Australian Local Government Environment Yearbook

THE AUSTRALIANLOCAL GOVERNMENT

environmentY E A R B O O K ® 2 0 1 1

ISBN 9781 921345 15 9

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First edition 1997Second edition 1998Third edition 1999Fourth edition 2000Fifth edition 2001Sixth edition 2002Seventh edition 2003Eighth edition 2004Ninth edition 2005Tenth edition 2006Eleventh edition 2007Twelfth edition 2008Thirteenth edition 2009Fourteenth edition 2010

ISBN 9781 921345 15 9

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3 minister’s introduction

5 green collar

14 best practice

32 recycling

34 climate change

36 community

42 remote + rural

44 infrastructure

46 green buildings

48 community housing

56 sustainable street lighting

60 technology + innovation

64 information technology

68 solar cities

70 energy production, consumption + efficiency

84 waste management

100 landfill

102 equipment + machinery

122 water

145 urban planning

147 vegetation

151 air pollution

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2 • THE AUSTRALIAN LOCAL GOVERNMENT ENVIRONMENT YEARBOOK 2011

contents

Across the country, localgovernments are faced withshort and long-termenvironmental challenges

such as natural resourcemanagement, waste and recycling,water use, coastal erosion,greenhouse gas emissions and urbancongestion.

Over the past 12 months, thesechallenges have been played outagainst the pressing backdrops ofclimate change and a global economicdownturn through the global financialcrisis.

Through the $1 billion Regionaland Local Community InfrastructureProgram, the $40 million National BikePaths Projects and the $176 millionBetter Regions Program, theAustralian Government has partneredwith councils, shires and communitygroups to deliver more than 5,000community infrastructure projects toenhance the long-term liveability –social and environmental –of communities large and small, andto support local jobs during theeconomic downturn.

2009 also saw the Australian spiritcome to the fore as communities andemergency services battled Australia’sworst ever bushfire in Victoria, whilsttowns in northern New South Walesand Queensland were flood-stricken.

These natural disasters are starkreminders of the fragility of ourenvironment and the critical need forcollaborative action at all levels ofgovernment; federal, state and local.

The need for collaborative action isset to dramatically increase with theneeds of a growing nation.

This presents obvious challengesfor governments to servicecommunities while protecting theenvironment and our quality of life.

However, with forethought andstrategic planning these challenges

can be turned into opportunities.The Rudd Labor Government

came to office with a vision for thefuture and we have been putting inplace the building blocks to achievethis vision.

We have established RegionalDevelopment Australia – the first trulytripartite partnership between theAustralian, state and territory, andlocal governments to support thegrowth and development of Australia’sregions – including the protection ofour environmental wealth.

In the tradition of federal Laborgovernments, we have also renewedengagement with our nation’s citiesand have established the Major CitiesUnit to advise government on issuesof urban policy, planning andinfrastructure.

The Australian Government willwork with all levels of government –through the COAG Cities Taskforce,the Major Cities Unit, and theAustralian Council of LocalGovernment, to secure the future ofour cities.

How we plan and shape our cities,right down to the neighbourhood level,is critical for our quality of life and oureconomic and environmentalsustainability.

I have been impressed by theinnovation and thoughtfulness onenvironmental issues shown byentrants in the 2010 National Awardsfor Local Government, yet againevidence of what local government isachieving in this vital field. I lookforward to building on the newpartnership we have forged with localgovernment to achieve the very bestfor our communities.

Anthony AlbaneseMinister for Infrastructure,Transport, Regional Developmentand Local Government

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THE AUSTRALIAN LOCAL GOVERNMENT ENVIRONMENT YEARBOOK 2011 • 3

Minister’s introductionAs Minister for Infrastructure, Transport, Regional Development and Local Government,I am acutely aware of the vital role local councils and shires play in maintaining theenvironmental health and sustainability of our local communities.

Anthony AlbaneseMinister for Infrastructure, Transport, RegionalDevelopment and Local Government

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The Green Jobs Initiative, and the attached ‘Skills forGreen Jobs’ project by the International LabourOrganisation (ILO), is a new multi-country projectresearching the key challenges and priorities for

climate change mitigation and adaptation including skillsdevelopment.

Jointly sponsored by the United Nations EnvironmentProgramme (UNEP), the International EmployersOrganization (IOE) and the International Trade UnionConfederation (ITUC), the Green Jobs Initiative is intendedto support efforts by governments, employers and tradeunions to promote environmentally sustainable jobs anddevelopments in a climate challenged world (ILO Skills forGreen Jobs terms of reference 2009,1).

Amidst global recognition of the need to transitionquickly to a carbon-constrained future, Australia’s uniquecombination of natural endowments, historical developmentof industry and trade, and social trends, point to imminentand critical policy questions. The scope of those questionsextends beyond the basic issues of ecological sustainability,to economic and social sustainability.

Green Shoots?In the absence of a coherent and nationally co-ordinatedclimate change policy agenda in Australia, there has been a

proliferation of responses at the state levels. This hasproduced a fragmented system of different stategovernment and industry-led initiatives targeting emissions-reductions, improved energy efficiency, and promotion ofrenewable energy alternatives.

The lack of coordination at the federal level hasunderpinned years of often innovative but poorly integratedState and private sector initiatives, a system that hasresulted in overlapping programs, fragmented objectives,and unclear signals for students, consumers, businessesand industries considering the ‘green skills’ imperative.

The current environmental sustainability agenda isundergoing a period of transition, which might be thought ofas ‘green shoots’ rather than a fully fledged policytransformation.

In addition, state renewable energy target schemes havebeen replaced by an expanded national Renewable EnergyTarget Scheme that requires 20 per cent of electricity besourced from renewable energy sources by 2020.

Green JobsThe dynamic nature of the green jobs concept makesclassification/measurement extremely difficult. The UnitedNations Environment Programme’s current definition of‘green jobs’ is:

Skills for Green Jobs in AustraliaThis is a summary of the report ‘Skills for Green Jobs in Australia’ by the WorkplaceResearch Centre at the University of Sydney.

“…work in agriculture, industry, services andadministration that contributes to preserving or restoring thequality of the environment while also meeting requirementsof decent work – adequate wages, safe conditions, workersrights, social dialogue and social protection.” (UNEP, ILO,IOE, ITUC 2008).

Given the pace of technological change, is today’sstandard of efficiency for changes in business practices,occupations and production methods likely to be adequatefor tomorrow? How do we disaggregate the ‘green’ fromthe traditional components of manufacturing, plumbing orthe electrical trades? How do we capture the nature ofgreen jobs which focus increasingly on whole-of-processenvironmental protection, rather than an historical focus onthe end-of-process clean-up of waste and pollutants, or therecent focus on the renewable energy sector?

Green skill response to the economic crisisOn 30 July, 2009, the Prime Minister announced the ‘CleanSustainable Skills Package’ which provides opportunities for50,000 young or disadvantaged Australians to acquire theskills and training they will need for emerging green. TheClean Sustainable Skills Package includes the followingelements:• 30,000 apprentices will graduate over the next two

years with qualifications that include clean and greenskills;

• 10,000 unemployed 17 to 24 year olds will be able toaccess a 26-week environmental work experience andtraining program through the National Green Jobs Corpsinitiative;

• 4,000 training opportunities will be made available for

insulation installers upon completion of theiremployment in this field;

• 6,000 new local green jobs are allowing unemployedAustralians to contribute to environmental sustainabilityin priority local communities.

Climate change policy – skills development strategyThe policy context for skills and green workforcedevelopment has, until recently, lacked coherence and beencharacterised by fragmented state and national initiatives.As a result, both the demand for, and supply of, ‘greenskills’ in the Australian economy has been inadequatelyanalysed and coordinated. For example, governmentinitiatives that pay rebates on solar panel installations inorder to stimulate consumer demand have not beencoordinated with investment in the development of newtechnologies.

Uncertainty around feed-in tariffs particularly forcommercial scale solar systems, and a lack of educationprograms to assist the supply of skills are also limitingcapacity to meet solar installation demand. Some of theissues with growing this supply of green skills include thelack of availability of relevant training courses, the lack ofteaching resources to disseminate green skills knowledge,and lack of policy coordination which would support uptakeof green skills training and greater certainty around thedemand for green skills and technologies.

Significant initiatives are also underway in the state ofNew South Wales, where the ‘Green Skills NSW Strategy’(NSW Department of Education and Training, 2008) hasprioritised ‘green’ workforce development and businessopportunities, amongst numerous other sustainability


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programs. Key among these NSW environmental programsis the $340m Climate Change Fund, which includes $20mearmarked for energy efficiency training for trades andprofessionals to ensure the NSW workforce has the skillsrequired to implement environmental measures. The Fundalso encompasses broader initiatives such as the NSWEnergy Efficiency Strategy and Renewable EnergyDevelopment Fund.

Skills coordination at a national level is being greatlyassisted by the work of 11 Industry Skills Councils (ISC),which are mandated with identifying and responding to theskills needs of their respective industries.

ISCs have identified three guiding principles thatunderpin all VET activity in skills for sustainability1:1. Industry specific – Environmental sustainability must be

approached in a manner that is specific to the needs ofthe job and the industry within which the employeeworks.

2. Appropriately timed – Environmentalsustainability skill needs will emerge in anincremental way and at different rates fromindustry to industry. Those sectors affectedby compliance requirements will be primaryinstigators for new developments intechnology and work practices.

3. Value adding – Workforce skill requirementsto support environmental sustainabilityobjectives must be carefully assessed todetermine the need for new skills and theappropriateness of existing skills. Environmental sustainability is clearly an

evolving field of expertise, with serious capacityconsiderations in many areas requiring significantinvestment in research and teaching resources.The experience of international counterparts andother best practice models will be important tothe growth of Australian green industries.

New Green Collar OccupationsNew green collar occupations are at the frontierof technological, regulatory, and of course,environmental change. With technologies andregulatory regimes in their infancy, manyoccupations and their underlying skills andtraining are likewise in a developmental stage.

In Australia, the regulatory environment will beunderpinned by both a Renewable Energy Target, and theimpending Carbon Pollution Reduction Scheme.

Over 1,200 people are currently permanently employedin the operation and maintenance of clean energy facilities,in addition to supporting over 7,300 indirect jobs. Theiranalysis further indicates that, in relation to existing,committed and planned clean energy projects, over 2,400direct permanent jobs are likely to be created, with a further25,000 construction and indirect jobs being generated.

The pace of both private and public global investment inrenewable energy businesses, and the changing Australianregulatory environment, indicate substantial growth in thesenew green collar industries and occupations.

Greening Existing OccupationsAs mentioned previously, the ‘greening’ of existingoccupations, such as plumbers installing solar hot watersystems or energy and water efficient systems andappliances, or lawyers assessing the energy efficiencyratings of buildings, creates significant ambiguity whenseeking to define and measure ‘green jobs’. While a stock-take of Australia’s green skills and workforce capabilities isstill forthcoming, a number of international studies may helpprovide indicative results.

The key result from a study by the Washington StateEmployment Security Department (2009) was that ‘greenjobs’ are concentrated in a small number of industryclassifications and occupational titles. The study obtainedresponses from 9,500 employers in relation to directlyemployed ‘green’ employees, their job titles and associatedqualifications, and identified four core areas of direct greenemployment – energy efficiency, renewable energy, pollutionreduction and pollution clean-up and mitigation.

The study classified ‘green jobs’ by the North AmericanIndustry Classification Standards (NAICS) and these fourcore areas, and found that 86 per cent of all green jobsexisted in just six industry classifications:• Specialty trades – namely trades associated with

residential, commercial and industrial construction;• Professional, technical and scientific services –

dominated by law, engineering, accounting, advertising

and architectural firms;• Crop production;• Building construction;• Waste management and remediation services, and• Agricultural and forestry support activities – refers to

crop-harvesting services.Within these results, 53 per cent of ‘green jobs’ were

identified as being within the energy efficiency sector, withalmost half of these jobs falling in the specialty tradesclassification. Over 30 per cent of ‘green jobs’ related to thereduction of pollution, with strong representation in the cropproduction occupational category.

Moreover, the top 25 occupations within these ‘green’industries comprise over 74 per cent of green jobs,dominated by a strong presence of the trades, includingelectricians, construction labourers, carpenters,heating/airconditioning mechanics/installers, and plumbers.Together these accounted for around 30 per cent of totalgreen employment.

As an indicative measure of current skills requirements,the study also recorded the educational qualifications ofcurrent ‘green employees’. It found that 27 per cent ofgreen employees required one to four years of vocational


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CONTINUED ON PAGE 10

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training, with a further 13 per cent requiring degree orhigher qualifications.

While this study is a snapshot of ‘green jobs’ inWashington State, it is likely that the findings relating to theindustry and occupational coverage of ‘green employment’will be relevant to the Australian experience. In particular,most developed economies have identified buildings as adominant consumer of emissions-intensive electricitygeneration, and accordingly have focused initiativespertaining to the energy-efficient design, construction, andperformance measurement of commercial and residentialbuildings.

Education and training We have seen that where significant progress has beenmade in green skilling (such as the green plumbing initiative,or the coal mining union’s lead in tackling climate change)leadership has been shared between employers andunions. Greater industry collaboration will be required,especially in new green industries as technologies arecontinually changing.

We have also seen that much of the initial trainingdemand was met by on-the-job training. Formal trainingsystems are now picking up the demand and evolvingcourse design and curricula needs to be mapped toqualification frameworks, accreditation schemes andindustry quality standards.

FOCUS: Green Skills Queensland Queensland is the state most at risk in terms of mitigationand adaptation to climate change. It is Australia’s mostcarbon intensive state both in per capita and absolute

terms. This is due largely to its mineral deposits andprocessing plants being central to its economic base. It alsohas Australia’s most decentralised population with regionalemployment relying heavily on the agricultural, mining andtourism sectors.

The Queensland Skills Plan of 2006 introduced severalnew forms of industry engagement to enable greaterindustry and community ownership of skills formation.

An example of this is the Sustainable Energy SkillsFormation Strategy (SESFS). The SESFS commenced in2008, designed to encourage more collaboration betweenindustry, government and the education sector inimplementing workforce strategies in the sustainable energyindustry, specifically, the energy efficient built environment.The SESFS aims to head off labour and skill shortages byarticulating overall industry skill needs, integrated educationand training pathways, accreditation schemes andstandards, licensing and safety issues. The strategy iscomprehensive, taking into account job design and careerpaths, utilisation and retention of staff and new trainingapproaches, and is directed by the Queensland EnergyEfficiency Industry Leaders Group (QEEILG), a group of keyindustry and government stakeholders.

The Queensland Skills Plan of 2006 also introduced‘Skill Ecosystems’ as a concept for industry engagement,seeking to foster workplace changes in skills attraction,development, effective utilisation and retention of skilledworkers, and promoting (with varying degrees of success)the alignment of skills to business and community needs. Itaims to create a skilled and adaptable labour force,promote demand-side utilisation of skills and job design,provide opportunities for the progression of low skilledworkers, and to develop ‘high skill equilibriums’ in regionsover time.


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CONTINUED FROM PAGE 7

IT infrastructure professionals can make significant improvements in energy consumption and data storage footprints.

Moving ForwardIn 2009, this Industry Development Model was furtherexplored in a pilot process between three of the recentlycreated mega departments, namely Justice and AttorneyGeneral (JAG), Department of Employment, EconomicDevelopment and Innovation (DEEDI) and the Departmentof Education and Training (DET). The training systemincorporated green skills, knowledge and technicalcompetencies. Supporting this holistic policy framework arenumerous initiatives, including those recently announcedsuch as the Queensland CleanTech Industry DevelopmentStrategy, the Carbon Outlook Project.

One learning outcome that is emerging from the processof dealing with ‘green’ skills is that government agenciesthemselves need to acknowledge that networkedgovernance as occurs in service integration requires a newset of skills within government as well as otherstakeholders. Monitoring process and relationships isequally important in networks as monitoring numerical andefficiency outcomes.

The relevance for green skills and green jobs is that theyare developed within an industry or regional developmentprocess and not solely through an Education Services SkillsModel which is based on supplying pools of skills;consequently, they are tailored to specific needs anddeveloped and owned by industry and/or regions.

FOCUS: NSW State Government Green Skills Strategy The NSW State Government Green Skills Strategy is acoordinated policy effort by the NSW government to fosterskills development and business opportunities for moreenvironmentally sustainable outcomes in the State. Its keystrategic elements involve allocating resources to:• Prioritise availability and uptake of training related to

environmental sustainability, through the provision ofsubsidies for accredited training;

• Build training capacity of trainers and trainingorganisations;

• Establish industry partnerships to identify training andbusiness opportunities, including the development ofnew training courses and resources;

• Support business take-up of ‘green skills’ trainingthrough an online Green Skills Business Guide andCourse Finder;

• Support additional research and data collection ongreen jobs, green skills and green training; and

• Implement skills strategies for NSW governmentenvironmental programs.The implementation plan identifies nine priority

industries, based on their contribution to carbon emissionsand potential for the vocational education and training (VET)sector to meet anticipated skill requirements. For each ofthese industries, the NSW government has identified thekey environmental challenges and opportunities, VET-related occupations, and specific environmental targets.Moreover, the Green Skills Strategy outlines an action planfor each industry. Finally, the Strategy details the underlying‘units of competency’ to be delivered via training packagesby registered training organisations (RTO).

The Green Skills NSW Taskforce was commissioned toadvise Government on future priorities and policies that willbuild on current initiatives of the Green Skills NSW Strategy.Together with other state and national programs, a coherentframework is being developed such that the policyenvironment for businesses and industry, households andconsumers, workers, educators and students, is becomingclearer.

1. Industry Skills Councils (2009), Environmental Sustainability – An Industry Response


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The Victorian Advanced Resource Recovery Initiative (VARRI)is a $10 million Victorian State Government initiative aimedat improving organic (food and garden) waste recovery inmetropolitan Melbourne. The VARRI project will facilitate theintroduction of new ‘Advanced Resource RecoveryTechnologies’ (ARRTs) for processing metropolitanMelbourne’s municipal solid waste.

The establishment of ARRT facilities will enable more wasteto be diverted from landfill, with a focus on organic waste.Some technology solutions may offer the option of additionalsorting and separation of glass, metal and plastics from amixed waste stream, recovering more recyclables. Differentfacilities can produce useful end products ranging from cleanrenewable energy to enriched compost and fertilisers.

The important first step of the process is the development ofa business case to explore a range of ARRT options. Thebusiness case will consider the costs and benefits ofdifferent ARRT options from a financial, environmental andcommunity perspective. It is expected following thecompletion of the business case, the State government willwork with local government to seek tenders, incorporatingthe first two resource recovery facilities.

The establishment and operation of up to eight facilities, asrecommended in the Metropolitan Waste and ResourceRecovery Strategic Plan is expected to lead to around 250permanent jobs over the next five to ten years, in addition toindirect jobs in areas such as construction, supply chain,and marketing. Each facility is expected to have a lifetime of25 years. It is envisaged that, once operational, the facilitieswill require a workforce ranging from low skill workers,through to specialised engineers and business operationsmanagers. In this instance, however, we focus on the pre-operational stages of developing business cases for suchfacilities, and the capabilities required to do this.

For the solid waste sector, the relative attractiveness ofdisposal to landfill is affected by the availability of suitablymanaged landfill space and the availability of a viablealternative. The regulation of landfill disposal, includingtighter regulation of landfill cells and scheduling of availablelandfill space over time provides a supply constraint. Otherregulatory tools such as landfill levies and/or banssurrounding certain material going to landfill also affect theprice of disposal and in turn the attractiveness of investmentwaste avoidance and minimisation strategies and/oralternative waste processing options.

The confluence of skills required to construct a businesscase at VARRI requires knowledge of engineering and wasteprocessing systems, business valuation and forecasting,advanced and new technologies, as well as governmentservice provision. The arena to deliver these skills is largelythrough the university sector, although the dynamism anddiversity of knowledge required makes it difficult to providetargeted training, and skills are therefore largely learnt on thejob with existing experts and mentors.

Case Study: Business Analyst, Victorian Advanced ResourceRecovery Initiative (VARRI)

Indeed, industry is also looking to local government forguidance, leadership, policies and processes asprofessionals, organisations and the communitybecome increasingly concerned about the adoption of

sustainable practices by companies.For example, some remediation practitioners want local

governments to include energy used in the remediationoperation as a development assessment criterion or aconsent condition, so that clean up of the land doesn’tincrease global warming.

CCH’s forthcoming online title the Australian MasterEnvironment Guide will assist local governments with theenvironmental challenges they face. The guide provides asuccinct overview of areas of concern to local governments,including planning law and development, heritageprotection, contaminated land, pollution control, energymanagement and compliance, waste management,recycling, water resource efficiency, environmental law,stakeholder communications—and more.

Written by industry experts, lawyers and academics, theguide is updated regularly to keep you informed of the latestbest practice developments and changes to the law. Theonline guide also features:

• Environment Tracker, a news service via RSS feed,email or in IntelliConnect™

• an archive of environmental case law• templates for forms, policies and checklists. The Australian Master Environment Guide is also

available in book format.

For more information please contact CCH on 1300 300 224.

Australian Master Environment GuideThe pressure is on local government to implement environmental solutions, as federal andstate governments devolve more responsibilities, such as development consentprocedures, among other areas.

Australian Master Environment GuideThe Australian Master Environment Guide is a practical

handbook designed for environmental managers,

business managers and anyone who needs an overview of

environmental best practice and law. It contains information

on key aspects of environmental management in industry,

such as techniques, systems, land development, pollution,

chemicals, energy, waste, water and biodiversity.

Key benefits:Get the best information for your organisation - contains best

practice guidance in environmental management and law.

Learn from the best - written by academics, lawyers,

environmental consultants and industry experts.

CCH Code: 34319A

ISBN: 978 1 921485 70 1

Publish: July 2010

RRP: $120.00

Order at www.cch.com.au/books2010

Your essential Environment Guide

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Interested in preserving your local wartime heritage?

The Saluting Their Service commemorationsprogram offers modest grants to assist localcommunities to honour the service and sacrificeof Australia’s veterans.The program is designed to help preserve ourheritage from wars and conflicts and encouragecommunity participation in commemorativeevents.A wide range of community projects may besupported including:• establishing or refurbishing community

war memorials;• restoring vandalised memorials;• restoring and publicly displaying wartime

memorabilia; and• commemoration of significant anniversaries

of battles and other military operations.Local councils, schools and community groups suchas historical societies and ex-service organisationscan apply for grants through the Department ofVeterans’ Affairs.

available from theDEPARTMENT OF VETERANS’ AFFAIRS on:133 254 – metropolitan callers1800 555 254 – non-metropolitan callersWebsite: www.dva.gov.au/grants

Application formsand funding guidelines

Award sponsors presented the winners with theirawards at a ceremony hosted by Ms BernieHobbs, regular judge on ABC TV’s The NewInventors. Business and government are starting to

make green a priority in their quest to be better corporatecitizens and make every dollar count on the triple-bottomline level.

With some Victorian councils spending upwards of $4.5million annually on environmentally-sound products andbusinesses investing heavily in green innovation, aconsiderable green wedge is opening up in the accounts.

ECO-Buy CEO Hugh Wareham says the ripples of thisincrease in green purchasing are far-reaching.

“The flow-on effect of encouraging more and bettergreen products to enter the widening market is the resultantgreen collar jobs and strengthening the so-called ‘greeneconomy’.

“From IT data centres and event management systems,to compostable cutlery and recycling car tyres for use inroadworks, green products and services are expanding tomeet the needs and demands of organisations – and of theenvironment.”

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Eco-Buy 2010 Awards showcaselocal government best practiceand innovationThe 8th annual ECO-Buy Awards for Excellence in Green Purchasing were held inMelbourne, on Thursday 6 May 2010.

The Awards recognise innovative green purchasinginitiatives undertaken by state government, localgovernment, businesses and green product suppliers.Naturally, the ECO-Buy Awards for excellence wereplanned with a strong focus on minimising their impacton the environment.

The winners are:

MUSEUM VICTORIA - Victorian State Government(page 16)

BORAL - Business(page 18)

GLEN EIRA CITY COUNCIL - Metropolitan Council(page 19)

CITY OF GREATER BENDIGO - Regional Council(page 21)

GLEN EIRA CITY COUNCIL - Local Government Water Saving Champion(page 24)

ALPINE SHIRE COUNCIL - Small Rural Council(page 25)

GOING GREEN SOLUTIONS - Green Supplier of the Year(page 26)

BAYSIDE CITY COUNCIL - Local Government Recycled Champion(page 28)

DAREBIN CITY COUNCIL - Local Government Energy Saving Champion(page 30)

DAREBIN CITY COUNCIL - Local Government Green Powered Champion(page 30)

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This award recognises a state governmentdepartment or agency that has demonstratedoutstanding commitment to green purchasing.Environmental responsibility is listed as one of

Museum Victoria’s six strategic directions and as a resultthey have created an environmental sustainability policy. Theneed to embed environmental practices and products intothe procurement procedures of goods, services and worksis listed as a key priority in the policy.

Museum Victoria has introduced a number of greenpurchasing initiatives, including: installing infrastructure inthe Melbourne Museum car park to reduce lightingdemand; introducing 100 desktop and 50 notebook EnergyStar-compliant computers; and creating the MuseumVictoria Cost of Life (MVCOL) tool which enables users tocalculate the environmental and operating impact oftechnology across the life of a Museum exhibition.

Highly visible on the environmental agenda is theorganisation’s commitment to procuring sustainableexhibition design for all new exhibitions following successfultrials with exhibitions such as Dinosaur Walk, Waters ofTuvalu and A Day in Pompeii.

Museum Victoria’s environmentally sustainable designapproach:• Purchase low impact materials• Re-use what exists• Integrate sustainable thinking into design thinking• Undertake fabrication practices that minimise waste• Work to reduce other environmental impacts• Communicate this approach to contractors, suppliers

and staff.Museum Victoria aims to use best sustainable practice

in new exhibition creation by applying life cycle thinking –addressing all the life stages of a product’s impact frommanufacturing, use and disposal including re-use andrenewal.

Using locally manufactured products, giving preferenceto recycled rather than ‘new’ materials and seekingsuppliers with environmental certification are all high on thelist of priorities for Museum Victoria. Project staff dismantlingprevious exhibitions are compiling, sorting, storing ordonating materials and re-using wherever possible.

Exhibition design and fabrication practices now considerusing less material, even down to using 15mm glassinstead of 18mm and changing fixings so that materials canbe separated and reused more easily. Materials are laid outto most efficiently use sheet sizes, minimising waste.Lighting and floor coverings are considered for durability,longevity and sustainability.

Head of MV Studios Tim Rolfe found the most difficultaspect of getting the sustainable exhibition design initiativeup and running was to actually take the first step.

“It can be very overwhelming when you look into all thethings you really should be doing to produce and buildsustainably – and that can have something of a paralysingeffect, almost ‘it’s too hard, let’s not do it’.

“However, we decided we would not attempt to changethe world in a day but simply make a start by adhering tothe life cycle thinking aims for the project. It was amazinghow quickly we were able to implement more sustainablepractices and how they have a tendency to flow from one toanother.

“I look back now and the amount we have achieved in arelatively short space of time is incredible and the teamworking on it are very proud.”

The sustainability initiative is not a one-off but somethingMuseum Victoria is making a part of its everyday exhibitiondesign practice.

The exhibition project team continues to research newmaterials, products and processes with sustainableemphasis; this need is being communicated to suppliers.Even the daily resource consumption of the team – printing,paper and so on – is being considered.

Rolfe is pleased with the results so far and sees thefuture of sustainable exhibitions as bright.

“Museum Victoria takes this issue seriously and theprinciples are consistently reviewed.

“If we were to do something differently I think we mayhave embraced re-use a little more strongly earlier on.

“As the manufacturing and recycling processes all havesome cost no matter how green, if you can re-use a pieceof glass or joinery or equipment or whatever in a newexhibition, it is a very sustainable way to go.”

Museum Victoria is the largest public museumsorganisation in Australia. It provides public access to itscollections through three museums and oversees a widerange of research programs, the continued development ofthe state’s collections, and runs major education andresearch-based websites. Currently Museum Victoriaemploys 700 staff and has numerous volunteers across allareas of the organisation.

Midway through the completion of the Science and LifeProject, Museum Victoria is currently developing two newmajor exhibitions for Melbourne Museum, continuing toapply sustainable exhibition practices as they go.

Excellence in Green Purchasing –Victorian State GovernmentMUSEUM VICTORIAProudly presented by Australian Paper

Award for Excellence in Green Purchasing — Victorian State Government

A Day in Pompeii exhibition with sets made from recycled Xanita Board,Melbourne Museum. Photo: Heath Warwick © Museum Victoria 2009

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This award recognises a commercial business thathas demonstrated outstanding commitment togreen purchasing.

What’s in a sustainable paper sack? The answer isgreen. Boral is Australia’s largest building and constructionmaterials supplier, with significant operations in the USAand Asia and directly employs around 15,000 people.

As a large organisation, Boral is used to making bigdecisions. But when a small question was asked – how canwe improve our packaging (paper sacks) for cement andconcrete products? – it set off a quest that improved notonly Boral’s packaging, but the sustainability standard forthe cement industry.

The result: a seemingly small change from a 3 ply to a 2ply paper sack reduced annual paper consumption by 860tonnes, and has set a global benchmark with regard topaper grammage, strength, customer satisfaction andlowest environmental impacts.

Key Results of the quest for a better paper sack:• 39 per cent reduction in paper use per sack, which

equates to 860 tonnes paper per annum (with all theassociated environmental benefits – carbon emissionsand water use reductions, less waste, reduced pressureon biodiversity)

• 20 per cent reduction in sack price• New 2 ply sacks stronger and higher quality than the old

3 ply sacks• Elimination of perforations which created dust leakages

and consequential OH&S issues• 15 per cent faster filling time and increased throughput

on the filling line• Decreased plastic film weight per sack on average by 50

per cent• Reduction in leakage during transport by over 90 per

cent.Boral consumes more than 15 million paper sacks

annually. These sacks represent the customer interface forBoral’s Blue Circle Southern Cement (BCSC) brand and indoing so make a strong statement about the organisation.

Sack performance in the marketplace was not achievingthe highest levels of strength, presentation, or cost.Customer satisfaction in relation to package quality was lowdue to the number of sacks bursting during handling andfilling.

These issues flowed through to the operational site,having a negative impact on the work environment due todust and cement leakage.

Machinery was failing, the workplace was unpleasantand staff morale was impacted.

A packaged products manager first raised the questionwith existing paper sack suppliers: What can we do toimprove the sustainability, price and performance of thisproduct?

Local manufacturers at first did not appear keen toexperiment with their production lines; they were locked into existing plant and contracts. New technology, stocks or

schedules were not on the cards.The project became about the technical and supply

chain challenges, including challenging the purchasingstatus quo, which needed to be overcome to develop amore sustainable, higher quality and cost-efficient papersack.

When it became clear that not enough was knownlocally about the type of papers being used and theirrelevant structural and environmental performance, aproject team lead by the National Procurement Managerand the Packaged Products Manager of BCSC, wasestablished to investigate further.

The team has worked closely with BCSC personnel andthe supply market to achieve a step change improvement inthe sustainability, performance and cost-efficiency of papersacks whilst delivering improved operational performance.

Boral used a collaborative and continuous improvementapproach to the project. Paper stocks and overseasmanufacturing processes were investigated by the Boralteam.

A broader view of the paper market and the variousstrengths and drawbacks was achieved.

When it came time to draw up new contracts,continuous improvement KPIs were incorporated into theagreement – suppliers must demonstrate that they are alsokeeping abreast of the paper market.

The actual process and getting a result was not difficult,but a new challenge emerged when explaining the need tochange to internal businesses and their customer base.

In hindsight, the team would have started talking with itscustomers earlier in the process. As it was, they were ableto prove why the sacks were necessary – and how goodthey could be on multiple levels.

Changing the paper sacks was a business risk.Reducing the amount of paper a sack uses seems like asimple thing to do to, but if the new sacks went technicallywrong it would have been disastrous in the marketplace.

Fortunately, the results speak for themselves:• Improved environmental performance to support Boral’s

sustainability objectives• Reduction in grammage of paper per sack whilst

increasing strength• Removal of perforations in sacks which creates dust

during filling• Improve valve sealing• Increased customer and employee satisfaction• Improved throughput on current filling machines by

quicker de-aeration through the paper rather than byperforations

• Improved equipment performance and throughput toachieve a world benchmark of 85 per cent OverallEquipment Effectiveness

• Lower cost per sack for a higher performance sack.Leadership, collaboration and innovation can combine

to drive better environmental, social and financial outcomes– and a more sustainable paper sack.

Excellence in Green Purchasing – BusinessBORALProudly presented by Corporate Express

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This award recognises the metropolitan council withthe largest investment in green products as apercentage of available expenditure.

Local Government Water Saving ChampionThis award recognises the local government with the largestinvestment in water efficient and water saving products as apercentage of available expenditure.

Green purchasing is now embedded in Glen Eira CityCouncil’s corporate culture. But it has been a gradualprocess over seven years – requiring the support andleadership of staff at all levels of the organisation.

Since joining the ECO-Buy program in 2002-03, theCouncil has increased its green expenditure from $112,000to more than $4.5 million in 2008-09.

Glen Eira Green Purchasing Compared to Local GovernmentAverage ExpenditureWhile the increase alone is impressive, it’s the range ofenvironmentally preferable products purchased that makesGlen Eira City Council’s investment unique.

From simple inclusions such as recycled paper for in-house printing and publications to using recycled rock inroad base construction, Council staff have investigated andadopted products from suppliers across the ECO-Findsupplier database.

The decision to integrate green purchasing startedslowly. Council was willing to take green products on board,but needed to be convinced that ratepayers’ dollars werebeing spent wisely, efficiently, and with longevity in mind.Scepticism about green products and their perceived valuefor money is a necessary consideration for Council, givenpublic funds are used.

Excellence in Green Purchasing –Metropolitan CouncilGLEN EIRA CITY COUNCILProudly presented by the Department of Planning and Community Development

Glen Eira City CouncilEmbedding green into corporate cultureAward for Excellence in Green Purchasing — Metropolitan Council

Green purchases for Glen Eira included drought resistant grass for sporting grounds.

Championed by the Manager of Purchasing and Fleet,Aubrey Jansen, an in-house ECO-Buy Committee wasestablished, with an invitation to key staff from those areaswith the most potential for green purchasing to participate.

A green purchasing policy was developed which didn’tover commit Council but had a distinctively green leaning —recognising that it can be difficult to go from nothing to afull-commitment green spend in a short time.

Easy pickings, such as copy paper, printer cartridgesand mobile garbage bins, were the starting point for GlenEira. Energy audits were conducted to identify other areasand change over lighting, and upgrades to aerated taps andhigh-efficiency/low-flow toilets and showers wereimplemented.

Jansen then scaled up the options, using the ECO-Buyreporting template as a tool to alert purchasers to the itemsthey could potentially buy green. As procurement in Councilis decentralised, he looked at each business area for greenpotential and, using the ECO-Buy reporting template,identified and researched products and suppliers that couldbe of use to each area. It was a business efficiency modelthat was being introduced, not just a green procurementconcept.

Products such as recycled rock and concrete for roadbase materials were researched and trialled to overcomeany scepticism of their practicality and usability. Trialsproved conclusively that the products were better andthey’re now used almost exclusively in Council works.

The pattern was similar when additional water savingmeasures were presented. Trials of drought-resistantgrasses for ovals achieved fantastic, and award-winning,results. Since then Council has invested significant fundsand resources into water saving products includingdrought-resistant plants, trees and turf for the city’s parksand gardens, and water tanks and soil wetting agents tomaximise moisture retention in sportsgrounds.

Green purchases for Glen Eira included drought-resistantgrass for sporting groundsElectronic central control, moisture sensors and drip lineirrigation upgrades on sports ovals were also added to themix. The program overall has resulted in Council managingto irrigate a greater number of ovals – an increase in area of

approximately 15 per cent – with the same allocation ofwater.

Attitudes towards green products, and the need topurchase products that are less damaging to theenvironment, have changed over time. More than ever, thecommunity expects the Council to take the lead inenvironmental sustainability.

It is a change now avidly supported by councillors andsenior management - and this support has acceleratedgreen purchasing within the organisation (a 46.1 per centincrease in green spending was achieved from 2007-08 to2008-09 alone).

Glen Eira’s green purchasing program has proven to beso successful that Jansen is regularly asked to provideadvice and present on panels.

Purchases made through the Eco-Buy program haveincluded:• Energy efficient (four star or better) heating and cooling

system upgrades in key buildings• Recycled concrete and rock for road-making, backfilling

and road trenches• Emissions controlled Euro 4 tractors to replace ageing

plant and equipment• Recycled rubber for speed cushions• Recycled content mobile garbage bins• Energy efficient computer monitors• Organic fertilisers, drought-resistant plants and recycled

tree pruning mulch• Green energy allocations• Fuel-efficient vehicles.

Making the program easy for people to be involved in,and to make greener purchasing decisions, has been thekey. Regular communication and input from inside theorganisation, as well as externally to residents to help themunderstand the need and benefits of purchasing greenproducts, have been integral to the program’s acceptance.

Council receives community feedback and pressure toincrease its green spending and commitment to reducing itsenvironmental footprint. Glen Eira City Council is now aboutto launch its Environmental Sustainability Strategy 2009-12which will further obligate the Council to purchase efficiently,effectively and greenly.

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$5,000,000

$4,500,000

$4,000,000

$3,500,000

$3,000,000

$2,500,000

$2,000,000

$1,500,000

$1,000,000

$500,000

$0Glen Eira total expenditure Average expenditure of

reporting LG membersAverage expenditure ofmetropolitan councils’

GLEN EIRA GREEN PURCHASING COMPARED TO LOCAL GOVERNMENT AVERAGE EXPENDITURE

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This award recognises the regional council with thelargest investment in green products as apercentage of available expenditure. The purchaseof a wide range of ecologically sustainable

products—from the standard (recycled copy paper) to themore unusual (hybrid composting toilets) —saw City ofGreater Bendigo achieve a green spend equivalent to 5 percent of its total budget to take out the ECO-Buy Award forExcellence in Green Purchasing-Regional Council for 2010.

Greater Bendigo is a major regional centre servicing thetowns and rural areas of the Loddon region, about 150kilometres north-west of Melbourne.

The region experiences comparatively good solarexposure, making investment in products powered by solarenergy a logical choice.

What has been impressive is the range of productspurchased, and the willingness of Council to test newtechnologies as part of their regular maintenance andreplacement programs.

The noticeable breadth of green product purchasing byGreater Bendigo is testament in part to the success of its

Natural Environment Strategy, which places efficient use ofresources and reduction of everyday environmental impactssquarely in the consciousness of policy makers andoperational managers.

The big tick on Council’s action plan last year was thepurchase and installation of 22 solar powered ticketmachines to replace the city’s 100 conventional mainspower operated machines.

In addition to making the most of an abundant naturalresource in sunlight, these highly visible pieces of necessaryinfrastructure have allowed Council to reduce non-renewable energy consumption, save emissions andachieve financial and environmental savings duringinstallation of the machines.

According to Neville Zimmer, Manager, Parking & AnimalControl, solar powered ticket machines are simpler to installthan conventional machines. “There is no need to disturbpavements or footpaths install pits and plug into the grid.

Excellence in Green Purchasing – Regional CouncilCITY OF GREATER BENDIGOProudly presented by Australian Paper

City of Greater BendigoA place in the sunlightAward for Excellence in Green Purchasing — Regional Council

The solar panels on the solar powered ticket machines Photo: City of Greater Bendigo


That alone reduces the installation costs and environmentaldisturbance.”

Solar powered ticketing machines also have the benefitof lasting longer than conventional machines, reducingmaintenance and disposal costs and maximising theembodied resources used to manufacture the machines.

The machines will be ideal for use in remote locationswhere there is no mains electricity available. Bendigo’s firstfleet of 22 solar powered ticket machines have been sosuccessful that the City of Greater Bendigo plans to replaceits remaining four mains connected ticket machines with thenew solar machines.

In addition to other solar energy purchases, whichincluded installation of solar lighting and solar hot watersystems, Council purchased energy saving LED lights andSun Lizard solar heaters.

Council’s green purchasing focus also extended towater saving initiatives which included converting of turf towarm season varieties on 6.4 hectares of playing fields and

the use of drought-resistant plants and grasses in parksand gardens.

Bendigo City Council’s green purchasing streak doesn’tend with the visible green purchases. There’s the 20 percent biodiesel used to fuel the Council’s utes, machineryand other equipment, and the five parks and the sports fieldwhich feature underground irrigation systems to reduce theamount of water required to keep them green, plus therecycled water.

So the climate keeps the ticket machines running andthe water hot – and Council reduces its impact on climatechange by better using available resources.

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Green purchasing is now embedded in Glen EiraCity Council’s corporate culture. But it has been agradual process over seven years – requiring thesupport and leadership of staff at all levels of the

organisation. Since joining the ECO-Buy program in 2002-03, the Council has increased its green expenditure from$112,000 to more than $4.5 million in 2008-09.

While the increase alone is impressive, it’s the range ofenvironmentally preferable products purchased that makesGlen Eira City Council’s investment unique.

From simple inclusions such as recycled paper for in-house printing and publications to using recycled rock inroad base construction, Council staff have investigated andadopted products from suppliers across the ECO-Findsupplier database.

In the past financial year they have invested significantlyin water saving products such as drought-resistant plants,trees and turf for the Council’s parks and gardens, watertanks and soil wetting agents to maximise moistureretention in sportsgrounds.

Local Government Water Saving ChampionGLEN EIRA CITY COUNCILProudly presented by Sustainability Victoria

Solar powered ticket machines are easier to install. Photo: City of GreaterBendigo


• Solar power systems, lights, ticket machines and hotwater systems

• Purchase of LED lighting

• Purchase of drought-resistant grasses and conversion of6.4 ha of playing fields to warm season turf

• 290 litres of recycled water and more than 860,000 litresof biodiesel

• Downsize of seven fleet vehicles, purchase of LPGvehicles and EURO 4 compliant trucks to replace ageingequipment

• 12,000 recycled content mobile garbage bins

• Recycled mulch and soft fall mulch for playgrounds

• Sustainable irrigation of five parks and one sporting field.

Green purchasing by City of Greater Bendigo:

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This award recognises the small rural council with thelargest investment in green products as apercentage of available expenditure. Alpine Shire issituated around 300 kilometres north of Melbourne

in the Ovens and Kiewa Valleys and takes in some ofVictoria’s most spectacular features. Bright, Myrtleford andMount Beauty are the main townships in a shire thatconsists of 92 per cent public land.

Investment in green products has delivered someoutstanding results for the Shire – including the award forExcellence in Green Purchasing by a small rural council.

A total of 7 per cent of the Shire’s available funds in2008-09 were spent on green products, with the Shirereporting green purchases in almost every category.

39 per cent of the spend was on recycled products,from organic mulch, recycled content papers for outsourcedprinting, biodiesel, cleaning products, banner stands andbollards right down to pencils. The recycled copy paperpurchases alone over the twelve months saved 400kilograms of CO2-e, or just over one acre of forest habitat.

Water saving devices, drought-tolerant grasses,computer controlled irrigation systems, re-usable bags,water tanks, dual flush toilets and sensor lights were alsopurchased. Replacement of office air conditioning with amore efficient system brought energy savings along with amore comfortable environment for staff.

The largest green purchase for the year was a new tiptruck for the Shire’s works department. The Mack Trident isbigger and lighter than the Hino Ranger it replaces, andbrings with it some significant environmental savings.

An aluminium tipper body means it is lighter, faster andable to tow extra capacity.

And the change from mechanical fuel pump toelectronic motor fuel injection with Euro 4 emission controlmakes it more fuel efficient.

“The new truck cost about $60,000 more than buying anew Hino. It was more expensive, but the benefits with fuelefficiency and time saving far outweigh the monetaryexpense,” says Sandra Light, Waste Management Officerand the Shire’s ECO-Buy Coordinator.One other noteworthy purchase was a thermal blanket forthe refurbished Mount Beauty swimming pool. Designed tocomplement the solar water heating system, help maintainwater temperature and quality and reduce evaporation, theblanket delivers savings in water and energy and improvesthe Shire’s ability to sustainably manage the pool.

Like other councils, Alpine Shire has faced challenges ingetting staff to take on green purchasing as part of day today operations.

It has taken time – and some ‘outside the square’actions – but supported by the efforts of Sandra Light, theShire’s passionate green purchasing champion, Alpine Shire

Excellence in Green Purchasing –Small Rural CouncilALPINE SHIRE COUNCILProudly presented by the Department of Planning and Community Development

Alpine Shire CouncilChampion effort delivers rewardsAward for Excellence in Green Purchasing — Small Rural Council

Alpine Shire’s most significant green purchase for the year was a new Mack Trident tip truck.

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has taken green purchasing beyond a policy decision intoaction.

By talking with suppliers, Sandra has been able toemphasise the Shire’s green purchasing needs and makeexpectations clear. This process has even helped somesuppliers introduce new products to build their greenproduct lines.

Internal action means ongoing communications withstaff and management at all levels. Checking with alldepartments to make sure they’re aware of the greenalternatives is imperative, as is rewarding those who buygreen.

A pat on the back for making the effort to go green cango a long way according to Sandra. “We always try torecognise staff who take the lead and source greenproducts for their projects.”

It’s been a big achievement for a small Shire. Andthey’re beginning to see the rewards – the cost savings,environmental benefits and long term value for money – andawards.

And there’s more to come – “We can always improve,”says Sandra.

This award recognises the supplier that hasdemonstrated excellence in overall quality, cost-effectiveness, environmental performance andcustomer service as voted by ECO-Buy program

members.When your supplier has as good a relationship with their

couriers and manufacturers as they do with theircustomers, then you know they’re serious about providinggood service.

For Going Green Solutions, those relationships meangood business and a better environmental outcome.

And the team is certainly passionate about both.Going Green Solutions is a supplier of environmentally

preferable product alternatives for home, events andworkplaces.

A family run business, Going Green Solutions evolvedfrom a desire to integrate a more sustainable and healthyway of living into home, work and lifestyle.

Products often purchased through contacts from theECO-Find database include 100 per cent post-consumerrecycled paper and envelopes, 100 per cent biodegradableand compostable PLA/sugarcane catering ware and 100per cent biodegradable compost, shopping and rubbishbags that meet the European compostability standard EN13434.

Going Green Solutions’ listing in the ECO-Find databaseprovides a really simple and practical way of being seen

specifically by organisations or individuals who are activelyseeking to purchase green products.

Director Lucinda Flynn appreciates the simple andpractical way the ECO-Find database helps her companybe seen by a very specific target audience.

“The site is aimed specifically at organisations activelyseeking environmentally preferable products, rather than the‘hit-and-miss’ of general advertising.

“And because ECO-Buy incorporates its own checkingprocedure before a supplier may become listed, the ECO-Find supplier database has a high level of credibility withthose utilising its listings – which allows both us and thecustomer to focus on which product will best match theirneeds, rather than on whether or not our products arereputable.”

However, the company has put a lot of effort intosourcing appropriate and reputable products for clients, andinto building effective working partnerships with suppliersand clients.

Communication is the key and the Going GreenSolutions team keeps all their partners abreast of product,delivery and environmental standard changes as they occur.

Purchasing activity through the ECO-Buy ECO-Findsuppliers database has largely been in compostablecatering ware. Going Green Solutions is considered to havethe largest range in Victoria – and to be the mostknowledgeable about the options available.

Green Supplier of the Year (NEW CATEGORY)GOING GREEN SOLUTIONSProudly presented by The Sustainability Card

Going Green SolutionsPassionate about business relationships and the environmentGreen Supplier of the Year

• Fuel efficient vehicles for replacement of ageing fleet andequipment

• Thermal pool blanket for refurbished Mount Beauty Pool

• Compact fluorescent light bulbs and solar lighting

• Showerheads, dual flush toilets and sensor lighting intoilets

• Recycled paper for copying and printing

• Solar heat reflective paint

• Non-toxic cleaning products and disinfectant,phosphate-free dishwashing liquid, cornstarch bags

• One tonne of steel and a cubic metre of timber fromOvens River Weir reused along paths in Tawonga.

Green Purchasing By Alpine Shire:

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With so many catering ware products available in theopen market, weighing up the benefits and costs andmaking sense of the sustainability claims can beoverwhelming. But Going Green Solutions ensures that allitems have been reviewed, tested and evaluated – even ifthat includes taking the entire range of bowls home andputting soup in them overnight to see which works best.This practical approach helps differentiate products andensures the team knows what they’re talking about on alllevels.

Essentially, the team weighs up the options and makesthe call on which items are of most benefit – financially,environmentally and practically – for clients across the rangeof home, work and lifestyle products.

Flynn believes this is part of the service that makes thecompany so valuable to customers.

“Not only do we want to offer the convenience to ourcustomers of not having to hunt around, but we want tomake it easier for businesses, households andorganisations all over the place to take up these changesquickly and hassle-free so that we can collectively create astrong influence on reversing global warming and protectingour planet.”

The catering ware is a case in point. As an obvious itemthat is commonly disposed, Going Green Solutions hassourced an extensive range of compostable products tooffer their customers a point of difference – and a tangiblegreen change to their end users.

“Changing from purely disposable to biodegradablemakes a big difference on many levels. And as it’s an areathat people can see quite clearly as waste, it lends itself asan education tool when in use. It’s a tangible change.

“We look for products in areas that people haven’t eventhought of. A recent addition to our range has been

biodegradable cling wrap. Previously it was only availablefor catering, in big rolls which required self-supplied cuttersand containers. Now it comes in a box with a cutter – andit’s all compostable.”

www.rissb.com.au

RAIL INDUSTRY SAFETY ANDSTANDARDS BOARD

developing Standards, Codes of Practice, Rules and Guidance material;

pursuing Interoperability initiatives;

promoting and implementing Railway Level Crossing initiatives;

facilitating the implementation of common Safety Practices.

Harmonisation is undertaken by:

systematically

progressively

efficiently

Harmonising the rail industry

• Home and lifestyle – from cloth nappy options and plant-based cleaning and personal care to solar hot watersystems, energy efficient lighting, solar poweredtechnology, and water saving products, Going GreenSolutions has made a name catering to the needs ofhouseholders wanting to make their own lives moresustainable.

• Catering ware – a full range of 100 per centbiodegradable and compostable catering ware thatworks for both individuals (for weddings, parties etc) andfor wholesale business customers, who account for justover half of the company’s total turnover.

• Office ware – a range of 100 per cent post-consumerrecycled office paper, envelopes & cardboard, stationery(recycled paper, biodegradable/recycled content pensetc), and consumables (toilet tissue, napkins etc) thatcomplement green purchasing

Going Green Solutions product range includes:

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This award recognises the local government with thelargest investment in recycled content products as apercentage of available expenditure. Bayside CityCouncil is an inner suburban Council covering an

area of 37 square kilometres, and is made up of peaceful,leafy residential suburbs.

Council adopted environmental considerations as part ofits purchasing guidelines and has since seen a steadyincrease in green purchasing.

During 2008-09 Council spent an impressive 4.1 percent of its total available expenditure1 on recycled productsand was awarded the Recycled Champion award in the2010 ECO-Buy Awards for Excellence in Green Purchasing.

By far the largest investment for Bayside was in recycledcrushed rock and asphalt as part of Council’s ongoingmaintenance of roads, drains and footpaths, carried out byCitywide Services.

While Bayside City Council is committed to extending

Local Government Recycled ChampionBayside City CouncilProudly presented by SITA Environmental Solutions

Bayside City CouncilSaving big by buying recycledLocal Government Recycled Champion

Images on this page and opposite display Bayside’s commitment to green purchasing which has resulted in significant use of recycled concrete in roadworks.

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green purchasing into all possible categories, it has madeinroads through the tendering process – offeringadvantages to tenderers who specify the use of greenproducts. In the contract tender evaluation stage, points areawarded for the use of green products. This can affect theoverall score of a tender and be the difference betweenwinning or losing a contract.

Recycled concrete products not only cost less thanvirgin quarry products, but are a greener alternative to virgincrushed rock. They also have a significant densityadvantage compared to virgin materials which means morecubic metres per tonne can be transported. And becauseworks use less, the products cost less in initial raw materials

as well as transport costs. Crushed concrete also has a lowpermeability and plasticity index, ensuring it performs well inmost weather and ground conditions.

Hundreds of compost bins and worm farms along withseveral thousand wheelie bins – all made from recycled milkbottles – also made up Council’s investment in recycledproducts. And more than 6,000 reams of 100 per centrecycled copy paper were purchased, preserving 2.3hectares of forest habitat.

Combined, Council’s green purchases saved almost 100tonnes of CO2-e compared to purchasing the samequantities of products made from virgin materials.

1 Excluding staff costs and depreciation

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The nuts and bolts of carbon neutrality – it starts witha plan. Achieving carbon neutrality is no mean feat.It requires a significant commitment to sustainabilityand a methodical approach to detail.

In fact, it requires an all-encompassing no holds barredplan. And that’s exactly what Darebin City Council has withits award-winning Climate Change Action Plan 2007-09.

Adopted in June 2007, the plan committed Council tocarbon neutral building for all new municipal buildings andto purchasing 100 per cent Green Power, in line with itsgoal to cut corporate emissions to 20 per cent of 1995levels by 2010. Situated in the northern suburbs ofMelbourne, the City of Darebin is home to more than135,000 residents.

In 2008-09 Council spent more than 8 per cent, or morethan $4.4 million, of its total budget on a wide range ofgreen products – the equivalent of nearly $70 per rateableproperty in the municipality.

This included significant expenditure on energy efficientfeatures incorporated in the $1.4 million East ReservoirNeighbourhood House project, energy efficient lightinginstalled at Edwardes Lake and the conversion of 91streetlights to T5 lamps, which use a third less energy thanthe previous streetlights. Council spent $803,403 on GreenPower alone, saving 5,633 tonnes of greenhouse emissions– the equivalent of removing over 1,000 cars from the road.

In order to achieve carbon neutrality at the EastReservoir Neighbourhood House, careful planning was

Local Government Energy Saving Champion andLocal Government Green Powered ChampionDAREBIN CITY COUNCILLocal Government Energy Saving Champion, Proudly presented by Greenfleet

This award recognises the local government area with the largest investment in energyefficient and energy saving products as a percentage of available expenditure.

Local Government Green Powered Champion, Proudly presented by Pacific Hydro

This award recognises the local government with the largest investment in accreditedGreen Power as a percentage of available expenditure.

Images on this page and opposite, showcasing the carbon neutral East Reservoir Neighbourhood House

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required from the outset.Council used the Green Building Council’s green star

rating tool as a starting point or checklist for the project andin most cases went well beyond the Section J BuildingCode energy specifications in the building.

A project management team was created, including aProject Manager, Climate Change Action Officer andEcologically Sustainable Development (ESD) Officer, to keeptrack of every nut and bolt, each decision made, and theirresultant sustainability and efficiency.

Every stage of the process needed to be checked andrechecked, from the architect and designers to builders,suppliers and contractors, to make sure everyone was onboard and understanding the end vision for the project’scarbon neutrality.

While sourcing suppliers for green materials andsystems was challenging in some areas, the biggestchallenge to the team was assisting all contractors toadhere to green building principles.

For example, the highest energy efficient air cooling andheating system was specified and ready to be installed, buton inspection the control panels connecting the system tothe building management system (BMS) were not installedas per specification. Every item, right down to the controlpanels, wiring, plumbing, insulation etc needed to beconfirmed as meeting specifications – that is, green, orgreener than the usual.

The Neighbourhood House opened in late 2009. Theconcept of a Neighbourhood House is that it approximatesa person’s home, and is designed to be a welcoming spaceand to be used as such. In East Reservoir NeighbourhoodHouse’s case, it’s also been designed to be ademonstration centre of carbon neutral design.

While the Neighbourhood House is Council owned, it isa community-operated building. The supportive buildingmanager receives ongoing training from the Darebin ClimateChange Action Officer to help monitor and ensure all groupsusing the building understand its use and requirements –right down to using the automated lights, the waterlessurinal and computer systems that turn themselves off out ofregular-use hours.

As part of Council’s neighbourhood renewal program,the residents have responded very well to the project andcommunity groups have really embraced the building as agreat community resource. Now it is up to users of theHouse to maintain its energy efficiency by using thebuilding’s energy efficient features appropriately.

The project’s success has fed into Darebin’s AcceleratedSustainable Building Program, including developing asustainable public building design tool that will help withgreen building design in future.

• BMS controlled louvres for cross ventilation

• High efficiency heat pumps operate only when rooms areoccupied

• Energy efficient hand driers and five star tapware

• Water sensitive urban design uses stormwater run-off,with indigenous and native vegetation

• Waterless urinal and rainwater used to flush toilets

• Ceiling fans linked to heat pump operation

• 20,000 litre rainwater tank

• Instantaneous gas booster for flat panel split systemsolar hot water

• Energy efficient (low e) windows throughout the building

• Dimmable T5 lights and other high efficiency lampsthroughout, all occupancy sensitive

• Concrete floor for thermal mass

• Passive solar design – north facing windows provide lightall year round and heat in winter

• Wide eaves and verandas for shade in summer and heatin winter.

Sustainable features of the East Reservoir Neighbourhoodhouse:

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The scheme provides motorists, homeowners andbusinesses with convenient locations andresources to ensure the correct recycling of theirused batteries. Through a national network of

CenturyYuasa approved Battery Recycling Centres, peopleare encouraged to return their used automotive batteries forrecycling and responsible disposal.

Used lead acid batteries contain hazardous materialswhich if not handled correctly may prove harmful tohumans, wildlife and the local environment. It is estimatedthat 1 in 5 Australian households have a used automotivebattery on their property, which poses a seriousenvironmental and health risk, particularly when 98% of aused lead acid battery is recyclable.

According to Allan Woodford, Marketing Manager forCenturyYuasa’s Automotive division

“As a responsible business it is important that wemanage the ‘cradle to grave’ process of manufacture,distribution and responsible disposal of used batteries.

In many cases we have found that people are simplyunaware of how or where to dispose of their used batteriescorrectly and as a result we often see batteries discardedwith household waste, at local refuse sites or dumped onroad sides.

Our program provides motorists, homeowners andbusiness with the outlets and resources to dispose of thebatteries correctly and is also focused on educating peopleon the importance of recycling used lead acid batteries toreduce their environmental impact.”

Century’s recycling program provides a total scrapbattery management solution, which includes a regularscrap battery collection service, marketing support andassistance with the environmental issues and legislationassociated with the handling and storage of used lead acidbatteries.

To support the program Century has created adedicated recycling website www.recyclemybattery.com.auand a national contact number 1300 650 702 wheremotorists and homeowners can find their nearest

CenturyYuasa Battery Recycling Centre. The site featuresover 800 approved recycling sites nationally, ensuringcoverage throughout metro and regional Australia and alsocontains useful information and advice on all aspects ofbattery recycling.

Century’s scheme has become extremely popular withits reseller network and has attracted the support of leadingenvironmental groups including Planet Ark, Inside Wasteand Greengages.

For more information on the CenturyYuasa Battery Recycling programspeak to a Century Recycling specialist on 1300 362 287 or visitwww.recyclemybattery.com.au

CenturyYuasa Batteries, Australia’s oldest and most recognised battery manufacturer haslaunched a National Battery Recycling Program designed to educate motorists and helpreduce the impact of used lead acid batteries on the environment.

Create a cleaner future withCentury Batteries

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Here, the general public, eco-consciousorganisations, government bodies and educationalinstitutions can access ‘green’ products andservices, while learning about sustainability and

the environment.According to Mitchell EcoEnterprise Park’s Director of

Sales and Marketing, Darrenn Medhurst, the MitchellEcoEnterprise Centre is unique in its pioneering qualities,and leads the way in its commitment to the environment.

“By partnering with environmental innovators like StiebelEltron, we have been able to establish a comprehensivemulti-discipline resource to help educate industry and thecommunity about sustainability, renewable energies, andclimate change solutions,” he said. “Visitors will be able toidentify and explore the latest sustainable technologies andinnovations, while obtaining advice from on-site industryexperts.”

Sustainability leader and water heating specialist Stiebel

Eltron Australia is one company that will showcase itsexpertise at the Mitchell EcoEnterprise Centre. StiebelEltron’s suite of energy-efficient water heating solutions willbe on permanent display at the EcoEnterprise Centre,providing visitors with insight into the critical role played bysuch technologies in sustainable development.

According to Stiebel Eltron Australia General Manager -Renewables, Glenn Day, the EcoEnterprise Centrereinforces environmental best practice. “As Australiaembarks on the phase-out of greenhouse-intensive hotwater systems, it’s important that both industry andhomeowners are educated about the environmentallyfriendly water-heating technologies available to them,” hesaid. “We’re proud to be involved with such forward-thinking developments like the Mitchell EcoEnterpriseCentre. By improving awareness and access to greentechnologies we can all minimise our impact on theenvironment.”

Innovative new centre reinforcesenvironmental best practiceLocated in the heart of the Mitchell EcoEnterprise Park in Stapylton on the Gold Coast, theMitchell EcoEnterprise Centre is an information networking and educational hub designedto promote sustainability, the environment and climate change solutions.

The Mitchell EcoEnterprise Centre is designed to promote sustainability, the environment and climate change solutions.

Almost all sectors of society andthe economy are likely to beeither directly impacted byclimate change or impacted by

how we respond to climate change.Being the tier of government closest tothe community, local governments will beat the forefront of identifying climatechange risks and opportunities withintheir municipality. Local government’sgeneral duty of care obligations towardsits community (residents, propertyowners and business), will involveadjusting its policies and operations tohelp prepare ecosystems, infrastructureand people to be able to cope with theimpacts of climate change.

Given its topography, large extents ofdevelopments close to the foreshore andlimited capacity of its aging assets(stormwater systems, buildings,seawalls), the City of Kogarah has beenidentified as an area vulnerable to therisks associated with climate change. In2009, the Council resolved to participatein the ICLEI (Local Governments forSustainability) Adaptive and ResilientCommunities (ARC) program with theaim of building Council’s capacity torespond to climate change and reducethe organisation’s and the community’svulnerability to its impacts. From thework to date, through this programCouncil has achieved a number ofinitiatives. These include theestablishment of a Climate ChangeAdaptation Working Group acrossdepartments and hierarchy, formalisationof the climate change risk managementgroundwork, structured identification ofkey climate change risks to the City anda systematic approach to managing andaddressing the identified issues.

The integration of climate changeconsiderations into Council’s day-to-dayactivities is evident through its highestlevel strategic planning documents (the

10 year Community Visioning Plan‘Bright Future, Better Lifestyle – Kogarah2020’), its long term financial planningcommitments, its communicationstrategy and relevant project documents.Council also incorporates climate changeconsiderations within its supply chainthrough our procurement policy andprocedures. This has had a flow on effectto our tendering, contractor selectionand even design considerations,particularly for our stormwater assetsand foreshore infrastructure.

Despite the tangible outcomes of thework, the main accomplishment forKogarah City Council has been therecognition of the extent of work Councilwas already doing in this area. Some ofthe responses to date which addressesclimate change considerations includeCouncil’s Total Water Cycle Management(the Beverley Park Sewer Mining plant),Foreshore and Marine InfrastructureManagement Plan, Council’s Street TreeMaster Plan, foreshore assets designconsiderations and the progressive

replacement of Council’s stormwaterassets.

The consideration of climate changeimpacts within Council’s operations hasalso resulted in a number of innovativeapproaches to the issue. These includethe concept of adaptive managementwhen dealing with uncertainty(advocated by ICLEI through the ARCprogram), the development of an internal‘Climate Science Inventory’ to informdecisions and assumptions, extensivework on mapping climate changeimpacts using new technology and newstaff engagement techniques to relateclimate change impacts to their work atKogarah City Council.

The work undertaken by KogarahCity Council to date has been recognisedas International Best Practice in othercountries such as Indonesia andGermany through ICLEI. Acceptance bythe international community placesKogarah’s work as a highly valuableresource and puts the organisation in aleading role within this field. Nationally,the work will be utilised as a case studyfor future program participants andpresented at national conferences.

For more information on Kogarah’s climatechange adaptation work, please visitwww.kogarah.nsw.gov.au or contact ElisaIdris, Sustainability Co-ordinator on 02 93309445.

AcknowledgementsKogarah City Council wishes to acknowledge andrecognise the work of the following organisations,without which this project and its achievementswould not have been possible.

ICLEI Adaptive and Resilient Communities Program,ICLEI Local Governments for Sustainability,Melbourne, Australia.

The work on Climate Change Vulnerability by theSydney Coastal Councils Group (SCCG)

Adapting Local Government’s Business toClimate Change: Kogarah City Council, inpartnership with ICLEI


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|Climate report confirms Australiagetting warmerBY MICHAEL PERRY WITH DAVID FOGARTY

Australia’s top scientists recently released a “State of the Climate” report at a time ofgrowing scepticism over climate change as a result of revelations of errors in some globalscientific reports.

The scientists said theirmonitoring and research of theworld’s driest inhabitedcontinent for 100 years “clearly

demonstrate that climate change isreal.”

“We are seeing significant evidenceof a changing climate. We are warmingin every part of the country duringevery season and as each decadegoes by, the records are beingbroken,” said Megan Clark, head ofAustralia’s state-backedCommonwealth Scientific & IndustrialResearch Organisation (CSIRO).

The UN’s Intergovernmental Panelon Climate Change acknowledged inJanuary that its 2007 report hadexaggerated the pace of Himalayanglaciers melting, and last month saidthe report also had overstated howmuch of the Netherlands is below sealevel.

The 2007 report is based on thework of thousands of scientists and isthe main policy guide for governmentslooking to act on climate change.Skeptics have leapt on the errors,saying they undermine the science ofclimate change but the IPCC, whichhas announced a review, hasdefended its work.

The CSIRO and the Bureau ofMeteorology report said internationalresearch showed it is extremelyunlikely that global warming could beexplained by natural causes alone.

“There is greater than 90 per centcertainty that increases in greenhousegas emissions have caused most ofthe global warming since the mid-20thcentury,” said the report.

“Evidence of human influence hasbeen detected in ocean warming, sea-level rise, continental-averagetemperatures, temperature extremesand wind patterns,” said the report.

Australia, a major grains and meatproducer, battled the worst drought in100 years for most of the past decade,damaging its farm output, but in recentyears the commodities sector hasbeen recovering due to good rainfall.

The government estimated farmoutput for 2008/09 at A$42 billion($38.4 billion) out of total Australiangross domestic product of A$1.2trillion.

Studies show that rising seas,shifting rainfall patterns and greaterextremes of droughts and floods couldcost Australia’s economy dearly. Agovernment report last November saidresidential buildings worth up to A$63billion could be inundated if seas riseby 1.1 metres (3.5 feet) this century.

HEATING UPSince 1960, the mean temperature inAustralia has increased by about 0.7degrees Celsius, but some areas of thecountry had warmed by 1.5 to 2degrees Celsius in the past 50 years,the report said.

Australia’s warmest decade onrecord is 2000 to 2009.

While total rainfall in Australia hadbeen relatively stable, the geographicdistribution changed significantly overthe past 50 years, with rainfalldecreasing in south-west and south-east Australia, the major population

areas.Sea levels around the island

continent since 1993 have risen 7-10mm per year in the north and westand 1.5 to 3mm in the south and east,said the report.

From 1870 to 2007, the globalaverage sea level rose by close to200mm (8 inches), sea levels rose atan average of 1.7mm a year in the20th century and about 3mm per yearfrom 1993-2009, it said.

Sea surface temperatures aroundAustralia have increased by about 0.4degrees Celsius in the past 50 years.

The scientists said global carbondioxide concentration in 2009 of 386parts per million (ppm) was muchhigher than the natural range of 170 to300 ppm that existed in theatmosphere for the past 800,000 yearsand possibly 20 million years.

The scientists said that based ontheir monitoring of the nation’s climatefor 100 years, Australian averagetemperatures are projected to rise by0.6 to 1.5 degrees Celsius by 2030.

(Source: Thomson Reuters)


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Many would say that there is a quiet revolutiontaking place in our city streets. Across the statepockets of land from street verges to unusedwastelands are being turned into micro food

bowls. For most people who live in an urban environmentsupermarkets and local shops are rarely more than a fewminutes away, so what is driving this burgeoning interest ingrowing our own food?

According to Russ Grayson of the Australia CommunityGardens Network, “it’s really for a number of reasons. Forsome people it satisfies an urge to connect with nature anddo some physical work, for others it may be economic andfor the health conscious who want to know where their foodcomes from, growing their own is the best option.”

There is nothing new about growing your ownvegetables. Backyard vegetable gardens have beencommonplace throughout the nation’s history but ourmodern desire for indoor/outdoor living is creating gardensthat don’t necessarily blend with the requirements oraesthetics of a seasonal vegetable garden. However, therestill remains a yearning amongst many to grow their ownfood, which in turn is creating a raft of innovative solutions,particularly in inner city settings.

Verge gardening, also known as guerrilla gardening, isone such example where street verges are planted withvegetables rather than grass or more typical verge flora –but it does require the support of council or at the very leasta tacit blind eye. In Marrickville, locals Eva Johnstone, alandscape architect, and her husband Bill have been

growing vegetables on their Marrickville street verge for thepast two years. The verges are owned by council who arehappy to turn a blind eye as long as they are managedneatly and well. And in Chippendale, a group of residentshave been growing raspberries, native mint and passionfruitvines on local telephone poles as well as a range of fruit andvegetables on their nature strips and footpaths.

North Sydney Council is already one of the leaders incommunity garden space but, says Mayor Genia McCaffery,“we would certainly be very supportive if communitieswanted to grow veggies in their street, as long as it’s acommunity initiative.”

However, verge gardening is not for everyone – theprecarious nature of the site and the availability of food topassers by is less attractive to those who want to keep allthe fruit of their labours. Fortunately there is a growingnetwork of community gardens with more and morecouncils getting behind them. It is difficult, however, to putan exact figure on how many community gardens there areacross the state. “To get an accurate picture of the state’scommunity gardens,” says Russ Grayson, “it would requirea state level initiative to put in place an evaluation of thisscale.”

The organic nature of community gardens in terms oftheir growth and structure has also meant that they evolvein different ways from council to council. There is no settemplate, with some being council-led or supported and

Communities that sow togethergrow togetherBY LISA KINAHAN

The growth of community gardens and verge gardens is changing the way we areacquiring our food as well as the face of our urban landscape.


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others receiving little or no Local Government support. Inthese cases the impetus and ongoing management isprovided by local residents.

Often telling is where responsibility for communitygardening sits within council. At City of Sydney Council, it iseasy to see their commitment to the concept with therecent appointment of Annie Walker as Community GardenLiaison and Support officer but in other councils it can bemore difficult to track down the right person. Responsibilitymight fall within the environment education team or thelandscape section and at Woollahra the role sits within oneof the community centres.

However, what is important is how the garden is set up.Much depends on what level of involvement councils wantwith their community gardens. Do they want a council-managed community garden, one that operatesindependently and liaises with council, or one in whichdecisions are made by gardeners with council having avote?

According to Russ Grayson, the independent model isprobably best where council wants to limit the amount oftime staff spend managing it, but at the same time wants tobuild social capital in the community. Generally, this modelworks well, with good examples found in Woollahra, NorthSydney, Ku-ring-gai, City of Sydney and Randwick.

Willoughby Council operates its community garden onthe council volunteer: bushcare model, and, says Russ,“this works well for people able to garden when there is aCouncil officer present, but does not work so well forpeople who would like to garden, for example, at timeswhen Council staff are not present. So there are somelimitations with this as a replicable model in that respect.”

Community gardens are not income generatingenterprises for councils so costs are usually born by thecommunity garden organisation or the council or acombination of the two. Major costs are generally aroundthe establishment and construction phase, and councilsoften suggest gardeners apply for the small grants theyhave for community groups.

Ongoing costs are usually covered through membershipfees and by applying for grants. Some councils, such asRandwick City Council, make a financial allocation at timesto assist the garden, and many other councils, includingRandwick, also make in-kind donations such as mulch andmaterials.

As well as a range of community gardens, North SydneyCouncil also supports a Streets Alive program, whichencourages local residents to take responsibility for creatingand caring for gardens on public land. Each Streets Alivesite has an appointed Council officer who is responsible forsupporting the volunteers. Council provides the materialsneeded to maintain the site such as plants, soil and mulchand Streets Alive volunteers provide the labour. When anarea of public space becomes a Streets Alive site, Councilworks with the site supervisor and other volunteers todevelop goals for the site.

As with anything that involves diverse communities,there is the usual balancing act. Many have argued thatarable space should be used for native planting to providemore habitat space for our decreasing native fauna. Butwhatever your viewpoint, one thing is clear: there is a raft ofwilling volunteers who are happy to provide their time andskills to make their local areas more aesthetic, sustainable,and in many cases, functional.

(source: Local Agenda)


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The ‘Streets Alive’ program encourages local residents to take responsibility for creating and caring for gardens on public land.


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For the first time Australians cantake advantage of the EarthMachine, a proven homecomposter used in over 3

million homes world wide.The imminent arrival of the Carbon

Pollution Reduction Scheme (CPRS)has many local government authoritiesreviewing their organic wastemanagement options. Internationally,one of the proven success stories hasbeen the introduction of homecomposting programs. Such schemesachieve significant diversion rates inorganic waste, and eliminate the needfor collection, transportation,processing and disposal into landfill.Subsequently costs are significantlyreduced, quickly offsetting the initialinvestment.

By nature, such programs havealso sparked keen community interestand involvement in both homecomposting, and consequently inrecycling, and more broadly, insustainable living.

The Earth Machine is the world’smost popular home composter of itstype, and is used across 3 millionhomes world wide. SourceSeparations Systems is excited to beintroducing this system to Australia.

In Australia, the averagehousehold’s waste is made up of 47%organic food and garden waste. Thisrepresents over 400 kilos of waste perhousehold per year which can bepotentially diverted from landfill withthe Earth Machine.

Source Separations Systems iscurrently partnering with a number oflocal government authorities tointroduce home composting programs,through comprehensive educationactivities and the Earth Machine kits. If you would like to learn more aboutthese local programs, or to get detailson international case studies, log onto www.earthmachine.com.au orcontact Source Separation Systemson (02) 4940 4648.

World’s best home compostertackles CPRS levy

For the past 10 years Baiadahas been committed tobecoming an industry leader inenvironmental management.

This momentum has continued, withmajor business developments, like therecent acquisition of Bartter Stegglesin July 2009, only encouraging thisdirection.

Baiada is Australia’s first poultrycompany to take environmentalmanagement to a fully certified EMS(Environmental Management System).With all original Baiada sites fullycertified, the focus, in more recenttimes, has been on certifying all newlyacquired business sites.

Some of the initiatives that havecome from the implementation of anenvironmental management systeminclude: • Recycling—There has been a

significant reduction in waste sentto landfill through the Baiada state-of-the-art Protein Recovery Plants.There is also a recycling program inplace for paper, cardboard, plastic,light globes, cans and scrapmetals.

• Tree planting—Over 20,000 treeshave been planted on Baiada sitessince 2001. The goal is to plant inexcess of 50,000 trees by 2020.

Baiada also has associations withFeatherdale Wildlife Park, allowingthe Park to plant eucalyptus treeson one of the Sydney hatcheryproperties from which they harvestleaves to feed the Park’s koalapopulation.

• Reducing water usage—Baiada isa member of the ‘Every DropCounts’ conservation programfunded by Sydney Water and in thelast 5 years has reduced waterusage of potable water byapproximately 15-20%. Rainwatertanks are being used throughoutthe business—where bio-security isnot compromised.

• Odour and noise reductionprograms—Baiada has embarkedon a number of odour and noisereduction programs, which haveincluded the construction andcommissioning of biological filtersand acoustic attenuation. Thisinvestment of several million dollarshas benefited in providing effectivecontrol of odour and noiseemissions from these sites.

What the future bringsBaiada is working to have all businesssites operating under theenvironmental management system byJune 2010. The number of rainwater

tanks and trees being planted willincrease. Packaging will continue tocome under the microscope withrecycling materials being furtherexplored. The poultry industry iscurrently investigating how to bestmeasure its carbon footprint withinAustralia. Once this has beendetermined, Baiada will plan andimplement a rectification program tooffset or reduce the carbon footprintwhere feasible.

Baiada is also mindful of its socialresponsibilities, particularly within localcommunities near its operatingcentres. Baiada actively supports anumber of charities but especiallythose focussed on the needs ofchildren. The Baiada Group’sChildren’s Charity Nest was introducedin 2002. Funds are raised throughemployee and company contributionsalong with a number of specificinitiatives that the business becomesinvolved with. An example is the recent Steggles sponsorship of theNRL Sydney Roosters—where thesponsorship is conditional on a portion of the sponsorship funds and winning games resulting incharitable contributions. As of 26 May2010, this sponsorship alone hasgenerated over $110,000.

Baiada Poultry is a family owned Australian business with its portfolioencompassing two well-recognised poultry brands – Steggles and Lilydale.

A journey of sustainability

Bowlers Lane Tamworth, where approximately 2,500 trees have been planted.


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Steggles chickens are truly tender chickens. Not

surprising, when you consider we have our very own

nutritionist to ensure they are fed a balanced diet of

mixed grains including all natural wheat, barley and

sorghum. Their diet is uncompromisingly healthy.

And for the most part, locally grown.

Because we’re convinced that the better our

chickens eat, the better your family eat.

Clair Medhurst, a spokesperson for the group, saidthe EPA ruling is a win for responsible mining inthe Darling Scarp. “For the first time, affectedresidents will have the opportunity to make

submissions about the environmental and social impactswhich they have actually experienced during BRL’s Stage 1operations, and which they are likely to experience from anyfuture mining stages,” Ms Medhurst said.

“We are, however, disappointed that the PER will onlyaddress BRL’s proposed Stage 2 operations, which webelieve encompasses only 1.2 million tonnes of BRL’sstated plans to mine up to 30 million tonnes in the area.

“37 Shires in the Darling Ranges are affected by BRL’sblanket tenement pegging over agricultural and lifestyleareas.

“To protect Chittering and the other affectedcommunities from the anxiety, uncertainty and hugeexpenditure that goes with dealing with piecemeal miningproposals on private land, we urge Government toimplement a regional environmental assessment of large-scale, low margin strip mining in the Darling Ranges,together with a comprehensive land use and social impactassessment of target areas to identify where and to whatextent bauxite mining is compatible with existing

agricultural/horticultural and tourism investment.“Residents deserve to know the big picture of what

BRL’s future plans are in the region so that the full andcumulative impacts can be assessed and clearlyunderstood.

“It is critical that ongoing issues such as sourcing ofindustrial water, transport infrastructure, salinity risks andnoise and dust emissions are properly analysed and thatour environment, agricultural and tourism investment andamenity are protected.

“This said, considering that only 6 months ago residentswere faced with a 9 million tonne bauxite mining proposalbefore the Shire Council, without an EPA assessment, wefeel we have come a long way and that common sense hasprevailed.

“R4RM will work as required with the environmentalconsultants presently being appointed by the Shire ofChittering to assist the assessment process.”

For further information, please contact:Residents for Responsible MiningJoint Convenors:Clair MedhurstTel: 0411 492 769 Derek GascoineTel: 0408 921 22

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EPA ruling ‘a win forresponsible mining’Residents for Responsible Mining (R4RM), the residents’ group with 100 householdmembers in the Shire of Chittering, is delighted that the Environmental ProtectionAuthority (EPA) has set the highest assessment level of Public Environmental Review(PER) for Bauxite Resources Limited’s (BRL, ASX: BAU) Stage 2 mining proposal inBindoon, in accordance with environmental legislation.

With more than 23,500 railway level crossingsaround Australia, the potential for large scaletragedy is present at many locations. It is forthis reason that railway level crossing safety is

one of the rail industry’s highest safety priorities as it strivesfor zero deaths at railway level crossings.

An Australian Transport Safety Bureau study of 87 fatalrailway level crossing incidents revealed the following factsabout these fatal collisions. • More than 50% occur at ‘active’ sites (those with boom

gates, flashing lights and bells or a combination of thesewarning devices in place).

• 80% occur in daylight during fine weather on straight,dry roads.

• Over 60% happen on weekdays at rural or urban levelcrossings (67%).

• In 33% of fatal incidents, the point of impact is the sideof the train.

• 46% are a result of unintended driver error. These findings highlight the challenges surrounding

railway level crossing safety and the need for a multi-pronged approach.

In March 2009, a new national body, the Rail LevelCrossing Group (RLCG), was established to nationallyaddress railway level crossing matters. Comprised of SeniorGovernment, Industry, Road, Rail and Trucking

representatives, the RLCG released its National RailwayLevel Crossing Strategy (2010 - 2020) in November 2009.Approved by the Australian Transport Council, the nationalStrategy identifies six key focus areas that must beaddressed to reduce incidents at railway level crossings.These are a safe system approach, national governance,risk management, exploring technology, continuededucation and enforcement and improvements in data andknowledge management.

In recognition of the national strategy, and to ensure anationally coordinated approach to railway level crossingsafety, the Rail Industry updated its railway level crossingstrategy so that it aligns with the national strategy.

The Rail Industry Safety and Standards Board (RISSB)has been tasked with implementing the Industry railwaylevel crossing strategy. The Industry and RLCG strategiesare both available in the railway level crossing section of theRISSB website www.rissb.com.au.

Rail is the safest form of land transport yet risks arepresent at every road / rail interface. The Rail Industry iscommitted to working with all levels of Government, theroad and trucking industry’s and other stakeholders toimprove railway level crossing safety.

Every railway level crossing incident is avoidable andzero deaths at railway level crossings is achievable.

Railway Level Crossings –Every Incident is AvoidableApproximately 100 incidents occur at railway level crossings causing an average of 37fatalities in Australia annually. Compared to the Australian road toll, this number mayseem minor but it is important to remember that there is potential for catastrophicincidents resulting in multiple fatalities and significant damage bills.

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Manufactured in Spain byCegasa and distributedexclusively throughoutAustralia by LB

International Pty Ltd, BASYC has beenspecifically developed to provide asystem of continuous, non-rigidprotection for both motorcyclists andcyclists that can be retro-fitted to anytype of beam barrier system. Thesystem has been successfully installedat numerous locations throughoutSpain, the United Kingdom, Italy,Greece and Brazil, and now looks setto change the face of road safety formotorcyclists throughout Australia.

Speaking about the new BASYCMPS, Paul Hansen, Managing Directorwith LB International Pty Ltd,commented:

“We believe that the BASYCsystem sets a new benchmark inimpact protection for motorcyclists onAustralia’s roads.”

“Whereas in the past, there havebeen difficulties in balancing the needsof motorcyclists with those of otherroad users—especially in terms ofmotorcyclists impacting with guardrailand posts—we believe that theBASYC system delivers the idealbalance of strength and flexibility tomeet everyone’s needs,” he said.

“What’s more, the fact that BASYCis effectively a ‘combination system’that can be retro-fitted quickly and

easily to any guardrail design. Thesystem has been fully crash testedwith motorbikes and with cars to theEuropean standards. This bike barrierdoes not cause any instability to carsin the impact.”

The BASYC MPS incorporates anon-rigid barrier designed withcontrolled elasticity to absorb theimpact of a motorcyclist. The systemconsists of a tensioned geotextilemesh composed of different threaddensities that deliver excellentmechanical properties of resistance,stretching and traction. This controlledelasticity gradually absorbs the energyfrom the impact, redirecting the rideralong the barrier, whilst at the sametime, avoiding the ‘bounce’ effect.

Importantly, the system has also beendesigned to cope with a ‘second’impact from a pillion passenger.

The textile mesh is a fireproofrecyclable product that has UVprotection, and is resistant to extremetemperatures. A specifically-developedparaffin and Teflon surface treatmentminimises the effect of hightemperatures generated by frictionduring impact and ensures theprogressive slip of the rider on themesh. The mesh has also been treatedto minimise the accumulation of dust,water, snow and/or othercontaminants in the surface.

For further information contact:Dane Hansen – Tel: (02) 9631 8833.

The DTEI in South Australia is the first road authority in Australia to install the newBASYC MPS (motorcycle protection system).

The first BASYC installation

The combined DTEI and BASYC crew standing in front of the completed BASYC installation.| in

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SUMMARYGiven that 96 per cent of houses in Victoria were builtbefore the introduction of five-star energy efficiencystandards, improving the environmental performance ofolder homes is essential to reducing the state’s energy use.

A new study conducted by MEFL for SustainabilityVictoria has given us a better understanding of just howinefficient Melbourne’s older houses are, what needs to bedone to improve them, and how much it might cost.

Fifteen houses built between 1900 and 1980, locatedmainly in Melbourne’s inner north, were chosen for the pilotproject funded by Sustainability Victoria. The houseschosen were mainly freestanding weatherboard or brick-veneer homes, and ranged in size from 75m2 up to 175m2,much smaller than the average new home built today.

Each house was measured and assessed in great detailto record the floor plan, building materials, insulation levels,construction characteristics and orientation. Then, a largefan was used to blow air through the house, equivalent to a35 kilometre per hour wind (called a ‘fan pressurisationtest’), while specialised equipment monitored how quicklyair leaked through all the gaps and cracks.

Then, all the construction and design details wereentered into the ‘First Rate5’ thermal modelling softwareprogram to determine each home’s star rating according tothe National House Energy Rating Scheme (NatHERS).

The average energy rating of the fifteen houses was just1.3 stars, and four of the houses rated less than 1 star. Only

two houses had a star rating of above 2. This indicates thatwe’ve got a long way to go to bring the majority of olderhomes up to today’s energy efficiency standards. It alsomeans that people living in older houses are likely to bepaying more to heat and cool their homes.

Energy hungry appliancesDuring the survey of the house, the researchers also notedthe type and number of major appliances being used. Thisincluded checking the energy consumption of waterheaters, fridges, heating systems, air conditioners,dishwashers, clothes washers, lights and televisions. Thestudy examined the cost of upgrading major appliances,and calculated how long it would take for the householderto get their money back through savings on energy bills.

Upgrading to a gas-boosted solar hot water system,installing a high-efficiency central heating system, andreplacing low-voltage halogen downlights proved to be themost beneficial actions. In most cases the energy savingsachieved through upgrading fridges, air conditioners,dishwashers, clothes washers and televisions were notsignificant enough for the upgrade to be economicallyviable.

The findings highlight the importance of ensuring thathigh-efficiency appliances are chosen when appliancesreach the end of their operating life, since at this point thecost difference is much less.


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Measuring the energy efficiency ofolder homes

What’s the best solution for older buildings?The research also evaluated the potential benefit that couldbe gained from a range of common home improvements.Rather than actually installing the upgrades, FirstRate5software was used to model hypothetical changes to eachhouse and estimate what impact they would have on thehome’s energy efficiency and star rating. Two sets ofactions were investigated.

Basic upgrade:• Ceiling insulation – either top-ups or installation of new

insulation;• Comprehensive draught sealing consisting of sealing

wall vents, skirting boards, recessed downlights,exhaust fans, doors and windows;

• Underfloor insulation in the case of houses withsuspended timber floors.Advanced upgrade, all of the above plus:

• Drapes and pelmet on windows to reduce heat loss;• External awnings or blinds on unshaded windows facing

north, east and west;• Wall insulation pumped into the external wall cavity;• Double-glazed windows to replace existing single glazed

windows.The cost of each retrofit measure was calculated to

compare which actions were most cost-effective.

Results of the studyThe results of the modelling show that wall insulation had asignificant impact, increasing the house energy rating byover 1.5 stars. Simple draught sealing also performedstrongly, increasing the rating on average by almost half astar.

The basic upgrade package resulted in an averageimprovement of 1 star for a cost of just $1,837.

The full upgrade package wasmuch more expensive, coming in atan average of $22,591, but resultedin an average 3 star improvement.

Applying the advanced packageof upgrades increased the averageenergy rating of the fifteen homesfrom 1.3 to 4.3 stars, close totoday’s legal minimum of 5 stars.

Double-glazing was by far themost expensive measure modelled(accounting for 59% of the cost) butdelivered less than 10% of theimprovement in energyperformance. The reverse was truefor insulation and draught sealingwhich delivered 84% of the benefitfor only 20% of the cost. It shouldbe pointed out that the upgradeswere modelled in a particular order(i.e. insulation was applied to thehouses before double-glazing) andthe star rating improvements wouldvary depending on the order inwhich they were applied.

As a pilot study, the results needto be treated with some caution, but so far the indicationsare that basic and affordable actions such as insulation anddraught sealing may be the best option for making olderhomes more climate-friendly.

Next stepsMEFL has already commenced a second follow up studywhich will assess a further 30 homes to expand the samplesize. Stage two of the research is due to be completed bythe end of 2010.

OR to download a copy of the full report, published by SustainabilityVictoria visit: http://www.sustainability.vic.gov.au/www/html/2904-energy-efficiency-of-victorian-homes.asp

For other enquiries contact the report’s author Govind Maksay,Residential Buildings project specialist with the Moreland EnergyFoundation on 03 9385 8508 or [email protected]


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Lucid Consulting Engineers were engaged by the LGA of SouthAustralia to coordinate with local and regional councils to defineworld’s best practice for energy efficient park and roadwaylighting, and ensure South Australia is at the forefront of public lighting sustainability.

Lucid staff are accredited under the “NABERS” and “Green Star” schemes and arededicated to providing the best possible ESD solutions across all disciplines for our clientsand for the wider community.

• ELECTRICAL SERVICES • MECHANICAL SERVICES • SUSTAINABILITY • FIRE PROTECTION SERVICES• HYDRAULIC SERVICES • VERTICAL TRANSPORTATION SERVICES • PROJECT MANAGEMENT• URBAN DEVELOPMENT INFRASTRUCTURE

Level 1/89 King William Street, Kent Town, South Australia 5067 Tel (08) 8364 6155 Fax (08) 8364 [email protected] www.lucidconsulting.com.au

Innovative approachesto complex challenges.

Port Phillip Housing Association(PPHA) is a not for profitcommunity housingorganisation that owns,

develops and manages affordablerental housing for people on low tomoderate incomes. We are aregistered Housing Association underthe Housing Act 1983 and as one of asmall group of registered agencieshave access to capital growth fundsfrom the State and FederalGovernments for the development ofaffordable housing projects in Victoria.

In partnership with the StateGovernment and the City of Port Phillipour Housing Program has grown to bethe largest local government initiatedcommunity housing program inAustralia. It is recognised nationally asone of the most innovative andprogressive demonstrations of theinvolvement of local government in theprovision and management ofaffordable housing for low-incomeresidents.

PPHA, previously St Kilda HousingAssociation (pre local governmentamalgamation), had its beginnings in1985 when the former St Kilda Councilestablished the city’s communityhousing program. The purpose was toprovide secure and affordable rentalhousing for local residents with long-term links with the area and who wereeligible for public housing. We havenow grown to own and manage over540 units, with an additional 500 eitherplanned or currently underdevelopment to be available in the next3 years.

The City of Port Phillip has assistedPPHA’s growth with a fully integratedhousing strategy in its policyframework, annual corporate plansand annual budgets. The need forcommunity housing is integrated intothe Port Phillip Planning Scheme andits Municipal Strategic Statement. Thishas enabled continuity and progressivedevelopment of community housingover a 25 year period.

In 2004 the City of Port Phillipestablished the Port Phillip HousingTrust as the ownership vehicle for theircommunity housing assets valued atover $90m to ensure ongoing financialand political sustainability in a

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Port Phillip Housing Association

PPHA’s Ormond Road, Elwood development included the demolitionof a 4 bedroom house to make way for 11 units for older persons.


gentrifying community. PPHA wasappointed as Trustee and continues toown and manage the assets. At thattime Council also committed tocontribute $400,000 per year for 10years as well as an ongoingcontribution of surplus land to the Trustfor housing projects in the City of PortPhillip.

PPHA was recently appointed bythe Victorian Government as theorganisation responsible for deliveringthe Ashwood Chadstone GatewayProject (ACGP) in the Inner East ofMelbourne. This project will create over200 much needed affordable andsecure homes for the local community.In partnership with the City of Monash,the ACGP will also rejuvenate the localarea and bring added benefits to thecommunity including creating publicopen spaces for people to socialise,advocating for training andemployment opportunities, andimprove access to local serviceproviders and transport facilities.

Another recent successful jointventure was the construction ofWoodstock Rooming House – a 31unit development largely in the airspace above a Council car park at therear of the Carlisle Street ShoppingCentre in Balaclava. Other successfulmodels have included partnershipswith private developers where Councilhas provided land in return for aportion of units in the new futuredevelopment.

PPHA has had successfulpartnerships with other LocalGovernment Authorities, includingpurchase of social housing unitsowned by Glen Eira Council that will beredeveloped by PPHA to improve

CONTINUES ON NEXT PAGE

RIGHT: The rear of Enfield House in St Kilda, aprevious backpackers residence, purchased byPPHA and developed to provide 35 apartmentsfor local older persons.

BELOW: Some of PPHA’s 82 units at ParkvilleGardens, the previous athletes village from the2006 Commonwealth Games.

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amenity for residents and increase thenumber of units. PPHA has alsoestablished a relationship withMelbourne City Council who providesrate exemptions to assist with theongoing management and viability ofour community housing in ParkvilleGardens.

In the current policy environment atboth State and Federal levels, LocalGovernment Authorities have theopportunity to play an integral role inthe development and sustainability ofinclusive communities through theprovision of affordable housing.

TOP LEFT: Pyrmont Rooming Housing in St Kildaprovides mostly fully self-contained singlesaccommodation for 35 residents.

TOP RIGHT: The Premier John Brumby withPPHA and City of Monash representativesannounces PPHA as the successful tenderer forthe Ashwood Chadstone Gateway Project.

RIGHT: The redevelopment of the historicExcelsior Hall in Port Melbourne on land ownedby the City of Port Phillip now provides 18 onebedroom units for singles.

CONTINUED FROM PREVIOUS PAGE

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Leighton Contractors was engaged to design,construct and fit-out the $94 million Green SquareNorth Tower, which comprises 12 levels of officespace, 600 square meters of retail, and two levels of

parking, with four major tenants including the QueenslandState Government.

A significant contributor to the building’s 6 Star GreenStar rating is a large scale gas-powered cogeneration plantlocated on the roof of the tower, which generates powerwhilst expended waste heat is captured and reused in anabsorption chiller to run the air conditioning system.

The plant simultaneously produces electricity andthermal energy using a low CO2 emission fuel source –natural gas.

Along with reducing the building’s reliance on the publicelectrical infrastructure network, the cogeneration plant willdeliver significant reductions in the building’s greenhousegas emissions; it is estimated to reduce nitrous oxide outputby 85%, carbon monoxide output by 90%, and overallemissions by 55%, playing a major role in Brisbane CityCouncil’s target to halve carbon emissions by 2026.

The cogeneration plant also delivers operational and

cost benefits by meeting 70 per cent of the building’selectrical peak load needs and 30 per cent of its peakcooling needs, providing power savings and securityagainst rising energy prices.

The Green Square North Tower is only the secondproject in Australia to achieve a 6 Star Green Star - OfficeAs Built v2 rating, and it is estimated that the project willachieve reductions of 26kg of CO2, per m2, per annum.

Darren Weir, Leighton Contractors General ManagerNorthern Region, said the project invested heavily insustainability education and relationship management tocreate a design and construction project culture wheresustainability was at the forefront.

“With the achievement of 5 and 6 Star Green Starratings from the Green Building Council of Australia and ahost of industry awards, the Green Square Corporate Parkset new benchmarks for sustainable development inQueensland,” Mr Weir said.

Implementing innovative engineering solutions and smarttechnology have set a new environmental benchmark forindustry.

The Green Square North Tower is also at the forefront of


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Clean green business machineBY EDEN COX

The Green Square North Tower building has become the first building in Queensland to beawarded both a 6 Star Green Star - Office As Built v2 and a 6 Star Green Star - OfficeDesign v2 rating. The tower is part of the Green Square Development area, one of thelargest mixed-use corporate office parks in Brisbane, and was certified as a ‘WorldLeader’ in environmentally sustainable design in 2009.

water-smart practice, with annual savings of 6 million litres,and a 160,000 litre water storage facility onsite forlandscape irrigation and other building uses.

The basement water tank receives the rainwaterharvested from the entire roof area, which is then filteredand pumped back up the building to be used for toiletflushing and irrigating the building’s vegetation. A sensorindicates when the tank is low on harvested water andmains water is only used when storage capacity isexhausted.

Water efficient fittings and fixtures combine with therainwater harvesting system to save 1.2 million litres ofpotable water each year.

Along with high efficiency luminaries and intelligentenergy meters to record the performance of the building,innovative management practices play an important part inoptimising the Green Square North Tower’s environmentalperformance.

According to Lisa Welsh, Office Manager at Cardno,which occupies the North Tower, the automated lightingsystem reduces electricity waste.

“Everything is automated. No-one needs to beconscious of turning lights off when they go home. All ourstaff have to do is turn their computers off.”

A direct digital control system monitors and controls allbuilding systems for performance maintenance, and watermeters immediately identify water leaks enabling swiftresponse.

Smart energy meters installed in the building exceed thedevelopment requirements to maximise the accuracy ofenergy reporting, assisting end users with tracking NABERSenergy ratings.

“We get printouts on our usage about every 6 months,”said Ms Welsh, adding that staff can also access thesereports.

Ms Welsh said it is useful to be able to determine howmuch energy is being consumed on each floor, and inparticular, how much energy is being used by thecompany’s server room in comparison to the costs inCardno’s previous building.

“When we first moved into the North Tower we weresaving $1500 to $2000 a month on our electricity bills,” sheadded.

Building occupants have not been forgotten, with freshair delivery and high air change effectiveness through the airconditioning system, and excellent thermal comfort withinthe office space.

A 160 bike rack facility with showers and change rooms,plus 35 public visitor bike racks make an even broaderimpact on the environmental targets set by the BrisbaneCity Council by enabling a voluntary reduction in car use.

“There is also a Wellness Centre in the South Tower ofGreen Square and staff can now exercise during their lunchbreaks,” she said, and added that the number of bicycleshas doubled if not tripled since the company moved to thegreen building.

The development’s master plan also includes a 2,500m2high tech utility building, a community centre and proposedchildcare facility, a vacant site for future affordable housingdevelopment, and a green ‘pocket park’ and retail plaza.

The Green Square North Tower’s adjoining building,Green Square South Tower, received the first 5 Star GreenStar - Office Design v2 and Office As Built v2 ratings inQueensland in 2006, and a 4 Star Green Star - OfficeInteriors v1.1 rating in 2009.

South Tower achieved maximum points for the transportcategory, with similar provision of cyclist facilities and publictransport amenity. It’s water efficient fixtures and fittings alsoreceived a high score, along with water metering, andrainwater harvesting and reuse for landscape irrigation.

The use of environmentally friendly constructionmaterials was a high priority for the South Tower, and 100per cent of timber was either reused, recycled of FSC-certified. 60 per cent of the steel had recycled content of 50per cent or beyond, and low-emission formaldehydeproducts and low-VOC finishes were chosen for theinteriors.

Testament to the appeal of the green design in Brisbane,all of the North Tower’s commercial space was leased wellbefore practical completion. Let’s hope that the GreenSquare Development is just the start of a booming trendtowards sustainable design in Australian, encouraged andinspired by councils keen to reduce their environmentalfootprint.


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As the peak industry body forhousing associations in NSW,the NSW Federation ofHousing Associations is the

gateway to the state’s rapidly growingcommunity housing sector. With morethan 30 full-member organisations and70 affiliates, we can provide a wealthof information and contacts with non-government housing providers in NSW.

The enormous growth of the sectorover recent years has also lifted theactivity of the Federation. We’ve beenworking flat out to build a wide rangeof relationships to support these rapidchanges. While these include political,industrial and commercial relationshipsfor this new growth area, one of ourimportant activities is hosting anetwork of local government officersinvolved in affordable housing.

We’ve also been working with ourmembers to deliver a wide range ofprofessional support and qualificationsfor growing the capacity,professionalism and skills of those inthe sector. The range is huge, fromshort courses for CEOs to accreditedvocational training sessions andhands-on workshops, allowing us toprovide the skills that the sector needs.

The Federation’s web site(www.communityhousing.org.au) is afantastic resource, providing adirectory of community housingproviders across NSW. News,information on training and events,links to publications and submissions,and other material of relevance to thesector can all be easily accessed fromthe Federation’s home page. Don’tdelay – look it up today!

L2 • THE AUSTRALIAN LOCAL GOVERNMENT ENVIRONMENT YEARBOOK 2011

Supporting a growing sector

NSW Federation of Housing Associations Inc.64-76 Kippax Street, Surry Hills NSW 2010Tel: (02) 9281 7144www.communityhousing.org.au

There are more than 30 specialist communityhousing providers (CHPs) that provide homes forlow- or moderate-income households across NSW.The sector has grown steadily over the past five

years, with the number of homes managed increasing from12,000 to more than 21,000. But in the next year and ahalf, this is expected to rise to around 30,000 homes, asthe sector’s growth continues to accelerate.

A large part of this expansion is due to the NationBuilding Economic Stimulus Plan, which is providing around6,000 new affordable homes to be managed by local CHPs.CHPs maintain strong local attachments and involvement,utilising diverse partnerships with local support providers toensure that tenancies are sustained and communityparticipation strengthened.

However, they are no longer the small services withwhich many councils have been familiar: the largest providerwill soon manage more than 4,000 homes. Many othersmanage more than 1,000 properties, allowing them to makesignificant responses to local housing needs.

The diversity of CHPs is echoed by the strength andnumber of connections they have with local governmentsand providers. As Greg Budworth, CEO of CompassHousing in Newcastle, explains, these collaborations arevery valuable to his organisation.

‘Generally speaking, Compass has valued and maturepartnerships with several local councils. We’ve beenparticularly benefited by the provision of two blocks of landdonated by Cessnock Council for our affordable housingprogram, and also the provision of $660 000 from theNewcastle City Council, via their Building Better CitiesCommittee, which we’ve put towards affordable housing inNewcastle.’

‘Those two partnerships are quite mature, while with theother councils we’ve begun a process of partnership andcollaboration. We’re looking forward to the furtherdevelopment of those relationships.’

Another example of the extensive networks betweenCHPs, local government and the community is given byBrian Murnane, the Executive Manager of ArgyleCommunity Housing. ‘In 2005 Wingecarribee Shire Councilestablished an Affordable Housing Strategy Group,comprising councillors, planners, communityrepresentatives and Argyle Community Housing staff. Thisgroup assessed the need for affordable housing in the Shireand made recommendations to the Council, one of whichwas that the Council donate a parcel of land to Argyle. Thiswas approved, and Argyle built two cottages on the land.’

‘The Council also brokered a deal between Argyle and alocal developer that resulted in the construction of anadditional six cottages for affordable housing in the Shire.As the Mayor, Gordon Lewis, said, “This collaboration hasproduced a great result for the Shire”.’

St George Community Housing is the largest in the

Community housing becomes asignificant local serviceThe community housing sector in NSW has experienced an extraordinarylevel of growth over the last couple of years, making it a significant newpartner for local government. Across the state, the sector is providingmore affordable housing, while focusing on local communities and theirneeds and working with local government to achieve these aims.

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country. ‘Local government relationships certainly areimportant because the scope of our portfolio is so broad’said CEO, Nazha Saad. ‘ For us it is about working withcouncils to be able to deliver products and programs thatare most suitable for residents of the particular area. In thisway housing, be it fully or partially subsidised, is integratedinto the community rather than being a stand aloneresponse’

‘We run affordable housing programs with RandwickCity Council and City of Canada Bay Council. The City ofCanada Bay project is important as it demonstrates howthree levels of government can deliver key worker housingusing both NRAS and local planning incentives. Thepartnership encompasses a relationship between CanadaBay and the Concord Repatriation Generalist Hospital toprovide affordable housing to employees of the hospital.’

Clive Bradshaw from Hume Community HousingAssociation points out that CHPs make other important

contributions to local communities. ‘In common with otherhousing associations, Hume Community HousingAssociation places a high priority on working withincommunities and supporting tenants to be activecommunity members. An example of this approach is theengagement with residents of a sheltered housing property,all of whom are aged pensioners. During Seniors Week,Hume took nine residents to Darling Harbour for a SeniorsWeek event of dancing and street shows.’

The growth of CHPs is leading to new kinds ofrelationships with local government. As Nick Sabel fromWentworth Community Housing explains: ‘WentworthCommunity Housing is experiencing rapid growth under thePTP (transfer of public housing to NGOs), and by December2010 will be the largest provider of social housing in theHawkesbury and Blue Mountains local government areas,with a strong and growing presence in Penrith andBlacktown.’

‘With this growth comes enormous responsibility.Wentworth sees local governments as key stakeholders inthe delivery and realignment of affordable and socialhousing, facilitating community strengthening and endinghomelessness in the region.’

CHPs reflect the diversity of communities in the state.The largest provider operates across the Sydneymetropolitan region, while the smallest is a strong localpresence in a country town. And their services reflect localneed. Many provide targeted services to support the mostvulnerable households, but increasingly the affordable rentalsector is growing to meet the housing needs of key workersin local communities.

Whatever the character of each community, CHPs willcontinue to make a growing contribution, a key part ofwhich is thanks to their partnerships with local government.

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In Australia, there are 1.36 millionpublic lights on minor roads,costing taxpayers $100 millionannually. A significant number of

these use old and antiquatedtechnology, providing sub-optimallighting. More importantly, theyconsume large amounts of energy,contributing to air, water and lightpollution. Public lighting of roads is amajor source of greenhouse gasemissions for local governments,typically accounting for between 30 -50% of their total greenhouse gasemissions.1 To compound this crisis,electricity prices are predicted toincrease an average of 50% in2010/11.2

Fortunately, new lightingtechnologies exist in the marketplacetoday that are able to deliveroutstanding energy and cost savings.Philips Lighting is leading the urbanlighting revolution by implementinginnovative lighting systems.

The Philips ClearLine lightingsystem provides urban planners with acomplete solution for road lighting.Using the latest LED technology,ClearLine can achieve significantenergy savings compared with typicalconventional SON solutions. Oneunique feature is its dimming capacity,which allows individual light points tobe switched on or off or dimmedduring off peak hours saving additionalenergy costs. It has an incredible longlife of over 50,000 hours reducingmaintenance costs while also providingthe benefits of a contemporarydesigned, higher quality, bright, naturalwhite light, creating a secure, safe andmore inviting night-time urbanenvironment.3

Another solution is the PhilipsCosmosPolis street lighting system,which is an ideal alternative to theconventional mercury vapour and high-pressure sodium lamps. Thisextremely energy efficient lightingsolution delivers a higher quality whitelight and enables greater spacingbetween luminaires thereby reducinginitial investment and on-goingmaintenance costs. Even higherefficiencies can be achieved ifintegrated with the Philips Iridiumluminaire range, which also has adimming capacity to save on energy

costs. Due to its superior optics, theIridium also ensures low cost ofownership. These two lighting systemsare versatile enough to be applied inresidential areas, major and minorroads and motorways.

These are just a few examples of currentenergy efficient and sustainable lightingtechnologies that are available today. Formore information and helpful hints on how toimplement cost and energy efficient lightingsystems, please contact Philips CustomerService: 1300 304 404 or [email protected] or log ontowww.philips.com.au/lighting.

1 “Lighting the Way. A local Government Guide to energy

efficient Public Lighting on Minor Roads”. Prepared by

Deni Greene Consulting Services, Kevin Poulton and

Associates and Genesis Automation for the Australian

Greenhouse Office in the Department of the

Environment and Water Resources. February 2007.

2 “Street lighting price hike”, Blue Mountains Gazette.

Michael Gleggett, 26 May 2010.

3 Testing for product performance (including lifetime) and

applications has been carried out in Philips laboratories

using Philips’ electronic control gear. Actual results may

vary based on individual applications. Please contact

Philips for more information.

The next generation in urban lightingLighting is a fundamental part of life. It gives us the natural rhythm of day and night,determines how we see things and brings the world to life. Research shows that well litstreets make roads safer for motorists and pedestrians. In addition, it enhances thegeneral feeling of security, encouraging people to walk, run, cycle and socialise in theevenings, complementing the city’s nightlife.

After careful consideration of the available energyefficient lighting options, including T5 and CFLoptions, Council chose a Pecan Lighting Grid TiedSolar Public Lighting (GTSPL) system using LED

luminaires. This system provides an energy neutral lighting solution

that translates into a reduction in greenhouse gas (GHG)emissions of over seven tonnes annually from the 44 xGTSPL poles in the project.

As the CREE LED’s in the luminaire produce no UV theydo not attract bugs and other flying insects and containingzero Mercury makes them environmentally friendly.

As the lighting requirements vary throughout the CivicCentre a number of different optical systems were used.

Type IV forward throw optics were utilised in one carpark section due to the size and shape of the area. Themain car park uses Type III street light optics to achievelighting uniformities compliant with the code requirementswith Type II street light optics used throughout the roadwaysof the civic centre.

The long lamp life of the Pecan LED luminaire is a bonusfor Council with a healthy effect on Council’s maintenancebudget with a truly maintenance free lighting system for

many years to come. With the emergence of FIT (Feed in Tariff’s) there now

exists a situation whereby even under a Nett FIT, PecanGTSPL systems can have the capability to generaterevenue for the owner.

Wyndham Civic Centre lights up withsolar powered LED lightingWyndham City Council recently completed the upgrading of the lighting in the car parksand roadways of its Civic Centre.

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The Department of Primary Industry, Victoria, Pilot, Electricity Monitoring Project

The Department of Primary Industries (DPI) is one of 11

Victorian Government Departments and reports to the

Minister for Agriculture and the Minister for Energy and

Resources. DPI employs 2,500 staff in 70 locations around

the State to develop sustainable agriculture, fisheries, energy

resources and forest industries in Victoria. Like all other

Victorian departments, DPI aim to continuously improve

environmental performance whilst achieving service delivery

requirements.

A large proportion of DPI energy consumption is related to

research activities. However current DPI environmental

performance monitoring is restricted in its ability to

separately report office and non-office usage due to existing

infrastructure at major DPI research based sites.

In 2009 DPI issued a select RFQ for a pilot electricity sub-

metering solution covering 5 major research sites spread

around Victoria. The project aim was to collect the remote

energy data from the five sites and to integrate this data into

the DPI database via their Environmental Management Tool

(EMT), which requests the sub-meter data from the energy

database and reconciles the data to each site’s total

consumption for environmental performance analysis.

Fastron Technologies Pty Ltd was awarded the contract and

offered DPI various options including:

• Energy data collected remotely via a local computer or by

central computer at DPI’s head office

• Communications to Spring Street via Internet, GPRS or

LAN

• Interface into the DPI computer by “.csv” file or directly

via an SQL database enquiry.

DPI chose to have a Central Computer at head office running

on their existing Local Area Network (LAN) and to input data

into their server by an SQL database enquiry. This reduced

complexity and cost as well as providing a more efficient

software interface.

The software utilised on this project is the Fastron

Technologies “ERGO” Commander software which currently

resides on a computer located at the Spring Street office and

which polls all energy meters in the field on an hourly basis

via their LAN.

The “ERGO” Commander is also designed to be fully

scaleable and to allow any new process data such as water

and gas to be seamlessly added through fully addressable IP

nodes and field RS485 multi-drop links.

The data from each site can also be used in the future to

provide profiling data, alarms and reporting to each Site

Manager. This will enable each Site Manager to analyse their

own local operation to reduce wasted energy, monitor and

target their consumption in order to maintain the savings and

to further benchmark specific actions taken to reduce energy.

Mike TrubridgeManaging DirectorFastron Technologies Pty Ltd 25 Kingsley Close, Rowville, Victoria, 3178Tel 03 9763 5155

In 2007, Randwick Labor Club management undertooka renovation of the entire building, including therebuilding of the second level gaming area, a fire safetyupgrade, including sprinklers throughout the renovated

area, a new electricity switchboard with a single supply anda new foyer. The renovation represented a completereinvention of the Club, to ensure it remained attractive andoffered the best levels of service for its members.

Some time after the redevelopment it became evidentthat the Club was under-supplied with power.

As a result of this lower supply, Randwick Labor Clubwas suffering from regularly overloaded fuses, leading to thepower dropping out. This was affecting systems that areintegral to the Club’s business and providing a service to its

members, including lighting, air conditioning andrefrigeration, meaning the Club had to close until the fuseswere replaced and therefore was losing trade.

Bill Clegg, Randwick Labor Club manager says: “It wasjust unacceptable to us to keep losing power as we were.Even once we’d bought replacement fuses to keep sparewe needed to have a tradesman come to fit them so we stillhad to keep closing intermittently. Understandably, this wasa huge frustration to our members too so we needed torectify the situation.”

While replacing the fuses was a short-term fix, Cleggstarted looking into long-term solutions for this problem. Ittranspired that the transformer in the street did not have thecapacity for the Club’s power supply if it ran over 400 amps

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Technology Case Study

Randwick Labor Club saves$200,000 with innovative powermanagement systemRandwick Labor Club is situated in the heart of Sydney’s Eastern Suburbs and providesentertainment facilities including a restaurant, bar, function room, TAB and lounge area forthe local community. The Club was opened in December 1972 and has since then played avaluable role in supporting the needs of charitable and sporting organisations from thelocal area.

and therefore the transformer would need replacing. Thecost of replacement was $250,000 plus cabling, a newswitchboard and other electrical support items.

Deterred by this significant cost, Clegg approachedDavid Anderson, Randwick Labor Club Load Shedding andMonitoring Project at Energy Management SolutionsAustralia (EMS), to develop an alternative solution to theproblem. The best solution was to install live meteringequipment to monitor the electricity consumption of theClub. mySmart then supplied the logic control to theinterface with the Club’s existing electrical systems.

EMS is a consultancy service offering cost-effectiveenergy management solutions and designs to reduce long-term energy consumption and carbon emissions. mySmartis an Australian company that uses the latest technology,consultants and technicians to optimise buildings andoutdoor environments so that they use less energy andresources while simultaneously driving down ongoingoperational costs.

Using mySmart technologies, Anderson devised asystem of live load monitoring whereby the Club canmonitor electricity consumption in real-time. When levelsreach a critical point (i.e. 370-390 amps) the Club willautomatically ‘shed’ some of the load by turning down theaircon or some of the lights in order to keep the powerbelow the 400 amp threshold and keep everything up andrunning.

The $33,000 project involved four components whichwere enabled by mySmart technology:1. mySmart provided live metering of the switchboard onto

a server which enables the Club to see from anywherehow much power they are using at any one time. As wellas these real-time updates, the metering also provides ahistorical log of energy used.

2. In addition, mySmart technology reads the energy beingmetered and sends signals when thresholds are met.For example, at 370 amps it sends a signal to the airconditioning to start switching off and at 390ampsfurther products such as lighting start to turn off.

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3. The last piece of technology provided by mySmart isattached to the infrastructure such as the airconditioning control system and is programmed toreceive thosesignals andtherefore knowwhen to startshedding loads.

4. Text messages aresent every time loadshedding occurs tokeep themanagementimmediatelyinformed and up todate.Figure 1 shows that

between 6.00pm and6.30pm, stage one ofload shedding occursthree times, and at both6.45pm and 7.18pm,stage two commences.The aim of the loadshedding is to keep thepower usage below400amps, which isdemonstrated here.

Since the introduction of EMS’ program at theend of 2009, the Club has had many occasionswhere load shedding has been required. However,stage two has rarely been utilised and there hasbeen no disruption to trade and only minordiscomfort to patrons for about an hour whilestage two load shedding is in place. The reductionin air conditioning has on these days made theClub hotter than normal, however there has beenno loss of power and the Club has been able tocontinue trading and providing top quality serviceto its members.

Clegg says, “The program EMS and mySmartprovided for us has not only saved us a significantamount of initial financial outlay but has also beenable to provide us with a better understanding ofhow we’re using our power. This has also helpedus save money on energy bills.

“Most important, however,” continues Clegg,“is the fact that our members know they can rely on usagain to provide a quality service and always have ourdoors open when they should be.”

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Figure 1

Don’t just make an impact, make a BIG impact!

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Panasonic technologies are designed to enhancecommunication in your office—from interactive whiteboards,to high-impact Plasma displays, and PBX systems thatstreamline internal and external communications.

Powerful Panasonic technologiesfor business communications

A Panaboard is a powerful andconvenient communications tool thatreplaces paper flip charts orconventional whiteboards, to allowgroups to collaborate and share ideaswithout participants needing to copynotes during or after the meeting.

The information is simply scannedand saved as an electronic file that canbe emailed and printed as aconvenient record of important,content-rich discussions. ThePanaboard not only saves time andfrees groups to focus and contribute tothe discussion, but it also ensures theideas are accurately recorded forfuture review.

Boards with colour scanningfeatures revolutionise meetings,conferences or creative brainstorms,by bringing a new dimension tocapturing, sharing and archivingimportant discussions. Users canaccurately capture information andillustrations—ideal for recording theoutcomes of brainstorms, complexdiagrams or ideas in full colour.

Panasonic’s latest Panaboardsbring together the company’s 30-yearheritage in innovative imagingcommunication tools; combiningintuitive, universal design with reliabilityand trusted quality to create a superiorbusiness tool that will helporganizations collaborate andcommunicate with greater ease.

The data on the board can bescanned in as little as 20 seconds to aPDF, TIFF or JPEG file and can beeasily transferred to an SD card orUSB flash memory device for paper-less convenience. The information isthen highly portable and easy todistribute by email.

Panasonic Business Whiteboards

A scan can also be saved straight to a computer desktop, simply byconnecting the Panaboard directly to a PC via a USB cable. Information can alsobe shared to a network directory or emailed should the attached PC be networkconnected. The latest Panaboards offer direct connectivity to a host of printers,without having to connect a PC, allowing for printed hard copy handouts on thespot.

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Panasonic’s Commercial PlasmaDisplay panels can be used as digitalsignage, with images and text updatedautomatically to communicateinformation in public locations such asfoyers or reception areas.

Their Full High Definition displaysensure outstanding image quality, andbig screens from 42 to 103-inchmodels make it easy for everyone tosee information.

The screens are easily configuredvertically or horizontally. Because theyare true commercial panels, they aredurable and long-lasting, with a panelof tempered glass on the front thatprotects them against knocks andbumps. All Panasonic Plasma displaysare manufactured with lead-free glassto minimise environmental impact.

Panasonic’s new 85-inch Full HDPlasma display takes advantage of itslatest energy-efficient, doubleluminance technology, NeoPDP, todeliver industry-leading picture qualitywith amazingly crisp, blur-free dynamicimage reproduction.

NeoPDPs improvements inluminance efficiency have also alloweddownsizing and integration of

Panasonic Phone Systems

components. As a result, the 85-inchpanel is equal in size to four 42-inchpanels, yet has a relatively slim depthof 99mm.

As a versatile digital solution, thenew Plasma display panel not onlydelivers dynamic images but hasconvenient features designed forcommercial use. It has a LAN PJLinkterminal. PJLink is a standard protocolwhich allows remote control of multipledisplays via a PC over a LAN. The

display also features Panasonic’s ownmulti-function slots, allowing users toadd up to three different terminalboards such as DVI and Dual Link HD-SDI, according to their needs.

The new Plasma can be installedvertically or horizontally to displaycontent in different orientations. It hasoptional accessories such as apedestal, floor stand, wall hangingbracket and ceiling bracket for greaterinstallation flexibility.

Investment in a telecommunicationssystem requires businesscommunication foresight.Organisations need to be able toeffectively communicate today, yetwant to make sure that they areproperly equipped to handle thegrowing demands of their futurecommunication needs.

The Panasonic KX-NCP and KX-TDE Pure IP-PBX series is a complete,unified solution that is highly modular,flexible and empowered with the latestSIP technology—ready to take yourbusiness communication needs intothe future at your own pace.

The new KX-NCP and KX-TDEPure IP-PBX supports any type oftelephone terminal—digital, analogue,DECT wireless, IP Softphone or thenew system IP telephones. The systemgives you an extensive choice oftelephone terminals to suit yourspecific business telephony needs.

Features such as hot-deskingmean that staff can move desks oroffices and still be reached on thesame number, simply by logging intoany unused desk phone with a pre-programmed ID number. The systemalso allows for seamless integration ofthe office PBX network and mobiletelephones, increasing staffproductivity and customer satisfaction.

Just some of the benefits of aPanasonic IP-PBX system include:

3 Enhanced user productivity withmobility solutions

3 Reduced total cost of ownership3 Desktop, network and application

integration3 Centralised management and

upgrades3 IP extension scalability and

flexibility—supports IP phone, SIPphone, digital or analogue phoneextensions

Panasonic PlasmaDisplay Panels

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Organisations are looking toenterprise mobility for improvedproductivity. That meanswireless technology has moved

from a convenience overlaid on wiredinfrastructure and managed in an adhoc fashion to a mission-critical servicethat needs to be seamless andflawless in coverage and managedproactively.• D-Link is a pioneer in 802.11n,

which even the most conservativeof organisations needs to consider

• D-Link unifies wirelessmanagement and security into theoverall security and management ofan end-to-end networkinfrastructure

• D-Link not only supportsdemanding wireless applicationswithout increasing IT managementeffort, in many cases we greatlyreduce the effort to managewireless infrastructure whilesimultaneously raising wirelessquality to enterprise applicationlevels

• D-Link will make the ROI promisedby enterprise mobility achievablevia higher reliability, greaterscalability, seamless roaming andend-to-end security

Why D-LinkFor government agencies seeking theproductivity gains of enterprisemobility, D-Link provides greater valueacross a comprehensive range ofwireless solutions. Unlike low-costcompetitors who lack a full unifiedsolution or more expensivecompetitors each with their ownissues, D-Link provides low TCO withscalability, ease of management,seamless roaming and robust end-to-end security in a self-healing solutionwith automatic optimisation ofcoverage that does not bottleneck at acentralised point of control.

D-Link Key AdvantagesD-Link’s complete end-to-end wirelesssolutions offer:

ManageabilityD-Link’s unified management pullswireless into the automated end-to-end security, configuration, monitoring,reporting and group firmware

upgrades that distinguish our overallnetwork solutions.

ScalabilityAs many as 256 Access Pointssupporting as many as 2000 WLANclients connected by 8 logicallystacked switches seamlessly supportroaming throughout the largest ofcampuses. Unlike other WLANsystems that can bottleneck in acentralised WLAN controller, D-Linkwireless switch edge deployment andflexible distributed traffic forwarding atthe AP optimises traffic flows forlatency sensitive applications such asvoice.

Unmatched coverage, self healingD-Link is a leader in 802.11n, whichroughly quadruples the maximumreach of an individual AP. D-Link’ssolutions adjust each AP’s wirelesssignal and channel to mitigate

interference. If an AP drops, thewireless “hole” is closed by raising thesignals of adjacent APs.

Ease of deploymentWireless and PoE compatibility caneliminate the need to run Ethernetcable or electrical power. And they’replenum-rated business-class APs canbe placed in air ducts without violatingstringent fire regulations. Finally, avariety of Access Point modes help fillthe gaps including WirelessDistribution System (WDS) with AccessPoint, WDS/Bridge (No APBroadcasting), and Wireless Client.

Green designD-Link WLAN installations can turn offWi-Fi radios after buildings and areasclose according to a flexible schedule,cutting power use 80 per cent duringlink-off mode.

D-Link pioneers enterprise mobility

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The $42 million Central Victorian Solar City projectwas announced in July 2007, and will implementthe last of its residential initiatives - energy savingspackages - by the end of 2010.

These packages offer incentives to local residents andbusinesses to trial energy efficiency, energy generation anddemand management products and services. 2,500households in fourteen Central Victorian municipalities willbe invited to participate in one of seven product packagesand to take part in research on energy use. In return,participants are eligible for financial incentives, includingenergy cost savings, performance bonuses, governmentrebates, and sign-on bonuses.

The range of programs begins with the Energy AuditPackage, which enables households to understand theirenergy use behaviour and pinpoint potential energy savingopportunities through a comprehensive home audit.

The next step up is the Retrofit Package, which alsoprovides an in-home assessment, with a recommendationof which fixtures and fittings would most improve thehousehold’s energy use.

The Smart Rates Package allows users to choose thetype of energy provision that best suits their household.Options are Smart Time of Use, for lower rates during off-peak times, or the Dynamic Saver, for cheaper prices allyear round except between 2-8pm on 10 days of the year.

The Solar Hot Water Package allows users to purchasetheir own solar hot water systems at a special price, andthe Household Solar Electric Package, so households cangenerate their own electricity with a 2kW photovoltaic (PV)system.

But perhaps the most innovative and rewarding of all thepackages is the Solar Park Participation Plan. This planprovides residents with a share, equivalent to a 2kWphotovoltaic system, from either Ballarat or Bendigo SolarPark. These two 300kW photovoltaic solar parks willultimately determine whether residents will invest in a localenergy power station as a community company.

The overarching aim of the solar park plan is to improvethe public perception of renewable energy as a retail optionby involving communities locally in its operation.

“Interest in the project has shown us that CentralVictorians want practical and creative energy solutions,”said Solar Cities spokesperson Neriman Kemal, who addedthat all 14 municipalities have been keen to get involved.

The combined parks total almost 29,300 square metresin size – approximately the size of one-and-a-half AustralianRules Football ovals.

With provision for 150 participants, each will pay $220 ayear until 2013 to cover establishing and operating theparks. In return, users will receive solar power equivalent toinstalling a 2kW rooftop solar panel, and the Central Victoria


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Solar Cities light the wayBY EDEN COX

Seven Australian cities are involved in the $94 million Australian Government Solar Citiesprogram as part of a green energy initiative. Whilst the program has been in the pipelinesince 2005, many components are only now nearing completion. The initiative aims todevelop innovative energy solutions to help change the public perception about greenpower.

Solar City Feed-in-Tariff of 60c/kWh, which is a credit basedon the electricity generated by each participant’s share ofthe park. The Central Victoria Solar City InvestmentAllowance is also available for those who sign up.

The solar parks are Australia’s largest, ground mounted,flat-plate grid-connected solar installations, and each parkdisplays a digital reading of the amount of energy generatedand the amount of greenhouse gas emissions saved for theyear.

Each park is expected to generate approximately 420megawatt hours (MWh) of solar energy, and to preventaround 567 tonnes of carbon emissions from beingreleased into the atmosphere each year.

At the end of the trial in June 2013, it is proposed thatthe Solar Parks will be offered for community ownershipand the participants of the trial will be given first opportunityto invest.

The Central Victorian Solar Cities project is one of manyaround the country, with Adelaide, Alice Springs,Blacktown, Moreland, Perth and Townsville each operatingsolar city initiatives to help locals rethink the way theyproduce, use and save energy.

The $73.5 million Perth Solar City will be delivered toover 106,000 households in Perth’s Eastern region over thenext four years, and offers residents discounted solarenergy products and free home eco-consultations.

The Alice Springs Solar City is a $37 million projectdesigned to involve every community member in solarpower initiatives, energy efficient technologies and newapproaches to electricity supply and pricing. The projecthas also involved a large photovoltaic installation at AliceSprings Airport, a large solar water heating project for thenew Alice Springs Aquatic Centre and a proposed solarfarm at Ilparpa.

As part of the Townsville Solar City project, residentsand businesses of ‘The Magnetic Island Solar Suburb’ willreceive free energy assessments; installation of ErgonEnergy solar PV systems and smart meters; free ‘ecoMeter’in-house displays, which work with smart meters to showelectricity consumption at a glance; and advice on savingelectricity.

Initiatives broadly aim to make energy use moretransparent for consumers.

“We’d like to think that, along with the good work beingdone by the Central Victorian municipalities and localClimate Action Groups, our project is helping to inform thedebate on renewable energy across the region,” said MsKemal.

“We’re looking forward to obtaining the results of ourproject’s energy use behaviour research at the end of thetrial in mid-2013. This research will go on to inform futureenergy policies.”

According to Ms Kemal, the blueprint used for theBallarat and Bendigo solar parks could be easily adopted inother countries for similar solar projects.

With Solar Cities in development across the country,councils and local governments are eagerly awaiting theoutcomes for residents, business and government.

“Interest from other Victorian municipalities, as well asnational and international interest, has been really strong,”said Ms Kemal. “We are investigating options on how tobest support other municipalities who wish to constructsolar parks in their own backyards.”

Solar Cities might be the new shining light in theongoing green energy debate. With promises of greenhouseemission and household energy consumption reductions,energy costs savings, and future self-sufficiency for smallcommunities, Australia might well see more of these solarfarms in the not too distant future.


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We’re right there with youMacquarie focuses on particular business areas in which our expertise delivers special value to our clients. Across banking, fi nancial, advisory and funds management services, we provide a wide range of specialist skills that help our clients address challenges and explore new ways to take their business forward.

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AGL has invested more than $2billion in renewable energyand has another $2 billionworth of renewable energy

projects in its portfolio of developmentopportunities (with approximately2,500MW under developmentconsideration).

Decisions being made today byAGL to invest in renewable energy arecontributing to Australia’s response toclimate change, by shaping the energyprofile of our company and thecommunity for years to come.

Whether it is wind farms in SouthAustralia or gas exploration in NewSouth Wales, AGL is minimising itsimpact on the environment bydeveloping a suite of renewable assetsaround Australia. The companycontinues to build on its renewablegeneration capacity, which is alreadysubstantial.

AGL prides itself on ‘doing’ andencourages local government to do sotoo. For over 170 years, AGL has beenproviding and evolving end-to-endservice to meet customer needs cost-effectively and sustainably.

Customers who choose topurchase energy from AGL will notonly benefit from the company’s long-standing expertise, but also from itswide range of products and servicesthat aim to deliver the best value.Whether it’s helping the environment orhelping customers save energy, AGL isfinding more ways to ‘do’ for itscustomers.

With a substantial customer basewithin local government, AGLunderstands local governments’needs. AGL has a rich history, steepedin innovation and leadership and,

through AGL’s Energy Managementteam, local government can benefitfrom this experience.

AGL’s expertise in EnergyManagement is delivered inconjunction with:• Conservation Measures • Energy audits and reporting• Design reviews• Project management• Turn-key delivery• Energy performance contracts• Submissions for Government

Grants (eg., Green Building Fundetc)

• Energy efficiency and lighting• Mechanical and building service

engineersThe key to energy management is

in AGL’s ability to understand and helplocal governments control their energyneeds and use through a dedicatedAGL Account Management team andClient Relationship Manager withongoing day to day management oftheir account – be it billing and generalenquiries, or more complex situationslike transition of move in and move outof sites or new connections.

At AGL, sustainability is aboutrecognising that if it wants its businessto be successful and respected in thenext 10, 20 or 50 years, AGL needs todo the right thing by its shareholders,employees, customers, the communityand the environment. By engaging insustainable activities, AGL is uniquelypositioned to help its own and otherbusinesses transition to a carbon-constrained future.

For more information please visit agl.com.au

AGL leading the way

AGL is Australia’s leading integrated renewable energy company, and is taking actiontoward creating a sustainable energy future. The company is committed to leadingAustralia in minimising the effects of climate change by investing in sustainable energybusinesses such as wind farms and solar and innovative environmentally friendly projectssuch as the hydroelectric Bogong Power Station.

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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.)

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For 35 years, Musco has revolutionized sportslighting, specializing in the design and manufactureof lighting systems for sports facilities — offeringmajor enhancements in energy efficiency,

environmental light control and cost effectiveness. Muscohas been a leader in developing sports-lighting technology— to make it safer, more efficient, and easier to install andmaintain. Musco offers a comprehensive package ofservices for projects large and small, and special fabricationabilities matched with project management for customapplications.

Musco’s energy-efficient Green Generation Lighting®

systems are the result of 30 years of technology innovation.Operating costs are cut by up to half when compared toconventional lighting systems. Maintenance costs areeliminated for 10 years, including lamp replacements. Off-site spill lighting and glare are reduced by 50%, andConstant light levels are guaranteed for 10 years/5,000hours.

Improved photometrics mean light is controlled moreefficiently when directed onto the pitch. Less energy isconsumed per square meter of surface area to achievedesired results, providing substantial life-cycle savings overthe life of the system.

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Aussie technology powers solarfarms for local communitiesBY EDEN COX

Innovative solar energy farms are being trialled in remote communities around the country usingthe new Australian ‘Big Dish’ technology. With the goals of reducing fossil fuel consumption andbringing down energy costs, solar projects have been boosted by the government’s 2010-11budget allocation of $652.5 million for the Renewable Energy Future Fund.CONTINUED NEXT PAGE

Windorah in Queensland and Whyalla in SouthAustralia are two of the remote communitiesthat have seen trials of solar dish technology,and are already reaping the benefits of their

new solar farms.The Windorah solar farm, west of Brisbane in the

Barcoo Shire, has been in the pipeline since 2007 whenErgon Energy began construction. As the project’s operator,developer and owner, Ergon’s aim is to use solar energy topower the entire town during sunshine hours – a first forAustralia. This is projected to reduce the town’s reliance ondiesel fuel, shrinking consumption by up to 100,000 litresper year.

Because it receives approximately 200 days of sunshineper year and supports only around 100 residents, Windorahwas the perfect candidate for the trial solar farm.

The town has also long been powered by its own ErgonEnergy diesel-fired power station, which provided anopportunity to integrate new solar technology with existinginfrastructure.

The solar technology incorporates several innovativedesign features that vastly improve solar energy usecompared with conventional flat-plate photovoltaic (PV)cells.

There are five solar dishes at Windorah. Each one is13.7m across and supported by a concrete base and steelmast structure at a total height of 14.5m. Each dishcontains 112 mirrors, which reflect and concentrate sunlight500 times onto high-capacity solar cells in a central point atthe front of the mirror. This ‘solar concentrator technology’has 35 per cent operational efficiency, a vast improvementon the conventional flat-plate PV cells, which only operateat 10-12 per cent efficiency.

In another design first, the dishes face the exact locationof sunrise to start producing energy at first light. They thenmove with the sun to maximise solar capture throughout theday, and are separated to prevent shading during the lateafternoon.

The solar dishes are able to generate around 35kW ofelectricity depending on weather factors, and the solar farmis expected to produce about 360,000 kilowatt hours (kWh)of energy each year.

The diesel generator will remain in operation to meet thetown’s electricity needs at night and on cloudy days whenthe solar dishes cannot harness sufficient sunlight. Thesystem is also able to store solar heat in chemical batteriesfor use during cloud cover so that generators only need beused in extended periods of low light.

Windorah Mayor Bruce Scott said the solar farm hasalready brought many benefits to the town.

“It has created a lot of construction employment intown, and it’s really raising the awareness of renewable

energy among our locals,” he said. “It has put Windorah onthe map and drawn local and national interest.

“It is quite spectacular to see. It’s great to see peoplepull up to have a look at the project and read the panelexplaining how it all works,” he added.

Mayor Scott said that Ergon Energy had been helpful ingaining local acceptance of the solar farm by involving thecommunity in each stage of the project.

“We’ve had total support from concept through tocompletion and now into operation. There’s always interestin what’s going on at the solar farm,” he said, and addedthat the presence of the farm has tied in well with theregion’s clean and green ethos.

Windorah has also invested in solar technology togenerate power for many of its public buildings including thesports complex and administration buildings.

“We use quite a lot of solar energy to promote the use ofrenewable sources, but also for economic reasons,” saidMayor Scott.

The project is one of several similar ventures around thecountry that are gaining momentum with governmentfunding under the Renewable Energy DevelopmentProgram.

Whyalla in South Australia is set to become home to thelargest solar energy farm in the southern hemisphere withthe ‘Whyalla Solar Oasis’, the first large-scale solar thermalproject in the country.

The Whyalla project received A$60 million in fundingunder the Renewable Energy Demonstration Program withthe latest budget, and $170 million from a private sectorconsortium. It will put the state’s regional areas at theforefront of sustainable and emission-free energyproduction.



The plan is for 300 dishes to be built with a combinedcapacity of 40mW that will use the sun’s energy to producesteam and drive a turbine to produce enough energy tosustain around 10,000 homes, which is most of the town’spopulation.

Councillor Eddie Hughes of the Whyalla City Council andChair of the University of South Australia’s RegionalSustainability Centre, said the project has had a verypositive reception in the town.

“Most people that I speak to about the project think it isa very exciting addition to Whyalla’s economic base and areproud that Whyalla is playing a part in addressing the needto develop clean technology,” he said.

As such, the Whyalla Council has passed a motion of in-principle support for moving to 100 per cent green energyfor electricity.

“Whyalla has plugged away for nearly fourteen years tosecure a large scale solar thermal project,” said Cr Hughes.“This has been about vision and dogged persistencedespite the many setbacks along the way.”

The Whyalla project, run by a consortium led by USNational Power in conjunction with Wizard Power, isexpected to be complete in 2012.

Along with the energy and carbon emissions savings,the project will create 200 construction jobs, with potentialto expand the solution to support regional water supply forcommunities as well. This is particularly valuable inanticipation of increased water demand by miningoperations in the region.

“Desalination is considered as one of the options formeeting this demand,” said National Power’s Greg Brown.“The Whyalla Solar Oasis can provide a means for poweringlarge-scale desalination using emission-free renewable

energy. The residual thermal energy from the plant,remaining after electricity generation, could also be used tomake desalination more efficient.”

With the ongoing growth in the Whyalla mining industry,energy needs will also continue to increase. National Powerhas said that the consortium plans to implement gridupgrades to enable growth in electricity generation capacityin the future.

“This project ticks all the boxes, clean green technology,Australian innovation and economic benefits with thepotential for significant export opportunities and it putsWhyalla and South Australia on the cutting edge of the solarrevolution,” said Cr Hughes.

But the benefits don’t stop in Whyalla. According to MrBrown there are many opportunities for large-scale solarpower developments in Australia, and various members ofthe Whyalla Solar Oasis Consortium are developing plansfor almost 2,000MW of renewable energy projects aroundthe country.

“The Whyalla Solar Oasis Project will provide a majorimpetus to establishing export markets for the technology,”said Mr Brown. Indeed, Wizard Power is alreadyundertaking pre-feasibility studies on international projectopportunities in India and the United States.

The home-grown solar technology has already come along way in the global battle against carbon emissions,allowing Australia to make use of its access to sunshinehours. There will be a large number of councils and otherorganisations watching this space over the next few yearsto find out just how powerful solar farm technologies can bein tackling carbon emissions here and overseas.

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Every system, whether large or small requires thatthe installers understand the limitations andcomponent compatibility so as to maximise the lifeand output of the systems. This is the only way that

mistakes can be avoided and long term success can beassured.

Solar Inverters has been actively working in the industrysince 1989. It is a company with science and engineering atits core. It employs qualified electronics engineers,technicians and electricians. It trains apprentices in both theelectronics and electrical trades. It operates a componentlevel service department that is known in the industryAustralia wide for its high tech inverter repair capabilities.

This allows us to provide fast and reliable back upservice and repairs for our products, customers and theirinstallations.

Solar Inverters is a vertically integrated company. It isengaged in every aspect of the renewable energy industryincluding import and export of hardware, design andconsultancy, manufacture, tender specification services,inverter repair and calibration services, solar instrumentationand R & D.

Understanding the components that go into puttingtogether a reliable and high performing system has enabledus to select the best quality equipment available, for all ofour customers in Australia and overseas.

Mr Bulanyi says that “to us, system performance andreliability is paramount. This was the key factor in ourcompany Solar Inverters recently being awarded one ofAustralia’s largest solar projects, the design supply,installation and long term maintenance of a 137kW rooftop

solar system for Coffs Harbour City Council.” We submitted a unique design using Power-One Aurora

Inverters and Kyocera Solar panels. We clearlydemonstrated that the use of such premium componentsfor a long term result far outweighed the short term gainwith low cost equipment. We overcame many unusualtechnical design challenges in regards to site shading,mechanical fixing of the solar panels to the roof and generalintegration of the system.”

Our aim is to raise awareness and promote a greaterunderstanding of solar power and why the quality willalways outshine the shady alternatives.

Feel free to call us with your technical questions and wewill happily assist so that you can make the best purchasingdecision.

www.solarinverters.com.au / [email protected] / 1300 767 761

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

Solar Inverters solar and wind sea container power station, deployed at 350Climate Action Day, October 2009.

Solar Inverters – Coffs Harbour Council 137kW Solar Panelinstallation





Globally, Pacific Hydro is oneof the world’s largestrenewable energycompanies with 1,934MW of

projects at varying stages ofdevelopment, construction andoperation in Australia, the Philippines,Chile and Brazil.

Our innovative clean energyprojects not only benefit theenvironment and our communities, butalso deliver significant value to ourpartners and investors.

Australia has abundant renewableenergy resources including wind, solar,wave and geothermal energyopportunities. And with energygeneration in Australia accounting for35% of our total carbon emissions andutilising significant fresh water duringcoal fired power generation, an energymix that includes more renewableenergy makes sense for ourenvironment and communities.

Wind energy has one of the lowestenvironmental impacts of any energysource and provides hundreds of jobsto regional communities.

Pacific Hydro’s focus on theenvironment and sustainability is notjust limited to clean energy productionand carbon abatement. We also aimto minimise our impact on theenvironment wherever possible duringthe development, construction andoperation of our projects, and work toprotect the biodiversity of our projectsites. In addition, through ourSustainable Communities Fund wework with local community groups atour operating sites to deliver positivelocal sustainability and socialprograms.

In Australia, Pacific Hydro’s sixoperating wind farms are deliveringsignificant positive impacts for localcommunities while producing cleanenergy and abating carbon emissions.

At the recently opened ClementsGap Wind Farm in South Australia’smid north, construction provided workfor 425 South Australians. All majorcontractors were South Australianbased and as many local people aspossible were employed on theproject. Local consultation andongoing work with the communityensured impacts during construction

were minimised.The Challicum Hills Wind Farm near

Ararat, at the gateway to theGrampians in Victoria, has beenoperating since 2003. The 35generator project continues to havestrong support locally and attractstourists from around the state. Andlocally, Pacific Hydro’s SustainableCommunities Fund, which returns aportion of revenue from Pacific Hydro’soperating projects, has providedgrants totalling around $250,000 to

local community organisations workingto make a positive and lastingcontribution to the communitiesaround the project.

Pacific Hydro has alwaysunderstood that we can’t standoutside the communities in which weoperate. Social responsibility is at thecore of our business and we arecommitted to working closely,consulting widely and communicatingclearly with our communities to deliversustainable outcomes locally.

As an Australian owned renewable energy company, Pacific Hydro values the opportunityto work with regional communities to ensure its projects deliver positive social andsustainable outcomes throughout their operating life.

Delivering positive social and environmentaloutcomes for local communities

Pacifi c Hydro: delivering investment, jobs and regional development.

Pacifi c Hydro is one of the world’s leading renewable energy companies. Our signifi cant investments in Australia and around the world have ensured our operating clean energy projects have already saved the atmosphere from around 7 million tonnes of carbon emissions.

In Australia we are working with communities to deliver clean energy projects, creating local job opportunities and investment, and supporting long-term sustainability outcomes.

Our Sustainable Communities Fund has delivered around $1 million in community grants to local organisations who are working around our operating projects, delivering a positive and lasting contribution to their community.

Pacifi c Hydro is a proud Australian company and we look forward to continuing to work with Australian communities.

www.pacifi chydro.com.au

The aim is to help small-scale energy users cutenergy use, costs and carbon emissions. CSIROproject leader, Dr Martin de Groot, said the systemwill give householders the flexibility to cut back their

electricity use at times when it’s needed elsewhere on thegrid.

CSIRO has worked with energy service company,Energy Response, and hardware designer, Saturn South, todevelop a system able to aggregate a large number of

A new web-based smart meteringsystem has been developed by CSIROto enable householders, smallbusinesses and electricity retailers toremotely control energy use over abroadband Internet connection.



Families will have more control over their energy use with the new web-based energy management system. Photo: Roger Lovell.

Remote-access meters tocut energy costs

smaller users. Until now this has been logistically impossibleand cost prohibitive.

“By taking advantage of common broadband Internetconnections we are now able to build and deploy a verycheap, real-time platform to deliver energy services toindividual dwellings,” Dr de Groot said.

The system involves installing a mini smart meter in ahousehold or business electrical switchboard, which canthen be managed remotely from a centralised controlplatform.

“Once regulatory approval has been given, energyservice companies will be able offer householders morefavourable electricity supply agreements and enable them tobe more adaptable in their consumption patterns.

“The householders can even receive alerts on theirmobile phones notifying of any significant changes in energyuse in the home.”

CSIRO has estimated projected cost savings forTasmania, where the new demand side technology was

developed. It found the State’s annual electricityexpenditure could be cut by $10.9 million, even if less than10 per cent of Tasmanian customers used the system.

If just 10 per cent of Tasmanian households or smallbusinesses take up the technology, the annual savings forthose who do is estimated at up to $200 for householdersand $1,300 for small businesses.

The infrastructure is cheap, can be retrofitted to existingbuildings and complements other technologies such aslocal generators and intelligent home automation systems.

CSIRO developed the remote control system softwareand Saturn South designed and built the mini smart metersto CSIRO specifications.

For further information:Dr Martin De Groot – Research ScientistICT CentreTasmanian ICT CentreTel: (03) 6232 5540Email: [email protected]

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Tim Warren from Saturn South, who designed and built the smart meter hardware. Photo: Roger Lovell.

CSIRO Project Leader, Dr Martin de Groot, developed the smart metering technology in conjunction withTasmanian company, Saturn South. Photo: Roger Lovell.

To be sustainable, organisations must be able tooperate in perpetuity and to continuously supporttheir employees, clients, suppliers, communitiesand other stakeholders that rely on their products

and services. Sustainability is therefore underpinned by theneed to not only understand the impacts of our activities onthe environment, the economy and society as a whole, butalso to understand, manage and minimise the impact ofevents which interrupt the continuity of business delivery.

Effective and efficient waysHow though can organisations best engage withsustainable development? One approach is through the useof management systems standards. In essence,management system standards are documents whichoutline the most effective and efficient way for anorganisation to achieve its planned outcomes. They arewritten through a rigorous, formal process, involvingconsultation with relevant national and international bodies.Standards therefore outline ‘best practice’ and also requirecompliance with regulatory obligations.In the context of sustainability, management systemsstandards have an extremely useful role to play becausethey provide a roadmap for implementing sustainabledevelopment in an increasing number of areas.

Demonstrating good business practiceOrganisations are under growing pressure to keep theconfidence of stakeholders. By establishing a meaningfulframework and embedding responsible decision makinginto all of its business activities, an organisation has theopportunity to demonstrate good business practice andethical trading. This is where the role of management

systems standards comes in. An example of one suchmanagement system standard helping organisations toaddress sustainable development is ISO 14001. ISO 14001focuses the organisation on being proactive in identifyingkey environmental aspects and impacts associated withtheir activities and minimising risks. In doing so, anorganisation can benefit from improved operationaleffectiveness leading to reduced costs and improvedprofits.

Measuring and managing energy useIn July 2009, the new energy management standard EN16001 was published. Whereas ISO 14001 covers allenvironmental impacts, BS EN 16001 focuses on thespecific issue of energy management and providesguidance on how organisations should manage andmeasure energy use across their facilities. The overall aim ofEN 16001 is to help organisations establish the systemsand processes necessary to improve energy efficiency. Thiswill then lead to reductions in cost and greenhouse-gasemissions through systematic management of energy. Byimplementing standards such as ISO 14001 and EN 16001,an organisation will be well placed to respond to sustainabledevelopment.

About BSIBSI Group is a global leader in innovative standards-basedsolutions. BSI provides standards, publications, training,assessment and certification services for a variety ofstandards, including EN 16001 and ISO 14001.

For further information, visit www.bsigroup.com.au

How management systems standards can provide a roadmap to sustainable development

Standard practice

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PROFIT FROM EFFECTIVE ENERGY

MANAGEMENT

Improve your company’s energy efficiency and reduce your costs with EN 16001 EN 16001 Energy Management Standard will help you establish the systems and processes necessary to improve energy efficiency - bringing significant benefits to you, your customers and your community.

EN 16001 Certification will:• Increase your energy efficiency • Reduce your energy bills• Reduce your green house gas emissions • Help you comply with legislation• Formalise your energy policy and objectives • Secure your energy supply• Engage top management • Improve your business performance• Drive innovation.

About BSI• BSI Group is a global leader in innovative standards-based solutions. • BSI provides standards, publications, training, assessment and certification services for a variety of standards, including EN 16001.

For further information on EN 16001 and BSI Group visit: www.bsigroup.com.au

raising standards worldwide™

The national Rapid EmergencySpills Response team is fullyequipped to provide a swift,environmentally safe, cost-

effective and complete emergencyspills response solution.

“We’re not the fire brigade, we’renot the emergency services but wehave the resources of Transpacificand we are here to help,”Transpacific’s Manager NationalEmergency Response Gary Davorensaid.

“Every state has its own dedicatedEmergency Spills Response team onhand, and within these teams wehave expertise including industrialchemists, lab technicians,occupational health and safetyexperts and environmental scientists.”

From the initial containment all theway through to safe treatment anddisposal, Transpacific can quickly

respond to situations including; minorleaks and large industrial spills;accidents which occur on land or incontained waterways; and emergencysituations across Australia, includingmetropolitan, regional and remotelocations.

Since the team was formed in2008, they have helped in manysituations.

In March 2009, the team were onhand and offered decontaminationservices and leading-edge equipmentto support the QueenslandGovernment clean up oil fromcontainer ship the Pacific Adventurer.

The team was also involved in theclean up after the bulk coal carrierShen Neng 1 ran aground on theGreat Barrier Reef.

The team also provided supportwhen over 15,000 litres of dieselwhich had been leaking from a fuelline was discovered in a storm waterdrain that was flowing into a nearbydam and wetlands.

The Transpacific National EmergencyResponse team is supported by a dedicated24 hours a day, seven days per week,1800 SPILLS (1800 774 557) hotline.

Transpacific’s Rapid Emergency SpillsResponse team to the rescueTranspacific has a rapid response team with the capabilities to handle emergencysituations, 24 hours a day.

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Australia: less waste,more resourcesGovernment moves to tacklegrowing waste moundsBY CLAIRE SMITH AND JANICE LIM – CLAYTON UTZ

Key Points: A national product stewardship scheme will require liable businesses toconsider options for end-of-life treatment of their products such as return or recyclingschemes.


OVERVIEW

Tyre Crumb Australia (TCA) is a leader in the tyreindustry. Australian owned TCA operates the onlystate-of-the-art facility in Australia recycling wholescrap passenger and truck tyres. Recycled rubber

is used in Australian made products and export markets.TCA is committed to recycling and waste minimization. Wetake discarded tyres out of the waste stream and turn theminto reusable products, thereby eliminating scrap tyres fromlandfill. TCA complies with all EPA and other governmentguidelines.

CORE BUSINESSTyre Crumb Australia (TCA) works with the tyre industry tocollect scrap tyres from wholesalers, retailers, councils,casing dealers, retreaders and local residents. We alsoclean up illegal tyre dump sites.

Our state-of-the-art process enables us to produceboth rubber crumb and granules which are then processedthrough a sophisticated separation and cleaning systemthat removes all contaminants such as steel belting,reinforcement fibre, glass, stones and metals. The result isa clean, high quality raw material that can be made tocustomer’s specifications for a wide range of uses includingfillers in rubber compounds, asphalt modification, sportsgrounds and industrial adhesives.

COMPETATIVE ADVANTAGETyre Crumb Australia’s latest technology will result in a netoverall zero waste process and will not lead to thegeneration of toxins.

We can provide opportunities for development of newbusinesses and products in secondary markets usingcomposite materials

CONTACT DETAILS

Contact Person: Steven Matousi

Postal Address: P.O. BOX 73 Campbellfield VIC 3061

Phone: (61 3) 9357 3433

Fax: (61 3) 9357 3778

Email: [email protected]

Website: www.tyrecrumbaustralia.com

✔ Beneficially utilizeswaste Tyres

✔ Accoustic Insulation✔ Antifatigue Mats✔ Horse Arenas✔ Synthetic Lawns✔ Sporting Surfaces✔ Playground Surfaces✔ Tile Adhesives✔ Road Surfaces✔ Athletics TracksCONTACT DETAILSContact Person: Steven MatousiPostal Address: P.O. BOX 73 Campbellfield VIC 3061Phone: (61 3) 9357 3433Fax: (61 3) 9357 3778Email: [email protected]: www.tyrecrumbaustralia.com

Latest technology willresult in a net overallzero waste process.

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The first national waste policy released by theAustralian Government for almost 18 years isoptimistically called Less Waste, More Resources.This policy aims to combat the criticism that has

developed from the lack of overarching legislative or policyframework to encourage reuse, recycling and diversion ofwaste away from landfill.

Key prioritiesUnlike the former waste strategy, this policy sets outfocused strategies, responsibilities and dates forimplementing actions (in some cases) to achieve specificpolicy outcomes.

Key priority strategies include:• the enactment of commonwealth legislation to establish

a national product stewardship and extended producerresponsibility framework by the end of 2012;

• the establishment of a new national waste classificationsystem which will be supported by national datacollection and tracking systems; and

• national principles and specifications to removeimpediments to the development of effective markets forreuse and recycling of waste.

Background to the National Waste PolicyThe National Waste Policy builds on the 1992 NationalStrategy for Ecologically Sustainable Development, whichwas agreed to by the Council of Australian Governments.The National Strategy for ESD provided a broad strategicdirection for Australian governments to improve resourceuse efficiency, minimise the environmental impact of wasteand manage hazardous waste. In contrast, the new policysets out specific national policy initiatives for the next 10years with the objective of producing less waste for disposaland encouraging the use of waste as a resource throughreuse and recycling.

What does the National Waste Policy cover?The policy encompasses wastes, including hazardouswastes and substances, in the municipal, commercial andindustrial, construction and demolition waste streams, andcovers gaseous, liquid and solid wastes (excludingradioactive waste). It will be implemented by individual andcollective actions of the commonwealth, state, territory andlocal governments, and will form a long-term agenda forresource recovery and waste management by theEnvironment Protection and Heritage Council of Australiaand New Zealand (EPHC).

The policy has two aims:1. to avoid the generation of waste, reduce the amount of

waste for disposal, manage waste as a resource andensure that waste treatment, disposal, recovery and re-use are undertaken in a safe, scientific andenvironmentally sound manner; and

2. to contribute to the reduction of greenhouse gasemissions, energy conservation and production, waterefficiency and the productivity of the land.

Key priority strategiesTo achieve these aims, the policy sets out 16 prioritystrategies, which would benefit from a national or co-ordinated approach, to achieve eight key outcomes that theAustralian Government hopes will be attained by 2020.Some of the key priority strategies are summarised in thetable on page 89.

ImplicationsA national product stewardship scheme will require liablebusinesses to consider options for end-of-life treatment oftheir products such as return or recycling schemes. Theextent of corporate responsibility for product stewardshipwill vary depending on whether the schemes are voluntary,co-regulatory or mandatory and the products that arecovered by such schemes.

A new national classification system for wastes thataligns with international standards and provides clarity onwhen a product or material ceases to be wastes is crucialto address market barriers and encourage investment inwaste recycling and reuse projects going forward.

The strategies, if successful, should improve theregulation of hazardous substance movement, treatmentand disposal. The generation of hazardous waste will alsobe reduced if restrictions similar to those already imposed inthe EU and US are introduced in respect of hazardoussubstances contained in products sold in Australia.

The waste industry will have a lot of new regulation tograpple with over the next decade but also a lot ofopportunities to diversify and make use of waste as aresource.

All industry is likely to be affected to some extent by oneor more of the key priority strategies. If you would likeassistance in understanding the implications of the NationalWaste Strategy or in developing consultation responses tovarious policy or legislative initiatives as they are released,please contact us. Our Group has extensive internationalexperience in dealing with legal risk issues arising out of the


the new policy sets out specific national policyinitiatives for the next 10 years with the

objective of producing less waste for disposaland encouraging the use of waste as a resource

through reuse and recycling

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For more than three decades, Waste Initiatives hashelped businesses to communicate theirenvironmentally-friendly, green practices through theincorporation of proper recycling and waste

reduction measures. Australian-owned, we specialise inhigh-quality shredding systems and complete wastemanagement solutions that service the unique requirementsof the office and industrial waste sectors.

Whether you need to destroy or recycle general waste,or industrial waste including tyres, wood, plastics, glass ormetals, you need a specialised shredder that meansbusiness. Our range of innovative shredding systemsrepresent the latest in waste technology from around theworld and caters for all types of waste, as well as allrecycling, sorting and processing needs.

Waste Initiatives extensive range covers:3 Security shredding3 Reprocessing equipment3 Crushing3 Dust and emission control 3 Waste to energy equipment3 BalersWe have partnered with the leaders in waste destruction

equipment, so our systems are backed by key brands,research and development, practical experience and reliableparts, service and maintenance. With access to theseresources, our clients understand that we will alwaysprovide a total waste management solution to meet theexact needs of the business.

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To give your business a sustainable future, call Waste Initiatives today.

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EU regulation of e-waste, producerresponsibility schemes and restriction ofhazardous substances.

The content of this article is intendedto provide a general guide to the subjectmatter. Specialist advice should besought about your specificcircumstances.

About the AuthorClaire Smith is a Special Counsel atClayton Utz with over 10 yearsexperience in environment and climatechange law in private practice, at thebar and as a global environment counselfor a large multinational company. Clairehas particular expertisein environment regulatory compliance,waste, contaminated land, risk transfermechanisms and climate change issues.

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Objective Strategy Results Responsibility

1. Management of end-of-life products,material andpackaging.

A national productstewardship framework,including voluntary, co-regulatory, and regulatoryschemes.

Implementation of product stewardship schemesand enactment of commonwealth legislation withinthree years.Accreditation of voluntary product stewardshipschemes and commencement of reporting undera national scheme within four years.

Australian Government to develop federal legislation.EPHC to co-ordinate consultation regarding futureregulation of additional products.Industry sectors to fund co-regulatory schemes andregulatory schemes.Accreditation of voluntary schemes to be funded by acost-recovery basis through a fee for service.

2. Avoidance, reduction,recovery and re-use ofwaste by addressingmarket barriers andred tape.

A national definition andclassification system forwastes (includinghazardous and clinicalwastes) that aligns withinternational agreementsand provides for when aproduct or material ceasesto become a waste.

Options for a national waste classification systemto be developed within four years.National classifications and definitions of whenmaterials cease being waste are referenced as keyinstruments are reviewed or new instruments areestablished.Government policies and legislation use consistentclassifications and are supported by a nationallyconsistent data collection and tracking system.

Phase 1 - EPHC to identify barriers to defining when aproduct ceases to become a waste.Phase 2 - EPHC to agree on an approach within fouryears.

3. Avoidance, reduction,recovery and re-use ofwaste by addressingmarket barriers andred tape.

Develop nationalprinciples, specifications,best practice guidelinesand standards thataddress barriers toeffective markets forpotential waste.

National specifications for recycled constructionand demolition wastes, fit-for-purpose use ofrecycled organics and biosolids to be developedwithin three years.

EPHC to implement.

4. Improvement ofbiodegradableresource recovery andreduction ingreenhouse gasemissions fromlandfills.

Reduce the amount ofbiodegradable materialssent to landfills.

Re-use of compost, soil conditioners, biocharthrough alternative waste treatment technologies,waste-to-energy plants and bio-digesters.Encourage increased markets for beneficial use.

State and territory governments to achieve as part oftheir existing waste management program.

5 Improvement ofbiodegradableresource recovery andreduce greenhousegas emissions fromlandfills.

Develop a strategy toaddress emissions fromlandfills and other wasteactivities that support theoperation of a futureCarbon PollutionReduction Scheme(CPRS).

Strategies to address or offset emissions fromlandfills to be released by EPHC by 2011.

Strategies to be developed through the EPHC.

6 A nationally integratedsystem that regulateshazardous substancesand wastes thataccords withinternationalobligations.

Meet internationalobligations, reducehazardous materials,ensure efficiency oftransboundary wastemovement, implementproduct stewardshipschemes and ensureadequacy of hazardouswaste facilities.

A national waste classification system, labellingsystem and product stewardship schemes thataddress hazardous waste.Streamlined policies and legislation to regulatetransboundary movement of hazardous waste fortreatment or disposal.

EPHC to conduct an analysis of Australia’s hazardouswaste treatment and disposal.

7 A national system toreduce the availabilityof hazardoussubstances inAustralia.

A system that aligns withinternational approachesto reduce hazardoussubstances in productsand articles sold inAustralia.

EPHC to assess and determine a suitableapproach within three years.

Phase 1 - Australian Government to consult with statesand territories.Phase 2 - EPHC to determine the most suitableapproach.

Table 1: Summary of key priority strategies


Transpacific Cleanaway runspreschool, primary andsecondary education programson behalf of local councils.

Transpacific Cleanaway RegionalManager, Sydney Municipal Ken Donleysaid:

“Education programs help localcommunities reap a number of socialand environmental benefits.”

“Children learn about their Council-provided waste services from an earlyage, resulting in greater environmentalawareness and long term behaviouralchanges when it comes to thinkingabout their waste.

“The Transpacific Cleanawayprograms also assist Councils toincrease their levels of positiveengagement with the community.

“As a waste contractor and industryleader, Transpacific Cleanawayappreciates the importance of bringingwaste education to communities as itassists in contamination reduction andincreased resource recovery,” he said.

Transpacific Cleanaway offers itsschool education programs nation-wideand has presented these programs tothousands of school children in Local

Government Areas since 2007. While specific regionally based

teams run the programs across thenation, the National Education Teamworks closely together.

This ensures the content included ineach regional program deals not onlywith the trends and issues facing thatspecific area, but also the issues we allface in the wider community. It really isa case of “Think Global, Act Local”.

The education programs acrossAustralia include a number of waste-related modules, providing a holisticapproach to climate change and wasteeducation.

Lessons are also taught by a teamof qualified Environmental Educatorswith teaching and waste industryexpertise, and are offered to preschool,primary, and secondary aged students.

The Transpacific Cleanawayprogram which was developed inSydney, called the kNOw Waste SchoolEducation Program, incorporatesmodules including Bin Wise, in whichstudents learn about the waste servicesprovided to them by Council and howto use their bins correctly.

They learn about the importance of

recycling in order to recover resources,divert waste from landfill and mitigateclimate change.

In another module called SmartShopping, the students learn how theireveryday choices as consumers allowsthem to avoid and reduce the amountof waste they create.

Students can also learn about wormfarming and composting (a great way torecycle our organic waste) and aboutthe impacts of litter in the playground.

Transpacific Cleanaway’s Sydneyeducation program is just one exampleof the many comprehensive educationprograms run across Australia.

All Transpacific Cleanaway’seducation programs encouragestudents to take home what they learntat school and to share the message ofenvironmental sustainability with theirfamilies.

For more information or to discuss

how Transpacific Cleanaway can help

with your waste education requirements

around Australia contact

email: [email protected]

or Tel: (02) 9671 9612.

Transpacific Cleanaway is working hard to educate students about waste minimisation,recycling and increased resource recovery through a series of programs beingimplemented across Australia’s local council areas.

Transpacific Cleanaway – bringing wasteeducation to Local Government areas

Transpacific Cleanaway Education Officer, Theresa Troup holding a school education session.

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Your local government waste management specialist

Recover Recycle Reusewww.transpacific.com.au

They offer top quality equipmentfrom world renownedmanufacturers including TANA,TERRA SELECT, BACKHUS and

ALLU. Their philosophy is to maintainconstant dialogue between manufacturersand clients to ensure that design isgoverned by market requirements,particularly in the harsh climaticconditions we experience. Combining thiswith efficient service back-up andapproachable personnel, a continuedgrowth of the market share is envisaged,together with ongoing industry support.

GCM Enviro’s mission is to providecustomers with cutting edge technologyin solid waste management combinedwith state-of-the-art control andmonitoring systems. The objective of thismission is to improve their customers’business and enable them to increaserevenue—from waste to value.

GCM Enviro is a privately ownedcompany, where long term goals are set,and they always operate with theircustomers in mind. Key principles in GCMEnviro’s operation are reliability, customerorientation, responsiveness andcontinuous improvement. Havingcompeted for market share with largemultinational corporations, GCM Envirohas been able to differentiate itself and towin its customers’ trust by relying onthese core values. The fact that they arenow leaders for landfill compactors inmany markets is strong evidence of theirsuccess. They are aiming at the sameobjective with shredders, screeningequipment, and windrow turners, namelykeeping growth steady and profitable.With current management, GCM Envirohas increased sales year on year andtripled turnover within the last decade.

GCM Enviro is a leading distributor for the latest in waste management equipment, fromlandfill compactors, shredders and crushers through to state of the art screeners andcompost turners.

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The green light for this project has not beenilluminated too soon. Waste disposal in the area hasuntil now been serviced by an ageing landfill facilityoff Orphir Road in Orange, but as a result of the

new plan an additional facility will be built 40km fromOrange, near the town of Molong.

The existing site, according to director of enterpriseservices Stephen Sykes, has a remaining capacity of onlythree years; this is about the time that it will take to build thenew project. “We’re on a tight timeframe here; June 2013will be the end date for the current facility and it’s going totake three years to get everything built and ready,” saidSykes.

A 2007 approval for the original ‘HUB’ wastemanagement facility was overturned as a result of strongopposition from the local community and an appeal by theHUB Action Group, which denounced the proposed facilityas a poorly thought-out project with a lack of considerationfor the environmental impacts of its operations.

After a review of the project, the Planning andAssessment Commission (PAC), headed by Minister forPlanning Tony Kelly, recommended approval subject to anumber of amendments and conditions. Said Kelly of therevised plan, “the Orange City Council addressed all theissues that were raised by the Land and EnvironmentCourt”. Kelly also outlined the intention of the new plan,stating that, “the approval covers waste operations on twodifferent sites, with increased resource recovery, fromaround 20 per cent to 58 per cent.”

Under the operation of the new project, and accordingto the PAC’s recommendations, residual waste will beshredded, baled and plastic-wrapped at the existing OrphirRoad site, then transported to a new disposal facility onEuchareena Road, near Molong. This process, as well asextending the availability of waste management facilities inthe area to 40 years, will reduce the risk of detrimentalenvironmental effects, not least the exposure of wildlife tothe waste.

Of significant concern to the lobbyists was the localbeekeeping industry, which is responsible for a significantpercentage of Australia’s honey production. The proposednew facility addresses these apicultural concerns throughthe PAC’s condition of implementations of an ApicultureRisk Management Plan. Baling of the waste prior to itsdisposal will mean that bees and other wildlife will not haveaccess to the waste that some were concerned wouldharm wildlife and contaminate honey supplies.

Additionally, a new food and garden organic wastecollection service will be implemented alongside the existinggeneral waste and recyclables collections.

A food and garden organics waste shredder, initiallyproposed to be located at the new Euchareena Roadfacility, will be relocated to the Orphir Road site and willprocess the organic waste, producing valuable high-gradecompost that can be used throughout the community as analternative to chemical fertilisers.

A significant part of the land cleared at EuchareenaRoad will also be designated for ongoing agricultural use,and a dedicated biodiversity site will be designated as arehabilitation corridor.

Further conditions imposed by the PAC include theimplementation of a public knowledge campaign to helpresidents of Orange understand waste management andresource recovery in an effort to reduce the reliance of thecommunity on landfill.

The effect of waste transport on the environment andlocal traffic conditions are also a focus of the PAC’sguidelines. A Transport Code of Conduct is required of theOrange City Council, as well as a number of roadworks toensure traffic safety and efficiency in the area. The numberof heavy vehicle movements will be restricted to 30 per day,the visibility, line marking and edging of roads will beupgraded to improve safety, and a new access road to thesite will reduce congestion.

Mayor of Orange, John Davis, notes that the conditionsimposed upon the project have increased its overall costbut helped its viability. “It has been made a little bit moreexpensive because of the 80 quite stringent conditions …but I believe it’s a better project than what it was.”

Despite the extra costs, the new waste project isdesigned to extract value from the waste stream throughresource recovery and sustainable waste management. It isestimated that the new project will inject $6.5 million intothe local economy, with Minister Kelly saying that 20construction jobs and six ongoing positions will be createdthrough the implementation of the regional project.

The project is expected to enhance the community froma planning perspective. According to Tony Kelly, “I amconfident with the amendments and imposed conditions,this project will deliver valuable benefits to residents, andimprove waste avoidance and resource recovery”.

Orange project puts the squeezeon wasteAfter 15 years of planning, a new waste disposal project has been approved for the city ofOrange in New South Wales. The planned facility will provide a timely alternative wastesolution for the area, and is also predicted to boost the regional economy and number oflocal jobs.

enwis) is the integrated businesssoftware solution developed forrecycling and waste managementusing Microsoft Dynamics NAV. Itis now used by over 180organisations world-wide and, inAustralia, it has been successfullyimplemented by the Alex FraserGroup.

Alex Fraser is Australia’sleading construction anddemolition materials recycler withcapacity to produce in excess of 3million tonnes of recycled productevery year. Their requirement wasfor an integrated ERP solution,which could be expanded as thebusiness grows.

The challenge was to integrateall the business functions withinone easy to use system tomanage weighbridge operations,

tracking of trucks and equipment,administration of six recyclingplants, right through to costing.

By implementing enwis)through Fenwick Software, hugeimprovements in efficiency andcost-effectiveness are beingachieved. Manual processes atthe weighbridge have beenreduced by more than 55%, theduplication of tasks is beingsubstantially lowered and thesales cycle has been improved.

In addition, the workenvironment is being simplifiedwith full, real-time information nowavailable to the managementteam. Operating costs are alsobeing reduced – allowing thecompany to increase theirbusiness capacity and improvelevels of customer service.

Alex Fraser Group implements theenwis) waste management system

1 Southbank Boulevard MELBOURNE VIC 3006P/ (03) 9695 3333 W/ www.fenwicksoftware.com.au

When it comes to efficiency, nobody does it better than the Germans. So it may not come as a surprise to you that they lead the world in software solutions for maximizing effectiveness and cost-efficiency in recycling and waste management.

Their term entsorgungswirtshaft can be translated as the economic treatment of waste, but luckily you don’t need to pronounce this. All you need to remember is a much shorter version – .

is the integrated business software solution specifically developed for recycling and waste management. Used by over 180 organisations world-wide, it has an outstanding track record for quality, reliability and the highest levels of customer satisfaction.

is extremely flexible, so it can be customised tomeet your precise requirements, integrating all functions and processes involved in waste management and recycling – including contracts, weighbridge, financial management, analysis and reporting.

Perhaps best of all, is a Microsoft Dynamics NAV product, which integrates with familiar Microsoft Office software, ensuring all aspects are easy and intuitive to use.

To discover what a difference could maketo your organisation, contact us on (03) 9695 3333or email [email protected] for a full information pack, including industry case studies.

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Big step forward forwaste industryWhen Whitehorse City Council needed to update their fleet of walking floortrailers they took a modern approach, fitting the latest in safety andproductivity devices, including a Knorr Bremse Trailer Electronic BrakingSystem (TEBS). This is one council that is setting a benchmark for the waythey operate on road and at landfill, and it’s paying dividends.

CONTINUED ON NEXT PAGE

“Transporting waste is notglamorous, that’s for sure,” saysKris Briggs, Waste and RecyclingCoordinator at Whitehorse City

Council, “but our responsibility to havean appropriate, fit-for-purpose vehicleoperating in the waste and greatertransport industry, rests heavily on ourshoulders.”

Kris runs the Recycling and WasteTransfer Centre for Whitehorse CityCouncil, which is located 15km fromthe Melbourne CBD. Running anoperation seven days a week, 10-hours a day, the centre’s goal is tomake sure the public can drop off theirwaste when they need to and Kris’steam can get that waste to landfill,located in Hallam, within the same day.

The centre must separate as muchof its waste as possible, from greenwaste to tyres, hard metals, concreteand timber. The idea is for bothcouncil, private companies andindividuals to come to the centre andre-use as much as possible before theremainder is sent to landfill.

“We get about 500 vehicles ontothe site per day. On average that isseveral hundred tonnes of waste eachday. To successfully manage waste,we need to have reliable trucks andtrailers. Our first truck leaves here justafter 6:30am, and we run all day – upto 16 loads to landfill.

“It’s hard work on our units, whichis why it’s critical we keep at the top ofour game with technology,” said Kris.

Whitehorse City Council managesthis massive load by running fourtrucks in the fleet, two Iveco 505s, anECO 4 Volvo and a Kenworth.

The latest addition to the fleet hasbeen two trailers from specialistmanufacturer Bulk TransportEquipment, delivered in earlyNovember 2009. The design checklistincluded a secure load coveringsystem, achieved through a unique toploading door system, all remotecontrolled and totally secure.

Next was the Hallco 4000 seriescentre mount drive moving floorsystem, again fully remote controlledfrom the cabin to improve driver safety.The slant on the floor was alsomodified to make sure the waste cameoff the floors better. Kris describesHallco as an appropriate system,saying the floor tolerates everythingthey put into it.

And in a first for the fleet, KnorrBremse TEBS was fitted to help thefleet really set a benchmark for safetyand efficiency. “Finally we have a trailerthat is a match to our new Volvo truck.The braking power is noticeably better,it really tows well. A lot of people say“well it’s just a trailer, who cares,” butthe performance of the unit as a whole

is just so much better with these newtrailers,” added Kris.

“We put our trailers through theroughest conditions at landfill. They areoften on mud and uneven unsealedroads. So far, TEBS has met operatorexpectations.”

Kris added that “for the drivers,who use the gear every day, it’s allthese little bits of technology that makethe difference to their safety,productivity and overall enjoyment ofthe job. Even the addition of theremote control has made such adifference.”

Andrew Nicholls, part-owner ofBulk Transport Equipment, said theselatest units for Whitehorse are a bigstep forward, not only for their fleet butalso as a benchmark for the industry.

“The equipment we fitted this timearound is far more advanced and moreuser-friendly, particularly from a brakingperspective,” said Andrew.

“Being heavy, high centre of gravityunits that operate on uneven ground,TEBS was crucial from an OH&S andperformance perspective.”

Likewise, safety was a driver in thechoice of the Hallco floor system. “Thetrend is definitely moving away fromtipping trailers to moving floors,”added Andrew. “It’s purely from asafety perspective, but from aproductivity point of view, the floortakes eight to ten minutes to unload,which is not too much slower than atip trailer.”

Andrew added, the feedback hereceives from customers is that brakeperformance is significantly better withTEBS, but overall it is the stability ofthe whole unit that impresses them.

“I think it makes them realise howmuch they had to rely on driver skilland experience to avoid accidents, butat the end of the day, we’re all humanand particularly after a long journey,skill level drops off due to fatigue.When you also factor in thatincreasingly we are at a point whereskilled drivers are harder to comeacross and newer drivers still have along way to go you end up being in aposition where drivers and generalroad users can be at risk.”

Andrew said that although theenquiry level for TEBS is increasing, itis still not as commonplace as itshould be. He said that as amanufacturer of trailing equipment he

ultimately relies on brake experts, likeWayne Clarke at Knorr Bremse, to fill inthe technical gaps and help customersrealise the return on investment.

“Although TEBS is a clear OH&Sand performance winner, it may soonbecome a direct financial benefit too,”said Wayne Clarke, Knorr BremseTrailer Specialist. “For the first timeinsurance companies are now talkingof decreasing their premiums for fleetsthat operate TEBS due to somelobbying we have been doing throughthe NTC, ARTSA, ATA and road bodieslike the RTA and VicRoads.

“We are hopeful that this work willhave a favourable result and thatultimately the banks may even start tolook more favourably on fleets thathave these added insurance elementson their vehicle,” he said.

Wayne adds that TEBS can also beused as a great training tool, allowingmanagers to monitor how a driver isbraking and offer feedback on areas ofimprovement. You can even monitorservice intervals.

“Ultimately we need to askourselves, would we buy a car and optout of the stability system? Of coursenot, and yet we place our professionaldrivers under enormous danger byasking them to operate high centre ofgravity heavy vehicles with archaicbraking systems. It is mind-boggling,”said Wayne.

As a niche trailer builder, BulkTransport Equipment believe it isimportant that they offer TEBS as avalue-add. “That’s where keyrelationships with our suppliers, likeKnorr Bremse, is so critical. Dealingwith Knorr Bremse is dealing with afirm that is focussing purely on brakes– it’s not just one of their manyproducts,” said Andrew.

Likewise, TEBS as a total packageis far more than just advanced braking.Many optional extras, such as hoistsensors to help prevent roll-over duringtipping, as well as axle lift—againcontrolled through TEBS for a verysmall extra cost—can all be part of thepackage. Fitting raise lower valves isalso a possibility. With this easysystem, all the driver has to do is takehis foot off the brake and thesuspension is automatically set to thecorrect ride height without the driverhaving to get out of the truck andadjust anything manually.

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The equipment we fitted this time aroundis far more advanced and more user-friendly,

particularly from a braking perspective…“

”

Another option is to fit a TIMModule, where a touch of a button onthe side of the trailer lets you knowhow much weight is on that axlegroup. TIM simply bolts onto thediagnostics box on the chassis andoffers a very accurate weight measurethat can be used for massmanagement.

TEBS can also note how much air

pressure a fleet has been using andhow hard the brakes have beenworked. Just plug in your laptop andget a full download of absolutelyeverything that has happened.

“These are all features of TEBS,”said Wayne. “There are people that areusing bits and pieces of its capacity,but there are very few using it alltogether.”

“Learning new technology can bechallenging,” said Kris Briggs, “but ourguys who have been driving for 20years and are accustomed to a certainway of doing things have been able toget the hand of TEBS quite easily.”

“At the end of the day, everythingwe do to make our driving better andsafer benefits the workers and our ratepayers,” Kris said.

Weigh out thereWhitehorse City Council is so seriousabout its responsibility to set a goodexample to the transport industry, ithas taken mass management to allnew levels. There are threeweighbridges on site, weighing trucksas they enter, as they are being loadedand again as they leave. Also, eachunit is fitted with axle weighers. Asrubbish is top loaded into the trailers,which are positioned below groundlevel to allow waste to be easilypushed into the roof of the trailer, theexact weight of the load is againmeasured via a giant LCD weightgauge screen. Once it reaches its limit,loading stops. The accuracy is veryprecise to a maximum weight of 4.5tonnes per axle, meaning this is onefleet that won’t be caught overweighton the road.

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RAIL INDUSTRY SAFETY AND STANDARDS BOARD

ALWAYS CHECK FOR A SECOND TRAIN!ALWAYS CHECKFOR A SECOND TRAIN!

L to R: Wayne Clarke, Knorr Bremse Trailer Specialist, Gian Panozzo and Andrew Nichols, owners of BTE.

In 2005 VISY Recycling and Benedict Industries combined forces to solve a long running environmental

issue. This will prevent the land filling of thousands of tonnes of waste glass fines every year.

Glass Granulates Pty Ltd has made steady progress with the development of a range of products that have

been cleverly engineered to meet & exceed various industry standards and technical criteria. Uptake of

the product has been steady with regulatory authorities requiring ticking and re-ticking of stringent OH&S

boxes.

In 2010 Glass Granulates through Benedict Industries, redirected approximately 25,000 tonne of

GlassSand™ to a wide range of markets, through the sales and marketing of these cleverly designed

products, Benedict Industries intend to almost double these tonnes in the coming year. The core markets

for GlassSand™ include but are definitely not limited to Asphalt production, Pipe Embedment, Planter Box

Drainage & Bedding Sands.

EXCITING NEW EMERGING MARKETS

Benedict are at it again, innovatively designing new product blends that have actually demonstrated technical

benefits over the rival natural products for Horticultural Markets.

Waste Glass Provides anEnvironmental Solution for

Landscape and Construction Supplies

Unprocessed Waste Glass Raw Feed Finished Product – Coarse GlassSand

Bioretention Filtration Profile

For over 4 years Benedict has been the market leader in the supply of product used for Bioretention Basins.

Our products are proven through 3rd party testing to the FAWB guidelines to have the required

horticultural and hydraulic conductivity attributes essential for the success of Bioretention Basins. As per

the attached profile, Benedict has been utilising Coarse Washed GlassSand™ as the transition layer with

great success. The GlassSand™ has the advantage of superior drainage over competing river sands due to

its lack of clay/silt particle, as well as the obvious sustainability benefits. Recently we have also developed

the Filtration Layer (M165G) based on Coarse Washed GlassSand™ – again offering a free draining and

sustainable alternative to the quarried blend.

Sportsfield Drainage and Construction

Coarse Washed GlassSand™ is currently being utilised as the drainage sand for Sand Slit Drainage

implementation, which increases the rate of water removal from the oval profile. Once again its superior

drainage characteristics make it a sound choice for such an application. Coarse Washed GlassSand™ has

also been specified into Council tenders as the approved Amelioration Sand to be used to add to the

existing site soil to increase the drainage characteristics of the final mix.

The increasing acceptance of Benedict GlassSand™ will continue to create exciting opportunities for

this innovative product.

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Bristling from the ‘cap’ of the now-closed NarreWarren landfill on the outskirts of Melbourne areclusters of black pipes, each leading down to agas-wells network, drawing gas from the depths of

15 years worth of urban waste. In the past the gas, amixture of methane and carbon dioxide, would haveescaped into the atmosphere, adding to the greenhousegas burden or, just as destructively, leached into thesurrounding soil, killing vegetation and creating potentiallyexplosive gas reservoirs.

Today, in line with EPA Victoria requirements, almost alllandfill gas is captured in some way. Much of it is flared –burned off to convert the methane into carbon dioxide –because methane is 21 times more toxic than carbondioxide as a greenhouse gas. But increasingly, landfill gas isbeing harnessed as a valuable fuel. Around Australia thereare now 54 landfill-gas-driven power stations, operated by anumber of companies including Energy Developments,Veolia and Sita. At Narre Warren the gas is harvested byEnergy Developments for electricity, some of which is usedto heat a commercial rose nursery and the remainder is fedinto the grid, helping to power the equivalent of10,000 homes.

However, as appealing as it sounds, running a powerstation from landfill gas is not as straightforward as runningit from a coal-fired or hydro-energy plant. Dr Julia Lamborn,a senior lecturer in civil engineering at Swinburne Universityof Technology’s Centre for Sustainable Infrastructure,explains that the emission of landfill gas not only varies fromlandfill to landfill, but also varies over the life of the landfill.Being able to accurately predict how much gas a landfill siteis likely to deliver over its life span is essential if anassociated power station is to be profitable. She says an

operator needs to be able to match landfill gas generationwith the number of electricity units needed. Too many unitsmeans the operation is not cost-efficient, too few meansnot enough gas is used.

To date, this has been an inexact science – at leastwhen it comes to actual large-scale landfills. Dr Lambornsays that current planning models have ranged from 90 percent to as much as 4,000 per cent off the mark, makingthem next to useless as predictors.

A range of factors determines the amount of gasavailable and how quickly it is emitted. These include theactual composition of the waste, its moisture content, plusa host of other factors. There are several sophisticatedpredictive models that work within highly controlledlaboratory conditions, but experience has shown they donot adapt readily to an actual landfill. “You can have veryhigh accuracy in a laboratory-based model of one cubicmetre or so, but that’s useless unless you can scale thatmodel up to landfill size models of, say, three million cubicmetres,” Dr Lamborn says.

This was the challenge that drove her PhD project,‘Modelling Landfill Degradation Behaviour’, which shecompleted and was awarded in late 2009. The objectivewas to find a model that can strike a balance between thelab-based accuracy and the simplicity required by a landfilloperator.

The work is important because among the energyoptions currently available, landfill gas can be quite cost-competitive. A report by the Australian Bureau ofAgricultural and Resource Economics (ABARE) estimatesthe long-run average cost of landfill gas at $35.59 permegawatt hour. By comparison brown coal costs about$38/MWh, wind power varies from $55 to $80, natural gas

Profit forecast to fire up landfill gasAccurately predicting how much gas a landfill site is likely to deliver over its life span is achallenge one civil engineer is working to address.

BY KARIN DERKLEY

is $35 to $45 and hydro averages about $62/MWh. Theaverage urban landfill site, such as at Narre Warren (a filled-in bluestone quarry, 45 metres deep in the centre) isexpected to be able to supply commercial volumes of gasfor 40 to 50 years. The Narre Warren site has beengenerating electricity since 1993.

Working as part of the International Waste WorkingGroup, a group of about 50 scientists and engineers lookingat issues dealing with landfill modelling, Dr Lamborn hashad access to a number of working models and landfillsites, including the Narre Warren landfill, which, being oneof the first landfill power stations in Australia, has beenclosely monitored over its life span, as well as others in theUS and the UK. By comparing these real-life models withcomplex laboratory models, Dr Lamborn’s research aims todetermine the most useful input parameters to predict howmuch gas is likely to be generated from landfill sites. “WhatI’ve tried to do is to find a balance between the accuratebut complex modelling of the lab-based models, and thesimple but inaccurate real-life models.”

Finding the bridge between these models has been animportant step in making landfill gas extraction more viable,says Associate Professor Ian Harding, who was DrLamborn’s PhD supervisor in Swinburne’s Life and SocialSciences faculty. “There’s all too often a huge gap betweenwhat theoretical scientists are doing and what happens on

the ground. What Julia is doing is helping translate thecomplex mathematical models into something that is goingto be useful to the person running the tip – who is generallynot a scientist and doesn’t have the time or inclination tolook at complex mathematical models.”

Energy Developments’ operations manager for Victoriaand South Australia Maurie Morrone says the companywelcomes any research that helps improve power stationefficiency. “There’s always a balance between simplicity andaccuracy,” he says. “The more reliable and accurate themodel, the better you can tailor your infrastructure (to thegas emissions predicted).”

Dr Lamborn admits it is just a small piece in a bigpuzzle, but it is a significant one. If landfill-gas powerstations can be made profitable it will be a huge stepforward in the twin objectives of reducing greenhouse gasesand harnessing a valuable resource for producingrenewable energy. “It’s great to be involved in something sovaluable,” she says. “Any way we can reduce ourdependence on brown coal – one of our biggest emitters ofgreenhouse gases – has to be good.”

Contact:Swinburne University of Technology1300 275 [email protected]

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Opposite and below: Julia Lamborn at the Narre Warren landfill site, whichshe is investigating as part of an international study on predicting thecommercial potential of landfill gas reserves. PHOTO: BRAD COLLIS

Australian Made forAustralian ConditionsCentury Batteries, Australia’soldest and most recognisedbattery manufacturer, has beendesigning, manufacturing andsupplying batteries in Australiasince 1928. In this time they havedeveloped the engineeringexpertise and state-of-the-artmanufacturing processes toproduce a range of superior qualitybatteries better suited to Australia’shotter climate and harsh workingconditions.

Century batteries are designedand built in Australia. They featuresubstantial design improvementsand specialist hardwearingcomponents to deliver what fleetmanagers and plant operatorsreally want – longer life and ultra reliability with less downtime.

Century’s product portfolio includes one of the widestselections of batteries available in the marketplace andfeatures some of the most technically advanced productsavailable in the battery industry.

From their state-of-the-art manufacturing facility locatedin Queensland, Century produces and supplies a diverserange of batteries suitable for use in an extensive range ofapplications including:

Automotive, 4WD, Deep Cycle, Truck & LightCommercial, Heavy Equipment, Motorcycle, Marine andUPS systems.

Battery Testing and Management SolutionsCentury’s extensive range of battery testing and enginediagnostic equipment is perfect for use out in the field orworkshop. Quick and easy to use, they provide fast

accurate results to help identify suspect batteries beforethey fail and when used as part of a total batterymanagement program, they can help keep vehicles on theroad for longer and avoid the true cost of battery failure.

Largest Battery Distribution NetworkWherever you are located in Australia, Century has thedistribution coverage and capability to promptly service yourbattery needs. A network of regional agents and distributioncentres ensures you have access to locally held products,services and battery specialists, on hand to service yourcomplete battery requirements.

National Battery Recycling NetworkCentury provides a complete ‘cradle to grave’ solutionregarding the manufacture, distribution and responsibledisposal of used batteries. The company has launched adedicated national battery recycling program designed toeducate motorists, businesses and fleet managers on theimportance of battery recycling and ultimately reduce theimpact of used lead acid batteries on the environment.

The scheme provides a national network of batteryrecycling centres to which people are encouraged to returntheir used automotive batteries for recycling, for free.Supported by a dedicated recycling website and a nationalcontact number 1300 650 702 motorists and businessescan find their nearest recycling centre and useful informationand advice on all aspects of battery recycling.

To find out more about Century’s range of products and servicescontact a Century Batteries representative on 1300 362 287 visitwww.centurybatteries.com.au or email [email protected].

Australia’s climate and extreme working conditions create havoc for batteries, attackingcritical internal components which can lead to early battery failure. Unfortunately, someimported batteries, made for softer climates, focus on higher starting power at theexpense of more critical design features.

Century Batteries – Your completepower solution provider

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How to drive bettertransport decisionsfor your councilEmissions from transport account for approximately 15 per cent of Australia’s greenhousegas emissions. Reducing your council’s transport footprint is a visible and often immediateway of showing commitment to sustainability to your ratepayers and staff. It will help youdemonstrate a point of difference by enhancing your reputation.

The sustainable transport strategiesoutlined in this article are a summary ofYour Sustainable Transport Guide,produced by Greenfleet and the

netbalance foundation, and act as a startingpoint for organisations. This article is intendedto help you reduce carbon emissions fromtransport, and you can save money at the sametime.

The Guide defines sustainable transport asthe movement of people and goods in amanner that most effectively uses existinginfrastructure and that doesn’t exacerbateenvironmental and social impacts. Whilst‘sustainable transport’ remains a contestedconcept, the Guide’s authors view it as broadlyachieving positive environmental, social andeconomic benefits by making better transportchoices, while still allowing for full access toservices and mobility.

The big issues of today and the future, suchas climate change, peak oil, financial instability,social inequity and declining community health,indicate that our current transport systems andpractices are not viable in the longer term.Transport plays a key role in promotingsustainable behaviours, and thereforesustainable transport offers the chance for yourcouncil to make a real difference both in termsof impact reduction and efficiency savings.

This article aims to touch on the broadspectrum of transport-related issues for yourcouncil, regardless of its size. Transport is onlyone of the many key sustainability issues thatorganisations should be addressing. However,by reducing greenhouse gas emissions fromtransport, you will see many other benefits. Werecommend that any actions developed toimprove sustainable transport practices areintegrated as part of a broader sustainabilitystrategy, but if you haven’t done anything todate, transport is a good and easy place tostart.

Generic principles and approach

Why?

The business benefits of sustainable transportAdopting innovative sustainable transportpractices makes a strong public statementabout an organisation’s corporate socialresponsibility philosophy. An integratedapproach to sustainable transport allows yourbusiness to benefit from operational and capitalcost savings, increase employee productivity,improve staff retention rates, exhibitenvironmental responsibility and retain a ‘sociallicense to operate’.

Understanding your organisation’s keymotives will dictate how widely and deeply youwill implement your sustainable transportactions. Identify where your organisation iscurrently positioned on its ‘sustainabilityjourney’, and remember that your organisationmay be driven by several motivating factors.

Benefits to your bottom lineThe conventional economic costs of transportfor business are relatively straightforward,including car parking costs, fuel costs, carbonpass through costs, business travel andcompany fleet costs. When calculated, thesecosts can be a significant expense forbusinesses. We strongly urge your organisationto determine its direct transport costs to set abaseline of the cost benefits that sustainabletransport outcomes can bring to yourorganisation.

Benefits to your peopleThe social impacts of your organisation’stransportation practices and its economic effectis not always evident. WorkHealth, the Victoriangovernment’s initiative to improve the health ofthe Victorian community, reports a direct linkbetween workplace productivity and employeehealth1.


Encouraging active forms of commuting to work such aswalking, running and cycling can therefore directly improveemployee health, thereby yielding business productivitybenefits. Regular physical exercise can increase healthsignificantly by reducing the risk of obesity, heart disease,diabetes, stress, anxiety and depression.

Time savings gained from reducing business travel canimprove productivity in the workplace (i.e. less time inairport lounges, more in the workplace) and also give staffmore time with their loved ones.

As a general rule, the ability to commute easily to workand a reduction in business travel can increase staffretention rates.

HINTTransport is responsible for 14.6 per cent of Australia’s totalgreenhouse gas emissions, and greenhouse gas emissionsfrom transport have grown by approximately 27 per centbetween 1990 and 2007. Emissions from the domesticaviation sector are projected to increase by 122 per centfrom 1990 levels by 2012.2

Why not?

What gets in the way?Despite the best intentions, significant barriers may existwithin your organisation that can hinder sustainabletransport outcomes.

Common barriers to keep in mind, and address wherepossible, are outlined below.

There are potentially more barriers, unique to yourorganisation, so why not survey staff to find out?

What?

What will your approach to sustainable transport be?A sustainable transport strategy, like any corporatemanagement review and culture change process, will behighly dependent on the level of commitment andmotivation of management. It will require a number of tools,systems and guidelines to implement and embed it.

Many organisations still struggle with ‘patchworkapproaches’, which can culminate in having differentsystems that address different needs, communicatinginconsistent figures in parallel reports, and using inefficient

information flows and workflows.A strategy that is underpinned by a clearly articulated

business objective will maximise impact, in comparison toany single initiative.

A structured and integrated approach, involving relevantdepartments and engaging employees, is much more likelyto lead to a successfully implemented and embeddedsustainable transport strategy.

That said, any single thing that you do to improve yourorganisation’s approach to sustainable transport is a step inthe right direction. In fact, it may be more appropriate foryour organisation to start with individual and smaller actionsinitially, and work towards an integrated approach over timeas you gain confidence and experience. Either way, it’s allgood.

Consider the range of transport activities yourorganisation undertakes and focus on those that make thebiggest contribution and those that are very visible. Theymay include: • company fleets• business-related travel (including air travel, taxis, hire

cars, etc.)• employee commuting

There are many other transport related issues that maybe applicable to your business.

These may include supply chain logistics such aswarehousing, inventory management, freight modes, etc.These are not the focus of the Guide, but should beconsidered as part of your complete transport strategy.

The Environmental Protection Authority (EPA) Victoriahas entered into a Sustainability Covenant with the VictorianTransport Association to promote sustainability in thetransport and logistics sector. Find out more athttps://www.epa.vic.gov.au/bus/sustainability_covenants/Vic-Transport-Association-Covenant.asp.

How?

How can a sustainable transport plan be implemented?A sustainable transport plan should focus on action. Manywell-developed plans sit idle as corporate objectiveschange. To avoid this, your team should be supported toimplement the plan for achieving its objectives within cleartimeframes. It is understood and accepted that the plan willevolve and be refined over time.

We strongly suggest that you frame the strategy toavoid, reduce and offset transport impacts.

Who?

Who is responsible and who do they report to?Transport issues will touch all aspects of your business, soan effective sustainable transport strategy is more likely tosucceed when you involve people across and up and downthe organisation.

Large organisationsFor maximum impact, responsibility for delivering on thebusiness objective and achieving the stated sustainabletransport goals should be assigned to a multidisciplinaryteam, as suggested below.

The Approach in Detail

Detailed strategies and examples for sustainable transportOrganisations should aim to avoid, reduce and offset theirtransport impacts. This section provides some broadsuggestions and practical examples as to how this can beachieved.

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ComplianceWe only act to the bare

minimum so we

comply with the law

Risk

ManagementWe implement to

avoid potential threats

(e.g. avoid further

regulation)

AltruismWe do everything we

possibly can to reduce

our environmental and

social imapct because

it’s the right

thing to do

Market

PositioningWe implement to

enhance our

reputation

Cost SavingsWe implement

anything that will

save us money

but we won’t

invest?What are

the drivers

for your

organisation?

Diagram 1: Sustainability motivators



Melbourne’s Whittlesea Council wasone of the first Australianorganisations to go beyondcompliance standards and back the

use of best practice Euro 5 compliant trucks.Infrastructure manager Peter Ali said the councilwanted to demonstrate regulatory standards“should be considered the minimum standard weaim for, not the highest”.

As one of Melbourne’s designated growthcorridors, Whittlesea’s population is projected todouble during the next 20 years to reach300,000. In preparing to meet this challenge, thecouncil undertook a Community Planconsultation process, allowing residents to havetheir say on where priorities should lie.

Environmental sustainability was voted thetop concern, giving the council a clear driver foraction when its waste and recycling collectioncontract came up for grabs. Peter said “wesimply included a paragraph within the tenderdocument that said, ‘the implementation ofenvironmentally sustainable practices would beviewed positively within the tender assessmentprocess’”.

“While we could have taken a prescriptiveapproach – specifying specific plant or processes– previous experience had shown us that it’sbetter to let the experts come up with the ideas.”

Winning tenderer, Visy, come back with twooptions – the first using Euro 4 standard trucks(meeting current standards) and the secondusing Volvo’s new Euro 5 standard trucks, whichachieve standards that will not be mandatory inthis country until 2011. These trucks, also featurea unique noise compression braking system and

safety features including an electronic brakingsystem and all wheel disc brakes.

Peter said there was about 2% differencebetween the cost of the two options, but therewere tangible and intangible benefits to weighagainst the price premium. Tangibles included a43% reduction in nitrous oxide (NOx) emissionscompared to Euro 4, reduced fuel use throughbetter engine efficiency, and less vehicle noise –a major advantage in keeping the localcommunity on side.

Harder to quantify, but still consideredimportant, was the value of the council taking aleadership position in its community. In the end,councillors found it an easy decision: the councilhad already been investigating the path to‘carbon neutral’ operations, and was aware its14 garbage trucks, six sweepers and 20 or soheavy vehicles consumed more than 90% of thediesel used in its infrastructure maintenanceoperations.

“Initiatives targeting our plant fleet provides uswith a great opportunity to provide large scaleenvironmental benefits,” said Peter.

The decision to use best practice collectionvehicles also complemented wider wasteinitiatives. The council worked hard to increaserecycling rates from 31% to 45% during theprevious five years, with residuals disposed inHanson’s Wollert landfill, a best practice facility(winner of WMAA’s 2009 Landfill ExcellenceAward).

“The inclusion of ‘above best practicecollection vehicles’ was the final piece inproviding a total best practice solution for themanagement of our municipal waste,” said Peter.

Volvo’s Euro 5 truckswins major contract

Volvo trucks go beyond the regulatory requirements

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Other smart, innovative and progressive ideas willhopefully evolve as your organisation starts on the journeyto reduce its footprint. Our strategic approach tosustainable transport is:

AVOIDAvoiding the need for business travel entirely is the mostpreferred sustainable transport outcome.

Use communications technology to avoid the need fortravel by:1. Installing appropriate technology and teaching people

how to use it, and2. Developing a workplace culture that supports and

encourages its use, and that discourages unnecessarytravel.

Provide the team with a video and/or teleconferencingtechnology induction to explain its capability and the reasonfor the policy to replace business travel whenever possible.Then, require employees to provide a strong justification asto why business travel is required for a business meeting(i.e. why teleconferencing is not adequate). Further, somepeople use business travel as a way of visiting friends orfamily while away. So consider allowing employees to usevideo and teleconferencing resources for personal useduring specified times.3

REDUCE

Business locationWhere your business is located will impact staff commutingoptions, impacts of congestion and ease of delivery. Uptakeof ‘active transport’ modes (i.e. walking and cycling) andpublic transport by your employees may be limited by yourexisting location. Consider recruiting locally – advertise inlocal media and engage local recruitment agencies toattract skilled workers from surrounding areas.

Encourage walking, cycling and public transportYour employees can be encouraged to shift from highlycarbon intensive to lower intensity forms of transport. Thereare numerous ways that your organisation can providespecific support to ‘active’ and public transport modes.

Supporting car poolingCar pooling programs for staff commuting and businesstravel can help you unlock greenhouse, time, fuel andparking cost benefits.

Vehicle needs analysis

Assess the vehicle to best suit your needs.Quite a number of people simply buy vehicles similar to theirprevious purchase without analysing the appropriatenessfor purpose. For example, a 2.5 tonne truck may be all thatis needed, not a 3.5 tonne truck, or a sales rep who drivesmainly in the city may only need a small car rather than alarge one.

Consider the fuel you use.This can be a vexed question because of the overallenvironmental impact of the fuel.

Things to consider include:• the fuel type (e.g. unleaded vs diesel vs biodiesel).

Biofuels have a wide variety of grades of qualitydepending on how it was produced and from where andwhat it is sourced. Examine each fuel on its merits,particularly with regard to greenhouse savings.

• standard of fuel (e.g. Euro IV vs Euro V). • technology fitted to the vehicle (some European

manufacturers do not bring European built vehicles toAustralia as Australia’s fuel quality is lower than inEurope).

• the relative efficiency of the engine using one fuel type vsanother.For these reasons the Guide does not recommend use

of one fuel over another at this stage, but as fuel standardsimprove and technology is more uniformly installed, futureeditions of the Guide may make a more definitiverecommendation.

HINTDifferent fuels produce different amounts of emissions socompare ratings for g/km travelled, not just fuelconsumption.

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> strategic management

Executives

> supply chain operational efficiency opportunities

Logistics Managers

> technical efficiency opportunities

Technical/Engineering

> enhancing reputation and brand building

Communications + Marketing

> building location and facilities > utilities management

Facility Management

> service and supplier agreements

Contract Management

> company fleet costs > operating and capital costs

Fleet Managers

> access to information > teleconferencing facilities

Systems

> business travel costs

> procurement

> company car costs

> data management

Finance + Administration

> salary sacrifice arrangements

> telecommuting agreements

> employee well-being and productivity

> employee retention

> employee remuneration

Human Resources

Avoid …the need to travel

Reduce …total distance travelled and/or the emission

intensity of transport modes

Offset …any emissions thart cannot be eliminated or reduced

Advocate …support, encourage and inspire others to follow suit



Diagram 2: Potential employee/department representatives

Kicking Goals at the2010 World CupWith over 25 years of Turf experience,

EVERGREEN TURF is recognised as one of

Australia’s leading turf producers.

EVERGREEN TURF specialises in sports fields/ open

space conversions, reconstructions, Major stadium turfing

and turf consultancy.

EVERGREEN TURF provides turf solutions and ground

maintenance services to a large Number of councils.

EVERGREEN TURF’S services include:

• Ovals & golf course conversion to drought tolerant turf

• Synthetic turf ovals, pitches & passive areas

• Turf consultancy

• Surface construction

• Prep, supply & laying of turf

• Spraying

• Top dressing

• Fertilising

• Vertidraining

• Scarifying

• Vacuuming

Evergreen Turf also has a Landscaping Division

providing landscaping services to Residential Land

Developers, Residential Home Lots and Commercial &

Industrial developments.

AAMI PARK (Melbourne’s new rectangle stadium)

EVERGREEN TURF (VIC) Ph 03 5945 2100

EVERGREEN TURF (NSW) Ph 0488 958 108

MORE THAN JUST TURF

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Masahiko Takahashi,President and CEO ofMMAL, is certain that thisyear’s strong sales for the

versatile and tough utility will continueto grow as the year progresses.

“The Triton has shown that it ismore than a rugged work vehicle thatcan take all the hard knocks thrown atit,” Takahashi said. “It is now alsobeing recognised for its outstandingfour-wheel drive capabilities, improvedsafety standards and car-likecomforts.”

The big news for the 2010 Tritonrange is the availability of a new, high-powered (HP) turbo diesel engine onfour-wheel drive variants, whichdelivers the highest output andperformance in this segment. Engineperformance has been improvedthrough changes to the combustionchamber shape, optimised injectorspecifications, adding a variablegeometry turbo charger and increasingturbo charging pressure. The two-wheel drive 2010 Triton range retainsthe popular 2.4-litre petrol engine and2.5-litre diesel engine from the currentline-up.

The 2010 Triton boasts upgradedexterior features with new frontbumpers, grille and side-turning lampsand central locking with remotekeyless entry while inside, new seatfabric and seat pads, available sportsseats and new instrument cluster, floorconsole treatments, power windows,CD tuner with MP3 compatibility withUSB, iPod and bluetooth controls

available on the GLX and GL-Rvariants providing intrinsic comfort forboth driver and passenger.

Two automatic transmissions areavailable on HP diesel variants – thefour-speed transmission carried overfrom the previous model sees smoothshifting as an option on all but the top-of-the-range Triton. The well appointedGLX-R model receives an electronicallycontrolled five-speed automatic withsports-mode which providesoperational improvement, performanceimprovement, and CO2 emissionreduction.

Mitsubishi’s All Terrain Technology(MATT) is standard on all GLX-Rmodels, and features the acclaimedSuper Select four-wheel drive system,which includes Active Stability &Traction Control, Multi Mode ABS,Electronic Brake Force Distribution andan optional Diff Lock.

Given many Mitsubishi Tritonsspend their weekdays toiling as anindispensable tool for their hard-working owners—then convert tofamily transport on weekends—safetywas a key priority when designing thenew vehicle. All 2010 Tritons havestandard driver and front passengerSRS airbags, front and rear doorimpact bars, ABS brakes withelectronic brakeforce distribution, frontseatbelt pretensioners and childrestraint points.

Additional safety features availablewith the 2010 Mitsubishi Triton line-upconfirm its position as the class-leaderin this segment. Active stability and

traction control is available on all HPdiesel models and passenger side andcurtain airbags are available on all HPdiesel dual-cab models—and standardon GLX-R variants—and cement theTriton’s four star ANCAP rating.

Load carrying and towing arecritical factors when choosing a work-and-play utility, and, in response toconsumer feedback, Mitsubishi hasgone all-out to improve both theseimportant features on the 2010 Triton.Towing capacities have also beenincreased, with the maximum towingcapacity of the 2010 Triton four-wheeldrive range up from 2,500kg to2,700kg on our dual-cab four-by-fourswith long bed and 3,000kg on all otherfour-wheel drives.

Central purchasing decision criteriain the commercial vehicle market aremaintenance and running costs, andthe 2010 Triton line-up leads the packwith its comprehensive fiveyear/130,000km whole vehiclewarranty, backed up by its 10year/160,000km powertrain warrantyand a five year/130,000km roadsideassistance package.

“Mitsubishi is today givingAustralians a utility vehicle that reallydoes have the lot.”

“Powerful and tough enough to getanyone through a work day—stylish,efficient and comfortable enough toget you around town—yet stillextremely versatile and packed withplenty of functional extras to suit anyweekend outing or holiday,” Takahashisaid.

Mitsubishi’s 2010 Triton – More Power,More Safety, and Enhanced DriveabilityThe Mitsubishi Triton utility line-up for 2010 offers a new, high powered turbo-dieselengine with class leading power, industry-leading safety standards including stabilitycontrol and side and curtain airbags, greater towing capacity, and improved driveability.

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Discover the DAF difference.

World-class modern design

Fuel efficient powerful PACCAR engines

Meets or exceeds strictest Australian emission standards

Supported by Australia’s best parts & service network

Five star driver comfort & safety

Test drive a DAF and discover for yourself what sets it apart from other trucks in its class. Its sleek European design, enhanced safety features, SCR technology, PACCAR engine and intuitive interior combine to deliver a vehicle that finds the perfect balance between power, efficiency, advanced technology and the environment.Contact your nearest DAF dealer to organise a test drive today. www.daf.com.auFA

ITH

PA

C00

25

A bodybuilder’s dream

From mobile libraries, streetsweepers and refuse trucks totippers, bitumen sprayers andwater tankers, DAF can

provide a specification to meet yourrequirements. And the entire 2010 DAFrange offers emissions standards forEuro 5 (ADR80/03) with even stricterEEV (Environmentally EnhancedVehicle) standards available uponrequest.

DAF is widely acclaimed for drivercomfort, as well as safety, with classleading active and passive safetysystems, wrapped in arguably themost modern of truck designs. Thelatest optional safety innovationsinclude adaptive cruise control,

DAF trucks have distinct features that set the standard for the municipal sector, now andwell into the future. Cab space and comfort, manoeuvrability, responsiveness and realdriving flexibility, outstanding fuel economy, optimum payload potential and lowmaintenance design for maximum uptime – the municipal range has been well thought outso you can make a rational and successful business decision.

Environmental Solutions –Distinctly DAF

“The fuel economy is better, which reduces running costs. The drivers allreport back that the comfort and ride in the cab is the best they haveexperienced with excellent, easy to operate controls.” - Jeff Saker,General Manager of City Services, City of Darebin (VIC)

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forward collision warning, vehiclestability control, lane departurewarning signal, front and side viewmirrors, driver-side air bag and Xenonheadlights.

DAF safety features provide driverswith a comfortable, safe and practicalworking environment, no matter whatCouncil they work for. Standardfeatures include acceleration slipcontrol, electronically controlled airsuspension, electronic braking system(EBS), hands-free mobile phone kit,and enhanced windscreen and sidewindow demisting.

Fuel efficient engines range fromthe LF with the 6.7 litre 220 to 280hp,the CF75 with the PACCAR 9.2 litreoffering up to 360 hp, to the state ofthe art PACCAR 12.9 MX engineproviding power up to 460hp anddelivering as much as 2300Nm oftorque.

DAF is committed to conducting itsbusiness in a responsible way and hashad an environmental policy in placefor over 12 years. In 1998, DAF wasone of the first truck manufacturerswith an ISO 14001 certifiedenvironmental protection system.

Since then EcoDesign has been thecompany’s unique approach toenvironmentally responsible productdesign, and ensures all DAF productscomply with the strictest environmentalguidelines, from initial concept to end-of-life recycling. The EcoDesign teamis responsible for reducing theenvironmental impact during all threeproduct life cycle phases; production,use and disposal. The team looks forsolutions that are good for theenvironment as well as solutions toimprove vehicle efficiency.

More than 85 percent of a DAFtruck can be re-used once the truckhas reached the end of its working life.90 percent of metal parts are re-usableand 80 percent of plastic parts. Allplastic parts used to produce DAFtrucks are issued with a separatematerial code to identify the exactplastic type, and DAF providesrecycling guides for each model inwhich all components are colourcoded by material type.

It takes engineering excellence and80 years of experience to build a truckas good as a DAF. The constant driveto engineer and manufacture thehighest quality transport solutions hasbecome a trademark for the company,and delivering the perfect workingenvironment to all drivers is thecornerstone of DAF’s success.

For more information about DAF and their2010 range of trucks, visit www.daf.com.au

“We examined several brands and found the FAT CF85 to be the best vehicle, not only in performance andproductivity but also comfort. Our drivers don’t cover a lot of kilometres, but they do handle a lot of jobs eachday – and that can take its toll on both the truck and the operator. But not when you’re using a DAF.” - AdrianSchutz, Works Manager, District of Grant (S.A.)

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Outback 2.0D and Forester 2.0D models arepowered by four-cylinder Boxer engines—so-called because the sideways cylinder actionreplicates that of a punching boxer.

Offering outstanding economy and low emissions, thesix-speed manual 2.0 litre turbocharged diesels meet strictEURO 5 emission standards.

Andrew Sinclair, Subaru’s National Manager—CorporateSales and Financial Services, said: “Outback diesel waslaunched last November and has met with a fantasticreception from private and fleet and government buyersalike.

“Sales of around 150 a month are more than 50 percent ahead of our own best predictions.

“With Forester 2.0D versions just reaching the market,we’re quietly confident of its success too.”

Forester is consistently maintaining its status asAustralia’s best-selling compact Sports Utility Vehicle andinterest in the diesel versions is high.

Forester is also increasingly seen in emergency servicesroles, particularly with ambulance services as a firstresponse vehicle, with the ability to arrive ahead oftraditional ambulances, which are sometimes constrainedby size and ride height.

Besides efficiency, five star occupant safety, qualityengineering, retained value and reliability are key factorsquoted by Subaru buyers for their brand loyalty, which isamong the best in the automotive industry.

Subaru’s diesel engine is believed to be the world’s firstflat Boxer for a passenger car and, in the Outback,consumes just 6.4 litres of fuel per 100 kilometres in thecombined cycle, while producing just 160 grams/kilometre

Subaru adds diesel dimensionSubaru’s All-Wheel Drive appeal is expanding with the addition of ultra-efficientturbocharged diesel variants to its multi award-winning Outback and Forester ranges.

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of carbondioxide. Local testing indicates a range in excess of 1100

kilometres is achievable with steady freeway driving.Three Outback and Forester diesel models are available:

the 2.0D, the 2.0D Premium and 2.0D Premium withsatellite navigation (SatNav).

The new engine produces 110 Kilowatts of power at3600 rpm and 350 Newtonmetres of torque between 1800-2400 rpm.

Even at just 1600 rpm, the engine delivers 300 Nm oftorque for incredible low-down pulling power.

As with all current four-cylinder Subarus, the first serviceis now at 12,500 kilometres/six months.

Outback and Forester 2.0D share the same spaciouscabins and refined ride as their petrol counterparts.

Mr Sinclair added: “The amazing fuel efficiency of thenew turbo diesels is adding to Subaru’s appeal.

“Both Fleet and Government buyers are already largelyaware of the fact that we offer five-star occupant safetyacross our entire range and the added ingredient of the newdiesel engine is making Outback and Forester irresistible tomany buyers.

“Our diesel engine reinforces our environmental and fueleconomy credentials, which have already been highlightedby significant efficiency gains across the entire newgeneration Liberty and Outback ranges.

He added: “We estimate, for example, that driving25,000 kilometres a year in a diesel Outback at $90 pertank of diesel would save approximately $2500 over 20months on an equivalent petrol car.

“It’s a significant saving and one of the many positivefacts that will bring new buyers to the Subaru brand.”

Subaru’s safety commitment is underlined by Outbackand Forester achieving the highest five-star occupant safetyrating in independent crashworthiness testing conducted bythe Australasian New Car Assessment Program (ANCAP).They also have a three-star pedestrian rating.

Meanwhile, another variant in the Subaru range arrivesin July with the launch of the Impreza XV hatch back.

Drawing on the heritage of the earlier ImprezaSportswagon and RV, the XV offers greater ride height thanother Imprezas and protective wheel arch extensions plusbumpers, grille, roof rails and rear spoiler unique to themodel.

And the action for Subaru is not all model related. Thecompany is busy rolling out its All 4 the Driver philosophy,aimed squarely at providing optimum and consistentcustomer service levels across its entire network of 100-plus retailers Australia-wide.

It will take customer experiences to even higher levels atall key touch points, such as showrooms and servicecentres.

For example, Subaru TV is being rolled out in all retailcentres and salespeople are getting iPhones with Subaruspecific applications that will detail the brand’s uniqueselling points and features and benefits.

Subaru TV will include product, parts and accessoryinformation that will be constantly updated to ensurecustomers are up to speed on everything Subaru.

Initiatives include Drive It Your Way, which givescustomers much more flexibility in test driving Subaru cars.

Subaru retailers will be offering specific, mapped driveprograms, which allow customers to get a much better ideaof what makes its cars different—the confidence ofSymmetrical All-Wheel Drive—in a variety of roadconditions.

In some cases, for added convenience, retailers will alsobe offering overnight drives or the opportunity to have a cardelivered to a customer’s preferred address.

There will also be simplified, plain English billing thatcustomers will see when getting their car serviced.

Other subtle changes will include a new look to Subaru’swebsite, with easy navigation to even better information andimages and, of course, the Subaru Fleet and CorporateSales Regional Management team remain poised to assistboth Fleet and Government customers with any or all oftheir needs.

They can be contacted on:

Peter Clifford (VIC, TAS, SA, WA)Regional Fleet & Corporate Sales Manager (Southern)Phone: (03) 8698 3528Email: [email protected]

Robert Carney (NSW, QLD, ACT, NT)Regional Fleet & Corporate Sales Manager (Northern)Phone: (02) 8892 9114Email: [email protected]

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‘Green’ the fleetThe HR and procurement departments of your organisationcan introduce salary sacrifice, company vehicle fleet andbusiness travel policies that preference the purchase,leasing and/or hiring of vehicles with lower environmentalimpact ratings.

Support and encourage fleet managers to addresssustainability issues as well as the more typical procurementconsiderations such as price, availability and localmanufacture. In considering sustainability issues, fleetmanagers can prioritise low emissions vehicles, setminimum fuel efficiency performance standards and ensurethat all company vehicles are fit for purpose.

The Australian Government maintains an online GreenVehicle Guide, which provides a ‘Star Rating’ for vehicles,enabling motorists to identify vehicles with the lowerenvironmental impact. The greenhouse gas emissions, localair pollution and fuel efficiency of each vehicle are taken intoaccount. Smaller, hybrid and/or diesel engine vehiclesgenerally have the lowest environmental impact. Vehiclesdetermined to have the best environmental performancereceive a 5 star rating. These vehicles are shown on thehomepage of the Green Vehicle Guide. The Green VehicleGuide also provides a ‘Fuel Consumption Guide Database’,which contains fuel consumption data on vehicles sold inAustralian between 1986 and 2003.

It is important to note that hybrid vehicles do notnecessarily have a lower greenhouse gas impact thansmaller cars. It is also important to note that while dieselvehicles tend to be more fuel-efficient and therefore have alower greenhouse gas impact per kilometre travelled thanpetrol vehicles, they can have a higher impact on local airpollution if they don’t have soot collectors in their engine.So ask the question – does this diesel vehicle have sootcollection in the exhaust system?

Another useful resource when attempting to determinewhich vehicle to purchase is the Greenwheels website.

For more information on either site visit:

www.greenvehicleguide.gov.au

www.greenwheels.com.au

Eco drivingChanging the way you drive will save you money. How avehicle is driven can have a significant and immediateimpact on both its fuel usage and greenhouse gasemissions.

EPA Victoria reports that fuel efficiency can vary asmuch as 45 per cent between different drivers usingidentical cars. Eco driving does not require you to buy anew car, you just need to get better at driving the car youuse today and you will save fuel and money at the sametime.

Make your employees aware of ‘eco/green drivingpractices’ via staff inductions and/or with regular trainingcourses.

Vehicle maintenanceAdequate vehicle maintenance can have a significantimpact on fuel usage and greenhouse gas emissions. Yourbusiness’ fleet management practices should incorporateregular fleet vehicle maintenance.

Flexible remuneration packagesThe way people are paid can make a difference to yourgreenhouse footprint. Provide all employees who currentlyhave a vehicle as part of their remuneration package withother choices.

We recommend that you pass on all cost savings to theemployee to avoid employee cynicism and increase supportfor your organisation’s sustainable transport commitments.

Alter freight delivery timesConsider shifting delivery times for freight deliveries to off-peak times, thereby avoiding congestion periods. This canunlock fuel savings and improve your ‘social license tooperate’. However, barriers to such changes may includeparking restrictions during offpeak periods for freightvehicles, and night-time restrictions in residential areas.

Retailers and local government representatives mayneed to be consulted closely to ensure that an alteration totiming deliveries is supported. Similarly, local communitygroups can be consulted to ensure that they arecomfortable with increased vehicle traffic during off-peaktimes.

HINTIn order to reduce fuel costs, Greenfleet recommendsvehicle maintenance practices such as regular services,proper tuning, use of correct engine oil, correct inflation oftyre pressure, and regular air filter checks. More informationis available at:http://www.greenfleet.com.au/Global/Individuals/Transport/Driving_Tips/index.aspx

Adjusting freight loadsImproved logistics and supply chain management can allowfreight loads to be increased, thereby reducing the numberof trips required for deliveries. This has greenhouse gasreduction, fuel use and ‘social licence to operate’advantages.

However, you should also consider the impact ofalterations to supply chains, such as increased storage arearequirements.

OFFSET‘Carbon offsets’ can be purchased in order to reduce orrecapture greenhouse gas emissions from the atmospherein proportion to any greenhouse gas emissions fromtransportation. The Federal Government’s National CarbonOffset Standard provides guidance on the purchase ofcredible offsets. By measuring and paying to offsetemissions before commencing reductions, it may be easierto justify reducing emissions later – as you will save both thecost of the energy consumed and the cost to offset.

Some organisations offset by staff salary sacrifice or partof salary packaging.

This reduces the cost of the offset to the organisationand is tax-effective for the staff member. It is also a way ofengaging staff on behavioural change initiatives.

With thanks to Greenfleet and the Net Balance Foundation, 2010.

GreenfleetEmail: [email protected]: www.greenfleet.com.auTel: (03) 9642 0570PO Box 1601, Collins Street West VIC 8007

Net BalanceEmail: [email protected]: www.netbalance.comTel: (03) 8641 6400Level 4, 460 Bourke Street, Melbourne VIC 3000References:1 http://www.workhealth.vic.gov.au2 Australian Government (2005) “Health Impacts of Transport Emissions in Australia:

Economic Costs” Department of Transport and Regional Services: Canberra.3 Telstra (2007) “Towards a High-Bandwidth, Low-Carbon Future: Telecommunications-

based Opportunities to Reduce Greenhouse Gas Emissions”. Pg46. Report prepared byClimate Risk and available at:http://www.telstra.com.au/abouttelstra/csr/docs/climate_full_report.pdf

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Whatever your fl eet requirements, Nissan can shift

your thinking in the right direction. To meet your

green needs, the zero emission Nissan LEAF* is

the electric car of the future. While around town,

you’ll fi nd the DUALIS is an incredibly versatile and

spacious hatch. Or, for more rugged requirements

there’s the X-TRAIL, with intelligent ALL MODE 4x4-i.

And then there’s hard working utes like the Navara

ST-X Dual Cab, the most powerful turbo diesel in

its class. For more information and for all general fl eet

sales enquiries please email fl [email protected],

visit nissan.com.au or call 1800 035 035.

* Anticipated Australian Launch 2012.

SHIFT_the way you move

Shift your thinking

about your fleet’s

potential.

NIS

NIS

NIS

NIS

183

183

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314123A_Nissan.indd 1 17/06/10 4:44 PM

SHIFT THE CONCEPT OF THE FUTURE.

SHIFT WHAT YOU CAN EXPECT FROM A HATCH AND A WAGON.

The way we drive is changing, and soon Nissan

will have a ‘real’ car that will help lead the world

into the zero-emission era^. A ‘real’ car that will

change the fl eet landscape.

The engineers and designers at Nissan have

created the Nissan LEAF. A ‘real’ car for the

real-world.

The LEAF is powered by laminated compact

lithium-ion batteries, which generate over 90kW

of power, whilst the vehicles electric motor

delivers 80kW of power and 280Nm of torque.

This ensures a highly responsive, fun-to-drive

experience just as good as any you get from

‘normal’ cars that are powered by internal-

combustion engines (ICE).

Unlike ICE-equipped vehicles, however,

the Nissan LEAF emits no CO2 or other

greenhouse gases – it doesn’t even have

an exhaust pipe.

Is it a hatch? Is it a wagon? Perhaps it’s a

compact SUV? Well it’s all of these and more.

The versatility and fl exibility of the DUALIS and

DUALIS+2* across a fl eet makes these models

the ideal fl eet ‘crossover’ vehicles.

There’s a reason that the DUALIS is known

as the ‘hatch plus’ - it’s because it offers so

much more than a conventional hatch. It really

is a genuine fl eet alternative for a small car,

medium car or a compact SUV. Available in both

2WD and AWD. Most importantly, thanks to a

sophisticated combination of safety features,

the DUALIS has obtained the highest ANCAP

occupant safety rating of 5 stars.

As well as being surprisingly economical, the

engine also offers low C02 emissions. The

DUALIS is not only effi cient, but also powerful.

Under the bonnet is a lightweight aluminum 2.0

litre engine that delivers an impressive 102kW

of power and 198Nm of torque.

With a choice of transmissions – a 6 speed

manual or an Xtronic Continuously Variable

Transmission, which offers an almost infi nite

number of gear ratios and a beautifully smooth

ride, the DUALIS is a very responsive car to drive.

It’s not short on creature comforts either,

with an impressive list of advanced luxury

features: Bluetooth® handsfree phone system,

steering wheel mounted audio and cruise controls,

MP3 player input and the Ti model offers even more:

Intelligent Key, leather seat trim and dual zone climate

control air-conditioning, to name just a few. Then there’s

the DUALIS+2 – the 7 seat variant. The SUV infl uenced

styling, command driving position and genuine driving

comfort are all carried over from the 5-seat DUALIS,

but the greater length adds another dimension to fl eets

seeking all the carrying capacity of a traditional wagon.

Longer and taller, DUALIS+2 has been designed to

provide greater interior space and more practicality for

fl eet wagon requirements in both 2WD and AWD.

Both the DUALIS and DUALIS+2* are truly innovative in their

creation plus the versatility and practicality of both models

offer real fl eet alternatives across multiple vehicle categories.

A combination of Nissan LEAF’s regenerative-braking

system and innovative lithium-ion battery packs enable the

car to deliver a driving range of more than 160km on one

full charge*.

Nissan LEAF also incorporates ‘Smart Fluidity’ –

Nissan’s concept of clean, intelligent lines to promote

optimum aerodynamics.

The LEAF will be available for sale in the US and Japan

this year, and is anticipated to be coming to Australia in

2012. The future however, is not a single model, but a

portfolio of electric vehicles – the Nissan ‘Zero-Emission’

Line Up. If you’re ready to shift to the future, contact

Nissan Fleet today.

^ The Nissan LEAF produces zero emissions during operation. Depending

on the energy source used, CO2 and pollutant emissions may be produced

during the manufacture of the vehicle and battery, the re-charging of the

battery and disposal of the battery.

* Based on the US EPA’s Urban Dynamometer Driving Schedule

(also called the “LA4” or “the city test”) emulating light-duty city

driving conditions.

*DUALIS+2 available July 2010.

DUALIS+2 shown available July 2010.

314123EDPS_Nissan.indd 1 17/06/10 4:46 PM

SHIFT WHAT YOU CAN EXPECT FROM A COMPACT 4WD.

SHIFT WHAT YOU CAN EXPECT FROM A 4X4 UTE.

The Nissan X-TRAIL can carry just about anything, just

about anywhere.

Let’s start with the engines, diesel or petrol.

The X-TRAIL’s 2.5 litre 4 cylinder petrol engine pushes out

a very impressive 125kW of power and 226Nm of torque.

This gives the petrol X-TRAIL a very useful braked towing

capacity of 2,000kg. The petrol engine is available with

a 6-speed manual transmission or the incredibly smooth

automatic Xtronic Continuously Variable Transmission

(CVT) with 6-speed M-Mode.

The 2.0 litre turbo diesel engine is no slouch either.

Compared with the petrol engine, it delivers lower

emissions and increased power on the manual model,

127kW of power and 360Nm of torque in fact.

When there’s some heavy work to be done, who better

than ‘Australia’s most powerful tradie’ to do it – the

Nissan Navara ST-X Dual Cab. The Navara ST-X Dual

Cab combines power with safety for the ultimate light

commercial fl eet vehicle.

This latest member of the Navara line-up has a new common

rail turbo-diesel engine with a class-leading 140kW.

This extraordinary powerplant has increased power,

torque, improved fuel economy and lowered emissions

thanks, in part, to an all new direct injection system and

variable nozzle turbo with electronic control. This increases

Both 6-speed manual and auto transmissions with

M-Mode offer excellent diesel fuel economy – 7.5 litres

per 100km* for the manual and 8.1 litres per 100km*

for the auto.

As for advanced features, the X-TRAIL boasts intelligent

ALL-MODE 4x4-i technology including Electronic Stability

Program (ESP), Active Brake Limited Slip (ABLS) and

Traction Control System (TCS). The ST-L, Ti and TL

models are even more advanced and luxurious with

leather seat trim.

The combination of X-TRAIL’s incredibly versatile

passenger and storage options, creates a compact

4WD that will give you all the benefi ts of a compact

SUV combined with a station wagon and so much more.

*Figures have been calculated in accordance with ADR81/02. Actual fuel consumption will vary depending on driving conditions, driver behaviour, the condition of your vehicle and the accessories fi tted.

* Figures have been calculated in accordance with ADR81/02 (combined fuel consumption data). Actual fuel consumption will vary depending on driving conditions, driver behavior, the condition of

your vehicle and the accessories fi tted.

power by up to 11% and provides an impressive 450Nm of

torque. Fuel economy has improved to just 8.5 litres/100km*

for the manual and 9 litres/100km* for the auto.

The power of the Navara is now combined with extra

safety features to give peace of mind for fl eet managers

and their operators. Now with Vehicle Dynamic Control

(diesel model only) and curtain airbags (additional to the

driver and front passenger front and side airbags).

With improved power and safety, Navara ST-X Dual

Cab offers the best of both world’s for light commercial

fl eet applications.

NIS

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314123EDPS_Nissan.indd 2 17/06/10 4:47 PM

Mitsubishi’s i-MiEVElectric Vehicle

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The i-MiEV is undergoingfeasibility studies in the UnitedStates, Europe, the UnitedKingdom, New Zealand,

Iceland, Canada, and as recentlyannounced, now in Australia.

Utilising a large-capacity lithium-ionbattery system and a compact, high-output electric motor in place of atraditional gasoline power train the i-MiEV has some impressive technicalspecifications for a zero drive-timeemissions vehicle.

Producing 47kW of power and180Nm of instant torque, the i-MiEV’spermanent magnet synchronousengine is supported by a revolutionarylithium-ion battery from the newlyformed joint venture company LithiumEnergy Japan.

The i-MiEV’s electric motor issmaller, produces more torque at lowrevolutions and is quieter than aturbocharged gasoline engine. Mostimportantly, the i-MiEV’s engine iscleaner, producing zero drive-time CO2 emissions.

With total voltage measuring 330V,and total energy output at 16kWh, thecompact battery and motor resideunder the seating and in the back ofthe vehicle, allowing seating capacityfor four individuals and good sizeluggage compartment in the rear of thevehicle. In a small car, thismaximisation of space is madepossible by the i-MiEV’s smart design

and long wheelbase of 2550mm. Requiring seven hours from a 50

Amp domestic household powersupply for a full battery charge, the i-MiEV should ideally be left torecharge overnight, making it perfectfor daily commuting over commondistances in a city landscape.

Able to reach a top speed of130km/h, with a range of around 160 kilometres* from a single charge,the i-MiEV is a rear-wheel drive vehicle with three ‘speeds’: Drive, Eco and Brake.

Drive is the full power mode wherethe car drives under normal mode.Economic or ‘Eco’ mode allows thepower to drop out automatically toextend the i-MiEV’s cruising range andfuel efficiency. Brake mode offers highregenerative braking that absorbs asmuch kinetic energy as possible—restoring power to the battery—and isperfect for downhill driving.

Compared to a similar sized petrolcar, the running costs per kilometre arearound 33% lower. If charged duringoff-peak or night time hours theoperating costs will be even less.

During 2009, the i-MiEV won twovery important awards in Japan.Claiming the “2009 Japan AutomotiveHall of Fame Car Technology of theYear” award, the i-MiEV garneredpraise as “the realisation of the ultimatein environmental efficiency.” In addition,i-MiEV secured the “Most Advanced

Technology” category at the coveted“2009-2010 Car of the Year Japan”awards.

Closer to home, progress to ensureMitsubishi is the first company tolaunch a fully electric vehicle in theAustralian market has been steady.Following the road show which tookthe i-MiEV cavalcade throughAdelaide, Sydney, Melbourne andCanberra in February and March in2009, the feedback received has beenvery positive. Everyone who drove thevehicle, including even the most criticalevaluator, agreed that the drivingcharacteristics of the vehicle—and inparticular its incredible acceleration—made it more pleasurable to drive thanmany conventional vehicles. Mitsubishihas received many requests for areturn road show from hundreds ofpotential i-MiEV owners, who includegovernment purchasers, as well asprivate citizens.

While Australia has yet to sign amemorandum of understanding toconfirm the availability of the vehicle onour local shores, Mitsubishi is workingwith local, state and federal authoritiesto increase awareness of theinfrastructures and policy required tosupport this new technology. Thecompany will continue talking with theappropriate regulatory bodies tostimulate better understanding ofelectric vehicle and hybrid technologyto facilitate the i-MiEV’s speedy arrivalin Australia.

The Mitsubishi innovative Electric Vehicle—nicknamed the i-MiEV—has nowarrived in Australia. The world’s first volume production fully plug-in electricvehicle with zero drive-time emissions has generated unprecedentedinterest in alternative fuel vehicle technology, appearing at environmentalsymposiums and launch events right around the world.

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Water filled and concrete filled rollers areavailable in both the Mentay Hydra Glide walk-behind roller and the Mentay 2000 ride-onroller and our brand new Mentay 1200 Custom

roller, which will give you a perfect weight of 2260kg. TheMentay Hydra Ride ride-on roller is a big roller for specialoperations and has a width coverage of 1.8 metres.

We sold 4 Mentay 2000 ride-on rollers to various partsof Queensland in the month of January 2010 and one toPenleigh and Essendon Grammar School, so that is astimulus.

We have supplied all rollers to Dubai Sports Cityincluding our quad bike roller, a new hand roller that youpush, or tow with a 50mm tow ball. A lot of people love thelight roller.

Mentay has also supplied a Mentay 2000 to the HongKong Cricket Club. We have also done a lot of work at the

Hong Kong Cricket Club on new sight screens. These werea fixed requirement. We also supplied a special Mentay Towa Tarp which gives the curator the option of allowing forrainfall of a capacity of 600mm per shower.

We have modified this unit to suit Australian conditions,producing the Mentay Tow a Tarp for Blacktown CityCouncil Olympic Park. This unit can handle 25 metre x 25metre cover capacity with a hi torque unit with a greatermore powerful 12 volt motor.

Mentay went over to South Africa and spent some timeat Durban. We unloaded a Mentay Aqua Wizzard – acomplete hydraulic Wizzard that picks up water off theground.

Why don’t you email us for more information andprices?

[email protected]

Mentay has gone for the challengeall over the world

The Mentay 2000 ride-on cricket pitch roller isat the Melbourne Cricket Ground, the SydneyCricket Ground, the Gabba in Brisbane, theWACA ground in Perth, the Adelaide Oval andBellerive Oval in Hobart.

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The Australian Government isworking with all states andterritories to improve the wayit manages Australia’s water

resources. As we prepare for a futurewith less water it is important that weimprove water use and infrastructure,and restore the health of our rivers.

To assist in this endeavour, theAustralian Government has passedlegislation and established thefollowing initiatives and programs.Several Australian Governmentagencies are working together to helpdeliver this package of water reforms.

National Water Initiative (NWI)The NWI is the blueprint for waterreform across Australia. Thisagreement between all states andterritory governments and thecommonwealth, has been in placesince 2004. The NWI represents ashared commitment by all ourgovernments to increase the efficiencyof Australia’s water use and includescommitments to reform water marketsand trading, and deal with over-allocated or stressed water systems.

Water Act 2007 (The Water Act)The Australian Government passed theWater Act in 2007 to help implementthe National Water Initiative. The WaterAct introduced new powers that helpthe Australian Government coordinatea national approach to watermanagement and meet the challengesfacing water management in theMurray–Darling Basin. Importantly, theWater Act established the Murray–Darling Basin Authority to prepare a

Basin Plan for the sustainablemanagement of water across thewhole of the Murray–Darling Basin.

Murray-Darling Basin Authority (MDBA)www.mdba.gov.auFor the first time, water planning in theMurray–Darling Basin is beingundertaken by a single, independentexpert body with a whole-of-basinfocus. The objective is to put wateruse on a sustainable footing to ensurea viable irrigation industry, to securewater for cities and towns, and torestore the health of the environmentof the Basin.

MDBA is responsible for preparinga management plan (the Basin Plan)that will include a new sustainablediversion limit (SDL) in the Murray-Darling Basin to ensure enough wateris allocated to the environment tomaintain important ecosystems andriver health.

The Basin Plan will:• set legally enforceable

environmentally sustainable limitson the quantities of surface andground water that may be takenfrom Basin water resources

• set Basin-wide environmental,water quality and salinity objectives

• develop efficient water tradingregimes across the Basin

• set requirements for state waterresource plans

• improve water security for all Basinwater uses.In preparing the Basin Plan, MDBA

is using the best scientific andsocioeconomic information available. Aformal public consultation period will

allow for comment on the proposedBasin Plan in mid-2010. MDBA isalready engaging with the communitiesand industries and governmentsaround the Murray–Darling Basin.

MDBA also manages the MurrayRiver system in close cooperation withstate authorities to ensure reliablewater supplies for all users. Further,MDBA implements programs thatsupport the restoration of theenvironment in the Murray–DarlingBasin, such as the Native FishStrategy, and The Living Murray riverrestoration program.

Water for the Future Programhttp://www.environment.gov.au/water/The Department of the Environment,Water, Heritage and the Arts (DEWHA)implements the AustralianGovernment’s Water for the Futureprogram. This ten-year, $12.9 billionprogram aims to secure the watersupply for all Australians. Water for theFuture has four priorities:• using water wisely• supporting healthy rivers• taking action on climate change• securing water supplies.

Important elements of the Water forthe Future are buying back water fromwilling sellers, using it to meet coreenvironmental needs, investing inwater infrastructure to make our wateruse more efficient and supportingother reforms through the followingprograms:

Driving Reform in the Basin programThe Driving Reform in the Basinprogram supports Australian


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The Murray–Darling Basin incorporates Australia’s three longest rivers and is one of our most diverse regions,stretching from Queensland to South Australia. The Murray–Darling Basin is important to Australia economically,socially and environmentally. Often called Australia’s food bowl, the Murray–Darling Basin has a population ofapproximately two million people and supports much of Australia’s agriculture and agricultural exports. The Basin alsocontains more than 30,000 wetlands, including 16 internationally significant sites, many of which provide habitat formigratory birds.

However, water use in the Basin has increased five-fold in the last century. The Basin is now under significantstress from the combined impacts of over-allocation of water, severe drought, and the early impacts of climatechange. There has been a marked decline in river health and it has become imperative to take action to return thesystem to a sustainable footing.

Murray Darling Basin – nourishing ourfood bowlThe Murray Darling Basin traverses four states and provides the necessary sustenance forthis country’s ‘food bowl’. From a local government perspective, this report outlines theMurray–Darling Basin Authority’s (MDBA) responsibilities in the context of national waterresource management.

Government contributions to theoperation and water reform functionsof MDBA, including those under theWater Act. This program also gives theNational Water Commission (NWC)and Australian Competition andConsumer Commission (ACCC)specific roles and functions under theWater Act which are outlined furtherbelow.

Restoring the Balance in the Murray–Darling Basin programUnder the $3.1 billion Restoring theBalance in the Murray–Darling Basinprogram, the Australian Government isbuying water entitlements from willingsellers to help restore the Murray–Darling Basin’s environment.

Sustainable Rural Water Use andInfrastructure program The Australian Government is alsoinvesting $5.8 billion in modernisingirrigation infrastructure and improvingwater use efficiency.

The Restoring the Balance in theMurray–Darling Basin program and theSustainable Rural Water Use andInfrastructure program are helping byreturning water to the environment andin the transition to the implementationof the Basin Plan. Both programs areadministered by DEWHA.

Commonwealth Environmental WaterHolderThe Commonwealth EnvironmentalWater Holder sits within DEWHA. TheCommonwealth Environmental WaterHolder manages water purchased bythe Australian Government forenvironmental purposes across

Australia. This water will be used toprotect and restore key environmentalsites, including the health of rivers andwetlands in the Murray–Darling Basin.

National Water Commission (NWC)http://www.nwc.gov.au/NWC was established to overseeimplementation of the National WaterInitiative and report on progress to theAustralian Government. All state andterritory governments have lodgedplans for how they will implement theNational Water Initiative’s requirements.The National Water Commission willalso be responsible for auditing theeffectiveness of the implementation ofthe Basin Plan and Water ResourcePlans.

Australian Competition and ConsumerCompetition (ACCC)www.accc.gov.auUnder the Water Act, ACCC advisesthe Commonwealth Water Minister onwater charge and water market rules.ACCC will also advise MDBA ontrading rules for inclusion in the BasinPlan.

Bureau of Meterology (the Bureau)www.bom.gov.au/waterThe Bureau has the responsibility,through the Water Act, for compilingand delivering consistent waterinformation across all of Australia. TheBureau’s functions include:• conducting regular national water

resources assessments• publishing an annual National

Water Account• providing regular water availability

forecasts.

Other Commonwealth initiativesA number of other Commonwealthagencies have programs that supportthese water reforms:• The Department of Agriculture,

Fisheries and Forestry (DAFF)provides drought assistance andsupports research through theBureau of Rural Sciences(http://www.brs.gov.au/) and theAustralian Bureau of Agriculturaland Resource Economics(http://www.abare.gov.au/).

• The Caring for Our Countryprogram (http://www.nrm.gov.au/about/caring/index.html) is administeredjointly through DEWHA and DAFFto support communities, farmersand other land managers to protectAustralia’s natural environment andsustainably produce food and fibre.

• Centrelink(http://www.centrelink.gov.au/)provides income support,information and referral to eligibleirrigators and other rural customersto help them in times of droughtand hardship.

• The Australian Bureau of Statistics(http://www.abs.gov.au/) providesregular updates on a range ofstatistics about Australia’s waterresources including water use andwater supply.

Further informationCopies of this and other reports areavailable on the Murray–Darling BasinAuthority website atwww.mdba.gov.au.

For copies or enquiries phone 1800230 067 or [email protected].

Copies of a more detailed bookleton the Commonwealth’s water reformsand agencies’ roles, Securing OurWater Future, are available on theNational Water Commission’s Web siteat www.nwc.gov.au.

This report provides a generalsummary which has been preparedusing best efforts to ensure that thematerial it presents is current andaccurate. Users should note thatdevelopments in CommonwealthGovernment policy, input fromconsultation and other circumstances,may result in changes to theapproaches set out in the fact sheet.

The information herein does notrepresent any decision of the six-member Authority.

Source: Managing Australia’s water resources(MDBC)


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Map showing the location of rivers within the Murray–Darling Basin.


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“The concept of using floating islands as a method toreduce pollutants and sediments in the water is anenvironmentally safe and inventive way to helpcleanse these important ponds in one of the major

parks in Nowra,” said Director of Strategic Planning andInfrastructure Ernie Royston.

“Harry Sawkins Park is a delicate park with ponds thatcapture water runoff from the 37 hectares of catchment,”Mr Royston said. “We are using this technique as thefloating islands have been successful in cleansingstormwater ponds, ponds on golf courses, zoo ponds,sewage treatment ponds and natural waterways in manyareas of Europe, Japan and USA.”

These floating wetlands are one of the newestadaptations of constructed wetland technology. All thesewetland technologies use the innate capabilities of wetlandplants to act as a filtration system. Wetland plants, such asCyperus exaltus (Giant sedge), Baumea articulata (Jointedtwigrush), Shoenoplectus validus (River Clubrush) andCarex appressa are effective because they not only trapsediment with their foliage and roots but are able to absorb

nutrients quickly and in quantities greater than they need.These nutrients are then stored in the plant matter until theydie and are then returned to the natural bed of the pond orthe waterway.

However the floating wetlands also maximise anothermore under-utilised aspect of wetland physiology. Bysupporting the wetland plants in the water, the floatingwetlands allow a large mass of roots to hang like a curtaininto the water column. The massive network of stems, rootsand rootlets are oxygenated because wetland plants pumplarge volumes of oxygen into their roots. This oxygenatedmass provides a perfect home for biofim, ephipytes andalgae to scavenge nutrients from the water. It’s thesebeneficial microbes that perform the treatment thataccounts for the high success of floating wetlands beingreported overseas. These microbes are significantly moreeffective (reported to be 10-20 times) at nutrient uptakethan the plant itself.

The value of these microbes is the main area wherewater treatment data is available from a number of studies.International studies have found that there is a range of

Floating wetlands help ShoalhavenCouncil to treat stormwaterHarnessing the natural ability of wetlands to treat stormwater, Shoalhaven City Councilrecently installed a floating treatment wetland into a pond within Harry Sawkins Park,Nowra.


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results per square metre per day. But based on an averageof these results, and scaled up for the 100 square metres offloating wetland installed at Harry Sawkins Pond, the totalnitrogen is reduced by 0.36kg/day and total phosphorousby 0.15kg/day.

As a large part of the pollutants are associated with fineparticulate matter, there is a further opportunity for thefloating treatment wetland to remove nutrients and otherpollutants as it calms the flow of water through the roots,increasing the rate of sedimentation.

If the overseas data proves to be true, the floatingtreatment wetland is expected to effectively manage thestormwater pollutants on this site.

Council is undertaking a monitoring program to comparethe performance of this floating treatment wetland in relationto the data found overseas.

For optimum treatment, the floating treatment wetlandwas positioned strategically to act as a floating boom. Thewater is only 500mm deep below the floating treatmentwetland, which is the same depth that the roots areexpected to grow. Therefore, most of the water that passesthrough the pond is in contact with the roots.

Apart from the capacity to provide treatment, otherfactors influenced Council’s decision to use the floatingtreatment wetland.

“The floating treatment wetland technology was chosenbecause it’s an efficient way to treat storm water,” saidIsabelle Ghetti, Manager Natural Resources/Floodplains.“Within two years, the island will be a self-sustaining watertreatment system resembling a natural wetland. It was alsopractical because we could retrofit the existing pond, ratherthan sacrifice land in the park to construct a storm watertreatment device.”

To undertake this project, Council received a $36,000grant from the Australian Government through the SouthernRivers Catchment Authority to install the urban stormwater

devices (floating treatment wetland). These floatingwetlands were installed by Sean Harris from HarrisEnvironmental Consulting.

“The challenge is to ensure the system is robust enoughto withstand adverse conditions such as strong winds, floodflows and water currents but also look good and have a lowmaintenance requirement,” explained Sean Harris. He hasbeen developing floating treatment wetlands since 2003and has successfully installed a number in NSW to solveblue green algae outbreaks in storage reservoirs usingrecycled treated effluent, sewage treatment ponds and forstream bank erosion control.

In general terms, the Floating Treatment Wetlandinstalled at Harry Sawkins Park should not require a highlevel of maintenance apart from basic weeding, rubbishremoval and adjustments to anchor cables. Due to the highbird population living on the Pond, it was also decided tofence out the floating treatment wetland with camouflagedsteel cages. Sean said “other installations have beenplagued with bird attack. In this case we thought it best tomake permanent cages over the islands. Although in otherinstallations we have also successfully used mature wetlandplants grown in our nursery.”

Facts relating to Harry Sawkins Park pondHarry Sawkins Pond is a constructed storm water pond. Itis a passive recreational water body, and therefore thepublic does not come into contact with the water. The pondis located within a catchment area of approximately 37.28ha, of which the 30 per cent impervious land use is mostlyurban. The pond is approximately 7000m2 in area and250m long from inlet to outlet, 60m at its widest and 14m atthe narrow bottleneck where the floating island wasinstalled. If depth is an average of 500mm, storage is in theorder of 3500m3.

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INSPECTION AND CONDITION REPORTS OF SEWER VENTSHAFTS IN THE SHIRE COUNCIL AREA Having carried out more than 7,000 ventshaft inspection/maintenance/renewal and relocation projects for Sydney Water, our company offer the following Inspections and Condition Reporting Service, for your perusal.

■ Each ventshaft database sheet shall include – Location, Condi-tion Report, Digital Photos (2 of ) of the ventshaft.

■ The reports and photos, shall be placed on Microsoft Excel Spreadsheet, for all areas in the Shire Council Area, for effective asset management.

■ All ventshaft data sheets with digital photographs will be collated and bound in catchment folders for easy review and shall be placed on CD-ROM, for your convenience.

Developed jointly by CSIRO’s Water for a HealthyCountry Flagship and the Bureau’s Water Division,the Water Data Transfer Format (WDTF) providesthe Bureau with the means to more efficiently

collect and process the 6 million data files of water resourceinformation supplied by more than 200 organisations overthe past 12 months.

The Bureau is mandated to collect, process, compileand deliver water data from around Australia. Data providerscurrently use a variety of methods ranging from mature datamanagement systems to ad hoc spreadsheets to managethis information.

“Thanks to the WDTF, water data from across the nationcan now flow freely to the Bureau,” CSIRO researcher, DrDavid Lemon, said.

“To streamline the collection and use of this data, theBureau required a standards-based information model andtransfer format to accept water information submittedelectronically.

“The web-based WDTF has been developed to allowdata providers to efficiently deliver water observations datato the Bureau in a format that is more easily loaded into theBureau’s Australian Water Resources Information System.”

The format specifies a standard encoding for informationabout groundwater observations, transfers of waterbetween storages, observation sites and samples, waterquality, channel profiles and time-series streamflowobservations, as well as conversion tables.

More importantly, it includes an information model that

can capture business rules associated with the data. Thisprovides a powerful mechanism to support validation ofdata provided to the Bureau.

The Bureau’s Assistant Director Water Data Services,Tony Boston, said the WDTF is now the Bureau’s preferredformat for water data delivery and is being promoted as thestandard format for data transfer.

“A number of commercial companies have alreadyembraced WDTF by including data input and exportfunctions in their water information software,” Mr Bostonsaid. “This is allowing organisations that use the softwareto more easily export data in WDTF to the Bureau.

“These tools will help streamline water data delivery byorganisations, while providing the assurance andconfidence that their data delivery solution is commerciallyavailable and supported by the water IT industry.”

This project is part of the water information research anddevelopment alliance between the Bureau of Meteorologyand the CSIRO’s Water for a Healthy Country Flagship andis an excellent example of where research innovation hashelped solve a real world challenge and been rapidlyembraced by industry.

Science ContactDr David LemonResearch Stream Leader - Spatial AnalysisLand and WaterPhone: 61 2 6246 5724 Fax: 61 2 6246 5800Email: [email protected]


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resourcesCSIRO and the Bureau of Meteorology have developed a new data transfer format whichenables the Bureau to produce a clearer picture of Australia’s water resources.

Cairns Regional Council have installed apermanently installed Gorman-Rupp “Silent”pump unit to pump sewage at their “WR1” pumpstation during power outages instead of the

“usual” method of using a generator. They made thisdecision after an extensive review of their options to“protect” a group of pump stations from the possibility ofsewage overflows if power was cut from them.

Mr Ron Watts of Hydro Innovations explained that “anengine driven pump is usually a cheaper option than astandby generator because a generator needs to be sizedto suit the starting current of the pumps at the pumpstation, which can be anywhere from three to six timesmore than the run current. An emergency standby pumpengine only needs to be sized for “run current” andtherefore will always be smaller, sometimes much smaller.”

Mr Watts went on to say “...a generator will only provideback-up when the problem is with the power supply, butthe emergency pump does not care what the problem is.The problem could be related to a motor control panelfailure, a liquid level control failure, pump cables cut,submersible pump motor failure or anything else. The pumponly “knows” that the submersibles have failed to start andthe liquid level has reached the “emergency pump – on

level”. It then starts automatically and pumps to the “off”level, and stops. It only runs when there is sewage to pump– not during the entire time of a power outage.”

More information on emergency standby pumps can be obtained fromHydro Innovations on 02 9647 2700 or email [email protected]

Cairns Council use Innovative PowerOutage Solution for Pump Station

Prevent Overflows atSewage Pump stationsOne of the important environmental roles of engineers ofsewage pumping stations is to prevent sewage overflowsfrom happening. A generator will assist if the problem iswith the availability of power, but a permanentlyinstalled engine driven pump will not only operateduring a “power outage”, but will “protect” the pumpstation should any other failure at the station occur(control panel failure, level control failure or even electricmotor failure).Less ExpensiveA pump is generally a less expensive option than agenerator because it requires a much smaller engine thana generator does. It also does not require automaticswitching gear, and does not need “load banks” toprevent diesel cylinders glazing during “non-pump”running time.

If you would like information on the best solution for preventing sewage overflows,drop us an email on [email protected] or give us a call on 02 9647 2700

HYDRINNOVATIONS

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urban water industry andprojections for the future

WSAA Report Card (PAGES 130-144)

AbbreviationsGL represents gigalitres. One GL equals one billion litres ML represents megalitres. One ML equals one million litreskL represents kilolitres. One kL equals one thousand litres.

SummaryClimate changeThe fingerprints of climate change are all over theinformation contained in the WSAA Report Card 2008-09.Adapting to climate change continues to be the major driverof activity in the urban water industry.

Capital investmentThe industry is in the midst of a massive capital investmentprogram and will be overseeing projects with a value greaterthan $14 billion during the 2009-10 year. This is on top ofrecord capital expenditure of $2.75 billion in 2007-08. (As acomparison net capital expenditure by the mining industryin 2006-07 was $27.6 billion – ABS 8415.0).

The expenditure of $14 billion excludes:• the significant capital investment that is also underway in

large regional centres such as Geelong andToowoomba,

• investment being undertaken to efficiently maintain andenhance existing assets, meet the needs of populationincreases, growing cities and responding to newstandards in water, wastewater and stormwater.The majority of the capital expenditure being undertaken

is related to developing new water sources to mitigate therisks associated with climate change. It is essential that theindustry diversifies its portfolio of water sources so that itreduces its reliance on surface runoff from rainfall.

Projects being constructed include desalination plants,recycled water schemes, aquifer storage and recharge andestablishment of water grids. It is estimated that by 2012 30per cent of capital city water needs, based on 2007-08consumption, will be supplied by desalination.

Significant capital investment is also underway in thewastewater system and this is a timely reminder of theimportance of sanitation systems for public health in citiesand towns and the need to ensure that these systems donot have a deleterious impact on the environment.

Residential water savingsCapital city residential water consumption continues itsonward decline. The extent to which water efficiency hasbeen embraced by urban communities is one of the greatsocial changes that has occurred in Australia over the lastdecade. If water consumption had remained at the levels itwas in 2002-03 an additional 210 GL would have beenconsumed in the 2007-08 year compared to what wasactually consumed. To put this volume in perspective, 210GL is equivalent to the water consumed by all householdsin Melbourne in 2007-08.

Business sector water savingsAustralian businesses are also responding to the challengesof water security. Water consumed by the business sectorin capital cities and major regional centres has declined by4.6 per cent over the last five years to 2007-08 despitesignificant economic growth occurring during this period.

Water reformThe industry has embraced reform since the 1994 COAGReforms and this tradition of embracing change hascontinued this year with significant ongoing institutionalreforms being implemented in South East Queensland andTasmania.

Energy efficienciesThe industry is also well advanced in preparation to operatein a carbon constrained world. The industry has been anearly adopter in purchasing renewable energy, maximisingthe production of green energy from sources such asbiogas and implementing measures to improve energyefficiency.

Understanding the water/energy nexus going forward iscritical so that investment is directed to where the biggestgreenhouse gas reductions are likely. A WSAA/CSIRO studyfound that by reducing by 20 per cent the amount of energyconsumed by households to heat water, the greenhousegas footprint of the urban water industry could becompletely eliminated.

Water recyclingInvestment in recycled water schemes continues and 172GL was recycled in 2007-08.This volume of water isequivalent to the water supplied to all households in Perthduring 2007-08.

The volume of water recycled by industry has increasedby 118 per cent since 2002. A major challenge for theurban water industry going forward is the management ofmore complex water systems which involve multiplesources of water.

Management of wastes discharged into wastewatersystems in an era of recycled water is important and theNational Wastewater Source Management Guidelinesprepared by WSAA assists in managing this risk.

Asset management benchmarkingA benchmarking project involving 42 utilities from aroundthe world revealed that the Australian and New Zealandwater industries are leaders in asset management.

International partnershipsDuring the year, the urban water industry entered intocollaborative partnerships with a number of leadinginternational drinking water and wastewater researchbodies.

Relationships with the US Water Environment ResearchFoundation, the Water Research Foundation, theWateReuse Association and the Global Water ResearchCoalition means that Australia is well placed to have accessto a vast pool of research and knowledge that will assist theurban water industry to meet the significant challenges ofthe future. The willingness of international research entitiesto form partnerships with Australia is a testimony to therespect in which the Australian urban water industry is heldparticularly in areas such as adaptation to climate change.

Going forwardOverall, despite significant capital expenditure programs,adapting to a carbon constrained economy and continuingto manage the risks associated with climate change.

The industry is in good shape and well-placed to meetthese challenges of the future whilst maintaining efficientand effective services to customers.

IntroductionOver the last year rainfall was extremely variable acrosswater supply catchments that serve urban Australia.Although some cities have received welcome rain that hasassisted in replenishing depleted storages, other cities haveexperienced severe dryness which has broken all previousrecords.

The significant disparity in rainfall across Australiaexemplifies the variability and volatility of rainfall patternsthat have always been present across the country. However


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this variability is predicted to become more pronounced asa result of climate change.

During the year the industry continued to deal with theissues of water security by continuing to develop a portfolioof water supply sources whilst maintaining effective andefficient services to customers.

Although Sydney, South East Queensland, and theHunter Region welcomed good rainfall, one does not haveto travel far south from Sydney before the situationdeteriorates significantly. Canberra, only a three-hour drivesouth and inland of Sydney, has received little run-off duringthe year and good spring rains (which have been absent fora number of years) are very much needed. Canberrastorages are currently at 43 per cent.

The drying climate continues to impact dramatically onMelbourne, Adelaide and Perth.

Melbourne has had its driest first six months of acalendar year, receiving just over 120mm between 1January and 30 June 2009. Recently, Melbourne storageshave stopped declining and are around the 26 per centlevel. The storages that supply water to major regionalcentres such as Geelong, Bendigo and Ballarat (to mentionjust a few) are seriously depleted. Above average rain in latewinter and spring is urgently needed right across southeastern Australia.

Adelaide also experienced another dry year and giventhe lack of run-off into the storages in the nearby hills, thecity was almost totally reliant (85 per cent) on the MurrayRiver for its water requirements.

Perth is now in the third decade of a drying climate andalthough steady rainfall experienced in July resulted instorages increasing, follow-up spring rains are still urgentlyrequired. Perth experienced an unusually dry and warmautumn, which resulted in consumption levels beingunseasonably high.

The map below shows cities in southern Australia arelocated in areas with below average rainfall.

Perth was the ‘canary in the coal mine’ for the Australianurban water industry as it was the first capital city to be

impacted by climate change, which resulted a majorchange in rainfall patterns.

Melbourne and Adelaide are now approaching 15 yearssince ‘the clouds disappeared’, resulting in changing rainfallpatterns and severe declines in inflows to storages.

In relation to the impact of climate change on urbanwater resources, all of the surprises have been on thenegative side.

It is also worth noting that climate change impacts onevery aspect of urban water management.

For example, the extreme hot and windy daysexperienced in Victoria during the last summer resulted inbushfires destroying 30 per cent of Melbourne’s watersupply catchments.

This year’s report card focuses on how the industry iscontinuing to respond to the challenges of climate change.

Even though Sydney, the Hunter region and South EastQueensland are currently relatively well off in relation tostorage levels, there is no complacency in these cities. Theplanning and construction of infrastructure to enable thesecities to have greater drought resilience continues unabatedas the community still has vivid memories of the last decadeof dryness and understands that the rainfall cycles are atthe mercy of Mother Nature.

The $30 billion capital investment program to develop aportfolio of diverse sources of water commenced in earnestin 2006 and continues to progressively roll out. Thisinvestment is in addition to the significant investment beingundertaken to efficiently maintain and enhance existingassets, meet the needs of population increases, growingcities and responding to new standards in water,wastewater and stormwater.

The magnitude of this investment is significant by anymeasure, particularly when compared to other majorinvestments in the Australian economy by sectors such asmining and transport. For example, the ABS report 8415.0states that net capital expenditure by the mining industry in2006-07 was $27.6 billion.

The program to develop new sources of water is likely to


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be largely completed by 2013 when the Adelaide andMelbourne desalination plants are expected to be fullyoperational.

A common myth is that the industry has adopteddesalination as the panacea for challenges presented by adrying climate and that other viable options, such as moreaggressive water conservation targets and recycled waterschemes, have been ignored.

Although by 2013 all mainland coastal capital cities (withthe exception of Darwin) will have a desalination plant,desalination is just one of the new sources of water beingdeveloped to mitigate climate change risks.

Australian cities must develop a diverse portfolio ofwater supply sources in order to secure reliable watersupplies for the community. Other sources of water in whichsignificant capital investment is occurring include recycledwater schemes, accessing ground water, aquifer storageand recharge, constructing water grids, new dams (TillegraDam Hunter Valley) and improvements to existing dams(Warragamba, Sydney), stormwater recycling and rainwatertanks.

The particular portfolio of options chosen will vary fromcity to city taking into account a range of factors such as aclimate and topography.

Based on water consumption in 2007-08, it is expectedthat if the desalination plants were expanded to maximumcapacity, 47 per cent of water supplied to Australia’s capital

cities would be from desalination based on consumption.Adelaide will, in theory, have the most reliable water

supply given that approximately 70 per cent of its waterrequirements will come from desalination (based on 2008-09 consumption levels). Table 1 shows how the populationof Australia’s major cities is growing rapidly. Urbanpopulations increased by 1.8 per cent or 254,076 peopleduring 2008-09.

Table 2 shows the capacity of the existing and proposeddesalination plants in Australia and the capacity of the inletand outlet infrastructure should the plants ever needexpanding.

Although desalination has many detractors, the greatvirtue of desalination is that it is a reliable source of water,has a small site footprint and can be constructed in arelatively short period of time.

Provided renewable energy is produced to offset theadditional generation of greenhouse gases, theenvironmental inputs can be managed. It is worth notingthat, to date, all of the desalination plants have involvedeither the construction of renewable energy sources suchas wind farms or the purchase of renewable energy fromthe grid to counter the additional emissions resulting fromthe energy consumed to drive the desalination process.

Recycled water is also becoming an increasinglyimportant source of water for urban Australia. Investment inrecycled water schemes continues and 172 GL wasrecycled in 2007-08.This volume of water is equivalent tothe water supplied to all households in Perth during 2007-08.

Graph 1 shows that the volume of recycled waterconsumed in cities has increased by 118 per cent since2002.

Overview of major projectsunderway or to be commencedduring 2009-10

Over this last decade, the growth incapital investment by waterutilities has been extraordinary.Graph 2 shows how capital investment in Australia’s capitalcities has grown by 220 per cent since 2002. Capitalexpenditure is predicted to increase for the next two tothree years, peaking somewhere around 2011/12 beforedeclining to more normal levels.

City Location Capacity (ML/annum) Ability to increasecapacity (ML/annum)

% of annual totalconsumption 2007-08 Completion date

Sydney Kurnell 90,000 180,000 15%(potential 30%) 2009/10

Melbourne Wonthaggi 150,000 Up to 200,000 41%(potential 54%) 2011

South East Qld Tugan 45,000 24% 2008/09

Perth Kwinana 45,000 19% Completed

Binninyup 50,000100,000 100,000 21%

(potential 42%) 2011

Adelaide Port Stanvac 100,000 71% Dec 2012

Total 480,000 670,000

(This represents 30% ofcapital city water

consumption in 2007-08)

(This represents 47% ofcapital city water

consumption in 2007-08)

Table 2: Desalination in Australia

Table 1: Major city population growth 2007-08

Source: Australian Bureau of Statistics 3218.0 - Regional population growth,Australia 2007-08

City PopulationIncrease

Annual GrowthRate

Population June2008 (millions)

Adelaide 12,974 1.1% 1.17

Brisbane 43,404 2.3% 1.95

Canberra 4,491 1.3% 0.35

Darwin 3,319 2.8% 0.12

Gold Coast 13,200 2.7% 0.50

Hobart 1,957 0.9% 0.21

Melbourne 74,613 2.0% 3.89

Newcastle 1,690 1.1% 0.15

Perth 43,381 2.8% 1.60

Sydney 55,047 1.3% 4.4

TOTAL 254,076 1.8% 14.34

Over the next 12 months, work will continue or begin ona diverse range of projects in Australian capital cities andmajor regional areas. The different types of projects beingundertaken reflects the need for a diversity of water sourcesto mitigate the risks of climate change. Many of the projectsare also associated with wastewater systems, providing atimely reminder that despite the focus over the last decadeon water scarcity issues, the wastewater system alsorequires significant ongoing capital investment. Thisinvestment will ensure that environmental protectiondischarge licences are complied with and that thewastewater system continues to operate at an optimal level,providing sanitation services that are fundamental toprotecting public health.

Below is an outline of the capital investment beingundertaken in major cities by the water industry. Theprojects currently under construction or to be commencedshortly have a total value in excess of $14 billion. Note thatproject costs were not available for all the projects.

AdelaideAdelaide’s capital expenditure is dominated by investmentin new sources of water.

Adelaide Desalination PlantConstruction of a 100 GL per annum plant has commencedto diversify and secure South Australia’s water supply andreduce reliance on the River Murray and Mt Lofty Ranges.Approximate estimated total cost: $1.83B.

Christies Beach Wastewater Treatment Plant CapacityUpgradeProject to increase capacity to meet the demand ofpopulation growth and to improve environmental outcomes.Approximate estimated total cost: $272M.

Glenelg to Adelaide Park Lands Recycled Water ProjectProject to supply recycled water to irrigate Adelaide parklands and reduce the discharge of treated effluent into thegulf. Approximate estimated total cost: $75M.

Southern Urban Reuse ProjectProject to increase the capability to supply reuse water tothe southern suburbs (south of Onkaparinga). Approximateestimated total cost: $63M.

Bird in Hand Wastewater Treatment Plant Nutrient ReductionProject to reduce nutrient levels and increase reuse ofwastewater by improving effluent quality. Approximateestimated total cost: $39M All five projects: approximateestimated total cost: $2.5B.

South East QueenslandSouth East Queensland’s capital expenditure is dominatedby investment in new sources of water.

Western Corridor Recycled Water ProjectThis is the largest advanced water recycling project in theSouthern Hemisphere and the third largest in the world.Purified recycled water from the project is currently suppliedto the region’s three major power stations (significantlyreducing demand on dams) with the potential to supplyindustrial and agricultural customers in the future as well assupplement drinking water supplies for south eastQueensland if required. Approximate estimated total cost:$2.6B.

Northern Pipeline InterconnectorStage 1 involved a 47km pipeline from the MorayfieldReservoir at Caboolture to the Landers Shute WaterTreatment Plant at Eudlo. Stage 2 is a further 48km pipelineconnecting Stage 1 to the Noosa Water Treatment plantand is in its final planning stage with an estimatedcompletion date of the end of 2011. In addition to thepipeline, the project includes the construction of fivepumping stations, one balance tank, two water qualityfacilities and augmentation of an existing water qualitymanagement facility. The entire Northern PipelineInterconnector will be reverse flow on completion.Approximate estimated total cost: $800M.

Toowoomba PipelineThe 38km pipeline is a raw water transfer main designed todeliver up to 39 ML of water a day directly from theWivenhoe Dam to Cressbrook Dam when required. Inaddition to the pipeline, the project includes theconstruction of two pumping stations: a large 1850 kilowatthigh-lift pump on the bank of Wivenhoe Dam and a smallerlow-lift pump suspended on a jetty over the dam. WithToowoomba’s three dams averaging 10 per cent full overthe course of this year, the completion of this project iscritical for Toowoomba’s future water supply. Approximateestimated total cost: $187M. All three projects: approximateestimated total cost: $3.5B.

Brisbane City CouncilBrisbane’s capital expenditure is dominated by investmentin the wastewater system.

Fairfield Water Reclamation Plant (WRP) – UpgradeThis new plant will replace the existing Fairfield WRP andwill include new inlet works, a new two basin membranebioreactor, a new centrifuge and new biosolids handlingfacilities. Approximate estimated total cost: $20M


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Graph 1: Growth in the use of recycled water in major urban waterutilities

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01999-00 2004-05 2005-06 2006-07 2007-08

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Graph 2: Capital expenditure on water and sewerage in Australiancapital cities

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02002-03 2003-04 2004-05 2005-06 2006-07 2007-08

$ B

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Gibson Island WRP – Optimisation and capacity upgradeThe capacity of the Gibson Island water reclamation plant iscurrently restricted due to the capacity of the existingclarifiers. Two new final settling tanks and ancillarystructures will be constructed to increase the plant’shydraulic capacity to 50 ML per day. Approximateestimated total cost: $16M.

Toowong transfer main replacementConstruction of new transfer and reticulation water mains toallow a transfer main built in 1892 and some of Brisbane’soldest reticulation mains to be removed from service. Thescope includes 3,580 metres of new water mains.Approximate estimated total cost: $12M.

Woolloongabba sewerage catchment augmentationThis augmentation project will improve the capacity of theinner city sewerage system to cater for a population that isforecast to increase by 118 per cent by 2031. The scopeincludes construction of 6,898 metres of new sewers.Approximate estimated total cost: $52M.

Bulimba Creek trunk sewer upgrade – Padstow Road to CooraStreetThis upgrade will improve the existing trunk sewer to ensureit has the capacity to cater for current and future flows.Approximate estimated total cost: $52M. All five projects:Approximate estimated total cost: $152M.

SydneySydney’s capital expenditure is spread over projects forwater supply, urban growth and wastewater works incurrently unserviced areas.

Kurnell Desalination projectThe project is to build a desalination plant that can supplyup to 250 ML of water a day (i.e. up to 15 per cent ofSydney’s water needs) and a pipeline to link the plant toErskinville along a route that minimises its impact onresidential areas. Anticipated completion date is early–mid2010.

Replacement Flows projectThis project to construct a new recycled water plant at StMarys and distribution pipeline will replace 18 GL of damwater each year for environmental flows from WarragambaDam to the Hawkesbury-Nepean River with highly treatedwater flow for river health. Construction is underway and isanticipated to be complete by early 2010.

North West Growth Centre First Release PrecinctThis project includes construction of approximately 23km ofdrinking water, new drinking water reservoir, recycled waterpipelines and sewers for the first release precincts inRiverstone, Alex Avenue and North Kellyville. Design andpreconstruction work is underway. Construction is plannedto start in July 2009 and is anticipated to be completed bythe end of 2010.

Freemans Reach, Glossodia and Wilberforce SewerageSchemeThe scheme will provide around 1,660 properties withsewerage connections, while aiming to protect theenvironment and reduce risks to public health. Constructionhas commenced and is anticipated to be completed bymid-2011.

Hawkesbury Heights and Yellow Rock Sewerage SchemeThis scheme will provide around 340 properties with

sewerage connections. The scheme aims to protect theenvironment and reduce risks to public health. Constructionhas commenced and is anticipated to be completed bymid-2010. All five projects: approximate estimated totalcost: $2.4B.

MelbourneMelbourne’s capital expenditure is dominated by investmentin new sources of water and wastewater projects.

Wonthaggi Desalination PlantThe 150 GL per annum plant will provide a secure watersource for Melbourne, Geelong and, via other connections,South Gippsland and Western Port towns. The plant will becapable of providing around a third of Melbourne’s annualwater supply from a source that is independent of rainfall.Approximate estimated total cost: $3.5B.

Northern SewerageThe construction of approximately 12.5km of new sewerswill increase the capacity of the sewerage system for thegrowing northern suburbs. It will also improve the health ofthe waterways flowing into the Yarra River by protectingagainst the damaging impact of sewage overflows.Approximate estimated total cost: $650M.

Sugarloaf PipelineThe project involves constructing a 70km transfer pipelinelinking the Goulburn River near Yea to the SugarloafReservoir in Melbourne’s north-east and will deliver 75 GLper annum of water for Melbourne. Approximate estimatedtotal cost: $618M.

Melbourne Main Sewer ReplacementMelbourne Water is replacing a section of the existingMelbourne Main Sewer. The new main sewer will travelapproximately 2.3km from Docklands, crossing the YarraRiver upstream of the Charles Grimes Bridge, and into PortMelbourne. Construction of the project began in late August2008 and is due to be completed in 2012. Approximateestimated total cost: $184M.

Eastern Treatment Plant – Tertiary UpgradeThe upgrade of the Eastern Treatment Plant to treatwastewater to Class A standard began in 2007 and isexpected to be completed in 2012.The upgrade is a keyinitiative in the government’s plan to secure future watersupplies. Up to 135,000 ML per year of treated water ispotentially available from the plant for recycling in newhousing estates, irrigation and industry, reducing flows intothe ocean at Boags Rocks near Gunnamatta Beach. Inaccordance with the Eastern Treatment Plant upgradeworks approval, Melbourne Water has completed a range ofscientific studies into the impact of treated effluentdischarges at Boags Rocks. Approximate estimated totalcost: $313M All five projects: approximate estimated totalcost: $4.8B.

PerthPerth’s capital expenditure is dominated by investment innew sources of water and wastewater projects.

Southern Seawater Desalination PlantA 50 GL per annum desalination plant will be constructed atBinningup, south of Perth. The project includes thedesalination plant and transfer assets required to integratethe project into the Integrated Water Supply Schemeserving Perth and surrounding regions. Approximateestimated total cost: $955M.


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Beenyup Wastewater Treatment Plant AmplificationThe amplification will upgrade the treatment and disposalcapacity from 120 to 135 ML per day to meet customergrowth in the catchment. Approximate estimated total cost:$219M.

Alkimos Wastewater Treatment Plant Stage 1 and QuinnsMain SewerThe Alkimos Wastewater Treatment Plant is required initiallyto treat wastewater from the north west corridor and thearea immediately adjacent to the Alkimos plant. A 20 MLwastewater treatment plant will be constructed to treat initialdemand. The Quinns main sewer, site works and the oceanoutfall are being constructed for ultimate capacity.Approximate estimated total cost: $336M.

Woodman Point Wastewater Treatment Plant SludgeTreatmentThe current wastewater inflow at Woodman Point is 120megalitres and the sludge treatment facilities have reachedthe design capacity. The upgrade will ensure biosolids aresuitable for disposal to land applications. Approximateestimated total cost: $92M.

Groundwater Replenishment TrialThe trial involved the construction of a reverse osmosistreatment plant to treat wastewater from the BeenyupWastewater Treatment Plant, followed by injection into theLeederville aquifer. The plant will enable research to beundertaken which will allow regulators to consider theendorsement of a full scale scheme and will also addressthe technical knowledge needs of the Water Corporationand the industry nationally. Approximate estimated totalcost: $55M All five projects: approximate estimated totalcost: $1.6B.

CanberraAdelaide’s capital expenditure is dominated by investmentin water supply.

Enlarged Cotter DamThis project involves building an enlarged dam walldownstream of the existing one to increase the CotterDam’s capacity from 4 GL to around 78 GL; a 20-foldincrease.

Murrumbidgee to Googong TransferThe Murrumbidgee to Googong Transfer project involvespumping 10 GL of water from the Murrumbidgee River atAngle Crossing within the ACT and transferring it through anunderground pipeline to Burra Creek in New South Wales.

Googong Dam SpillwayThis remediation will bring the structure into line withmodern design and safety standards. Approximateestimated total cost: $56M.

Murrumbidgee River Pumping StationThe project is designed to improve both the MurrumbidgeeRiver pump station’s inlet and pump capacity up to 150 MLper day. Approximate estimated total cost: $26M.

Lower Molonglo Water Quality Control Centre SecondaryTreatment UpgradeThe treatment facility requires upgrading to cater for futuregrowth in population and load. The project includes threesecondary clarifiers, additional bioreactor tanks andassociated pump stations and chemical dosing facilities.Approximate estimated total cost: $72M.

Water efficiency in our cities andtowns – the social revolutioncontinues

Australia leads the world inimplementing water efficiencyprograms in cities and towns. The Australian community has responded by embracingand developing a very strong water conservation ethos.Australians have always been obsessed with climate andweather and this interest has only grown as the spectre ofclimate change has turned into a harsh reality.

The link between climate change and declining storagelevels and the resultant imposition of often inconvenient andharsh water restrictions is very clear to most Australians.

Residential water useAcross Australia the average annual residential watersupplied per property declined by 12 per cent to 211 kLduring 2007-08. Since 2002-03 Australia’s residential waterconsumption has declined by over 20 per cent.

It is because of water scarcity that Australians viewclimate change as a ‘here and now’ issue rather than afuture issue that can be left up to the next generation.

Graph 3 shows how the population in capital cities hasgrown since 2002–03 and how much water would havebeen consumed in these cities if consumption levels hadstayed at 2002–03 levels.

The 210 GL saving up to 2007–08 year, which wasachieved through a combination of water efficiencymeasures and water restrictions, is equivalent to the annualconsumption of all households in Melbourne during 2007–08.

Water conservation programs represent a win/winproposition for households as a reduction in householdwater use often results in a reduction in energy use. Asenergy is a much higher value commodity than water, themonetary savings are likely to be far greater compared to areduction in water bills.

Smart Approved WaterMark, Australia’s outdoor waterconservation label, continued to grow over the year. Thescheme’s independent Technical Expert Panel hasapproved over 170 products and services which arelicensed to use the label. WSAA hosts the scheme onbehalf of the Australian Government and industrypartnership. Smart WaterMark has been embedded into arange of government policies and state government rebateprograms often require water saving products to have theSmart WaterMark label prior to inclusion in the program.Consumer awareness of the label is growing, helped bypromotion within demand management programs andwater utility communication campaigns. Funding has beensecured from the Department of Environment, Water,Heritage and the Arts to further develop Smart WaterMarkover the next two years.

Commercial and industrial water useAustralian industry has met the challenge to conserve waterby reducing water use by 4.6 per cent in the five years to2007-08.

This is a significant achievement particularly when higheconomic growth was experienced during this period. Theurban water industry has worked in partnership with thissector to implement water saving initiatives.

Due to the diversity of the commercial and industrial


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sector, an individual approach is taken by water utilitieswhen assisting customers to use water more efficiently.

While residential water consumption dominates urbanwater use (generally 60-70 per cent of water supplied tocities), it is imperative that all water consumers contribute toensure our cities are continually improving the efficiency ofwater use.

WSAA has recently produced a paper ‘MeetingAustralia’s water challenges—Case studies in commercialand industrial water savings’ which showcases many watersaving initiatives in 34 case studies around Australia.

The clear message from the case studies is that theAustralian industry has responded to the call to becomemore water efficient.

National Performance ReportThe urban water industry publishes more information thanany other utility sector in the world and provides theAustralian public with a reliable and transparent source ofinformation.

The National Performance Report jointly published bythe National Water Commission and WSAA is a requirementof the National Water Initiative. The document containsinformation on up to 90 urban water utilities. In excess of150 performance indicators span; water resources, assetmanagement, finance, pricing, customer services,environment and health.

The 2007-08 report highlighted significant increases incapital expenditure (up from $3.2 billion to $4.5 billion: a 41per cent increase), a further 12 per cent reduction inhousehold water consumption (despite population growth),increasing water prices (3.3 per cent for utilities between50,000 and 100,000 properties) and a 6 per cent increaseof the volume of water recycled.

The impact of the global financial crisis onthe urban water industryThe cost of finance has increased with the onset of theglobal financial crisis. However, to date the financing ofprojects has not materially affected the urban waterindustry. Financing for large critical capital infrastructureprojects was largely completed prior to the downturn.

For future projects the industry remains cautious aboutthe availability of finance. For example, the recently

announced successful private sector tenderer forMelbourne’s $3.5 billion desalination plant was a possiblesign that banks and financiers are preparing to increase thecapital flow for attractive infrastructure projects. Despite thispositive signal, the Victorian Government has still beenforced to provide guarantees for the private sector debt.Urban water utilities have also placed greater emphasis onthe financial robustness of companies when enteringcontractual relationships with suppliers and alliancepartners.

The increased capital expenditure over the last fewyears has driven significant increases in water prices acrosscapital cities and major regional areas.

Consumers will pay more for water services and with theeconomic downturn, this may impact many households andbusinesses budgets. Water utilities have programs in placeto assist customers who are experiencing difficulties inpaying their water bills. In many cases however, higherwater prices will provide a further incentive to conservewater which ironically will cushion the impact of higherprices.

The urban water industry continues to place a highpriority on improving efficiencies. Projects such as WSAA’srolling program of process benchmarking and focusedindustry workshops continually identify international bestpractices from a cost and service level perspective andprovide a forum for sharing information and technologicaltransfer. The focus on ‘best practice’ has resulted in aculture of continuous improvement in the industry.

With the downturn in the mining and other engineeringrelated sectors over the past year, there has been animprovement in availability of engineering and otherprofessionals for the water industry. Urban water utilitieshave become more attractive to many prospective jobseekers who see the potential in a stable growth industryproviding critical services. Nevertheless, the industry ispreparing for a recovery in the employment market wheregreater competition for skilled labour will return. The utilitiesare developing strategies to further attract and retaintalented personnel.

Water and energy nexusWSAA and the CSIRO recently undertook a studyinvestigating the relationship between water and energy inAustralian capital cities and Auckland, New Zealand.

Graph 3: Capital city residential water consumption and population (2002-03 to 2007-08)

13,500

13,000

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11,500

11,000

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02002-03

Note: Excludes Hobart

2003-04

210 GL saved. Equivalent to Melbourne’s

annual household use in 2007-08

Population (000s)

Residential consumption at 2002-03 average consumption (GL)

Residential consumption (GL)

2004-05 2005-06 2006-07 2007-08

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The key findings from this study are contained in thereport ‘Energy Use in the Provision and Consumption ofUrban Water in Australia and New Zealand’. A major findingfrom the study was that the ‘low hanging fruit’ whensearching for opportunities to reduce energy consumed inthe provision of water services actually resides inhouseholds. On average, around 27 per cent of allhousehold energy consumed is dedicated to heating water.Interestingly, residential water heating consumed 6.5 timesthe energy that was consumed by utilities in the delivery ofurban water and wastewater services.

A key conclusion was that if the amount of energyconsumed by households to heat water could be reducedby 20 per cent either by using less hot water (by installingwater efficient shower heads and changing to water efficientwashing machines) or increasing the efficiency of the meansby which the water is heated (gas instead of electricity orturning down the temperature by just a few degrees), thegreenhouse gas footprint of the urban water industry couldbe completely eliminated.

This does not mean that the urban water industry willnot continue to improve its efficiency in energy use and lookfor further opportunities to generate green energy; however,it does demonstrate where government spending could betargeted to ensure the maximum greenhouse gas reductionper dollar invested

Other climate impactsClimate change touches everyaspect of urban watermanagement Impacts of reduced flows in sewersThe ongoing implementation of water efficient programs,sewer mining and reduction in storm water andgroundwater infiltration due to declining rainfall has reducedthe flows in sewers.

Through the results of an industry survey and workshop,WSAA is trying to determine the significance of thisdecrease and if there is evidence of impacts oninfrastructure and its performance. Changes in wastewaterquality could impact on water recycling and there is a needto investigate whether changes to industry designstandards are required to address the issues associatedwith lower flows.

There is a need to determine how much further flows insewers can decline before the management and design ofsewage infrastructure is impacted.

Bushfires – preparing for the unpredictableThe bushfires on Saturday 7 February 2009 (BlackSaturday) were a tragedy and unprecedented in Victoria’shistory. This event underlines the importance for all waterutilities to be prepared for the unpredictable. It has beenrecognised for many years that climate change has not onlyaffected inflows into our storage reservoirs but has thepotential to influence the frequency and intensity ofbushfires.

The precise interrelationships between climate changeand bushfires are very hard to predict; therefore, all planningneeds to be in the management of uncertainty andstrategies need to remain flexible. This includes preparingfor bushfires and their potential impacts on water qualityand long-term yield. Some of the strategies that need to beaddressed by a water utility include:• Preparation – working with catchment management

authorities and fire agencies on preparation activities

such as contingency planning and critical assetprotection.

• Incident management – maintaining an incidentmanagement structure that is well drilled on theimplementation of contingency plans.

• Recovery – working with catchment managementauthorities and fire agencies on prioritising recoveryworks that will minimise water quality impacts.Around 30 per cent of Melbourne’s water supply

catchment was affected by the February fires and given theextreme fire conditions the impact could have been moresevere. Although Melbourne metropolitan water quality andsupply have not been impacted, Melbourne Water remainsvigilant in the ongoing monitoring, assessment andmanagement of the bushfire affected catchments and isdoing what it can to support the natural recovery process.

Works have included increased catchment maintenanceto minimise sediment entering the water supply in the eventof rain through:• repairing and installing more than 400 silt traps and silt

fences• supporting rural landowners to manage their waterways

affected by the fires• increasing weed control in forested areas.

Other recovery works have included increased waterquality testing and animal monitoring programs,constructing and repairing infrastructure damaged by thefires, and research into the long-term water flow and yieldimplications. Melbourne Water will continue recovery worksfor some time and will continue to work with the fireauthorities in preparation for the next fire season. WSAA isplanning a workshop to share learnings from this and otherbushfire events in our water supply catchments.

WSAA Board Committees – theengine room of WSAADuring the year, the WSAA committees that report to theWSAA Board were restructured. Previously there were twocommittees —the Asset Management Committee and theWater, Health, Environment and Sustainability Committee(WHES).

Reflecting the overriding importance of sustainability andthe need to put the industry on the front foot in adapting toa carbon constrained economy, the WHES committee wassplit into two new committees, namely the• Water Quality and Health Committee, and• Environment and Sustainability Committee.

The Water Quality and Health Committee wasestablished in recognition that the provision of high qualitydrinking water is the raison d’être of the industry and issomething that can never be taken for granted. Thiscommittee has a very strong relationship with Water QualityResearch Australia which is funded by the urban waterindustry to undertake research into drinking water andrecycled water quality issues.

The Environment and Sustainability Committee is closelyinvolved in ensuring that policy associated with theproposed Carbon Pollution Reduction Scheme and theNational Greenhouse and Energy Reporting Scheme(NGERS) does not unduly impact on the industry. ThisCommittee will also be overseeing the development andincorporation of improved sustainability policies relating toplanning. An overview of the work undertaken by the threecommittees is outlined below.

Water Quality and Health CommitteeThe Australian water industry remains at the internationalforefront of the planning, delivery and operations of drinking


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water, recycled water and wastewater services. In particular,the Framework for Water Quality Management, whichunderpins both the Australian Drinking Water Guidelinesand the Australian Guidelines for Water Recycling, is viewedas world-leading.

The Australian water industry, including utilities,regulators and private sector participants, is continuing torefine and improve water quality management. For its part,WSAA has developed tools such as Aquality and Requalifyto assist utilities in developing comprehensive riskmanagement plans. The key challenges facing water utilitiesin this priority area include:• managing blended waters, particularly desalinated

seawater, groundwater and surface water supplies fordrinking,

• continuing to implement the Australian Guidelines forWater Recycling, particularly the validation of treatmentprocesses, and

• rolling out the next revision of the Australian DrinkingWater Guidelines.

Australian Drinking Water GuidelinesThe Australian Drinking Water Guidelines were last updatedin 2004. Since early 2008, the National Health and MedicalResearch Council (NHMRC) Water Quality AdvisoryCommittee has been working towards a major revision ofthe guidelines and they are expected to be available forpublic comment in late 2009. Some of the key initiativesand challenges taken up by the revision process include:• more extensive guidance on types of monitoring,

including operational, validation and verification• revisions to many factsheets, including pesticides,

inorganics, metals, disinfection byproducts andmicrobial parameters

• discussion of emerging issues, such as endocrinedisruptors and pharmaceuticals in drinking water. In relation to emerging issues, WSAA has been working

with international research agencies, including the WaterResearch Foundation, to determine the likely risks todrinking water from trace contaminants such aspharmaceuticals. The current state of the science indicatesthat the risk of adverse health effects from drinking waterthat ‘may’ contain pharmaceuticals is very low (there is no‘zero risk’). The difference for Australian consumers is thatdrinking water catchments are far better protected than inmore heavily populated Europe and North America and,therefore, the risk is likely to be extremely low. Nevertheless,utilities take any risk to human health very seriously andthey will continue to monitor developments in this area.

Blending of desalinated seawaterOver the next three years all the major coastal capital cities(with the exception of Darwin) will have desalinatedseawater as part of the drinking water supply.

While each utility will supply the new source of waterslightly differently, the challenges will remain the same:• ensuring customers have no taste and odour issues;• ensuring disinfection remains up to current high

standards; and• maintaining the integrity of the pipes carrying the

desalinated seawater.The WSAA utilities have been sharing expertise on this

issue to ensure an easy transition – it remains another areain which the Australian water industry leads the world withsuch a major and rapid roll out of a new climateindependent source of water.

Recycled waterThe use of recycled water for many types of end usescontinues to increase every year. There is no doubt that well

developed and managed schemes deliver multiple benefitsto the community, particularly in drinking water savings.However, the primary goal for water utilities in planning andoperating recycled water schemes is the protection ofpublic health.

The Australian Guidelines for Water Recycling Phases 1and 2 have been in operation since 2006 and most recycledwater scheme operators and regulators have spentconsiderable resources developing individual scheme riskmanagement plans. There are challenges in implementingthe guidelines, and one example is the validation oftreatment processes. WSAA will continue working withutilities and regulators to develop pragmatic and usablevalidation protocols for recycled water treatment processes.

WSAA, with funding from the National WaterCommission, has now developed Requality, acomprehensive water quality management tool to assistrecycled water scheme managers to implementsystematically the Framework for Recycled Water QualityManagement. Requality has been developed specially forthe non-drinking recycled water projects, or Phase 1 of theguidelines, and has been built on the very successfulAquality tool for drinking water quality management. Alreadythe Aquality and Requality tools are receiving attention frominternational organisations including the World HealthOrganisation.

In an era of recycled water, WSAA recognises the needto develop a similar tool to assist utilities to manage inputsto the wastewater system to improve water qualitycharacteristics and lessen the variability that recycled watertreatment operations commonly face.

Source water managementOver the past decade, nearly all utilities in Australia havedevoted considerable resources to managing wastesdischarged to wastewater systems.

The success of these programs has been demonstratedin very low levels of ecological impacts from treated effluentdischarges to the environment. More recently, new factorshave come into play, providing even more focus onwastewater quality. Bearing in mind that typical wastewateris 99 per cent water, new powerful laboratory techniquescan detect tiny levels of chemicals in all types of water.

Somewhat unsurprisingly, pharmaceutical and someindustrial chemicals have been detected at very low levels inwastewater. While there is no evidence to suggest thesecontaminants are adversely affecting human health, utilitieswant to ensure any risks are appropriately managed.

In July last year WSAA released a ‘National WastewaterSource Management Guideline’. This document is the thirdpillar of guidelines complementing the ‘Australian DrinkingWater Guideline’ and the ‘Australian Guidelines for WaterRecycling’. This is the leading document worldwide inmanaging wastes discharged to wastewater systems. Overthe next 12 months WSAA will be developing a guidelinemanagement tool to compliment Aquality and Requality.

Environment and Sustainability CommitteeThe industry have been early leaders in implementinginnovative energy efficiency and generation projects andinitiatives to reduce greenhouse gas emissions. Driven bythe significant impact that climate change and populationgrowth have had on water supplies, the industry hasmanaged to reduce its carbon footprint while securing morereliable water supplies. As rainfall-independent suppliesrequire more energy than traditional dams, many urbanwater utilities have been proactive in making publiccommitments to reduce or eliminate the greenhouse gasfootprint of their operations.


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National Greenhouse and Energy Reporting SystemOver the past 12 months, an unprecedented change hasoccurred to the Australian energy and greenhouse policyand reporting framework.

Under the new policy framework, as outlined in theNational Greenhouse and Energy Reporting System(NGERS) administered by the Department of ClimateChange, all energy sourced from the grid is now assignedone grid emissions factor, so renewable energy purchasedis given the same emissions intensity as standard coal-firedelectricity.

Clearly the urban water industry would like to report thesituation as it really is: ‘green’ electrons poweringdesalination plants have and will come from investment inwind farms and other renewable options, not from ongoinginvestment in coal fired electricity.

Significant policy issues such as this are still beingresolved and WSAA is regularly advocating on behalf of theindustry with the Department of Climate Change. This policyposition now means that the industry is not able to claim itis offsetting its emission from, for instance, a desalinationplant, unless the source of green power is connecteddirectly to the desalination plant. Unfortunately, the ideallocation for a desalination plant is seldom the ideal locationfor a wind farm, which makes connection via the gridinevitable and efficient.

In many respects the urban water industry has beendisadvantaged because it moved early to combat climatechange through a focus on the use of renewable energy,which is one of the industry’s (and the community’s)preferred options for reducing emissions from energy use.

Fugitive emissionsAnother key policy issue is the inclusion of fugitiveemissions from wastewater collection, treatment anddisposal to receiving waters under the Carbon PollutionReduction Scheme (CPRS). Fugitive emissions aregreenhouse gases that ‘escape’ from wastewater systemsand processes. Wastewater fugitive emissions are typicallythe gases of methane and nitrous oxide and are generatedfrom the natural breakdown of organic matter in thewastewater. These gases are more potent as a greenhousegas than carbon dioxide by a factor of 21 (for methane) and310 (nitrous oxide).

While the urban water industry supports the CPRS, it isrecognised internationally that fugitive emissions areextremely difficult to measure, particularly from thedischarge of treated effluent to receiving waters. The currentmethodologies are inaccurate and could potentially lead toutilities tripping the CPRS threshold for purchasing pollutionpermits. Other international carbon trading schemes haveexcluded fugitive emissions for this very reason. WSAA willcontinue work with the Department of Climate Change toensure there are robust methodologies in place toaccurately determine the extent of fugitive emissions. WSAAhas already initiated research in Australia for measuringfugitive emissions from wastewater treatment plants andmains, and will also collaborate internationally on measuringfugitive emissions from effluent to receiving waters.

While renewable energy and fugitive emissions are thepressing issues, WSAA is actively in discussion with theAustralian Government on a host of other issues to ensureenergy/greenhouse abatement efforts in the industry cancontinue to be legitimate and easily understood by thecommunity.

WSAA projects underwayWSAA is also sponsoring projects to improveenergy/greenhouse management, including:• Contributing to a global energy efficiency study

managed by the Global Water Research Coalition onwater industry assets, which is a collation of fact sheetsand best practice case studies from the UK, USA, SouthAfrica, Europe and Australasia. The study aims to assistutilities to implement incremental improvements throughoptimisation of assets and more substantialimprovements from the adoption of novel (but proven atfull scale) technologies.

• Development of an Eco-Footprint tool, which will assistutilities understand their ecological impacts through thesupply chain. This is a powerful tool which will enableutilities to develop and analyse their energy/greenhouseinventories; produce reports that comply with NGERS;identify supply chain efficiencies; and conduct optionsassessment for potential projects.

• Development of a policy guidance manual to assistutilities navigate and keep abreast of the rapid changesin energy and carbon policy. The manual will be a ‘live’web document on the WSAA website, assisting utilitiesto track developments in policy and providing ‘stepby-step’ guidance in meeting their obligations andhighlighting greenhouse gas reduction opportunities.

• A marginal cost of greenhouse gas abatement project tomap the most costeffective abatement solutions. Thisproject will identify the various opportunities for reducinggreenhouse emissions and, for each opportunity,address the questions of ‘how much, when and at whatcost?’.

• A dedicated network for energy managers to collaborateon key energy/greenhouse issues for the benefit of theurban water industry.

Asset Management CommitteeUrban water services are an asset-intensive industry.Managing this enormous asset base, valued at $86 billion ina prudent, risk-based, cost-effective manner is a majorstrategic issue for the industry. At the same time, theindustry needs to build awareness, understanding andconfidence with the community opinion leaders andregulators in the way assets are managed, based on riskand that, although incidents happen, they are competentlymanaged. In other words, prudent asset management doesnot mean zero incidents.

The Australian and New Zealand urban water industrieshave progressed well along the asset management journey,which commenced with the ‘development’ era, where riskwas managed via excess capacity, and planning andmaintenance were not optimised over the life of an asset.The current generation of asset managers has emergedfrom the ‘reform’ era, where the industry embracedintegrated life cycle optimisation and alignment of corporateobjectives, along with a holistic approach to asset planning,acquisition, operation, maintenance, replacement andrehabilitation. The current challenge is to integratesustainability principles and ensure our communities andstakeholders have confidence in this approach.

Australia and New Zealand are recognised internationallyas leaders in asset management within the urban waterindustry, as WSAA’s most recent international benchmarkingstudy has shown.

Notwithstanding, the industry recognises thatmaintaining the momentum of our asset managementpriority program remains a key focus.

Asset management priority program A significant initiative in addressing the asset managementchallenge has been the establishment of an assetmanagement coordination program that aims to reduce theduplication of research and to facilitate technology transferand knowledge sharing.


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The program, which has been developed by WSAAmembers and is supported by two full-time programcoordinators, is focusing, in the first instance, onpressurised pipelines and gravity sewers.

The program focuses on pipeline condition assessment,management of data, approaches to risk management andsewer blockage management – all areas where WSAAmembers have identified knowledge gaps or need forimprovement.

The 2008–09 program includes nine projects and has atotal value of $2 million contributed by WSAA members andcollaborative partners such as CSIRO, Water ResearchFoundation (USA) and Water Environment ResearchFoundation (USA).

Asset management process benchmarkingThe latest process benchmarking study, arguably theworld’s largest intensive process comparison project,involved 42 water utilities from Australia, Canada, HongKong, New Zealand, Sultanate of Oman, United ArabEmirates and the United States of America. The study usedWSAA’s Aquamark Framework to examine key assetmanagement processes that are required to ensure thesupply of reliable water and wastewater services.

Australia and New Zealand scored at a ‘mature’ level ofasset management practice, with Middle East, Hong Kongand North America characterised by ‘developing’ and‘established’ levels of practice. This study provided anunprecedented opportunity to identify leading assetmanagement practices, to share information for the benefitof all participants, and develop a culture of continuousimprovement in utilities.

Leading practices were identified across the participantgroup and were showcased at a three-day Best PracticesConference in Sydney in October 2008, attended by around150 representatives of the participating utilities. The medianaggregate scores for each region are shown comparativelyin Graph 4 below.

This project demonstrated the Australian and NewZealand urban water industry’s commitment to continuousimprovement and to identifying and implementing world’sbest practice.

Data management and collectionWSAA members and the benchmarking initiatives havehighlighted the requirement for quality data. One of theprojects commenced in 2008–09 is the development of aNational Water Mains database, based on that used in theUnited Kingdom but tailored to address the Australian

context.This database allows the upload, collation and

anonymous comparison of water pipe data between waterutilities. The benefit is that it identifies issues in the quality ofdata collection and provides guidance on what data isimportant and should be collected. It will also provide alarge dataset of pipe failure events. This database is thecrucial first step in creating pipe deterioration curves andimproving estimations of failure events, remaining life andthe optimum time for replacement or rehabilitation.

Decision frameworks, guidelines and decisionsupport toolsThe aim of this program was to identify and document bestpractice and decision support tools across the industry. Theprogram has so far delivered:• a best practice guideline report for the management of

sewer blockages• a review of the decision frameworks used for

assessment and replacement of gravity sewers• a reference database containing details of sewer

rehabilitation projects across the country.Also under development is a new software tool to

accurately measure real losses and calculate leakageperformance indicators, condition assessment guidelinesand a framework for risk management, supported by casestudies for pressurised pipes.

Urban water resource planningAll major population centres in Australia must have an up-to-date water resource plan to ensure the supply ofadequate and safe drinking water for the community.

In recent years, water resource planning has becomemore complex and problematic, as the impacts of climatechange mean it is no longer possible to rely on historicalrainfall and inflow data as a basis for planning. In otherwords, history is no guide to the future. Given theuncertainty of the climate, water resource planning needs toinclude significant risk management measures. During theyear, major water resource planning exercises wereundertaken in Perth and Adelaide.

Water Forever – A 50 year plan for Perthand SurroundsWater Forever is Water Corporation’s 50-year plan to deliversustainable water and wastewater services to Perth andsurrounding areas. A draft plan was released for commentin February 2009 with a final plan to be launched in October


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Corporate

Policy and

Business

Planning

Asset

Capability

Forward

Planning

Asset

Acquisition

Asset

Operation

Asset

Maintenance

Asset

Replacement

and

Rehabilitation

Business

Support

Systems

80%

70%

60%

50%

40%

30%

20%

10%

0%

Australia New Zealand Middle East & Asia North America

AQ

UA

MA

RK

SC

OR

E

Graph 4: Aquamark Function - Regional Comparison (Median aggregate scores)

2009. The following proposed actions in the draft plan wereput to the community and stakeholders.

Reducing water use• influencing urban planning for increased density, water

sensitive urban design and climate resilient gardens,• working one-on-one with households to reduce water

use,• reviewing metering, pricing and billing practices to

ensure they send appropriate signals to support waterconservation,

• working with leisure, recreation, garden and localgovernment interests to reduce water use,

• promoting appropriate building codes, minimum waterefficiency standards and increased adoption of waterefficient appliances,

• expanding the Waterwise schools program.

Increasing water recyclingIncreasing the amount of water that is recycled from 6 percent to 30 per cent by 2030 by:• trialling and possibly developing groundwater

replenishment as a water source,• recycling more water to industry and to irrigate public

parks, gardens and for horticulture, and• supporting the use of recycled water at a household

level.

Developing new sourcesIn addition to the above targets, the plan proposesdeveloping 70 to 100 GL of additional, new water sourcesby 2030 through:• groundwater replenishment,• accessing some groundwater from the Collie Coal

Basin,• building new desalination plants north and south of

Perth to serve these growth corridors,• investigating opportunities for trading groundwater on

the Gnangara Mound,• expanding the Southern Seawater Desalination Plant by

a further 50 GL, and• developing new groundwater sources.

Water for Good – A plan to ensure ourwater future to 2050 for South AustraliaWater for Good aims to provide South Australia with themost secure water supply system in southern Australia,through key measures which include:• construction of a 100 GL desalination plant to be

powered by renewable energy,• increasing storm water recycling to reach a target of 60

GL per annum for Adelaide,• reaching a minimum target of 75 GL per annum for

wastewater recycling for non-drinking purposes,• a target to reduce annual water use in greater Adelaide

by 2050 to 50 GL less than would have been the casewithout the implementation of water conservationmeasures,

• a single, new Water Industry and Planning Act to replaceexisting legislation, and

• establishment of the Essential Services Commission ofSouth Australia (ESCOSA) to provide comprehensiveand independent economic regulation of urban waterand wastewater services.

Other major city long term water resourcestrategiesOver the last five years, in response to the uncertaintiescreated by climate change and rapid population growth all

major cities in Australia now have strategies which outlinethe measures to be undertaken to ensure security of watersupply and the adequate provision of wastewater services.

A consistent theme in all the strategies is to meet thechallenges of climate change by adopting sustainablesolutions.

Because Australian communities have great interest inwater, community consultation during the preparation ofwater resource strategies is imperative to ensure allinterested individuals have the opportunity to input into thedecision-making process.

The strategies guiding water resource planning in majorcities across Australia are outlined below.

Sydney2006 Metropolitan Water Plan - Water for LifeWater Education Plan for Greater Sydney 2008-2012.

HobartWater and Sewerage Reform.

South East QueenslandSouth East Queensland Water Strategy - Water for Today,Water for Tomorrow, March 2008.

VictoriaOur Water Our Future Sustainable Water Strategy - CentralRegion, Action to 2055.Sustainable Water Strategy - Northern Region, ManagingWater Scarcity to 2055.The Next Stage of the Government’s Water Plan - June2007.

CanberraWater Security for the ACT and Region – Progress andRecommendations to ACT Government, December 2008.

Hunter RegionH250 Plan - Securing our Water Future.A long-term strategy to meet water supply needs for theLower Hunter.

DarwinDarwin Water Story

International partnershipsWateReuse AssociationIn early 2009, agreement was reached with the WateReuseAssociation to create an Australian division of theAssociation. A Heads of Agreement was signed in mid 2008by Dr Kerry Schott WSAA Chair and Managing Director ofSydney Water and Rich Atwater, President WateReuseAssociation at the Rouse Hill recycled water plant inWestern Sydney.

The Australian division currently has six members butthis is expected to grow quickly once other water utilitiesunderstand the benefits of being able to tap into the wealthof knowledge being generated in the US on water recyclingand desalination. Gary Bickford from ACTEW Corporation isthe Chair of the Australian division and Michael Malouf fromBarwon Water is the Deputy Chair. Currently the WateReuseAssociation has six sector members based on States in theUSA and the Australian Division is the first Division to becreated outside the USA.

The WateReuse Association supports water projectsthat increase high-quality water supplies, improve reliability,protect public health, and safeguard the environment. Thecreation of the Australian division of the WateReuseAssociation is yet another example of the Australian urban


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water industry leveraging its research dollars by activelycollaborating with prestigious international research centres.

Research collaborationsAustralian utilities continue to work within nationalcollaborations, such as the Cooperative Research Centrefor Water Quality and Treatment and Water QualityResearch Australia, on high quality, world-leading researchto ensure safe, affordable drinking water for all Australians.The success of these national collaborations has grown tosuch an extent that WSAA and the North Americanresearch organisations Water Research Foundation andWater Environment Research Foundation (WERF) havedeveloped a research and technology transfer partnershipfor all research relating to the urban water cycle.

Although some individual WSAA Members were alreadymembers of WERF and the Water Research Foundation thislandmark agreement provides an access for all WSAAMembers to the research undertaken by both of theseprestigious research organisations and the tools that theydevelop to assist in technology transfer of the researchoutcomes to water utilities. Combining this agreement withthe two large water research entities in the USA with theformation of the Australian division of the WateReuseAssociation and WSAA’s membership of the Global WaterResearch Coalition (GWRC) means that the Australian urbanwater industry has never been so well placed to collaborateinternationally on important research areas.

The collaborative approach is driven by the fact that noone country or research organisation has sufficientresources to undertake all of the research necessary tomeet the challenges of the future. Furthermore, many highpriority research areas such as adaptation to climatechange, energy efficiency and adapting to a carbonconstrained economy are all international in nature and it isa waste of valuable resources having individual countriesundertaking research when it is possible to collaborate andshare research outcomes.

The GWRC is growing in importance and plays animportant role in bringing together the most respectedurban water research organisations from Europe, USA,South Africa, Singapore, UK and Australia. The GWRCplays a valuable role in monitoring emerging issues andtoxicants and this year issued a State of the Science paperon pharmaceuticals in drinking water. Australia is wellplaced to influence the direction of the GWRC as theExecutive Director of WSAA is currently the Chair.

Given the significant investment of $600,000 per annumon collaborations it is essential that WSAA put in place theright governance arrangements to ensure that the urbanwater utilities are able to extract the maximum value fromthis investment.

In recognition of the importance of technology transferand the use of software tools to enable research results tobe translated into day-to-day activities of the utilities, WSAAhas appointed a Collaborative Research Coordinator toassist in the process of ensuring that research outcomesare delivered to utilities in a timely and user-friendly manner.WSAA intends to report annually on the achievements ofthis collaborative relationship.

Challenges for the future

Integrating sustainability into assetmanagementIt is a dynamic time in the urban water industry; we arechanging substantially on a number of fronts. We are also

facing significant challenges over the short-term.

Sustainable asset managementThe WSAA Asset Management Committee has identifiedthe importance of integrating sustainability principles intodecision-making frameworks, which would require that:• an effective decision-making framework exists for each

major asset class• frameworks are flexible and adapt over time• Aquamark informs asset management processes• safety and efficiency are key considerations in asset

management decisions• our industry is successful in balancing economic,

environmental and social outcomes.A key challenge will be incorporating the principles of

sustainability in asset management frameworks anddecision-making models.

Urban Water Metering FrameworkThe National Water Initiative (NWI) provides a strategy forimproving water resource management across Australia.The NWI specifies requirements for national meteringstandards and a nationally consistent framework for watermetering and measurement, along with open reportingrequirements relating to metered water use and associatedcompliance and enforcement actions.

Requirements for urban and non-urban water metersdiffer due to highly variable installation configurations andoperating conditions in non-urban environments.Recognising this, a national framework is being developedin collaboration with the National Measurement Institute toenable implementation of new standards for urban watermeters and to accommodate future trade measurementrequirements.

The framework is underpinned by a nationally agreedpolicy that the metering standards should seek to providean acceptable level of confidence that measurementperformance under in-situ conditions is within maximumpermissible error limits of ±4 per cent.

The framework will set out the scope, principles,responsibilities and requirements for urban water meteringof cold and heated drinking and non-drinking watersupplied by utilities.

Codes of practice, guidelines and manuals will addressspecific undertakings related to the elements that make upthe framework. Implementing the Urban Water MeteringFramework will be a high priority for the industry in the next12 months.

Improving water efficiency in testing firesprinkler systemsIt is estimated that across Australia’s five mainland capitalcities, 1700 ML of water per year is used in testing firesprinkler systems in large commercial and industrialpremises.

A project, undertaken by the Victorian Plumbing IndustryCommission, Fire Protection Association Australia andWSAA, has identified a range of water saving strategies andproposes a national initiative to be rolled out across the fivemainland states. Drawing on the experience obtained fromthe pilot project conducted in Victoria, the key componentsof this initiative are:• a program of water conservation training involving major

fire services maintenance firms and industryassociations,

• provision of specialist engineering expertise as a keycomponent of pressure settings adjustment and otherfire sprinkler water saving projects,

• promoting the adoption of fire sprinkler water saving


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measures by organising workshops, meetings andmedia channels, and

• investigation of pressure settings adjustment and otherfire sprinkler water saving opportunities in Sydney,Brisbane, Adelaide and Perth.WSAA will work with the Plumbing Industry Commission

to secure funding for this important initiative, which has thepotential to save an estimated 1,700 ML per year acrossAustralia. WSAA has also contributed to the development ofHandbook ‘HB 233 Fire protection systems testing waterconservation’ which was published in October 2008.

It was developed to demonstrate the amount of waterused on average when testing systems, such as sprinklers,hydrants, pumps and hose reels, to ‘AS 1851: 2005Maintenance of fire protection systems and equipment’,together with action recommended to reduce the amount ofwater used during systems test.

In providing an appreciation of the approximate amountof water that is necessarily used for system testing, severalwater saving measures that can be adopted are identifiedfor each of the tests. Several worked examples are includedto assist building owners, consultants and systemdesigners in analysing the systems.

Contractor managementOver the last 20 years or so, many WSAA members haveestablished innovative arrangements for the delivery ofoperational activities and asset management services,including in-house delivery, unit rate contracts and alliancecontract arrangements.

Asset management services have been included inthese arrangements to varying degrees and differentarrangements have provided different opportunities anddelivered varying outcomes. Many WSAA members havebeen through several cycles of the selected delivery modeland continue to seek new and innovative ways to optimisetheir business outcomes.

To understand some of the different business models,with emphasis on examining how successfully theyintegrate these activities for optimal business outcomes,WSAA and its members are planning to address contractormanagement, with a focus on:• delivery arrangements for operations, maintenance and

asset management,• managing contractors for these activities, and• minor capital projects.

Smart water meteringThe Ministerial Council on Energy has commissioned thenational Smart Metering Project to develop a nationalframework for smart electricity measuring. The VictorianGovernment has mandated the deployment of smartelectricity measuring to all residential and small businessesin Victoria by the end of 2013.

WSAA and water utilities have been in discussion withthe Victorian Department of Sustainability and Environmentto ensure that the smart metering technology being installedin households and businesses also has the capability ofreceiving signals from water meters. Smart water meteringoffers many opportunities to introduce innovative tariffs andto provide customers with real-time information on howmuch water is being used in the home and for whatpurpose.

Large scale smart water metering trials are beingundertaken in Victoria, Sydney and Canberra. The findingsfrom these trials will determine the potential benefits ofintroducing smart water meters. Smart water meters canalso be fitted with other devices to allow bettermanagement of water distribution systems. For example,

when fitted with acoustic monitors the smart water meterscan provide a continuous leak detection monitoring systemwithout the need for a leak detection crew.

Water sensitive cities of the futureDue to climate change and rapid population growth inurban areas across the world, work is being undertaken todetermine how cities of the future can be built and designedto become more water and energy efficient. A criticalelement of this is to manage water, wastewater andstormwater in an integrated manner. While greenfieldsdevelopment and major urban redevelopment offeropportunities to reconfigure our water system, it is hopedthat through further research retrofitting of some elementsof the urban water system may be possible.

The Australian urban water industry has been at theforefront of embracing water sensitive urban developmentand the International Water Association will have this topicas a theme at the World Water Congress in 2010. WSAAand its members will be undertaking research and holdingworkshops so that Australia can show leadership andinfluence the outcomes and acceptance of this approach atthe international level.

ConclusionIt has been another challenging yet exciting year for theAustralian urban water industry. Despite cities such asSydney and Brisbane receiving improved rainfall over thelast year, cities in the southern part of the continent arecontinuing to experience a drying climate.

The significant capital investment program underway todevelop rainfall independent sources of water is recognitionthat there has been a ‘step change’ in rainfall and that therainfall patterns in the future are highly uncertain but aremore likely to be fickle and highly variable. Regardless ofrainfall the industry is continuing to deal with issues of watersecurity to develop a portfolio of water supply sourceswhilst maintaining effective and efficient services tocustomers.

Operating in a carbon constrained environment will be amajor challenge for urban water utilities in the coming year.Given that the industry has been an early leader inmaximising the production of renewable energy and inimplementing energy efficiency measures it is well placed toadapt to this new environment without any major shocks.

No one has a monopoly on wisdom and this is why theindustry has been outward-looking and has establishedrelationships with prestigious international research centresso that resources can be pooled and research outcomesshared. The new water systems being developed are morecomplex than traditional systems and the use of newtechnology, highly trained staff and access to aninternational body of knowledge will be very important.

Many of the more critical issues confronting urban watermanagers are international in nature and lend themselvesperfectly to international collaboration. Investment inknowledge, collaborative relationships and a progressiveculture of continuous improvement will ensure that theAustralian urban water industry is well placed to meet thesechallenges and will continue to enhance its internationalreputation for being at the forefront of managing urbanwater systems.

The extensive range of projects and initiatives that arebeing undertaken by the industry, outlined in this ReportCard, should give urban communities across Australiaconfidence that secure and safe water supplies are beingdeveloped and that investment in wastewater systems isensuring protection of public health and the environment.


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Overview of WSAAThe Water Services Association (WSAA) is the peak body ofthe Australian urban water industry. The Association’s 33members and 29 associate members provide water andsewerage services to approximately 16 million Australians,New Zealanders and to many industrial and commercialenterprises. WSAA was formed in 1995 to provide a forumfor debate on issues important to the urban water industryand to be a focal point for communicating the industry’sviews.

WSAA encourages the exchange of information andcooperation between its members so that the industry hasa culture of continuous improvement and is alwaysreceptive to new ideas.

The functions of WSAA are to:• be the voice of the urban water industry at the national

and international level and represent the industry in thedevelopment of national water policy,

• facilitate the exchange of information andcommunication within the industry,

• undertake research of national importance to theAustralian urban water industry and coordinate,

• coordinate key national research for the industry,• develop benchmarking and improvement activities to

facilitate the development and improved productivity ofthe industry,

• develop national codes of practice for water andsewerage systems,

• assess new products relating to water, sewerage andtrade waste systems on behalf of the water industry,

• jointly oversee the Smart Approved Watermark Schemefor products and services involved in conserving wateruse,

• coordinate annual metric benchmarking of the industryand publish the National Performance Framework withthe Federal and State Governments.

AppreciationI am grateful to the WSAA Members who have contributed to thisReport Card.Ross Young, Executive Director, WSAA.

DisclaimerThis 2008-2009 Report Card is issued by the Water Services Association ofAustralia Ltd. on the understanding that:1. The Water Services Association of Australia Ltd. and individual contributors

are not responsible for the results of any action taken on the basis ofinformation in this Report Card, nor for any errors or omissions.

2. The Water Services Association of Australia Ltd. and individual contributorsdisclaim all and any liability to any person in respect of anything, and theconsequences of anything, done or omitted to be done by a person inreliance upon the whole or any part of this Report Card.

Data sourcesData sources in this paper where not specifically indicated have been obtainedfrom WSAA Members and the National Performance Report 2007-08, publishedjointly by the National Water Commission and WSAA. This Report Cardreproduced with permission from the Water Services Association of Australia Ltd.


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City Fixed charge Quantity Usage charge

Adelaide $137.600 to 120 kL120-520kL>520kL

$0.97 per kL$1.88 per kL$2.26 per kL

Brisbane $155.24 0 to 255 kL pa256 to 310 kL pa>310kL pa

$0.62 per kL$0.66 per kL $1.17 per kL

Canberra $89.55 0 to 0.548 kL per day> 0.548 kL per day

$1.95 per kL$3.90 per kL

Melbourne $64.94 to $136.64 0 to 160 kL pa161 to 320 kL pa>321 kL pa

$1.21 to $1.23 per kL$1.43 to $1.46 per kL$2.12 to $2.37 per kL

Perth $200.40

0 to150 kL151 to 350 kL351 to 550 kL551 to 950 kLover 950 kL

$0.726 per kL$0.88 per kL$1.02 per kL$1.537 per kL $1.779 per kL

Sydney $90.96 not available $1.80 per kL

Hobart Based on property value No usage charges

Darwin $137.06 $0.899 per kL

Source: Water utility websites

Source: WSAA water storage and water restrictions report

Appendix 1 - Capital cities water prices at 1 July 2009

Appendix 2 - Current water restrictions and Water Wise Rules in capital cities at 1 July 2009

City Level What’s permitted

Brisbane Medium level Water gardens with a bucket filled directly from a tap, on any weekday between 4pm and 8am. A hose fitted with a twist ortrigger nozzle can be used on the weekends.

Sydney Water Wise RulesHandheld hose and drip irrigation only on Wednesdays and Sundays before 10am and after 4pm. Hosing of vehicles andresidential building structures fitted with a trigger nozzle is allowed to maximum of 10L/minute. All other watering systems arebanned.

Adelaide Stage 3 Hoses fitted with a trigger nozzle and drip systems can be used for gardening on an odds and evens basis for a maximum ofthree hours per week. Buckets can be used anytime. Sprinklers and other watering systems are banned.

Melbourne Stage 3a Handheld hoses between 6am to 8am on two days a week. Lawn watering banned. Only vehicle mirrors, windows and lightscan be washed by bucket. Manual drip systems and automatic systems for limited hours two times per week on an odds andevens basis.

Perth No Perth has permanent rules for watering gardens that include sprinkler rosters on two days a week and daytime sprinkler bans.These measures are not restrictions but an ongoing commitment to sustainable water use, which is strongly supported by thecommunity.

Appendices

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Redefining land/waterboundaries in QueenslandThe new rulesBY BARRY DUNPHY

Queensland property owners will need to understand the new laws for identifying the preciselocation of natural water boundaries for land introduced by the Natural Resources and OtherLegislation Amendment Act 2010, which is expected to come into effect mid-2010.CONTINUED NEXT PAGE

The Natural Resources and OtherLegislation Amendment Act 2010 willamend the Land Act 1994 and Surveyand Mapping Infrastructure Act 2003

by creating new rules for locating tidal andnon-tidal water boundaries at law. Theamending Act will also change the meaning of‘watercourse’ under the Water Act 2000.

For tidal boundaries, the new rules will,consistent with a moratorium that has been inplace since November 2005 against theregistration of tidal boundary subdivisionplans, halt claims by landowners to rights overbeach areas and certain other coastal andriparian lands. For non-tidal boundaries, therules will address some of the difficulties thathave arisen in attempting to define the lateralextent of watercourses according to theheights of normal water flows, something thatis particularly problematic in Queensland (andAustralia generally) given that manywatercourses suffer long, dry spells and areinundated by seasonal and extraordinaryfloods.

Tidal boundariesFrom the commencement of the new rules,where land is bounded by a tidal boundary, anatural feature approximating the tidalboundary as shown in the current survey planwill be the tidal boundary at law. Onregistration of the first new survey plan afterthe commencement, the tidal boundary will belocated according to the natural feature thatwas first identified as the tidal boundary in anold survey plan (for example, the toe of stablebank) or in some cases, according to specificboundary location criteria which ensures thatthe boundary is landward of any tidalinundation. From registration of any furthersurvey plan, the tidal boundary will continue tobe located according to its position before theregistration of that plan.

Importantly, from registration of the firstnew survey plan after the commencement ofthe new rules, the natural feature cannot bethe intersection of a tidal plane with land, forexample, ‘mean high water springs’ or simply‘high water mark’.

Generally, the state will own land that is onthe water side of a tidal boundary and anyfixed right line tidal boundary.

Non-tidal boundariesFor land boundaries formed by non-tidalwatercourses, from the commencement ofthe new rules, a natural feature approximatingthe non-tidal boundary as shown in thecurrent survey plan will be the non-tidalboundary at law. On registration of the firstnew survey plan, the boundary must belocated according to specific boundarylocation criteria (such as the top of a bank, aparticular line of change in a grade of alandform or, in some cases, a scour mark ordepositional feature on the bank of thewatercourse). From registration of any furthersurvey plan, the non-tidal boundary willcontinue to be located according to itsposition before the registration of that plan.

For a boundary formed by a non-tidal lake,the boundary will be the outermost extent ofthe bed and banks of the lake.

Generally, the state will own land that is onthe watercourse or lake side of a non-tidalboundary.

Water Act 2000The meaning of ‘watercourse’ under theWater Act 2000 will also change. Awatercourse for the purpose of defining a landboundary may not be the same as awatercourse for the Water Act 2000. While inboth situations the focus of the definition is onthe physical features of the watercourse,rather than the height of a flow of water, underthe Water Act 2000 the concept of the ‘outerbank’ of a watercourse is adopted. Thisensures that the state’s jurisdiction in dealingwith watercourses under that Act is not limitedby a consideration of whether a particularwatercourse has a ‘low’ and ‘high’ bank.

Implications of new rulesIt is clear, then, that in most cases the keyevent that will cause a change in the locationof a tidal or non-tidal boundary of a parcel ofland will be registration of the first new plan ofsurvey after the commencement of the newrules. Survey plans prepared after thecommencement must, to the greatest extentpracticable, locate water boundariesaccording to the new rules.

To fully understand the application of thenew rules and their exceptions, a closeexamination of the original source documentsfor a parcel of land (for example, a deed ofgrant) and an understanding of surveyingpractices and legal principles relating toambulatory boundaries will be necessary.Importantly, the new rules retain the commonlaw principle that allows a boundary of land toshift if the natural feature forming thatboundary shifts by gradual and imperceptibledegrees.

The new rules will provide some certaintyin defining the boundary between alandowner’s ‘dry land’ and the state’s ‘wetland’ as they will, in time, remove the need tolocate boundaries by references to tidalplanes and the level of flow of watercourses.However, locating boundaries by reference tophysical features will, particularly for non-tidalwatercourses, remain a difficult exercise thatmay require the assistance of expert advice.

While many landowners who have naturalwater boundaries are unlikely to notice anysignificant change in the location of theirboundaries, there will obviously be instanceswhere persons, including the owners ofinfrastructure or works on or near tidal andnon-tidal bodies of water, could besignificantly affected. However, the newlegislation expressly excludes the right of anyperson to claim compensation or seek anyother relief for any loss caused by theapplication of the new rules.

The content of this article is intended to provide a generalguide to the subject matter. Specialist advice should be soughtabout your specific circumstances.

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Twenty years ago, Andrew Stewart’s farm in the foothills of theOtway Ranges in southern Victoria was struggling with problemsof erosion, salinity and water logging. Today that same farm is ashowcase of productivity and sustainability. The difference has

come about because of a carefully constructed farm management planwhich involves trees, thousands of them. Since 1992, the Stewarts haveestablished around 37,000 trees throughout their sheep and beefproperty, providing valuable shelter for their lambing ewes as well asnoticeable environmental benefits.

“It’s complementary to the farming system,” Andrew Stewartexplains. “Our farming system wasn’t sustainable. We had seriousenvironmental issues and a lack of ecological balances throughout theproperty, so we came up with the whole farm plan to divide the propertyinto its land classes to address all these environmental issues and try toimprove the productivity of the farm by providing shelter and a betterecological balance.”

CONTINUED NEXT PAGE

Branching OutBY GEORGIE OAKESHOTT

They used to clear them, but now farmersare growing trees to boost agriculturalproduction and improve land management.

Otherwise known as agroforestry, this strategicintegration of multipurpose trees and shrubs into farmingsystems is delivering enhanced farm productivity, improvednatural resource management and landscape sustainability.

In this part of southern Victoria more than 300 locallandholders have formed an agroforestry network, whichrecently hosted a visit to the region by members of theHouse of Representatives Primary Industries Committee.

“Agroforestry offers a mechanism to implement multi-functional agriculture, which is urgently needed across thenation,” Andrew Stewart told the committee members.

“Improved water quality in our streams, protection ofsoils, crops and livestock, the conservation of our uniqueflora and fauna, and the promise of alternative timbersources and other products from revegetation make well-managed trees on farms a good story for rural communitiesand the nation as a whole.”

The Stewart’s property, ‘Yan Yan Gurt West’ is part ofthe Yan Yan Gurt Creek catchment area where more than20 families have planted 40 species of trees on clearedfarmland, taking the catchment’s forest cover from six percent 10 years ago to 21 per cent today.

“We’ve got a lot of under-story there which has beengrown from locally collected seed, and we’ve put someover-story species for timber such as spotted gum, bluegum, shining gum and blackwood,” Andrew Stewart says.

“We’re managing these trees for high quality saw logsby high pruning, and then all the other indigenous trees arethere to hold the landscape together and provide thebiodiversity and integrated pest management program.Collectively all these trees are providing shelter for the stockand pastures and protecting the landscape.”

With full community support, these trees arecontributing a supply of timber through pulpwoodplantations or sawlog production as well as deliveringenvironmental and agricultural benefits. Stock shelteravailability, for example, has increased from 17 per cent ofthe catchment area to 57 per cent.

“It’s like a web of trees,” Mr Stewart says. “By involving

farmers in the design and management of trees forconservation and profit, landscape change occurs in a waythat reflects the interests and aspirations of the localcommunity.”

He says their first harvest of blue gums provided asignificant and valuable source of income when the farm’sproductivity was low. They’ve also sold Pinus radiatathinnings as Christmas trees and they’re currently cleaningseeds from their seed orchard, which they’re looking tomarket.

“With all the landholders we have across the OtwayAgroforestry Network, there’s a huge bank of informationand long-term knowledge about the landscape and how toselect the appropriate species for your particular issues,” hesays.

“It’s all that networking which gives us the confidence tomove forward. A lot of it is experimental but there’s a fair bitof science behind it as well. It’s the notion of networkingthat develops innovation and creative solutions to landmanagement problems.”

Founding member of the Otway Agroforestry Network,Rowan Reid describes himself as a forest scientist byprofession, a tree grower by passion, a farmer byinheritance and a woodworker by ambition.

Since 1987 he’s established more than 50 commercialtree species for timber, nuts, seed, foliage, fodder and foodover 25 per cent of his property, ‘Bambra AgroforestryFarm’.

He regularly takes visitors through a series of ‘outdoorclassrooms’ to see his collection of mountain ash,blackwood, shining gum and blue gum, slow-growing blackwalnut and fast-growing hybrid poplars.

Farm forestry, he says, is about choice, ownership,management and community involvement and offers arange of short, medium and long-term benefits.

“Tree growing is often being promoted on the long-termbenefits like salinity control and timber production, but formany farmers that’s 20 years away,” he says.

“What we try to do is work with farmers to identify how

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Indigenous trees are used to hold the landscape together.

putting up a fence and planting trees can help them almostimmediately through shelter, improved stock management,even improving some of the natural pest control options onthe property which can come quite quick. And then webuild in the medium to long-term values as a bonus, so theymight be planting a shelter belt which might ultimately beharvested for high quality timber production.

“The cost of growing the timber is actually coveredbecause the trees are offering those short-term benefits.”

He says the success of the Otway Agroforestry Networkis built on farmers talking to farmers.

“We don’t fund trees and fences, we get money fromgovernments and philanthropic groups to actually payfarmers to talk to farmers, to educate farmers about theiropportunities, to bring expertise into communities to explainhow they can use trees more effectively. Then the farmersgo ahead and we help them design and implement theirown projects.”

This concept of ownership is what distinguishes farmforestry from corporate, industrial or government forests, hesays, and not just in terms of the ownership of the land andtrees but ownership of the decision to do it and how it’sdone.

In the words of Mike Robinson-Koss, President of theOtway Agroforestry Network, agroforestry offers a goodmarriage of commercial and conservation objectives, andworks with communities.

“It’s not forestry. Forestry is taking over a whole largearea and planting a monoculture of trees, dispersing thepopulation. We’re trying to help the community,” he says.

“What we’re saying to farmers is this is an idea whichyou might be able to utilise in your current agriculturalsystem. It’s not taking over, and farmers understand that.

“Where we differ from a lot of other groups is we’re

working on the person and the community rather than justoffering trees. We’re training, educating, giving themconfidence and all that self-reliance stuff so that they’ll wantto go out and buy the trees and plant the trees themselves.”

Figures published by the Rural Industries Research andDevelopment Corporation show that in 2001 an estimated13,400 small growers owned a total of more than 67,000hectares or approximately 5 per cent of Australia’splantation resource. An additional 4,200 landowners wereinvolved in farm forestry through joint venture or leaseholdschemes with industrial, corporate or government growers,and an increasing number of farmers were involved in theactive management of native forest of farm for commercialforest products.

With the growing popularity of agroforestry, it isanticipated that farmers could become one of the largestgroup of participants in the forestry industry, larger than thenumber of professional foresters or timber workers. Thishas already happened in North America, where more than10 million non-industrial private forest owners collectivelymanage approximately half the national forest estate andsurpass the combined timber production from bothindustrial and government forests.

Along with his involvement in the Otway AgroforestryNetwork, Rowan Reid runs the Australian Master TreeGrower program at Melbourne University, where theunderlying philosophy is that agroforestry and farm forestrydevelopment should be guided by farmers and shouldreflect the diversity of interests, resources and aspirations ofthe farming community.

“We’ve had 1,700 landholders do our eight day courseand they’re starting to recognise from North Queensland toWestern Australia to Tasmania opportunities for this type offorestry.”

He says the federally funded Master Tree Growerprogram uses science to work with the community to seehow tree growing can help them.

“If they choose to grow commercial trees such assandalwood in the wheat belt of WA, or tropical rainforestspecies like red cedar up in North Queensland, that’sfantastic and we’ll help them. If they succeed, then theirneighbours will pick up the idea and they’ll have that localexperience to share amongst themselves.

“We have the opportunity of 150,000 farming familiestrying different ideas in their own landscape and coming upwith solutions. That is a great opportunity for this country.Farmers control over 70 per cent of cleared agricultural landin this country. Are we going to work with them onconservation and commercialisation of tree growing, ornot?”

He says trees can ameliorate some of the risksassociated with climate change, they can diversify farmingsystems and make them more resilient and, importantly,they lock up carbon.

According to Andrew Stewart, this is the future offarming. “Good sustainable farm management sequesterscarbon,” he says.

“What the committee needs to think about is how theycan help landholders come up with good sustainable farmmanagement systems. Maybe it’s better extension or betterresearch and development, or maybe it’s paying farmers forenvironmental credits to pull them through, using a carrotrather than a stick.

“Climate change can bring quick changes andadaptation is an issue, but if you have a well-structuredfarm with good infrastructure and good natural resourcemanagement, then that farm will be resilient and robust as itfaces the uncertainty of climate change.”

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CONTINUED NEXT PAGEThe success of the Otway Agroforestry Network is built on farmers talking tofarmers.

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The only way landholders will take responsibility for changes isif they drive the direction of change, according to a Landcaregroup from northern New South Wales.

Speaking at a public hearing of the Primary IndustriesCommittee, Sonia Williams, the Executive Officer of SouthernNew England Landcare, stressed the importance ofcommunity organisations which possess the knowledge andnetworks to rapidly implement climate change projects.

“We believe that to assist farmers adapt to climate changeyou should utilise and support existing local networks,” shetold the committee. “They are trusted bodies that are alreadythere and the community should be involved at all stages ofthe process.

“It is beyond the capacity of many of our farmers to fathom away forward with things such as carbon pollution reductionschemes and climate change. We provide a mechanismwhere they can come to us and we can link them to theeconomists, researchers or programs. They see us as theone-stop-shop.”

But Ms Williams said that under current fundingarrangements, 20 years worth of experience and goodwill inlandholder engagement stands to be lost.

“We spend a significant part of our time trying to findresources so that we can go about doing our job. That is nota complaint, it is a fact. It would be far more productive tohave some steady source of funding support for organisationswith track records to get in there and link these processes in.Then we would not have to spend half our year just trying tokeep the door open.”

She told the committee she’s concerned that under ‘Caringfor our Country’ the focus of funding has shifted from regionalpriorities to national priorities.

“So unless your community is in one of the areas for which ahigh-priority target has been identified, the chances forfunding are minimal. Even with creativity they are minimal.

“We believe there is great scope for this inquiry to look at howthe community asset built up over the past 20 years can beutilised to assist farmers adapt to climate change.”

Home-grown solutions

PO Box 104,GEELONG, Victoria 3220

Phone: (03) 5272 5272Fax: (03) 5272 4277

Website:www.geelongaustralia.com.au

VALUES FORM THEBASIS OF OUR CULTURE

- Teamwork - Innovation - Integrity- Enjoying Work - Service Excellence

Knox City Council511 Burwood HighwayWantirna South VIC 3152(03) 9298 8000www.knox.vic.gov.au

Proudly working with staff in the bestinterests of the local community.

Civic Centre, Roberts Avenue,Horsham VIC 3400

Phone: (03) 5382 9777Fax: (03) 5382 1111

Email: [email protected]

Source: About the House

Small biofilters for odour control

It’s an all too familiar problem – theencroachment of residentialdevelopment on an existingindustrial area. Or maybe it works

the other way – a new industry locatestoo close to an existing residentialarea. It could also be a seweragepumping station in a residential area,venting sulphide smells for all toexperience. The result is usually thesame area – an odour nuisanceproblem for Council or the EPA tomanage.

The larger odour problems maynot involve Councils, if they fall into theEPA’s domain. The solution to suchproblems frequently involves thecapture and destruction of theodorous emissions, more often thannot in a biofilter. Biofilters are nowaccepted as being the most effectiveand affordable technology for thetreatment of most odours.

For the smaller problems, biofilterscan also be effective. The Odour Unit,a specialist odour consulting companyin Sydney, Brisbane and Perth is wellknown for its consulting capabilities. It

has now developed a technologyproduct, in the form of a range of‘packaged’ biofilter designs suitablefor use in sewerage pumping stationsor other low airflow applications.These typically handle flows from 200to 1,000 m3/hr. This is in addition tothe larger, custom-designed biofiltersthe company has designed for many

industrial and water industry clients inthe past decade. The small units sitbeside or above a pumping station,draw foul air from the vent stack anddrain excess leachate back to thestation. They are visually low in profile.

There is no reason why smallodour problems should continue toexist.

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All the buildings in our portfolio source 100% of theirbase-building energy from green power and thiseffectively reduces emissions by approximately 10,000tonnes of carbon dioxide per annum.

This is obviously great for the environment but whatimpact will it have on long-term super returns?

When looking at the link between investing in greenbuildings and long-term super returns there are at leasttwo important factors to consider:

• Increasing tenants’ demand for green buildings,and

• New legislation which will require the disclosureof energy efficiency ratings.

Increasing tenants’ demand for green buildingsStarting in 2011, all government tenants will be requiredto only occupy buildings which have a minimum NABERSrating of 4.5 stars. NABERS is the National AustralianBuilt Environment Rating System and it measures abuilding’s energy and water use, waste reduction andgreenhouse emissions.

Government departments and agencies account foraround 20% of the total commercial leasing market sothis policy should lead to an overall greater demand forgreen buildings.

Large organisations such as banks, professionalorganisations and IT companies are also committing tosustainable policies which should also drive up the long-term demand for green buildings.

The greater demand should reduce vacancy rates forthese buildings and improve returns for investors.

New legislation to require disclosure of energyefficiency ratingsStarting in 2010 all building owners will need to discloseup-to-date energy efficiency information when they sell orlease office space which covers more than 2,000 squaremetres.

Building owners will need to provide a valid BuildingEnergy Efficiency Certificate which includes a NABERSrating for the building’s base energy use.

This means that potential buyers and tenants will be

able to make a more informed decision about the energyratings of different buildings and this should also increasedemand for green buildings.

What this means for your super investmentOver time there will be a growing distinction betweenbuildings with high NABERS ratings and other less energyefficient buildings and it is expected that this distinctionwill lead to a widening gap in vacancy rates andinvestment returns for these buildings.

At Local Government Super we will continue to improvethe NABERS ratings of our buildings to effectively ‘futureproof’ our property portfolio and your long-term superreturns.

For more information on our sustainable portfolioprogram, just go to www.lgsuper.com.au.

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 per-sonal 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 AustralianFinancial 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 Gov-ernment Super refers to Local Government Superannuation Scheme Pool A and Pool B as the context requires. Local Government Super is a registered business nameof 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. Priorto making any investment decision you should obtain and consider the relevant Product Disclosure Statement (PDS) pertaining to your membership and seek professionalinvestment advice.

Green buildings andyour superAt Local Government Super we have a strong commitment to reducinggreenhouse emissions from the buildings in our property portfolio.

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Times have changed.

Global warming has changed the way we live, from the car we drive and the houses we build to the way we invest our money.

Climate change is one of the most important risks to our long-term prosperity and that’s why Local Government Super is committed to a sustainable and socially responsible investment policy.

We make sure that all of our investment decisions take into account environmental, social and governance issues.

Our aim is to maximise the returns on your super by investing in the long-term interests of our community and our environment.

To find out more just go to www.lgsuper.com.au

n

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.

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Australian Local Government Environment Yearbook

Documents

Transcript of Australian Local Government Environment Yearbook