The Australian Local Government Yearbook® 2010

ISBN 978-1-921345-14-2
 MINISTER’S FOREWORD

Minister’s Foreword
Over the past 12 months, the Rudd Labor Government’s partnership with local government
has gone from strength to strength. We have changed the ways we work together to
improve the quality of life of our communities. So far, we have held two meetings of the
Australian Council of Local Government, which have brought mayors, shire presidents and
local government representatives from across the nation to Parliament House to hold a
genuine dialogue with the Prime Minister and Cabinet Ministers. I am pleased to say that
the third meeting will take place on 18 June this year.

O
ur Regional and Local Community Infrastructure Central to our approach is the Rudd Government’s
Program now stands at more than $1 billion. It recognition of the key role that local government plays
has already provided funding to every local in communities and in the lives of every Australian.
government across Australia to build more than Each year, Australian councils and shires are
3,300 small- and large-scale projects. 3,000 of these responsible for more than $20 billion of expenditure.
projects have already been completed and others are They employ more than 168,000 people and
underway. maintain over half a million kilometres of road.
Together, we are building local infrastructure that Local governments today provide a range of
has supported thousands of local jobs during the services – child care, community services, parks,
global economic recession while leaving a lasting playgrounds and recreational facilities, environmental
legacy in local communities. We have provided services and infrastructure.
this funding through local government because we Increasingly, they are involved in the economic
understand that as the sphere of government closest development of their communities as well as ensuring
to the community, councils and shires understand social inclusion. They contribute to the productivity,
community needs and priorities. sustainability and liveability of our communities.
Our Local Government Reform Fund, a $25 million I look forward to working with local government
partnership between all levels of government, has over the coming year to build and strengthen our
begun funding collaborative reform projects to build partnership.
capacity and improve the sustainability of local
government.
The Australian Centre of Excellence for Local
Government – which the Prime Minister announced
at the ACLG last year -- has opened its doors, thanks
to an $8 million endowment from the Rudd Labor
Government.
The Government has also made sure that local
government is represented on every one of the 54 local
committees that form Regional Development Australia
– an organisation to help coordinate regional planning
and development and give regional Australians a
stronger voice in government.
We continue to provide record funding for local
roads through the Roads to Recovery program - $350
million each year. Over the past year, we have also
The Hon. Anthony Albanese
delivered funding to local governments to help improve Minister for Infrastructure, Transport, Regional
dangerous road black spots in communities. Development and Local Government

The Australian Local Government Yearbook 2010 ● 1

CONTENTS

1 Minister’s Foreword

LEADING EDGE LOCAL GOVERNMENT

4 Observations from COP15 – Copenhagen,
Denmark
9 Choose the savings plan from ME Bank that
suits you
10 Audits facilitate reform in local government
tendering

BEST PRACTICE
Editor-in-Chief: Ric Navarro 12 Queensland Local Government Act 2009:
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First Edition 1993, Second Edition 1994, Third Edition 1995, Fourth Edition for 75 years
1996, Fifth Edition 1997, Sixth Edition 1998, Seventh Edition 2000, Eighth
Edition 2001, Ninth Edition 2002, Tenth Edition 2003, Eleventh Edition COMMUNITY INFRASTRUCTURE
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Published 2010
Addressing overdue reforms

ISBN 978-1-921345-14-2 MANAGEMENT & LEADERSHIP

While all reasonable care has been taken in the preparation of this 37
Yearbook, the editors and publishers do not guarantee the accuracy 41
of information contained in the text and advertisements. Every effort
has been made to acknowledge all sources and owners of copyright.
The views expressed in this Yearbook are those of the individual authors 39
and do not necessarily reflect the opinion of the publishers and editors.
40
What does good governance mean for councils?
Unlocking the potential of frontline managers
EDUCATION & TRAINING
New Infrastructure Asset Management Course
Charles Sturt University

2 ● The Australian Local Government Yearbook 2010

 CONTENTS

INNOVATION URBAN PLANNING, REVITALISATION &

46 New KODAK i4000 Series scanners DEVELOPMENT
98 New report finds traffic congestion set to increase
ENVIRONMENT, ENERGY & SUSTAINABILITY
100 Urban Renewal Revitalising Central Dandenong
48 The future of sustainable energy
102 Sustainable cities, sustainable councils
52 Solar Inverters Pty Ltd
106 Can VicUrban help develop council-owned assets?
54 Local government can play major role in
promoting renewable energies WATER
56 AGL leading the way 108 Water reform vital for future supply
58 On Road to a cleaner future with Century Batteries 110 Taking the lead in Waterproofing the East
59 SHOROC Councils’ e-waste ban leads 112 Managing Basin water resources –
Australia and confirms new National Policy a partnership at all levels of government
60 Conergy – Our world is full of energy 113 Harnessing recycled water
62 Climate Report shows Australia getting warmer 116 Water – the change challenge
63 Council’s new recycling initiative proving a 119 Whittlesea sports fields makeover
success 122 Waterproofing Northern Adelaide

PARKS & OPEN SPACE TENDERING & CONTRACTING

64 Action for Young Australians Report 124 Law surrounding the tender process

FINANCIAL & BUSINESS STRATEGY FLEET MANAGEMENT

72 Business and Councils: Partnering for success 127 Century Batteries – Power Solutions for Australia’s
vehicle fleet!
ASSET MANAGEMENT
73 Councils under pressure to prepare asset NATIONAL AWARDS FOR LOCAL GOVERNMENT
management plans 128 Minister’s message
129 National Award for Excellence
INFRASTRUCTURE
131 Category Winner – Improving Service Delivery
75 Spatial data infrastructures – driving government
Through Collaborations
and society
132 Category Winner – Excellence in Alcohol
82 Road crashes on Local Government Roads:
Management
Causes and Solutions
133 Category Winner – Health and Wellbeing
87 Saferoads – Total Road Safety Solutions
134 Category Winner – Innovation in Community
89 AECOM transition delivers more for local
Engagement
government
135 Category Winner – Innovation in Natural
INFRASTRUCTURE & ENGINEERING Resource Management
80 The Gorge Road has the first Basyc motorcycle 136 Joint Category Winner – Leading Community
barrier installation in Australia 137 Category Winner – Leading Community
91 Now Komatsu Vantage-series graders Greenhouse Actions
138 Category Winner – Strength in Diversity
INFRASTRUCTURE – LIGHTING
140 Category Winner – Managing Community Assets
92 LED to light the way for councils
141 Category Winner – Women in Local Government
95 Councils struggling with street lighting costs
142 Category Winner – Strengthening Indigenous
96 Generate more, with less
Communities
144 Category Winner – Youth Engagement

The Australian Local Government Yearbook 2010 ● 3

LEADING EDGE LOCAL GOVERNMENT

Observations from COP15 –

Copenhagen, Denmark
By Geoff Lake, President of the Australian Local Government Association

I arrived in Copenhagen in time for day three of the COP15 talks at the end of last year.
My role at Copenhagen was to represent the interests of Australian local government as
part of Australia’s official delegation. The Premier of South Australia, Mike Rann, was there
representing premiers and chief ministers, and the Queensland climate change minister
also attended. Minister for Climate Change, Penny Wong, and Prime Minister Kevin Rudd
were the federal elected members in the delegation. The rest of Australia’s 114 strong
delegation were senior officials – mainly from the federal level but also a small number
from state government.

C
openhagen was a fascinating spectacle. There
was much happening each day around the Bella
Centre (the venue for the talks) and it was great
to see the views of local government from around the
world being fed into the negotiating agenda of many
countries. There were about 20 people from Australian
councils who were also in Copenhagen for the talks as
part of the more than 30,000 strong army of observers.
I met regularly with many of them to ensure that the
Australian local government message was a consistent
one.
ICLEI (the International Network of Local
Governments for Sustainability) was pursuing the
inclusion of a specific reference to local government
in the ‘shared vision statement’ which was being
negotiated by countries at the COP. Although the
shared vision draft was shelved as the COP struggled
to achieve consensus at its conclusion, countries
generally saw and accepted a key role for local
government and other sub national governments to
play in adapting to the impacts of climate change in
the future.
If you followed the media coverage from
Copenhagen at the time, you will have a very good
idea of how the negotiations progressed - it was a fluid
and difficult to control beast. The elephant lurking in
every room of the huge Bella Centre was the question
over what emissions targets should be agreed to by
nations, how this should differ between developed and Pictured with Minister for Climate Change, Penny Wong
developing countries and the level of financial support
to be paid by rich countries to poor countries. These delegation was very efficiently organised and the
were the headline matters which were never far away various Australian Government officials were allocated
no matter what technical minutia was being thrashed across the myriad of meetings which took place
out between negotiators in one of the many rooms. simultaneously each day. The morning delegation
As a member of the Australian delegation, I was meetings were a chance to report back on events from
able to participate in the daily Australian delegation the previous day and also to highlight issues that may
briefing meeting each morning. There were about 60 arise over the course of the coming day. I was also
people involved in these discussions which took place given the opportunity to provide feedback at these
each morning at 8.30am prior to the commencement meetings.
(continued on page 6)
of negotiating meetings. The business of the

4 ● The Australian Local Government Yearbook 2010

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LEADING EDGE LOCAL GOVERNMENT
(continued from page 4)
The Australian delegation was led by Louise Hand
who is Australia’s Ambassador for Climate Change. It
mainly comprised officials from the various relevant
Commonwealth departments (in particular the
Department of Climate Change and the Department
of Foreign Affairs and Trade). Perhaps appropriately for
a two week global discussion on climate change, a
weatherman from the Bureau of Meteorology was also
present.
It is hard to describe exactly what it was like being
in Copenhagen. The Bella Centre was a massive
space and it had been extended for COP15 with
huge temporary canvas structures. The peak morning
arrival of participants (almost all by train) was orderly
and generally efficient – although this changed in
the second week as security was stepped up with
the arrival of world leaders. The tight security and
massive cloakroom was fast and the papers office
similarly nimble in its ability to dispense thousands of
documents in a short period.
There were various interest groups broadly
recognised at COP15: businesses, farmers, indigenous
people, local government, trade unions, young people
and women. Each day there were approximately
100 side events scheduled which were open to all
participants. Topics discussed at the side events
traversed virtually all imaginable issues related to
climate change and sustainability. They tended to
be of varying quality, but most were informative and
featured expert presenters who had invested significant
time in preparing their presentations. There were also
about 1,000 trade exhibitors – mostly NGOs trumpeting
their particular cause or countries boasting that
they had been doing more than their fair share in
combating climate change.
The whole experience resembled something similar
to a music festival – with 20,000 or so people milling
around, talking, eating at one of the various food
vendors (which were generally overpriced and of
fairly dismal quality), debating ideas or simply going
along to one of many events which were going on
throughout each day. Wireless internet was everywhere
and there were almost as many laptops as there were
6 ● The Australian Local Government Yearbook 2010
people and mobile phones. NGO representatives
scampered left and right trying to get their hands on
that latest draft of some meeting just concluded or to
lobby someone or other. Other participants would be
checking their Facebook page or media websites from
their home country to see how it all was being reported.
On Thursday of the first week, I passed a group of
enthusiastic young climate activists who had bailed
up Lord Christopher Monckton, a prominent climate
change sceptic, and engaged him in a rigorous
debate over climate science. Unknown to him, some
plucky person had stuck a sticker on his back which
proclaimed ‘I love climate change’.
Not surprisingly, sceptics like Lord Monckton were
in short supply at Copenhagen. Participants were
generally either passionate representatives of one
of the thousands of NGOs, part of one of the various
country negotiation teams or part of the army of
journalists.
As a member of Australia’s delegation I got
unrestricted access to all negotiating rooms and
sessions. Negotiations were divided between the twin
track proceedings of the ‘Conference of the Parties’
under the United Nations Convention on Climate
Change and the ‘Meeting of the Parties’ under the
Kyoto Protocol. When either track was not meeting
in plenary, negotiations were separated into two
respective ad hoc working groups and then these were
broken down further into subsidiary bodies, contact
groups and informal consultations. Negotiations
typically extended well past the 8.00pm slated finishing
time, with some sessions often still going after 2.00am.
Wandering in and out of these, one couldn’t help
but admire the patient officials diligently debating the
issues in dispute.
When meeting in plenary, a massive room
was set up with the 193 lead country negotiators
seated behind hundreds of tables. These sessions
were chaired from the front table on the stage and
delegates patiently waited for the call to make their
contribution. Contributions were typically spoken
slowly and with extreme deference to the chair. Brevity,
thankfully, was almost always practiced.
Conveniently, countries organised themselves into
blocs of like interests. Australia was part of the ‘Umbrella
Group’ which it chaired and this group comprised
non-EU developed countries such as the United States,
Japan, Canada, New Zealand, Norway, and Russia.
Through this leadership role, Australia was contributing
well above its relative international size. Along with
Denmark (which was similarly elevated by virtue of its
role as host), the European Union, the United States,
Brazil and China, Australia was one of the key players
over the two weeks.
The outcome reached at Copenhagen has been
widely reported in the world’s media and people will
have drawn their own conclusions on what was, or
was not, achieved. I am not as pessimistic about the
outcome as many media commentators have been.
(continued on page 8)
Lord Monckton engaging with delegates.
 Australian Government
Department of Infrastructure, Transport,
Regional Development and Local Government

Black Spot Program

The Department of Infrastructure, Transport, Regional Development and

Local Government may be able to assist with the treatment of ‘Black Spots’
in your area.
$59.5 million is available in 2011-12 for the treatment of Black Spots.
To date the Black Spot Program has provided almost $748 million for more
than 5,400 road safety projects throughout Australia.
Projects have included:
• Roundabouts
• Traffic signals
• Roadside shoulder sealing
• Turning lanes
• Guard railing
Approximately half the total funding will be allocated to regional areas
because of the large number of accidents on country roads.
Funding is mainly available for the treatment of Black Spots sites, or road
lengths, with a history of at least three casualty crashes over a five year
period. Project proposals must be able to demonstrate a benefit to cost
rao of at least 2:1.
For sites which do not meet the crash history criterion, up to 30 per cent of
program funds may be used for works which have been recommended on
the basis of a road safety audit.

For more information visit: www.nationbuildingprogram.gov.au

LEADING EDGE LOCAL GOVERNMENT
Lord Monckton showing off his true colours?
WE UNDERSTAND THE IMPORTANCE OF SAFETY,
ESPECIALLY FROM THIS ANGLE
8 ● The Australian Local Government Yearbook 2010
(continued from page 6)
I think getting world leaders to agree to limit global
warming over coming years to two degrees and
to a $100 billion per annum transfer to developing
countries is significant. Obviously, there is still a long
way to go in putting the necessary commitments
in place to achieve such goals, but progress was
definitely achieved and I am hopeful this momentum
will continue into this year – in particular at COP16 in
Mexico at the end of the year.
In terms of local government, what is clear is that
we are a critical player in any approach by countries
to tackle climate change. Many of the adaptation
and mitigation strategies discussed at Copenhagen
had relevance to local and state level governments
and in this sense local government’s role was
regularly touched upon. Obviously, the focus of the
negotiations was at the international level between
countries so specific aspects of the role of sub-national
governments was more of an issue of framing each
individual country’s particular position rather than
part of the general plenary discussions. However, any
emissions target that is adopted by a country will need
the active championing, support and intellectual
property of its local government if they are to have any
chance of succeeding.
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The Australian Local Government Yearbook 2010 ● 9

LEADING EDGE LOCAL GOVERNMENT

Audits facilitate reform in

local government tendering
and contracting
Local government spends more than $2.7 billion annually on goods, services and works.
Most expenditure is on roads, construction, waste management and plant and equipment.

T
o ensure that this funding is used efficiently,
local government needs to make sure that its
procurement strategies are in line with the best
interests of the community and service providers.
The Local Government Act 1989 (The Act) requires
councils to seek best value for their communities and
publicly tender contracts worth $150,000 or more for
goods and services, and $200,000 or more for capital
works.
The Victorian Auditor-General carried out an audit
on tendering and contracting in local government,
focusing on a sample of tenders from five councils:
the City of Casey, the City of Greater Bendigo, Mount
Alexander Shire Council, Colac-Otway Shire Council,
conflicts of interest being inadequately managed.
and the City of Yarra. The objective of the audit was to
Of the five councils, only the City of Yarra required
examine whether policies, guidelines and procedures
members of a tender evaluation panel (TEP) to sign
for tendering and contracting are adequate, have
conflict of interest declarations before evaluating
been complied with and have resulted in value for
tenders. During the audit, the other councils addressed
money.
their lack of TEP declarations, with a view to reviewing
The audit found that although the councils
this procedure.
demonstrated adequate procurement policies overall,
The City of Casey was found to have a conflict of
there were weaknesses to be addressed within each
interest regarding its contract with a service provider
council’s set of procedures. Limited guidance to
tendering for building works. The firm’s staff routinely sit
staff, weaknesses in local management controls and
on tender panels for council, but this raises a conflict of
oversight arrangements meant that there was generally
interest as the firm receives a percentage of the value
less than desirable assurance that probity standards
of the works tendered, which represents poor practice
had been consistently applied, and that conflicts of
in probity. Additionally, Casey has delegated financial
interest had been avoided.
authority to the firm’s staff to approve invoices up to
The audit report noted that there was significant
$100,000 contrary to the Act, which only permits a
scope for achieving greater value for money through
council to delegate such functions to staff.
procurement. Noted areas for improvement included
Despite the lack of probity in these operations, it
attention to the benefits of strategic procurement,
was found that contract staff at Casey had not acted
and clarity on statutory obligations when aggregate
inappropriately. It was suggested, however, that the firm
payments to suppliers exceeded the tender thresholds.
should adhere to the Act as council staff are required
The lack of sufficient focus on these areas is not
to. Council staff are prohibited from exercising their
conducive to a culture of effective procurement within
delegated powers, duties or functions if they have
councils, and does not reinforce the imperatives for
conflicts of interest. It was noted that Casey took action
seeking and demonstrating value. The results and
during the audit to address TEP declarations regarding
recommendations from the audit report provide
conflict of interest.
salutary advice for councils across all states.
The City of Casey’s response to the report noted
Probity and value for money concerns but raised some of its own. “The Chief
Probity in procurement relates to the fairness, Executive Officer supports many of the observations
impartiality and integrity of the process and is critical and recommendations that have been made and
to achieving value for money. The findings of the report issues that need addressing, however, expresses
showed that although all councils had established concern that some parts of the report do not fairly
adequate probity standards, in most cases guidance represent Council’s practices in relation to tendering
to staff was insufficient, resulting in potential and actual and contracting.

10 ● The Australian Local Government Yearbook 2010


“The Chief Executive Officer advises that Council
has comprehensive systems in place that are
not referred to in the report. Despite this, Council
acknowledges that there is room for improvement and
has addressed, and is continuing to address, issues
raised.”
Similarly to Casey, Bendigo has an internal civil
works unit that competes as an in-house bidder on
public tenders by council, and there was insufficient
assurance that the in-house team did not have access to
information about competing tenders that could provide
an unfair advantage. During the course of the audit,
Bendigo developed an action plan to strengthen local
procurement practices, as confirmed by CEO, Mike Tyler.
“Since the audit, there is now greater clarity as to the
actions required to improve the current arrangements.
The staff Code of Conduct has been completely
revised to emphasise conflict of interest issues.
“The Council has also adopted a Tendering Policy
which clearly states probity requirements and specifies
which in-house bids can be made in response to
Council’s request for tender,” Tyler said.
The report found that all five councils had examples
of recurring services that resulted in cumulative
payments to suppliers that, over time, had exceeded
public tender thresholds, and where there was no
contract or evidence of a competitive process.
Therefore, there was insufficient assurance that councils
had optimised value for money through competition, or
that they had complied with their statutory obligations
to go to tender.
Additionally, councils’ oversight was seen to be
inadequate, with a lack of systematically monitored
cumulative payments to suppliers to identify ways to
better achieve greater value.
Recommendations
The report put forward three recommendations:
1. Councils should strengthen the application of
probity standards in procurement by:
• Training all staff involved in procurement to
identify and manage conflicts of interest and
probity
• Requiring all tender evaluation panel members
to document declarations of conflicts of interest
• Assuring TEP reports provide sufficient detail and
analysis to support decisions to award tenders
• Maintaining sufficiently detailed and secure
records of all procurement activities and
decisions to reliably acquit transparency and
accountability obligations.
2. Councils should strengthen oversight and
monitoring of procurement by:
• Regularly monitoring cumulative payments to
suppliers to identify opportunities to use
competitive and/or collaborative procurement
arrangements for improved value
• Establishing procedures for assuring compliance
with and adherence to statutory requirements
and public sector probity standards
• Systematically reviewing the effectiveness of
procurement activities and associated controls
3. Local Government Victoria (LGV) should review
and enhance guidance to councils on strategic
procurement in consultation with stakeholders.
LEADING EDGE LOCAL GOVERNMENT
This should include amending the Local
Government Regulations to:
• Better prescribe the range of circumstances
under which a council’s statutory obligations
to tender apply, and specifically address
situations involving cumulative spend with suppliers
• Require councils to set the scope, timeframe and
value of works to be covered by a contract
entered into because of an emergency and to
report this publicly.
Submissions from the Department of Planning and
Community Development (DPCD), and the audited
councils, addressed the above recommendations.
The DPCD agreed with the first two
recommendations, and said of the third, “the
Department will continue to work with the local
government sector on enhancing guidance to
councils on strategic procurement. Amendments to
the regulations will be considered in the context of
procurement reforms that are being delivered through
the ‘Councils Reforming Business’ and ‘Reducing the
Regulatory Burden’ programs.”
The City of Yarra’s submission noted that Council’s
recently implemented Contract Management system
and new procedures now include each of the dot
points under recommendations 1 and 2. Yarra also
praised the timely report for its pursuit of opportunity
and innovation across the sector. “We have reviewed
the proposed report and … record that key new
probity processes noted as in progress during the audit
process at Yarra have been incorporated in Council’s
Procurement Procedure Manual and procedures
implemented.”
Craig Neimann, CEO of The City of Greater Bendigo
appreciated the opportunity to make amendments to
improve processes. “I welcome and accept the three
recommendations in the report as an opportunity to
further review and refine our procurement process
and improve our contract administration. Since the
audit was undertaken there have been significant
improvements in our probity and transparency
arrangements and increased internal scrutiny of our
processes.
“In relation to recommendation two, I acknowledge
that strengthening the oversight and monitoring
of procurement will enhance Council’s statutory
compliance and improve best value outcomes for
the community.” The council has made amendments
to its procedures including monthly reviews of key
procurement performance indicators, and are
considering additional resources to achieve more
strategic procurement outcomes.
“Mount Alexander Shire Council welcomed the
suggestions in the report, saying, “As a result of the
report, Council is already considering a number of
enhancements to systems and procedures that will
address the matters raised and recommendations put
forward,” Neimann said.
Overall, councils agreed that better management
of procurement processes would lead to increases
in probity and value for money, and have since
implemented changes to effect this improvement.
The Australian Local Government Yearbook 2010 ● 11
BEST PRACTICE
Queensland Local Government
Act 2009: turning compliance
into business success
By Kevin Atkins, Team Leader, Strategic Investment Planning, MWH
Following a 2005 PricewaterhouseCoopers study conducted for the Australian Local
Government Association, a backlog of $14.5 billion in infrastructure renewals was
identified.
T
he Commonwealth Government and a number
of state governments have taken that study
on board, and the Queensland Government
also undertook its own assessment of the financial
sustainability of local governments. It found the
focus of improvements was largely short-term and
that greater emphasis was required in order to plan
for the sustained management of infrastructure
12 ● The Australian Local Government Yearbook 2010
over its useful life. As a result, Queensland’s Local
Government Act (the Act) was amended in 2009 to
emphasise the importance of strategic planning. The
detailed thinking and requirements of the Act are
now becoming clearer with the late 2009 release of
Draft Regulations to support the implementation.
Under the revised Act, councils in Queensland
must demonstrate long-term financial sustainability
by meeting a set of developed criteria in financial
forecasts and asset management plans. While some
may see this as adding further pressure on already
strained resources, if managed at an organisational
level, there are a number of opportunities for councils
to improve their overall efficiency.
The changes resulting from the legislation will
be almost immediate. Councils should introduce
more robust planning exercises and will also
need to ensure long-term planning is in place. The
sustainability and reporting process for Queensland
local governments incorporates an emphasis
on sustainable communities and sustainable
councils. The process requires councils to provide
information periodically on specific areas associated
with governance and accountability, planning,
asset management and financial performance
management. The existence of asset management
plans for key assets is a necessary predecessor to
councils having a complete long-term financial
model that supports the planning and decision-
making processes.
The Commonwealth Government has set a target
to have all infrastructure asset classes managed by
councils covered by asset management plans by
December 2010. To help achieve this, the Queensland
Department of Infrastructure and Planning has
established the ‘Asset Management Advancement
Program 2009–10’. While some councils are in a
position to adopt these changes, the majority do
not have any formal asset management plans. Local
councils will need to commit time to achieve these
deadlines and, with already strained resources, this
can be a challenging task.
(continued on page 16)
 Interested in preserving your
local wartime heritage?
The Saluting Their Service commemorations
program offers modest grants to assist local
communities to honour the service and sacrifice
of Australia’s veterans.
The program is designed to help preserve our
heritage from wars and conflicts and encourage
community participation in commemorative
events.
A wide range of community projects may be
supported including:
• establishing or refurbishing community
war memorials;
• restoring vandalised memorials;
• restoring and publicly displaying wartime
memorabilia; and
• activities that recognise significant events
and themes in Australia’s wartime history.
Local councils, schools and community groups such
as historical societies and ex-service organisations
can apply for grants through the Department of
Veterans’ Affairs.

Application forms
and funding guidelines
available from the
DEPARTMENT OF VETERANS’ AFFAIRS on:
133 254 – metropolitan callers
1800 555 254 – non-metropolitan callers
Website: www.dva.gov.au/grants
BEST PRACTICE - CASE STUDY

Fleetcare – Technology
& Innovation

F
leetcare is a prime example of a company
displaying best practices. A company that
may be a small player in size is certainly a
big player in brand competing successfully with
brands twice and three times its size. How have
they managed this? What is their point of
difference exactly that lets them mingle with the
big boys? The answer? Technology &
Innovation.
Unlike their competitors Fleetcare are an
independent outfit not tied to any financial
institution. They are currently celebrating 20
years in business, making them one of the
oldest companies in their industry. However,
managing director and founder Nigel Malcolm
didn’t make 20 years without having a set idea management software according to Malcolm.
of the core principles that would build his business,
Not a company to rest on their laurels, Fleetcare
“Prior to launching Fleetcare, I spent six months
have continued to build on Fleetmanager over the
researching the fleet management market, through
years, constantly developing new functionality within
talking to business owners about their needs, and what
the portal. When they saw their 20th Birthday
they truly required and wanted from a fleet
approaching, they again wanted to deliver something
management company,” he says, “ Being independent
special for their clients. Cue Australia’s first fully
and smaller than our competitors meant we really had
integrated GPS Fleet Tracking system. All Fleetcare
to prove ourselves and come up with something no
clients can now track every vehicle in their fleet in real
other fleet management business had. Technology and
time within their Fleetmanager accounts. Malcolm
customer focus were the areas we knew we had to
maintains, “In the fleet management sector we are
excel in.”
definitely ahead of the competition in terms of fleet
Fleetcare and indeed Nigel Malcolm have stayed
management technology and the added value
true to this mantra and have spent 20 years delivering
associated with implementing such systems.” Fleetcare
outstanding customer service through cutting edge
are also ahead of companies that solely provide GPS
technology and applications and innovative products,
setting them apart from their larger competitors. Tracking, “Many of the latter claim to be fleet
Malcolm recognised that the technology aspect was management companies but in reality only provide
integral to delivering the customer service he was so GPS Tracking and none of the other services that are
passionate about. It was, in fact, due to this essential to total fleet management, such as fuel, or
commitment to customer service that saw the birth of maintenance.”
their unique customer portal, Fleetmanager. “It was Over the coming months Fleetcare will launch yet
clear that we needed to design a cutting edge fleet another innovation, CO2 reporting within Fleetmanager.
management system that gave greater control to the This again hands control back to the client so they can
fleet managers, letting them access all necessary fleet monitor emissions and aim to minimise their fleet’s
information from one point in real time and at any time.” environmental impact, a hot topic within the industry at
Malcolm explains. the moment.
To achieve this Fleetcare invested in their own in- So it seems then that Fleetcare is your one stop shop
house IT team to build an in house system, tailored for all things fleet management and you can be
exactly to their customer’s requirements. The result, guaranteed that by being their client, you will always be
Fleetmanager, has been instrumental to the company’s privy to the latest technology and innovation. You can’t
growth and is Australia’s most intelligent fleet really ask for much more than that.

14 ● The Australian Local Government Yearbook 2010

 CELEBRATING 20 YEARS
IN THE DRIVING SEAT

As Australia’s largest privately owned fleet management company, we are proud

of our 20 year history of service and care to fleet customers around Australia.

With over 30,000 cars on the road, businesses large and small enjoy superior
customer service, our innovative approach to applying the latest technology and
the powerhouse reporting systems that underpin our passion to deliver the best
fleet management services in Australia.

Whether you require a fully outsourced fleet solution, a fuel management

product for your company’s fleet or want to talk to us about a Novated Lease,
our products cover all your fleet requirements.

And, with the introduction of our state of the art GPS tracking system, your fleet
will always be at your fingertips.

Talk to us today about the Fleetcare difference. Contact 1300 655 170 or visit www.fleetcare.com.au
BEST PRACTICE

(continued from page 12)

Many of the issues faced here in Australia were
encountered when similar legislation was introduced
in New Zealand in 2002. In the lead up to the
implementation of the New Zealand legislation, MWH
assisted a significant number of the local government
authorities and developed an approach that has since
been adopted by more than 75 local authorities in
New Zealand, as well as several other organisations
worldwide. As learned through that process, councils
must remain service or activity-focused.
Whether an individual or department is responsible
for maintaining water infrastructure, roads or other
assets, they must also strive to provide continuous
and exemplary service to the customers. In May 2009
the NZ Government undertook the ‘Transparency,
Accountability and Financial Management’ (TAFM)
review. An intention of the review is “simplifying long-
term council community plans and giving them a
more strategic focus”. There are a number of interesting
parallels between the TAFM review and what is Figure 1: By developing a clear link between a community plan
being proposed through the Act and regulations in and the more detailed service delivery plan, councils are able to best
manage their limited resources and ensure that work carried
Queensland. The main concerns relate to the increased
out supports the overall strategy and service delivery targets.
cost and compliance requirements.
The service-based approach is being suggested
through the release of the consultation document, These performance measures will need to be
Local Government (Finance, Plans and Reporting) supplemented by more direct annual targets or
Regulation 2009. The Draft Regulations include further levels of service that state the performance measures
details about the compliance requirements placed adopted by the local government for the delivery of the
before Councils. The Draft Regulations require the proposed outputs. Again the focus is on the delivery of
preparation of a number of long-term plans: the outputs or services which will involve discussions
• long-term community plan (s83) and agreement with the community on the services
• long-term financial plan (s86) required.
• long-term asset management plan (s92). By working in conjunction with external providers (to
The long-term plans are complemented by the supplement already stretched in-house resources) and
Annual Operational Plan for the financial year (s95). developing a clear link between a community plan
It is at this point that the Draft Regulations place and the more detailed service delivery plans, councils
a focus on the services being offered by a local are able to best manage their limited resources (see
government. The Annual Operational Plan must “state Figure 1). This helps councils identify the current state
the proposed outputs of the local government for the of affairs and provides them with a sound improvement
financial year to which the plan relates”. It is noted that, plan to best manage their services and assets.
“An output is a discrete service or other product that While it will require additional work, the Act is an
the local government delivers to its external clients undeniably excellent opportunity for councils. Far from
(including policy advice, for example)” (s96 (2)). being a ‘tick and flick’ situation, councils should instead
The Annual Operations Plans will require Councils to consider how to use this requirement to ensure the
focus on the delivery of services whilst at the same sustainable delivery of services for local communities.
time defining/managing the assets that are required Through its introduction, senior council members will
to support the delivery of the services. What is not be in a much stronger position to plan for the long-
included is the attention that should be placed on the term by determining how much they are in a position
identification and delivery of non-asset solutions. to spend and where they will source this funding from.
The process for developing the Long-Term By establishing early on which areas require greatest
Community Plan is clearly laid out in s85. There is a attention, and where the opportunities for improving
requirement to demonstrate long-term performance by efficiencies lie, councils should be in an even stronger
the inclusion of detailed ratios of financial sustainability position than they are today.
including:
Kevin Atkins has more than 30 years of experience in
• asset consumption Council Operations and Management. He is MWH’s
• asset sustainability Practice Leader, Asset Management. For further information,
• interest coverage please contact him at kevin.atkins@mwhglobal.com.
• net financial liabilities
• operating surplus ratio
• working capital ratio.

16 ● The Australian Local Government Yearbook 2010

 WorkCover NSW
Workplace safety doesn’t just affect you
at work. It affects your whole family.

For ways to make your workplace safer

contact WorkCover on 13 10 50 or visit
workcover.nsw.gov.au.

Safe business is good business

We all want our families to arrive home from work safely every day.
In 2007/2008 in NSW there were:
s 30,077 major workplace injuries reported
s 4,775 cases resulting in permanent disability
s 79 deaths resulting from workplace injury or disease
$ONlTBECOMEASTATISTIC'ETASSISTANCE
For information and assistance on staying safe at work talk to us:
s Over the phone: Phone us on 13 10 50 for information on workplace health and safety, injury
management and workers compensation.
s Face to face: Attend one of our workshops or have a business advisory officer visit your workplace.
s Online: Visit workcover.nsw.gov.au for advice, activities and programs that can assist your business.
s In print: Subscribe to WorkCover News and eNews, or ask for our catalogue of publications.
For more information about how WorkCover
NSW can assist you to achieve a safer
workplace call 13 10 50 or visit
WORKCOVERNSWGOVAU

The Australian Local Government Yearbook 2010 ● 17

BEST PRACTICE
What’s better than
winning a Golden
Globe?
W
inning a Green Globe of course. In 2009 Local
Government Super was awarded a Green
Globe for Commercial Property Sustainability.
The Green Globe awards were introduced by the NSW
State Government to recognise the efforts of business
and the community to actively reduce their
environmental footprint.
Local Government Super won the award ahead of
well-known property firms such as Mirvac, Multiplex and
GPT. The award recognised our sustainable portfolio
program and our commitment to reducing building
emissions.
Each commercial building in our property portfolio is
now accredited with a five-star NABERS rating for
environmental sustainability through the use of
renewable energy. NABERS is the National Australian
Built Environment Ratings System and it measures a
commercial building’s environmental performance
based on the building’s energy and water use, waste
reduction and greenhouse emissions.
Under our sustainable portfolio program, each
building in the portfolio sources 100% of its base
building energy from fully-accredited renewable green
power, reducing emissions by approximately 10,000
tonnes of carbon dioxide per annum.
CEO Local Government Super, Peter Lambert receives the Green Globe Award
18 ● The Australian Local Government Yearbook 2010
Local Government Super encourages all existing
tenants to use renewable energy for their own electricity
needs and all new leases require tenants to source their
power from green energy suppliers.
So what does this mean for members of Local
Government Super?
Many tenants including banks, professional
organisations, IT companies, and government
departments and agencies, are now demanding more
sustainable commercial and industrial premises and
this is driving up the demand for greener buildings.
In fact, starting in 2011, all government tenants will
be required to only occupy buildings which have a
minimum NABERS rating of 4.5 stars, and these
government tenants account for around 20% of the
total commercial leasing market.
The greater demand for greener buildings should
reduce vacancy rates over the longer term and
improve rental return for these premises. In Local
Government Super’s property portfolio for example, the
current vacancy rate is around 5.5% which is lower than
the market average of 8-12% for industrial and office
buildings.
Over time there will be a growing distinction
between buildings with high NABERS ratings and other
less energy efficient buildings and it’s expected that this
distinction will lead to a widening gap in vacancy rates
and investment returns.
Local Government Super will continue to improve
the NABERS ratings of our buildings so we can maximise
the returns on your super investment.
To find out more about Local Government Super’s
sustainable portfolio program, just go to
www.lgsuper.com.au
Long term returns for your super
and your environment.
 4HEBESTRETURNSAREGREEN

Everyone wants good returns on their super.

But more and more people want to know exactly how their
super fund is achieving those returns.
Local Government Super is committed to an environmentally
sustainable investment policy and this means that all of our
investment decisions take into account environmental, social and
governance issues.
In fact just last year Local Government Super was recognised with a
Green Globe award for reducing carbon emissions from the buildings in
our commercial property portfolio.
Our aim is to maximise the returns on your super by investing in the
long-term interests of our environment.
To find out more just go to WWWLGSUPERCOMAU

Long term returns for your super and your environment.

0936-LGS-2/10-LG yearbook

Please note that the information contained in this document is of a general nature only and does not constitute personal advice as it does not take into account your personal objectives, financial situation or
needs. Any advice in this document is provided by FuturePlus Financial Services Pty Limited (ABN 90 080 972 630) as an Australian Financial Services Licensee (AFSL 238445) on behalf of the Trustee of
Local Government Super, LGSS Pty Limited (ABN 68 078 003 497). LGSS Pty Limited is an APRA Registrable Superannuation Entity Licensee (ABN Pool A - 74 925 979 278 and ABN - Pool B
28 901 371 321). A reference to Local Government Super refers to Local Government Superannuation Scheme Pool A and Pool B as the context requires. Local Government Super is a registered business
name of LGSS Pty Limited. Members should not rely solely on this information and should consider their own personal objectives, financial situation and needs before acting on this information. Prior to making
any investment decision you should obtain and consider the relevant Product Disclosure Statement (PDS) pertaining to your membership and seek professional investment advice.
BEST PRACTICE

Sydney Council says

No to Coal
Plans to turn Sydney into a low carbon city using locally-produced electricity from the sun,
wind, marine, Green Power and waste gases are being developed by the City of Sydney
Council as part of its Sustainable Sydney 2030 plan. Lord Mayor Clover Moore MP said the
City is challenging traditional electricity supplies from coal-fired power stations.

A
number of essential reports have been adopted
by Council to progress the city’s plans including: A
Renewable Energy Master Plan tender, Alternative
Waste Technology plant tender and a trigeneration
report for Prince Alfred Park Pool. The City is currently
tendering for a Combined Cooling, Heat and Power
(trigeneration) masterplan for the LGA.
“We cannot continue to rely on electricity produced
from burning dirty coal. It accounts for about 80 per
cent of greenhouse gas emissions in the City of Sydney
and is a major contributor to global warming. It is also
extremely inefficient – only about 30 per cent of the
energy from burning coal in the Hunter Valley actually
reaches your house in Sydney,” Ms Moore said.
The City’s Sustainable Sydney 2030 plan commits
the Council to:
• Produce 70 per cent of the electricity (330
megawatts) supply by 2030 from trigeneration
– converting natural and waste gas into
electricity, heating and cooling;
• Ensure by 2020 that 25-30 per cent of energy
use comes from renewable energy (solar, wind,
marine, geothermal, Green Power and
renewable fuels);
• Reduce greenhouse gas emissions by 70 per
cent by 2030; and across the City,” Mr Derksema said. The City is currently
• Divert 66 per cent of domestic waste from landfill seeking tenders for its Trigeneration Plan also known as
by 2014. Combined Cooling, Heat and Power.
Councillors resolved to appoint the international The plan is expected to detail specific information
engineering and design firm ARUP to develop a about the locations, size and scale of a network of
Decentralised Energy Master Plan for renewable trigeneration machines – similar to what energy expert
energy. City of Sydney Sustainability Manager Chris Allan Jones implemented in Woking, Surrey. The City
Derksema said this Plan will be the roadmap for has already commissioned a study into the first such
converting 25-30 per cent of the City’s electricity use trigeneration or cogeneration plant to be located
from coal-generated electricity to renewable sources. at Prince Alfred Park Pool in Surry Hills. Council is now
“ARUP will be looking at a range of renewable means proceeding with a business case to develop the
of generating electricity and methods to implement it,” system.
Mr Derksema said. “CBD roofspace and its capacity to Council has also appointed ARUP to develop
produce solar power will be one component as well a business case to establish an Alternative Waste
as wind energy, including off-shore, hydro and marine Technology Facility (AWTF) in or near the City of Sydney.
renewables. AWTFs take general household waste and recover
“Another vital resource will be the use of renewable reusable materials such as recyclables or organic
gases potentially sourced from household, commercial matter. The plan will also include the potential to
and industrial waste and other sources including capture gases produced during the recovery process
sewage, agricultural, landfill and low carbon coal seam to help power the trigeneration network.
gas. These gases can be harvested and converted into An AWT could greatly reduce waste going to landfill
locally-produced electricity providing low-cost heating and will help the City deliver on its target of diverting 66
and cooling for buildings from a trigeneration network per cent of waste from landfill.

20 ● The Australian Local Government Yearbook 2010

 COMMUNITY & SOCIAL FABRIC

ILUA binds Jangga People

and councils
The Jangga People and three north Queensland regional councils have finalised an
indigenous land use agreement (ILUA*) about infrastructure development, terms of
access and consultation protocols over 20,700sqkm under a native title claim.

T
he National Native Title Tribunal
registered the legally binding
agreement on 11 February between
the Jangga People, Charters Towers
Regional Council, Isaac Regional Council
and Whitsunday Regional Council over
the Jangga People’s traditional country
centred on the township of Mt Coolon,
120km west of Mackay and 150km south
of Townsville.
Tribunal Member Graham Fletcher,
Graham Fletcher
who mediated between the groups, said
the ILUA recognised the Jangga People The Registrar, the National Native Title Tribunal and its staff, members and agents and the Commonwealth (collectively the
19°
19° 44'
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as the traditional owners of the area and Commonwealth) accept no liability and give no undertakings guarantees or warranties concerning the accuracy, completeness
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Burdekin
or fitness for purpose of the information provided. In return for being allowed to access this information you agree to release and

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indemnify the Commonwealth and third party data suppliers in respect of all claims, expenses, losses, damages and costs arising

148° 26'
established how they would work with the
directly or indirectly from your use of the information and the use of the information you obtained by any third party.
Shire
Shire Council
Council

148°

three local governments in the future. BOWEN
BOWEN
“The agreement gives the groups Copyright © Commonwealth of Australia

certainty about the protection of their

rights and clarity about how they will
carry out their business on a day-to-day Charters Towers
Charters Towers
 Cairns

basis,” he said.  Townsville

Regional
Regional Council
Council
COLLINSVILLE
“The Jangga People are assured their Map
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cultural heritage will be protected as Rockhampton


Whitsunday
Whitsunday
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the councils have agreed to include the BRISBANE Regional
Regional Council
Council
Jangga People in their decision-making
processes about matters that could
impact on their rights.
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developed for the councils to follow when

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developing infrastructure, such as roads

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JanggaȱandȱLocalȱGovernment
for reaching an agreement over such a ILUAȱArea
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large area. The solid working relationship
they built during the negotiation process
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successful implementation of the ILUA.” MORANBAH

MORANBAH
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Across Australia 402 ILUAs have

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been registered with the Tribunal, with
214 of these agreements registered in 
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Data Statement
are developed to suit the different needs Agreement boundary data compiled by NNTT.
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GLENDEN
Compiled by the National Native Title Tribunal on 28 October 2008.
of the groups and the land issues they’re
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P:\GEO_INFO\Products\QLD\ILUA\QI2007_007
P:\GEO_INFO\Products\QLD\ILUA\QI2007_007 Jangga
P:\GEO_INFO\Products\QLD\ILUA\QI2007_007 Jangga
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ILUA\Mapping\GT2008_1855 Media
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working through. Map Ref:
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map_A4P.pdf
map_A4P.pdf

The Australian Local Government Yearbook 2010 ● 21

EQUIPMENT + MACHINERY
Mowing forwards with Toro
Groundsmaster 5900 / 5910 Series
L
aunched in July 2008, the new Groundsmaster
5900 / 5910 Series is the ultimate top of the line
mower from Toro Australia, the leading worldwide
provider of commercial turf and turf management
equipment.
The new generation of wide area rotary mowers, the
Groundsmaster 5900 / 5910 Series sets the standard for
productivity, uptime and increased operator comfort.
The most powerful ride-on mower in its class, the
Groundsmaster 5900 / 5910 Series features a powerful
99hp (74kW) turbo-diesel engine which powers through
the toughest turf with ease, while the high pressure
common rail (HPCR) electronic fuel delivery system
provides fuel efficiency resulting in lower emissions.
With a large 16 foot mower capable of mowing
more than 100 acres of turf daily and full-time four-
wheel drive, the Groundsmaster 5900 / 5910 Series
offers greater manoeuvrability on all terrains, and can
turn 180° to mow around trees leaving no uncut grass,
increasing productivity.
Equipment downtime is a thing of the past thanks to
the Toro InfoCentre, a new multi sensor onboard
diagnostic system which is standard on all
Groundsmaster 5900 / 5910 rotary mowers. It continually
undertakes monitoring of the internal systems to provide
up to the moment information on the calibration of the
machines, and ensures that even the slightest variation
22 ● The Australian Local Government Yearbook 2010
from the normal operating function is reported. All
operating information is displayed within the onboard
unit, and a visible and audible alarm is raised to notify
the operator of any potential problems.
Keeping your motor engines cool is even easier with
the revolutionary sensor trigger SmartCool System,
which briefly reverses the cooling fan to blow of any
chaff and debris which can block the air intake screens,
leading to overheated engines which need time to cool
off. Yet another small but significant victory in the fight
against equipment downtime!
Recognising the importance of operator comfort,
the Groundsmaster 5900 offers an open air cockpit,
while the Groundsmaster 5910 offers a factory installed
climate-controlled cab which provides protection and
comfort during extreme temperatures. Both cabs
features rubber mounts which isolate the operator
platform from the frame, thereby reducing vibration and
improving comfort. Ergonomic seating which can be
adjusted for height and angle, an adjustable steering
tower, as well as one-touch controls provide exceptional
comfort during operation.
For maximum productivity, precision, minimum
downtime and costs, look no further than the
Groundsmaster 5900/5910 Series from Toro Australia.
Get mowing today by contacting your local Toro dealer, or
go to www.toro.com.au
 The New Toro Groundsmaster
5900/5910™ has landed

New standards in productivity and operator safety and comfort

Ready to take on any wide-open, important-to-be-maintained space Australia can throw
at it, the new Groundsmaster 5900/5910 has touched down. It is also the grandmaster of
maintenance, delivers up to 40.5 hectares per day capability, climate controlled cabin and full
rollover protection and a range of innovative safety and comfort features, this is a machine
designed with the operator and the whole of Australia in mind.
For more information
Ask your Toro Commercial Grounds Dealer about our introductory deal to help you fly through
your mowing challenges. call 1800 356 372
Photographed for demonstration under supervision. Photo retouched to enhance effect www.toro.com.au
HERO/TOR3364J
COMMUNITY & SOCIAL FABRIC

Food and urban change

By Juris Greste

It is not the most obvious proposition to make but it could very well be that, indirectly, the
cost and supply of food could drive changes to the way we live in cities and towns.

24 ● The Australian Local Government Yearbook 2010


Consider this:
In 1900, 10 per cent of the world’s population lived
in cities. Today 50 per cent live in cities. In 2050, 75 per
cent are expected to be living in cities. On top of that,
there are likely to be another 3 billion people on the
planet - another 50 per cent more!
What does all that mean? One thing it means is that
fewer people are on the land producing food, while there
are more people to feed. Food producing land is taken
up by urban development. Furthermore, not only are
we reducing the area under food production but fewer
people want to farm because it is getting increasingly
difficult. Add to that the effects of climate change which
will not aid overall global food production. In all of human
history, food has never been so cheap. One of the factors
has been cheap and abundant fertilisers derived from oil.
This cannot last for ever.
Considering the changes in energy sources, carbon
reduction, climate effects and population increase, it is
unlikely that the production and availability of food will
greatly increase. A more likely consequence is that food
is going to cost more; energy is going to cost more; and
we need to reduce the size of our carbon/ecological
footprint which will impose further costs.
Here are some basic (rounded off) consumption
statistics. The average Australian divides the household
budget thus:
food - 15 per cent;
transport - 15 per cent;
housing to buy - 30 per cent; and
all other things - 40 per cent
The cost of housing does not include maintenance
and energy costs.
The most important essentials in life are food and
shelter. Even though Australia produces more food than
it consumes, in a globalised world, our food prices will
be determined by world markets.
If food and energy (for housing and transport) are
likely to cost more, how do we balance the household
budget and leave enough for the “other things”? Unless
we greatly reduce spending on “other things”, we need
to reduce the cost of housing and transport to pay
for increased costs of food and energy. Where (and
how) you live is going to affect all your other life costs
(unless we all become super rich - and how likely is
that?). These kind of cost savings are only possible with
a conspicuous adjustment and transformation of the
way we live in cities and towns. This is likely to be driven
by the notion of proximity and the urban values and
benefits that it can bring.
Certainly for at least the last 30 years, we have
become addicted to the growth paradigm. From a
city and town making perspective, this has meant that
the pattern as well as a form of urban change has
been driven by the economics of construction and
infrastructure development (like a string of beads of
independent projects) instead of the more nuanced
socioeconomic and urban ecological systems. This has
meant urban spread and increasing travel distances.
Historically all of our cities have emerged, and for
many years existed, as a clustering of small towns
COMMUNITY & SOCIAL FABRIC
and villages. Their life depended on the proximity
of synergy generating and co-located activities.
While trade relationships between cities and towns
obviously required transport, within the towns and
cities themselves the need for travel and long distance
movement was regarded as undesirable. Once the
technologies for cheaper transport emerged, distance
was not seen as a barrier or problem. Under the
pressures to expand and grow, the good sense of older
urbanism was overtaken by other forces.
As our own cities continue to grow and energy
costs escalate, we need to recognise the values of the
urbanism of years past. Instead of regarding Transport
Oriented Development as the answer to contemporary
urban growth and expansion, we need to look to
develop the concept of proximities and concentration.
I don’t want to suggest that the idea of proximity is
a euphemism for the nasty label of density. However,
in the context of all the major challenges that are
facing us (and the rest of the world), the underlying
drivers of city and town making have to be the notion
of proximity and concentration. Proximity embraces
the qualities of connectivity, variety and amenity - all
essentials of a good urban place and liveability.
This is a radical reversal. However, to base urban
growth on the basis of beating the transportation
problem is like putting city making on a treadmill. You
expend a lot of energy but don’t get anywhere. In
the longer term, if we value housing and adequate
food, we need to moderate and rationalise our
housing expectations generally so that we can
reduce expenditure on energy and transport. This
means putting the concept of proximities uppermost
with the understanding that in the age of digital
communication, proximity also takes on a meaning
that is different from the past.
The growth of cities in the first place was enabled by
greater efficiency of food production. All the indications
are that the cost and availability of food will transform
cities - certainly in Australia - yet again.
About the Author
Juris Greste is an urban designer with an
architectural background and over 50 years of
professional experience as a consultant. He has been a
full time educator in architecture and urban design at
QUT for about 12 years since 1977 and has continued
teaching as a part time lecturer and contributor ever
since. Juris has a Masters urban design qualification
from Oxford Brookes University (with Distinction). He was
an instigating member of the Urban Design Alliance
of Queensland Inc - a multi-disciplinary association of
built environment professional groups (and is its first
Life Member); is the secretary of the Australian Institute
of Urban Studies Qld for the ninth year and recipient
of the 2004 Year of the Built Environment exemplar
award. In 2007 he was awarded the Order of Australia
Medal (OAM) “For service to urban design, particularly
through raising community awareness of the need
for high quality and sustainable environments, to
professional associations and to education.”
The Australian Local Government Yearbook 2010 ● 25
INFORMATION TECHNOLOGY
Panasonic Australia
PANASONIC AUSTRALIA is part of the
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origins back to 1918, when Japanese
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started a small business manufacturing
home electrical products in Osaka, Japan.
Globally, Panasonic Corporation is one
of the largest electronic product
manufacturers in the world, comprised of
over 556 companies. It manufactures and
markets over 15,000 products under the
Panasonic brand to enhance and enrich
lifestyles all around the globe.
In Australia, Panasonic is a market
leader in the field of consumer electronics
26 ● The Australian Local Government Yearbook 2010
and business solutions. The suite of business
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In these challenging financial times the
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AGED CARE & COMMUNITY SERVICES

Aged care packages in the

community - What local
government needs to know
Community care packages help people who are eligible for entry into residential aged
care to stay in the community, by providing them with help in their own homes. There are
three types of packages offered in Australia: Community Aged Care Packages (CACPs) for
people with low-care needs, Extended Aged Care at Home (EACH) packages for people
with high-care needs, and the more flexible EACH Dementia packages.

C
ACPs help older Australians to remain within the
community, offering assistance at home. EACH
packages provide similar services, with the
addition of nursing and allied health services. EACH
Dementia packages differ from CACP and EACH in
that they are specifically targeted towards those with
behavioural problems or psychological symptoms
associated with dementia. Although the services
offered to EACH Dementia recipients are similar to
those offered by EACH packages, the assistance may
be delivered using a more flexible approach, and
strategies which better cater for people suffering from
dementia. Recipients must be approved by an Aged
Care Assessment Team to access an EACH or an EACH
Dementia package.
The Australian Institute of Health and Welfare’s ‘Aged
care packages in the community’ report, published in
October 2009, presented statistics regarding each of
the three types of care packages, and their recipients.
The report examines the 2007-2008 period, and
makes a comparison between the three package
types at June 2008.
CACPs were introduced in 1992, followed by EACH
packages in 2002, and EACH Dementia packages
in 2006. In February 2007, the Australian Government
announced that the target for aged care provision
would increase from the existing target of 108
operational places and packages per 1,000 people
aged 70 years and over to 113 by 2010-11, with the
community care component totalling 25 places (up

28 ● The Australian Local Government Yearbook 2010


from 20), and 4 of every 25 community care packages
going to high-care recipients. In June 2008, there were
23.3 care packages per thousand, with 3.4 in every 25
for people with high-care needs.
Availability
The availability of these types of packages is
increasing. Compared to the longer-established CACPs,
of which there were 40,280 operational packages, the
EACH and EACH Dementia packages were still relatively
small at June 2008 with 4,244 and 1,996 operational
packages respectively, but were expanding rapidly.
During 2007-08 there were 725 new EACH Dementia
packages, 942 new EACH packages, and 2,283 new
CACP packages.
The distribution of CACPs among states and
territories generally reflects the distribution of the
Australian population, with 34% available in New South
Wales, and 25% in Victoria. Major cities and inner
regional areas receive the highest percentage of this
allocation (a combined total of 90%), followed by outer
regional, remote and very remote areas.
EACH and EACH Dementia package allocation
increased rapidly from 2007-08, 29% and 57%
respectively. Again, 90% of these were allocated in
major cities and inner regional areas. The first high-care
packages for very remote areas became available
in 2007-08 when five EACH packages became
operational.
Outlets and occupancy
At 30 June 2008, 1,100 mainstream CACP service
outlets were providing 39,638 packages throughout
Australia. EACH service outlets increased from 205
to 266 during 2007-08, and EACH Dementia outlets
increased from 111 to 187. Again, the highest
percentage of outlets was located in the three states
with the largest populations – New South Wales, Victoria
and Queensland. The average number of packages
per outlet for CACP was 36, with the majority of the
outlets being small (up to 20 packages). Averages
for both EACH options were slightly lower, at 16 EACH
packages per outlet, and 11 packages for EACH
Dementia outlets.
Occupancy rates for the places on offer varied
state to state. For CACPs, the occupancy rate was 93%
Australia-wide. For EACH packages nationwide, the
occupancy rate was 89%, and for EACH Dementia, 76%.
Remote and very remote areas experienced the lowest
occupancy rates, with the highest rates of occupancy
occurring in major cities.
Age and sex distribution of recipients
Across all care types, the majority of packages were
allocated to women. Women make up the majority
of care recipients for all three programs, particularly
for the CACP program, with the proportion of women
being 7 percentage points higher than the other two
programs, which provide help to people with high-care
needs.
The ratio of women to men varied between states,
with the Northern Territory in particular showing a lower
AGED CARE & COMMUNITY SERVICES
margin between the number of men and women
receiving packages, particularly EACH packages.
Recipients of all package types also had an
average age above 80 years, with less than 20% of
recipients being above 90 years old, and under 7%
being under 65. Male recipients as a rule tended to be
younger than female recipients across all categories.
EACH recipients had the youngest age profile with
7% of recipients aged under 65 years and 55% aged
80 years and over, while the CACP recipients had the
oldest age profile, with 65% aged 80 years and over.
In the EACH package category, the median age of
recipients tended to be lower in remote and very
remote areas.
Birthplace and preferred language
People born in non-English-speaking countries
made relatively high use of care package services
compared to Australian-born, and people born
overseas in English-speaking countries.
The majority of care recipients were born in
Australia. Approximately 30% of CACP and EACH
recipients were born overseas, while 41% of EACH
Dementia recipients were not born in Australia. Of
people aged between 75-84 years, 2.17% of people
born in non-English-speaking countries made use of
the packages, while 0.66% of Australian-born people
in this age group received community care. Of the
over-85 population, the percentages were 5.82% and
4.4% respectively. The highest concentration of people
from overseas requiring care packages was in Western
Australia and the ACT for CACPs.
The preferred language for all care recipients was
English, ranging from 79% to 84% of recipients across
the care packages. Preference then tended towards
European languages.
Aboriginal and Torres Strait Islander care recipients
Use of packages by Indigenous Australians was higher
than for overseas-born people from non-English-
speaking countries. Overall, Indigenous people over 50
years used community aged care packages at over 3
times the rate of other Australians.
In total, 1,337 of care recipients across all three
categories identified as Aboriginal or Torres Strait
Islander. 1,275 of these were CACP recipients, while
only 8 belonged to the EACH Dementia category. This is
influenced by limited availability of high-care packages
combined with difficulties in providing high level
community care and dementia-specific care in more
remote areas.
The highest proportion of Aboriginal or Torres Strait
Islander recipients lived in the Northern Territory. Of
those receiving CACP packages, 40% lived in remote
or very remote areas, and the rest were quite evenly
split across major cities, inner regional areas and outer
regional areas.
Only 8 EACH Dementia recipients identified as
being Aboriginal or Torres Strait Islander, and of those,
three lived in major cities, two in inner regional areas
and three in outer regional areas. None lived in remote
or very remote areas.
The Australian Local Government Yearbook 2010 ● 29
AGED CARE & COMMUNITY SERVICES

Invariably, the median age of Aboriginal and Torres

Strait Islander care receivers was lower than that of the
general population of care recipients, with an average
of 68 years compared to the median of 82 years in the
general population of care recipients.
s/^/KE^hWZ
d,/Eh^dZz&hE&KZ>K>'KsZEDEd
Living arrangements
The report showed that of the CACP recipients, the
majority lived either alone (54%) or with family (42%). The key to your
The only state in which this differed was the Northern retirement future
Territory, where the majority lived with family (65%),
followed by alone (26%).
71% of EACH recipients did not live alone – 68% lived
with family and 3% lived with others. The report states Vision Super
that this relatively small proportion of EACH recipients advantages:
living alone reflects the importance of informal care
arrangements in supporting high-care recipients in 9 Low fees
their home. This care seems to be more commonly 9 Run
No commissions
provided by family.
EACH Dementia recipients showed the lowest
9 members
only to profit
percentage of people living alone, with 78% living with
family or with others. The remaining 22% lived alone at 9 Over 61 years experience
the time of application, but by 30 June 2008 a further
4% lived with a carer, and 14% had a carer who did not
9 ASuperRatings
Platinum rating from
5 years running
live with them. Only 4% lived alone, without a carer, at
the time of assessment.
Find out about:
Admissions and Separations
Each category saw more admissions than separations 9 Consolidating your super
over the 2007-08 period. The majority of admissions
were women, across each package type. The majority 9 Salary sacrificing your super
of admissions in the CACP category were for over-75s, 9Retirement planning
and in the other two categories the majority were over 9 Co-contributions
Income protection
80 years old.
The majority of separations across the board were 9 - and more!
due to the recipient moving into residential aged
care. In the CACP program, this was followed by death, Call us or visit
moving to another carer, then hospital admission. This
was largely the same for EACH and EACH Dementia
www.visionsuper.com.au
recipients, but the proportion of EACH Dementia (03) 9911 3222
recipients moving to residential aged care was higher. (regional 1300 300 820)
The report stated that there did not seem to be a
correlation between length of stay and reason for
separation.

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Financial Services Licence 225054, is the Trustee of the
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30 ● The Australian Local Government Yearbook 2010


Medibank & Lort Smith
Animal Hospital
W
ith Medibank Private and Lort Smith Animal
Hospital sharing common aims with regards to
companion animal health and wellbeing and
promoting socially responsible pet ownership, it made
good sense to set up a partnership relationship that not
only sees benefits delivered for both organisations, but
through the joining of forces, also means good news for
companion animals everywhere.
The long-term partnership has an ambitious
schedule of programs and projects aimed at improving
companion animal health and educating on the
importance of responsible pet ownership.
In December 2009, Medibank Pet Insurance kicked
off the first of these programs with their ‘Spread the Love’
campaign. Working with Lort Smith the campaign
promoted the importance of health insurance for pets,
while raising much needed funds to provide healthcare
for the hundreds of thousands of animals in need that
Lort Smith treats every year, raising over $10,000 for the
Hospital.
The company take their support to the hospital
seriously, with employee volunteers regularly rolling up
their sleeves to get stuck in to help out in our busy
shelters. As part of Medibank’s corporate responsibility
commitment, employees have one working day every
year when they can take time out to volunteer and
make a difference in the community. Teams of
ANIMAL HEALTH
employees take advantage of this on a recurring basis
to spend a morning being directed on the finer points of
animal care by Lort Smith’s Animal Management
Officers.
Medibank Private Pet Insurance is also Key Sponsor
of the Lort Smith PALS pet therapy program. The benefits
of pet therapy in the sick and elderly have long been
cited with research dating back about 45 years. The
PALS (Pets Are Loving Support) program is delivered by
Lort Smith through 300 community volunteers who visit
hospital patients and nursing home residents with their
dogs to help provide interaction, warmth and
companionship to residents and patients. Medibank’s
support has enabled us to provide the volunteers and
dogs with t-shirts, identification tags and doggie coats,
as well as provided support to increase awareness via
the Medibank health and wellbeing magazine and
website.
Future potential programs to be delivered through
the partnership include research on the significance
and benefits of the human animal bond, education on
responsible pet ownership, a pet-health advice line and
further fundraising activities to support the hospital in
delivering exceptional pet health care to lost,
abandoned, mistreated and sick animals.
For more information on the hospital visit www.lortsmith.com
or contact the Development Office on (03) 9321 7214.
The Australian Local Government Yearbook 2010 ● 31
ANIMAL HEALTH

32 ● The Australian Local Government Yearbook 2010

 ANIMAL HEALTH

The Australian Local Government Yearbook 2010 ● 33

COMMUNITY INFRASTRUCTURE
Community Infrastructure:
Addressing overdue reforms
A year after the inception of the Nation Building Stimulus Package, communities across
Australia continue to benefit from the Regional and Local Community Infrastructure
Program (RLCIP) funding provided by the Federal Government. The list of funding
recipients is still growing, creating jobs, stronger local economies and vital infrastructure
to support the growth of communities into the future.
T
he Program identified projects for infrastructure
funding on both a formula and competitive basis.
Round One of the Program, worth $800 million,
is well underway, with all of the funds having been
allocated, and a number of projects either completed
or underway. Round Two applications, vying for a share
of a further $220 million, were allocated in early 2010
with works scheduled to commence throughout the
year.
Anthony Albanese, Minister for Infrastructure,
Transport, Regional Development and Local
34 ● The Australian Local Government Yearbook 2010
Government, acknowledged the scale of the
government’s contribution to community infrastructure.
“In just over a year, this Program has delivered $1
billion to build and renew community facilities across
Australia, making it the largest single federal investment
in community infrastructure in the nation’s history.”
“Already more than 3,300 community construction
projects have been completed or are underway
through the first round,” he said.
“Across the country, the Regional and Local
Community Infrastructure Program is funding local
projects like sporting fields, swimming pools, libraries,
community halls, water and energy saving facilities, as
well as improving elderly and disabled access.”
The Minister has visited many of the sites where the
RLCIP has already contributed to the community. One
such visit included the official opening of the new and
improved Merbein Pool in Mildura, in February this year.
What was once an ageing facility has been
transformed into an eight-lane, 25-metre swimming
pool, surrounded by landscaped gardens, that
provides a communal venue for Mildura residents and
locals from surrounding areas to spend hot Mildura
days, and will bring the communities together.
As well as being ideal for leisure activities, the pool
is a valuable asset for the disabled community, with
access ramps and stainless steel handrails providing a
safe environment for rehabilitation and recreation.
“It is expected [that] over 8,000 people will use
the upgraded Merbein Pool each summer – a great
investment for this small town,” said Mr Albanese.
In Bellerive, Tasmania, a century-old cricket ground
has finally been illuminated. Bellerive Oval, built in 1914
and the home of Tasmanian cricket since 1987, could
only be used during the daylight, due to a lack of
lighting suitable for night matches.
In December 2009, the four new 56-metre light
towers were switched on for the first time, casting a
long awaited glow on the pitch at night. As a result, the
first international cricket game to be played under the
lights took place between Australia and the West Indies
in February this year.
The installation was jointly funded by the Tasmanian
Government, who contributed $2.85 million, the Federal
Government, whose Nation Building Stimulus Package
contributed $2 million, and the Tasmanian Cricket
Association who added $100,000 to the pot.

Mr Albanese, who attended the auspicious match,
was impressed by the oval’s contribution to the
Tasmanian community. “This project is a great example
of our economic stimulus money at work supporting
local jobs during the height of the global recession
while at the same time leaving a lasting legacy for the
community,” he said.
“All up, some 50 jobs were supported during the
installation of the lights, with new ongoing jobs likely
now that there’s the possibility of more world class
events being held at the Oval.
“In partnership with the State Government, the
Clarence City Council, Tasmanian Cricket Association
and the local community, we have delivered a piece
of infrastructure that will support the growth of sport in
Tasmania.”
Tasmanian Premier David Bartlett emphasised the
importance of the facility, noting that Bellerive Oval
had been in danger of becoming obsolete in the
international cricket sphere, and also highlighted the
benefits to the local community.
“It has provided an important injection of money
into the local economy, helping to keep the order
books of Tasmanian companies moving and
underpinning the jobs of Tasmanians.”
Along with the celebratory opening of many new
facilities comes the announcement of funding for more
projects, and Tasmania is set to receive another boost.
The Federal Government will provide another $1.3
million in funding to Tasmania for 26 projects that are
waiting to begin across the south of the island state.
At the announcement of this additional funding,
Julie Collins, Member for Franklin, said, “The funding
we’ve announced today will keep more people working
in our community, it will support our local economy,
and importantly, it will build local infrastructure for the
future.”
The funding will enable projects such as the
$222,000 refurbishment of Blackmans Bay Community
Hall, a $241,000 promenade construction at Kangaroo
Bay, as well as many other projects including the
construction of playgrounds and sporting facilities,
church redevelopment, and the enhancement of
public spaces.
Over in the west, $724,000 worth of community
infrastructure projects have been approved for the
south-western region. These include a fund of $216,000
for the City of Bunbury, which will use the cash injection
to extend the Western Aeroplane Taxiway at Bunbury
Airport, install shade sails at Jetty Baths Playground,
and upgrade access to various tourist facilities.
Many other regions have received substantial
financial assistance packages from Round 2 of the
Government’s stimulus scheme, including nine new
projects in Queensland’s Redland, worth $842,000, a
$2.1 million upgrade for the Whyalla foreshore in South
Australia ($730,000 of which was provided by the
RLCIP), and many more across every state and territory
in Australia.
South Australia will be provided with up to $2.65
million from the Federal Government that will be put
COMMUNITY INFRASTRUCTURE
towards urban planning and local government reform
in the state.
Adelaide will receive $1 million of this to pilot an
Integrated Design Strategy, focused on improving the
productivity, liveability and sustainability of the city.
The intended result of the strategy is to encourage
a new model of collaboration between state and
local government, and to integrate urban planning
and infrastructure management across the major
metropolitan councils to drive a better approach to
inner city planning in the future.
Another $1.65 million will be dedicated to three
local government reform projects to assist South
Australian councils in the management of their
infrastructure and other assets. This initiative will help
local governments to collaborate and identify improved
ways of serving their communities. To augment this
process, audits will be conducted of council operations
to identify opportunities for improvement.
Community infrastructure projects not linked to the
Nation Building Plan are also gathering momentum.
Many councils and private land developers are
planning and constructing areas for community
integration, including a significant development in the
suburbs of Perth.
Alkimos is located in the north-west corridor of Perth,
an area earmarked for substantial growth over the next
three decades. Alkimos is one of the largest coastal
developments in the corridor, and will eventually house
a future population of up to 50,000 people, just 40km
from the Perth CBD.
In January this year, the West Australian
government’s land development agency, LandCorp,
announced that the Delfin Lend Lease Group had
been selected as development partner for the first
stage of the $400 million suburban development.
The Alkimos-Eglinton development is planned to
incorporate a marina, shops, up to 11 schools and
more than 500 hectares of regional open space.
The Australian Local Government Yearbook 2010 ● 35
COMMUNITY INFRASTRUCTURE

The residential estate will be named Shorehaven energy efficient houses, in advance of the Federal
at Alkimos and will be constructed on land owned by Government’s plan to introduce a six-star energy rating
Peet Alkimos Pty Ltd. into the Building Code of Australia by May this year.
Preliminary earthworks began onsite in August 2009, Derek Volkmer, Chairman of the DHA Board, said, “DHA
and development of residences is expected to begin in was keen to commit to this new standard as quickly
mid-2010. The residences have been designed to reflect as possible. We are very pleased to have a number of
the highest standard of urban design and sustainability. six-star energy rated houses underway and more are
Peet Limited’s Managing Director and Chief planned for the future.“
Executive Officer, Brendan Gore, explained the move to Construction of the houses, to be built around
environmental housing. “The community will maximise Australia in six states and territories, is expected to
green energy and smart water. All homebuyers will be completed by the end of 2010. This project has
receive a full sustainability package including water an estimated cost of $1.457 billion, and will help the
tanks to service their homes and waterwise front Defence Force to increase its size by approximately
garden landscaping packages.” 3,000 members.
The Peet Alkimos project is expected to create close The past twelve months and the foreseeable future
to 1,000 jobs in the construction, retail and transport focus on community infrastructure, and promise to
industries at the estate over the next 12 years. provide countless community benefits, including
“As well as these economic benefits, Shorehaven at jobs, housing, sustainability, accessibility, security, and
Alkimos provides homebuyers with an opportunity to building infrastructure. Combined, these projects are
invest today in what will become an important, growing addressing long overdue infrastructure upgrades
and vibrant coastal centre in Perth’s popular northern across the broad spectrum of Australia’s communities.
beachside suburbs,” Mr Gore added.
Much of Western Australia is undergoing a total
transformation, with funding from Round 2 of the
Community Infrastructure Program being allocated to
a number of regions across the state. Plans to reunite
Perth and Northbridge by sinking the rail line and
constructing a modern, attractive town square will
link the two communities, and a similar project to the
Alkimos project is underway in Karratha.
On the other side of the country in Geelong,
regional Victoria’s fastest growing area, another estate
similar to Alkimos is gearing up for development.
Armstrong Creek is located near the Surf Coast
Highway outside South Geelong, and is the primary
growth corridor for Geelong. Only a ten-minute drive
from the popular beachside town of Torquay, and close
to the ring road, the estate is expected to be a unique
and popular offering.
Armstrong Creek, like Alkimos, will be developed Integrated Group Limited is a
with a focus on the environment. Innovative solutions
national leader in the supply of
for the capture, recycling and use of water will be
implemented, along with drought tolerant landscaping. recruitment, labour hire and
The efficient use of energy will also be promoted, managed labour services across
with energy lots onsite dedicated to solar energy
capture, and the encouragement of efficient co- all sectors of
generation systems for big businesses in the area. Solar industry and commerce.
power will be used where possible for the lighting of
public spaces.
Land is projected to be available for development HOBART
this year, and should provide housing for between Phone: (03) 6208 5555
55,000 to 65,000 people, as well as schools, retail space, Fax: (03) 6208 5500
parks, open space and bike paths. Employment will be
Email: hobart@intgroup.com.au
boosted in the area, as 22,000 positions will be required
for the construction and development of the site.
A different type of housing has received the go- LAUNCESTON
ahead from the Parliamentary Standing Committee Phone: (03) 6334 5498
on Public Works. Twelve defence bases across
Australia are set to receive new housing for members
Fax: (03) 6364 7685
of the Australian Defence Force and their families. Email: sstokie@intgroup.com.au
Defence Housing Australia (DHA) will build six-star

36 ● The Australian Local Government Yearbook 2010

 MANAGEMENT & LEADERSHIP

What does good governance

mean for councils?
By Martin Gray, Jeito Pty Ltd

Good governance ultimately defines the inherent conflict between control and risk, as
was elegantly defined by John Uhrig in his Review of Corporate Governance of Statutory
Authorities and Office Holders in June 2003.

T
he current economic crisis has spawned much
introspection about its causes and many of the
reviews have focused on the principles of good
governance.
The OECD states that there are eight main
characteristics of good governance. It is participatory,
consensus oriented, accountable, transparent,
responsive, effective and efficient, equitable and
inclusive and follows the rule of law. It assures that
corruption is minimised, the views of minorities are
taken into account and that the voices of the most
vulnerable in society are heard in decision-making.
(OECD, 2001)
Clearly such divergent characteristics will lead
to stresses, and in certain cases conflicts, which will
require some fine-tuning. This article will discuss certain
characteristics of Local Government which are peculiar to
effective councillor decision-making, and which include:

The Australian Local Government Yearbook 2010 ● 37

MANAGEMENT & LEADERSHIP

• Councillors as representatives and team players Information Access and Decision Processes
• The council meeting as the forum for decision- Local Government decision-making is based on a
making wide range of issues on behalf of the community. This
• Leadership is no simple task for councillors. Indeed, if you think
• Councillor access to information. about the vast volume of complex and sometimes
contradictory information councillors are expected
Councillors as Representatives and Team Players
to read and understand, and the challenges that this
Decision-making for councillors is made significantly
can represent, perfunctory endorsement of report
more difficult by the need for them to represent both
recommendations is not surprising.
their constituents, who elected them, as well as the
And this problem of information overload is
welfare of the community as a whole.
compounded by the limited access by councillors to
Nevertheless, once elected, councillors need to
administrative support, so that they need to individually
understand that their pre-election agendas and
satisfy themselves about the validity of the information
allegiances are superseded by the expectation of the
they receive.
local community for effective governance.
And the democratic nature of Local Government, The Way Forward
with its emphasis on transparency to the community of The first step on the way to achieving good
the decision processes, demands that the electorate governance through great teamwork is to find out
can follow the decision processes in some detail. what the team thinks of its own performance. It does
not matter what others think. What does matter is what
The Council Meeting as the Forum for
the team thinks of itself, what skills and competencies
Decision-Making
it thinks it has, how effective the decision processes are
Councillors are able to exercise their authority after
and what the individuals that comprise the team think
they have been formally sworn in and when they meet
of each other. This is about unearthing from the tacit
formally as council. Neither the mayor nor councillors
consciousness of team members what they really think
have executive authority as individuals.
and feel, through reviews such as:
However, for councils, like all effective teams, it is
• Assessments about the information and
the quality and skill of the participants’ interactions
decision-making processes that underpin the
and their ability to function and perform as a unit,
effectiveness or otherwise of council meetings
that determines the outcome – success, failure or
• Councillor opinions of mayoral leadership both
somewhere in between.
within the council meeting and externally
And even with the best will in the world, behavioural
• Peer reviews by the councillors of each other’s
psychologists have shown that effective team
behaviour within and outside the council meeting.
behaviour can be impacted by inbuilt forces that
oppose productive dialogue amongst team members,
In the final analysis, rarely is Local Government
such as the need to protect themselves from seeming
performance accidental. Rather, it is the alchemy of
to be incompetent.
good strategy, strong teams and discipline based
In the end, good governance requires councillors
upon a virtuous cycle of facing the brutal facts through
to be part of a process that asks the hard questions,
regular review (assessments), learning from the findings
validates the information, debates the issues, seeks
and implementing remedial and proactive actions as
understanding of the issues before them and to then,
appropriate.
and only then, make a decision.
Leadership (Source: Local Agenda, Issue 21)
Great teams require the political acumen of
effective leadership – being able to align agendas,
create coalitions, smooth ruffled feathers, etc. But
perhaps most importantly, it is the capability to
effect changes in the attitudes of colleagues and
their behaviour so that they are less defensive, more
prepared to listen to other points of view and to face
the brutal facts of current circumstance.
The mayor, as the chair of the council, has the
unenviable task of moulding and cajoling his or
her councillors into a team capable of effective
governance – what they are elected to do.
With their many agendas and allegiances, inside
and outside of chambers, mayors often feel that it would
be easier to herd cats than the bunch of councillors the
community has given them. It is no less of a problem for
the Chief Executive and his or her management team,
they too have to manage this herd of cats, a herd that
changes every time there is an election.

38 ● The Australian Local Government Yearbook 2010

 EDUCATION + TRAINING

New Infrastructure Asset

Management Course
The Centre for Pavement Engineering Education and the
University of Tasmania are offering in 2010 an industry
specific four unit Graduate Certificate in Infrastructure
Asset Management.
This course, initiated by the Institute of Public Works to create and implement asset management plans for
Engineering Australia (IPWEA) and jointly developed the physical infrastructure under their control. This will
with the Centre for Pavement Engineering Education add to the demand for specialists with Infrastructure
(CPEE) will respond to the need for a program for Asset Management qualifications.
engineering and science graduates employed in local The course can be studied entirely by distance and
government and public works authorities in the
will provide graduates with the knowledge and skills to
emerging discipline of Infrastructure Asset
fill senior positions in this specialist field.
Management.
Applicants for the course must hold a Bachelor
The recent recognition of the long-term lifecycle
costs associated with the operation, maintenance and degree in Engineering or Science (in an appropriate
renewal of physical assets has created the need for skills discipline) or an equivalent qualification. An applicant
in the management of infrastructure networks such as holding a three year Bachelor degree will be required
roads, water supply, drainage and sewerage. State to have had at least three years relevant work
governments have legislation requiring local authorities experience.

Education Enhancement Opportunities

Graduate Certificate in
Infrastructure Asset Management

Accredited by the University of Tasmania, this new program has been jointly
developed by the Institute of Public Works Engineering Australia (IPWEA) and
CPEE to meet the need for enhanced technical skills in the field of public
works Infrastructure Asset Management

The course has as core units:

Asset Management Fundamentals Asset Management Practices
with a range of electives including
Project Evaluation Engineering Risk Management
Financial Management
The course will provide today’s Infrastructure Asset Management Specialist with the
opportunity to expand their skills and knowledge and to gain recognition with a
University postgraduate award.
This is a Commonwealth Supported Course

Infrastructure Asset If you would like to be amongst the first to study this exciting new
program contact CPEE on (03) 9830 5721 or at
Management info@pavementeducation.edu.au
log on to www.pavementeducation.edu.au

The Australian Local Government Yearbook 2010 ● 39

EDUCATION + TRAINING

FLEXIBLE OPTIONS FOR YOUR MBA

As a national leader in distance education and flexible learning, Charles Sturt University’s
MBA program has enhanced the careers of thousands of graduates.
Our flexible study options mean you can fit study in with your life, work and family commitments.
With three sessions per year, you can study whenever it suits you.
Build towards your MBA with a single subject or a variety of resumpenhancing postgraduate
qualifications.
Along with the MBA, we offer a number of specialised Master programs to meet industry needs,
including:
• Master of Human Resource Management
• Master of Finance
• Master of Business Leadership

Contact us to discover the value in our MBA and other Master degrees.
www.csu.edu.au/mba | 1300 135 435 | mba@csu.edu.au

CSU Student Profile

“
When I began my Masters in
Human Resource Management
I was working as a support
Teacher Librarian in the library. Now I
am the manager, a member of the
Curriculum and IT policy groups
and am President of the SA School
Library Association. Study has
enabled me to feel more confident
with my communication and has
given me theoretical knowledge in
many areas.
Over the last four years I have
been studying externally towards a
Masters in Human Resource
Management. I chose Charles Sturt
University as I wanted to be able to
experience an educational institute
outside South Australia, where I live.
I found that once enrolled for the
year, most of the required materials
arrived at my door within a few
weeks of course commencement. It
was like receiving a Christmas
present until you realise that it
actually means work! All of the
readings, and if applicable the
required text, are sent as part of the
package as well as most of the
information you need to complete
assignments and do research.
One of the most impressive
aspects of studying externally at
Charles Sturt was your personal
webpage. You can set this up to
assist you with your learning and to
become involved in University life.
The links to each subject also give
you tips on getting the most out of
your study. If you are techno-phobic
this process can be a little daunting
however there are people who can
talk you through any difficulties you
might experience.
This degree has helped me in my issues. In the future I know that my
career by enabling me to study study at CSU will enable me to
leadership styles, learn about how apply for suitable management
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how Human Resources are valuable a wide range of people who make
assets in any organisation. I have up an educational institution. It is
been able to relate to many aspects my hope that I can use these skills
of the study in my management role to make me a better practitioner.”
and on many committees I am on. It
has assisted me with Wendy Rutten
communication techniques and on CSU Masters in Human Resource
how to improve time management Management

40 ● The Australian Local Government Yearbook 2010


Unlocking the potential of
frontline managers
By Aaron De Smet, Monica McGurk, and Marc Vinson
Instead of administrative work and meetings, frontline managers should focus on
coaching their employees and on constantly improving quality.
A
retail manager responsible for more than $80
million in annual revenue, an airline manager
who oversees a yearly passenger volume worth
more than $160 million, a banking manager who deals
with upward of seven million questions from customers
a year. These aren’t executives at a corporate
headquarters; they are the hidden—yet crucial—
managers of frontline employees.
In a majority of the companies we’ve encountered,
the frontline managers’ role is merely to oversee a limited
number of direct reports, often in a “span breaking”
capacity, relaying information from executives to
workers.1 Such managers keep an eye on things, enforce
plans and policies, report operational results, and
MANAGEMENT & LEADERSHIP
quickly escalate issues or problems. In other words, a
frontline manager is meant to communicate decisions,
not to make them; to ensure compliance with policies,
not to use judgment or discretion (and certainly not to
develop policies); and to oversee the implementation
of improvements, not to contribute ideas or even
implement improvements (workers do that).
This system makes companies less productive,
less agile, and less profitable, our experience shows.
Change is possible, however. At companies that have
successfully empowered their frontline managers, the
resulting flexibility and productivity generate strong
financial returns. One convenience store retailer, for
example, reduced hours worked by 19 to 25 percent
while increasing sales by almost 10 percent. It
achieved this result by halving the time store managers
spent on administration; restructuring their work (and
that of their employees) to focus on the areas most
relevant to customers, such as the cleanliness of
stores and upselling efforts at the cash register; and
creating easy-to-understand performance metrics that
managers now had enough time to coach employees
on daily.
The key is a shift to frontline managers who have
the time—and the ability—to address the unique
circumstances of their specific stores, plants, or mines;
to foresee trouble and stem it before it begins; and
to encourage workers to seek out opportunities for
self-improvement. In difficult economic times, making
employees more productive is even more crucial than
it is ordinarily.
The reality of the front line
To unlock a team’s abilities, a manager at any
level must spend a significant amount of time on
two activities: helping the team understand the
company’s direction and its implications for team
members and coaching for performance. Little of
either occurs on the front line today. Across industries,
frontline managers spend 30 to 60 percent of their
time on administrative work and meetings, and 10
to 50 percent on nonmanagerial tasks (travelling,
participating in training, taking breaks, conducting
special projects, or undertaking direct customer
service or sales themselves). They spend only 10 to 40
per cent actually managing frontline employees by, for
example, coaching them directly (Exhibit 1).
The Australian Local Government Yearbook 2010 ● 41
MANAGEMENT & LEADERSHIP
Exhibit 1: Where the time goes
Even then, managers often aren’t truly coaching
the front line. Our survey of retail district managers, for
example, showed that much of the time they spend
on frontline employees actually involved auditing
for compliance with standards or solving immediate
problems (Exhibit 2). At some companies we surveyed,
Exhibit 2: Not enough time
In our experience, neither companies nor their frontline
managers typically expect more. One area manager
at a specialty retailer with thousands of outlets said,
“Coaching? A good store manager should just know
what to do—that’s what we hire them for.” A store
manager in a global convenience retailer told us,
42 ● The Australian Local Government Yearbook 2010
district managers devote just 4 to 10 percent of their
time—as little as 10 minutes a day—to coaching teams.
To put the point another way, a district manager in
retailing may spend as little as one hour a month
developing people in the more junior but critical role of
store manager.
“There are just good stores and bad stores—there’s
very little we can do to change that.” Another store
manager, in a North American electronics retailer, said,
“They told me, ‘We don’t pay you to think; we pay you to
execute.’”

These shortcomings are rooted in the early days
of the industrial revolution, when manufacturing work
was broken down into highly specialised, repetitive,
and easily observed tasks. No one worker created
a whole shoe, for example; each hammered his
nail in the same spot and the same way every time,
maximising effectiveness and efficiency. Employees
didn’t necessarily know anything about the overall
job in which they participated, so supervisors (usually
people good at the work itself) were employed to
enforce detailed standards and policies—essentially,
serving as span breakers between workers and policy
makers. Many manufacturing companies still use this
approach, because it can deliver high-quality results
on the front line, at least in the short term. In many
service industries, the same approach has taken hold
in order to provide all customers in all locations with a
consistent experience.
Although attention to execution is important,
an exclusive focus on it can have insidious long-
term effects. Such a preoccupation leaves no time
for efforts to deal with new demands (say, higher
production or quality), let alone for looking at the big
picture. The result is a working environment with little
flexibility, little encouragement to make improvements,
and an increased risk of low morale among both
workers and their managers—all at high cost to
companies.
The effects of poor frontline management may be
particularly damaging at service companies, where
researchers have consistently detected a causal
relationship between the attitudes and behavior of
customer-facing employees, on the one hand, and
the customers’ perceptions of service quality, on the
other. In service industries, research has found that
three factors drive performance: the work climate; the
way teams act together and the way things are done;
and the engagement, commitment, and satisfaction
of employees. Leadership—in particular, the quality
of supervision and the nature of the relationships
between supervisors and their teams—is crucial
to performance in each of these areas.2 Clearly,
the typical work patterns and attitudes of frontline
managers are not conducive to good results.
At a North American medical-products distributor,
for example, one supervisor reflected that the
company “is like California—forest fires breaking out
everywhere and no plan to stop them. A lot of crisis-
to-crisis situations with no plan. We’ve been in this
mode for so long, we don’t know how to stop and
plan, although that’s what we desperately need to
do. I wish I knew how to intervene.” Because frontline
managers were so busy jumping in to solve problems,
they had no time to step back and look at longer-term
performance trends or to identify—and try to head
off—emerging performance issues. It’s therefore no
wonder that the company’s performance had begun
to decline: inventories were increasing and errors in
shipments became more frequent. Companies can
also get into frontline trouble if they fail to maintain
well-managed operations.
MANAGEMENT & LEADERSHIP
Time better spent
At best-practice companies, frontline managers
allocate 60 to 70 per cent of their time to the floor,
much of it in high-quality individual coaching. Such
companies also empower their managers to make
decisions and act on opportunities. The bottom-
line benefit is significant, but to obtain it companies
must fundamentally redefine what they expect from
frontline managers and redesign the work that those
managers and their subordinates do. The examples
below explain how two companies in different
circumstances and industries made such changes.
Manufacturing and the front line
Sometimes a corporate crisis drives frontline
changes. A global equipment manufacturer, for
example, was facing backlogs, capacity constraints,
and quality and profitability issues in its core
vehicle assembly business. The company’s senior
leaders concluded that they would have to change
operations at five plants by running two shifts rather
than three while also raising production levels and
quality. “Substantial” results would be needed in no
more than seven weeks. Frontline managers were
to have a critical role in the changeover—indeed, it
couldn’t succeed unless they adopted a new way
of working. To communicate the importance of the
changes being introduced, senior leaders, among
other things, ordered vice presidents to spend full days
in vehicle assembly stations and sent the company’s
director of operations to participate in daily shift start-
up meetings at each plant.3
Meanwhile, the jobs of frontline managers
changed. They were to spend more time in active
roles: critical processes and workflows were
redesigned according to lean principles,4 and the
managers played the principal part in implementing
these changes. Administrative activities, such as
writing reports to plant managers and gathering data
to prepare for site visits from regional managers, were
eliminated. Innovations spouted—boards posted on
factory floors, for example, were continuously updated
with performance information, such as hour-by-hour
tracking of lost time, as well as long-term problems
and the solutions found for them. End-of-shift reports
let each shift know exactly what the previous one
had accomplished. Weekly reports informed workers
about the five most important defects to correct and
the five most important actions needed to improve
performance. A typical manager’s span of control fell
to 12 – 15, from 20 – 30.
Such changes freed managers to spend more
time providing on-the-floor coaching and helping
teams solve immediate problems. Managers received
on-the-job training in lean technical skills as well as
in coaching, team building, and problem solving.
They also moved their desks from offices to the shop
floor and spent at least five hours a day there, literally
putting themselves in the middle of the transformation.
As a result, managers and workers identified and
implemented other improvements—for example,
making parts more available, with fewer defects, and
The Australian Local Government Yearbook 2010 ● 43
MANAGEMENT & LEADERSHIP
routing materials more efficiently—so that lost
production and the need for rework fell. Overall, though
the transformation took ten weeks rather than seven,
the initial targets were exceeded. Across the five plants,
the number of completed vehicles rose by 40 per
cent a month—despite the elimination of a shift—and
quality by 80 percent. Worker hours fell by 40 per cent.
Retailing and the front line
Changing the mindsets and capabilities of
individual frontline managers can be the hardest part.
In our experience, many of them see limits to how
much they can accomplish; some also recognise
the need to restructure their roles but nonetheless
fear change. At times, before the job of coaching
can begin, companies must address more insidious
mindsets—such as a belief that employees can’t learn,
their negative attitudes toward customers, or a lack
of confidence that frontline managers can influence
performance.
The first step is to help frontline managers
understand the need for change and how it could
make things better. At the convenience store retailer
mentioned earlier, for example, an analysis revealed
that store managers spent, on average, 61 percent of
their time on administration and that they struggled
with poorly defined processes for interacting with
customers. In addition, these managers felt that they
had no control over key performance drivers (such
as sales in important product categories), lacked
simple tools to monitor daily performance, and had
inadequate leadership and coaching skills. They
were also tired of “flavour of the month” corporate-
improvement initiatives that dictated more work without
addressing the fundamental causes of problems.
To give store managers a sense of what could be,
this company showed some groups of managers a
radically different model store. There, work processes
such as stocking took much less time than it did in the
company’s ordinary stores, because similar products
were grouped together, and high-volume stock was
stored in a common and much more accessible
location. Cleaning was easier because the layout
had been improved, employees had the equipment
and supplies to clean more frequently and quickly,
and an if-it’s-simple-clean-it-now policy had been
introduced. Such steps created a more attractive store
environment, simplified the work of employees, freed
them to interact with customers, and reduced the
amount of time managers had to spend dealing with
problems in these areas.
Managers also gained time in other ways: for
example, they no longer had to complete long weekly
sales reports, respond to corporate directives that
arrived at unexpected times, and accommodate too-
frequent visits by district or regional sales managers.
Streamlined sales reporting captured fewer but more
essential indicators, such as the volume of sales in key
product categories. All visits from district or regional
managers were scheduled in advance and followed a
predetermined and performance-focused agenda.
44 ● The Australian Local Government Yearbook 2010
As a result, the time store managers spent on
administration fell by nearly half, so they could devote
60 to 70 per cent of their days to activities such as
coaching workers and interacting with customers.
These managers spent more time on the sales floor
with individual employees and regularly discussed
store strategies and performance metrics with them.
The discussions took advantage of a new performance
scorecard with just a few key metrics, such as the
number of customers greeted during peak hours,
success rates on “suggestive selling” at checkout,
and immediate follow-up with customers to gauge
their satisfaction. Because the stores stayed open 24
hours a day, managers weren’t always present. They
therefore engaged all employees in regular problem-
solving sessions to create a better selling and service
environment in the stores—for example, by ensuring
that more employees would be available at critical
times of the week. Furthermore, managers could now
adapt the company’s general operating model by
deciding how many (and which) employees would be
present in stores at any given time.
This vision of a well-run store, contrasting starkly with
the stores of the managers who visited it, overcame
their fears. Once frontline managers have accepted
the need for change, however, they must learn the
new ways of working required by the demands of
their redefined roles. At the convenience store retailer,
training sessions and trial-and-error fieldwork helped
the managers develop the needed capabilities
quickly. Some of these skills were technical, focused
on managing more effective processes and revised
daily routines, as well as keeping track of the simplified
store performance scorecards. Other forms of training
enhanced the managers’ interpersonal skills, such as
how to engage and empower subordinates; to have
regular, constructive conversations about performance;
and how to provide feedback and coaching.
Managers were also made aware of the negative
mindsets (such as, “I am just another associate when
I go on the store floor,” and “My job is to make sure
that tasks get done”) that made it harder to develop
the right skills and capabilities. They learned how to
counter these mind-sets and to adopt more positive
ones (for instance, “I regularly provide my employees
with constructive feedback and tips,” and “My job is
to ensure that tasks are complete and that customers
are served as well”), which promote more appropriate
behavior and better performance. When the company
rolled out the program broadly, the results were
impressive: productivity rose by 51 percent in one
region and by 65 percent in another.5
Companies that succeed in redefining the job of
the frontline manager can improve their performance
remarkably. Successful approaches can be applied
across many industries. A mining company that
implemented such a program enjoyed a 10 percent
increase in tonnage per frontline employee. A bank
branch found that cross-selling went up by 24 percent
within a year. Total sales at a department store rose two
percent in one six-month period.
 MANAGEMENT & LEADERSHIP

The key is to help frontline managers become true

leaders, with the time, the skills, and the desire to help
workers understand the company’s direction and its
implications for themselves, as well as to coach them
individually. Such managers should have enough
time to think ahead, to uncover and solve long-term
problems, and to plan for potential new demands.
A nursing supervisor at a European hospital that
empowered its nurses offered perhaps the clearest
description of the way frontline leaders ought to
think—a description that couldn’t be more different
from the role of traditional frontline managers: “I am a
valued member of this team, who has responsibility to No other risk and
make sure my ward nurses have the right coaching
to improve patient service while contributing to the insurance advisor
overall functioning of our ward—for the first time, I feel
as important as a doctor or an administrator in the understands local
success of this institution.” That kind of frontline leader
can consistently help employees to enhance their
impact on an organisation’s work.
government like
About the Authors JLT does.
Aaron De Smet is a principal in McKinsey’s
Houston office, Monica McGurk is a principal in the
Atlanta office, and Marc Vinson is a consultant in the
Cleveland office. Risk Services – Executive Director
Stephen Penfold
Notes
1
Various management studies have defined the optimal Phone: (02) 9320 2742
number of direct reports for a single supervisor as anywhere Email: Stephen.Penfold@jlta.com.au
from 6 to 30. Our case evidence suggests that 12 to 15 direct
reports at the front line is typically the most appropriate
number, depending on the complexity of individual jobs, the Sydney Risk Services – General Manager
typical number of new problems to solve, and the overall Contact: Joe Zammit
experience of the frontline staff. Phone: (02) 9320 2745
2
For example, see Florian V. Wangenheim, Heiner Evanschitzky,
Email: Joe.Zammit@jlta.com.au
and Maren Wunderlich, “The employee–customer satisfaction
link: Does it hold for all employee groups?” Journal of Business
Research, 2007, Volume 60, Number 7, pp. 690–7; S. Douglas Brisbane Risk Services – General Manager
Pugh, Joerg Dietz, Jack W. Wiley, and Scott M. Brooks, “Driving
service effectiveness through employee–customer linkages,”
Contact: Russell Ditchburn
Academy of Management Executive, 2002, Volume 16, Phone: (07) 3000 5541
Number 4, pp. 73–84; Benjamin Schneider and David E. Bowen, Email: Russell.Ditchburn@jlta.com.au
Winning the service game, Boston, MA: Harvard Business
School Press, 1995.
3
More on the importance of the senior leadership’s role Melbourne Risk Service – General Manager
in driving change can be found in Carolyn B. Aiken and Contact: Bob Falzon
Scott P. Keller, “The CEO’s role in leading transformation,” Phone: (03) 9860 3404
mckinseyquarterly.com, February 2007.
4
Lean transformations, which focus on removing all waste
Email: Bob.Falzon@jlta.com.au
and improving the flow in a process, typically involve just-in-
time supplies, the standardisation of work, and continuous
tracking of quality and timeliness. This company focused
Adelaide Risk Services - General Manager
particularly on line layout and line balancing, standardising Contact: Gary Okely
work, 5S (organising and managing workspaces), and index Phone: (08) 8235 6410
or “takt” time (maximum allowable time to produce a product Email: Gary.Okely@jlta.com.au
to meet demand).
5
In this case, the productivity metric is the sales-to-labor ratio.
The improvement in individual markets ranged from 34 per Perth Risk Services – General Manager
cent (an increase to 4.0, from 3.0) to 81 per cent (an increase Contact: Leon Lawrence
to 7.8, from 4.3).
Phone: (08) 9483 8855
Source: Organisation Practice Email: Leon.Lawrence@jlta.com.au

Jardine Lloyd Thompson Pty Ltd

ABN 69 009 098 864 AFS Licence 226827
www.jlta.com.au
0604_10

The Australian Local Government Yearbook 2010 ● 45

INNOVATION
New KODAK i4000 Series Scanners Champion Process-Driven
Document Capture for Local Government Departments and Small
to Medium Businesses to Improving Efficiency and Cut Costs
K
odak today announced the Kodak i4000 Series
Scanners, designed to help end users, especially
those in local government departments and
small-to-medium sized businesses (SMBs), cost-
effectively automate document capture and
management. The new capture platform of the i4000
Series Scanners combines walk-up ease of use, one
touch scanning, comprehensive software capabilities
and simplified integration within new or existing
document management processes, for a complete
information management solution.
“The sheer amount of paper handled by local
government organizations and SMBs on a daily basis is
tremendous, particularly for those with limited resources
for document management,” said Francis Yanga,
Channel Manager Document Imaging, Kodak Australia
and New Zealand. The i4000 Series Scanners’ compact,
ergonomic design makes it easier for average end
users to effectively integrate document capture into
new and existing information-driven business processes.
Kodak’s Smart Touch functionality allows end users to
send digital documents to common destinations
including e-mail, desktop applications, shared file
locations and Microsoft Sharepoint Server. The i4000
Series Scanners also provide flexible, dual-support for
Kodak’s Perfect Page Image Processing Technology or
KOFAX VRS Software.
46 ● The Australian Local Government Yearbook 2010
“With so many Local Government Organisations and
SMBs still dependent on paper documents, the easy-to-
use architecture of the i4000 Series Scanners represents
a strategic first-step for any business working to remain
competitive in the information economy,” said Yanga.
The i4200 Scanner and i4600 Scanner serve as true
production-level entry points, able to process images of
200 dots per inch (dpi) bi-tonal scanning quality at
rated speeds of 100 pages per minute (ppm) and 120
ppm, respectively. The i4000 Series are the smallest
scanners in their class to offer a c-shape transport with
additional straight-through paper path, 500-sheet
feeder. In addition, the i4000 Series are the only
scanners in their class to allow field speed and feature
upgrades to adjust for growing volumes of documents
and continuous enhancement of the solution.
The Kodak i4000 Series Scanners will be available for
shipping in April 2010. The i4200 Scanner will be priced
at A$15,990, and the i4600 Scanner will be offered at
A$19,990. Kodak Service and Support will offer on-site
warranty service with four-hour response and extended
warranty options. For more information, please visit:
www.kodak.com/go/i4000.
More information about KODAK Document Imaging
Scanners and Services is available at
www.kodak.com/go/docimaging.
© Kodak, 2010. Kodak i4000 Series Scanners are trademarks of Kodak
ENVIRONMENT, ENERGY & SUSTAINABILITY

The future of sustainable energy

By Martin Nicholson

Much of our energy today comes from three high-energy resources - oil, coal and gas.
These resources took millions of years to form. Over the last couple of centuries we’ve
been avidly consuming them so it’s reasonable to suppose that one day they will all be
gone.

I
f at all possible, we should be building our future
on more sustainable sources. Something that will
continue to provide our descendents with the
abundant energy that has helped transform the
livelihood of human beings throughout the world.
Sustainable energy is one of those vague terms
that can mean different things to different people. It is
often used as a “green” catch-all for things like energy
conservation, energy efficiency and renewable energy,
all with a positive environmental overtone.
A more precise (and more useful) definition of
sustainable energy is “sources of energy that provide
our energy needs today without jeopardising the
needs of future generations”.
So how far in the future are we looking?
David MacKay in his book ‘Sustainable Energy - without
the hot air’ considers that 1,000 years will about do it. If you
consider how technology has changed since the 11th
century, then worrying about what our descendants are
using for energy in the 31st century is probably futile - as
long as we haven’t destroyed the planet in the meantime,
of course.
Others such as the non-profit organisation inVEST
consider that 100 years ought to be enough. Given that we
are still using the energy sources that were used 100 years
ago this might be too short a period. If these resources had
been exhausted by our forebears by the early 20th century,
then we would be living in a very different world today.
Some, of course, would wish that it were so.
(continued on page 50)

48 ● The Australian Local Government Yearbook 2010

 YOU WILL BE
SURPRISED WHAT
YOU CAN RECYCLE
recyclingatwork.org.au
Call 1300 763 768

recyclingatwork.org.au makes it easier for
you to help your local businesses to reduce
their commercial and industrial waste.
Connect your local cafes, restaurants,
retailers and offices, mechanics, builders,
manufacturers, landscapers and others
with a host of recycling services listed in
an up-to-date national database.
plastics, timber, food, paper and cardboard,
packaging, metals and more. Businesses
then see a list of all local recycling services
by distance to their location.
Local councils and shires can list relevant
services on recyclingatwork.org.au and provide
advice and support to local businesses.

To find a local recycling service, businesses To find out more or to list a service
simply enter their location and choose from visit recyclingatwork.org.au
a broad selection of material categories like or call 1300 763 768
ENVIRONMENT, ENERGY & SUSTAINABILITY
(continued from page 48)
Opinions of the experts differ on how long coal, oil
and gas will last, and estimates vary from decades to a
few centuries. But it is generally agreed that these fossil
fuels will not meet MacKay’s 1,000-year test and may fail
the 100-year test and so are not considered sustainable.
The experts also differ on how long uranium can supply
our current generation of nuclear reactors but we will
deal with that below.
Renewable energy sources are often considered
to be sustainable as they use resources such as water,
wind and sunlight that are, for all intents and purposes,
inexhaustible. Many will say that these are the only
truly sustainable energy sources. As we shall see, that
view ignores the 1,000-year test as well as some serious
technical deficiencies with some renewable energy
sources.
First, not all so-called renewable sources are
themselves sustainable. For example, some biofuels such
as ethanol made from food crops like corn are no longer
considered sustainable because of the competing
need for the land on which the feedstock grows. The
Australian Greens consider some biomass such as wood
waste from old-growth forests to be unsuitable feedstock
because of the risk to the big carbon sinks of old-
growth forests. Hydropower relying on water flow from a
particular river may also not be sustainable - particularly
in Australia. Climate change may dry up rivers or change
their course and leave the hydro system stranded.
Second, some renewable sources such as wind and
solar PV are too variable to meet our continuous power
demands unless combined with conventional sources
(fossil fuels and nuclear) to fill in the gaps. Others, like
solar thermal with sufficient heat storage to produce
continuous reliable power, are prohibitively expensive. So
without further technology developments, such as huge
cost effective, sustainable electricity storage systems, our
energy system in Australia is not sustainable today with
or without renewables. See “Hasten slowly into renewable
energy”.
Geothermal energy is said to be promising but
MacKay argues that a geothermal mine would be
sustainable only if we are taking the energy out of the
ground at the same rate as the earth is replacing it. So
we might have to treat geothermal heat more like fossil
fuels - a resource to be mined until it runs out.
MacKay also seriously questions whether Britain could
ever generate enough energy from renewable resources
to meet its energy needs even if technology was not an
issue. Britain (and possibly Australia) may have to look at
other options to find sustainable energy.
Are there any other sustainable energy sources on the
horizon?
According to the World Nuclear Association, today’s
generation of nuclear reactors use an average of 175
tonnes a year of uranium per GW. These reactors are
largely using the uranium in a “once-through” cycle
where less than one per cent of the uranium is actually
used to generate energy.
MacKay estimates that the total world recoverable
uranium is about 27 million tonnes. This includes
50 ● The Australian Local Government Yearbook 2010
resources mineable at less than $130 per kg (the higher-
grade resources of around five million tonnes) and
lower-grade resources contained in phosphate deposits
that will be more expensive to mine. According to the
International Energy Agency, because nuclear reactors
use relatively little fuel most of the cost in generating
nuclear energy is in the planning, construction and
decommissioning of the power station not in the fuel. This
means that a significant increase in the price of uranium
has a much lower impact on the price of electricity. So
it is reasonable to suppose that as the cheaper higher-
grade resources become depleted the industry will be
able to turn to the lower-grade resources.
Using all this recoverable uranium, our current nuclear
reactors could operate for 400 years so they would fail
the 1,000-year test but comfortably satisfy a 100-year
test. But the WNA expects the world’s reactor numbers
to more than double over the next few years so our
current once-through reactors using uranium may not be
sustainable depending on your view of sustainability.
Thorium can be used as an alternative to uranium.
It is three times as abundant in the earth’s crust as
uranium and is more evenly distributed around the world
including Australia. Thorium has the added advantage
that, unlike uranium, it can be completely burned up in
simple reactors so it creates less long-lived radioactive
waste. India already uses thorium in nuclear reactors
so the technology is not new, but it will still not be
sustainable using current generation reactors.
The newer generation fast breeder reactors burn up
all the uranium so they can extract much more energy
from uranium than traditional once-through reactors.
MacKay estimates that fast breeder reactors obtain
roughly 60 times as much energy from the same amount
of uranium. They can also use all the discarded uranium
from existing once-through reactors. This technology is
not new either and several experimental reactors have
been constructed over the last few decades but the
promising Integral Fast Reactor technology might take
several decades to become a commercial standard.
Fast breeder nuclear reactors could be the
sustainable energy source we are looking for.
To the Greens this will all be bad news. First renewable
sources will not deliver reliable, sustainable energy on
their own - at least not in Australia. But worse news for
the Greens is that the most likely source of sustainable
energy will actually be nuclear power. James Lovelock
knew this all along of course.
About the Author
Martin Nicholson lives in the Byron Bay hinterland.
He studied mathematics, engineering and electrical
sciences at Cambridge University in the UK and
graduated with a Masters degree in 1974. He has
spent most of his working life as business owner and
chief executive of a number of information technology
companies in Australia. He is the author of the book
Energy in a Changing Climate and has had several
opinion pieces published in The Australian and The
Financial Review.
 Dalkia Technical Services is a subsidiary
of the Dalkia Group of Companies,
the energy division of Veolia Environnement,
world leader in environmental services.
Through its exclusive distribution agreement with Trane, Dalkia
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ENERGY

Solar Inverters Pty Ltd

Peter Bulanyi, Managing Director of Solar Inverters Pty Ltd says,“renewable energy is strictly
a science and engineering business. Companies that are serious about renewable
energy primarily employ electronics engineers, technicians and electricians.”

E
very system, whether large or small requires that
the installers understand the limitations and
component compatibility so as to maximise the life
and output of the systems. This is the only way that
mistakes can be avoided and long term success can
be assured.
Solar Inverters has been actively working in the
industry since 1989. It is a company with science and
engineering at its core. It employs qualified electronics
engineers, technicians and electricians. It trains
apprentices in both the electronics and electrical
trades. It operates a component level service
department that is known in the industry Australia wide
for its high tech inverter repair capabilities.
This allows us to provide fast and reliable back up
service and repairs for our products, customers and
their installations.
Solar Inverters is a vertically integrated company. It is
engaged in every aspect of the renewable energy
industry including import and export of hardware,
design and consultancy, manufacture, tender
specification services, inverter repair and calibration
services, solar instrumentation and R & D.
Understanding the components that go into putting Australia’s largest solar projects, the design supply,
together a reliable and high performing system has installation and long term maintenance of a 137kW
enabled us to select the best quality equipment rooftop solar system for Coffs Harbour City Council.”
available, for all of our customers in Australia and
We submitted a unique design using Power-One
overseas.
Aurora Inverters and Kyocera Solar panels. We clearly
Mr Bulanyi says that “to us, system performance and
reliability is paramount. This was the key factor in our demonstrated that the use of such premium
company Solar Inverters recently being awarded one of components for a long term result far outweighed the
short term gain with low cost equipment. We overcame
many unusual technical design challenges in regards
to site shading, mechanical fixing of the solar panels to
the roof and general integration of the system.”
Our aim is to raise awareness and promote a greater
understanding of solar power and why the quality will
always outshine the shady alternatives.
Feel free to call us with your technical questions and
we will happily assist so that you can make the best
purchasing decision.

www.solarinverters.com.au / sales@solarinverters.com.au
/ 1300 767 761

52 ● The Australian Local Government Yearbook 2010

ENVIRONMENT, ENERGY & SUSTAINABILITY

Local government can play

major role in promoting
renewable energies
Every city in the world should undertake policy development to support the deployment
of renewable energy, recommends a 200-page report from the International Energy
Agency (IEA).

I
t is within the powers of local government to
influence the energy choices of their citizens and
many progressive municipalities “have already taken
innovative decisions to enhance the deployment
and use of renewable energy resources within their
geographic boundaries,” notes the IEA in ‘Cities, Towns
and Renewable Energy.’
The report is designed to “inspire” local public and
private officials “to gain a greater understanding of the
potential for renewable energy, and to comprehend
how its enhanced deployment could benefit local
citizens and business.”
The document provides guidance to policy-makers
at higher levels of government to incentivise local
communities and to enable these policy-makers to
“appreciate the role that local municipalities might
play in increasing the deployment of renewable energy
and moving further towards the desired transition from
a fossil fuel future to a sustainable energy future”.
Local governments around the world have
instigated policies which can be “easily adopted” by
other local governments. The report provides case
studies from municipalities with populations ranging
from 1,500 to 12.4 million, “to illustrate how policy
development can impact on the deployment of
renewable energy within territorial boundaries.
“Cities tend to target a specific renewable energy
resource that best suits their conditions,” from solar PV in
low-latitude high-sunshine regions; geothermal power
in cities located near tectonic plates; and bioenergy in
areas with a nearby forest industry.
“In larger cities, only a portion of the total energy
demand is likely to be met by renewable energy
projects located within the city boundary,” the
report finds, but renewable energy “could become
a significant component of the total energy mix of
a distributed energy system by employing new and
improved small-scale technologies together with smart
meters and intelligent grids.
“The local approach to renewable energy project
deployment can help to demonstrate what is possible,
at what costs and who the winners and losers might
be,” it adds. “Social experimentation relating to
renewable energy deployment and climate change
mitigation and adaptation can also be undertaken
at the local level and, where successful, adopted
nationally.”

54 ● The Australian Local Government Yearbook 2010

 ENVIRONMENT, ENERGY & SUSTAINABILITY

Development of renewable energy deployment
policies should be associated with energy efficiency
measures, the report recommends. “Putting parallel
policies in place to support the use of renewable
energy by the local community usually makes good
sense.”
“A wide range of policies is already evident for
councils to select from, that will lead to greater
renewable energy deployment,” it concludes. “None
of these would suit all cities and towns, so careful
evaluation is required to determine those most
appropriate to local conditions.”
Cities with few pro-renewables policies in place
should evaluate the performance of their peers who
embrace renewable energy, and determine whether
similar benefits would accrue. “Support from citizens
and local businesses for the greater deployment of
renewable energy technologies is essential, based on a
good understanding of the issues,” the report adds.
“If each of the many successful renewable energy
demonstration projects and innovative policies
undertaken by leading cities as identified in this study,
could be replicated one hundred-fold during the
coming decade,” it states, “then cities could become
facilitators of change in the energy sector.”

Local governments around the world have

instigated policies which can be “easily adopted”
by other local governments.

For over 40 years, Aquatec-Maxcon Pty. Ltd. has been in the forefront of
supplying water and wastewater treatment technologies.

Aquatec-Maxcon provides fast, cost effective solutions for potable water treatment,
municipal wastewater treatment, industrial wastewater treatment and water recycling.

We design and develop, manufacture and install, test and commission.

Through our Aquatec Products Division we can supply Trojan UV Systems, Kubota
Membrane Bioreactors, Vortisand Fine Sand Filters, MF/UF/RO Membrane Systems,
CSO VacFlush Bottom Tank Flushing Systems, Centrifugal Aeration Blowers (HV
Turbo), Capstone Microturbine Co-gen Generators and CSO/ Biogest Mechanical
Sludge Hyrdolosis Units.

The Australian Local Government Yearbook 2010 ● 55

RENEWABLE ENERGY

AGL leading the way

A
GL is Australia’s leading integrated
renewable energy company, and is
taking action toward creating a
sustainable energy future. The company
is committed to leading Australia in
minimising the effects of climate change
by investing in sustainable energy
businesses such as wind farms and
innovative environmentally friendly
projects such as the hydroelectric
Bogong Power Station.
AGL has major investments in the
supply of gas and electricity, as well as a
substantial base of over 3.2 million
customers across Australia.
AGL has been developing a suite of
renewable assets for several years and
has a large pipeline of renewable
projects which, when completed, will significantly relation to sustainability performance. AGL, a
contribute towards the long-term goal of 20% renewable constituent company on the Dow Jones Sustainability
energy by 2020. Whether it is wind farms in South Asia Pacific Index (DJSI Asia Pacific), is the only
Australia or gas exploration in New South Wales, AGL Australian integrated energy company to have been
continues to realise its vision and works to minimise its included in the Dow Jones Sustainability Index (DJSI
own impact on the environment. The company World). Furthermore, it has been recognised as a global
continues to build on its renewable generation capacity, leader in relation to the disclosure of carbon related risks
which is already substantial. and opportunities and was the only Australian utility to
AGL recently announced it would build the 52 MW be named among the 38 Australian and New Zealand
AGL Hallett 5 Wind Farm in South Australia, and also companies on the Carbon Disclosure Project’s Carbon
Disclosure Leadership Index.
announced it had entered into conditional
At AGL, sustainability is about recognising that if it
arrangements to build the 365 MW Macarthur Wind
wants its business to be here, successful and respected
Farm in Victoria, pending the passage of legislation
in the next 10, 20 or 50 years, it needs to do the right
making changes to the Renewable Energy Target
thing by its shareholders, employees, customers, the
scheme and Board approvals. AGL formally launched its
community and the environment. By engaging in these
hydroelectric 140 MW Bogong Power Station last year.
sustainable activities and drawing on over 170 years of
Decisions being made today by AGL to invest in
experience, it is uniquely positioned to help its own and
renewable energy are contributing to Australia’s
other businesses transition to a carbon-constrained
response to climate change, by shaping the energy
future.
profile of our community for the years to come. AGL
AGL reduces risk to the environment and minimises
operates about 800MW of zero emission hydro
its environmental impact by integrating considerations
generation. Combined with a possible 134 wind turbines
of environmental sustainability into all activities. Key
in South Australia with a total capacity of over 255MW,
considerations for AGL and its stakeholders in minimising
and an additional 400MW of wind generation permitted
environmental impact include pollution prevention,
and under investment consideration, these assets will
promotion of waste minimisation, reuse and recycling,
make AGL the largest listed owner, operator or developer
the efficient use of resources such as water and energy
of renewable generation in Australasia.
and protecting cultural heritage.
As further demonstration of AGL’s sustainability
credentials, it is one of Australia’s leading businesses in For more information please visit agl.com.au

56 ● The Australian Local Government Yearbook 2010

 Why choose Australia’s
leading renewable
energy company?

For superior service, competitive pricing and expert assistance

We’ve been the energy experts for over 170 years. And that experience has set the
standard for excellence in the delivery of energy to local government. For you that means
priority service with a dedicated service team, competitive rates, expert advice on energy
efficiency, Carbon Management Solutions and more. And as Australia’s leading renewable
energy company, we are perfectly placed to help you meet your green energy requirements.
Call AGL and we’ll help your organisation do better.

For expert advice and service, call 1300 793 477 (8.30am-5.30pm, Monday to Friday AEST.)
AGL2088
ENVIRONMENT

On Road to a cleaner future

with Century Batteries

I
t is estimated that 1 in 5 Australian households have management solution, which includes a range of
a used automotive battery on their property, which materials available for use by local councils to support
poses a serious environmental risk, particularly when their environmental and recycling programs and help
we consider that 98% of a used lead acid battery is reduce the environmental impact of used lead acid
recyclable. batteries.”
Used lead acid batteries contain hazardous
materials which if not handled correctly may prove
harmful to humans, wildlife and the local environment
and this presents local councils with the challenge of
ensuring they are not disposed of with household waste
or discarded on road sides.
Century Yuasa Batteries, Australia’s oldest and most
recognised battery manufacturer has launched a
National Battery Recycling Program designed to help
reduce the impact of used lead acid batteries on the
environment.
The scheme can assist local councils and
businesses with the management and reduction of
costs associated with the disposal of used lead acid
batteries, by providing motorists, homeowners and
businesses with a national network of convenient
locations and resources to recycle their used batteries.
According to Steve Hermann, General Manager of To support the scheme Century has created a
CenturyYuasa’s automotive division dedicated recycling website
“As a responsible business it is important that we www.recyclemybattery.com.au and a national contact
manage the ‘cradle to grave’ process of manufacture, number 1300 650 702 where motorists and homeowners
distribution and responsible disposal of used batteries. can find their nearest CenturyYuasa Battery Recycling
In many cases we have found that people are Centre. The site features over 800 approved recycling
simply unaware of how or where to dispose of their sites nationally, ensuring coverage throughout metro
used batteries correctly and as a result we often see and regional Australia and also contains useful
batteries discarded with household waste, at local information and advice on all aspects of battery
refuse sites or dumped on road sides. recycling.
Century is committed to working with local councils For more information on the CenturyYuasa Battery
to help reduce the number of used batteries that find Recycling program speak to your Century Recycling
there way into refuse sites and the local environment. specialist on 1300 362 287 visit
Our program provides a total scrap battery www.recyclemybattery.com.au or email info@cyb.com.au.

58 ● The Australian Local Government Yearbook 2010

 ENVIRONMENT, ENERGY & SUSTAINABILITY

SHOROC Councils’ e-waste Ban

Leads Australia and
Confirms New National Policy
The SHOROC group of councils of Mosman, Manly, Warringah and Pittwater say their ban
on e-waste will likely be followed across Australia, and has received tacit support from
combined state and federal governments following the announcement of a new national
waste policy.

T
he four councils introduced a ban on the kerbside
collection of e-waste (electronic waste) from
1 January 2010, due to concerns about their
effect on the environment when placed in landfill.
E-waste contains an alarming range of toxic materials,
including lead, cadmium and mercury. E-waste also
contains valuable non-renewable resources such as
nickel, copper and zinc which can be recovered during
any recycling process.
E-waste has been defined by the councils as
computers, televisions, printers, scanners, modems, DVD
players, VCRs and gaming machines.
Previously e-waste had been collected as part of
each council’s general household clean-up collection,
which normally take place twice a year.
However, from 1 January residents are no longer
allowed to place e-waste items out for collection. The
councils have successfully held scheduled ‘drop-off
days’ in early 2010 at centralised locations to coincide
with its practice on unwanted paints and household
chemicals.
SHOROC President and Warringah Mayor Michael
Regan said that the councils had led the campaign
nationwide. The agreement reached last week between
the state and federal environment ministers on a new
national waste policy includes a nationwide e-waste
recycling scheme by 2011.
“We took our concerns about the effect of e-waste
on the environment to Canberra and we’re pleased to
see a national approach to this issue as a result,” he
said. “Our e-waste recycling/collection strategy such as
drop-off days in 2010 will be an interim measure until a
federal e-waste recycling scheme takes effect.”
The national waste policy announced last week
would introduce a nationwide scheme from 2011
whereby householders would be able to drop off their
e-waste at centralised collection points across Australia.

The Australian Local Government Yearbook 2010 ● 59

ENERGY

Conergy – Our world is full of energy

C
onergy Group is one of the
world’s largest companies solely
dedicated to renewable energy.
Founded in 1998 in Hamburg,
Germany, Conergy now numbers
among the leading international
providers of renewable energy systems.
With offices in over 20 countries across
5 continents, the company has
established itself as a leader in the
booming renewable energy market.
In Australia, Conergy are proud to
have distribution facilities in Brisbane,
Sydney, Melbourne, Perth and Darwin
with plans to open two further offices
in 2010. Our network manufactures
and supplies a broad range of solar
hot water, grid connect & off grid solar
power system packages and small
wind power solutions. Our products
are used in individual homes, small
community projects and large
proven to be capable of designing and managing a
commercial and industrial developments.
20+ MW project in and around Asia.
Conergy EPC has engineered and constructed
Conergy are not only one of the worlds largest truly
some of the worlds largest Solar PV Megawatt scale
global installer of utility scale PV, but have extensive
power stations, and has recently finished Asia’s largest
experience in managing large scale domestic
PV power plant, a 24MW project SinAn in Korea.
installations of Solar Hot Water and PV systems. It has
When Conergy designs and builds turn-key PV
systems, they ensure the best engineering, technologies proven to be successful managing the customers
and services are used to guarantee clients that their expectations, site assessment, installation and post
investment goals are reached. Each customer around installation quality audits. As a manufacturer, Conergy
the world can rely on Conergy’s extensive system are able to offer both quality and value while offering
experience of over 100 MW of installed capacities, and genuine backup to their warranty’s.
in general, on over 1.2 Gigawatt of renewable energy Everyone at Conergy, from engineers to sales
systems installed, developed or sold around the world. professionals, is passionate about creating access to
With our international Megawatt presence on all efficient, economical and clean energy. With a large
major continents, we are the only company that has network of renewable energy experts worldwide,
Conergy is proud to provide the building industry with
the best products and service.
Our in-house PV Engineers and Clean Energy
Council accredited solar system designers are only a
phone call away. So whether you’re in the planning
stages of a large or small project or want detailed
technical advice and system design support, Conergy
delivers the goods. You can be assured of top quality
technical advice and guidance at all stages of your
project.

Call us on 1300551303 and ask about our special Local

Authority discounts on our Proven Wind turbines.
www.conergy.com.au

60 ● The Australian Local Government Yearbook 2010

 Resources are our business, too.

BY HARNESSING ENDLESS RESOURCES LIKE THE SUN AND THE

WIND, YOU CAN FUTURE PROOF YOUR BUSINESS TODAY.

As a global leader in renewable energy technology with over 1 Gigawatt of

renewables installed, Conergy Group’s products and projects are already delivering
clean, renewable energy to over 1.7 million people worldwide every year. In addition
to our range of quality solar solutions, we also supply the world’s only explosion
proof BWEA certified small wind turbines for the oil & gas industry. So whether your
business is considering solar or small wind power - make Conergy your strong,
reliable partner in renewable energy technology and system integration from small
to large scale projects.

Call Conergy Australia on 1300 724 531 for more information, or

visit us online: www.conergy.com.au

O U R W O R L D I S F U L L O F E N E R G Y.
ENVIRONMENT, ENERGY & SUSTAINABILITY
Climate Report Shows Australia
Getting Warmer
By Michael Perry with David Fogarty
Australia’s top scientists recently released a “State of the Climate” report at a time of
growing scepticism over climate change as a result of revelations of errors in some global
scientific reports.
T
he scientists said their monitoring and research of
the world’s driest inhabited continent for 100 years
“clearly demonstrate that climate change is real.”
“We are seeing significant evidence of a changing
climate. We are warming in every part of the country
during every season and as each decade goes by, the
records are being broken,” said Megan Clark, head of
Australia’s state-backed Commonwealth Scientific &
Industrial Research Organization (CSIRO).
The U.N.’s Intergovernmental Panel on Climate
Change acknowledged in January its 2007 report had
exaggerated the pace of Himalayan glaciers melting,
and last month said the report also had overstated
how much of the Netherlands is below sea level.
The 2007 report is based on the work of
thousands of scientists and is the main policy guide
for governments looking to act on climate change.
Skeptics have leapt on the errors, saying they
undermine the science of climate change but the
IPCC, which has announced a review, has defended its
work.
The CSIRO and the Bureau of Meteorology report
said international research showed it is extremely
unlikely that global warming could be explained by
natural causes alone.
“There is greater than 90 percent certainty that
increases in greenhouse gas emissions have caused
most of the global warming since the mid-20th century,”
said the report.
“Evidence of human influence has been detected
62 ● The Australian Local Government Yearbook 2010
in ocean warming, sea-level rise, continental-average
temperatures, temperature extremes and wind
patterns,” said the report.
Australia, a major grains and meat producer,
battled the worst drought in 100 years for most of the
past decade, damaging its farm output, but in recent
years the commodities sector has been recovering due
to good rainfall.
The government estimated farm output for 2008/09
at A$42 billion ($38.4 billion) out of total Australian gross
domestic product of A$1.2 trillion.
Studies show that rising seas, shifting rainfall
patterns and greater extremes of droughts and floods
could cost Australia’s economy dearly. A government
report last November said residential buildings worth
up to A$63 billion could be inundated if seas rise by 1.1
metres (3.5 feet) this century.
Heating up
Since 1960, the mean temperature in Australia has
increased by about 0.7 degrees Celsius, but some
areas of the country had warmed by 1.5 to 2 degrees
Celsius in the past 50 years, the report said.
Australia’s warmest decade on record is 2000 to 2009.
While total rainfall in Australia had been relatively
stable, the geographic distribution changed
significantly over the past 50 years, with rainfall
decreasing in southwest and southeast Australia, the
major population areas.
Sea levels around the island continent since 1993
have risen 7-10mm per year in the north and west and
1.5 to 3mm in the south and east, said the report.
From 1870 to 2007, the global average sea level
rose by close to 200mm (8 inches), sea levels rose at
an average of 1.7mm a year in the 20th century and
about 3mm per year from 1993-2009, it said.
Sea surface temperatures around Australia have
increased by about 0.4 degrees Celsius in the past 50
years.
The scientists said global carbon dioxide
concentration in 2009 of 386 parts per million (ppm)
was much higher than the natural range of 170 to
300 ppm that existed in the atmosphere for the past
800,000 years and possibly 20 million years.
The scientists said that based on their monitoring of
the nation’s climate for 100 years, Australian average
temperatures are projected to rise by 0.6 to 1.5 degrees
Celsius by 2030.
(Source: Thomson Reuters)

Council’s new recycling
initiative proving a success
Western Downs Regional Council’s Waste Management team and Engineering Services
have jointly launched an innovative recycling scheme that is removing commercial waste
streams from Tara Landfill.
S
pokesperson for Environment and Health
Councillor George Moore said that large
quantities of paper and cardboard were being
disposed at Tara Landfill by a number of local
businesses. Until now no paper or cardboard recycling
schemes serviced the Tara area.
“In response to this need council has launched a
program which involves Tara businesses separating
paper and cardboard which is then recycled.
Council saw an opportunity to minimise rubbish and
divert the recyclable waste stream from the landfill
while supporting a local charity by saving Waminda
volunteers the trip out to Tara,” Cr Moore said.
The concept of recycling commercial paper and
cardboard was first suggested by Council’s Overseer
Engineering Services at Tara, Lenny Wright, who
recognised a way to better utilise vehicles travelling
across the region.
“Each week, empty Council trucks leave Tara for
Dalby to be loaded with screenings. To make use of
these otherwise empty trucks, they are now being
loaded with stockpiled recyclables from Tara. En route
to collecting screenings the trucks deliver recyclables
to Waminda Services in Dalby,” Mr Wright said.
Operations Manager Greg Murr said Waminda
Services is a non-profit organisation that collects
ENVIRONMENT, ENERGY & SUSTAINABILITY
materials, including paper and cardboard, for recycling
from around the district and helps improve the quality
of life and opportunities for advancement for people
and families wherever disability impacts.
“Waminda Services Limited is very appreciative of
the initiative of the Western Downs Regional Council in
supporting our Waste Paper and Cardboard recycling
operation,” Mr Murr said.
“Council collects cardboard from key businesses
in the Tara township and transports it to us in Dalby
for processing. This is a win-win arrangement in that it
not only alleviates strain on the landfill facility at Tara,
but also provides us with approximately one tonne of
cardboard per week.
“We hope to improve and expand on this
partnership in the future as we move forward with
the Council and regional communities, playing an
active part in continuing to develop environmentally
responsible practices.”
So far the response from local businesses has been
encouraging with Waminda receiving 18 cubic metres
per week.
Local businesses wishing to participate in Council’s
initiative are encouraged to contact the Tara Customer
Service Centre on (07) 4665 3133.
The Australian Local Government Yearbook 2010 ● 63
PARKS & OPEN SPACE
Action for Young Australians Report
Parks and open space: for the
health and wellbeing of
children and young people
The quality of the experience of living in a community is strongly influenced
by the ambience of its parks, gardens and open spaces, by the vibrancy, safety, aesthetics
and sense of ownership and stewardship of its open spaces. 1, p23
What is the issue?
A childhood that is primarily sedentary and spent
indoors can lead to poorer physical and mental health
outcomes2. Conversely, there is growing recognition
of the importance to children’s and young people’s
health of physical activity, both structured and
unstructured, contact with nature and time outdoors.
Traditionally, interventions to address these issues
have been targeted through schools, recreational
settings, or families and individuals considered more at
risk. However recently it has been recognised that the
built environment is an alternative intervention point for
improving health and wellbeing. Parks and open space
represent an often present but underused setting in
this regard. For children and young people, parks and
open space are not just the stereotypical place to play,
but also provide a place to socialise, be physically
active, explore, have fun, ‘hang out’, be in contact with
nature, escape from indoors, or just be free from the
encumbrances of an increasingly adult world.
The fact that urban planning standards and bylaws
now require suburbs, towns and new developments to
include provision for parks and open space presents
an opportunity for enhancing the wellbeing of children
and young people. However, as noted by Jane Jacobs
in her iconic study of the death and life of great
American cities, people do not use open space ‘just
because it is there and because city planners or
designers wish they would’3. They use it for their own
unique and varied purposes. Hence it is important to
understand the reasons why children do or don’t use
such areas (including factors influencing their parents
and carers), how children perceive, use, experience
and value parks and open space, in what ways they
benefit, how their needs vary with age, gender or
ethnicity and how they are affected when access is
diminished.
Aspects of health and wellbeing relevant to parks
and open space
Sedentary lifestyles
For both adults and children, the way in which we
work, live and play is increasingly sedentary compared
with past generations. Children today are often driven
to school and other places due to safety concerns,
distances between home and multiple destinations
and parental work schedules4. Societal concerns about
64 ● The Australian Local Government Yearbook 2010
‘stranger danger’ have also led many parents to curtail
the kind of free play at the park or vacant lot enjoyed
by previous generations2. At the same time, there has
been an increase in inactive leisure activities such as
playing video games or watching television5.
Physical activity
The rise in sedentariness and obesity is paralleled
by a decline in children’s physical activity levels6. Higher
levels of physical activity in childhood are associated
with reduced risk of many chronic diseases later in
life including heart disease, high blood pressure,
diabetes, some cancers and obesity8. While there
are many contributing factors (physical education in
schools, family influences), environmental factors such
as urban design, access to parks and playgrounds
and neighbourhood safety7 also influence children’s
opportunities to be active as well as their activity levels.
Childhood obesity and overweight
Childhood obesity is increasingly described as a
global epidemic9. In 2006, 6% of Australian children
were obese and 17% were overweight10. It is projected
that 25% of young Australians will be obese by 2025
if current trends are not reversed11. As well as the
obvious link to nutrition, childhood obesity is strongly
associated with lower levels of daily physical activity and
increased hours of television viewing12. In addition to the
adverse consequences to physical health in later life,
overweight and obese children suffer from social and
mental health issues including bullying and teasing,
low self-esteem, disturbed body image, exclusion by
peers and depression13.
Mental health and wellbeing
In addition to the mental health benefits associated
with physical activity14, parks and open space provide
opportunities for social interaction and contact with
nature which are protective factors for mental health.
The presence of nature in children’s immediate vicinity
can improve mental health15 and be restorative16.
New research angles relating to the nexus between
nature and children’s wellbeing are also emerging. For
example, a significant reduction in ADHD symptoms has
been observed for boys and girls exposed weekly to
green space17. As noted by Louv, access to green and
outdoor spaces can also foster social interaction and
friendships, both for children and their parents2.

What is the evidence base for what works?
As shown in the diagram below, there are a number of
elements that can be created or modified to influence
both the quantity and quality of children’s experiences
in parks and open space.
The ways in which parks and open space
characteristics influence, and can be modified for,
health and wellbeing are detailed below.
Catering for varying needs
The reasons for and nature of children’s park
use can vary considerably by age, gender, physical
capability, ethnicity and area. Parks need to cater to
both passive and active use. Passive uses of parks
reported by children include socialising and ‘hanging
out’1, while active uses typically include playing on
sporting equipment, skateboarding, walking and
playing sport1. In terms of age differences, younger
kids are more likely to visit the park with parents
or older family members and for purposes of play,
including playground use4. Popular uses reported for
primary school aged children include playing on play
equipment, ball games and walking1. Older children
and adolescents on the other hand are more likely to
use parks for socialising1, as well as for organised sport
or informal sporting activity such as ball games18.
There is very little in the published literature about
the experiences and perceptions of young people
from Culturally and Linguistically Diverse (CaLD) or
Indigenous backgrounds in relation to parks and open
space. However, a youth consultation undertaken
for the City of Darebin highlighted the need to
recognise that people from Indigenous and existing
and emerging CaLD communities use and view parks
differently1. Experiences of non-acceptance, fear of
racism and lack of intercultural understanding, can
deter some young people of CaLD backgrounds from
using parks. In addition, due to higher visibility when
congregated in public (e.g. due to skin colour or
dress), they can be erroneously accused of ‘anti-social’
behaviour or be classified as ‘gangs’19. In relation to
young people with disabilities, while some parks have
specific equipment (e.g. a wheelchair swing) available,
PARKS & OPEN SPACE
broader issues emphasised in the literature relate to
actual access into the park and fear of stigmatisation20
21
.
Accessibility
Having parks, ovals or open space close to home
increases the likelihood that children and young
people will use them22 23 and has been associated
with significantly higher levels of physical activity23-27.
While some studies of children and young people
have used 800 metres as a marker of park proximity,
it is recommended that parks be within 5 minutes
walk or 400 metres from the furthest house in the
neighbourhood to ensure easy access by walking or
cycling28.
As well as close proximity, active adolescents also
report the importance of walkability, including ease
of movement within an area and road connectivity
to get to parks29. Access to parks and open space is
increasingly important given the declining prominence
of the suburban backyard and increasing higher
density living in Australia. The presence or absence
of ovals, reserves and parks can also determine
convenience of access to sporting clubs and activities
that commonly take place at these, such as junior
sport (e.g. t-ball, football) or dog walking groups.
Informal opportunities to play sport are also affected by
access.
Sometimes a park or oval can be present in a
neighbourhood but not necessarily available to young
people. The fencing and padlocking of a school oval to
prevent vandalism, for example, has been bemoaned
as a loss of a place to play by young people30. Park
accessibility for children and/or parents and carers with
disabilities is also important. This applies both to physical
access into the park, movement within it (e.g. presence
and quality of paths), location of amenities such as
toilets, and provision of shaded resting areas20 21.
Proximity to traffic
In a study of physical activity and adolescent girls, the
higher the traffic density, the less likely the girls were to
travel to the park. This was associated in turn with lower
physical activity levels39. Footpaths en route to parks
and safe crossings to a park by means of median strips,
zebra crossings and, where traffic is moderately high,
traffic lights, can reduce both actual safety risks and
parental concerns about safety. The location of parks
and open space away from busy main roads and high
density traffic is also an important
planning consideration27 and the
recommendation for parks to
be within a five minute walk of
houses reduces the likelihood
of needing to cross busy
intersections28.
PARKS & OPEN SPACE

Size
There are differing viewpoints in the literature and
in urban planning guidelines relating to the optimal
size of parks and open space. Larger surface areas
such as ovals and larger parks have been associated
with greater physical activity in young children28,
but increasing park proximity to homes may entail
a greater number of smaller parks and green areas.
On balance, a variety of sizes is optimal within a
community, thus catering to different needs of different
people at different times31.
Safety manicured park gardens and grassed areas, children
Both perceived and actual safety concerns, as well and young people also need and value access
as a broader societal trend towards an over-protective to natural landscapes2. There is also sometimes a
style of parenting2 impact on children’s and young tension between what is designed by developers and
people’s use and experience of parks and open space. landscape architects to be aesthetically pleasing and
Parental concerns about safety in neighbourhoods is what is functional and practical for park user groups, in
significantly associated with children engaging in lower particular children.
levels of physical activity outside of the school setting27.
Facilities and amenities
A recent qualitative Australian study identified “stranger
Aspects of park infrastructure shown to be
danger” as one of the main reasons for parents
associated with park preference and increased
restricting their children’s independent mobility within
physical activity among young people include:
neighbourhoods32. Children themselves have also
• large, grassed open areas for free play and room to
reported being afraid of strangers33, although not to the
run42
same level of concern expressed by parents27.
• playgrounds that cater to different age-groups42
Use of parks and open space is also affected
• physically challenging and interesting play
by parent and child concerns about the risks of
equipment 41
encountering dangers of a physical form, such as
• playground equipment and other features that
syringes or broken glass, or social form, such as bullying
enhance creative and unstructured play,
and antisocial behaviour from teenagers32 34. However,
imagination and agility43
as noted by Kelty et al35 little is known about the actual
• safe walking and cycle paths22 26 27 38
risk posed by these concerns, nor is there evidence
• high quality and clearly designated areas for play
of any increase in child abductions or assaults by
including sporting fields and pitches (for football
strangers in Australia over the past few decades.
and cricket) 18 22 and half or full basketball courts1/
Parent and carer safety concerns that consequently
basketball rings41
disallow children to play alone or without supervision
• shelter, seating and tables for adults supervising
at parks, or to travel independently to and from parks,
children on play equipment24
can significantly impact on the time children spend in
• better overall amenities such as fresh drinking
outdoor play36. Factors shown to increase perceptions
water22
of safety and hence park use include improving natural
• accessible toilets1
surveillance by opening the park to view of surrounding
• improved lighting1
houses37, lighting at night 22 38 and the presence of
• aesthetic features and nature e.g. water features,
an authority figure such as a park ranger or security
trees2
guard27. Maintenance of playgrounds and parks and
• skateboards ramps (mainly used by boys)22 41
the absence or removal of graffiti are also factors that
• events and activities that draw families or young
shape parent and community perceptions of park
people such as movies or music1.
safety44.
It is pertinent to note that some facilities may cater
Aesthetics better to particular subsets of young people; a case in
Although more researched in relation to adults, point being Cohen’s finding that boys’ physical activity
aesthetic factors (e.g. attractiveness, presence of was positively associated with parks with skateboard
interesting focal points) are relevant also to children’s ramps, while the relationship was inverse for girls22.
mental health and appear to influence both use of Similarly, facilities that attract older teenagers may deter
parks and associated physical activity and, more young children or vice versa. Further investigation is
broadly, feelings towards the neighbourhood29. needed regarding ways parks and open space can
Adolescent girls for example, were found to be more optimally cater for multiple user groups35.
physically active on weekends if they rated their overall While the literature and guidelines often focus on
neighbourhood as attractive with enjoyable scenery40. more structured features of parks and open space
In another study, children expressed a desire for clean (such as playground equipment and paths) from a
and attractive environments as a preference relating to broader child development perspective, providing
outdoor play41. While not negating the attractiveness of opportunities for creative play, exploring, make-believe,

66 ● The Australian Local Government Yearbook 2010


contact with different textures and exposure to nature
are all critical, and often missing in the more typical
‘plastic fantastic’ playgrounds of today. The willingness
of parents to travel across suburbs to more unique
parks that are often built from natural materials or have
a unique feature (e.g. resembling a ship, a volcano) is
testimony to this44.
Conditions
As articulated by Bedimo-Rung et al, ‘people
choose to visit or not visit parks not only because of
what features are located there, but also because of
the condition of those features’. The condition of play
equipment is a key influence in a parent’s decision
to let children play in certain parks45. In a recent WA
study, negatives relating to the condition of playground
equipment and vandalism on playgrounds, tables or
benches emerged as a deterrent or reason for using
parks outside of the local area44. The condition of
parks has also been found to vary by area, with a US
playground audit reporting significantly more safety
problems in disadvantaged neighbourhoods46. Both
actual and perceived conditions of parks by parents
and the wider community can be a barrier to park use
for children.
Rules
Rules and regulations relating to parks and open
space can work both for and against children and
young people. Although not often mentioned in
the published literature, evidence ‘on the ground’
suggests that in some instances rules and restrictions
put in place to address one issue (e.g. no dogs, no
ballgames, no bikes or scooters on the grass) can
inadvertently deter children’s and young people’s use
of these areas.
On the other hand, parents of young children
sometimes report feeling that fenced playgrounds
are safer (e.g. less likelihood of animals entering, less
litter)44 and that rules relating to things such as shared
path use (e.g. for walking, bikes, rollerblades, scooters)
are also in the interest of safety. Trends towards a
more litigious society also have potential negative
implications, for instance liability concerns or insurance
costs that result in rationalisation of playgrounds31.
What is currently done to address the issue?
Distilling what is current practice and approaches
in relation to parks and open space as it pertains to
children and young people is not a straightforward task
for a number of reasons:
1. What is currently done does not fall neatly into the
mandate of a particular sector, profession or
research field.
As with many intersectoral issues, parks and open
space can run the risk of ‘falling through the cracks’
as an area for policy attention and intervention.
There are no guidelines or recommendations that
apply nationally, and at state and territory and local
government level, it is mainly broader issues that
are covered (e.g. the percentage of land allocated
PARKS & OPEN SPACE
to green space, regulations relating to types of
use). Although ‘quantity’ of access to parks and
open space per se is an issue in some areas, and
can be problematic particularly in small remote
communities, ‘quality’ is probably the more neglected
issue, particularly for children and young people. For
instance, while planning guidelines often stipulate
the minimum area to be allocated to parks and open
space in new developments (e.g. 10% in WA), little
if any consideration is given to the variability in size,
location, inclusion of interesting features and activities
for population groups.
2. What is currently done also gets framed and
addressed differently depending on the group or
sector concerned.
Parks and open spaces are variously considered as:
• important for physical activity – referred to in
guidelines and reports on children’s physical
activity47
• infrastructure – usually the remit of local
government and concerned with facilities, co-
existence of different user groups, maintenance and
safety issues
• a venue for activity – used by sporting groups,
recreational clubs and other activities for children
and young people
• ‘a place for youth’ – recognised in the youth sector
as places where young people may like to hang
out, but also where anti-social behaviour may occur
• a planning or design issue – urban planners,
landscape architects and developers are among
groups that influence the placement, size, design
and content of parks and open space, but may not
overtly consider specific issues relating to children
and young people
• play areas for young children – both the general
community and parent groups recognise access
to parks, playgrounds and space to run and play as
important for children, as well as providing an ‘out of
the house’ option for parents.
3. What is currently being done is not always easy
to find.
Within Australia as elsewhere, there is much unseen
activity that is relevant to parks and open space and
young people, ranging from PhD studies, local council
projects, youth development initiatives and more.
Examples include council youth consultations and
park planning in Victoria and a mobile ‘fun van’ visiting
parks in WA to draw parents and
young children. As information
about such initiatives is usually
not formally published or
disseminated, there is greater
likelihood of wheels being
re-invented elsewhere and
lessons learnt
being lost.
PARKS & OPEN SPACE
4. What is currently done is often on behalf of
children and young people.
The direct and indirect value of input from children
and young people is less acknowledged in the
published literature but is a recurring theme in a
number of consultation documents and reports.
A Victorian inquiry into sustainable urban design for
example, noted that it is rare for young people to be
consulted about the design of public open space
and refers to ‘the skatepark’ as ‘frequently representing
the quintessence of planning for youth’48. By contrast,
involving young people can foster a sense of ownership
of public places in a way that merely providing
them with facilities cannot do1. Published qualitative
research undertaken with children aged 6 to 12 years
also highlights the rich insights afforded by children
into the mix of intrapersonal, social and environmental
factors that influence their perceptions and use of
open space41.
Who can make a difference?
The ARACY webinar discussion around parks and
open space for children in late 2008 highlighted the
diversity and groundswell of interest around Australia
in enhancing children and young people’s access to
and experiences of parks and open space. Those
identified as having an interest and role to play are
listed in the table below.
The issue of parks and open space for children and
young people does not fall neatly into the mandate of
a particular sector, profession or research field.
Those who can make a difference include:
• Urban designers
• Urban planners
• Town planners
• Developers
• Landscape architects
• Local government (various sections, including crime
and safety, youth development, park maintenance)
• Playground designers and contractors
• Botanists
• Education Departments
• National parks
• Environmental groups (e.g. Men of the Trees, Earthcare)
• Park and open space user groups
• Local residents
• Youth organisations and events
• Parents and carers
• Groups working priority youth populations
(e.g. CaLD, Aboriginal)
• Service clubs (e.g. Rotary, Lions)
• Sporting clubs
• Sport and recreation departments/organisations
• Kidsafe Australia
• Community and kitchen garden projects
68 ● The Australian Local Government Yearbook 2010
Experience from the field also tells us
While many of the factors that can contribute to
children’s and young people’s use and experience
of parks and open space can be drawn from the
literature, there is an incredible volume of anecdotal
and grassroots insight that needs to be tapped into for
some of the unanswered questions. For example:
• What are the key modifiable factors that make
some parks very popular while others are deserted
and avoided?
• How can we resolve tensions between teenagers
needing places to hang out and community
apprehension about ‘loitering’?
• Who is ‘leading the way’ in relation to designing and
planning ‘best practice’ parks and open space?
• Are there ways to engage children and young
people more in the planning and design of such
spaces?
• Can modern parks and open space cater to
children’s developmental needs for adventure,
exploration and imagination?
• Is there scope to roll out ‘adopt a park’ programs to
local residents, schools and other community
groups to increase sense of ownership as well as
practical care of parks and open space?
• How can parks and open space better cater
simultaneously to a range of age groups, youth of
CaLD backgrounds and those with special needs?
Posing these and other questions, and identifying
the actionable gaps in research, policy and practice to
date, are part of the way forward to enhancing the role
that parks and open space can play in the health and
wellbeing of children and young people in Australia.
Where to from here?
While there is a growing recognition and pockets of
research and activity around Australia in many of the
areas identified above, there is much more that could
be done. Broad recommendations for moving forward
include:
1. Fostering mechanisms for contact and
collaboration between diverse organisations and
sectors that have shared interest in enhancing the
role of parks and open space for children’s health
and wellbeing. The ARACY webinar brought just
some of these players ‘out of the woodwork’ and
together, and there was interest among participants
in further sharing of information, ideas and ‘what
works’. The national playground conference to
be held in 2010 is one example of an avenue for
progressing some of these links.
2. Addressing research and research into practice
voids. For example, much of the literature and
planning for parks and open space is ‘through
adult eyes’, albeit on behalf of children, and
there is very little Australian research or
documented consultation relating to children’s and
young people’s perspectives on how and why they
use parks, their play equipment preferences
(e.g. ‘plastic fantastic’ versus nature based), barriers
and facilitators to use and different age, gender
and ethnicity groups and so on.

3. Building community ownership and valuing of
parks and open space for children/young people.
Low use of parks and open space, a mismatch between
park design and amenities and local demographics,
and incivilities such as graffiti and vandalism create a
vicious circle that deters parents and children from using
them. Quality also emerges from parents and parent/
youth organisations as an important consideration
for decision-making relating to the location, design,
equipping and landscaping of parks and open space.
Greater consultation with local groups and residents
can help to inform planning and maintenance, and
also aids the process of engagement that helps to build
ownership of parks and open space as a community
asset. There are some promising examples around
Australia of local councils that have taken a more
holistic (i.e. across sectors) approach to parks and open
space and engaged in community consultation with
good outcomes, but there is a role for external groups
and residents to play in encouraging other councils to
follow suit.
Conclusion
This brief report summarises both the evidence
and knowledge gaps relating to the contribution that
parks and open space can make to the health and
wellbeing of children and young people. Access to
and use of parks and open space is linked to physical,
social and mental health benefits, and is increasingly
important for current generations growing up in a
world with more structured ‘play’, smaller backyards,
higher density housing and rising levels of sedentary
behaviour, childhood obesity and depression. The mere
presence of a park or open space does not, however,
mean that it is enticing or appropriate for children, and
in general parks and open space are often underused
or undervalued. The evidence surrounding the nexus
between parks and open space and children has
been somewhat scattered to date. This report and the
conceptual model presented sought to consolidate
what is currently available. Similarly, there is a diverse
array of sectors, agencies, community groups,
researchers and policy makers to whom this issue is
pertinent; including many whose core business may not
be children and youth per se, but whose role impacts on
the built and natural environment. There is considerable
scope for further communication and collaboration
among these players, and untapped synergies between
parks and open space that make good design sense,
foster a sense of community and help to enhance the
health and wellbeing of children and young people in
Australia.
References
1. City of Darebin 2005, City of Darebin: Young People in Darebin
Parks, Research Project. Victoria: Success Works.
2. Louv, R 2008, Last child in the woods. Saving Our Children
from Nature-Deficit Disorder Revised and updated ed. Chapel
Hill: Algonquin Books.
3. Jacobs, J 1961,The death and life of the great American
cities. New York: Random House.
4. Morris, J, Wang, F & Lotta, L 2001, School Children’s Travel
Patterns: A Look Back and a Way Forward, Transport Engineering
in Australia, 7(1-2):15-25.
PARKS & OPEN SPACE
5. Biddle, SJ, Gorely, T, Marshall, SJ, Murdey, I & Cameron N 2004,
Physical activity and sedentary behaviours in youth: issues and
controversies. The Journal of the Royal Society for the Promotion
of Health, 124(1):29-33.
6. Dollman, J, Norton, K & Norton L 2005, Evidence for secular
trends in children’s physical activity
behaviour, Br J Sports Med, 39(892-897).
7. Crawford, D & Jeffery, RW (editors) 2005, Obesity Prevention
and Public Health. New York: Oxford University Press.
8. Centres for Disease Control and Prevention 2007, Physical
activity and good nutrition: Essential elements to prevent
chronic disease and obesity, At A Glance, Atlanta: Centres for
Disease Control and Prevention.
9. Kumanyika, S, Jeffery, R, Morabia, A, Ritenbaugh C & Antipatis
V 2002, Obesity prevention: the case for action, International
Journal of Obesity, 26:425-436.
10. Australian Institute of Health and Welfare 2008, Making
progress: the health, development and wellbeing of Australia’s
children and young people, Canberra: Australian Institute of
Health and Welfare.
11. Australian Society for the Study of Obesity 2004, Obesity in
Australian children. Sydney: Australian Society for the Study of
Obesity.
12. Janssen, I, Katzmarzyk, P & Boyce WF et al 2005, Comparison
of overweight and obesity prevalence in school-aged youth
from 34 countries and their relationships with physical activity
and dietary patterns, Obesity Reviews, 6:123-132.
13. Doyle, AC, le Grange, D, Goldschmidt, A & Wilfley DE
2006, Psychosocial and Physical Impairment in Overweight
Adolescents at High Risk for Eating Disorders, Obesity, 15(1):145-
154.
14. Boutcher, SH 2007, Physical Activity and Psychological Well-
Being, London & New York: Taylor & Francis Group.
15. Küller, R & Lindsten, C 1992, Health and behavior of
children in classrooms with and without windows, Journal of
Environmental Psychology, 12(4):305-317.
16. Korpela, K, Kyttä, M & Hartig, T 2002, Restorative Experience,
Self-Regulation, and Children’s Place Preferences, Journal of
Environmental Psychology, 22(4):387-398.
17. Kuo, FE & Taylor, AF 2004, A Potential Natural Treatment
for Attention-Deficit/Hyperactivity Disorder: Evidence From a
National Study, American Journal of Public Health, 94(9):1580-
1586.
18. Zakarian, JM, Hovell, MF, Hofstetter, CR, Sallis, JF & Keating KJ
1994, Correlates of Vigorous Exercise in a Predominantly Low
SES and Minority High School Population, Preventive Medicine,
23(1994):314-321.
19. Cottone, C 2005, New Kids on the Block: Making space for
Sudanese young people in Queensland, Brisbane: Youth Affairs
Network Queensland.
20. Rimmer, JH, Riley, B, Wang, E, Rauworth, A & Jurkowski J, 2004,
Physical Activity Participation Among Persons with Disabilities
Barriers and Facilitators, American Journal of Preventive
Medicine, 26(5):419-425.
21. Seeland, K & Nicolè, S 2006, Public green space and
disabled users, Urban Forestry & Urban Greening, 5(1):29-34.
22. Cohen, DA, Ashwood, JS, Scott, MM, Overton, A, Evenson, KR &
Staten, LK, et al 2006, Public parks and physical activity among
adolescent girls, Pediatrics, 118(5):e1381-9.
23. Epstein, LH, Raja, S, Gold, SS, Paluch,
RA, Pak, Y & Roemmich, JN 2006,
Reducing sedentary behavior: The
relationship between park area
and the physical activity of youth,
Psychological science, 17(8):654-
659.
PARKS & OPEN SPACE
24. Davison, KK & Lawson, CT 2006, Do attributes in the physical
environment influence children’s physical activity? A review of
the literature, International Journal of Behavioural Nutrition and
Physical Activity, 3(19).
25. Fein, AJ, Plotnikoff, RC, Wild, TC & Spence, JC 2004, Perceived
Environment and Physical Activity in Youth. International
Journal of Behavioural Medicine, 11(3):135-142.
26. Mota, J, Almeida, M, Santos, P & Ribeiro JC 2005, Perceived
Neighborhood Environments and physical activity in
adolescents. Preventive Medicine, 41(2005):834-836.
27. Timperio, A, Crawford, D, Telford, A & Salmon J 2004,
Perceptions about the local neighborhood and walking and
cycling among children. Preventive Medicine, 38(1):39-47.
28. Roemmich, J, Epstein, L, Raja, S, Yind, H, Robinson, J &
Winiewicz D 2006, Association of access to parks and
recreational facilities with the physical activity of young
children, Preventive Medicine, 43:437-41.
29. Santos, MP, Page, AS, Cooper, AR, Ribeiro, JC & Mota J 2008,
Perceptions of the built environment in relation to physical
activity in Portuguese adolescents, Health & Place.
30. Wood, L 2006, Social capital, mental health and the
environments in which people live (PhD thesis), The University
of Western Australia.
31. Australian Local Government Association, National Heart
Foundation, Planning Institute of Australia Healthy Spaces and
Places; towards a national planning guide; draft discussion
document (unpublished paper), 2008. For resulting planning
guide, see http://www.healthyplaces.org.au.
32. Veitch, J, Bagley, S, Ball, K & Salmon, J 2006 Where
do children usually play? A qualitative study of parents’
perceptions of influences on children’s active free-play, Health
& Place, 12(4):383-393.
33. Joshi, MS, MacLean, M & Carter W 1999, Children’s journey
to school: Spatial skills, knowledge and perceptions of the
environment. British Journal of Developmental Psychology,
17(1):125-139.
34. Trayers, T 2006, Improving health through neighbourhood
environmental change: are we speaking the same language?
A qualitative study of views of different stakeholders, Journal of
public health, 28(1):49-55.
35. Kelty, SF, Giles-Corti, B & Zubrick SR 2009 Physical Activity
and young people: The impact of the built environment in
encouraging play, fun and being active, New York: Nova
Science Publishers Inc.
36. Veitch, J, Salmon, J & Ball, K, 2008, Children’s active free play
in local neighborhoods: a behavioral mapping study. Health
Education Research, 23(5):870-879.
70 ● The Australian Local Government Yearbook 2010
37. Western Australian Planning Commission 2004, Liveable
Neighbourhoods: a Western Australian government
sustainable cities initiative, 3rd edition, Perth: Western Australian
Planning Commission.
38. Jago, R, Baranowski, T, Zakeri, I & Harris M 2005, Observed
environmental features and the physical activity of adolescent
males, American Journal of Preventive Medicine, 29(2):98-104.
39. Norman, GJ, Nutter, SK, Ryan, S, Sallis, JF, Calfas, KJ & Patrick,
K 2006, Community Design and Access to Recreational
Facilities as Correlates of Adolescent Physical Activity and
Body-Mass Index, Journal of Physical Activity and Health,
3(Suppl 1):S118-S128.
40. Whitehead, SH, Biddle, SJH, O’Donovan, TM, & Nevill ME
2006, Social–Psychological and Physical Environmental Factors
in Groups Differing by Levels of Physical Activity: A Study of
Scottish Adolescent Girls, Pediatric Exercise Science, 18(2):226-
239.
41. Veitch, J, Salmon, J & Ball, K 2007, Children’s Perceptions of
the Use of Public Open Spaces for Active Free-play, Children’s
Geographies, 5(4):409 - 422.
42. Potwarka, LR, Kaczynski, AT & Flack, AL 2008, Places to
Play: Association of Park Space and Facilities with Healthy
Weight Status among Children, Journal of Community Health,
33(5):344-350.
43. Burdette, HL & Whitaker, RC 2005, Resurrecting free play
in young children - Looking beyond fitness and fatness to
attention, affiliation, and affect, Archives of Pediatrics &
Adolescent Medicine, 159(1):46-50.
44. Wood, L, Walker, N, I‘Anson, K, Ivery, P, French, S & Giles-Corti,
B 2008, PARKS: Parks and Reserves Kwinana Study: The use
and role of parks within the Town of Kwinana, Perth: Centre
for the Built Environment and Health, The University of Western
Australia.
45. Bedimo-Rung, AL, Mowen, AJ & Cohen, DA 2005, The
significance of parks to physical activity and public health - A
conceptual model, American Journal of Preventive Medicine,
28(2):159-168.
46. Cradock, AL, Kawachi, I, Colditz, GA, Hannon, C, Melly, SJ &
Wiecha JL et al 2005, Playground safety and access in Boston
neighborhoods, American Journal of Preventive Medicine,
28(4):357-363.
47. Children’s Physical Activity Coalition 2008, Charter for Active
Kids: A Blueprint for active and healthy children in Western
Australia, Perth: Children’s Physical Activity Coalition.
48. Victorian Parliament 2004, Inquiry into Sustainable Urban
Design for New Communities in Outer Suburban Areas,
Melbourne: Victorian Government, Outer Suburban/Interface
Services and Development Committee.

About Action for Young Australians
The Action for Young Australians series of
publications focuses on complex issues impacting on
young people in Australia today. Drawing on Australian
and international research and expertise, the reports
identify what is known and what is actually being done
to address key problems affecting the wellbeing of
children and young people and suggest a way forward
for progressing identified solutions to the problem – that
is, turning the evidence into action.
Parks and open space: for the health and wellbeing
of children and young people was developed in
partnership with the Centre for Built Environment
and Health, University of Western Australia. The report
examines the evidence and knowledge gaps relating
to the contribution that parks and open space can
make to the health and wellbeing of children and
young people. It finds that there are many untapped
opportunities for better utilising parks and open space
to foster a stronger sense of community and proactively
enhance wellbeing.
This report is an important resource for encouraging
a collaborative way forward to embrace those
opportunities.
The Australian Research Alliance for Children and
Youth (ARACY)
ARACY is a national non-profit organisation
working to create better futures for all Australia’s
children and young people. Despite Australia being
a wealthy, developed country, many aspects of the
health and wellbeing of our young people have been
declining. ARACY was formed to reverse these trends,
by preventing and addressing the major problems
affecting our children and young people.
ARACY tackles these complex issues through
building collaborations with researchers,
policy makers and practitioners from a broad range of
disciplines. We share knowledge and
foster evidence-based solutions.
PARKS & OPEN SPACE
The Centre for the Built Environment and Health
In 2008 ARACY commissioned the Centre for Built
Environment and Health to develop
an Action for Young Australians report on the
importance of parks and open space to the wellbeing
of children and young people.
The Centre for the Built Environment and Health is
based within the School of Population Health at The
University of Western Australia. The Centre focuses
on research that can influence planning and urban
design policy and practice to create healthy and
sustainable communities, with a strong emphasis
on research translation. An ‘across the life course’
perspective underpins the research, and there is a
growing program of work relating to the impact of the
built environment on the health and wellbeing and
development of children and young people. The
Centre involves a collaboration between a multi-
disciplinary team of investigators, encompassing
expertise in public health, behavioural science,
geographical information systems, biostatistics,
qualitative and quantitative methods, social
determinants of health, urban design, transportation
planning, ageing, child health, health economics and
social ecology.
The report author was Dr Lisa Wood, Research Assistant
Professor and Deputy Director, Centre for the Built
Environment and Health, School of Population Health,
the University of Western Australia.
FINANCIAL + BUSINESS STRATEGY
Business and Councils: Partnering for success
P
ickles Auctions is an Australian success story. As a
leader in the auctioneering and valuations
industry for over 40 years, our company has grown
from a single operation in regional NSW to an auction
house with twenty branches across the country.
With a focus on integrity, professionalism and staff
trained to understand the value of our clients, Pickles
has secured its position as a powerhouse in our
industry.
Auctioning motor vehicles, trucks, machinery and
earthmoving equipment, general goods, IT equipment
and the like, Pickles Auctions has consistently catered to
both the private buyer and trade buyer markets.
Complementing our auction activities, Pickles has
72 ● The Australian Local Government Yearbook 2010
long been a pioneer in the valuations industry. As a truly
national auction house in Australia, we guarantee
accurate and timely valuations for our customers.
Our growth and longevity is based on our successful
business relationships, including national agreements
with the Australian Government, State Governments,
Local Councils, fleet and lease companies, financial
institutions, banks, insurance and blue chip companies
and not-for-profits.
Pickles would like to use our experience to assist you
with your local governments buying, selling, and
valuations activities.
For more information on our services, simply go to
www.pickles.com.au.
 ASSET MANAGEMENT

Councils under pressure to

prepare asset management
plans
Local councils are under pressure to complete asset management plans for all of their
infrastructure asset classes to meet a target set by the Commonwealth Government.
Councils are required to have these plans in place by December 2010.

T
he asset management target has come about councils, have made significant progress in reforming
as a result of the National Financial Sustainability operations to improve efficiency and many of these
Study of Local Government survey, prepared by councils now only need to focus on continued
PricewaterhouseCoopers (PwC) and commissioned improvement through productivity gains’. However,
by the Australian Local Government Association ‘some councils still have scope to further improve their
to investigate the financial sustainability of local efficiency and effectiveness mainly by improving their
government. scale, financial management and asset management’.
The survey found that local governments across The Local Government and Planning Ministers’
Australia are responding to heightened community Council (LGPMC) has had nationally consistent asset
expectations by providing an increasing range of management and financial planning systems on its
essential services and infrastructure that support agenda for some time, however added importance has
local communities. In the last three decades, local now been given to the consideration of these issues in
governments have expanded their undertakings light of the recent global financial crisis, and climate
with regards to community infrastructure and service change considerations.
provision, now providing human and social services The LGPMC has subsequently agreed to accelerate
alongside maintenance of the physical aspect of the application of augmented frameworks within which
community infrastructure. asset management and financial planning can be
The survey shows that these additional roles better controlled, and State and Territory governments
and service quality, combined with slow revenue have agreed to work with local government to
growth, have caused numerous councils to develop implement these new frameworks by December 31,
significant financial operating deficits. This in turn has 2010.
led to councils reducing expenditure on infrastructure
renewals, and without reforms to the way that councils
are funded and managed, the level of local community
services and infrastructure is likely to suffer.
After a financial analysis of one hundred Australian
councils had been carried out, the conclusion reached
in the PwC study was that, ‘without reforms, up to 30% of
local governments might not be sustainable’. PwC also
reported that ‘much of the infrastructure of community
centres, aged care facilities, health clinics and sport
and recreation facilities was established in the 1950s (or
earlier) and is not being sufficiently upgraded because
of a lack of funds’.
In addition, it was found that the national backlog in
local infrastructure renewal work totalled an estimated
$14.5 billion, resulting from a substantial difference
between the revenue earned and the funding received
by local governments.
Reforms have been called for in relation to local
government infrastructure and planning, including
increased federal government funding for community
infrastructure projects. But a major focus resulting
from the survey is the financial planning and asset
management at a strategic level.
The report noted that ‘a sizable proportion of
councils, including the vast majority of the larger

The Australian Local Government Yearbook 2010 ● 73

ASSET MANAGEMENT
There were seven elements identified for a national
asset management framework. These are:
• development of an asset management policy
• strategy and planning
• governance and management arrangements
• defining levels of service
• data and systems
• skills and processes
• evaluation
State and Territory governments will establish policy
frameworks for local government, and local councils
will form their own asset management strategies
according to these frameworks.
These strategies will address the following:
• What assets do we currently have?
• What is the current situation with regard to council’s
assets and their management? This would include
current and forecast future needs, and adequacy
of funding.
• Where do we want to be? A council’s asset
management strategy should fit in with the goals
and objectives of its council plan, and
• How will we get there? This would include a
comparison between the current situation and the
proposed future to highlight where strategies will
need to be developed to cater for any changes.
This target has placed local councils under the
increased pressure of establishing asset
management plans whilst trying to handle the
existing challenges of the strain on local government
resources.
An information paper posted on the Australian
Council of Local Government’s (ACLG) website
expresses concern that ‘while councils in some
jurisdictions are well advanced on asset management
and financial planning systems, others will struggle to
meet the deadline set by LGPMC’.
ACLG outlines numerous challenges that will be
faced by local government when addressing the
task of implementing such a plan, not least the trials
highlighted by a lack of consistent and reliable data
about assets owned by local government, for example
the value, condition and maintenance of these assets.
Funding and skills shortages will also prove to be
obstacles in the compilation of asset management
plans across Australia, meaning that for some
communities, integrated efforts with neighbouring
councils might provide a greater opportunity to meet
the requirements of the asset management plan.
74 ● The Australian Local Government Yearbook 2010
Despite these concerns, if councils establish their
asset management plans in accordance with the
Commonwealth Government’s target, they will be
provided with opportunities to improve efficiency
through core organisational management, and to
ensure the sustainability of their communities through
a reduction in expenditure and a narrowed, prioritised
focus.
Queensland’s Department of Infrastructure and
Planning has implemented an asset management
advancement program for the state’s local councils,
designed to support councils in developing their plans
progressively over the 18-month timeframe given by the
Commonwealth government.
The program is part of the sustainability and
reporting process that the Department had already
developed to focus on sustainability in communities
and councils. It is a milestone-based approach aimed
at assisting local governments to integrate their asset
management plans into their existing schedule of
responsibilities, and to ensure that the complete range
of requirements for the asset management target is
met.
Stage one of the Commonwealth Government’s
requirements is to have a core plan completed as per
the International Infrastructure Management Manual
approach by December 31, 2010, with an advanced
plan to follow in June 2012.
Councils are encouraged to evaluate all assets owned,
and prioritise each asset according to provided
guidelines, as follows:
1. Water, wastewater, roads, bridges, bus/road tunnels,
buildings
2. Stormwater drainage, flood mitigation network,
waste landfill
3. Recreational facilities, off-road footpaths and
bikeways, wharves/piers
4. Beaches, natural reserves, urban parks and
streetscapes, retaining/sea/river walls
The Department of Infrastructure and Planning then
recommends a step-by-step approach to the core plan,
and has put forward a series of milestones for councils
to adhere to in order to distribute the work over the time
given for completion of the plan. These include drafting
the asset management policy and collecting asset
maintenance and condition assessments, identifying
backlog requirements for all asset classes, and linking
asset data to long-term financial plans. These activities
are given completion targets that span the whole of
2010, giving Queensland councils a specific timeframe
within which to work.
The introduction of the Commonwealth
Government’s target will pose a challenge for many
smaller communities, but will give council members a
comprehensive understanding of which assets require
the most immediate attention, what needs to be spent,
and where the funding will come from.
With a nationally consistent framework, this
will hopefully lead to nationwide improvements in
infrastructure, and strengthened communities with a
sustainable future.
 INFRASTRUCTURE

Spatial data infrastructures –

driving government and society
By the Hon. Gary Nairn
In addressing “Spatial Data Infrastructures – Driving Government and Society” I should
admit that in all honesty there are two words missing from the title. Those two words are
“should be”. So the title should read “Spatial Data Infrastructures – should be Driving
Government and Society”. But although that is the honest situation it would be a negative
title and also there are more positive things happening with the use of spatial information
than there are negative. It is just that some Governments are still not quite getting it.

I
n June 2009, I was privileged to have been asked to
give a keynote presentation at the 11th Global Spatial
Data Infrastructure Conference in Rotterdam. Like the
WALIS Forum in Western Australia, the GSDI organisation
has a strong track record over many years in leading
the way internationally with respect to spatial data
infrastructures. And I would say that they have had quite
some success when you consider projects such as the
INSPIRE initiative in Europe and the subsequent action of
countries like the Netherlands with GIDEON and the UK
with “Place Matters: the Location Strategy for the United
Kingdom”.
In both those cases we have seen a new level of
success with ministers in their governments “getting
it” and in fact driving those projects. This has been a
significant breakthrough for the profession and the
industry and this is one we want to see copied in
many other countries including here in Australia but I’ll
come back to that later. In launching the UK’s initiative,
Parliamentary Under-Secretary Baroness Andrews said:
“The government acknowledges that a better
understanding of location is an important factor in
moving forward the transformational government
agenda. Implementation of the Location Strategy
will maximise value to the people, government and
UK industry of the use of geographic information. It
will provide a consistent framework to assist national,
regional and local initiatives, and service delivery for the
benefit of all our people.”
Also a great catch phrase in that UK document is
“Place Matters – Everything happens somewhere”.
This is a strong endorsement for national SDIs.
Now let me say a few things about SDIs but
concentrating on the third letter, that is, the “I” for
infrastructure. I just mentioned the European INSPIRE
initiative – let me remind you what that stands for –
INfrastructure for SPatial InfoRmation in Europe. And
I particularly put the emphasis on the first word –
INfrastructure. In our profession and industry there would
appear to be no confusion or debate about what we
mean by infrastructure. The Collins Australian Dictionary
defines infrastructure as “the basic requirements of a
developed economy” and I don’t think I could get an
argument here against an SDI fitting that definition for
Australia’s developed economy.

The Australian Local Government Yearbook 2010 ● 75

INFRASTRUCTURE
But let’s acknowledge that it is a relatively new
concept – with ‘new’ meaning the last couple of
decades. So for a very long time, in fact literally
centuries, the word infrastructure has traditionally been
applied to such things as roads, water supply, ports,
railways, airports, etc. So what are the common themes
between these projects? They act as linkages between
and within communities, they serve as facilitators for
further development and growth and they effectively
link users and providers.
In this day and age I would say that SDIs fit
perfectly with those particular themes of the traditional
infrastructures. Abbas Rajabifard, Director Centre for
Spatial Data Infrastructures & Land Administration,
defines an SDI as “an infrastructure linking data users
and providers on the basis of the common goal of
data sharing”. So that fits the definition.
In fact he and the Senior Research Fellow,
Department of Geomatics at University of Melbourne,
Jude Wallace said, “Society can be regarded
as spatially enabled where location and spatial
information are regarded as common goods made
available to citizens and businesses to encourage
creativity and product development”. That would also
seem to fit nicely within the Collins Dictionary definition
of infrastructure.
But there is another common theme amongst those
traditional infrastructures. That is, they are all hard – not
difficult hard, although they are often that as well, but
hard hard. You know, they are built of concrete and
steel and bitumen, those sorts of hard materials. An
SDI doesn’t have that same theme as it is soft. Not
soft soft but soft as in software. And maybe there lies
one of the problems. Because based on some recent
determinations it would seem that to get a guernsey as
infrastructure there needs to be plenty of that hard stuff
– “soft” doesn’t compute when it comes to infrastructure
funding. And here is the evidence.
In late 2009, the Australian Financial Review listed
the fifteen national infrastructure projects funded by
the Federal Government under their Building Australia
Fund’s first round. Total funding of the fifteen projects
was $8.453 billion. Of the fifteen projects nine were rail
or rail related, four were roads and two were ports. All
very “hard” pieces of infrastructure. Lots of concrete,
steel and bitumen in them.
In my view none of the fifteen projects are truly
national projects as was requested by the Federal
Government when it sought expressions of interest. They
are all effectively state-based infrastructure projects
that are normally state responsibilities. I’ll concede
that with some they will ultimately improve interstate
links and projects like the Oakajee Port in WA which
will facilitate exports to benefit the broader Australian
economy … I’m sure you get the picture.
There were, however, three truly national
infrastructure projects put before Infrastructure Australia
by ANZLIC, the Australian Spatial Consortium and by
SIBA which don’t appear in that list of funded projects.
The first one is a project I will call National Positioning
Infrastructure or NPI and I will come back to that. The
76 ● The Australian Local Government Yearbook 2010
second was to develop a truly national Digital Elevation
Model (DEM) and the third a national Spatial Data
Infrastructure (SDI).
Infrastructure Australia determined that the DEM
and the SDI “did not meet the (government’s) criteria of
infrastructure”! So with that short sentence SDIs and for
that matter DEMs, lost any chance of receiving Federal
Government funds.
This should be of serious concern to our profession
and our industry but also to the broader community.
Spatial data is a fundamental input to all of the big
decisions that governments will be making in the
coming years. It is fundamental to all of the major
“hard” projects that will soak up many billions of dollars
of taxpayers’ money over the next decade.
But a fundamental piece of “soft” infrastructure that
will help to provide certainty to those big decisions
and will ensure efficiencies in the construction of those
major “hard” projects won’t be in place.
The ludicrous aspect is that there is substantial work
happening in both these areas but no national focus
and coordination to ensure large amounts of time,
effort and therefore limited funds are not wasted on
duplication and different standards - WA’s SLIP being a
standout example of some of that substantial work.
The rejection of these infrastructures is like saying in
the early 1900s that there was no need for a national
map to be prepared. Imagine if there had been no
Federal coordination in building a map of Australia – it
may have looked like this!
Government in 1500BC
Source: Prof. Ian Williamson Chair, UN PCGIAP Working Group,
Asia-Pacific
The Mesopotamians were well organised in 1500BC
and the French well and truly sorted out interoperability
a long time ago when Napoleon decreed that there
would be common standards as part of the design of
the Arc de Triomphe.
But the tragedy is we do actually know what
happens when projects are not recognised as being
national and then suffer as a result of no Federal
coordination. And the well-remembered example is
the great Australian embarrassment of different railway
gauges.
If projects like a national SDI, DEM and NPI are not
given national infrastructure status then we will very
quickly create the digital equivalent of the different
railway gauges. Not exactly smart for a nation that
is supposedly focused on developing a knowledge
economy.
(continued on page 78)
 high definition LiDAR
Full Wave Form, Integrated Digital Camera; Gold Coast Scenic Amenity Map
High Definition Terrain, Vegetation & Infrastructure

I
n order to manage and protect its scenic assets, the Gold
Coast City Council commissioned Terranean Mapping
Technologies to identify and map Scenic Amenity across the
Gold Coast landscape.
Scenic Amenity
refers to benefits
the community
obtains from the
GIS services aesthetic visual
Production Cartography, Scenic Amenity & Visual character of the
Assessment, Modeling and Data Management
landscape. The
high Scenic
Amenity value of
the Gold Coast’s
beaches, forests,
waterways, parks
and farmlands
represent valuable
assets through their
aerial photography contribution to
Ortho-photography, DEM’s, Contours and Features tourism and quality
of life.
Scenic Amenity
is a function of the
community’s
preference for
different types of landscape and the visibility of landscapes from
public viewing locations. It is calculated from two factors:
1. Scenic Preference – a measure of the relative contribution of
community preference for different landscapes, and
satellite remote sensing 2. Visual Exposure – a measure of the relative visibility of
Value Add including Topographic, Landcover and
Road Network Mapping different parts of the landscape.
The primary outputs of the project were new Scenic Preference
and Scenic Amenity maps. Both have a resolution of 10 metres,
suitable for planning at 1:25 000 scale. This project also produced
the most detailed and accurate landcover map of the Gold Coast
that will be useful for a wide range of projects. These maps were
provided as GIS layers compatible with the Council’s GIS system
and as a series of 1:25 000 scale maps in printed and digital
format.
These maps will be used by the GCCC to:
• Address the requirements of the Queensland State
Government’s “South East Queensland Regional Plan 2005-
2026 Scenic Amenity Policies”
• Assist in developing key strategies, including Council’s “Draft
Local Growth Management Strategy” and “Landscape
Character Strategy”.
phone 1800 632 973
email position@terranean.com.au • Provide a basis for assessing the visual impact of proposed
developments.
www.terranean.com.au

The Australian Local Government Yearbook 2010 ● 77

INFRASTRUCTURE
(continued from page 76)
Now I mentioned an NPI and that I would come
back to it. Unlike the DEM and SDI, Infrastructure Australia
accepted that project fitted the criteria of infrastructure. If
I was a cynic I would say it was its physical structures that
got it the recognition. A project worth around $300 million
was proposed that would see the development and
coordination of a network of about 2400 base stations
across the nation.
This network of base stations would establish a
Global Navigation Satellite System of Continuously
Operating Reference Stations (GNSS-CORS), interoperable
and with common standards broadcasting real time
information providing 2cm accuracy to industries such as
construction, mining and agriculture. Economic studies
have shown a $32 to $58 billion benefit to these three
industries over the next 20 years of an NPI, so investing
$300 million is pretty much a no brainer.
But this project is barely at first base. Despite the
economic study and the broader industry furiously
developing non-interoperable, different standard, local
networks, the Minister for Infrastructure wants to “identify
how, and for whom, the technologies would directly
impact and then translate each of these direct impacts
into economic measures”.
Having spent nearly twelve years in government, I
understand what this really means.
It really means – “yes, good idea so I won’t say no at
the moment, but the money we have we want to go to
big visible projects like major roads and railways so go
away and prepare some more reports that might take
quite some time and then we’ll see what we‘ve got left.”
Which in effect is a tentative no, but we can’t let that
deter us. Following some fruitful discussions with the
Minister for Broadband Telecommunications and the
Digital Economy, Senator Stephen Conroy, discussions
are underway with the NBN Co with respect to their
pilot broadband project in Tasmania with hopefully the
establishment of base stations in collaboration with it.
Meanwhile, I read recently that the Federal
Government “is likely to adopt an international standard
that would wirelessly link motor vehicles with transport
infrastructure, such as traffic lights and level crossings,
helping to minimise road accidents and traffic jams” - in
other words, a national Intelligent Transport System or ITS.
So someone please tell me how you can develop
a national ITS without an NPI and a national SDI in
place. Well maybe you can but it will probably make the
Lacking Infrastructure?
transport system look like this!
Crucial “soft” infrastructure in an SDI would not
only support national systems such as an ITS but will
be the enabling platform and link between data and
the people needed to ensure governments get big
78 ● The Australian Local Government Yearbook 2010
decisions right, or as right as can be. That then would be
a case of SDIs really driving government and society.
Let me take you back to the INSPIRE initiative – which
in spatial terms is truly inspiring. INSPIRE says that to
spatially enable society five things must be done:
1. Data should be collected once and maintained at
the level where this can be done most efficiently.
2. It should be possible to seamlessly combine spatial
data from different sources and share it between
many users and applications.
3. Spatial data should be collected at one level of
government and shared between all levels.
4. Spatial data needed for good governance should
be available on conditions that are not restricting its
extensive use.
5. It should be easy to discover which spatial data is
available, to evaluate its fitness for purpose and to
know which conditions apply for its use.
Very sensible stuff – let’s gather the data only once,
let’s share what we have, governments work together,
make it available and make it easy to find and know
what you can do with it. How simple is that?
And remarkably, this was agreed to by politicians
who could see and understand the benefits of such
“soft” infrastructure for the future development and
governing of the European community.
As I said earlier countries like the Netherlands and
the UK are well on the way to implementing those
initiatives. Not only will it be good for Europe, it will be
good for the individual countries. You can be certain
that they wouldn’t be embracing these initiatives unless
it was also good for them at home and good politics.
For a politician, why wouldn’t you embrace infrastructure
that will help you make better and more timely decisions
that then benefit your constituents? Local Members of
Parliament should be falling over themselves to put this
infrastructure in place.
So why aren’t they?
Two main reasons really. Firstly they don’t understand.
And secondly the current systems within government act
as a disincentive for it to happen.
Why don’t they understand?
In my experience new concepts, or particular
projects, happened in a substantial part as a result of
an advocate – a political champion. Many great ideas
have languished due to the lack of that champion.
Add to that a political gene pool that seems to be
becoming smaller and smaller with a desperate
shortage of people with any sort of technical/
practical science background. I refer here not only to
Members of Parliament but also to political staffers.
Advisers to Ministers are key people when it comes
to getting support for particular projects. We lack a
political champion in Canberra.
At this point I must stand up and be counted.
I think it is fair to say that during my time in
Government I was seen as an advocate, a political
champion for the spatial cause. But in hindsight, I
probably didn’t do enough. I struggled but persevered
while I was on the back bench but did have
some success with the Action Agenda for Spatial
Information in 2001.

After being appointed Special Minister of State I saw a
good opportunity to raise the awareness of the value of
spatial information as part of my e-Government initiative.
It made no sense to me for the Australian Government to
embark on the major reform initiative of e-Government
without the involvement of spatial information. But to
make it work I firstly needed the States and Territories
to come on board with respect to standards and
interoperability. I got that agreement and joint projects
were commenced. Unfortunately having been made
redundant in 2007 I haven’t been there to drive those
projects and they have been caught up in Gershon and
other inevitable reviews that take place under a new
government. We need that political champion to get
these crucial projects back on track.
So you might also appreciate that I experienced some
level of frustration during the recent Victorian bushfires
given that the following recommendation was made in
my report of the 2003 bushfires inquiry I chaired. It said:
“The committee recommends that Geoscience
Australia take responsibility, in conjunction with
Emergency Management Australia, for developing
a national spatial data policy to coordinate the
development of data systems, the collection of data and
the sharing of that data between all the emergency
response agencies across Australia, and that both
agencies participate in the delivery of spatial information
systems as part of a national approach to emergency
planning and management data. The first priority in
policy development and of systems should be related to
bushfire hazards.”
I think that basically says develop a national SDI and it
will be very useful for managing bushfires!
Let me very quickly say that I have no criticism of
Geoscience Australia. The spatial information people
in GA have my great support and it was always a
privilege to work with them as I did on a number of
occasions during my time in Parliament. They did some
great work in promoting and using spatial information
across government. But they can only do what they are
given the resources to do. And they must work within the
systems of Government. I know for a fact they share my
frustration.
Which brings me back to the second reason
mentioned before, that systems within Government act
as a disincentive for an effective whole of government
approach. Because that is getting to the nitty gritty of
why the development of a national SDI isn’t happening
organically.
Why current systems act as a disincentive
As much as you may often hear Governments talking
about a “whole of government approach” or “whole of
government answer”, the reality is it rarely happens. I was
doing it with e-Government but not without difficulty.
And it rarely happens, purely and simply because
Government Departments are funded to do a particular
job and there is no incentive for them to share a bright
idea or a particular system developed by it or paid by
it with another Department. Very occasionally two or
several Departments might contribute funding towards
a joint project but in the overall scheme of things that is
still pretty rare. The reality is that Departments become
quite protective of whatever it is they have developed, as
INFRASTRUCTURE
Ministers generally don’t like sharing the limelight with a
colleague. Sad but true.
At a Federal level, most Government Departments
will tell you that Geoscience Australia is the Government
agency responsible for spatial information. Which is
true. But there is no incentive for GA to actively engage
all the other Departments in a whole of government
approach to spatial information because it would be
done detrimentally to its own charter and goals. And if
employees in GA did that to any extent their superiors
would probably think they must be getting too much of
the budget allocation to have time to go off and help
other Departments.
I propose that the opposite has to happen.
Departments should be rewarded for sharing smart
initiatives with other Departments and penalised when
they don’t. Such a system should soon see whole of
government initiatives occurring. However, judging from
past experience this will take strong leadership at the
very highest levels. It has been tried in the past but was
perceived to have perverse incentives, with regulatory
offsets and financial offsets that only left the whole of
government proponent out of pocket, potentially not
having anything shared and with no credit for the
benefits that could be gained. As someone said to me,
agencies don’t like to be left holding the baby when
the music stops. But let’s not give up. Let’s push for that
strong leadership. Perhaps Lindsay Tanner may fill that role
coming out of the Web 2.0 Taskforce’s work.
From a spatial point of view, I would help facilitate
this through the appointment of a CSIO – Chief Spatial
Information Officer.
CIOs, Chief Information Officers, were appointed as a
result of information technology becoming mainstream in
all Departments of Government. Once upon a time that
wasn’t the case when IT was a very specialised area. But
that quickly changed, just like when typing pools became
typists in individual offices and then word processing
departments became redundant as individuals did their
own word processing.
Similar processes are happening with spatial
information. Yes, there is and there will be specialist
aspects of the technology but spatial information is
becoming mainstream as well. You don’t need to be a
spatial specialist to drive an in-car GPS navigation system
and you don’t have to be a GIS specialist to utilise spatial
information when deciding where the next school or
hospital should be located. The spatial information used
in the types of decision-making in government can be
ubiquitous, transparent, to the particular system being
administered within that department.
It’s when we get to that point, where spatial
information is a transparent aspect of all systems, when
it is ubiquitous to the decision making process, we will be
able to truly say that SDIs are driving government and
society.
But we are certainly not there yet here in Australia and
so to take the next step to achieve that, we must commit
to investing in absolutey necessary “soft” infrastructures
like a truly national Spatial Data Infrastructure. And we
must do it now.
(Adapted from the Keynote address by the Hon. Gary Nairn to
the WALIS Forum, Perth, 11th November 2009)
The Australian Local Government Yearbook 2010 ● 79
INFRASTRUCTURE + ENGINEERING
The Gorge Road has the first
Basyc motorcycle barrier
installation in Australia
A
crowd of about thirty engineers, installation
crews, and media persons gathered on a
winding section of The Gorge Road near
the Kangaroo Creek Reservoir on Monday 14
December 2009 to witness and participate in the
first installation of the Basyc Motorcycle Barrier in
Australia. The “Basyc” is a Spanish solution for
using a soft impact barrier created to reduce the
high motorcycle death and injury rate in Spain. It
is now a barrier used in ten countries on three
continents.
The Basyc installation foreman, Mr Aitor
Elorrieta, plus the Cegasa Marketing Manager
for the Basyc product, Mr Eduardo Adan, and
the Cegasa Pacific Basyc Product Manager, Mr
Gavin Li, were the team leaders for the initial
installation. Work started late by the time those
engineers gathering were all present and
accounted for. There was no pressure, but we
were informed that the media and the
politicians were expected at 3pm. Apart from the
media pressures, it was a challenging format for
the Spanish instructors having to train crews of
men, build a finished product and communicate
with Engineers whose interests covered a range
of associated topics. It is easier to train one work
80 ● The Australian Local Government Yearbook 2010
crew than several work crews. It is easier to talk to
one engineer rather than multiple engineers
either individually or in small groups essentially
asking similar questions.
So what caused the interest in Basyc? Basyc
is a soft impact solution to protect motorcyclists
from sliding into guardrail posts. It is a fabric
barrier that attaches to the guardrail beam and
then is attached at the base of the posts. The
system has been tested to Spanish standards
with motorcycle rider dummies and tested to
European standards EN1317 for sedan vehicles.
Basyc passes all tests. At the present time there is
great interest in several states to make roads
safer for the motorcyclists. Some road authorities
are using post attenuators to protect each post
but none of these have been tested for both
motorcycle rider impacts and car impacts. Some
road authorities are using steel beam protection
bolted to the posts, but in crash tests there is
evidence that these beams scrub out the
vehicle tyres. Basyc is a new user friendly system
whether impacted by car or motorcycle rider.
For further information on the Basyc system
contact Swami Nathan or Dane Hansen on
+61 (0) 2-9631-8833.
INFRASTRUCTURE
Road crashes on Local
Government Roads:
Causes and Solutions
Blair Turner & Victoria Pyta (presenter), ARRB Group Ltd
Abstract
Local government roads form a significant part
of the public road network, but little is known about
crashes on these types of roads. This Austroads study
involved a review of literature, crash data analysis, site
investigations, in-depth crash analysis and stakeholder
workshop to address this issue. It was identified that a
significant proportion of road deaths and casualties
occur on roads managed by local government.
Information is provided on the types of crashes, and
likely contributors to these. Information is also provided
on likely barriers that may prevent improvements in
safety on local government roads. A range of strategies
are provided to address these barriers and improve the
level of safety on local government roads.
82 ● The Australian Local Government Yearbook 2010
Introduction
Every year, crashes on roads result in an estimated
1.2 million fatalities, and up to 50 million are injured
or permanently disabled on the world’s roads (World
Health Organisation 2009). In Australia, road safety
is also a significant issue, with around 1600 fatalities
per year (Australian Transport Council 2008), and
up to 30,000 serious injuries (Bureau of Infrastructure
Transport & Regional Economics 2009). This equates to
an average of over 4 deaths per day, and 80 serious
injuries.
Local government managed roads make up a
large proportion of the public road network, but little
information exists as to the number of deaths and
injuries that occur on these roads, nor on the types
of crashes. Similarly, there is little information on the
barriers to improving safety on these roads, or solutions
targeted specifically at these roads.
(continued on page 84)
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INFRASTRUCTURE
(continued from page 82)
Austroads (the association of Australian and New
Zealand road controlling authorities) recognised this
issue, and commissioned the Australian Road Research
Board to investigate.
A project was undertaken to examine:
• the scale of the road safety problem on local
government managed roads
• types of crashes, and difference to crashes on state
roads
• barriers to improving safety on local government
roads
• examples of how safety on local government roads
can be better managed.
Method
In order to address these issues, the following tasks
were undertaken:
• a review of published literature on this topic
• an analysis of crash data from each Australian
state, and from New Zealand for the period 2003 to
2007. This compared crash numbers and types on
local government and state managed roads
• an analysis of the South Australian in-depth crash
database (conducted by the Centre for Automotive
Safety Research). This includes detailed information
on the road environment, vehicles involved in each
crash and road users (from interviews)
• around 60 site investigations on local government
managed roads in New South Wales, Western
Australia and Victoria. These occurred at locations
with a history of crashes
• a stakeholder workshop.
Results
The review identified that 84% of the Australian
network (in terms of length), and 88% of the New Zealand
road network is managed by local government. A
large proportion of this is in rural areas. There is no clear
information on the amount of traffic on local government
managed roads, but it is likely that just over a third (37%)
of all vehicle kilometres travelled is on local government
roads – mostly on the urban parts of the network.
The crash analysis identified that around half (51%,
a total of 33,500 per year) of all casualty crashes in
Australia, and two-thirds (65%, or 7,100) of those in
New Zealand occur on local government roads. The
proportion of fatal crashes is slightly less than this with 40%
(or around 560 per year) of all fatals in Australia, and 46%
in New Zealand (170 per year).
Given a lack of accurate information for traffic
volumes on local roads, it is not possible to calculate
accurate crash rates (in terms of crashes per 100m
vehicle kilometres travelled). It is therefore not possible to
determine the additional risk experienced by road users
on local roads compared with state roads. However, it is
likely that the risk is higher (between 1.5 to 2 times the
level of risk), and in some road environments may be
much higher.
Long term trend data (over 10 years) indicated that
despite a general downward trend in casualty and
fatal crash numbers, the figures for local government
managed roads had been relatively stagnant. As an
84 ● The Australian Local Government Yearbook 2010
example, in New Zealand there were around 180 deaths
on local government roads in 1999, with a similar total in
2008. However, crashes on state roads had decreased
from around 340 to 180 over this same period.
The crash analysis of local government roads
indicated that:
• casualty crashes tended to occur on urban roads
(around 75% of crashes) although fatal crashes were
evenly split across rural and urban roads (50%)
• where a death occurred, this mostly involved
motorists losing control of their vehicles either on a
curve (22%) or straight (21%); or striking a pedestrian
(16%). All of these were over-represented when
compared to fatal crashes on state highways
• in New Zealand (where crash causation is recorded),
the most common crash causes recorded were
poor observation, failing to give way or stop, speed,
and alcohol, and each of these factors were over-
represented when compared to the state network
• of the fatal crashes, speed and alcohol were the
most common cause factor
• there was a higher proportion of non-seatbelt
wearing on local government roads
• 17-24 year-olds were the age group most involved
in crashes, with a higher proportion in this age
involved in crashes on local government roads.
This was even more pronounced for fatal crashes
(28% of fatal crashes in Australia, and 33% in New
Zealand involved this age group).
Many of these issues were linked to issues identified
during the site investigations and in-depth crash
database analysis. This work highlighted the following
issues from crashes on metropolitan local government
roads:
• presence of roadside hazards
• visual obstruction of signs and traffic controls
• poor delineation
• high number of crashes at controlled intersections
• young drivers and risk taking
• impaired drivers, including pre-existing medical
conditions
• driver distraction.
In rural areas, the following issues were identified as
being significant in local government crashes:
• severe outcomes at intersections
• lower standard of traffic control, street lighting and
delineation at rural junctions
• roadside hazards – especially trees
• poor junction geometry
• poor road alignment and delineation
• unsealed shoulders
• driver inexperience
• loss of control
• excessive speed
• impairment.
It can be concluded that crashes on local
government roads are a significant public health issue.
There is also some evidence to suggest that despite a
general reduction in crashes on all roads over the last
decade, the number of crashes on local government
roads has not reduced dramatically in recent years.
(continued on page 86)
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INFRASTRUCTURE
(continued from page 84)
Measures to address specific crash types on local
roads
Low cost measures are available to address many
of these issues. Most obvious are improvements to
delineation (at curves and junctions) and review of
speed limits. Many of the issues should be addressed
through maintenance (e.g. signs, road markings and
vegetation clearance). Higher cost options include
removal of roadside hazards (or protection of vehicles
through installation of barriers), installation of adequate
pedestrian facilities, provision of road shoulders,
and improvements to road alignment. A number
of enforcement options are available (including
for speed, impairment and seat belts), as well as
education programs (particularly to address driver
speed, distraction and inattention, medical conditions
and driver expectation).
Although the types of solutions to use are relatively
clear, there are often barriers to making improvements
to safety on local government roads.
Barriers to improving safety on local government
managed roads
A workshop of key stakeholders was held to
determine current barriers to delivering road safety
on local government roads. Attendees from across
Australia and New Zealand were invited to the event,
or to contribute to the discussion through comments
on the document that was produced following this.
Attendees included safety experts working within local
government, in liaison roles for state government, or for
local government associations.
A variety of barriers were identified during
discussions. These can be summarised as follows:
• Crash distribution – the local government road
network is extensive, and crashes tend not to cluster
making treatment (e.g. engineering measures or
enforcement) difficult.
• Access to knowledge about how to address safety
– there is a perceived need for guidance
specifically for local roads, possibly with advice on
how incremental steps towards road safety
can best be achieved with the money that a
council has available to them. Difficulties were
identified in accessing information on good
practice given other competing demands.
• Data issues – there is difficulty in accessing data
relating to road safety (e.g. crash data), and then in
interpreting this.
• Funding/costs – funding specifically for local
government road safety is limited. Given that there
are often very few ‘black spots’ on local government
roads, treating existing problems is difficult under
the current benefit/cost approach. There are also
difficulties in applying for additional funding, as this
takes time and resources. It was also widely
considered that in many cases local government
cannot afford best practice.
• Community and political buy-in and expectation
– getting people to talk about road safety is
not a difficult task, but eliciting productive
discussion and convincing councils to give road
safety sufficient priority to promote informed,
concerted and coordinated effort is a more difficult
86 ● The Australian Local Government Yearbook 2010
matter. There is a need to raise the awareness of the
real risks on the road.
• Staff issues – local government often lacks the staff
resources to deliver safety outcomes. This includes
availability of staff, and staff with appropriate skills to
perform their roles.
• Network planning issues – it is important to build
safety into design at the planning stage to
maximise safety benefits, and minimise the need for
remedial safety treatments in future. This is not
always done.
• Responsibility/liability – it was suggested that there
is too much emphasis on blame-shifting between
the different levels of government and not enough
emphasis on problem-solving.
• Changing population structure, traffic volumes and
composition – an ageing population, and growth in
traffic (including heavy vehicles) presents a
problem to local government.
Some solutions for improving local government road
safety
The final Austroads report provides guidance on
each of the barriers presented above. Key suggestions
are as follows:
The development and implementation of an
effective road safety strategy is crucial. A safety
management systems approach for asset planning,
building and management is a promising method
for incorporating a safety philosophy (and more
specifically, the Safe System philosophy) throughout
local government processes.
Multiple local stakeholder coordinating
arrangements are important for creating a sense of
responsibility and ownership of road safety within the
community and for raising the profile of road safety on
the local government agenda.
Creation of ‘partnerships’ between various local
governments (particularly smaller ones) is crucial to
improving safety outcomes. This can take the form of
‘sister council’ arrangements or clusters of councils. This
will assist in the pooling of resources and staff expertise.
For every council there should be available at least
one full-time employee who is responsible for road
safety (or more specially, a ‘Safe System’ position).
For smaller councils, this might entail sharing of this
resource across a number of councils. This Safe System
expert should have a clearly defined role, and access
to relevant information on addressing road safety
specifically on local government roads.
There appears to be a need for specific road
safety guidance for local government. In many cases,
local government is not able to deliver ‘best practice’
solutions, but rather would perhaps best deliver safety
in an incremental fashion. Guidance is needed on how
to achieve this delivery.
The way in which information is provided to local
government practitioners needs to be examined. It
is unlikely that they will have time to access many of
the research reports that exist on new and improved
approaches to treatment of risk. There are some
successful examples of online tools that are available
to practitioners (e.g. the Austroads Road Safety
(continued on page 88)
Saferoads – Total Road Safety Solutions
Speed Cushions have proven to
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traffic calming devices available
on the market today. Speed
Cushions are designed to
effectively manage traffic flows at
a lower speed without
compromising safety. Whether it
is inner or outer suburban streets
where higher speed vehicles
have caused safety concerns for
local residents the Speed
Cushion treatment is an effective
method to reduce speeds by up
to 25 km/h.
Speed Cushions have been
used in Australia for over 10
years, with Saferoads P/L
introducing the first cushions
made from recycled tyres. The
newest Speed cushions have an
inlayed white EPDM rubber key
that ensures it is always highly
visible. The high visibility key
warns the driver of the Speed
Cushions presence on the road.
The presence of the Speed
Cushion changes the drivers
behaviour, resulting in a
reduction in average speeds.
The Speed Cushions are
constructed in modular
segments that allow installation
in a wide variety of widths or
across the entire road. Using an
anchor bracket underneath the
segments for stability also has
the effect of combining the mass
of the segments to create a
strong and durable Speed
Cushion that will reduce speeds Artists impression
and saves lives for many years.
The Sydney City Council has
incorporated Speed Cushions
into the design of the new
Sydney Cycleway Project. The
Council decided on the use of
Speed Cushions as the most
cost effective way to reduce
speeds while effectively
managing the interaction of
Cycles and Motor vehicles while
reducing speeds and increasing
safety.
For More Information Contact
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The Australian Local Government Yearbook 2010 ● 87
INFRASTRUCTURE
(continued from page 86)
Engineering Toolkit, available at www.engtoolkit.com.au)
but wider promotion of such tools is required. It was also
suggested that a database of behavioural interventions
(and their effectiveness) be produced, and this idea
appears to have merit.
The benefit-cost approach to funding safety projects
does not fit well with the types of problems found on
local government networks, and the ‘bidding war’ that
ensues takes valuable resources in terms of time with no
guarantee of success. Guidance and/or a revision of
this approach is needed to help fund local government
road safety improvements, including longer term projects
that will increase the safety of the local government road
network.
The risk assessment based approach (one that
examines the level of risk not just from crash data, but
also from road and roadside attributes), as well as
those involving mass action or route treatments seem
to be of high relevance to those managing local roads
(particularly the low volume network). Greater use could
be made of such tools, although funding mechanisms
might need to be altered to maximise their use.
Funding for safety is only a small proportion of total
expenditure on roads in local governments. It is important
to ensure that budgets and processes in other areas
of road management (including planning and asset
management) take account of up to date information on
road safety to ensure that funds directed at these tasks
maximise the safety benefit.
Improved information is required to help identify
current crash problems within local government areas.
Benchmarking between similar local governments (either
within one state, or even potentially between states)
would be a valuable tool to help authorities identify
problem issues. State government has an opportunity
and a responsibility to assist in this task. Better knowledge
about the safety situation will help raise awareness
of road safety risks, providing useful information for
politicians and the public. There are good models of how
such information could be presented, and these should
be used as a basis for such dissemination.
Recommendations
Based on the discussion above, the following
recommendations are made:
88 ● The Australian Local Government Yearbook 2010
1. Development and delivery of effective local
government road safety strategies is of utmost
importance in delivering road safety outcomes. Local
governments that do not yet have a road safety
strategy should be encouraged and assisted to
develop one.
2. Partnerships between local governments, and
between state government and local government
should be actively promoted.Various successful models
exist and should be assessed by state authorities.
3. The introduction of a ‘safety management system’
approach for local government should be
investigated.
4. Each council should have access to a full-time Safe
System practitioner.
5. Guidance on the delivery of safety on local
government roads should be assessed, and revised
to take account of barriers (and opportunities) on
local government roads. This guidance should include
information on mass action programs,
route assessments and risk assessment.
6. Better dissemination of road safety information is
required, and a tool (perhaps online) to assist in
provision of information to local government safety
practitioners (including those on behavioural
measures) should be developed.
7. Funding arrangements for local government road
safety should be reviewed at both state and federal
level, and a model for road funding tied in to the Safe
Systems approach should be developed.
8. The quality, consistency and completeness of
data held at a national level on expenditure, road
condition, exposure and crashes on local roads
is in need of improvement. Without good quality,
reliable and complete data the question of whether
funding for local roads is appropriate cannot
be adequately addressed.
9. There is a need for greater dissemination of Safe
System principles throughout local government
to ensure opportunities to improve safety benefits are
maximised. This dissemination should be conducted
in a systematic way.
10. Information on crashes on local government roads
should be provided by state government to each
local government on a regular basis. This should
include information to enable benchmarking.
(continued on page 90)
 INFRASTRUCTURE

PARTNERING
THINKING
DESIGNING
DELIVERING

Maunsell, EDAW, ENSR & Bassett are now AECOM.

www.aecom.com

AECOM transition delivers more

for local government
A
ECOM, a global provider of professional technical
and management support services, has
integrated its four businesses in Australia –
Maunsell, EDAW, ENSR, and Bassett – under a unified
AECOM brand, with more benefits for its local
government clients.
As AECOM, the business can more easily harness its
full range of capabilities – which includes Building
Engineering, Environment, Mining, Architecture, Design +
Planning, Economics, Transportation, Water,
Infrastructure Services, Program Management, and
Energy – both in Australia and globally, and make this
experience available to local government clients.
The integration provides AECOM with easier access Delivering for local government — the Maroochy Boulevard Interchange, an
important strategic link to central Maroochydore, designed by AECOM
to more specialists, both within Australia and beyond,
bringing together its collective teams and their latest
ideas, insights, and talents for partnering more name may have changed, AECOM remains committed
powerfully and thinking more innovatively with its local to providing tailored solutions and a high level of
government clients. service. It continues with its strong commitment to local
In increasingly complex projects, local government is presence and decision-making, ensuring its local
seeking a much stronger alignment and integration of government clients receive the best mix of local
services, which a single AECOM provides. Although the knowledge and global reach.

The Australian Local Government Yearbook 2010 ● 89

INFRASTRUCTURE
(continued from page 88)
Conclusion
In both Australia and New Zealand, a significant
proportion of fatal and injury crashes occur on local
government roads. Given the volumes of traffic using
these roads, the risk to an individual driver of being
involved in a casualty crash are likely to be higher
on local government roads than on state roads. In
addition, it appears that improvements in safety on
local roads have been slower in coming (over the last
10 year period) than for state roads.
This project identified a number of key crash types
that occur on local government managed roads, as
well as methods to address these. However, various
barriers also exist in addressing this risk. These need
to be addressed before improvements can be made.
Responsibility for improving local government road
safety lies at all levels of government (federal, state and
local), and a concerted effort by each will be required
to improve safety on the road.
References
Australian Transport Council (2008). National road
safety action plan: 2009 and 2010, ATSB, Canberra, ACT.
BITRE (2009). Australian Transport Statistics: Yearbook
2009. Bureau of Infrastructure, Transport, and Regional
Economics. Canberra, Australia.
WHO (2009). Global status report on road safety:
time for action. World Health Organization. Geneva,
Switzerland.
Acknowledgements
The authors would like to thank Austroads for funding
this research, and the workshop attendees for their
90 ● The Australian Local Government Yearbook 2010
valuable input. We also acknowledge Jeremy Woolley
from the Centre for Automotive Safety Research in
Adelaide for the in-depth crash analysis; Sarah Zhang
for help with the crash data analysis; the ARRB staff
in various offices for conducting site inspections, and
David Green for analysis of that data.
Author biographies
Blair Turner joined ARRB Group Ltd at the end of
2004, and has a number of years experience in road
safety, both in Australasia and Europe. He initially
worked for the New Zealand Government (LTSA)
before moving to the UK to continue his career. He
has been involved in a wide range of road safety
research projects, road safety audits and investigation
of crash locations, and production of road safety
reviews (including a review of the UK Road Safety
Strategy). Much of his work has involved liaison with
local government regarding road safety issues. Blair
is now based in ARRB’s Melbourne office where he
is currently responsible for research on road safety
engineering.
Victoria Pyta joined the road safety team at
ARRB Group Ltd in April 2005. In 2003, she attained
a Bachelor of Arts with Honours in Psychology from
The University of Melbourne. Victoria’s skills include
qualitative and quantitative data analysis, survey
design, literature reviews and consultation. She has
worked on a wide range of research projects at ARRB.
These have spanned diverse areas such as bicycle
commuting, engineering-based crash reduction
treatments, young pedestrians, younger and older
drivers and the effects of red light cameras on crashes.
 INFRASTRUCTURE ENGINEERING

New Komatsu Vantage-series

graders offer class-leading
visibility, more power and non-
stall transmission

K
omatsu Australia has released its new Dash 5
Vantage series of graders – consisting of two
models, the GD555A-5 and the GD655A-5 –
featuring the best cab visibility of any grader on the
market, increased engine power, and an upgraded
version of its unique dual-mode transmission system.
Operating weight of the GD555A-5 is 17.1 tonnes,
with variable power up to 144 kW (depending on which
gear is in use), while the GD655A-5 has an operating
weight of 17.6 tonnes, and variable power ratings of up
to 163 kW.
According to Kevin Edwards, Komatsu Australia’s
National Business Manager, the key advance in the
new grader range is the visibility from the cab, which he
said is class leading against any other grader on the
market.
“The visibility on these graders – whether to the
blade, out the front or to the rear, is absolutely unrivalled
– which is why we’ve tagged them our ‘Vantage’ series
grader,” he said.
“The graders’ new hexangular ROPS cab features a
patented front Y-shape pillar and rear side pillar to give
better visibility – and hence greater operator
confidence and productivity – in all grader
applications,” he said.
The Vantage graders are also equipped with power
and economy modes to better match them to
customer applications and requirements.
This gives the operator the choice of direct drive
(manual) transmission, as used on conventional
graders, or torque converter transmission for improved
control at low speeds and in final finishing – all at the
flick of a switch.

Further information: Komatsu Australia, ph 1300 KOMATSU

(1300 566 287), website www.komatsu.com.au, e-mail
info@komatsu.com.au.

The Australian Local Government Yearbook 2010 ● 91

INFRASTRUCTURE - LIGHTING

LED to light the way for councils

With constant pressure on local government to address energy inefficiency, the search
is on for an alternative light source to fluorescents. Light emitting diode (LED) lighting
is already commonly found in such applications as garden lights, torches and bicycle
lamps, and is lauded to be the future of commercial lighting. In fact, Melbourne’s iconic
Westgate Bridge is set to receive an LED facelift, with more than seven kilometres of
multicoloured LED lights planned for installation on the bridge by the end of 2010.

L
ED lights are a promising alternative to the lighting
currently used for large areas, because they have
a longer lamp life, highly directional light which
reduces loss of light through distribution in all directions,
they are more energy efficient, and reach full brightness
immediately without a warm-up period.
A reasonable question to ask would be why LED has
been so slow to take off, given its obvious advantages
over other light sources. LED was originally only available
in colours such as green, but a white LED has recently
become available. Despite this progress, frustrations
regarding the high prices, low light output and relative
ignorance regarding life span have all hampered LED’s
advancement in the market.
The light at the end of the tunnel for LED is that
constantly improving technology is helping LED to
be taken more seriously. As a means of discovering
the benefits of LED replacements for fluorescents,
energy efficiency firm CarbonetiX in October 2008
embarked upon an independent evaluation of LED
versus fluorescent lighting. The Solid State Lighting
Trial was undertaken in partnership with the Victorian
Government Sustainability Fund, managed by
Sustainability Victoria, and with the support of the City
of Frankston.
The report addresses the existing obstacles that
LED lighting faces, as well as predicting trends that
will increase the likelihood of LED becoming a viable
alternative to fluorescent lighting by 2015. The report also
presents recommendations aimed at aiding building
owners to achieve immediate energy savings with
fluorescent lighting.

92 ● The Australian Local Government Yearbook 2010


Fluorescent lighting and LEDs
As fluorescent lighting is the most commonly used
lighting source in commercial applications, the task
of replacing fluorescents with LEDs will be a large one.
Fluorescent lighting is the primary source of lighting
in offices, supermarkets, schools, hospitals, and many
other buildings, and has such widespread use due to
its efficiency, reliability and affordability.
Now, LED lights provide an alternative to the
fluorescent linear tubes that are commonly used,
and claim to be more energy efficient than their
predecessors.
The trial
In addition to addressing the barriers to uptake of
LEDs as a fluorescent substitute, the evaluation carried
out by CarbonetiX discusses a trial of the LED lights
in a community centre in Frankston, highlighting the
observed benefits and drawbacks of switching to an
LED system.
The Solid State Lighting Trial was carried out over a
year, from October 2008 to October 2009. First, an initial
desktop evaluation of 1200mm long LED tubes was
carried out for brightness and luminous efficacy. As part
of this process, nineteen different manufacturers were
evaluated according to their LED specifications.
The six tubes that appeared to be the best on
paper were then tested for light output and power
consumption in a typical office light fitting. The cost of
tubes varied from $50 to $120.
An obstacle that was encountered when changing
the tubes was the necessity to remove the starter in
the light fitting, and in some cases the power factor
correction capacitor and the iron-core ballast required
disconnection, or to be bypassed. The findings showed
that performance levels of the LED lights differed greatly,
and some of the tubes had an unappealing blue light.
The best performing LED tube then underwent
photometric testing in a NATA certified laboratory, and
proved to have an efficacy of approximately 80 lumens
per watt. The report noted that this superior lamp also
emitted a good colour of light, between cool-white and
daylight.
Bruce Rowse, director of CarbonetiX, was surprised
by the result. “The useful light provided by the best
lamp in a standard office troffer (fluorescent fitting) was
similar to that of a used halo-phosphor fluoro tube – a
surprising result as earlier testing we had undertaken
had indicated LEDs were just not bright enough to be
used as a fluorescent substitute.”
INFRASTRUCTURE - LIGHTING
The best performing lamps were then installed in
the Mahogany Neighbourhood Centre in the City of
Frankston, and the change from fluorescent to LED was
performance-monitored.
The community centre comprises an office, and
meeting and training rooms, and is in constant use by
community groups, operating 7 days a week. Prior to
the changeover to LED, the centre was illuminated by
halo-phosphor tubes, estimated by CarbonetiX to have
overall efficacy of between 30 to 50 lumens per watt.
According to Rowse, “the LED tubes produce light
that is strongly directional. This can offer a significant
advantage by ensuring that all the light is directed to
where it is needed and not be lost in the back of a
fitting.” As such, the consensus was that the LED lamp
could effectively replace the fluorescent tubes with
little or no light lost. All 176 fluorescent tubes were then
replaced with the LED tubes.
Pre- and post-surveys regarding the light quality in
the centre revealed that occupants and users noted
either no change or an improvement in the quality
of light in the community centre. According to an
assessment, levels of illumination were around the
same as before but power consumption had dropped
by more than 50%, from 40 watts to 18 watts per light.
Nine months after the installation, the lamps were
still performing at the same level as they had after
installation, without any failures. Despite the optimism
that this lends to LED technology, nine months is
not sufficient time to deduce whether the lamps
will operate for 50,000 hours, as claimed by the
manufacturer.
As a result of the trial, it was established that LED
lamps might be a viable alternative to fluorescent
tubes, provided that the LED emits sufficient light.
However, there are still some factors that will hinder the
progress of LED into the commercial market, namely
cost, a lack of information about depreciation and
lamp life, and exaggerated performance claims from
LED manufacturers.
Cost
The highest performing tube chosen from the
range of LED lights submitted for testing was also
one of the most expensive, nearing the upper limit
of $120 per tube. As a contrast, a good fluorescent
tube costs approximately $5. This creates a large
barrier to widespread uptake of the technology due to
excessively high outlays for a changeover.
At current prices, it is estimated that it would take
ten years for an organisation to recoup the monetary
benefits of investing in LED lighting. It is likely, however,
that demand for the new method of lighting will drive
prices down over the next five years. In the US, the
Department of Energy held a series of workshops
looking at potential advancements in solid-state
lighting manufacturing, and attendees at the workshop
predicted about a 70% decrease in the costs by 2015.
This reduction should come about as the result of an
85% decline in the cost of the packaged LED, which
accounts for around 40% of the cost of the luminaire.
The Australian Local Government Yearbook 2010 ● 93
INFRASTRUCTURE - LIGHTING
With costs of LED tubes potentially dropping to
$20 or $30, and a halved energy output for lighting,
the report estimated that businesses should be
able to receive a payback in energy saving within
approximately three years.
The cost of retrofitting a building with LED lighting
to replace the fluorescents will vary, depending on the
procedures required. Some LED models merely require
the starter in the fitting to be removed, adding no extra
cost to the changeover, whereas others require the
fitting ballast to be bypassed, significantly increasing
the cost of installation. As a result, the payback period
may be extended for some installations.
Lumen depreciation and lamp life
As lamps age, light loss, known as lumen
depreciation, occurs. A typical fluorescent tube, for
example, will be emitting 15% to 20% less light at the
end of its life than it did at the time of installation.
LED lighting is a relatively new technology, and is rapidly
changing and developing. LED lamp manufacturers
are claiming life spans of 50,000 to 100,000 hours for
their new products, but such claims are unable to
be substantiated, as a new lamp would need to be
tested for approximately 6 years before the claim can
be proven valid. By this time, the lamp would almost
certainly be obsolescent.
In the US, the Illumination Engineering Society (IES)
has developed two standards by which the life span
and light output of an LED light may be determined.
One of these, the LM80 Approved Method: Measuring
Lumen Maintenance of LED Light Sources, involves
a controlled 60,000 hour test, from which data can
be extrapolated that will predict the life span of an
LED lamp up to 36,000 hours. This can then help to
estimate the number of hours by which time light
output will drop to 70% of its original. This estimate
is called the ‘L70’ life of the lamp. According to the
report, however, few manufacturers are providing data
on lamp life in accordance with this standard.
Exaggerated performance claims
What manufacturers do provide, however, are
claims of luminosity above that found in the initial
trials. Even the best LED tube trialled for the report
produced only 80% of the light claimed by the
manufacturer. The trial found only one tube that was a
viable alternative for halo-phosphor tubes.
Exaggerated claims are a barrier to uptake of
LED due to a decline in credibility and insufficient
light performance. With manufacturers making
unsubstantiated claims, the industry will not progress
as quickly as it could. Fortunately, standards are being
put in place that, if followed and regulated, will build
consumer confidence, and eventually expand the LED
market.
LED light output on the up
Over the two years of the trial and report, a
great improvement in LED efficacy was observed.
Manufacturers have begun to claim efficacy of up
to 110 lumens per watt, and in the US a prize is being
offered for the first manufacturer to produce a solid-
94 ● The Australian Local Government Yearbook 2010
state light that produces 150 lumens per watt or
above.
The report claims that if the current rate of
improvement continues, it is possible that by 2015
commonly available lamps will show efficacy of at
least 120 lumens per watt.
As fluorescent lamps lose light in the fittings, the
range of efficacy is currently somewhere between
56 lumens per watt for a poor fitting, and 100 lumens
per watt for a superior fitting. The CarbonetiX report
claims that by 2015, LED tubes should be available
that produce 50% to 100% more lumens per watt than
existing fluorescent tubes.
All of the above factors indicate that LEDs may
sometime in the near future become a superior choice
to fluorescent lighting, which is relatively static in terms
of its progress compared to LED advancements. The
report predicts that we should see LED tubes readily
available from electric wholesalers and retailers, as well
as LED fixtures available with the same dimensions as
fluorescent fixtures.
What about the meantime?
While we wait for LEDs to become as convenient and
cost effective as they are energy efficient, what should
be done with existing fluorescent light fittings?
Any building owner or facility manager should predict a
switch from fluorescent to LED lighting by 2015. The report
suggests that in the meantime, building owners and
facility managers should explore other options to reduce
their current fluorescent lighting use to increase both
financial and energy savings.
Three common factors that can be addressed are
over-illumination, lower performance fluorescent tubes,
and low performance light fixtures.
To address these problems, there are plenty of
solutions. Removing excess tubes to minimise over-
illumination, replacing lower-performing tubes with
new high-performance tubes, fitting mirror-like reflectors
into existing fittings to reflect light downwards, and
undertaking an illumination assessment using a lux
meter, will ensure that the building’s lighting is operating
as efficiently as possible.
According to Rowse, “these alternate options should
be considered as bridging technologies whilst LED
performance, price and reliability continue to improve
over the next few years”.

Councils struggling with
street lighting costs
Sydney councils are threatening to switch off their street lights to cope with soaring
electricity costs. The NSW Independent Pricing and Regulatory Tribunal has recommended
electricity price rises of up to 62 per cent between July this year and 2013, adding millions
of dollars to council lighting bills.
C
ouncils are demanding that the State Government
share the cost of street lighting. Lights, maintained
by electricity companies, are paid for by councils,
writes Carmel Melouney in the Sunday Telegraph.
Camden council has discussed reducing street lighting
in new suburbs, having fewer lights on straight roads and
even turning off street lights at night. A council report last
year said new subdivisions at Oran Park and Turner Road
would add an extra $500,000 to the council’s annual
lighting bill.
Cr Fred Anderson questioned whether lights needed
to be on all night: “It’s now possible to drive down a
suburban street with high beams on.” Camden Mayor
Chris Patterson said the price hikes were “a huge
concern. Not only is the cost of energy going up, but the
cost of new poles and infrastructure is also going up,” he
said. “Obviously, we would have to meet the minimum
standards with street lighting, but we’re looking at every
new development and whether there are extra lights
that we could cut.”
Penrith Mayor, Kevin Crameri, said his council may
also consider cutting down on street lights. Penrith
INFRASTRUCTURE - LIGHTING
council spent $3,722,304 on electricity last financial year,
two-thirds for street lighting, and has banded together
with 27 other councils as part of a competitive group
tender for lighting.
Western Sydney Regional Organisation of Councils
president, Alison McLaren, said they were looking at joint
purchasing of street lighting because the rising cost of
electricity “is going to be a major problem.”
Local Government Association president and North
Sydney Mayor, Genia McCaffery, said councils may be
forced to sack staff to pay rising power bills. Cr McCaffery
said 22 Sydney councils have lobbied Energy Australia
for five years to adopt lower-cost, more energy-efficient
lighting.
Councils were angry that their electricity costs had
soared when they had no control over Energy Australia’s
infrastructure, she said. Waverley, Woollahra, Willoughby,
Kogarah and North Sydney are part of the Street Lighting
Improvement Program, lobbying Energy Australia.
Waverley council has entered into an agreement with
other councils to buy electricity from Tasmania.
The Australian Local Government Yearbook 2010 ● 95
LIGHTING
Generate more, with less
L
ighting consumes about 20% of all electricity in the
world. Global lighting consumption has its
implications on rising energy prices, climate
change, security of energy supply and economic
growth. New lighting technologies, which are much
more efficient than previous technologies, now create
the opportunity for us to convert existing lighting
installations to newer technology bringing huge savings
in energy costs and CO2 emissions.
The new Philips range of TL5 recessed luminaires are
more energy efficient than ever before. The latest optical
technology was used to create a highly effective optic,
giving rise to new opportunities for saving energy.
This family of advanced TL5 recessed luminaire with
micro optic technology use less energy than standard
TL5 solutions. Even greater savings can be made by
retrofitting TLD lighting installations with our new TL5
recessed luminaires. The quality of the lighting is
maintained, however, thanks to the Omni directional
Lighting Control optic which increases luminous
efficacy while reducing glare in all directions and
96 ● The Australian Local Government Yearbook 2010
complying
with relevant
brightness
limits.
The new
Philips TL5
luminaires
fitted with the
optional ActiLume lighting control can deliver
automatic energy savings, and regulate and switch to
adapt the lighting to the conditions in the indoor
environment. Built into the luminaire it’s operated with
the new Philips DALI ballast being the first true plug-and-
play lighting control system on the market. With
optional daylight-linking and presence-detecting
lighting control systems in your recessed luminaire, your
energy consumption can easily be halved in
comparison to conventional office lighting solutions.
For more information contact Philips
Ph 1300 304 404 or lightingsalesdesk@philips.com
URBAN PLANNING

New report finds traffic

congestion set to increase
By 2041, Australia’s cities will experience significant increases in traffic congestion, people
will spend more time travelling and cars will generate more greenhouse gas emissions,
a new study has found.

Romilly Madew, Chief Executive of the Green Building

Council Australia and task group chair, the analysis
“clearly shows that, without action to change the way
people live, work and play in our cities, our transport
challenges will only get worse.”
Cities for the future is the first part of a four stage
project which aims to explore and measure the links
between greenhouse gas emissions from urban
transport and land use within our cities. “This report
has found that the shape of our cities and the
distribution of land uses can influence transport and
therefore emissions. However, in raising sustainability
and reducing emissions, we are likely to realise other
tangible benefits, such as healthier communities,
more accessible services, appropriate responses to
demographic change, and more efficient use of land
and infrastructure,” Ms Madew explains. The study
examined two cities, Greater Melbourne and South East
Queensland, with key findings including:
• Urban centres will become more transport
intensive and less transport efficient: The total
amount of passenger travel and time spent travelling
in cities is forecast to grow more than proportionally
to population and employment.
• Transport is forecast to be slower: Average trip
speed (kilometres per hour) is projected to decrease
in both regions studied in the report by around 10 to
13 per cent by 2041.
• Transport outcomes are likely to deteriorate:
people in both cities are projected to spend
more time travelling per day and to travel
longer distances. People in South East
Queensland and Greater Melbourne will
see their travel time increase by approximately

C
ities for the future: Baseline report and key issues, 26 and 23 per cent, respectively, by 2041.
commissioned by the Australian Sustainable Built
Environment Council (ASBEC), was released at the
Green Cities 2010 conference in Melbourne.
The report points to a bleak future where transport-
related greenhouse gas emissions (GHG) increase by
almost 50 per cent and travel times increase by a
quarter.
“Under a business as usual approach, our urban
centres will become more transport intensive and less
transport efficient. Congestion will worsen, travel times
become longer and transport-related GHG increase,”
says ASBEC President, Tom Roper. “The report is a clarion
call to our federal, state and local governments that
swift, decisive action is required to deliver better transport
systems in Australia’s cities,” Mr Roper says. According to

98 ● The Australian Local Government Yearbook 2010


• Transport GHG emissions are projected to rise
in the studied urban centres: Emissions in
South East Queensland are projected to have
the largest increase, rising by 75 per cent
between 2006 and 2041.
• Land transport GHG emissions from within
urban Australia are projected to rise substantially
under the baseline scenario: Without additional
policy interventions these emissions are projected to
rise from an estimated 41 megatonnes per annum in
2006 to 60 megatonnes in 2041– an increase of 46
per cent.
• The need for mobility and its costs will
increase: Overall, the analysis shows that the
need for mobility and its costs in terms of time
and harmful impacts upon the environment
will increase. These adverse changes are
expected to outpace the growth in underlying
population and represent a challenge for
future transport networks.
Stage two of ASBEC’s study will bring together key
experts and stakeholders in Australia to discuss the initial
findings and develop alternative frameworks for land
use, transport, environmental outcomes and community
planning.
“From this, we will determine which alternative
scenarios provide the best outcomes for Australia’s cities
and the people who live in them,” Ms Madew explains.
“The challenge is to recast our vision for Australia’s cities
and deliver sustainable, liveable places that
service a diverse and growing population,” says Tom
Roper. “While the model is still being debated, the
principles of the sustainable city of the future are clear:
well planned, built and operated places that are
URBAN PLANNING
sensitive to their environment, meet the diverse needs of
existing and future residents, and contribute to a high
quality of life.”
About ASBEC
The Australian Sustainable Built Environment Council
(ASBEC) is the peak body of key organisations
committed to a sustainable built environment in
Australia. ASBEC members are industry and professional
associations, non-government organisations and
government observers who are involved in the planning,
design, delivery and operation of our built environment,
and are concerned with the sector’s social and
environmental impacts.
ASBEC’s Cities for the Future task group comprises
representatives from the Green Building Council of
Australia, Australian Institute of Architects, Australian
Conservation Foundation, Property Council of
Australia, the Planning Institute of Australia and the
Association of Consulting Engineers Australia. Cities
for the future: Baseline report and key issues was funded
by task group members, the Built Environment
Industry Innovation Council (co-funded by the Australian
Government Department of Innovation,
Industry, Science and Research), the ACT Planning and
Land Authority and the Victorian Employers’
Chamber of Commerce and Industry.
The Australian Local Government Yearbook 2010 ● 99
URBAN REVITALISATION
Urban Renewal
Revitalising Central
Dandenong
T
he City of Greater Dandenong is a vibrant and
welcoming city. It is home to a thriving manufacturing
and business sector and the largest provider of
employment in the region.
Significant investment has been made in new
commercial and industrial building construction in Greater
Dandenong in recent years, highlighting continuing
confidence in our local economy and our future. Attention
is now being directed at the city’s three main activity
centres in Dandenong, Springvale and Noble Park.
Our city’s vibrancy, diversity and vitality is already
celebrated by the 130,000 residents who call Greater
Dandenong home. Greater Dandenong is quintessentially
multicultural Melbourne with people from over 150 nations
living within the municipality.
The City of Greater Dandenong is leading a progressive
program which it believes will result in the municipality
being at the forefront of urban renewal in Australia. The
City has developed comprehensive structure plans for its
Noble Park and Springvale Activity Centres which have
already seen significant new development investment
injected into these areas, whilst central Dandenong
remains its flagship urban renewal project.
100 ● The Australian Local Government Yearbook 2010
The State Government’s recognition of Dandenong as
a vital region is reflected in their investment of $290 million
in the Revitalising Central Dandenong Project. Not only will
this attract an estimated $1 billion in private sector
investment and development and entice new residents
into 4,000 new homes, but it will also lead to enhanced
business growth and the creation of 5,000 new jobs over
the next 20 years.
What makes this project even more exciting is how
Local Government, the State Government and the Greater
Dandenong community have worked in partnership to see
it eventuate. The Urban Master Plan builds on a shared
vision, one which continues to capitalise on our city’s
social and economic strengths.
The State Government contribution will see Lonsdale
Street transformed into one of Melbourne’s great
boulevards, the construction of a vibrant City Street to
connect Dandenong Station to the city centre and a new
gateway in the George Street Bridge. It also involves the
acquisition of 7 hectares of land by VicUrban which is
being redeveloped to create housing, education, retail
and business opportunities in the heart of the city centre.
All this is part of the vision to establish central Dandenong
 URBAN PLANNING

The Australian Local Government Yearbook 2010 ● 101

URBAN PLANNING
Sustainable cities,
sustainable councils
Romilly Madew, Chief Executive Green Building Council of Australia
By 2050, Australia’s population is expected to rise by 60 per cent, reaching 35 million
people. Most of us – nearly 85 per cent - will choose to live in cities.
C
urrent urban development patterns will not sustain
this growth – and so they must be reinvented.
In Australia, we are in the enviable position of
being able to plan and design our living spaces of the
future. But just what will these places look like? How will
we interact with them? How do we ensure that they
are liveable and enjoyable places? How do we ensure
they meet the diverse needs of both existing and future
residents and workers?
These are just some of the many questions facing
all levels of government, owners, developers, planners,
builders, communities – and the Green Building Council
of Australia (GBCA) – as we begin to plan our future
communities.
Australia’s industry leadership is already recognised
internationally. Since the GBCA was established in 2002,
it has grown to become an organisation comprising
more than 785 member organisations. This makes GBCA
one of the world’s largest green building councils, after
the USA (there are over 63 councils globally).
The GBCA launched the Green Star voluntary
environmental rating system in 2003, and since then it
has certified more than 220 buildings – with over 460
more buildings registered for Green Star certification.
102 ● The Australian Local Government Yearbook 2010
Together, certified and registered projects amount to
nearly 10 million square metres of green building – that’s
181 times the size of Sydney Harbour.
Today, few new buildings in CBD areas are built
without attaining Green Star certification.
Clearly, we’re heading in the right direction with our
buildings. We have the tools and the industry leadership
to drive the green agenda brick-by-brick, building-by-
building. However, our vision for our communities must
now be re-engineered to ensure we can rapidly take on
the challenge of greening our cities.
In late 2009, the Federal Department of Infrastructure
announced the adoption of new reforms which will
require states and territories to develop capital city
strategic plans by 2012 that meet national criteria
for transport, housing, urban development and
sustainability.
The Australian Government says that national criteria
will deliver better integrated and longer term - 30 year
- infrastructure and land use plans. The criteria require
planned, evidence-based land release to improve
housing affordability, better transport planning to tackle
urban congestion, and new urban development to be
better linked to transport, jobs and services.
 URBAN PLANNING

The next stage of our project is to develop a tool that

assesses sustainable communities against best practice
benchmarks. There is a real need for frameworks,
models, tools and case studies that promote the delivery
of new sustainable communities and the revitalisation
and retrofitting of existing ones, and we expect everyone
from planners and designers, through to builders and
community neighbourhood groups will find the tool
useful.
Green Star - Communities will provide valuable
support for and complement the Federal Government’s
sustainable cities agenda, but it will also provide state
and local governments with a framework for planning
guidelines and development incentives for the property
industry, and help drive a nationally consistent planning
base for policy and regulation.
Left unabated, climate change will have a serious
and direct impact on local governments’ ability to
provide services over the long term and to effectively
govern. Making sustainable changes now is the best
insurance against more drastic and far-reaching
changes in the future. The challenge for local
government is to be green agents of change.

Melbourne’s CH2 was the first building in Australia to

achieve a 6 Star Green Star certified rating (Office Design),
and achieved a 6 Star Green Star As Built rating in 2010,
confirming that the green design features actually delivered
the desired environmental outcomes.

Sustainability Victoria’s green fitout at 50 Lonsdale Street

in Melbourne achieved a 5 Star Green Star –
Interiors v1.1 rating.

From 1 January 2012, the Australian Government will

link future infrastructure funding to states and territories
meeting these criteria.
The GBCA has welcomed this move, as a longer-
term strategic approach to urban planning is required
if Australia is to successfully meet the challenges of
climate change, productivity, population growth and
housing affordability, and create sustainable, liveable
places.
Sustainable communities and precincts are places
where people want to live and work – both now and in
the future. They are well planned, built and operated.
They meet the diverse needs of existing and future
residents, are sensitive to their environment, and
contribute to a high quality of life for all the people who
live there.
Architect Buckminster Fuller said “the best way to
predict the future is to design it”. In February 2010, the
GBCA released the Green Star - Communities national
framework for sustainable communities and precincts.
The framework outlines five national best practice
principles to guide sustainable communities in Australia:
liveability, economic prosperity, environmental quality,
place-making and urban governance.

The Australian Local Government Yearbook 2010 ● 103

URBAN PLANNING

The Northern Territory’s first 4 Star Green Star building has set
a new benchmark for sustainable tropical design.

So, what can your council do to go green?

Firstly, introduce incentives that encourage
developers to commit to green buildings or ‘green up’
existing structures. Fast-track permit processing for green
buildings; this practice has already been initiated in
some capital cities, including Melbourne, Perth, Brisbane
and Adelaide. The GBCA has an online portal, the
Green Guide to Government Policy (available at www.
gbca.org.au), which outlines green building programs
and incentives at all levels of government around
Australia. It’s a valuable at-a-glance resource to help
you understand what other councils are doing, and to
promote your own green initiatives.
Perhaps the most important role for local
The GBCA suggests four local government solutions
governments is as green leaders – by leading the
to Australia’s climate change challenges, including:
way in the adoption of sustainable building and eco-
friendly business practices. So, commit your council to
• Strong leadership at the local level, and a firm
Green Star certification for all future building projects
commitment to championing green initiatives.
and major renovations. Melbourne and Brisbane city
• Collaboration and strategic partnerships between
councils have both committed to a minimum 5 Star
local governments and local business communities.
Green Star standard for all new office accommodation,
• Education, capacity building and skills
and we expect other councils to soon follow suit.
development, as a significant transformation of
Finally, join the Green Building Council of Australia.
the nation’s skill base must be achieved if
Many federal, state and local governments – including
Australia is to reduce greenhouse gas emissions and
the Sydney, Adelaide, Brisbane, Melbourne and Perth
improve environmental outcomes without
city councils - are already fully engaged members of the
endangering overall employment growth.
GBCA and are collaborating with industry to ensure we
• Commonwealth support and funding for effective
find sustainable building solutions to our global climate
green education and skills programs, and to
change challenges.
help local councils deliver national sustainability
The GBCA is currently in the process of establishing
programs.
a local government task group to encourage further
partnerships between government and industry. By
working with the GBCA, your council can influence
the future direction of green building in Australia and
connect with other green building leaders. You’ll also
be providing a clear signal to your constituents that your
council is committed to sustainability.
It’s time to get serious about sustainability. We
must look at how we manage our precious resources,
minimise our environmental footprint and create cities
that are healthy, liveable places that address the needs
of a diverse range of people.
After all, we are not just building a community for
tomorrow. We are building a community for generations.
Our buildings must be viable and sustainable in fifty or
even one hundred years, and must address long-term
implications of climate change so that we can secure
our nation’s and our planet’s future.

Power and Water Corporation was awarded a 4 Star Green

Star – Office Design v2 rating from the Green Building
Council of Australia for its Ben Hammond Complex in Darwin.

104 ● The Australian Local Government Yearbook 2010

Melbourne
As the capital city of the State of Victoria in Australia, the City
of Melbourne is committed to achieving its Zero-Net Emissions
2020 strategy and is working with Honeywell to retrofit 13 council
buildings in the short term to reduce carbon emissions and
deliver significant water and energy savings for the city.
The City of Melbourne was one of the first cities to form a
partnership with the Clinton Climate Initiative, under the C40
programme, to help tackle climate change.
Challenges
The project outlines an ambitious timeline of 18 months that will
showcase results to the public and to the business community.
This is the first step to inspire a wider adoption of the 1200 Buildings
program that will cumulatively help the City achieve its sustainability
goals.
Investments made by the City into this program also needed to have
tangible benefits so that the water and energy reductions translate to
financial savings as well.
Solution - Honeywell Energy Performance
Contract
The City of Melbourne has signed an agreement with Honeywell
to retrofit 13 Council buildings starting in December 2009 which
will include a wide range of works including improvements to
HVAC systems and building controls, lighting retrofits, solar pool
heating system, low flow plumbing fixtures, rainwater harvesting
technologies and gas, water & electricity metering using
specialised computer systems.
The buildings selected for the program are:
UÊ iLœÕÀ˜iÊ/œÜ˜Ê>Ê
UÊ Commonwealth Bank Building
UÊ City Library
UÊ City Square Car Park
UÊ Elgin Street Car Park
UÊ Melbourne City Baths
UÊ Kensington Community Recreation Centre
UÊ Carlton Baths Community Centre
UÊ North Melbourne Baths
UÊ North Melbourne Town Hall
UÊ Queen Victoria Market
UÊ Campbell Arcade
UÊ North Melbourne Library
Benefits
Under the agreement, the program is expected to generate:
UÊ $190,000 of annual energy savings
UÊ 1560 tonnes of greenhouse gas (GHG) reductions
- equivalent to taking 348 cars off the road
UÊ 11,791 kilolitres in water consumption savings - equivalent to
reducing enough water needed to fill 52 Olympic swimming
pools.
In addition, the savings made under the program will repay the
investment made by the Council within 15 years. Retrofitting
existing buildings makes sound financial sense as it reduces
energy and water bills for building owners and tenants.
As a longer term goal, the City of Melbourne will work with
businesses under the 1200 Buildings program to work through
similar retrofit programs to achieve substantial energy and water
savings across the city.
The combination of financial impact and environmental benefits
will have significant impact on the people and businesses that
operate in Melbourne and by being proactive, the community can
support the achievement of the Zero-Net Emissions goal by 2020.
106 ● The Australian Local Government Yearbook 2010
The Australian Local Government Yearbook 2010 ● 107
WATER

Water reform vital for

future supply
The urban water industry is facing pressure to reform amid new and increased
estimates of Australia’s population growth. There is now serious debate as to what
changes urban water providers must make to continue servicing a growing population.
Eden Cox investigates the options.

W
hen Treasury revised its population forecast from
28 million to 35 million people by 2050, urban
water providers were left to rethink whether
existing plans to augment supplies would be adequate
for the projected extra 7 million people.
Whilst other large industries like gas,
telecommunications and electricity have undergone
transformations to keep pace with growing demand, the
water industry has largely escaped such reforms.
The National Water Commission (NWC) has said that
significant investment in infrastructure are needed over
the next 25 years to meet this growth in demand.
Water plans need to respond to current
circumstances, but should also outline flexible strategies
that can be applied under future conditions expected
as a result of climate change.
Advocates for market-based reforms claim that water
restrictions are proof of an ineffective system, and that
Australia needs competition between government-
controlled water monopolies for an innovative and
efficient system.
Major arguments on the other side of the debate
draw attention to the fact that water is vital for human
survival, stating that such commodities should not be left
to the mercy of the market.
Ross Young, CEO of the Water Services Association of
Australia, said that whilst market-based approaches are Significant efforts and major investments continue to be
worth investigating, competitive urban water markets do made to diversify urban water supplies, pushing for less
not exist anywhere in the world. rainfall-dependent sources. These developments include
“Competition may be possible at the wholesale desalination, large-scale non-potable recycling, sewer
level but it is highly unlikely to be achievable at the retail mining, grey water collection and reuse, storm water
level due to the transaction costs and the relatively low harvesting systems, and new dams.
value of water compared to other utility services such as Water recycling remains a politically contentious
electricity,” he said. issue, unpopular with many politicians and communities
Mr Young also highlighted the importance of alike. But the NWC said no plan should be ruled
undertaking thorough studies to determine which out before a robust, open-minded and transparent
parts of the water supply system constitute a natural comparison of all options to weigh up benefits, costs
monopoly, and which parts of the system could be and risks.
opened up to competition. Desalination remains the infrastructure of choice to
While this debate continues, urban water providers bolster long-term water supply, and, with the exceptions
have responded to the drought and threat of climate of Darwin and Hobart, all capital cities will have
change by investing heavily in new water sources, with desalination plants within the next four years.
$30 billion to be spent on urban water projects between Whilst desalination provides a reliable source of
2007/08 and 2012/13. water in a relatively short time, it is not a faultless solution.
Investment in urban water supply infrastructure “Desalination and recycling schemes will be an
has traditionally been sporadic, with large, infrequent increasingly important source of water for our cities but
additions to capacity rather than incremental growth. they will not be the panacea,” said Mr Young.

108 ● The Australian Local Government Yearbook 2010


Critics say that the process is expensive and energy
intensive, and the water industry warns that to fund all of
these new water sources the cost of water in capital cities
could double in the next four to five years.
Mr Young emphasised that even though water prices
are increasing,“water is still a relatively small component
of household outgoings, particularly when compared
with electricity bills.”
Water restriction measures aren’t the perfect answer
either. The NWC said that water restrictions impose
significant costs on water users, government authorities
and the broader community. The Productivity Commission
estimated in 2008 that the hidden costs of water
restrictions could be up to $1 billion a year.
“Domestic gardening supports a large industry
and gardening is one of the most popular recreational
activities,” said Mr Young.“Domestic and public gardens
add to the attractiveness of our urban environments and
assist in reducing the impact of the urban heat island
effect.”
Mr Young and the NWC agree that water restrictions
should only be applied in the event of sudden water
shortages and drought, not relied upon for long periods
of time, as has been the case in all capitals except
Darwin and Hobart.
Treasury secretary Ken Henry has been a long-
standing supporter of urban reforms, citing that a market-
based system would improve supply and demand of
urban water.
Henry believes that the current system, where water
is effectively being given away to consumers, is creating
unnecessary domestic demand and is therefore
restricting access to more important users.
Furthermore, the NWC noted that currently a water
usage charge is not levied directly on all users, meaning
these consumers do not receive a price signal providing
an incentive to use water wisely. Mr Young pointed
out that many disadvantaged Australians receive
concessions on their water bill, which also dilutes the
price signal.
The NWC highlighted that significant scope exists in
several Australian states to bring building tenants into a
transparent water charging environment, including more
frequent billing cycles that provide more effective price
signals to customers.
Some groups are touting the implementation of
scarcity pricing as a measure for reducing urban
consumption. In 2009, the Australian Bureau of Agricultural
and Resource Economics (ABARE) biennial report,“Urban
water management: optimal price and investment policy
under uncertainty”, said that scarcity pricing presents an
efficient way of allocating urban water resources, and is
preferable to water restrictions.
Scarcity pricing involves consumer charges for water
that vary with storage levels, meaning prices are generally
higher during summer, and lower in high-rainfall seasons.
But this kind of solution remains controversial, with
critics arguing that the inelasticity of household water
demand will present little benefit in terms of reduction.
“Previous studies have indicated that water used
internal to the home is largely unchanged by the price
of water as the essentials of life uses such as washing
clothes, showering and toilet flushing need to continue
regardless of price,” said Mr Young.
WATER
“Studies have also indicated that water used external
to the home such as watering gardens is more sensitive to
price but still largely insensitive compared to other goods
and services purchased by consumers.”
Then there are also those who focus on equity
concerns, with fears that low-income consumers could
be forced to cut back on essential water for drinking,
washing, cooking and cleaning.
ABARE recommended that scarcity pricing could work
using a two-block price scheme in which a low constant
price would apply to the first block of consumption, and
a variable scarcity price would apply to consumption
above this level, which should include only non-essential
water use. In some jurisdictions block-pricing is already in
place.
Mr Young said that such a system is economically
inefficient and cannot recover all the costs associated
with a water supply system.
“Having said this, inclining block tariffs have assisted
in signalling to customers the scarcity value of water,” he
said.
Scarcity pricing schemes would require household
water consumption to be measured accurately within
each billing period. But it is not currently possible to read
all household meters on the last day of the billing cycle.
One way to overcome this problem would be to invest in
smart metering technology.
Several smart meter trials have already been
implemented across the country, including an extensive
trial on 468 homes in Sydney’s north. The NWC is
supportive of such systems and encourages the
government to consider urban smart metering more
seriously.
But whilst the Rudd government has been focusing
attention on rural water use in the Murray-Darling Basin,
its urban water response has been slow, aside from the
provision of subsidies for urban desalination plants and
water recycling facilities.
The NWC biennial report says existing water provision
structures allow only some competition in water supply
and service, including third-party access regimes in some
states. In NSW, this has enabled private providers AquaNet
Sydney and Veolia Water Australia to plan a $100 million
recycled water plant and pipeline system for industrial
water users in Sydney.
But the water industry has said that increasing
competition between urban water providers will mean
the scrapping of uniform ‘stamp pricing’ for suburbs. They
argue that wealthy suburbs on the coast will receive
bill cuts, whilst suburbs further west will receive higher
charges for wastewater treatment.
While the debate continues on all sides, it’s heartening
to know that the urban water industry has recognised the
need for some big reforms.
“Water systems of the future will be much more
integrated than what they are now and will involve an
integrated approach which embraces all aspects of the
urban water cycle, including stormwater, groundwater,
dams, desalination, recycled water and water grids,” said
Mr Young.
The pressure on Australian water supplies, predicted to
increase in the grip of accelerating population growth and
the threat of climate change, is an enormous challenge
facing utility providers, planners and local government.
The Australian Local Government Yearbook 2010 ● 109
WATER
Taking the lead in
Waterproofing the East
T
he City of Unley’s signing of an agreement to
access recycled water from the Glenelg to
Adelaide Pipeline (GAP) is just one of the more
visible aspects of the city’s water sustainability and
conservation program that has made it a leader in
“Waterproofing the East” of Adelaide.
The long-term agreement to provide up to 50
megalitres of high quality recycled water will assist in
returning Unley’s parks and public open spaces to their
pre-2007 condition prior to the introduction of water
restrictions. Construction of a new access pipeline will
take place this year with the aim of having the water
available for use next summer. However, the GAP
agreement is only one element of Unley Council’s
overall water sustainability strategy.
Other projects on the go include stormwater
harvesting and aquifer storage and recovery, water
sensitive urban design and greater use of rainwater
tanks.
Environmentally sensitive urban design initiatives
being undertaken across the city include changes to
the way it lays footpaths and captures available
stormwater. Permeable/gap paving will now be used for
all footpath replacement works, while under an
innovative program a portion of the stormwater from
residential properties will progressively be captured and
diverted to water street trees through a series of “tree
wells”.
As part of the process of footpath replacement,
Council gives residents the opportunity to choose the
surface for the nature strip outside their property.
Residents are now being encouraged to choose
110 ● The Australian Local Government Yearbook 2010
permeable loam as a preferred nature strip instead of
the more conventional dolomite, which easily
compacts and becomes impenetrable by stormwater.
Unley Council is also continuing to investigate the
feasibility of several stormwater harvesting/reuse
schemes to further reduce its dependence on mains
water. Tied in with all of this is a program of community
education on sustainable water use, including seminars
on drought resistant gardening.
This focus on water is important for a garden city
such as Unley, but it is only one of the environmental
initiatives that Council is undertaking as part of its
2009/10 Environmental Sustainability Program, which
extend across a wide range of Council activities.
As a step towards addressing CO2 emissions from
Council buildings and saving energy costs, energy
efficient lighting upgrades took place in 2009 with
similar upgrades to air conditioning units this year.
Following a survey that showed that most lighting in
parks was inefficient and needed replacing, a program
of bulb replacement is underway with energy efficiency
being the prime consideration.
And as part of the Solar Rooftops East project, Unley
Council is working with the Eastern Regional Alliance of
local councils on the possibility of facilitating the bulk
purchase of photo voltaic (PV) solar panels to make
them more cost effective for householders.
Community support for environmental projects in the
city has enabled Council to increase its rates by 1 per
cent, with the resulting income specifically earmarked
to fund environmental projects.
EQUIPMENT + MACHINERY

Managing Basin water resources – a partnership at

all levels of government
F
or the first time in Australia’s history there is now a single body
responsible for managing water resource planning across the vast
Murray–Darling Basin.
This came about through the growing realisation by governments
at all levels that the health of the Murray–Darling Basin is in serious
decline.
In 2008 the Basin States – Queensland, New South Wales, Victoria
and South Australia - passed legislation transferring certain powers
to  the Australian Government to  allow it to amend its Water Act and to
create  a comprehensive Basin Plan which will bind all Basin States and
the Australian Capital Territory.
The Authority’s central task is to develop a Basin Plan which will
include sustainable diversion limits (based on the best available
science), an environmental watering plan, a water quality and salinity
management plan and water trade rules. in most of the Basin’s valleys and that 20 of the Basin’s 23 river valleys
A proposed plan will be released for discussion and consultation were in poor or very poor health.
this year with the final Plan going to the Commonwealth Government in The Basin Plan will tackle these issues and will aim to secure the
2011. future of the Basin.
Why was water reform needed? In less than a century, water The states and the ACT will continue to determine how water is
extracted from the Murray–Darling Basin has increased five-fold, from allocated and used in their own jurisdictions through the development
2,000 GL a year in the 1920s to more than 10,000 GL a year in more of water resource plans, but these must be consistent with the Basin
recent years. Plan.
A century of regulating the rivers for transport and irrigation has Development of the plan has included extensive consultation with
generally confined river flow to within the banks and reduced the the many communities which rely on Basin water for economic, social
frequency and pattern of flooding. The average inflows into the Murray and cultural needs. Local government has been a crucial conduit for
have shrunk from 24,000 GL a year to 1,300 GL and the system two-way communication in the development of the Plan and the
continues to suffer from the lowest three years of inflows in 108 years of Authority will continue to work closely with all levels of government.
records. The Authority values feedback from communities and individuals
The impacts of climate change and variability and population throughout the Basin and has established a community engagement
growth have added to the pressures on the river systems and in 2002 program to facilitate two-way communication.
the Murray stopped flowing to the sea.
The first environmental report card on the ecological health of the For more information visit the Authority site at www.mdba.gov.au
Murray–Darling Basin, the Sustainable Rivers Audit (2004-2007) which contact us at engagement@mdba.gov.au or via phone our free
covered 96,000 km of rivers and streams, found long-term degradation number 1800 230 067.

A new era for water

planning in Australia’s
food bowl
The Murray–Darling Basin is under enormous stress because
of past water allocation decisions, a prolonged record drought,
natural climate variability and climate change.

To tackle these challenges the Murray–Darling Basin Authority is

on track to delivering an historic Basin Plan — a strategy for the
integrated and sustainable management of water resources across
the whole Basin.

In preparing the plan, the Authority has been consulting extensively

with Basin state and territory governments, key stakeholders and
rural and regional communities across the basin.

The plan is based on the best and latest scientific, social, cultural and
economic knowledge, evidence and analysis. A lot of this research
information is now available for public comment from our website at
www.mdba.gov.au

You can freely download the full text of major reports such as: a Basin
socio–economic context report; a discussion paper on sustainable
diversion limits for the Basin; a “concept statement” detailing how we
are developing the Basin Plan, and more.

The Authority is due to release a draft Basin Plan for public discussion in
Mid 2010 and a final Plan in 2011.

112 ● The Australian Local Government Yearbook 2010

 WATER

Harnessing recycled water

By Pat Nixon, Process Engineer, Sinclair Knight Merz
Surprising as it may sound, recycled water is often viewed as a waste product to be
managed as economically as possible. However as Pat Nixon explains, with a bit more
planning and careful thought, recycled water can be considered an abundant and
valuable resource with many uses and benefits.

A
recycled water strategy can provide an opportunity
to maximise the use of a valuable resource and
minimise the release of excess recycled water to
the environment as “waste”.
Communities that value the contribution of
recycled water can often find it helpful to implement a
management hierarchy to use water sustainably, create
fit-for-purpose solutions, and ultimately reduce nutrient
loads on local waterways.
The hierarchy covers five main areas:
1. Reduce the generation of wastewater through water
conservation and prevent of stormwater infiltration
into the wastewater network.
2. Recycle water where possible, including Class A+1
water to replace fit-for-purpose household potable
water uses and Class B/C water for beneficial non-
contact uses such as irrigation and industry process
water.
3. Recover recycled water from storage, to balance
excess recycled water production to avoid
unnecessary release of recycled water to waterways
and thus prevent the use of potable water for non-
potable water needs.
4. Release unavoidable excess recycled water using
optimal timing and positioning of release, which
takes advantage of ebb tide flows to maximise
mixing with receiving waters.
5. Consider other initiatives to meet the objectives of
maximising potable water sources and minimising
the release of excess recycled water to the
environment, by using recycled water for irrigation of
golf courses, wholesale nurseries, parks and gardens.
Transition from policy to strategy
In moving from policy to strategy it is essential to
change the way recycled water is viewed and used by
the community. This management allows lower quality
water to be used where potable water quality is not
necessary, not only reducing release, but conserving
the use of higher value potable water resources.
An integrated and holistic approach is required,
considering all forms of recycled water quality and
respective appropriateness of use to proactively identify
applications for recycled water.
Also helpful is devising a strategy that is built upon
existing recycled water policy and infrastructure to
maximise its efficiency and avoid redundancy.

The Australian Local Government Yearbook 2010 ● 113

WATER

Gold Coast Case

Additional considerations to develop a recycled
water strategy include:
• engaging with customers and the community
• improving environmental performance and
minimising impacts on the environment To adapt to a changing and
• managing service delivery sustainably
• building on existing infrastructure and existing water variable climate and population
strategies and policies growth in the Gold Coast region
• providing future planning of all available and
required infrastructure of Queensland, Australia, it was
• engaging the community to generate greater critical to develop a city-wide
awareness of the value of water and understand
community preferences for a range of water blueprint to make use of recycled
product and service options water resources and develop
• raising environmental performance by improving
the quality of treated wastewater released to long-term sustainable water
waterways, increasing the volume of recycled water management plans.
used and reducing the volume of recycled water
released to the environment In response to this requirement,
• sustainably managing service delivery by providing Gold Coast Water (GCW) and
a reliable and long-term water supply that meets
high quality standards on a fit-for-purpose basis, other key stakeholders working
while being cost-effective and therefore value for with Sinclair Knight Merz (SKM)
money
• addressing public health and safety concerns developed the Recycled Water
and incorporating an acceptable level of risk to the Strategy (RWS).
community, and
• incorporating environmental, social and economic The comprehensive strategy,
goals to develop a triple-bottom-line basis to the which considers recycled water
strategic planning framework.
management over a 50-year
1
Explaining water quality criteria for class A+ to period, was developed through
D recycled water, p8 Water Quality Guidelines for
Recycled Water Schemes, Queensland Department of the review and consideration of
Natural Resources and Water (2008). diverse and complex technical,
Author: Pat Nixon economic and scientific
Pat Nixon is a water engineer with SKM based in
Brisbane. He has over twenty years’ experience in information.
planning, design, documentation, and contract
management and construction supervision of water,
wastewater and recycled water infrastructure projects.

Article reproduced courtesy of Sinclair Knight Merz

114 ● The Australian Local Government Yearbook 2010


Also helpful is devising a strategy that is built
upon existing recycled water policy and
infrastructure to maximise its efficiency and
avoid redundancy.
Study
Addressing the region’s needs
Ecological sustainability is increasingly crucial
to good engineering practice and, as such, this
project aimed to improve the quality of life in the
region through social and economic contributions
and to protect the natural environment through the
assessment and mitigation of environmental impacts.
Sustainable water resources
The strategy involved the sustainable use of water
resources by providing fit-for-purpose solutions across
the residential, industrial and commercial sectors.
Through its development, the strategy helped
change the relationship the community has with water,
in particular highlighting the value of recycled water
and minimising the release of excess recycled water to
the environment.
Using water sustainably for the future
Sustainability was integrated into all aspects of the
strategy development, including options assessment
and, in particular, the multi-criteria assessment of
alternative strategies. Driven by a comprehensive
methodology, the strategy considered an enduring
and long-term management strategy for recycled
water. It was designed to not only maximise its
environmental and ecological sustainability, but also
social and economic sustainability, using key criteria,
such as:
• surface water and ground water quality
• whole-of-life, whole-of-system costs
• greenhouse gas emissions
• risk
• security of water supply
• potable water substitution, and
• social equity.
Community ownership and pride
The strategy helped frame the use of recycled
water in the region by employing extensive
WATER
consultation, including an advisory committee with
representatives from community groups, environmental
groups, government, residents and industry.
It benefited the community by generating a
sense of empowerment and ownership of public
assets, fostering partnership with the government
and strengthening relationships and understanding
between different sectors of the community.
It also helped develop community pride in being a
part of one of Australia’s largest integrated urban water
communities, and at the vanguard of international
sustainable water management and lifestyle.
An innovative solution
The strategy not only outlines an integrated
industrial, residential and commercial solution for an
entire city, but is part of a comprehensive, consistent
and integrated set of internationally recognised water
management frameworks. The methodology presents
a structured, advanced approach for engaging
community and stakeholders in large-scale strategy
and policy development and includes innovative
and holistic methods to assess alternative options. For
example, time weighting solutions were used to reflect
the importance of delivering initiatives in the short-term
as opposed to a long-term plan.
Outcome
Through its development, the strategy has helped
change the relationship the community has with water,
highlighting the value of recycled water.
It also has significant environmental benefits. It
targets both the reduction of potable water use to
increase the long-term security of fresh water supplies
in the region and the release of excess recycled water
to the environment, which minimises nutrient loads on
local waterways and estuaries.
The project won the 2009 Engineering Excellence
Award for Environment from the Queensland Division of
Engineers Australia.
The Australian Local Government Yearbook 2010 ● 115
WATER
Water – the change challenge
Addressing population, industry and climate
change
Sustainable Onkaparinga
The City of Onkaparinga in Adelaide’s south is South
Australia’s largest Council by population. In 2007 there
were around 157,000 residents and this is expected to
increase by 40,000 in the next 20 years.
The recent effects of drought and the looming
impacts of climate change necessitated an innovative
approach to sustainable water management within the
region – herein lies the challenge.
The foundations of a solution
Several wastewater management schemes exist within
the City to support the region. However, these schemes
evolved somewhat independently and without a clear
single vision or target to maximise re-use.
It was recognised that the scale of resources and
the networks of systems meant that a region-wide
sustainable water management project was entirely
feasible with collaboration from State Government
agencies and the private sector.
Bringing together these existing schemes to achieve
a sustainable water management solution required a
vision that was bold and realistic enough to engage
the existing project owners and commit resources.
Water Proofing the South
A City’s vision to harness all sources of water
Water Proofing the South was devised to deliver a
localised integrated water resource management
strategy entirely within the City of Onkaparinga to
provide ‘fit-for-purpose’ alternative water sources to
traditional sources such so that overall water use in the
region is sustainable.
The Action:
Water Proofing the South Stage 1 – reclaimed
water
The first stage has resulted in 3.8GL of reuse, which
would cover the playing surface of Adelaide’s AAMI
Stadium to the top of the goal posts approximately 30
times. This has predominantly been achieved through
the enhancement of the reuse potential of reclaimed
water.
With existing schemes in place, far more extensive
infrastructure has been required to deliver the desired
increase in the use of recycled water. Therefore, the
following works have been necessary:
• upgrades to the Christies Beach and the Aldinga
116 ● The Australian Local Government Yearbook 2010
Waste Water Treatment Plants to improve water
quality to the standard required for urban use.
• up to 70km of network enhancements and
expansions
• an increase in the amount of winter storage
• the reuse of surplus stormwater in the Christie
Creek catchment, including environmental and
recreational benefits.
The City of Onkaparinga, SA Water and the privately
owned Willunga Basin Water Company are each
investing directly in the project. In recognition of its
regional benefits and unique collaborative nature, the
project has also received $34.5M in funding support
from the Commonwealth Government. This is coupled
with contributions from Flinders University and the
Adelaide and Mount Lofty Ranges Natural Resources
Management Board. The latter are contributing to the
$185M scheme, which is rapidly progressing towards its
scheduled end of December 2010 completion date.
Water Proofing the South Stage 2 – stormwater
reuse in the City of Onkaparinga
Investigations have identified that the City has
approximately 24GL of stormwater entering St Vincent’s
Gulf from its nine catchments. With consideration for the
preservation of environmental flows, approximately 12-
13GL is available for harvesting and reuse across 12
potential Managed Aquifer Recovery (MAR) schemes
within the City. Maximising the reuse from these sites is
made possible through their interconnection and
existing infrastructure.
The focus for Water Proofing the South Stage 2 is the
capture, storage, treatment and reuse of stormwater.
The objective is to offset as much as possible of the
city’s mainswater demand with fit-for-purpose water.
The total cost of Water Proofing the South Stage 2 is
estimated at $30M. Council will receive approximately
$15M funding from the Commonwealth and $7.5M from
the State Government to support the delivery of the
project.
The Water Proofing the South 2 concept includes the
creation of four new wetlands and MAR schemes and
an extensive network of pipe transfer infrastructure. The
project will harvest approximately 2.8GL with 2.2GL
being made available for reuse, preserving 20% in the
aquifer for environmental purposes.
For more information please contact Benjamin Hall at the
City of Onkaparinga on 08 8384 0595 or
benhal@onkaparinga.sa.gov.au or visit
www.onkaparingacity.com/wps
THE CHANGE
CHALLENGE
Water Proofing the South. A localised,
integrated water management strategy
for Adelaide’s southern suburbs.
With population growth, industrial demand and the
predictions for climate change, the provision of ‘fit-for-
purpose’ alternative water sources such as reclaimed
water and stormwater is critical. Water Proofing the
South will ensure water use in the City of Onkaparinga is
economically, environmentally and socially sustainable.

The $185 million Stage 1 of Water Proofing the South will

deliver 3.8 gigalitres of treated effluent and stormwater for
reuse in new housing developments, the irrigation of public
open space and the local viticulture industry.*

The $30 million Stage 2 of Water Proofing the South will

harvest 2.8 gigalitres of stormwater, making 2.2 gigalitres
available for reuse through distribution systems. These
systems connect wetlands and managed aquifer recharge
schemes with local reserves, open space, schools and
sports fields.**
* Stage 1 is made possible by the collective effort of the City of Onkaparinga,
SA Water and the privately owned Willunga Basin Water Company with
significant funding support from the federal and state governments.

** Stage 2 is to be delivered by the City of Onkaparinga, but is made possible

with funding support from the federal and state governments.
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118 ● The Australian Local Government Yearbook 2010

 WATER

Irrigation management case study

Whittlesea sports fields

makeover
Peter Ali, Manager Infrastructure, and Stephen Comben,
Strategic Projects & Operations Officer, Parks & Gardens,
City of Whittlesea, Victoria.

The City of Whittlesea is located on the metropolitan fringe, about 20 kilometres to the
north of Melbourne. Its population is growing rapidly, and there are estimates that its
present population of 148,000 people will balloon out to 300,000. A reliable water supply
is vital to both the economic and environmental health of this community. With demand
for Mebourne’s domestic water supply expected to outstrip current supplies within the
next two decades, options are being explored and plans put in place to ensure reliable
supplies, including efficiency programs for residential, commercial, and industrial
customers and the reuse of treated effluent and other waste water.

Irrigation in the municipality
In 2003, the City of Whittlesea appointed an
independent irrigation consultant to review its irrigation
systems. The review assessed the likely annual water
consumption for the existing automatic systems for
passive and active reserves and streetscapes and
identified those systems having the greatest potential
for water savings.
The review found that 81 per cent of the water
applied to the City’s open space areas was on
sports fields. It was in this context that the option of
implementing a computer-based system to provide
centrally controlled and remote operation of irrigation
controllers to sports fields (and larger passive sites) was
investigated.
Released in May 2003, the report concluded that
implementing a centralised irrigation management
system (CIMS) had the potential for greater water
conservation compared to current practices. These
savings demonstrated that water savings of up to 25
per cent could be expected when compared to a ‘set
and forget’ approach, saving The City of Whittlesea
$69,835 a year, based on the current cost of water.
A cost benefit analysis that compared installation
and modification costs with potential water savings
showed that, on water cost savings alone, the system
would pay for itself within three years.
Based on this information, the City of Whittlesea
entered into a strategic partnership with Toro Australia
to develop an integrated irrigation control solution
based on the requirements detailed within the report.
The system, which was installed in January 2005,
has already resulted in dramatic environmental
improvements. It automatically provides information
back to the central computer about its operation.
Meters on irrigation lines monitor the amount of
water flowing through the lines. If the flow exceeds
the preset amount, the computer shuts off the whole
line and signals an alarm. Broken sprinklers and other
malfunctions can be quickly identified to prevent water
wastage.
Although the amount of landscaped area in the
municipality has doubled in the past six years, using
the automated control system has enabled the city to
stay within drought-imposed water use levels. Under
the provisions of the Drought Response Plan (DRP),
Melbourne’s retail water companies allowed councils
and schools to water sports fields, subject to submitting
a Water Conservation Plan (WCP) (2003).
Total Strategy
Whittlesea’s WCP identified actions aimed at
reducing water use by sports fields and ovals by at
least ten per cent over twelve months, including the use
of drought-tolerant grass species such as couch grass
(Cynodon dactylon) in all new and reconstructed
sporting grounds. Field trials by Melbourne’s leading
sports turf research institutions have demonstrated a
75 per cent water reduction on fields using this grass
species compared with the conventional rye grass
varieties. These savings in water were exceeded despite
the city’s tremendous growth.

The Australian Local Government Yearbook 2010 ● 119

WATER
A number of initiatives were implemented at the
same time as the Irrinet computerised irrigation control
system was installed to exceed this water reduction
target. Whittlesea’s Sports Field Management Strategy
(2002) introduced a complete change in previous
cultural maintenance practices, including:
• Using wetting agents and fertiliser/aerating
programs
• Existing irrigation system designs/upgrades
• Using wetting agents when rainfall was predicted
• Using slow-release fertilisers
• Using moisture-retaining synthetic materials in soil
composition
• Changing watering frequencies and timing
• Changing mowing height to optimise moisture
retention
• Verti-drainage and de-thatching programs to
maximise water penetration within the soil profile.
One of the added benefits that set the Toro solution
apart from its competitors was its high end reporting
functionality. The system stores operational information
within a fully relational SQL database, and provides
fully customisable reports on any operational function,
including site-specific water use, irrigation application
times and sequencing. This reporting has been used
to demonstrate to the water supply organisation
compliance with Whittlesea’s WCP.
Irrigation system testing is done using handheld
remote units of GPRS-enabled laptop computers,
forgoing the need to access site controllers. Changes
can be made to irrigation program settings with these
units. Site controllers need only to be accessed for
controller maintenance. All other functions are controlled
remotely through either the central control computer or
handheld devices.
Community Sustainability
Whittlesea’s not-for-profit sporting clubs reflect
the needs and aspirations of the local community.
Innovative planning and development have enhanced
opportunities for community inclusiveness and wellbeing
through assisting access to recreation pursuits offered by
these clubs.
Implementing the central control system project has
increased the viability of these not-for-profit organisations
by reducing the costs associated with maintaining their
sporting fields, e.g. the 30 per cent reduction in water
required to maintain sporting grounds in the 2004-05
season reduced maintenance costs by an average of
$2,400 per ground per season.
Trials are underway to expand the irrigation control
system to control sporting ground lighting during training
sessions and for after hours events. As the Irrinet system
is fully automated, clubs no longer need to be involved
in the scheduling or adjusting of irrigation applications.
This is now done through the central computer (either
directly through the GPRS-enabled laptop computers or
through the use of handheld radios).
By removing club personnel from the loop, Whittlesea
park maintenance staff can maintain total control over
irrigation systems, ensuring strict compliance with water
use targets.
120 ● The Australian Local Government Yearbook 2010
Planning for the Future
Whittlesea’s new Aurora subdivision will set a new
benchmark in the field of urban design. It will be
Australia’s first totally green residential development,
incorporating features such as:
• Five-star rated appliances and solar hot water
heating, resulting in a 33 per cent reduction in
greenhouse gases when compared to traditional
methods,
• Harvesting rainwater for garden irrigation and using
AAA+ rated fixtures resulting in a 61 per cent
reduction in water consumption,
• The use of grey water (treated wastewater) for
reuse in both public open space and private
gardens, resulting in zero discharge of wastewater.
Whittlesea’s central control system will be used to
manage statutory compliance issues associated
with the reuse of wastewater both within private
gardens and public open space. Environmental
Protection Agency (EPA) guidelines require: four-
hour time window between the finish of irrigation
cycles and open space use, strict controls on
managing spray drift as a result of prevailing winds,
reporting and documentation of watering times, and
the amount of water applied at any given area.
Daily water output and watering time reports will be
automatically emailed to both council staff and, where
required, statutory bodies such as the EPA to ensure
compliance with the site’s Environmental Management
Plan. Watering finishing times can be strictly controlled.
The integrated weather station will automatically shut
down irrigation systems in the event of predetermined
wind speed and direction events.
The spectacular rate of new development, typified
by the Aurora development, will see the creation of
a multitude of new landscaped areas throughout
the municipality. Capital improvement in the way of
developed open space areas, sporting ovals and
associated irrigation infrastructure will be funded by
each developer.
Whittlesea will assume eventual maintenance
responsibility for these areas after a two-year developer
maintenance period. Whittlesea’s Landscape Guidelines
for New Developments (2004) required developers to
provide Irrinet-compatible irrigation infrastructure in all
new subdivisions, thus ensuring that the environmental
benefits being achieved on council’s existing irrigated
sporting ovals and open space continues to be
achieved in all new areas. Developers have been
very happy to comply with this direction, given the
demonstrated environmental and cost benefits that the
system provides.
Whittlesea’s irrigation systems distribution based on
landscape area type
Water Distribution
Roundabouts 0.7%
Streetscapes 0.9%
Parks 1.3%
Community Facilities 15.3%
Sports fields 81.8%
 WATER

Table: Comparison of likely water costs for managed and un-managed irrigation systems (Sports fields + Municipal Offices and
Convention Centre)

Managed to match climatic conditions Un-Managed ‘set and forget’ approach

$206,942/year $276,777/year

Cost difference of $69,835 associated with water conservation - (25% saving)

Source: Irrigation Australia, Volume 24 Issue 3 (Spring 2009)

After researching the various types of controllers
available, city staff selected the Toro Irrinet system,
which used radio signals to transmit information
about how much water to apply and whether the
system is working properly. Radio signals are received
by field units installed at 35 sites throughout the city.
The field units then activate sprinklers that deliver an
appropriate amount of water to each planting area,
depending on whether it is turf, trees, annuals, shrubs,
or other greenery.
Using data from a weather station and site rain
buckets, the amount of water applied can also be
automatically adjusted. When it is hot, for example,
the evapotranspiration (ET) rate of plants rises, and
the computer is programmed to vary the amount of
water with changes in the ET rate. ET rates are radioed
to the computer each evening, and a ‘set call’ is then
relayed to each of the field units with instructions
for the following day. Flow meters installed at each
site immediately report on any irrigation hardware
faults, reducing water loss due to damaged or faulty
irrigation control valves or sprinklers.

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The Australian Local Government Yearbook 2010 ● 121

WATER

122 ● The Australian Local Government Yearbook 2010

 WATER

The Australian Local Government Yearbook 2010 ● 123

TENDERING & CONTRACTING

Law Surrounding The Tender

Process
Applications for Local Government
By Brian Ambler, Partner and Tetyana Wotton, Solicitor TressCox Lawyers*

Private enterprise and government agencies will often procure goods and services
through the tender process. It is therefore important for “professionals involved in the
strategic and operational management of facilities for public and private sector
organisations throughout Australia, as well as those professionals who support the industry
through the provision of products and services”1 to understand the law regulating the
tender process.

G
oods and services are exchanged through
the medium of a contract. According to the
fundamental principles of contract law, a contract
is formed at the point where an ascertainable offer
made by a capable party is accepted by another
capable party. Additionally, there must be a common
intention to be legally bound by the agreement, and
both parties must provide consideration. In the case
of contracts within the Facility Management sector,
a valid contract would exist where two parties have
agreed to enter into a contract for the supply of Facility
Management services. Consideration would then be
provided by payment of a sum of money by one party
in exchange for the provision of management services
by the other party. Importantly, once a legally binding
contract is in place, a number of remedies are available
for breach of contract.
Before entering into a contract, a government
agency and potentially the private sector that requires
the provision of goods or services will often issue a
request for tender. A request for tender is “a published
notice inviting suppliers who satisfy the conditions for

124 ● The Australian Local Government Yearbook 2010


participation to submit a tender in accordance with
requirements of the request for tender and other request
documentation”2 . Suppliers interested in providing those
goods or services will then submit a tender, otherwise
known as a “price, bid, offer, quotation, consultant
proposal or expression of interest”3. The purpose of
the tendering process is for the requestor to locate a
preferred supplier in order to enter into a contractual
relationship for the provision of the goods or services.
It is apparent, therefore, that the tendering process
precedes the contractual relationship. A request for
tender, for the purposes of contract formation, is not an
offer. Instead, it is an ‘invitation to treat’, or, in other words,
a “request to negotiate or make an offer with a contract
in mind” 4. As such, in Pratt Contractors Ltd v Palmerston
North City Council 5, it was found that “the starting point
is that a simple uncomplicated request for bids will
generally be no more than an invitation to treat, not
giving rise to contractual obligations”.
This reality poses a number of problems for suppliers,
who, unless their tender is accepted, have no apparent
contractual rights. In an economy where the cost
of preparing a tender is constantly increasing, this is
particularly unnerving. The Courts have accordingly
realised that “this approach to the tendering process
simply does not accord with the parties’ legitimate
expectations” 6, and as such, have formed the institution
of the “process contract”.
The Process Contract
The process contract is separate from the tender
contract. The tender contract is formed when a
requestor decides upon a particular offer from one
supplier. The process contract essentially exists solely to
protect the “integrity of the bidding system” 7. The process
contract applies to both public and private tendering,
and creates “binding obligations on the party calling
for tenders to evaluate each tender in a certain way”8.
However, process contracts are not automatic, with
their existence dependent “upon a consideration of the
circumstances and the obligations expressly or impliedly
accepted”9 .
In Hughes Aircraft Systems International Inc v
Airservices Australia 10, two corporations tendered for
a government contract. In negotiations prior to the
submission of tenders, the parties agreed to a set of
guidelines for the assessment of tenders, in particular
that there would be “fairness between the tenderers”.
The Court found that Hughes Aircraft relied on these
representations in deciding to participate in the tender
process, and therefore selection of a tender “was
required to follow the procedures and be in accordance
with the criteria specified” 11. A breach of the process
contract was found when Airservices Australia failed
to abide by the agreed guidelines for assessment and
awarded the contract to another tenderer. Hughes
Aircraft was subsequently awarded damages.
Therefore, where a request for tender sets out specific
guidelines for the assessment or treatment of tenders,
it could be said that a process contract is formed. If
the requestor departs from these specified “terms”,
they could be found to be in breach of the process
TENDERING & CONTRACTING
contract. In this case, any “wronged” supplier would be
entitled to seek damages for any losses sustained in
preparing the tender and, in some circumstances, for
loss of profit.12
It is increasingly common for requestors to attempt
to exclude a process contract from the tender process.
The legality of such an exclusion clause in the request
for tender is uncertain. In Cubic Transportation Systems
Inc v New South Wales13 an attempt to exclude a
process contract was read down by the judge who
held that there was in fact a process contract in place.
However, in State Transit Authority (NSW) v Australian
Jockey Club14 the judge found an exclusion contract to
be valid, stating that it was “abundantly clear that the
plaintiff… was entitled to deal with individual tenderers
differently and was under no obligation to follow any
particular process”. Despite inconsistencies in the law,
it is likely that such a provision would be invalid where
parties have agreed to a definable assessment process
and that process has been departed from.
It is apparent therefore that the process contract is
a common law concept existing to protect the “integrity
of the bidding system” . However, statute appears to
also provide for the creation of legal obligations in
the tender process. In particular, Section 52 of the
Trade Practices Act 1974 provides that “a corporation
shall not, in trade or commerce, engage in conduct
that is misleading or deceptive or is likely to mislead
or deceive”. Therefore, if a request for tender outlines
criteria for assessment that are markedly different to
those actually intended to be used, the requestor may
be found to have breached this section of the Act.
Tendering for Government
In addition to the process contract, government
procurement is further regulated through the
existence of a number of procurement guidelines.
This is because “it is a matter of public concern
that the government’s buying and selling should be
properly conducted and that legal measures which
encourage the responsible conduct of government
business are to be encouraged”16. Whilst procurement
guidelines are not legally binding, it is important to
consider and understand the relevant guidelines when
submitting tenders for government as they are “the
policy framework under which agencies govern and
undertake their own procurement” 17.
At a national level, government agencies
must abide by the Commonwealth Procurement
Guidelines. A copy of the guide is available at http://
www.finance.gov.au/publications/fmg-series/
procurement-guidelines/index.html. This guide applies
to procurement carried out by officials in agencies and
in bodies subject to the Commonwealth Authorities
and Companies Act 1997 and states that “value for
money is the core principle underpinning Australian
Government procurement”18 . According to the guide,
value for money can be enhanced by: “encouraging
competition by ensuring non-discrimination…
promoting the use of resources in an efficient, effective
and ethical manner; and making decisions in an
accountable and transparent manner”19.
The Australian Local Government Yearbook 2010 ● 125
TENDERING & CONTRACTING

The States also provide procurement guidelines by

which government agencies must abide. Whilst they all
follow similar principles, there are different provisions in
place which may affect the procurement process. A list
of the core applicable guides is provided:

State/Territory Document name Available at

NSW Code of Practice for Procurement http://www.nswprocurement.com.au/
VIC Procurement Policies (Master Manual) http://www.vgpb.vic.gov.au/
QLD Queensland Government Procurement Plan 2009–2012 http://www.qgm.qld.gov.au/
SA State Procurement Act 2004 http://www.spb.sa.gov.au/
WA Guide to Tendering with Western Australian
Public Authorities http://www.dtf.wa.gov.au/
NT Procurement Directions http://www.nt.gov.au/
ACT Government Procurement ACT 2001;
and Procurement Policy Unit http://www.procurement.act.gov.au/
TAS Purchasing Principles; and
Purchasing Policies http://www.purchasing.tas.gov.au/

Conclusions 6
Macquarie Generation v CNA Resources Ltd [2001]
The tender process is essentially made up of two NSWSC 1040 at [52]-[53] as summarised in Nicolas
different contracts that exist side by side: the tender Seddon, Government Contracts: Federal, State And
contract and the process contract. In the case of Local, (4th Ed, 2009) 325
government tenders, procurement guidelines may 7
R v. Ron Engineering & Construction (Eastern) Ltd
also influence the tender process. The scope of these [1981] 1 S.C.R. 111 at 273
contracts and guidelines should always be understood 8
NSW Department of Commerce, Tendering Manual,
by a supplier before they submit a tender to either a (December 2006) Chapter 2, 6
corporation or government agency. 9
Pratt Contractors Ltd v Palmerston North City Council
[1995] 1 NZLR 469 per Gallen J at 478-479
For any further information on the tender process, please 10
contact Brian Ambler, Partner, on (02) 9228 9215 or Tetyana (1997) 76 FCR 151
11
Wotton, Solicitor, on (02) 9228 9306 at TressCox Lawyers. Hughes Aircraft Systems International Inc v Airservices
*(With acknowledgement to Melissa Smith, Summer Clerk, Australia (1997) 76 FCR 151
12
who greatly contributed to this article) Nicolas Seddon, Government Contracts: Federal, State
And Local, (4th Ed, 2009) 353
13
[2002] NSW SC 656
14
[2003] NSW SC 726 at [25]
1 15
Facility Management Association of Australia Website - R v. Ron Engineering & Construction (Eastern) Ltd
http://www.fma.com.au/cms/index.php?option=com_ [1981] 1 S.C.R. 111 at 273
16
content&task=view&id=16&Itemid=32 Nicolas Seddon, Government Contracts: Federal, State
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Commonwealth of Australia, Commonwealth And Local, (4th Ed, 2009) 314
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Procurement Guidelines (December 2008) 46 Commonwealth of Australia, Commonwealth
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NSW Government, Code of Practice for Procurement Procurement Guidelines (December 2008) v
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(January 2005) 11 Commonwealth of Australia, Commonwealth
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P. J. Butt, Butterworths Concise Australian Legal Procurement Guidelines (December 2008) 10
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Dictionary, (3rd Ed, 2004) 235 Commonwealth of Australia, Commonwealth
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[1995] 1 NZLR 469 per Gallen J at 478-479 Procurement Guidelines (December 2008) 10

126 ● The Australian Local Government Yearbook 2010


Century Batteries —
Power Solutions for Australia’s
vehicle fleet!
A
ustralia’s climate and extreme working conditions
create havoc for batteries, attacking critical
internal components which can lead to early
battery failure. Unfortunately, some imported batteries,
made for softer climates focus on higher starting power
at the expense of more critical design features.
Australian Made for Australian Conditions
Century batteries, Australia’s oldest and most
recognised battery manufacturer has been designing,
manufacturing and supplying batteries in Australia
since 1928. In this time they have developed the
engineering expertise and state of the art
manufacturing processes to produce a range of
superior quality batteries better suited to Australia’s
hotter climate and harsh working conditions.
Century batteries are designed and built in Australia.
They feature substantial design improvements and
specialist hardwearing components to deliver what
fleet managers and plant operators really want – longer
life and ultra reliability with less down time.
Century’s product portfolio includes one of the
widest selections of batteries available in the market
place and features some of the most technically
advanced products available in the battery industry.
From their state of the art manufacturing facility
located in Queensland, Century produces and supplies
FLEET MANAGEMENT
a diverse range of batteries suitable for use in an
extensive range of applications including:
Automotive, 4WD, Deep Cycle, Truck & Light
Commercial, Heavy Equipment, Motorcycle, Marine
and UPS systems.
Battery Testing and Management Solutions
Century’s extensive range of battery testing and engine
diagnostic equipment is perfect for use out in the field
or workshop. Quick and easy to use, they provide fast
accurate results to help identify suspect batteries before
they fail and when used as part of a total battery
management program, they can help keep vehicles on
the road for longer and avoid the true cost of battery
failure.
Largest Battery Distribution Network
Wherever you are located in Australia, Century has the
distribution coverage and capability to promptly service
your battery needs. A network of regional agents and
distribution centres ensure you have access to locally
held products, services and battery specialists, on hand
to service your complete battery requirements.
To find out more about Century’s range of products
and services contact a Century Batteries representative
on 1300 362 287 visit www.centurybatteries.com.au or
email info@cyb.com.au.
The Australian Local Government Yearbook 2010 ● 127
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The Australian Local Government Yearbook 2010 ● 129
City of Wodonga
Sort and Save: A Community Recycling Project
Inside recovery shop - sales of second hand recovered good
Opening the detox centre at the waste transfer station (left to right): Jan Van der
Graff (Sustainability Victoria), Mark Verbaken - Manager Environment and Com-
munity Protection, and Rodney Wangman - Mayor in 2008.
Award ceremony (from left to right): Mark Verbaken - Manager, ´Environment
and Community Protection, Ian Kiernan - Chairman Clean-up Australia Day
Committee , Greg Harrison - Diversion Officer
Sort and Save is a community based recycling
project that has changed the way Wodonga
Council delivers its waste management service.
Sort and Save demonstrates how innovative
management practices not only improve service
delivery but also empower the whole community
to adopt more efficient waste management habits.
Originally, the project was tabled as an answer to the city’s
costly hard waste problems.
However, through problem solving and community
discussion, it was modified to offer creative, sustainable
solutions to equally pressing social and economic issues
within Wodonga
It is a project anchored in ongoing community partnerships,
empowering those involved, particularly marginalised
people, and is already showing many positive social,
economic and environmental benefits.
Sort and Save, while managed by Wodonga Council,
involves partnerships with four local community
organisations. The strength of Sort and Save lies in the
commitment of these partners to finding innovative ways of
doing things better, smarter and more productively, while
reducing everyday environmental impacts.
Corrections Victoria, Recovery GAME, Kalianna Enterprises
and Beechworth Correctional Centre work alongside
Wodonga Council to reduce, reuse and recycle goods
received at the Wodonga Council Waste Transfer Station.
The project provides a workplace for the long-term
unemployed, skills development for marginalised members
of the community and a practical exercise in educating the
general public in sustainable, environmentally sound waste
management.
Since this national award the project also won two other
major awards:
• Waste Management Association of Australia –
National Transfer Station Excellence Award – Best
Small Transfer Station 2009.
• United Nations Association of Australia – World
Environment Day Awards – Local Government
Award – Best Specific Environmental Initiative 2009
For further information contact:
David Pinder – Waste Management Coordinator
City of Wodonga
Tel: (02) 6022 9365
Email: dpinder@wodonga.vic.gov.au
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Mentoring, the right
path to employment
assport to Work (PTW) is

P specifically designed for long-

term unemployed individuals
and highly disadvantaged members of
the community. The program seeks to
provide a unique opportunity to bring
the participant (protégé residing within
Hume City) and a mentor (a local
corporate professional) together to
accelerate sustainable employment to
further training outcomes for the
protégé involved, identifying,
addressing and overcoming together
their core barriers to employment.
PTW protégés participate in a life-
changing job readiness mentoring
program. Protégés undertake training,
which includes resume writing, job
search techniques, and mock
interviews with HR Professionals from
the corporate sector and is followed
up with 13 weeks of guidance and
advice from a mentor – a key attribute
of the program.
The typical barriers to employment
include: mature aged workers recently
retrenched, no recent work history (a
resume with employment gaps and an
unstable work history), personal issues
(drugs, alcohol, depression etc),
discrimination (occurring to migrants
and refugees looking for work) and
disability, with PTW being introduced
to break the old habits and materialise
new positive and productive attitudes
attempting to break the cycle of
unemployment.
The program was developed
through the Broadmeadows
Community Neighbourhood Renewal
project in 2005.
Juno Consulting, a Melbourne
based consultancy, source participants
through community partners i.e. Job
Service Australia providers with these
partnerships making it easy to recruit
the unemployed jobseekers that
benefit the most from the mentoring
process.
Origin’s Project Manager Kathy McNeill mentored Mona Daouk in a Hume Councils Passport to Work
program. This helps unemployed people gain job skills and find work. Mona was employed with Origin as a
result and is still employed with Origin. PHOTO: Tony Gough. © Newspix
The PTW model has evolved from
a traditional mentoring model to a
collaborative partnership between local
Government, community partners and
local corporate organisations.
Hume City Council (HCC)
continues to engage with local
corporate partnerships for the
program. Previous programs have
seen partnerships forged with Note
Printing Australia, Western Water,
Hume Whittlesea Local and Learning
Network (HWLLEN), Kangan Batman
TAFE, Victoria Police, ANZ, MAB
Corporation and HCC.
PTW connects residents with each
other and their neighbourhoods,
encouraging active participation in the
community on average 65 -75% of the
protégés find employment within the
duration of the mentoring program,
which has an immense impact in the
lives of both the individual and their
families.
PTW encourages social
participation through servicing the
needs of our diverse community; it
engages with all Hume residents and
supports their employment and/or
education journey, providing support
and pathways for the community. The
program is a social connection for
some of the protégés at times
engaging them to learn and seek
employment.
A protégé is empowered as an
outcome of the journey taken and
inturn their achievement with either
employment or educational
achievement helps their family and
individuals retain the cultural heritage
which empowers the wider community,
both for residents, the corporate
organisations and local Government-
promoting Hume City as a multicultural
society, which bonds and strengthens
the wider community.
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Category Winner – Strengthening Indigenous Communities
City of Geraldton-Greenough
Mentoring, the right path to employment

Youth’n’Motion Midnight Basketball

Midnight Basketball was officially launched on 4th
January 2008 in a response to the antisocial and
criminal behaviour often witnessed in and around the
West End area of the City's Central Business District
(CBD). The impact of the program was noticeable with
Police reporting a 30% reduction in antisocial and
criminal behaviour in the CBD.

Since Midnight Basketball first opened its doors in

2008 over 1000 young people have been through the
program (as at 2010) and the program is still in
operation. Although Midnight Basketball is not
exclusively targeting Indigenous youth they make up
approximately 85% of the total number of participants.
addressed in the workshops range from sexual health
The aim of Midnight Basketball is to engage young
to financial literacy and problem solving. The Midnight
people by providing a program that is safe, fun and
Basketball program is constructed around the
educational. Keeping youth out of trouble and away
philosophy, No workshop No jumpshot.
from harmful situations is on the top of the priority list.
However it is equally important to equip the young Contact: Filip Hansen, Youth Development Officer
people with tools and strategies that will help them Phone: 08 9921 0502
reach their full potential in life. This is achieved through Fax: 08 9956 6674
life skills workshops conducted on the night. Topics Email: council@cgg.wa.gov.au
144 ● The Australian Local Government Yearbook 2010