Council Magazine Spring 2022

Making Australia-wide FOGO bins a reality

How councils can embrace circular

economies

Better together: how collaboration holds the key to liveability

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Collaboration and teamwork is the theme of Council’s Spring issue, which is quite fitting since we are in the season of new beginnings, rebirth and (hopefully) sunshine.

Partnerships and working as a team can create fresh opportunities, perspectives and ideas, and is crucial in the local government space, but like many good things in life, working together takes time, and practise.

In this issue we discuss councils across Australia serving their communities, from the Eastern Metropolitan Regional Council’s clothing swap initiative, to the councils championing pride and inclusivity for their LGBTQIA+ locals.

In our Smart Cities feature, we delve into Lockyer Valley Regional Council’s smart city initiatives, designed to help Council communicate with locals in times of disaster, and the Queensland tourism hotspot leading the way in smart solutions.

Another on-trend topic for local governments is sustainability, with this issue offering many thought-provoking pieces surrounding this; one of which is our investigation into FOGO bins, and how councils across the country are tackling a less-than-ideal rollout.

We also speak to the City of Cockburn, which has just installed an innovative new trial to tackle erosion, using an artificial reef to promote marine life and save the community's beaches.

A common theme from our contributors, following more extreme weather, is recovery and preparation,

with some communities still reeling from events months, and even years ago. As seen in our feature from the Tweed Shire that discusses the council’s land-swap initiative – an innovative solution aiming to keep locals from leaving the floodprone region.

We also had the privilege of talking to Associate Professor Melanie Davern, Director of the Australian Urban Observatory, who explained how councils can create more liveable communities long into the future through collaboration and community engagement.

This issue also celebrates one year of Council Magazine, so I would like to personally thank all of our contributors, advertisers and readers for an inspiring first year. It has been, and will continue to be, a pleasure to tell your stories. April Shepherd Editor

THE COUNCILS FOSTERING HOME-GROWN PRIDE

For councils Australia-wide, fostering a sense of belonging and inclusion for LGBTQIA+ community members is a critical step in creating safe and welcoming regions. By providing access to diverse social connection groups and related services, councils can ensure all locals feel comfortable, safe and included, which are crucial facets for community cohesion and sustainability.

A classic family holiday destination, quintessential golden Australian beaches and crystal blue waves is usually the imagery the Gold Coast evokes for many. But for those in the local government space, the region is becoming known for something a bit different; its adaptation of digital technology. City of Gold Coast continues to set the standard for smart city innovation, with Tanya Lipus, Executive Coordinator for the Council’s Smart City initiatives, sharing her unique insight at this year’s Smart Cities 2022 event.

HOW COUNCILS CAN CREATE SUSTAINABLE FUTURES WITH CIRCULAR ECONOMIES

In recent years the concept of sustainability, and how communities can achieve it, has become increasingly on-trend. As the realisation that natural resources have an expiration date hits and the climate warms, councils are looking at ways to make use of what they have, and reduce waste for future generations.

Water is a valuable commodity to all councils, so maintaining the assets that deliver this precious resource to communities is critical. Central Coast Council, in New South Wales, has the third largest urban water supply system in the state with a lot of assets – some dangerous to access following extreme weather – to keep a close eye on. For this reason, Council chose a futuristic solution for asset management and is sending robots to do the inspecting for them.

WA COUNCIL SECURES FUNDING FOR ROAD SAFETY PROJECTS

Western Australia’s City of Rockingham has secured $1.84 million in state and federal black spot funding, to assist in the delivery of five key road safety projects throughout 2022/2023.

Two of these projects will be staged over 2022/23 and 2023/24, with additional construction funding to come from Main Roads WA next year.

The costs of these black spot projects are covered entirely by the Federal Government, while state black spot funding is administered by Main Roads WA, covering two-thirds of a project’s budget.

Four projects will receive state black spot funding, including:

∞ Stakehill Road: various works including reconstructing curves, installing street lighting and a crash barrier that runs 430m east along Stakehill Road to Fletcher Road, set to be delivered over 2022/23 and 2023/24

∞ Warnbro Sound Avenue/Port Kennedy Drive intersection: installing pre-deflections on the southern and western approaches, as well as a crash barrier on the north-western corner

∞ Mandurah Road between Office Road and Dixon Road: installation of a sealed shoulder on both sides of the road and a painted median

∞ Mandurah Road between Fifty Road and Safety Bay Road: construction of a raised median, installation of a sealed shoulder on both sides and street lighting upgrades, to be delivered over 2022/23 and 2023/24

While the federally funded black spot project will be delivered at:

∞ Safety Bay Road between Julia Street and Michael Road: upgrading drainage, constructing a pedestrian refuge and a shared path

City of Rockingham Mayor, Deb Hamblin, said the delivery of these black spot projects aligned with the City’s award winning Road Safety Action Plan.

“Blackspot projects are those that have a recorded history of incidents with a specific focus on fatal and/or serious crashes,” Mayor Hamblin said.

The black spot funding the City has secured from both the Federal and State Government will play a key role in boosting safety for motorists across the community.

PROVIDING SOLUTIONS FOR:

• Municipal Sewage Treatment

• Commercial & Industrial Estates

• Government Projects

• Residential Developments

• Urban Subdivisions

• Resorts & Caravan Parks

• Mining Accommodation

• Airports & Infrastructure

• Service Stations

• Defence Assets

VIC COUNCIL CONCERNED ABOUT NORTH EAST LINK TUNNELS

AMelbourne council has raised concerns on the potential negative impacts of the North East Link Tunnels Urban Design Landscape Plan (UDLP) on its residents.

Since the UDLP was released, Boroondara City Council (BCC) has noted that plans include the construction of a 17-storey structure of “skyscraper dimensions” within its local area.

Boroondara City Council Mayor, Jane Addis, said the local community is concerned their views have not been heard or considered, and the consultative process undertaken by construction company Spark, should have been longer than the 21-day minimum statutory requirement.

“Despite the significant impact these designs will have on surrounding residents, the document was exhibited for the minimum statutory period prescribed,” Mayor Addis said.

“The community has not had sufficient time to review the material, receive answers to their questions and form a view to make a submission.

“By contrast, the relatively minor park-and-ride building, which forms a small part of the overall project, was advertised for 36 days.”

Mayor Addis said 21 days is insufficient for residents to fully understand over 500 pages of dense, technical information,

which would be unfamiliar to many readers, and provide meaningful feedback about a proposal of this scale, scope and influence.

“Further, community members should receive responses to their concerns within a similar timeframe,” Mayor Addis said.

In addition to the exhibition timeframe, residents have expressed concerns about other aspects of the UDLP, including:

∞ Lack of consideration of the human scale of the project, particularly the bulk and visual impact of the 17-storey ventilation structure at the southern end of the tunnels

∞ The scale and complexity of the southern interchange and visual impact from nearby residential areas

∞ Lack of foresight to future-proof cycling and pedestrian infrastructure, for example through separating modes of transport and lighting

∞ BCC prepared a submission to Spark’s UDLP consultation on behalf of residents of the Boroondara City Council, based upon community feedback received through community conversations and a Council-run consultation held during the public exhibition of Spark’s document

“At a briefing with the North East Link Program and Spark executives about the UDLP held one week prior to its public

exhibition, councillors asked several questions that remain unanswered, despite a commitment to providing Council with responses,” Mayor Addis said.

“Questions included Council’s request that views of the ventilation structure be provided from surrounding properties at ground level to show the community how it will look from their homes and from the perspective of pedestrians using the adjacent open space, rather than from a helicopter view.

“North East Link Program has not responded to our questions, nor our request for ground level drawings, and as a result, our community is denied the opportunity to envisage how a 17-storey structure will appear in a residential landscape where there is nothing even close to this scale or significance.

“For context, it is set to stand three storeys taller than any other building in Boroondara.”

The tallest of two towers in Boroondara are Aerial Apartments in Hawthorn East, which stand fourteen storeys high.

“The structure is well into skyscraper territory and 13m higher than required, to meet the environmental standards accepted by the government as part of the approved reference design, with no explanation provided for the additional height,” Mayor Addis said.

“This is just one example of many promises of more information which have been ignored, and questions raised by councillors which have gone unanswered by representatives of the North East Link Program.

“We will continue to advocate to the North East Link Program on behalf of our residents, but we are disappointed in the nature of its community consultation to date and extremely concerned about what lies ahead.”

Mildura endorses LANDMARK PASSENGER TRANSPORT STUDY

Mildura Rural City Council has endorsed one of the most comprehensive studies ever undertaken into regional passenger transport needs in North West Victoria.

The North West Victoria Regional Passenger Transports Study identified factors impacting North West Victorian communities’ ability to connect to capital cities, how this affects the respective communities, and possible solutions.

Mildura Rural City Council’s Deputy Mayor, Jason Modica, said the study was connected to one of the four Mildura Future Ready projects identified in 2017 – for councils to advocate for the return of passenger rail services.

“Returning passenger rail services to our region was a strong theme from our community during consultation for our previous Council Plan, which is why advocating for the

service’s return was included in the suite of four Mildura Future Ready projects,” Deputy Mayor Modica said.

“A key step in this advocacy work is gaining a thorough understanding of passenger transport needs for the next 20 to 30 years right along the north west corridor, taking in towns between Mildura and Melbourne.

“Only by collecting this information, looking at passenger transport needs generally, not just passenger rail, will we have a clear picture of where there are deficiencies in our transport options, who is impacted, and actions to improve connectivity with the rest of the state.”

The study encompassed five regional Councils throughout the north west regional corridor, including Mildura Rural City Council, Buloke, Northern Grampians, Yarriambiack and Central Goldfields Shires.

Following a comprehensive consultation process, which included invitations to community representatives, industry, State and Federal Governments, and all five regional councils involved in the study area, five key factors were identified as contributors to north west Victoria’s transport isolation:

∞ No passenger rail services

∞ Limited inter and intra-regional bus services

∞ Expensive air services

∞ High demand for community transport

∞ Long wait times for taxi services

The study found these factors were contributing to the following challenges for the five local government areas:

∞ Limited access to services, including health

∞ Increased transport costs

∞ Limited education choices and employment

∞ A poor demographic profile

∞ Reduced regional competitiveness

The study has since gone on public exhibition before coming back to Council this week for endorsement, including eight priority actions.

∞ Mildura passenger rail service

∞ Regional passenger transport connections

∞ Local town bus services

∞ On-demand transport

∞ Rideshare services

∞ Station and bus stop upgrades

∞ Education about transport options

∞ Technology and innovation (including autonomous bus trial)

Councillors endorsed the study, opening the way for the establishment of a dedicated Project Control Group, which will look at how the priority actions can be implemented.

The group will also look at funding opportunities, and how best to advocate for these actions, including advocacy for development of a business case by the Victorian Department of Transport.

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Geelong expandsELECTRIC VEHICLE FLEET

The City of Greater Geelong Council is set to expand its growing fleet of electric vehicles (EVs), after securing a grant to install new charging stations at two of its depots.

Council received a $48,000 grant from the Victorian Government to deliver two dual-port 22.5kW EV chargers as part of the EV Charging for Council Fleets program.

The program awarded grants to 26 Victorian councils, and plans to install about 120 private EV charging stations at 57 council sites across Victoria by May 2023.

The chargers will be installed at the Belmont and Corio depots, with the capacity to charge up to four vehicles simultaneously.

Councillor Stephanie Asher, Chair of the Sustainability Performance portfolio, thanked the Victorian Government for its support in helping the City embrace sustainable transport and cleaner fuels.

“Council is investing in more electric vehicle charging technology, to help meet the demands of our growing carbonneutral fleet,” Cr Aher said.

“We want to transition our light fleet to net zero within five years, and encourage the community to increase its use of EVs.”

There are already five dual-port charging stations across the Belmont, Corio and Drysdale depots, which help run six electric vans.

There are a further three EVs soon to be delivered and the City is preparing to order up to ten more in 2022-23.

Cr Asher said the goal of achieving a net-zero light fleet by 2027 was a key plank in Council’s wider sustainability aims.

“Driving down our carbon footprint has a range of environmental and economic benefits,” Cr Asher said.

“It also leads our community towards a more sustainable future, where we are a zero-emissions, climate ready region that is well placed to deal with future challenges.”

Recently released provisional figures indicate that the City’s operational carbon emissions dropped by an estimated 30 per cent in 2021–22.

Emissions have been slashed by more than 50 per cent since June 2017, on the back of a range of sustainability initiatives.

PARRAMATTA PLEDGES $200 MILLION PROJECT SPEND

The New South Wales’ City of Parramatta will spend over $200 million on community projects and infrastructure in the year ahead, following confirmation of its 2022/23 Budget and Operational Plan.

Council has endorsed the upcoming plans, with $209 million allocated for capital works projects, on top of the $311.4 million to be spent delivering vital services to the community.

Community projects include $33.9 million for the Parramatta Aquatic Centre, $15.8 million for revitalisation of the Town Hall and $6.7 million for upgrades to Charles Street Square.

City of Parramatta Lord Mayor, Cr Donna Davis, said it was important that Council continued to invest heavily in community infrastructure to support the City’s growing population, as the recovery from COVID-19 continues.

“The pandemic highlighted the important role Council plays delivering critical services to our residents and businesses, as well as building and maintaining the open spaces and public facilities that our community needs and uses every day,” Mayor Davis said.

“Sound financial planning over the past two years has allowed us to put forward a strong capital works program that includes revitalisation of local roads, parks, sport and community centres.

“This budget is our blueprint for the future so we can flourish and evolve while continuing to deliver a high level of infrastructure and services for our communities.

“The City of Parramatta is rapidly transforming and growing. We need to ensure our City remains a sustainable, liveable and productive place for present and future generations.”

The Operational Plan and Budget 2022/23 is part of Council’s Delivery Program 2022-2026, outlining how Council will implement its core services, activities, programs, projects, fees and charges, over four years.

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PREMIER ECONOMIC DEVELOPMENT CONFERENCE COMING TO SYDNEY

Economic Development Australia’s (EDA) flagship event, the National Economic Development Conference (NEDC) returns as an in-person event this October. NEDC will focus on four key themes: navigate, energise, develop and collaborate – providing the prompts for delegates to network and share insights. Council Magazine spoke with CEO of Economic Development Australia (EDA), Jacqueline Brinkman, about the much anticipated event.

CONGRATULATIONS ON THE LONG-AWAITED NEDC – IT MUST BE GREAT TO BE HOLDING AN IN-PERSON EVENT AGAIN. WHAT ARE YOU MOST LOOKING FORWARD TO ABOUT THIS YEAR’S EVENT?

We certainly are excited to be bringing Australia’s economic development professionals together for the first time in more than two years! The connections people make, the chance to share experiences (good and bad) and the opportunity to collaborate is such an important part of NEDC. So I’m really looking forward to that happening again this year!

NEDC 2022 IS FOCUSING ON THE FOUR KEY THEMES OF: NAVIGATE, ENERGISE, DEVELOP, COLLABORATE. WHY IS IT SO CRUCIAL FOR LOCAL GOVERNMENTS TO EMBRACE THESE THEMES?

I think the bushfires of 2019-20 and the pandemic highlighted that the role of local government in economic development has never been more important. Australian

NATIONAL ECONOMIC DEVELOPMENT CONFERENCE

Economic Development Australia (EDA) CEO, Jacqueline Brinkman.

economic development professionals have been at the forefront of driving economic recovery in their cities and regions, working at a grassroots level.

HOW WILL NEDC PROVIDE COUNCILS WITH THE TOOLS TO IMPLEMENT THESE THEMES, AND THE STRATEGIES THAT ACCOMPANY THEM, IN THEIR OWN REGIONS?

NEDC is a unique event known for providing tangible case studies and practical inspiration, which economic development professionals can translate to their own work. It’s about sharing best practice and discussing ways of implementing that in cities and regions across Australia.

WHAT TYPE OF DELEGATES WILL BE ATTENDING THE EVENT?

NEDC attracts economic developers working in local, State and Federal Government as well as the private sector.

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CASE STUDY: INNOVATIVE SEAWALL MAINTENANCE FOR CITY OF BUNBURY

For the City of Bunbury, located on the coast of Western Australia, stunning coastal views are part of the region's allure for tourists and locals alike. So when the City found itself with a damaged seawall that threatened to disturb its picturesque coastline, Mainmark stepped in, providing a low-cost and easy solution.

The City of Bunbury, located 175km south of Perth, is a vibrant coastal town that features the Marlston Waterfront precinct situated along the town’s foreshore.

The precinct features many bars and restaurants and is built on reclaimed land retained by a reconstituted limestone block wall.

THE CAUSE OF THE DAMAGE

As Koombana Bay opens out to the ocean, the Marlston Waterfront precinct is subjected to constant sea movement. Over time, waves and tidal activity had compromised the seawall’s foundations, greatly reducing the soil density and causing voids to form due to a wash out of sand and other loose material.

The erosion resulted in the settlement and rotation of a 30m section of the wall, with a structural crack appearing along the wall just below the high tide mark. In addition, a large crack appeared in the concrete path behind the wall; running for almost the entire 100m length.

ENGAGING WITH MAINMARK

The City of Bunbury’s consulting engineers contacted Mainmark regarding an alternative solution to the seawall erosion, after engaging with other contractors and finding the solution expensive and unsatisfactory.

Mainmark, in collaboration with the engineers, presented an alternative recommendation to the City of Bunbury which was subsequently approved.

FIXING THE SEAWALL

Mainmark was appointed to complete the works, which included strengthening the soil supporting the seawall and filling voids where sand had been washed out due to tidal movement.

As businesses near the seawall were still operating, it was important that the work be carried out with minimal

disruption during trading hours, which was achieved thanks to Mainmark’s non-invasive process.

Mainmark’s proprietary Teretek® engineered resin was identified as the ideal solution to re-support the seawall, consolidate the foundation ground and fill any voids created by the tides.

Teretek is an expanding and fast-acting polyurethane resin solution that is injected deep into the ground through small 16-25mm diameter tubes, to increase bearing capacity and re-support structures.

Mainmark injected Teretek into specific points along the seawall and pathway to address areas where subsidence and poor soil compaction had become problematic.

The expanding resin remediated the subsidence by increasing ground bearing capacity and filling voids, helping to prevent future issues of soil erosion and settlement.

SUCCESS DESPITE CHALLENGING CONDITIONS

Challenging site conditions, due to the difficulties in drilling underwater and through the rock protection at the base of the wall, required Mainmark to modify the injection process.

These operational adjustments streamlined the process, which delivered added cost savings to the client, and despite the challenges, the project was successfully completed in just six weeks.

City of Bunbury Senior Engineering Technical Officer, Ian Browning, applauded Mainmark’s professionalism, expertise, and the team’s creative approach to problem solving.

“The team that worked on the wall was excellent. Mainmark’s solution was considerably more affordable compared to other solutions, such as concrete piling, and minimised further impact to the seawall structure,” Mr Browning said.

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THE COUNCILS FOSTERING HOME-GROWN PRIDE

by Holly Tancredi, Assistant Editor, Council Magazine

For councils Australia-wide, fostering a sense of belonging and inclusion for LGBTQIA+ community members is a critical step in creating safe and welcoming regions. By providing access to diverse social connection groups and related services, councils can ensure all locals feel comfortable, safe and included, which are crucial facets for community cohesion and sustainability.

Representation and inclusion is incredibly important for the health and wellbeing of the Lesbian, Gay, Bisexual, Transgender, Queer, Intersex, Asexual (LGBTQIA+) community, with support from council services able to aid in actioning these values.

As more councils, and even State Governments such as Tasmania and Victoria, bring out LGBTQIA+ frameworks, Council has collated some of the great local services and support on offer for the LGBTQIA+ community.

SERVICES TO REDUCE STIGMA

Due to critical gaps in the latest Australian Census, it’s not clear how many Australians identify as LGBTQIA+, but individual state research suggests it's around five to ten per cent of the population.

It is increasingly important to support the LGBTQIA+ community with council services and representation, to encourage wellbeing and build pride all year round, not just in Pride Month.

Rainbow Health Victoria, a State Government funded resource, training and policy service organisation, reports on the debilitating nature of discrimination and stigma LGBTQIA+ people can endure.

In general, the LGBTQIA+ community experiences poorer health and wellbeing outcomes due to exclusionary

behaviours, so providing services and support specific for the community can have pivotal impacts on mental health.

In fact, Rainbow Health Victoria reported that improving service access and visibility leads to wider acceptability for LGBTQIA+ people.

It’s also important for councils to provide their own services, rather than relying on independent queer organisations.

Rainbow Health found that a significant portion of surveyed queer people indicated they would “prefer to access a mainstream medical or support service that is known to be LGBTQIA+ inclusive”.

Rainbow Health also states that shared connections with friends, peers and ‘families of choice’ can improve health and wellbeing, showcasing the importance of queer specific services, and the communities they foster.

Across the country, there are multiple councils that participate in key LGBTQIA+ day events and programs including, but not limited to:

∞ Pride Month – June

∞ IDAHOBIT Day – 17 May

∞ Wear it Purple Day – 26 August

∞ Asexual Awareness Week – 23-29 October

∞ Transgender Awareness Week – 13-19 November

∞ Transgender Day of Remembrance – 20 November

COUNCILS GETTING PRIDE INITIATIVES IN WRITING

Council frameworks or strategies with specific measurable goals that derive from research and community feedback, can aid local governments to better support and include the LGBTQIA+ population.

For example, City of Sydney is currently working on ensuring the protection of LGBTQIA+ spaces in the region, with a major framework drafted in March 2022 to protect Oxford Street, which has great social and cultural significance.

The draft framework states that “Oxford Street is synonymous with LGBTQIA+ life in Sydney, and the LGBTQIA+ community is now central to Sydney’s social and cultural identity.

“As the community evolves, so does its connection to place, with LGBTQIA+ venues and communities integrating and dispersing across the city.”

Eastern Melbourne Council Boroondara has released a Community Plan, which prioritises those addressing inequities experienced by different groups, including LGBTQIA+ communities.

The City of Mandurah, located in Western Australia, has implemented a specific Youth Strategy for 2021–26 which outlines the need for further delivery of programs to “increase awareness and inclusion of diversity” with an overall goal for young people to “feel healthy, happy and at home, here in Mandurah”.

Mandurah also boasts a successful council-run LGBTQIA+ group, after collaborating with Headspace.

Down south, the City of Hobart has a LGBTQIA+ Commitment strategy implemented for 2021–23, with a newly formed LGBTQIA+ Community Advisory Group to give support and guidance on Council’s programs.

A focus on the ageing community is also part of the strategy – with Council partnering with Mathers House, a community house offering activities and services to older people, to create a welcoming environment for the older LGBTQIA+ community.

APPROPRIATE CARE IS A HUMAN RIGHT

Providing age appropriate care for queer people is also a critical issue for councils, especially as the Human Rights Commission reports that LGBTQIA+ people can suffer stigma later in life, and “return to the closet” for fear of discrimination.

Not feeling safe to disclose a diverse gender or sexuality in aged care can also lead to significant issues with accessing required medical services and treatments, and other concerns include isolation and harassment, which can significantly reduce quality of life.

Fortunately, many councils are providing specific and inclusionary support for their ageing LGBTQIA+ community.

The City of Yarra Council provides pivotal respite care for carers who are members of the LGBTQIA+ community, or for those who care for someone who is. Council also supports the Bent Twig Alliance – a LGBTQIA+ Elders and Allies social group which meets fortnightly.

The City of Melbourne boasts a range of LGBTQIA+ services including a carers program and a free social meet-up for carers who identify as diverse sexual orientations and gender identities. The program is a partnership between City of Melbourne, queerspace and Carers Victoria.

Maroondah City Council supports the LGBTQIA+ community with its 50+ Peer Social Support group where allies and friends are welcome. The group works to provide a support network, safe space and to reduce social isolation through the building of friendships.

PUTTING THE GEN Z IN LGBTQIA+

Growing up can be hard for young kids, and even more so if they are questioning their identity and struggling to find people their own age who are having similar experiences.

Delving into council services, there are a plethora of councilrun youth programs, to support new friendships for queer youth and allies in a safe and welcoming way.

Often these programs have come from community feedback and an understanding, from research, that experiencing stigma and discrimination at a young age can negatively impact mental health and wellbeing long into adulthood.

Canterbury Council’s LGBTQIA+ Youth group aims to be a safe and welcoming environment for young people, with Council ensuring its programs and policies for young people reflect the needs identified by the youth themselves. The youth programs are inclusive of all young people aged between 12 and 24 years.

Regionally, Wollongong Council partnered with Headspace to create and deliver two programs for queer youth groups to give support, social opportunities and promote connectedness. It has a younger Q-munity group for ages 12-15, and a Rainbow League group for those ages 16–24.

Q-EAST ALLIANCE COUNCILS

The Q-East Alliance consists of community development and youth workers representing seven LGAs across the eastern region of Melbourne including: Boorondara, Knox, Manningham, Maroondah, Monash, Whitehorse and Yarra Ranges.

Knox City Council is home to a Rainbow Path, a permanent symbol of the community’s inclusionary practices, and also provides four main queer youth community groups from ages 11–25, run fortnightly, for young people and their families.

Yarra Ranges Council has utilised its youth-led program, Defrosted Events (FReeZA), to support young people to create their own events. Its Queer Conversations Series recorded video conversations between LGBTQIA+ young people and the Yarra Ranges Council staff, and were released throughout June 2021 for Pride Month.

Boroondara City Council is home to significant services to the LGBTQIA+ community, and has also made public toilets in Boroondara gender-neutral.

Boroondara’s Skittles Program is open to people aged between 13 and 18 who are part of the LGBTQIA+ community. The support group holds weekly sessions for activities, group discussions, and social connection.

KIND COUNCILS

This list is by no means exhaustive of all the great resources and services provided by Australian councils.

By incorporating programs and services specific for the LGBTQIA+ population and ensuring access to these are shared accordingly, councils are establishing liveable communities and supporting residents to become happy, healthy adults; in all stages of life.

FACING THE UNTHINKABLE: RESILIENCY RESOURCES FOR A RISKIER WORLD

FACING THE UNTHINKABLE: RESILIENCY RESOURCES FOR A RISKIER WORLD

By April Shepherd, Editor, Council Magazine

As all levels of government find themselves facing the foreboding fear of future climate chaos, pandemics and other unprecedented events, so preparation for what is to come is crucial. Australians have already seen the devastation natural hazards and unforeseen disasters can inflict, which is why the Australian Institute for Disaster Resilience (AIDR) is working to provide the resources councils and communities need to face the unthinkable.

Preparation for disaster in a post-COVID-19 world is the subject on every governments’ mind, with climate change manifesting in a plethora of ways around the globe and climate emergencies becoming commonplace.

Natural hazards and recent unprecedented events have made emergency management all the more prevalent, and for public safety especially, it is vital that emergency personnel, and councils, be ready and equipped to respond swiftly and effectively.

Preparation is key for councils, which do a lot of work on the ground to prepare and protect their communities from disaster, and often after these events need to pivot quickly into relief and recovery roles with limited resources for preparation.

HELPING COMMUNITIES PREPARE

AIDR is a federally-funded resource with the goal of building and providing evidence-based guidance, information and collaboration that can be accessed by everyone, especially local governments, to aid decision-making before, during and after disasters.

AIDR also offers an extensive Handbook Collection on a variety of topics from community engagement to recovery, and holds events, conferences and webinars to create a national standard and conversation surrounding emergencies.

It also runs a Volunteer Leadership Program (VLP), which places volunteers from local governments, community organisations, not-for-profits and disaster relief organisations

within the emergency management sector to promote collaboration between multiple sectors.

AIDR Manager of Knowledge Development, Katelyn Samson, said, “AIDR recognises that each community is unique, and that the consequences of a disaster will vary depending on the strengths and vulnerabilities of the community it impacts.

“For this reason, AIDR is committed to developing and curating a broad range of knowledge products and networks that can be tailored and applied across Australia.”

THE LONG AND SHORT-TERM EFFECTS OF DISASTER

AIDR creates a plethora of resources for Australia’s different natural hazards and disasters to prepare for the unique long and short-term effects that accompany them.

“Disasters affect communities in many ways, including disruption to normal routines, physical harm and social disruption,” Ms Samson said.

“This includes temporary and sometimes permanent damage to community networks, including disruptions to dayto-day routines, temporary or permanent displacement from homes, local areas and communities, and damage to critical infrastructure and the natural environment.

“Everyone in the community is affected by the consequences of a disaster, even if their home or property was not directly impacted.”

Ms Samson said that recovery, much like disaster, takes many forms.

“We know that recovery is complex and always takes a long time. People recover at their own pace, and everyone’s recovery journey is different.”

Ms Samson also said communities recover quicker if they are influencing and shaping their own recovery, which means that locals, community sector organisations and councils have a large role to play.

AIDR is also developing a Recovery Exercise Toolkit in partnership with the Australian Government National Recovery and Resilience Agency, which describes the central role of local government in supporting communities as critical.

“The Recovery Exercise Toolkit describes engaged and effective councils as the closest level of government to the community, responsible for providing a broad range of services to the community all of the time, not just after disasters,” Ms Samson said.

AIDR Manager of Knowledge Development, Katelyn Samson.

“Councils have strong local knowledge and networks, and will continue to work to support the community after other recovery services are concluded.”

The Recovery Exercise Toolkit acknowledges that councils supporting communities in their recovery journeys can be fraught with challenges and resource intensive, but are more effective when local government takes a proactive role.

“Ultimately, councils working in partnership with local agencies across all sectors leads to better recovery,” Ms Samson said.

LIVING IN A NEW ERA OF DISASTER

Following recent turbulent years, AIDR’s resources have evolved and adapted as new threats emerge.

“The 2019-20 ‘Black Summer’ bushfires, followed closely by the outbreak of the COVID-19 pandemic, and the recent and extensive flooding experienced this year, has shown us that we are in a new era of more frequent and compounding hazards,” Ms Samson said.

AIDR Manager of Knowledge Development, Katelyn Samson.

“AIDR’s products and services are informed by knowledge and research, so our advice changes as the evidence base evolves.”

Ms Samson said that AIDR knowledge products and services are routinely updated to “meet the challenges that we face today, and in the future”.

Ms Samson explained that the Royal Commission into National Natural Disaster Arrangements was established due to the bushfires of 2019–20 and that the AIDR works with the commission to create recommendations in collaboration with the Federal Government, fire and emergency services, and other stakeholders.

“These recommendations guide our efforts to build resilience and reduce risk across Australia. AIDR also aligns its efforts to the implementation of the National Disaster Risk Reduction Framework and the United Nations’ Sendai Framework,” Ms Samson said.

NETWORKING RECOVERY: WEBINARS AND EVENTS

Ms Samson said that, in 2020, AIDR recognised that a considerable amount of council staff were engaged in recovery roles following the 2019–20 bushfires, with varying levels of experience in managing recovery efforts.

To support this new recovery workforce, AIDR developed the Recovery Matters webinar series, a freely available collection of 15 webinars exploring key factors of recovery from experts across Australia.

The webinars provide insight and commentary from academics around the country, featuring discussion of domestic violence in disaster situations and recovery, Indigenous Australian and LGBTIQA+ experiences, and youth voices following disaster trauma and loss of safety.

AIDR’s most recent event, the Australian Disaster Resilience Conference, shared ideas and innovations in disaster risk reduction and resilience, held on the 24–25 August – engaging with speakers and delegates focused on contemporary disaster resilience practice and research.

The two-day event embraced the theme: ‘Resilience in a riskier world: adapting and transforming for the future’.

THE BIGGEST CHALLENGES TO DISASTER RESILIENCE

As with many issues that span across multiple facets of government and various industries, one of the biggest hindrances to natural hazard and disaster resilience is a lack of collaboration.

Ms Samson said that supporting disaster resilience is a collective responsibility shared by every sector of society, but is a responsibility that is often not equally shared.

“While individuals and communities have their roles to play, they do not control many of the levers needed to reduce some disaster risks,” Ms Samson said.

“Governments and industry in particular must take coordinated action to reduce disaster risks within their control, to limit adverse impacts on communities.

“More than ever, limiting the impact of disasters now and in the future requires a coordinated effort across, and within, many areas – including land use planning, infrastructure, emergency management, social policy, agriculture, education, health, community development, energy and the environment.”

THE KEY STEPS FOR DISASTER PREPARATION

With so much that can go wrong, it may seem daunting for councils to know where to begin when it comes to disaster preparation.

Ms Samson said that a good first step in the journey is “taking stock of the strengths and vulnerabilities in your community”.

“Think about the existing capabilities you can draw upon in times of emergency and start building strong relationships to leverage these.”

For instance, utilising community networks, leaders and resources that can bring residents together to promote disaster preparedness and run events to boost awareness in the community.

“Also take time to explore where your capability or knowledge gaps are, and make plans to address your vulnerabilities. Are there hard-to-reach locations or community groups in your local government area? Think about how you will manage these now, before disaster strikes,” Ms Samson said.

AIDR offers many resources for those looking to strengthen their resilience, including the AIDR Knowledge Hub; an extensive open-source platform that supports and informs planning, policy, decision-making, and includes the Australian Journal of Emergency Management and many handbooks relevant to councils, such as Community Engagement for Disaster Resilience, Land Use Planning For Disaster Resilient Communities and Public Information and Warnings

There are many aspects for local governments to consider in order to build resilience, with Ms Samson stating that, while climate and disasters bring consequences for the safety and wellbeing of communities “our resilience is determined by the decisions we make and the things we value”.

THE ONE-SWAP FASHION-SHOP EMBRACING A CIRCULAR ECONOMY

Fashion trends have always ebbed and flowed –from the prominent shoulder pads of the 1980s, to low-rise jeans of the early 2000s, fashion has always been fickle. In recent years however, the cycles of fashion have rapidly increased momentum, with many microtrends gaining popularity online and then ending up in landfill as quickly as refreshing an Instagram feed. Noticing this pattern, the Eastern Metropolitan Regional Council (EMRC), decided to build a community clothes swap model that could keep Perth locals looking fabulous, without the environmental price tag.

For many, fashion, and its ever-changing trends, is much more than dressing for the day – it’s a form of self expression and a way to fit into the crowd or stand out.

As trends fade, wardrobes fill with unworn clothes that eventually find their way to landfill, causing an extreme amount of waste around the world.

This has become more prevalent in recent years as the rise of social media allows trends to move across the world quickly, sometimes lasting less than a season.

Microtrends, which typically last for a shorter timeframe than the usual seasonal trend, are catching the interest of consumers online, are relatively well-priced and made accessible by fast fashion brands that can go from designing a new garment to selling it within weeks.

The Planet Ark Environmental Foundation reports that Australia is the second highest consumer of textiles in the world (on a per capita basis), with each Australian purchasing

an average of 27kg of new clothing every year and disposing of a whopping 23kg of clothing to landfill.

Rapid textile consumption has been a growing waste stream for several years, and for councils looking to reduce waste and boost sustainability, the amount of landfill it causes is hazardous.

The Eastern Metropolitan Regional Council (EMRC) is an innovative regional local government that acts on behalf of five member Councils, all located in the eastern area of Perth.

These five councils are: Town of Bassendean, City of Bayswater, City of Kalamunda, Shire of Mundaring and City of Swan.

The EMRC supports these councils through providing waste management, resource recovery, environmental management and regional development services, working in collaboration with other stakeholders and government agencies.

This focus on waste and environmental management heightened the EMRC’s interest in the textile industry, and the waste it creates.

In 2021, the EMRC’s Waste Education team focused their research on the fashion waste stream in Perth's eastern region, in an effort to understand the textile industry and identify possible solutions to reuse and repurpose fashion items.

The result of this research is a community clothes swap model that not only encourages the recycling of clothing and curbing fast fashion, but also brings the community together.

TURNING A CONCEPT INTO AN INITIATIVE

Through the EMRC’s research a key concept and goal was identified – showing community members how to approach their wardrobe differently; to look stylish, while simultaneously reducing textiles' consumption and their carbon footprint.

This concept was embedded into, and inspired, the EMRC Clothes Swap model, aiming to approach the issue from the beginning of clothing life (reducing the purchase of new clothing), instead of end of life.

The Clothes Swap Program was designed to increase awareness and catalyse the transition to a more circular approach to fashion in the region. The aim was also to benefit other communities, businesses and local governments in their approach to joining the circular economy revolution.

KICKING FAST FASHION TO THE CURB

Following the creation of the Clothes Swap model, the team, in November 2021, launched a Trial Swap Shop at the EMRC’s workplace.

This included an educational program about textile waste and the standards required when 'gifting' preloved clothing.

The trial was a great success, and the team seized the opportunity to organise more events for the community, spread the knowledge, and change people's behaviour around textile waste.

The EMRC was also awarded a $20,000 WasteSorted grant to support circular economies in the community.

The grant enabled EMRC to provide the community with a personal and pragmatic approach to circularity, through facilitating workshops and events that target the minimisation of food waste, single-use plastics and textiles.

EDUCATION AN ADDED BONUS FOR SHOPPERS

The Clothes Swap format focussed on education to break the 'haul and hope' mentality, engaging several speakers to introduce the issues at the beginning of each event before participants proceeded to the Swap Shop to embrace the practical aspect.

“The format was a great success and appreciated by the community and our member Councils,” a spokesperson from the EMRC said.

“The program’s success was possible thanks to our Earth Carers and community volunteers who helped curate the Clothes Swap and support attendees.”

The EMRC delivered four Clothes Swap events from February to June 2022 with a total of 356kg of clothes and accessories donated and 189kg rehomed.

KEEPING THE CIRCULAR ECONOMY IN MOTION

The EMRC continues to successfully run Clothes Swap workshops in partnership with its member councils, following extensive positive feedback.

The EMRC also offers other local governments and community groups the opportunity to loan the EMRC's Clothes Swap Program, including the equipment and guidelines to run a successful clothes swap.

The success of the program continues to grow, with councils outside the region now inquiring on how to get involved.

If your community would like to be involved, contact the EMRC’s Waste Education team for more information at WasteEducation@ emrc.org.au, and to learn more about future Swap Shop events, follow EMRC on Facebook or LinkedIn. The EMRC will also be hosting a Clothes Swap Program at the upcoming WA Waste and Recycle Conference.

Attendees listen to an EMRC appointed speaker at the Thinking Green: Sustainability Stylish and Clothes Swap event, organised by the City of Swan and the EMRC. Image: EMRC.

One of the EMRC Clothes Swap Shops underway. Image: EMRC

OPTIMISING ROAD NETWORKS THROUGH ASSET ASSESSMENT

Road assets such as bridges and culverts are vital to keeping Australia moving, from ensuring products reach supermarket shelves to connecting families with loved ones. However these assets, like all infrastructure, carry an expiry date due to ageing and weather events, and need regular review and maintenance.

Significant assets, such as bridges, need consistent assessment – however for councils, sourcing and using external engineering consultants to do this is costly and time consuming.

Because of this, assets can be left to age; increasing the likelihood of an accident, and the asset needing to be rebuilt – instead of the sustainable option of maintaining it for years to come.

The National Heavy Vehicle Regulator’s (NHVR) Strategic Local Government Asset Assessment Project (SLGAAP) provides funding for external engineering consultants to provide a consistent assessment of these types of assets in local council areas.

The SLGAAP aims to bridge the information gap for councils where the capability of the asset may have been unknown, and heavy vehicle access was limited.

Engineering reports detail the assessment results and support councils in making more efficient, safe and productive access decisions.

The Federal Government provided initial funding of $7.96 million in 2019 for Phase One of the project, with the SLGAAP receiving an additional $12 million to extend the project until 2024.

To date, the SLGAAP has completed 465 asset assessments across 74 councils nationwide.

WHAT IS THE SLGAAP DELIVERING?

Undertaking heavy vehicle assessments of bridges and culverts is a key deliverable for the SLGAAP. In a recent NHVR survey, one of the main concerns for road managers was making heavy vehicle access decisions when the route includes unknown or ageing road assets.

Chief Structural Engineer at the NHVR, Dr Neal Lake, explains that while an asset assessment is important in deciding an asset’s ability to carry certain vehicle loads safely, other inputs are needed to form an entire picture of an asset’s condition.

“Assessments of assets are an important consideration when determining the capability of bridges and culverts, however, aspects such as condition of the asset, historical use patterns and realistic site-specific considerations are also important in access decision-making,” Dr Lake said. “Over time, the type of heavy vehicles used has changed considerably in an attempt to optimise freight movements, and the gross vehicle mass is no longer an appropriate measure of the maximum capability of a bridge.”

Dr Lake said that the spread of weight across multiple axles at varying spacing must be considered and optimised to allow bridges to carry higher vehicle masses to meet the growing freight task. In the past, the current bridge formula was used to optimise Performance Based Standards (PBS) vehicles, accounting for axle masses and spread of axles, however, the bridge formula has limited scope to tap into any reserves in bridge capability over and above what the bridge formula was designed to reflect.

“Minor changes to bridge capability estimates can make a major difference to heavy vehicle access outcomes. This is why we are committed to providing tools and training for road managers to better understand their assets and enable them to make fast and accurate heavy vehicle access assessments that take into account the true capability of an asset,” Dr Lake said.

Dr Lake explained that, in Phase Two of the SLGAAP, the concept of ‘bridge families’ will be introduced; which is where similar families of assets that have detailed assessments can provide a basis to better estimate bridge capability for assets that have not yet been assessed.

“This will be particularly helpful where there is limited asset data or when the original design drawings are lost or destroyed,” Dr Lake said. Phase Two of the SLGAAP will focus on:

STRATEGIC ROUTES AND ASSETS

∞ Identifying assets on key routes for whole-of-journey network improvement

ASSET ASSESSMENTS

∞ Undertaking targeted asset assessments, from those nominated by local councils

BRIDGE FAMILIES

∞ Developing a framework for ‘bridge family’ assessments, where ‘like’ assets are used to support decision-making

CAPABILITY UPLIFT

∞ Further development of resources for road managers, including frameworks and methodologies to understand bridge capability and make streamlined access decisions

∞ Delivering additional road manager education and training, particularly around sourcing bridge capability assessments, understanding and accounting for plausibility gaps and holistic decision-making that considers risk

SYSTEMS AND TOOLS

∞ Increasing functionality in the centralised asset information system in the NHVR Portal, within the Asset Module

∞ A staged release of the Asset Rapid Assessment Tool, a self-serve tool for preparing fast and accurate Tier 1 vehicle comparison asset assessments in the NHVR Portal

WHAT ARE THE BENEFITS OF BEING INVOLVED?

The SLGAAP aims to deliver several benefits for local government road managers, including:

∞ Increased road asset data, with key information publicly available to inform route planning for both road managers and operators

∞ Improved understanding of asset capability to inform streamlined heavy vehicle access decisionmaking across a range of vehicle configurations

∞ Improved confidence in asset assessments and interpreting engineering reports

∞ Optimised local government network access and connection to state routes, providing productivity and safety outcomes

∞ Identification of assets for remediation or replacement in a national Annual Bridge Strengthening Report

HOW CAN I NOMINATE ASSETS FOR AN ASSESSMENT?

Councils will be invited to nominate assets for assessment at multiple stages during the three-year delivery of Phase Two, and are encouraged to register their interest in the project by visiting the NHVR website.

If a council’s nominated asset is selected, the assessment is funded under the SLGAAP and there is no additional monetary contribution. The council will be required to participate in collaborative meetings with the SLGAAP team and the appointed engineering supplier, including onboarding, progress and post-assessment sessions.

WHAT IS THE ASSET RAPID ASSESSMENT TOOL, AND HOW CAN I PARTICIPATE IN THE EARLY RELEASE?

For many local governments, assessments are often undertaken by engineering providers and cost considerations may limit the number of assessments possible in a given period.

Time, cost and availability of appropriate information make individual detailed engineering assessments of every council asset unachievable.

To manage the volume of assets, the SLGAAP is developing an Asset Rapid Assessment Tool (ARAT) that will provide self-serve functionality for Tier 1 assessments to local government road managers.

After developing and testing the prototype in 2021, a staged release is planned for 2022-2023. Coupling the ARAT with ‘bridge family’ research will provide a solid basis for understanding bridge capability across the network and facilitating streamlined access decision-making.

RECENT CASE STUDIES

The SLGAAP is already helping councils to accurately assess their assets and keep communities safe.

Coastal New South Wales region, Bega Valley Shire Council, worked with the SLGAAP to gather an assessment report for the region, providing information to help nominate Meringola Gully Bridge for renewal to the New South Wales Government's Fixing Country Bridges program.

Bega Valley Shire Council Recreation Assets Coordinator, Richard Cunningham, said, “The level of service provided by the original timber bridge could not be improved; therefore, the report provided the necessary information to demonstrate the need to renew the bridge, which has now been completed.

“The revised assessment for Candelo Creek Bridge, West Kameruka Road, was timely and provided an alternate route for heavy vehicles due to a load limit being imposed on the nearby Mozilla Road caused by embankment instability.

“Previously, special purpose vehicles such as all-terrain cranes were

subjected to speed restrictions due to uncertainties in capacity. These restrictions have now been confirmed as unnecessary.”

Mr Cunningham also said that the assessments provided Council with the confidence to allow heavy vehicle access on the network, where previously no reliable assessment data was available.

“Where substandard results have been received, the assessment work completed will allow traffic to be managed safely in the short term while supporting the case for renewal and upgrade in the longer term.”

Glenelg Shire Council (GSC) in South Australia was nominated through the SLGAAP to receive funded engineering reports and Asset Improvement Reports, since many of the region’s assets were of an unknown capacity and design.

GSC Team Leader Design and Assets, Ricky Luke, said, “The reports have allowed GSC to better understand the assets and focus our funds towards structures that will benefit the most from repairs and strengthening. GSC has now budgeted for works in the 2022-23 financial year to address the most urgent issues.

“This initiative has certainly helped GSC to improve our knowledge of our assets and how heavy vehicles impact them.”

“This initiative has certainly helped GSC to how heavy vehicles impact them.”

BOX

Local governments can register their interest in the project by visiting: www.nhvr.engagementhub.com.au/ slgaap-future-rounds

Local governments can register their interest www.nhvr.engagementhub.com.au/slgaap-future-rounds

Sign up for testing or being a part of the early product release in the NHVR Portal: www.nhvr.engagementhub.com. au/slgaap-early-arat

Sign up for testing or being a part of the early www.nhvr.engagementhub.com.au/slgaap-early-arat

View more details on the nomination process below next to box)

BOX

View more details on the nomination process here:

Australia’s tourism hotspot

PIONEERING SMART CITY innovation

by Holly Tancredi, Assistant Editor, Council Magazine

A classic family holiday destination, quintessential golden Australian beaches and crystal blue waves is usually the imagery the Gold Coast evokes for many. But for those in the local government space, the region is becoming known for something a bit different; its adaptation of digital technology. City of Gold Coast continues to set the standard for smart city innovation, with Tanya Lipus, Executive Coordinator for the Council’s Smart City initiatives, sharing her unique insight at this year’s Smart Cities 2022 event.

Hillcrest Christian college students, City of Gold Coast employees and the Australian Computer Society members deploy a water quality environmental sensor in a joint initiative. Image: City of Gold Coast.

In recent years, the City of Gold Coast has focused on creating a smart and connected city to adapt, change and account for high resident expectations – while leading the way in Australia's future smart technology endeavours.

The creation and focus of the Council’s adaptive digital city program and its significant collaborations are set to digitally transform the City and benefit the community.

The City is currently aiming to double the connections on its IoT network, and continue to create and connect services such as Wi-Fi points, salinity monitors, and safety mechanisms to its fibre optic network, which is the largest council-run network in the country.

With a new smart roadmap being approved, the Council will continue to create innovative digital technologies that utilise data, and use its myriad of partnerships to better support the community.

SHARING THE SUNSHINE STATE’S VALUED EXPERIENCE

Executive Coordinator of City of Gold Coast’s Smart City team, Tanya Lipus, spoke during Council’s Smart Cities 2022 event panel, ‘Digital Connectivity’.

Boasting 18 years of experience within local government, Ms Lipus has a clear understanding on how councils can embrace digitisation for the benefit of their community and future.

Smart Cities 2022 brought together local government leaders who have pioneered technologies, to share and exchange information to work on the critical challenges facing Australian smart cities and community sectors. The free summit featured three unique panels across 10-12 May.

Ms Lipus has worked within the Council’s team since the beginning of its Digital City Program in 2016. The program was then restructured into the City Economy Branch in 2021 and rebranded to Smart City.

Ms Lipus also developed and pioneered the Council’s Smart City Roadmap.

During her presentation, Ms Lipus explained that understanding and utilising technology, data and people are the goals for the Gold Coast’s smart city initiatives.

“Technology doesn't necessarily solve a challenge without you really understanding the foundation of what the actual problem is you're trying to solve,” Ms Lipus said.

MAPPING THE FUTURE

Ms Lipus developed the Smart City Roadmap in November 2021, and it was endorsed by Council in March 2022.

The Roadmap, a two year strategic plan, supports longterm goals for digitising the City, as well as a six month, simultaneous focus on presenting a cohesive, connected Smart City message to the wider community.

For the small Smart City team of five, expanding project partners allowed them to have a wider scope of projects that could be completed.

The Roadmap’s three main strategies form guidelines for the future of the Gold Coast; showcasing how Council can progress its community to be better connected on a local and global level, and be fully supported by smart technologies and partnerships.

The Smart City Roadmap’s key strategic goals are:

∞ Increasing the use of the City’s IoT network

∞ Facilitating the use of data in a meaningful way

∞ Connecting locally, nationally, and globally

CONNECTING THE LOCAL COMMUNITY

Furthering on the smart initiatives, there has been a plethora of uses across the region to come from the City’s 864-core carrier-grade fibre optic network.

The network, installed across the council area, has become an important component of Gold Coast’s smart city outlook and supports the largest free Wi-Fi network in the country.

The Gold Coast’s optical fibre ring has several interface points along the region’s Light Rail corridor, with multiple telecommunications equipment rooms, fibre access nodes and access joints, including a total of 406 Wi-Fi access points.

The network also allows Council to save $1 million on telecommunication costs as it is able to offer broadband powered by the fibre optic network to carrier and wholesale telecommunications companies.

Services provided by the fibre cable include:

∞ The largest area of free public Wi-Fi in Australia, provided through a secure connection

∞ Dark Fibre services offering some of the fastest internet speeds in Australia under a carrier licence agreement granted by the Australian Communications and Media  Authority

∞ Managed Services (currently up to 10Gbps Metro Ethernet)

∞ Metro Ethernet is an Ethernet transport network that provides point-to-point or multipoint connectivity services over the Gold Coast metropolitan area network

∞ Asset Leasing Agreement with telecommunications carriers for telecommunications facilities (for example, mobile phone towers and associated infrastructure) on Council-owned or controlled land

UNIFYING THE DIGITAL APPROACH

The Gold Coast also boasts its own open data platform, and IoT network , based on LoRaWAN® technology. LoRaWAN®, which is a low-power wide-area network protocol, has a myriad of benefits such as lower power needs, stronger indoor presence and deep penetrations for multi-floor buildings by use of geolocations, as well as stronger bandwidths and ranges than what can be provided by standard cellular and Wi-Fi.

The IoT network provides a unified, cohesive way of connecting devices through a cloud system which extracts and utilises data, whilst simultaneously creating a more secure network for users.

Through its IoT network Council can further support not only its own projects, but offer gateway connections to partners and collaborators.

"We have around 5500 devices on the network, and that's just happened in the last 12 months, and then we're expecting that to double over the next 12 months,” Ms Lipus said.

“Our ultimate goal is to increase the devices on the network, but really, increasing the number of use cases that we have on the network as well, in addition to building the skills and capability around IoT and educating people about the IoT capability – and the benefit that that can bring to councils.”

Building and maintaining the City’s LoRaWAN®-based network cost less than $1.5 million over a five year period, with Ms Lipus explaining there was a focus on finding market partners to turn the initial financial cost into an long-term economic benefit through the commercialisation of the network.

Ms Lipus’ IoT team currently works with the National Narrow Band Network Communications Company in deploying and managing the IoT network.

The partnership is working on building a commercial strategy and intends to launch the network commercially in late 2022, which will open it up for local universities and industries to utilise.

DIGITAL DECISIONS IN ACTION

To prove the usefulness and relevance of the IoT network, Ms Lipus explained how smart water meters have been implemented using the Council’s IoT network, to detect thousands of leaks that would have otherwise wasted valuable water.

“Across the Gold Coast, there's about 180,000 water meters. What we are doing is collaborating with our water and waste

directorate in working with our top 5-10,000 commercial customers in terms of water consumption.

“There's about 4500 smart water meters deployed at the moment, and what we're getting is real-time water consumption. The biggest benefit from this particular project over the last 12 months is the fact that we've been able to identify leaks really early and save Council and the customer quite a bit of money through early leak detection.”

The Council and its smart meters have detected over 11,000 leaks since October 2020.

“Being that we own our own water infrastructure, we could see the return on investment, instead of expanding another system like SCADA, which is typically a little bit more expensive,” Ms Lipus said.

One of the City of Gold Coast’s smart water meters in action. Image: City of Gold Coast.

“We came to a position that we wanted an enterprise version of a network where we could reliably transmit data for some of our larger use cases.”

Other smart technologies being utilised under the IoT network include:

∞ Conversion of school speed signs from 2/3G to the City’s IoT network to improve safety and reduce cellular costs

∞ Trial public bin fullness level monitoring with 1200 bin sensors from 2023-24 onwards

∞ Salinity monitors with sensors to improve longevity of sewerage networks

∞ Manhole cover movements to reduce road and pedestrian hazards

∞ Pressure Reduction Valve (PRV) monitoring to improve early detection of faults and pressure issues

∞ LoRaWAN® parking sensors

∞ People counters in areas to identify utilisation of assets

NETWORKING WITH COLLABORATORS

The aim of digital partnerships is not only to have advantageous digital technology, but expand the use outwards to external collaborators to find and solve problems for the City.

Partners for one of the IoT projects in the City include the Australian Computer Society and Hillcrest Christian College, a joint project conducted through the State Government-funded ICT Gateway to Industry School Program (ICT GISP). By offering the use of the City’s IoT network, Hillcrest Christian college deployed a water quality environmental sensor.

Through the monitoring of the pond, and the creation of digital solutions to improve water quality and biodiversity, students will be learning an array of concepts found in the Digital Technologies curriculum. The data obtained from the project can also be used in other subjects like Mathematics and Science.

The Council is also currently working with Bond University, where it funds a PhD student that looks specifically at predictive modelling around daily visitor patterns to the Gold Coast.

Another partnership is also in progress with the CSIRO to deploy new weather stations and sensors across the coast, which could potentially feed into its data platform. This would enable a use of machine learning and predictive analysis, specifically around microclimate weather patterns into the future.

THE DEVIL’S IN THE DATA

To further utilise insight streams, and facilitate the use of third-party data for the Council, it holds contracts with Visa and DSpark gaining access to aggregated and anonymised

mobility and expenditure data, for evaluating things like events and subsequent investments, which can be converted into useful insights.

“The really rich data sets can be used to work with our external entities, like Destination Gold Coast and Major Events Gold Coast to analyse events and then make decisions on how we make investments in those certain areas as well,” Ms Lipus said.

The City of Gold Coast recently held a concert for musician Amy Shark at its cultural precinct, where Ms Lipus could gather data on the event’s foot traffic and visitor numbers across the sector, over multiple weekends.

The data showed a 55 per cent increase in visitors during the event, compared to previous weekends, which Ms Lipus used to discuss and justify the work with councillors.

The data highlighted how many visitors the City event had and where they came from, improving planning for future events and helping the Council to advocate for further funding.

“We're able to identify, who's a visitor, who's a worker and who's a resident within a particular zone,” Ms Lipus said.

“If it's just a local event or if it attracts people from out of region as well, and that then also links to the funding that some of our local organisations get from the State Government”

A WIDER COMMUNITY FOCUS

Council partnerships don’t have to necessarily be just with industry leaders, but can also involve the community –expanding the City’s vision outward, rather than from a singular internal focus.

“Predominantly, we've been very internally focused over the last couple of years, so we are really keen to start shifting our focus to how we're partnering externally,” Ms Lipus said.

“Our goal over the next two to three years is really starting to widen our scope and start working with our community a little bit better.

“We want to work with a range of stakeholders, schools, universities, but also local industry partners as well.

“We're relying on having really great relationships across the organisation, but our team is responsible for delivering and promoting one cohesive smart city message to the wider community, which we will see more of over the next six months.

“My advice to other councils is that things aren't going to happen overnight in terms of project implementation and outcomes for smart city projects. Be mindful that it does take time and to stick with it.

“It's an evolutionary process.”

REDUCE EMISSIONS AND BEAT CONGESTION WITH INTELLIGENT PARKING SOLUTIONS

We’ve all been there – wasting petrol, time and emissions – in a congested city street desperately looking for a parking spot. This is a universal issue for cities worldwide, with many councils turning their attention to making existing parking infrastructure assets smarter, instead of starting from scratch.

Fortunately for city-dwellers, smart solutions are making it easier for timely parking data to be shared to drivers, asset managers and owners – with the objective of advancing parking efficiency, reducing circling and the emissions it creates, and improving traffic flow.

Many will be aware of the available solutions to assist with the management of congestion in busy precinct areas – area counting, precinct wayfinding signage and per-bay parking guidance systems.

Within these solutions are important considerations that should be looked at as part of any smart city parking initiative, including:

DATA EXCHANGE

There are several key standards and norms across the industry that should be considered for simple exchange of data in real time. Arrangements for greater data exchange and processing complexity may also need to be dealt with.

The key though, is that for any project under the smart cities umbrella, Councils own the data either fully or at least jointly with minimal, if any, constraints on what can be done with it.

The exploration of the integration capabilities of existing parking management systems with smart technology should be robust and comprehensive before being adopted by a council.

SENSOR SYSTEMS

Sensors or sensor systems are highly important in smart city initiatives, with a range of varying technologies available including magnetic resonance, infrared, ultrasonic, laser and camera-based sensors.

The main consideration is that the sensors are fit for purpose on the site, highly accurate, long lasting and using reliable technologies with minimal ongoing maintenance costs.

Security, communications capabilities, and size plus frequency of data packets/data payload should be additional considerations.

PINPOINTING THE USABLE INFORMATION

The volume of data collected, even in a straightforward car park set up, can run into millions of data points each day.

Activity reports, API data pushes, alerts, bay occupation status, and wayfinding messaging across multiple LED signs can be updating sometimes multiple times per minute.

Whilst it may seem obvious, this mass of data needs to be aggregated and processed efficiently, automatically and accurately to deliver timely and actionable information to the community using the facilities.

A partnership with providers, such as Park Agility, who are involved in the creation of smarter cities, should not only result in the successful implementation of technology, but also a confidence that the project is delivering both cost effective and tangible benefits to the community.

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HARDY AND SUSTAINABLE SMART CITY INFRASTRUCTURE

Smart city technologies are increasingly expected in a range of local government authorities, in rural and metropolitan areas alike. However, these innovative solutions can involve extensive environment altering installation and resources, which is why many councils are turning to wireless solar infrastructure; creating robust and sustainable alternatives to help with a variety of challenges, from illegal dumping to parking management.

Previously the domain of urban, city environments, the benefits of remote sensing, camera technology and artificial intelligence are increasingly being enjoyed in suburban and regional areas.

Smart parking management, security, illegal dumping management, traffic management and measurement are increasingly making communities safer and more efficient.

UPFRONT INVESTMENT FOR LONGTERM BENEFITS

The value that can be derived from smart city solutions requires some capital and operating investment in supporting infrastructure. Infrastructure, in addition to cameras and sensors, often includes power and internet cabling, mounting equipment, control rooms and cloud infrastructure.

Challenges for councils include high costs of cabling for power and internet, which also limits the flexibility to move sensors and cameras. Furthermore, with climate change leading to more frequent and intense weather events, damage can occur to cabled infrastructure from immersion, erosion, or other flood related events.

combined with mobile or Wi-Fi data connection rather than traditional wired data.

An additional benefit of wireless smart city solutions is flexibility. Whether it is relocating the hardware at relatively low cost or replacing it due to obsolescence or upgrade, this can be done at low cost and short notice.

Even in emergency events, solarwireless solutions can be deployed to provide camera footage, communications, warnings, and other solutions when people cannot safely be deployed.

Finally, the environmental impact of a solar powered smart-city solution is lower than an equivalent wired solution.

In addition to the green energy generated by the sun, installation impacts are far less, and instead of digging up and disrupting lengthy corridors for cables, the physical footprint of the total solution can be less than a single square metre. This can avoid the disruption of pristine natural ground as well as existing infrastructure.

SOLVING THE CHALLENGES

Recent experiences on the East Coast of Australia have exposed the less obvious repair costs associated with ruined buried services, impacting smart city hardware as well as lighting and other power or data consuming infrastructure.

SUNSHINE POWERED INFRASTRUCTURE

Many of these challenges can be solved with a wireless solarbattery solution. With the power generating capacity and cost of solar-battery solutions diverging, creating a sustainable, and affordable, solution for smart city applications.

Solar and battery power removes the high costs of installation or repair to power cables, particularly when

Solar solutions are not without challenges; power is limited, which can impact the number of sensors and cameras as well as the degree of edge-based artificial intelligence that can be deployed.

Even if power is used frugally, the systems can only generate when located in full sun – not in shade. Similarly, data costs associated with using the mobile environment can be excessive, particularly with continuous streaming of video.

In answer to these common issues, Spectur has an advanced Australian-developed hardware and software solar and processing platform designed to host cameras, sensors, devices, and smart city applications in a constrained power and data environment.

One of Spectur’s innovative solar-powered surveillance cameras.

HOW OUT OF HOME MEDIA IS MAKING CITIES SMARTER

by Michael Cali, National Commercial Director, oOh!media

Smart cities, and improved digital amenity within communities big and small, are on the rise – so how can government and industry help shape our future to deliver smart outcomes? Let’s begin with the most important element of a community – the people.

Debate continues over the precise definition of what exactly smart cities are, despite the industry continuing to experience exponential growth in recent years.

While the trend to make cities smarter is only set to continue in the decade ahead, how will participants in government, development, technology and media shape the future of collective connectedness of communities, and deliver truly ‘smart’ outcomes? For a start, people must be at the centre of all action.

THE NEW CITIZEN-LED WORLD

Early characteristics of smart cities tended to focus on the reliance of information, communication and technology companies to solve problems, while in turn driving down costs to the government.

Following the Global Financial Crisis, technology that could monitor processes and drive efficiencies was prioritised when government finances were tight.

Fast forward to the 2010s and the explosion in social media means it has

never been easier to tell leaders what the community thinks, or engage with fellow citizens to garner support and champion ideas that can be amplified to the masses almost instantaneously.

As a result, more active participation in decision making that delivers for communities and their surrounds is now expected as standard.

For smart cities, this has meant a shift in emphasis from technologycentred top-down (or government and corporate-led) programs, to more human centred, bottom-up (or citizenled) initiatives.

Smart cities are not just about technology, but broader issues including infrastructure, governance, the economy, the environment, culture and public safety.

This is why addressing challenges with a meaningful understanding of the realities faced by the community is of great value.

THE 'SMARTS' OF OUT OF HOME MEDIA

Our purpose at oOh!media is to make public spaces better, and since launching operations more than 30 years ago,

there’s many ways we’ve embraced this broader concept of what makes a city smart.

While the provision of clean public infrastructure remains one of the fundamental pillars of the business, we’ve extended our smarts to deliver for communities in other ways.

We’re one of the largest providers of free public Wi-Fi across Australia by location, through our network of cafes, office towers and airports. We utilise our signs – both classic and digital – to turn public spaces into art galleries.

We have also partnered with ‘Ask Izzy’ to drive awareness of services that can aid vulnerable members of the community – connecting them with meals, financial assistance, mental health counselling, shelter, family violence support and more.

As the leading Out of Home media company, we remain cognisant of our responsibility to the communities we engage with; which means continuing to evolve our smart approach.

As we develop new products and public infrastructure, for example adding Internet of Things (IoT) sensors to capture key data for decision making and real-time passenger information displays, we consult with stakeholders – our commercial partners and the communities we serve – to provide solutions that make the greatest impact possible.

Our people-centric approach to making public spaces better will always be paramount – because that’s the truly smart way to make a difference.

To learn more about oOh!media, visit https://oohmedia.com.au/

Making public spaces better

Informing, connecting, and engaging people across our Out of Home network.

LOCKYER VALLEY’S FLOOD-FIGHTING Smart Initiatives

Lockyer Valley Regional Council, located in South East Queensland, has gotten used to once-in-a-hundred-year floods, having experienced three extreme weather events in just seven months, beginning in November 2021. When the waters rise, the Council is often first on the scene, making the best out of what resources it has available to warn residents and save lives, and using various smart initiatives to get information to locals when they need it most.

In extreme weather emergencies, as have become increasingly common in Australia in the past few years, communicating evacuation orders and timely updates is a matter of life or death.

Due to this, Lockyer Valley Regional Council has continued to progress its use of flood cameras, social media messaging, a manually activated siren that uses flood modelling software and other technologies to improve the region’s flood communication responses.

The Council also ensures a range of information is publicly available, to empower the community to make their own decisions based on individual circumstances.

The flood monitoring cameras are published on the Council's disaster dashboard; an online resource for residents, showing in real-time how flooded roads are, and letting residents see for themselves how inundated the region is.

Lockyer Valley Mayor, Cr Tanya Milligan, said the region had endured three weather events in only seven

months and was busy once again navigating the road to recovery.

“Council officers engaged the use of a range of technologies throughout each of these weather events, and those from past years, ensured the most timely and accurate communication of public information.”

SHOWING THE DAMAGE IN REAL-TIME

Mayor Milligan said the implementation of this technology has developed over time and throughout every weather event.

“Guardian software, provided by QITPlus, was first used in the Local Disaster Coordination Centre in 2013,” Mayor Milligan said.

“In addition, Council’s Disaster Dashboard, an innovation by QITPlus, was adopted by Council in 2017.

“The Disaster Dashboard provides residents with information on the activation levels of the Local Disaster Management Group, emergency news, road impacts, social media feeds from Council and other significant agencies

(including emergency services, weather, Energex, TMR) and other relevant links; to ensure the most updated information is communicated to our residents.

“The dashboard also includes the link to our twelve strategically-placed flood monitoring cameras.”

Mayor Milligan said all social media messaging is entered into the Guardian software and published to the dashboard.

“Metrics on the dashboard used during an event confirms many residents view the technology as a ‘point of truth’.

“For example, the dashboard metrics for the last two events show that in the peak of the February/March event there were 94,706 page views, and 70,376 views in the peak of the May event.”

Mayor Milligan said that calls to the Council’s call centre were also noticeably lower during the May weather event, compared to the February/March event, which could be attributed to residents relying on the data provided on the dashboard and social media instead.

“We have noticed a considerable uptake from our community in the use

of the disaster dashboard, however it can be a ‘double-edged’ sword, with a reliance on the technology during the last event causing issues when the cameras were not available,” Mayor Milligan said.

Flood monitoring cameras were first installed in the region in 2014, with the aim of providing:

∞ Visual, ‘ground truthing’, and the confirmation of information being received from gauges

∞ The confirmation of creek levels to determine when they become a risk to communities (as creeks change following each flood event, this becomes necessary to ensure data and messaging is correct)

∞ Information for residents to make informed decisions about travel, in connection with road closures published on the dashboard

SMART SOFTWARE PREDICTING POTENTIAL IMPACTS

Council’s flood intelligence software system combines data from rain and river height gauges and Bureau of Meteorology (BOM) forecasts, local geography and previous creek behaviours, to provide an indication of potential flood impacts – based on preceding ground conditions, fallen and predicted rainfall.

Mayor Milligan said the Grantham Siren was installed after the 2011 floods, following a recommendation of the Flood Commission of Inquiry Interim Report.

“The siren is activated manually based on the flood intelligence received from various sources, including flood monitoring cameras, gauges, community and flood modelling software.

“It provides early warning for residents of impending life-threatening flood events with an automated siren and audio message played on activation.

“The siren is tested twice yearly, with appropriate communication to residents to ensure they are aware of the testing and how the siren is used.

“There is also an extensive network of rainfall and river height gauges across the region owned by Council, SEQWater, Department of Resources and BOM, which form a key component of our flood intelligence system.”

Mayor Milligan said that although the smart initiatives have helped the community be more flood resilient, it is important to note that no technology is

fail safe and each piece of infrastructure is just “one tool in the toolkit”.

“If a system fails, there may be alternate data to help inform the community and assist in their decision making, however the community should consider the worst-case scenario, including what happens if certain data is not available when creating their emergency plans,” Mayor Milligan said.

SOCIAL MEDIA CONNECTING COUNCIL TO RESIDENTS

Lockyer Valley Regional Council CEO, Ian Church, said Council has utilised social media as a tool to communicate directly with residents in a time sensitive way.

“The safety of our community is paramount, and the preservation of life remains our key focus in these events,” Mr Church said.

“Social media isn’t dependent on any other media sources relaying the message, ensuring timely communication is achieved to the local community.

“While we don’t utilise traditional media releases in a disaster response, we do use other media outlets in a supporting role, such as quoting Council’s messaging in their weather bulletins or sharing our posts.

“The communications team is responsible for tailoring messaging in a way that has both impact and appropriate tone.

“It has to be balanced. While we don’t want to fearmonger, we also don’t want complacency.”

Mr Church said that beyond weather warnings and safety alerts, the Council has also used social media for preparedness messaging, while also supporting the messaging of key stakeholders, such as TMR road closures, and keeping the messaging consistent across multiple social media platforms.

“It’s all about communicating timesensitive information that’s straight from a reliable source.”

REDUCING MISINFORMATION

The Council’s team has also found that, through its team being present across social platforms, the spread of misinformation within community groups has been reduced.

“An example of this is when we communicated when, where and why police were door-knocking residents’ homes in Grantham,” Mr Church said.

“While we didn’t necessarily have to, doing so allowed us to stay in control of the messaging and dialogue swirling in community groups.”

The use of social media also allowed the Council to report on the crisis throughout the various stages – when flooding was imminent, in progress and once it had passed.

“We provided an update on the status of the Local Disaster Management Group, communicated the areas of known risk, let the community know when the immediate threat had passed and what the emerging threats would be,” Mr Church said.

“We maintained the use of these channels as we transitioned into the recovery phase, to support and assist residents to navigate the recovery journey.

“The consistency of the messaging and the actionable information helped us to manage the expectations of the community.”

Mr Church said that the use of social media has played a pivotal role in preparing for, and recovering from, disaster events and “ensuring the safety of the community is maintained”.

Lockyer Valley Regional Council’s Disaster Dashboard. Image: Lockyer Valley Regional Council

HOW MOBILE PLATFORMS ARE TRANSFORMING LOCAL COUNCILS

Around

the world, many are unquestionably living in a mobile society, the likes of which has only been amplified by the pandemic –with remote working, supported by technology, enabling a major workplace transformation. In this new world, there is a huge opportunity for councils to embrace mobile platforms and digitise processes for maintenance workforces.

Mobile technology can maximise effectiveness, productivity and accuracy while minimising paperwork, risk and liability. It’s a tool that allows council maintenance teams to be effective and show the impact of their work, enabling a better quality of service for communities.

SO HOW DOES MOBILE TECHNOLOGY HELP LOCAL COUNCILS?

∞ Allows for quicker response times, greater efficiencies and more accurate reporting: being able to work from anywhere and keep things moving means less downtime and more work orders resolved. Not only is this important day to day, but it’s vital during times of crisis or natural disaster.

∞ Enables greater accountability and transparency both internally and for the public: providing council teams with evidence of what each department has completed or is currently working on enables greater transparency and eliminates potential for miscommunication. The more accurately information is captured, the more local councils are able to proactively communicate with stakeholders and the community. It also serves as a helpful way to manage conflict resolution and complaint management.

∞ Reinforces credibility and creates trust: local councils are often overworked and under-resourced with a plethora of complex stakeholder maps to engage with. A mobile platform connects the field and the office, allowing councils to provide reporting on exactly what stage a work order is at, and provide absolute transparency. This is especially important for managing liability, as a mobile platform delivers a compliant and accurate report of the work completed.

CITY OF SALISBURY’S MOBILE INVESTMENT

Recently, Brightly Software worked with its long term partner, the City of Salisbury, to support its digital transformation of field maintenance processes.

Salisbury is a local government area located on the northern fringes of Adelaide, South Australia. It has a population of approximately 145,000, encompasses an area of 158km² and manages over 230,000 infrastructure assets with a replacement cost of $1.5 billion.

With 100 teams, plus contractors, working within the city to inspect and maintain a broad range of community infrastructure, the City of Salisbury needed a solution that could track costs at a detailed level, enforce a range of safe working guidelines and improve operational efficiencies.

City of Salisbury recognised this required comprehensive change management and established a project team to plan and execute this major transformation. The team agreed that Brightly Software’s ConfirmConnect was the best program to manage jobs, inspections, respond to community requests and maintenance across all infrastructure operations.

Brightly Software’s APAC Vice President, Shaun Butler, said, “ConfirmConnect allows councils to use dashboards to track the data for each asset, which includes everything from roads, playspaces, trees and reserve furniture.

“Every team member and manager can now see the status of all jobs, inspections and enquiries they are working on. Additionally, using the ConfirmWorkzone solution, schedulers have a map-based view to drag-and-drop work to different teams.

“It truly is a game-changer for local councils.”

Brightly Software APAC Vice President, Shaun Butler.

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WHY SMART WATER METERING IS the ultimate smart city application

The availability of safe and accessible water is a resource many Australians take for granted, but managing its source, treatment and distribution is a challenging and expensive task.

Due to this, smart water metering solutions are gaining popularity from councils and utilities alike, to help track and detect usage and leaks with regular updates, and allow customers to access their own water usage data easily.

FAST DATA FOR COUNCILS AND LOCALS

Taggle Systems smart water metering solutions provide a council or water utility with hourly consumption data from every single household, business, and council property, delivering powerful data for both the corporation and the consumer.

Part of the solution is the customer portal, which educates the community and local businesses about their water usage, helping the consumer to understand exactly how much water they are using and when.

The hope is that if behaviour is wasteful, the data may compel customers to modify their usage.

Another major benefit of smart water metering is finding leaks, because a concealed leak can drive up consumer bills and result in high costs to council to resolve and provide a rebate.

Early warning of leaks will also help avoid the additional costs caused by water damage to the property – with an early warning a huge win for both council and the consumer.

Even small leaks add up to significant losses across the water network. In Douglas Shire Council for example, which has recently completed stage one of its smart water program, including just 900 smart meters, has already reduced water leaks by 200KL per day – equalling a saving of around five backyard swimming pools.

The goal for most smart city applications is to improve liveability, optimise city functions, promote economic growth and improve sustainability – with the idea that by using smart technology and data analysis, the quality of life for citizens is improved. So what better focus for digitisation than the most precious resource councils have? Water.

The Council is now moving onto stage two following its success in reducing wasted water.

SAVING WATER

During a drought, any reduction in wasted water will prolong the time before restrictions are introduced.

Identifying leaks and educating the community so that they can make informed decisions on how, and when, to use water, will also greatly impact the quality of life of the community and ensure improved economic stability during a drought.

The insights provided by the smart meter data can also inform planning alterations to the network or understand where and when the demand is.

A utility can plan the capacity of the pipe network, enabling efficient pipe sizing, and better manage pressure so it is optimised based on time of day.

REDUCE NON-REVENUE WATER

A council or utility embracing smart water technology will also decrease its non-revenue water significantly, with Taggle seeing non-revenue water reductions of over 50 per cent through the use of its technology.

Smart metering also reduces water theft, making billing more accurate and timelier.

As Australia moves towards digital utilities, with multiple existing systems already in place such as SCADA, billing and CRM, it is beneficial for data to be integrated across existing workflows and business processes to improve efficiency.

Water is essential for life, and while smart parking, bins and lighting improve liveability – water security has much more of an impact.

Smart metering solutions encourage the effective use of one of the country’s most precious resources, and engages with the community in a meaningful way.

One of Taggle’s smart water meters.

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HOW COUNCILS CAN CREATE sustainable futures with circular economies

by Stephanie Nestor, Assistant Editor, Council

In recent years the concept of sustainability, and how communities can achieve it, has become increasingly on-trend. As the realisation that natural resources have an expiration date hits and the climate warms, councils are looking at ways to make use of what they have, and reduce waste for future generations.

Creating sustainable solutions is a key focus for councils – encompassing multiple aspects of a community – so instead of introducing stand-alone initiatives many councils are looking for a complete overhaul through the introduction of a circular economy.

Rather than just throwing away waste, a circular system encourages local governments to find sustainable ways to reduce what gets sent to landfill and increase what gets reused.

At Smart Cities 2022, Circular Australia CEO, Lisa McLean, spoke as a keynote speaker, discussing the increasing need for cities to take a circular approach to how they use and consume resources.

Smart Cities is an event which invites leaders in local government to exchange information about innovative technologies and strategies for combating challenges in smart cities and communities around Australia.

Ms McLean has over 14 years of experience as a leader in circular economies, advising industry and government leaders about developing policy to bring about sustainable change in energy, water, waste and mobility sectors in both the UK and Australia.

In her presentation, Ms McLean drew on previous case studies and offered directions for councils to take towards changing their approach to waste disposal.

Circular Australia – previously NSW Circular – is an independent non-profit company which aims to encourage the transition to a circular economy.

It has grown from a New South Wales Government Research and Innovation Network, to helping deliver circular economy infrastructure, data and services to businesses, governments and researchers across New South Wales.

There are many initiatives that councils can implement to reduce waste, but ensuring they all work in unison to create a circular economy that delivers sustainable solutions will be imperative heading into the future.

WHAT IS A CIRCULAR ECONOMY?

According to the Ellen MacArthur Foundation, a circular economy is all about stopping the production of waste.

Currently, materials and resources are taken from the planet to turn into products, only to eventually be thrown away and new materials sourced for new products. This linear process means waste builds up and natural resources are depleted.

A circular economy instead reuses and recycles to create a circular process that doesn’t finish with waste being useless at the end.

The three aims of a circular economy are to:

1. Eliminate waste and pollution

2. Circulate products and materials

3. Regenerate nature

Ms McLean said a circular economy is an industrial system that's restorative and regenerative.

“So not only are we designing out waste, but we're also thinking about how we can create regenerative systems like recycling our water and getting free energy from the sun in a way that reduces carbon and is accessible and affordable for people.”

Circular

Australia CEO,

Lisa McClean.

For councils, creating a circular economy could mean changing waste management systems, manufacturing products from recyclable materials, and encouraging businesses to sell waste through incentives.

Local government has a key role to play in initiating the transition to a circular economy, working with partners

and the community to get the (circular) ball rolling.

THE GROWING NEED FOR A CIRCULAR APPROACH

Circular economies are focused on changing how communities think and tackle waste. Rather than a take-makewaste system, the life of products can be extended or reused.

Already governments and businesses are taking steps to reduce emissions and minimise the harmful effects of pollution. For councils, revolutionising waste systems align with this move to create a more sustainable future.

Ms McLean said there couldn't be a more important system transition for the planet than moving from linear to circular waste disposals.

“Circular economy is an economic framework that can support our future growth and future jobs, but also do some really important things like reducing carbon, designing out waste and changing our fatal consumption model, where we use, throw away and flush away things after using once or twice,” Ms McLean said.

“It's about decoupling economic growth from virgin resource use and making sure that we all get what we need, but we get it in a way that designs out waste.”

Taking materials and turning them into products, only to be discarded, is not sustainable in the long-term. Many natural resources are finite so eliminating waste and pollution will help ensure there are more resources available for future generations.

Additionally, transitioning to a circular system will build up natural resources rather than deplete them, while sustainable farming practices and increasing biodiversity can return nutrients, resources and resilience to natural environments.

Circular economies also go hand-inhand with the transition to renewable energy and resources, to remove the wider economy’s reliance on finite resources and aiding governments and businesses with decarbonisation.

“Circular economy is actually tackling almost half of the emissions that we need to cut.”

Circular Australia CEO, Lisa McClean.

“They're embedded in food and products like steel, cement, plastics, aluminium, and other things, and circular economy is the mechanism and framework to extract that value out of those products and to cut those carbon emissions.

“So we're really not going to get to net zero without the circular economy.”

ECONOMIC OPPORTUNITIES FOR AUSTRALIA

For local governments, circular economies can not only generate environmental benefits, but also financial ones.

European research shows that transitions to circular economies can increase economic growth between 0.8 per cent and 1.4 per cent annually.

Transitioning to a system which eliminates waste can reduce waste disposal costs, with councils even able to receive government funding to set up circular economies.

“The economic opportunity is just growing and growing for circular economies. Globally, it's sitting around $4.5 trillion, and some recent research is putting that up closer to $7 trillion,” Ms McLean said.

For councils, circular economies can help reduce costs, particularly with waste management and public services, through the reusing of old materials and products, extending circulation and minimising the constant need for replacement.

“Imagine you have one component that you're selling in a linear economy, you'd be selling it once and waving goodbye to that,” Ms McLean said.

“In a circular economy, you might be leasing that or putting it out as a service and at the end of its life, or when it needs repair, you can take that back, extract all that value out of that component and then put it back in the market again for another, potentially at a lower cost.

“If some value has been shifted out of it, opening up a whole new market that you might not have before.”

KEEPING MATERIALS OUT OF LANDFILL AND IN THE ECONOMY

Landfills have become a significant problem for Australia, with 35 per cent of all waste generated every year ending up in landfill, costing businesses $750 million in waste levies.

“Waste really is the new resource that we should all be mining. Big opportunities to keep materials out of landfill and being burnt and back in the economy,” Ms McLean said.

Another area of concern is repair and upkeep of green energy resources, such as solar panels. Ms McLean said these

renewable energy sources cannot be truly circular if they are being replaced instead of repaired to extend use.

“Micro cracking is another problem that occurs with solar panels,” Ms McLean said.

“So they might be new, but they're getting cracks so they can't be used. So how do we start to build the repair industry that can support these valuable pieces of infrastructure going back into the economy?”

COUNCILS AND CIRCULAR ECONOMY: IT ALL STARTS WITH MATERIALS

For councils to start thinking about changing their thinking from linear to circular, it all starts with materials – how materials are sourced, where they are sourced from and whether they can be replaced with other materials.

Some councils are considering the procurement of materials for construction projects.

“If something's getting demolished, where's it going at the end of that life? If there's components that are coming to the end of their life, where are they going?” Ms McLean said.

“Just bringing that lens to thinking about procurement within the council space is really important.”

In terms of the kinds of projects councils can achieve, Ms McLean detailed two initiatives where Circular Australia helped organisations to set up circular waste programs.

Firstly, Circular Australia worked with St Vincent’s Hospital to collect ampules and needle caps to be recycled at Allmould Plastics in regional New South Wales in Orange. The ampules and needle caps were properly cleaned and turned into wind farm components and roller door wheels.

Secondly, partnering with Sydney Water, Circular Australia teamed up to host a workshop for over 60 partners and stakeholders to identify circular strategies which could be employed by local governments.

With Circular Australia’s help, Sydney Water developed the Upper South Creek Advanced Water Recycling Centre in the Western Parkland Centre, with the intention of designing a city which is sustainable.

The water recycling centre will be operational by 2026 and will treat 100 million litres of wastewater each day at maximum capacity.

This development, the workshop and a follow-up leader’s roundtable would then inform a report published by Sydney Water with consultation from Circular Australia – Unlocking the circular economy in the Western Parkland City.

In the report, Sydney Water outlined six key actions which local governments and organisations can take to initiate circular economy opportunities.

These key actions include:

1. Setting targets and policies that help create a circular city

2. Valuing circular economy outcomes in business cases for infrastructure investment

3. Centralising information with a one-stop-shop for circular economy resources

4. Creating systems and incentives to connect circular supply chains

5. Optimising water cycle management for green, cool and climate-resilient cities

6. Aggregating local organic waste collection for energy recovery

These key actions offer an overview of what is necessary to establish and maintain a circular economy, through policies regarding construction and recycling initiatives.

Ms McLean said that the findings from the projects can be used as proof to councils and businesses to develop similar recycling programs.

“In that particular hospital project, we found that there were savings that could go back into hospitals of the order of employing 40 new nurses.

“So we know the benefits there and it's really important for organisations like ours to be able to provide this evidence base for councils and industry to look at so they can have more confidence in pushing change.”

CHANGING THE WAY COMMUNITIES THINK ABOUT WASTE AND SUSTAINABILITY

Changing the way communities think about waste and resources can provide opportunities for councils to reduce carbon emissions and tackle

climate change, while also providing financial benefits which can go towards other initiatives.

“If we can expand that circular economic opportunity in these key sectors of health and transport, water, and the built environment, we really have got opportunities to drive hundreds of thousands, tens of thousands of new jobs,” Ms McLean said.

Ultimately, Ms McLean believes that circular economies will create a more sustainable and resilient future.

“This is what it's going to be like as we move into this new future, this new climate-changed future that we're all facing,” Ms McLean said.

“So how is our infrastructure going to be more local? By providing that local recycling in a way that can create security of supply and move away from the big desalination plants and dams and infrastructure of the past that is just not going to be resilient in this new future.”

Ms McLean said circular economies are not just about reducing carbon, but also looking at those other critical areas of biodiversity loss and natural resource scarcity, pollution, waste and water contamination.

“One statistic I like to use is that there's now more gold and silver in one ton of iPhones than there is in one ton of ore from a gold or silver mine,” Ms McLean said.

“So there's phenomenal amounts of resources and value in waste at the moment.”

Investigating how processes can be changed to a circular approach helps councils to set targets, which are the best first step to transitioning to a circular economy.

Ms McLean said setting targets for collection and reusing waste is also a natural step to follow after setting carbon neutral targets for councils.

“It doesn't have to be hugely ambitious to start with, but targets are the first step,” Ms McLean said.

“It's a way in which we can focus our attention and bring that lens to those opportunities.”

Seeking green bins:

WHY DO SOME COUNCILS

OFFER FOGO WASTE COLLECTION WHILE OTHERS DON’T?

by Stephanie Nestor, Assistant Editor, Council Magazine

In the National Waste Policy Action Plan 2019, the Federal Government committed to halving the amount of organic waste sent to landfill nationwide by 2030, and ordered councils to deliver a food waste collection service by 2023 – with only 30 per cent of Australians currently having access to these services. As these dates creep closer, councils will need to find ways to collaborate to overcome the challenges and reach national targets.

Food waste is becoming an increasingly important issue as landfills begin to reach capacity, with greenhouse gas emissions able to be minimised and sustainable waste systems created by diverting food waste from landfill and reusing it.

As part of the national plan, all state, territory and local governments are expected to deliver Food Organics

and Garden Organics (FOGO) collection services to households and businesses by 2023, with assistance from the Australian Local Government Association (ALGA).

This rollout of FOGO waste collection programs will coincide with the introduction of bin harmonisation and consistent standards for states and territories.

For many states and territories, this means at least a three-bin system – for rubbish, recyclables, and FOGO – but some will roll out four-bin systems, which will have an extra bin for glass.

While this target cements the importance of creating sustainable waste management practices, during these early years of the transition, there are still challenges to overcome.

Bayside City Council resident using their new FOGO bin. Image: Bayside City Council.

WHY DO WE NEED TO RECYCLE FOGO?

One third of the world’s food is wasted and ends up in landfill, producing eight per cent of global greenhouse gas emissions.

According to the National Food Waste Strategy Feasibility Study by Food Innovation Australia, food waste is a significant problem which costs the Australian economy $36.6 billion a year.

Each year, 7.6 million tonnes of food is wasted, which makes up 42 per cent of waste going to landfill.

Recovered food and garden waste can be used again as compost, mulch, and soil conditioners, or used to produce renewable biogas using a digester system.

So with only 30 per cent of Australian households already having a FOGO service through their local government, what challenges are councils facing and why is this rollout taking so long?

CHALLENGES IN IMPLEMENTATION

Many councils have struggled to implement FOGO collection for their communities with the lack of a clear guide, and the obligation of meeting the national waste target by 2023 adding extra pressure.

Major cities such as Brisbane, Melbourne and Canberra have already begun pilot programs for a selection of residents, in an attempt to reduce food ending up in landfill.

The City of Melbourne has rolled out its FOGO program to over 20,000 residents in houses and low-rise apartment buildings, but have not worked out a way to offer the program to residents in high-rise buildings.

Other Victorian councils, such as the City of Port Phillip, Maroondah City Council and Manningham City Council, have struggled to introduce a food waste collection program because of a lack of processing capacity at recycling facilities in Victoria.

Even if there is capacity, recycling and composting facilities have to deal with contaminated food and garden waste which cannot be recycled. Some facilities have also struggled to sell the recycled compost they produce from food and garden waste.

In the City of Monash, located in south-east Melbourne, residents have been reluctant to take part in the program, raising concerns in community feedback submissions about food waste

creating odours and encouraging pests to go through green bins.

Despite these concerns, many councils have found ways to overcome challenges regarding how to offer services to high-rise buildings, recycling infrastructure, contamination of material, and community engagement.

NAVIGATING ACCESS FOR APARTMENTS

While many councils have struggled to implement FOGO services for apartments, due to accessibility issues for bins and collection, getting residents and councils of owners on board, and dealing with the smell, some councils have found ways to accommodate multi-unit developments.

The City of Fremantle has devised a tailored approach to ensure residents in high-rise buildings can still benefit from its food and garden waste program.

The FOGO program in the City of Fremantle isn’t mandated; instead, in each residential or commercial building there is a person who volunteers as a ‘waste champion’ to liaison with council to introduce FOGO bin collection services.

City of Fremantle Waste Minimisation Officer, Kelly Levisohn, works with these champions to conduct bin assessments – what size bins the dwelling has, where the bins are stored and how they’re placed out for collection – to see what extra support is needed.

This process can take anywhere from a week to a few months, depending if residents are ready to take up the service or if they need to send the matter to the council of owners for approval.

Ms Levisohn said some more difficult implementations for multi-unit developments can take six to twelve months as the make-up of buildings can have an effect on uptake.

“There may be some buildings that we just physically can't provide the service for,” Ms Levisohn said.

“The larger the complex, the more they tend to take a long time to work with. Several residents or tenants may have contacted us because they want FOGO, but it is dependent on their council of owners and whether they're active or not.”

Ms Levisohn said the tailoredapproach had to be holistic and have everyone on board in order to work, including residents, tenants, the council of owners, and maintenance people.

“That's a benefit of working with people and giving them very simple information on how it will look like, because sometimes they may be reluctant to switch over because they just don't know,” Ms Levisohn said.

“That may be where other councils get some pushback, because residents are being made to do it.”

RECYCLING FACILITIES DIVERTING WASTE

Many councils have worked with recycling and composting facilities to ensure organic waste is actually being repurposed, with diversion rates steadily increasing.

Randwick City Council in New South Wales made its FOGO waste collection service available to all of its 156,000 residents in March 2021.

A year after the program began, Randwick City Council has seen a 97 per cent increase in FOGO collection and a 26 per cent decrease in rubbish collection.

Randwick City Council Mayor, Dylan Parker, said the results of just one year of offering the service have been impressive.

“Over the past year we have collected 14,000 tonnes of food and garden waste and turned it into compost. That’s around twice the weight of steel used in the Anzac Bridge,” Mayor Parker said.

“Crucially, by not sending this waste to landfill we have prevented the creation of greenhouse gases that contribute to climate change.”

Additionally, since introducing its FOGO service in July 2019, Bayside City Council in Victoria has increased its diversion rate to 60 per cent and processes over 14,000 tonnes of food and garden waste a year.

All FOGO waste is processed at Sacyr Environment Australia’s organics facility, in Dandenong South.

The waste is turned into compost using an in-vessel treatment that processes organic material in tunnels, which can be monitored for temperature, moisture, and oxygen levels. The whole process takes around 42 days and once the compost is ready, it is sent to end markets to be used as soil conditioner or in landscaping.

Currently, Bayside City Council is considering implementing the use of the compost in its parks and gardens, but the compost is not available to the general public.

EDUCATING THE COMMUNITY

Many councils would agree that the key to a successful FOGO waste collection rollout is educating the community about how to dispose of their waste and why it is important.

The Shire of Augusta Margaret River in Western Australia introduced a three-bin waste system in 2019 and now redirects 59 per cent of its waste to recycling.

Prior to the introduction of the FOGO collection program, the landfill diversion rate for the Shire was only 22 per cent.

The Shire owes its success to community engagement, since residents ensured minimal contamination of food and garden waste collected for recycling with a contamination rate of only 1.4 per cent.

Workshops were offered to residents throughout 2021-22 to give the community information about how to recycle and compost their waste.

Showcasing how education programs are very effective for combating the contamination of organic waste that ends up at composting facilities.

For Bayside City Council, Sacyr’s comprehensive decontamination practices can only do so much if residents aren’t putting the right waste in the right bins.

This is why, as part of the program rollout in 2019, Bayside City Council ran a campaign to inform residents about FOGO waste and recycling through direct mail, workshops, information stands, social media posts, and advertising in print and digital media.

Bayside City Council CEO, Mick Cummins, said, “Any Councils yet to implement the service should ensure they bring their community along the journey, emphasising the why and rationale behind the decision and highlighting the landfill diversion target that they are working towards as a community.

“The storytelling behind the food waste recovery process is also a critical component of this service change, as it provides the community with an understanding and certainty behind their resources being put to good use.”

Similarly, the City of Fremantle has learned that it’s important to not only give out information through workshops and flyers, but also to show residents where their waste ends up.

Organic waste in the City of Fremantle is turned into recycled compost which the public is able to purchase from the Fremantle Recycling Centre. Each 25L bag costs $5, with a limit of five bags per customer, and contains at most 30 per cent FOGO-derived material.

Some bags are even donated to multi-unit developments and schools for their gardens.

“Our residents love the fact that their food waste is actually being turned into something. It's something tangible that they can see and they love that it's closing the loop on waste,” Ms Levisohn said.

“Now that they’ve got these products, they're less likely to contaminate their bin because they know it's actually being turned into something.”

COUNCILS LEARNING FROM EACH OTHER

As 2030 draws closer, councils will not only need to work with their communities to reach individual waste diversion targets, but also with fellow councils.

Ms Levisohn said the key to the City of Fremantle’s program’s success has been sharing information with neighbouring councils.

“By speaking to other local governments that have been through the process, you can learn from their mistakes and their wins,” Ms Levisohn said.

“We are a member of the Resource Recovery Group with the Town of East Fremantle and City of Melville. We have had the benefit of working together to roll this out.

“Don't be afraid to ask for information, because the more information you have for your residents, the easier it is to get them over the line.”

Meeting the objectives of the national waste plan and creating a sustainable waste system will take more than just setting targets – it’ll involve active community engagement and the sharing of information between councils.

While some councils have been learning these past few years with their programs, some are just beginning their FOGO journeys, but all can learn from each other to change Australia’s waste system in time for 2030.

CREATING LESS-WASTEFUL LED LIGHTING SOLUTIONS

LED lighting has many advantages over older-style metal halide modules in relation to control, colour temperature options and efficiency. However, one aspect that dogs the industry is that when components fail, the whole fitting has to be swapped out, consuming more raw materials and using large amounts of energy in the recycling process. This is why a low-cost, sustainable solution is on the horizon –ready for council sporting facilities to adopt.

LED lights, although more efficient, create more wastage compared with metal halide modules, where bulbs were simply replaced – which is not only more expensive, but not sustainable for the environment.

Every day failed lights are being recycled completely or even sent to landfill, along with the heavy components made from extractive mining – wasting precious resources.

Due to this, more needs to be done to find a low-cost and sustainable lighting solution for companies and organisations, such as council sporting facilities, to adopt.

REDUCING WASTE WITH A NEW INITIATIVE

Legacy Lighting has a vision for a more sustainable path for LED lighting and is committed to making this a reality with its new Legacy Loop recycling program.

LEDs have progressed very rapidly for the ten years leading up to 2022 with new sizes, output and iterations coming out every few months from every manufacturer.

During this period there has been massive increases in light output, efficiency, and durability, however with the overall trend slowing, improvements are becoming more incremental, and the pace of quantum change is slowing.

Legacy Lighting, as an Australian lighting manufacturer, has come up with a recycle scheme whereby LED panels can be replaced as old ones fail, or are superseded by newer, more efficient versions.

This is done by committing to maintaining PC boards with the same environmental footprint over the long term, ensuring that for decades into the future these boards will be able to be replaced inexpensively and sustainably.

BETTER FOR THE CLUB: SAVE MONEY AND THE PLANET

All LED lights consist of a heatsink (aluminium), a PC board with LEDs and a form of lighting control as an optic or reflector, with Legacy Lighting using optics made from PMMA.

This means that of the key components only the PC board and LEDs are likely to degrade over the long term, and in 15 years’ time when the lights need an upgrade to meet current standards, PC boards can be replaced, reusing the existing heatsink and optic.

The cost for the upgrade would be roughly 30 per cent of what a new fitting would cost, but more importantly, no waste would be entering landfill and the only part needing to be recycled would be the old aluminium PC boards.

Depending on the location the upgrade can be done on site, or sent back to Legacy Lighting for upgrade. An upgrade involves removing the lights and then reinstating them after, which would typically take two to four weeks, depending on the size and scale of the project.

MASSIVELY REDUCE WASTE

Working with Legacy Lighting PC board manufacturers can ensure an on-going supply of boards which can be used for many years to come.

The design of the system will also allow adaptation of new materials as they become available, staying with the vision of reducing waste and recycling, and creating overall better product life cycles.

Legacy means leaving something behind for others to enjoy, and doesn’t only involve lighting fields to provide these moments during sport, but creating an environment that will ensure preservation of resources long into the future.

Legacy Lighting has national coverage within Australia and is able to arrange site visits for assessment of an existing system and quotations to upgrade to the current Australian Standards. For more information visit: legacysportlighting.com/

BUILD-A-REEF: COCKBURN'S INNOVATIVE TRIAL BEATING EROSION

by John Thompson, Journalist, Council Magazine

For those living in the suburbs of Perth, going to the beach is an essential reprieve to the seemingly everlasting heat. This is why the City of Cockburn undertook an innovative trial to remedy a rapidly eroding beach, installing an artificial reef to barrier the coastline against wind and wave, preserving both the natural and built environment, and contributing to valuable erosion-beating research.

Twenty years of erosion at Western Australia’s C.Y. O’Connor Beach has seen a reduction of over 50m to its shoreline, threatening both the beach itself and nearby infrastructure.

The City of Cockburn’s battle against erosion at the beach began in 2019, after the community brought the issue to the Council's attention.

By then, the ongoing onslaught of rain and wind had decimated sand dunes, necessitated periodic sand replenishment works costing over $500,000, and submerged community assets.

Now, 100m of artificial reef shields these assets, in a project thought to not only reduce erosion, but also foster healthier ecosystems.

In a separate but complementary project, a 35m long geotextile sand container seawall was installed in the dunes adjacent to the reef, promoting increased stability along the shoreline.

Though the effectiveness of artificial reef solutions in reducing erosion is currently unproven, a team of researchers from the University of Western Australia (UWA) will monitor its effectiveness in a three-year trial.

The results of this trial will inform Australia’s response to the ongoing degradation of its beaches, accelerated by global climate change – offering insight and data to benefit all Australians.

BUILDING THE REEF

Balancing the need for community access, coastal aesthetics, and effective prevention would require an innovative solution to fighting erosion.

The answer? 135 precast concrete modules, carefully craned into place 100m offshore and together forming a unique engineered fringing reef, purposefully designed to reduce the energy and intensity of incoming waves, and thereby reducing erosion.

Overseeing this project was City of Cockburn’s Head of Sustainability and Environment, Chris Beaton, who is responsible for Council’s sustainability and climate change programs in addition to environmental education.

Preserving the coastline was fast becoming a necessity, Mr Beaton explained.

“We lost a dual-use path, which previously used to be about 50m from the water. It was washed into the sea probably about five, seven years ago.

“That path had to be relocated another 50m up the dune and we started to realise that things were only getting worse.”

Installed in March 2022, the solution will test the overall effectiveness of artificial reef initiatives in reducing erosion over a three-year period.

Aerial view of the artificial reef installed off the coast of C. Y. O'connor Beach in Cockburn, Western Australia. Image: City of Cockburn.

Twenty years of erosion has reduced Cockburn’s beachfront by 50m, threatening the surrounding natural and built environment. Image: City of Cockburn.

“That's when we'll have some results which can clearly state whether it's having a beneficial impact, or if it's actually having an adverse impact,” Mr Beaton said.

“Just a couple of storm events or similar is not something that we can just look at and say ‘it is having an impact’ but monitoring it over a three-year time span and looking at different storm events that come in, we'll get a good idea of what's happening there.”

The reef project was completed in partnership with Cockburn-based global ocean engineering company Subcon and the UWA.

It was made possible with $350,000 from the City and $214,349 from the State Government’s 2020-2021 Coastal Adaptation & Protection Grants program.

COMMUNITY CONSULTATION

The needs of the Cockburn community informed and motivated Council decision making prior to the artificial reef project, and was ultimately critical to both its construction and short term success.

Consultation conducted during the development of Council’s Coogee Beach Foreshore Management Plan, where respondents stressed the importance of consistent beach access and low-profile solutions to erosion.

“The community didn't want to see things like breakwaters and groynes established, Things that might reduce their ability to get access to the beach and reduce amenity. So that's where this idea came from.

“People didn't want to see hard structures, but structures that are working with nature rather than opposing it.”

Developed with the assistance of a local engineering firm, the artificial reef addresses both concerns, while also meeting the environmental needs of native flora and fauna.

“It’s a win-win, doing a project like this will not only address the beach erosion, but also increase habitat for marine life. The community – they like to get access to the beach, they want to see their beaches remain and not be turned into hard breakwaters,” Mr Beaton said.

BENEFITING THE ENVIRONMENT

Given enough time, the artificial reef is expected to begin developing the characteristics of a natural reef, as surrounding sea life begins acclimatising to its new home.

“We expect the reef to actually start to take on the role of a natural reef, and we'll probably see coral, seagrass and seaweed start to attach to it, and have more marine life coming in, using it for habitat and protection from other bigger predators,” Mr Beaton said.

This was evident in Council’s Coogee maritime trail, a unique diving experience that supplemented barren seabed with man made structures, planting the seed for a thriving natural habitat.

“So it'll be similar to our Coogee maritime trail which we've had for about five years now. It's been a wonderful thing and has added a lot of habitat, and brought in a lot of marine life into a barren seabed,” Mr Beaton explained.

GATHERING EROSION-BEATING RESEARCH

A UWA research team will oversee the monitoring of the project, following an additional investment of $433,540 from the Federal Government’s Australian Research Council Linkage Project and an additional $150,000 in research funding from Subcon.

The funding will support UWA researchers in developing a multifaceted research program to optimise the design of artificial reefs for coastal protection applications.

This will include establishing an extensive field monitoring program to assess the reef’s performance over three years and using the data to develop improved models to more broadly predict how artificial reefs can protect coastlines.

“Regular monitoring of the reef and surrounding shoreline in the years following installation will demonstrate the trial’s effectiveness, and whether it can be rolled out on a larger scale,” Mr Beaton said.

“Erosion will still occur to some degree, but we believe the reef will slow its rate, minimising the quantity and frequency of sand nourishment, and allowing for a greater, more stable sand dune buffer to establish along the shoreline.

“While this innovative trial will benefit one of Cockburn’s beaches, it will also benefit other local and State Governments around the nation, as communities deal with the increasing impacts of sea level rise and its impact on our coastline.”

Professor Ryan Lowe from UWA’s Oceans Graduate School, agreed, adding that the project would contribute to the development of a framework for predicting how artificial reef structures could be optimally designed to protect coastlines from erosion and flooding.

“The research will develop new theories and models to quantify how waves interact with complex reef structures to reduce wave heights and extreme water levels at the shoreline," Professor Lowe said.

“Expected outcomes include new practical tools and design guidelines that can be adopted by coastal engineers and managers to maximise coastal protection by reefs."

The artificial reef was constructed with 134 concrete modules, each individually installed by crane over 100m from the beachfront. Image: City of Cockburn

ELECTRIC LIGHT VEHICLES BRINGING COUNCILS CLOSER TO NET-ZERO

Light vehicle fleets are imperative to keeping day-to-day council tasks moving, driving around suburban areas with ease and running errands to service the community. However as fuel prices boom, and climate change becomes a reality, the days of the diesel truck may be numbered – especially with the new iBlue truck, powered by electricity, in town.

Akey focus for local governments is reducing fleet costs, from fuel to maintenance – but the idea of electric vehicles often ends up in the ‘too hard’ basket.

Foton Mobility Distribution (FMD), which specialises in making zero-emission vehicles, is aiming to transform fleets nationwide and make electric fleets commonplace.

FMD has recently launched the Electric Light Duty Truck, the iBlue, which is purpose-built for the Australian market.

The iBlue features a 4.5t GVM/6t GVM dual configuration, making the vehicle well suited to any number of applications.

The truck features world-leading CATL battery technology (with R100 Certification), promising to deliver a smoother, quieter ride, with all the inherent safety features required in modern fleets – whilst also protecting employees from harmful emissions.

Over the warranty life of the iBlue Light Duty Electric truck, councils can expect to reduce their CO2 emissions by an average of 24,000kg per truck, making those net-zero goals seem closer than ever.

SEEING BLUE: THE IBLUE LAUNCHES

The iBlue is the first truck of its type to be available in quantity, to meet the needs of last-mile delivery and logistics operators and councils looking for a zero-emissions alternative for existing ICE vehicles.

With the right-hand drive production line set to deliver the first of approximately 45 trucks before the last quarter of 2022, the iBlue is going to be very visible on Australian roads soon.

The fully imported cab-chassis can accommodate either a pantech body, or tray body in various configurations, and importantly, due to its dual registration capability, can be driven on a standard drivers licence; assisting operators and users to overcome the current shortage of licensed truck drivers.

KICK-START SUSTAINABLE SAVINGS

With a range of up to 200km (subject to driving conditions), the iBlue Light Duty truck presents an immediate opportunity for councils to give their sustainability journey a kick-start, by reducing fleet emissions, setting an example for their communities, and reducing operating costs.

With Petrol and Diesel prices predicted to remain high for the foreseeable future, the iBlue Light Duty Electric truck offers substantial savings over the life of the unit, and together with its lower maintenance costs, will more than offset the initial higher acquisition cost.

ONGOING SUPPORT AFTER PURCHASE

The iBlue Light Duty truck is an investment that comes with in-built support, in the form of a five year and/or 200,000km warranty, five years of National Roadside Assist, and an after sales support network in all major capital cities.

If the truck is ever in need of repair, Foton’s Head Office and Distribution Centre at Smeaton Grange in Sydney will hold a significant inventory of spare parts to further support its customers, with the spare part inventory increasing over time as iBlue trucks move onto roads.

SAYING GOODBYE TO ‘CHARGING ANXIETY’

The iBlue can be charged in both slow and fast charge modes, taking approximately 12 hours and 1.5 hours respectively. FMD can also supply its own range of ‘ChargeGreen’ charging units from the smaller 11kw and 22kw units, to the larger 160kw unit, suitable for both large and small fleet applications.

Foton’s ‘ChargeGreen’ chargers are built to the highest standards, and are extremely price competitive, thus offering further advantages to councils and shires looking to make the transition to an electrified fleet.

FMD can also provide assistance in scoping out the depot changes needed in order to move towards a zero emissions future.

To

A sprouting success: GROWING SHEPPARTON'S GREENERY

by Steph McNair, Greater Shepparton City Council

Located north east of Melbourne, Shepparton sits in Victoria’s picturesque countryside, surrounded by lush green pastures. But as the region’s suburbs sprawl out, it’s more important than ever to make space for urban greenery, increased canopy cover, wildlife corridors and green spaces, to create a community that can withstand the effects of climate change and become a sustainable region for years to come.

The Greater Shepparton region has a rich array of natural assets from the Goulburn and Broken Rivers to farms, orchards, bush and parkland; all loved by locals and tourists alike.

The trees that form part of the region’s urban forests are an important asset that are enjoyed by all, but sometimes overlooked. These urban trees live in the region’s parklands and reserves, along streets, in backyards, in car parks and other major land holdings, such as alongside railway lines. These trees provide shade, filter air pollution and help absorb stormwater.

As these trees serve the community, the council has served the forests, adopting its Urban Forest Strategy five years ago in 2017, with the goal to make the region vibrant and liveable with wellconnected green spaces, while reducing the impacts of climate change.

The aim of the strategy is to reduce vacant tree sites in the municipality to zero, include trees in all new infrastructure projects, improve urban forest diversity, increase the number of biodiversity links through road networks and increase canopy cover in urban areas of the region to 40 per cent.

The strategy takes into account all urban trees, including trees managed by Council and those on private properties.

A comprehensive audit conducted in 2017 determined that Greater Shepparton City Council manages approximately 37,000 trees in parks and streets throughout the municipality. Approximately 19,000 of these trees were located in Shepparton, 6,000 in Mooroopna, 4,000 in Tatura and 8,000 in other towns and locations in the region.

Freshly planted trees line one of Shepparton’s walkways, improving urban greenery.

Image: Greater Shepparton City Council.

The audit identified 6,000 vacant tree sites in the towns of Shepparton, Mooroopna and Tatura where trees have died or been removed, with additional new sites identified, including in areas of housing development.

Greater Shepparton City Council Director Infrastructure, Gary Randhawa, said the Urban Forest Strategy plays an important role in Council’s response to the climate emergency and the health and wellbeing of the community, now and into the future.

“Improving our urban forest through tree planting not only has positive impacts on health and wellbeing, economic and environmental benefits, it is also one of the most cost effective ways we can adapt to the changing climate,” Mr Randhawa said.

PROGRESS SO FAR

Over the past five years Council has planted 6,030 additional street trees throughout Greater Shepparton as part of the Urban Forest Strategy, with approximately 1,200 trees scheduled for planting each year over the next 15 years.

A review of the canopy cover will be conducted in late 2022, with Greater Shepparton City Council’s Parks, Sport and Recreation team eager to see the results of their hard work. The canopy cover is calculated by capturing overhead images using specialised software which records the current canopy size.

Thermal imagery will then be conducted every five years which will show clearly the canopy cover increasing across the region. This data will indicate how Council is tracking toward its 40 per cent canopy cover goal and allow any adjustments to be made to the planting schedule and tree species.

GROWING PAINS

Despite the program being successful so far, it has not been without challenges and lessons learnt along the way.

Over the years there has been fine tuning of the species selected for planting based on how well the trees tolerated local conditions and how appropriate they were for the selected locations as they became established.

While most members of the community are happy to have attractive tree lined streets, Council still faces some issues with vandalism and theft of trees and wooden stakes.

Street trees and trees planted in public spaces, such as play spaces and parks, are only part of the solution. In addition to the trees planted by Council, community members are also encouraged to plant trees on their own properties, contributing to the canopy cover.

CANOPY COVER ADDING VALUE TO THE COMMUNITY

When the Urban Forest Strategy launched, a celebration was held which included a native tree giveaway for planting in residents’ backyards. Council’s Parks, Sport and Recreation Team repeated this giveaway at the five year milestone celebration in August 2022, in the newly completed Stage 2 of Maude Street Mall Redevelopment in Shepparton’s CBD.

The redevelopment itself has preserved as many established trees as possible and includes the planting of additional trees, in line with the goal to include trees in all new infrastructure developments.

Beyond the health and environmental benefits, urban greenery and landscaped areas are shown to improve retail activity by up to 20 per cent, delivering economic benefits to local businesses in Shepparton, Mooroopna and other shopping districts within the municipality.

There are benefits for homeowners and property investors too, with the aesthetic appeal of tree lined streets

increasing the values of homes and the appeal of neighbourhoods, particularly in areas of socio-economic disadvantage.

Research conducted in Perth and Brisbane has shown strong evidence of increased house prices on streets lined with healthy, well maintained trees – with residents spending more time outside as well.

Residents can also benefit from a reduction in energy bills through strategic planting of trees, with a 10 per cent increase in deciduous tree cover providing a five to ten per cent reduction in both heating and cooling by blocking heat in summer and warming the home in winter.

“Planting and maintaining healthy trees in our urban areas can help us adapt to climate change through provision of shade, evapotranspiration and stormwater interception,” Mr Randhawa said.

ALL PART OF A BIGGER PLAN

The Urban Forest Strategy forms part of a series of broader changes Greater Shepparton City Council is making to reduce its environmental impact and prepare for the changing climate.

Council declared a Climate Emergency in March 2020 and has since developed a Climate Emergency Action Plan and a 2030 Zero Emissions Target. While changes are being made throughout the organisation, the Urban Forest Strategy is a key component of one of the four strategic priorities identified in the action plan – Building a Climate Resilient Community.

The priority includes plans to reduce urban heat for the health and wellbeing of the community, which urban forest aids through reducing the Urban Heat Island Effect.

This occurs when the natural environment is replaced with hard surfaces such as buildings, footpaths and roads which absorb heat.

Increasing canopy cover can reduce this effect and is becoming an important consideration as temperatures rise and heat waves become longer and more frequent.

Reducing heat is just one element of what makes the Urban Forest Strategy essential, with Shepparton sowing the seeds of a sustainable community into the future.

One of the thousands of trees planted to increase canopy cover in the Shepparton region. Image: Greater Shepparton City Council.

GREEN SOLUTIONS FUELLING CLIMATE ACTION AROUND THE WORLD

Across Australia governments and businesses are responding to climate change, with the Federal Government accelerating its action to tackle the climate crisis. On a local level, councils play an enormous role in reducing overall emissions, community beliefs, behaviours and the adoption of sustainable solutions. One of these solutions that can make a big difference, locally and globally, is the uptake of electric maintenance vehicles.

The Federal Government is taking more action towards climate change than ever, partly due to the country’s obligations under the Paris Agreement, committing to a new national emission reduction target of 43 per cent below 2005 levels by 2030; an increase of 15 percentage points on the previous target.

COUNCILS PLAY A SIGNIFICANT ROLE IN REACHING NET-ZERO

Local government in Australia can and does contribute significantly to overall government emissions reduction targets. Highly visible in their communities, the actions of a local government utilising green energy can also contribute to a positive reputation among its constituents.

Recent findings from an energy efficiency consultancy, 100% Renewables, shows that one in six Australian local councils have adopted a net zero target. Ten, including Maroondah City Council in Victoria and the City of Brisbane, are already carbon neutral.

COUNCILS WORLDWIDE TRANSITIONING TO ELECTRIC VEHICLES

Looking internationally, many countries are seeing local governments invest in electric maintenance vehicles.

Papeete, in French Polynesia, uses 100 per cent electric street sweepers in keeping with its environmental protection values.

In Belgium, the Kruibeke Municipality has converted its ageing street sweeping fleet to electric vehicles (EV).

In the cities of Naples and Noicattaro in Puglia, Italy, councils are using 100 per cent electric street sweepers, and leading Italian cleaning services provider, Serit, which operates throughout the province of Verona, has a 100 per cent electric fleet.

In Birmingham in the UK, councils are using a range of electric street sweepers, while Westminster City Council is cleaning London’s West End with a 100 per cent electric fleet of street cleaning vehicles.

Oslo in Norway has also added 100 per cent electric street sweepers to their fleet to meet emissions reduction targets.

The City of Mountain Brook in Alabama, US, has switched to 100 per cent electric mowers, leaf blowers and other outdoor maintenance equipment and saw an immediate drop in noise complaints. Because of the quietness of the machines, their outdoor maintenance crew can also get started early before the heat of the day kicks in during summer.

All of these examples showcase that the green technology now available is dependable – it’s been tried, tested and proven to work efficiently by leading councils around the world who have adopted these solutions to achieve net-zero sooner.

ADOPTING ELECTRIC MAINTENANCE VEHICLES

Adding proven electric maintenance vehicles to a council fleet can reduce emissions and create a more sustainable region.

For support on adopting electric maintenance vehicles, talk to EcoTeq – Australia’s first zero-emission, 100 per cent electric maintenance equipment supplier.

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Sydney, Australia

THE DIFFERENT FACES OF LIVEABILITY: using

data collaborationandto boost quality of life

By April Shepherd, Editor, Council Magazine

For a country like Australia, a one-size-fits-all solution to boosting liveability is not applicable. Around the nation we have everything from capital cities with new suburbs without critical infrastructure for residents; to rural communities with one bus route a day – so a good quality of life, and the urban development required to achieve this, will look different across the nation. Associate Professor Melanie Davern, Director of the Australian Urban Observatory (AUO), talks to Council about how research and collaboration in local government is a big piece of the liveability puzzle.

The Australian Urban Observatory (AUO) is a digital planning tool powered by urban liveability researchers at RMIT University, providing liveability indicators, multiple data sources and analysis, and invaluable resources for local governments.

Councils can use the AUO to discover where to invest resources and influence future policy direction to create sustainable, healthier and more liveable neighbourhoods.

The AUO’s research is based on its definition of liveability, gathered from extensive review, and defines a liveable place as somewhere that

is: safe, attractive, inclusive, and environmentally sustainable; with affordable and diverse types of housing, public open space, local shops, health and community services, leisure and cultural opportunities; with opportunities for employment and education all accessible by convenient public transport, walking and cycling.

Associate Professor Melanie Davern, Director of the Australian Urban Observatory (AUO) leads a team of researchers to source new data, through partnership development, academic research, spatial research and undertaking different investigative projects.

“The AUO is really trying to take research knowledge and then translate it into indicators, tools and resources that can be useful for practitioners later on in the AUO,” Associate Professor Davern said.

The indicators can aid local governments in determining what regions of their council area require more development to become more liveable, and attract and keep residents.

Associate Professor Davern said that the plethora of regions in Australia vary immensely and each require a unique approach.

“It really depends on the needs of the area and the people who live in that area.

That's exactly why we have developed the Australian Urban Observatory, because all communities are different. I talk about places being not dissimilar to people in that we all have strengths and weaknesses, and it's really important to be aware of those,” Associate Professor Davern said.

Associate Professor Davern said that to create positive change there has to be a match between place and people, and an attempt to understand what needs to be done to promote health and wellbeing in that area.

“Because I think all councils really do a wonderful job in trying to promote health and wellbeing, and often with little resources.”

Associate Professor Davern hopes her team’s research helps councils to understand how features of the built and natural environment are connected to health, such as improving the walkability of an area or understanding where shops and services are, can make a big impact to the liveability of an area.

To work in unison to build more liveable communities also requires understanding that a community is an urban system.

LACK OF AMENITIES CREATE INEQUALITY

Access to amenities is one of the key factors to improved liveability, which has become a challenge in newly built growth areas; with a large focus on increasing housing and less on ensuring adequate amenities are nearby.

“Liveability for the AUO is based on a clear definition, it's on our website, it's out there. We are really trying to connect the social determinants of health, with other elements, such as where you are born, live, learn, work, play, age; that local environment where you live has a huge impact on long-term health,” Associate Professor Davern said.

“We're connecting those social determinants with urban planning and design. Now, if we keep building the cities the way that we have been, we're going to have huge impacts on health and we're also going to see greater inequality across our cities.”

The AUO’s data surrounding health services is one of the more jarring sets of statistics, showing many rural and metropolitan areas face long travel times to see a doctor, especially those in growth areas.

“When you look at citywide results and you aggregate them up to that city

score, then obviously there's going to be less liveable places being developed out in those outer growth areas. We're happy to put houses in without transport, without services, without access to supermarkets or fresh fruit and vegetables.

"We're connecting those social determinants with urban planning and design. Now, if we keep building the cities the way that we have been, we're going to have huge impacts on health and we're also going to see greater inequality across our cities.”

Associate Professor Melanie Davern, Director of the Australian Urban Observatory (AUO).

Associate Professor Davern said that the way cities generally have been created and planned is according to population growth, and to respond to urgent housing needs – leaving many with a home but without a good quality of life and opportunity for rest and exercise; due to increased transport times to access amenities.

“We plan based on population occurring and the delays that come with that, which means that we're constantly going to be creating these same problems as we allow that growth area development to keep occurring. Why can't we put transport and schools in as we are doing it? Why can't we put a shop, a supermarket, fresh fruit and vegetable access in there?

“But instead, we see fast food companies going first. In a growth area, they're one of the first things to appear once there's a new suburban development. Along with an independent school, not a public school. So we're increasing the costs. And then look at petrol prices. Now you've got to drive further. We're actually penalising people for going into those areas.”

HELPING COUNCILS TACKLE BARRIERS TO IMPROVED LIVEABILITY

For the AUO, Associate Professor Davern said the first step to helping local governments improve liveability is getting information and evidence into the sector, providing new resources and working with partners to develop new liveability indicators that meet the data needs of planners and decision makers to improve the value of the platform.

The AUO also works to constantly update its resources – so councils can see these liveability indicators progress over time.

In the urban development space, Associate Professor Davern said councils have been using the tool to see how their region ranks in certain liveability indicators against other areas, and see the changes they have made play out in real-time data.

“We have heard from other partners that are taking our evidence and incorporating that into policy submissions to State Governments. So they're able to use it to advocate for change,” Associate Professor Davern said.

Even for elements of the community where the council doesn't have full control, such as transport, local governments are still using the AUO data to advocate to the State Governments and showcase the areas that need further assistance and funding.

For instance, in New South Wales the AUO works with a number of local health districts, who work with the councils. These health districts have been using the AUO’s tools to create community strategic plans, and to identify areas that require action from the State Government.

“They're using the information to try and advocate for a better liveability in their areas,” Associate Professor Davern said.

IS COLLABORATION THE KEY TO HEALTHY COMMUNITIES?

Collaboration between communities and between fellow councils is a huge step towards making small changes that bring big impacts; and that overall aid communities in becoming more happier, healthier and liveable places.

Associate Professor Davern's key advice for councils looking to improve the long term wellbeing of their communities through planning

and development, is to partner up and collaborate.

“I think that one of the key things to think about is that, and I see it all the time, that some of the most progressive councils and local governments have amazing partnerships.

“So one person or one organisation can do so much, but working in partnerships means that your impact and your reach are going to be so much greater.”

Associate Professor Davern isn’t just referring to councils partnering together to achieve common goals, but also to extend this collaboration out to the community and think of new ways to engage residents.

“Working with those local organisations and working in partnership is really, really critical here. But also to think about partnership with residents.

“Do you want to just provide for your residents, or do you want to really

collaborate and engage and understand what their needs are?”

“I would really love to see a bit more creativity going into community engagement in councils across Australia, because it's like the same model has always been applied, ‘Come to a meeting, do a survey online.’ We don't see a lot of real creativity in the work.”

Associate Professor Davern explains that instead of community engagement being focused on wants, it should be around making the best of what a region has.

“More like: ‘This is what we've got. These are the strengths and weaknesses of our areas, which ones should we be talking about? What's the most critical issue? How do we decide on the priorities we should be working into?’

“The actions that come from it are really important, and that's where I think research has a role, and academics need to make information easier to access

and easier to use so that it can be linked to those conversations.”

WALKABILITY ON THE APPLE ISLE

An example of this style of collaboration is evident in the Communities for Walkability project being undertaken in rural Tasmania.

The project is a joint venture by the AUO and the University of Tasmania, led by researchers Associate Professor Verity Cleland and Dr Kim Jose, Local Government Association of Tasmania and the Tasmanian Department of Health.

The initiative aims to use citizen science to discover what environmental factors influence walkability in rural regions of Tasmania, and the issues unique to these areas regarding health and fitness.

Currently there are not many existing tools for measuring walkability, its varying levels, and what is the optimal level to maintain a healthy lifestyle in rural communities.

The small towns of Railton and Beauty Point in the state’s north are beginning their involvement in the initiative, while Zeehan, on the west coast, and St Helens, located on the north-east coast, are currently in progress.

“We're doing this for research and really want to understand the connection between walkability and health outcomes in small rural towns of Tasmania. But also sharing that information with the local government partners that we're working with, so they get to know that as well. I think that's a nice example of citizen science being used to help inform planning and promote health,” Associate Professor Davern said.

Associate Professor Davern explained that as Australia is so vast, its different areas face unique challenges, and despite the amount of support needed for rural communities, these areas often get less attention than their big city counterparts, but can find their power in collaboration and teamwork – working stronger together.

“Often big cities get a lot of attention and regional and rural remote areas don't. But it brings a different dimension to it. They're also the councils that often don't have the biggest budget and the big amounts of awards and subsidies, but they can still partner.”

Melbourne and Launceston maps showing the regions’ various degrees of walkability (the greener the area, the better the walkability). Images: AUO

TWEED’S BOLD LAND SWAP INITIATIVE TO PROTECT BUSINESSES FROM FLOODING

Tweed Shire Council Manager Land and Economic Development Ray Musgrave, General Manager Troy Green, Mayor Chris Cherry, Williams Group Australia General Manager Lyndon Poirrier and Alder Constructions General Manager

Tweed Shire has been suffering from the long-term effects of flooding way before the devastating events of 2022, with many businesses in the area still reeling in the aftermath of the then-record flood of 2017. Faced with the prospect of the region’s businesses, and employment, packing up and leaving the area, the council came up with an innovative solution – inviting affected landowners to swap their flood-prone industrial land for new elevated property.

In March 2017, the Tweed Shire in northern New South Wales suffered what was then a record flood, after the remains of ex-cyclone Debbie battered the region.

Six residents tragically died in the deluge and thousands of residential and business properties were inundated.

Among the worst affected areas was South Murwillumbah, which for the most part sits on a flat floodplain alongside the Tweed River. It is also one of the main industrial centres of the Tweed Shire, home to some of the region’s oldest and largest businesses and was a significant centre of employment.

In the aftermath of the disaster, Tweed Shire Council General Manager, Troy Green, knew something had to be done.

“Small businesses are the life-blood of the community and we knew we had to do something to help them recover from the disaster and provide confidence in the region moving forward,” Mr Green said.

“Without long-term security, we were concerned businesses might consider moving out of the area and along with them, their jobs.”

With Council’s own depot among the flood-impacted businesses, Mr Green and his team were on the lookout for

higher ground off the floodplain to relocate to, and in the process came up with the idea of undertaking an industrial land swap in the Tweed.

SIMPLE IDEA, COMPLEX UNDERTAKING

Five years later, and with another record flood in February–March 2022, the industrial land swap is finally underway, with construction works set to begin in September 2022.

Thanks to a $6.6 million grant from the New South Wales Government, Council was able to acquire 14ha of suitable flood-free land at Lundberg Drive in

Dean Cheffers turning the first sod on the new industrial land swap at Industry Central in South Murwillumbah in June 2022.

South Murwillumbah, to develop the new industrial estate.

The innovative plan will see eligible business landowners swap their floodprone land in South Murwillumbah with Council-owned, flood-free land at Industry Central, located close by but on elevated, flood-free land in the nearby new industrial estate.

“The plan has not been as easy as we thought it would be at the get-go,” Mr Green said.

“With little greenfield, flood-free land remaining in the Tweed, our first task was to identify suitable land close enough to the Murwillumbah CBD to keep jobs in the region.

“Once that was done, funding had to be secured, which involved rounds of lobbying the NSW Government for assistance.

“Then we had to look at the complex legalities involved in the change of land ownership and go through the usual development approval process.”

Mr Green said that with COVID-19 throwing a spanner in the works and putting the project on ice for a period, it took the Council five years to get to this point.

“Land swaps are far more complex than we realised at the start of this process,” Mr Green said.

PROJECT NOW IN FULL SWING

Building company Alder Constructions was awarded the $3.18 million contract to design and construct all public infrastructure at Lundberg Drive in Industry Central, including the roads, stormwater, reticulated sewer, water supply and telecommunications.

The new allotments are due to be completed by early 2023 and, once settlement has taken place, businesses can commence building their new premises on the site.

So far, five local businesses along with the Tweed Shire Council Depot, have confirmed they will be moving to the new site, with four allotments remaining unallocated.

Council has recently completed a second round of expressions of interest to allocate the remaining allotments to eligible businesses.

Part of the deal would see businesses remove all structures from their old premises, allowing Council to return that land to the floodplain, never to be developed again.

Mayor of Tweed Shire, Chris Cherry, said she was excited to see construction finally underway.

“Land swaps are complex legal and planning initiatives which are rarely undertaken, with this project already five years in the making.”

Tweed Shire Council Mayor, Chris Cherry.

“It is crucial we undertake this land swap. We must get businesses off the floodplain and up to higher ground if we are to ensure confidence in the local economy. Our region is growing and we are keen to support our business sector wherever we can.”

Mayor Cherry said there has also been renewed interest in the project following the flood earlier in 2022.

“Based on the feedback we received from businesses after this year’s flood, we launched a second, new expression of interest process to gauge interest in a second land swap project,” Mayor Cherry said.

“This would require suitable land to be identified and for the NSW Government to provide financial support.

“This could pave the way for future land swaps in the Tweed and across the Northern Rivers.”

HIGH AND DRY

Williams Group Australia General Manager, Lyndon Poirrier – whose business is one of the largest employers in the region – said the long-time Murwillumbah company was looking forward to moving to the new site.

“This project is an opportunity to future-proof a number of our businesses to ensure we continue our great contribution to the local economy which we have done since our establishment in 1935,” Mr Poirrier said.

“This will allow us to pursue the potential for a new state-of-the-art production facility on a flood-free, worry-free site, enabling us to explore new options such as world robotics, integrated operating platforms and logistics.

“It will also allow us to provide our people with a safer working environment into the future.”

Other businesses that have signed up for the land swap include 30 Marine Parade Pty Ltd, Mick Bourke Transport, North Commercial Pty Ltd and All Home Products & Improvements.

EXPRESSIONS OF INTEREST

Council also launched another EOI process to gauge interest in the remaining four allotments to be created as part of the original Land Swap project, with submissions closed early August.

“After five years of planning, the Land Swap project is now moving swiftly with construction of services due to be completed by early 2023,” Mr Green said.

“We have four lots still available, all of which are zoned for general industrial use and range in size from 1,970m² to 9,140m².

“This precinct will provide businesses with certainty and confidence to invest in the Tweed.”

The industrial area of South Murwillumbah was largely inundated during the February-March flood in 2022. The site of Tweed Shire Council’s new land swap in the new Industry Central area (marked in blue) remained above this record flood level. Image: Tweed Shire Council.

KEEPING AUSTRALIA'S COASTLINES SAFE THROUGH SEAWALL MAINTENANCE AND REMEDIATION

Australia is known for its iconic beaches, with water access playing a major part in the country’s way of life. In many cities and suburbs, seawalls are a valuable asset for protecting low-lying waterfront infrastructure – creating a barrier between open water and its picturesque bordering environments; and reducing erosion and protecting urban assets.

Seawalls are crucial infrastructure for an island continent like Australia, especially for areas alongside rivers and lakes where erosion can have a negative impact on urban environments.

Typically made from steel, rock, or concrete, seawalls are constructed to suit the landscape and water conditions.

Vertical seawalls block waves from ocean-facing coastlines while sloped seawalls, or revetments, are designed to dissipate the energy from smaller waves to lower the risk of erosion.

Left unprotected, natural foreshores can be at risk of flooding and weakened ground conditions, which can put waterfront structures in danger of collapse.

REMEDIATING BEFORE THE CRACKS APPEAR

While seawalls are engineered to withstand marine environments and extreme weather, old or poorly constructed seawalls can be hazardous to people, structures and the surrounding environment.

A deteriorating seawall can cause bordering infrastructure to subside, resulting in cracks that can lead to water ingress behind the structure.

This was seen in Sydney, where a historic sandstone seawall, protecting a waterfront apartment on Sydney Harbour, had started to deteriorate following years of tidal currents and water movement.

Without proper remediation, the wall would have continued to degrade until it could no longer support the apartment’s patio or the apartment block itself.

Entire strips of tourist-attracting waterfront development could be affected by old or deteriorating seawall infrastructure, and without suitable protection from waves and tides, or a long-term plan to mitigate the effects of water movement, structures may become unsafe, uninhabitable, and unviable for tourist operators and other businesses who rely on the location’s access and safety.

Due to constant contact with water that may be flowing or contain corrosives such as salt, seawalls should be regularly monitored and maintained for signs of deterioration. If sections of the wall are damaged, its footings have eroded, or the soil behind the wall is weakened, the wall may need to be reconstructed or reinforced.

LONG TERM SOLUTIONS NEEDED

Tailored solutions that provide long-term stabilisation are key to revitalising ageing or deteriorating seawalls. This was a lesson that the City of Bunbury learnt when it discovered damage to the seawall protecting the Marlston waterfront entertainment precinct.

Prolonged exposure to waves and tidal movements had allowed water to penetrate through the wall and under the foundations. A section of the wall had subsided and a large crack had formed in the face of the wall.

To address the problem, emergency grouting was carried out in the worst affected area, but proved to be very expensive.

INNOVATIVE AND COST-EFFECTIVE MAINTENANCE

Mainmark provides a range of specialist ground engineering and asset preservation solutions for residential, commercial, industrial, civil infrastructure and mining sectors.

Mainmark worked with the City of Bunbury’s engineers to develop an innovative and cost-effective solution for the entire wall repair.

Mainmark’s Teretek® engineered resin proved to be an ideal solution to strengthen the wall by densifying the soil and filling voids where sand had been washed out due to the tidal movement.

As urban development continues to increase, seawalls will remain crucial elements for protecting water frontages. When constructing seawalls, councils should consider an asset remediation plan to help address issues that may arise over time, should sections of the wall start to deteriorate due to ground or water conditions.

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City of Bunbury seawall.

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A bird's-eye-view of the new Waterfront Park and Novotel Devonport development.

DEVONPORT REIMAGINED: THE VISION CHANGING THE REGION

by Tahnia Creedon, Devonport City Council

Devonport, a bustling coastal city in the north of Tasmania, has long been a hub for many of its neighbouring small communities, and with population growth and tourism gearing up again post-pandemic, the city is on the brink of a total overhaul through its LIVING CITY project – hailed as a once-in-a-generation set of urban development initiatives designed to propel the region into the future.

Devonport is a city that has been on a transformational journey in recent years, thanks to the strategic direction of Devonport City Council’s LIVING CITY project.

The once-in-a-generation vision has seen the waterfront city embark on a bold new future, according to Devonport Mayor, Annette Rockliff.

Mayor Rockliff has been involved in the Council for 15 years, as a councillor, deputy mayor and for the past few years as mayor.

Since LIVING CITY first became a concept in 2009, Mayor Rockliff has seen the project evolve, with the masterplan officially adopted in 2014 after five years of significant research and community engagement.

“LIVING CITY was a ten-year-plus vision to create a new Devonport – a bold new future, valuing all that was good about the City, yet recognising that there was potential for it to aim higher,” Mayor Rockliff said.

“The benefits from Council’s bold investment in LIVING CITY have never been more evident, with strong investment confidence continuing to grow.

“We have seen our city revitalised since the Council adopted the LIVING CITY master plan.”

Mayor Rockliff said there are four key elements to the LIVING CITY vision:

∞

To strengthen the regional attraction for the North West of Tasmania and the state’s tourist market

∞ Connect the Devonport CBD to the Mersey River

∞ Link existing retail and businesses through urban renewal

∞ Support local employment and economic growth

BUILDING A SERVICE CENTRE FOR THE REGION

Mayor Rockliff said LIVING CITY was conceived from the clear need for action in order for Devonport to fulfil its potential as the service centre for the region.

LIVING CITY has included three phases to date: the Southern Rooke Street revitalisation, paranaple centre precinct development, and the recent Waterfront Park and hotel projects.

Mayor Rockliff said the Southern Rooke Street development included property acquisition, development and streetscape works, which revitalised an underutilised area of the CBD.

The major $71 million paranaple centre construction incorporated the paranaple arts centre, Market Square Pavilion, Library, Service Tasmania, Council offices and the convention centre.

Image: Devonport City Council.

TOURISM BACK AFTER PANDEMIC HIATUS

The works will also contribute to the growing number of tourists following the pandemic.

Mayor Rockliff said the City’s convention centre is a popular choice for national and state conferences with demand continuing to grow.

“With the recent Tasmania Visitor Survey showing strong recovery in visitation following the COVID-19 pandemic, including into regional areas, we know there is growing demand for travel options into the state,” Mayor Rockliff said.

“Recent announcements like the Rex Airlines decision to return flights to Devonport Airport this year are welcomed, as it increases access into the region for business and tourismrelated travel.

“Since Rex last operated from the Devonport Airport in 2005, Devonport has changed significantly as a city thanks to the LIVING CITY project.”

NEXT STAGES OF THE PROJECT

The latest phase of LIVING CITY, the $55 million Waterfront Park and hotel development, includes a new $40 million waterfront hotel, which is a private investment by Singaporebased Fragrance Group and operated by Accor.

The development will be branded as Novotel Devonport, with the 187-room hotel open to the public in late 2022.

Mayor Rockliff said Council’s $17 million Waterfront Park project will include a children’s play space with adjacent BBQ shelter and public amenities, endemic Tasmanian plantings, amphitheatre, water feature, events common, pathways, lighting, a rotunda and the much-anticipated elevated walkway, which extends out over the Mersey River.

“The waterfront precinct will draw people to the river both visually and physically, with the design of the parkland based around three wide promenades extending from the CBD to the river’s edge, forming a visual and physical connection to the river, which has long been a community desire,” Mayor Rockliff said.

Mayor Rockliff said the six success factors of LIVING CITY are:

∞ An evidence-based plan, with a compelling vision for the future

∞ The leadership of a united Council

∞ The involvement and support of community leaders

∞ Taking bold action – land purchases, increasing risk appetite, and operating outside the ‘normal’ Council sphere of responsibility

∞ Building and maintaining momentum

∞ Council’s resilience, and maintaining focus on the long-term vision

“LIVING CITY was always more than new buildings, it provides new opportunities, new tourist draw cards and new experiences.”

Devonport Mayor, Annette Rockliff

“LIVING CITY was always more than new buildings, it provides new opportunities, new tourist draw cards and new experiences,” Mayor Rockliff said.

“The City is transforming, so Devonport really is a place its residents can be proud to call home.”

The next steps for LIVING CITY include:

∞ Construction of the Sound and Light Show attraction in Waterfront Park

∞ Progression of a number of private sector investment projects within the CBD

∞ Activation of the recently adopted Residential Growth Strategy, Retail Study, and Community Sporting Infrastructure Master plan

∞ Planning for the next stages of CBD regeneration projects, incorporating further private sector investment opportunities

Mayor Rockliff said the Sound and Light Show was pursued following early research identifying the lack of quality nighttime attractions in North West Tasmania and the limiting impact this was having on attracting overnight visitor stays.

“The Sound and Light Show will be a visual drawcard to the waterfront precinct, with internationally renowned Australianbased consultancy Mandylights commissioned to deliver the creative content, and with the project funding now confirmed, construction planning is underway,” Mayor Rockliff said.

“This will be a regional attractor to grow overnight stays in Devonport, and provide a unique experience that can evolve, develop and expand over time.”

SUPPORTING LOCAL INVESTMENT

Mayor Rockliff said Council’s Development Site EOI process is a targeted release of sites within the CBD to support a diverse range of project scales and types.

She said the EOI process is structured to ensure there are opportunities for local investors and developers, as well as established national investors.

“Following the initial direct action and investment taken by Council in the early stages of LIVING CITY, we are continuing to focus on the lifestyle and liveability infrastructure that supports our growing community,” Mayor Rockliff said.

“Council has released several key strategies and master plans to help create stimulation and support of further private sector investment, which is also key to the ongoing stages of LIVING CITY.

“Like all key strategies, these have been open to community consultation and we have been impressed with the level of input and engagement that shows we are on the right path.”

For more information on the LIVING CITY project head to Devonport City Council’s website.

Mayor Rockliff looks out onto the Mersey River from the new waterfront elevated walkway. Image: Devonport City Council.

PLUGGING INTO THE FUTURE:

COUNCILS SUPPORTING LOCAL BUSINESSES TO INSTALL EV CHARGERS

Once plagued by ‘charging anxiety’ Australians are finally embracing electric vehicles (EV), with sales tripling in 2021 and the growth rate predicted to accelerate. As EVs slowly take over the roads, local governments will need to support and encourage body corporates and businesses to install the chargers of the future.

EVs are only gaining in popularity, especially as more models are becoming available to the Australian market, fuel prices are continuing to increase and Federal and State governments are actively working together to electrify the nation.

Local businesses and body corporates will soon need to learn the differences in charging technologies and the benefits of installing them at their premises; to ensure that charging infrastructure is readily available to support this incoming growth.

There are many benefits to installing a charger at a premise including, but not limited to:

∞ Having a point of difference: people with EVs are more likely to choose that place to live, stay for a holiday or visit if there is somewhere with a charger

∞ Have an extra source of income: having a charger located on premise can provide an extra source of income

So how can councils encourage and help local businesses and body corporates educate themselves to take the step to install an EV charger?

∞ Host seminars: there is confusion around the complexity and expense of installing an EV charger – hosting seminars for businesses or body corporates with experts will help educate and break down preconceived barriers

∞ Hold community days: provide the opportunity for the community to view EVs, talk to owners of EVs, and see charging technologies for the home, apartment complexes or business in-person

EDUCATION KEY TO THE ELECTRIC FUTURE

In June, FIMER attended the Noosa EV Expo that brought vehicle and charging manufacturers, EV owners, e-bike and scooter sellers together.

Hundreds of people came through, curious and excited to learn more and be a part of the transition to EVs.

One of the key lessons of this transition is that not all chargers need to be the fastest or the most expensive –especially at businesses like restaurants or overnight locations such as motels or apartment complexes.

Most of the time, 7.4kW or 22kW AC destination chargers are all that are needed to provide either a top-up charge or an overnight charge.

A PLETHORA OF SOLUTIONS FOR VARIOUS NEEDS

The market offers a range of AC chargers that can be used in various situations and come in a range of power ratings and features, to suit the needs of the location.

Wall mounted or standalone, with payment options available via mobile app or the ability to provide users with an RFID card for charging access, there are a variety of options to suit different EV needs.

The chargers can also be managed locally or remotely with a subscription to a charger management network provider.

FIMER is the fourth largest solar manufacturer globally and still manufactures its string inverters and EV chargers in its two manufacturing facilities in Italy.

Since 2017, FIMER have been manufacturing EV chargers and, to date, have over 55,000 units installed worldwide.

FIMER has two AC charging solutions that can be used in various situations for these applications.

MOUNTED CHARGING SOLUTION

The FIMER FLEXA AC Wallbox is a charging station suited to residential or small business use, that can be mounted on a wall or stand. It comes as a single or three-phase solution with power ratings up to 22kW, which means it can fully charge a single car in as little as two hours, depending on battery capacity.

STANDALONE CHARGING SOLUTION

The FIMER FLEXA AC Station is the perfect solution for motels, shopping centres or private car parks. These stations can charge two vehicles simultaneously, up to 22kW per vehicle, ideal for locations which offer charging to multiple vehicles.

To learn more about FIMER’s charging solutions visit fimer.com/charging-electric-vehicles

Let the energy drive you with FIMER’s charging solutions

Since 2017, we have supplied more than 54,000 charging stations around the world and partnered with the main players in the industry. We have developed AC and DC charging platforms designed to meet the diverse needs of users, who are seeking solutions for private, public and commercial use.

Our FIMER FLEXA AC Wallbox, FIMER FLEXA AC Station and FIMER ELECTRA (Fast) DC Station, are all easy to install and will provide an efficient, reliable and safe charge every time.

Learn more: fimer.com/charging-electric-vehicles

REDUCING DOWNTIME WITH FLOOD BARRIERS

Extreme weather and rain events can be devastating for a community and have a multitude of short and long-term effects. One of the most crucial, yet less spoken about, is business downtime and recovery, with clean-up efforts taking weeks and sometimes months.

Business downtime is considered to be any interruption in business operations or services and can happen for a variety of reasons, including damage to premises due to a weather event.

During and after flood events, businesses may suffer downtime with significant consequences, including loss of revenue, loss of customers, loss of assets or even more catastrophic results.

PREVENT FLOOD DAMAGE

The latest designs in Australian-made flood barriers offer flood protection 24/7, allowing businesses to recover quickly after a flood event and minimise downtime.

Following flood events, some businesses must wait for extended periods before operations or infrastructure can be reinstated.

Whilst investing in permanent flood barriers can be significant, it is far less than the costs incurred by flood damage, downtime and delayed recovery.

CASE STUDY: CLINIC INVESTING FOR FUTURE PROTECTION

A Melbourne health clinic chose to invest in flood barriers, after being flooded twice in 2021, in close succession.

“Our underground car park and basement entrance is below street level. It doesn’t take much rain to fall before it fills with water. I witnessed two significant flood events in my street that cost me thousands of dollars. I wasn’t waiting for a third,” property owner, Nicci Daniels, said.

Ms Daniels partnered with AWMA’s FloodFree team to have a flood barrier tailored to her building specifications and installed across the car park entrance.

The tilting flood barrier was designed to be ‘passive’ so it would automatically stop water ingress when needed, without any human operation.

Designed on the engineering principles of buoyancy, a passive flood barrier will always deploy when needed, resulting in a self-actuating flood barrier that provides instant flood protection 24/7 without power or human intervention. Once water can no longer drain into the storm water systems, and starts to back up, the flood barrier rises.

“It is amazing how the barrier rises when needed, with the alarm system activated, always floating that bit higher than the water level in order to protect the property from rain water, storm water and street wash,” Ms Daniels said.

“Then, once the water recedes and the storm water systems clear, the barrier drops just as fast, reinstating building access.”

The result is permanent flood protection for Ms Daniels’ staff, business and assets with zero downtime once the water recedes.

“Having that peace of mind that the flood barrier will deploy and protect the property as and when needed has been invaluable, and the benefits of ‘business as usual’ immediately following a flood event far exceed the costs of investment,” Ms Daniels said.

With a FloodFree Passive Tilting Flood Barrier installed, this Melbourne health clinic is now permanently protected from water ingress during heavy rain events.

To understand how flood barriers can protect your business from rain, stormwater and flood events, visit: https://www.floodfree.com.au

STATE-OF-THE-ART ROBOT TECHNOLOGY MONITORING WATER ASSETS

Water is a valuable commodity to all councils, so maintaining the assets that deliver this precious resource to communities is critical. Central Coast Council, in New South Wales, has the third largest urban water supply system in the state with a lot of assets – some dangerous to access following extreme weather – to keep a close eye on. For this reason, Council chose a futuristic solution for asset management and is sending robots to do the inspecting for them.

Water is a valuable resource to the Central Coast community, with a large network that has hundreds of thousands of Australians relying on it.

Ensuring Council’s assets are working to the best of their ability is important, which means an essential part of Council’s asset management planning is the inspections of its major water infrastructure.

The Central Coast has the third largest urban water supply system in New South Wales, serving the region’s population of more than 342,000 people and delivering water to more than 135,000 homes and businesses.

The system has three water storage dams, three weirs, three water treatment plants and over 50 reservoirs – with 2,200km of pipelines.

Maintaining the infrastructure to ensure a reliable, clean water supply is an enormous and often complicated job, made even more difficult in 2022 with unprecedented weather and subsequent flooding events.

FUTURISTIC SOLUTIONS TO TODAY’S ISSUES

When Central Coast Council was faced with logistics and safety issues, following extreme rainfall, to maintain its Mangrove Creek Dam, it chose an innovative solution – robot technology.

Council used the technology to facilitate inspection of a 2.3m diameter, 415m long diversion tunnel in Council’s largest dam, Mangrove Creek.

Mangrove Creek Dam is 30km north-west of Gosford in a narrow valley on Mangrove Creek. Built between 1978 and 1982, the Dam provides approximately 98 percent of the region’s water storage.

Mangrove Creek Dam is a large storage dam, not primarily a collection dam. Water can be pumped into the dam from Wyong River via a pipeline between Mangrove Creek Dam and the smaller Mardi Dam.

The inspection was necessary as the diversion tunnel is a critical piece of infrastructure which crosses under the dam wall and directs flow from Central Coast’s storage dam into

Mangrove Creek to Lower Mangrove Weir, for subsequent pumping to Somersby Water Treatment Plant.

The tunnel also provides the emergency drawdown facility for the Dam.

The inspection was required in order to carry out a condition assessment, however, before the inspection could take place, the diversion tunnel had to be isolated and drained.

Central Coast Council’s Director, Water and Sewer, Jamie Loader, said the isolation planning required enormous stakeholder involvement from many of Council’s Water and Sewer business units over many months.

The planning was needed to develop clear roles and responsibilities, isolation steps and timeframes, manage resourcing, coordinate with associated contract works, assess water supply system risks and implement measures to ensure the four week isolation would not adversely impact water treatment and system operations.

Due to the design of the intake tower, it is only possible to achieve a single isolation of the tunnel, making it very high risk with high level approvals required for entry.

ROBOT TO THE RESCUE

Mr Loader said a significant, and unexpected, complication was that between the contractor’s engagement, planning and development of the project requirements, and the start of the tunnel isolation, the dam level rose from 53 per cent to a record 91 per cent.

By the time the tunnel was recommissioned, the Dam had reached 100 per cent and the spillway was overtopping for the first time since its construction in 1982.

“The increased dam level required a change of methodology, switching from use of a diver to operate an isolation valve on the tunnel filler pipeline in the intake shaft, to the only other option (other than Navy Seal Divers), the lowering of a Remote Operating Vehicle (ROV) to a depth of 70m to undertake the work,” Mr Loader said.

The engagement of a ROV entailed a number of key steps to ensure the process would work and assist in the tunnel isolation and inspection, including:

1. Off-site trial: underwater field testing off-site – this proved to be the key to the success of the project as the test showed equipment modifications were needed to be made prior to a trial run onsite

2. Site trial: complete trial run within the Intake Tower – this proved that the ROV could reach and open and close the valve prior to any works proceeding and also identified site constraints, allowing further improvements to be made to the methodology

3. Inspection: inspection of the tunnel bulkhead frame prior to insertion of the bulkhead, to ensure it would seal and allow draining of the tunnel for subsequent inspection

4. Completion: after completion of the works, including physical inspection by a team of professionals entering the tunnel, the ROV returned to site, was lowered into the intake tower and driven to the intake shaft to open the valve – allowing the dam water to fill the tunnel via the filler pipeline

“The isolation commenced on 6 June 2022, with the teams’ very conscious of particular risks, challenges and responses. Particularly because Council’s current team had little experience for this high risk isolation work. The last person to enter the tunnel was in 1989, five years after its first inspection in 1984!” Mr Loader said.

Limited information was available on previous isolations and an adequate isolation and flow management plan did not exist.

In addition, a second downstream filler valve was installed in the outlet works so that next time, double isolation of the filler pipeline will be achievable without having to enter the intake tower to isolate the flow.

Mr Loader said the entire project was completed, with the Dam returned to service by 6 July 2022.

“After 40 years of service, only two 10mm defects were identified in the Steelshield coating under the dam wall, as well as a leak through a small crack in the concrete-lined section, so a decision was made to repair the defects while small to avoid a larger repair at the next tunnel inspection. This is quite a remarkable result for a piece of infrastructure over 40 years old,” Mr Loader said.

“Not only have we now introduced a precedent to use robot technology, the team involved say they have learnt so much about this important infrastructure and how to isolate it safely and effectively, despite the increasing challenges such as record water level.”

Mangrove Dam, where robot technology (ROV) was used. Image: Central Coast Council.

The ROV about to enter the Dam. Image: Central Coast Council.

END-TO-END WATER SERVICES FOR COUNCILS

For councils, finding delivery partners for community essentials, like pipeline infrastructure, that can do it all – from project planning to construction and lifelong maintenance – is asking to hit a goldmine. For family-owned pipeline infrastructure business Interflow, its work is more than ‘just pipes’, aiming to support the growth of communities from a customer’s first inquiry, to upkeep for generations to come.

Interflow has served the needs of local councils, water authorities and pipeline infrastructure asset owners for over 85 years, and has earned its iconic position in the water industry by continually challenging the status quo.

As an experienced Delivery Partner, the company provides end-to-end services for local councils and water authorities via its self-performed capabilities and network of trusted sub-contractors.

Interflow’s services encompass project planning, design, construction and maintenance across the water, wastewater, stormwater and culvert segments – from inception to completion.

Innovation lies at the core of Interflow’s service offering; from proactive asset management to emergency repairs, the company is dedicated to developing bespoke sustainable solutions that drill to the heart of its customers’ problems, serving metropolitan water authorities to small local councils.

EFFICIENT ASSET MANAGEMENT

Interflow demonstrated a proclivity for innovation very early on, with this exemplified in the 1990s when the business pioneered trenchless pipeline rehabilitation.

By saving the time and costs associated with excavation, trenchless technology has quickly become the preferred construction method for local councils and water authorities across Australia and New Zealand.

The company recognises that asset owners have moved towards trenchless technology; dig and replace methods, particularly in urban areas, can be disruptive.

It can impact residents, commuters and the environment with dust, noise, and a hefty site footprint.

Trenchless technology can minimise these impacts by reducing environmental disruption to a single point of entry and minimising project time and costs.

This presents valuable cost savings to local councils, which often look for the most efficient and effective ways to preserve critical pipeline infrastructure without compromising quality.

CREATING A HEALTHY ENVIRONMENT

As councils expect quality solutions that will support the community for years to come, there is also a demand for environmentally responsible solutions.

Throughout its history, Interflow’s people have worked in some of the most sensitive areas, going above and beyond to preserve and protect the environment.

Trenchless technology enables Interflow to remain customer-focused and environmentally savvy by reducing excavation emissions and environmental risks.

It is well established that trenchless environmental construction methods also reduce air and noise pollution, benefiting the surrounding ecosystems of wildlife and residents.

BRINGING THE COMMUNITY ON THE JOURNEY

Beyond the delivery of projects and environmental management, Interflow can manage all community engagement aspects of a project expertly. Understanding that open communication with residents is fundamental to keeping the community connected and informed.

This includes providing regular updates, seeking permission to enter private property, and, where appropriate, responding to residents’ concerns.

Interflow strives to complete every project on time, within budget and without incident, enabling residents to go about their lives with the peace of mind that the water infrastructure running beneath them is operating reliably.

To find out more about Interflow’s solutions for water infrastructure networks, visit interflow.com.au/contacts

The HAUGHTON PIPELINE PROJECT:

building a drought- proof community

The Haughton Pipeline Project, located in Townsville and with an estimated overall cost of $474 million, began in 2019 with the goal of increasing water security for the region through supporting Townsville’s Ross River Dam catchment. Working through the pandemic to complete the first stage of works, the project’s challenging second stage is set to begin in the coming year, after a long and dedicated journey from Council and government to create a drought-proof community.

The Haughton Pipeline Project is one of North Queensland’s most significant water infrastructure projects to date, recently reaching a major milestone with Townsville City Council awarding a $51 million contract to IPLEX to supply the pipeline for stage two of the project.

The project’s goal is to create water security for the region’s future, and support Townsville’s Ross River Dam catchment, with the massive initiative being split into two construction stages.

Stage one, now completed, saw the installation of a pipeline from the Haughton pump station to the Ross River Dam, while stage two will extend the pipeline from the Haughton River to the Burdekin River near Clare.

Constructing the pipeline delivers on the recommendations made by the Townsville Water Security Taskforce’s final report to build a pipeline between the Ross River Dam and the Burdekin River near Clare, to enable the dam water levels to be managed and deliver water security to the City in times of drought.

Once complete, more than 60km of 1.8m diameter pipeline will help to supply raw water from the Burdekin River to the Dam during prolonged drought – it will also deliver 273ML and ultimately 364ML of water to the dam each day to ensure residents have access to water.

Stage one was funded by the Queensland Government, which provided $215 million to Townsville City Council to carry out the initial works. Currently, stage two of the project will cost an estimated $274 million, with the Queensland Government providing $195 million and the additional coming from Council.

WATER SECURITY FOR A GROWING REGION

Townsville City Council anticipates the region’s population is expected to increase from about 200,000 to more than 300,000 residents by 2050, so the pipeline is a crucial initiative for the region and will help secure water for the City as it grows.

Townsville City Council Mayor, Jenny Hill, said the pipeline was critical to ensuring water security for one of the fastestgrowing regions in Australia.

“More and more people want to take advantage of the North Queensland lifestyle and are moving to Townsville,” Mayor Hill said.

“More than five years ago, Council identified the need for long-term water security to help support a growing population, and we have pushed hard to make this project a reality.”

Construction of stage one started in 2017 and finished in early 2020, with more than 36km of 1.8m diameter pipeline

installed from the Haughton pump station to the Ross River Dam.

Water and Waste Committee chairperson Russ Cook said contractors laid down more than 2760 individual lengths of 1.8m diameter pipe.

“More than 1000 workers logged more than 500,000 work hours building the pipeline during stage one,” Cr Cook said.

“One of the big takeaways from the project was seeing that local businesses had the capability to work on a significant initiative like this.

“About 200 local businesses were involved directly or indirectly in stage one, and this local capability gives us real confidence in delivering stage two of this vital water infrastructure project.”

PUSHING TO THE FINISH LINE

Mayor Hill said that the next pipeline stage is a more complicated process than the first.

“Stage one was built mostly within existing easements and land corridors, taking away some of the complexities of getting the project built,” Mayor Hill said.

“Stage two is a greenfield site and has required a lot of consultation between government, landowners and Traditional Owner groups to secure a pipeline alignment.

“Part of the initial works have involved seeking land access agreements, negotiating and signing a Cultural Heritage Management Agreement with the Bindal Traditional Owners, conducting bore drilling, ground survey and environmental surveys, establishing agreements with major material and equipment suppliers and getting specialist services for probity, land valuation, cultural heritage, native title, contracts, quantity surveying and design review.

“This is a four year project for Townsville and we are on track to meeting the major milestones.

“The awarding of the tender for the supply of pipe is an exciting step in bringing this project closer to starting.

“It’s great for the community and the City to see progress made on this vital piece of water infrastructure.

“Townsville is situated in the dry tropics, and our region is one of the driest in Queensland. Our rainfall is unpredictable and sometimes falls outside of dam catchment areas.

“This pipeline will give the City the assurances it needs to continue growing for decades to come.”

BOOSTING EMPLOYMENT AND INVESTMENT

Mayor Hill also said that the project aims to give confidence to businesses looking to invest in Townsville that there is a reliable water supply, while helping them grow and employ more people.

“The pipeline will give residents the assurances to continue building their lives in Townsville,” Mayor Hill said.

Cr Cook said the project is part of Council’s three-point water security strategy to support the City's future growth and provide a secure alternative water supply during prolonged droughts.

“Townsville is a dry tropical city, yet locals use, on average, 600L of water per person per day, more than double the consumption used by people living in most major capital cities,” Cr Cook said.

“This pipeline and projects like the two new water clarifiers at the Douglas Water Treatment Plant and the pipeline duplication from the Ross River Dam to the Douglas Water Treatment Plant are vital to supporting Townsville’s growth.

“But this major infrastructure needs to be supported by a community who understand the importance of conservation behaviours and use this precious resource wisely.”

Construction of the Haughton Pipeline Project stage two is set to start in mid-2023, with a planned completion date of December 2024.

Workers constructing stage one of the Haughton Pipeline Project, which was completed in 2020, installing over 36km of pipeline from the Haughton pump station to the Ross River Dam.

LONG-TERM SOLUTIONS

for p i p e reh a b ilitation

When it comes to pipe rehabilitation, it can be hard for councils to find equipment that is affordable, versatile and doesn’t require harsh chemicals. Since sewer, stormwater and drinking water pipes are valuable community assets, councils need long-term solutions.

Long-term solutions for pipe rehabilitation need to be low in maintenance and cost, have applications for a variety of asset management uses, and no use of hazardous chemicals which could end up in waterways.

Given water infrastructure maintenance can create considerable disruptions for communities, councils cannot afford to frequently repair water assets when there are long-lasting options available.

VERSATILE TRENCHLESS TECHNOLOGY

Quick-Lock is a trenchless pipe repair solution developed by German company UHRIG and available at SECA, a leading supplier of cleaning, testing, inspection and rehabilitation equipment for pipes, sewers and drains. In 2023, Quick-Lock will celebrate 30 years in the industry.

Quick-Lock restores pipes, closes and seals unused laterals, reduces corrosion and leaks, remedies cracks and fragmentations, amongst many more uses. It implements pneumatically expanding rehabilitation sleeves and has been successfully used for many years as a closed-sewer repair method.

These devices can be used for sewer, stormwater and drinking water pipes, that are either horizontal or vertical, above or below water level. Quick-Lock is also not restricted by weather conditions and is able to endure hot summers or cold winters.

Whether it’s point repair or liner end sealing, Quick-Lock has a variety of repair applications including:

∞ Cracks (longitudinal, radial and transverse)

∞ Leaks (groundwater infiltration and exfiltration)

∞ Root intrusions

∞ Joint displacements

∞ Pressure pipes

∞ Infiltration and exfiltration

∞ CIPP end protection and sealing

∞ Closing/sealing unused laterals

∞ Improving the structural strength of pipes

∞ Root penetration

QUICK INSTALLATION FOR EFFECTIVE REPAIRS

Quick-Lock can be installed within a tight timeframe requiring minimal labour and overheads, and is easily transported to the repair point by a CCTV Crawler, push rod or robotic cutter system.

As a mechanical solution, it functions without hazardous chemicals and requires only minimal PPE for installation, making it a safer option for both the installation team, the community, and local waterways.

Quick-Lock works by, once in position, inflating the packer, then the special lock, which runs on a double-sided runway, locks the device and holds the sleeve firmly against the host pipe to seal the damage.

It moulds and forms part of the host pipe, which permanently seals the space between the sleeve and the pipe to protect against future infiltration – such as high pressure cleaning.

After rehabilitation, the sleeve is able to absorb the natural tectonic

movements of the host pipe as it forms its own static  capability.

For liner end sealing, the end caps strengthen a cured-in-place pipe (CIPP) liner at its ends, where it’s most vulnerable. This is most effective on EX, spiral and UV cured liners as it is beneficial for long-term watertight lining projects.

Additionally, if the damage is longer than a single sleeve, multiple sleeves can be installed in sequence to form a continuous sealed pipe.

DO AWAY WITH SHORT-TERM FIXES

Since installation doesn’t require digging, using Quick-Lock allows for fast and secure repairs with minimal preparation; which helps councils to avoid community disruptions.

But most importantly this technology reduces the costs of further maintenance, which is commonly needed if short term solutions are implemented.

Quick-Lock is a combination of stainless-steel sleeve and an EPDM rubber sleeve which is chemically resistant to sewage, aromatic and chlorinated hydrocarbons, lye, and thinned acids, which means it minimises internal diameter loss and the need for other equipment in the future.

With a lifespan over 50 years, QuickLock is designed to outlast other rehabilitation methods, serving as a long-term investment and solution for councils and communities.

MORE THAN JUST A REPAIR METHOD FOR TRENCHLESS SEWER & STORMWATER REHABILITATION

Standard sizes include reline, jacking and glass lined pipe sizes

No mess, no resins

Each packer does 2 to 3 pipe sizes.

Quick-Lock available for DN 100 to DN 825

Quick-Lock Flex for up to 25 mm pipe deviations

Tested and proven worldwide to hold back infiltration and stay air tight for all approved applications.

No pull In ropes utilizing single end pit access only

HOW IT WORKS

Visible laser provides easy and accurate installation captured live from start to finish in real time CCTV

Fully visible, no catch lock and rail mechanism that applies pressure for the seal’s entire working life of 50 plus years

Sleeve has built in lock deflectors to fully enable root sawing and relining Expert training and support with no minimum purchases on equipment and seals all items sold separately

The Quick-Lock system seals and stabilizes damage completely by mechanical means, without any chemicals and is suitable for all pipe materials.

The patented locking system ensures that the sleeve stays permanently in position.

After rehabilitation, the sleeve has its own static capability and absorbs the natural tectonic movements of the pipes.

For repairs in longer damages the Quick-Lock sleeves can be consecutively installed in series.

REQUIREMENTS

The Quick-Lock sleeves are expanded with a compressor and a Quick-Lock packer utilising either a CCTV crawler, CCTV pushrod or a CCTV robotic system.

SYSTEM ADVANTAGES

Simple installation - only taking minutes

316 stainless steel and EPDM long-life materials

No chemicals, requiring minimum PPE

Approved according to building legislation with testing for old sewer pipes condition type II

Resistance to high pressure rinsing according to DIN 19 523

Low investment in system technology

QUICK-LOCK IS AUSTRALIA’S ANSWER TO ALTERNATIVE REHABILITATION METHODS Talk to

Contact SECA today for more information

about the UHRIG Quick-Lock System

Each edition of Council Magazine we choose one local government from across Australia to shine a spotlight on. Whether it's new infrastructure, an innovative technology project, a leading sustainability initiative or a community connection, we want to highlight the best of our local governments and share some valuable knowledge to other place makers across our nation. This edition, we spoke to Kangaroo Island Council to learn more about this unique LGA, iconic holiday destination and nature rich island.

KANGAROO

ISLAND COUNCIL SOUTH AUSTRALIA

QUICK FACTS

WHAT IS THE POPULATION SIZE AND LAND AREA OF KANGAROO ISLAND COUNCIL?

Kangaroo Island has a population of 5,108 people (according to the 2021 Census by Australia Bureau of Statistics), and covers an area of 4,405km.

Kangaroo Island is the third largest island in Australia, with a coastline that spans 509km and some of the best beaches in Australia. National and conservation parks cover one-third of Kangaroo Island, making it one of Australia's most iconic national landscapes with a wealth of naturebased experiences.

HOW MANY EMPLOYEES WORK AT KANGAROO ISLAND COUNCIL?

Approximately 60 full-time employees work for the Kangaroo Island Council.

WHO IS THE MAYOR?

The Mayor of Kangaroo Island is Michael Pengilly, who brings with him a rich pedigree of public service. Mayor Pengilly was the Chairman of many boards, including the South Australian Country Fire Service, Hills Mallee and Southern Regional Health Service, Kangaroo Island Hospital, and the Pest Plant Control Board.

First elected Mayor of Kangaroo Island in 2003, Mayor Pengilly was elected to the South Australian State Parliament in 2006, representing the Lower House electorate Finniss. He retired from State Parliament in 2018 and was re-elected the same year as Kangaroo Island's Mayor.

Born and raised on Kangaroo Island, Mayor Pengilly farms a property with his wife Jan near Emu Bay.

WHO IS THE CEO?

Greg Georgopoulos is the CEO of Kangaroo Island Council and has worked in complex high-level executive leadership and major municipal and community projects within local government and the private sector for over 25 years.

Mr Georgopoulos has significant success in strategic stakeholder and partnership opportunities at a local, Federal and State Government level on key municipal projects and community programs following the 2019/2020 bushfires.

Recently, his key focus has been on executive leadership, strategic government relationships, sustainability, investment attraction and innovation in service delivery. He has been pivotal in developing and delivering Council’s strategic, operational, financial and

master plans – inspiring staff to achieve innovative and tangible outcomes.

Mr Georgopoulos’ tertiary qualifications include a Master of Business Administration and a Bachelor of Civil Engineering.

WHAT IS THE COUNCIL'S ANNUAL BUDGET?

The Kangaroo Island Council adopted the Annual Business Plan and Budget for 2022-2023 at its July 2022 meeting, following community consultation and public submissions. The annual Budget for 2022-2023 is $20,940,000.

WHAT IS THE BREAKDOWN OF SPENDING FOR THE BUDGET YEAR AHEAD?

The economic impact of COVID-19 and the ongoing recovery from the 2019/20 Black Summer bushfires have continued to influence the Council's Budget and operations.

Kangaroo Island Council is committed to upgrading its infrastructure assets and delivering quality core services while managing debt.

Council will commence the following projects in the Financial Year 2022-23:

∞ A fully costed and prioritised whole-of-island natural disaster risk mitigation plan (100 per cent grantfunded) – $290,000

∞ New playground equipment at American River, Penneshaw and Emu Bay – $270,000

∞ Installation of beach stairs at Baudin Beach and Pennington Bay – $335,000

∞ Extension of the Community Waste Management System (CWMS) infrastructure in Kingscote – $543,000

∞ Stage 2 of Council's Five-Year Footpath program – $250,000

∞ Toilet upgrade at Reeves Point and Baudin Beach – $100,000

∞ Cemetery Management Program – $25,000

∞ Reseal and renewal of Birchmore Road, Sea Eagle Way, Playford Highway and South Coast Road –$1 million

DIVING DEEPER

WHAT IS KANGAROO ISLAND COUNCIL'S VISION FOR THE COMMUNITY AND ITS FUTURE?

Kangaroo Island Council’s vision is a confident and cohesive community supported to rebuild the region’s unique island environment, with a strengthening economy led by primary production and tourism.

Council is working hard to help the community build back stronger from the 2018 drought, Black Summer bushfires and COVID-19. With the initial investment from the Federal and State Governments during the bushfire recovery effort, Council is building momentum for further private investment that creates jobs and resilient communities.

Council supports Kangaroo Island to be open for business and encourages projects that bring local job outcomes, prosperity and business opportunities, giving the community and Council the capacity to be financially sustainable into the future.

Kangaroo Island Council’s growth indicators are strong:

∞ Kangaroo Island's GPD was $282 million as of 30 June 2021, up 13.6 per cent from $248 million in 2020 (Regional Development Australia)

∞ Since March 2021, Council has received 410 development applications and lodged 360 development applications (as of 26 April 2022), worth nearly $100 million

∞ The review of property values by the SA Valuer-General for Financial Year 2023 resulted in an average increase across all properties on Kangaroo Island by 22 per cent

∞ Despite the bushfires and COVID-19 pandemic the region’s tourism sector is experiencing a boom

∞ Results from Kangaroo Island’s Regional Tourism Strategy reveal that the 2025 target equalled $199 million and the 2021 Actual equalled $239 million

WHAT MAKES THE KANGAROO ISLAND COUNCIL AREA SPECIAL?

Following the COVID-19 pandemic, more people are moving to regional Australia from major capital cities for the lifestyle and increasingly diverse employment and career opportunities; Kangaroo Island is no different.

It has spectacular coastlines and beaches, stunning rural vistas, prime agricultural land, pristine waterways, world-class wineries, restaurants, and visitor experiences.

Best known as a 'Zoo without Fences', kangaroos, sea lions, koalas, echidnas, wallabies, goannas, and marine

mammals are plentiful, and there are many species of birdlife.

Many people come to the island to reconnect with nature and each other, slow down and rediscover the things that matter in life, with opportunities abound on the island for business development, growth and innovation.

WHAT ARE SOME OF THE ISLAND'S UNIQUE CHALLENGES, AND HOW DOES COUNCIL OVERCOME THESE?

The number of rateable properties on Kangaroo Island is approximately 5,600 – yet Kangaroo Island Council services a land area six times the size of Singapore that hosts about 200,000 tourists and visitors annually.

The key challenges faced in servicing a remote island community include maintenance and upgrades to road infrastructure, accessibility of medical and professional services, water security and freight costs.

In response, Council has partnered with the State and Federal Governments to fund critical public infrastructure that supports further private investment and unlocks economic activity on the island.

Key projects:

∞ Road infrastructure: Hog Bay Road and the Playford Highway Upgrade, valued at $40 million. Kangaroo Island's 4,405km² contains 1,362km of roads, of which 81 per cent are unsealed. The upgrade of Hog Bay Road and Playford Highway enhances the main arterial route along the 'backbone' of the island, enhancing bushfire resilience while improving tourism routes and freight access.

∞ Waterproofing the island: SA Water Desalination Plant and Pipeline, valued at $67 million. SA Water is constructing a new seawater desalination plant and a 50km pipeline from Penneshaw to Kingscote, providing connectivity to several coastal townships that do not currently have mains water available. The new plant will produce 80 per cent of the island's water requirements, supporting further economic investment by lowering water costs and increasing efficiency.

∞ Freight costs and accessibility: new SeaLink Ferries and Upgrade of Cape Jervis and Penneshaw Terminals, valued at $72 million. SeaLink has committed a $50 million investment in new drive-on ferries, with an additional $22 million commitment from the State Government to upgrade the ferry terminals at Cape Jervis & Penneshaw. The new SeaLink contract sees a significant reduction in the cost of travel and freight for residents and businesses – supporting development in housing and infrastructure on the island, with a 40 per cent increase in services provided over the year and a 78 per cent reduction in Kangaroo Island resident adult and child fares (introduced from March 2022).

∞ Access to medical services: expansion of Kangaroo Island Health Service – Stage 1, valued at $10 million. The master plan for the expansion of the Kangaroo Island Hospital has multiple long-term stages. The first stage will create multiple accommodation units for nursing staff, addressing a critical shortage in personnel. A new aged care facility is included in the development's first stage, to address the growing care demands of an ageing population.

HOW IS KANGAROO ISLAND COUNCIL ADDRESSING CLIMATE CHANGE AND REACHING SUSTAINABILITY GOALS?

The Kangaroo Island Coastal Hazard Strategy was developed by combining technical analysis with an extensive engagement process. The strategy outlines the erosion and inundation hazard risk assessment and includes a digital mapping tool showing potential future erosion and inundation for each settlement.

Resilient Hills & Coasts Climate Change Project is a collaborative, cross-sector partnership between all levels of government within the region, to strengthen the resilience of communities, economies and natural and built environments to a changing climate. The partnership developed the Regional Climate Change Adaptation Plan for Kangaroo Island, which Council is now implementing. Council also recognises that nature and tourism are strong allies, ecotourism is a tool for economic development, and that sustainability is an increasing consideration for travellers. Accordingly, Council is working with the Kangaroo Island Tourism Alliance to achieve ECO Destination Certification.

HOW HAS THE ISLAND RECOVERED FROM THE DEVASTATING 2019-2020 BUSHFIRES?

In response to the bushfires, Council established the KI Mayoral Relief and Recovery Bushfire Fund and distributed

almost $6 million to those impacted by the 2019-2020 disaster. The Fund was administered by Council staff, with 100 per cent of proceeds allocated to those in need.

Through the recovery effort Council is focused on rebuilding community assets and infrastructure destroyed in the 2019-20 bushfires.

Two years into the recovery process and the island is building back stronger, a testament to the strength and resilience of the community, many of whom are still rebuilding homes, farms and businesses.

Although the island suffered biodiversity losses – the land is regenerating – with once fire damaged land now covered with new greenery.

HOW IS COUNCIL PREPARING FOR FUTURE EXTREME WEATHER EVENTS?

Soon after the 2019/20 Black Summer bushfires, Kangaroo Island Council commissioned the Ten Rivers report to provide analysis and advice on fire protection actions for the island’s townships and settlements.

Kangaroo Island Council is also leading the island-wide Natural Disaster Mitigation Project. The outcomes of this project include a prioritised, fully costed whole-of-Island Action Plan aligned to the National Disaster Risk Reduction Framework to better prepare the local community for natural disasters.

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

The Passport to Recovery Program is a unique community initiative bringing together tourism and citizen science to promote positive environmental and economic outcomes on Kangaroo Island.

This program focuses on citizens working with scientists, industry and government to monitor and evaluate restoration and recovery, while supporting tourism, enhancing the local economy and promoting policy change.

Flinders University leads this program in support of Council and Kangaroo Island Landscape Board.

Kangaroo Island is also getting a 3ha native oyster reef as part of a national marine initiative aiming to bring back shellfish reefs from the brink of extinction.

Shellfish reefs once thrived along the northern Kangaroo Island bays, providing home, feeding and breeding grounds to hundreds of marine species.

Rebuilding these reefs will provide an economic boost during the construction phase and ongoing opportunities for the local community in recreational fishing, tourism, and science and research.

The Nature Conservancy is delivering this project with support from Council and the Kangaroo Island Landscape Board.

CAN YOU TELL US ABOUT AN INTERESTING URBAN DEVELOPMENT PROJECT?

Council is in the process of delivering Stage 1 of the Kangaroo Island Town Centres Project, part of an $8 million plan to upgrade the region’s townships.

About 50 people will work on the project, which brings 170 extra longterm jobs and involves a significant spruce up of the Kingscote, Penneshaw, American River and Parndana townships.

This work will help attract new investment, stimulate economic development and encourage businesses to set up on the island.

The town centre upgrades will take about four years over three stages.

Council has secured $2 million for the first stage from the State and Federal Governments, applied to the Federal Government for $2.5 million for the second phase through the Building Better Regions Fund, and is seeking public and private investment for the project's final $3.5 million stage.

HOW IS KANGAROO ISLAND COUNCIL EMBRACING DIGITISATION AND GROWING ITS TECHNOLOGICAL CAPABILITIES?

In 2022, residents, visitors and businesses will benefit from a more reliable communication network thanks to a $2.6 million grant to build openaccess towers.

Swoop (formerly Beam Internet) is building eleven advanced fixed wireless towers across Kangaroo Island.

In addition, Telstra Corporation Limited, in partnership with Kangaroo Island Council, secured $1,758,232 in funding from the Black Summer grant program to construct two new mobile towers at Stokes Bay and American River.

Council has endorsed an Information Technology Roadmap that is aligned with its Information Technology Strategy, outlining hardware and software upgrades.

Kangaroo Island is also moving toward cloud-based technologies to improve efficiencies in processing customer requests and payments, with this work will continue into Financial Year 2023 with the view of improving customer experience through Council’s digital channels.

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