Council Spring 2021 Digital Edition

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COUNCIL

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Published by

Monkey Media Enterprises ABN: 36 426 734 954 C/- The Commons, Office 1, 36–38 Gipps St, Collingwood VIC 3066 P: (03) 9988 4950 F: (03) 8456 6720 monkeymedia.com.au info@monkeymedia.com.au councilmagazine.com.au news@councilmagazine.com.au Editor Eliza Booth Journalists Christopher Allan Annabelle Powell Lauren DeLorenzo National Media and Events Executives Rima Munafo Brett Thompson Jacob Trad Design Manager Alejandro Molano Designers Jacqueline Buckmaster Danielle Harris Luke Martin Publisher Chris Bland Managing Editor Laura Harvey ISSN: Pending

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EDITOR’S WELCOME

W

elcome to the first edition of Council magazine. Together with my colleagues, I’m excited to be bringing you the first edition of Australia’s foremost local government-focused magazine, where we will explore the latest news, research, projects and thoughtprovoking discussions from across the local government sector.

Growing up in a tight-knit community in regional Victoria, I developed a passion and respect for community life early on. I believe that where we live and how we interact with our community is incredibly important to our wellbeing.

I’m excited to be able to share this passion with Council readers and be involved in the communities that make our cities and regions so unique.

As Editor of Council magazine I hope to shine a spotlight on some of the amazing work our councils have been involved in, the industry-leading projects currently underway, as well as helping to celebrate the biggest achievements across our industry.

In Council magazine, we keep the local government sector up-to-date with all of the latest news, discussions, research, innovations and projects. Our vision is that Council will arm community decision-makers with the critical information they need to deliver a better future for cities, towns and suburbs all over Australia.

With rolling lockdowns and restrictions still ongoing across the country, we’ve seen our communities staying closer to home over the past year. As people spend more time in their local communities, and we see a big focus on community wellbeing, local governments have been able to take this opportunity to engage with their communities and embark on initiatives that create happy, safe and beautiful spaces to live, work, and come together in.

From urban development and cultivating green spaces, to sustainability projects and community outreach, local governments are providing people with the services they need through this difficult time. As

challenging as this period has been, in many ways it has also been the local government sector’s time to shine.

For Council’s inaugural issue we will be taking a closer look at some of the biggest issues currently facing local governments, as well as what some of the leaders in our industry are doing to address these challenges. We are focusing on sustainability, urban development, water management, community engagement, and the ongoing digitisation of our cities.

In this issue we chat with the City of Sydney about their sustainability journey and their revised net zero targets, which are helping to establish the city as a leader in climate change mitigation. We also take a look at the key trends that are shaping local government in 2021 and beyond. Council is also looking at the importance of urban greening and the benefits green spaces are bringing to communities across the country.

With Australia charging towards its vaccination targets and as communities gradually begin to open up again, we are excited to see how local governments will continue to support and service their communities and what the future of the sector will look like.

If you have any initiatives, projects or engagement programs you’d love to share with Council magazine, you can email me at eliza.booth@ monkeymedia.com.au – I love hearing the achievements and goals of our local communities, big and small.

Eliza Booth Editor

I’m keen to hear your thoughts and feedback on our first issue.

Drop me a line at eliza.booth@monkeymedia.com.au or feel free to call me on 03 9988 4950 to let me know what you think.

Spring 2021 // ISSUE 1

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CONTENTS

COUNCIL TRENDS

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THE KEY TRENDS SHAPING LOCAL GOVERNMENT IN 2021 AND BEYOND

Over the last 18 months, the importance of community has come into increasingly sharp focus, with significant changes to the way we work and the way we live our lives occurring at speed.

In the wake of bushfires, floods, a pressing climate crisis and the COVID-19 pandemic, local governments have been playing a vital role by supporting, providing services to and advocating for communities under stress.

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THE IMPORTANCE OF DIGITISATION WITHIN COUNCILS

SUSTAINABILITY

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SUPERZERO: THE CITY LEADING THE CHARGE TO NET ZERO BY 2035

20

PLANNING FOR A SUSTAINABLE FUTURE

22

LOCAL COUNCILS ARE LEADING THE WAY TO A CLEAN, SUSTAINABLE FUTURE

24

MAKING AUSTRALIA’S CITIES MORE SUSTAINABLE: A NEW FRAMEWORK FOR THE COVID COMEBACK

The science is clear – the world is experiencing a climate crisis.

With ground-breaking reports from the Intergovernmental Panel on Climate Change (IPCC) and Australia’s Climate Council sending urgent warnings about the deadly effects of our warming planet, governments at all levels are looking to accelerate their sustainability efforts. One of Australia’s leaders in sustainability and emissions reduction efforts is the City of Sydney, who are setting the example for local governments across the country. Here, we take a look at the City of Sydney’s sustainability journey to date, how the City is achieving its goals, as well as the newly updated net zero targets, and how these will not only benefit the local community, but the whole country.

COMMUNITY LIFE

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HOUSING FIRST: MELBOURNE COUNCILS UNITE ON LASTING RELIEF FOR PEOPLE SLEEPING ROUGH

A cluster of councils in Melbourne’s east and south-east have published a new blueprint for local government responses to homelessness, urging that lasting positive outcomes begin with safe and secure housing. Collaborative action on the complex issue of homelessness couldn’t be more timely: recent statistics put Australia behind the OECD average when it comes to social housing availability, as councils report a spike in homelessness exacerbated by the COVID-19 crisis. We spoke with Brian Little, Mayor of the City of Monash, to learn more about local government responses to homelessness in the region.

WATER MANAGEMENT

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LET THE WATER FLOW: A LOOK AT THE FUTURE PROJECTS OF THE NATIONAL WATER GRID

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A FRAMEWORK FOR SUSTAINABLE WATER MANAGEMENT

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CONTENTS

COMMUNITY SERVICES

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ENGAGING THE COMMUNITY TO ENHANCE LIVEABILITY

Safeguarding the quality of public spaces can be a significant challenge for local governments. In Melbourne, the City of Yarra has developed a unique approach to improve liveability, engaging the community to inform the design of innovative smart technology solutions.

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WORKING WITH COUNCILS TO CREATE A CITY IN NATURE

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NOURISHING THE COMMUNITY: HOW GREATER GEELONG COUNCIL IS TACKLING FOOD INSECURITY

SMART CITIES

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PROTECTING OUR SMART CITIES FROM CYBER ATTACKS

URBAN DEVELOPMENT

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GREEN STREETS: WHY URBAN GREENING IS VITAL TO OUR CITIES

As our cities continue to grow and our urban environments become more densely populated, city planners are turning to urban greening initiatives to offset some of the negatives that urban growth can have on the environment and the wider community. But what exactly is urban greening, why is it vital to our growing cities and what is the current state of urban forestry in Australia? Council Editor Eliza Booth takes a closer look.

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04 A WORD FROM THE AUSTRALIAN LOCAL

GOVERNMENT ASSOCIATION

64 ADVERTISERS’ INDEX 64 EDITORIAL SCHEDULE NEWS

06 $40 MILLION AVAILABLE IN SMART

PLACES FUNDING

08 ADELAIDE CITY COUNCIL APPOINTS

NEW CEO

09 SMART METERS SAVE 26 MILLION LITRES

OF WATER

09 $24.55 MILLION FOR EV

CHARGING NETWORK

COUNCIL IN FOCUS

58 CITY OF STIRLING WESTERN AUSTRALIA

GREENING, COOLING, AND PROTECTING OUR URBAN ENVIRONMENTS WITH BETTER SPATIAL DATA

COMMUNICATIONS

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01 EDITOR’S WELCOME

SUSTAINING THE DIGITAL ECONOMY OF REGIONAL AUSTRALIA

In order to build a sustainable domestic economy at the forefront of the digital revolution, we need to address connectivity and digital infrastructure as an essential commodity in the regional Australian supply chain. Here, we take a closer look at some of the challenges that come with ensuring regional locations are not left behind as Australia becomes increasingly reliant on digital technologies.

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REGULARS

This edition, we spoke to the City of Stirling, to learn more about this unique LGA in the heart of Western Australia.

HOW TO COMMUNICATE DURING A CRISIS

www.councilmagazine.com.au

Spring 2021 // ISSUE 1

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COUNCIL

A WORD FROM THE AUSTRALIAN LOCAL GOVERNMENT ASSOCIATION

LOOKING TO THE FUTURE OF LOCAL GOVERNMENT

by Linda Scott, President of the Australian Local Government Association

T

he COVID-19 pandemic has demonstrated local government’s ability to respond quickly and effectively to support communities.

Local councils across the nation have delivered jobs and shown economic leadership in one of the most challenging periods in recent memory.

As a federal election approaches, Australia’s 537 councils are united in wanting to build on those efforts and to help realise their communities’ aspirations for a locally-led recovery.

To that end, the Australian Local Government Association (ALGA) and its state and territory member associations are calling on the next federal government to: ∞ Support the financial sustainability of local governments through a progressive increase in Financial Assistance Grants to 1 per cent of Commonwealth taxation revenue ∞ Invest in local infrastructure that will address local needs and the different circumstances faced by councils and communities across the country ∞ Invest in disaster mitigation and maximise the considerable co-benefits that will accrue, and to partner with councils as we work to transition our communities to a net zero emissions future and more extreme weather events ∞ Facilitate the development of new circular economy enterprises at local and regional scales which create employment, reduce emissions, and generate regional development opportunities ∞ Reinstate local government representation to the primary intergovernmental forum in Australia Increased funding and investment will allow the City of Newcastle Council to continue its commitment to creating career opportunities in response to high youth unemployment rates in the Hunter region caused by COVID-19.

It will enable the City of Darwin Council to extend its awardwinning myDarwin initiative, offering vouchers for residents to spend in retail, hospitality or tourism businesses affected by the pandemic.

The City of Greater Geraldton could replace amenities lost to coastal erosion over many years and start large-scale capital works to mitigate sea level rise if ALGA’s call for a Local Government Climate Response Partnership Fund of $200 million over four years was heeded.

Encouraging new circular economy enterprises at local and regional scales would see more partnerships like that between

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Tweed Shire Council and organics recycling business Soilco.

Their collaboration has delivered a state-of-the-art Organic Recycling Facility (ORF) for the Northern Rivers Region of NSW that can process up to 25,000 tonnes of food and garden organics annually into compost suitable for homes, businesses, and agriculture. This new facility is reducing landfill emissions and enabling the Tweed Shire Council meet its long-term “zero waste” commitment.

With international pressure building on Australia to embrace more ambitious emissions reduction targets, the City of Ryde Council is one of many local governments working to help transition their communities to a low carbon future.

It has embraced renewable energy, fitting photovoltaic systems to many community buildings, including a 300kW PV system at the Ryde Aquatic Leisure Centre. This one installation will reduce greenhouse gas emissions by about 3015 tonnes annually, cut electricity consumption by 366MWh, and save ratepayers about $35,000 each year.

Councils like the City of Ryde stand ready to do more on climate action if given the opportunity.

With greater investment in local roads and transport infrastructure, a Coffs Harbour City Council business unit offering civil construction services, Coastal Works, would be able to expand and take on more employees to renew old timber bridges.

Road safety, community access, and freight productivity would benefit as well.

Federal politicians talk about national recovery. In reality, it is a recovery that will be made up of thousands of smaller local recoveries, led by local governments in partnership with state and territory governments and the national government.

To make the most of this push for recovery, we need more investment in our local communities and a stronger, more equal partnership between governments.

Australians must be allowed to make decisions about their own futures and local governments empowered to act on their behalf.

This will ensure that no community is left behind.

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

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NEWS

$40 MILLION

AVAILABLE IN SMART PLACES FUNDING

T

he Smart Places Acceleration Program encourages local councils and other place owners to put forward smart technology proposals to enhance the built and natural environment throughout New South Wales.

Minister for Digital and Customer Service, Victor Dominello, said more than $40 million was still available for place owners wishing to deploy smart technology for the benefit of local residents, workers and visitors.

“So far we’ve seen 75 ideas for smart place initiatives submitted, including using digital technology to improve kerbside parking in Liverpool City Council, analysis of passenger connectivity along the rail network, and insights into water consumption

to drive greater water efficiencies,” Mr Dominello said.

In the latest initiative to receive funding, the NSW Government will partner with Camden Council to deliver a dynamic 3D model of the entire area to assist local planners.

“There’s been a surge in demand during the pandemic for technology solutions to everyday issues like contactless payment and checking in safely to venues via QR codes. We are calling on place owners to come forward with ideas that improve quality of life in your community and beyond,” Mr Dominello said.

“Whether you are a local council, government agency, property owner or regional organisation, the Smart Places Acceleration Program is designed to

support the deployment of smart places technology trials.

“NSW is the most digitally advanced jurisdiction in the country and this funding will help bolster our COVID recovery.”

The program complements the NSW Government’s Smart Places Strategy and Smart Infrastructure Policy. To successfully access funding, interested parties should be able to demonstrate that they can meet and apply the foundational requirement established through the Smart Places Strategy.

Visit the Department of Planning Industry and Environment website to learn more about the Smart Places Strategy and the process for submitting an expression of interest.

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NEWS

ADELAIDE CITY COUNCIL APPOINTS NEW CEO

T

he City of Adelaide Council has unanimously chosen a new Chief Executive Officer who will formally commence in the role on 1 September 2021.

Former Deputy CEO, Clare Mockler, was chosen as the new Chief Executive Officer following Council endorsement.

Lord Mayor, Sandy Verschoor, said while the role attracted a large field of quality applicants from across the nation, Ms Mockler was the standout candidate.

“The selection panel was unanimous, as was the Council in endorsing the recommendation,” Mayor Verschoor said.

“There is no doubt that Clare Mockler is the right person to lead the City of Adelaide as we recover from the pandemic and deliver on our strategic vision for the city and North Adelaide.

“I know Clare will ensure we continue to deliver high-quality services for our community and keep making financially responsible decisions to ensure we remain Australia’s most liveable city.

“Clare brings vision, passion and proven expertise in driving new initiatives that will benefit the city and North Adelaide.

“She has demonstrated strong financial acumen and strategic thinking, with our budget forecast back into the black and is spearheading important changes to the organisation.

“Clare is someone who genuinely cares for people and is strategic and innovative in her approach.

“I know Clare is greatly respected by our own people, who I’m certain will welcome this appointment and is also highly regarded by the city’s leaders and stakeholders.

“I’m also proud that the organisation continues to support women in leadership roles and this is only the second time that women will lead both the Council and its administration.”

Originally from the UK and with a legal background, Ms Mockler joined the City of Adelaide in 2002.

She holds a Masters degree in Public Policy and Management from Carnegie University, and has led business transformation and policy reform across the organisation through multiple senior roles. Ms Mockler said being appointed as the City of Adelaide’s Chief Executive Officer is a great honour.

“Right now capital cities across Australia are facing incredible challenges.

I am committed to providing strong and decisive leadership for the City and North Adelaide, to boost recovery and enhance our global reputation as a great place to live, work, study, visit and invest,” Ms Mockler said.

“Our people are our best asset. It is an immense privilege to lead such a diverse, hard-working and customer focused team, who support each other and continuously innovate to improve our services.

“Key priorities include delivering on the community outcomes outlined in the City of Adelaide’s 2020-2024 Strategic Plan, reigniting our city with activations, and realising our commitment to be the lowest cost capital city with the least red tape.

“Our shared vision is to be the world’s most liveable city. The opportunities for the city are significant and I look forward to working with local, national and international leaders to bring our vision to life.”

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SMART METERS SAVE 26 MILLION LITRES OF WATER

D

igital water meters installed

by MidCoast Council have demonstrated impressive water and money saving capacity in local caravan parks.

The smart meters have so far detected leaks at ten MidCoast caravan parks in 2021, leading to an estimated saving of 26 million litres of water.

MidCoast Council’s Director of Infrastructure and Engineering Services, Rob Scott, said the saving was significant and showed the technology was proving a valuable way for major customers to reduce water use and ensure their systems were as efficient as possible.

“Unfortunately, many of our caravan parks have old pipes and are located

on sandy soil, which makes it really difficult to pick up on leaks because the water doesn’t show up on the surface,” Mr Scott said.

“Thanks to the smart meters, we’re now able to notify the parks as soon as we notice any abnormal usage, which helps them to find the leaks and fix them before they become too costly and wasteful.”

Sandbar and Bushland Holiday Park at Smiths Lake is one park that has already benefited from the technology, less than a month after having a smart meter installed.

Park manager, Evan Hunter, said he was able to fix a 20 litre per minute leak that might have otherwise gone unnoticed.

NEWS

Having access to up-to-date information on the park’s water usage increases potential savings.

“To have that information at the click of a button is very handy,” Mr Hunter said.

“Potentially we’re looking at about $50,000 a year in savings. That’s a lot of money for the bottom line.”

Smart meters were identified as an effective tool for reducing water use in the Council’s most recent Integrated Water Cycle Management Strategy, Our Water, Our Future. They have been installed at the sites of selected large users at no cost to the customer, to reduce water loss and give customers greater control over their water use.

$24.55 MILLION FOR EV CHARGING NETWORK

T

he Australian Renewable Energy Agency (ARENA), on behalf of the Australian Government, has announced $24.55 million in funding for 19 projects expanding Australia’s fast charging network for battery electric vehicles.

Round 1 of the Government’s Future Fuels Fund was increased by $8.05 million from an initial $16.5 million, and was made available after ARENA was impressed by the strength and number of applicants to the funding round.

The successful applicants are: ∞ Evie Networks: $8.85 million to Fast Cities Australia Pty Ltd (Evie Networks) for the delivery of 158 public fast charging stations across eight regions ∞ Ampol: $7.05 million to Ampol Australia Petroleum Pty Ltd (Ampol) for the delivery of 121 public fast charging stations across four regions ∞ Engie: $6.85 million to IPAH Client Solutions Australia Pty Ltd (Engie)

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for the delivery of 103 public fast charging stations across four regions ∞ Chargefox: $1.4 million to Chargefox Pty Ltd (Chargefox) for the delivery of 16 public fast charging stations across two regions ∞ Electric Highways Tasmania: $400,000 to Electric Highways Tasmania Pty Ltd (EHT) for the delivery of five public fast charging stations across one region The five applicants will together deliver 403 new fast charging stations, each capable of charging at least two vehicles concurrently at 50kW or above. Catalysing a total investment value of $79.9 million, Round 1 will see a seven-fold increase in the number of fast charging stations in Australia’s most populated cities and regions.

Charging stations will be built across eight geographic regions covering 14 of Australia’s most populous cities. In addition to networks in the capital cities in every state and territory, regional centres including Geelong, Newcastle, Wollongong and the Sunshine Coast will each receive a minimum of eight new fast charging stations to drive the uptake of EVs in regional locations.

The Future Fuels Fund is a $71.9 million initiative announced in the 202021 Federal Budget to remove barriers to the uptake of new vehicle technologies.

Round 1 aims to support the growing number of Australian motorists with EVs with a charging network across regional and capital cities, while subsequent rounds will focus on increasing EV charging capacity in regional areas, reducing barriers to transitioning business fleets and increasing the use of hydrogen and biofuels in the transport sector.

ARENA CEO, Darren Miller, said the increased funding pool will significantly expand Australia’s fast charging network and remove barriers to the uptake of EVs. “As the costs of electric vehicles come down, more consumers and fleet users are looking to go electric. Expanding the fast charging network will make it easier than ever to drive an EV in Australia,“ Mr Miller said.

“The proposals we received were of such high quality, we were compelled to increase the funding. We’re delighted to be able to support more than 400 charging stations across the country.”

Spring 2021 // ISSUE 1

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COUNCIL TRENDS

THE KEY TRENDS SHAPING LOCAL GOVERNMENT IN 2021 AND BEYOND

by Carol Mills, Director, Institute of Public Policy And Governance, University of Technology Sydney

Councils have been quick to respond to demand for local recreation opportunities, outdoor-dining and online services at unanticipated levels.

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Spring 2021 // ISSUE 1

www.councilmagazine.com.au

COUNCIL TRENDS

Over the last 18 months, the importance of community has come into increasingly sharp focus, with significant changes to the way we work and the way we live our lives occurring at speed. In the wake of bushfires, floods, a pressing climate crisis and the COVID-19 pandemic, local governments have been playing a vital role by supporting, providing services to and advocating for communities under stress.

www.councilmagazine.com.au

Spring 2021 // ISSUE 1

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COUNCIL TRENDS

Communities will continue to rely on councils for a growing list of essential services, including waste management and road construction.

T

he immediacy of the issues generated by the COVID crisis in 2020 saw councils across Australia – from capital cities to the smallest regional communities – respond in rapid and innovative ways to the urgent needs of their communities and their staff. From home delivered library services, to small business grants, rent relief, online cooking lessons and much, much more, councils nationally stepped up to meet unprecedented challenges.

While some of the responses were time limited, they added pressure to an already changing and, in many locations, stressed sector. Trends in relation to population change, budget constraints, economic transitions and rising demands and expectations from business and communities were already in train. However, COVID and natural disasters have accelerated them and will continue to influence the future of local government in at least the medium term.

For instance, cities were already grappling with how best to plan for emerging transport, digital and open space needs. Working from home and successive lockdowns have meant people have sought local recreation opportunities, outdoor-dining and online services at unanticipated levels.

Many regional and rural councils have been looking to find new ways to attract and retain skilled workers for some time.

Now they are witnessing accelerated people migration and demand for community and health services. The tyranny of distance has long confronted geographically large areas with very low population density – now isolation is seen as both a blessing and a curse. And all councils are needing to manage ageing infrastructure.

Of course, local government is not grappling with these issues in isolation. Meeting rising community expectations, responding to demographic change, environmental challenges and housing affordability issues, for example, are not exclusively the domain of local government. However,

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Spring 2021 // ISSUE 1

strong, sustainable local government is vital to delivering meaningful solutions.

Local government can only best respond to these immediate and long-term trends when the federal system is working effectively. This means a mix of incremental and rapid change to the way councils are resourced and governed. The sector met the challenges of 2020 and 2021 by demonstrating the value of local solutions for local communities, but all layers of government and the sector need to work together to ensure this is sustained.

The challenges and opportunities presented by federalism in Australia are significant for local governments. The exclusion of local government representation from the National Cabinet at the outset of COVID-19 has altered the balance in the intergovernmental dynamic. While the National Cabinet was originally announced as an interim measure, the longer it operates in its present form, the harder it is for the voice of local government to be heard.

This matters because the inter-governmental issues facing local government should not be underestimated. The reduction in Financial Assistance Grants as a proportion of Commonwealth tax revenue; the impact of rate capping and pegging on revenue; a growth in cost shifting from Commonwealth and States; and the misalignment between the purpose and eligibility criteria for Government grants and local needs and priorities – all present significant contextual and operating constraints for councils.

Not surprisingly, as a result, financial sustainability has grown as a critical issue for many councils. With councils collecting three per cent of national tax revenue and yet providing 23 per cent of services, the challenge has never been starker. While on average, councils earn around 40 per cent of their revenue from property rates, in some councils this drops to as low as 15 per cent. Even amongst more financially secure

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COUNCIL TRENDS

councils the drop in revenue in 2020-21 from service shutdowns, business concessions, and the like have caused them to draw on reserves.

Outside the context of the 2020-21 emergencies, communities across the country will continue to rely on councils for essential services. That list of services is both growing and undergoing change – waste management and community services being two prime examples. Local government has also sought to step up in major emerging policy areas, playing a key role in liveable communities, the circular economy, roads and transport infrastructure, smart cities, natural disaster and pandemic recovery. However, each of these issues requires a sustained, coordinated approach.

To avoid a future where the gap in services is driven by the local revenue raising capacity of a council, funding model reform is required. Many state governments have turned to amalgamations as a financial solution, anticipating economies of scale will result in financial sustainability. However, the evidence demonstrates this is not necessarily the case, and other options are crucial. That dialogue should start at the national level. There is no question that local government needs to be represented at the highest decision-making levels, and its participation in COAG was both symbolically and practically important. A new model is needed as a matter of priority.

In this context, there is much to build on. Despite the fragmented policy landscape and against a backdrop of change and challenge, more councils than ever that we work with are demonstrating leadership and focusing on sustainability across a range of fronts, including by: ∞ Engaging their communities through inclusionary planning and decision-making ∞ Utilising technology in planning, customer service and administration

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∞ Ensuring both long and short term planning underpins resource allocation ∞ Investing in the circular economy ∞ Diversifying income sources ∞ Continuously driving efficiencies If 2020 and 2021 have shown us anything, it’s that councils have been able to step forward and quickly and effectively display leadership when required. They have shown that they are at the forefront as respondents to any crisis in Australia.

They have demonstrated their agility and excelled at frontline service delivery. They have provided financial support for local businesses, offered direct services to vulnerable community members and flexibly supported and redeployed staff. Their distinct advantage of local knowledge and connections has enabled them to adroitly manage innovative service delivery and support community wellbeing.

These changes have increased the visibility of local government services and driven councils to communicate more effectively. Importantly it has put a spotlight on their role in holding together communities and creating social cohesion.

To continue this effort, councils need to work with their communities, each other and the other layers of government to ensure they retain and further build their capacity to deliver positive economic, social and environmental outcomes.

Professor Carol Mills is the Director of the UTS Institute for Public Policy and Governance (IPPG). IPPG is a leading team of experienced chief and senior executive level public sector practitioners and academics committed to working with organisations and communities to build capability and create public good. IPPG’s Centre for Local Government has been Australia’s leading expert on local government for 30 years.

Spring 2021 // ISSUE 1

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COUNCIL TRENDS // SPONSORED EDITORIAL

THE IMPORTANCE OF DIGITISATION WITHIN COUNCILS In local government, we’re increasingly hearing about the importance of digitisation and smart technologies in improving the lived experience for constituents. As this trend continues, it’s evident that these benefits aren’t just for citizens – they also flow through to the employees working in a council setting. Here, we take a closer look at some of the new technologies that can improve outcomes for both employees and residents; resulting in a situation where all parties interacting with, or working for, a council are delighted with their experience.

E

xperts around the world are increasingly advocating that digital transformation is now a public sector imperative.

A recent report from EY states that digital technologies can help governments to: ∞ Understand their citizens better and achieve better outcomes ∞ Provide services more effectively and efficiently ∞ Find new solutions to policy challenges ∞ Engage with external partners to develop new delivery models ∞ Commercialise some public services and develop fresh sources of revenue But despite these benefits, EY argues that most governments are lagging behind the corporate world in harnessing the power of digital.

To build a public sector that is fit for the future, local government needs to reinvent itself. Much has been made of the benefit smart technologies can provide residents, but it’s also important to look at the improvements that digitisation can make within the workings of local governments. Modernisation of software platforms can make services and functions more efficient and streamlined, ultimately providing residents with a council interaction they can walk away from feeling truly delighted.

For local governments, who exist to serve their residents, this is an ideal we can, and should, be aiming for.

IMPROVING INTERACTIONS WITH LOCAL GOVERNMENT A considerable challenge for many councils is dealing with legacy IT systems, many of which are outdated, clunky, and lack integration with other key systems.

It’s for this reason that it’s advantageous to rationalise toward a single digital platform, which can be configured to suit the needs of many teams and departments within the one organisation.

ProQuest Consulting is one provider that has experience working with local governments to bring their data and systems together, enhancing what a council is able to achieve for its residents.

ProQuest Consulting harnesses the power of Salesforce to do this. The Salesforce platform has expanded significantly over the years, and now can enable the automation of workflows across a myriad of council services, whilst ensuring efficient digital engagement with citizens.

The team at ProQuest Consulting are implementing a range of services for the ACT Government involving the rationalisation of various legacy systems into a strategic and cohesive Salesforce platform.

For example, for Transport Canberra and City Services (TCCS), ProQuest Consulting has been engaged to implement a wideranging Customer Service Request Management system with a focus on optimally triaging a wide range of incidents or issues coming in from ACT citizens.

It may be scheduling and dispatching a fully informed ranger from Domestic Animal Services who can use the software on a mobile device to record the incident, take witness statements, and see any history of previous incidents with the owner or the dog in question.

It will also extend to roads maintenance, stormwater drain maintenance, urban treescape management, parks and barbeques, graffiti management, abandoned motor vehicles, unlawful littering, temporary traffic management, development coordination, infringement processing and several more.

Whilst each department will have a system configured to its specific needs through the flexibility of Salesforce, the overall TCCS organisation will be benefiting from the reuse of common processes, common user interfaces, and common integrations into systems such as ArcGIS and Assetic (for asset management).

“Embarking on a digital transformation program can be intimidating. By leveraging our expertise, local governments can opt for an initial delivery with a single-purpose Salesforce-based solution, that can then be incrementally expanded to become the strategic platform that streamline operations across multiple departments, improve interactions with constituents and create a working environment where employees can thrive,” said ProQuest Chief Executive Officer Aymeric Zito.

If you’d like to understand more about how your council can harness the power of digitisation to improve business outcomes, and deliver services to your citizens, the team from ProQuest Consulting are here to help.

For more information, head to www.proquestit.com

¹ https://www.ey.com/en_au/government-public-sector/how-does-digital-government-become-better-government

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Take your council digitisation journey to the next level with ProQuest Consulting Harnessing the power of Salesforce, with ProQuest Consulting you will: •

Streamline operations

•

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•

Increase visibility

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Remove waste

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Cut costs

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Improve resident interactions

** *For more information please visit our website at www.proquestit.com **Salesforce Partner Innovation Award for our work with ZEN Energy awarded September 2021 - see Press Release at: www.salesforce.com/news/stories/salesforce-announces-2021-partner-innovation-award-winners/

Awarded the Transport Canberra and City Services Customer Service Request Management Contract in March 2021*

FIND OUT MORE:

www.proquestit.com 02 8081 0210 info@proquestit.com

SUSTAINABILITY

SUPERZERO THE CITY LEADING THE CHARGE TO NET ZERO BY 2035

By Eliza Booth, Editor, Council magazine

I

The science is clear – the world is experiencing a climate crisis. With groundbreaking reports from the Intergovernmental Panel on Climate Change (IPCC) and Australia’s Climate Council sending urgent warnings about the deadly effects of our warming planet, governments at all levels are looking to accelerate their sustainability efforts. One of Australia’s leaders in sustainability and emissions reduction efforts is the City of Sydney, who are setting the example for local governments across the country. Here, we take a look at the City of Sydney’s sustainability journey to date, how the City is achieving its goals, as well as the newly updated net zero targets, and how these will not only benefit the local community, but the whole country.

n April of this year, the Climate Council released the Aim High, Go Fast: Why Emissions Need to Plummet this Decade report, which warned that collectively Australia needed to triple its current emissions cuts in the next decade and hit net zero sooner to avoid the devastating impacts of accelerating climate change – including a more than 1.5 degree increase in global heating. The report suggested that action in Australia in the years to come needs to focus on cutting emissions by 75 per cent by 2030, and reaching net zero emissions by 2035 at the latest.

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Spurred by the results of the report, the City of Sydney took stock of its current emissions reduction and net zero journey and concluded that, while it could not tackle climate change on its own, the City needed to lead the charge and inspire other local governments across the country to heed the climate science warnings and accelerate emissions reductions targets.

Earlier this year, the City of Sydney released its draft Environmental Strategy 2021–2025, which included the City’s new goal of reaching net zero emissions by 2035; five years ahead of its original target. The report outlined how this goal would be achieved through numerous

sustainable programs and initiatives across the City, helping to create a truly green, sustainable place for people to live and work in.

THE JOURNEY SO FAR The City of Sydney has long been a leading force in sustainability and emissions reduction at the local government level. In 2007, the City was the first local government in the country to become carbon neutral, and in 2019 it was the first major city in Australia to declare a climate emergency, highlighting the urgency of creating greener cities across the country.

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SUSTAINABILITY “To date, our sustainability achievements include contributing to a 22 per cent emissions reduction across the local area from 2006 to 2009, establishing a precinct recycled water scheme at Green Square, and helping 172 apartments reduce their emissions by 20,000 tonnes,” a City of Sydney spokesperson said about the City’s sustainability journey so far.

One of the most significant actions the City has taken to date was to fully switch to 100 per cent renewable energy as part of a $60 million, ten-year agreement with Flow Power.

“From July 2020, we began using 100 per cent renewable electricity, and we are expecting emissions to drop to more than 76 per cent below 2006 levels by the end of June 2021,” the City spokesperson explained.

“The switch is responsible for reducing our CO2 emissions by an estimated 20,000 tonnes – the equivalent of powering around 6,000 households. In addition, it’s projected to save the City as much as half a million dollars a year over the next ten years.”

Additionally, successful initiatives across the local government are helping the City of Sydney to smash initial emissions reduction targets almost a decade ahead of time.

“This year we’ll meet our 2008 goal to reduce emissions by 70 per cent by 2030 – nine years earlier than initially targeted.

We’ve used a range of initiatives to help reach this goal, including energy efficiency projects, rooftop solar, the installation of a grid size battery at our Alexandria Canal Depot and introducing hybrid and electric vehicles to our fleet,” The City of Sydney spokesperson said.

For Lord Mayor, Clover Moore, sustainability and climate change mitigation initiatives have always been a top priority. With a dedicated team at Council, the City has been successful in hitting it’s sustainability targets as it continues to strive to be one of Australia’s top green communities.

“Taking effective action on climate change has been a key priority for my entire term as Lord Mayor,” Mayor Moore said.

“Overwhelming climate research tells us we cannot afford to take our time reducing carbon emissions in Australia – emissions need to plummet now if we are to avoid devastating consequences.

“After extensive citywide consultation, the City made the commitment in 2008 to reduce emissions by 70 per cent by

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2030. We did the master plans, set the targets and took action, and we met this ambitious organisational target by reducing greenhouse gas emissions nine years early in 2021, securing Sydney’s future as one of the world’s top green, liveable and creative cities.”

A NEW NET ZERO TARGET With the Climate Council urging Australia to cut emission drastically, and a recent report from the IPCC warning of the catastrophic effects of climate change – including increasing heatwaves, devastating droughts, more frequent floods and intense storms – reassessing and bringing forward emissions reductions targets is more important than ever.

To address these concerns and to do its part towards a net zero future, the City of Sydney released its draft Environmental Strategy 2021–2025, which outlined the City’s future sustainability journey and its updated emissions targets.

“The City of Sydney announced in June that it would target net zero carbon emissions by 2035 – five years earlier than previously planned – in a move to help avert catastrophic climate change,” a spokesperson for the City of Sydney said.

“The target is in line with research confirming Australia and the rest of the world need to reach net zero emissions by 2035 to avoid the devastating consequences of more than 1.5 degrees of global heating."

The Strategy was placed on public exhibition for four weeks to receive feedback from the public, to help inform the City’s final version of the Strategy. The draft Strategy received overwhelmingly positive feedback from the community with residents showing their support for the proposals and identifying the factors of sustainability that matter most to them and their daily lives.

“Residents expressed a desire for greater action from all levels of government on climate change, more access to walking and cycling, and the importance of transitioning to renewable energy, as well as the need for ambitious targets,” the City of Sydney Spokesperson explained.

“Given these areas already feature heavily in the Strategy, we only needed to make minor amendments to the plan before it was approved by Council.”

Mayor Moore said that the Strategy’s goals will be achieved through numerous new initiatives and expansions on projects currently underway.

“We brought forward our target for city-wide net zero greenhouse gas emissions to 2035 from 2040, which we believe can be achieved through the further expansion of renewable energy, working with our partners to increase the efficiency of our buildings, better managing our waste, supporting active transport choices and switching to electric vehicles.”

TAKING ACTION To see their goals and targets be fully achieved, the City of Sydney is tackling emissions reduction on several fronts, including extensive work in the transport, waste, fuel, energy and water sectors, among many other programs and initiatives.

“Greening the grid, diverting waste from landfill and increasing green building standards will all play a part in how we meet the challenges of the climate crisis and create a city that is net zero in less than 15 years. The City will attempt to slash local area emissions by targeted programs to manage waste, energy and fuel,” a City of Spokesperson said.

“Energy consumption produces 73 per cent of the local area’s greenhouse gas emissions. By encouraging businesses, residents and other organisations to use renewable energy sources and switch to green power, we plan to significantly reduce this number.”

A major sector the City is working on to cut emissions is transport. The City will be focusing on encouraging the community to utilise public and active transport options like buses, trains, cycling and walking.

“The transport sector is the second biggest contributor to emissions after energy. In 2018–2019 it was responsible for 16 per cent of the local area’s carbon emissions, either through petrol from vehicles or the electricity used to power public transport,” the spokesperson explained.

“We aim to lower these emissions by continuing to encourage a shift away from private vehicles and towards public transport, walking and cycling, as well as supporting businesses to shift to electric vehicles.”

Waste management is another area the City is looking to overhaul and

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SUSTAINABILITY improve, especially focusing on food waste across the residential sector.

“Waste and waste management currently account for around 9 per cent of the City’s emissions,” a City spokesperson said.

“From tackling single-use plastics to recycling food scraps, reducing waste and better waste management is another key component of lowering the area’s emissions.

“Our Environmental Strategy 20212025 targets waste reduction across the residential sector, aiming to divert 90 per cent from landfill by 2030.

“By far the greatest contributor to residential waste is food, accounting for more than a third of space in our bins.

We are running a food scraps recycling trial, with around 11,000 households currently able to access the scheme, and another 10,000 households expected to have access by September 2021.

“Recycling food waste saves landfill space and reduces greenhouse gas emissions. It can be used to create green electricity and fertiliser. Every tonne of

food waste we divert and process saves 1.69 tonnes of carbon emissions.”

The City spokesperson said that in addition to cutting emissions, programs across energy and water efficiency are helping the community save money. One such project is the Smart Green Apartments program, which is helping more than 170 buildings save approximately $3.49 million in utility bills each year.

CREATING A BETTER FUTURE FOR THE PLANET While the outlook from climate science may seem grim, the good news is that it isn’t too late to change our world’s current trajectory. With leaders in emissions reduction activities and net zero targets like the City of Sydney leading the charge, other local governments across Australia can benefit from a demonstrated roadmap of successful achievements.

For the City of Sydney, leading by example to address climate change and reaching net zero as soon as possible

is a huge step toward a greener planet for us all.

“While the City of Sydney cannot tackle the climate crisis alone, we can lead and encourage others to do the same within their communities,” Mayor Moore said.

There is a lot of work to be done, but through collaboration, advancing technologies, evidence-based research, and an overall desire from all sectors and communities to adopt sustainable practices, we can fight off the devastating effects of climate change and continue to enjoy the beauty of our planet for generations to come.

References: • Intergovernmental Panel on Climate Change, AR6 Climate Change 2021: The Physical Science Basis www.ipcc.ch/assessment-report/ar6/ • Climate Council, Aim High, Go Fast: Why Emissions Need to Plummet this Decade www.climatecouncil.org.au/resources/ net-zero-emissions-plummet-decade/ • City of Sydney, Environmental strategy 2021-2025, www.cityofsydney.nsw.gov.au/strategies-action-plans/environmental-strategy

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SUSTAINABILITY

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SUSTAINABILITY

In our communities, people are increasingly looking for sustainable options when it comes to their daily lives. All levels of government need to factor this desire into how they plan Australia’s cities, towns and suburbs, to ensure that the way we live is in line with community expectations.

A

s climate change, water scarcity, social inequity and environmental degradation become more apparent, the need for genuine action when it comes to sustainability also becomes increasingly clear.

In 2018, the HP Australia Environmental Sustainability Study found that over 90 per cent of Australian consumers and businesses are concerned about environmental sustainability. In addition, 71 per cent of consumer respondents stated that they were willing to pay a premium for environmentally sustainable products.

The time has now well and truly come where consumers are willing to back their sustainability concerns up with their wallets.

In addition, the need for sustainability in infrastructure has also never been clearer. Earlier in 2021, Infrastructure Australia released new guiding principles to promote sustainability across the infrastructure sector and ensure major investments deliver the best outcomes for the community.

Infrastructure Australia Chief Executive, Romilly Madew, said, “Ultimately, we want to ensure that community needs are properly understood and met through the efficient delivery of sustainable infrastructure.”

All sectors of our society – business and government – must respond to these expectations while creating shared value in the short, medium and long term.

Fortunately, local governments are no strangers to sustainability initiatives – in fact, this sector of government is often seen as leading the way when it comes to putting incentives in place that will genuinely bring about the kind of change we need to see to make our lifestyle in Australia more sustainable.

PUTTING SUSTAINABLE GOVERNMENT IN THE SPOTLIGHT Recognising the importance of the conversation around sustainability in local government, Council magazine is thrilled to be hosting the Sustainable Cities Virtual Conference, which will take place online on November 9 and 11.

This virtual event will consist of two free-to-attend Virtual Conferences, exploring the ways that Australia’s local government sector is bringing sustainable principles into the way their cities, towns and communities operate.

Over the course of the two conferences, we’ll first explore the concept of the sustainable city, looking at the different pillars of sustainability and how these are applied in a local government context. We’ll also take a closer look at some of Australia’s most sustainable cities, diving deep into where and how they are excelling in achieving sustainability objectives.

Conference 1, Exploring Sustainable Cities, kicks off on November 9 at 1.00pm AEDT. This conference will look at sustainability in our cities and communities in a broader context.

We’ll be exploring what sustainability means to councils around Australia, and consider the benchmarks the local government sector uses to measure its sustainability performance.

Conference 2, Sustainable Cities in Action, will take place on November 11 from 1.00pm AEDT. In this conference we’ll drill down to case studies which will give us full visibility of some of Australia’s best performing cities when it comes to sustainability. These case studies will cover a range of sustainability principles, including the built environment, energy, water, waste, consumption and much more.

As consumers are becoming more insistent that the governments that represent them act responsibly toward both the community and the environment, it’s timely that the local government sector should come together to discuss the initiatives already underway, the things we are doing well, and the sustainability developments we can continue to improve.

Sustainable Cities will be a chance for local governments to gather, learn from experts, share their experiences, and highlight the things their local governments in particular are doing to deliver value for their communities.

Both Virtual Conferences are free to attend for councils, government departments and not-for-profits.

To register for these events, simply head to www.sustainablecities.com.au/ register/

Get involved Limited sponsorship opportunities are available for Sustainable Cities.

If your business is involved with providing products or services to the sustainability industry at this critical time, this conference provides a great opportunity to connect with the industry.

If you're interested in getting involved, head to www.sustainablecities.com.au/sponsors to download our prospectus.

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SUSTAINABILITY

LOCAL COUNCILS

ARE LEADING THE WAY TO A CLEAN, SUSTAINABLE FUTURE This year has been less than ideal for many of us – on and off lockdowns, restricted travel, homeschooling, the list goes on. But even in the face of extreme hardship, we’ve seen a global cascade of renewed commitment to a clean, sustainable future by national and subnational governments, business, insurance, NGOs, citizens and more.

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SUSTAINABILITY

by Dr Portia Odell, Director, Cities Power Partnership

U

S President Joe Biden has an ambitious plan for the US to at least halve emissions from 2005 levels by 2030. Canada and Japan – the world’s biggest buyers of Australian thermal coal and LNG – also announced new net zero targets, demonstrating the dwindling future for these exports. China said its coal use will peak in 2025 and South Korea said it would end all new financing for overseas coal projects.

We will no doubt see more commitments like this from many players before world leaders come together in November at COP26 to discuss the actions needed to meet the goals of the Paris Climate Agreement and avoid the worst impacts of a changing climate.

But what we won’t see is any credible action from our very own national leaders.

The Federal Government has yet to commit to any net zero target, making Australia – the highest carbon emitter per capita among the world’s richest countries – a climate laggard.

The good news is that while national climate policy stagnates, cities and towns across the country are stepping up to the challenge and taking action to urgently cut emissions this decade.

The City of Sydney and the City of Melbourne both brought forward their community net zero deadline by a decade to 2040, and Waverley Council slashed twenty years off its goal, with a new aim for council to be zero emissions by 2030.

But it’s not just the capital city big hitters who are leading the charge – across the country, regional centres are also stamping themselves as leaders.

Regional cities with a strong, coordinated climate response are having a huge impact in accelerating www.councilmagazine.com.au

renewable energy uptake in their areas, and creating strong, diverse economies as they prepare their communities for the future.

A recent report by the Cities Power Partnership, Clean Jobs for Communities: How local governments can lead strong, sustainable economies, identified dozens of clean energy initiatives, like putting solar on rooftops and rolling out electric vehicle charging stations, that councils and communities are leading.

Sydney’s inner suburbs of Randwick, Waverley and Woollahra are working together to drive solar uptake on local schools. Their free council-run program, Solar my School, is making it easy for schools to install solar power, with independent and expert support from start to finish. Around 150 schools currently participate across 13 Council areas in Sydney and 40 solar PV systems have been installed. To date, this program has helped save an estimated $900,000 annually for schools, freeing up funds to be spent where they’re needed most.

What’s more, this trio has just rolled out a new sister program, Solar my Club, that is helping clubs and community organisations make the switch to solar too. Already 12 organisations are participating, including surf lifesaving clubs, sailing clubs, bowling clubs, tennis clubs and a couple of synagogues.

In Victoria, more than half of councils signed up to the Victorian Energy Collaboration, a new partnership that pools their electricity contracts to switch to renewable energy. Since July, 45 per cent of Victorian council energy has come from clean wind energy – the equivalent of removing the emissions from 90,000 polluting cars off the roads every year.

This is the largest emissions reduction project by local government in Australia and it’s supporting the development of large-scale renewable energy, jobs in regional areas and new opportunities for communities to grow. Not to mention saving council money on electricity bills, so more money can be put back into the community.

On top of accelerating renewable energy, councils like Mornington Peninsula Council and Mildura Rural City Council in Victoria are also supporting businesses and households to improve their energy efficiency. Energy efficiency is a no-brainer to help slash household power bills, reduce emissions and create thousands of jobs.

In Mildura, property owners can access up to 100 per cent project finance with a loan that ties the retrofit costs into council rates, therefore creating a clear financial incentive for sustainable upgrades for business owners. As a result of this initiative, more than 200kW of solar has been installed on both commercial and agriculture businesses.

The examples above are just a drop in the bucket of the inspirational initiatives local governments are taking to lead the nation's shift to a clean economy.

And there is an incredible amount of potential for councils to continue to make steep emissions reduction.

Which is exactly what we do at the Cities Power Partnership – Australia’s largest network of local councils leading the way to a thriving, zero emissions future. A program of the Climate Council, we exist to support our 150 member councils and their emission reduction goals.

When councils sign up, they pledge five actions to tackle climate change locally, from ramping up renewable energy through to planning sustainable transport systems.

As councils work to complete their pledges, the Cities Power Partnership supports them with access to an online knowledge hub containing hundreds of case studies, policies and templates; an online forum to directly connect councils in their areas of interest; monthly webinars; a web based tool for tracking emissions and financial savings; regular profiling of success stories via our extensive media reach and more.

In just four years, member councils have committed to over 760 climate and energy pledges, including transitioning council fleets to electric vehicles, installing solar battery systems in thousands of homes and businesses, and even spearheading Australia’s first carbon-neutral kindergarten.

With councils throughout Australia stepping up their emissions reduction efforts and realising the benefits, there has never been a better time to join the Cities Power Partnership.

The Cities Power Partnership is Australia’s largest network of local councils leading the way to a thriving, zero emissions future. For more information and to join them now, head to citiespowerpartnership.org.au/join

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SUSTAINABILITY

MAKING AUSTRALIA’S CITIES MORE SUSTAINABLE:

A NEW FRAMEWORK FOR THE COVID COMEBACK

by Christopher Allan, Journalist, Council magazine

Australia’s major cities, national symbols of population growth and centralised employment, have been shaken by the COVID-19 crisis. State shutdowns and the spectre of new outbreaks have pushed us further into private worlds. As policy makers at all levels of government respond to the dual challenges of the pandemic and economic recession, getting serious about sustainable practices is critical to ensure Australia’s cities don’t fall behind an evolving global standard. Here, we consider opportunities for sustainability and innovation in cities across green infrastructure and transport, and find that environmental outcomes often go hand in hand with long-term benefits for productivity and wellbeing.

A

s the national COVID response unfolds, Australian cities possess opportunities to more actively engage in sustainable practices that allow us to stay resilient and productive in the face of future challenges.

Despite cities only occupying three per cent of the Earth’s surface, the World Bank estimates that 80 per cent of global GDP is produced in urban areas, and national figures from the Grattan Institute suggest that 50 per cent of new jobs generated in the past decade were in the centres of Sydney and Melbourne.

The COVID-19 pandemic has accelerated immense change in how we use our cities, as shown by the diffusion of the inner-city workplace into suburban working-fromhome arrangements.

“We have seen changing work patterns, a pause on Net Overseas Migration, and a 200 per cent increase in people moving from capital areas to regional areas,” says CEO of Infrastructure Australia, Romilly Madew.

To absorb future challenges to our health, our environment and our economy, Australia can’t afford to fall behind the global pace when it comes to building cities that are sustainable, resilient, and liveable.

PAINT THE TOWN GREEN: SUSTAINABILITY IN URBAN GREEN INFRASTRUCTURE Urban green infrastructure is an exciting opportunity for policy makers and city planners to achieve real sustainability

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objectives while also meeting social and health outcomes.

The CSIRO defines urban green infrastructure as city vegetation that provides social, economic, and environmental benefits to our cities, like providing clean air and water, and cooling inner city temperatures.

Green infrastructure includes “urban parks and reserves, wetlands and stream corridors, street trees and roadside verges, gardens and vegetable patches, bikeways and pedestrian trails, wall and rooftop gardens, orchards and farms, cemeteries and derelict land,” says the CSIRO. In 2018, the CSIRO brought together urban researchers and practitioners to release a national research agenda for green infrastructure in Australia’s cities, covering topics such as perceptions and acceptance of green infrastructure and opportunities for greater biodiversity.

“While ‘grey’ infrastructure has traditionally been the main focus of urban development and management activities, ‘green’ infrastructure is increasingly considered a vital asset for liveable, sustainable and resilient cities.”

URBAN GREENING: HEAT MANAGEMENT AND BEYOND Green infrastructure has long been studied for its role in managing the urban heat island effect, where temperatures in an urban area are much higher than the surrounding rural areas, due to significant insulation of urban heat sources.

Minimising the urban heat island effect in Australia’s cities is critically important: earlier this year, research published in

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SUSTAINABILITY Nature Climate Change predicted that the world’s cities could rise by 4 degrees Celsius by the year 2100.

Australia can learn valuable lessons from other global cities about the role of green infrastructure, alongside many other planning strategies, to deliver better management of the heat of our cities.

Indeed, the Cooling Singapore project has found that the temperature of built-up urban areas in Singapore can be up to 7 degrees higher than the surrounding land, which has guided excellent responses in both vegetation coverage and innovative building design.

Closer to home, the City of Melbourne’s Urban Forest Strategy has committed to increasing canopy cover from 22 per cent to 44 per cent by the year 2040, while also delivering targeted green infrastructure plans for key precincts of the city.

Local government initiatives for urban forestry couldn’t come at a better time, as more and more research considers the positive psychological implications of green space, felt first-hand by so many during the pandemic.

But while many Australian local government areas have developed their own visions for adopting green infrastructure policies, the national distribution of green infrastructure is still shaped by socio-economic factors and attitudes.

In fact, leading international research has considered how socio-economic inequities seep into access to green infrastructure, finding that urban forestry is often treated more as an amenity than an essential component in a balanced city ecosystem.

A 2019 article in Urban Forestry and Urban Greening importantly pointed to the differences between distributional equity, the fair distribution of urban forests, and recognitional equity, the capacity for urban communities to be represented and heard in decision-making about urban forests. Turn to page 52 to learn more about urban greening and why it's crucial to our cities.

TOWARDS SUSTAINABLE INFRASTRUCTURE: LEADERSHIP AND TRANSPORT In April 2021, Infrastructure Australia released their Sustainability Principles, a roadmap to steer sustainability policy reform agenda while also raising the bar for infrastructure project assessment and prioritisation.

Significantly, the Sustainability Principles set clear expectations of how sustainability is to be considered and assessed across all of Infrastructure Australia’s advice and publications, which include the Infrastructure Priority List, the Infrastructure Australia Assessment Framework and the 2021 Australian Infrastructure Plan.

“Infrastructure needs to consider sustainability due to the scale of investments, the long life of assets and the potential impact projects can have on communities,” Infrastructure Australia CEO, Romilly Madew, said.

“This has only been amplified in an age of increasing uncertainty, resource scarcity, disruption, climate change and extreme weather events.”

From the perspective of policy makers, the Sustainability Principles can be seen as a shift in best-practice government procurement practice, with major government partnerships now required to move beyond benefit-cost ratio (BCR) analysis and instead express project value across economic, environmental, and social outcomes.

Infrastructure Australia’s high valuing of environmental outcomes in the infrastructure procurement process will www.councilmagazine.com.au

ideally spark further shifts in industry practice, such as the inclusion of climate risk assessment in the planning phase of projects rather than the delivery phase.

SUSTAINABILITY IN TRANSPORT INFRASTRUCTURE Conversations about sustainable practices in transport infrastructure are more important than ever, as COVIDrecovery infrastructure funding at the federal level continues to be led by road and rail projects.

Existing challenges for sustainable transport infrastructure includes the delivery of competitive public transport options to service ever-growing suburban populations, as well as ensuring that major infrastructure builds across roads and rail are conducted with maximum feasible use of recycled and low-carbon materials.

However, the COVID crisis has also brought new attitudes about the role of transport in cities.

In Victoria, the concept of a 20-minute neighbourhood has garnered attention for showing how health and environmental outcomes come together when urban communities have adequate infrastructure to live locally.

The social, economic, and environmental challenge of city congestion also constitutes an opportunity for sustainable practice to shine through.

While competitive public transport alternatives to cars is an obvious starting point for sustainable outcomes on congestion, smart technology could also play an integral role in shaping how we move around future cities.

Marion Terrill, Transport and Cities Program Director at the Grattan Institute, has lauded the technology of real-time communication in vehicles for reducing congestion.

Speaking at this year’s Critical Infrastructure Summit, Terrill raised the possibility that a small congestion fee could be fairly enforced via real-time communication, with the impact that “people who can be flexible take their trip at a different time of day.”

SUSTAINABLE PRACTICES ACROSS LEVELS OF GOVERNANCE The task of building sustainable cities that can absorb future global challenges is theoretically simple yet practically complex.

A gold-standard definition of sustainability is not tricky for policy makers to agree on: environmental, economic, social and governance outcomes are balanced to meet both present and future needs of populations.

The greater challenge lies in how all levels of governance integrate and work with the private sector to address differing sustainability needs of regions, suburbs, business districts, local government areas, and communities.

In March 2021, Labor leader, Anthony Albanese, announced a national City Partnership campaign that would address some of the challenges for integrating different levels of governance in city development.

The City Partnerships proposal builds upon the City Deal program first launched by former Prime Minister Malcolm Turnbull in 2016 and involves pooling funding from all levels of government with private investment to address local community needs.

An arms race in funding for city policies at the level of federal politics would only serve to benefit our cities if all future developments balance environmental, social, and economic outcomes when meeting the global challenges of tomorrow.

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COMMUNITY LIFE

HOUSING FIRST: MELBOURNE COUNCILS UNITE ON LASTING RELIEF FOR PEOPLE SLEEPING ROUGH

by Christopher Allan, Journalist, Council magazine

A cluster of councils in Melbourne’s east and south-east have published a new blueprint for local government responses to homelessness, urging that lasting positive outcomes begin with safe and secure housing. Collaborative action on the complex issue of homelessness couldn’t be more timely: recent statistics put Australia behind the OECD average when it comes to social housing availability, as councils report a spike in homelessness exacerbated by the COVID-19 crisis.

We spoke with Brian Little, Mayor of the City of Monash, to learn more about local government responses to homelessness in the region.

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hirteen councils in Melbourne’s east and south-east have taken the next step in their ongoing commitment to accelerate progress on homelessness, publishing a blueprint on local government responses to the complex issue in August.

Entitled Housing first for people sleeping rough, the best practice guide draws together learnings and protocols in local government action on homelessness and social housing.

The guide was produced by a collaborative group of 13 councils in the region known as the Regional Local Government Homelessness and Social Housing Charter Group, or the Charter Group of Councils.

WHAT IS THE CHARTER GROUP OF COUNCILS? The Charter Group of Councils is a collaboration between 13 councils in Melbourne’s east and south-east. The Charter Group seeks to unify local government responses to homelessness in the region, and advocates for major reforms to increase the supply of social housing in Victoria.

“In late 2019, Monash Council CEO Dr Andi Diamond made a commitment to explore how councils could respond better

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to the growing issue of homelessness in the east and southeast,” Brian Little, Mayor of the City of Monash, said.

“On the ground at Monash, Council was seeing an increase in visible homelessness and people who were sleeping rough.”

The catalyst for the Charter Group of Councils was a 2019 forum at Monash University, organised by Monash CEO Dr Andi Diamond, that brought together Council CEOs, senior council staff, housing providers, peak bodies, the Municipal Association of Victoria (MAV) and the State Government.

The forum also included a powerful address from Nova, a woman who had a lived experience of homelessness after having fled family violence with her children.

All 13 councils endorsed a Charter in 2020. The three objectives of the Charter are to: 1. Develop public and private sector partnerships to increase the provision of social housing and respond to homelessness in east and south-east of Melbourne 2. Scope land within each LGA that has the potential to be repurposed for adaptable housing needs, and share these insights regionally

COMMUNITY LIFE 3. Advocate together for inclusive housing growth, including mandatory inclusionary zoning The 13 councils of the Charter Group represent two million residents in Melbourne’s eastern and south-eastern suburbs – the sheer scale of such a collaboration has major implications for all national responses to homelessness and social housing.

THE RISE OF HOMELESSNESS IN MELBOURNE’S EAST AND SOUTH-EAST Mayor Brian Little points to the growth of homelessness in Melbourne’s suburbs as a driver for the coordinated action of the Charter Group.

“The prevalence of suburban homelessness in east and south-eastern Melbourne has increased in recent years, and most councils now have a full-time or part-time staff position working to address the issue of homelessness.”

The impacts of COVID-19 have accelerated figures of homelessness in the region: Monash Council data reported 46 rough sleepers in 2019, a figure that jumped to 99 in 2020.

The first seven months of this year have already seen 71 rough sleepers in the City of Monash.

“These community members were either camping, squatting, living in their cars or sleeping on the streets,” Mayor Little said.

"Council departments and officers represent some of the ‘first responders’ to homelessness in the community, yet their provision of long-term exit points from homelessness is constrained by a shortage in housing relief that is both affordable and appropriate.

"The limited supply and affordability of single person units in Monash and wider Melbourne is a common issue for people who are homeless,” Mayor Little explained.

“A high proportion of people making contact with Council are seeking single accommodation where they feel safe and do not have to share with strangers.”

Monash Council workers often report that people sleeping rough have had “one or multiple negative experiences in rooming houses” and consequently “are choosing to sleep rough rather than feel unsafe living at a rooming house”, Mayor Little said.

In this context, the Charter Group has dedicated itself to enter partnerships that advocate for increased supply of appropriate and affordable housing.

homelessness exit outcomes are both contingent on access to affordable housing.

“Social housing refers to housing owned by the State Government, or by not-for-profit community housing providers, that is rented to low-income households at either 25 per cent (public housing) or 30 per cent (community housing) of household income,” Mayor Little explained.

Importantly, social housing does not typically cover crisis or rooming houses – in fact, continuing accommodation in these services designed for shorter stays can often have negative impacts, particularly for families.

“Despite the critical importance of social housing for prevention of homelessness for low-income households, it has become progressively more difficult to get into social housing,” Mayor Little said.

“This is due to the proportion of social housing stocks in Victoria declining and the population increasing.”

Despite research suggesting a growing shortage in social housing in Australia, stable investment in social housing is widely endorsed both internationally and by local economic planning bodies.

Earlier this year, the OECD promoted sustainable investment in social housing in a context of destabilising change to the rental market during COVID-19.

SOCIAL HOUSING IN RESPONSE TO HOMELESSNESS Advocating for greater supply of social housing is a key objective of the Charter Group of Councils, who recognise that the prevention of homelessness as well as

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COMMUNITY LIFE Closer to home, Infrastructure Australia (IA) used the 2021 Australian Infrastructure Plan to highlight that “wellmaintained and designed social housing provides many community benefits, supporting individual and societal wellbeing and productivity, and reducing costs in health and justice services”.

“Here we have two highly respected economic planning bodies both supporting the case that adequate social rental provision is a vital part of a balanced housing system,” Wendy Hayhurst, CEO of the Community Housing Industry Association (CHIA), said.

Local governments are uniquely placed to advocate for social housing in their communities, by commissioning research into social housing rates, entering partnerships with government and sector leaders to design the smartest investment strategies, and by simply maintaining and sharing accurate statistics on homelessness and rental stress experienced in the community.

Importantly, local governments are becoming more sensitive to the fact that homelessness takes many forms.

A stimulus paper commissioned by the City of Monash and conducted by the Planning Institute of Australia (PIA) found that “rough sleeping is just the tip of the iceberg” of homelessness.

Less visible experiences of homelessness included people in emergency shelters, people staying temporarily with family or friends, people living in overcrowded or unsafe housing, as well as people remaining within violent relationships.

HOUSING FIRST: A NEW GUIDE FOR LOCAL GOVERNMENT RESPONSES Housing First for People Sleeping Rough is a best practice guide for local government responses to homelessness, launched by Melbourne’s Charter Group of Councils in August.

The guide adopts the Housing First model of homelessness responses, acknowledging that “homelessness is a complex issue requiring a triage of support, but the first step needs to be providing a safe and secure home,” Mayor Little said.

The Charter Group’s guide finds that Housing First is “rooted in the philosophy that all people deserve housing, and that adequate housing is a precondition for recovery”.

Housing First recognises that issues such as mental illness and addiction can be better addressed once the primary need for housing is fulfilled. In March 2020, Homelessness Australia endorsed The Housing First Principles for Australia to promote national understanding of this framework.

KEY ELEMENTS OF THE HOUSING FIRST GUIDE The Charter Group’s Housing First practical guide synthesises learnings from a wide range of city councils. Key areas covered by the document include the following: 1. COLLECTIVE IMPACT STRATEGIES AND FUNCTIONAL ZERO Many councils address homelessness through developing a collective impact strategy, where key organisations and actors from different sectors in the community collaborate to solve complex social problems.

Functional Zero is a widely adopted strategy, described in detail in the Housing First guide, where “the number of people who are homeless in a city in a given point of time is no greater than the average housing placement rate for that same period.”

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The Housing First guide offers a detailed case study of a successful Functional Zero strategy in the Port Phillip Zero project.

2. PROTOCOLS AND REFERRAL PATHWAYS The Housing First guide covers many types of protocols and referral pathways that exist across LGA responses to homelessness, many of which consider real-world obstacles experienced by councils.

For example, the Port Phillip Zero Service Coordination group provides a clear rationale for action on homelessness, while also describing the best steps to follow when navigating important privacy and consent issues that arise when providing support and services.

3. LOCAL GOVERNMENT HOUSING ADVOCACY: STRATEGIES AND REPORTING A final key area covered by the Housing First guide is describing how many local governments commission and develop their own research and reporting on community homelessness, resources that are invaluable when advocating for greater affordable housing in government and private partnerships.

NEXT STEPS IN THE NATIONAL RESPONSE TO HOMELESSNESS The Charter Group of Councils is committed to advocating for permanent housing for the most vulnerable community members, including collaborations with state and federal governments.

According to Mayor Little, a mandate for affordable and appropriate housing will be “enacted in partnership with state and federal counterparts, and the housing and support services who demonstrate leadership in representing people with lived experience of homelessness.”

And new partnerships on social housing across levels of government could be here sooner than expected: In Victoria, the State Government announced the ‘Big House Build’ late last year, a $5.3 billion social housing investment that Mayor Little expects to align well with the work of the Charter Group of Councils.

Before the COVID-19 pandemic, the rising populations of Australia’s cities exacerbated a national shortage in social housing.

Wendy Hayhurst, CEO of the Community Housing Industry Association (CHIA), has recently pointed out that “Social housing as a proportion of Australia’s total dwellings has steadily declined to 4.2 per cent, way below the OECD country average of 7.1 per cent.”

“Australia needs to be adding at least 20,000 social and affordable rental homes every year.

“That is doable, but it needs the Federal Government as an active participant too – they’re the ones with the fiscal fire power.”

Given that housing is an essential need, and that Australia has fallen behind the OECD pack in terms of social housing, the Federal Government has an opportunity to show leadership on homelessness by backing up local and state efforts to secure affordable and appropriate housing, to support and acknowledge any person who experiences homelessness.

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COMMUNITY LIFE

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Spring 2021 // ISSUE 1

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WATER MANAGEMENT

A LOOK AT THE FUTURE PROJECTS OF THE NATIONAL WATER GRID Following years of devastating drought, bushfires and other natural disasters, our regions and farmers are doing it tough. One of the most pressing issues in our communities is water reliability and efficiency. As one of the fundamental human needs, safe and secure water is of the utmost importance. Now, thanks to the newly announced National Water Grid Connections funding pathway, 40 water projects across the nation will share in $108 million in funding to help bolster water infrastructure, while also creating much needed jobs and economic stimulus in our regions. Here, we take a look at the projects that will soon be underway across Australia, the upcoming projects and job creation opportunities, and why it is integral to develop more efficient and secure water infrastructure for all.

THE ROAD TO WATER SECURITY IN OUR REGIONS The National Water Grid Connections funding pathway was initially announced in the Federal Government’s 2021-22 Budget as part of the $3.5 billion National Water Grid Fund, led by the National Water Grid Authority (NWGA). For the funding pathway, the NWGA sought proposals from Australia’s states, territories, and local governments for small-scale water projects that would increase the reliability, availability, and storage capacity of water for their regions.

While the NWGA is primarily focused on building larger water infrastructure projects, the smaller-scale projects that are being delivered under the National Water Grid Connections funding pathway are also vitally important, as they will help stimulate economic activity, create jobs and connect more customers to the National Water Grid, as well as improving water availability for irrigators across the nation.

The NWGA estimates that the 40 projects being funded across Australia will connect approximately 400 new customers and properties to vital water supplies, with an additional 13,000 customers to feel benefits from improved water reliability and access. The projects are expected to create 2,550 ongoing employment opportunities, with an additional 500 seasonal jobs and a further 1,175 construction jobs, which presents an opportunity for local and regional businesses and workers to receive meaningful employment opportunities and much needed economic stimulus.

Deputy Prime Minister and Minister for Infrastructure, Transport and Regional Development, Barnaby Joyce, said that the projects funded under the pathway will provide significant impacts for communities across the country while helping to drive the country's economic recovery from the COVID-19 pandemic.

“The National Water Grid Connections is all about driving the construction of smaller-scale projects over the next two years to provide short term economic stimulus,” Mr Joyce said.

“The best thing we can do for this country is ensure a secure

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future for water, our farmers and our regional communities that continue to drive our economic recovery.

“The $3.5 billion National Water Grid Fund is paving the way to national water security, while promoting local economic activity and job creation along the way.”

Funding of up to $20 million has been made available to each state and territory to deliver the projects over a two-year span, with the Federal Government contributing up to $5 million in funding per project.

WORKING IN PARTNERSHIP WITH LOCAL GOVERNMENTS Building strong, secure and reliable water sources across our country is no small task, and partnerships with all levels of stakeholders are key to achieving the National Water Grid’s goals.

According to the National Water Grid: Investing in Australia’s water future document, strong working relationships with state, territory, and local governments are essential to the success of the program, and were instrumental in creating the projects funded under the connections funding pathway.

Projects optioned for inclusion to the program were brought forward by the state and territory government and were chosen based on whether they met the investment framework and delivered on at least one of the targeted priority themes: improving water access and security; promoting regional economic growth and sustainability; and building resilience to drought and a changing climate.

One of the projects chosen for the program is Griffith City Council’s Lake Wyangan Water Sustainability Project, which involves the modification of the Reclamation Plant and the installation of a new 5.3km pipeline, which will facilitate the expansion of the local citrus industry and irrigation of farming areas. Water from the reclamation plant will be mixed with the South Lake – which will be retained as a working lake – to a quality suitable for irrigation of farms to the North West. The North Lake will remain as a recreational lake for the region. www.councilmagazine.com.au

WATER MANAGEMENT

The $6.95 million project was funded by a 50/50 agreement with the NSW Government and the Federal Government through the funding pathway, helping to dramatically improve the quality and reliability of water for the community.

Griffith Mayor, John Dal Broi, said the Council's application to fund a pipeline from the Water Reclamation Plant to the South Lake was the first stage of a holistic approach to rejuvenate the lake.

“The use of recycled water from the reclamation plant will free up fresh water from our annual allocation, to then be used for other purposes.

“We’re now progressing a detailed business case with NSW for the entire Lake Wyangan Plan, looking closely at costings, blue green algae management, salinity reduction, nutrient reduction, sediment control and cultural heritage protection,” Cr John Dal Broi said.

There will be numerous benefits as a result of the funding pathway for many more communities across Australia, especially for some of the nation’s more regional and remote communities which struggle with water reliability. By supporting small-scale water projects as well as the largerscale infrastructure across Australia, residents, farmers and whole communities will be able to better recover from the economic impacts of COVID-19 and years of droughts and national disasters.

STATE-BY-STATE BREAKDOWN OF PROJECTS NSW There are five projects in total that are being funded in NSW under the National Water Grid Connections funding pathway program, with $15.8 million committed from the Federal Government. These projects are expected to create 62 jobs during construction and 234 ongoing jobs. There will be an additional 1,650ML of storage capacity created with 4,380ML per annum of increased water availability. The projects will also result in over 190 new customers connected to water supply.

The projects are: ∞ Lake Wyangan Water Sustainability project ∞ Walcha Off-Stream Water Storage ∞ West Wyalong Water Reliability project ∞ Broken Hill to Menindee Graziers Pipeline ∞ Urbenville Water Supply project VIC In Victoria there are nine projects in total that will share in $20 million in funding from the pathways program. The projects are estimated to increase water availability in the state by 1,700ML per annum and will provide 900ML of additional storage. More than 125 ongoing jobs will be created through the projects and up to 100 construction jobs for the www.councilmagazine.com.au

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WATER MANAGEMENT regions. An additional 13,000 customers are expected to feel the benefits of improved water availability and reliability. The projects in Victoria include: ∞ Kyneton Recycled Water Irrigation project ∞ Gisborne to Sunbury Recycled Water Interconnector Stage 1 ∞ Horsham Agriculture SmartWater for Grains project ∞ Victoria’s Emergency Water Supply Point Network ∞ Bacchus Marsh Resilience and Critical Infrastructure ∞ Macalister Resilience and Critical Infrastructure ∞ Sunday Creek Irrigation and Reconfiguration project ∞ Goulburn-Murray Irrigation District Channel Embankment Infrastructure Improvement project ∞ Critical Headworks Infrastructure for the Modernised Goulburn-Murray Irrigation District

WA Under the pathway, nine projects across Western Australia will share in $20 million in funding, helping to deliver an additional 11.5ML of storage capacity, as well as 6,437ML of increased water availability per annum. More than 40 ongoing jobs will be created across the projects, as well as 400 jobs during construction. Western Australia’s projects include: ∞ Cave Springs Road Tail Water Return System ∞ Agricultural Area Dams and Strategic Community Water Supplies ∞ Katanning to Kojonup Pipeline Enhancement ∞ Jerramungup Dam Catchment Improvement ∞ Gascoyne Irrigation Scheme Augmentation and Modernisation ∞ Community Water Supplies Partnership Program with Local Government ∞ Ravensthorpe Dam Catchment Extension ∞ Cranbrook Dam Catchment Improvement ∞ Wongutha Independent Water Security Pilot SA Ten projects across South Australia will share in over $20 million in funding from the Federal Government, helping to deliver 62 construction jobs and 859 ongoing jobs, as well as huge economic stimulus for the regions.

South Australians will enjoy 1,255ML of extra storage capacity and 1,895ML of increased water availability per annum. 96 new properties and

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customers will be connected to water. The state’s funded projects are: ∞ Barossa Wine Grape Water Source Diversification ∞ Callington Connection ∞ Greenway’s Irrigation Trust ∞ Improving Water Deliverability and Accessibility in the Lower Murray Reclaimed Irrigation Area ∞ Pogona Barbata – Water for High-Tech Horticulture ∞ Project 312 – The Olive Oil Project ∞ Recycled Water Pipeline to Nairne – Stage 1 ∞ Regional Recharge Farms ∞ Waikerie Irrigated Agricultural Water Access and Security Project ∞ Water Recycled Project – Seven Point Pork

TAS Tasmania will share in $20 million in funding for four projects across the state, with each project receiving $5 million each.

Collectively, these projects will provide an additional 295ML of storage capacity and up to 14.9GL of water availability per annum. Additionally, Tasmanians will benefit from 53 construction jobs, 71 ongoing employment opportunities and an injection of economic stimulus across the state. Tasmania’s four projects are: ∞ Greater Meander Irrigation Scheme Augmentation ∞ Shellfish Lease Water Quality Improvement Program ∞ Penna Recycled Water Scheme Expansion ∞ South Arm Recycled Water Pipeline NT In the Northern Territory, two projects received funding from the connections pathway with $7.4 million in funding committed from the Federal Government. The projects will help deliver 455 construction jobs and up to 1,171 ongoing jobs for communities, with 11.2ML of storage capacity and 2,700ML per annum of water availability. Up to 54 new customers or properties will benefit from water connections under the program. Projects for the Northern Territory include: ∞ Katherine Logistics and Agribusiness Hub Water Supply ∞ Emerging Agribusiness Precinct – Gunn Point Peninsula QLD In Queensland there is one project that will receive $4.8 million funding, which will see the infrastructure in the Warrens Gully System upgraded. This will include the construction of a new river pump station and will help to enhance water services to existing customers and facilitate the expansion of the agricultural industry customers and farmers in the area. This project is estimated to create up to 43 jobs during construction and 50 ongoing jobs following completion. Additionally, there will be 12 to 18GL of storage capacity created and up to 15 new customers and properties connected to vital water supply.

WATER MANAGEMENT

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WATER MANAGEMENT

Wharf Street Next Generation Community Park, winner of the Waterwise Council Community Choice Awards in 2021, in the City of Canning (2019 Platinum Waterwise Council of the Year). Delivered as part of the Water Corporation’s Drainage for Liveability Program.

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WATER MANAGEMENT

The impacts of climate change are more pronounced in Perth than just about any other city in the world. Urban development, economic constraints and increasing demand for water amplify these impacts. In recognition of the important role local government can play in helping to sustainably manage the use of our most precious resource, the Western Australian government along with the state-owned Water Corporation have combined to establish the Waterwise Council Program, which helps local governments adopt waterwise practices.

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o address the challenge of climate change, the Western Australian Government has outlined its vision for Perth to become a leading waterwise city by 2030 through the Waterwise Perth Action Plan.

The plan sets out commitments from key agencies, including Water Corporation, to work together towards this vision.

A waterwise city is sustainable over the long term, economically productive, highly liveable and resilient to extreme weather events. It is a city where water is considered upfront in land planning to develop communities that use available water efficiently and are enhanced by water in the natural and built environments.

Local governments are key partners in delivering waterwise communities. They understand their community’s needs and aspirations, as well as the conditions of their local area. Most importantly, local governments have a key role in engaging residents in decision making and encouraging community action to create liveable, sustainable places to live.

In recognition of the important role local governments play in driving waterwise outcomes, the Waterwise Council Program was established in 2009. The program is a joint initiative between Water Corporation and the Department of Water and Environmental Regulation, and it helps local governments adopt waterwise practices in their operations and communities.

The program is designed to build and foster collaborative working relationships with local governments, assist them to sustainably manage water use, support water sensitive urban design, empower leaders in sustainable water management and improve water literacy in the community.

Today, the program supports more than 62 local governments across Western Australia by helping each monitor their water use and better manage water practices.

As of 2021, 15 Waterwise Councils have participated in the program for ten years or more – a testament to its success.

HOW TO BE A WATERWISE COUNCIL The program is voluntary and provides education, training, materials and funding opportunities to improve water efficiency and help build waterwise communities.

Local governments who successfully meet the criteria are endorsed as ‘waterwise’.

To become endorsed, participants must agree to and meet the following criteria: 1. Sign a Memorandum of Understanding to demonstrate local government commitment 2. Create a five-year Waterwise Council Action Plan to determine opportunities and goals www.councilmagazine.com.au

3. Ensure allocated team members complete free online waterwise training 4. Adhere to groundwater and scheme regulations 5. Retain endorsement annually by submitting a program report and provide updates on water use and actions Waterwise Councils are recognised at an annual waterwise recognition event which celebrates participants in a range of waterwise programs each year.

BENEFITS OF BEING A WATERWISE COUNCIL Becoming a Waterwise Council is not just a title. The Program provides a range of benefits, including: ∞ Opportunities to participate in liveability projects and trials ∞ Free online waterwise training for staff ∞ Waterwise materials to promote water conservation to the community ∞ Access to services such as data logging ∞ Invitation to industry events and networking including the Waterwise Forum ∞ Opportunities for promotion and participation in new initiatives such as the Community Choice Awards ∞ Funding opportunities to implement waterwise practices such as the Waterwise Greening Scheme Recent funding opportunities for Waterwise Councils include: ∞ Waterwise Greening Scheme – provides co-funding of up to $10,000 for waterwise greening initiatives such as waterwise verge transformation programs, plant sales, trees, community workshops, demonstration gardens and garden competitions. The scheme has provided over $200,000 in funding since 2017. ∞ Waterwise irrigation training – funded by the Department of Water and Environmental Regulation for Gold Waterwise Councils, training is targeted at irrigation staff, allowing them to undertake a Certificate III in waterwise irrigation practices through Irrigation Australia Ltd (WA).

This is a new initiative as of 2021. ∞ Water Sensitive Cities Index Benchmarking Workshops – designed to help local governments benchmark their progress towards becoming a water sensitive city and identify future actions. So far, 20 WA local governments have been benchmarked. ∞ Collaborative funding for a range of initiatives under Water Corporation’s Drainage for Liveability Program.

Funding contributions are also available for innovative projects such as waterwise exemplar developments, waterwise demonstration gardens and more.

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WATER MANAGEMENT

PROGRAM EXPANSION Initially, the Waterwise Council Program focused on water use efficiency. However, in 2017 it was expanded to embed the seven goals of the Water Sensitive Cities Index (Figure 1) in a new recognition scheme. This also allowed existing Waterwise Councils to apply for further recognition as either a ‘Gold’ or ‘Platinum’ Waterwise Council.

To achieve Gold status in 2021, Waterwise Councils are required to complete three compulsory actions and report on an additional ten actions annually across the seven index goal areas. Gold Waterwise Councils are required to at minimum: ∞ Have their aquatic facilities endorsed under Water Corporation’s Waterwise Aquatic Centre Program ∞ Have an approved waterwise verge policy or similar in line with Water Corporation’s Waterwise Verge Best Practice Guideline ∞ Have an established cross-departmental water management team To be eligible for Platinum status, actions over and above the Gold requirements across any of the index goal areas must be demonstrated.

Plant giveaway at the City of Stirling (Gold Waterwise Council) in 2021, co-funded by the Waterwise Greening Scheme.

INTEGRATING WITH OTHER WATERWISE PROGRAMS AND SERVICES Local governments influence major industries within their boundaries and the community they interact with. As the Waterwise Council Program expanded, related programs partnering with industry have been integrated into the criteria for Gold and Platinum status. These include programs targeting local aquatic centres, office buildings, housing developments, schools and golf courses, which now all fall within the Waterwise Council Action Plan. This cross collaboration of programs has helped strengthen relationships between industry and local government. In 2021, 28 out of 29 metro aquatic centres have been endorsed as waterwise, 24 developments are endorsed, and over 2500 visits to waterwise schools have occurred.

Local government staff are also a valuable source of information, feedback, and expertise to help improve the delivery of waterwise information – including Water Corporation’s waterwise plant directory, tree list for working near assets, and online training.

The Waterwise Council Program is highly transferable to other jurisdictions to help drive water efficiency outcomes and create waterwise communities. It is a shining example of a partnership between state and local agencies that is leading the way towards better waterwise outcomes for all.

Figure 1. Seven goal areas that characterise a Water Sensitive City.

More information about the Waterwise Council Program can be found at www.watercorporation.com.au/Help-and-advice/Waterwise-business-programs/Waterwise-Council-Program/About-our-program

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COMMUNITY SERVICES

ENGAGING THE COMMUNITY

TO ENHANCE LIVEABILITY Safeguarding the quality of public spaces can be a significant challenge for local governments. In Melbourne, the City of Yarra has developed a unique approach to improve liveability, engaging the community to inform the design of innovative smart technology solutions.

Y

arra is an inner-city municipality which is home to a diverse community of about 103,000 people. Within the local government area, Victoria Street is one of its busiest precincts, which has historically been known for its diverse culture and vibrant dining and retail spaces.

More recently, a range of social challenges have impacted amenity and perceptions of safety in the area.

In response to this, Yarra is delivering the Safe and Liveable Victoria Street Project, with funding by the Victorian Government’s Community Crime Prevention Program.

The project brings together the community, council and other stakeholders to work alongside each other to co-design a solution for the precinct. It explores the use of integrated and complementary smart technologies, blending advanced lighting, specialist surface materials, light-in-the-dark wayfinding and interactive lighting art installations.

The project aims to activate public spaces to build community confidence, get people excited about re-engaging within Victoria Street, and generate community, social and economic benefits for the area.

PARTNERSHIPS WITH INDUSTRY Yarra have collaborated with Arup on this project, leveraging their significant experience across similar initiatives around the world.

“We were impressed by Arup’s human focused approach to the study of lighting and perceptions of safety,” said Megan Turnley, Strategy and Transformation Lead at Yarra CityLab. “Arup blends the human experience with the data and the technical components of lighting design – this aligns closely with Yarra’s smart city approach, which places people and our community at the centre of everything we do.”

City of Yarra’s Night Time Lighting Walk, which highlights the hands-on community approach and demonstrates how the participants gained a better understanding of the impact of lighting on perceptions of safety.

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COMMUNITY SERVICES The project also showcases the environmental technologies of SmarterLite, a well-regarded designer and manufacturer of the world's most advanced photoluminescent and solar illuminated signage and lighting systems.

Arup and SmarterLite have worked very closely throughout the project to date. Mrs Turnley said this was an element the team was really excited about for this project.

“Being able to bring together lighting specialists and smart technology specialists to work side-by-side and with the community will return the best outcomes,” said Mrs Turnley.

“Our project partners have the knowledge, commitment, community and industry expertise to really increase opportunities for Victoria Street.”

Both Arup and SmarterLite amended their usual approaches for this project, with SmarterLite exploring customisation of their product range.

Both parties state they’ve learned significantly from each other which is another key benefit to arise from the partnership approach.

City of Yarra’s Night Time Lighting Walk, which highlights the hands-on community approach and demonstrates how the participants gained a better understanding of the impact of lighting on perceptions of safety.

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COMMUNITY ENGAGEMENT Yarra engaged Arup to conduct a Community Night Time Lighting Walk which brought together council, business, Victoria Police and diverse community members of different cultures, age groups and walks of life.

The interactive workshop aimed to actively involve the community in the planning process of the project to enable a better understanding of how light impacts the way people use, engage with and experience Victoria Street at night.

The three-hour walk covered a 1km area within the Victoria Street West Precinct, and throughout the hands-on event, participants learned about the lighting techniques used to improve perceptions of safety. They worked together to prototype lighting designs and explore the range of lighting sources being considered for the project, including solar powered photoluminescent materials.

In delivering the Safe and Liveable Victoria Street project, it was critical to really understand and explore the space in real-time, in a lived experience with the people who are directly impacted by the current state and will be impacted by the interventions that are put in place as part of this project.

COMMUNITY SERVICES “One of the exciting parts about this approach is that the community insights and data we gathered on the night are being used to design the integrated lighting and smart technology concept for the project area,” said Mrs Turnley.

According to Mrs Turnley, the team at Yarra have actively sought to provide the community with a platform to share their unique and collective perspectives, confront the big issues, question assumptions and use their experiences as the basis of design.

This has facilitated meaningful discussion and enabled the community to actively contribute to the development process to inform practical and actionable solutions that address real needs within Victoria Street.

SMART INITIATIVES A number of smart approaches will be used within the project to create a sense of community, intrigue and play for all ages.

According to Mrs Turnley, the data and insights collected during the night time lighting walk have shown that the community wants: ∞ To have warmer and more welcoming spaces that attract activity to the area ∞ Consistent lighting levels and smoother lighting transitions ∞ Vibrant and interactive lighting, creating a visible change to the area that is apparent to locals and visitors ∞ Awareness and visibility to be able to detect potential danger and environmental features ∞ Layered lighting with minimal shadowing and more efficient natural light are preferred Yarra is now working to align the community’s insights with the suite of smart technologies. Concepts being investigated include colourful recycled glass surfaces to reinforce the direction of travel and provide a sense of play during the daytime; the strategic use of bio-luminescent ground coverings; beacon and diffuser lighting to showcase community artwork; a photoluminescent art wall installation which will enable people to write temporary messages with their mobile phone light or another light source; and smart signage and wayfinding materials.

City of Yarra’s Night Time Lighting Walk, which highlights the hands-on community approach and demonstrates how the participants gained a better understanding of the impact of lighting on perceptions of safety.

In addition, smart sensors including Light Detection and Ranging (LiDAR) and infrared, will be deployed to provide data on people’s engagement with the smart interventions, and their impact on the space.

CONTINUING THE CONVERSATION Yarra has continued to connect with the lighting workshop participants over the past few months, sharing with them photos and highlights from the night, the workshop report, and more recently a short video of the event.

A concept sketchbook is being produced in partnership with Arup and SmarterLite, with designs informed by data and themes from the workshop. Following the delivery of the sketchbook, Yarra will go back to the community to get their input.

Yarra is also currently working with local business and Yarra’s Youth Arts team around the photoluminescent art wall installation, to incorporate the smart lighting material with graffiti artwork.

One of the key intended outcomes of Yarra’s co-design approach is that the Safe and Liveable Victoria Street Project will address the real needs and values of the community. In collaborating with broad stakeholder groups and ensuring the community voice informs the design, this project will work to reengage public spaces, improve perceptions of safety and create a sense of interaction and connectedness within the Victoria Street precinct.

For more information on this initiative, head to www.yarracity.vic.gov.au/the-area/smart-technology-and-innovation

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WORKING WITH COUNCILS

TO CREATE A CITY

IN NATURE

by Lily D’Ambrosio, Victorian Minister for Energy, Environment and Climate Change

Almost 100 years ago, A Plan for General Development set out the first comprehensive vision for Melbourne’s open space network. While the remarkable legacy of this vision lives on, the composition of our community is evolving, our climate is changing, and as we deal with the impacts of COVID-19, equitable access to quality, connected open spaces has never been more important.

Responding to these challenges and opportunities as we protect, optimise and grow our city’s blue-green infrastructure will rely on innovation, creativity and meaningful collaboration.

Aboriginal Heritage Walks in Melbourne’s Royal Botanic Gardens combine cultural and natural experiences. Photo – Arta Sartracom/Parks Victoria.

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pen space has long been at the heart of Melbourne’s culture and character. Our regional and local parks, gardens, laneways, civic areas, promenades, bays, waterways and trails across 32 local council areas contribute to our city being considered one of the world’s most liveable. Since the beginning of the Coronavirus pandemic, Melburnians – particularly those in densely populated neighbourhoods – have connected with nature and explored the green and blue infrastructure on their doorsteps like never before.

Protecting, optimising and growing Melbourne’s open space network so it caters to our diverse, burgeoning population, addresses current inequalities, and builds our resilience to climate change, is critical to the health and wellbeing of our whole community. We are building on the legacy we’ve inherited, and partnering with Traditional Owners, local councils and other partners to actively identify and remove barriers to creating accessible open space, through policy-topractice reform. This will ensure a broader range of interests, needs, preferences and abilities are included in the planning, management and design of open space.

Sunvale Community Park in Brimbank City Council combines cultural elements with natural features. Photo – Brimbank City Council

A LASTING LEGACY Released in 1929, A Plan for General Development set out the first comprehensive vision for Melbourne’s open space planning. This bold strategy sought to create and maintain quality open space, which its forward-thinking architects understood to have “a beneficial effect on the health, morals and business efficiency of communities, and consequently on the national life”.

The plan set out the vision for a radial open space network that provided five acres of parks and playgrounds per 1000 people. This included expansive parks along the city’s waterways and a framework to reserve land in peri-urban areas for open space, as people moved to the outer reaches of the metropolis.

Since then, large tracts of open space have been reserved as the “lungs of the city”, a world-class shared path network has been developed, parks have been created in Melbourne’s growth corridors, and we have reimagined our identity as a city by the bay by improving access, facilities and use of the Yarra River and Port Phillip Bay.

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Today, Melbourne’s Urban Growth Boundary contains over 23,700 hectares of open space (nine per cent of the metropolitan area), of which 32 local government authorities manage roughly half.

PLANNING FOR THE FUTURE Melbourne’s population is forecast to grow to nine million people by 2056, with 70 per cent of the 1.9 million new homes to be built in established areas. Plan Melbourne 2017-2050 – the overarching vision for Melbourne for the next 30 years – outlines that 20-minute neighbourhoods will be key to maintaining liveability in the face of population growth, higher-density living, health trends and the impacts of climate change.

These 20-minute neighbourhoods will provide people with access to shopping, healthcare, education, employment, public transport and trail connections, diverse housing and parks, reserves and sporting facilities within 20 minutes’ ride, walk or trip on public transport from home. Melburnians will spend more time in their local council area, with greater connections to their local communities.

Quality, well-managed and well-planned open space will be critical to this.

BENEFITS OF OPEN SPACE Physicians regularly prescribe time in nature to help improve immune function, blood pressure and respiratory health, and reduce the risk of chronic health issues. Mental health practitioners celebrate the effect of nature on depression, anxiety and stress. And community connections made on common ground can be an elixir for loneliness – an increasingly insidious public health challenge.

Of course, the benefits of open space extend beyond our individual physiology. Green open space – including urban forests, large suburban parks, sports fields and waterways – help preserve the native plants and animals that are essential to a healthy ecosystem and inextricably linked to our own wellbeing. They support stormwater filtration, facilitate pollination and contribute to carbon sequestration, among many other benefits.

Open space is also key to our city’s resilience to climate change. Anyone who has sheltered under a tree on a hot day understands the value of tree canopy for urban cooling (a single mature tree has the same cooling capability as ten air conditioners running 20 hours per day). And multipurpose

Open space provides a range of physical, mental and wellbeing benefits for the whole community. Photo – Michael Rees – Lightfoot/City of Hume.

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COMMUNITY SERVICES open spaces can reduce the impact of increasingly common flooding and extreme rain events by retaining floodwaters, while protecting urban biodiversity and providing a space for recreation at other times.

Open space also drives economic stimulus and job creation in multiple sectors, including tourism and recreation industries, creative arts and events, design, construction and maintenance, and natural resource management. And parklets and pop-up parks have been vital to sustaining many hospitality industries during lockdowns. You just need to count the number of take-away coffees being enjoyed in suburban parks to understand the benefits of these spaces to surrounding businesses.

IT TAKES A VILLAGE In developing a strategy to protect, optimise and grow a shared, connected and immersive open space network under Plan Melbourne, we engaged extensively with local councils, public land managers and other partners to understand the opportunities and challenges they face.

We heard that councils are committed to delivering quality, well-designed and well-managed open spaces for their communities, but these efforts can be hampered by legacy planning, procedural and financial arrangements that may no longer be fit for purpose.

We designed the Open Space for Everyone strategy to achieve a system-wide reform at a metropolitan scale. This will enable us to review and, where necessary, address the structural barriers – such as governance, legislation and financing models – that may be inhibiting efficient and effective planning, financing and delivery of new and improved open spaces. It also commits to carrying out investment mapping for the next 30 years, to identify opportunities to cater to our growing population.

At a micro-scale, the strategy allows for flexibility. Councils are best placed to interpret individual needs and nuances of their communities, so the strategy was designed to flex and adapt to the unique challenges and opportunities of each local government area.

Central to the strategy is a commitment to work in partnership with Traditional Owners to support their right to self-determination and participation in all aspects of implementing the strategy.

A key to this policy-to-practice reform will be to challenge long-held practices and expectations. Working with land managers across the city, we will interrogate the status of reserved and restricted lands and waters within Melbourne’s Urban Growth Boundary (which the Victorian Planning Authority puts at more than 9,000 hectares), including cemeteries, schools and public golf courses.

We are also partnering with local councils to deliver projects that directly benefit communities, such as through the $154 million Suburban Parks Program. This includes $50 million to create 29 pocket parks (up to 2,000 square metres) and 15 purpose-built dog parks, and to provide much-needed upgrades to 41 existing parks. We are also investing $5 million to plant 500,000 trees in the western suburbs.

DELIVERING CONNECTEDNESS, FOR EVERYONE By applying a city-wide lens to open space planning, we can achieve a more interconnected network. This will help to maximise the time people spend in green space, better facilitate active transport and provide opportunities for

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Specially designed dog parks have been created in communities around Melbourne through a partnership between State and Local Governments.

(Photo taken before masks and physical distancing required). Photo – Department of Environment, Land, Water and Planning.

increased tree canopy cover and shaded corridors across land management jurisdictions.

We can more effectively address widespread accessibility issues, including cultural and gender safety. The Victorian Government, together with 23 Victorian local government authorities, is partnering with Monash University’s XYX Lab and CrowdSpot on YourGround – a social research project to map the perceived safety of our state’s open spaces. We will use this data to improve access and inclusivity for women and gender-diverse people, and help drive policy in line with the Gender Equality Act 2020.

We can also effectively facilitate self-determination with the city’s Traditional Owners.

This innovative, dynamic and collaborative approach will enable us to achieve the vision that Melbourne is a city in nature with a flourishing and valued network of public open space that is shared and accessible by everyone. It’s our responsibility to work together to continue building on the legacy we’ve inherited – to create an open space network for all Melburnians to enjoy now, and for the next hundred years.

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JOIN US AT OUR FLAGSHIP ANNUAL EVENT

REGISTER YOUR FREE SPOT:

On 20 October, learn how aerial technology is shaping the decisions that many government agencies make today, in preparation for tomorrow.

This virtual experience is not one to miss, with practical insights from experts at Nearmap and guest speakers from local and global organisations, including:

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Nourishing the community:

HOW GREATER GEELONG COUNCIL IS TACKLING FOOD INSECURITY

by Annabelle Powell, Journalist, Council magazine

Food security, compounded by COVID-19 financial hardship and multiplied by population growth, is a significant problem in society. Food Bank Victoria reported that the demand for food relief has been up 47 per cent since the beginning of the pandemic. The Foodbank Hunger Report 2020 revealed that three in ten Australians now experiencing food insecurity had not gone hungry before the pandemic, and that young people are being hardest hit by the impacts of COVID-19. Similar impacts are also being felt in places like Geelong. Now, the Greater Geelong Council is tackling the issue of food security head on by providing funding towards the development of a new Food Centre that will provide much needed relief for thousands of residents and families doing it tough.

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he number of people struggling to put food on the table is rising. It is estimated that around 53,000 Geelong residents need food assistance every year, equivalent to approximately 2.48 million meals per year. This figure is set to rise to 3.25 million meals annually by 2031.

To tackle this escalating problem, the Greater Geelong Council entered into a landmark agreement with the Geelong Food Relief Centre (GFRC), making a major investment of $1.7 million over five years to build more capacity into the food relief system improving access to food relief for families in need.

“It’s incredibly sad that an increasing number of people here in our Greater Geelong region are struggling to put food on the table. The thought of children going to bed hungry is particularly heartbreaking,” Greater Geelong Mayor, Stephanie Asher, said.

“This investment is a serious and genuine attempt by the Council to address what we agree is an unacceptable situation.”

NEW AND EXPANDED GEELONG FOOD RELIEF CENTRE The Council committed to spending up to $1 million to renovate a building in North Geelong to then be leased by the GFRC and used as a central point for food distribution across Geelong.

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The project provided a cost efficient way of repurposing an existing facility to address an immediate need in the community food relief system.

The Council also agreed to provide $100,000 in 2020-21 and $150,000 in each of the following four years to: ∞ Help with the facility’s operating costs such as rent, maintenance and electricity ∞ Strengthen the centre’s ability to attract volunteers and philanthropic assistance ∞ Strengthen collaboration across the entire food relief network Now open, the new hub is significantly larger than the GFRC’s previous facility, increasing its capacity and allowing it to tackle rising demand. The new hub has created an opportunity for local agencies and food suppliers to work closely together to provide meals across the region.

“Investment, including $1 million from the Greater Geelong Council, has enabled the Geelong Food Relief Centre to relocate to premises that support an increase in food distribution and facilitates the support of greater numbers of vulnerable community members,” Mayor Asher said.

“Relocation to the larger purpose-designed facility provides a safer and more accessible work environment for the staff and large number of dedicated volunteers who support the operations, while significantly increasing the amount of food that can be distributed to those most vulnerable.”

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COMMUNITY SERVICES Additionally, the Victorian Government has provided $368,750 for the centre to expand its services and a further $300,000 to help fit out the food distribution hub.

The new large-scale emergency food hub includes commercial kitchen facilities, cool store and freezer facilities, office and meeting rooms, and a dry store ‘mini mart’ area.

“The new facility, which is enabling the GFRC to look after 47,500 individuals or 23,500 families in 2021-22, includes spaces for sorting, packaging and distribution along with a fully stocked mini mart where clients can access food and household items,” Mayor Asher said.

“With expected population growth, it is anticipated that the regional food security system will need to provide more than 3.25 million meals by 2031. This industry-first regional food hub enables multi-agency cooperation in order to tackle this issue head on.”

A COLLABORATIVE APPROACH LEADS TO SUCCESS The changes to Geelong’s food assistance system, including the hub, were developed with the input of a stakeholder group chaired by former Mayor Keith Fagg, representation from the Council (former councillor Pat Murnane) and 12 local relief organisations, as part of the Geelong Food Assistance Network.

They were also shaped by the recommendations of an independent Food Assistance Report commissioned by the City of Greater Geelong.

Councillor Sarah Mansfield said there are too many community members struggling to put food on the table.

“Food insecurity is a significant problem in Greater Geelong, so this industry-first regional food hub is a massive achievement in tackling this issue head-on,” Cr Mansfield said.

“The hub brings together so many organisations and allows them to best cater to the growing demand for food relief in our community.”

Council also recognised the new hub is only a small step on the road to genuine social equity for the Geelong community.

Mayor Asher said it was wonderful to see the centre operating after three years of planning and work.

“Council is proud to have worked closely with the community to create a sustainable model that will co-ordinate food relief resources across the region.

“This model is not only a first for Geelong, but it provides a blueprint for other cities who are keen to assist grassroots groups to help their own residents struggling with food insecurity.”

GROUNDWORK FOR FUTURE FOOD NEEDS OF THE NATION Adequate access to nutrition is a cornerstone of wellbeing, and projects such as the Geelong Food Relief Centre ensures vulnerable community members can meet basic needs.

Mayor Asher said, “Council is also keen to support the broader food relief network to ensure that the services are delivered to those in the community with the greatest need. In addition, we continue to help raise awareness of the importance of food relief, especially in these very uncertain times.”

Geelong is one of five regional Emergency Food Distribution Hubs across the state that the Victorian Government has recently supported. In partnership with Foodbank Victoria, the Victorian State Government elected Albury-Wodonga Regional Foodshare, Bendigo Foodshare, the Geelong Food Relief Centre, Mildura Foodshare and Warrnambool and District Foodshare to provide the new hub services.

Geelong Food Relief Centre CEO Colin Peebles and Councillor Sarah Mansfield, in the new emergency food hub.

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SUSTAINING THE DIGITAL ECONOMY OF REGIONAL AUSTRALIA

by Imogen Schifferle, Innovation Coordinator, Albury and Wodonga City Councils

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o unpack this statement, we need to delve into the impact that a lack of digital infrastructure can have on the value of our Gross Regional Product (GRP) on both a domestic and international scale. Australia’s largest revenue sector in 2020 was manufacturing – this category is then loosely categorised into many sub-sectors, with food product manufacturing the highest grossing sub-sector in manufacturing. Regional sales only marginally trumped exports for the greatest consumption in this sector.

The Albury-Wodonga Region demonstrated a near identical economic profile in 2020, with the greatest contributor to the GRP being food product manufacturing. This is due to the yield of the region, drawing on a huge agricultural geographic footprint that produces grains, livestock, fruit, vegetables and dairy. This sector relies on the physical production and transportation of these goods; and as this demand continues to grow along with our domestic population and global demand, so does the expectation of transparency from inception to production and distribution of these goods domestically and globally.

The manufacturing sector and in particular the food product manufacturing sub-sector is beginning to lead a global trend in creating value in transparency in its supply chain. We are starting to see a transition in export partnerships, and consumers making conscious decisions to understand the

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lifecycle of their consumable produce. The value of the data that supports the delivery and quality outcome of the product is becoming a commodity comparable to the consumable itself. This expectation weighs heavily on our region – and currently, without the capacity to compete, we fear the value of our manufacturing is on a razor edge.

Due to the non-directional structure of connected pathways in the South West NSW Region and the North East Region of Victoria, we forfeit the ability to provide real-time transparent data. Our region does not have the reliability of data connectivity along our major transport and logistics corridors, disabling the application of machine-to-machine (M2M) solutions that link continuous data reporting and provide transparency from inception to the point of distribution.

If we don’t seek to change the approach to digital infrastructure in Australia’s remote regions, and continue to justify development based on private sector business models that only focus on connections per point of access, we are no longer working towards a common goal of a functional digital economy.

The Murray Region of South West NSW is a large-scale contributor to the functional economic zone of AlburyWodonga, with agricultural landmass equating to 87 per cent of land use, producing over $11 billion in gross revenue.

Additionally, the region is responsible for 94 per cent of

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SMART CITIES

In order to build a sustainable domestic economy at the forefront of the digital revolution, we need to address connectivity and digital infrastructure as an essential commodity in the regional Australian supply chain. Here, we take a closer look at some of the challenges that come with ensuring regional locations are not left behind as Australia becomes increasingly reliant on digital technologies.

the state’s total value in grape production, along with high quantities in other fruits and grains. These values are calculated at the point of distribution, and do not allow for the costs associated due to the lack of digital infrastructure and loss of quality control capabilities.

Improving access to technologies by bolstering connectivity in our region has the capacity to enhance productivity, contribute to stabilising the impact on our climate, and enable greater efficiencies of utility use. Meanwhile, the limitations being placed on outputs from our region due to disparate connectivity are holding us back from innovation within our food production industry. This continues to build the divide between Australia’s most important domestic and international commodities, as well as our ability to truly realise the value of our production.

Delivery models of new connected infrastructure have historically focused on a population density model to establish commercial benefit. This continues to deliver an uneven allocation of network density and building, and almost paradoxical disparities between our regions and our sub-urban densities.

There is currently a strong focus on place-based telecommunication solutions that, while in large, have focused on improving mobile voice and data coverage, have also featured fixed wireless and fibre broadband services with

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the potential of also improving microwave and fibre backhaul access to communities and businesses. While this has been very welcome in our region, we are now facing additional challenges in our more remote areas with greater landmass.

The digital literacy level in our agricultural belts is not being progressed or facilitated in a way that is meaningful to these communities and their livelihood. In order to realise a strong and sustainable digital economy, we need a shift to support commodity-based telecommunications solutions, delivering a connected backbone to our food production and manufacturing region. The Albury-Wodonga region is experiencing new growth corridors created by the sudden population shift that has been a by-product of COVID-19, putting additional pressures on our region to facilitate direct to customer produce, with improved quality outcomes.

A focus on improving our digital economy through a commodity-based approach will also facilitate a sense of connection through digital innovation across our industrial sectors, providing community members with a greater sense of purpose through innovative technologies, while dismantling the barriers that face regional Australians. Connecting with each other towards a common goal, isolated and vulnerable communities will be able to have a positive impact on our local and global economy. This will deliver the true definition of the connection pathways for a sustainable digital economy.

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PROTECTING OUR SMART CITIES FROM CYBER ATTACKS A

ll around us in our cities, from the trains we take to the electricity in our home to the traffic lights on our street, smart technology is helping us live better. But with technology playing a bigger role in our lives than ever before, identifying system weaknesses and planning for cyber threats is critical to the resilience of our cities.

According to the Australian Cyber Security Centre (ACSC) Annual Cyber Threat Report July 2019 to June 2020, cyber security issues are estimated to cost the Australian economy up to $29 billion each year. Following numerous high profile cyber attacks across the world in recent years – such as the major fuel pipeline cyber attack in the US where Colonial Pipeline paid a hacker $4.4 million in ransom, and the June 2020 cyber attack on Australian business, infrastructure, utilities, educational facilities and government at all levels – it’s clear that cyber security is a crucial issue at the moment.

But it seems that hackers are one step ahead, with cyber security professionals often unaware of a potential attack

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Council magazine spoke with cyber security expert, Dr. Alireza Jolfaei, about how the smart city simulator works and why we need to prioritise cyber security in our ever-evolving cities. Under a Next Generation Technologies Fund’s Defence Research Accelerator program named D.Start, Dr. Jolfaei is working on the development of security mechanisms for smart water systems to stop hackers from disrupting water supply and wastewater systems, as well as recovery programs that help water facilities return to normal operations as soon as possible following a breach.

until it happens. So what can we do to mitigate these types of attacks as our cities continue to become more technologically advanced?

Researchers at the University of Macquarie are tackling this exact issue with the help of a new smart city simulator, which will allow the team at the Department of Computing to run mock cyber attacks to find the best ways to protect our cities and vital assets from malicious threats.

WHY DO WE NEED TO DEFEND OUR SMART CITIES? “Cybersecurity should be a top priority for smart city leaders. Australia and its cities are just as vulnerable as any developed nation to cyber-attacks that can shut them down,” Dr. Jolfaei told Council magazine.

“We are living in a world entwined with the internet, to the coming age of automation and big data, where almost everything is networked and connected by making use of a wide variety of www.councilmagazine.com.au

SMART CITIES

Internet of Things (IoT) devices for sensing and actuation.

“As technology continues to evolve, the opportunities and challenges it provides will grow.”

Dr. Jolfaei said that it is hard for anyone to imagine our society without the utilities we enjoy, like electricity, water and gas, or without other essential services like agriculture and food distribution systems, all of which are interconnected in complex ways.

These services are connected both physically and through technology, which supports these critical infrastructure and assets to operate.

However, Dr. Jolfaei said that these technological connections can present an opportunity for criminals to target our essential services digitally.

“Our reliance on automation makes single points of failure that can have intense consequences if directed at power stations, communication networks, transport and other utilities,” Dr. Jolfaei said.

“This provides cybercriminals with malicious goals in mind with more opportunities to run cyber-attacks

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against smart cities and disrupt essential services, which could be motivated by personal reasons, financial gains, social or political gains, espionage, or intellectual challenges.”

WORST CASE SCENARIO To understand why cyber attacks are a critical threat to our society, we first need to understand how our smart cities work, as well as how and why hackers target our smart technology.

“The operation of our smart cities mostly relies on the use of Supervisory Controls and Data Acquisition (SCADA) systems which use communications protocols designed for the exchange of control messages on industrial networks,” Dr. Jolfaei explained.

“Over the past three decades, several hundred of these protocols have been developed for serial, LAN, and WANbased communications in a wide variety of industries including transportation systems, electrical generation/ distribution, and water supply/ waste management systems.

“Modbus is the most widely used SCADA Protocol, which was initially

developed to maintain the system reliability without having a security mindset. Modbus has no security or encryption features, so it can easily be sniffed and modified on the fly.”

Dr. Jolfaei said that the security gaps in the SCADA systems we use make many of our critical assets vulnerable to cyber attacks, with our power and water utilities a major point of concern.

This isn’t just a perceived threat, these attacks are happening across the world, each day, resulting in real and damaging consequences.

“A real concern is the resilience of our critical infrastructure that is under a serious threat. Take an example of the current COVID-19 situation where people have gone so crazy about toilet paper. What would happen if our water supply is compromised and impacted?

Do we have that level of trust in our water infrastructure? How long would it take to restore that trust?

“What would happen if our energy supply is being targeted and there is no electricity for running factories, no operations in hospitals? From the hacking of the dam control system

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in Florida to Iranians targeting and poisoning the chlorine level of Israeli water supply, these are real events that are taking place.”

While little is known about who hackers are and why they target certain cities, what is clear are some of the most common steps they take to bring down systems. Dr. Jolfaei said that hackers often target the low-hanging fruits with the aim of creating the largest impact to an operating system and causing an adverse economic impact.

“Hackers’ mindset usually follows a predictable series of steps: reconnaissance/information gathering; scanning/vulnerability identification; exploitation; and maintaining access/ covering tracks. While these steps are often followed linearly, they can also be more cyclic in nature, as hackers may engage in further reconnaissance or scanning after attempting many failed exploits.”

Dr. Jolfaei said that there are a few systems of concern in our smart cities where hackers may take advantage of weaknesses to launch attacks, including our telecommunications networks, emergency alert programs, healthcare databases, as well as our transportation systems.

“There are lots of interdependencies between our critical infrastructure and the supporting telecommunications network which are not currently well understood. This leaves our cities vulnerable to more attack surfaces which could be used by hacker and cyber

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criminals to create damage or a major disruption,” Dr. Jolfaei said.

“Some of the cybersecurity risks for smart cities are falsified emergency alerts (bushfire, COVID alert, flood), loss of personal privacy due to the use of smart micro-services in healthcare, transportation, and smart traffic signals (traffic jams, traffic safety hazards).”

Identifying these vulnerable points is the first step in preparing, planning and defending against cyber attacks, and ensuring our smart infrastructure and assets are able to withstand and recover from attacks as soon as possible.

PLANNING, PREPARING AND DEFENDING AGAINST ATTACK Understanding how and why cyber attacks occur allows cyber security experts to safely test vulnerabilities and prepare our critical infrastructure to deal with these threats. Macquarie University Department of Computing’s new smart city model aims to provide experts with a safe environment to demonstrate how smart cities can be affected by hackers, what kind of impact an attack may have, as well as provide experts with ways to mitigate these threats to ensure our cities can recover and remain resilient.

With the use of white-hat hackers – authorised professionals whose job it is to legally break into an organisation’s computers and devices to test its defences – the Department of Computing’s cybersecurity lab is able to run mock hacking scenarios on a model

of a smart city to test defences against cyber attacks.

“Using our smart city models in a controlled environment, we provide a platform to demonstrate how cyber attacks could happen in a smart city, what the physical impact of a cyber attack would be, and how we can detect and mitigate attacks to uplift the security and maintain the operational resilience,” Dr. Jolfaei explained.

“Our smart city model includes various districts such as rail network and railroad switch, road network and traffic signalling, water system, electricity network, and satellite communications.

“Through these models, we will look into various cyber security issues within industrial automation and control systems. Industrial automation and control systems are everywhere in our modern society.”

Dr. Jolfaei explained that these control systems can be located all across our cities, from traffic lights, rail networks and power systems, to our water treatment plants – all services that would be disastrous if they were to be taken down by hackers. Dr. Jolfaei added that with more and more automation and connection across control systems in recent years, more of our assets are vulnerable to cyber attacks than ever before.

“In the last couple of years, the industrial control systems have been linked to the internet where normally they have not been, so it means they are exposed to cyber attacks. If people

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SMART CITIES were to hack into these control systems it means that they can control them, they can monitor them and see what is happening, and then they can actually come in and turn things on and off.”

For Dr. Jolfaei and the team at Macquarie University, identifying and detecting vulnerabilities in systems and understanding how hackers operate is integral to their work, and the new smart city model provides a safe way to test real-life scenarios.

“Here at Macquarie University, we look into securing these systems against cyber attacks. We are looking for vulnerabilities in the systems. We want to find out what the hackers can do to the systems so we can understand what the extent of our exposure is.

“Once we have gained a good knowledge of what they can do, we study how we can detect that they have penetrated into the system and that they have started to change the system.”

With the use of intrusion detection systems, the team is able to look for suspicious activity in numerous different scenarios. This helps the department to design and develop systems that are better secured against potential attacks.

“We will consider various attack scenarios such as spoofing, ARP

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poisoning, denial of service attacks, rail network and railroad switch, road network and traffic signalling, water system, electricity network, and satellite communications,” Dr. Jolfaei explained.

“It is likely that many of our water, power, rail and traffic systems currently harbour lurking hackers who are waiting for an opportunity to strike. Our smart city model within Macquarie University’s cybersecurity lab will let us explore not just how cyber attacks could happen in a smart city, but also what the physical impact of these cyber attacks would be.

MAKING CYBER SECURITY A TOP PRIORITY With so much of our everyday lives being improved by automation and smart technology, it’s integral that governments and organisations at all levels take the steps to ensure their systems are protected against cyber threats, and are able to withstand and recover from attacks.

Dr. Jolfaei emphasised the importance of cyber security, saying that it should be a top priority for smart city leaders, and warned that Australian cities are just as vulnerable to hackers as anyone else. It is up to leaders and place makers to set the standard in cyber security and support our cyber security experts to safeguard our essential infrastructure and assets.

“As the digital world becomes increasingly connected, it is no longer possible for infrastructure owners and operators to remain agnostic in the face of evolving cyber threats,” Dr. Jolfaei said.

“We need to actively monitor the evolving landscape and revisit our standards and policies regarding the safety and security in our smart cities.

“Australia and its cities are just as vulnerable as any developed nation to cyber-attacks that can shut them down.

Targets are everywhere. It is likely that many of our water, power, rail and traffic systems are currently being targeted by hackers who are waiting for an opportunity to strike.

“Ultimately, we need to continue to support and train cybersecurity experts and make sure their skills are deployed widely. Being able to understand and predict the actions of our opponents and install self-defence mechanisms to guard against these, is the key to protecting our smart cities.”

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URBAN DEVELOPMENT

by Eliza Booth, Editor, Council magazine

As our cities continue to grow and our urban environments become more densely populated, city planners are turning to urban greening initiatives to offset some of the negatives that urban growth can have on the environment and the wider community. But what exactly is urban greening, why is it vital to our growing cities and what is the current state of urban forestry in Australia? Council Editor Eliza Booth takes a closer look.

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ustralia’s capital cities and regional centres are growing. In 2020, Melbourne experienced the largest population growth of all cities in the country with over 80,000 new residents calling Melbourne home. Further north, Brisbane experienced the highest growth rate of any Australian city at 1.9 per cent¹, showing that people love living in our cities and enjoy the exciting opportunities that come with it.

However, with more people moving to our cities and regional centres, there also needs to be the infrastructure to facilitate them. This can lead to a decrease in green spaces as new buildings and homes are constructed.

But not placing a big enough importance on green spaces can seriously negatively

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impact our cities and residents. Green spaces in urban environments can help keep our cities cool, improve air quality, limit the effects of climate change, and positively impact residents both mentally and physically.

And the best part is that urban greening doesn’t just need to be confined to a large park with trees, it can incorporate rooftop gardens, community gardens, street trees, living walls and apartment planter boxes – there is no limit to the creativity urban planners can use when incorporating greenery into city designs.

WHAT IS URBAN GREENING? Urban greening refers to the process of designing, installing and ensuring urbanised environments have adequate

green spaces. Urban greening combines landscaping, expert knowledge and innovative design to create beautiful green spaces, with street trees and parks being some of the most recognisable examples of greening in our communities.

As new buildings and infrastructure are constructed, city planners must consider the impacts these assets will have on the community and environment. Urban greening helps to offset some of the negative impacts of urbanisation and city planners are able to plan greening projects accordingly to enhance the look of the surrounding environment, improve air quality, provide community spaces for residents and even increase the feelings of calm and tranquility for residents.

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URBAN DEVELOPMENT

The best options for greening will depend on many factors, like the size of the space available, whether there are already existing trees in the area or if some need to be planted, the possibility of rooftop green spaces, or even if there is the ability to install a vertical garden on the side of a building.

There are an unlimited number of ways urban planners can design and install green spaces in our cities, however, there are some major considerations that planners need to think about when planning greening projects.

The type of trees or plants that are going to be used is a major consideration. Planners need to think about the changing climate conditions of their cities and what types of greenery will thrive best in these

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environments – there’s no point placing a tree that needs lots of water into an environment that experiences minimal rainfall. Similarly, greenery needs to be chosen for the way they interact with local wildlife and native flora and fauna.

Enlisting a horticultural expert will help planners to choose appropriate greenery for their individual cities to create a holistic and harmonious environment.

City planners also need to consider how much upkeep certain projects may need in the long term. Will newly planted trees need an irrigation system installed to help them grow? Is there sufficient drainage in the area to accommodate an increase in greenery or will more drainage need to be created? Is there sufficient sunlight and appropriate soil to facilitate greenery? Additionally, the way

in which the public use and interact with urban spaces needs to be considered when planning greening projects.

Perhaps the community needs a new dog park or better trails for walking or exercising. Maybe there needs to be better canopy cover in existing parks to keep the community cool and protected from the harsh Australian sun.

All of these and many more considerations need to be discussed in the planning stages to ensure harmony in the ecosystem and that infrastructure is not damaged or compromised by greening. By planning properly, cities and regions will be able to create green spaces that are self-sufficient, sustainable, practical and look beautiful.

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URBAN DEVELOPMENT WHY ARE URBAN FORESTS AND URBAN GREENING IMPORTANT? Urban forests and greening have a range of amazing benefits for cities and communities to enjoy. Urban greening also provides a beautiful background for people to live and move around in, which has proven benefits for humans mentally and physically.

One of the biggest impacts that urban greening has, and one that is the most immediately obvious, is the beautification of an urban area. This doesn’t just help a suburb or city look more aesthetically beautiful, but it can also have a really positive effect on the mental health of residents and visitors.

Green spaces are scientifically proven to increase the feelings of calmness and tranquility in humans, while also improving neighbourhood satisfaction, reducing aggression and transport stress, and it can even promote better healing².

Another major benefit of urban greening is that it helps keep cities cool. As climate change continues to affect our weather, and our summers become hotter, increased tree coverage across our cities helps to insulate our streets and protect us from the harsh sun. Data collected from several studies suggests that urban areas with greening can be 1 degree cooler than other areas without, and that both canopy cover and ground vegetation play an important role in cooling³.

Prioritising urban greening as our cities and populations grow will ensure everyone gets to enjoy green spaces where they live, long into the future.

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SNAPSHOT OF GREENING ACROSS AUSTRALIA Now that we have a better idea of what urban greening is and how it benefits our communities, let’s take a look at what some of Australia’s major cities are doing in the green space and what they hope to achieve through their initiatives.

PERTH The City of Perth’s Urban Forest Plan was released in 2016 and details the city’s journey over the next 20 years to grow and care for the city’s green spaces.

The plan outlines a major focus on protecting the current green landscape through strategic management, with a key focus on improving the amount and quality of canopy cover across the city, which is the amount of urban land that is covered by trees when viewed from above. Having a high percentage of canopy cover has numerous benefits for cities including helping to reduce heat at ground level as well as reduce the impacts of climate change.

Perth’s forest plan says that it sees its urban forest as an important piece of the city’s infrastructure and as such, it will prioritise its protection and promote sustainable growth, improve vegetation health, and build its resilience to offset urbanisation and climate change challenges.

The Plan outlines nine main objectives which will improve the quality of the City’s urban forest: protect existing trees; replace trees that are aging or dying; promote sustainable water management; increase the quantity

and quality of canopy cover; prioritise tree planting to help with city cooling; promote balance and resilience in species composition; maintain tree health; implement a ‘whole-of-forest’ management approach; and encourage community engagement with green spaces and urban forests.

MELBOURNE In 2014, City of Melbourne released its first ever Urban Forest Strategy which aimed to protect Melbourne’s urban forest – which encompasses approximately 70,000 council-owned trees – from climate change and urban growth. The City implemented this plan following more than a decade of damaging drought and heat waves.

Combined with aging tree stock, the city was concerned it could lose up to 44 per cent of it’s trees over the next 20 years if nothing was done to improve urban greenery.

The Urban Forest Strategy’s main purpose was to protect against future vulnerability through strategic framework, collaboration, and a holistic, ‘whole-of-forest’ approach, creating a lush and sustainable urban forest for all stakeholders.

The Strategy included six key strategies and targets which were: increase canopy cover; increase urban forest diversity; improve vegetation health; improve soil moisture and water quality; improve urban ecology; and inform and consult the community.

The City of Melbourne says in their strategy that their focus is to build the city in the forest instead of trying to build a forest in the urban environment, showing that creating a green city is just as important as building essential infrastructure.

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URBAN DEVELOPMENT

BRISBANE Brisbane’s subtropical climate makes its urban forest unique and diverse, combining a mixture of native and exotic species. Brisbane’s tree canopy covers 44 per cent of the local government area with 57 per cent of this canopy cover situated on public land.

The City of Brisbane set several goals to achieve for the future to enhance, sustain and protect its urban forest.

These goals include increasing canopy cover to 50 per cent over residential footpaths and bikeways by 2031, increasing the amount of green shade at bus stops across Brisbane, and transforming major roads leading into the city to subtropical boulevards.

Brisbane City Council also continues to prioritise maintenance of trees and vegetation located on council land, including caring for newly planted trees, inspecting and trimming trees and vegetation as needed, removing or replacing trees that may be hazardous or disrupting biodiversity, and ensuring the urban forest is prepared for extreme weather events.

Thanks to Brisbane’s urban forest and conservation of its vegetation, the city’s trees help to store an estimated 1.9 million tonnes of carbon, remove approximately 1.45 million tonnes of carbon dioxide per year (or 10 per cent of the city’s emissions), and help to keep parts of the city up to seven degrees cooler than areas without trees⁴.

SYDNEY In 2016, Sydney released its Environmental Action 2016 – 2021 Strategy with its Urban Forest Strategy as a supporting document outlining its goals to increase tree canopy, and maximise economic, social and environmental benefits the city’s urban forest can provide.

Through the strategy, Sydney aims to improve the quality of its urban forest through several key initiatives. The first is to prioritise the maintenance and protection of its current tree population to ensure it is healthy and sustainable.

The next initiative is to increase the total canopy cover of the city from 15.5 per cent to 23.25 per cent by 2030, and onto 27.1 per cent by 2050. As Sydney is a more densely populated area, increasing the canopy coverage to these levels is achievable and will have major benefits.

The City of Sydney also aims to improve the age and spread of its trees, as well as increase the species diversity for a more harmonious and sustainable environment.

Finally, the City aims to improve engagement with the community to help educate them on the maintenance needs of the urban forest while supporting the community’s participation in greening projects.

As the Environmental Action Strategy ends in 2021, it will be the next iteration of this strategy that will determine if there are any further changes or developments to the Urban Forest Strategy too.

GREENING FOR THE FUTURE This is just a small snapshot of the important work being undertaken in urban greening across Australia. While some cities have dedicated strategies for their urban forests, others are focusing on their green spaces in their own individual ways, whether that's through a focus on planting more trees, improving parks, installing new technology to help monitor their green spaces, or investing in sustainable initiatives to improve their carbon emissions.

Regardless of individual approaches, it’s clear that urban greening is a top priority for cities and regions across Australia. With so many cities realising the invaluable benefits of urban greening, we will be able to see, feel and enjoy our growing green spaces for generations to come.

References: ¹ Regional population: Statistics about the population and components of change (births, deaths, migration) for Australia's capital cities and regions (2021) https://www.abs.gov.au/statistics/people/population/regional-population/2019-20 ² Urban greening and social benefits: A study of empowerment outcomes (2003) https://www.nrs.fs.fed.us/pubs/jrnl/2003/nc_2003_westphal_001.pdf ³ Urban greening to cool towns and cities: A systematic review of the empirical Evidence (2010) https://doi.org/10.1016/j.landurbplan.2010.05.006 ⁴ Brisbane's urban forest (2020) https://www.brisbane.qld.gov.au/clean-and-green/natural-environment-and-water/plants-trees-and-gardens/brisbanes-trees/ brisbanes-urban-forest Urban Forest Strategy (2013) https://www.cityofsydney.nsw.gov.au/strategies-action-plans/urban-forest-strategy City of Perth Urban Forest Plan 2016-2036 https://perth.wa.gov.au/en/future-perth/major-projects

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URBAN DEVELOPMENT // SPONSORED EDITORIAL

GREENING, COOLING, AND PROTECTING

OUR URBAN ENVIRONMENTS WITH BETTER SPATIAL DATA Spatial technology company Aerometrex has developed a suite of urban greening data services to help all levels of government measure, plan, and analyse the efficacy of their climate change mitigation strategies.

Aerometrex is helping government decisionmakers increase the livability of the urban environment, protect the health of their constituents, and better plan and manage infrastructure from rooftops and tree canopies down to ground level.

ROOFTOP GREENING Aerometrex, in a joint project with the City of Melbourne, developed a way to identify and measure living rooftop green spaces, green building façades, and a process to identify viable new rooftop garden and solar panel locations.

Plan sustainable green rooftops quickly and at scale

Aerometrex measured an increase from 18,930m² in 2013 to 37,472m² in 2021 of living vegetation. The total number of green rooftops increased from 713 to 1081 in the same period.

The number of green façades has risen from 25 to 63. Newly developed data processes identified sustainable locations for rooftop gardens using area solar radiation maps, slope maps, and aspect maps from the 3D model imagery overlaid onto building footprint data.

The project outputs give relevant information and data to improve greening outcomes in new buildings and developments. The datasets will be a demonstration and research tool for other local and state governments and private industries.

TREE CANOPY MEASUREMENT A partnership with the City of Unley in South Australia saw Aerometrex develop multiple LiDAR and aerial imagery-derived data processes to quantify and track changes in tree canopies across the urban landscape. The project measured both canopy coverage and categorised the changes into existing tree growth, pruning existing trees, tree removal, and tree planting.

Measure the entire urban forest with LIDAR

Repeat LiDAR captures in 2018 and 2021 acted as the baseline dataset for measuring the tree canopy changes with highresolution MetroMap imagery validating the canopy change classification into the categories listed above.

Aerometrex's data found that the growth of existing trees contributed five times as much new tree canopy cover as newly planted trees that have reached 3m in height, thus giving thermal benefits. Total canopy coverage losses from tree removal and pruning are the equivalent of approximately 78,900 newly planted trees (299,917m²).

Councils can now use true equivalence between established tree canopy and newly planted tree canopy when planning and executing urban tree management. Private landowners can also assess the actual impacts of tree removal and be encouraged to preserve existing trees rather than rely on new planting.

SURFACE MAPPING Aerometrex's Permeable and Impermeable surface mapping helps urban greening from the ground up. The Permeable and Impermeable Surface mapping data categorises surface type and distribution in the urban environment – a strong indicator for an area's livability, sustainability, and resilience to the ongoing impact of climate change. Surface types directly affect

From left to right: RGB imagery, classification of visible ground, full semantic classification

heat buildup, water flow and runoff, and options for reaching greening targets.

The Permeable and Impermeable Surface maps accurately show where water can and can't penetrate the ground, thereby helping to manage water runoffs, reduce urban heat islands, and identify new plantable spaces for greening strategies.

Utilising these datasets can help government councils build environmental resilience and long-term community benefits.

Learn more at www.aerometrex.com.au or call (08) 8362 9911

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Each edition of Council magazine we choose one local government from across Australia to shine a spotlight on. Whether it's new infrastructure, an innovative technology project, a leading sustainability initiative or a community connection, we want to highlight the best of our local governments and share some valuable knowledge to other place makers across our nation. This edition, we spoke to the City of Stirling, to learn more about this unique LGA in the heart of Western Australia.

CITY OF STIRLING WESTERN AUSTRALIA QUICK FACTS

WHAT IS THE POPULATION SIZE AND LAND AREA OF THE CITY OF STIRLING?

The City of Stirling has a population of 219,981 (based on the 2016 census data) and a rich, diverse natural and physical landscape covering approximately 104 sq km, including 6.5km of coastline; 627ha of parks, gardens and developed reserves, 616ha of natural bushland; 30 suburbs; 1,118km of roads; 984km of footpaths; and 101,250 rated properties.

HOW MANY EMPLOYEES WORK AT THE CITY OF STIRLING? Approximately 1,393.

WHO IS THE MAYOR? The Mayor of the City of Stirling is His Worship the Mayor Mark Irwin. Mayor Mark Irwin was born and raised in Scarborough and was first elected as a Councillor for the City of Stirling in 2015. He was elected as Mayor by his fellow Councillors in October 2017 and was re-elected as the City’s first popularly elected Mayor in 2019.

WHO IS THE CEO? The City of Stirling’s CEO is Stuart Jardine PSM. Stuart possesses significant international local government experience spanning over 35 years and has been the Chief Executive Officer at the City of Stirling since 2007, and has been reaffirmed as the CEO with an extended contract out to 2023.

Stuart Jardine is widely recognised as a leading CEO throughout Australia within the sector and has been awarded a Public Service Medal for his service to the community.

WHAT IS THE CITY’S ANNUAL BUDGET? The annual budget for the 2021/22 financial year that was adopted in June estimates overall expenditure of $316.3

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million. In broad terms, the budget consists of $262.9 million in operating expenditure and $53.4 million in capital expenditure.

BREAKDOWN OF SPENDING FOR THE BUDGET YEAR AHEAD The budget is balanced, the City of Stirling is debt-free, and is delivering projects, programs, and initiatives in line with the key focus areas from the Strategic Community Plan 2018-2028, including: Thriving communities ($36,532,920), Vibrant economy ($4,283,775), Liveable neighbourhoods ($103,133,494), Sustainability ($45,152,071), and Governance and leadership ($17,586,345).

In addition to ongoing progress toward the City’s strategic goals, a number of major construction projects and upgrades across Stirling have been progressed in the past month, delivering important strategic infrastructure and stimulating the local economy.

Major earthworks are now complete for the extension of Stephenson Avenue from Scarborough Beach Road to Howe Street, with drainage works and culvert works underway at Oswald and Howe Street. Vegetation clearing, surface and subsurface remediation works, and construction and demolition waste are also 95 per cent complete.

Council workshops and community information sessions on the progress of the Hamersley Public Golf Course Redevelopment project have taken place, as has the schematic design of the Golf Pavilion and Driving Range, with detailed designs completed at the end of July 2021.

The Inglewood Oval/Hamer Park Project is ongoing, with oval lighting complete and the demolition, in-ground services and slab curing processes completed for both Hamer Park and Moyle Pavilion on Inglewood Oval.

The Bennett Park Clubrooms (Doubleview) have been handed over to the clubs and the Dianella BMX project is on track to complete the first two approved stages of construction by the end of July.

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COUNCIL IN FOCUS

DIVING DEEPER

WHAT IS THE CITY OF STIRLING’S VISION FOR THE COMMUNITY?

The City of Stirling will be a place where people choose to live, work, visit and invest. We will have safe and thriving neighbourhoods with a range of housing, employment and recreational opportunities. We will engage with our diverse community to help shape our future into the City of Stirling – City of Choice.

Our mission is to serve the City’s diverse community through delivering efficient, responsive and sustainable services, and our values are: ∞ Agile ∞ Approachable ∞ Inclusive ∞ Innovative ∞ Inspiring ∞ Respectful ∞ Transparent

WHAT MAKES THE CITY OF STIRLING REGION UNIQUE? The City of Stirling is the largest local government in Western Australia by population, and is one of, if not the most multicultural community in the country by country of birth and languages spoken in addition to English.

Our economy includes major industry in Osborne Park, major tourism destinations like Scarborough Beach, and what will be the largest shopping complex in Western Australia once the $800 million redevelopment of Karrinyup Shops is complete, doubling its original size.

And despite all that, community tree planting alongside streets and sand dunes is one of the most popular activities the City puts on. The City of Stirling is diverse, large, and the City of Choice.

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WHAT ARE SOME OF THE CHALLENGES THE CITY OF STIRLING FACE, AND HOW DOES THE CITY OVERCOME THESE? The Stirling City Centre is located just 8km north of the Perth CBD. When combined with the adjoining Herdsman Glendalough area, it is the largest business precinct outside the Perth CBD, in both land area and employment.

With more than 40,000 local jobs available in the Stirling City Centre and a mix of retail, residential and commercial use, the area is experiencing major congestion and accessibility issues.

The City has worked in collaboration with the Western Australian State Government, local community and private sector over the past ten years and together has developed a consolidated vision for the Stirling City Centre to combat these issues.

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COUNCIL IN FOCUS

HOW IS THE CITY OF STIRLING ADDRESSING CLIMATE CHANGE AND SUSTAINABILITY? The City of Stirling has a long history of strong action on climate change and emissions reduction: ∞ 2003 - The Local Greenhouse Action Plan was endorsed

by Council and reported on until 2009 ∞ 2010 - The WALGA Climate Change Declaration was endorsed by Council and the City began publicly reporting on corporate energy consumption and carbon emissions via its Annual Report ∞ 2012 - The Climate Change Adaptation Plan was endorsed to guide the City to adapt to risks from climatic changes occurring. The City also produced its first Corporate Energy Management Plan, which led to successful grants for energy efficiency projects and a solar PV program across the City ∞ 2015 - The Fleet Emissions Reduction Action Plan was endorsed, aiming to reduce its fleet emissions by 25 percent by 2020 In May 2021, the City of Stirling Council voted unanimously to endorse the Sustainable Energy Action Plan (2020-2030) or ‘SEAP’, committing the City to achieving 100 per cent renewable electricity supply and a 70 per cent carbon emissions reduction target by 2030, leading to net zero by 2050.

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The consultation survey of residents undertaken in the drafting of the SEAP showed overwhelming support for energy and emissions targets, with 92 per cent supporting the 100 per cent renewable energy by 2030 goal and 81 per cent supporting the 70 per cent emissions reduction by 2030 goal.

The SEAP includes a documented 2025 review point with specific key performance indicators set at 50 per cent renewable electricity demand and 35 per cent carbon emissions reductions, and also has led to the City joining the Climate Council’s Cities Power Partnership.

Most recently, the City adopted a plan to purchase three electric vehicles in 2022/23 to replace the three current Parking Services hybrid vehicles. 89 per cent of the City’s passenger vehicle fleet is already hybrid.

WHAT IS AN URBAN DEVELOPMENT PROJECT THE CITY OF STIRLING IS UNDERTAKING AT THE MOMENT? The City of Stirling has a bold vision for the heart of our region, called the Stirling City Centre project. As one of Australia’s largest urban regeneration projects, the Stirling City Centre project will alleviate the critical issues of congestion and housing affordability to improve connectivity and increase access to jobs.

Stage 1 of the Stirling City Centre project includes the construction of a new freeway interchange and the extension www.councilmagazine.com.au

COUNCIL IN FOCUS of Stephenson Avenue through the middle of 55ha of landlocked vacant land, following a $82.5 million commitment by the Western Australian State Government and a $82.5 million commitment by the Federal Government. The Western Australian State Government has also committed $45 million to the Stirling Bus Interchange upgrade project together with $42.5 million committed by the Federal Government.

The Federal Government has also provided $2 million to fund a business case into Trackless Tram, an innovative alternative to light rail that could potentially deliver similar outcomes with regard to corridor uplift and improved transport at a fraction of the cost.

The route would connect passengers at the heart of the Stirling City Centre precinct with the iconic tourism destination, Scarborough Beach Foreshore, which recently received a $100 million redevelopment. In between the two locations sits the major shopping centre Karrinyup, which is soon to complete an $800 million redevelopment, doubling its original size.

The City has a large and strategically placed piece of land on the eastern side of the Stirling City Centre, and has recently publicly stated its interest in encouraging developers of wave park facilities to consider developing the site.

WHAT’S AN EXCITING COMMUNITY PROGRAM CURRENTLY UNDERWAY OR COMING UP IN THE COMMUNITY? The City of Stirling delivers over 200 different services and programs to residents, including most recently a back-by-popular-demand Barista Brews course to help young people get qualified in a skill that will improve their employment prospects.

HOW IS THE CITY OF STIRLING GROWING ITS TECHNOLOGICAL CAPABILITIES? The City of Stirling has been investing over several years into a relationship

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management system (RMS) that will revolutionise the way residents interact and engage with the City when accessing information and services.

The product is a cloud-based solution called Salesforce that will support the City on its digital maturity journey by enabling efficient, responsive and sustainable service experiences to its diverse customers.

Alongside this, the City will develop a bespoke mobile device app that is fully integrated into the RMS, meaning residents can notify the City of issues from their mobile device through the app, and that information will immediately translate into action tasks for the relevant City officers.

HOW HAS THE PANDEMIC AFFECTED THE REGION, AND HOW IS THE CITY RECOVERING? Residents and businesses all across the City of Stirling were hit hard during 2020, and continue to be impacted by the Delta variant-related lockdowns and economic challenges.

In May of 2020, Council approved a $43.7 million boost for households, businesses, and community in the form of our Economic Stimulus and Community Recovery Package.

Primarily funded by drawing down on the City’s reserves, the City strategically reprioritised projects to provide maximum relief for households, businesses, community health and wellbeing and to generate employment opportunities. The Recovery Package includes: ∞ Ratepayer Financial Relief Package - $4.9 million ∞ Business and Activation Package - $7 million ∞ Community Package - $2.9 million ∞ Capital Investment Package - $28.9 million The Economic Stimulus and Community Recovery package complemented the $2.1M in measures already implemented as an immediate response to COVID-19, including: ∞ Development of a Community Services Hotline and a Small Business Hotline ∞ A partnership with Business Foundations to give tailored one-on-one advice ∞ Waiving verge permit fees and reducing bond charges ∞ Reducing meal fees for two months for all Home and Community Care and Commonwealth Home

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COMMUNICATIONS

HOW TO COMMUNICATE DURING A CRISIS

Are you prepared for a media crisis? Media Skills Trainer Theresa Miller gives her top tips and a proven strategy for when disaster strikes, and journalists come knocking.

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t’s always a pleasure to tell a good news story to your residents and stakeholders either via a press release or a social media post. New dog park has tails wagging; Playground upgrade is a hit with kids; Disability groups praise library for easy access.

But what happens when things go wrong? A dog viciously attacks a resident. A swing collapses and injures a child. A librarian refuses access to a seeing-eye dog.

It would be tempting to stick your head in the sand and hope the problem goes away. But unfortunately, residents are more likely to criticise rather than praise, and if their complaint isn’t resolved they may take to social media to vent. When tempers run high, facts are usually the first casualty.

Senior Brisbane City Councillor, David McLachlan, says he uses the council’s Facebook and Twitter accounts as a barometer for what’s bothering residents. “It’s like the canary in the coal mine,” Cr McLachlan says.

If a disgruntled resident is bellyaching on the council’s Facebook page, Cr McLachlan recommends the following statement to take the heat out of the argument before the post goes viral.

“Dear Sandy (use their first name), thank you for bringing this issue to our attention. Unfortunately, regulations prevent me from using this platform to discuss council matters. I’d be happy to correspond with you via official council channels during office hours. I look forward to hearing from you.”

This tactic usually de-escalates the matter temporarily, however if the issue is not dealt with promptly, it may attract negative media attention. Nobody wants a TV news crew doorstepping them outside the council chambers. The media

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can make or break an organisation’s reputation overnight – so it pays to be prepared.

As a media interview coach, I always tell my clients, an interview with a journalist is not the time for an original thought! If you want to stay in the driver’s seat, you’ll need to prepare two or three key messages – and make sure they’re water-tight and bullet proof!

If an accident occurs or there’s a cyber-attack or some other misadventure, you have a responsibility to your constituents, stakeholders and staff to communicate the facts clearly and promptly.

Get the jump on the media and keyboard warriors by issuing a holding statement within the hour. This needs to be short and accurate. Firstly, give your name and position at Council.

Then state the known facts from a police report or official source. For example: “At 1.35 this afternoon we received a call from a resident claiming that the new flying fox at the Hamilton Street Playground has collapsed and two pre-school children were injured. The children were taken by ambulance to South West Hospital and are in a stable condition.” (Don’t release names at this point).

Then use this proven structure for either a face-to-face or written media statement. It’s called CAMPS – an acronym for Care, Action, Message, Perspective and Stick to It. Care/compassion/concern Convey your heartfelt condolences to the children and their family and anyone else who witnessed this distressing event.

Action – say what you’re doing to fix the problem. We have closed the playground and our engineers and maintenance

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COMMUNICATIONS

crews are conducting a full investigation into what went wrong with the new equipment.

Message – what is it you want your audience to know?

For example, the safety of all our residents is paramount and we will ensure the equipment is repaired to the highest standards and checked and re-checked before we consider re-opening the playground.

Perspective – is there anything that went relatively well in this scenario? Leave it out if there’s not. For example, we thank the quick-thinking resident who called an ambulance and alerted our maintenance crew which responded immediately to secure the area.

Stick to it. Stick to the facts and don’t enter into speculation as to what caused the accident or what might happen in the future. Here’s a typical sample of reporters’ questions: Could this accident have been caused by sabotage or vandalism? Will the parents sue? Are the children seriously injured? Will you close the playground permanently? Is this what happens when you outsource construction projects?

Rather than being seduced into speculation, simply say:

We won’t know how or why this happened until we’ve conducted a full investigation.

Don’t give any guarantees. There are no guarantees in life except death and taxes!

After you deliver your holding statement, don’t take any questions. Thank the media for their interest and commit to updating them within the hour or later that day when you have more details from police, the hospital and/or the engineers.

The holding statement gives the journalists enough to file a story.

The danger of NOT issuing an official statement is that journalists will go fishing for someone else to interview – perhaps eyewitnesses, uninformed residents, or a member of the opposition who might insinuate the council has cut corners in building the playground.

Remember: stick to the CAMPS structure for your holding statement and rehearse your key messages for when you update the media and take questions. And book a media training session to rehearse your answers.

Theresa Miller, founder of TM Media, is a former international TV and radio journalist turned media and presentation skills trainer. She’s helped hundreds of people from all industries, including councils and government to stay in the driver’s seat of an interview and not be led up the garden path by a journalist with an agenda. If you want to promote and protect your council’s reputation, book a media training workshop in person or on zoom to practice honing and delivering your key messages and deflecting tricky questions.

Contact Theresa Miller on 0408 60 2299 or theresamillerink@gmail.com www.theresamiller.com.au

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Spring 2021 // ISSUE 1

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FEATURES SCHEDULE Autumn 2022

Deadline: 11 February 2022

Winter 2022

Deadline: 6 May 2022

Water and wastewater treatment

Planning and construction

Waste management

Cultural engagement

Arts and culture

Environmental protection

Roads

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Water management

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ADVERTISERS’ INDEX Aerometrex �������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������� 56 Australian Private Networks ���������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������� OBC Black Moth ��������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������� 29 Burkert Fluid Control Systems ���������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������IFC Grochem �������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������� 18 DAB Pumps Oceania ���������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������� 19 ifm efector ������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������ 5 Nearmap Australia ������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������ 43 Polymaster �������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������� 33 Programmed Facility Management �����������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������IBC ProQuest Consulting ���������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������� 15 Reid Construction Systems �������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������8 Sustainable Cities ��������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������� 57 True Water Australia ������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������� 7 Xylem ���������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������6

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