LivingSmart Geraldton 2010 - WaterSmart


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LivingSmart Geraldton 2010 - WaterSmart

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  • Everyone to read to selves Ask for comments or responses Tim will talk to – Keep it positive Shani to power of listening to each other, not letting one person dominate (sometimes may have to save questions)
  • What and Who
  • Geraldton’s water is a groundwater source supplied from the Allanooka and Mt Hill borefields 55 km south east of the city. The aquifer that supplies our water forms part of the Yarragadee Formation, a vast store of groundwater that stretches from Allanooka in the north to Augusta in the south. Servicing more than 13,000 connections, the scheme supplies water to Geraldton-Greenough, Walkaway, Narngulu, Mullewa, Yuna and Northampton. Abstraction from the scheme has been progressively increasing due to high levels of activity in real estate and subsequent increasing population For 2008/09 the average household use for Geraldton was 397kL.
  • Average residential consumption in Geraldton climbed dramatically in 2006/07 – very dry year Permanent water efficiency measures introduced in October 2007 – note decrease in consumption over subsequent years
  • Permanent water efficiency measures introduced statewide in October 2007 – towns south of Kalbarri and Kalgoorlie are on a two day a week watering roster and those north of the line are on an alternate day roster, both are designated by house number. Perth and the South West are now on a one day a week watering roster and are also subject to a winter sprinkler ban from June-August
  • Talk to your neighbour for a couple of minutes, then I would like to hear from some of you...
  • To get the most out of Living Smart past participants found that they needed time for discussion and to learn from one another. They really enjoyed these workshops and it helped them to change what they were doing to live more sustainably. Friendships formed with a common passion for sustainable lifestyles. When the course has finished many groups have continued meeting, new community initiatives/projects have started and individuals have joined other community groups/projects.
  • The timekeeper reminds the group of the time. And if the group is running short of time, the group leader helps the group decide how to best use the remaining time.
  • Timing is always one of the most difficult things to manage in meetings/workshops. We always want to do too much or agenda items always take longer than expected. People may walk away from meetings feeling disappointed because they didn’t get chance to explore the agenda item that was most important to them. Realistic Agenda -This is because we often don’t set realistic times for agenda items. Discussion and activities take time! It is best to do something well than to skim the surface. Timekeeper - The timekeepers role is important and the group needs to respect this role. Prioritise - If you are running out of time to complete all the agenda items, the group leader can ask the group to prioritise the agenda items by selecting the most important agenda items to cover first. Don’t stress - if you don’t complete everything in the agenda. It’s OK! Goal setting - Always leave time for Goal Setting, this cannot be left out of the agendas. Learn by your mistakes - As always we can learn by our mistakes and each successive workshop your group should get better at timing.
  • Tim is the master goal setter He will share at this point
  • Inter-subjective, 2nd-person processes (distinct from individual reflection or objective feedback), like individual and group coaching, are the most powerful and effective way to accelerate leadership development and generation of sustainable values and culture. This came from our interviews and surveys but also from the literature already out there. It emphasises the value in coaching as a complement or replacement for initiatives that might focus purely on observed behaviour, on delivering informaiton or on training people in particular skills. Without facilitation of the links back to personal meaning, values and prioritiies you do not get the depth of engagement, commmitment, understanding or thirst for action and learning that is required to make these sorts of transformations.
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