Council Magazine - Summer 2024

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Editor’s welcome

As this issue of Council goes to print, the promise of warmer days ahead and for many of us a welcome break at the end of the year is just around the corner.

Of course, for many councils around Australia summer represents a peak period, as tourists descend on your towns for some well-needed rest and relaxation after a busy of year. For those of you preparing for your busiest time of year, I wish you well and thank you for hosting so many of us in your beautiful corners of our country.

This issue has a focus on renewal. Victoria and New South Wales have held their local government elections since our previous edition, and we have several new council members serving their local communities. We also have new representation amongst the state associations, including at LGASA, LGAQ and ALGA.

At the national level, ALGA is the voice representing all 537 of Australia’s councils, and in this issue, we were lucky enough to speak to the association’s new President, Gladstone Mayor Matt Burnett.

Mayor Burnett has also just been elected as the President for LGAQ, and during a wide-ranging conversation, he outlined his vision for local government at the state and national level. There are exciting times ahead, and with Mayor Burnett leading the charge, the sector is in good hands.

Also in this issue, we were able to connect with another long-serving leader in Australia’s local government sector, Coral Ross AM. Coral was first elected to Boroondara Council in Victoria in 2002, going on to serve three terms as mayor and earning the distinguished title of Mayor Emeritus. Coral’s Member of the

travel to North America and Europe to learn how other countries have increased the participation of women in all levels of public life.

Other highlights from this issue include a feature from Brimbank City Council on how it has successfully advocated for state and federal funding for the region; a look at the nine councils who have banded together for a more efficient approach to waste management; and our Council in Focus for this issue, which is the delightful City of Onkaparinga on the South Australian coast.

As 2024 comes to a close, I wish our readers and partners a wonderful festive season, and I look forward to sharing more news from the local government sector with you in 2025!

Laura Pearsall Editor, Council

Mayor Burnett has represented the people of Gladstone since 2016.

Image: Michael Evans/adobe.stock.com

Uniting local government

The Australian Local Government Association’s newly-elected President, Mayor Matt Burnett, brings almost 25 years of experience in the sector to his role as the leading voice of advocacy for Australia’s 537 councils.

Matt Burnett has been the Mayor of Gladstone Regional Council since 2016 and served as Deputy Mayor for five years prior. He also served as the Australian Local Government Association’s (ALGA’s) Vice President since 2020, until he was elected as the association’s president in late September 2024. Mayor Burnett was also elected as the President of the Local Government Association of Queensland (LGAQ) in late October.

Prior to becoming an elected councillor, Mayor Burnett began his career in local government as a journalist covering the sector.

“I was reporting in the media on councils at the time. I actually started a newspaper when I was 19, called the Port Curtis Post,” Mayor Burnett said.

“I left school, did a cadetship at our local Gladstone Observer, which was an APN newspaper at the time, and then decided to start my own newspaper.

“I was doing a Bachelor of Business and a Bachelor of Arts at Central Queensland University, and I thought, ‘I’m going to run my own paper’, and I did for many years.

“When you’re 19 and you’re the editor, you sell the ads, you design the ads, you take the photos. Back then we didn’t have the technology they have today, so we had to turn the photos into bromides and use paste-ups to put the pages together. It was a very long process.”

Mayor Burnett said that he spent a number of years publishing the newspaper and working in radio, reporting on the activities of Gladstone

Council, before deciding that he would have a go at it himself.

“I wasn’t very happy with a lot of the decisions they were making, and of course I ended up on the council with a lot of those people who I didn’t necessarily agree with.”

Mayor Burnett said that he made connections with councillors over time and was able to learn from them, including former deputy mayor, Dave Burns, and former mayors Peter Corones, George Creed and Gail Sellers.

“When you’re in local government you learn from the people around you. When you go to conferences and such you make connections and you learn from them, and over the years they become your support base.”

BALANCING LEADERSHIP ROLES

Mayor Burnett explained that the President of ALGA is usually a state association or territory association President.

“If you go back, Linda Scott was president of Local Government New South Wales (LGNSW) when she was first elected ALGA President. Before that, David O’Loughlin was president of South Australia, Troy Pickard was president of Western Australia, and the last Queenslander to hold the role of President of ALGA was Paul Bell, who was also the president of LGAQ.”

Mayor Burnett said the ALGA presidency and the LGAQ presidency complement each other.

“We can talk about an issue in local government and then we can continue that conversation in the context of all of Australia, or Queensland, or central Queensland, or just Gladstone. The issues fundamentally are the same.

“Across the nation and across the state, they’re very different, of course. There are differences between what the Torres Strait is facing compared to the City of Melbourne. But fundamentally, from a local government point of view, the big issues are the same.”

WORKING TOGETHER FOR AUSTRALIANS

Mayor Burnett said that he wants councils to be able to speak with a united voice to advocate for the support they need.

“We’re all on the same team, and when teams work together and play together, they kick goals. I will be a united voice for all 537 councils to the government, to the opposition, to the cross benches – no fear or favour.

“There’s no working with one side of politics over the other. It’s about working with all sides of politics – both sides of the house and both houses in Canberra and in our state governments as well.

Mayor Burnett is ALGA’s newest President. Image: ALGA

achieve their goals.

“I just want to be an advocate. I’ve been a strong advocate for my community for many years. If you have a look at Gladstone, there’s lots of investment from industry and government happening, and that didn’t just happen overnight. It didn’t happen by itself.”

Mayor Burnett said the Federal Government and the state governments need to understand that when they partner with local councils, it can help them achieve national goals.

“We can achieve national support. We can solve national issues with local solutions.

“We proved that during the global financial crisis, when the government brought forward additional financial assistance funds to local councils.

“The government said, ‘go forth and stimulate the economy’ and we

the local economies which helped the national economy.

“Then, during the global COVID pandemic, the next government said, ‘here, we’ll bring forward some more financial assistance grants, go and stimulate the economy again’ and we did it again.

“We know that it works. If we can partner with state and federal government, we can help them achieve their goals, and we’ll achieve the goals of our communities as well.”

LOCAL FUNDING, LOCAL SOLUTIONS

Mayor Burnett said that one of the biggest issues facing the local government sector is a lack of untied funding.

“This type of funding can come in several forms. It can be in the form of Roads to Recovery. It can be in the form

shouldn’t come from the larger LGAs.

“What we need to do is increase the pie from the Federal Government so that everyone has additional funds. If they don’t want to give Brisbane, Sydney or Melbourne more funding, then they need to at least draw a line in the sand and say, ‘we’re not taking money away from the capitals’.

“The capital cities have services and infrastructure and projects that they need as well.

“It shouldn’t be taking from the capital cities and giving to the smaller communities. That’s not how it should work. The funds are in Canberra.

“We need to be united, and if we stand together, we’ll be successful.

“I want to dedicate the next four years to uniting the local government sector as their state president and national president, and hopefully we can kick some goals and see some great changes.”

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Good governance, strengthened community outcomes

As returning and newly-elected councillors begin their terms across Victoria, VLGA is on hand to support elected representatives to meet the needs of their communities.

The Victorian Local Governance Association (VLGA) has a long and proud history of supporting councils and councillors to deliver positive outcomes for their local communities through high performance leadership and effective governance.

As a member-run and independent organisation, we are the peak body for Victoria’s councillors, with a proven track record of supporting councils to change culture, improve conduct and demonstrate good local governance.

For 30 years the VLGA has been a representative voice for its members, as well as a key provider of training and professional skills development to enhance councillor capabilities and ensure elected representatives are well equipped to represent their communities.

The VLGA is a trusted advisor to the sector with a proven track record of supporting councils to change culture, improve conduct and deliver on good local governance.

It is also known for its advocacy work in demonstrating how addressing issues like gender equity and gambling reforms leads to strengthened governance and the enhanced health and wellbeing of communities.

As councils across Victoria have recently embarked on a new term, the focus on good governance, accountable leadership and public participation in decision making will be front of mind for many.

The VLGA’s Chief Executive Officer Kathryn Arndt said all councils are facing challenges to their financial sustainability from rising cost pressures, rate capping

With the right governance structures in place, local communities thrive. Image: maxim ibragimov/shutterstock.com

and cost shifting, coupled with increasing pressure from communities for councils to deliver more with less. This landscape has further highlighted the need for elected representatives to be high calibre leaders and ethical decision makers.

“There is an identified need for the diverse and growing network of community leaders elected to local government to be more connected, informed, and capable of providing good governance for the communities they serve,” she said.

“As a result, the VLGA is focused on leadership development, skills training and the good governance requirements of local representatives.

“The VLGA has a proven track record of collectively supporting councils to perform at the highest level, so they are best placed to deliver

around local priorities and the future of communities.

As the level of government closest to community, the opportunity for participatory democracy is at its highest.

Community expectations around the different ways councils engage and involve community members in decision making has also intensified in recent years. Community members want to have a strong and impactful voice in shaping the future of the communities where they live, and they are becoming more vocal in that space.

As a result, Ms Arndt said there is greater public scrutiny on how and when councils engage, and a need for greater transparency from councils on how community feedback is fed back into decision making processes.

“Investing in good governance ensures the diverse, and sometimes missing voices within communities, are empowered and are actively engaged in the decision making of local government,” she said.

“When communities, economies, and the environment are well governed; people feel they belong, can contribute, and most importantly can thrive.”

In addition to supporting councillors to realise their true leadership potential

and increase their impact, the VLGA also assists the sector by carrying out research, policy analysis and advocacy on behalf of local councils.

This work has taken on new meaning in recent months following the new reforms introduced by the Victorian Government.

“These changes to the Local Government Act 2020 are significant and many councils are still unclear exactly what this means for them as they move into a new council term,” Ms Arndt said.

“What I can be certain of is that the VLGA is well positioned to support councils and councillors in navigating these changes and helping introduce effective and consistent policies and processes to support them.”

The VLGA is currently delivering a series of councillor and mayor induction programs which align with the new mandatory training requirements set out in the Local Government (Governance and Integrity) Regulations 2020. Both the Councillor Readiness Program and the Mayoral Leadership Program are designed to inspire and support councils and councillors in good governance and set them up for success.

Ms Arndt said promoting the important role good governance plays in highperforming councils was the guiding principle for the VLGA’s work and forms the foundation for its training and professional development programs.

“Good governance is about ensuring good processes exist for making and implementing decisions. It’s important to remember it’s not necessarily going to ensure the right decision is made but it is about having robust processes in place, so the decisions made are well informed.

“Good decision-making processes and good governance go hand in hand. When entrenched in an organisational structure, they not only enhance the ways of working within councils, but they also lead to enhanced service delivery, decision making which is socially, economically and environmentally responsible and more harmonious, respectful and inclusive conduct from councillors.

“Another benefit of good governance is the impact it has on encouraging greater

collaboration between councils and other tiers of government.

“Effectively building more resilient communities requires partnerships, not only between state and federal governments but also between councils themselves.

“The VLGA welcomes the opportunity for local government to sit around the table with other tiers of government and work together to find solutions to issues.

“Local government is best placed to advocate for and understand the issues facing communities. Councils can and do make valuable contributions to these conversations, and it is important that is recognised.”

Similar benefits apply when addressing community planning and design. “When councils work in partnership with their neighbours you see greater continuity in community infrastructure delivery, you avoid duplication and residents and ratepayers are the ultimate winners.

“A collaborative approach also ensures critical infrastructure connects one community with another, leading to improved social cohesion.”

As the VLGA moves into its fourth decade it is setting itself some ambitious goals, including bridging the gender gap of elected representatives.

Ms Arndt said engaging communities which have long been disenfranchised or under-represented at a local government level was important to the future success of the sector.

“Our vision, and it is one shared by the Victorian Government, is to see 50 per cent of women elected as councillors and mayors by 2025.

“We know that women play a pivotal role in the leadership of their communities but often this work is not formally recognised.

“With a strong history in advocacy and eliciting change, the VLGA is committed to closing the gender gap.

“Diversity in the council chamber inevitably leads to strengthened and more informed decision making. We want local councils to look like the people they represent. This is particularly relevant for a tier of government that is positioned closest to community,” Ms Arndt said.

Kathryn Arndt. Image: VLGA

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Active Transport fund now open

Closes Jan ‘25

Battery-electric buses reduce emissions, noise pollution and maintenance requirements. Images: VDI Australia

Keeping communities moving sustainably

Community transport is an essential service, enabling residents to participate fully in local life and access critical services.

From connecting people with employment and education to providing transport for medical appointments and social activities, community transport reduces social and economic inequalities and fosters stronger, more inclusive neighbourhoods.

As councils look to enhance these services, the choice of transport becomes crucial. VDI Australia – a family-owned business and the exclusive distributor of Yutong battery-electric buses in Australia – offers community transport solutions that meet both operational needs and environmental goals.

By equipping councils with batteryelectric buses, VDI supports independent living and provides communities with dignified, eco-friendly transport options. VDI is the only supplier offering an electric bus in the small bus segment, meeting a unique need for councils seeking sustainable options at scale.

SUPPORTING THE SHIFT TO SUSTAINABLE TRANSPORT

VDI Australia is committed to enabling councils to achieve their sustainability and community goals through an advanced range of battery-electric and small buses, purpose-built for local government areas. Designed to reduce emissions and provide a quieter, more comfortable ride, these vehicles help councils make a positive environmental impact while meeting the expectations of residents, regulators, and communities.

EMPOWERING DIGNIFIED, INDEPENDENT LIVING

VDI’s vehicles are designed with community needs in mind. They help councils support the elderly, people with disabilities, and those in need, enabling them to live independently at home. By providing safe and reliable transport, councils can reduce the burden on care

facilities and ensure their residents have the freedom to access services while staying connected to their communities.

SUSTAINABILITY FOR A CLEANER FUTURE

Battery-electric buses significantly reduce emissions, noise pollution, and maintenance requirements, creating a more comfortable experience for passengers and drivers alike. This transition to electric fleets aligns with broader environmental goals, and VDI Australia stands as a partner for councils looking to make this shift, offering expertise and hands-on support at every stage of the process.

QUALITY AND RELIABILITY

VDI’s commitment to quality goes beyond procurement. Every Yutong bus distributed by VDI is rigorously tested at every stage of its build to meet Australian standards, ensuring

optimal safety, durability and reliability in Australia’s varied conditions. Designed to stand the test of time, these buses combine advanced safety features with passenger comfort, providing councils with confidence in the long-term performance and reliability of their community transport.

As the only provider offering batteryelectric options in the small bus segment, VDI Australia delivers vehicles with premium safety and comfort features. The buses cater to councils’ needs for cost-effective, low-maintenance solutions that enhance the passenger experience, especially for those with mobility needs. This focus on quality and passenger experience underscores VDI’s dedication to supporting Australia’s communities sustainably.

STREAMLINED PROCUREMENT AND COMPLIANCE

As a pre-approved supplier with Local Buy, Queensland’s primary procurement partner for local government, VDI Australia simplifies the procurement process for councils in Queensland, the Northern Territory, and Tasmania. This pre-qualification helps councils save time and resources by offering a compliant, efficient way to secure high-quality transport solutions without needing to undertake lengthy tenders.

VDI’s pre-approval status ensures councils have a compliant, budget-

Australia, councils can focus on what matters most: delivering accessible, reliable, and environmentally friendly transport to community members.

ECONOMIC IMPACT AND COST EFFICIENCY

VDI’s battery-electric buses offer councils a compelling economic advantage, with lower total cost of ownership over time. These vehicles help councils meet budgetary goals by reducing fuel and maintenance costs, while also delivering a positive environmental impact. By choosing VDI’s solutions, councils can meet their economic and environmental objectives without compromising on quality.

DEDICATED TO AUSTRALIAN COMMUNITIES

By partnering with VDI Australia, councils are choosing a provider that prioritises community, sustainability, and customer service.

As a family-owned business, VDI understands the unique needs of Australian councils and delivers personalised service to support their goals. With expertise in electric fleet transitions and a commitment to innovation, VDI is the ideal partner for councils looking to elevate their community transport.

To learn more, visit vdiaustralia.com.au

VDI’s vehicles help councils support the elderly.

VDI is the only supplier offering an electric bus in the small bus segment.

Elevate fleet vehicles into true mobile workspaces

Local governments carry out a raft of services for their residents – from maintaining streets, parks and public facilities to keeping local wildlife and pests under control –and council staff need access to the wide range of tools required.

The full canopy ute is the perfect all-rounder. Images: Hidrive

With such a broad range of functions carried out by maintenance staff, these employees need the right gear to ensure the jobs are carried out efficiently for the public – and ensuring that this is achieved begins with providing the right vehicle equipped with the right tools.

Hidrive is the only local manufacturer of ute and truck service bodies with a company-owned national installation network and the ability to supply councils all over Australia with a tailored solution for all council applications. Its national coverage allows Hidrive to provide high quality service locally, even working with local dealers or councils’ preferred fleet management organisations (FMOs). They offer an unrivalled range of service body builds for the local government sector, meaning there’s something for every contractor in a council’s team.

A FIT FOR EVERY PURPOSE

Hidrive offers a range of purpose-built service body builds for the many different tasks in the local government sector.

These include:

Parks and gardens

Keeping public green spaces pristine, safe and accessible is a valued service provided by the councils. This durable and space saving tool canopy design completes an ideal parks and gardens ute. It offers a central aisle for bulky tools and equipment, plus lockable storage boxes with a range of shelving for all the tools of the trade.

Mechanic

Hidrive’s mechanic build is an exceptional mobile workspace for mechanic-based trades and technicians. With inclusions like ‘one-click’ shelving, underbody storage, an air compressor and much

more, this service body provides space for everything council staff need to get the job done, meaning fewer trips back to the depot and minimal downtime.

Animal management

This ergonomic canopy is designed to ensure the safety of rangers as they manage and transport companion animals and wildlife. The single or divided space options provides comfort for the animals being transported.

Cleaners

Tailored for public facility maintenance workers, this service body provides secure compartments with a bund for both chemicals and bulky tools, making the job safer and faster.

All-rounder truck

Hidrive also offers an all-purpose truck option, delivering the ultimate trades unit for the plumber, street furniture and signage team, or the regional

all-rounder. This part canopy service body offers the best of all worlds with a secure, dust and watertight canopy at the front and an open tray section at the rear — perfect for storing wheelbarrows, rubbish bins or even a park bench.

UTILITY AND STRENGTH IN THE FIELD

Hidrive’s ute and truck service bodies are built with lightweight but durable and wear resistant materials. These canopies are built to last, minimising wasted funds and costly downtime for repairs. In fact, Hidrive’s canopies are so durable, the are expected to outlast their vehicle. Thanks to their modular design, these service bodies can be removed and attached to a new vehicle as fleets are upgraded or replaced. Despite their toughness, the canopies are lightweight, ergonomic and maximise safety and utility. This allows council staff to save on fuel costs, carry more, stay under legal payload and reduce breaking distances without sacrificing the durability the job demands.

Hidrive is the first Australian manufacturer of service bodies to receive a triple ISO accreditation. With approval in sustainability, safety and quality, local governments can be sure that Hidrive products will meet all their needs.

To learn more, visit hidrive.com.au/government-sector

The animal management cabin offers comfort for animals being transported.

Easy access for animals is key.

Using tech to give ratepayers what they want

By Peter Nelson, Managing Director Software Products, Datacom

As newly elected councillors settle into their roles and look for opportunities to make an impact, the research shows technology could help them deliver some early wins for their ratepaying stakeholders.

Our team at Datacom –Australasia’s largest homegrown tech company – commissioned a survey of 2,000 ratepayers across Australia to ask them what they want from their council, and what services they value the most. The findings show technology could provide the answers to some of the top concerns and agenda items for Australian ratepayers.

MAJORITY OF AUSTRALIANS DON’T FEEL HEARD

Only about a quarter – 27 per cent – of Australians feel heard by their council, down from 35 per cent in 2023.

Engagement is also down, from 55 per cent last year to 52 per cent this year. Digital tools such as apps offer a simple tool that councils and councillors can use to improve how they communicate with residents. If councils don’t want to invest in building an app from scratch, there are existing options – like Antenno app, which is already in use with more than 40 councils and local government organisations – that they can adopt and have running very quickly.

Effective two-way communication can also help councils tell residents about all the services they offer. Two-thirds of Australians who took part in the survey were not aware of the full range of council services. Councils do a vast amount of vital work in their communities, managing libraries, parks, venues, planning, noise control, and street maintenance. But not all residents know what’s available or where councils are spending their revenue. This is a problem because 50 per cent of respondents say they want “better value for money” from their council, rising to 52 per cent among younger generations.

How much would that number reduce if people knew about all the services available? Better communication might be an easy win when it comes to resolving

Communication is at the heart of resident satisfaction for councils. Image: maxim ibragimov/shutterstock.com

the ‘value for money’ issue, rather than councillors promising to reduce rates or offer more services. If more people knew what was on offer and could make use of it, more value would be unlocked without any additional spend.

Residents are clear that they want to see their councils embrace technology. Only 37 per cent of respondents think their council has “a positive relationship with technology” and 39 per cent say

Peter Nelson. Image: Datacom

investing in technology would improve councils’ overall service delivery. Technology could also help councils boost trust and confidence levels: 45 per cent of respondents said council investment in technology would increase trust, and 70 per cent said it would give them more confidence in their council.

This doesn’t present a significant barrier for councils, because there’s wellestablished technology and tools already available. We’ve worked with 117 of the 527 councils across Australia, and we’ve seen firsthand the impact the right platform or app can have. For instance, we have helped councils implement Datascape, which enables two-way communication, and that is being used in myriad ways by councils and their communities. These include sending timely reminders to people about when to put out the bins, making it easy to report a stray dog or alert the council to damage from weather events, upload a geotagged photo of a broken street sign, or reserve a gazebo at the local park for your next community event.

Councils have told us they get plenty of positive feedback from ratepayers when they improve their technology to make life easier for ratepayers, and our latest survey supports their experiences. Of the Australians we surveyed, 44 per cent want faster processing and 43 per cent would like simpler application processes.

Apps are fast, easy, and fit perfectly into our everyday lives. We already bank and

shop on our phones at times that suit us, so why should we need to call our council during fixed hours or submit an email and wait for it to be processed? Traditional channels need to remain open, but giving residents more ways to engage is a win-win. Users love it, and councils can get more information, more quickly, allowing for faster processing through automation.

MOST VALUED COUNCIL SERVICES

Ratepayers were also asked which council services they value the most, and these three were the top priorities:

on these three services it is likely to be a popular approach with their constituents. A push for greater financial transparency would also be well received, with 84 per cent of Australians saying this would make them trust their support

A more innovative approach to grant applications

Applying for grants can be a stressful process, and in the modern environment, applications need to be backed by solid data that outlines the need for funding streams.

To provide the best possible services for their communities, councils need to supplement their ratepayer income with a variety of state and federal grants.

If councils want to successfully apply for such grants – and access the revenue generation that can potentially unlock – they need to make a strong case outlining the value that will be derived through the provision of funding. All councils are fighting for the same funds, and applications need to have an edge to ensure they’re selected.

This is where smart technology comes in. Artificial intelligence of things (AIoT) technologies can find income sources where previously there were none by capturing the data councils need to make a strong business case for grant applications

CONVEYING VITAL DATA POINTS

Secure Agility is a leading provider of AIoT technology, offering integrated and tailored solutions that councils can use to record and analyse their data to better inform decisions, outline ROI potential and put together comprehensive funding applications.

For example, a large Sydney council that is poised to become the city’s third CBD has many traffic bottlenecks in its roads that need to be rectified.

The city needs to secure funding for upgrades to roads and projects like replacing roundabouts with traffic

lights, but it requires an evidence base with which to seek this funding. Secure Agility’s AIoT solutions can capture data points like traffic density, speed and near-misses, allowing the council to analyse where and why traffic is stalled or unsafe and create a case for how it can use government funding to fix the problem.

FUTURE AIOT SOLUTIONS

As AIoT technologies continue to advance they will be able to deliver more sophisticated data analysis, in a more dynamic and user-guided way. With more closely integrated AI software, once councils have a baseline of data they can draw from, AIoT technologies will be able to produce reports that actually start to predict events. For example, users can gain insights into when upgrades will be required, and they can even talk to their data and ask questions of it to gain insights in an automated, evidencebased fashion.

This all might seem like a far-off concept, but the reality is, AIoT technologies are getting close to providing these solutions – but to take advantage of them, councils need to start tracking their data right now, so they’re in the best place to take advantage as technology advances.

To learn more, visit secureagility.com/iot-exploration

Navigating dated systems is a common source of frustration for council employees, but understanding common barriers to efficiency can set councils on a better path forward.

Working in local government is tough. Employees are operating in complex environments and facing intense public scrutiny as they deliver an ever-growing range of services to many stakeholders. With councils having to justify every dollar spent, most teams are at capacity and making do with the systems they have. Those disconnected systems are generally characterised by manual processes that further slow their work. The result is frustrated staff and residents, wasted time and energy for workers, and added labour costs.

Running off older systems can lead to operational efficiency challenges in councils. Some of the most common roadblocks include:

1. CHASING INFO, WASTING TIME

When council employees spend half their time searching for information, it’s often the result of disconnected systems and siloed data sources. When running

large, complex organisations offering a wide range of services, it makes sense to use several software systems and tech tools. The problem comes when these tools — and the data they store — are not connected effectively. This can be particularly problematic in Australian local government organisations. Often, teams are working with purposebuilt software designed to support compliance with regulation. Councils can have data held in dozens of disparate systems, making it difficult to find or use the information needed.

In local government, service delivery depends on access to accurate, upto-date data. If employees have to sift through information or search several databases when they need answers, it’s likely to slow things down and lead to errors.

2. PAPERWORK OVERLOAD

According to one study, council workers spend an average of eight hours a week

Research suggests that the use of AI could save each public sector worker around four hours a week. The findings showed that AI could help by summarising meetings, minimising manual notetaking and transcribing, streamlining task completion and incident triaging and decreasing the The

managing information and data. While some of this work is high-value analytics and reporting, much of the time is spent on repetitive manual tasks – data entry, consent approvals, reporting, documentation or replying to residents’ questions. This isn’t just tedious for employees; it also wastes time people could be spending on more important things and lets more errors slip through. When dealing with critical services like housing, roading and healthcare, these kinds of errors can impact the community and are a risk for fines or legal consequences.

3. MISSING AI’S REAL POTENTIAL

amount of time needed for compliance reporting. However, not all AI is created equal. A council may have adopted an AI tool or two, but that’s not the end of the story. AI is only as good as the systems it works with and the data that feeds into it — so if a council isn’t using a seamless, integrated system behind the scenes, it’s unlikely to get the promised benefits that come with AI.

4. SPENDING MORE ON IT FIXES THAN CITIZEN SERVICES

The highly specialised software that councils often use is generally slower to evolve and unable to deliver on modern expectations for real-time data access and seamless user experiences. It is also difficult to maintain and expensive to upgrade. Because the systems can’t easily be integrated, councils miss the benefits and functionality of newer technologies and platforms.

5. SKYROCKETING SERVICE EXPECTATIONS

While local government can feel totally separate from the world of retail and other services, residents don’t necessarily see it that way. As commercial businesses offer increasingly streamlined, personalised and prompt services, expectations of council service delivery rise as well.

time access to their personal data, immediate responses to questions or issues, and service that links up over all touch-points — from online presence and phone lines to in office.

The only way to deliver that is with interoperable systems. This lets councils build digital ecosystems that connect seamlessly across the organisation and with external suppliers.

Unfortunately, fragmented systems can be a barrier to this level of service delivery. If core systems don’t connect, it’s harder to deliver a consistent customer experience across all channels. Disconnected data sources can also make it hard to build a full picture of each constituent. It’s a common issue: one Forrester survey found that just 38 per cent of local government organisations felt that they had enough data for a 360-degree view of their citizens. This can lead to inconsistent service delivery, long wait times and dissatisfaction for residents.

OVERCOMING THE CHALLENGES

The benefits of integration, AI, and automation couldn’t be clearer — but the path to implementation can be murky. Many councils are running on empty when it comes to internal capability, budgets and resources, so a major upgrade can seem daunting.

That’s where an implementation partner like Fusion5 comes in. Fusion5 has over 20 years of experience, a 90-strong team of integration experts and a proven method for measuring and enhancing the integration capability of councils. This means Fusion5 is well-placed to support councils through an integration journey.

Platform agnostic, Fusion5 focuses on building a solution that fits each council’s individual needs and budget – whether that’s reconfiguring old systems or bringing in an entirely new solution.

With the right technology, there are real opportunities to streamline operations, improve service delivery and better meet community needs.

To further explore the roadblocks to efficient local government operations, Fusion5 has prepared a comprehensive eBook, 5 ways to leverage AI and automation for smarter government, which outlines the challenges and puts forward the solutions for councils looking to enhance their working environment.

To learn more, visit https://www.fusion5.com. au/integration-services/ council/?utm_source=Campaign&utm_ medium=Referral&utm_ content=landingpage&utm_ campaign=S-Integration-landingpagecouncil-5-ways-to-leaverage-aiautomation

AI can help councils plan smarter cities. Image: Chamara/stock.adobe.com

Leadership at all levels

Wfocus their leadership programs on the upper and executive levels, Interflow Managing Director Daniel Weaver sees success, and the concept of leadership itself, in a different way.

“Leadership is not about rank or hierarchy, or where you sit in the organisational structure,” he said. “It’s about creating a particular type of environment.”

In that environment, the individual and anybody working with them is encouraged to be their best. And so, an effective leader has powerful impact on the people around them, who feel good about going to work and are physically and emotionally safe.

With almost 700 people in the Interflow team, Mr Weaver believes each and every one of them has a role to play in shaping the work environment.

His passion is around ensuring every individual is clear on what it takes to be a great leader at Interflow and has the opportunity and the tools to lead in their capacity.

“The potential of our people is limitless,” Mr Weaver said. “So I think, in terms of the people at Interflow, the best is yet to come. My goal is to help them reach their full potential.”

Leadership is about creating the right environment for employees.

Images: Interflow

Converge is Australia’s premier event for Sub-Contractors, Project Engineers, Council Fleet Managers, and Large-Scale Construction Contractors across the municipal works, civil construction and infrastructure space.

Through a mixture of live demonstrations, equipment showcases, and conference spaces, Converge will bring industry experts together to share knowledge and deliver solutions for building and maintaining Australia’s future. convergeexpo.com.au A new event for

QUICKVIEW 360 REVOLUTIONISING AUTOMATED MANHOLE INSPECTIONS

Automated Inspections: Perform rapid, accurate manhole inspections with high-definition 360-degree video.

Cloud Connectivity: Seamlessly transfer inspection data to the cloud via the WinCan WebFlex app.

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Efficiency Boost: Inspect more manholes in a single day, transforming hours of manual work into minutes

Portable and Wireless: Operates without cables, increasing operator mobility and ease of use.

Contact SECA today to explore how the Quickview 360 can save time and improve the precision of your manhole inspections. Visit us online at seca.com. au or call 1800 028 584.

Turning data into insight

As wastewater networks become more complex due to population growth and advanced monitoring technology, asset managers are looking to leverage AI and cloud technologies to improve operations.

Avital aspect of maintaining sewers is understanding asset conditions across a network. Modern intelligent inspection technology is making it easier to collect, analyse and report inspection data.

By utilising AI-powered, cloud-based solutions with seamless GIS integration, wastewater network engineers can improve the efficiency and cost effectiveness of their maintenance to deliver increased network reliability and better budgetary outcomes.

WinCan inspection software, available through SECA, offers powerful data analytics, cloud-based flexibility, and planning and budgeting support, all in a tailorable, userfriendly platform.

WinCan is made up of a suite of different modules which come together to deliver data analysis solutions that identify trends, pinpoint hotspots for priority maintenance, and even forecast budgets in a cloud-integrated, AIsupported inspection environment.

WinCan’s range of reporting and data visualisation tools create a single source of essential data that wastewater infrastructure managers can use to gather any level of insights they may need.

COMPATIBILITY AND ACCESSIBILITY

WinCan is compatible with all major types of pipe inspection cameras, and its continuous development means the platform will be able to support new technologies as they emerge.

The software streamlines the collection of pipe inspection data and makes that data seamlessly available to engineers and management for analysis and reporting.

WinCan is a powerful software that requires some training to use effectively, particularly for those unfamiliar with reporting software and inspection codes. SECA’s WinCan Business Manager, Hugh O’Sullivan, will provide the necessary training to help users become familiar with the system’s features and functionality.

For beginners, the search function allows users to enter terms and view related codes, though understanding and navigating the full range of codes may need initial training and set up. SECA also provides ongoing support to ensure users have access to assistance as they continue to build confidence and proficiency with WinCan.

The collected data is presented in comprehensive grid and schematic views. This makes understanding asset data quick and easy, and reports are updated in real time as inspection information is added or changed.

FLEXIBLE REPORTING AND TRACKING

Asset managers can use WinCan’s flexible reporting system to customtailor reports to their needs. Text and pictures can be arranged as desired, the size of columns and lines can be

adjusted, and dynamic values can be generated and stored for reuse.

WinCan also empowers users to track the progress of work orders, check crew statuses and assess system conditions seamlessly. The software integrates with other industry-leading municipal asset management applications, ensuring the status and needs of one sewer department can automatically roll into broader asset tracking and resource planning activities.

Data is only as valuable as the insights it gives. WinCan unlocks the hidden potential of inspection data through its powerful cloud-enabled analytics, enabling asset managers to turn their sewer data into actionable insights and manage their infrastructure and resources in real time.

To learn more, visit seca.com.au

WinCan gives wastewater infrastructure managers a high level view of what lies beneath. Image: SECA

Keeping lights on and prices down

Emergency lighting is an essential service provided by councils around Australia, and it’s critical that cost-effective solutions are deployed.

In August 2023, Redland City Council was reviewing the cost effectiveness of their existing emergency lighting. Poor wireless signal quality had meant that excessive router infrastructure had been necessary, making the cost of ownership, as well as testing and servicing, considerably higher than it might have been.

537 square kilometres of South East Queensland, with several islands

including North Stradbroke Island and the islands of Southern Moreton Bay, such as Macleay Island and

each property on every island, meaning that labour costs were substantial.

The council engaged electrical

Remote monitoring of emergency lighting at council properties is possible with NHP’s Stanilite NexusRF. Image:

“I recommended that if we installed the right systems, we could reduce those labour costs significantly.

“We’d had a lot of experience working with the Stanilite NexusRF system, which is distributed by NHP. We’d always been happy with Nexus RF, so we set up a meeting with NHP and Redland City Council to offer a reliable, costeffective solution.”

NHP supplied a single router for ELS to install in the for the refit for the council’s

administration building. The router immediately meshed with all products over the three levels of office space, without a single communication issue.

“We also put a remote device in, so that the council team and I can log in and look at it whenever they need to,” Mr Foreman said.

Town halls and other council buildings act as places for communities to gather during disaster events; and emergency lighting is critical. Image: rweisswald/shutterstock.com

A number of buildings were clad in BONDEK, which meant the previous emergency and exit lighting manufacturer had provisioned for a router in each building, leading to higher costs. Thanks to the extended remote antenna fixed to the NexusRF routers, the signal from fittings to routers can now find an easy path without the building material inhibiting the signal. The council could therefore reduce the number of routers, delivering considerable cost savings.

“Unlike with some emergency lighting manufacturers, there’s no need for a computer there, which is one of the big advantages of NexusRF,” NHP Product Manager for Emergency Lighting Kieran McLeod said. “Our system starts with a device the size of an iPad. It’s a lot more cost effective to set up and less cumbersome in size, which translates to far superior mobility when maintaining the emergency lighting.”

According to Mr Foreman, “It was great to have Kieran from NHP joining me on a site walk through with me to assess the appropriateness of the Nexus RF with the wireless networks. I was able to lean on Kieran’s intimate knowledge of the product’s capabilities. We decided together where the new routers would go and how we could limit the number of new routers, because in the main admin building, there was five routers for 234 fittings and currently we’re only on one new Nexus RF router that’s got about 88 fittings on it. This reduced the amount of infrastructure needed by 80 per cent compared to the legacy system.”

ELS and NHP helped Redland City Council solve the problem of the high cost of labour in visiting each island regularly for testing and maintenance via the Stanilite Nexus RF remote monitoring system. Nexus RF’s capability to perform cloud-based testing removed the need for costly travel, which stands to save the council 67 per cent in labour hours.

At the time of publishing, 239 fittings have been installed across six council sites, with more planned

To learn more, visit nhp.com.au/NexusRF

Every day I’m hustling

Councils that want to keep public green spaces attractive and accessible to residents and visitors need industryleading lawn management equipment.

Hustler Mowers have been developing mowers for decades and as a leader in the sector, local governments that use their machines can benefit from reduced repair costs, and improved work speed and lawn quality.

The company has a rich history that began in 1964 when John Regier, an innovative engineer, developed the world’s first twin-lever zero-turn mower. This groundbreaking invention was inspired by the need for a more manoeuvrable riding mower, capable of efficiently navigating around obstacles. The result was the Hustler mower, named after the US Air Force B-58 Hustler bomber, known for its speed and agility.

Hustler Mowers feature industry-leading designs.

Images: Stanley Black & Decker

The mowers are perfect for council environments.

The introduction of the zero-turn mower revolutionised the lawn care industry. Its unique design allowed for unparalleled manoeuvrability, enabling operators to turn on a dime and significantly reduce mowing time. This innovation set a new standard for efficiency and performance in lawn care equipment.

Excel Industries, based in Hesston, Kansas, recognised the potential of Regier’s invention and began manufacturing Hustler Mowers. This partnership marked the beginning of a new era in lawn care, with Excel Industries scaling up production to meet the growing demand.

Over the years, Hustler Mowers expanded its product line, introducing various models for both residential and commercial markets, each building on the legacy of the original zero-turn mower.

For 60 years, Hustler Mowers has remained at the forefront of the lawn care industry, consistently pushing the boundaries of what is possible. The company’s commitment to innovation is evident in features like the SmoothTrak™ steering system, which offers precise

control and smooth operation, and the HyperDrive cooling system, which reduces the temperature of the oil in wheel motors to extend the life of the hydraulic system. These features come standard on Hustler Mowers’ Super Z HD and Super 104 models, and the VX4® deck technology, which ensures superior cutting performance and commercial durability.

Hustler Mowers’ zero-turn technology and wide cutting decks allow for faster mowing of large areas, significantly reducing the time and labour required. This efficiency is crucial for commercial landscapers and municipality managers who need to maintain extensive properties and public spaces.

Built with heavy-duty frames and fabricated steel decks, Hustler Mowers are designed to withstand the rigours of frequent use in demanding environments. This durability ensures long-term reliability, reducing downtime and maintenance costs for commercial and municipal operations.

With adjustable cutting heights and powerful engines, Hustler Mowers can handle various types of grass and

terrain, making them suitable for diverse applications such as parks, sports fields, and roadside verges. This versatility is essential for maintaining the varied landscapes found in municipal areas. Ergonomically designed seats, suspension systems, and easy-to-use controls enhance operator comfort, reducing fatigue during long mowing sessions. Comfortable operators are more productive and can maintain highquality work over extended periods.

Safety is paramount in public spaces. Hustler Mowers come equipped with features like roll-over protection systems (ROPS), seat belts, optional reardischarge cutting decks and emergency shut-off switches, ensuring the safety of both operators and the public.

With a rich history of innovation and a commitment to excellence, Hustler Mowers is poised to continue its legacy for many years to come, providing reliable and efficient solutions for commercial and municipal lawn care needs.

To learn more, visit stanleyblackanddecker.com/brands/ outdoor/hustler

Innovation in mowing saves time and money for councils.

Powering Australia’s future

Solar panels are an important part of communities around Australia, and councils can benefit from solar energy in an ever-growing number of settings.

Agroundbreaking partnership, known as QuadraSola, has been formed between Decon Corporation, Solagenica, Deloitte Emissions Solutions and GreenRen Power to introduce innovative solar structural insulated panels (SSIPs) to the Australian market.

This collaboration marks a significant milestone in Australia’s journey towards a sustainable and energyindependent future.

Decon Corporation, a leader in manufacturing switchboards, electrical components and clean energy solutions, will spearhead the production of these revolutionary SSIPs at its expansive facility in Scoresby, Victoria. Featuring a proprietary fibreglass skin and EPS core, these SSIPs surpass traditional wood or steel structures in both strength and energy efficiency.

QuadraSola will utilise advanced no-glass, no-soldering interdigitated back contact solar cell technology in their SSIPs, providing the highest level of solar power efficiency. This technology maximises solar cell efficiency, ensuring optimal power output.

This partnership harnesses the collective expertise of all parties in advanced solar technology, paired with Decon’s extensive manufacturing capabilities and deep understanding of Australia’s electrical and telecommunications infrastructure. The synergy promises to drive widespread adoption of sustainable building practices across the country.

Australian councils can play a crucial role in accelerating the adoption of SSIP technology. By incorporating SSIP technology into new construction projects and retrofitting existing buildings, councils can lead by example and inspire their communities to embrace sustainable solutions. Additionally, councils can implement policies and incentives to encourage the use of SSIP technology in local developments.

THE POWER OF SSIPS

Solar structural insulated panels are prefabricated building components with an insulating core sandwiched between

two laminated panels. They provide superior thermal performance, reducing energy consumption for heating and cooling. These panels not only offer excellent insulation but also generate clean, renewable electricity.

The potential of this technology extends well beyond residential homes. The partnership envisions a broad range of applications, including:

• Residential: energy-efficient, sustainable and potentially off-grid homes

• Commercial: cost-effective, ecofriendly and highly adaptable buildings

• Agricultural: durable, energy-efficient farm buildings that generate power

• D isaster relief and emergency housing: rapidly deployable, self-sufficient shelters

• Remote and off-grid communities: independent, sustainable living solutions

• S ocial housing: affordable, resilient and energy-efficient housing

• Additional applications: backyard suites, storage sheds, medical facilities, job site accommodations and mining shelters

SUPPORTING AUSTRALIA’S RENEWABLE TRANSITION

SSIP technology aligns seamlessly with the Australian Government’s Future Made in Australia initiative, which prioritises renewable energy development. By embedding solar power generation into the building envelope itself, SSIP systems are poised to make a substantial impact on the nation’s decarbonisation goals.

Key benefits of SSIP building systems include:

• D ecentralised energy generation: producing electricity on-site reduces reliance on the central grid, bolstering energy security

• Lower carbon emissions: integrating solar power into building materials significantly reduces greenhouse gas emissions

• Job creation: the production and installation of SSIPs will create jobs in the renewable energy sector

• Technological innovation: SSIP technology represents a forwardthinking approach to construction, fostering a domestic supply chain for renewable energy components

• Community resilience: SSIP buildings offer on-site power generation, improving resilience during grid outages

A BRIGHTER ENERGY FUTURE

The collaboration through the QuadraSola partnership is set to reshape Australia’s energy landscape. By marrying advanced solar technology with energy-efficient building materials, this partnership offers a compelling solution to Australia’s energy challenges. As the demand for renewable energy continues to surge, this innovative approach to construction will play a pivotal role in reducing greenhouse gas emissions and building a sustainable future. The partnership is expected to create new employment opportunities, stimulate economic growth, and bolster Australia’s standing as a global leader in clean energy technologies.

With SSIP production now underway at Decon’s facility, Australia can look forward to a wave of sustainable, energy-efficient buildings that redefine how we live and work. By embracing SSIP technology, Australian councils can contribute to a cleaner, more sustainable future for their communities and the nation as a whole.

Solar structural insulated panels. Image: Decon

Beautifying Melbourne’s laneways

Melbourne’s laneways are an iconic part of the city’s aesthetic, so developing a waste solution that removed unsightly bins from these popular spaces was critical.

The businesses in and around Melbourne’s CBD laneways –such as high traffic restaurants – produce large volumes of waste, so an effective and elegant solution to waste management was needed.

Aside from the unsightly nature of the bins, the waste was causing additional problems such as odour and anti-social behaviour which needed to be addressed.

The latest addition to City of Melbourne’s garbage compactor and recycling hub program features a shared use mini compactor, which gathers the waste of multiple businesses. Businesses that make use of this solution take their waste to the compactor, tap a card to record their usage and are charged appropriately.

The co-designed mini compactors can hold 15 bins worth of waste in one unit, drastically reducing the number of bins in the laneways and storing the waste effectively until it can be transported away.

This reduction has helped to beautify Melbourne’s laneways, supporting local businesses and maintaining the appeal of these popular and iconic public spaces.

UNITING IN INNOVATION

The development of the new solution was a team effort that brought together multiple parties. City of Melbourne created a project team with services provider Citywide, electric vehicle provider Baumann Sideloaders and specialist waste engineers Wastech Engineering to develop this solution.

City of Melbourne and Wastech Engineering co-designed a solution which ingeniously solved several technical challenges which arose throughout the process. The result is an innovative masterpiece of miniaturisation. The dimensions of

the mini compactor are such that it takes up less space than a single carpark, measuring approximately 3.5m by 1.2m. Fully loaded it weighs less than 4,000kg.

The mini-compactor has a 5:1 compaction ratio using an auger, a tamperproof interface and loading hatch.

As a finishing touch, City of Melbourne commissioned artist Michelle Pereira to create a stunning piece of art which reflects the diverse and vibrant culture of Melbourne’s inner city.

To service the mini-compactor, Citywide turned to the world’s leading manufacturer of sideloading forklifts, Baumann Sideloaders, and asked them to come up with a solution that could navigate the narrow laneways, transport the mini compactor, and, if possible, assist with emptying the compactor back at the transfer station.

The model selected was Baumann’s all electric EGX, which not only has the required dimensions and lift capacity, but also has twin drive motors, making it suitable for covering the transit distance

back and forth to the Citywide Resource and Recovery Centre and Waste Transfer Station in West Melbourne.

Baumann also fitted the unit with a Cascade Fork Rotator, which meant easy emptying of the mini compactor, without the need for a separate tilt table.

Since service began in May 2024, the Baumann has travelled over 1,500km in six months, and has proved both nimble and durable.

Visibility is excellent, and the ability of the operator to lift and place the mini compactor without exiting the cab enhances safety, while the zero emissions electric drive has exceeded expectations, delivering full run times every night and only needing charging twice a week.

The project commenced with a goal of enhancing and beautifying the laneways, and after six months, it’s a resounding success.

To learn more, visit baumann-sideloaders.com.au

Waste compactors and Baumann Sideloaders are keeping Melbourne’s laneways clean. Image: Baumann Sideloaders

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Advocating for community growth

A Victorian council has discovered a winning formula for securing state and federal funding for transformational community projects.

Successful advocacy requires a strategic, coordinated approach that places community needs at the forefront. Brimbank City Council has been focusing its advocacy efforts on partnerships, fostering community support, and pushing for meaningful government action. And so far, it’s a winning strategy.

Melbourne’s western region is home to one of Australia’s fastest growing populations, that is projected to surge from over 665,000 residents in 2021 to 1.75 million in 2051 – more than doubling the population in just 30 years.

At the centre of the west is Brimbank, a municipality grappling with pockets of severe disadvantage due to limited transport options, high traffic congestion, inadequate public transport access, high unemployment, a lack of housing diversity and a less mature development market. This rapid population growth will place unprecedented pressure on local services, infrastructure, housing need and the community, especially in comparison to Melbourne’s east and south-east.

To ensure our community thrives, it is vital that infrastructure evolves

alongside the community and stakeholders. Strong advocacy can be a key driver of infrastructure development and starts with a clear understanding of the resources already at hand to determine where you can leverage strengths and address gaps.

KNOW YOUR STRENGTHS

Brimbank is home to nearly 200,000 residents and is a culturally diverse and vibrant municipality, with over a quarter of its population born overseas, located just 15-minutes west of the CBD and south of the

Melbourne Airport, and adjacent to two major growth hubs, Melton and Wyndham.

Sunshine, a key suburb in Brimbank, is the heart of Melbourne’s booming west, and with ample land available for development, is ideal for the Australian and Victorian Governments’ plans to establish the area as a Priority Precinct and second CBD.

As well as being identified as a Priority Precinct and a popular choice as one of Melbourne’s second CBDs, Sunshine is earmarked as a Metropolitan Activity Centre, National Employment and Innovation

Cluster, and a listed priority project by Infrastructure Australia.

Current government commitments constitute a once in a generation opportunity for investment and will drive significant change by establishing Sunshine as a major transport hub, while increasing job capacity, development for housing and educational prospects.

Ahead of major infrastructure projects such as the Melbourne Airport Rail that is planned to pass through Sunshine Station, Brimbank is in a prime location for transformational change.

CREATING A SHARED VISION

Brimbank City Council’s vision for Sunshine was developed in 2021 through extensive engagement, including community workshops that gathered over 1,400 pieces of feedback. We also conducted one-on-one interviews with Councillors and held briefings with over 600 individuals, spanning businesses, community and environment groups, developers, government, industry, investors, and landowners.

Guided by our Advocacy Framework, we identified key priorities and categorised them as Gold, Silver or Bronze – a ranking system that helps us determine the best course of action and what level of investment of advocacy time and resources would be applied to an issue or project. Gold signifies the ideal time to act, Silver focuses on leveraging influence and Bronze raises the profile of emerging issues. By grounding our vision with this approach, we ensure our advocacy is both relevant and timely, addressing the shared needs of both community and stakeholders.

For the Sunshine Precinct, which is a Gold Priority for Council, the time to act is now – the project is positioned to benefit from key investments and the momentum of transformational change is strong. If successful, Sunshine will become a key economic superhub that will increase capacity by an additional 29,000 jobs and housing for 43,000 new residents by 2051.

LEVERAGING EXISTING INFRASTRUCTURE

A place-based approach is where we leverage existing programs in a specific location or interest area to harness strengths and address challenges. Sunshine’s central location in Melbourne’s west makes it a natural connector for the region. Its strong industrial sector plays a key role in Victoria’s economy, particularly in manufacturing, transport/warehousing and construction industries. Additionally, Brimbank has substantial government-owned and commercial land available for development and by leveraging this with major infrastructure investments makes it a prime candidate for city transformation.

Investments such as the construction of the Melbourne Airport Rail, the Sunshine Station Masterplan and the rebuild of Albion Station pave the way

An artist’s impression of Sunshine Precinct’s transport superhub. Images: Brimbank City Council

Melbourne Airport, Australia’s largest 24-hour airport, employs over 18,000 people, making it Victoria’s biggest single-site employer. Yet despite this, public transport options are limited, with only one bus route connecting the airport to the CBD, forcing most commuters to rely on personal vehicles, emphasising the need for improved connectivity and infrastructure.

The Australian Government has affirmed that the Sunshine Station Masterplan would be a “no regrets” strategy and is moving ahead with the first stage of the Melbourne Airport Rail project.

BUILDING ALLIANCES

Meaningful engagement fosters longterm support, ensuring the community feels truly invested in the cause. And while it’s essential to build community interest and awareness early, it is equally important that advocacy remains grounded and impactful.

Our partnerships with community groups and peak bodies, such as the West of Melbourne Economic Development Alliance, the Greater Sunshine Community Alliance and

Melbourne’s west – have advanced the case for the Sunshine Precinct. Together, we amplify advocacy priorities through a range of channels, including letters to Ministers, submissions to parliamentary inquiries, direct discussions with local MPs, and advocacy campaigns across print, television, cinema advertising and social media.

Representing the community’s voice can be challenging, the focus should be on reflecting the majority’s perspective in an ethical, appropriate, and feasible manner.

Strategic partnerships, such as with the tourism and transport sectors, further strengthens our efforts.

NEXT STEPS

Following Brimbank’s strong advocacy efforts, the Australian Government recommitted to funding the construction of the Melbourne Airport Rail in November 2023, including $63.5 million from the State and Federal Governments to begin the Sunshine Station redevelopment.

However, the Victorian Government has since delayed the project by four years due

into question a range of other major commitments to Melbourne’s west.

So here’s what Brimbank is advocating to happen next:

• We urge the Victorian Government to prioritise the full delivery of the Sunshine Station Masterplan, given the strong developer interest, which will further unlocking jobs and housing growth in the Sunshine CBD.

• Invest to deliver the 3 Victorian Government-owned development sites; Station Place, Sun Crescent and Southern Village, each offering diverse spaces for new businesses and affordable housing to address the current housing crisis.

• Reassessment of the 4-year delay to the Melbourne Airport Rail, ensuring it receives the same priority as the Suburban Rail Loop to ensure the increased transport needs due to the Third Runway can be bet without causing further congestion to the Tullamarine Freeway.

• Begin works now, so that the return on investment can start to be realised in the West and by the State as soon as possible.

Sunshine Station, set to be upgraded as part of the State Government’s Masterplan.

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Government partnerships delivering homes

With the entire country in the grip of a housing crisis, Australia’s state and territory governments are undertaking a wide range of projects to create more homes.

In Victoria, the State Government has set significant targets for housing development and initiated numerous projects.

The State Government’s development arm, Development Victoria, has been partnering with industry and communities to deliver the best possible housing outcomes for Victorians.

Council had the opportunity to speak with Development Victoria’s Acting Chief Executive Officer, Joanne Wandel, about the vital role local government plays in residential projects.

Ms Wandel explained that one of Development Victoria’s primary function is to work with other agencies to unlock surplus government sites and redevelop them for a range of purposes across housing, precinct and civic outcomes.

Ms Wandel said that Development Victoria has a long history in delivering housing across the state’s residential communities, and that the Housing Statement, which was released in 2023 by the State Government, is a key policy driver for the organisation.

“At Development Victoria we deliver diverse and affordable housing, making home ownership possible for more Victorian’s, and the Housing Statement, further reinforces the importance of this,” Ms Wandel said.

“In the last five years, we have delivered 1,500 homes across a range of townhouses, apartments, and also land lots. In the next five years we intend to deliver a further 2,500 new homes. Across our portfolio, over the next ten years, we will be responsible for delivering approximately 9,000 new homes.”

COLLABORATING WITH COUNCILS

Ms Wandel said that the Housing Statement presents a rightly ambitious target, given how many people are finding it harder than ever before to find an affordable home.

“It’s a really ambitious policy, and we can’t do all of that work on our own.

“In the last 12 months, we’ve engaged and worked closely with more than 20 local councils across metropolitan Melbourne and regional Victoria. We know that Victoria is growing at an incredibly fast pace. Councils are very connected to their communities, so it’s really important to us that we work closely with those councils in which we’re delivering projects to ensure that we’re delivering the best outcomes.”

Development Victoria has worked with many councils in the delivery of housing projects. One of the housing projects that Development Victoria has long been associated with is its Aurora residential project at Epping.

“This project has been going for almost 20 years and in that time, we’ve delivered homes for 9,000 people, so we have a really established community at our Aurora development, which is close to schools and jobs and all of the essential services necessary to support a residential community.”

Development Victoria delivered approximately 2,000 affordable and diverse housing opportunities between 2005 to 2016 – all located within walking distance to the Aurora Town Centre, schools, open space and public transport.

Aurora incorporates many leadingedge environmental design elements, including six-star energy designed homes and class A recycled water delivered to every home.

Combined, Aurora’s six-star energy efficient homes are estimated to be able to save up to 5t of greenhouse gas emissions per year.

300 new townhomes will be built at the Luma development in Sunshine North. Images: Development Victoria

Ms Wandel explained that one of Development Victoria’s newest residential projects is the Luma development in Sunshine North.

“It’s an emerging, growing part of Melbourne in the bustling west, and there we’re delivering approximately 300 townhouses at a former water authority site. Part of what Development Victoria does is identify underutilised government land and look at how we can repurpose it, in this instance, for residential development.

“It’s a site that is really well located to the new Sunshine Hospital, to transport and to employment opportunities for new residents that are going to call Luma home.”

BUILDING STRONGER PARTNERSHIPS

Ms Wandel said that councils being the closest level of government to communities makes them valuable project partners.

“They are obviously hearing a lot from their communities about what’s important to them, both from what makes a thriving community, but also in terms of the connections and public spaces they’d like to see in and around those communities.

“For us, it’s really important that we have an open and ongoing dialogue with the councils in which we’re delivering our projects, that ensures our projects reflect the needs and aspirations of the community.

“As with all working relationships, there’s going to be times when our project objectives don’t fully align, but I think it’s important to recognise that ultimately, for both councils and for state government, we have a single objective at heart, which is ensuring that we’re delivering the right outcome for our communities.”

Ms Wandel said that Development Victoria is eager to maintain a strong dialogue, and that through good communication councils and government can make well-informed decisions that lead to positive community outcomes.

“If councils are interested in the work that we’re doing, we’d absolutely love to talk more to them about the projects that we’re delivering in their areas.”

MORE THAN JUST BUILDING HOUSES

Ms Wandel said that one of Development Victoria’s most important principles is

projects through various lenses. It’s about ensuring that we can deliver affordable and diverse housing supply into the communities in which we’re working.

“And we know a community is where people come together, which is why we have our master planned communities, such as our project at Riverwalk in Werribee, are so important. Riverwalk is a former Melbourne Water site. We’ve joined with Melbourne Water to deliver a new community there and when fully complete it will include approximately 2600 homes as well as retail, commercial, employment, education and community spaces close to services and transport.

“We’re providing a diverse range of homes for a diverse range of people

projects Development Victoria is undertaking, which are absolutely critical at the moment.

“Right across Australia, people are finding it really challenging to find an affordable home which is close to services, schools and education opportunities. It’s probably never been harder, and that’s why the government has released the Victorian Housing Statement, which has an ambitious target of delivering 800,000 new homes over the next ten years.

“Development Victoria plays a key role in delivery of the housing statement, and we can’t do it without partnerships across all levels of government.”

Progress at the Luma Development.

Riverwalk Werribee is revitalising previously vacant land.

Council works sector to gather in Melbourne

The Victorian capital is set to host top decision-makers from councils and municipal works providers at the Converge conference and exhibition in September 2025.

Converge is the only Australian-owned major event showcasing the latest ideas, tools and equipment in the municipal works, civil and commercial construction sectors.

It represents a one-stop shop where the organisations delivering Australia’s future infrastructure can gather to discuss the challenges and opportunities they face; and also see the latest technologies available to them live and in-person.

Through a mixture of live demonstrations, equipment showcases and conference spaces, the show will bring together the best of each area to learn from each other and provide its visitors with the solutions they need to build and maintain the Australia of tomorrow.

DEDICATED COUNCIL FOCUS

Converge will cater specifically to councils and asset managers with a niche area showcasing the latest tools available in municipal works.

From horticulture equipment to road maintenance and large-scale trade tools, this section will serve as a one-stopshop for council fleet managers and subcontractors, with a special focus on zero-emission technology.

In addition, a key segment of the exhibition will be dedicated to civil construction and road maintenance, an excellent complement to the dedicated council works zone. Tier one to three contractors will gain exclusive insights into the latest equipment reshaping the industry; while leaders from major civil works projects will share their insights from projects affecting local councils,

including those from Victoria’s Big Build and the state’s ten-year, $120 billion infrastructure pipeline.

Associations such as Municipal Works Australia, the Australian Flexible Pavement Association (AfPA), Empowered Women in Trades (EWIT) and more have all signed on as partners for the event.

CEO of Municipal Works Australia, Peter Ali, highlighted the event’s value for local government officials.

“Converge closely aligns with our core purpose, which is to provide opportunities for people working in municipal works to learn about the latest innovations in municipal practices and expand their professional network.

“Our local government officials operate in a rapidly expanding field, and Converge will give them access

Delegates will gain insights on the latest tech in council works. Images: Prime Creative Media

to products they may not know exist and offer solutions to the issues they face daily.

“The event’s scale looks impressive, and it will be great to see numerous people sharing a common interest in civil infrastructure all in one place.”

Mr Ali also shared his thoughts on the conference program, outlining the benefits attendees will experience during the learning sessions.

“The local government sector, operating in a resource-constrained environment, can greatly benefit from learning how other sectors have developed solutions to provide civil works efficiently and effectively.

“We believe that by sharing and learning from each other’s experiences, we can better address the challenges of climate change at the local community level. Opportunities to learn about emerging solutions within the green

energy and closed-loop space are vitally important.”

LEARN FROM THE INDUSTRY’S BEST

As well as a dedicated area on the exhibition floor, Converge will also include a stage where local government employees and representatives will share success stories from unique and innovative construction projects undertaken in their regions.

Councils are the closest level of government to their communities, so they’re always the first port of call when residents want to discuss new infrastructure that’s needed; or voice concerns about new developments they might be unsure of.

As well as sharing insights on project construction, our local government stage will explore issues

like community engagement, social license and how to co-designing infrastructure with communities.

SECURE YOUR SPOT

If you work in or with local government, now’s the time to secure your involvement with the only Australian-owned event that brings together the latest tools and technology in municipal works, civil and commercial construction.

By booking in your early bird stand, conference speaking position or sponsorship opportunity for Converge 2025, you’re ensuring that you’ll be at the cutting edge of Australia’s construction evolution.

To learn more, visit convergeexpo.com.au or email converge@primecreative.com.au

Converge will have a niche area showcasing the latest tools for municipal works.

Councils team up for waste-to-energy plan

A group of nine councils in Melbourne’s southeast have entered into an agreement that has reduced their waste sent to landfill by 95 per cent.

Bayside City Council CEO and Chair of the SEMAWP Board, Mick Cummins.

Images: Bayside City Council

Waste management is one of the most important services that councils provide and represents a significant portion of the local government budget. In 2019-2020, Victoria’s Auditor-General reported that councils spent $706 million on waste management state-wide.

As the costs of service delivery rise and landfills reach capacity, councils are looking to find alternative waste management processes that can allow them to continue to deliver their vital services within budget, while enabling better environmental outcomes.

Approximately six years ago, a collection of southeast Melbourne councils banded together to set up South East Metropolitan Advanced Waste Processing (SEMAWP), through which they have worked to procure an advanced waste processing alternative to landfill.

The councils that currently form SEMAWP are:

• Bayside City Council

• Cardinia Shire Council

• City of Casey

• City of Greater Dandenong

• Frankston City Council

• K ingston City Council

• K nox City Council

• Whitehorse City Council

• Yarra Ranges Shire Council

In August 2024, these councils entered into an agreement with Maryvale Energy from Waste (EfW) Project Co, a consortium between Veolia Australia and New Zealand, Opal Australian Paper and Masdar Tribe Australia.

Through this agreement SEMAWP will send waste to an advanced waste processing facility in Maryvale in Victoria’s Latrobe Valley.

Council spoke with Bayside City Council CEO and Chair of the SEMAWP Board, Mick Cummins, about the agreement.

Mr Cummins has been the CEO at Bayside Council for six years and entered into the role of Chair of the SEMAWP Board four years ago.

“I became Chair just as we were about to commence the procurement process in earnest,” Mr Cummins said.

“Each of the nine councils has a board representative that represents the various interests across our region, and my role is to herd the cats, if you like. I share the meetings and make sure we’re making progress towards achieving the objectives of the company.

“The nine councils in the southeast of Melbourne represent a combined population of around 1.6 million people, and that’s expected to grow to about 2.3 million people by 2045. This project’s about identifying how we come up with an environmentally responsible alternative for dealing with the waste generated by those 2.3 million people.”

TACKLING RISING WASTE GENERATION

Mr Cummins explained that efforts to reach this waste agreement began approximately six years ago, when councils became concerned about the future of their waste management and started looking for a new, secure and environmentally conscious way of delivering this vital service.

“The last landfill in the southeast of Melbourne is due to close towards the end of this decade, and in two, three, maybe four, years’ time there won’t be any new landfills created in the region,” Mr Cummins said.

“So, councils have been talking about, well, what does that mean for us and what are the alternatives to landfill within the southeast?

“Eventually we came to two choices. We either come up with an alternative way of dealing with waste, or we end up shipping all our waste

to landfills in the west or the north of Melbourne.”

Mr Cummins said that councils were keen to try and find an alternative way of dealing with their waste.

“Landfills are a pretty primitive way of doing it in this day and age. So, the councils came together with the assistance and financial support of the State Government, to commence a process of trying to identify what are the alternatives out there in the market for the treatment of waste.

“We went through a market sounding exercise initially, and then proceeded to an expression of interest process to narrow down the various options.”

MARYVALE ENERGY FROM WASTE FACILITY

Mr Cummins said that through its procurement process, SEMAWP found that in the post covid world the cost of construction had escalated dramatically.

“That put a fair bit of pressure on the affordability of advanced waste facilities. The cost of construction has escalated quite significantly.”

Mr Cummins said that SEMAWP quickly realised that developing a facility of its own simply wasn’t feasible, which is what drew the company to partner with the already existing facility at Maryvale.

Members of the SEMAWP Board.

Balancing tourism and sustainability

The Thomas River. Images: Shire of Esperance

Esperance has seen a significant increase in tourist numbers in the past decade, and with this comes the need to ensure visitors are respectful of the local environment.

Esperance, a picturesque coastal town in southeast Western Australia, is renowned for its raw natural beauty, sweeping paddocks and bushlands, pristine beaches and turquoise waters. In 2023 Lucky Bay, a stunning local beach in the Cape Le Grand National Park, topped the world’s best beaches list and cemented Esperance onto the wish lists of travellers around the world.

This accolade followed a decade of tourism growth, largely driven by social media influencers seeking previously unknown vistas to spark follower interest. This organic tourism growth transformed the district of 14,000 into a thriving tourist destination welcoming 200,000 visitors each year.

Tourism is a vital industry for this remote community, contributing $170 million annually to the local economy; however the town has struggled to meet tourism needs as visitation has grown. Services and infrastructure have been stretched, signs of environmental degradation started to show up, and community support for tourism began to wane.

It was apparent that a more sustainable approach to tourism management was required. The opportunity to educate visitors on responsible travel in the Esperance region was recognised and acted upon.

A SIMPLE PROMISE

The Esperance Promise was developed in response to the voices of community and the needs of tourists, supporting a sustainable tourism sector. At its core, The Promise is about prompting visitors to take responsibility for their own actions and equipping them with the knowledge necessary to travel to and stay in the Esperance region safely and respectfully. Recognising most visitors want to do the right thing, The Promise delivers location-specific guidance on how to achieve this.

The Promise is encapsulated in twelve lines of flowing blank verse, communicating the essential values, expectations and nuances of travelling in Esperance. It focuses on visitor safety, environmental care and respectful engagement with the community.

While messages such as “leave no trace” and “stay on track” will resonate with many, others offer more nuanced guidelines. Visitors are cautioned about the hazards posed by slippery black rocks, caused by an algae unique to the Esperance coast. The community are insistent that this topic remain front and centre, as ignorance of this danger has led to tragic consequences and many traumatic callouts for local volunteers. Additionally, the threat of dieback – a plant pathogen spread through infected water and soil, often by human activity –underscores the need for awareness.

Esperance offers isolation and an opportunity to detach from the modern world. The Promise encourages visitors to take it slow and go with the flow, aligning visitor expectations with the experience on the ground. Visitors shouldn’t expect the same comforts as home – but there is great beauty in that, when embraced.

Visitors are directed to The Esperance Promise landing page, where they can view a two-minute film showcasing the region. The film charmingly features a young local talent encouraging visitors to behave respectfully and sustainably during their stay, fostering a sense of care for the special place she calls home. While a commitment to The Esperance Promise is not binding, it signifies a visitor’s understanding of the local nuances of travelling in Esperance, a commitment to protect the pristine environment, and the intention of a positive contribution to the Esperance community.

The Promise will be shared across multiple touchpoints, including the Shire’s Visit Esperance website, destination planners, and social media. Australia’s Golden Outback, the regional tourism organisation, will reinforce these messages through marketing.

Local businesses are also encouraged to share The Promise through their visitor and guest interactions. This initiative is designed for long-term use and will naturally evolve through collaboration and input from the local business community. Well-attended workshops have been held to facilitate this collaboration and to further develop the initiative.

Tourism plays a key role in the daily life of the Esperance region. Local recognition of the industry’s benefits and the importance of positive experiences for visitors is vital to sustain a thriving sector. By reinforcing community values, The Esperance Promise aims to develop respectful relationships between visitors and residents. Encouraging behaviours that align with the core values of Esperance helps foster a deep

appreciation for the community and the environment, ensuring tourism continues to be viewed favourably within the community.

STRATEGIC POSITION

The Esperance Promise is a natural extension of the region’s newly launched tourism brand, Esperance: In Your Element. The intention of this brand is to facilitate a sustainable approach

to tourism. This brand harnesses the transformative power of nature and invites visitors to engage with the elements. It showcases the beauty of the elements in all conditions and seasons, encouraging visitors to ‘feel the wind on their face and swim in the cool sea, leaving only footprints in the sand’, all while disconnecting from the modern world (away from mobile coverage). Strategically, the Esperance: In Your Element brand aims to attract premium nature seekers who value immersive experiences, while balancing seasonal visitation throughout the year rather than just during the summer months. Additionally, it endeavours to drive regional dispersal, achieving longer stays and more widely distributed economic benefits. The brand promotes a broad range of experiences beyond kangaroos on beaches and focuses on education about responsible travel practices.

The Shire is well known for its camping spots.

The community urges visitors to avoid the dangerous black rocks.

While travelling in Esperance – Kepa Kurl country, I promise to embrace the elements of this land and ensure my visit is sustainable and respectful.

I will enjoy following paths less trodden, yet, I will stay on the marked trails.

Camping under the stars will be a wonder, enjoyed from designated camp areas.

Wildlife will remain wild, never fed or touched by human hands.

I will feel the wind on my face, and swim in the cool sea. Leaving only footprints in the sand.

Walking on the earth will ground me. Boots scrubbed clean, to stop the spread of weeds and disease.

When embarking on a 4WD adventure, I promise to be prepared and respectful of others.

I will admire the power of the ocean, being mindful of swell, rips, and slippery black rocks.

Shaping a sustainable future for Esperance requires deep commitment to responsible tourism. The Esperance Promise will require effective visitor communication to reinforce this principle; this is one of our challenges. While The Promise represents just one aspect of developing a sustainable tourism sector, it provides a solid foundation for the region – one that safeguards the interests of locals while enhancing the experiences of visitors. When these two goals align, tourism will be a positive force for both the visitors and the community of this unique destination for generations to come.

To learn more, visit esperancepromise.com

I will feel the sun on my back or the warmth of a campfire, never forgetting to be bushfire smart. Time away from technology’s range will recharge me. Yet, I will plan to have no coverage.

Where locals live in their element and visitors feel like locals. I agree to be kind, take it slow and go with the flow.

I make this promise with nature and the community of Esperance. To care for this special place that you call home.

Improving the local government experience for women

With women making up approximately 39 per cent of Australia’s councillors, more work is needed to increase representation and improve their experience in local government.

Coral Ross, Treasurer of the Australian Local Government Women’s Association (ALGWA) and Chair of the Australian Gender Equality Council (AGEC), has been advocating on behalf of women in local government for more than 20 years.

Originally from the UK, Ms Ross was a political journalist before coming to Australia, where she became the Australian correspondent for one of the Fleet Street papers. Ms Ross has had an esteemed career in the local government sector since that time, and in 2021 she was awarded a Medal of the Order of Australia for her for significant

contribution to local government and gender equality.

She was a local government councillor at the City of Boroondara in Metropolitan Melbourne for more than 18 years and served as Mayor of the City of Boroondara three times. Until October 2020 Ms Ross was the President of the Municipal Association of Victoria (MAV) and was on the board of the Australian Local Government Association (ALGA). She has also served as a Director of the National Rural Women’s Coalition.

Additionally, Ms Ross has been the National President and the Victorian President of ALGWA before moving

Coral Ross (left) with Carole Saab, CEO of Federation of Canadian Municipalities. Images: Coral Ross

It’s important that women are encouraged to stand for council. Image: bernardbodo/stock.adobe.com

to National Treasurer, a role that she serves currently.

In 2018, Ms Ross was awarded a Churchill Fellowship to improve gender equality in local government. A Churchill Fellowship offers successful applicants the opportunity to travel overseas for four to eight weeks to learn more about a topic or issue that they are passionate about.

A Churchill Fellowship can be undertaken on any topic, provided it presents some kind of benefit to Australia and its communities by the sharing of knowledge or skills gained.

In an interview with Council, Ms Ross said that each year, more than 100 Churchill Fellowships are given out across the country.

Ms Ross said that her project was focused on the need to increase the number of women councillors.

“We’d worked out that at our current numbers at the time, it would be 2063 before we’d reach parity. We needed to see if there was something out there that we could utilise to try and speed up that process.”

Ms Ross explained that it was the work she was undertaking as part of ALGWA

Through the fellowship, Coral met local government leaders around the world, including Alisha Woodward, COO of Emerge America.

that encouraged her to undertake this particular project through the fellowship.

INCREASING THE NUMBER OF WOMEN COUNCILLORS

As part of her fellowship, Ms Ross travelled to the US, Canada, Sweden and Germany, and met with more than 50 different organisations or individuals in the local government sector over the course of eight weeks. Her findings were then published in the 2018 Churchill Fellowship Report by Coral Ross.

Ms Ross said that, through her research, she found that to make meaningful changes to the representation of women in councillor positions, the sector would have to undergo significant cultural and even structural change.

“There are lots of equality programs out there that we could introduce, but unless we change that culture and structure, it’s going to be like a revolving door where you get women elected, but they’re not going to stay. You have to change the systems for that to happen.”

Ms Ross explained that she spoke with an academic in Germany, Dr Uta Kletzing FES Director for Women in Politics, who said that in her 20 years of experience in the sector she had seen that the majority of gender equality programs were ‘all about fixing women’.

“It’s not women that need fixing. It’s the system that needs fixing, it’s the culture that needs fixing,” Ms Ross said. “Unless we change that

Coral with Magnus Jacobson, Communications Strategist at the Swedish Association of Local Authorities and Regions.

culture or that system, it’s not going to make a difference.”

CHANGING THE CULTURE

Ms Ross said that one of the primary means of improving gender parity is creating a shift in the culture of politics. In her report, Ms Ross outlines a number of ways that this shift could be supported.

Much of her recommendations involve improvements to education curricula across all states and territories, so that they would:

• D emystify the political system by explaining the topics of government, how decisions are made and the importance of policy

• Increase women’s political participation by building girls’ and young women’s confidence

• Shift the public perception of women, with particular focus on those standing for office

• Acknowledge and celebrate the positive contributions of local government to reduce public negativity toward elected councillors

“In Australia, we were a bit behind other countries regarding the poor culture and the poor systems. As an example, in the UK it was so severe that a female councillor from London set up a thing called Glitch, which was to deal with the online abuse that councillors were getting.

“I went there at the beginning of 2020, and we in Australia were getting some of this, but not in the same extent that they

Coral served as Mayor of the City of Boroondara three times.

Image: Nils Versemann/shutterstock.com

were in the UK. Then we had COVID, and that increased everything exponentially.

“We were behind, because we actually hadn’t experienced as much of that back in the end of 2019 to the beginning of 2020, and it got ten times worse with COVID.”

GETTING WOMEN TO STAND FOR ELECTION

Ms Ross said that one of the major issues facing achieving gender parity is that far fewer women stand for office than men.

“It’s not that women won’t be elected when they stand. It’s getting them to stand in the first place.”

In her fellowship, Ms Ross said that she found that a lot of the time it is a simple matter of ‘tapping somebody on the shoulder’.

“There are these programs that they have in Canada, the UK and America called ‘Ask Her to Run’ or ‘Ask Her to Stand’, so that if, for example, I dob you in and say that you will be a fantastic

councillor, there’s an organisation which will take that nomination and then you get a call from, say, ALGWA saying that somebody’s nominated you and said you’d be a fantastic councillor.

“That then gives you the encouragement to think about standing and to think, ‘oh, somebody else has tapped me on the shoulder and thought that I would be a good councillor’.

“And then ALGWA can come to you and say, ‘How can we help you? What tools, what advice can we give you? How can we equip you with the skills and knowledge that you need to stand?’”

Ms Ross said that another major barrier to women standing for public office was a lack of information regarding how to do so and what it meant to be a councillor. Ms Ross referred to a Knowledge Hub program undertaken in Canada by the Federation of Canadian Municipalities that enabled the public to access this information easily.

“It didn’t just provide candidate information about how to stand, but it also had council best practice. The best policy documents, the best ways of doing anything that you can think of that Councils would do.

“I’d love to see an ‘Ask Her to Stand’ and a Knowledge Hub established here in Australia.”

Understanding why women are underrepresented in local government and why certain types of initiatives and programs do or do not work is a big step toward delivering gender parity in Australian councils.

Ms Ross’s work in this space delivers significant insight that will hopefully empower councils and state and territory governments to take actions that will support women to stand for election and create a political environment where they can serve their communities effectively.

NO-DIG DOWN UNDER

Kayakers get ready to launch in Port Noarlunga’s popular Wearing Street precinct on the banks of the Onkaparinga River. Images: City of Onkaparinga

City of Onkaparinga

WHAT IS THE POPULATION SIZE AND LAND AREA OF YOUR COUNCIL?

The City of Onkaparinga is South Australia’s largest council by population (180,865 people) – home to approximately ten per cent of SA’s population. The council area covers 518 sq km, encompassing both urban and rural communities, rolling hills to a 31km coastline, a world-famous wine region and a river that supplies around 40 per cent of Adelaide’s water needs.

HOW MANY EMPLOYEES WORK AT YOUR COUNCIL?

More than 800.

WHO IS THE MAYOR?

Moira Were AM was elected mayor in November 2022. She was awarded an Order of Australia in 2019 for her services to the community, specifically in the social welfare sphere. Moira is a trained social worker and holds a masters degree in economics and ethics. She’s the founder of Chooks SA – a 4,000-strong online community closing the gender

investment gap. She also co-founded a national award-winning team and social enterprise intermediary, Collab4Good, supporting systems to shift towards more equitable and just futures. Moira previously served as Chief Executive Officer of Volunteering SA&NT, Global Director of International Association of Public Participation (IAP2), board director for the Medical Board of SA, and a Deputy Commissioner on the SA Fire and Emergency Services Commission. Moira has lived in Onkaparinga for about 30 years and loves where she lives.

WHO IS THE CEO?

Phu Nguyen was appointed CEO in July 2023. Phu has more than 20 years’ experience in local government in Victoria, NSW and SA – previously serving as Deputy Chief Executive Officer and Director of City Governance at Campbelltown City Council in NSW before joining Onkaparinga. Phu held leadership roles across a broad range of positions at Campbelltown including corporate, community services and city operations. Prior to that, he served

as Chief Financial Officer at the City of Melbourne for more than eight years. Phu loves nothing more than enjoying Onkaparinga’s coastline with a coffee on the foreshore.

WHAT IS THE COUNCIL’S ANNUAL BUDGET?

The City of Onkaparinga’s budget for 2024-25 is $231.28 million.

CAN YOU GIVE US A BREAKDOWN OF SPENDING FOR THE BUDGET YEAR AHEAD?

This year’s budget commits the council to a sustainable financial future and delivers for the community today through $158.17 million for essential services, programs, and maintenance; and $73.10 million for vital infrastructure renewal, upgrades and new projects. The council also made $7.68 million in operational savings, helping to achieve a balanced budget and apply CPI rate increases from next year.

Major projects for 2024-25 include:

• $2.4 million for the refurbishment of Hopgood Theatre

• $2.18 million for upgrading the Aldinga Beach Road/How Road roundabout

• $2.04 million for upgrading Murray Road, Port Noarlunga

• $1.93 million for sporting club enhancements, including new sports lighting, resurfacing tennis and netball courts, and rejuvenating synthetic soccer pitches

• $1.71 million for upgrading Malpas Road, Tatachilla

• $1.67 million for improving heavy vehicle access at Bakewell Drive and Ostrich Farm Road, McLaren Vale

• $1.55 million for road safety upgrades on Piggot Range Road, Onkaparinga Hills, and Easton Road, Chandlers Hill

• $1.5 million for remedial works at Noarlunga Aquatic Centre

• $1.4 million for constructing a 420m-long section of the Witton Bluff Base Trail boardwalk

• $1.37 million for continuing the construction of the Aberfoyle Community Centre extension

WHAT IS YOUR COUNCIL’S VISION FOR THE COMMUNITY AND ITS FUTURE?

In September, the City of Onkaparinga adopted its Community Vision 2034, which was shaped by the insights of more than 5,329 residents – the council’s largest ever community engagement. A key question for the community was “what do you love about where you live?” More than just a strategic document, the vision is a reflection of what the community values and aspires to become over the next decade.

It reflects a desire for the city to protect and enhance what’s unique about this beautiful place, fostering a connected and healthy community that can continue to enjoy what it offers.

The vision outlines four themes –community, environment, liveability and leadership – eight key result areas and 32 goals to guide collective action over the next decade, all under the banner of a ‘Connected community, sustainable future’.

WHAT MAKES YOUR COUNCIL AREA SPECIAL?

One of the most special things about Onkaparinga is its liveability – people can comfortably make their home here. Onkaparinga’s communities enjoy unique natural environments including hills, vineyards, agricultural plains and national parks, plus almost half

of metropolitan Adelaide’s coastline, all within the context of a rich, long and continuing Aboriginal heritage.

This is the only place in Australia where stunning coastline meets an internationally recognised wine region within 40 minutes of a capital city, and it attracts 1.6 million visitors each year.

The McLaren Vale and Fleurieu Coast offers some of SA’s best food and wine experiences, and an enviable combination of affordable and diverse housing options, available land for development and a Mediterranean climate.

Onkaparinga’s 9,984 local businesses help build and sustain the local economy, supporting 50,703 local jobs with $6.61 billion Gross Regional Product a year.

The region is also an epicentre of arts – with one of the highest concentrations of artists per capita in SA – festivities and events, including major international sporting events such as the Santos Tour Down Under.

WHAT ARE SOME OF THE UNIQUE CHALLENGES THE REGION FACES, AND HOW DOES COUNCIL OVERCOME THESE?

The City of Onkaparinga is a diverse region both geographically and socially, which presents unique challenges. It’s home to historic townships, global companies operating out of Southern Adelaide’s premium industrial estate, and some of the state’s most popular beachside suburbs. Onkaparinga is also more disadvantaged (987.5) than Greater Adelaide (992) under the ABS’s SocioEconomic Indexes for Areas (SEIFA), with

The council overcomes these challenges partly through the vital work of its Community Connections team. Its officers come together with residents, community groups and agencies to act on and find answers to common problems; connecting with community in public spaces, community facilities and on the streets to improve opportunities for the community.

The team’s success derives from its ability to connect with diverse communities, whether via working with a residents association to advocate for increased flood protection at an upstream dam, or supporting rough sleepers into emergency accommodation through relationships with housing support services. The team is also fortunate to count a healthy lifestyles officer among its ranks, whose work focuses on tackling food insecurity in the community.

HOW IS YOUR COUNCIL ADDRESSING CLIMATE CHANGE AND REACHING SUSTAINABILITY GOALS?

The City of Onkaparinga has been responding to climate change for more than two decades and is recognised as a national climate leader. Its climate emergency declaration and Climate Change Response Plan 2022-27 commit the council to an 80 per cent emissions reduction by 2030 and net zero by 2040, along with ambitious adaptation, risk and community resilience commitments. Recent achievements include: • A reduction in emissions of more than 50 per cent since 2010–11.

Community safety officers Dylan and Thia chat with the locals in Coromandel Valley.

which delivers community education and preparedness and prevention activities across council and private land.

• A Resilient Asset Management Program that improves the resilience of the community by integrating climate risk into the council’s asset management processes.

• The council’s award-winning Coastal Adaptation Plan, which ensures Onkaparinga’s 31km coastline is resilient to the effects of rising sea levels.

• The opening of SA’s largest household recyclables facility, which processes the recycling of more than 360,000 residents across Southern Adelaide and Kangaroo Island. This joint initiative of the Southern Region Waste Resource Authority (a subsidiary of Onkaparinga, Marion and Holdfast Bay councils) and Australian recycling and resource recovery specialist Re.Group supports the council’s transition towards a circular economy.

• A Library of Things, which supports residents to borrow rather than buy.

• M ore than 102 community climate and sustainability workshops delivered during 2023-24 reaching more than 33,000 residents and businesses.

• Planting more than 5,000 trees in Onkaparinga’s streets and reserves each year to reach our canopy cover target of 100,000 trees by 2037.

WHAT IS AN EXCITING COMMUNITY PROGRAM OR INITIATIVE COUNCIL HAS COMING UP IN THE FUTURE, OR ALREADY UNDERWAY?

The City of Onkaparinga Youth team’s ongoing How to Adult program for 15-25-year-olds has been hugely popular among the community and it garnered international headlines when it was established in 2019.

The program was developed following an idea from an Onkaparinga Youth Committee participant who saw a gap in information for those looking to

smooth their transition from teen to independent adult.

The initial seven-week course included sessions on working, wellbeing, housing, government payments, finances and contracts and maintaining your car.

Revamped topics in 2024 have included relationships, rights as a renter, navigating MyGov, car maintenance and setting goals/healthy habits, and they were based on feedback received from young people who told the youth team what real-life skills they wish they had but never learnt.

The program is emblematic of the Youth team’s mission to partner with young people and the broader Onkaparinga community to create opportunities that enhance the wellbeing, connection, engagement, and empowerment of young people aged 8 to 25.

CAN YOU TELL US ABOUT AN INTERESTING URBAN DEVELOPMENT PROJECT IN THE REGION?

The City of Onkaparinga has advocated with the community to play a pivotal role in shaping a new 800-home development at Aldinga, ensuring sustainability remains at the forefront of the project at the 45-hectare site.

Plans revealed by the state government and developer in August 2024 include a range of sustainability initiatives directly reflecting the council and community’s vision.

From the outset, the council has been on the front foot to ensure Aldinga develops in a sustainable, climate-resilient, and coordinated way, and it took an ambitious step in 2019 by preparing an Aldinga Framework Plan to guide and influence significant state government projects in the area.

The council also ensured the community’s views were included in a Renewal SA-led Structure Plan in 2020 and rezoning in 2021, advocating strongly for better sustainability, connectivity, and character preservation.

Finally, the council’s 2021 advocacy vision called for a highly sustainable development, and August’s announcement validated that vision. It proves high-quality sustainable development can be embedded as the minimum acceptable standard, rather than merely a nice-to-have. This is a significant achievement for both the council and the community.

The state government’s announcement highlighted several key sustainability initiatives for the all-electric net-zero development, including a tree canopy target of at least 25 per cent, light-coloured roofing to reduce urban heat, recycled water for irrigation of reserves, and an ambitious target of a 6-Star Green Star Communities rating.

These initiatives were all key elements of the council’s advocacy vision, which also championed a walkable suburb with convenient access to public transport, connections to Aldinga’s township and local schools, and functional open green spaces that enhance community wellbeing and recreation. The development will also include at least 25 per cent affordable homes.

HOW IS YOUR COUNCIL EMBRACING DIGITISATION AND GROWING ITS TECHNOLOGICAL CAPABILITIES?

The council has recently finalised the rollout of an Enterprise Resource Planning (ERP) system. Implementing a single ERP system centralises data and integrates core business functions, improving efficiency, data accuracy, and decision-making while reducing costs and IT complexities. This unified approach also enhances compliance, scalability, and cross-departmental collaboration, making it easier to adapt to evolving business needs – all of which should result in a better end-user and customer experience.

The council also has a digital twin of all its assets and their attributes, allowing staff to view and interrogate asset data, including financial attributes and treatments. This includes maintenance and work orders and asset condition audits using dashboards or other export capabilities. Other spatial digitisation projects across the council help staff manage everything from waste rounds to graffiti data collection, and from mapping tree canopy cover to focus planting efforts, to mapping ecological linkages to address biodiversity loss and ecosystem function.

Cyclists race along the foreshore at Aldinga Beach during the Santos Tour Down Under.

Combining the resources of our respected editorial team with the knowledge and insights of some of the best and brightest minds in the sector, Council keeps you informed of the critical news, updates and changes you need to be aware of.

Grounds maintenance done right.

With a Hustler on your team, grounds maintenance is a walk in the park. Rear discharge options available for safe mowing in public spaces.

Put Hustler to the test with your team. Scan to find out more and book an on-site demonstration.