In the context of global warming, with more intense, and more frequent, weather extreme events,
like bushfires, heat waves drought and floods, the pressure on governments to guarantee water
provision is increasing. Expectations exist at a basic level of service (water supply, access, and
security); and further, in developed economies, expectations exist on the protection of public
health, social amenity and โin some instancesโ environmental values. Indeed, these higher
needs linked to quality of human life have been identified in literature as the next step in the
progression of urban water management. Green Stormwater Control Assets (GSCA) have potential
to contribute to these goals. GSCA are assets in the public realm, managed by Local Government;
they are connected to urban stormwater drains, and have a vegetated component, that together
with filter media, reduce the speed and contaminant load of urban runoff. Despite these assetsโ
potential contribution to urban water management, they are often found to underperform (in
terms of their physical components, and operation, both in the short, and the long terms). Current
literature indicates underperformance is due to unsatisfactory management and lacking
maintenance. This raised the question driving this thesis: How are Green Stormwater Control
Assets being managed at three City Councils within Metropolitan Melbourne? To address this
question, six established management frameworks were considered, adapted and applied.
Thousands of management frameworks are commonly used across countries and sectors. A
management framework refers to a guideline that, when used consistently, can ensure materials,
products, processes and services are fit for their purpose. The use of management frameworks can
foster higher transparency, environmental awareness and social welfare (Ibanez and Blackman,
2016). Six of such frameworks were selected for review, based on their relevance to GSCA
management. The review identified ten key aspects specific to GSCA management. Together they
form the โGSCA management frameworkโ developed, which consisted of i) governance, leadership
and commitment; ii) roles and responsibilities; iii) resources (financial and human); iv) operational
control; v) competence, training, and education; vi) internal and external compliance and
accountability; vii) audit, report, analysis and action; viii) documentation and records; ix)
engagement (communication and consultation); and x) data and information systems. To
investigate these key aspects in practice, a qualitative, exploratory and inductive research
approach was employed. Three municipalities within Metropolitan Melbourne informed the
research as case studies: The City of Melbourne, the City of Port Phillip, and Hume City Council. In
total, thirteen stakeholders were interviewed to investigate the ten elements influencing GSCA
management. A Computer Assisted Qualitative Data Analysis System (NVivo) was used to support
the analysis that uncovered underlying themes affecting GSCA management at the Municipalities
studied.
The contribution made to literature and practice enhancing GSCA management is twofold: 1) the GSCA
management framework developed, that can prove beneficial for Councils managing GSCA or the like;
and 2) the findings, implications, and recommendations specific to the municipalities under study.
Notably, it was observed that whilst important efforts have been made by Victorian Local and State
governments to develop the Metropolitan Melbourne water management system, attention is still
required over the careful definition of an inclusive, coordinated, longโterm management strategy. It
should include clear and specific accountabilities for parties involved, at an institutional, as well as
governmentโofficial levels. Similarly, to enhance GSCAโs sustained performance, it is necessary to invest
on education, both of the general public and incumbent professionals, on key stormwater management
matters, and environmental sustainability more broadly. Other findings relate to contractual
agreements, and the procurement and use of financial resources.