which is fairly static. Grampians has, for the first time, performed better than the country as a whole! Something is making this difference – the trend everywhere is a decrease in healthy BMI… everywhere except this region! We believe that we have not only had an impact on Ararat, but also across the Central Highlands region. Further investigation of data, and larger collection, is required to confirm this.

Fact File, 11 weeks: •

235,419,630 steps taken (that’s four times around the world)

•

87 per cent change in hypertension

•

70 per cent reduction in type 2 diabetes

•

50 per cent reduction in stroke risk indicators

•

average 5.6 per cent weight loss.

1200 people are currently wearing Pebble fitness trackers, and we can track that data in real time. The anecdotal stories paint an even more exciting picture. They need to be captured in more detail, but there is so much more that can be done with the right resources!

The project began in March 2013. With 100 as the mean, this graph demonstrates that the region went from below average on almost all indicators of health and wellbeing, to above average during this period. Programs to this point mostly targeted physical activity. The data helps us to know that we need to target nutrition as part of our next push.

Figure 2 – Alere Wellness Index across all indicators for the year 2013

252 • THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 22

HEALTH + SAFETY

Figure 3 – Premier’s Active April

In April 2014 – also known as Active April – Ararat had 5.1 per cent of the population registered, which is a reflection of the cultural change that is underway. The next-highest population percentage registered was Knox, with 2.1 per cent.

We are beginning to see results in the workplace. Larger employers with capacity have become health-promoting workplaces, and have been implementing health and wellbeing programs for their staff. Significant improvements to lost days are now being reported. This needs to be captured in more detail to determine what staff members are doing, and the exact impact of this. Research in all areas will be key to this project.

There are 4556 workers in Ararat Rural City.

The average productivity per worker is $116,890 per year – or $506 per working day. A total of $2.305 million in lost productivity occurs if every worker takes one sick day per year.

The combined total saving to the economy of Ararat Rural City if all workers take one less sick day per year is $3.343 million.

These figures do not take into account additional costs, such as the cost of replacement staff.

The interventions implemented so far are working – we know this from both quantitative and qualitative data collections to date. There is little to lose, and so much to be gained by using the community’s readiness, and learning from this ordinary rural municipality, which has found itself in an extraordinary position.

This community has an increasingly high level of health literacy, and is leading the way in community action. The more this community is educated in health, the greater the uptake and sustainability of pathways to learning about health and wellbeing. We have just started working with the day

centre at the hospital – 45 older people are taking part in health, wellbeing and physical activity programs. Watch this space!

As a Healthy Together Victoria Community, we have learnt that working within a systems approach requires reflection and flexibility. We need to be able to adapt to the situation around us, take advantage of the opportunities as they arise, and learn and move on from initiatives that are not working as well as we had hoped. Reflecting, adapting and being responsive to the changing system have become a core part of the way we work.

Future initiatives that are transferable in any community include: •

working on all of the environments for health: social, built, natural and economic

•

using systems thinking

•

operating across a range of settings

•

capacity building, which involves developing sustainable skills, organisational structures, resources and commitment to improvement. Capacity building can occur not only within programs, but also within systems. It can lead to greater capacity of people, organisations and communities to promote health. This means that capacity-building activity may be developed with individuals, groups, teams, organisations, inter-organisational coalitions, or communities

•

building healthy policy, creating supportive environments, strengthening community actions, and developing personal and collective skills by providing learning opportunities

•

enhancing community problem-solving capability.

THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 22 • 253

HEALTH + SAFETY SAFETY

MSA safety solutions Our team

T

he MSA team is Australia’s leading safety solutions provider, with hundreds of years in combined safety experience, both locally and internationally. Our experience and innovative products set us apart and help ensure that our customers come home safely every day.

MSA is a truly global organisation, with offices and representatives around the world. We have been protecting people in all walks of life, in many countries and many occupations for more than 100 years. In Australia alone, MSA has reached 52 years of committed service.

Our executive team brims with technical safety experience supporting our acclaimed ‘feet on the street’ sales and customer support team. This is where the tyre hits the tarmac and real experience counts. MSA Australia delivers more than 100 years of combined experience with a nationwide network of account managers, product managers and segment managers.

Knowledge is the key to innovation, and it’s here that MSA excels. MSA captures real needs and issues in the workplace, and transforms safety through innovation. Driven by our Global Steering Teams and our unique Voice of Customer approach, MSA is always in touch with the real issues in safety. This drives our goal to ensure that MSA products not only improve worker safety, but also make the task easier.

The ‘MSA approach’ captures real industry wisdom through participation and observation in the workplace. This wisdom, combined with technical knowledge, leads to functional breakthroughs and industrydriven advancements.

The process of assimilation of knowledge and subsequent safety

advancement for the real world drives our engineers and supports our mission: ‘That men and women may work in safety and that they, their families and their communities may live in health throughout the world.’

This drives our team.

Our company In Australia, MSA has been manufacturing and supplying quality safety equipment for 52 years, and today offers more than 4000 items for personal protection and hazard detection. Over this time, countless lives have been touched and protected through MSA technical solutions.

254 • THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION X • THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 2222

With Australian and global manufacturing capabilities, MSA leads in the provision of sophisticated safety products. MSA provides integrated solutions for respiratory protection, gas detection, fall protection, protection of head, eyes, face and hearing, along with supporting technologies.

MSA has many global offices, as well as offices and staff throughout Australia and New Zealand. We are always close by to assist.

Why have we led for so long? We listen, we learn, we act and we care.

MSA Safety Solutions for Local Government and Utilities

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www.MSAsafety.com

HEALTH + SAFETY

Transport Investing in Regions

Improving cycling and pedestrian facilities in regional communities

O

ver the last three years, the Victorian Government has partnered with regional councils and local organisations to deliver projects as part of the Transport Investing in Regions initiative.

Now in its third year, the Transport Investing in Regions initiative was established to gain a better understanding of local transport needs in regional areas, and to deliver practical solutions.

Each year, projects are identified by Victorian Government staff in collaboration with regional councils, industry and communities. The Victorian Government helps to fund the projects, and project partners contribute the remaining funding.

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In this yearâ&#x20AC;&#x2122;s round of Transport Investing in Regions projects, 22 of the 35 projects will improve cycling and pedestrian facilities in regional communities.

Barwon South West Several cycling and pedestrian projects are underway in the Barwon South West region, including a new 1.5-kilometre path from Boundary Road through Eastern Park to Malop Street in Geelong.

The path will provide a safe commute for cyclists and pedestrians from East Geelong, Newcomb and Whittington to Central Geelong by removing cyclists from a busy section of the Geelong-Portarlington Road.

The Eastern Park Path Project is a $157,000 project, funded by the City of Greater Geelong ($107,000) and Transport Investing in Regions ($50,000).

Also in the Barwon South West region, a new cycling and pedestrian bridge will be constructed over Spring Creek next to the Great Ocean Road.

The 2.5-metre-wide bridge will enable cyclists and pedestrians to avoid the Great Ocean Road Bridge, which has a narrow shoulder and acts as a squeeze point for cyclists on a very busy tourist route.

Several cycling and pedestrian projects are underway in the Barwon South West region, including a new 1.5-kilometre path from Boundary Road through Eastern Park to Malop Street in Geelong

THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 22 â&#x20AC;˘ 257

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Four cycling and pedestrian projects are underway in the Grampians region, including the construction of a pedestrian bridge over Spring Creek in the historic Hepburn Mineral Springs Reserve

The Spring Creek Bridge Project is a $240,000 project, funded

by Surf Coast Shire Council ($200,000) and Transport Investing in Regions ($40,000).

Other projects underway in the Barwon South West region include: •

upgrading and extending the bike lane network in Colac and Apollo Bay ($70,000)

•

a new shared footpath on Russell Street, Dennington, across the rail line ($60,000)

•

adding 250 metres of bike lanes to Horseshoe Bend Road, Torquay ($40,000)

•

safety improvements to pedestrian facilities on Bridgewater Road, Portland ($15,000)

•

DDA-compliant road crossings for a community facility on Dow Street, Terang ($15,000).

•

a feasibility and planning study on a section of the new Hindmarsh Trail ($100,000)

•

construction of new paths across the Moorabool region ($80,000).

Loddon Mallee In the Loddon Mallee region, one project that is underway involves the installation of bike racks in key locations across 12 townships. This is a priority in Swan Hill Rural City Council’s Active Transport Strategy, and a direct result of community feedback.

The project will allow people from several rural communities to ride to local facilities such as sports reserves and shops, and park their bikes securely.

The Swan Hill Bike Rack Project is a $75,000 project, funded

by Swan Hill Rural City Council ($50,000) and Transport Investing in Regions ($25,000).

Other projects underway in the Loddon Mallee region include:

Grampians Four cycling and pedestrian projects are underway in the Grampians region, including the construction of a pedestrian bridge over Spring Creek in the historic Hepburn Mineral Springs Reserve.

The new bridge will replace a structure that once existed more than 100 years ago, and will connect the pedestrian paths through the Mineral Springs Reserve over Spring Creek to enhance pedestrians’ use of the reserve.

The Hepburn Springs Bridge Project is a $119,000 project, funded by Hepburn Shire Council ($80,000), Transport Investing in Regions ($30,000) and the Department of Environment, Land, Water and Planning ($9000).

Other projects underway in the Grampians region include: •

a new pedestrian crossing in Stawell’s Main Street shopping strip ($100,000)

258 • THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 22

•

widening the Campaspe River Trail for cyclists and pedestrians ($60,000)

•

trail signs, markers and maps on trails across eight townships in the region ($55,000)

•

installing Aboriginal interpretative signs along a cultural heritage walk in Echuca ($30,000)

•

a new cycling and walking path along the Avoca River in Charlton ($29,500).

Gippsland In the Gippsland region, one project that has been completed provides 290 metres of concrete footpath with DDA-compliant road crossings. This provides a vital link for Bass Coast Specialist School to Wonthaggi CBD’s footpath infrastructure, improving safety for students and Bass Coast residents.

HEALTH + SAFETY

The project has also upgraded the existing Wonthaggi Secondary School crossing, which did not initially comply with current standards.

The Bass Coast Specialist School Community Access Project is a $116,000 project, funded by Bass Coast Shire Council ($50,000), the Department of Education and Training ($36,000) and Transport Investing in Regions ($30,000).

Other projects underway in the Gippsland region include: •

a new path and road crossings on Normandy and Albert Streets, Warragul ($120,000)

•

two raised DDA-compliant road crossings to allow safer access to Eagle Point Primary School, the caravan park and Lake King foreshore ($24,500)

•

wayfinding signage and maps at Morwell Railway Station and city centre ($22,000).

Hume Two cycling and walking projects are underway in the Hume region, one of which will connect the High Country Rail Trail with the town centre of Tallangatta and Lake Hume foreshore.

Currently, the High Country Rail Trail only runs on the southern outskirts of Tallangatta. This project will enable residents of Tallangatta to access the trail, and will also enable visitors to explore Tallangatta, supporting the town’s economy.

The Tallangatta Rail Trail Connection is a $70,000 project, partly funded by Towong Shire Council ($40,000) and Transport Investing in Regions ($30,000).

Also in the Hume region, the Chiltern Cycling Connections Project involves the installation of signage to connect the Chiltern Goods Shed cycling hub to Chiltern Mount Pilot National Park. The project will ensure that the new hub is connected to the developing cycling network and surrounding trails.

The Chiltern Cycling Connections Project is a $20,000 project, funded by Indigo Shire Council ($10,000) and Transport Investing in Regions ($10,000).

Whether it is road cycling, mountain biking or walking on one of the magnificent trails in regional Victoria, the Victorian Government supports walking and cycling as valuable forms of exercise, and as safe and convenient modes of transport.

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Safer suburbs City of Gold Coast is working towards creating a safer and more connected community by introducing new initiatives that focus on responding to city-related issues, enhancing safety in public spaces, and continuing to wipe out graffiti.

RAP sheet

T

he latest initiative in City of Gold Coast’s suite of safety resources is a RAP sheet.

Launched by Mayor Tom Tate at the city’s latest Safer Suburbs Forum, held in February, RAP – Report a Problem – is

a website providing locals with a quick, convenient way of reporting City-related issues and getting them fixed.

‘Through RAP, every citizen is empowered to report a problem, and together we can keep the amenity of our city in tiptop shape,’ Mayor Tate says.

RAP is convenient and easy, and helps to maintain community pride.

The RAP sheet is already growing. The City had more than 700 reports logged on its web page in January. Among the range of concerns being reported and responded to are barking dogs, excessive noise, water leaks, illegal parking and abandoned vehicles.

For more information, go to cityofgoldcoast.com.au and click the ‘Report A Problem’ quick link on the front page. continued on page 262

260 • THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 22

HEALTH + SAFETY

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10 per cent discount code FF-ALGY15 Contact Details - 10% discount code FF-ALGY15 t:t:1300 66 77 25 | e: info@flagfactory.com.au 1300 66 77 25 w: e: www.flagfactory.com.au info@flagfactory.com.au

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1 - THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK 2015

THE THE AUSTRALIAN AUSTRALIAN LOCAL LOCAL GOVERNMENT GOVERNMENT YEARBOOK YEARBOOK EDITION EDITION 2222 • 261 •X

HEALTH + SAFETY

continued from page 260

Tackling graffiti RAP is an extension of the City’s graffiti-reporting methods, which include a hotline, website and mobile app.

The City’s graffiti management program is tackling graffiti and seeing results. Three years ago, more than 15,000 cases of graffiti were reported to the hotline. In the last year, this number has more than halved.

In October last year, the City took its campaign against graffiti into the classroom, introducing a new Graffiti Prevention Education Program, which aims to educate young people in schools about the serious effect that graffiti has on the community, the environment, and the offenders themselves.

The program consists of 14 curriculum-aligned lesson plans covering all levels of schooling, from Foundation (Prep) to Year 12.

It is now available for use by teachers and the broader community on the City’s website at cityofgoldcoast.com.au/graffiti.

Safer suburbs help to create more vibrant and connected communities. Ensuring that the Gold Coast is a safe, secure and supportive place for people to live, work and visit is at the heart of the City’s $2.4 million investment to enhance public safety, confidence and crime prevention.

Monitored safety camera network One of the key ways in which the City is further enhancing the safety of the Gold Coast’s public spaces and late-night precincts is via its growing safety camera network.

The installation of 10 new cameras late last year brings the City’s total number of fixed CCTV cameras to 191, and makes the network one of the largest monitored public safety camera systems in Australia.

Mayor Tate says that the aim of the City’s safety camera network is to crack down on crime and build safer suburbs.

‘Safety cameras, with their ability to record antisocial behaviour and crime, are a strong public safety tool. The cameras support the work of our fantastic police officers and give them the extra eyes they wouldn’t otherwise have,’ he says.

Permanent safety cameras are located across Surfers Paradise, Broadbeach, Southport and Coolangatta. The cameras are monitored 24 hours a day, seven days a week, with live video links provided to local police.

In addition, the City’s mobile safety camera trial has been extended until 30 June 2015. The mobile cameras have been in operation since July 2013, and have succeeded in detecting a range of crimes at 65 locations across the city. The types of crimes and community safety issues addressed by the mobile safety cameras include graffiti, illegal rubbish dumping, vandalism and antisocial behaviour.

262 • THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 22

For more information, visit cityofgoldcoast.com.au/safetycameras.

HEALTH + SAFETY

HEALTH + SAFETY

WHS laws: how do we comply?

T

he WHS Act places the primary health and safety duty on a person conducting a business or undertaking. Section 27 of the model WHS Act places that duty on senior individuals, and requires them to take reasonable steps to support a health and safety culture, and to ensure accountability, allocation of resources and development of appropriate policies.

Lack of compliance can result in significant fines and even prison sentences.

Individuals, including senior managers, can now be prosecuted, as well as the local government authority. In local government, the senior individuals exclude councillors, but can include all other levels of management involved in decision-making.

Penalties for non-compliance have increased. A tiered regime of penalties has

myosh-ad-ALGYB2015-v8-PR.indd 1

been introduced, with a maximum penalty for the most serious breaches of $3 million for a corporation, and $600,000 and/or five years’ imprisonment for individuals.

Where do the laws apply?

The Commonwealth of Australia, and the following states and territories now use harmonised WHS legislation instead of previous OH&S laws: •

Australian Capital Territory

•

New South Wales

•

Northern Territory

•

Queensland

•

South Australia.

How do I comply?

In short, the key is to understand hazards and have processes to ensure that hazards are managed in a systematic way. One strategy adopted by a number of local government authorities is to implement consistent and sustainable processes through the use of safety management software.

Software tools like myosh contain mobile offerings, which allow all staff and contractors to log incidents and hazards using their mobile phones. Senior managers should be able to view reports to determine how they are performing.

Complying requires making software a part of normal day-to-day operations.

Western Australia is also close to adopting the harmonised WHS legislation.

19/01/2015 8:25 am

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Slips, trips and falls â&#x20AC;&#x201C; how safe is your community?

Injury is an important public health concern, and slips and trips account for approximately 20 per cent of lost time injuries per year. Local government employees are often required to work outdoors where there is a greater risk of uneven, sloping and slippery surfaces; and if a worker sustains an injury from a slip, trip or fall, the resulting time off work and/or potential legal matters can also be particularly injurious to local government.

Regular inspections of public premises and spaces are key to identifying such hazards. Once hazards have been identified, the next step is to conduct a risk assessment.

T

he most common injuries that can result from a slip or fall include cuts, bruises, musculoskeletal injuries, fractures and breaks, and dislocations. More serious injuries can also occur.

How to control the risk of slips, trips and falls Identify hazard Identifying hazards is the first step in achieving a safe environment for both community and staff members. There are many common hazards present that cause both employees and the public to slip or trip, and prevention is key to ensuring that people within your local government area are safe from injury. continued on page 266

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SAFETY

HEALTH + SAFETY

Australia’s best online workwear store

P

We know you are too busy to go to a store to search for what you need, which is why we focus on providing the leading online store for all of your needs. From the smallest hearing protection products, up to bulk orders, we will make sure our prices are fully competitive. Just visit projectworkwear.com.au to browse a small selection of products. If you can’t find what you are looking for on the site, contact us today and we will make sure we supply it – even if it’s just a case of you not being able to find that specific type of safety glove you’re after. We are constantly adding product ranges to our site in order to maintain our position as the leading online source of all things workwear.

roject Workwear is a sister business to Project Safety Equipment. The business was established in 2007 by Andrew Skinner, the Director of Haztra Pty Ltd. Andrew has more than 20 years invested in the retail sales and equipment hire business, and decided to branch out and build his own business.

Project Workwear and Project Safety Equipment are currently run from Wangara in Perth, Western Australia. We supply our customers with safety clothing, uniforms and workwear, PPE, footwear, underwear, general safety gear, and much, much more.

At Project Workwear we have Australia’s best selection of work clothing.

We source specialty items including flame-resistant clothing, chef clothing, freezer wear, ladies’ workwear, and our selection of products is second to none.

freezer jackets that will keep you warm as well as visible! We know that workplaces are diverse and each poses its own safety requirements. That’s why we have left no stone unturned when providing the goods you need for your team. Contact us today and we will make sure you stay safe and look good at the same time.

Our range of high-visibility workwear is particularly impressive. In today’s workplaces, being seen is not only a legal requirement, but it is also an essential part of staying safe. We also provide

PROJECT

WORKWEAR

Do you need safety clothing and equipment but don’t have time to go shopping?

We can help.

We have a wide range of safety clothing, footwear, personal protective equipment, signage, fire equipment, first aid and much more which we will deliver direct to your door.

• Jackets • Vests • Shirts • Pants • Pull on Safety Boots • First Aid Kits • Hard Hats

• Lace up Boots • Glasses • Earplugs • Respiratory • Gloves • Rainwear • Equipment & Signage

For information call 1300 301 016

or call Andrew on 0414 868 296 or email sales@projectworkwear.com.au We can also provide uniforms or promotional items with screen printing or embroidery.

Ask us for a quote today.

www.projectworkwear.com.au

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continued from page 264

Risk assessment A risk assessment will involve an employer identifying what could happen to a civilian or member of staff if they were to be exposed to a hazard, as well as the likelihood of this occurring.

Conducting a risk assessment will help employers determine: •

the severity of the risk

•

whether any control measures exist; and, if so, how effective they are

•

what action should be taken to control the risk

•

how urgently this action should be undertaken.

The Government of Western Australia’s occupational health and safety checklist for local government suggests that managers and employers should undertake the following steps to ensure that both the public and local government employees are safe from trip and fall hazards within the community:

Elimination •

Regularly maintain and inspect machinery, pipes and production processes to prevent, identify and eliminate leaks onto floor surfaces.

•

Provide adequate space to perform tasks.

Substitution •

Resurface floors with less hazardous materials.

•

Provide temporary walkways for uneven ground.

Isolation •

Restrict access to work areas identified as higher risk for slips, trips and falls.

Engineering controls (minimising risk by redesign) •

Ensure that the plant has adequate access and egress points, and is well maintained.

•

Improve lighting of work areas. Clearly mark walkways, edges of steps and any changes in floor heights or surface types.

•

Provide ramps instead of steps, stepladders and work platforms to reach items at height.

Administrative controls •

Implement good housekeeping practices.

•

Train staff in identifying risk factors for slips/trips and controls to manage risks.

•

Clear procedures for reporting hazards and damage to floors, surfaces, and equipment.

Personal protective equipment •

Implement a clear footwear policy and provision of appropriate safety footwear where required.

266 • THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 22

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HEALTH + SAFETY

Fleet Management

D

espite the technological progress in modern vehicle design, wheel detachment and loose wheel damage are still a serious concern for fleet owners and maintenance managers.

Loose wheels result in unscheduled maintenance costs, expensive parts replacement cost, expensive downtime and unsafe vehicle fines. Loose or detached wheels seriously compromise the safety of the operator and public in general.

The sequence of events that cause loose wheels are mainly due to stud fatigue stretch, hub and wheel surface settling or human error resulting in failure to tension or correctly tension the wheel nuts.

Without early identification, due to high cyclical loads, the lack of clamping force quickly results in elongation of stud holes, stud fatigue failure, rim fatigue cracks and wheel separation.

Simply pushed over the nuts in a uniform pattern after wheel tensioning, Redcat indicators provide a constant, simple pre-emptive visual indication of wheel security for operators and staff.

These issues cannot be resolved by simply preventing the wheel nut from turning.

The pre-emptive identification of these defects provides the basis for good fleet maintenance and safety.

Redcat loose wheel indicators and restrainers are designed specifically to address these fundamental issues.

Does your product visually advise you of stud stretch hub and wheel settling or human error?

Australian designed and manufactured, Redcat Industries have been providing high-quality loose wheel indicators to governments, councils, military, transport and mining throughout the world for more than 14 years.

If not, fit Redcat indicators – tried and tested – they simply work.

Call us on 1300 223 203 E: info@redcatindustries.com W: www.redcatindustries.com

T: 1300 223 203 E: info@redcatindustries.com W: www.redcatindustries.com X • THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 22 THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 22 • 267

CORPORATE PROFILE

More than just personal protective equipment

A

s a leading manufacturer, BOC understands the importance of maintaining a safe working environment for our employees. Safety is a part of our culture – it’s 100 per cent of our behaviour, 100 per cent of the time.

BOC is a member of The Linde Group, a leading global gases and engineering company that serves customers in more than 100 countries worldwide. The company develops safe and sustainable solutions for customers in many specialty sectors, heavy industry and medical environments.

With more than 2000 employees in the South Pacific, our vision is to be the leading global gases and engineering

company, admired for our people who provide innovative solutions that make a difference to the world.

Central to our success is our commitment to the values of safety, integrity, sustainability and respect.

BOC services over 400,000 customers through 40 product facilities and has a retail network that covers around 80 outlets with more than 1000 agents and equipment partners.

BOC provides safety equipment and gas products, as well as a breadth of technology services and solutions to manufacturing, hospitality, medical, agricultural, refrigeration and packaged

268 • THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION X • THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 2222

chemicals industries. In addition to this, BOC provides process gas-related solutions to customers in the food, metal, petrochemical, oil refining, minerals and other process industries.

More than 70 years of experience in Australia and New Zealand has given BOC a unique understanding of the safety issues that impact on these industries.

Working in partnership with our customers, BOC creates tailored safety solutions to increase productivity and reduce potential safety risks. From personal protective equipment (PPE) to safety awareness training and expert advice, BOC can develop a complete safety solution for your business.

Safety. It’s more than just a layer of

clothing — it’s a way of thinking...

At BOC, we believe we are more than just a supplier of safety products. As a leading supplier of gases and industrial products in the South Pacific, BOC understands and is genuinely committed to ensuring safety assurance — so just as we protect our own people, you can count on our reputation and commitment to help protect yours.

Whether you’re talking personal protective equipment for the head, face, hand and foot as well industrial workwear, gas safety equipment, or safety awareness training — we’re there. BOC can tailor a complete safety solution for you.

facebook.com/bocsouthpacific

You can count on our reputation and commitment to service and safety because your business is important to both of us.

To find out more, call 1300 723 378 or visit boc.com.au

BOC Limited

Riverside Corporate Park 10 Julius Avenue, North Ryde, NSW 2113 Australia contact@boc.com | boc.com.au | 1300 723 378 BOC is a trading name of BOC Limited, a Member of The Linde Group. © BOC Limited 2013. MP13-0281|ML|ALGY2014|0813

A Member of The Linde Group

HEALTH + SAFETY

Keeping your local government workforce drug-free Drug use in Australia is a huge community challenge, in terms of the prevalence of drugs within the community; Australia has the highest rates of dangerous and illicit drug use per capita in the world.

The most commonly used substances are marijuana, ecstasy, methamphetamine (Ice) and alcohol.

C

onsequently, the likelihood of some of those drug users being employed in local government positions is fairly high. Though many drug users only partake outside of working hours, there is still a huge potential for drugs to affect workers on their return to work. Though many workers believe that what they do on their own time is private (and this is certainly the case in many instances), if there is the potential for impaired work function – particularly when the employee is undertaking risky work – as a result of drug or alcohol use, the ramifications for an employer can be severe.

Marijuana can remain in the system for up to six hours, and methamphetamine for up to three or four days. Beyond this, recovery from drug and alcohol abuse, such as hangovers and ‘comedowns’ can severely affect a worker’s ability to perform their tasks efficiently and, more importantly, safely.

Combine recreational or dependent drug use with the risks associated with many local government roles – public works employees frequently operate heavy machinery, drive trucks, manage roadworks sites, and control mowers, bulldozers and forklifts – and there is the potential for injuries and/or fatalities.

In a local government setting, these risks can affect not only the worker, but co-workers and members of the community, as well.

In addition to safety and health risks, local governments are likely to incur costs as a result of absenteeism, damage to equipment and a loss of productivity.

It’s vital for local government managers to have policies in place with regard to drug and alcohol use in the workplace.

270 • THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 22

OHS laws mandate that employers must provide a safe working environment without risks to health and safety, and that employees must take reasonable care to ensure their own safety, and that of others.

Regular screening should be implemented, and aligned with a strategy that includes drug awareness education, training workshops, communication about zero tolerance, and promotion of drug-safe workplaces. It’s important that every employee within your local government area is aware of the council’s stance on drug and alcohol use – induction packages and ongoing training should reinforce the policies on this issue.

Additional training for OHS managers or supervisors will assist in identification of likely drug use, and subsequent screening processes. The community should be encouraged to report any incidents in which they witness local government workers behaving erratically or dangerously.

SAFETY

HEALTH + SAFETY

Leading online supplier of workplace gear

E

stablished in 2008, and owned by the Sonepar Group, Esidirect.com. au is a leading online supplier of workplace consumables and equipment.

It has everything from personal protective equipment to maintenance and repair operations.

We have a strong focus on safety gear – from safety vests and first aid kits to industrial fans and hydration products – and provide business to business solutions.

We also stock a full range of fluorescent tubes and halogen, all from Philips, GE and Osram.

With access to more than 30,000 product lines, and with next-day dispatch in most instances, we are proud to have one of the largest selections of products, and all from major trade brands such as Bolle, Vallen, Ergodyne, Sqwincher, Oliver Shoes, Energizer, Tyvek, Trafalgar First Aid and many more!

We are dedicated to providing the best service possible to our customers, and most of our workplace supplies are sent out

within 24 hours from our Melbourne-based distribution centre, to anywhere in Australia, for the flat fee of $9.95.

For larger-volume purchasing and ongoing contracts, we also offer credit terms.

For more information, go to Esidirect.com.au or send us an email at sales@esidirect.com.au.

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HEALTH + SAFETY

A long history as a strategic partner to local government

Y

ou work hard to keep your people safe and prepared as they serve our communities. But do you know the risks when things don’t go to plan? Workplace injuries cost Australians more than $30.9 billion per year1. On top of this, a typical serious workers’ compensation claim involves four weeks’ absence from work2, which

also impacts your business’s productivity and bottom line. It’s important to make sure you’ve got the right products and advice to avoid falling into statistics like these. But more important than any financial motivation to maintaining a safe workplace is making sure that everyone goes home healthy and well at the end of the day.

When getting your employees home to their loved ones is your responsibility, Staples Safety Solutions can partner with you to help make this happen. Our dedicated team of industry specialists has a long history in servicing local government, providing a full range of safety supplies for the unique set of tasks council staff tackle every day, in every location. On any given day, your council will have workers fixing our roads, outdoors in parks, waterways and recreation areas, or in the office. We offer the right products to make any space safer through a wide range of renowned brands. Choose from more than 25,000 different safety supplies, including personal protective equipment, signage, apparel, first aid and visual warning products. We even carry specific lines tailored toward council work, including needle-stick gloves, sunscreens, travel first-aid kits and bollards.

The beauty of ordering your safety needs through Staples is the broadness of our offering. You can get everything you need to get a range of jobs done in the one place. One source; one invoice; one partner. We understand that your

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In the field, on the road, or at the desk…

Protect your people while they provide for the community.

Staples Safety Solutions has a long history in servicing local and state government, providing a full range of safety supplies for the tasks council staff take on every day.

From personal protective equipment and apparel to first aid kits and high visibility products you want to make sure the people working for you are protected from hazards — both expected and otherwise. In our ultimate responsibility to councils and communities alike, Staples Safety Specialists will work directly with you to provide the right solution to maintain a safe workplace, site or vehicle.

Partner with Staples for access to: • • • • • •

A wide range of products from leading brands Specialists with diverse industry experience Fast delivery wherever you are Easy online ordering Customisable ordering platform to achieve procurement goals Automated vending solutions to remove guesswork and risk

Did you know Staples might already be on your pre-existing government contract? Check to see if you’re eligible to save even more.

For further information give us a call on 1300 676 200.

Staples Australia Pty Limited. ABN 94 000 728 398 Phone 13 26 44

HEALTH + SAFETY

day is beyond busy, so consolidating your orders can simplify your procurement and help you spend a little smarter in the process. You can even grab your office products and other business supplies from Staples as well, saving you even more time.

Best of all, we understand the economy and the challenges that come along with having less to spend on your business essentials. While budgets get reduced, safety expectations don’t.

Through expert advice on products and applications, we’ll help mitigate this by finding you the right balance of high quality and value for money.

Historically, one of the areas where we’ve added great value to councils is in the custom workwear and high-visibility clothing space. We can work closely with you to deliver individualised workwear that enhances your brand while protecting your workers. Our embroidery branding service is available nationwide, with fast turnaround times no matter where you are. It’s easy to add your logo to your selection of workwear online, and get the process started. We can then store your proprietary stock, so it’s

HEALTH + SAFETY

ready to go straight out the door when you need it. Best of all, our workwear is high-quality and comfortable, and can withstand the harshness of the Australian elements and the environments your people are exposed to.

Make an order any time of the day or night, and we’ll get that out to you quickly – our vast national stock holdings enable us to get supplies to any area of Australia fast. No waiting around on safety equipment you need now!

When you’re ready to make the call for a safer workplace, Staples Safety Solutions make it easy. You don’t need any bumps in the road when you’re setting up a safety program and purchasing your supplies, and you certainly don’t want any delays when it comes to getting those products to you on time. That’s why we have made sure our online ordering platform offers instant access to a customised assortment of products and a range of functionalities to help you achieve your procurement goals. We can also offer your business advanced reporting capabilities, to help you better understand what you spend and, more importantly, where you could save.

Particularly relevant for councils and local government is the ability for each site to order via their own store code. This will help you keep track of and control spending from decentralised locations.

Staples Safety Solutions also specialise in on-site vending storage solutions, taking the worry out of managing stock on hand. Automating your stock management solution not only removes the guesswork and risk that troubles you, but also reduces unnecessary consumption and lost or stolen stock.

Did you know that Staples might already be on your state’s preexisting government contract?

Check to see if you’re eligible to save even more. To begin the process of making your people and communities safer, give us a call on 1300 676 200.

1.

2.

www.safeworkaustralia.gov.au 2011-12TimeSeriesIncidenceRates www.safeworkaustralia.gov.au KeyWHSStatistics2014

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HEALTH + SAFETY

Safety first Workplace health and safety (WHS) is of paramount importance in any industry sector, and local government is no exception. Due to the diversity of roles that can be undertaken in local government, health and safety concerns are equally diverse, and need to be managed practically and efficiently.

SAFE AND SOUND A discussion paper on safety leadership in government workplaces

A

ccording to the Australian Safety and Compensation Council report, Safe and Sound, there are a number of workplace safety and injury management issues of increasing concern in Australia, including in public sector workplaces. These relate, for example, to increased risk or claim profiles for certain injuries or diseases, and responses to changes in the composition and characteristics of the workforce. Specific examples of emerging issues include psychological injuries, workplace violence and harassment, occupational disease, implications of an ageing workforce, and changing employment practices, such as contracting and labour hire.

A number of government bodies have established initiatives to increase awareness of workplace health and safety issues, and are concentrating on ways in which such concerns can be mitigated for the good of the entire community.

Roper Gulf Regional Council (RGRC), in the Northern Territory, for example, is undertaking reform of its Workplace Health and Safety practices. This reform comes as part of the rollout of National Standards of Workplace Health and Safety across the Northern Territory and Australia, which involves applied changes across staff and management.

RGRC is focusing on change in three main areas: Workforce Safety Culture, Safety Management System, and Measuring and Monitoring.

According to the council, the most important factor for changing workforce safety culture is leadership. RGRC leaders are working with their teams to increase awareness of the hazards and risks associated with their roles. This is carried out through toolbox talks, coaching and mentoring, as well as engaging

ground-level employees through the WHS Committee. Senior leaders are increasingly aware of their roles and responsibilities in workplace health and safety, and are confident to stop operations when safety is at risk.

In New South Wales, a statewide initiative is helping to increase awareness of workplace health and safety. Local Government NSW, WorkCover, StateCover and CouncilSafe have joined forces to present a number of workplace health and safety briefings across New South Wales. The briefings will address key WHS issues faced by councils. Participants will gain greater awareness and understanding of their obligations in three main areas: due diligence, ‘person conducting a business or undertaking’ (PCBU), and return to work. Advice will be provided on significant WHS issues, including examples of best practice and case studies.

Such initiatives can serve to be examples for councils seeking to enhance the quality of their own health and safety standards.

THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 22 • 275

INFORMATION TECHNOLOGY

Leveraging technology – Digitising Services

By John Ravlic, Ravim RBC Following a recent visit to the United Kingdom, we prepared the paper, Digitising Services: Channel Shifting. The paper explored the British Government’s digital direction, and its flow on to local government. With Civica’s assistance, we used our United Kingdom findings to explore in this paper the Australian and New Zealand local government digital direction – online context.

T

his paper is based on a presentation we made for Civica at the recent 2014 Society of Local Government Managers Annual Summit in Dunedin, New Zealand.

Methodology Telephone interviews were conducted with: •

local government IT/technology consultants

•

government personnel

•

local government IT professionals from Australian and New Zealand councils.

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An audit of online services was carried out across the two countries to determine the direction of inquiry that the interviews should take.

Discussions with various consultants and vendors were used to identify the councils that were considered to be the ‘movers and shakers’ – the early adopters that shape the sector’s digital direction.

The telephone interviews comprised a number of questions that were designed to determine the council’s progress against specific online functionality: •

online payment gateways

•

online forms

•

ePlanning – development consent

•

mobile technology and integration

•

social media

•

open-source data.

These were followed by questions designed to explore technology take-up and digital direction. The interviews conducted were vendor agnostic.

INFORMATION TECHNOLOGY

The reason for the low cost of web-based transactions is that they are ‘zero touch’ United Kingdom experience There were two compelling digital insights that we returned with following our recent visit to London, and they revolved around the following.

Customer transactions English local government receives and deals with some 600 million customer transactions per annum. Two-thirds of customer transactions are conducted online.

Channel

Society of Information Technology Management (Socitm) 2012

Society of Information Technology Management (Socitm) 2009

Face-to-face

£8.62 per transaction

£8.23 per transaction

Phone

£2.83 per transaction

£3.21 per transaction

Web

£0.15 per transaction

£0.39 per transaction

The face-to-face channel is the only one that is getting more expensive. It just so happens that the face-to-face channel is our default channel.

When you compare the cost of face-to-face transactions to the cost of online transactions, the argument for driving your customers to the online channel is very obvious. The reason for the low cost of web-based transactions is that they are ‘zero touch’ – there is no human intervention, and they are fully automated. The online transaction is a discrete activity that leads to a specific outcome. As soon as you add layers of process and complexity, you may need to provide assistance, thereby adding to the cost of the transaction.

One-stop shop government website The British Government established a one-stop shop government website, which consolidated many websites and some 650 government services for 24 government departments and some 300 agencies. The implementation of uk.gov is expected to save around £60 million per annum. This website has had more than one billion visitors in its first two years. In that

time, one-third of its visitors were on mobile devices. During weekends, the number of visitors using mobile devices rises to 50 per cent. The United Kingdom experience says a lot about the importance of optimising online services for mobile devices, which is still in its infancy in Australia and New Zealand.

British digital, by default service standard, promotes understanding of user needs Significant discussions are taking place in the United Kingdom around extending the work of the government’s digital strategy unit to local government. There is a belief that, if each individual unit of local government ‘goes it alone’, the sector won’t progress as far as it would if there was a coordinated approach to direction of solution and investment.

Consultation – online environment From various interviews, there was little evidence of consultation with the community around the online space and opportunity for councils to digitise their services. The online environment should be responsive to the community’s needs. Councils should consult their many communities about developing and implementing their online space. British digital, by default service standard, promotes understanding of user needs, and researching to develop a deeper knowledge of who the service users are, and what that means for digital and assisted digital

… some of the productivity savings resulting from technology implementation will need to be cashed in as budget savings

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service design. Similar citizen-centric/co-design approaches should be extended to council process improvements.

Productivity improvements There was little evidence that productivity improvement was a major driver of technology take-up. With the Australian sector spending $800 million per annum on new technology, it must be leveraged to ensure return on investment through productivity gains.

Before systems are implemented and rolled out, business analysts should be engaged to review and design the optimum workflows to achieve the best use of workforce and technology. There was some evidence of councils using business analysts. There needs to be a stepped increase in work on process before technology implementation takes place; otherwise, the council may never realise the expected gains in productivity.

ePlanning The development approvals/building consent process (DA) is quite complex, and digitising it won’t make it any less complex.

It’s been suggested that processes should be further simplified before attempts to digitise them. Also, there is a significant difference between first-time owner/builders and development professionals making applications. Whatever digital systems are introduced, they need to cater for both types of users. Some councils are considering a separate assisted channel for owner/ builder applicants.

… as there are no exemplars, it is difficult to demonstrate how and why we should go digital Council app store There is evidence of council-developed apps and sector collaborations around app development. Opportunity exists for these apps to be shared among councils. As mobile applications flourish, there may be an opportunity for a council app store to be established.

The future is mobile The most popular customer transaction still appears to be via the phone; however, it was interesting to note from various discussions that, while the number of online transactions has continued to increase, there was no evidence of changes in the number of customer service staff or cashiers. Some councils acknowledged that there will be a time when some of the productivity savings resulting from technology implementation will need to be cashed in as budget savings.

Business transformation There are many case studies demonstrating how business transformation can yield 20–40 per cent productivity savings.

Take-up of technology and moving to digital channels will be disruptive. While some organisations don’t cope in that environment, others succeed and recoup their investments relatively quickly. Executive support and organisation-wide commitment is critical if the business transformation process is going to succeed and achieve the desired results.

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The growing number of mobile transactions will continue to increase pressure on councils to optimise their digital offerings for mobile devices.

Social media Interaction with the community across social media platforms is generally increasing across the board. Most councils in the very near future will have to adopt comprehensive approaches to capture, sort and integrate their communities’ online activity with their back-office systems. Fortunately, technology is emerging that will automate the capture, sorting and integration of relevant data into council CRM systems.

Open-source data There was little evidence of open-source data being made available. It’s becoming more regular for Unites States cities to host hack-a-thons by releasing city data. The data could be anything from city assets, to development applications/building consent, and land use.

INFORMATION TECHNOLOGY

The data is made available to hack-a-thons to enable developers to use their initiative, skills and innovation to design applications that may benefit the city and its visitors. Councils should consider making their data available on a more regular basis, to at least encourage the development of applications and tools.

Cloud It’s fair to say that many councils have the assessment of the ‘cloud’ option as one of their work-in-progress items. There are only a few councils that have actually implemented cloud-based solutions. One of the main barriers to cloud adoption appears to be uncertainty around responsiveness.

Some councils are also resisting the move to the cloud due to security concerns, while others are not sure whether the financial savings will outweigh the operational disruption.

Councils are looking for a new approach to technology provision – ‘one based on service rather than software and hardware’.

Customers have to be encouraged to shift to digital channels and they may not choose to do so while other options are available Digital leadership There was a fair bit of discussion around how long it took local government to adopt and implement new technology, and digitising services is no exception. A few respondents indicated that there was a lack of digital leadership in the sector, and that ‘there are no exemplars to demonstrate how (and why) we should go digital’.

It was acknowledged that councils have taken some promising and innovative baby steps towards becoming digital councils.

Managing customer transactions

costing different transactional channels, we are not managing the direction of our services towards the most cost-efficient outcomes. A piece of work around costing various transactional types would be useful for the sector. The United Kingdom experience proved that understanding the transactional costings was useful in driving the argument for shifting channels to digital.

… it’s important for councils to introduce online services with which their customers will be comfortable and familiar

Shifting channels The British Government’s Digital Efficiency Report suggests that digital transactions are 20 times cheaper than by phone, 30 times cheaper than by post, and 50 times cheaper than face-to-face. The United Kingdom experience has seen councils transition from face-to-face channels, to assisted channels (call centres), to self-serve channels. Customers have to be encouraged to shift to digital channels, and they may not choose to do so while other options are available. The best way to achieve this is with a planned phasing-out from one channel to another. Digital has to be offered as the go-to service option.

One of our respondents echoed the words of Winston Churchill and, more recently, President Obama’s Chief of Staff, Rahm Emanuel – ‘Never let a good crisis go to waste’ and ‘Crisis drives change’. While Australian and New Zealand councils aren’t facing the same financial crisis as their British colleagues – who have experienced central government funding cuts of 37 per cent over the last four years – in coming years, the pressure of continuing to do more with less will drive councils to consider developing and implementing digital services. This will not be the only driver, as our customers’ appetites for online services continue to grow.

There was little evidence of customer transactional volume being tracked, and costings being undertaken. Management guru Peter Drucker first coined the phrase ‘What gets measured gets managed’. If we are not tracking transactional volume and THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 22 • 279

INFORMATION TECHNOLOGY

Our take-up of new technology moves at a glacial pace – mostly due to governance reasons

There was a reluctance by some respondents in removing service options and encouraging the community to shift to self-serve channels. This is understandable, as most council online services are still in the developmental stages. Most councils were just happy for their communities to be using their online channels.

Digital services are an expectation now, as they are all around us and impact upon our everyday lives. That’s why it’s important for councils to introduce online services with which their customers will be comfortable and familiar.

Driving IT IT initiatives are driven by a combination of IT specialist staff, business unit managers and technology vendors. IT staff members don’t want to be system owners and champions. At times, IT staff members act as gatekeepers to new technology.

In smaller councils, IT staff has to initiate new technology and nurture local champions to enable sufficient take-up of new technology to make it a success.

Business unit staffs have to own their systems. There are significant inconsistencies across organisations in this regard.

Technology vendors have a role to play in raising awareness of new technology and its benefits; however, some IT staff don’t like the ‘sales’ approach of some IT vendors.

It was readily accepted that local government’s take-up of technology was slow. ‘Our take-up of new technology moves at a glacial pace – mostly due to governance reasons’.

Some councils indicated that they take their direction from a regional digital strategy. Much of councils’ digital direction appears to be driven by strong business-case approaches

Digital direction Councils are beginning to detail their digital direction in organisational strategic plans and IT strategies. Some councils have adopted a detailed digital framework, and mapped out their digital direction.

Some councils indicated that they take their direction from a regional digital strategy. Much of councils’ digital direction appears to be driven by strong business-case approaches.

Vendor-based user groups also appear to influence the digital direction and priorities for vendors/developers. This is not always appreciated by some customers, whose priorities may differ.

Increasingly, it’s being recognised that technology drives efficiency and increases productivity. This has seen greater involvement of executives, as well as business analysts mapping and determining the most appropriate workflow processes.

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About Ravim RBC Ravim RBC is a boutique consultancy established to assist councils with strategic initiatives, including business transformation – changing cultures and improving processes by leveraging technology.

Business as usual and incremental improvement is no longer sufficient for councils to keep pace with the changing world around them.

Ravim RBC assists councils with developing strategies and implementing programs to leverage their workforces, processes and technology to transform how they do business. If you require assistance with your business transformation program, contact John Ravlic on 0411 744 654 or john@ravim.com.au.

INFORMATION TECHNOLOGY

INFORMATION TECHNOLOGY

Delivering to Australian business and government

A

mcom is an awardwinning, ASX-listed IT and telecommunications company employing over 380 talented people positioned in six offices across Australia.

As a leading provider of network and communication services, we are one of the few organisations ideally placed to deliver on converging IT requirements to Australian business and government.

Our dedicated local account teams and 24/7 support services have helped build our reputation as a customerfocused and trusted solution provider for organisations across Australia, including more than 70 local, state and federal government departments.

With a national MPLS network, we offer high-performance, costeffective business solutions and a range of dedicated services including data networks, unified communications, cloud, data centres, IT and managed services.

We have offices in Perth, Sydney, Melbourne, Brisbane, Darwin and Adelaide, and are supported by our partner network to expand our reach and exemplary service. Our talented team includes specialists in account management, network design, service delivery, specialised IT services, maintenance and customer service.

A snapshot of Amcom services: •

Data Networks

•

Unified Communications

•

Cloud

•

Data Centres

•

IT and Managed Services.

Visit amcom.com.au or phone 1800 428 428 to find out more.

One provider for your IT & Communications.

Easy.

It’s how business communication should be. Made simple by our teams of local experts, tailored IT&C solutions and over a decade of experience connecting large businesses and government across Australia.

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Secure yet flexible communications Icom Australia was established in 1982 to supply quality radio communication equipment and service to both Australia and the South Pacific region.

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. All Icom radios are recognised worldwide for their unparalleled quality and classleading innovations.

E

arly in 2014, Icom released a unique, innovative and versatile IP two-way radio communications system. The IP100H radio (pictured) is designed to work through an existing wireless LAN and IP network, making installation and configuration a very simple low-cost process. The IP100H is the ideal radio communications system for those situations where traditional radio will not suit or is too costly to install. Ideal for local governments, Icom’s IP100H seamlessly provides licence-free, yet secure, communication. With an optional headset, users can talk and receive communication simultaneously, like a

phone call, making the IP100H a flexible and versatile system.

Some of the key features of the IP100H radio are that: •

it operates over existing wireless LAN IEE 802.11 a/b/g/n

•

it is licence-free (no ongoing fees)

•

it has full duplex communication with optional headset

•

it has a 20-hour battery life

•

it is compact and lightweight

•

it has an IPX7 waterproof handset

•

it has seamless roaming

•

it comes in 2.4 gigahertz and five gigahertz models

•

it has secure communications PSK/ WPA-PSK2

•

operator console software is available.

With the complete IP two-way radio communication system, featuring the IP controller and remote communicator, the IP100H allows for individual, group or area communication whereby staff can communicate seamlessly over an extended site, such as an office building.

If organisations deploy access points along the IP network, the IP two-way radio communication system will allow communications all the way from a basement to the top floor. When connected over the internet VPN, the IP two-way radio communication system can communicate between dispersed sites, such as offices in different cities.

The real power of the IP twoway radio communications system is maximised when users interface Icom’s VE-PG3 (radio over IP) gateway, which

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provides integration into many different technologies, such as traditional RF radio (analogue and digital), marine radios and mobile phone integration. With additional VPN routers, users can interface a link to provide wide area coverage anywhere in the world.

With the advanced innovative technology of Icom’s IP two-way radio communication system, this is the perfect choice for local governments wanting to offer their staff a secure, yet flexible, communication solution.

For more information, visit www.icom.net.au or email sales@icom.net.au.

FULL DUPLEX COMMUNICATION OVER WIRELESS LAN AND IP NETWORKS

IP 100H The IP Advanced Radio System is easy to set up and use, requiring no license fee or call charges.

To find out more about Icomâ&#x20AC;&#x2122;s IP networking products email sales@icom.net.au WWW.ICOM.NET.AU

ICOM5002

Icom Australia has released a revolutionary new IP Advanced Radio System that works over both wireless LAN and IP networks.

LIGHTING

Life cycle assessment – exterior lighting considerations

In this article, Ian Johnson from EcoSmart Electricians investigates the life cycle assessment for exterior lighting applications, and quality considerations for a successful installation.

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LIGHTING

W

hile the economic costs of operating light-emitting diodes (LEDs) for exterior lighting are obvious, it is only one aspect of project planning. While day-to-day operational energy efficiency is an important aspect, vision of the total project requires analysis.

3. Global warming potential (GWP) Calculated in carbon dioxide equivalents (CO2-e) assessed over a 100-year period.

The environmental impact over a 20-year life of an installation and beyond, the materials consumed and recycled, along with the quality of base infrastructure and installation techniques, are critical to cost mitigation.

Life cycle assessment In Australia, capital expenditure tends to rule project decisionmaking criteria. Entire 20-year operational expenditure is generally relegated to being ‘someone else’s responsibility’, and does not feature in critical decision-making processes.

European infrastructure development projects take a far wider view of the entire environmental impact as detailed in BS EN 15804 – the Standard for Embodied Carbon and life cycle assessments; and ISO14025 – Environmental Product Declarations.

4. Acidification potential (AP) The transformation of air pollutants into acids.

Project life cycle assessment takes into consideration: •

project stage

•

construction stage

•

operation

•

end-of-life stage

•

benefits and loads beyond the product system boundary.

Life cycle assessment – impact When assessing the overall life cycle impact, consideration must be given to a number of environmental factors:

1. Abiotic depletion potential (ADP)

5. Eutrophication potential (EP) The enrichment of nutrients in a certain place – either terrestrial or aquatic – due to air population, water and fertilisation.

Covers all raw materials from non-living resources that are non-renewable.

2. Primary energy consumption The quantity of energy directly withdrawn from the hydrosphere, atmosphere or geosphere: a. non-renewable primary energy consumption – such as natural gas, crude oil, coal and uranium b. renewable primary energy consumption – such as hydro, wind, solar and biomass.

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6. Photochemical ozone creation potential (POCP) Referred to in ethylene equivalents. (Human toxins and vegetation damage.)

7. Ozone depletion potential (ODP) Warming of the earth’s surface and exposure to ultraviolet (UV) radiation.

The application of lighting equipment outdoors requires specific attention to the selection and specification of materials, assembly processes, and components, plus careful attention to installation techniques to ensure the integrity of ingress protection ratings materials used, and the processes associated with machining, assembly, powder coating, packaging, transport (from gate to site), installation, replacement parts, operation (energy use), waste processing, disposal, and re-use recovery recycling.

Installation and product considerations In most cases, a product is only as good as the process adopted in the installation phase of a project. Longevity and reliability in an exterior application is dependent on attention to detail.

The application of lighting equipment outdoors requires specific attention to the selection and specification of materials, assembly processes, and components, plus careful attention to installation techniques to ensure the integrity of ingress protection ratings.

Assessment

Exterior lighting products

The assessment of the environmental impacts is an involved and complex process. To make a complete life cycle assessment for a particular project, the calculation requires specific luminaire data as an input.

The majority of exterior lighting products are manufactured from die-cast aluminium; and to ensure the longevity of the product, a specific grade of aluminium substrate is required for the casting. Marine-grade aluminium exhibits high corrosionresistance qualities; the alloy is refined from recycled aluminium.

Only five per cent of the original energy needed to process bauxite into aluminium is required for recycling – in other words, 95 per cent of the original energy is recycled. This has led to the understanding of aluminium as an ‘energy storer’. (As an alloy, aluminium can be recycled many times with minimal degradation for very small environmental impact.)

To complete this second stage, an environmental product declaration (EPD) is required. An EPD is a summarised and standardised statement defining the characteristics of the individual product and its environmental cost. It is necessary to select and specify products from manufacturers with verified EPDs. A product EPD makes assessment of the primary energy consumed in the production process of the product, raw

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Critical considerations for die-cast aluminium lighting product In the manufacture of high-quality exterior lighting products, careful consideration must be given to the grade of aluminium substrate, the conversion coating process of the raw material, the powder-coating process, fixing hardware used, and assembly and quality process controls.

Marine-grade aluminium substrate is commonly known as LM6 or AlSi12. If untreated or uncoated, marine alloy will oxidise but not corrode. It has a very low copper content (less than 0.1 per cent). When used for high-pressure die-casting, a high silicone content is required to allow flow through the mould. Due to the high silicone content, a product cannot be simply powder-coated. To ensure powder coat adhesion to the substrate, the alloy must first be passivated and chromatecoated. This electrochemical reaction creates a chromium ‘film’ that forms an impervious barrier to the flow of electrons from cathodic to anodic sites. The conversion coating process is the most critical element of the corrosion protection of a product.

The selection of the type of powder coat for outdoor applications is important. Ensure that the specification details exterior-grade polyester powder coat. The new generation of polyester powder coat is a flexible coating that allows for expansion and contraction of materials without cracking, and that is UV-resistant and non-chalking.

The new generation of polyester powder coat is a flexible coating that allows for expansion and contraction of materials without cracking, and that is UV-resistant and nonchalking For standard-grade exterior applications, chromate conversion coating plus polyester exterior-grade powder coat is necessary. For extreme-grade exterior applications, such as coastal environments exposed to salt and sea spray, additional

To reduce friction, graphite grease can be used, but it is messy and attracts debris. Highspecification products use fasteners with a polymer (teflon) coating durability is required. Immediately after conversion coating, an epoxy primer is required prior to the application of epoxy industrial-grade powder coat.

The selection and specification of fixing hardware is important.

Stainless steel fasteners drilled and tapped directly into aluminium substrate will corrode due to electrolytic processes.

Aluminium substrates must be fitted with a stainless steel helical insert.

When using stainless fasteners, a stainless screw into a stainless thread will not corrode, but will tend to bind. To reduce friction, graphite grease can be used, but it is messy and attracts debris. High-specification products use fasteners with a polymer (teflon) coating.

Process control When selecting and specifying exterior-grade lighting equipment, ensure that all materials and production steps are quality assured under ISO9001 procedures monitoring, including: purity of alloys, chemical concentration and temperatures in pre-treatment processes, quality-control checks on powder coat and finished parts, and 3000-hour durability and salt spray exposure tests.

Gasket system and 20-year IP integrity Consideration of the type and methodology of the gasket system is imperative to ensure the integrity of the IP rating over the life of the product. A closed-cell foam compression gasket may provide adequate ingress protection at time of manufacture and testing, but the essential question is: will this gasket provide the same performance characteristics at end of life? Typical compression gaskets maintain a memory of their ‘compressed’ state, losing effectiveness, and elasticity tends to diminish over time due to temperature fluctuations and UV radiation exposure.

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No tool access

A hollow-core gasket comprises a centrally located air chamber and a number of longitudinal parallel ridges running the length of the gasket Precision die-cast aluminium product provides accurate and rigid sub-frame structure of a luminaire. This is a critical aspect of gasket system performance. Advanced high-temperature silicone gasket design relies on this precision to integrate hollow-core and ridge-style gasket product.

A hollow-core gasket comprises a centrally located air chamber and a number of longitudinal parallel ridges running the length of the gasket. When compressed, the ridges ‘fan’ to make the effective seal between the lens frame and body, and the hollow core maintains even distribution of pressure. The extent of compression required for effective ingress protection by this method is minimal. As there is minimal compression and the hollow core does not maintain a memory of compression, the IP rating can be guaranteed from day one through to end of life.

It is an essential part of the maintenance procedure to ensure that access to consumable components is easily achieved. An effective no-tool entry/closure mechanism is necessary for the performance of any maintenance process

Typically, exterior lighting product is located in hard-to-access positions. It is an essential part of the maintenance procedure to ensure that access to consumable components is easily achieved. An effective no-tool entry/closure mechanism is necessary for the performance of any maintenance process.

In the case of some LED product designed for a maintenance-free life, having the product factory-sealed may be the best solution.

Typically, exterior product is supplied with an IPrated cable gland that is designed for circular cable.

Common practice for wiring infrastructure is oval TPS Product installation An exterior-grade product is only as good as the last person who has touched it. The cable terminations into an IP-rated luminaire are the weakest points, and it is imperative that specifically trained, qualified and experienced installers are engaged for exterior lighting installation projects.

Typically, exterior product is supplied with an IP-rated cable gland that is designed for circular cable. Common practice for wiring infrastructure is oval TPS. Silicone sealant IS NOT a suitable solution for maintaining an IP rating.

Better installation practice is to have the manufacturer pre-fit and factory-seal the luminaire, and supply the required length of cable to make a weatherproof external joint to the supply wiring.

Cable terminations external to the product can facilitate looping and through-wiring.

Inground and IP 66 sealed lights can siphon water between insulating sheaths of cable. Up to two atmospheres of pressure can be generated in a sealed luminaire chamber.

As a light heats and then cools, that cooling depressurisation

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To guarantee the integrity of an installation, ensure that a fully trained, experienced National Electrical and Communications Association (NECA) EcoSmart-certified installer is engaged on the project

can siphon moisture up the cable. Cable entries should be potted, and vapour barriers at cable joints should be provided.

To guarantee the integrity of an installation, ensure that a fully trained, experienced National Electrical and Communications Association (NECA) EcoSmart-certified installer is engaged on the project.

NECA provides training and certification for electricians nationally.

Don’t get an electrician – get a NECA EcoSmart Electrician!

The author wishes to recognise the contribution and research provided by PE International and WE-EF Lighting in the compilation of this article.

Reduce your overall ownership costs of your outdoor lighting Longevity and reliability of a product is dependent on attention to detail.

Conducting a Life Cycle Assessment (LCA) and choosing the right product for the environment can reduce your maintenance costs over the life of the asset.

A LCA will consider: • Product Stage (Grade of Aluminum, Coatings) • Construction Stage (Fixing Hardware) • Operation (Process and Quality Control) • End-of-life Stage • Benefits and loads beyond the product system boundary Contact EcoSmart Electricians and see how you can reduce your maintenance costs.

1300 300 031 www.ecosmartelectricians.com.au 327733A_Eco Smart | 2126.indd 1

18/12/14 10:26 AM

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Towards More Sustainable Street Lighting

By Graham Mawer (Next Energy), Bryan King (Strategic Lighting Partners)­­ and Godfrey Bridger (Strategic Lighting Partners)

Early in 2014, the Institute of Public Works Engineering Australasia (IPWEA) responded to the dramatic changes taking place in street lighting, and to the substantial opportunities and risks that these changes are bringing, by developing and publishing the Towards More Sustainable Street Lighting Practice Note.

The initiative was made possible by financial support from the Australian Centre of Excellence for Local Government (ACELG). This article provides a brief overview of the Practice Note.

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LIGHTING

A digital revolution in street lighting

LED surpasses legacy street lighting technologies

treet lighting is rapidly moving from the analogue to the digital age. A fundamental transformation is now underway, with the emergence of energy-efficient and cost-effective light emitting diode (LED) lighting, high-reliability electronic power supplies, and sophisticated control systems.

As outlined in the Practice Note, the best LED street lights currently available have surpassed the efficacy (amount of light generated per unit of input energy) of most legacy lighting technologies. As LED lighting continues to improve, it will likely surpass the efficacy of all existing families of lighting technology by significant margins.

S

These three major technology changes, all digital in nature, amount to a revolution in street lighting after a long period of relative stagnation.

LED lighting (also referred to as solid-state lighting â&#x20AC;&#x201C; SSL) will soon become the dominant technology for most street lighting categories. This transformation will provide a broad range of social, economic, environmental and governance benefits, thereby making street lighting more sustainable.

The key drivers behind the move to LED street lighting are both the potential to reduce energy consumption by 30 to 70 per cent or more (depending on what legacy lighting types are being replaced) and the prospect of dramatic reductions in maintenance costs (estimated at more than 50 per cent compared to the costs of maintaining traditional lighting).

Just as significant as the energy savings achieved by LEDs are the reliability gains. LED street lights, as demonstrated in installations around the world, have failure rates that are a fraction of those experienced with traditional lamps and luminaires. This reliability leads to substantial maintenance savings. Ausgrid, the first Australian utility to adopt LEDs for all classes of residential roads, has had LED pricing approved by the Australian Energy Regulator that demonstrates convincingly the lower overall costs of LEDs when both the energy and maintenance savings are taken into account.

The pace of change is an important issue for local councils to manage. Major global lighting suppliers now say that research on traditional lighting technologies has virtually ceased, and research and development investment has been wholly redirected towards LED lighting instead.

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New lighting research shows safety benefits of white light In parallel with these technical developments, new research is highlighting the benefits of high-quality street lighting for pedestrian and driver safety. This is enhancing the case for a wholesale change in street lighting.

High-quality white light appears to be a highly cost-effective crash countermeasure available to road authorities, with recent studies suggesting that the same driver reaction times can be achieved with LED lighting, using as little as one-quarter of the energy of that used by similar levels of high-pressure sodium lighting (the type of street lighting most commonly found on main roads currently).

Implications for Australia If widely deployed throughout Australia, energy-efficient street lights already adopted by Australian electricity distribution utilities (which own and manage most street lights in Australia, but charge the local councils for doing so) would reduce Australian street lighting energy consumption and consequent greenhouse gas emissions by at least 47 per cent. This represents savings of an estimated 670,000 megawatt hours per year, and 720,000 tonnes of carbon dioxide equivalent per year.

The long-term total costs of deploying and maintaining energy-efficient street lighting throughout Australia would be at least 21 per cent, or $87 million, lower than the current costs, which are in the order of $400 million per year.

Widespread deployment of LEDs is now becoming a realistic option

New technology offers tremendous opportunities and brings some new risks

The total cost of ownership of LED street lighting, particularly for residential streets, is now being recognised in markets worldwide as lower than for all other lighting types.

As with other lighting technologies, there are both good and bad LED lights. Careful selection and design is essential to achieving good energy efficiency, reliability and lighting outcomes. And, in some situations, older lighting types remain as efficient as – or even more efficient than – LEDs, although these cases are diminishing as LED performance continues to improve.

Two factors have propelled LED street lighting past a tipping point that has seen many large-scale deployments announced: capital costs have halved in the past four years to a point close to that of traditional lighting types; and LED luminaire efficacy has continued to improve by five to 15 per cent per year.

A key risk for councils is that, except for those in a handful of capital cities, most Australian councils have little in-house street lighting expertise and have historically been dependent upon

continued on page 294

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LIGHT POLES & COLUMNS AIRPORT LIGHTING CAMERA POLES STREET LIGHTING POLES FREEWAY LIGHTING POLES SPORTING OVALS LIGHTING LAWN BOWLS LIGHTING CAR PARK LIGHTING POLES CONSTRUCTION SITES SOLAR PANEL POLES TELECOMMUNICATION POLES BANNER POLES FLOOD LIGHTING MINING SITES RAILWAY STATIONS CAR PARK LIGHTING SHOPPING CENTRES

INFRASTRUCTURE PROJECTS M80 TULLA SYDNEY ALLIANCE PENINSULA LINK PROJECT M80 RING ROAD UPGRADE - LEIGHTON MELBOURNE TENNIS CENTRE SWAN HILL HARNESS RACING VICTORIA UNIVERSITY SUNSHINE ARARAT PRISON MELBOURNE OLYMPIC PARK SOUTH MORANG RAIL EXTENSION BRUNSWICK HEADS BYPASS BONVILLE UPGRADE MELBOURNE EASTLINK PROJECT GEELONG BYPASS SOUTHERN LINK HUME HIGHWAY – NORTHERN AND SOUTHERN ALLIANCE CONNECT INFRASTRUCTURE MONASH FREEWAY CITYLINK WESTGATE FREEWAY M1 UPGRADE BROOKER HIGHWAY TASMANIA

Coslee is a proudly Australian owned supplier of a wide range of poles used in floodlighting, major and minor street lighting, car parks, rail yards, docks, large storage areas, traffic signals.

Tram and light rail systems and electricity transmission networks.

Our extensive fabrication facilities also have the capability to manufacture heavier fabricated products such as road sign structures, steel moulds for concrete columns and overhead bridge gantry cranes.

Coslee has invested in the future of the industry by working with Monash University to maximise the road safety of frangible poles. The advanced level of testing and intensive research has helped to lead our industry towards safer, more reliable, better designed products.

Coslee is an approved pole supplier of VicRoads, RTA and power authority companies.

LIGHTING

continued from page 292

their electricity distribution utility, with limited direct input into decision-making. One of the main aims of the IPWEA Practice Note is to help councils and other stakeholders understand the opportunities and manage the risks.

Fundamental change is forcing a rethink of how best to manage street lighting Fundamental change in street lighting practice is shattering long-held tenets about lighting performance, lighting standards, lighting management, lighting types, lighting suppliers, the organisations that are best placed to manage lighting, how to finance lighting, and service expectations.

The suite of standards for street lighting application in Australia, AS/NZS 1158 series, is currently undergoing urgent reform to accommodate LED technology. The new luminaire Standard will be AS/NZS 60598.2.3, and this will be supplemented by a guidance document Technical Specification SA/SNZ1158.6.

The street lighting equipment supply market looks set to become much more diverse and globalised as new technologies are adopted. Australian electricity distribution utilities are facing unprecedented pressure from councils to change their approach to street lighting. Precedent from the United States, where street lighting is also dominated by utilities, suggests that the political, regulatory, legislative and council pressure for change will continue to build in Australia as councils and road authorities seek to widely deploy the new lighting technologies.

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The two basic options available to state governments are to either facilitate a transfer of the lighting assets to councils (as happened in New Zealand and parts of Canada), or to introduce a more robust regulatory framework to better align the interests of the utilities with councils and wider community needs. At present, most street lighting in Australia is not covered by any service level agreement or any binding regulation detailing service issues. The proposed privatisation of the New South Wales distribution utilities is likely to focus particular attention on these issues.

Conclusions The IPWEA Practice Note provides, as succinctly as possible, essential background information for councils on the dramatic transformation now occurring with street lighting. The Practice Note summarises the current position and available options, and recommends next steps to help council officers, other stakeholders and their organisations respond effectively to the transformation now underway.

A PDF copy of the new IPWEA Street Lighting Practice Note can be downloaded free of charge from www.info.ipwea.org/towards-more-sustainable-street-lighting.

Printed copies of the Practice Note can be purchased from IPWEA. In October 2014, 154 people attended a series of six workshops in capital cities around Australia conducted by the Practice Note authors for IPWEA.

LIGHTING

LIGHTING

Retrofitting HID lamps with long-lasting, energy efficiency induction lamps

W

hen it comes to a long-lasting, energy efficiency light source, LEDs are certainly to be crowned; however, just like the popular quote, ‘nothing is perfect’, LEDs cannot really fulfil the needs for retrofitting those old, quality light fittings for energy-saving purposes, such as wall lights and floodlights for government and public buildings.

Compared with LED options, Suland’s high-frequency, bulb-shaped induction lamps are competent in retrofitting and have the following advantages over LEDs: 1. Similar lamp size to the conventional HID lamps, thus can be fitted into most light fittings.

2. Similar shape to HID lamps, therefore no need to change the existing reflector, saving time and costs.

•

Average retrofitting time for each fitting was approximately 20 minutes.

3. Heat dissipation of lamps can be solved properly by using a small heat sink (typically using a two-millimetre thick aluminium plate for the size of approximately 18x13 centimetres for a 150watt induction lamp), or simply attach the induction lamp base to the fitting body for heat dissipation where possible.

Case study: Retrofitting Sylvania wall light fitting at Plumpton Marketplace, Plumpton NSW •

Used a 125-watt induction lamp to replace a 250-watt MV lamp.

•

Energy savings of more than 50 per cent achieved.

Retrofitting benefits:

Induction Lighting Specialists

Lamp range: 40W-200W

•

Long lifetime for over 60,000 hours

•

Saving energy for more than 40 per cent compared with HID lamps

•

Low maintenance

•

Instant strike & hot restrike

•

Quiet operation

•

Low glare and no flickering

•

Five year full replacement warranty

Application: Products also available:

•

Floodlights and wall lights

•

Low bay and high bay lights

•

Community and garden lights

Products tested and certified by:

High bay Low bay Floodlight

For more product details, please refer to our website: www.sulandlighting.com.au

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LIGHTING

Lighting the way forward

L

ED Roadway Lighting Ltd. (LRL) is a Canadian-headquartered manufacturer of LED-based roadway lighting and control systems. LRL’s customers include local authorities, utilities and commercial– industrial users on five continents, and its industry-leading luminaires have been designed for reliability, energy efficiency and performance.

LRL entered the Australian market in 2010 and currently has more than 30 installations in six states and two territories. With a local sales presence, and extensive manufacturing and technical support, clients are assured of reliable service, both before and after the sale.

With installations in more than 40 countries, LRL’s technology has been proven in a variety of climates and conditions. LRL’s design includes attention to component-level detail, with a particular focus on power supply design. LRL power suppliers are designed and manufactured by LRL, and backed by the company’s Original Equipment Manufacturer (OEM) warranty.

In 2014, LRL launched the NXT-M – the latest luminaire in the awardwinning NXT series. NXT-M is designed for larger roadways and is available with 48, 60, or 72 LEDs. The product was designed using the same modular

approach as the NXT-S, including fieldreplaceable LED light engines and power supplies. NXT-M was recognised in the 2014 Illuminating Engineering Society (IES) Progress Report, adding to the industry recognition that the NXT series has received (the NXT-S was previously named in the IES Progress Report and was also awarded Best in Class – Local Residential Roadway in the Next Generation LuminairesTM Design Competition).

NXT benefits include its: •

future-proof design, which allows for upgrades as technology evolves (for example, improved LED efficiency)

•

tool-less, field-replaceable LED light engine, which allows for the upgrading of LEDs and fieldswapping of optics

•

tool-less, field-replaceable surge module

•

tool-less, field-replaceable driver

•

smart street lighting for smart cities: available with Smart Grid capabilities with leading industry partners

•

optional built-in sensor, which allows LED depreciation to be measured and reported over the service life of the luminaire (requires Lumen IQ monitoring/control system).

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LRL’s luminaires are also ideal for grid-tied or grid-independent solar installations, and the company has completed such installations in Canada, Jamaica and Australia.

Please contact local representative Pecan Lighting (www.pecanlighting.com.au), or LRL (www.ledroadwaylighting.com), to learn more about how LRL’s innovative solutions can provide energy savings, reduce maintenance costs and help meet your sustainability goals.

About Pecan Lighting Pecan Lighting is a leading Australian supplier of LED-based street and area lighting fixtures and control systems.

Pecan Lighting is located in South Australia, with design and manufacturing facilities in Adelaide. Pecan Lighting offers the complete range from LED Roadway Lighting Ltd.

For more information, contact Pecan at info@pecanlighting.com.au.

DESIGNED WITH THE FUTURE IN MIND

“A unique and significant advancement to the art and science of lighting” IES PROGRESS REPORT

NXT-S “BEST-IN-CLASS” LOCAL RESIDENTIAL ROADWAY LIGHTING

NXT-S LUMINAIRE

NXT-M LUMINAIRE

NXT-M is the newest addition to our award winning NXT Series LED luminaires. Ideal for larger roadways, this medium sized luminaire is available in 48, 60, & 72 LED configurations with a variety of distribution patterns to suit your specific application. NXT-M’s future-proofed design features tool-less, field-replaceable light engines, power supply and surge protection module. Contact Pecan Lighting to learn more about the many benefits of NXT Series luminaires.

TM

13 Acorn Road, Dry Creek, South Australia T: (08) 8349 8917 E: info@pecanlighting.com.au www.pecanlighting.com.au

www.ledroadwaylighting.com

LIGHTING

Lighting up the Mildura region The Lighting the Regions streetlight changeover project commenced on 12 February 2015 in the Mildura region, with Red Cliffs being the first town to receive the better, brighter and more energyefficient streetlights.

S

ixteen local governments across north, west and central Victoria have formed the Lighting the Regions project partnership to implement what will be one of the largest streetlighting partnerships in Australia. The project will replace up to 23,000 streetlights from the old mercury vapour style streetlighting to more energy-efficient light emitting diodes (LEDs). It will also reduce energy consumption, saving up to 180,000 tonnes of greenhouse gases, and provide regional communities with savings of more than $57 million over 20 years in energy costs.

The Mildura Rural City Council region will have up to 4221 lights changed, following the successful changeover of lights in the Hepburn Shire, Swan Hill Rural City Council, Ararat, Hindmarsh and Loddon Shire regions.

Mildura Rural City Council Mayor Glenn Milne says that Council is very excited to see the project getting underway in the area.

‘This really is a win-win for our community, for Council and for the environment. Better streetlighting means less energy to operate the lights, resulting in cost savings for Council.’

He hopes the project will encourage other organisations and even local residents to make energy-efficient lighting changes at home and in the workplace.

Powercor is the Distribution Network Service Provider for the Lighting the Regions project, and maintains and operates the streetlighting infrastructure on behalf of the local government partners. As part of the project roll-out, Powercor installers will update the older-style mercury vapour lights to the more efficient LEDs. The changeover in the Mildura region is the largest geographic area of the project, and is scheduled to be completed by mid-April.

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This collaborative project will yield significant economic and environmental project benefits for the 16 local government councils involved in the project, and will pull together the expertise, resourcing and financial resources required to take energy efficiency action together with their communities.

This $11.6-million project, which covers nearly half of regional Victoria, includes $5 million of funding from the Australian Government, and will run until June 2016. Council joined with the Wimmera Mallee Sustainability Alliance and Central Victorian Greenhouse Alliance, who wrote the successful bid for this world’s biggest streetlighting changeover project.

The local government partners in the project are: Horsham, Bendigo, Central Goldfields, Hepburn, Pyrenees, Loddon, Gannawarra, Mount Alexander, Buloke, Ararat, Northern Grampians, Hindmarsh, Yarriambiack, Swan Hill, West Wimmera and Mildura.

More information about the Lighting the Regions Project is available from lightingtheregions.com.au.

LIGHTING

LIGHTING

ower & Water_S3-638HN-Onedex Power & Water 24/06/2014 11:10 Page 1

Company Onedex Power and Water lighting product every ATE The right S3-638HN FAO Kelvin VERNMENT <kelvin@onedex.com.au> time A4-638HN ARBOOK (artwork in-house) you need to do is either call or he team at Onedex and 14/15 SalesPower Contact: DrewAllKosie Area of Operation: NATIONAL

T

Water has been working in the LED lighting field since the inception of this clever technology. They have suppliers from China, Taiwan and Europe, depending on the product and the application.

Again, the ‘fit for purpose’ comment comes to mind.

Is it the right product for the application? Yes it is, every time, with Onedex Power and Water.

Onedex has access to a range of products including LED indoor lights, LED floodlights, LED streetlights and LED solar lights for flood lighting and street lighting, as well as solar power systems for any application.

email Onedex Power and Water and let them know what you are looking to achieve from your product, and they can give you the best option for each application.

Cost is always a concern, but because Onedex Power and Water is an importer wholesaler of their range of products, you can be sure that you are buying at the right price every time, with unequalled backup service for your product.

With a list of clients including Western Australia Main Roads Department, BHP, Rio Tinto, many of the local shire councils and other mining companies, you can be sure that the product is right every time.

Give them a call for your next project.

Solar and LED Lighting / Safety Products SOLAR LIGHTING

WATER

LED SAFE

We don't just sell lights, we provide solutions.You let us know the outcome you would like to achieve and we will provide a lighting solution using LED technology that will achieve if not greatly exceed your expectations. We will save you 60% plus on your lighting energy bill and in the most part eliminate high maintenance costs of replacement of failed lamps.

Onedex Power and Water is a company with extensive GROUP experience in water tank, water treatment and contaminated site remediation projects. We provide design, manufacture and installation of water tank systems, water treatment systems and offer joint venture manufacturing opportunities to the Australia-Asia region and other world markets.

When you break down or have hazards that need to be seen, you can count on your new LED triangles and other LED safety Products.

To many times we hear about serious incidents or near misses when people are moving around a broken down vehicle or changing a tyre, or open excavations etc it is imperative that they are clearly visible to other motorists and workers in the area.

SOLAR & WIND POWER - LED LIGHTING | WATER TANKS AND TREATMENT SYSTEMS | LED SAFETY PRODUCTS

Onedex

Power and Water

Call ONEDEX today Ph: 08 9355 0507 Email: sales@onedex.com.au www.onedex.com.au

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LIGHTING

More energy efficiency regulation proposed for lighting products

By Bryan Douglas, CEO, Lighting Council Australia

Halogen lamps – are we about to see a ban on these products?

Australian and New Zealand regulators have released a discussion document (‘Product Profile’) on the future regulation of incandescent, halogen and compact fluorescent lamps.

The 68-page document contains a detailed analysis of these products in the Australian and New Zealand markets.

300 • THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 22

LIGHTING

I

ts release reaffirms the notion that governments view lighting products as low-hanging fruit when it comes to regulating the energy efficiency of electrical equipment.

The document contains options for future regulation of these products – including an effective ban on the ubiquitous halogen lamp, and banning the remaining incandescent lamps in the Australian marketplace.

Current regulations Virtually all Australians would be aware that the common pear-shaped incandescent lamp (technically known as the GLS lamp) has been banned from sale for a number of years.

Australia was the first developed country to implement the ban.

When announced, the initiative led to a large spike in the sale of compact fluorescent lamps (CFLs) as consumers in general embraced the measure as good for the environment.

What may not be so well known is that a range of other lighting products are also regulated for energy efficiency.

Australian Standard AS 4934.2:2011 specifies requirements for minimum energy performance standards (MEPS) and maximum wattage, and other requirements for incandescent and halogen lamps with a range of common shapes and caps, which operate

at extra-low voltage or at mains voltage. The Standard covers lamps supplied individually or as part of a luminaire. Excluded from the scope are coloured lamps, automotive lamps and special-purpose lamps (traffic signals, navigation lamps, oven lamps, infra-red lamps and ‘rough use’ lamps).

Minimum requirements also apply to CFLs. MEPS for CFLs came into effect in Australia in November 2009, along with the sales restriction on GLS lamps. The regulations apply to CFLs with integrated means for controlling starting and stable operation that are intended for domestic and similar general lighting purposes. The requirements apply to self-ballasted lamps of all voltages and wattages, irrespective of the type of lamp cap, supplied as individual lamps or as part of a luminaire.

Consumer preference for halogens over CFLs At the time that the Australian Government announced the phase-out of GLS lamps, it was thought that the measure would result in substantial energy savings. The government estimated that phasing out incandescent lamps in Australia would save four million tonnes of greenhouse gas emissions per year, or the equivalent of taking one million cars off the road.

THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 22 • 301

LIGHTING

Subsequent developments suggest that the anticipated energy saving from the phase-out was too optimistic. What regulators did not envisage was consumer preference for energy-hungry halogen lamps over CFLs. This is notwithstanding the spike in sales of CFLs when the phase-out was announced.

A telling passage in the Product Profile reads: ‘Despite CFLs (and LEDs) representing a superior economic choice, sales of halogen lamps have continued to be significant, and a new range of MV [mains voltage] omnidirectional halogen lamps has emerged as an alternative to CFLs as tungsten filament lamps were phased out. While somewhat more efficient than incandescent lamps, the ongoing use of halogen lamps is a lost opportunity with respect to savings that could otherwise be made with a full transition to CFL and LED lamps.’

Advent of LEDs The widespread adoption of light emitting diodes (LEDs) across most applications of lighting in recent times has provided regulators with another opportunity to regulate lighting products. LEDs are inherently more energy-efficient than GLS lamps (currently up to five times more so) and are on par in efficiency terms with fluorescent technology. The same grouping of regulators mentioned at the beginning of this article is expected to release an options paper covering LEDs in the first quarter of 2015.

Options for regulation ‘Product Profile – Incandescent, Halogen and Compact Fluorescent Lamps’ lists a range of options, including:

302 • THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 22

•

no action (business as usual)

•

increasing MEPS stringency

•

a complete transition to CFL/LED technology

•

endorsement labelling

•

influencing lighting design to reduce overall energy consumption

•

changing consumer behaviour through information campaigns

•

grants and subsidies to encourage energy efficiency.

At the time of preparing this article, regulators are in a consultation stage with stakeholders, and there is no indication of which direction new regulation will take; however, we can safely assume that ‘no action’ is not an option. Considerable resources have already gone into producing the Product Profile, and, as indicated earlier, governments continue to look for greater energy efficiency dividends from lighting.

What is more likely are new regulations to increase the stringency of minimum energy performance standards. The Product Profile devotes considerable space to options for this measure.

Lighting Council Australia is consulting closely with its lamp supplier members in responding to the Product Profile. Our intention (and this is also the stated intention of the regulators) is to only support the phasing-out of a lamp technology when viable alternatives are available. Careful consideration is required in the context of the increasing availability, quality and affordability of LEDs.

meets

durability precision ExtErior SpEcification GradE LuminairES

Advanced Lighting Technologies Australia Inc 110 Lewis Road, Wantirna South, VIC 3152 Telephone: +61 03 9800 5600 www.adlt.com.au

REGIONAL AIRPORTS

Planning around airports – Safeguarding for the future

By Caroline Wilkie, Chief Executive Officer, Australian Airports Association

An ongoing focus area for the Australian Airports Association (AAA) is ensuring that appropriate planning frameworks are in place across Australia that recognise the important role that airports play in supporting their local communities. It is vital that all levels of government understand the importance of protecting airports from being adversely impacted by poor land use planning and development. In recognition of this issue, late last year at the AAA National Conference on the Gold Coast, the AAA released its latest Airport Practice Note, titled ‘Planning around airports – Safeguarding for the future’.

304 • THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 22

REGIONAL AIRPORTS

A

irports are complex facilities, and experience has shown that the town planning issues associated with protecting their ongoing operation are often not well understood by planning practitioners. The purpose of this recently released Airport Practice Note is to raise awareness of airport safeguarding issues within the planning profession, and to assist town planners, planning authorities and local government in understanding airports, and how to safeguard their ongoing operation.

The National Airports Safeguarding Framework (NASF) aims to address the lack of a uniform statutory regime for airport safeguarding in Australia. NASF was developed by the National Airports Safeguarding Advisory Group (NASAG), which comprises Commonwealth, state and territory government planning and transport officials; the Australian Government Department of Defence; the Civil Aviation Safety Authority (CASA); Airservices Australia; and the Australian Local Government Association (ALGA).

Airport safeguarding also aims to ensure that communities surrounding airports are made aware of the potential impacts of aircraft operations (particularly aircraft noise), and that these considerations then influence good planning decisions to minimise effects on the community and the airport itself.

Commonwealth, state and territory ministers agreed to the NASF at the Standing Council on Transport and Infrastructure (SCOTI) meeting on 18 May 2012. The agreement represents a collective commitment from governments to ensure that an appropriate balance is maintained between the social, economic and environmental needs of the community, and the effective use of airport sites. NASF has raised the airport safeguarding bar in Australia, but unfortunately, in some cases state, territory and local government planning systems are lagging behind the guidelines.

Aviation is a growth industry, and Australiaâ&#x20AC;&#x2122;s network of airports, across major urban centres and regional areas, forms an integral part of the national economic infrastructure and is critical to connecting communities and enhancing broader economic performance. Airports need to be properly protected over the long term to realise these benefits, and to ensure safe and efficient operation.

Poor land use planning around airports can lead to a range of issues and problems, including aircraft safety hazards, operational restrictions, protracted litigation, amenity impacts for nearby residents, and airport closures, in extreme cases.

Airport safeguarding aims to prevent or mitigate these issues for the benefit of the whole community. One of the primary objectives of airport safeguarding is ensuring that the aviation services, particularly to regional communities, are not unnecessarily hindered by developments or structures that interfere with the safe operation of airspace. Mitigating these issues ensures that vital aviation services are not disrupted, and that the local community can continue to remain connected to the rest of Australia.

There are seven guiding principles that underpin the NASF. These principles focus on safety, efficiency, operational integrity, shared responsibility, government alignment, balance in priorities, airspace protection, aircraft noise, collaboration and information sharing. The NASF also provides a series of guidelines that provide comprehensive information and recommendations relating to airport safeguarding matters.

The AAA is committed to promoting the adoption of the NASF Guidelines by all jurisdictions and, as a next step, the AAA will be endeavouring to produce a series of jurisdiction-specific Airport Practice Notes that focus on state-/territory-based planning legislation, policy, processes and practices relevant to airport safeguarding in each jurisdiction.

While the development of the NASF Guidelines has been a significant step forward, there is no single planning measure that will address all of the key airport safeguarding issues and requirements. A comprehensive suite of measures is likely to THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 22 â&#x20AC;˘ 305

REGIONAL AIRPORTS

be required in order to properly and fully protect airports and support their ongoing operation and development.

Without such protection, the safety of aircraft using our airports will be placed at risk, surrounding communities may be adversely affected, and the contributions that airports make to our economic and social wellbeing will be compromised.

The AAA also believes that the recent review of AS2021 (Acoustics – Aircraft noise intrusion – Building siting and construction) has been a lost opportunity to address some fundamental issues with the application of the standard in relation to the Australian Noise Exposure Forecast (ANEF) and its relationship to NASF. In its current state, the standard does not accurately reflect the impact of noise upon the communities surrounding airports and, when used in isolation, it is an inadequate way of representing noise impacts on the

306 • THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 22

general community. The AAA will be seeking involvement in the development of a supplementary document to the standard, and is hopeful that this process will go some way towards addressing some of the issues not dealt with through the review of AS2021.

The AAA has also recently provided copies of the ‘Planning around airports – Safeguarding for the future’ Airport Practice Note to both state and local governments, as well as industry stakeholders, as part of an ongoing engagement strategy in 2015. The AAA is committed to ensuring that the importance of airport safeguarding is well understood by all stakeholders, and that appropriate planning frameworks are in place across all jurisdictions. By improving the approach to airport safeguarding, we are able to help protect the future of Australia’s airports, and ensure that they are able to continue supporting and servicing their local communities.

REGIONAL AIRPORTS

REGIONAL AIRPORTS

Check in to the future

H

ow many aircraft can your airport handle today? Can this number be increased without adverse effects on the airport’s safety level? Ask Safegate Group and the answer will be yes.

The company was founded in 1973 and has its headquarters in Malmö, Sweden. Safegate Group has more than 70 partners around the globe in order to be close to its customers. Early members of Safegate Group include Thorn AFL and Idman, who both have over 40 years of experience in airfield lighting solutions for airports and heliports. Avibit, a leading provider of next-generation software applications and integration of efficient Air Traffic Control systems, has been a Safegate Group member since 2010. The latest member is Liberty Airport Systems Inc., a North American leader in integrated airfield lighting power and control solutions.

Safegate Group knows that an integrated airport is an intelligent airport. We offer a complete range of solutions for increased safety, efficiency and environmental benefits to airports worldwide. With Safegate Group, you can check your airport into the future – today!

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EDUCATION + TRAINING

Mentoring These days, its not enough to just hire a competent staffer. It’s also really important to nurture staff, and ensure that they develop the necessary skills and attributes for their role in local government.

One of the best ways to ensure that lessexperienced staff members are living up to their potential is to mentor them.

I

f you’re an experienced local government manager, you have boundless amounts of knowledge to pass on to new hires. But what a lot of managers don’t realise is that, through reflecting on your own skills and determining the most important aspects of the job to pass on, you are also analysing your own performance and learning more about your contribution to the ongoing success of your council.

On top of that, mentoring helps you to refresh your knowledge of policies, functions and culture within your local government, effectively solidifying and augmenting your expertise.

In order to be an effective mentor, you should keep these few things in mind: 1. Mentoring is about building a relationship. You need to firstly ensure that you’re ready for a new relationship that might be demanding at times. Then you need to get to know your mentee, and understand the ways in which you can most effectively communicate with and teach them.

2. It’s important that while developing your own relationship with your mentee, you encourage them to connect with others, as well. Introduce them to others, and help them to seek new opportunities and develop their network.

308 • THE AUSTRALIAN LOCAL GOVERNMENT YEARBOOK EDITION 22

3. Keep an eye on what’s happening around your mentee – make sure that they’re not being taken advantage of by other staffers, and that they’re always working on assignments that will assist them in their development.

4. Impart as much knowledge as you can. This will ensure that you’re building an employee with a full complement of skills, who will be of great value to the council. Share your experiences and recommend tasks that will help them achieve goals.

5. Through teaching and sharing experiences, you may find that you’re also guiding your mentee through less straightforward learning processes, such as conflict, problems and behaviour. This is just as important as theoretical knowledge.

6. Remember that your mentee is likely to mimic some of your approaches, so ensure that you’re always setting a good example – communicate well, maintain ethical standards, follow procedures properly, and ensure that your work style is one worth emulating.

If you keep these things in mind while building a mentoring relationship, your chances of success are good. Remember that the mentee also needs to be as committed to the process as you are, so if you feel as though they’re not approaching the situation as seriously as they should, look at how you can make your mentee realise that they’re as important in the relationship as you are. A mentoring relationship is one of teamwork and openness, so as much as you’re required to impart information, the mentee also needs to give feedback and talk about how they believe the mentorship is working.

Mentoring can be valuable to both the mentee and the mentor, and certainly for the organisation as a whole. Over and above everything else, make sure you enjoy it.

EDUCATION + TRAINING

EDUCATION + TRAINING

Meeting the infrastructure challenge – asset management plus road engineering and construction

G

rowing importance is being placed on the lifecycle costs associated with the operation, maintenance and renewal of physical assets.

This has created the need for skills in the management of infrastructure such as roads, water supply, drainage and sewerage.

Legislation requiring local authorities to create and implement asset management plans for the physical infrastructure under their control has also added to the demand for specialists with asset management qualifications.

Recognising this need, the Institute of Public Works Engineering Australia (IPWEA) and the Centre for Pavement Engineering Education (CPEE) jointly developed a program for engineering and science graduates employed in local government and public works authorities in the emerging discipline of Infrastructure Asset Management.

The CPEE/University of Tasmania asset management program, together with courses on road and pavement engineering, provides local government

employees with access to a range of work-relevant postgraduate awards.

The minimum entry requirement is a Bachelor of Engineering Technology or equivalent three-year engineering qualification from a recognised university.

To receive more information, email CPEE info@pavementeducation.edu.au

Education Enhancement Opportunities Infrastructure Asset Management

Bachelor of Engineering Technology – Professional Honours in Infrastructure Asset Management This course provides today’s Infrastructure Asset Management Specialist with the opportunity to expand their skills and knowledge and to gain recognition with a University postgraduate award, Professional Honours or Graduate Certificate.

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

Jointly developed by the Institute of Public Works Engineering Australia (IPWEA) and CPEE with the University of Tasmania this program meets the need for enhanced technical skills in the field of public works Infrastructure Asset Management.

Contact us: (03) 9890 5155 or info@pavementeducation.edu.au Or visit: www.pavementeducation.edu.au

Infrastructure Asset Management

Also available

Road Engineering & Construction

postgraduate Bachelor of Engineering Technology (Professional Honours in Road Engineering & Construction)

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INFRASTRUCTURE + ENGINEERING

Perfecting progress – at a glance

F

ounded in Switzerland in 1912, Holcim is a leading global construction materials company with 80,000 people in 70 countries, and annual sales in excess of US$20 billion.

Holcim’s values are strength, performance and passion with a strong focus on sustainability.

In Australia, Holcim has been serving the construction industry for more than the past 100 years through the wellknown brands Readymix, Humes and Cement Australia. The company employs approximately 3000 people across more than 300 sites, with its head office based in Chatswood, Sydney.

Mission Holcim aims to be the most respected and successfully operated company in its industry, creating value for all of its stakeholders. Its vision is to perfect progress while providing the foundations for society’s future.

Committed to sustainable development Holcim is committed to sustainable development and actively works to improve its performance in this area. The Holcim Foundation for Sustainable Construction was created in 2003 to raise awareness of the important role that architecture, engineering, urban planning and construction have in achieving a more sustainable future – and to globally encourage critical interdisciplinary and long-range perspectives.

Social responsibility is the cornerstone of Holcim’s commitment to sustainable development. Holcim strives to assist in improving the quality of life for its people, their families and the communities in which Holcim operates.

The company is committed to building and maintaining relationships with local communities based on mutual respect, trust and transparency.

In Australia, Holcim works with local stakeholders to assess the needs of the communities where they operate, and build plans to support and improve the community across the company’s focus areas of education, community development and infrastructure building.

Nationally, Holcim partners with the Beacon Foundation and BirdLife Australia.

Holcim is also an active member of the Infrastructure Sustainability Council of Australia (ISCA).

Products and services Holcim operates right across the Australian continent, supplying construction materials from a network of more than 150 concrete plants, 60 quarries, 14 Humes precast manufacturing plants, and mobile and on-site contracting facilities.

Premixed concrete, formed from a mixture of cement, aggregates, additives and water, is delivered in specially designed transit mixers. Holcim offers an extensive array of premix products that are designed to achieve specific properties based on their application, transport and construction requirements.

The quarry products available from Holcim’s operations throughout Australia include rail ballast, aggregates,

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gravels, road pavement materials, and manufactured and natural sands – all products essential to building and maintaining our modern communities.

Holcim’s Humes business is Australia’s longest serving precast concrete manufacturer and specialises in providing engineered precast and pre-stressed concrete solutions to the civil construction industry from 14 manufacturing plants throughout Australia.

Mobile concrete batching and onsite operations service major projects and remote rural communities. Holcim provides an extensive range of technical and testing services backed by laboratory facilities in all major locations. Holcim’s contracting operations include mobile crushing, screening and quarrying equipment – giving them the ability to go anywhere.

Further information For concrete supply, phone: 13 11 88 For quarry products, phone: 1300 555 277 For concrete pipes and engineered concrete solutions, phone: 1300 361 601 For more information, visit www.holcim.com.au.

Building with strength, performance and passion.

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INFRASTRUCTURE + ENGINEERING

Collecting data on local government infrastructure Each year, the Australian Local Government Association (ALGA) publishes the State of the Local Roads Asset report, which is prepared by asset management mentoring and consulting organisation Jeff Roorda and Associates (JRA).

The report looks at data provided by local governments across Australia, assesses the current position of councils with regard to long-term asset management and financial planning, assesses the road network, and makes recommendations for sound asset management. The 2014 report looked at the importance of whole-of-government funding for such assets – particularly road infrastructure.

F

indings from 2014 also showed that, of the road assets surveyed that are under management of local government (sealed roads, unsealed roads, concrete bridges and timber bridges), $11.7 billion worth of local roads infrastructure classes are in a poor to very poor condition.

The report recommends a whole-of-government approach to infrastructure management, a whole-of-government infrastructure action plan that enables a coordinated approach to addressing the renewal gap, and consistent reporting. The fourth recommendation from the report is as follows:

According to ALGA, ‘The 2015 National State of the Assets Community Infrastructure Report will aim to show current service levels, and what proportion of community infrastructure needs additional investment to be in a state of good repair.’

Along with JRA, ALGA has commissioned the Australian Centre of Excellence for Local Government (ACELG), the Institute of Public Works Engineering Australasia (IPWEA) and local government consulting support firm JAC Comrie to undertake the work.

ALGA encourages all councils to take part in this project.

JRA has established a community infrastructure report data collection portal called JRA Datashare that will enable councils to participate in the report. According to JRA, ‘The website assists asset managers to improve their evidence base to support wise trade-off decisions on investment of community wealth’.

The Datashare system is free to use for participating councils, and gives asset managers the ability to compare and share data on local government assets, such as useful lives, depreciation rates, expenditure, unit costs and sustainability ratios.

N at ioN a l

State of the Assets A report prepA red by Jeff roordA A nd Associ Ates for the Austr A li A n locA l Gov ernment Associ Ation November 2014

local roads infrastructure report 2014 Sealed and Unsealed Roads, Concrete and Timber Bridges

‘To build on the successful work already done for reporting on the State of the Assets for Local Roads Infrastructure, future reporting should focus on all key infrastructure groups, such as buildings, parks, [and] stormwater, water and wastewater assets.’

As a result of this, the aim for 2015 is to expand the report to include other significant classes of assets for which councils are typically responsible, such as those mentioned above, as well as airports and aerodromes.

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AustrAliAN locAl GoverNmeNt AssociAtioN

2014

Wireless infrastructure is essential.

To their social life—and your peace of mind.

While they text, chat, and live their lives the only way they’ve ever known, you can rest a little easier. As the nation’s largest independent provider of wireless infrastructure, we enable the technology that connects them to friends and lets you know where they are every moment of the day.

The Foundation for a Wireless World.

CrownCastle.com.au

©2014 Crown Castle

EVENTS

Local government events New South Wales 24–25 March 10th Australian Road Engineering and Maintenance Conference 2015 This long-running annual conference attracts more than 200 participants each year from across Australia and New Zealand, catering to state and local government road engineers, councillors, managers, consultants, contractors and suppliers. The conference deals with important new developments that will affect not just roads, but also freeways, streets, rural roads, transport hubs, car parks, hardstands, mines, airfields, bicycle paths and footpaths.

Other elements that are covered over the two days include pavements, road safety, drainage, culverts, signage, lighting, utilities, services and more. This conference prides itself on practical presentations, workshops, and a comprehensive Road and Pavements Expo.

13–15 May Government Communications Australia Conference Dealing with corporate communications in the government sector, this conference is aimed at anyone whose role involves communication, including personnel from public relations, communications and media, community engagement, tourism and events management, as well as directors, general managers and chief executive officers.

Covering a number of topical issues in communications, and pitched at a range of career levels, the conference comprises a mix of speakers and open forums, encouraging the sharing of ideas between different types of communications practitioners.

20–21 May CIVENEX 2015 As CIVENEX gears up for its 60th anniversary, organisers of the state’s premier infrastructure expo have announced a range of new initiatives to ensure its reputation as the industry’s ‘must-attend’ event. Showcasing innovative solutions for public works, local government and corporate clients, this year’s event focuses on profitability with the theme ‘Learn to Earn’.

With extended hours and family-friendly activities planned (including a live performance by an Australian music icon), there will be even greater flexibility to make the most of the two-day event. There will also be live demonstrations where visitors are able to see and touch equipment, and learn about the newest products and solutions.

3–9 August Local Government Week, New South Wales Local governments of New South Wales will hold a variety of special events over Local Government Week, inviting members of the public to find out about how they can benefit from the different services, programs and activities that councils facilitate. It’s a perfect opportunity to promote the importance of councils to the whole community – residents, ratepayers and businesses – and to showcase the breadth and diversity of the work that local governments do.

24–26 August LGNSW Water Management Conference Local Government NSW (LGNSW) is the peak industry association that represents the interests of all 152 general purpose councils in New South Wales, 12 special purpose councils, and the New South Wales Aboriginal Land Council.

The LGNSW Water Management Conference presents a broad spectrum of information from a local government perspective on a range of water management issues, including water supply and sewerage services. In 2015, the conference will be co-hosted by Wingecarribee Shire Council, and will focus on topics such as innovative practice, water catchment protection, and the challenges of water transfer schemes, as well as encompassing a review of institutional arrangements for local water utilities in regional New South Wales.

11–13 October Local Government NSW Annual Conference This is the annual policymaking event for the 152 councils of New South Wales and is the stand-out event of the year for local governments. Held in Sydney in 2015, the Local Government NSW Annual Conference will see local councillors from across the state come together to share ideas and debate the issues that shape the way that we are governed.

25 November Next Decade (Procurement Conference) Procurement Leaders is proud to launch a new groundbreaking global initiative aimed at positioning procurement as a crucial component driving organisational success and shareholder value. Next Decade is a series of global events for top procurement officers developing world-class strategies for business success.

Taking place in five cities across four continents, and held in Sydney on 25 November, the series will showcase leading-

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edge research, panel discussions, and analysis of trends and case studies, alongside a series of roundtables where executives will share experiences, insight and challenges on each of the five Next Decade themes: cost and cash optimisation; corporate social responsibility (CSR); innovation; risk and resilience; and value chain engineering.

For more information, visit: www.procurementleaders.com.

Australian Capital Territory 17–18 March Annual Digital Government Conference The second Annual Digital Government Conference will bring together IT executives, directors and managers from the three tiers of government and the wider public sector, as well as private companies whose work relates to the IT operating environment. Government IT professionals will gain insight into industry trends and current and emerging technologies through expert analysis and case studies presented by thought leaders from both inside and outside of government. The conference will look at the role of specific technologies and processes that can improve efficiency and service delivery, as well as delivering cost savings. Participants will also analyse and discuss some of the key challenges faced by the industry.

14–17 June Australian Local Government Association National General Assembly Held in the nation’s capital in 2015, the Australian Local Government Association National General Assembly brings together hundreds of councillors, delegates and other professionals from councils across Australia to discuss issues of national significance to local government.

The event provides an opportunity for local councils to develop and express a united voice on core issues that affect their communities, with access to influential decision-makers of the federal government, at both the political and departmental levels.

16 June National Awards for Local Government The National Awards for Local Government is an annual celebration of Australian local government achievements, recognising the important role of local governments in delivering quality, targeted services to Australians in both urban and regional communities. The awards give the Australian Government the chance to recognise and celebrate local government projects that are innovative, deliver better

outcomes for communities and have the potential to be applied in different contexts across the country.

Victoria 19 March Innovation in Community Development 2015 This event will have a strong focus on providing delegates with valuable knowledge on how to efficiently and effectively deliver excellent community development outcomes, and how best to meet the complex needs of diverse communities. Delegates from councils, government agencies and non-profit organisations will have the chance to observe case studies of leading practice, hear expert advice and engage in discussion on how to strengthen communities and achieve positive social change, while facing challenges such as limited budgets and constantly evolving social trends. This is a single-day event with two streams: the Innovation and Excellence in Community Development Conference, and the Innovation in Public Library Services Conference.

15–17 April Rural Summit Hosted this year by the Northern Grampians Shire Council, and held in Halls Gap, Rural Summit will gather together a varied program under the theme ‘Standing out from the flock: is difference the key to success in rural communities?’

The program will feature presentations that address local government and rural community issues, such as celebrating diversity, harnessing entrepreneurialism and innovation, and building momentum for a youth-led rural renaissance. Two key speakers for the 2015 program are Sir Bob Parker, the former Mayor of Christchurch City, New Zealand, and SBS’s Matthew Evans, Tasmanian gourmet farmer and local food advocate.

16–17 April The National Public Sector Managers and Leaders Conference 2015 This conference is a leading event for managers and leaders in the public sector, offering delegates from all states and territories (from local, state and federal agencies) a forum to discuss contemporary practice in the broad public sector realm. Senior leaders and leadership experts will present case studies and real-time strategies, allowing delegates to explore both personal and organisational leadership.

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29–30 April Social Media for the Public Sector Conference 2015 Now in its fourth year, the Social Media for the Public Sector Conference will include practical information and case studies that will help delegates from the three tiers of government and the wider public sector to implement better communication solutions through social media channels. Focusing on topics such as information and service delivery, community engagement and social media monitoring and analytics, the conference will offer practical tools for those in the public sector to help them develop social media strategies that can be integrated with existing communication and engagement channels. This year, the event will be held in conjunction with the Strategic Communications for the Public Sector Conference, allowing attendees to swap between sessions at both events and to tailor their conference experience to best suit their needs.

6–7 July 8th Making Cities Liveable Conference Hosted in Melbourne – voted the world’s most liveable city for the fourth year in a row – the Making Cities Liveable Conference will address the issues and challenges that are facing cities and future development, with a focus on healthy, sustainable, resilient cities, and aiming to continue improving quality of life in Australia’s capitals and major regional cities.

This event will provide a forum for discussion on topics such as increased population demands, affordable and adequate housing, transport and mobility, job disbursement, resource management, and public health and planning for an ageing population.

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8 July The Safe Cities Conference The Safe Cities Conference will be held at Pullman Melbourne on the Park. This one-day conference provides an opportunity for a diverse range of safety professionals to come together to discuss thought-provoking ideas and concepts to improve safety in our communities.

The conference will encourage leading practitioners to share their experiences and challenges when designing, planning and maintaining safe places to live, work, play, visit and study. The program will feature keynote and stream presentations on the topics of planning, awareness and prevention for safe cities and communities.

For more information, visit: safecities.net.au.

15–16 July Best Practice in Local Government Conference This conference is the country’s national event for issues of local government organisational development and performance improvement. In its eighth year, the Best Practice in Local Government Conference will give delegates the information that they need to improve their organisation’s culture and performance, and to drive continuous improvement. Expert advice and case studies will explore how best to achieve excellence in local governments in a time of significant change and new financial stresses.

22 October MAV Annual Conference and Dinner The Municipal Association of Victoria (MAV) is the peak representative body for local government in Victoria, and will host its annual conference and dinner in Melbourne, with an audience comprising councillors, mayors, chief executive officers and senior management. The conference will explore prominent issues and future challenges that local governments face, and provide information about emerging services and their capabilities to assist and improve councils.

Western Australia 24–25 March 6th Annual WA Major Projects Conference 2015 The 6th Annual WA Major Projects Conference – ‘Securing the State’s economic future’, continues to be Western Australia’s premier infrastructure event. In its sixth year running, this event will attract more than 350 delegates

EVENTS MANAGEMENT

EVENTS MANAGEMENT

Why should PRS be your security solution?

P

erth Racing Security (PRS) has been providing security services in Western Australia since 2005.

PRS assists by managing the safety, customer service and Liquor Control Act requirements of between 300 and 25,000 patrons per event.

We believe a proactive, preventative and safety-focused approach to our duties will ensure a greater patron experience, drive future attendance and increase our reputation.

We maintain regular communication with our clients and undertake to meet

with them regularly to ensure that we are continuing to meet their needs.

We aim to provide a full service to our clients, which includes: •

assistance during RGL audits

•

security risk assessment

•

event logistics and planning

•

OHS risk assessment

•

emergency evacuation planning.

We are committed to a strong professional relationship with the Liquor Enforcement Unit to ensure continued

compliance with both the Liquor Control Act 1988 and the Security and Related Activities (Control) Act 1996.

At PRS, we pride ourselves on being a complete security services solution for our clients.

We welcome you to visit our website , www.perthracingsecurity.com.au.

Alternatively, please contact our administration team. We would be more than happy to assist you.

P: 08 9277 0774 | M: 0407 470 115 E: contact@perthracingsecurity.com.au

Skills & Competencies: PRS is dedicated to identifying any training deficits in officers through our recruitment process. We do not assume any capability of level of proficiency due to training or experience.

Refresher Training:

The security industry, licensing and risk for venues is ever-changing, and we strive to ensure that all of our officers are best equipped for any situation.

Risk Assessment:

PRS works closely with its clients to assess the risks to the business and develop strategies that reflect each client’s operational needs. The risk assessment ensures a proactive and personalised security solution that can be adapted as needs change.

Focus on Safety:

While a crowd controller is hired first and foremost to ensure compliance by most organisations, they additionally provide a significant level of security and safety for patrons in relation to minimising the risk of alcohol-fuelled violence, theft, vandalism or criminal damage, as well as providing a first-aid response.

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from across Australia, who will come together to discuss progress, challenges and solutions for the infrastructure sector. The WA Major Projects Conference will showcase presentations from key industry specialists, from the government and private sectors, involved in Western Australia’s key infrastructure projects, and will ensure that the state remains at the forefront of securing its economic future. The conference will examine how the state aims to tackle these critical projects to ensure that Western Australia continues sustainable economic growth.

For more information, visit: www.expotrade.net.au.

5–7 August WA Local Government Convention The 2015 WA Local Government Convention and Trade Exhibition’s theme for this year is ‘Local Government. Switched On’, and it will once again bring together hundreds of senior local government council members, representatives and decisionmakers under the one roof. This event provides the opportunity for professionals to network and share ideas with other event delegates. Such information sharing is vital in a sector like local government, and this event acts as a forum for those in the industry to share knowledge and build relationships that will benefit them in the future. For more information, visit www.walga.asn.au.

Tasmania 23–24 July LGAT Conference The 2014 Local Government Association of Tasmania (LGAT) Conference was a hit, with more than 200 delegates from council across the state in attendance. Speakers at last year’s event included the Hon. Peter Gutwein MP, and workshops covered topics such as Debt is not a Dirty Word; The Amplified Leader: How to Step Up and Stand Out; Risk Aversion or Management: How to Manage Public Risks from Natural Hazards; and Ghost Town, Clone Town, or Home Town, just to name a few. This year’s event promises to provide councillors and other attendees with another great event and forum in which to share ideas and network with others within the local government sector.

For further information, visit lgat.tas.gov.au.

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South Australia 25–27 March Australian Local Government Women’s Association Biennial National Conference This national biennial conference will bring together professionals who are interested in the issues faced by women in the local government sector. Australian Local Government Women’s Association (ALGWA) members, delegates, local government mayors, elected members, council professional staff and decision-makers from across Australia will descend upon the picturesque and worldrenowned Barossa Valley to expand their professional networks and their knowledge. Keynote speaker for this year’s event is Annabel Crabb, one of the nation’s most popular political commentators, while presenters and leaders in their fields will challenge you to think about various topics, including environmental stewardship, global imperatives for gender diversity, and personal professional branding, to name but a few. For more information, visit algwaconf2015.com/wordpress.

30 April – 1 May Local Government Showcase and Ordinary General Meeting The 2015 Local Government Showcase and Ordinary General Meeting invites South Australian councillors to share their projects and services with their fellow councillors and local government colleagues. This year, the Local Government Association (LGA) is inviting organisations and councils to submit a case study or best practice project to share with attendees. For more information, email jacqui.kelleher@lga.sa.gov.au.

Northern Territory 29 April – 1 May Local Government Managers Australia National Congress and Business Expo Local Government Managers Australia is the peak body for local government professionals in Australia, and this year is hosting its National Congress and Business Expo in late April at the Darwin Convention Centre. ‘Local Government: the Value Position’ is the theme of the expo – an important topic for those in the industry. The event will explore some key trends and stories of local governments successfully creating new value positions in their communities through leadership, partnerships and collaboration.

For more information, visit www.lgma.org.au.

EVENTS

Queensland 5–6 May 6th Annual Queensland Transport Infrastructure Conference The 6th Annual Queensland Transport Infrastructure Conference will be held at the Brisbane Convention and Exhibition Centre. Attracting more than 150 delegates, attending this conference is a must for industry professionals who are seeking the most up-to-date information on the state’s transport projects, policy issues, research findings and best practices. The conference will feature major transport infrastructure projects such as the Bruce Highway Action Plan, the $1.16 billion Gateway Upgrade North project, the Toowoomba Second Range Crossing Project, and the $635 million Warrego Highway Upgrade Program, as well as projects in the pipeline for sectors including road, rail, transport, ports, and freight.

For more information, visit: www.expotrade.net.au.

9–11 December State of Australian Cities National Conference 2015 This biennial, must-attend event returns to Queensland for the 2015 conference, where it will be held on the state’s stunning Gold Coast. Traditional topics and themes will be covered, such as economy, social strategy, environment, urban structures, governance and movement, as well as a new theme of cities and health, and attendees are invited to contribute to these topics. This conference is the perfect opportunity for local government professionals to learn more about the state of Australian cities and localities, and to contribute to the discussion surrounding the future of planning in Australia.

Visit soacconference.com.au for more information.

19–22 May Floodplain Management Association National Conference ‘Build a Flood Resilient Australia’ is the theme of this year’s National Conference, and the setting is fitting for such a forum; Queensland has overcome severe flooding and weather conditions, and has showcased its excellent response times and recovery programs in recent times.

The event will not only focus on building a flood-resilient Australia, but also on building resilient communities and flood-resilient buildings and infrastructure.

More information can be found at www.floodplainconference.com.

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CORPORATE PROFILE

Think local, act local, buy local: the green government solution

T

he political adage ‘think global, act local’ has never been more apt, in an age where global competition for resources results in increasing environmental and social consequences.

Local governments are traditionally the primary agents for direct action in communities, and now many find themselves at the helm of global trends as they promote environmentally sensitive, locally sourced jobs and projects.

In partnership with Environmental Protection laws, local governments are at the vanguard of reducing impact on the natural environment, while supporting community development. A good local government is evident in the streets and business centres of the shire: enticing community areas; comfortable, accessible seating in green spaces; and environmentally aware initiatives like bush regeneration and recycling programs.

community interaction. Leading on from this is the extensive variety of litter management solutions (informed from work with QANTAS, Monash and Deakin Universities) to ensure your community spaces encourage environmental responsibility and ownership.

Does your office wear a green heart on its sleeve?

Green retrofits of office spaces are an easy way to demonstrate the value of environmentally sensitive design. The Container Connection has helped offices gain Green Star points by using plants with their ‘smart’ planters. Shockingly, it is internal air pollution from the emissions of many modern materials that is often higher than outdoor air contaminated

from fossil fuels. Using the natural air purification process of plants comes with aesthetic and morale-boosting benefits, as well. This is backed up by research from the University of Technology (UTS) Sydney.

Office culture is also influenced by design. Well laid-out seating and clearly marked litter management stations are simple ways to demarcate the functions of different areas and direct people to the proper use of the space. By sourcing Australian-owned and -manufactured products, you access readily available parts, on-time deliveries, exceptional product warranty and market competitiveness based on quality. The Container Connection is uniquely positioned to help local governments respond to global trends with local solutions.

The future of communities is always local Forward-thinking businesses are responding with environmental solutions to the increasing demand from local governments for products that can withstand the tough demands of urban use. Communities want aesthetic, functional design for their commonplace products, such as outdoor furniture, planters, and litter or recycling bins. The Container Connection is an industry leader for high-quality design that aligns the values of local manufacturing with the vision of progressive social planning.

Working in partnership with leading companies such as Energex, the Sydney Vivid Festival 2013 and QANTAS, The Container Connection negotiates the intersecting challenges of budget, function and vision. This experience has informed the company’s use of outdoor furniture and living greenery to create dynamic social spaces that invite

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Coral Seater, public space installation – Japan

Sit And Breathe Easy With The Container Connection Enliven your workplace atmosphere and set the stage for social spaces with our distinctively designed planters and furniture.

• Start conversations with inviting, well designed seating • Purify the air using strategically placed planters • Boost morale with fun, well designed communal spaces The Container Connection brings people and the environment together through smart design and function. Our products are manufactured using recyclable material, so you can sit and breathe easy.

A Great Australian Company For 25 years, The Container Connection have partnered with leading companies, manufacturers and universities to bring you the latest in design and technology.

Our products: • Are Australian made and owned • Are manufactured to the highest global export standards • Use less carbon miles • Are all manufactured in recyclable material • Are available in recycled material upon request.

Sub-Irrigated Sub-irrigation helps to maintain your plants for longer, and consumes up to 60% less water than traditional planters. Benefits include; extended water cycles, less maintenance saving you time and money while promoting healthier plants and the environment.

Shape Your Environment Re-energise your workspace with our funky furniture and smart sub-irrigated planters. The Container Connection will work closely with you to find smart, cost effective solutions for your commercial spaces. Enquire now to see our full product range.

Brisbane

Melbourne

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Sydney

Adelaide

New Zealand

P : 07 3712 0466 P : 02 9624 4114

P : 03 9764 1080 P : 08 8336 3066

P : 08 9309 2442 P : 04 939 6666

www.container connection.com.au

planters, litterbins + furniture

Sustainable Wood & Paper Wood and paper products certified by a recognised eco-label to be from a sustainable source Waste Reduction Products that help manage waste in the workplace Green Cleaning Cleaning products certified by a recognised eco-label Recycled Content Products made from recycled materials

Energy Conservation Products that help reduce electricity consumption in the workplace Cleaner Alternatives Products identified by Blackwoods suppliers to have environmental benefits that do not fit into other categories Water Conservation Products that help reduce water consumption in the workplace

Greener Workplace Range Blackwoods and our people share a commitment to sustainability within our own business striving to continually improve the environmental and social impact of our operations in order to meet community expectations and our own safety and environmental goals.

To view the full range of greener products available visit blackwoods.com.au/greener-workplace

A Greener Solution