Oral Presentation IPWEA Victoria Public Works Conference 2026

This presentation outlines Mildura Rural City Council’s journey in transforming its asset planning approach from a technical exercise into a community-facing, deliberatively engaged process that reflects regional priorities.

Context and Challenges

Mildura manages over $1 billion in assets across a vast area, nearly 10% of Victoria, serving urban, rural, and remote communities. Despite unique cost pressures, 80% of assets are in good condition, and only 1% are in very poor condition, a strong performance compared to national averages. However, challenges persist:

• Large geographic area with 18 townships and a low rate base, creating perceptions of inequity.
• Aging asset base, particularly buildings nearing end-of-life.
• Early-stage asset management maturity, with limited data and integration into long-term financial planning (LTFP).
• Community engagement gap, where plans were seen as technical obligations rather than meaningful documents.

The key question emerged: Do we truly understand what matters most to the community, and is it reflected in our planning?

Engagement Journey

Initial hesitancy stemmed from concerns about cost, complexity, and whether deliberative engagement (DE) was appropriate for our asset plan. The breakthrough came by reframing the narrative: telling Mildura’s story rather than presenting technical graphs. Executive and councillor support grew after an independent facilitator and external expertise (Ashay Prabhu) demonstrated DE’s value. Also, collaboration across our teams, Community Development, Communications, Finance, and Councillors, was critical.

The DE process involved a small, diverse group, including Youth Council representatives, in a half-day session. Participants explored scenarios balancing aspirational goals with affordability, trade-offs, and prioritisation. Feedback from previous Community Vision and Council Plan engagement was integrated, aligning with our five pillars: Environment, Community, Place, Economy, and Leadership.

What We Heard

Themes from DE included:

1. Equity and fairness in asset investment.
2. Prioritising by need, not popularity.
3. Financial sustainability and efficiency.
4. Asset rationalisation and optimisation.
5. Inclusive decision-making and community empowerment.

The process revealed misunderstandings about council responsibilities and the complexity of asset management. DE provided clarity, enabling participants to appreciate trade-offs and limitations. Compared to traditional engagement, DE delivered quality insights and fostered advocacy, with participants eager for ongoing involvement.

Lessons and Outcomes

Key lessons: start earlier, widen participation, and build on DE success by integrating asset and financial planning. Outcomes include:

• A community-facing asset plan with plain English, visuals, and an “Asset Plan on a Page.”
• Councillor transformation - improved understanding and advocacy for asset management.
• Developing rationalisation frameworks and lifecycle costing tools for informed decisions.

Feedback highlighted the plan as “beautiful,” easy to read, and a positive step toward rebuilding trust.

Reflections

The process demonstrated that traditional engagement practices are no longer 'cutting it'. By starting imperfectly and iterating, Mildura shifted perceptions, built trust, and empowered stakeholders. Storytelling and external facilitation were pivotal in making the plan relatable and gaining support.

Ultimately, asset planning is not just about infrastructure, its about people.