Council Autumn 2023 Digital Edition

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Editor

April Shepherd

Journalists

Stephanie Nestor, Holly Tancredi, Rebecca Todesco, Tayla Oates, Tess Macallan

National Media and Events Executives

Rima Munafo, Brett Thompson

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Alejandro Molano

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Luke Martin

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Danielle Harris, Ozlem Munur

Marketing Manager

Radhika Sud

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James Holgate, Jackson Barnes

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Rhys Dawes, Bella Predika, Natalie Ta

Publisher

Chris Bland

GM Growth and Strategy

Laura Harvey

Managing Editor

Lauren Cella

ISSN: 2653-2670

EDITOR’S WELCOME

It feels like Christmas was just a few weeks ago, but nevertheless we find ourselves nearing the middle of the year, with a hot, rainy summer behind us. Autumn is the season of change and new beginnings – out with the old and in with the new – and it’s a fitting season for this issue’s theme of future planning.

Our cover image depicts this through the iconic Nylex sign in Melbourne, representing Yarra City Council’s rich history and its works to revitalise the suburb for the future, whilst keeping the rich historical assets the region is famous for.

This issue explores many projects that are future-focused – from the Avalon Corridor Strategy that promises to preserve the green break that defines Geelong as a stand-alone city from it’s bigger sister Melbourne, to the City of Stirling’s battle to save its coastline as the effects of climate change worsen.

Councils aren’t the only organisations that are thinking of the future of Australia's communities, Climate Council is also working with local councils to prioritise advocacy to the Federal Government for resources to introduce clean transport into their regions.

We were also lucky enough to candidly talk to Central Coast Council CEO, David Farmer, regarding his Council’s financial troubles and incredible recovery – and his advice to other local governments to ensure they don’t make the same mistakes.

Finally, as ChatGPT settles in as a regular tool of many workplaces across the globe, the City of Greater Geelong’s Manager of Smart Cities, Dr. Adam Mowlam, contributed an excellent analysis on how Artificial Intelligence can help councils build smarter cities.

Despite Easter being already over by the time most of you receive this issue, we have left an Easter egg of a pun on the cover for eagle-eyed readers (hint –Paul Kelly fans will appreciate it!).

I hope 2023 is going well for all our readers, and I look forward to seeing some of you at the ALGA’s National General Assembly in June.

April Shepherd Editor

Council Magazine acknowledges Aboriginal Traditional Owners of Country throughout Australia and pays respect to their cultures and Elders past, present and emerging.

Scan to subscribe to Council Magazine’s weekly newsletter – delivered to your inbox every Tuesday morning.

16

WHAT YOU NEED TO KNOW: HOW ADVANCES IN AI ARE BUILDING SMART CITIES

Artificial intelligence (AI) is accelerating quickly with the potential for it to change the fabric of many sectors – and possibly the world as we know it. One sector in particular that can deliver more streamlined services thanks to AI is local government, with the possibility for improved productivity encouraging many councils to adopt the technology.

ARTS AND CULTURE

36

YARRA’S VISION FOR THE FUTURE OF CREMORNE Yarra City Council and the Victorian Government are working to revitalise the inner-city suburb of Cremorne through collaboration with local start-ups and tech giants – and by preserving the suburb’s unique heritage buildings – to create new, sustainable and resilient open spaces.

WATER AND WASTEWATER TREATMENT

38

EMBRACING GLOBAL WATER MANAGEMENT INNOVATIONS ON A LOCAL LEVEL

Smart water management tools have been deployed around the world to offer councils better insights into water usage, network issues and engage more proactively with their constituents. Australian councils can improve customer service, prevent leakages, and reduce costs by learning from these global experiences and embracing innovative technology such as smart meters.

40

WHITEHORSE COUNCIL’S COMMITMENT TO REINVENTING WATER

MANAGING MANHOLES USING SMART SOLUTIONS 42

46

MONARO

PROTECTING WATERFRONT PRECINCTS WITH FLOOD BARRIERS 48

50 CLEAN TRANSPORT: HOW COUNCILS CAN PLAN FOR THE FUTURE

As a part of its Cities Power Partnership program, the Climate Council is working with local councils to reduce emissions across many avenues, with one of the most pivotal being the adoption of clean transport solutions such as public transport, walking, cycling, and electric vehicles.

54 OUTBACK NT COUNCIL TRIALS INNOVATIVE ROAD STABILISATION TECHNIQUE

The Northern Territory’s Central Desert Regional Council manages 2,030km of local roads over an area of 282,000km² located in the centre of Australia. As most of the connecting roads between CDRC’s nine main communities are unsealed, maintenance and grading works are common and time consuming –leading Council to trial an exciting new road stabilisation technique.

56 MEETING THE EVOLVING ROAD MAINTENANCE NEEDS OF COUNCILS

58 TWO COUNCILS, ONE STRATEGY: PROTECTING THE AVALON CORRIDOR

As Melbourne’s suburbs continued to sprawl out into unsuspecting regions that were once green space, the City of Greater Geelong began developing a plan to protect the future of the Avalon Corridor – the 30,000ha of land situated between Geelong and Melbourne – but quickly realised it could not undertake the process alone. This led to a collaborative partnership between the City of Greater Geelong and Wyndham City Council, resulting in the recently adopted Avalon Corridor Strategy.

HEALTH

62 WHAT DOES THE NCC 2022

SECTION J9D3 MEAN TO YOU?

64 STIRLING’S PLANS TO BATTLE EROSION AND RISING SEA LEVELS

City of Stirling, located in Perth, is picturesque –with blue oceans and infamous beaches lining its coastlines – but unfortunately the threat of erosion and rising sea levels is looming on the region’s horizon. This is why Council has released a new long-term plan, designating high risk areas and outlining how the City can save its critical assets.

66 REDUCING EQUIPMENT EMISSIONS WITH ELECTRIC SOLUTIONS

01 EDITOR’S WELCOME

04 A WORD FROM THE AUSTRALIAN LOCAL GOVERNMENT ASSOCIATION

72 ADVERTISERS’ INDEX

72 EDITORIAL SCHEDULE

06 HOW AUSTRALIAN COUNCILS CELEBRATED INTERNATIONAL WOMEN’S DAY

08 FURTHER $420M FOR WESTINVEST PROJECTS

10 MELBOURNE INTRODUCES FOGO COLLECTION FOR HIGH RISE RESIDENTS

12 $22.7M FOR COUNCIL PROJECTS UNDER STRONGER COMMUNITIES PROGRAMME

COUNCIL IN FOCUS

68 CENTRAL COAST COUNCIL CEO

This edition, we feature an exclusive interview from Central Coast Council CEO, David Farmer, discussing the Council’s turbulent past three years, its unique success story, and his advice for other councils regarding cash management.

INVEST IN LOCAL GOVERNMENTS, BOOST NATIONAL PRODUCTIVITY

By Cr Linda Scott, President of the Australian Local Government Association

We all know investing in local governments across Australia is a smart economic decision for our Federal Government – boosting the economy and national productivity by stimulating every corner of the nation.

Local governments across Australia are working hard to rebuild infrastructure in the wake of increasing natural disasters due to dangerous climate change, saving to keep up with skyrocketing inflation and training the next generation of great people to fill growing skills gaps.

Of course, there’s also the constant challenge of financial sustainability, and ensuring councils can remain viable and continue to provide services to our communities.

Councils are sending a clear message to the Federal Government in the upcoming Budget – investing in councils is good for our national productivity, and this is a smart decision for the future.

Our 2023-24 pre-Budget submission has outlined several national funding priorities for Australia’s 537 councils, including restoring Financial Assistance Grants to at least one percent of Commonwealth taxation revenue, which Labor promised before the last election.

Research commissioned by ALGA shows Financial Assistance Grants make up more than 20 per cent of annual operating expenditure for around one in four Australian councils.

As momentum builds towards the budget, mayors around the nation are hosting their Federal Members of Parliament and Senators, highlighting what Financial Assistance Grants provide in their local communities. Extending these grants will throw councils a much-needed lifeline and would be an investment in the liveability of our communities.

Other local government Budget priorities include:

∞ Making the Local Roads and Community Infrastructure (LRCI) Program permanent with ongoing funding of $500 million per year, indexed annually

∞ An increase in Roads to Recovery funding to $800 million per year

∞ $300 million per year for four years for a strategic local roads program to address road congestion and first and last mile issues

∞ $250 million per year for four years for a new Regional Infrastructure Recovery Program

∞ $100 million per year over four years to help councils facilitate the delivery of affordable and social housing

∞ $50 million per year for four years to support local governments to reduce emissions and deliver increased climate action

Local government directly impacts broader economic productivity in at least nine ways, including urban infrastructure, mitigating externalities in urban development, placemaking and the visitor economy, land for housing, better local labour markets, climate mitigation and providing land for business, innovation and the circular economy.

While current financial pressures on Australian councils are immense, increased investment will help us to provide the essential services and local facilities our communities need now and into the future.

In a major advocacy win for local government, the Federal Government recently announced the return of the Australian Council of Local Government (ACLG), which will meet in Canberra for the first time in more than a decade on 16 June. Local government is finally back at the table!

This forum provides a valuable opportunity for mayors, shire presidents and councillors to share their community’s priorities and aspirations directly with the Prime Minister and Federal Ministers.

The re-establishment of the ACLG was a Federal Government commitment, secured by ALGA on your behalf, and we’re working closely with them to deliver this historic event that will follow and be informed by the discussions at our 2023 NGA from 13-15 June.

Registrations for the NGA are open online, and a speaker program is also now available.

We thank you for submitting your motions to be debated at the conference, which is the biggest annual gathering of local government leaders in Australia.

We’re expecting a record crowd this year and Canberra’s accommodation is booking fast, so get your early bird registrations in soon.

We look forward to seeing you in the nation’s capital for our 2023 NGA and the return of the ACLG this June.

Cr Linda Scott is President of the Australian Local Government Association, the national voice of local government, representing 537 councils across the country.

HOW AUSTRALIAN COUNCILS CELEBRATED International Women’s Day

International Women’s Day (IWD), held on March 8, is a global day that celebrates the social, economic, cultural, and political achievements of women, and marks a call to action for accelerating gender equality.

The theme for IWD 2023 was #EmbraceEquity, aiming to promote discussion worldwide surrounding the concept of equality and why equal opportunities aren’t enough.

Here, Council Magazine has collated some of the ways councils around Australia embraced equality and celebrated IWD. There's still a lot of work to be done, but celebrating the wins is a critical part of that journey.

VICTORIA CITY OF MELBOURNE

To mark International Women’s Day, the City of Melbourne invited locals to choose three influential women to be

built into contemporary statues – to immortalise the women who shaped the city and to celebrate their outstanding achievements across the years.

Currently only nine of the city’s 580 statues depict and celebrate women from Melbourne’s history – which is less than two per cent.

GREATER DANDENONG COUNCIL

For Greater Dandenong Council IWD 2023 was extra special because for the first time ever the Council is led by a female CEO, mayor, and deputy mayor, and almost half of the elected councillors are female.

Greater Dandenong celebrated with a breakfast hosted by Killester College and Greater Dandenong Council at the Springvale Town Hall, featuring guest speaker Jackie Nugara.

CITY OF MELTON

City of Melton held multiple events throughout the week for IWD, including a Morning Tea at Melton Central Community Centre and a park run at Toolern Creek. On 2 March 2023, the City held its Annual IWD Dinner with guest speaker Rosie Batty.

MERRI-BEK CITY COUNCIL

Merri-bek celebrated IWD with multiple events held throughout March 2023. The celebrations began with the Barriers Faced by Culturally Diverse Woman Writers panel, held on 4 March.

The first Merri-bek Business Women’s Network – Coffee Conversations for 2023 was held on 7 March to celebrate IWD and connect the business women of Merri-bek.

As part of the Brunswick Music Festival, Merri-bek was also booming with female-lead music events.

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NEW SOUTH WALES CITY OF PARRAMATTA

Parramatta Council ran a series of events showcasing women’s leadership and influence in the community. The events, which ranged from movie showings to panel discussions, highlighted a community of diverse women who #EmbraceEquity within their own sphere of influence.

CUMBERLAND CITY COUNCIL

Cumberland City Council proudly presented its annual award ceremony, honouring women and organisations who have demonstrated exemplary behaviours in breaking bias and embracing equity in the area.

NORTHERN TERRITORY CITY OF DARWIN

City of Darwin held an IWD Walk and Celebrations at Civic Park on Saturday 4 March 2023.

Attendees followed the Darwin City Brass Band as they walked through the city centre streets to Bennett Park –where there were information stalls and celebrations. Guest speakers and a free morning tea hosted in Parliament House.

TASMANIA CITY OF LAUNCESTON

To celebrate IWD, the City of Launceston and Queen Victoria Museum and Art Gallery hosted four interactive workshops with female guest speakers –exploring art, culture and conversation.

BURNIE CITY COUNCIL

Burnie City Council held an IWD Event at the Burnie Library on 8 March with five female guest speakers.

WESTERN AUSTRALIA CITY OF COCKBURN

City of Cockburn celebrated, recognised, supported and championed female entrepreneurs on IWD with an event for micro business owners in Cockburn, held on 8 March at AMC Jakovich Centre in Henderson.

Attendees heard from female leaders and women in business on what it means to embrace equity, manage the juggle and balance business and life. The keynote speaker was Terina Grace, CEO of Black Swan Health, who was joined by three small business experts leading interactive breakout sessions.

The event was followed by a morning tea with networking and

pop-up information stalls hosted by Business Foundations, Business Station and Small Business Development Corporation (SBDC).

SOUTH AUSTRALIA CITY OF CHARLES STURT

To celebrate IWD, the City of Charles Sturt held the panel discussion Cracking the Code for Gender Equality, hosted by Mayor Angela Evans at Ngutungka West Lakes on 8 March.

CAMPBELLTOWN COUNCIL

Campbelltown Council held a free event where locals heard from guest speaker, Jodie Oddy, from Nova 919’s breakfast show, and met the 2023 Women of Campbelltown at Campbelltown Function Centre on 9 March.

CITY OF SAILSBURY

City of Salisbury once again held its annual IWD Cocktail Evening, hosted by Adelady’s Hayley and Lauren and featuring highly awarded journalist, Jessica Adamson. Held on 9 March, it included a complimentary welcome drink, canapes, entertainment, lucky door prize up and great company.

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FURTHER $420M FOR WESTINVEST PROJECTS

The New South Wales Government has allocated funding for more projects under the State Government’s $5 billion WestInvest program.

More than $419.3 million in funding will be provided to councils, community groups and Local Aboriginal Land Councils in Campbelltown, Camden, Liverpool and Wollondilly to deliver 32 transformational infrastructure projects.

The New South Wales Government has now committed more than $1 billion for 83 projects from the $1.6 billion WestInvest Community Project Grants – Competitive Round, with further successful projects to be announced over the coming weeks.

The projects announced include:

∞ $79 million for Campbelltown City Council to upgrade the Campbelltown Arts Centre, cementing its reputation as a premier cultural institution

∞ $53.4 million for the Liverpool City Council to deliver the Carnes Hill Aquatic and Leisure Centre project, which

includes a new 50m pool and a range of aquatic, fitness and wellness activities to improve the physical, mental and social wellbeing of the community

∞ $43.9 million for the Liverpool City Council to deliver the Brickmakers’ Creek – Woodwood Park project which will transform an old drain into a naturalised water oasis surrounded by new trees and vegetation with a regional playground

∞ A combined $28.4 million for the Liverpool City Council to deliver three high street activation projects in Liverpool:

» $13.4 million for a new urban plaza, pedestrian and cycling links and a reinvigorated streetscape on Macquarie Street

» $8.1 million to embellish Scott Street and Memorial Avenue

» $6.9 million to reconfigure and beatify Railway Street and increase outdoor dining

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∞ $8.2 million for Autism Spectrum Australia to deliver the Aspect Therapy and Community Services Hub project

∞ $7.4 million for the Gandangara Local Aboriginal Land Council to deliver the $13.2 million Gandangara Cultural Connection Hub project, which will establish a three-level, fully accessible cultural and arts facility for the community to connect, belong and thrive

∞ $6.5 million for Campbelltown City Council to deliver the $6.9 million Dharawal Adventure Play Space, which will include a play space on the banks of the upper Georges River that celebrates culture and connection to country

∞ $4 million for Camden Council to deliver the Camden Community Nursery project which will convert an industrial area into a community nursery to produce local native plants

∞ $2 million for the Wollondilly Shire Council to deliver the Redbank Park Master Plan project which includes an offleash dog area, fitness space and playgrounds

∞ $925,100 for the Tharawal Local Aboriginal Land Council to improve the campsite accommodation facilities at Couridjah

New South Wales Premier, Dominic Perrottet, said the latest WestInvest projects will improve liveability and make Western Sydney a better place to live, work and play.

“West and South West Sydney is already an incredible place to live and WestInvest is making it even better by delivering improved facilities and more open spaces for the local community and generations to come,” Mr Perrottet said.

“These three exciting high street activation projects will make it easier for walkers and cyclists to move through and enjoy the local Liverpool area.”

New South Wales Treasurer, Matt Kean, said the funding for the Campbelltown Arts Centre will significantly enhance the existing facility, cementing its reputation as a premier cultural institution in Sydney.

“WestInvest funding will enhance the exceptional existing facility to ensure more artists, locals and visitors can enjoy a range of arts and cultural facilities,” Mr Kean said.

“It will enable new partnerships with education and health and offer a range of courses to foster the next generation of artists in Western Sydney. It will also allow partnerships with the National Art School and Australian Film, Television and Radio School.”

WE SOLVE YOUR WATER

MELBOURNE INTRODUCES FOGO COLLECTION for high rise residents

City of Melbourne has launched a pilot Food Organics and Garden Organics (FOGO) collection service for high-rise apartment buildings, making it the first of its kind in Australia.

Around 80 per cent of City of Melbourne residents live in high-rise apartments, making this service a crucial step forward in the municipality’s sustainability goals.

The high-rise pilot is being delivered in partnership with Enrich360 and Eco Guardians, as part of Council’s Waste and Resource Recovery Strategy, which is aiming to divert 90 per cent of waste from landfill by 2030.

Six high-rise buildings have been selected through an expression of interest process to take part in the 12-month pilot, with the pilot designed to meet the individual design and needs of each building.

City of Melbourne Lord Mayor, Sally Capp, said, “We’re proud to be leading the way for FOGO services in Australia by bringing this leading pilot program to new heights for the very first time at this scale.

“Almost 45 per cent of landfill from high-rise apartments is made up of organic waste. We know that getting this number down and finding simple ways to live more sustainably is important to our community.

“By embracing our pilot food organics collection service, Melburnians living in apartments can help us set a new standard for climate action – and significantly reduce food waste and greenhouse gas emissions.”

The service is available to residents of participating apartment buildings six storeys and above – giving more people the opportunity to act more sustainably, reduce waste costs and improve the environment.

This includes access to on-site dehydrators, used to reduce the volume of waste by up to 80 per cent and process organic waste into nutrient-rich organic fertiliser.

The pilot program supports Melbourne’s circular economy by converting fertiliser into high-quality compost for use in parks and gardens across the municipality – improving the health, fertility and productivity of the city’s green spaces.

Residents will also be able to use a portion of fertiliser created in their own gardens, allowing more of the community to reap the benefits.

Portfolio lead of Environment and Heritage portfolios, Rohan Leppert, said, “We’re thrilled to be expanding our FOGO services into high-rise apartments – meaning more Melburnians can put their food waste to good use and create a greener future.

“Transforming organic waste into nutrient-rich compost reduces our environmental footprint, while helping to maintain and improve our city parks and gardens.”

The high-rise trial follows the successful rollout of FOGO collection to more than 23,000 households and low-rise apartments across the municipality. This has seen more than 2,368t of organic waste diverted from landfill.

$22.7M FOR COUNCIL PROJECTS UNDER STRONGER COMMUNITIES PROGRAMME

The Federal Government has launched the eighth round of the Stronger Communities Programme (SCP), giving local councils the opportunity to receive up to $20,000 in funding for communitybenefiting projects.

Under this round, a total of $22.7 million is available to support community organisations and councils to deliver much needed local projects.

Funding of between $2,500 and $20,000 is available for not-for-profit community organisations and local governments to fund small capital projects that deliver social benefits and boost local community participation, including small-scale infrastructure upgrades, fit-outs and equipment purchases.

Each federal electorate will receive a capped amount of $150,000 to fund up to 20 local projects.

In round eight, the Federal Government has included a requirement for local MPs to outline the project nomination process to enhance the transparency of the program.

Infrastructure, Transport, Regional Development and Local Government Minister, Catherine King, said the Federal Government recognises that local governments and their communities have the best understanding of what they need.

“That’s why we have put funding on the table to support more local governments and not-for-profits to deliver projects that will have a powerful impact in their communities,” Ms King said.

“This program will deliver lasting infrastructure and muchneeded equipment based on local priorities – benefiting communities long into the future.”

Nominations close 26 April 2023. Successful grantees will be notified as soon as their grant is approved, allowing them to start their projects when ready.

Being in the middle of nowhere

DOESN’T MEAN YOU HAVE TO BE ALONE

When you’re alone in a remote location, help can be too far away if something goes wrong. Being able to regularly monitor situations and raise the alarm in the middle of nowhere with active surveillance and the option of two-way communication can save lives and protect communities.

While public places in busy urban areas can be monitored and protected relatively easily, security and safety is more complicated in remote areas. How do you raise the alarm in the middle of nowhere if you have lost your phone or it is flat – and who would you call other than 000? How can you set up cameras without wired power connection? How is it possible to see what is happening at all times without personnel on the ground?

Being able to contact authorities in an emergency and have surveillance cameras to remotely monitor situations can save lives. This is particularly true in outdoor areas far from urban centres, where help is often too far away or unreachable.

The fact is, Australia’s remote outdoor spaces come with a range of safety risks – and local governments have a duty of care to ensure their outdoor spaces are safe places for the public to be.

ALL ALONE AND FAR FROM RESCUE

Many sites such as beaches, reserves, parklands, waste facilities, storage depots and campgrounds do not have affordable connectivity to electricity networks or wired internet because they are in remote locations. In regional areas, even mobile reception can be significantly limited.

When people are alone and far from rescue in a remote location, they can be in danger from threats such as natural disasters, accidents or medical episodes.

Spectur offers security, safety and communication solutions specifically tailored to suit remote and off-grid conditions.

Their camera and AI-solutions are self-contained and wireless, so they function without wired internet or a power connection.

Spectur systems are solar and battery powered, with each platform of up to four cameras being able to operate in total darkness or fully overcast conditions for up to five days when fully charged. This allows systems to function in both remote, off-grid locations, as well as temporary locations. These systems can also be configured to include VOIP phones (with video cameras) and digital signboards that are fully connected to the internet, providing a range of communication channels.

In addition, by removing the need for cables, installation is simpler and less intrusive than wired systems. There’s no trenching or wired connections required and they can be easily moved whether dug in-ground, on a trailer or on a concrete or metal mobile base.

DUTY OF CARE

Local governments have a duty of care to their communities to prevent injury or loss of life in public places. Spectur platforms can come with smart box technology, including first aid kits, defibrillators or fire extinguishers, that can be remotely accessed or opened during an emergency or incident.

They can also connect people with first responders, whether that be lifeguards at beaches, state emergency centre operators in remote locations, or police in crime hot spots, who can talk people through an emergency response

before help is able to arrive on the scene. This can be far more responsive and effective than a 000 call.

During an emergency, Spectur systems can broadcast evacuation orders and send out alerts to local authorities while responders can monitor the situation with the live feed.

With natural disasters such as floods, fires or earthquakes, the situation can change rapidly. That’s why Spectur platforms also provide intercoms and video comms to open two-way communication between people on the ground and at stations, even when internet and power are down.

Spectur systems can provide real-time insights into fastchanging situations, including detecting flood water levels or capturing visuals to track bushfires. With advanced warning systems in place, local governments and authorities can ensure their communities are safe when disaster strikes. They can even integrate your other sensing technology into one platform to provide a single interface for all sensing, thinking and acting needs.

KEEPING PEOPLE SAFE

Whether it is responding to an emergency, contacting local authorities or keeping an eye out for vandalism, Spectur’s security, safety and communications solutions can offer peace of mind for both citizens and local governments in remote locations.

Capable of working without a wired internet or power connection while providing advanced surveillance and communication technology, Spectur systems provide active solutions to keep people safe.

For more information on remote surveillance and monitoring systems using Spectur’s smart solutions, call 1300 802 960 to talk to our team and find the right solution for your unique onsite challenges.

WHAT YOU NEED

TO

KNOW:

HOW

ADVANCES IN AI ARE BUILDING SMART CITIES

By Dr. Adam Mowlam, Manager Smart Cities,

Artificial intelligence

(AI)

is accelerating

City of Greater Geelong

quickly with the potential for it to change

the fabric of many sectors – and possibly the world as we know it. One sector in particular that can deliver more streamlined services thanks to AI is local government, with the possibility for improved productivity encouraging many councils to adopt the technology.

INTRODUCTION TO AI IN LOCAL GOVERNMENT

The potential benefits of AI and Robotic Process Automation (RPA) adoption in the Australian local government sector includes improved efficiency and productivity, cost savings, and the ability to provide better, more personalised services to citizens.

AI can help automate routine administrative tasks, such as validating information required for permits and registrations, and enable governments to make more evidenced-based decisions by analysing large amounts of data at scale.

This article considers the use of generative AI-based technologies, such as ChatGPT, computer vision, and natural language processing, and its potential to transform the way government services are delivered, by making them more accessible, convenient, and efficient for citizens.

THE LOCAL GOVERNMENT ACT 2020 AND MACHINE READABLE LOCAL LAWS

Local governments have the authority to create laws and regulations to address local issues. Here, Council's local law on camping is utilised as an example to demonstrate the potential influence of AI on local government.

Under the local laws prescribed by each council, camping may be allowed under certain conditions, including the requirement to obtain a camping permit. The regulations governing camping differ between councils and take into

account various factors, such as land ownership (e.g. council or private), availability of facilities (such as washing, toilets, and laundry), and the potential impact on the local community.

Ongoing permission to camp may depend on factors such as campsite cleanliness, environmental impact, adherence to campfire regulations, and payment of fees.

The interpretation of local laws differ between councils, as can the breadth of subject matter; for example, rural councils may have laws regarding shipping containers and livestock, while metropolitan councils may have laws for intruder alarms and shopping trolley control. Many councils also publish a procedural manual that guide the steps and responsibilities involved in implementing local laws, serving as a reference for those enforcing and complying with them.

Rules-as-Code (RAC) is a method of transforming laws and regulations into a computer-readable format, with the aim being to structure content logically for the purpose of enabling automation.

The more structured and consistent the local law, the more effectively AI can use them to generate accurate, relevant answers. The existence of ambiguity in language will generate uncertain or conflicting responses requiring subjective analysis by a human. Figure 1. illustrates a number of possibilities, conditions and requirements for digital-ready regulations.

Ruleset and definition needs to be defined (larger block, greater allowance)

Data available from building permits or on-site residential accommodation

Ruleset needs to be defined - and relevant data accessed (land zone, proximity to neighbours, land slope)

Ruleset needs to be defined

This would prevent automation

Figure 1. As illustrated, the continued emergence of AI and automation will rely on councils making a greater shift towards data.

More data will need to be made open for external AIpowered tools to access – for example, a test of council land ownership required to determine whether a permit can be granted for overnight camping.

BENEFITS AND RISKS OF IMPLEMENTING AI

To provide better customer experiences with AI, councils need to adopt digital-age strategies for designing web content that enables seamless sharing of information between government entities (G2G) and government and businesses (G2B).

This involves standard data formats, common vocabulary, open APIs, and increased use of metadata. A RAC approach to local laws and government services will support AI and offer benefits, given the nature of service delivery across government tiers.

This will provide four key benefits:

∞ Optimising administrational overheads whilst expediting citizen access to services and increasing resident connectivity to community in a cost effective manner

∞ The machine readability of local laws improves councils' ability to deliver clear, understandable, responsive and adaptable rules for better administration

∞ Making government rules machine-readable for the public can enable the development of useful services by other agencies and businesses

∞ Alignment with priorities and initiatives of other government tiers, such as the digital economy and increasing transparency and accountability in decision-making

These new approaches, driven by the possibilities of AI, are not limited to text and language, they can also be used for spatial analytics, for example, digital twins which are digital representations of the built and natural environment can be utilised for simulation and analysis purposes.

In the context of building approvals, digital twins can be used to conduct automated three-dimensional building compliance checks against building codes, such as setbacks and car parking requirements.

By combining digital twins and machine readable code, architects, engineers, and building designers can ensure that the building designs are compliant with local building codes and regulations, while also optimising other key performance indicators such as the building's energy efficiency. The same technology stack can be applied to non-text local laws, such as regulations regarding tree branches overhanging footpaths.

As with any emerging technology, AI carries its own set of risks and concerns. These include potential biases embedded in AI algorithms, opaque decision-making processes, cyber threats, and privacy breaches. Additionally, the limited number of technology providers offering infrastructure and services can lead to elevated costs and systemic risks. Thus, it is

imperative for governments to take action and implement measures to mitigate these potential adverse effects.

STRATEGIES FOR ADOPTING NEXT GENERATION TECHNOLOGY

The advancement of AI presents a significant opportunity for councils, but ensuring local legislation for machines cannot be delivered without collaboration and leadership.

As digital leaders, we have a chance to alter what the future of local government may look like, and it begins with boosting awareness and promoting innovation as a sector-wide objective.

In terms of key steps, the following is recommended:

∞ Cooperation and knowledge-sharing at the national, regional, and international levels, requiring the coordination of legal and regulatory actions

∞ Creating a central repository of machine-readable local laws that can be easily accessed and shared between councils

∞ Facilitating collaboration and sharing of resources and knowledge between councils and AI experts

∞ Supporting research and development in the field of AI and machine-readable laws to ensure that councils have access to the latest technologies and techniques

∞ Establishing a working group that brings together experts in AI, and council leaders, to develop best practices and guidelines

∞ Providing funding for councils to hire experts in AI and machine-readable law to help them develop these laws

∞ Offering training and education programs for council officers on the use of AI and machine-readable laws

IN CONCLUSION

The integration of generative AI technology holds great promise for the sector given the analog nature of council operations, and these advancements have the potential to revolutionise service delivery and improve overall customer experience.

Clear, understandable, and machine-readable legislation should be prioritised to facilitate improved automation, effective administration and accessibility.

Author biography

Dr. Adam Mowlam leads the Smart City Program at the City of Greater Geelong, recently named the 2022 International Smart City of the Year at the World Smart City Expo in Korea. He also serves as a Member of the Global Advisory Committee for Digital Twin Cities at the World Economic Forum.

With a PhD and Bachelor's degrees in Geomatics Engineering and Information Systems from The University of Melbourne, Dr. Mowlam is an expert in the field of smart cities and digital twins. He has previously held leadership positions as the Digital Twin Strategic Lead with the Victorian Government's Department of Environment, Land, Water, and Planning and established the Smart City Program at Wyndham City Council.

ACHIEVING SUSTAINABLE PERFORMANCE THROUGH SMART DESIGN

Sport is an integral part of society and with continued investment in facilities and training, Australia consistently ranks highly on the world stage. However, with the ongoing focus on ways to mitigate the pending climate crises, more needs to be done concerning sustainability in the sector.

For many councils sustainability is now a central theme, with goals of less waste and net zero emissions, with one area often under the microscope – lighting.

THE PROBLEM WITH LIGHTING

Lighting consumes a significant amount of energy, therefore correct management of these assets can make a noticeable contribution.

Moving from metal halide to LED lighting has made considerable progress, but there’s still more that can – and should – be done.

Designing products that can benefit future generations takes effort and resources and does not happen by default. This is why the design phase is challenging and needs to be approached with a ‘future’ mindset in order to be successful.

The key areas to consider are:

1. Efficiency

2. Longevity

3. Recyclability

EFFICIENCY

Efficiency means how much output (light) is gotten from the input (electricity). This number needs to include the lumens/watt, which is the overall efficiency and the lux on the ground.

In order to get a measure of overall performance of a lamp, both need to be known in order to make a considered decision. The design and construction of the lamp influences the numbers, and results need to be backed up by testing from an accredited laboratory.

Selection of the right LED chip, alongside the design of the optics, is a very specialised field, and when done carelessly results in sub-par performance that wastes energy long into the future.

LONGEVITY

Longevity is simply how long the product will last. Whilst this is very difficult to know up front (particularly for a new product) an indication will be found in the warranty and back-up offered by the supplier.

If a known, reputable supplier is offering a five year warranty, a new, unproven supplier offering a 15 year warranty may need to provide more supporting evidence to back up the claim.

With the simple construction of LED lamps, essentially there are only two components that generally fail – the LED chip and the driver. If the chips fail, the light is usually disposed of, but the drivers are replaceable in most instances. Again, with the simplicity of lighting components, there is often a direct correlation between cost and longevity i.e. better components last longer.

RECYCLABILITY

Recyclability has generally involved stripping down the lights to their respective components – aluminium heatsink and PCB, copper cables, moulded optics etc.

However, this is seldom done properly and more often than not, the whole light ends up in landfill.

A new alternative is now emerging, focusing on the life circle whereby the defective parts are replaced and the module can continue being used.

This is an important step, but the process needs to start at the design phase of the light so that it is repairable with modular components, since having a light that has to be sent back to Europe for specialist repair is not very economical.

Legacy Lighting believes all three elements are crucial for a sustainable future, ensuring its products are efficient, long lasting and ‘re-circleable’ with intent and by design – looking out for future generations.

HOW A REALIGNED ORGANISATIONAL STRUCTURE WILL REVITALISE MILDURA

By Mildura Rural City Council

Located on the Murray River in northwest Victoria, Mildura is a critical regional hub servicing an expanded population of approximately 100,000 people, and is currently in a period of recovery and revitalisation following extensive flooding.

When Martin Hawson was appointed interim CEO at Mildura Rural City Council (MRCC) in August 2021, he had already been part of the largest rural Council in Victoria for over 20 years. So, when formally appointed CEO eight months later, he had a deep understanding of the organisation and vested interest in the local region.

and cumbersome reporting lines, siloed operations, unsustainable workload pressures in the management team and the decentralisation of some functions; such as project management and strategy development.

“Interestingly, these challenges are not unique to us in Mildura,” Mr Hawson said.

“They’re what many local government organisations are facing across the country, as we strive to enhance the social, environmental and economic wellbeing of our residents.”

MRCC’s very high staff-to-manager ratio was also exasperating the desire for staff to implement change.

“Everything pointed to a need to first refresh our structure and from there, review our operating models across the organisation,” Mr Hawson said.

“Investing in this new structure and in our staff, while not increasing the rates burden on our community, has been front of mind in the development of this plan.

“We’ve carefully considered a number of factors to ensure this new direction will see added value and support overall savings for our community.”

The recommendations included six key changes to better support an effective, efficient and sustainable organisation, ready to respond to challenges and opportunities now and into the future:

∞ An increase from three to four departments, with the fourth department to support long-term economic growth in the region

∞ A flatter structure to better balance teams and streamline decision-making

∞ Realignment of specific teams and functions who share a common purpose, direction, customers and goals

Mr Hawson was also highly motivated to ensure MRCC was well-placed for long term sustainability.

“From the inside looking out, I knew we needed a refresh in terms of how we do business and to support our community to thrive,” Mr Hawson said.

“Already being entrenched in the organisation I thought it was important to have an independent eye to look at our current situation, the trends in local government, and where we could make improvements to meet our community’s changing needs.

“In 2022 we engaged an independent consulting firm to run an Organisational Sustainability Review and look at our current operations to assist us to define the future state of our structure and operating model.”

The review included comprehensive employee surveys, one-on-one interviews, detailed benchmarking and analysed the local government sector more broadly.

The findings revealed that MRCC faced five main challenges – a lack of responsiveness to changes in the external environment, an elongated structure with inconsistent

∞ Elevating the management team strategic functions which support long-term sustainability and Council’s ability to respond quickly to its external environment

∞ The introduction of a project management office to achieve greater consistency across project management and delivery

∞ A renewed customer-centric focus to ensure internal and external customers are at the centre of decision-making

Now, six months after starting the review, MRCC is ready to implement the new structure and is set for the biggest executive leadership recruitment drive in its history.

“We have had three acting general managers filling the roles in the old structure and are now looking to permanently appoint to the four redesigned positions,” Mr Hawson said.

“This is a rare opportunity to be part of a complete renewal of our executive leadership team.”

Reporting directly to the Chief Executive Officer, the executive leadership team will set the tone for the whole organisation moving forward and will contribute to the strategic direction of the city.

The rural region of Mildura is on the cusp of change, with sustainability and long-term goals at the heart of Mildura Rural City Council’s new executive leadership recruitment drive.

Mr Hawson said the new general managers will provide specialist direction to their department, supporting all staff to deliver the Community Vision and implement the Council Plan.

“We have a strong vision and a broad Council Plan that was informed through consultation with our community,” Mr Hawson said.

MRCC Mayor, Liam Wood, said the new organisational structure would enable Council to move the community forward.

challenges over recent years, including the pandemic, changes

to the aged care system and the devastating floods,” Mayor Wood said.

“We’re entering a critical chapter for our vibrant regional city and the four new general managers will help shape it.”

MRCC has a healthy $154.36 million operating budget and $49.73 million Capital Works budget in 2022-23, and a pipeline of exciting infrastructure and strategic projects underway and on the horizon.

The multi-million-dollar Mildura Sporting Precinct project, revitalisation of the riverfront Powerhouse Precinct and ongoing advocacy for a fairer rating system and government funding are among the big-ticket items.

“The changing face of our community needs strong leadership to work alongside councillors and help us to propel the region forward,” Mayor Wood said.

With more days of sunshine each year than the Gold Coast, the Mildura region presents an ideal lifestyle, where metropolitan convenience and connections are balanced with a relaxed regional pace.

“Many people move to our part of the world planning to stay for just a couple of years, but they end up living here for life,” Mayor Wood said.

Only a short flight from three capital cities, Mildura boasts quality services, exciting attractions, diverse industries and a strong community spirit, and there are fantastic professional, cultural, social, sporting and educational opportunities on offer.

Mildura Rural City Council is now accepting Expressions of Interest for its four new General Manager positions, with interested candidates encouraged to submit a resume and cover letter as soon as possible.

mildura.vic.gov.au/recruitment

Leadership and lifestyle opportunities await

Mildura Rural City Council is building a dynamic new executive management team to help shape a critical chapter in our vibrant regional city.

We’re searching for four transformation-focussed leaders who will report directly to the CEO

• General Manager Corporate Performance

• General Manager Infrastructure & Assets

• General Manager Healthy Communities

• General Manager Strategy & Growth

Expressions of Interest are open now.

CONTENT MARKETING 101 FOR THE LOCAL GOVERNMENT SECTOR

It can be challenging to strike the right balance when marketing to the local government sector, where the emphasis is on serving local communities efficiently and effectively. It’s a sector where it may seem that a typical consumer-based approach might work; but in reality, a business-tobusiness (B2B) based approach will get the best results.

The most successful businesses, particularly in B2B sectors, approach marketing with a multi-pronged strategy. This includes a combination of a great website, effective social media campaigns and a well-researched, well-executed content marketing plan.

When organisations are choosing who to partner with to help them deliver their marketing strategy, there are marketing experts, and then there are industry marketing experts. In a B2B setting like local government, you should be working with the latter.

WHAT IS CONTENT MARKETING?

Content marketing is a strategic marketing approach focused on creating and distributing valuable, relevant and consistent content. The goal is to attract and retain a clearly defined audience – and ultimately drive action and sales.

Content can be produced in various forms including news articles, blogs, whitepapers, eBooks, newsletters, infographics and social media posts.

Chances are you know your industry better than most, but if creating content is not your main focus, you’re probably not doing it effectively. Council Magazine Editor, April Shepherd, explains the unique content marketing challenges faced by companies in the council sector, and how specialist content teams have an impact.

“The council sector is unique, complex, wide-ranging and includes a variety of different communities and challenges, with content trends ebbing and flowing depending on current events and the individual region,” April said.

“It can be difficult for those working in the industry to find a marketing professional with the know-how and experience to clearly communicate their value proposition and get the right messages across.

“Councils require support and empathy – and here at Council Magazine, we know marketing that successfully targets this audience focuses on the community benefits and how this will improve quality of life in the region. Marketing to councils requires an understanding of communities in Australia, and how our councils work tirelessly to make them the best they can be.”

April said it’s important to have an editorial team that understands the pain points of the end user, who in the case of Council Magazine, is a wide variety of council employees such as councillors, mayors and the people on the ground that keep the community running day-to-day.

“We know that when people read industry articles, they are looking to gain something – whether that be new knowledge, expert insight or solutions to certain problems. When a writer already knows who their audience is, and how to write for that audience, they have a much better chance of producing content that is meaningful to the reader,” April said.

WHAT CONTENT IS USEFUL TO POTENTIAL CUSTOMERS?

A good content marketing piece solves a problem for potential customers. You know what your customers are asking. You know their pain points. Some of the best content your business can create will address these issues. Great articles are then read, saved, shared and ultimately draw customers to you when they are ready to buy.

April said there are many different types of articles that appeal to customers in the council space.

“Longer feature articles providing an in-depth look at the sector can position advertisers, councils and academics as thought leaders and industry experts. Project stories can emphasise a particular area of expertise for a business.

“It’s also a popular idea for businesses within the council industry to highlight the good work they are doing in the community or show how they are improving the overall customer experience.”

STRATEGY IS THE KEY TO SUCCESS

Successful content marketing, and marketing in general, comes from having a clear strategy that is executed flawlessly. The biggest content marketing mistake businesses make is to release content with all guns blazing for a couple of weeks, then leave their customers listening to crickets for the next few months. Perhaps they hit them with another flurry of content a few months down the track, but they lack consistency or a defined strategy.

All companies benefit from having a clear content marketing plan in place and those in the local government sector are no exception. This plan should include a commitment to release content relating to industry-specific events throughout the year, such as the impact the Federal or State Budgets may have on councils or others in the industry.

The content marketing plan should be flexible enough to be able to respond to unexpected events, such as the release of a new standard that impacts the industry or the announcement of a funding grant. Working with content specialists within the industry makes it easier to lay out article plans for the year. Having dedicated writers who know the industry means this content can be produced quickly and while it is still relevant.

Businesses also need content that can be prepared ahead of time to keep customers informed and increase their own brand recognition. In the local government sector, these could be articles around new products that reduce emissions, reduce air or environmental pollution, accelerate community works, reduce the urban heat island effect, or help communities prepare for disasters and extreme weather. Leading businesses will also have some long-form content available – such as whitepapers or eBooks – with comprehensive analysis that help to stamp them as an authority in the market.

BE SURE THAT WEB CONTENT SUITS THE ONLINE WORLD

Before great content actually makes an impact, it’s important for a business website to be in good shape. This includes being mobile responsive, since so many people view websites on their phones. It’s also good to produce content for search engine optimisation (SEO), which means making use of a range of keywords, optimising images for the web and successfully building relevant links.

Businesses in the local government sector should also be careful not to disregard social media in their marketing plan. Sticking with the goal of avoiding being obnoxious, there are still ways to interact with potential customers through social media without being too intrusive.

Facebook has a place in business to consumer (B2C) transactions, and to a lesser extent business to business (B2B) interactions. Given many decision makers are on Facebook, business content can still reach these people and have an impact. The downside is that they are often not in business decision-making mode when using Facebook. Your best bet is to be sharing content of value that people appreciate reading. When they are at work and ready to make a purchase, your business has already made an impression on them.

4 ways B2B marketing is different to consumer marketing

1. Different demographics

When marketers are targeting the consumer market, they often base their campaigns on traditional demographics like age, gender and income level. But B2B demographics are very different, and a scattergun approach simply won’t work and can waste a lot of resources. B2B marketing should be done through platforms where you can directly target these people. This could include meeting them directly at industry events, targeted campaigns through LinkedIn, where you can segment on appropriate demographics, sending newsletters to existing clients or lists you build yourself, advertising in industry journals that the right people actually read, and custom-lead generation campaigns.

2. Long lead times

Many consumer purchases are made once and straight away, possibly in a physical shop or increasingly online. But many B2B deals involve a tender process, or protracted negotiations for high value deals – it’s not a click and forget scenario. As a result, it’s important to set the pace of your marketing to match the length of your sales cycle. This means that it’s ok to drive traffic to your site if that’s what you want to do, but if they’re not ready to buy that day, you should still have options for them to engage with you, such as a newsletter to sign up for or an eBook download or webinar registration for which they provide their details.

3. Dealing with multiple decision makers

When a consumer makes a purchase, they decide and that’s it. In B2B, there’s often a whole chain of people who are involved in some way in the decision-making process. If you are dealing with a large organisation such as a council, there may be more hands-on employees that use the product and recommend it, senior management that have ultimate sign off, or even external stakeholders like engineering consultants who make recommendations. Good marketing needs to reach all of these people with different variations of your message that are adapted but also consistent.

4. Personal relationships

In B2B, it’s often necessary to have ongoing, long-term relationships with the individuals at the companies you sell to. This means that consistency and reputation are key. This matters in all marketing, but in B2B it’s as much about your personal integrity and reputation as anything else. The best way to deliver on this is by living these values. But the perception can be further enhanced with the right marketing and communications. In B2B there’s often great scope to build up the profile of your key staff as experts or thought leaders. The more they get quoted on a topic, speak at a conference, or be seen in trade media or on social media, the more that trust will be reinforced.

LinkedIn is a great platform for businesses in the council sector to foster B2B transactions and nurture relationships. Being a professional network by nature, LinkedIn is a convenient and appropriate way to keep in contact with other industry leaders.

There is often a spike in connections made after networking or industry events such as the ALGA National General Assembly and the Local Government NSW Annual Conference. Once these relationships are formed, the content-sharing nature of LinkedIn can broaden your reach in the industry.

WHAT’S NEXT FOR MARKETING IN THE LOCAL GOVERNMENT SECTOR?

The goal will always be to stay relevant to the intended customer base. This is often best achieved through targeted content marketing produced by journalists with industry knowledge as well as general writing experience.

Pure industry experts often lack writing skills to get their message across. Pure marketing experts don’t have the industry knowledge to produce quality content for the intended audience. Find someone in the middle who has both sets of skills.

Want a more in-depth understanding of content marketing? Scan this QR code to learn how we can help you achieve your marketing goals.

DRIVING AWARD WINNING TRANSFORMATION

By Jared Ingle, Head of Sales – AskYourTeam, Australia

All too often, involving your team to achieve significant outcomes for the organisation is harder than it should be. This article showcases how partnering with AskYourTeam has helped Central Hawke’s Bay District Council (CHBDC) to achieve significant change and win sector accolades for its performance.

CHBDC former CEO, Monique Davidson, says that the Council has been through a transformational journey following its work with AskYourTeam.

“Our organisation is unrecognisable. A lot of that has been about a really deliberate and purposeful strategy of change. AskYourTeam has been critical in helping us inform that change journey,” Ms Davidson says.

“We've used our annual baseline survey to drive change and drive action, and we are using AskYourTeam all the time to help build leadership capability, and to inform leadership pathways in the organisation.”

In 2022, as a result of its progress, Central Hawke’s Bay District Council saw its Local Government NZ CouncilMARK rating improve to AA, up three levels in just four years.

It also received the Martin Jenkins Excellence Award for Economic Wellbeing for achieving transformational change via its ‘Jobs in Central Hawke’s Bay’ program.

Ms Davidson says there is so much that she is proud of when she sees the way her people have grown.

“What matters is that I have people who feel involved, that are connected to our council’s purpose, and ultimately see how what they do connects with the people they serve in the community,” Ms Davidson says.

“One of the really rewarding things about using AskYourTeam is that you know you’re connecting with your people, and they have the opportunity to be involved and heard.

“Working with AskYourTeam, you need to make sure that you're actually listening, and that you're prepared to follow through with action. And that means you're building a culture of continuous improvement, which is part of what we do and who we are.”

Driving the change you need is easier with the right partner by your side. By putting your desired outcomes front and centre, and asking the right questions of your people, you’ll uncover actionable insights to drive productivity and wellbeing and better serve your community.

Lisa Harrison, Customer Experience and Relationships Manager, Central Hawkes Bay District Council

AskYourTeam is the employee experience platform with a difference. There’s no one size fits all with us. Your needs are front and centre, so you get the actionable insights you need to really drive up productivity and wellbeing in your council.

askyourteam.com

Give your council the edge

It’s easier with the right partner by your side

NILLUMBIK’S ARTS COMMUNITY TAKES ACTION

By

It’s been a tough few years for Melbourne’s creative community, with the freedom to make and do – and generate a living from it – put on hold as the world adjusted to a new way of life. But the arts community has always been resilient, and is experiencing something of a revival and a new way forward.

With programs such as ArtsACTION currently being delivered by six Melbourne Councils including Nillumbik Shire Council, local artists can now access a helping hand to get back to business.

Nillumbik, Brimbank City Council, Cardinia Shire Council, Hume City Council, Melton City Council and Yarra Ranges Council launched the ArtsACTION program in January 2023, providing free career support to its creative community.

The online program delivers professional development for artists and creatives to activate career pathways, broaden networks, and build market reach.

Run by Pop Up Art, a division of not-for-profit Jumpleads, ArtsACTION offers a six-part email resource pack, Zoom workshops, and access to a growing supportive network.

Emerging and established professional visual artists, performers, writers, musicians, arts workers, and people involved in community arts or creative industries, have been invited to participate.

THE CHALLENGES OF THE PANDEMIC

Nillumbik, in the green wedge of Melbourne’s northeast, has a rich artistic history. Nestled in and inspired by the natural environment, the Shire has been home to many well-known artists, writers and architects.

For the vibrant creative community, it’s a way of life to live, work and play alongside artist colonies such as Montsalavat and Dunmoochin, and live amongst the area’s distinctive mudbrick homes, pioneered by architect Alistair Knox post-war.

Nillumbik painter Susannah Collins

Camilla Walker, Nillumbik Shire Council

During the pandemic, Nillumbik painter Susannah Collins was faced with guiding her arts practice through a particularly tumultuous time.

“The obstacles of physical lockdowns and economic uncertainty have necessitated a more resourceful and presentminded approach to my creative pursuits,” Ms Collins said.

Ms Collins believes the impact COVID-19 had on her art was a necessary learning.

“There’s been unique challenges for all of us, including those in the arts community. But I have discovered a strengthened sense of purpose in my work amidst these difficulties,” Ms Collins said.

ENHANCING SKILLS FOR FUTURE GROWTH

Nillumbik Shire Council Mayor, Ben Ramcharan, said the Council was committed to supporting its creative practitioners with programs that enhance skills for growth, including professional development programs for artists, such as ArtsACTION.

“We hope to see a wide range of creatives take up this opportunity to develop essential marketing and collaboration skills, and to connect and share their work with other creatives from our partner Council regions,” Mayor Ramcharan said.

ArtsACTION works as a tool for Nillumbik creatives to reinvigorate their business in the arts.

Nillumbik Shire Council’s Director of Community Services, Corrienne Nichols, said it was particularly relevant for creatives looking to grow their career, build their business, step up their organisation, or connect with other creatives across Victoria and beyond.

“Everyone is welcome. We heard from our creative community that they are interested in professional development focused on business and marketing, and that this skill set lays the foundations for artists’ financial success and longevity,” Ms Nichols said.

“Through courses like this, we aim to position Nillumbik as an incubator, where artists work productively and advance their practice, and where creative industries are encouraged to establish and proliferate.”

THE IMPORTANCE OF THE SECTOR

Jumpleads Director and ArtsACTION program facilitator, Sharon Seyd, who has worked in the creative industries for more than 35 years, said the program recognises that creatives are often under-resourced and overlooked – despite their importance as a highly valuable, vital sector of communities.

"According to Creative Victoria, in 2019-20, the creative sector contributed $31.6 billion to the Victorian economy, 8.6 per cent of the total state workforce," Ms Seyd said.

Getting businesses in the arts back up and running is only enhanced by the networking opportunities of ArtsACTION.

“The partners coming together behind this initiative recognise the need for artists to develop relevant career skills and the support required for them to foster viable practices,” Ms Seyd said.

Since opening ArtsACTION’s online registrations, Nillumbik Shire Council has been overwhelmed with applications.

“We have been impressed by the response,” Ms Nichols said.

“It’s wonderful to see our arts community embrace ArtsACTION, and it shows that this initiative will provide a much needed and wanted resource and opportunity.”

Ms Collins was looking forward to getting involved in the program.

“I think the workshops will provide valuable opportunities to learn from experienced arts professionals in marketing, cultivating an audience, and networking,” Ms Collins said.

“These experiences will not only enhance my personal and professional growth as an artist, but also allow me to

home. As an artist, it is deeply gratifying to see my work evoke a sense of reflection in the viewer, perhaps even compelling them to pause and see the humble scenes from their own lives in a new way.”

EMBRACING THE CREATIVE SIDE OF NILLUMBIK

The Nillumbik region has always been synonymous with the arts scene, and it’s clear that this tradition continues in 2023, with artists injecting culture and collaboration back into the eternally creative region.

Arts and cultural development programs serve an important purpose, as Nillumbik’s local community of creatives foster an evergreen desire to further their arts practice for both personal and community enjoyment.

Whether it’s exhibitions, events, gallery openings, art tours, grants programs, local markets or large scale festivals, Nillumbik relies on its artists to provide the diverse creativity the local area thrives on.

Now, with ArtsACTION on hand to facilitate and inspire, the creative community will gain invaluable input and resources to achieve long-term viability in their creative pursuits.

ArtsACTION is free to participate in and will be delivered entirely online from March to June 2023.

CELEBRATING

AND DIVERSITY FOR YEAR OF THE RABBIT

Lunar New Year performances outside Town Hall

By Holly Tancredi, Journalist, Council Magazine

Located in south-east Melbourne, the Glen Eira LGA is a flourishing multicultural community. Council has a strong connection to its community, backed by a keen understanding of, and respect for, the diverse cultures that make up its population.

Glen Eira Councillor, Li Zhang, former Deputy Mayor of the City of Glen Eira and the driving force behind the event, explains the importance of the Lunar New Year celebration.

“We are proudly a diverse community that reflects the diversity of our state. More than one-third of our residents were born overseas,” Cr Zhang said.

“Mandarin is now the most common language spoken at home other than English in Glen Eira – about 5.6 per cent.”

Lunar New Year is a pivotal event for Chinese and other eastern and south-east Asian cultures, with each year being represented by one of twelve zodiac animals – 2023 being the Year of the Rabbit.

Council held this cultural event at Glen Eira Town Hall and featured many traditional Chinese and Asian performances, including Double Lucky Lion Dance, traditional live music by Serena Chang, a beautiful 'lantern' art installation by local

a smaller Chinese community event was held in 2021 – marking the beginning of the Year of the Rabbit and bringing together Council’s diverse community for a joyful celebration that fostered connection and belonging.

artist

A COMMUNITY CELEBRATION

Cr Zhang brought Council officers together to meet members of the Chinese community and organise performances to ensure the celebrations were accurately represented and inclusive of the community,

“I did connect our Council officers to some artists such as the traditional Chinese Fashion Association,” Cr Zhang said.

“This association has many university students with Chinese backgrounds, so they have a passion for traditional Chinese fashion – Hanfu, Qipao. So they practised themselves and raised funds to buy those costumes from China, and now they perform for many different types of events.”

Artist on show, Jenny Zhe Chang, was also responsible for decorating the main Gallery space with traditional Chinese lanterns, a symbol of good fortune, suspended from the ceiling.

Ms Chang’s exhibition and installation, Light with hope — Sharing, used Chinese lanterns as well as traditional bamboo

Jenny Zhe Chang, as well as a runway show featuring the art and history of traditional Chinese fashion presented by Melbourne Hanfu Association.

MULTICULTURAL MELTING POT

Multicultural festivities have an important impact on communities, providing a space to unite people from different backgrounds, and connect them through shared cultural and social experiences.

These important traits contribute to community acceptance and are an important reason as to why Council has such a focus on supporting its cultural groups.

Cr Zhang is not just a councillor but also part of the Council’s largest advisory committee, the Multicultural Advisory Committee, which was formed in 2022. The group promotes engagement and communication within the region’s Culturally and Linguistically Diverse (CALD) communities.

“At Council, we are really committed to developing strong ties to all parts of our community,” Cr Zhang said.

“We have about 20 to 30 community representatives sitting in the Multicultural Advisory Committee. They are from different community groups, including all the different culture groups, so they can represent very diverse voices.

“It's very important for us as councillors to make our decisions based on diverse voices. We want to get advice, feedback from

steamer sculptures to symbolise the sharing of dishes – or ‘dim sum’ – during Yum Cha, supporting ideas of resilience, hope, and well-being.

Crs Zmood, Cade, Parasol, Zyngier, Magee (Mayor) and Zhang.

diverse communities for all our policies, projects, and all the other important decisions.

“We actively promote multiculturalism and social cohesion through our events, strategies and this committee, so we can make sure that everyone in our city feels safe, feels like they belong, and are enjoying their lives here.”

BRINGING BACK CULTURAL PRACTISES

The public celebrations held in January 2023 benefited from a longer planning schedule, and had over 500 attendees including both Asian and non-Asian residents, with feedback from the community cited as highly positive.

Council is highly aware of the benefits cultural events bring, not only to the communities that are part of that culture themselves, but also to the wider community and its understanding of different cultures.

“The Asian community value the opportunity to celebrate their traditional festival,” Cr Zhang said.

“We treat Lunar New Year as the most important festival for not only the Chinese community, but also many other Asian communities including Korean and Vietnamese. They appreciated that Council hosted this event for them.”

An important aspect of the Lunar New Year event was also the opportunity for the non-Asian community to connect with

the other cultures that form their region, with Cr Zhang stating it was a “multicultural night for everyone”.

“Another benefit of hosting the festival was Council’s ability to connect to its hard-to-reach communities, such as those with a language or cultural barrier,” Cr Zhang said.

“For example, we have lots of surveys or consultation with the community – but we don't really hear a lot from the Chinese community, as well as some others.”

Speaking as both a Chinese person, and as a councillor, Cr Zhang explained how the festival fostered a feeling of belonging between her culture, community, and Council.

“Through this event, we built an emotional connection with the Council. We feel we belong, we feel part of Glen Eira and we feel safe. We can discuss, we can connect, we can talk to Council.

“I think this is also a very good result for Council. It's not just for the community.”

City of Glen Eira’s celebration of Lunar New Year is a great example of how connecting diverse cultures, celebrating differences, and bringing together a community can have significant impacts on social cohesion and belonging.

Mayor Cr Jim Magee with performers.

YARRA’S VISION FOR THE FUTURE OF CREMORNE

By Yarra City Council

Yarra City Council and the Victorian Government are working to revitalise the inner-city suburb of Cremorne through collaboration with local start-ups and tech giants – and by preserving the suburb’s unique heritage buildings –to create new, sustainable and resilient open spaces.

Bryant and May Building on Church Street

Yarra City Council’s new draft Urban Design Framework (UDF) aims to guide the growth, development, and character of Cremorne.

Yarra City Council Mayor, Claudia Nguyen, said the plan will transform the densely populated and bustling area of Yarra with its mix of high-tech offices, showrooms, service industry and established residential pockets.

“At Yarra, we want Cremorne to be a thriving, global hub for innovation that is well set up for future growth while protecting its unique heritage,” Mayor Nguyen said.

“This framework aims to build on the things that workers, residents and visitors love about the area, like the mix of heritage buildings and Victorian worker’s cottages, offices and small industries, and strives to make them even better.”

The plan also recognises that the area stands on the traditional lands and waters of the Wurundjeri Woi Wurrung people. Opportunities to embed Aboriginal language, design and names in streets, parks and public buildings – in consultation with Traditional Custodians – will be pursued.

The plan also focuses on making the suburb a leading sustainable and climate-resilient precinct by supporting net zero carbon development.

Net zero carbon buildings are less expensive to operate, healthier and more resilient than typical buildings – delivering considerable environmental, social and economic benefits to the community.

FIVE THEMES OF THE DRAFT URBAN DESIGN FRAMEWORK

The draft UDF is structured around five themes, and under each theme there is a set of objectives and actions which will help deliver its vision for Cremorne.

THEME 1: A PLACE TO CREATE, INNOVATE AND LIVE

∞ Retain and promote global innovation

∞ Support affordable workspaces

∞ Develop digital infrastructure

∞ Recognise the commercial, employment, retail and residential roles of different precincts

THEME 2: A LEADING SUSTAINABLE AND CLIMATERESILIENT PRECINCT

∞ Support net zero carbon development

∞ Create an urban forest and green buildings to mitigate the urban heat island effect

∞ Water management to support a resilient and liveable precinct

THEME 3: CONNECTED AND ACCESSIBLE CREMORNE

∞ Encouraging a highly accessible and well-connected movement network that prioritises sustainable and active transport and discourages through traffic

∞ Improved public transport services and access

∞ Safe and attractive local cycling and pedestrian networks which connect strategic corridors, major trails and key destinations

∞ Reduce off-street car parking requirements to promote more sustainable modes of transport

THEME 4: SPACES FOR PEOPLE

∞ Create a network of high-quality public spaces and streets

∞ Reconnect Cremorne with Yarra River (Birrarung)

∞ Making Cremorne Street and Church Street key activity corridors

∞ Reimagine Richmond and East Richmond Station transport hubs

∞ Support local placemaking initiatives

∞ Protect and interpret Indigenous Australian cultural values and heritage in the design of Cremorne

THEME 5: QUALITY DESIGN THAT BUILDS ON CREMORNE’S PRECINCT IDENTITY

∞ Create a comfortable and engaging public realm

∞ Deliver high-quality sustainable buildings

∞ Ensure the scale and form of buildings respond to their context

∞ Showcase Cremorne’s diverse heritage buildings

∞ Create blueprints for the redevelopment of strategic sites

COMMUNITY ENGAGEMENT

Yarra City Council sought feedback from the community on the draft UDF in 2022 by:

∞ Holding feedback sessions with community groups

∞ Meeting the community in person at pop-up information sessions throughout Cremorne

∞ Hosting online question and answer sessions for residents and businesses

∞ Organising one-on-one meetings with residents, businesses and community members

∞ Digital engagement hosted on Council’s Your Say Yarra website

Council officers are currently reviewing the public submissions. Council officers will then present the findings from the consultation at a Council Meeting to:

∞ Present the consultation feedback and discuss responses

∞ Present an updated version of Urban Design Framework for Council endorsement

∞ Seek Ministerial approval to begin the process to introduce new planning controls to implement parts of the plan.

The Draft Urban Design Framework builds on the Cremorne Place Implementation Plan (CPIP) developed by the Victorian Planning Authority (VPA) in collaboration with Yarra, that was launched in December 2020.

Did you know?

For more information go to yoursayyarra.com.au

Cremorne is a vibrant and diverse community and is home to more than 2000 residents, 700 businesses and 10,000 workers.

Councils embracing GLOBAL WATER MANAGEMENT INNOVATIONS ON A LOCAL LEVEL

Smart water management tools have been deployed around the world to offer councils better insights into water usage, network issues and engage more proactively with their constituents. Australian councils can improve customer service, prevent leakages, and reduce costs by learning from these global experiences and embracing innovative technology such as smart meters.

With water conservation becoming increasingly important across the globe, particularly in Australia, local governments are prioritising sustainable water management strategies and finding new ways to help communities save water.

Utilities and councils are turning to digital solutions like smart metering to understand how households, businesses and communities are using water. Smart metering solutions can also help them detect leaks, provide proactive maintenance and track customer water usage. These insights can help determine water network capacity and inform decision-makers when responding to water-use crises, such as a drought. Smart metering can also significantly reduce non-revenue water, saving costs associated with water loss and unplanned maintenance.

Global water management company, SUEZ, has recently announced its new strategic plan, which prioritises developing methods to reduce local water usage and encourage water resiliency in communities. With this new plan focusing on innovative solutions to water management challenges, SUEZ shares its knowledge and experience to help councils in their digital transitions to make the most of their limited water resources.

DIGITAL INNOVATION ON A GLOBAL SCALE

Through its new strategic plan, SUEZ is delivering global solutions to facilitate digital transformations through research and projects involving the implementation of smart water management technologies. SUEZ has been installing smart meters worldwide since 2005 using the “WIZE Alliance” technology and has achieved demonstratable battery life between 15 to 20+ years.

WIZE, is an innovative approach to Long Range, LowPower Wide Area Network (LPWAN) technology, designed to deliver bi-directional radio communication and connect hard-to-access objects such as in ground meters, apartments, industrial buildings and retail parks. For smart metering, this offers secure communication, data security and wide-area coverage, connecting thousands of smart meters across a network.

A common misconception is that it is expensive to deploy a dedicated network but this is not true, and SUEZ has a multitude of service offerings from Network as a Service (NaaS) to fully customer-owned options. The WIZE technology can also be used for other utilities such as gas and some smart city applications.

management and the preservation of water resources.

AQUADVANCED Water Networks allows local governments to detect leaks, monitor networks in real-time and improve the quality of service to the community.

SUPPORTING SINGAPORE’S WATER RESILIENCE

In recent years, Singapore has been grappling with increasing water demand and climate change challenges, putting pressure on local water supplies and infrastructure.

SUEZ and Singapore’s National Water Agency, Public Utilities Board (PUB), have collaborated since 2015 to research and develop projects for water management and conservation in the state.

into water usage and created projects that work towards developing a roadmap to meet Singapore’s future water needs through digitisation. Projects include studying residents’ water consumption with smart shower devices, setting up smart meters with an accompanying gamified mobile app to encourage residents to reduce water consumption, and

One project in particular involved digitising PUB’s stormwater network management. Following a successful pilot, SUEZ set up PUB with its AQUADVANCED software solution to monitor some of Singapore’s drainage and sewerage systems. The system allowed PUB to analyse water levels and flows across the whole stormwater network, which then allowed for better decision-making when it came to preventing environmental damage and flood management.

SUEZ’s Business Development Manager, Laurence Daly, said that the company’s digital solutions offered meaningful

“Monthly water bills can’t provide the same information or encourage reducing water usage, because often the data is generalised or dated, whereas real-time data from smart devices can offer better, regular insights into water consumption,” Mr Daly said.

“It’s important to keep customers not only informed about their water usage, but help them to reduce their consumption and understand the importance of conserving water. Using smart metering and other digital solutions can offer a world of benefits for both customers and governments.”

These technologies have strong potential to revolutionise Australian council water management by offering realtime data on water usage and network issues, which can improve customer service, provide billing support for vulnerable customers, reduce safety risks, and prevent environmental damage.

When it comes to conserving water supplies, local governments are looking towards smart technology to bring their communities along the digital transformation journey.

Working with councils, SUEZ is committed to getting the most value out of water assets to ensure the longevity of critical water services not only around the world – but in all Australian communities.

Laurence Daly, SUEZ Business Development Manager

WHITEHORSE COUNCIL’S COMMITMENT TO REINVENTING WATER CONSERVATION

By April Shepherd, Editor, Council Magazine

The City of Whitehorse, located in the outer eastern suburbs of Melbourne, has a future-minded outlook on water management – with a keen focus on managing this resource to ensure a sustainable future for all. Council plans to do this through its new Integrated Water Management Strategy 2022-2042, collaboration, and community feedback.

The City of Whitehorse is home to many waterways, parks and reserves which create a unique ecosystem for the area, but as the population grows and climate change becomes more evident, Council has begun preparing for the challenges of the future – today.

To combat these future issues Council, with assistance from the Victorian Government through Melbourne Water Corporation and as part of the Living Rivers Stormwater Program, has created its Integrated Water Management Strategy 2022-2042.

The 20-year strategy focuses on three main outcomes: healthier landscapes

and waterways, reduction of flood risk and valuing all water as a resource.

WHY IS THE STRATEGY NEEDED?

One of the catalysts for the creation of the strategy is not only the effects of climate change, but the intensified impacts of urbanisation and population growth that cause hotter days, urban heat islands, increased wastewater and pressure on the water system.

Urbanisation also causes greater stormwater runoff – with more hard surfaces for the rain to run off, increasing challenges on the water cycle and chances of flash flooding.

Whitehorse City Council Coordinator Natural Environment & Strategy, Leonie Gibson, discussed why the strategy was needed to create a sustainable future for the community.

“We're preparing for the future,” Ms Gibson said.

“Our population is continuing to grow and we're talking about climate change. It's still uncertain as well. The strategy is an adaptive plan, so it covers that 20-year time frame through a vision.

“The plan is adaptive on how we actually work in this space, so looking at how we maximise the use of the diverse range of available water sources and use what we have efficiently.

“It's about supporting the water management practices in Whitehorse and considering all elements of the water cycle and how we plan around that. It provides a strategic and integrated approach.”

Ms Gibson said that the Council has previously managed water through an ad hoc approach and focusing on standalone projects. The strategy differs as it offers a holistic approach and studies how all elements affect each other and work together.

OVERHAULING THE WATER CYCLE

The strategy and it’s accompanied technical analysis, the Integrated Water Management Strategy Technical Report 2021,is aiming to combat the urban water problem through promoting community action and collaborating with fellow councils and organisations.

“The vision is really supporting community action. The strategies have been prepared through consultation and they've shown through community feedback how important waterways in Whitehorse are,” Ms Gibson said.

“The pandemic raised that as well, in terms of support for biodiversity and networks for walking and riding, trail networks and just mental health and wellbeing.”

Ms Gibson said that the community is also expressing concerns about the impact of pollution, and would like to see initiatives such as stormwater harvesting – so it has enough water for vegetation if a drought were to strike.

“Council wants to help residents do what they can do in their own space, but then show what it's doing throughout the strategy,” Ms Gibson said.

Ms Gibson said that the plan, and its success, is all about community feedback – supporting what the community wants for the future to make sure Council develops projects that alter environmental impacts and future proof infrastructure.

Council is also highly focused on building proactive, instead of reactive, operations for the future and embedding integrated water management into internal processes.

Collaboration is also an important element of the plan, with Whitehorse City Council working with other councils, water retailers such as Melbourne Water and Traditional Owners as well.

“We've all got those water management responsibilities and we need to work together when we're looking at that catchment context,” Ms Gibson said.

As with many good things, Ms Gibson said that the community might have to wait to see the full effects of the actions outlined in the strategy.

“You might not see the benefit in some of these things for a little bit of time – similar to our urban forest where you might plant a tree, you might not see that in its real form until ten years time,” Ms Gibson said.

THE CHALLENGES

In any long-term project challenges are sure to arise, and although it is early days Ms Gibson said that so far the initiative has been smooth sailing.

“I think it is always around competing service priorities as Integrated Water Management (IWM) is one of the many responsibilities of Council” Ms Gibson said.

To combat this the team will look to apply for external funding when available, with more funding streams hopefully opening up.

“That's something that we're really keen to make sure that we tap into,” Ms Gibson said.

One of the other challenges is managing community expectations around timelines and projects.

“It's great that we've got engagement with the community, but they would love us to do more action quicker,” Ms Gibson said.

Ms Gibson said that this can be remedied by keeping the community up to date with the work that is being done, even if it is in the background.

THE NEXT STEPS

In the coming years the goals in the strategy will start to come to life, firstly through setting up the initial processes, and secondly through delivering high quality demonstration projects in the first five years.

Ms Gibson hopes that these projects will deliver some immediate outcomes, such as stormwater harvesting initiatives, and aims to incorporate these new concepts with existing strategies as well – such as Council’s Urban Forest

Strategy, streetscape works or road drainage projects.

Council will also be considering undertaking some scoping and prioritisation through a place-based plan – discussing where the new assets will go – and developing a ten year plan to use alongside the Capital Works process.

“We've also been doing some asset auditing of our natural spaces, so we really understand the function of how they're going, and getting baseline information so that we’re meeting the targets in our strategy,” Ms Gibson said.

MANAGING MANHOLES using smart solutions

Once this data is collected in the field, it needs to be kept in a platform that is up to date, accessible and accurate.

WinCan, also supplied by SECA, allows users to collect pipe inspection data, organise it in a database, generate reports and share with relevant parties.

WinCan can upload data as it is captured in real time – so all team members can see updates instantly.

TESTING MANHOLES EASILY

The process of testing manholes and using manholes to test and monitor sewer systems, can be fraught with challenges.

Smoke testing is a tried and tested method for monitoring sewer systems and finding areas where inflow is entering the system, connected roof and basement drains and illegal taps, amongst other uses.

Air-Loc® Manhole Testers provide the most efficient, accurate, and costeffective method of testing new, existing, and rehabilitated manholes. Vacuum testing identifies infiltration and exfiltration problems

The management of manhole covers is a common pain point for councils, with the inspection and maintenance of these assets a dirty, dangerous and often cramped job.

For jobs like this, solutions that access the condition of an underground or hard to reach asset are invaluable –especially if it also provides accompanying customer support. Unsurprisingly these solutions are becoming more popular with councils Australia-wide.

KEEPING COSTS LOW

One of the biggest challenges for councils when it comes to inspecting manholes is the cost of staffing the entire process, causing times between inspections to become longer.

SECA, which supplies state-of-the-art pipeline camera technology and highly skilled maintenance services throughout Australia, has multiple solutions to aid in the automated inspection of manholes, to keep costs and job times low.

CleverScan, a product supplied by SECA, is an automated manhole scanner and camera with a focus on maximising details and minimising the costs of inspections.

To achieve this, the system was built to be automated, portable and light enough for a single person to deploy, and boasts a high-resolution lens – so nothing is missed in the process.

Smoke testing is a straightforward concept – simply introduce smoke into a sewer line using a smoke-generating device blower.

Through catching inflow early, councils can save costs by avoiding having to treat contaminated water at treatment plants.

Cherne Air-Loc® Smoke Testing Products, as supplied by SECA, has an extensive range of products to make manhole and sewer testing as easy as possible.

Cherne Air-Loc® Manhole Testers are specifically for testing manholes, and are able to test new and rehabilitated assets using vacuum testing that can discover infiltration and exfiltration issues.

WHY SECA’S SOLUTIONS?

SECA provides ongoing support and training from start to finish, helping councils to incorporate its plethora of solutions into any existing system – big or small.

SECA also has a variety of stock available and ready to ship, leaving long wait times and shipping delays in the past.

This is a sponsored editorial brought to you by SECA

For more information on how SECA can assist local governments with a full range of water asset management solutions, head to www.seca.com.au

For many councils, managing assets using smart solutions can seem like a pipe dream, with fears the technology may be hard to install, manage and maintain. This is why choosing suppliers that provide ongoing support is key –especially when it comes to essential assets in the community such as manholes and sewers.

ALL NIGHT LONG:

HOW QLD’S LARGEST SEWER WAS UPGRADED WHILE THE CITY SLEPT

AN ASSET SEVEN YEARS IN THE MAKING

The works involved rehabilitating a section of the pipeline between James Street in Fortitude Valley to the Eagle Farm pump station, spanning a 5.7km distance.

Owner of the asset, Urban Utilities, first awarded the rehabilitation works to leading pipeline infrastructure company, Interflow, back in 2015.

Since then, Interflow has relined 40 individual sections (averaging 160m) of pipeline using a spiral-wound lining system.

Fast forward seven years and the S1 Main Sewer upgrade is now complete, with Brisbane’s largest sewer asset ready to serve its community for generations to come.

OPERATING UNDERNEATH A BUSTLING CBD

Deep under Brisbane’s bustling CBD lies the city’s oldest and largest sewer pipeline. Averaging 1.5m in diameter, the S1 Main Sewer runs a total of 12km, stretching from Toowong to the Eagle Farm pump station, and is buried eight stories beneath the ground.

Completed back in 1924, the S1 serves well over 750,000 people, carrying 60 percent of the city’s sewage. To put that in perspective, more than 60 Olympicsized swimming pools of wastewater travel through the system daily.

A lot has changed in Brisbane over the last 100 years, so it’s no surprise that the S1 would eventually need an upgrade to meet the needs of the growing city.

To reduce community disruption and minimise traffic impacts on the busy road, the works took place at night. This meant all traffic lanes could operate undisrupted during peak travel periods. It also meant crews needed to move on and off the busy road each night to allow full lane access in the morning.

Interflow’s Project Manager during the program’s early phases, John Adamo, said, “We developed a portable set up that could be quickly assembled and removed, giving us more time to make progress on relining the S1 within our small night-time working window from 8pm to 5am.

“Once we had sewer access, we would mobilise a gantry set up straight over the access chamber using a small crane, which could easily take it on and off the worksite daily.

“We did something similar for our grouting team, too. We imported a special trailer and built a mobile grout plant on it.”

By making their set up portable, Interflow was able to work in the peak of the night within a small working window, allowing little disruption to Brisbane’s traffic network.

GOING DEEPER UNDERGROUND

On projects of this scale, it is not unusual for conditions to change along the way, and in this case it led the delivery team to seek new solutions in order to adapt.

Interflow’s Development Manager, Boris Graljuk, said, “As we moved further through the sewer, the pipelines were getting deeper.

“This meant there was an increase in the external forces on the pipeline.”

Working closely with technology partner, Sekisui Rib Loc Australia, Interflow identified an innovative way of reinforcing a spiral-wound liner with steel.

“Spiral lining is performed by winding an interlocking strip of PVC into an existing pipe to form a smooth, continuous pipe,” Mr Graljuk said.

“The new solution, called RibSteel, involved clipping stainless steel strips into the outside of the PVC strip in the lined pipe, which makes it exceptionally strong.”

With the last line now complete, the S1 Main Sewer is ready for its next chapter, and the impressive, yet hidden, piece of infrastructure will go on to serve the Brisbane community for generations to come.

Over 100 years since its inception, Brisbane’s S1 Main Sewer underwent an ambitious seven-year upgrade. By harnessing the power of innovation, Urban Utilities and its delivery partner, Interflow, have given new life to a hidden but essential piece of infrastructure.

To learn more about Interflow and the work it does in Brisbane and across Australia and New Zealand, visit interflow.com.au

Nights works to upgrade Brisbane’s S1 Main Sewer

All night long: Queensland’s oldest and largest sewer was upgraded while the city slept

Read on to learn how we rehabilitated this 100-yearold sewer

SNOWY MONARO UPGRADES WASTEWATER INFRASTRUCTURE FOR THE NEXT GENERATION

By April Shepherd, Editor, Council Magazine

After a suite of wastewater upgrades in the past two years, Snowy Monaro Regional Council is prepared for the future –providing the community with new infrastructure for generations to come. The biggest of these upgrades is the new Council-led $14 million wastewater treatment plant in the small town of Bombala, which officially opened in January 2023.

Australia is full of small communities which often get overlooked when state and federal funding is concerned, especially rural towns such as Bombala.

This is why Snowy Monaro Regional Council’s new state-of-the-art bio reactor wastewater treatment plant, funded by the Council in collaboration with the New South Wales and Federal Governments, is so notable for the community.

The initiative, which Council undertook all the design, procurement and project management work for, received $3.5 million from the State Government’s Restart NSW Fund Safe and Secure Water Program and $3.5 million from the Federal Government, with Council contributing $7 million.

The project replaced the 60-year old technology in the existing plant to prepare the community for future population growth and reduce environmental effects, as the previous plant was taking a toll on the local environment and Bombala River.

Snowy Monaro Regional Council Manager Water & Wastewater Operations, Chris Witney, said, “It’s nice that this town is receiving a lot of good and necessary new infrastructure.

“With brand new water treatment and sewage treatment facilities, it will really help the town to be able to grow and enjoy the pristine environment that it's a part of.”

Snowy Monaro Regional Council Mayor, Narelle Davis, said, “Upgrading and renewal of the sewage system in Bombala provides the infrastructure to manage wastewater and sewage into the future.”

THE PLANNING PROCESS

The new wastewater treatment plant has been years in the making, with initial research and plans beginning nine years before it opened in January 2023.

“There were some studies done before 2014 covering water security and secure yield,” Mr Witney said.

“In 2016 there was an envelope study done looking at the discharge parameters of the old plant and the impacts of this technology on the Bombala River.”

Mr Witney said that during 2018 there was a more detailed investigation covering the project’s planning, documentation on scoping, and looking at the whole sewage catchment area.

Following this, the project went to tender in 2019 and was awarded the same year – with construction starting in December.

The new facility was built on the same site as the previous plant, constructed in parallel with the existing plant as it operated and supported the town during construction.

“Once the new plant was operational, we were able to transition from the old plant to the new one and then start treating the effluent with the new technology,’ Mr Witney said.

“Then the old trickle filter was decommissioned, demolished and turned into a big grassy section of land.”

Despite the plant only opening in January 2023, it has been in operation for nearly 18 months outside of its commissioning period.

“There was a period of leeway with the EPA in regards to a few licensing parameters, but within the last 12 months it's been operating under its final licence with the EPA and performing really well,” Mr Witney said.

WHY IS IT NEEDED?

The project was a necessity for multiple reasons, such as improving the region’s environment and reducing pollution in waterways.

Another important reason was that – due to its age – the existing plant featured aged and outdated treatment technology, and therefore the cost of maintenance and keeping up with modern environmental standards was unfeasible and unsustainable.

The other main drivers of the project were the growing population of the region, and the significant number of tourists that visit the area – the more people, the more waste to be processed.

ACCOMPANYING UPGRADES

The new plant tops off a substantial period of replacements and upgrades to wastewater infrastructure in Bombala, with two new pump stations installed, the mains replaced and other sewer infrastructure upgraded.

“Getting new equipment helped a lot with the security and safety of the environment, as it was able to pump the effluent safely up to the treatment plant and avoid any spills and other detrimental environmental impacts,” Mr Witney said.

Mr Witney said the attention Council has amassed from the State and Federal Governments has been positively received, especially since it is the result of a merger between the Cooma-Monaro, Bombala and Snowy River Shires in 2016, making it relatively young.

“There has been a lot of attention to the region, which is a good thing to get out there because sometimes with council mergers certain communities may be concerned about where the spending is going for their local town,” Mr Witney said.

Council is also in the process of building a brand new water treatment plant, which is set to be commissioned within the next 12 months.

The area, which has long suffered with water quality issues due to the river water containing iron and manganese, will also receive a new water treatment plan – implementing new technology to improve water quality.

SECURING A HEALTHY FUTURE

The infrastructure updates and new plant will ensure a healthy environment for years to come.

“The Bombala River is a beautiful, pristine environment. The community swims in this river. We've got some native fish, we've got platypus living in the region – that’s why we're distributing a lot higher quality treated effluent now, so there's a lot less total nitrogen, phosphorous and zero solids entering the river,” Mr Witney said.

Mr Witney said that the new plant has already reduced odour complaints – a common issue when the old plant was still in operation.

Community feedback for the new plant has also been positive, with Mr Witney stating the response has been excellent, and that the community is eager for more new assets.

PROTECTING WATERFRONT PRECINCTS WITH FLOOD BARRIERS

The Clarence Valley Council (CVC) is a local government area in the Northern Rivers region of New South Wales, Australia.

Situated on the Clarence River, most of the region is floodplain and at risk of regular flood events.

PROACTIVE FLOOD MANAGEMENT

Over the past four years Clarence Valley Council has embarked upon a major planning process for floodplain management, which will result in several Floodplain Management Plans to cover the whole area.

During the 2022 flood events, the township of Maclean was saved from inundation when water levels rose within millimetres of the towns flood barriers.

LEVEES SAVING THE DAY

The Maclean waterfront precinct is protected with a levee system that utilises permanently integrated flood barriers, concealed within the levee structure. These retractable flood barriers are a valuable asset and are permanently installed on-site.

The barriers are designed to be an extension of the existing infrastructure, customised to suit the surroundings. To deploy, the barriers are slid along a stainless steel track and locked into place.

Retractable flood barriers are most commonly used to close and protect pedestrian walkways and vehicular access points, and they can be manually operated or automated with push-button controls.

“The retractable flood barriers we integrated into our levee system saved the township from being completely inundated,” a Clarence Valley Council spokesperson said.

“We have been upgrading our flood mitigation system to include retractable flood barriers over the past four years. Working with AWMA, we have refined the design to suit our on-site and operational requirements. Now, they have been well-proven!”

BUILT TO LAST

AWMA’s FloodFree Retractable Barriers are purposedesigned, engineered and manufactured in Australia under an internationally accredited ISO 9001 quality management system.

Constructed from structural marine grade aluminium the barriers are lightweight yet very strong, are safe for public areas and require very little maintenance.

These barriers can easily be deployed by operators in emergencies without the need for special tools or equipment.

Project partners receive full design support to ensure the product delivered is engineered and certified to withstand site specific worse case scenarios for expected flood water height, debris loading and deployment times.

Retractable Flood Barriers are installed within existing infrastructure then slide horizontally to seal large openings. These can include levee access points, railway crossings, roadways, pedestrian access or building entrance points. There are numerous well-proven, Australian made Flood Barrier designs that provide effective isolation from rising flood and stormwaters.

Australia’s waterfront precincts are what makes the nation special, however these popular locations are the most at risk of flooding as extreme weather and elevated rain levels become more commonplace.

The Maclean waterfront precinct on a sunny day, not in flood.

The Maclean waterfront precinct in flood, featuring deployed AWMA FloodFree Retractable Barriers.

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C lean transport: HOW COUNCILS CAN PLAN for the future

By Tayla Oates, Journalist, Council Magazine

As a part of its Cities Power Partnership program, the Climate Council is working with local councils to reduce emissions across many avenues, with one of the most pivotal being the adoption of clean transport solutions such as public transport, walking, cycling, and electric vehicles.

To reduce the effects of global warming in line with the Paris Agreement (as adopted in 2015), Australia should reach net zero emissions within the transport sector by 2035, with the country’s renewable energy goal to reach net zero by 2050.

Transport is Australia’s third largest source of greenhouse gas emissions, as showcased in Climate Council’s new report, titled Are we there yet? Clean transport scorecard for Australian states and territories, which provides analysis on why cleaning up transport is the next frontier in tackling the climate crisis.

The report also discusses which states and territories are paving the way to a sustainable future.

Climate Council Head of Advocacy, Dr Jennifer Rayner, said the Climate Council’s new report aims to empower local governments to advocate to the Federal Government for resources to introduce clean transport into their regions.

“There's a role to play for every level of government in shifting Australia from being a really car-centric place, to one where people are making more regular use of active and public transport,” Dr Rayner said.

For many in Australia, cars are a part of daily life – especially in rural areas or regions without convenient public transport, with councils collaborating with Climate Council through its Cities Power Partnership, to make clean transport more appealing and accessible for locals.

Climate Council’s report tracks each state and territory’s transport emissions and clean transport solutions, with the rankings as below (ranked most to least progress):

1. Australian Capital Territory (Clean All-Rounder award)

2. New South Wales (Public Transport Powerhouse award)

3. Equal third place – Tasmania (Emissions Slasher award) and Victoria (People Powered award)

4. South Australia (Charging Ahead award)

5. Queensland (Fleet Footed award)

6. Western Australia (High Hurdler award)

7. Northern Territory (Active Mover award)

Two local governments who assisted their states in advancing to the top of the scorecards were Lake Macquarie Council, located in New South Wales, and Merri-bek Council in Victoria.

Lake Macquarie City Council is making electric vehicles more accessible for locals and reducing charging anxiety, which is caused by a lack of charging infrastructure and is a significant barrier for residents and businesses looking to adopt electric vehicles.

Whilst Merri-bek City Council is promoting clean transport through an intricate bike path network and its Ride & Stride program.

LAKE MACQUARIE TACKLING CHARGING ANXIETY

Lake Macquarie City Council are equipping themselves with a charging infrastructure strategy that prepares the community for the global transition to electric vehicles, addressing the absence of publicly available electric vehicle charging stations.

Lake Macquarie City Council’s Electric Vehicle Charging Strategy 2020–2023 aims to develop regional and crosssector partnerships, create transport solutions for liveable communities, deploy the Lake Macquarie Council charging infrastructure, facilitate the deployment of non-Council infrastructure and encourage smart energy and smart grid management.

Electric vehicle charging provides Council with opportunities and challenges for the way it sources energy and manages the grid, with Council due to begin smart-charging trials through developing regional and cross-sector partnerships.

Lake Macquarie City Council Mayor, Kay Fraser, said all indicators point toward an increasingly electric future that the community needs to start preparing for now.

“We currently have nine Battery Electric Vehicles and to reduce fleet emissions we transitioned 75 passenger vehicles from petrol or diesel to hybrids in our fleet,” Mayor Fraser said.

“Council has also upgraded the electric vehicles charging station at its Speers Point administration building, with three modern chargers installed.

“In addition, Council has been awarded grant funding to install more destination electric vehicle chargers at three key tourism locations across the city by 30 June 2023.”

MERRI-BEK ENCOURAGING YOUTH TO ADOPT CLEAN OPTIONS

In Merri-bek, the Council is aspiring to create a community where the streets belong to all varieties of transport.

Merri-bek City Council is aiming for 80 per cent of all trips to schools to be made via sustainable forms of transport by 2030; whether by foot, bike, scooter or public transport.

Council’s Ride & Stride Program is a behaviour change focused program designed to get more kids riding, striding and scooting to school. Through developing and fostering a culture of healthy, active travel in young people, the Ride & Stride program hopes to drive generational change towards a safer, more sustainable transport network in Merri-bek.

Former Mayor of Merri-bek City Council, Mark Riley, said, “I encourage all councils to consider how they can boost uptake of safe and sustainable transport. Walking, riding and catching public transport are great options that reduce carbon emissions while keeping us healthy.”

A suburban street in Merri-bek Council. Image: Merri-bek City Council

Merri-bek Council has also introduced Shared Zones, where pedestrians and bike users have right of way over cars and where select streets outside some schools are open for walking, riding and play, without the threat of car traffic, during pick up and drop off times.

“Many residents tell us they feel safer in these busy areas than before, and we’ve observed reduced speed from vehicles,” Mr Riley said.

Merri-bek has also adopted electric vehicles to its government fleets, with the first electric vehicle added to the fleet in 2013. There are now 27 electric vehicles in the light fleet, each saving approximately 2.5t of greenhouse emissions each year.

Merri-bek City Council Mayor, Angelica Panopoulos, is excited to continue working with the Cities Power Partnership to strive towards net zero emissions.

“The popularity of electric vehicles in Merri-bek is rapidly growing, and we have a network of 16 public chargers powered by 100 per cent renewable energy from the Crowlands Wind Farm, as part of this shift towards alternative forms of transport. We’re proud to be paving the way thanks to initiatives like the Cities Power Partnership” Mayor Panopoulos said.

Dr Rayner said she is very impressed with Lake Macquarie charging ahead with its electric vehicle rollout, and the progress that Merri-bek is making.

“As members of the Cities Power Partnership, I think their success, from our point of view, lies in being incredibly willing and open in sharing their approaches in detail with other councils and it's that collaboration that's really crucial in propelling other councils going forward,” Dr Rayner said.

DO AUSTRALIANS WANT CLEAN TRANSPORT?

To achieve zero emissions in the transport sector by 2035, transport emissions will need to plummet by an average of 6.99 million tonnes annually, a goal which requires a huge amount of community commitment.

Statistics show that the community is in favour of adopting more environmentally friendly travel options, with the Climate Council’s People and Transport National Poll 2022 revealing that 80 per cent of Australians believe governments should invest more in public transport to help reach net zero goals.

The report also found that 70 per cent of Australians want to see the nation’s public bus fleet electrified and powered by renewables, whilst over 67 per cent of Australians think governments should invest more in footpaths and bike lanes across the country.

GOVERNMENT FLEETS LEADING THE WAY

Those who purchase second hand cars know that many dealerships are full of vehicles once owned by governments, as the average government vehicle enters the secondhand market after only three to four years.

This allows governments to play a unique role in increasing the supply of affordable electric vehicles in the market and making them accessible to everyday Australians.

This is why the Australian Capital Territory Government has made a commitment that all leased government passenger vehicles are required to be electric, whilst the Queensland Government plans on having a fully electric fleet by 2026.

The New South Wales, South Australian and Tasmanian governments are also aiming for 100 per cent electric government vehicles by 2030. Whilst the Victorian, Western Australian and the Northern Territory governments have not yet made commitments to electrify their fleets.

EV charging infrastructure in Lake Macquarie City Council. Image: Climate Council.

“Climate Council did a recent piece of work where we looked at the commitments of manufacturers around the world and when they were moving to all electric fleets, and there's actually quite a number that are moving to manufacturing entirely electric vehicles between 2030 and 2040,” Dr Rayner said.

To accompany these investments, charging bays will also need to become a priority investment.

Dr Rayner explained that local governments have a large role to play in determining where charging infrastructure should be located, as they know how residents move through the region.

“They're really well placed to advocate for the right charging infrastructure in the right places with the State and Federal Government,” Dr Rayner said.

“Understanding where there are missing links or gaps in the active transport networks that make it hard for people to use those forms of transport regularly is the kind of really essential information that State and Federal Governments need when they're going to invest in those projects.”

BEYOND THE CLIMATE: THE WIDER BENEFITS

There are a multitude of benefits to reducing emissions, one of which is improved air quality, with 4,880 premature deaths every year due to exposure to Australian air pollution from cars, trucks and buses – a higher number than the national road toll which in 2022 sat at 240.

Traffic congestion is also a prevalent issue that can be reduced through the use of active transport, with the 2019 Australian Infrastructure Audit stating that traffic congestion will cost the Australian economy $38.8 billion annually by 2031 if trends continue.

There are also a variety of health benefits to participating in active transport like walking, bike riding, roller skating and skateboarding – helping the community to get active.

Improving public transport accessibility will also help all Australians to move around their communities, including some of the most vulnerable and marginalised groups, such as older people, people living with a disability, people on low incomes and migrant communities.

CLIMATE COUNCIL'S ADVICE FOR LOCAL GOVERNMENTS

When it comes to active transport, there are some key actions that the Climate Council advises other councils to adopt into their communities:

∞ Encouraging sustainable transport like public transport, walking and cycling through council transport planning and design

∞ Prioritising those modes of transport in all of the ways that local governments are involved in transport system planning

∞ Ensuring that new developments are designed to maximise public and active transport use

∞ Supporting electric vehicle uptake

∞ Providing adequate cycle lanes, bike parking and end of ride facilities

Dr Rayner said local governments need to hit the accelerator on investments that will give their communities more active and sustainable transport options, to reduce reliance on increasingly expensive petrol and cut emissions.

“Cleaning up transport is a huge priority as we work towards getting emissions plummeting this decade. What’s at stake here isn’t just a race between Australia’s states and territories, it’s a race against the devastating effects of fossil fuel emissions on our climate,” Dr Rayner said.

“If we can share that knowledge and those learnings from people who forged the path, it makes it easier for other local governments to do that work after them and we can accelerate the cycle of positive action that way.”

OUTBACK NT COUNCIL TRIALS INNOVATIVE ROAD STABILISATION TECHNIQUE

By Central Desert Regional Council

As the CDRC’s traffic volume is relatively low, obtaining funding can be difficult – especially when road sealing requires large upfront and maintenance costs.

Due to this, the CDRC Roads Team is trialling a technique that could see the region’s roads last longer, require less upkeep and provide a smoother journey for residents.

CDRC CEO, Leslie Manda, said,“The road stabiliser material trial demonstrates Council’s solid steps towards innovation to build road resilience in remote areas where there are funding restrictions.”

HOW DOES THE TRIAL WORK?

The trial involved a stabilising aid, which is used to improve the engineering properties of gravels and soils for road construction, thereby reducing maintenance requirements on unsealed roads.

CDRC decided to trial a Polycom Stabilising Aid on Nyirripi Road – which connects the remote community of Nyirripi with Alice Springs, and is over 440km long. Due to the project’s size, it took several months to line up all the requirements, equipment and timelines to prepare for the trial.

The stabilising aid was applied to a 1km section of formed sand clay, and a second 1km section was constructed with no stabiliser aid immediately after for comparison purposes.

The two sections will be monitored for around two years, and regular tri-monthly levels will be taken with digital survey equipment to record any differences in wear of the sections.

This was the first time the CDRC crew had experienced the work of applying, mixing and compacting a stabilised road base. A crew from ID in Adelaide gave effective support and training into the method and handling of the stabilising aid throughout the two days of the trial.

THE PROJECT’S JOURNEY

For the stabilising aid to be most effective, managing the material at optimal moisture content (OMC) and mixing it in thoroughly is critical to the whole process.

The graders turned over the first 500m section of wetted sand clay base course material, in order to get the material evenly mixed to OMC. Water was added as required during the mixing process and the material had to be turned over three times before it was ready for the stabiliser aid, with the whole process taking a few hours.

Prior to adding the stabiliser the sand clay base course was laid out 7m wide, ripped with the scarifyer to the 150mm depth of the base course, and after given a steady watering –water is required to activate the stabiliser. A spreader was attached to the tow-bar hitch on a Toyota Hilux. The stabiliser, a fine granulated blue powder, is poured into the small bin and fed into a spinning device underneath, much like a

The device spread the stabiliser two metres wide as the ute travelled at 16km/h along the prepared surface. This gave a spread rate of approximately 28kg per kilometre and appeared as very small blue specs on the sand clay surface after spreading. Finally the stabilised base course material is laid out and compacted

CAN THE TRIAL TAKE THE HEAT (AND RAIN)?

Summer is the usual time of rain in the desert, with the summer of 2022-23 affected by extreme rain and flooding. Since the trial began, there has been torrential rain in parts of CDRC and the region was even declared a disaster site.

Due to the weather, the trial consultant conducted an early assessment to collect information, reporting that the road had survived the events without any ruts or wheel marks, which bodes well for the rest of the trial.

Mr Manda said that the trial showcases “the growing need for local government responsiveness to the impact of natural disasters”.

A cost-benefit analysis will be completed once the trial is finished, and if the results are still positive, driving to and from remote communities in CDRC could be smooth sailing in the future.

The Northern Territory’s Central Desert Regional Council (CDRC) manages 2,030km of local roads over an area of 282,000km² located in the centre of Australia. As most of the connecting roads between CDRC’s nine main communities are unsealed, maintenance and grading works are common and time consuming – leading Council to trial an exciting new road stabilisation technique.

Dispersing the stabilising aid.

Meeting the EVOLVING ROAD MAINTENANCE NEEDS OF COUNCILS

Australia has 537 local governments, all with unique challenges. Councils face many issues concerning maintenance, roads, bridges and culverts – critical infrastructure essential to keeping communities running smoothly. Council Magazine spoke to Tom Bailey, Infrastructure Manager at Mainmark, about the maintenance changes and trends he’s seen over decades working for a trusted partner of Australian councils.

One of the most significant responsibilities for councils around Australia – especially as extreme weather becomes more commonplace – is the proactive management of essential assets like roads, bridges and culverts.

This management must be undertaken with sustainability and the surrounding community and wildlife in mind, prioritising non-invasive solutions.

Ground engineering and asset preservation specialist, Mainmark, has been a trusted partner and support for Australian councils for almost 30 years, providing innovative low-impact solutions for asset rehabilitation instead of replacement – reducing costs and use of resources.

Mainmark’s Infrastructure Manager, Tom Bailey, has travelled around Australia for 27 years, working with the company since its inception and providing solutions to complex geotechnical issues alongside engineers and major stakeholders.

Across this time, Mr Bailey has observed the many changes councils have undergone and the sector's evolving needs.

“We work with councils on a regular, continuous basis and help all councils who own bridges, culverts and main roads,” Mr Bailey said.

A FAST AND COST-EFFECTIVE SOLUTION

Mainmark uses the state-of-the-art engineered resin solution, Teretek®, to remediate assets with minimal disruption to the surrounding community and environment – proactively fortifying assets for future conditions.

Teretek® is a non-invasive technology that provides void filling, re-levelling and ground improvement solutions that remedy many challenges councils face.

Teretek® delivers fast results due to its resin components that combine and trigger an irreversible reaction once injected into the ground.

Mainmark’s technologies are particularly well suited for the repair of sunken roadways (both concrete and asphalt) that reinstate smooth and safe rides for communities.

One of the main benefits of this technology is its ability to restore serviceability quickly and economically to an asset, compared to expensive and invasive traditional removal and replacement alternatives.

“We can remediate these assets in a fraction of the time, for a fraction of the cost, with a fraction of the carbon footprint,” Mr Bailey said.

Mr Bailey explains that over the years, he has seen an increase in the use of Mainmark’s services for the remediation of infrastructure assets.

“We solve a broad range of challenges for Councils, including the raising and re-levelling of bridge relieving slabs, roadway surfaces, and buildings in general,”Mr Bailey said.

Raising buildings can refer to remediating heritage-listed buildings, new buildings that aren’t built properly, or repairing building foundations affected by subsidence.

Features

∞ Void filing, re-levelling and ground improvement

∞ Minimal operational interruption, road closures and excavation

∞ Accurate and controllable

∞ Fast - immediately trafficable

∞ Light weight (less than 200 kg/M3)

∞ Environmentally inert

∞ Ductile

∞ Self-sealing

∞ Closed cell

PREPARING FOR A CHANGING WORLD

Australia’s climate, population and infrastructure has changed a lot in the past quarter-century, and the needs and responsibilities of councils are no different.

The effects of extreme weather and flooding – unfortunately becoming commonplace for Australian councils – can also significantly damage building foundations and other critical assets such as roads and culverts.

For Mr Bailey and the Mainmark team, this means tailoring their services to the evolving situation – helping councils not just to remediate the present issues caused by flooding but ensuring the assets are stronger and prepared for the next weather event.

“We have seen a significant increase in the number of roads, bridges and culvert issues due to the recent heavy rains and floods,” Mr Bailey said.

Recently, Mainmark completed an entire section of roadway remediation for a New South Wales Council, following an extreme rainfall event that exacerbated the rate of deterioration for a 200m long section of roadway.

This rainfall resulted in the differential settlement of the pavement slabs and considerable movement along construction joints.

The Council contacted Mainmark for help, with the team reaching the region and delivering the works within the local government’s requested time frame and budget.

In just one night, the Mainmark team injected beneath the affected roadway slabs to reconfirm support and re-align the sunken slabs – to halt further deterioration.

The community was minimally inconvenienced as the works were completed so quickly and at night.

If your council is interested in finding out more about Mainmark’s ground engineering solutions, please visit mainmark.com

TWO COUNCILS, ONE STRATEGY: PROTECTING THE AVALON CORRIDOR

By Tess Macallan, Journalist, Council Magazine

As Melbourne’s suburbs continued to sprawl out into unsuspecting regions that were once green space, the City of Greater Geelong began developing a plan to protect the future of the Avalon Corridor – the 30,000ha of land situated between Geelong and Melbourne – but quickly realised it could not undertake the process alone. This led to a collaborative partnership between the City of Greater Geelong and Wyndham City Council, resulting in the recently adopted Avalon Corridor Strategy.

The Avalon Corridor is a significant portion of land that encompasses Little River and parts of Lara. It contains a multitude of environmentally and culturally important landscapes, alongside major assets such as Avalon Airport and the Melbourne Water Western Treatment Plant.

The corridor also consists of the ‘green break’ that creates a clear delineation between the City of Greater Geelong and City of Wyndham in metropolitan Melbourne.

Wyndham is currently one of Australia’s fastest growing municipalities, and as Victoria’s cities continue to expand, Geelong and Wyndham are forecast to have a combined population growth of more than 317,000 over the next 20 years – so without a clear strategy in place, this growth could push out and take over the corridor.

Plans to protect the Avalon Corridor were initiated under the Victorian Government’s Plan Melbourne 2017 - 2050 (Plan Melbourne) strategy, with one of the actions outlining that the green break between Melbourne and Geelong should be continued.

Seeking to cement this boundary with a more detailed framework, the City of Greater Geelong approached Wyndham City Council to develop the Avalon Corridor Strategy

The strategy is intended to guide planning decisions for individual sites and the surrounding region from now until 2050.

As the precinct contains Victoria’s second airport, Avalon –and the future home of Melbourne’s Bay West – both Councils were also required to work with the Victorian Government.

City of Greater Geelong Deputy Mayor, Cr Anthony Aitken, said a lot of areas of the strategy are focused on restricting urban sprawl.

“It’s a massive announcement to the housing market to say these areas are now restricted in terms of urban growth and urban sprawl. We've identified alternative areas for where that population growth could actually occur. Those areas are predominantly outside of the Avalon growth corridor,” Cr Aitken said.

Cr Aitken said that many people within the Geelong community place importance on protecting the green gap between Melbourne and Geelong, and that when Council began the process of communicating with the community about the potential of the strategy in 2017, there was a large amount of support.

“Geelong has always had a long history there. It's a standalone community that has watched Wyndham grow rapidly and seen the expansion of the urban sprawl that is happening in Melbourne's west. The community wants to ensure that the Melbourne metropolis doesn't link up with Geelong,” Cr Aitken said.

Wyndham City Council Manager Strategic Planning and Property, Aaron Chiles, echoed this sentiment.

“The intention is to make sure that people feel as though they've left Melbourne and that they're entering Geelong. For that to happen, there must not be a continuous development, whether it’s suburban or industrial," Mr Chiles said.

THE VISION FOR THE CORRIDOR

The key goal that was agreed upon from the initial consultation process was to ensure the green break was maintained through limiting residential growth and reinforcing Melbourne’s urban growth boundary.

The final Avalon Corridor Strategy defines the precinct’s boundary – including additional land south of Dandos

Road – which will then be included in Precinct Structure Plans developed by the Victorian Planning Authority (VPA).

Through community consultation, it also became evident that the strategy should recognise the region’s cultural sites and natural assets.

One of these sites is the You Yangs Regional Park, which sits within the precinct of the corridor. It is a significant cultural site for the Wadawurrung people, which is the local First Nation community in the Geelong/Wyndham area.

Cr Aitken said collaboration with the local First Nations community has been incredibly important as they have been able to identify the culturally significant sites that sit within the plan.

The strategy also seeks to preserve Western Treatment Plant (WTP) operations. Roughly the size of Phillip Island, the area includes a series of lagoons and irrigated paddocks that are used by waterbirds, forming one of Australia’s best birdwatching sites.

The WTP represents a key portion of the Port Phillip Bay and Bellarine Peninsula wetland, which is recognised as a wetland of international importance under the Ramsar Convention.

The strategy is also focused on securing the economic future of Wyndham and Geelong through the expansion of Avalon Airport operations, identifying infrastructure and employment uses in particular for Avalon, and also for the future Bay West port.

Cr Aitken said this has been a valuable process for Geelong, which traditionally has focused attention towards its southwest and smaller neighbours.

“This strategy was actually the first time that we've understood the strategic importance of actually looking to our north towards Melbourne, as opposed to looking towards our south, which is our coastal and rural councils,” Cr Aitken said.

“It's been a really good process for us to actually understand that our economic future really does depend on what happens in this Avalon area, and that's actually where the majority of employment opportunities are going to be created for the future.”

Mr Chiles said the Avalon Airport is a unique piece of infrastructure, and should have some industrial land use and further development around it.

“That's what the plan identifies and that's good for employment, that's good for the region, that's good for both Geelong and Wyndham for that to occur. What we don’t want is a free for all in terms of the land between Geelong and Wyndham. We want it to be targeted to the area around the airport and to leverage the infrastructure that we already have," Mr Chiles said.

As the region’s population grows, Cr Aitken said Council hopes that Bay West Port and Avalon Airport become the “economic engine room for jobs and investment across the two councils”.

Through the protection of cultural assets and those environmental assets, the strategy also seeks to create a tourism opportunity for the You Yangs, Avalon Airshow, Port Phillip Bay Trail, rural attractions and ecotourism.

“The Avalon corridor enshrines protection of the industrial assets, the cultural assets, and environmental assets,” Cr Aitken said.

COMMUNITY FEEDBACK

Mr Chiles said community feedback on the strategy has been positive overall.

There were two distinct phases of community consultation, with the first aiming to gather perspectives on issues that were important to the community. This session was held in Little River and received a large turnout.

Mr Chiles said Little River’s central position within the corridor means it is the main resident population in the area, so the community was particularly engaged in the process.

The second consultation was held online due to the pandemic, and had a high level of participation. That consultation used community feedback to inform the strategy as it is now, identifying what the key principles of the strategy should be and the areas that need to continue to be protected into the future.

Cr Aitken said the local community in Lara, which is closest to the Avalon Airport, raised concerns about further expansion of the airport.

However, he said the general population of Geelong has been very supportive because the strategy entrenches the view that Geelong continues to not be part of Melbourne. Feedback from the community, landowners and major stakeholders such as the Victorian Government, Wadawurrung Traditional Owners and Avalon Airport have helped to shape the final strategy.

Cr Aitken said it was a positive experience to work with the Victorian Planning Authority who will undertake planning through the development of structure plans for each of the areas.

THE VALUE OF COLLABORATION

As for the partnership between the Councils, both Wyndham and Geelong reported the process to be an overall positive and productive experience.

Cr Aitken said, “If we can – in a planning sense – have it on our side of the boundary and they have it on their side of the boundary, it entrenches the planning principle of ensuring that we are not just one massive big metropolis. We actually do have our own identity and that's reflected in a physical sense with the green break between the two cities. We couldn't have done that without Wyndham’s support.”

Mr Chiles said the initiative has been a really constructive working relationship and will hopefully lead to more collaboration in the future.

“It's been a very valuable partnership and one that means we have a better relationship with our colleagues across the boundary with Geelong than we would've if we hadn't done this project,” Mr Chiles said.

“We feel we can give them a call if we're dealing with some challenging issues or things they may have experience with.

“I think it's an example of a project leading to stronger relationships and building rapport across local government boundaries, which is a good thing.”

NEXT STEPS

The Avalon Corridor Strategy was adopted by both the City of Greater Geelong and Wyndham City Council in December 2022. Both councils have written to the Victorian Minister for Planning asking for the strategy to be introduced as a reference – or a background document – in the respective planning schemes for Geelong and Wyndham, which then enables it to be referenced in future planning work moving forward. The Councils will be continuing to work collaboratively with the Department of Planning in the coming months.

The creation of the strategy document has provided action plans for both Councils to focus on.

Geelong has identified what farm zone surrounding Avalon can be rezoned for industrial and commercial uses, and can now start the process of completing forward estimates regarding the cost for infrastructure needed to access those areas.

Mr Chiles said that future work will involve looking at two green wedges in Wyndham and reviewing the Green Wedge Management Plan. Wyndham has already completed background work on another green wedge north of the Princes Freeway and will continue to do work on that in coming years. Council has also identified works to study the township of Little River and what its future planning should look like.

Preserving the green break required Geelong to work collaboratively with Wyndham. Without this partnership, Wyndham may have developed their own urban growth strategies, and taken them right to the boundary between Geelong in the Little River area.

Mr Comello said they hope the strategy will also inform any future review of the Plan Melbourne strategy, which is reviewed approximately every five years.

“We hope that the work done here provides a little more definition to the corridor and its role within the Plan Melbourne metropolitan strategy.”

“Our worlds don't stop at our municipal boundaries. So it’s important that we do work collaboratively across those boundaries and in all directions –that's been a really good, rewarding exercise for us.”

Wyndham City Council Coordinator Strategic Planning, Elio Comello.

WHAT DOES THE NCC 2022 SECTION J9D3 MEAN TO YOU?

The new National Construction Code (NCC) 2022 is set to come into full effect in May 2023, including new requirements for renewable energy equipment, electric vehicle charging and battery systems.

The Australian Building Codes Board produces and maintains the NCC on behalf of the Federal Government and each state and territory government. Its purpose is to outline the minimum performancebased requirements for a new and refurbished building’s safety, accessibility, health, amenity and sustainability.

INCORPORATING RENEWABLES INTO THE NEW CODE

In this iteration of the NCC, Section J8 Facilities for energy monitoring has been moved to Section J9 and renamed Energy monitoring and on-site distribution of energy resources. This new section adds requirements for electric vehicle (EV) charging equipment, solar panels and battery systems within buildings. This also necessitated the addition of requirements for monitoring additional load.

New criteria in Section J9D3 ‘Energy monitoring’ now requires the recording of individual time of energy data use, for on-site renewable energy equipment, EV charging and battery systems.

The energy data gathered from this equipment must now be centralised onto the same single monitoring user interface as the rest of the loads on site.

WHAT DOES THIS MEAN FOR ENERGY MONITORING?

A single-user interface must be able to collate information from various types of energy meters/equipment. This includes loads such as HVAC, lighting, power, central hot water, internal transport and other ancillary plans, as well as the new addition of on-site solar, EV charging and battery systems.

The information captured must be time-stamped, easily identifiable and the single-user interface must have the facilities to store energy consumption information for a reasonable period of time.

WHAT DOES THIS MEAN FOR EV CHARGING EQUIPMENT?

Electrical distribution boards dedicated to EV charging are now required in accordance with Table J9D4. The distribution boards are required to have the capacity to

support the delivery and monitoring of the minimum power specified in J9D4 (2).

Time-stamped energy data collected from EV charging needs to be centralised in the same user interface as the energy meters from other individual loads on site.

WHAT DOES THIS MEAN FOR SOLAR PHOTOVOLTAIC AND BATTERY SYSTEMS?

For new buildings without solar and battery systems at the time of completion, the main electrical switchboard is required to contain at least two empty three-phase circuit breaker slots and four DIN rail spaces labelled to indicate the use of each space for solar and battery systems.

These empty spaces must be sized to accommodate the installation of solar photovoltaic panels producing the maximum electrical output on at least 20 per cent of the building roof area.

SOLUTIONS TO AID COUNCILS IN NCC COMPLIANCE

NHP has worked diligently to help provide seamless solutions for NCC compliance, offering a wide range of energy meters to monitor all types of loads.

Communication options such as MODBUS and BACnet are available across the NHP range of energy meters, and all of NHP’s energy meters can fit into its Concept Plus distribution boards.

These Concept Plus single, double or triple-metered distribution boards are fitted with NHP’s dual energy meter EM270, which is capable of monitoring 2 x 3-phase loads or 6 x single-phase loads within the single meter.

Practical, efficient and fast, the Delta AC Max 22kW is a market leader in both function and appearance and is well suited for both commercial and residential requirements. It is also a single and three-phase compatible EV charger in one, meaning greater flexibility.

Finally, the SMART eBox can centralise all energy monitoring devices to a single user interface, and be utilised as a data logger, gateway or controller for various meters, environmental sensors and other SMART power distribution devices.

Charge smarter with NHP’s range of Delta Electric Vehicle charging solutions!

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■ NHP service and maintenance packages available Delta

ideal for extended stops of a few hours such as apartments, carparks, retail and home

– Fast charging, ideal for government, commercial and public infrastructure

– Ultra-fast charging for the quickest turn-around, ideal for petrol stations and other transport industries.

AC Max 22kW – Casual charging,

Delta DC Wallbox 50kW

Delta DC City Charger 50kW, 100kW and 200kW

Delta DC Wallbox 25kW –Medium charging, ideal for council, retail and business

STIRLING’S PLANS TO BATTLE EROSION AND RISING SEA LEVELS

By April Shepherd, Editor, Council Magazine

City of Stirling, located in Perth, is picturesque – with blue oceans and infamous beaches lining its coastlines –but unfortunately the threat of erosion and rising sea levels is looming on the region’s horizon. This is why Council has released a new long-term plan, designating high risk areas and outlining how the City can save its critical assets.

Climate change is no longer a future threat or a disaster movie-esque mass tragedy, – but a profoundly real reality that has crept into Australia's everyday life, requiring action and proactive planning.

As a coastal region the City of Stirling has the potential to be largely affected by climate change, this is why the Council is beginning to implement plans for the future and present day.

To manage the risks associated with erosion and rising sea levels, Stirling Council has released a new draft report outlining the areas of the region that may be worse affected, with appropriate measures for the City to adopt.

The Coastal Hazard Risk Management and Adaptation Planning (CHRMAP) report is a strategic, long-term plan that aims to guide the Council’s response to existing and potential coastal hazards.

City of Stirling Mayor, Mark Irwin, said the report was needed due to the escalating coastal hazards in the region and to further existing initiatives through scientific research.

“We really need more scientific knowledge and a better understanding of the real facts, understanding what is just storm damage, what is cyclical and what is the real long-term effects of climate change,” Mayor Irwin said.

“Then we have something concrete that we can go to State or Federal Governments with to seek further funding, to ensure that we're able to adapt and protect for the future.”

KEY RECOMMENDATIONS

The report makes multiple recommendations such as required future works, which areas where retreat from the coast is more appropriate, and which will be protected or mitigated in the short term.

Some of these recommendations include:

∞ Creating an ongoing coastal adaptation and management fund

∞ Inspecting long-term adaptation measures for land expected to be at risk of coastal erosion by 2122, which contains major infrastructure such as:

» West Coast Drive

» The Esplanade, Scarborough car parks and the Whale Playground

» Scarborough Amphitheatre

» Scarborough Beach Pool

» Scarboro Surf Lifesaving Club

∞ Immediately implementing soft protection measures (dune restoration and sand-fencing)

∞ Researching possible engineered solutions to keep nourishment in place

∞ Initiating a long-term coastal monitoring program (this will include storm and metocean monitoring, coastal asset condition assessments and geological risk monitoring)

∞ Undertaking targeted nourishment of beaches

“The report also talks about longer term options and the investigation that we have to do in terms of changing the shape of the coastal situation, such as sea walls or groynes, and understanding what the ongoing risk of that would be,” Mayor Irwin said.

“It effectively talks about what work we have to do, the risk of not doing anything against the risk of doing something, and gives us a basis to advocate for funding support we will need.”

Mayor Irwin said the report also breaks down each section of the coastline and studies areas that may not be in issue in the short term, but will be 10, 25, 50 or 100 years. .

AT-RISK ASSETS

Multiple community assets in the City of Stirling are at risk of being eroded or inundated over the next 100 years, including beaches and dunes, jetties, footpaths, community amenities and major infrastructure.

Mayor Irwin said that the region has a long history of erosion, with Council tackling the issue since 2010, following vicious storms in the Watermans Bay and Mettams Pool area. While works were done directly following the storms in 2010, such as sandbagging protective walls and sand nourishment/ replacement works but it was not enough.

“We've been working on some basic risk mapping and trying to understand those 10, 25, 50 and 100-year horizons for a number of years,” Mayor Irwin said.

“A couple of years ago we did significant consultation around those Mettams and Watermans areas. That was around the usage for the residents and trying to understand what their expectations were.”

According to Mayor Irwin, one of the biggest challenges throughout the report creation process has been that “everyone's got a view, and there seems to be a lot of differing ones”.

COMMUNITY FEEDBACK

The erosion in the area has worsened, with locals and stakeholders providing Council with crucial feedback regarding the local environment and how it has changed over the years.

“There's a lot of combined knowledge up and down the coast,” Mayor Irwin said.

Mayor Irwin said it is hard to differentiate the effects the community has seen in recent years between climate change and just a particularly bad storm season, with 2022 bringing intense weather for much of the East Coast of Australia and Perth.

“Part of this report is trying to understand what is just one of those one-in-a-hundred-year storms,” Mayor Irwin said.

“We had a lot of damage this winter, with water coming up and sweeping out access ramps right up and down the coastline, washing fence lines down into the ocean, creating dangerous situations with wire and copper logs floating in the ocean."

URGENT ACTION NEEDED

With some areas at immediate risk, such as the aforementioned Watermans Bay and Mettams Pool, Council has a busy future ahead.

Council’s next steps will include assessing what assets can be saved, and for how many years.

“As we look ahead to 50 and 100 years, we start to understand how much of those buildings and playgrounds and access ramps will be under threat,” Mayor Irwin said.

For Mayor Irwin, the future of his region doesn’t just rely on community feedback and implementing the recommendations in the report, but also on advocacy and availability of funds.

“It is a nationwide issue and there needs to be investment to assist local governments in not only being sustainable for the future with their sustainability programs, but also protecting and mitigating risk along coastlines,” Mayor Irwin said.

City of Stirling Mayor, Mark Irwin.

“We're struggling to save infrastructure. When we look at things like access ramps, or access stairways, and in some cases even where the old toilet blocks were in use, you can see there's significant undermining and erosion,” City of Stirling Mayor, Mark Irwin.

REDUCING EQUIPMENT EMISSIONS with electric solutions

As petrol prices skyrocket and emission targets loom, many councils are looking to convert their vehicle fleets to electric. However, less attention has been given to the emissions produced by maintenance vehicles –such as street sweepers and mowers – despite the fact that converting this machinery to electric is an easy-win for councils in the race to reach net zero.

Environmental responsibility, and reducing emissions, is becoming an expected priority of local governments as the effects of climate change become evident worldwide.

This means managing the use of well-known polluters, such as the transport industry, and finding sustainable solutions.

maintenance vehicles used by councils to keep communities hygienic and well-presented – and electric vehicles often come with the preconception of compromised quality and worries of short battery life.

Australia’s first zero-emission electric maintenance equipment supplier, EcoTeq, saw a gap in the market for battery-powered commercial mowers, street sweepers, pavement washers and litter collection vacuums that deliver the same results as combustion-powered competitors – creating safer, cleaner and smarter communities.

CUT EMISSIONS AND COSTS, NOT PERFORMANCE

combustion-powered equivalents, the wear and tear is less; reducing maintenance costs by up to 70 per cent.

Electric solutions are also gaining popularity as fuel costs rise, with EcoTeq’s street washers saving over 90 per cent on fuel costs (diesel or petrol), without any sacrifice to performance – boasting comparable torque and an eight hour battery life.

THE NEW ELECTRIC-POWERED ERA

Choosing electric isn’t just beneficial for local governments, but has a plethora of community benefits for now and into the future.

Vehicles contribute significant emissions to the environment, leading many councils to encourage citizens to embrace public transport and electric vehicles.

However, in many regions of Australia cars are an essential part of life – as are

As many councils know, moving to electric-powered equipment is an easy way to achieve those looming net zero targets sooner, with the use of an EcoTeq mower the equivalent to taking 135 cars off the road for the machine’s entire use time.

Electric solutions can also cut down on costs, delivering a low total cost of ownership due to rising costs of fuel and low maintenance requirements. Since EcoTeq’s products are low impact, lighter and cleaner than

One of the main benefits is less pollution and noise, with some of EcoTeq’s range reducing sound emissions by over 30 per cent.

Electric vehicles are also very low impact. Electric mowers especially are much easier for council workers to use, with less vibration and impact on their bodies following long days at work.

Electric powered equipment is the future for councils looking to cut emissions, reduce maintenance costs, use a low-impact piece of machinery and create a sustainable future.

By Tayla Oates, Journalist, Council Magazine

CENTRAL COAST COUNCIL CEO TALKS FINANCIAL RECOVERY

In each edition of Council Magazine we choose one local government from across Australia to shine a spotlight on. This edition, we feature an exclusive interview from Central Coast Council CEO, David Farmer, discussing the Council’s turbulent past three years which resulted in a unique success story – pulling themselves out of a dramatic $160 million debt, building a new future for the community and providing advice for other Councils regarding cash management.

Central Coast Council, located on New South Wales’s east coast, was established 12 May 2016, after merging together Gosford City and Wyong Shire Councils.

Central Coast is one of the largest councils in the state with a population of 341,000 and the sixth largest urban area in Australia, covering 1,681km2 – which is geographically larger than the city of Canberra.

HOW DID THE CENTRAL COAST COUNCIL BUILD SUCH A DEBT?

The problem for Central Coast Council began with a serious cash flow issue, caused by two successive substantial deficits; one around $90 million and one around $70 million, which led to a significant shortage of cash.

Around the same time, Council began the process to expand its capital program, which further escalated the financial situation.

Mr Farmer explained that usually councils manage their cash through the size of their capital program, and if in deficit, a council would reduce their capital program until they got their operating position back into balance.

“Our Council did the exact opposite of that, as it was running into substantial deficits, it also increased its capital program. This led to what doesn't happen in local government very often, which is a really significant cash flow problem,” Mr Farmer said.

“Usually when councils have a significant deficit, they slow the capital program and let the region’s assets slowly deteriorate while they resolve the issue.

“But we didn't, which meant essentially we ran out of cash.

“What we found is the Council was funding these deficits and an expanded capital program by dipping into those restricted funds,” Mr Farmer said.

Restricted funds are funds given to councils for development contributions, grants, or to support specific annual charges for services like wastewater and sewer services, and are to be set aside and not used for any other purpose.

“When the penny dropped that this was occurring, technically and legally, Council couldn't continue to pay the bills. It wasn’t able to make payroll or its creditors,” Mr Farmer said.

TIME THE FACE THE MUSIC

Following the realisation that Central Coast Council’s cash problem was not going to be remedied without drastic action, Council received early payment of its FAGS grant from the Office of Local Government.

On 30 October 2020, the New South Wales Minister for Local Government at the time, Shelley Hancock, announced the immediate suspension of the elected council and the Chief Executive, Gary Murphy, had his contract terminated by the interim Administrator, Dick Persson.

On 12 April 2021, David Farmer was appointed as the CEO and an emergency plan with administrator support – created by former acting CEO, Rik Hart – was implemented.

“We had to make almost 300 people redundant. Huge damage to the organisation's reputation. The Council got sacked, senior staff left. The Council's still paying back the debt of that period of time, which it had to take on because it didn't trim its sails earlier,” Mr Farmer said.

“We got into the problem we were in for essentially three reasons. One, the Council was very ambitious with its capital program. Two, there was a lack of spending control in our

general operations. And three, we're the only local government in New South Wales that's got external regulation of our water and sewer charges because of our size.”

As Mr Farmer mentioned, on top of their growing debt, Central Coast Council received an adverse pricing determination from the Independent Pricing and Regulatory Tribunal (IPART), New South Wales, which was acting as the external regulator for water and sewer pricing, due to its large size.

Due to the lack of a capable pricing submission by Council and a subsequent price reduction by IPART, Council lost approximately $40 million per year, for a three year period, in income from water and sewer charges.

“It's both ours and IPART’s fault, ours because we didn't submit a capable pricing submission and they then reduced our water and sewer prices for three years,” Mr Farmer said.

“So not only did we have an increased capital program, not only did we have poor cost control, but we had a significant reduction in income.”

INTRODUCING THE FINANCIAL RECOVERY PLAN

Following the staffing changes and internal investigation, the Central Coast Council implemented its Financial Recovery Plan

The plan included borrowing approximately $150 million to refinance and repay the restricted funds that had been unlawfully spent, and required emergency loans.

“It was extremely difficult to get the loans. Banks don't normally lend money to councils just to bolster working capital, they lend money to councils against infrastructure, to build a bridge or a pipeline,” Mr Farmer said.

“It was quite difficult and we were in a position where if we weren't going to be able to get the loans, we essentially weren't solvent.

“It was a pretty dramatic situation. We managed to get those loans, but those loans had a range of strings attached and that required the Council to turn the business around very quickly.”

The Financial Recovery Plan has a number of key characteristics, including:

∞ Restricting the size of the capital program to about $175 million

∞ Selling around $60 million worth of assets

∞ A significant reduction in salaries, wages, materials and services

∞ Removing approximately 600 positions from the staff establishment with almost 300 redundancies

∞ Restoring the water and sewer charges back to previous levels

Central Coast CEO, David Farmer

Mr Farmer explained that even after these drastic changes, it still needed a 13 per cent rate increase over and above the rate cap of two per cent.

By following the processes as outlined in the plan closely and strictly, the Council has managed to turn around the finances and reduce the massive amount of debt.

Halfway through the current financial year, Council is now running into a second significant surplus and has been able to set aside $50 million to go towards an early repayment of those $150 million in emergency loans.

“It's a very interesting story and one that local governments don't normally get themselves into,” Mr Farmer said.

“They normally may well be in financial difficulty, but they deal with that by just under-investing in their infrastructure. This Council didn't. It burned its cash and therefore had to act pretty dramatically to deal with those issues.”

A WARNING TO FELLOW COUNCILS

As previously mentioned, Mr Farmer said Central Coast Council’s situation was unusual for a local government to be in – but was caused by a multitude of issues intercepting at once, with the biggest being inaction in the face of financial problems.

“If you didn't act yesterday, act today. The people, the leadership of the organisation, that's the elected and the senior staff, will place the blame at each other's feet. But they all knew there were problems, and didn't act quick enough, and the situation just got worse and worse and worse and worse. And it led to a really quite catastrophic situation,” Mr Farmer said.

“The simple lesson is you just need to act. You think the decision is too hard to take, well the decision will be harder to take in a month's time and it'll be even harder to take in six months time.”

CENTRAL COAST COUNCIL’S PLANS FOR THE FUTURE

Central Coast Council continues to focus on removing the emergency debt as well as rebuilding its reputation to the wider community and residents.

“This year is about rebuilding those things: increasing our performance and rebuilding capability, starting to run some surpluses, reinvesting funds in areas of greatest need, and working on our customer service,” Mr Farmer said.

“The financial crisis is well and truly over, and we are now into repairing the organisation, repairing its capability to deliver for its community and repairing its reputation, because obviously it was a very public failure.

“We are also now hiring and want talented people to join us, as this is an organisation on a pathway to being a great Council, with great people already working here that do excellent work for the community. The continual delivery of services is testament to staff who remained in the organisation and delivered for their community despite significant challenges.

“During the period the Council has been under administrator, without the normally expected inclusion of councillors, it's reflected on everybody who works in the organisation. So we're very keen to rebuild the organisation, its performance, and its standing in the eyes of its community.”

“So it was a pretty dramatic situation. We managed to get those loans, but those loans had a range of strings attached and that required the Council to turn the business around very quickly," Central Coast CEO, David Farmer.

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