hobsons bay city council...sep 12, 2017 · hobsons bay city council 12 september 2017 ordinary...

HOBSONS BAY CITY COUNCIL

Ordinary Council Meeting Agenda 12 September 2017

Ordinary Council Meeting Agenda

Tuesday 12 September 2017 Commencing at 7pm



THE COUNCIL’S MISSION

Working with our community to plan, deliver and advocate for the services and infrastructure that will achieve a healthy, connected and sustainable future in Hobsons Bay.

OUR VALUES

Respectful

Community driven and focused

Trusted and reliable

Efficient and responsible

Bold and innovative

Accountable and transparent

Recognised

Council acknowledges the peoples of the Kulin nation as the Traditional Owners of these municipal lands and waterways, and pay our respects to Elders past and present.

Chairperson:

Cr Sandra Wilson (Mayor) Cherry Lake Ward

Councillors:

Cr Tony Briffa Cherry Lake Ward

Cr Angela Altair Strand Ward

Cr Peter Hemphill Strand Ward

Cr Jonathon Marsden Strand Ward

Cr Colleen Gates (Deputy Mayor) Wetlands Ward

Cr Michael Grech Wetlands Ward

Chris Eddy Chief Executive Officer Hobsons Bay City Council



1

CONTENTS

Agenda ................................................................................................................................. 3

Council Welcome .......................................................................................................... 3

Apologies ...................................................................................................................... 3

Disclosure of Interests ................................................................................................. 3

Minutes Confirmation ................................................................................................... 3

4.1 Ordinary Council Meeting ................................................................................. 3

Councillors’ Questions ................................................................................................. 3

Public Question Time ................................................................................................... 3

Petitions/Joint Letters .................................................................................................. 4

7.1 Petition – Public Events in Commonwealth Reserve, Williamstown .............. 4

Business ........................................................................................................................ 5

8.1 Office of the Chief Executive ............................................................................ 5

8.1.1 Chief Executive Officer – Report on Operations ................................................... 5

8.2 Community Wellbeing ....................................................................................... 7

8.2.1 Response to Petition - Early Years Services in Altona/Seaholme ........................ 7

8.2.2 2018 Community Grants Program ...................................................................... 16

8.3 Infrastructure and City Services ..................................................................... 18

8.3.1 Contract 2017.50 - Drainage Condition Survey .................................................. 18

8.3.2 Draft Sport and Recreation Policies for Exhibition .............................................. 21

8.3.3 Proposal to lease Williamstown Dressing Pavilion located at 26 Esplanade, Williamstown and the Rotunda located at 26A Esplanade, Williamstown ........... 25

8.3.4 Response to Joint Letter – Council’s Submission to the Inquiry and Advisory Committee on the West Gate Tunnel Project ..................................................... 28

8.3.5 Response to Petition - Central Avenue and Point Cook Road Precinct Safety Concerns ........................................................................................................... 31

8.3.6 Response to Petition – Belmar Avenue, Altona .................................................. 35

8.4 Corporate Services .......................................................................................... 39

8.4.1 Contract 2017.44 – Bill Payment Service ........................................................... 39

8.4.2 Financial Report – Year Ended 30 June 2017 .................................................... 41

8.4.3 Draft Annual Financial Report 2016-17 .............................................................. 45

8.5 Strategic Development .................................................................................... 49

8.5.1 Amendment C112 – Local Gaming Policy .......................................................... 49



2

8.5.2 Universal Design Policy Statement .................................................................... 53

8.5.3 Hobsons Bay City Council Media Policy for Councillors and Officers ................. 56

8.5.4 Motion to Municipal Association of Victoria State Council .................................. 58

Delegates Report ........................................................................................................ 61

Notices of Motion ........................................................................................................ 65

10.1 Notice of Motion No. 1194 – Condolence Motion Mr Raymond James Willis .......................................................................................................................... 65

10.2 Notice of Motion No. 1195 – Certificates of Appreciation to the 2017 Youth Parliament team ............................................................................................... 65

10.3 Notice of Motion No. 1196 – National Voluntary Postal Survey on Marriage Equality ............................................................................................................ 65

Supplementary Public Question Time ....................................................................... 67

Other Business ........................................................................................................... 67

Hobsons Bay City Council 12 September 2017 Ordinary Council Meeting Agenda

3

Agenda

Council Welcome

The Chairperson will welcome members of the gallery and acknowledge the people of the Kulin Nation as the traditional owners of this land.

Apologies

Disclosure of Interests

In accordance with sections 77A, 77B, 78 and 79 of the Local Government Act 1989

Councillors are required to disclose a "conflict of interest" in a decision if they would receive, or could be reasonably perceived as receiving a direct or indirect financial or non-financial benefit or detriment (other than as a voter, resident or ratepayer) from the decision.

In accordance with section 79B of the Local Government Act 1989 Councillors who consider

that they have a personal interest that is in conflict with their public duty in relation to a matter may, if they do not have a conflict of interest as described above, apply to Council to be exempted from voting on the matter.

Disclosure must occur immediately before the matter is considered or discussed.

Minutes Confirmation

4.1 Ordinary Council Meeting

Confirmation of the minutes of the Ordinary Council meeting of the Hobsons Bay City Council held on 8 August 2017 (copy previously circulated).

Councillors’ Questions

Public Question Time

Public question time provides an opportunity for the public to ask questions related to items on the agenda of the Council meeting or any other matter within Council’s responsibility. Questions must be put in writing and received by 4pm on the day of the Council meeting.


4

Petitions/Joint Letters

7.1 Petition – Public Events in Commonwealth Reserve, Williamstown

Directorate: Corporate Services

Purpose

To advise Council of a petition, containing 362 signatories, in relation to public events at Commonwealth Reserve, Williamstown.

Recommendation

That Council:

1. Receive and note the petition in relation to public events at Commonwealth Reserve, Williamstown.

2. Receive a further report in relation to this matter at a future Council meeting.

The petition was received on 30 August 2017 and reads as follows:

“The small business owners and restauranteurs, and family-run establishments, of the Williamstown district, wish to petition the Hobsons Bat City Council with respect to the granting of permits and registering public events in the Commonwealth Reserve, that are seen as detrimental to the every-day running of our restaurants and cafes, shops, business, and the like. We have seen several public events taking place at the Reserve where an abundance of food and drinks were being sold to the general public, usually at heavily discounted prices which directly resulted in the loss of revenue at our venues across the street and in the surrounding neighbourhood. We are in no way against the promotion of various cultures and traditions as we live in a very multicultural community in Williamstown and in Australia alike, however, we feel that extra community consultation and consideration must be undertaken by Council when considering granting permits for such events. It is, for these reasons, that the below signed people, express their support for our beliefs and expectations of the Council and request that changes are brought forward in Council policies and procedures when discussing such approvals in the future.”


5

Business

8.1 Office of the Chief Executive

8.1.1 Chief Executive Officer – Report on Operations

Directorate: CEO’s Office Appendix: 1 1st Pink

Purpose

To provide Council with a regular update from the Chief Executive Officer (CEO) on the recent initiatives, projects and performance undertaken.

Recommendation

That Council:

1. Receive and note the Chief Executive Officer’s Report on Operations, including details of recent issues and initiatives undertaken by the organisation; and

2. In accordance with section 80A(2) of the Local Government Act 1989 incorporate into the minutes of this meeting the written records of Assemblies of Councillors held on 8 and 15 August and 5 September 2017.

Summary

The attached CEO’s Report on Operations provides Councillors and community a regular update from the Chief Executive Officer on key initiatives, projects and performance.

Discussion

The purpose of this report is to inform Council and the community of recent issues, initiatives and projects undertaken across Council. It is provided on a monthly basis and replaces Service Reports previously presented at Council Meetings.

Strategic Alignment

Council provides a wide range of services to the community of Hobsons Bay as well as developing and delivering to ensure community assets are maintained and service the needs of the community. Each month this report will highlight these activities, initiatives and projects and provide a high level performance summary.

This report specifically addresses the following priorities of the Hobsons Bay 2030 Community Vision: Priority 6: An accessible and connected community

This report specifically addresses the following goals and objectives of the Council Plan 2017-21:

Goal 4: A Council of excellence

4.3 Provide excellent customer service whilst ensuring all our communications are clear and easy to understand


6

Officer Declaration of Conflict of Interest

Section 80C of the Local Government Act 1989 requires members of Council staff and

persons engaged under contract to provide advice to Council, to disclose any direct or indirect interest in a matter to which the advice relates.

Council officers involved in the preparation of this report have no conflict of interest in this

matter


7

8.2 Community Wellbeing

8.2.1 Response to Petition - Early Years Services in Altona/Seaholme

Directorate: Community Wellbeing Appendix: 2 1st Green

Purpose

To recommend a service model in relation to early years services provision in Altona/Seaholme and transition services.

Recommendation

That Council:

1. Transition the Altona and Somers Parade Kindergarten services to the Altona Early Years Hub by January 2019 in cooperation with the current service provider Early Childhood Management Services (ECMS) and retain the provision of service from Seaholme Kindergarten.

2. Enter into a fixed term service agreement with ECMS for the period 1 January 2019 to 31 December 2019 to manage the transition.

3. Undertake an Expression of Interest and tender process for service provision at the Altona Early Years Hub in 2019 with appointment to commence in 2020.

4. Advise the lead petitioner of Council’s decision.

Summary

Over the past two years, Council has considered information about the provision of early years services in the Altona/Seaholme precinct through a number of workshops and briefings. This report is a summary of the key information from those workshops and a summary of service model options. The report recommends a service model option based on the establishment of the Altona Early Years Hub and retention of one stand-alone kindergarten to provide choice of service type.

The option recommended is considered to support best practice in the provision of early years services consistent with the national reforms in early years providing the best potential learning outcomes for children. The establishment of early years services on school sites is in keeping with State Government policy and consistent in facilitating the smooth transition of children to primary school.

The recommendation is also consistent with the Early Childhood Education and Care Public Policy 2015-18 endorsed by Council at the Ordinary Council Meeting on the 18 November 2014. Specifically in relation to the role as a resource provider: Council will retain and maintain early years buildings within the municipality for lease to not for profit and community groups for the provision of early years services. The establishment or refurbishment of facilities will be focussed on the development of early years hubs providing integrated early years services.

Council received a petition at the Ordinary Council Meeting on 13 June 2017 from the Altona and Somers Parade kindergarten committees signed by 848 individuals opposing the consolidation of services and closure of stand-alone kindergartens.


8

Background

Through a number of workshops and briefings Council has considered information about the provision of early years services in the Altona/Seaholme precinct. A summary of the key information from those workshops, which has been utilised in determining the recommended service model, is described below.

Population forecasts indicate that the birth rate in Altona/Seaholme will remain relatively unchanged over the next twenty years. The number of kindergarten aged residents will increase slightly in the next 10 years before settling into a stable pattern as detailed in the appendix.

Analysis of 2016 census data shows that there is a larger proportion of households within Altona/Seaholme paying high mortgage repayments when compared to the rest of the municipality. Analysis of household income levels in Altona - Seaholme in 2016 compared to the remainder of Hobsons Bay shows that there was a smaller proportion of high income households in the precinct. At the workshop outlining the demographic changes in the Altona/Seaholme precinct it was evident that families of child bearing age are moving from Altona to the west to access more affordable housing.

Social change and reforms to economic and education policy are transforming the early childhood education landscape with a focus on workforce participation for women. As a result working families are seeking greater flexibility and longer hours from their early years’ service. This has also resulted in an increased supply of new Long Day Care services, offering greater choice for families in a highly contested market. The increase in the price of real estate and indicators of mortgage stress in the Altona/Seaholme precinct means that families will also be more likely to require long day care and education programs to enable both partners to work.

Government investment is targeted at efficient “joined up” service models such as integrated hubs / kindergarten on school sites (such as Newport Gardens). The traditional stand-alone community based kindergarten now faces new challenges; quality standards are narrowing the quality gap between long day care services (LDC) and standalone kindergartens. This means that families have greater choice with no differential in educational outcomes for their children.

Population growth is increasing demand for kindergarten in Victoria (up 12.6 per cent). Despite this the current service provider Early Childhood Management Services (ECMS) has seen a 15.6 per cent reduction in the number of children enrolled in standalone kindergartens in Victoria between 2012 and 2016. Key statistics reflecting the change in demand are a:

63 per cent increase in children accessing preschool in a LDC setting in Victoria

75 per cent increase in children accessing preschool in a LDC setting nationally

54 per cent of children are now accessing kindergarten in LDC nationally (49 per cent in Victoria)

Providers including ECMS have indicated their strategic direction, along with others in the sector, is to grow a portfolio of contemporary services responding to local need. Their recent acquisitions are larger and more contemporary service types such as integrated hubs and multi room large kindergartens on school sites.

Council’s Early Childhood Education and Care Public Policy Statement 2015–18 supports the establishment of early years hubs providing integrated early years services.


9

Discussion

Service model considerations – sessional kindergarten take up by residents in the precinct

Population forecasts indicate that between 2015 and 2025 the number of children aged 0-4 years will increase by approximately 79 within the Altona/Seaholme precinct.

At a local level demand for sessional kindergarten programs is stable as described in the attached appendix which over the last eight years has varied between 119 and 140 places sitting at 131 for 2018 as at the 30 August 2017, 120 families were from the Altona/Seaholme precinct. The appendix also includes actual birth numbers to 2017, over the past 12 years and an average of 160 births, varying from 122 to 197.

If the State and national data on utilisation of stand-alone kindergartens is realised in the Altona/Seaholme precinct the demand for sessional stand-alone kindergartens is likely to decline with the changing demographic and family needs. There will likely be a similar upturn in demand for early learning and care (ELC) which offers long day care for children aged six weeks to five years of age.

Service provision considerations – long day care

Market forces have responded to a gap in long day care (LDC) places within the precinct. A new LDC centre has opened in Sargood Street Altona (70 places). While this addition to the service system will negate some undersupply of childcare places, industry trends reflect increasing demand for long day care which can be met through the new hub.

Demand for the service is expected to come from the local catchment for long day care. However, there is unmet demand for long day care across the municipality and parents may well travel from outside the precinct to access the service.

There are currently 408 families (30 from Altona/Seaholme and Altona Meadows) on the wait list for the Newport Gardens Early Years Centre with a minimum two year wait; ECMS is the manager of this service. ECMS if placed as the transitioning service provider for the new hub could offer these waitlisted families a place at the Altona Early Years Hub as a second preference option.

Service provision consideration – sessional kindergarten

Currently within the Altona/Seaholme precinct there are 140 four year old kindergarten places available across three services: Altona, Somers Parade and Seaholme Kindergartens.

In 2017 there were 166 four year old children eligible to attend kindergarten within the precinct. A total of 140 children enrolled to attend, of whom 127 were children residing within Altona/Seaholme and 13 children residing outside the area.

Service provision consideration - enrolments at existing centres

Current 2018 enrolment numbers are provided below for each centre in the Altona/Seaholme catchment. Altona runs a four year old program and Somers Parade and Seaholme offer three and four year old programs.

The Altona four year old kindergarten program is fully subscribed. Seaholme and Somers Parade hold a small number of four year old vacancies. Across the centres, enrolments are 57 children at Altona, 48 at Seaholme and 64 at Somers Parade. While four year old kindergarten is funded by the Department of Education and Training, three year old kindergarten programs are funded by parent fees.


10

2018 Four year old enrolments as at 30 August 2017

Centre Name Capacity Enrolments* Second year places to be confirmed

Altona 60 57 3

Seaholme 40 27 3

Somers Parade 40 35 4

*15 places allocated to families from outside the precinct

2018 Three year old enrolments as at 10 August 2017

Centre Name Capacity Enrolments Wait List

Altona Not offered Not offered Not offered

Seaholme 44 21 0

Somers Parade 22 29 0

Service provision consideration - infrastructure

The three kindergartens in the precinct are located within close proximity to each other, the outermost point being between Somers Parade and Seaholme Kindergarten at approximately 3.5kms. All three kindergarten programs are delivered by the same service provider, Early Childhood Management Services (ECMS).

An analysis of families who have accessed the three kindergartens in the last three years, and those enrolled for 2018, indicates that families are moving across and around the precinct and the municipality to access their preferred kindergarten (appendix). Walkability in accessing a kindergarten is a consideration but is not a primary driver in enrolment and choice. However, Council does support the principle of providing walkability and sustainability in the provision of services.

Service Model options

Given the existing kindergarten infrastructure and the establishment of the Altona Early Years Hub a number of service model options could be considered. The service model options with a brief description are:

Option A: Hub and retention of all kindergartens within the precinct

All three stand-alone kindergartens would remain open. This provides families with optimum choice and maximum walkability. There would be a considerable challenge to the financial viability of all services under this model. The hub would be added to the service mix when it opens in 2019. The projected net cost to council over five years for this model is $510k. There would be no rental income generated from the hub for this model.

Option B: Hub and retention of two kindergartens

Two stand-alone kindergartens would be retained under this model with the hub providing service from 2019. A high level of choice and walkability would be provided. It is likely to present financial challenges for centres with lower utilisation. The projected net cost to Council in maintaining this model would be $390k over five years. There would be no rental income generated from the hub under this model.


11

Option C: Hub and retention of one kindergarten

One stand-alone kindergarten would be retained under this model with the hub providing service from 2019. It is anticipated that a provider would be in a position to pay rental on the hub under this model because of higher utilisation rates. A single stand-alone kindergarten and the early years hub supporting choice would be provided while walkability is reduced. This model is projected to deliver a surplus to Council of approximately $70k in the first five years and is likely to be a financially sustainable structure for the managing entities.

This is the recommended model that includes retention of the Seaholme Kindergarten. The current kindergartens in the Altona/Seaholme precinct at the furthermost point are located approximately 3.5kms apart, the retention of Seaholme Kindergarten apportions the Hub to service the western corridor of the precinct and Seaholme the east. All three kindergartens in the precinct are licenced to accommodate 30 children and can offer the same session times/program.

The model proposed complies with legislation including the Local Government Act 1989. In

particular it is consistent with Section 186 in relation to the power to enter into procurement contracts.

Service model transition

The service models described can be implemented by resolution of Council with specification of the preferred kindergartens to be retained and by transitioning some services to the hub through the current service provider Early Childhood Management Services (ECMS). In order to build a sustainable service system it is recommended that Seaholme Kindergarten and the Early Years Hub form the basis of service provision in the Altona/Seaholme precinct. The key drivers in determining the implementation of this model are the retention of a stand-alone kindergarten to provide parent choice and walkability with the retention of Seaholme in the eastern end of the precinct as well as the centrally located hub to service the central and western end.

The implementation of this model can be achieved by working with the current service provider and license holder to transition the Altona and Somers Parade services to the hub in 2019 and to retain Seaholme as a stand-alone kindergarten.

This would see the current provider partner with committees of management to transition families and educators to the new facility so that continuing children have familiar educators and children are able to move with friendship groups. This would also secure ongoing employment for educators.

Council would work with the current provider of service and the Department of Education and Training in the establishment of the licensed spaces at the Altona Early Years Hub and the transition of children to the new facility. Under the proposed transition an Expression of Interest Process would be undertaken for the Altona Early Years Hub during 2019 with a longer term appointment for provision of service from January 2020.

Expression of Interest (EOI)

As an alternative to confirming the consolidation of services at this time, there is an option to go through an Expression of Interest and Tender process now to appoint a provider for the Early Years Hub.

This would enable early indication from potential early years providers to outline service model options around the continuation, or otherwise, of current kindergartens and hub.

However, it is not recommended that an expression of interest process occur at this time as there are many impediments to a successful process and in the event of appointment of a


12

provider there are likely to be negative consequences that Council needs to be aware of including:

A limited response to the EOI given the number of places retained in the precinct.

That the service model and the number of places in the precinct is unknown and the likelihood of service failure making it difficult for providers to undertake an informed due diligence process in relation to an EOI and request for tender process.

If the current provider is unsuccessful:

o the current provider is not required to surrender existing licences for Altona, Seaholme and Somers Parade.

o the supply of kindergarten places in the precinct will compromise hub viability for new entry service providers and eventually the existing kindergartens. There would not be capacity to pay rental in this circumstance

o the current provider is likely to retain service approval for the existing centres for as long as the services are able to demonstrate financial viability. Once services are unviable the current provider would look to surrender the licenses for these centres. This is likely to be a drawn out process that creates unrest and uncertainty for families. It will attract ongoing attention to Council in determining the future of services and buildings

o two service providers will operate within the one precinct creating a highly competitive service system that is not supported by demographic growth

o Council’s ability to influence how services and families are supported during a time of uncertainty would be diminished as the provider will ultimately decide the future of the services

o Council will fund the maintenance of ageing infrastructure to support multiple service points

If the current provider was successful:

o the current provider would likely submit a conditional tender recognising the overall number of places in the precinct and the need to consolidate

o there would be no capacity to pay rent

o over time the current provider would likely look to surrender licenses for unviable centres

o the current provider could transfer existing staff to the hub as the numbers grow at the hub and centres close ensuring a commitment to ongoing employment security for these staff

o opportunity would exist to work with the current provider as the current license holder of all facilities to manage transition if centres become unviable

o Council will fund the maintenance of ageing infrastructure to support multiple service points

o delaying consolidation creates uncertainty for the existing entities


13

Strategic Alignment


Goal 1: An inclusive and healthy community

1.1 Provide access to high quality services that enhance community health and wellbeing

1.2 Deliver, support and facilitate projects and programs that encourage equity and

diversity, so everyone can reach their full potential

1.4 Work in partnership with stakeholders to advocate to all levels of government for quality education, training, and lifelong learning opportunities for all community

members

1.5 Understand the current and future needs of our community, and work to ensure those most vulnerable in our community are safe and have equitable and timely access to

the support they need

Goal 2: A great place

2.3 Support the growth of our local economy, and encourage business investment that creates and maintains local jobs

Goal 3: A well designed, maintained and environmentally sustainable place

3.2 Deliver and maintain well-designed, accessible and environmentally sustainable community assets


4.1 Collaborate with all levels of government, service providers, not for profit

organisations and the private sector to address the concerns of our community

4.4 Actively seek the community’s views by providing a range of opportunities for the

community to contribute to Council’s decision making

4.5 Support and develop an engaged, skilled and professional workforce who are committed to maintaining a high performing and sustainable organisation

The report also address the following objectives in the Children and Young People’s Plan 2014-18, which states that Council will:

1. Ensure Council’s services are appropriately tailored to respond to the needs of the

community, in particular to vulnerable children and their families.

2. Ensure the continuous improvement of all early years’ services delivered by Council.

Policy and Previous Council Reports

The development of an integrated Early Years Hub is consistent with Council’s policy regarding three year old kindergarten and Council’s Central Enrolment Policy and procedures for four year old kindergarten.

The development of an integrated Early Years Hub is consistent with Council’s Early Childhood Education and Care Public Policy Statement 2015 – 2018 which includes the following:

‘Council will retain and maintain early years buildings within the municipality for lease to not for profit and community groups for the provision of early years services. The establishment or refurbishment of facilities will be focussed on the development of early years hubs providing integrated early years services.’


14

The development of the Altona Early Years Hub was the subject of previous Council reports:

Meeting Date Report Title

Ordinary Council Meeting 26 April 2016 Early Years Services Altona/Seaholme Precinct Report

Ordinary Council Meeting 11 July 2017 Altona Early Years Construction Timelines

Legal/Statutory Obligations/Risk

The development of an integrated Early Years Hub supports compliance with Commonwealth legislation, and the implementation of a revised service model will support the ongoing financial viability of early years provision.

The risk to Council and the existing entities is in the retention of multiple facilities and sites that will see some services fail to secure sufficient enrolments to ensure financial viability.

The model proposed complies with legislation including the Local Government Act 1989. In

particular is consistent with Section 186 in relation to the power to enter into procurement contracts.

Financial and Resource Implications

The indicative costs associated with the existing kindergarten buildings are described below with annual maintenance costs based on planned and reactive maintenance records over the past ten years. Rental return is based on estimation of industry capacity to pay rental and the impact of local supply. A detailed breakdown of the indicative costs is attached that reflects the costs associated with each option.

Financial Analysis - Models - Five Year Phased Options

Hub and retention of all kindergartens in precinct

Hub and retention of two Kindergartens 2019

Hub and retention of one Kindergarten 2020

Anticipated

Rent Maintenance

Anticipated

Rent Maintenance

Anticipated

Rent Maintenance

Total Maintenance cost and rental return 540,000 390,000 310,000 240,000

Net Cost/surplus to Council -540,000 -390,000 70,000

As all of the stand-alone kindergartens are at least fifty years in age Council will need to consider capital allocation for replacement in the future if retained. To rebuild the remaining three kindergartens to the new ratios the capital required would be approximately $3.2 - $3.5M (2015 quantity surveyor estimates). Investment in stand-alone kindergartens is contrary to the Council’s Early Childhood Education and Care Public Policy Statement 2015 – 2018.

Environmental/Social/Economic Impacts

The early years hub to be constructed will meet the energy efficiency requirements of the National Construction Code 2015, and will exceed the standards provided by the current buildings. Solar panels will be installed as part of the build.

An early years hub on a school site means that families will have access to an increased number of centralised community and early years services that will improve health and wellbeing outcomes and enhanced learning outcomes for young people.

Long day care in a hub facility provides increased employment numbers and career development opportunities for new and existing staff.


15

The retention of a stand-alone kindergarten provides choice for families who prefer this service model.

The three kindergartens in the precinct have been in operation for many years. Altona Kindergarten has recently acknowledged 60 years. The closure of services will have a social impact and may result in increased anxiety from the community due to a strong sense of ownership and loss.

Consultation and Communication

An extensive consultation process was undertaken between November 2015 and February 2016. The Altona Early Years Services and Facilities Community Consultation Findings Report was presented to Council in April 2016. Following on from this consultation a Stakeholder Advisory Group was established to inform the development of concept plans for the Hub and to recommend the appropriate level of consolidation to meet the projected needs of the community

Council received a petition signed by 848 signatories at the Ordinary Council meeting of 13 June 2017. The petition described opposition to the potential closure of kindergartens and requested that “On behalf of the Committees of the Altona and Somers Parade Kindergartens, we respectfully urge the Council to defer debate about the future of our kindergartens, as there are a number of errors in the council officer report for the Ordinary Council Meeting to be held on 13 June 2017. The Stakeholder Advisory Group (SAG) consultation process was flawed and biased, and we reiterate our position that our kindergartens should not be closed as they are successful local kindergartens providing quality services and are viable now and into the future.”

The lead petitioner will be formally advised of Council’s decision.




Council officers involved in the preparation of this report have no conflict of interest in this matter.


16

8.2.2 2018 Community Grants Program

Directorate: Community Wellbeing :

Purpose

To appoint an additional Councillor to the 2017-18 Community Grants Assessment Review Panel.

Recommendation

That Council appoint Cr Altair to the Community Grants Assessment Review Panel and approve the nomination of a proxy should any panel member be unable to attend.

Summary

An amount of approximately $290,000 is allocated in the 2017-18 Council budget to resource the Community Grants Program (CGP) including $20,000 from Toyota Australia. The decision to allocate funds will be made in November for distribution in early December 2017 for projects to commence in January 2018.

As part of the assessment process, a Councillor Review Panel meets to review recommendations. This report seeks approval to appoint Cr Altair to the panel and increase flexibility of panel membership to allow proxies.

Background

Council’s CGP is an annual program that provides financial assistance to local community organisations and groups for activities and projects that respond to an identified need in the community.

Discussion

Community Grants Program Councillor Review Panel

All Councillors will receive a copy of the recommendations one week prior to the Councillor Panel review to provide any comments to members of the Councillor Panel Review team.

The Review Panel meeting date of 20 September 2017 ensures reports are prepared for the Council Briefing on 17 October 2017 and presentation at the Ordinary Council Meeting on 14 November 2017. This timeline allows applicants to receive notification of the outcome in November and provide funds in December for commencement of projects in January 2018.

Strategic Alignment

The 2018 CGP was designed to specifically address the goals and objectives in the Community Health and Wellbeing Plan and Council Plan 2013-17.

The grants program and this report are consistent with the Hobsons Bay 2030 Community Vision. Applicants may cover any or all of the priorities within the vision.


17


A Council report was endorsed on 11 April 2017 to approve the CGP guidelines, budget, timelines and initiation of the program.

Disbursement of the funds will be in accordance with Council’s accounting practices and funding is required to be acquitted for in keeping with the conditions of the receipt of the funds.


Projects are assessed against key criteria and recommendations made.


Council approved $290,000 in the 2017-18 budget for allocation in the CGP. This includes the sum of $20,000 pledged by Toyota Australia for new equipment and/or resources. Toyota Australia has committed these funds each year for the next three years.


The implementation of SmartyGrants has eliminated all paper based copy applications and enabled the assessment process to be undertaken via the online process.


The CGP is one of the mechanisms Council can use to strengthen relationships with local community groups. Community engagement opportunities it provides include grant information/drop in sessions, project development and grant writing workshops, face to face consultations and feedback opportunities. This engagement can improve Council’s knowledge of community groups and enable information to be gathered regarding the community’s needs and aspirations and can also be reflected in future grant priorities and allocations.






18

8.3 Infrastructure and City Services

8.3.1 Contract 2017.50 - Drainage Condition Survey Directorate: Infrastructure and City Services

Purpose

To seek Council endorsement to award the Drainage Condition Survey Contract No. 2017.50.

Recommendation

That Council award Contract No. 2017.50 Drainage Condition Survey to Rapid Map Services Pty Ltd at a lump sum price of $1,304,160.00 inclusive of GST.

Summary

This Contract is for the provision of municipal drainage data collection and revaluation services. The scope of the contract includes the collection of a complete inventory of drainage assets to update Council’s GIS and asset management system including current condition, physical attributes and financial information.

The data collected will inform the development of a long term capital works program consisting of new, upgrade and renewal drainage projects across the municipality. This will enable Council to have a full understanding of the current state of the drainage network and be in a position to make informed evidence based decisions on drainage investment over the next 10 years.

An open tender process was conducted. Twenty eight parties downloaded the documents and at the close of tenders five responses were received. Following a very detailed evaluation process, the submission of Rapid Map Services Pty Ltd received the highest ranking with demonstrated experience and capacity to undertake the works. All reference checks were positive in support of Rapid Map indicating their capability to successfully perform the works under the contract.

The Tender Board has endorsed the recommendation of the Tender Evaluation Panel to award the contract to Rapid Map Services Pty Ltd. Attached is copy of the approved tender evaluation report.

Background

Council owns and manages a drainage network with an estimated replacement value of $182 million which represents 471 kms of drainage pipes and 19,821 pits.

Sections of the Williamstown and Newport and the older areas of Altona have no underground drainage at all or have drainage with inadequate capacity to deal with high volumes of stormwater runoff.

Historically, drainage works were concentrated in these areas that had known drainage issues. In 2014-15 a decision was made to accelerate the flood mapping program to inform “hot spots” or high risk priority areas to inform the capital works program. The physical condition of the existing drains in the identified high risk areas was also captured. Currently only a fraction of Council’s drainage network is captured in the asset register with gaps in physical attribute, condition, capacity and financial information.


19

In the absence of data to make evidence based decisions various information sources were used to determine drainage priorities including officer knowledge of risk areas; customer requests and complaints, available flood mapping information identifying hot spots and high risk areas; drainage improvements identified and coordinated as part of road rehabilitation projects; drainage works that have an existing downstream drain to connect to were prioritised.

Under this contract, in 2017-18, a full condition assessment will be undertaken to determine the current condition of the existing network and report on drainage that needs to be replaced due to its poor condition over the short and long term. A full inventory of drainage assets will also be established including a valuation of the network to comply with end of year financial reporting obligations.

Under a separate contract hydraulic modelling and flood catchment analysis was recently undertaken to report on new drainage requirements for areas of the municipality that currently have no drainage. The analysis also reports on those existing drains that require an upgrade and have inadequate capacity to deal with current and future stormwater runoff volumes.

The data collected from both contracts will inform the development of a long term capital works program consisting of new, upgrade and renewal drainage projects across the municipality prioritised using a risk based approach. This will enable Council to have a full understanding of the current state of the drainage network and be in a position to make informed decisions on drainage investment over the next 10 years.

Discussion

An open tender process was conducted. Twenty eight parties downloaded the documents and at the close of tenders five responses were received.

Three tenderers were shortlisted with the tender interviews conducted on 21 July 2017. Each tenderer was issued with interview questions and clarifications. Upon further discussion of tender responses and specifications, two of the tenderers amended their tender prices resulting in substantial increases to their original tender prices.

A thorough review of each shortlisted tender submission was undertaken against five assessable evaluation criteria giving the tender evaluation panel confidence in

recommending Rapid Map as the suitable contractor for this project. The submission of Rapid

Map received the highest weighted score and consisted of the lowest price. Rapid Map has the demonstrated experience and capacity to undertake the works within the agreed timeline. All reference checks were positive and indicated Rapid Map has a strong capability to perform the works under the contract.

The Tender Board has endorsed the recommendation of the Tender Evaluation Panel to award the contract to Rapid Map Services Pty Ltd. Attached is copy of the approved tender evaluation report.

Strategic Alignment

This report specifically addresses the following priorities of the Hobsons Bay 2030 Community Vision:

Priority 5: Activate sustainable practices

Priority 6: An accessible and connected community



20

Goal 1: An Inclusive, Resilient and Healthy Community

1.6 Work in partnership with key stakeholders to attract and advocate for the services needed in Hobsons Bay



3.3 Protect and enhance our coastal environment, biodiversity and natural areas, in partnership with major stakeholders and the community


This report and recommendation is consistent with Council’s Asset Management Policy and Action Plan.


The award of this contract to Rapid Map Services Pty Ltd is in accordance with section 186 of the Local Government Act 1989.


An operating budget of $1,350,000 excluding GST has been allocated for asset audits for these works in 2017-18. The value of this contract is $1,185,600 excluding GST.


The completion of the drainage condition survey will improve and assist in maintaining Council’s drainage assets. Council’s strategic asset management approach has positive environmental, social and economic impacts. Long term asset planning and timely renewal of infrastructure assets, facilities and open spaces will (i) extend the life of the asset base and provide safe, accessible, fit for purpose assets and networks for present and future communities, (ii) avoid increased replacement costs in the future due to the deferral of works and (iii) contribute to the health and wellbeing of the community.


All residents will be advised of works and project timelines. Project information will also be included in Council communications including the website.






21

8.3.2 Draft Sport and Recreation Policies for Exhibition

Directorate: Infrastructure and City Services Appendix: 3 1st Yellow

Purpose

To present the Draft Capital Development of Sport and Recreation Facilities Policy and the Draft Sport and Recreation Facilities – Licence, Lease and Hire Agreements Policy and recommend the policies be placed on exhibition for feedback.

Recommendation

That Council:

1. Note the Draft Capital Development of Sport and Recreation Facilities Policy and endorse its public exhibition for six weeks.

2. Note the draft Sport and Recreation Facilities – Licence, Lease and Hire Agreements Policy and endorse its public exhibition of six weeks.

3. Receive a further report following the exhibition period and final policies for adoption.

Summary

The Draft Capital Development of Sport and Recreation Facilities Policy (Attachment A) has been developed as a framework to guide Council’s investment in sport and recreation facilities. The Draft Sport and Recreation Facilities – Licence, Lease and Hire Agreements Policy (Attachment B) has been developed as a framework to establish agreements for the use of Council’s sport and recreation facilities.

It is recommended that the draft sport and recreation policies be placed on public exhibition for a period of six weeks for feedback, prior to finalisation and adoption by Council.

Background

Council is responsible for the provision and management of a large and diverse suite of sport and recreation facilities. These facilities are regularly used by sporting clubs, schools, community groups, residents and visitors for a range of sport, active recreation and passive pursuits. The Sport and Recreation Strategy 2014 identified a need to establish new and review existing policies pertaining to the development and use of Council’s sport and recreation facilities. Feedback on the development of the draft policies was sought from sport and recreation clubs and associations in May 2017.

Discussion

Draft Capital Development of Sport and Recreation Facilities Policy

The intention of the Draft Capital Development of Sport and Recreation Facilities Policy is to guide Council’s investment in sport and recreation facilities such as pavilions, sportsgrounds, tennis and netball courts, floodlights and cricket nets. The policy provides;

a framework for clubs to submit proposals for works and to make contributions towards the development of sport and recreation facilities

standards which describe what facilities Council will provide clubs.


22

Council receives regular requests from clubs to undertake improvements to the facilities they utilise. These requests include proposals for works not funded in Council’s capital works program including club funded projects and in-kind works. There is no policy in place to respond to such requests. The policy provides a framework for clubs to propose works and a framework for Council to consider these requests. The policy will not impact on the development of Council’s capital works program.

Draft Sport and Recreation Facilities – Licence, Lease and Hire Agreements Policy

The intention of the Draft Sport and Recreation Facilities – Licence, Lease and Hire Agreements Policy is to provide a framework to establish agreements with eligible groups for the use of Council’s sport and recreation facilities. The policy identifies the criteria that will be used to determine which groups are eligible to enter into an occupancy agreement, establishes a framework for the allocation of facilities, management of agreements and for determining the terms under which an agreement is offered.

The policy formalises existing practices and ensures a consistent approach to the development of occupancy agreements for sport and recreation facilities. Standard licence, lease and hire agreements will be developed that provide greater clarity on the roles and responsibilities of Council and clubs.

There will be resource benefits in officer and club time through the establishment of both policies. The policies will improve communication with clubs by assist in responding to common requests and questions from sports clubs. The development of both policies concurrently has ensured they are consistent and that the public exhibition process can be undertaken more efficiently.

Strategic Alignment


Priority 1: Visionary, vibrant, accountable urban planning

Priority 2: Community wellbeing and inter-connection



1.3 Ensure all community members will have access to quality community, sport and recreation facilities, cultural experiences and open spaces to encourage a healthy and active lifestyle



This report specifically addresses the following actions identified within the Sport and Recreation Strategy 2014:

establish a Capital Works Approvals and Contributions Policy for recreation and community facilities

establish standards for the development and maintenance of recreation and community facilities


23

review and update policies relating to the occupancy of Council’s recreation and community facilities


The Sport and Recreation Strategy, endorsed by Council in June 2014, identified the need for policies pertaining to the development and use of Council’s sport and recreation facilities.

This report presents the Draft Capital Development of Sport and Recreation Facilities Policy and the Draft Sport and Recreation Facilities – Licence, Lease and Hire Agreements Policy and recommends the draft policies be placed on exhibition for feedback.


Issues associated with risk have been explored through the development of the draft policies.

The Draft Capital Development of Sport and Recreation Facilities Policy aims to manage the financial risks associated with capital contributions from clubs by requiring that:

Council not act as guarantor on loans

clubs are required to demonstrate their capacity to make a contribution

contributions are to be paid before a construction contract is awarded

written agreements must be entered into for all contributions

projects with an unacceptable level of financial risk will not be approved

In the past some clubs have undertaken in-kind works on Council facilities without Council approval. As the owner of these facilities, Council has obligations under the Occupational Health and Safety Act 2004 to ensure the health and safety of people so far as reasonably

practicable. There are also some examples where such arrangements have resulted in damage to Council property and Council intervention is required to remedy poor workmanship.

The Draft Capital Development of Sport and Recreation Facilities Policy aims to manage the risks associated with clubs undertaking in-kind works by requiring that:

Council approve all works

Council supervise and / or manage all works at an appropriate level

works with an unacceptable level of risk will not be approved

all works must be undertaken in accordance with relevant laws and standards

The Draft Sport and Recreation Facilities – Licence, Lease and Hire Agreements Policy will help Council and clubs better manage risks by clearly defining roles and responsibilities for the use and occupancy of Council’s sport and recreation facilities.


Council’s investment in sport and recreation facilities is forecast to exceed $61 million over the next 10 years. The Draft Capital Development of Sport and Recreation Facilities Policy will help Council determine what it is prepared to fund and what facilities should be funded by others. This will help inform forward budget planning and manage expectations of sporting clubs and associations

Council’s capacity to generate revenue to fund its capital works program has been impacted by rate capping. The Draft Capital Development of Sport and Recreation Facilities Policy supports clubs making financial and in-kind contributions to the capital development of sport and recreation facilities. This approach will reduce the financial burden on Council to fund all


24

improvements and assist in attracting additional funding from the State Government and other sources.

There are resource requirements for Council in approving and supervising in-kind and club funded works that will need to be considered when approving works.


Council has obligations under the Health and Wellbeing Act 2008 to seek to protect, improve

and promote public health and wellbeing. The provision of facilities that encourage the community to participate in sporting, recreational and community activities is a fundamental role of Council. Vic Health research has found that local government areas with higher availability of sports facilities recorded higher levels of participation.

Sports clubs make a significant contribution to the health and wellbeing of the community. Participation in organised sport is associated with better physical health and improved social, emotional and psychological wellbeing.

Research undertaken by AFL Victoria and La Trobe University found that the ‘community reach’ of a club is significant and extends beyond the players, coaches, administrators and volunteers within the clubs. It was found that for every one player, football clubs reach 10 people in their community. Using the Social Return on Investment (SROI) approach, this research also found that for every $1 spent to run an average community football club $4.40 worth of benefit is generated in society.


Feedback on the development of the draft policies was sought from sport and recreation clubs and associations in May 2017.

The next step in the development of the final policies is to place the draft policies on public exhibition for a period of six weeks commencing October 2017. The public exhibition period will include consultation via Council’s web site. Copies of the draft policies will also be sent to sport and recreation clubs along with an invitation to meet with Council officers to provide feedback.

Feedback received during the public exhibition period will be considered when finalising the policies for adoption by Council.






25

8.3.3 Proposal to lease Williamstown Dressing Pavilion located at 26 Esplanade, Williamstown and the Rotunda located at 26A Esplanade, Williamstown

Directorate: Infrastructure and City Services Appendix: 4 1st Blue

Purpose

To seek Council approval to commence the statutory procedures to publicly advertise its proposal to enter into 21 year leases for the premises known as the Williamstown Dressing Pavilion located at 26 Esplanade, Williamstown (the Pavilion Premises) and the Rotunda located at 26A Esplanade, Williamstown (the Rotunda Premises), as shown on the plan attached as an appendix.

Recommendation

That Council acting under section 190 of the Local Government Act, 1989 (the Act) and subject to the statutory procedures outlined below, resolves:

1. To publicly advertise its intention to enter into separate leases in respect of the Pavilion Premises and the Rotunda Premises on the following terms and conditions:

1.1 a lease term of twenty-one (21) years; 1.2 the commencing rent to apply under each lease, and the method(s) of

rent review to apply during the first 10 years of the leases will be determined through the public procurement process;

1.3 a market rent review will be conducted at the commencement of years 11 and 16;

1.4 The rent will be reviewed annually by CPI from the commencement of year 12 (other than at year 16);

1.5 the lessee to carry out substantial works to fit out the premises at the start of the lease;

1.6 the permitted use to be as follows:

in respect of the Pavilion Premises – Licensed restaurant and function centre; and

in respect of the Rotunda Premises – Licensed café and kiosk. 1.7 the lessee to be responsible for all rates, taxes, charges and levies

imposed during the lease period and any additional taxes which may be introduced during this period.

2. Authorise the Chief Executive Officer of Council or his delegate to prepare and give public notice of the proposed leases in accordance with section 190(3) and 223 of the Act.

3. In respect of each premises, if no submissions are received in accordance with section 223(1)(b) of the Act, by instrument of delegation sealed by Council pursuant to Section 98(1) of the Act delegate to the Chief Executive Officer or his delegate to negotiate and enter into a lease for those premises on the above terms and conditions, and to do anything incidental or ancillary to the above including executing all necessary documents to implement the required process and executing the lease.


26

4. In the event submissions are received, note that a further report will be presented to Council to enable a consideration of the submissions in accordance with section 223 of the Act.

Summary

This report proposes Council commence the statutory procedures to publicly advertise its intention to enter into 21 year leases for the Pavilion Premises and the Rotunda Premises under the Local Government Act 1989 (the Act).

Background

The Pavilion Premises and the Rotunda Premises are situated on Crown land with Council appointed as Committee of Management under the Crown Land (Reserves) Act 1978

(CLRA).

As Committee of Management, and subject to Ministerial approval, Council has the power to grant a lease of the premises for a period up to 21 years under section 17D of the CLRA.

Discussion

On 9 March 2017 Council applied to the Department of Environment, Land, Water and Planning (DELWP) for a Grant and Purpose approval to enter into 21 year leases for the Pavilion Premises and the Rotunda Premises. DELWP wrote to Council on 3 April 2017 providing Ministerial approval for the grant of the leases. Under the CLRA further Ministerial approval of the terms and conditions of the leases will be required, once these have been finalised. Council has conducted an expression of interest (EOI) campaign to lease the Pavilion Premises and the Rotunda Premises. The EOI campaign commenced on 26 April 2017 and closed on 23 May 2017, and Council has shortlisted entities that responded to the EOI. Council is currently conducting a Request for Proposals process, seeking proposals from shortlisted entities to lease the respective premises. While this process is being undertaken, it is proposed that a concurrent process be progressed for the public advertising of Council’s intention to lease.

Strategic Alignment







27


The proposal to lease the Premises will be undertaken in accordance with the provisions of the Act.


Advice has been sought from Council’s solicitors concerning progressing the public advertising currently with the Request for Proposals process. Council was advised that it is in order for Council to run the public advertising process concurrently.

Council’s power to lease land is restricted by Section 190 of the Act. Section 190 of the Act provides that where a lease is:

1. For one year or more and the rental during the term (or market rental) is $50,000 or more a year; or

2. For ten years or more; or

3. A building or improving lease

Council must give public notice of its intention to enter into such lease and consider any submissions received in accordance with Section 223 of the Act. Council’s notice must specify the period during which submissions may be made, which must be at least four weeks from the date on which the notice was given.

If submissions are received, Council must take into consideration the submissions prior to resolving whether or not to grant the lease, and must notify submitters in writing of the Council decision and the reason for the decision.


In relation to each proposed lease, as the lease term will be greater than 15 years, and the lease will require the lessee to undertake substantial works, the lease will not be subject to the provisions of the Retail Leases Act 2003.


There are no environmental, social or economic impacts with the proposal to lease.


The provisions of Section 190 of the Act require Council to undertake community consultation and public advertising of the proposal to lease.


Section 80C of the Act requires members of Council staff and persons engaged under contract to provide advice to Council, to disclose any direct or indirect interest in a matter to which the advice relates. Council officers involved in the preparation of this report have no conflict of interest in this matter.


28

8.3.4 Response to Joint Letter – Council’s Submission to the Inquiry and Advisory Committee on the West Gate Tunnel Project

Directorate: Infrastructure and City Services

Purpose

To respond to the joint letter received from the Spotswood South Kingsville Residents Group Inc. and the Brooklyn Residents Action Group Inc. pertaining to the Council’s Submission to the Inquiry and Advisory Committee (IAC) on the West Gate Tunnel Project (WGTP).

Recommendation

That Council:

1. Write to the lead correspondents noting Council’s consideration of the issues outlined in the joint letter in the development of the Council’s submission to the IAC on the WGTP.

2. Acknowledges the advocacy commitment made by both the Spotswood South Kingsville Residents Group Inc. and the Brooklyn Residents Action Group Inc. towards the WGTP.

Summary

On 27 June 2017 at the Ordinary Council Meeting Council received a joint letter received from the Spotswood South Kingsville Residents Group Inc. and the Brooklyn Residents Action Group Inc. in relation to Council’s Submission to the Inquiry and Advisory Committee (IAC) on the Environment Effect Statement for the WGTP. Council resolved:

That Council: 1. Receive and note the joint letter received in relation to Council’s Submission to the Inquiry and Advisory Committee (IAC) on the Environment Effect Statement for the West Gate Tunnel Project. 2. Receive a report on this matter at a future Council Meeting.

On 27 June 2017 at the Ordinary Council Meeting Council considered the WGTP Environmental Effects Statement Submission and resolved:

That Council: 1. Incorporates into its submission:

a) truck bans in Millers Road except for trucks which originate or terminate in Brooklyn and Altona North b) monitoring stations for air quality to become permanent and form part of the EPA monitoring network c) lighting along Federation Trail

2. Endorse this formal submission to the West Gate Tunnel Project EES noting that Council will present in support of this submission to the Inquiry and Advisory Committee providing further detail. 3. Call upon the State Government for an increase in public transport services, both train and bus services, throughout the construction period for the West Gate Tunnel Project to alleviate


29

an increase in congestion and significant disruptions to road based transport, and take the opportunity to implement behavioural change outcomes for communities along the West Gate Freeway that are car dependant and have poor public transport options. 4. Continues to advocate that should the project proceed, the planting of new vegetation, construction of new noise walls and the active transport linkages proposed as part of the West Gate Tunnel Project be delivered as early as possible.

The purpose of this report is to acknowledge the items detailed in the joint letter and note that these have been considered in the development of the Council’s submission to the IAC.

Background

Both the Spotswood South Kingsville Residents Group Inc. and the Brooklyn Residents Action Group Inc. have been proactive in advocating on behalf of the their communities in response to the WGTP.

Council’s submission to the IAC has been informed through engagement with a range of community organisations, residents and authorities to understand the impacts and opportunities as a result of the project.

Discussion

The Spotswood South Kingsville Residents Group Inc. and the Brooklyn Residents Action Group Inc. have maintained contact with Council to discuss their concerns with the project and to seek guidance and information where relevant. The Spotswood South Kingsville Residents Group Inc. conducted a forum earlier in 2017 which included a range of technical experts including air quality, noise and traffic impacts to communities as a result of major infrastructure projects such as the West Gate Tunnel.

Strategic Alignment







1.3 Ensure all community members will have access to quality community, sport and recreation facilities, cultural experiences and open spaces to encourage a healthy and active lifestyle


2.1 Protect and promote public health and community safety


2.5 Work with all levels of government and other stakeholders to improve our transport network and to address gaps and capacity in public transport, our roads, foot paths and cycle routes


30


3.1 Work with all levels of government, key stakeholders and the community to ensure urban development is appropriate and considers neighbourhood character and heritage

Council’s IAC submission is consistent with a number of key strategic plans and policies pertinent to traffic management, public open space and sport and recreation facilities and services, environment protection and enhancement, social connectedness and economic development. Council has received a number of reports since the inception of the WGTP in 2015.


Council has received a number of reports relating to the WGTP.


Risks, legal and statutory obligations for Council have been considered in the development of the WGTP submission to the IAC.


No long term capital works implications have been identified at this stage however this will continue to be monitored as the project details progress. Council’s advocacy activities in response to the WGTP are being supported through the current operation budget.


Environment, social and economic impacts have been considered and detailed in the WGTP submission to the IAC.


The Community Engagement Framework has been applied through the development of Council’s response to the WGTP. Significant community consultation has occurred including drop in information sessions, meetings with community groups, businesses and residents and Council’s website is regularly updated ensuring the current project information is available. Officers maintain regular contact with the Project Team as well as the project contractor.






31

8.3.5 Response to Petition - Central Avenue and Point Cook Road Precinct Safety Concerns

Directorate: Infrastructure and City Services

Purpose

To provide Council with a copy of the petition provided to the Legislative Assembly of Victoria drawing attention to safety concerns at the Central Avenue and Point Cook Road roundabouts and intersections.

Recommendation

That Council:

1. Write to the Minister for Roads, The Hon. Luke Donnellan acknowledging the safety concerns as identified by residents noting Council’s support for urgent action to address the current Central Avenue and Point Cook Road Precinct road network safety and traffic issues.

2. Write to the lead petitioner acknowledging the petition and detailing Council’s advocacy to VicRoads and the Minister for Roads specifically in relation to Central Avenue and Point Cook Road Roundabouts and Intersections.

Summary

On 11 July 2017 Council received a copy of the petition lodged with the State Government in relation to pedestrian and safety issues at the intersection of Point Cook Road (northern end) where it intersects with Central Avenue and the Westgate Freeway entrance/exit in Altona Meadows. The petition draws to the attention of the House:

That there is a serious pedestrian safety issue at the Central Avenue and Point Cook Road Roundabouts and Intersections.

The petitioners therefore request that the Legislative Assembly of Victoria.

Seeks that VicRoads undertake urgent action in developing safe pedestrian access across the Point Cook Road and Central Avenue Precinct to ensure the safety of local residents that live and traverse this high traffic road intersection.

Council resolved to: 1. Receive and note the petition in relation to pedestrian safety concerns at the Central Avenue and Point Cook Road intersection. 2. Receive a report on this matter at a future Council meeting.

The purpose of this report is to provide Council with a copy of the petition (Appendix A) and receive an update on Council’s advocacy being undertaken with the respective authorities to investigate and address these issues.

Background

Increasing traffic congestion, pedestrian and cyclist safety concerns at the Central Avenue and Point Cook Road intersections have increased over recent years. Council has continued to advocate to VicRoads on a number of specific issues relating to the capacity, safety and


32

functionality of the Central Avenue and Point Cook Road noting these are arterial roads and therefore the responsibility of VicRoads.

Consistent with the March 2016 Hobsons Bay Grade Separation Principles Council has sought through various advocacy activities to collaborate with VicRoads, Wyndham City Council, Transport for Victoria and the Level Crossing Removal Authority to ensure that a precinct or broader network approach is applied. The community through various methods has raised their concerns with Council and other respective authorities over a number of years seeking resolution to the progressively worsening situation.

Discussion

In addition to the issues outlined in the petition received a number of key issues have been identified within the Point Cook Road/Central Avenue Precinct including:

road capacity, increasing traffic volumes and the length of time spent sitting in cars waiting for traffic movement

resident access to and from Point Cook Road into private properties and side streets

pedestrian and cyclist safety, access and connectivity particularly noting the lack of formalised crossings at the Point Cook Road and Central Avenue intersection

road configuration for the Westgate Freeway off-ramps causing traffic banking onto the Freeway

inadequate Point Cook Road crossings particularly connecting with existing bus stops

Council officers, through various forums and advocacy, have raised these issues with VicRoads, the Level Crossing Removal Authority, Transport for Victoria and Wyndham City Council.

A review of the five year accident history up to the end of 2016 for the Point Cook Road/Central Avenue roundabout and 50m on each approach shows 16 accidents including two serious and 14 other injury accidents. Two of these involved pedestrians. This accident history indicates that further consideration of safety improvements is required at the roundabout. Point Cook Road, south of the roundabout carries approximately 28,000 vehicles per weekday.

Additionally, Point Cook Road in Seabrook is consistently rated one of the most congested roads in Melbourne, ranked at number seven in the 2016 RACV Redspot Survey and also featuring prominently in the 2014 (2nd) and 2012 (3rd) polls. It was the only location in the western suburbs to feature in the top 10 of the 2016 Redspot Survey.

In late 2016 officers participated in a series of workshops with VicRoads, the Level Crossing Removal Authority, RACV, Public Transport Victoria and Wyndham City Council to discuss the current and emerging issues within this precinct. VicRoads led this process and have continued to progress the development of a business case to be submitted to state government late 2017 seeking funding support through the 2018-19 state budget. Specifically this business case aims to:

establish formalised treatments for pedestrians and cyclists at the Point Cook Road and Central Avenue intersection

provide alternative Freeway off-ramps into Point Cook Road to reduce the bank-up of traffic on the Freeway and reduce conflict with local traffic and access

increase capacity on the Point Cook Road overpass for vehicles, pedestrians and cyclists.

provide an alternative on-ramp to the Freeway from the Point Cook Road overpass and


33

provide an alternative solution to remove the existing Freeway off-ramp through the Aviation Road Laverton Activity Centre

The Level Crossing Removal Authority proposes to commence community engagement and design development of the Aviation Road Level Crossing Removal in late 2019. As detailed in Council’s March 2016 Grade Separation Principles, Council supports a precinct planning approach and this is imperative in light of the identified Point Cook Road and Central Avenue intersection issues. A whole of network planning approach is required particularly in light of the Point Cook projected residential development growth. The Central Avenue/Point Cook Road Precinct is a regional, multi-agency issue given its location on the boundary of Hobsons Bay and Wyndham Cities, arterial road and a principle public transport route. This precinct also serves as one of the few entry and exit points to Point Cook, Laverton, Altona Meadows and Seabrook from the Princes Freeway.

In November 2016 the State Government called for expressions of interest for a $1.8 billion western metropolitan package of the Outer Suburban Arterial Roads (OSARs) Program that includes eight road upgrades (mostly within the Wyndham Council area) with maintenance on more than 700 kilometres of road from Werribee to Footscray. Tenders for these works are currently being assessed by VicRoads with a decision expected by the end of 2017 and construction commencing in early 2018. VicRoads is maintaining regular discussions with Council officers with regard to this package providing an opportunity for Hobsons Bay input noting the broader regional network implications. This package will improve road pavement conditions and capacity through 30 kilometres of lane duplication with intersection upgrades, including the dduplication of Palmers Road and Dunnings Road (approximately 3 kilometers) between Princes Freeway and Point Cook Road, from two to six lanes on Palmers road (including a bus lane), and two to four lanes on Dunnings Road.

Council, in responding to the announced OSAR package, called for the duplication and upgrade of Point Cook Road to be included in the package given its long history of traffic congestion, road safety issues and lack of adequate capacity. In response VicRoads have advised that they have no immediate plans to duplicate Point Cook Road, and that their preferred through traffic route to access the freeway will be via the upgraded Dunnings and Palmers Roads. Council has requested information on how traffic currently using Point Cook Road will be encouraged to take this less direct route and the traffic modelling for Point Cook Road and the key intersections, including at Central Avenue to demonstrate the potential impacts. This will inform the consideration of the options for the Central Avenue / Point Cook Road intersection and the freeway ramps to Point Cook Road described above.

Strategic Alignment






2.5 Work with all levels of government and other stakeholders to improve our transport network and to address gaps and capacity in public transport, our roads, footpaths and cycle routes


34


4.1 Collaborate with all levels of government, service providers, not for profit organisations and the private sector to address the concerns of our community


Council received the Hobsons Bay Draft Integrated Transport Plan (DITP) 2017-30 at the Ordinary Council Meeting on 8 August 2017. This plan aims to mould interrelated travel methods into a more connected, sustainable and co-ordinated system. The DITP is developed around two separate goal areas: neighbourhood and regional. The advocacy being undertaken in response to the current Central Avenue/Point Cook Road Precinct issues are consistent with the objectives of the DITP.


Statutory obligations and risks have been considered in the consideration and resolution to the identified issues with the current Point Cook/Central Avenue/Aviation Road Precinct. While VicRoads are directly responsible for these arterial roads, functionality and safety, there is multi-agency interest within this precinct and collective objectives to ensure an effective, inter-connected traffic and transport network.


Council operational resources, specifically officer time has been invested in the further investigation of these issues and advocacy with the respective authorities. There is no allocation of funding within Council’s long term capital works program for this precinct and no identified need for Council investment at this stage.


Environmental, social and economic issues have been considered in the further investigations and discussions with the respective authorities. Council notes the social impacts of this increasing congested network and the safety risks for pedestrians and cyclists particularly. Consideration has also been given to the Aviation Road Activity Centre and Council is currently investigating this further through engagement and consultation with the community and traders.


Council has not undertaken any formal community consultation or engagement on the resolution of these issues but is aware that VicRoads has recently undertaken a survey particularly seeking information pertinent to the precinct use, frequency, purpose and issues. VicRoads are currently undertaking the analysis of these surveys.


Section 80C of the Local Government Act 1989 requires members of Council staff and persons engaged under contract to provide advice to Council, to disclose any direct or indirect interest in a matter to which the advice relates.



35

8.3.6 Response to Petition – Belmar Avenue, Altona

Directorate: Infrastructure and City Services Appendix: 5 2nd Pink

Purpose

To respond to the petition received regarding speeding and parking issues occurring in Belmar Avenue, Altona.

Recommendation

That Council:

1. Review the existing seven (7) rubber speed cushions in Belmar Avenue between Grieve Parade and Fenfield Street and the single speed cushion in Fenfield Street between Belmar Ave and Merlow Street, Altona.

2. Undertake an audit of public street lighting along Belmar Avenue and Fenfield Street to Merlow Street to identify areas of low illumination.

3. Conduct traffic speed-volume surveys along Belmar Avenue and Fenfield Street to Merlow Street.

4. Advise the lead petitioner and residents of Belmar Avenue the outcome relating to speed cushions, traffic islands and signage.

Summary

Council received a petition dated 10 July 2017 containing eight signatures from residents of Belmar Avenue, Altona outlining the following concerns:

the ineffectiveness of the existing rubber speed cushions along Belmar Avenue in addressing the occurrence of speeding in the street

the traffic islands located on both approaches to the bend and their signs are continually being damaged by speeding vehicles

opposition toward Council’s proposed installation of ‘No Stopping’ parking signs along the bend

Since 1988 Council has conducted parking and traffic volume surveys in response to speeding concerns. The results show that volumes and speeds have progressively been decreasing. There has similarly not been any recorded serious accidents in Belmar Avenue, Altona.

Background

The residents adjacent to the bend in Belmar Avenue were consulted via a letter dated 24 January 2017, outlining Council’s intention to reinforce the existing statutory No Stopping restrictions which apply along the bend. Among the 14 residents to whom the letter was delivered, four replied expressing their opposition to the installation of signs.

The statutory No Stopping restrictions, currently make it illegal to park along the bend (i.e. adjacent a solid white centre line; Road Rule 208 (6). The bend needs to be kept clear of parked vehicles for road safety reasons. There are 13 vehicle crossovers serving as access points to properties located within the bend as well as an access-way to Ford Reserve


36

(Appendix A). Banning parking on only one side of the street would not provide sufficient road space to reduce the potential for a collision at the bend due to poor visibility of approaching traffic.

Discussion

Three among the 14 Belmar Avenue residents were consulted in relation to Council’s proposal to formalise the existing statutory No Stopping restrictions along the bend in the road. The residents have expressed their objection to the installation of the signs on the basis that:

it will encourage speeding

the traffic islands situated at either sides of the bend are an obstacle and should be removed

the current series of rubber speed cushions along the full length of the street are ineffective and should be replaced with asphalt speed humps

Consecutive traffic volume and speed surveys were undertaken in 1988, 1998, 2008 and 2016. The results of the surveys show traffic speeds and volumes in Belmar Avenue have consistently decreased as shown in the figures below.

Year of survey

Volumes (vehicles per day)

Increase ‘+’ / decrease ’-‘ 85th percentile speed

(Km per hour)

1988 1,260 vpd (base year) -----

1998 1,136vpd -9.8% decrease 55.0kph

2008 846 vpd -26% decrease - 33% (since 1988)

60.1kph

2016 443 vpd - 48% decrease - 65% (since 1988)

39.8kph

In 1988, traffic volumes in Belmar Avenue were measured at 1,260 vehicles per day. In 2008, prior to the installation of speed humps in 2009, volumes decreased by 33 per cent to 846vpd. Most recently in 2016, traffic surveys were undertaken outside property no. ‘56’, which show volumes have further decreased to 443vpd (almost halved). The corresponding 85th percentile speed was recorded at 39.8kph; 10kph lower than the default speed limit of 50kph. Based on the traffic survey results, the problem cannot be deemed to be a systemic speeding issue.

According to the road hierarchy, Belmar Avenue is classified as a ‘local street’ and is designed to carry traffic volumes in the range from 2,000 to 3,000 vehicles per day based on the street configuration. Traffic volumes in Belmar Avenue have been recorded at approximately 500 vehicles per day, which falls well below the threshold range for a local residential street.

The purpose of Council’s previous proposal to install No Stopping signs is to reinforce the existing statutory requirement along the bend. The installation of the No Stopping parking signs is intended to help reinforce the existing statutory No Stopping restrictions which apply along the bend in the road. The severity of the bend in the road would necessitate the banning of parking, irrespective of the presence of traffic islands. No loss of parking will occur from this proposal.

The rubber speed cushions which currently exist in Belmar Ave are usually installed as a temporary traffic management measure; predominantly on bus routes. However, they have a


37

limited design life and are currently showing signs of wear and tear. The extent of deterioration of the existing rubber speed cushions will require renewal.

‘Physical’ traffic islands were installed (in preference to painted islands), due to the acute angle of the bend in Belmar Avenue in comparison to most roads which follow a less severe curvilinear bend (Appendix A).

The traffic islands offer a number of benefits. They assist to keep vehicles as far to the left-hand side of the road as possible and therefore away from each other’s path of travel. They are visual, serve to slow-down and to forewarn motorists of the bend ahead. To ensure traffic treatments are adequately illuminated at night, a review of the street lighting along the street will be undertaken.

The traffic island located outside number 48 and 49 has a speed hump whilst the corresponding traffic island outside numbers 54 and 55 does not. It is important to note that the four signatories of the petition residing at numbers 52, 54, 56 and 58 are situated adjacent the island without a speed cushion.

The problem cannot be deemed to be a systemic speeding issue where Belmar serves as an attractive bypass or shortcut route, particularly when speeds and volumes have consistently been decreasing. The problem is not considered a high speed or high volume issue, rather poor driver behaviour. The acuteness of the angle of the bend in the road necessitated the installation of the traffic islands. The removal of the islands in addition to the prohibition of parking will encourage unrestrained speeding around the bend.

To address the signatories speeding concerns, it is recommended Council review the option of replacing the existing speed cushions with permanent speed humps at appropriate locations and spacing in conformance with the Australian Standards.

Strategic Alignment





3.2 Deliver and maintain well-designed, accessible and environmentally sustainable community assets.


A short term priority of the Strategic Action Plan – Planning and Policy from the Hobsons Bay Integrated Transport Strategy (Dec 2006) is: 4.4 Use community consultation to identify priority investments The Hobsons Bay Road Safety Strategy 2011-13 aims to reduce injury and death for each road user group by analysis and to assist Hobsons Bay City Council in coordinating its efforts with respect to Road Safety with those of the Victorian Government, Victoria Police, VicRoads, and community groups and to encourage people to use roads more safely.


38


The responsibility for enforcing parking restrictions is Council’s Local Laws Branch, in accordance with Road Safety Road Rules (Victoria) 1999.


The cost of installing and replacing the speed cushions or traffic islands would need to be referred to the Capital Works program for consideration.


This parking proposal protects and enhances residential parking amenity by enhancing road safety conditions.


The lead petitioner and residents of Belmar Avenue will be advised of the outcome.






39

8.4 Corporate Services

8.4.1 Contract 2017.44 – Bill Payment Service


Purpose

To award Contract No. 2017.44 for Bill Payment Service.

Recommendation

That Council award Contract No. 2017.44 for Bill Payment Service to Australian Postal Corporation for a period of three years with two one year extension options at an estimated value of $511,500 (GST inclusive), based on the Schedule of Rates tendered.

Summary

Council currently has and is required to continue providing a comprehensive method of collecting rates, sundry debtors and animal registration payments. Municipal Association of Victoria (MAV) Procurement were engaged to conduct a tender process for a contract to deliver value for money services, via a collaborative procurement arrangement for 63 Victorian councils.

MAV Procurement’s tender specification was designed to continue to provide consumers the choice of paying Council’s accounts over the counter at agency outlets, by post, over the internet or by phone. The service will also continue to enable the transfer of funds collected into Council’s bank account and the relevant information into Council’s databases on a daily basis. The MAV Procurement contract reflects the requirements of the local government sector.

Australia Post has been awarded the contract by MAV’s Procurement, based on their experience, ability to service the contract and receiving the highest weighted score. Council can choose to join this collaborative procurement contract.

Background

Australia Post is Council’s incumbent service provider for bill payment services. They have performed well in providing these services over the past 15 years and have met Council’s requirements in terms of value for money and customer satisfaction. The analysis undertaken from their schedule of rates discloses that there are no significant increases in price from the previous contract.

Discussion

The MAV’s tender evaluation panel assessed the two submissions received against non-price qualitative criteria. Both tenderers were able to satisfactorily demonstrate services offered, experience and past performance. However the unsuccessful submission did not offer over the counter services at local agencies for the receipting of Council funds.

Whilst the MAV’s evaluation did not include an assessment on price, Council’s own tender evaluation panel was able to obtain pricing in relation to the preferred tenderer, Australia Post, via a provided schedule of rates. An analysis of the rates of the unsuccessful tenderer was not able to be conducted.


40

Strategic Alignment

This report specifically addresses the following priority of the Hobsons Bay 2030 Community Vision:



4.2 Be a more efficient and effective organisation by having a strong focus on continuous improvement, innovation, strategic planning and responsible financial management


Bill payment services that provide consumers with the choice of paying Council’s accounts in a variety of methods also aligns to the Council’s customer Focus Strategy 2016-18. In particular objective 2.3 ‘to ensure that our services are easy to use and accessible’ and objective 3.1 ‘to ensure our technical solutions are customer focused and user friendly’.


The awarding of contract 2017.44 for Bill Payment Service to Australia Post through a collaborative procurement framework complies with Councils Procurement Policy.


The awarding of contract 2017.44 for Bill Payment Service to Australia Post through a collaborate procurement framework complies with section 186 of the Local Government Act

1989, which stipulates that a Council must publically advertise and invite tenders for services over the value of $150,000 as fixed by an Order in Council.


The estimated yearly spend on bill payment services of $170,500 has been included within Council’s operational budget for 2017-18.


The tender evaluation report for contract 2017.44 – Bill Payment Service was presented to Council’s Tender Board on 7 August 2017. The Tender Board agreed with the tender evaluation panel’s recommendation to award the contract to Australian Postal Corporation subject to Council approval.






41

8.4.2 Financial Report – Year Ended 30 June 2017

Directorate: Corporate Services Appendix: 6 2nd Green

Purpose

To inform Council of the interim financial results for the year ended 30 June 2017.

Recommendation

That Council note the interim financial report for the year ended 30 June 2017.

Summary

The interim financial report for the year ended 30 June 2017 and a detailed report on the position of the capital works program are attached as an appendix. The financial results are yet to be finalised and are subject to finalisation of the audit. Council’s Audit Committee, at its meeting held on 30 August 2017, received and noted the financial report for the year ended 30 June 2017, in conjunction with the audited ‘draft’ financial report.

The interim operational surplus for 2016-17 is $23.589 million compared to the original operational budget of $15.62 million. The increased surplus of $7.969 million is largely a result of additional income ($8.566 million) received throughout the year, much of which has been transferred to reserves to ensure that they are used for their intended purposes.

Whist operational expenditure was over budget by $597,000 this includes additional depreciation (non-cash) of $1.756 million and additional projects transferred from the capital budget ($604,000), which is a transfer of costs rather than an additional cost. In effect, this is a further operational savings of over $1.7 million in 2016-17 identified as a result of Council’s efficiency and cost saving program.

The result of the capital works program is a forecast net surplus of $590,000, when compared to budget. This result considers additional income and carryovers between financial years.

Despite the increased operational surplus and capital works surplus, a balanced financial (rate determination) result continues to be calculated. It is pleasing that the balanced result is achieved whilst a net amount of $7.059 million has been held aside in the infrastructure reserve for use against future capital works and funding shortfalls in Council’s Long Term Financial Plan (LTFP).

Quarterly financial reporting provides accountability and transparency in relation to Council’s operations and capital works. Council budgets are subject to internal scrutiny, driven by regular reports to the Corporate Management Team and meetings with managers. The financial report demonstrates that Council is in a sound financial position and is financially sustainable in the short and medium term.

Background

The overall financial results is an improvement when compared to budget. Council’s long term financial plan (LTFP) has been updated and highlights that Council remains in a reasonable financial position and is financially sustainable in the short to medium term.


42

Whilst the result in 2016-17 shows a strong operational surplus, it should be noted that surpluses are expected to decline in future years of the LTFP. When compared to previous financial plans, projected income has been dramatically reduced as a result of rate capping.

There is also limited future movement predicted in relation to income funding streams such as contributions, operating grants, user charges and fees. Council needs to address these issues, which in turn impacts Council’s ability to maintain critical community assets.

Council will continue to monitor the impact of the financial results in relation to Council’s overall financial viability. Current LTFP has been revised to include future forecasts of rating levels increasing in line with the 2 per cent cap announced by the Minister for Local Government in December 2016.

Council is continuing its efficiency and cost saving program, which resulted in savings of $3 million in 2014-15, $2 million in 2015-16 and a further $1.7 million in 2016-17. Many of these efficiencies and savings will continue on an ongoing basis and are helping Council remain financially sustainable in the rate capping environment. Despite these savings, service levels are generally being maintained.

Strategic Alignment



The interim financial report is directly aligned to Council’s annual budget, long term financial plan, strategic resource plan and capital works program.


Council considers quarterly financial reports at the end of the September, December (mid-year budget review), March and June (year-end) financial periods. The financial report for the year ended 30 June 2017 is the fourth report considered as part of the 2016-17 financial year.


It is good financial practice and a requirement of the Local Government Act 1989 (the Act)

that Council is presented with regular reports on its financial performance and position during the year.

Section 138 of the Act requires that a set of financial statements be presented to an open Council meeting on a quarterly basis.


The operational budget surplus for 2016-17 of $15.62 million was increased to an interim surplus of $23.589 million.

The increased surplus of $7.969 million is largely a result of additional income ($8.566 million) received by Council. The most significant of these relate to open space contributions ($2.631 million), early receipt of half of next year’s Victorian Grants Commission funding ($1.325 million), planning and subdivision fees – as a result of the new State Government approved fee structure to ensure that applicants covered a greater percentage of the cost to provide planning services ($628,000), interest and investments ($536,000) and the amount initially raised as rates ($462,000). It should be noted that a significant amount of the


43

additional income has been transferred to reserves to ensure that it is used for their intended purpose.

The balanced financial result is reflected in the rate determination statement, which is calculated by adding non-operational items such as capital expenditure, loan principal repayments and reserve transfers to the operational result and removing non-cash items such as depreciation. A balanced financial result has been achieved and includes a net amount of $7.059 million (an increase of $5.672 million over budget) to be held aside in the infrastructure reserve for use against future capital works and funding shortfalls in Council’s LTFP.

The summary cash flow statement indicates that Council’s cash and investment balance were $58.371 million as at 30 June 2017 compared to the budget of $41.082 million and the revised forecast of $51.489 million determined at the March quarterly review. The increased level of cash at year end when compared to the budget ($17.289 million) is generally a result of:

improved operational result for 2016-17, particularly after the increased depreciation (non-cash) is removed ($9.725 million), although much of this relates to income that has been quarantined in reserves for future use

improved financial result in 2015-16 determined after the budget for 2016-17 was adopted, in particular additional open space contribution income ($1.17 million) and decreased materials and services ($922,000)

net capital works to be carried over to next year’s program ($3.924 million)

adjustments to the balance sheet at year end, particularly in relation to an increase in current liabilities ($4.091 million)

It is important to note that Council’s cash reserves are also increasing to cover future loan principal repayments, waste requirements (both of which are held in reserve) and growing future creditor and employee leave commitments. In addition, operational and capital works savings are being transferred to an infrastructure reserve to fund future years capital works shortfalls. Therefore increasing cash reserves should not be seen as an opportunity to increase spending.

The working capital ratio (current assets/current liabilities) indicates the amount that Council's short term assets exceed its short term obligations and thus Council’s ability to fund its short term operations. This ratio was 215 per cent at 30 June 2017 compared to the original budget of 180 per cent. A current ratio over 100 per cent generally indicates a manageable short term financial position.

Capital Works Result

The result of the capital works program is a net surplus of $590,000 compared to budget.

Capital Works Expenditure for the year ended 30 June 2017 was $30.417 million compared to the budget of $34.574 million and the forecast of $32.368 million determined at the March quarterly review. The reduced expenditure compared to budget is mainly due to capital expenditure that will be delayed until next financial year.

Capital Income for the year ended 30 June 2017 was $3.026 million compared to the budget of $3.22 million and the forecast of $3.064 million determined at the March quarterly review.


44


Council’s Audit Committee, at its meeting held on 30 August 2017, received and noted the financial report for the year ended 30 June 2017, in conjunction with the audited ‘draft’ financial report.






45

8.4.3 Draft Annual Financial Report 2016-17

Directorate: Corporate Services Appendix: 7 2nd Yellow

Purpose

To present the draft annual financial report for the year ending 30 June 2017, including the performance statement, for in-principle approval and to nominate two Councillors to certify the financial report in their final form.

Recommendation

That Council:

1. In accordance with section 132(2) of the Local Government Act 1989, gives approval in-principle to the annual financial report for the year ending 30 June 2017, including the financial and performance statements.

2. Authorise the Chief Financial Officer to make any immaterial changes to the annual financial report for the year ending 30 June 2017, recommended or agreed to by the Auditor-General, provided that such changes do not materially change the outcome for the year or the financial position of Council.

3. Pursuant to section 132(5) of the Local Government Act 1989, nominate the Mayor, Cr Sandra Wilson and the Deputy Mayor, Cr Colleen Gates to certify the annual financial report for the year ending 30 June 2017, in its final form.

Summary

The Draft Annual Financial Report for the year ending 30 June 2017, including the performance statement, is attached to this report. It is important to note that the report is subject to final approval by the Auditor-General.

The report is now presented to Council for examination and adoption in-principle, subject to any changes recommended, or agreed to, by the Auditor-General, provided that such changes do not materially change the outcome for the year or the financial position of Council. Materiality is defined as a net movement greater than ten per cent in any element in the statements.

The draft report indicates a surplus for the 2016-17 year of $23.589 million compared to the original operational budget of $15.62 million. Whilst the increased operational surplus of $7.969 million is an excellent achievement it is largely a result of additional income ($8.566 million) received throughout the year, much of which has been transferred to reserves to ensure that they are used for their intended future purpose.

Whilst operational expenditure was over budget by $597,000 this includes additional depreciation (non-cash) of $1.756 million and additional projects transferred from the capital budget ($604,000), which is a transfer of costs rather than an additional cost. In effect, an operational savings of over $1.7 million has been achieved in 2016-17 as a result of Council’s efficiency and cost saving program.

The financial report demonstrates that Council is in a reasonable financial position and is financially sustainable in the short and medium term.


46

Discussion

The operational surplus for 2016-17 is $23.589 million compared to the original operational budget surplus of $15.62 million.

Explanations for the additional $7.969 million surplus are included within Note 2 of the financial report. The increased surplus is largely a result of additional income ($8.566 million) received by Council. The most significant of these relate to open space contributions ($2.631 million), early receipt of half of next year’s Victorian Grants Commission funding ($1.325 million), planning and subdivision fees – as a result of the new State Government approved fee structure to ensure that applicants covered a greater percentage of the cost to provide planning services ($628,000), interest and investments ($536,000) and the amount initially raised as rates ($462,000). It should be noted that a significant amount of the additional income has been transferred to reserves to ensure that it is used for its intended future purpose.

The statement of cash flows indicates that Council’s cash and cash equivalents were $4.37 million at 30 June 2017. There are also current other financial assets (investments) of $54 million at year end, whilst $1 million is included in non-current other financial assets. These are shown on the balance sheet. The increased level of total cash and investments at 30 June 2017 is generally a result of:

improved operational result for 2016-17, particularly after the increased depreciation (non-cash) is removed ($9.725 million)

improved financial result in 2015-16 determined after the budget for 2016-17 was adopted, in particular additional open space contribution income ($1.17 million) and decreased materials and services ($922,000)

net capital works delayed to next year ($3.924 million)

adjustments to the balance sheet at year end, particularly in relation to an increase in current liabilities ($4.091 million) when compared to budget

It is important to note that Council’s cash reserves are also increasing to cover future loan principal repayments, waste requirements (both of which are held in reserve) and growing future creditor and employee leave commitments. In addition, operational and capital works savings are being transferred to an infrastructure reserve to fund future years capital works shortfalls. Therefore increasing cash reserves should not be seen as an opportunity to increase spending.

Capital expenditure in 2016-17 of $29.545 million is highlighted in the statement of capital works. Capital expenditure in the audited statements differs from the $30.418 million stated within financial report to Council (quarterly financial report format) at this meeting. The difference is due to the statement of capital works excluding operational projects ($1.059 million), whilst it includes items capitalised from the operational budget ($187,000).

The performance statement includes the working capital ratio (current assets/current liabilities), which indicates the amount that Council's short term assets exceed its short term obligations and thus Council’s ability to fund its short term operations. This ratio was 216 per cent at 30 June 2017 and has increased mainly due to the increase in cash reserves. A current ratio over 100 per cent generally indicates a manageable short term financial position.

Strategic Alignment



47


The annual financial report is directly aligned to Council’s annual budget, long term financial plan, strategic resource plan and capital works program.


Financial reports at the end of the September, December (mid-year budget review), March and June (this meeting) financial quarters have previously been considered by Council.


Council is required to have the annual financial report audited, in accordance with the Local Government Act 1989. The Auditor-General appointed RSM Bird Cameron as its audit contractor to undertake this process.

The financial report and performance statement have been prepared as per the model reports, required under the Local Government (Planning and Reporting) Regulations 2014.


The increased operational surplus ($7.969 million), further operational savings as a result of Council’s efficiency and cost saving program ($1.7 million) and a net saving in the capital works program ($590,000) have all had a positive effect on Council’s long term financial plan (LTFP). The improved financial result helps to ensure that Council remains in a reasonable financial position and is financially sustainable in the short to medium term, within the rate capped environment.

Despite the pleasing financial result, it should be noted that surpluses are expected to decline in future years of the LTFP. When compared to previous financial plans, projected income has been dramatically reduced as a result of rate capping.

The comprehensive result ($8.686 million) includes revaluation adjustments to Council’s assets.

The road assets valuation has decreased ($35.78 million) mainly as a result of a write-down of kerb and channel. The write-down is due to a change towards a composite residential and industrial vehicle crossing rate and an adjustment to the assumption of the number of crossings occurrences. The footpaths and cycle-ways valuation has also decreased ($14.18 million) after a full review of condition, quantity, useful lives and unit rates. Council’s land assets have increased in value ($35.056 million).


The draft financial report was presented to the Audit Committee on 30 August 2017. Some minor disclosure amendments have been made as a result of discussions at the meeting. The committee recommended that the financial report be approved and signed subject to the resolution of matters discussed, the acceptability of final audit adjustments and verbal authorisation from the Auditor-General.

The annual financial report for the year ended 30 June 2017 will be included as part of Council’s annual report 2016-17. The annual report will be made available for public inspection after it is submitted to the Minister for Local Government.


48






49

8.5 Strategic Development

8.5.1 Amendment C112 – Local Gaming Policy

Directorate: Strategic Development Appendix: 8 2nd Blue

Purpose

To consider the preparation and exhibition of Amendment C112 to the Hobsons Bay Planning Scheme which implements Council’s policy statement on Problem Gambling – Electronic Gaming Machines into the Hobsons Bay Planning Scheme.

Recommendation

That Council:

1. Resolves to support the preparation and exhibition of Amendment C112 to the Hobsons Bay Planning Scheme.

2. Request the Minister for Planning to authorise Council under Section 8A of the Planning and Environment Act 1987 to prepare and exhibit Amendment C112 to the Hobson Bay Planning Scheme generally in accordance with the appended documents.

3. Exhibit Amendment C112 as per section 19 of the Planning and Environment Act 1987 for a minimum of six weeks.

4. Receive a further report considering submissions made to the proposed amendment.

Summary

In 2013-14, losses on Electronic Gaming Machines (EGMs) in the municipality were $47.2 million, or $662 per adult, compared to Victoria and metropolitan Melbourne which had losses of $549 and $574 respectively. Hobsons Bay is ranked at 14th highest among Victorian municipalities in terms of losses per adult, with our neighbouring Brimbank and Maribyrnong Councils being ranked second and third. In 2015, in response to these statistics, Council developed and adopted the Problem Gambling – Electronic Gaming Machines Policy Statement (the 2015 Policy Statement).

One of the key actions out of the Problem Gambling – Electronic Gaming Machines Policy Statement is for elements to be translated in a local planning policy. To ensure that land use planning applications appropriately align with Council’s strategic policy, the 2015 Policy Statement has been translated into a planning policy that can be implemented into the Planning Scheme. This reports discusses the merits of the preparation and exhibition of Amendment C112 to insert a local planning policy regarding gaming into the Hobsons Bay Planning Scheme.

Background

The number of EGMs that can operate in Hobsons Bay is capped by the Victorian Government at 579 machines. The Victorian Government recently undertook a review of gaming machine allocations and decided to maintain the cap in gaming machine numbers to 27,372 machines in Victoria, with the maximum number of gaming machines at any one venue 105 machines. The number of gaming machines in Hobsons Bay will remain at 579.


50

Gaming has been a key priority issue for Council, with its membership to the national Alliance for Gaming Reform as well as ongoing partnership with the Victorian Local Government Association to support further advocacy. The insertion of a local gambling policy into the Hobsons Bay Planning Scheme will further address this issue within Hobsons Bay.

In 2008 Council adopted the Electronic Gaming Machines (EGMs) Policy Statement (the 2008 EGM Policy Statement). Since that time much has changed in the legislation and the prevention of problem gambling. In February 2014 a discussion paper on EGM gambling was considered by Council. It included a review of current legislation and regulation; the impacts of problem gambling; an analysis of the extent of gambling on EGMs in Hobsons Bay together with the groups and locations that are vulnerable to problem gambling; and recommendations for future directions for Council. One of these recommendations was the 2008 EGM Policy Statement be reviewed and revised. Subsequently the draft Problem Gambling on Electronic Gaming Machines (EGMs) Policy Statement was developed and considered by Council at an Ordinary Meeting on 12 May 2015. The draft policy statement was placed on four weeks public exhibition to seek feedback from community, services and businesses and in response one submission was received. The Problem Gambling – Electronic Gaming Machines Policy Statement (the 2015 Policy Statement) was adopted on 14 July 2015.

Discussion

In 2013-14, the ratio of EGMs to adults in Hobsons Bay was 8.4 EGMs per 1,000 adults, which is well above the Melbourne metropolitan rate of 5.7 EGMs per 1,000 adults. Similarly, total losses on EGMs sustained in the municipality were on average $662 per adult, compared with the Melbourne metropolitan average of $574 per adult. Based on this, the municipality is ranked fourteenth highest among the 79 Victorian municipalities in terms of losses per adult.

The 2015 Policy Statement aims to minimise social and economic harms associated with EGMs but recognises that the EGMs are a legal form of entertainment in Victoria. The 2015 Policy Statement aims to achieve this by setting out eight principles. Principle two is relevant to land use planning as it identifies the need to “prioritise wellbeing in land use planning” and commits to introducing a local planning policy into the Hobsons Bay Planning Scheme.

Amendment C112 proposes to introduce local planning policy at Clause 22.12 (Gaming) and change Clause 21.08 to clarify the direction for gaming in Hobsons Bay. The objectives of the proposed local planning policy are to:

ensure that the social and economic impact of the electronic gaming machines is not detrimental to the wellbeing of the community

ensure that electronic gaming machine venues are located, designed and operated in a manner that minimises opportunities for convenience gambling

locate electronic gaming machines away from disadvantaged areas or vulnerable communities

ensure gaming is not the primary use within a venue

Additionally, the amendment proposes to amend the schedule to Clause 52.28 to make minor changes and include properties that have been previously omitted.

The proposed amendment will assist Council (as a Responsible Authority) with the management of planning permit applications. The introduction of the proposed local planning policy will provide more clarity around decision making regarding EGM venues presenting fewer options to appeal Council’s decisions at VCAT.


51

It should be noted that Amendment C112 does not seek to reduce or change the number of EGMs in Hobsons Bay. Those venues with existing use rights will not be affected by the changes proposed in Amendment C112.

A full assessment of the planning scheme amendment can be found in the Appendix.

Strategic Alignment





1.1 Provide access to high quality services that enhance community health and wellbeing


2.1 Protect and promote public health and community safety



3.1 Work with all levels of government, key stakeholders and the community to ensure

urban development is appropriate and considers neighbourhood character and

heritage


The planning scheme amendment has been assessed against Ministerial Direction 11 (Strategic Assessment of Amendments) and is supported by the relevant policy of the State Planning Policy Framework, Local Planning Policy Framework and the Municipal Strategic Statement.

The proposed amendment is consistent with the Hobsons Bay Problem Gambling – Electronic Gaming Machines (EGM) Policy Statement which was adopted at the Ordinary Council Meeting on 14 July 2015 and informs the local planning policy.


Amendment C112 has been, and will continue to be, processed in accordance with the requirements of the Planning and Environment Act 1987.


There are sufficient funds in Council’s operational budget to process Amendment C112. In addition, any costs associated with a potential planning panel hearing have been considered and have been included in the operational budget.

As per the Problem Gambling – Electronic Gaming Machines Policy Statement, Council has already committed to adequately resource representation at the Victorian Commission for


52

Gambling and Liquor Regulation (VCGLR) and subsequent representation at VCAT hearings, if required, should Council oppose an application.


The amendment is expected to have positive social and economic benefits for the Hobsons Bay community. The purpose of the local planning policy is to protect socially and economically vulnerable community from issues resulting from use of gaming machines.

The proposed local planning policy will aim to reduce EGM losses in Hobsons Bay by appropriately locating the EGM venues. Consideration of the amendment must have regard to the potential social and economic effects.


Should Council be authorised to proceed, the formal exhibition of Amendment C112 will occur within the requirements of section 19 of the Planning and Environment Act 1987,

including notices sent to affected owners and occupiers, relevant authorities, and prescribed Ministers. Notices will be placed in the local newspaper, documents placed in libraries and at the customer service centre. Exhibition will run for a period of no less than six weeks and is subject to authorisation from the Minister for Planning.

Consultation was undertaken in September 2014 during the preparation of the Problem Gaming – Electronic Gaming Machines (EGMs) Policy Statement 2015 seeking community, stakeholder and operator feedback on gambling in Hobsons Bay. The 2015 Policy Statement includes key findings of the consultation. In addition the 2015 Policy Statement was placed on public exhibition prior to adoption.






53

8.5.2 Universal Design Policy Statement

Directorate: Strategic Development Appendix: 9 3rd Pink

Purpose

To present the Universal Design Policy Statement for adoption.

Recommendation

That Council adopt the Universal Design Policy Statement to guide improved community access to Council buildings and the public realm.

Summary

Through Council’s Disability Access and Inclusion Strategy 2013-17, Council is working towards the vision of “achieving a fully accessible and inclusive municipality where all residents, regardless of their ability, can reach their full potential”.

The Universal Design Policy Statement (Policy Statement) provides guidance on how Council can improve access of Council buildings, parks, reserves and play spaces through the use of the Universal Design principles.

Background

People with a disability represent approximately 17 per cent (15,769 people) of the total Hobsons Bay population. Whilst disability can impact individuals in many different forms, some of the largest impacts on people with a disability are physical barriers within the built and natural environment. These barriers can restrict their ability to conduct their lives in a spontaneous and unplanned manner. If a community is physically accessible for people with a disability there is increased access for all community members.

Currently Council builds new buildings, and buildings undergoing significant upgrades or alterations, to comply with the Building Code of Australia (BCA), which requires compliance with a range of access provisions under the Disability Discrimination Act 1992 (DDA). These

standards, however, are only minimum requirements and do not facilitate access for all.

The definition of Universal Design is: “The design of products and environments to be usable by all people, to the greatest extent possible, without the need for adaptation or specialised design” (Ron Mace et al, 1997).

As outlined in Council’s Disability Access and Inclusion Strategy 2013-17, people with a disability, their families and carers, have told Council that accessing places and spaces within Hobsons Bay is still an issue.

Discussion

Universal Design is a set of principles developed by architects, product designers, engineers and environmental design researchers to enable greater access for all. Universal Design was first developed in recognition that it is not only beneficial but also cost effective to make designs accessible for all from the outset rather than undertake significant upgrades to works once developed.

The purpose of this Policy Statement is to provide Council with guidance on how Council buildings and the public realm should implement the Universal Design principles. The Policy Statement:


54

demonstrates Council’s commitment and leadership to accessible places and open spaces and encourages private developers and businesses to implement a similar approach

highlights the regulatory framework for developing Council’s buildings and public infrastructure that are accessible for all

builds an understanding and a process amongst Council departments for the implementation of the principles of Universal Design within buildings and public spaces in order to continually improve accessibility

The Policy Statement identifies key features which Council will include within building works, key principles to be considered in designing parks, reserves and play spaces, and a framework to support the implementation and monitoring of Universal Design principles within Council.

At the time of writing this Policy Statement Council’s Open Space Strategy was under development. A key priority action of this strategy will be to develop Urban Design Guidelines and an Integrated Design Manual that will articulate the specific design standards for fixtures and types of infrastructure in the public realm. This work is proposed to be undertaken in 2018-19 following the adoption of the Open Space Strategy. This Policy Statement will guide the development of these standards and ensure all types of furniture, fixtures and pavements surfaces within the public realm are appropriately designed for access for all.

The Policy Statement will be a live document monitored and updated on a regular basis to ensure it meets the current and future needs of the community, aligns with building regulations and future public realm elements.

Strategic Alignment

This report specifically addresses the following priority of Hobsons Bay 2030 Community Vision:


This report specifically addresses the following goals and objectives in the Council Plan 2017-21:

Goal 1: An inclusive and healthy community.

Objective 1.3 Ensure all community members will have access to quality community, sport and recreation facilities, cultural experiences and open spaces to encourage a healthy and active lifestyle.

Goal 3: A well designed, maintained and environmentally sustainable place.

Objective 3.2 Deliver and maintain well-designed, accessible and environmentally sustainable.

The Policy Statement is also closely aligned to the Disability Access and Inclusion Strategy 2013-17.


Council has a responsibility under the Disability Discrimination Act 1992 (DDA) to provide

equitable dignified access to goods, services and premises used by the public. In addition to the federal regulations, buildings in Victoria must also comply with the Victorian legislation including the Building Act 1993 and the Building Regulations 2006. New buildings and renovations to buildings which require a building permit must comply with the (BCA). This Policy Statement aims to exceed minimum compliance building.


55


When Council builds new buildings or undertakes significant upgrades to existing buildings or public realm, the budget will need to give consideration to the key features within this Policy Statement. In most cases Universal Design will add minimal or no additional costs, especially when it is addressed during planning, design and construction. A number of studies indicate that the costs for incorporating Universal Design for private dwellings is as little as half to one per cent and for new public buildings or facilities approximately one to two per cent if planned, designed and implemented from the outset. The cost of not incorporating Universal Design can be significant. Inaccessible environments limit economic, education, health, social and other opportunities for people with a disability, older people, young people, people with low literacy, and people with prams, making them more dependent on others and or socially excluded.


The Policy Statement impacts on the natural, built, social and economic environments of our community. The Policy Statement provides a framework for Council to work towards improving accessibility beyond minimal requirements for Council owned buildings and public spaces, creating a more accessible community and enriching social inclusion.


Community and stakeholders were extensively consulted on access to places and spaces within Hobsons Bay during the development and implementation of the Disability Access and Inclusion Strategy 2013-17. The Policy Statement has been developed in consultation with the Disability Advisory Committee, multiple industry experts and internal staff.






56

8.5.3 Hobsons Bay City Council Media Policy for Councillors and Officers

Directorate: Strategic Development Appendix: 10 3rd Green

Purpose

To seek Council’s support and endorsement of the Media Policy for Hobsons Bay City Council Councillors and officers.

Recommendation

That Council:

1. Adopt the Media Policy for Councillors and Officers and endorse the policy as an incorporated document to the Councillor Code of Conduct.

2. Support the Media Policy being uploaded to Council’s public website.

Summary

The Media Policy provides clear direction for Councillors and the organisation as to how we communicate and who our spokespeople are.

Background

The Hobsons Bay City Council Media Policy (the policy) was last reviewed by Councillors in February 2009. The policy is an incorporated document to the Councillor Code of Conduct.

Social media, media briefings, use of the Council’s logo, determination of spokespeople, media relations and media releases are all the areas covered by the policy.

Discussion

The policy sets the tone for the governance and the conduct of promotions by Council in being responsive to media. It also ensures consistency in how we communicate our services, events and programs to our community.

Adoption of the policy by Council ensures good governance in the way we deal with media and present our organisation publically.

No changes have been proposed to the policy other than aligning social media with media relations. Following an officer review it is not recommended that any further changes need to be made to bring it up to best practice.

It is worth noting that changes to this policy would likely be recommended should Council move to a portfolio approach for the Councillors in the future.

Strategic Alignment


4.1 Collaborate with all levels of government, service providers, not for profit organisations and the private sector to address the concerns of our community



57


This policy also shapes the organisation’s media and communications policy and procedures.

Legal/Statutory Obligations/Risks

The policy is an incorporated document within the Councillor Code of Conduct.


The policy is made available on the Council website as a key appendix to the Councillors Code of Conduct.

The delivery of the policy is also seen in every media or communications related activity of Council.


Section 80C of the Local Government Act 1989 requires members of Council staff and persons engaged under contract to provide advice to Council, to disclose any direct or indirect interest in a matter to which the advice relates.



58

8.5.4 Motion to Municipal Association of Victoria State Council

Directorate: Strategic Development Appendix: 11 3rd Yellow

Purpose

To consider the motions to be put forward to the Municipal Association of Victoria (MAV) State Council on the 20 October 2017.

Recommendation

That Council resolves to put the following motions to the MAV State Council:

1. That the MAV call upon the State Government to seek a collaborative response from the respective authorities (VicRoads, Transport For Victoria, Public Transport Victoria (PTV), Level Crossing Removal Authority (LXRA) and local councils) to achieve a holistic precinct planning approach to level crossing removal projects

2. That the MAV call upon the State Government to actively engage with local government and the MAV on the proposed ban of electronic waste from landfill, and particularly any requirement to fund any impact on councils and communities.

Summary

The MAV State Council meetings provide an opportunity for local governments to submit motions for key priorities that require State and or Federal Government support.

The State Government level crossing removal project impacts not only Hobsons Bay but a number of councils within Victoria. In order for successful outcomes to be achieved for the community, stakeholders need to ensure that a holistic precinct approach is adopted and collaboration, transparency and community engagement are prioritised during the planning and implementation of the level crossing removal works across Victoria.

In addition the ban on electronic waste from landfill is a key issue across Victoria, active engagement with local government and the MAV is critical to ensure impacts on local government and communities are considered and funding for implementation is available.

Background

The MAV is the statutory peak body for Local Government in Victoria and takes a lead role in advocating for local government to the State and Federal Government on a variety of issues of concern.

The State Council is the governing body for the MAV and has representation from all member councils. Members are invited to submit motions to be considered by the State Council twice a year. Resolutions are assessed by the Board to determine how they will be progressed.

Discussion

The State Council meeting presents an opportunity to advocate for key priorities within Hobsons Bay that require State and or Federal Government support in order to create effective and meaningful change.


59

Level crossing removal

The Level Crossing Removal Authority, appointed by the State Government, will oversee the removal of 50 dangerous and congested level crossings across Melbourne by 2022. Construction has already commenced on several sites and planning is underway for the delivery of the entire project. Hobsons Bay currently have three sites that have been listed for removal: Ferguson Street, Williamstown North; Aviation Road, Laverton; and Kororoit Creek Road, Williamstown North.

These large-scale infrastructure projects often occur in established urban environments and may provide opportunities for regeneration and urban renewal. The outcomes will have lasting impacts on surrounding communities and the existing built form.

Due to the complexity of these sites there are a range of stakeholders involved such as VicRoads, Transport For Victoria, PTV, LXRA and the local governments. It is critical that these stakeholders work together and engage with the community to achieve short and long term effective planning outcomes for the community.

The implementation of these projects needs to be transparent and a precinct approach adopted to ensure the project does not negatively impact the community and any positive opportunities for improvements are realised from the start.

Given this, Council is seeking to ensure that a holistic precinct approach is adopted and collaboration, transparency and community engagement are prioritised during the planning and implementation of the level crossing removal sites across Victoria.

Banning electronic waste

The Victorian Government has committed to banning electronic waste (e-waste) from landfill in Victoria. In 2015 a discussion paper was released to develop the approach. The Technical Advisory Reference Group of the Local Governments’ Waste Management Forum (the LG Forum) prepared a submission. Key issues raised were the planning and implementing of a landfill ban that included local government, clear responsibilities and cooperation between government levels, an analysis of environmental and financial outcomes and technologies, the impact on local government of illegal dumping, and making available electronic waste recycling services at no additional cost to local government.

The Victorian Government has been undertaking analysis of possible approaches, including costs and benefits, considering statutory tool(s), and identifying the preferred approach to the ban. During August to September 2016, local government participated in consultation activities.

There is little clarity on the proposed approach to ban electronic waste and the financial implications it may have on local government. Local governments are already operating in a rate constrained environment. Therefore it is important that the State Government actively engages with local government and the MAV on the proposed ban but also provide equitable funding to mitigate these impacts on councils and communities.

Strategic Alignment






60

2.5: Work with all levels of government and other stakeholders to improve our transport network and to address gaps and capacity in public transport, our roads, foot paths and cycle routes


The motion aligns with Council’s Advocacy Strategy 2014-18, Hobsons Bay 2030, draft Integrated Transport Plan and the Hobsons Bay grade separation principles.

Council has submitted MAV Motions for several years. Below are the motions for the last three years, including the two that were submitted in May 2017.

May 2017:

Western Metropolitan Regional response to integrated transport and growth

Equitable distribution of funding and clear roles for foreshore management 2016:

Western Distributor strengthening community connections and wellbeing

Youth Mental Health Services

Electronic Gaming Machines 2015:

Legislative change to asbestos removal in building demolitions


Under the Local Government Act 1989, the primary objective of council is to work towards

improving the overall quality of life of people in the local community. In addition, under the Public Health and Wellbeing Act 2008 Council’s role is to seek to protect, improve and promote health and wellbeing.


There are no direct financial implications to Council in presenting this motion to the MAV State Council. The outcome, if achieved, could support future precinct planning within Hobsons Bay.


This motion supports the enhancement of the built, natural, economic and social environment within Hobsons Bay as well as other sites across Victoria.


This motion is supported by the Hobsons Bay 2030, draft Integrated Transport Plan 2017, and the Hobsons Bay grade separation principles. All of these documents have been developed through community consultation and engagement.






61

Delegates Report


Purpose

To consider reports by Councillors who have been appointed as delegates to Council and community committees.

Recommendation

That Council receive and note the recent Delegates Report.

Association of Bayside Municipalities (ABM)

Councillor Delegate: Cr Jonathon Marsden

16 July 2017

The meeting discussed the Bay Blueprint 2070 (stages 1 and 2) which was developed as a climate change adaptation plan for Port Phillip Bay in the absence of a unified plan for the forty coastal managers and ten councils who have responsibilities for planning the future of this important ecological, recreational, tourism and economic hub for Victoria. The role of the Bay Blueprint was to build the capacity of decision makers to manage the current and future impacts of climate change which includes: sea level rise of +1.1 metres by 2100, coastal inundation, sea acidification, changed biodiversity and habitat, riverine flooding, coastal erosion, storm surge and water quality and algal blooms.

The ABM is progressing Stage 3 of the Bay Blueprint 2070 into a project plan. This will take on board the expectations of ABM councils, DELWP contractual obligations and potential expansion to the budget from savings from the ABM budget. Throughout the Bay Blueprint 2070 program a Project Control Group (PCG) has been in place, led by City of Port Phillip (with significant input from Wyndham and Bayside Councils). Hobsons Bay has been invited and have agreed to be part of an extended Project Control Group for Stage 3 of the Bay Blueprint 2070.

ABM delegates, at its meeting on 25 May 2017, supported the following motion: “That the Association of Bayside Municipalities develops a position statement supporting a ban on free single use plastic bags”.

Each ABM Councillor was encouraged to seek support from their council to develop a motion asking the State Government to support a ban on free single-use plastic bags.

All councils are invited to attend an upcoming forum on coastal issues titled ‘Connecting Coastal Champions’ to be held in November. The aim of the forum is to enhance coastal knowledge and advance management of the big coastal issues. They hope that it will become an annual event similar to the MAV run Smart Cities forum.


62

Substation Board

Councillor Delegate: Cr Angela Altair

22 July and 10 August 2017

The Substation held its AGM and Board Meeting in June, a board strategic planning session in 22 July and its Board Meeting on Thursday 10 August 2017.

Chair Dominic Arcaro renominated for the position. The board comprises Orlanda Bryars, Amber Stuart, Elizabeth Tupper, Jude Gun, Susan van Wyk, and for Council, Cr Angela Altair.

A Fundraising and Strategy sub committee was formed prior to the August meeting. It comprises director Brad Spalding, Jude Gun and Elizabeth Tupper. It was reported that box office was above target, which was previously a concern, and that ticketed events have a high attendance, over 80 per cent for the year to date.

Operational and staffing elements were discussed, including an annual leave plan for accrued leave.

An application for the Creative Partnerships Plus1 grant was discussed.

The next Board meeting will be held 28 September.

The Strategic Planning Meeting discussed the variances between a curatorial framework and business planning. Looking forward to further funding the opportunity to support independent artists was noted as a point of difference.

The midyear review with Creative Victoria (organisational funding requirement) was held, and KPIs were noted as ‘travelling well”.

The ability to build sufficient capital reserves for building improvements was discussed and may bring further discussion to Council.

A SWOT analysis was undertaken and discussion around new five year goals has commenced.

Metropolitan Transport Forum (MTF)


2 August 2017

A presentation was made by Corey Hannett, Coordinator General, Office of Major Projects, who provided an overview of major transport infrastructure projects in Melbourne. There is currently $4 billion of infrastructure projects under way and these include: level crossing removals, Melbourne Metro, Mernda railway extension, the West Gate Tunnel project, Ballarat Road upgrade and the North East Link project. The scale of infrastructure spending is unprecedented and as a consequence, is placing significant strain on resources whilst importantly creating jobs. A central focus of these projects is to ensure high quality community engagement so that the projects have positive community outcomes.

Discussion focussed on a number of local issues as well as the level complexity of the projects and the importance of enhancing collaboration with Local Governments and ensuring integrated land use and transport outcomes.

Greg Day, Media Advisor for the MTF, attended to provide a briefing on the pre-election town hall meetings that were held prior to the 2010 and 2014 elections. He suggested that there is a role for the MTF as well as councils to progress these forums in the lead up to the 2019 state election. It was agreed that the MTF allocates $30,000 to resource the town hall


63

meetings and that each Council identify their key issues to raise at the forums and whether or not they wish to support/or host a forum.

The new MTF executive developed an advocacy strategy in regards to buses with the aim of influencing change as well as seeking a commitment from the State Government to fund bus services reviews in each Local Government area. The key focus of the strategy is on the integration of transport and land use planning to support a shift away from car based transport, including a focus on behavioural change. The MTF executive will continue to focus on the role of buses in enhancing transport integration and building bipartisanship support. Further discussion is required on the role of car parking at railway stations to determine whether or not this is an effective integrated transport response.

Metropolitan Local Government Waste Forum

Councillor Delegate: Cr Colleen Gates

10 August 2017

The meeting involved a number of presentations beginning with an update from the Environment Protection Authority regarding the recycling facilities taskforce. The taskforce will be focusing on fire risk as a main priority and have begun initial inspections of high risk facilities. Discussions were had around the recent ABC Four Corners report and the misleading information provided. A subsequent motion was raised and carried to develop a communication pack for councils to respond to the Four Corners report. Sustainability Victoria and the Department of Environment, Land, Water and Planning provided updates on the State-wide Waste and Resource Recovery Infrastructure Plan and the upcoming electronic waste ban including policy and local government support measures. A discussion paper was presented on waste and recovery investment options raised from a motion at the May 2017 Forum. Recommendations were presented and a motion carried to hold a joint Strategies and Policy Advocacy Group (SPAG) and Technical Advisory Reference Group (TARG) workshop to agree on priority issues in September 2017. The Metropolitan Waste and Resource Recovery Group (MWRRG) provided presentations on recent project successes in the Metropolitan Local Government Waste and Resource Recovery Fund (Metro Fund) and the Litter Hotspots Program. Updates were also provided on the Back to Earth Initiative and recent Food Organics and Garden Organics (FOGO) research activities.

LeadWest Delegates Report


16 August 2017

The August meeting of the LeadWest board was held at the Dream Factory in Footscray.

The board discussed planning for the Mayors of Melbourne’s West delegation to Canberra in the first week of September. Meetings have been arranged with key government and opposition members to inform them of the priority needs and challenges of the western region of Melbourne.

The board also considered a media strategy for the delegation and received an update on the development of an advocacy strategy, aimed at ensuring the region’s needs were actively promoted to decision makers in the lead up to the next state election in 2018.


64

Brooklyn Community Reference Group (BCRG)

Councillor Delegate: Cr Sandra Wilson

16 August 2017

The Group was provided with a presentation by representatives from the EPA. Odour has spiked in 2017, with 160 odour reports documented. There are currently pending investigations in relation to “rubber burning smells”.

The recruitment of Officers for the Protection of the Local Environment (OPLE) is near completion. This is a 15 month pilot program where officers will be based in local councils but will work closely with the EPA to respond to smaller-scale and lower risk waste and pollution complaints. A joint officer servicing Hobsons Bay and Brimbank City Councils will be hosted by Brimbank.

An update was provided from community members who raised concerns regarding traffic management and ongoing odour and dust issues.


65

Notices of Motion

10.1 Notice of Motion No. 1194 – Condolence Motion Mr Raymond James Willis

Cr Sandra Wilson has given notice of the following:

“That Council writes to the family of Raymond James Willis, a former Altona Citizen of the Year, to express its condolences n his passing and to recognise his community contribution over many years.

Background:

Ray was the Altona Citizen of the Year in 1983 Board member of the Altona Hospital for 20 years

Steering committee member of the Altona Train Station

Treasurer on Altona Primary School Council

professionally, he was GM of Auditing at NAB and volunteered his auditing services to many community clubs

he was “an advocate for the underdog” and loved by his community

10.2 Notice of Motion No. 1195 – Certificates of Appreciation to the 2017 Youth Parliament team

Cr Sandra Wilson has given notice of the following:

“That Council awards certificates of appreciation to the 2017 Youth Parliament team for their outstanding representation of Hobsons Bay.”

10.3 Notice of Motion No. 1196 – National Voluntary Postal Survey on Marriage Equality

Councillors Briffa, Gates, Wilson and Marsden have given notice of the following:

That Council:

(a) Reaffirms its commitment to marriage equality; (b) Notes that the Hobsons Bay City Council is committed to supporting social inclusion and advocating for the diversity within our community irrespective or sex, gender identity, culture, sexual orientation, sex characteristics, ability, age and religious beliefs; (c) Advocates our support for marriage equality through the use of council resources such as our website, social media (e.g. twitter and Facebook), and phone on-hold messages, and by creating and installing appropriate signs, posters and/or stickers in council buildings and public places such as libraries and community centres; and (d) Flies the Rainbow Flag in front of the Civic Offices from 13 September to 8 December 2017.


66

Background: The Hobsons Bay City Council resolved to support marriage equality in April 2012 and is committed to upholding the Charter of Human Rights and Responsibilities Act 2006 and Equal Opportunity Act 2010. As a council we should support the elimination of discrimination in law, and advocate for residents so that everyone is equal before the law. The council is already committed to supporting diversity and social inclusion via the Council Plan and this is also reflected in the Hobsons Bay 2030 Community Vision. The ABS will receive details of voters from the Australian Electoral Commission to conduct this survey. The timelines for the survey are very tight: · Voters must be on the roll by 24 August to participate in the survey. · Surveys will be posted to people on the electoral roll by 12 September 2017, and people have until 7 November 2017 to send their survey back. · The government will announce the result of the survey and whether the issue will be voted on in parliament by 15 November. · The last sitting period for the House of Representatives and Senate in 2017 is from 27 November to 7 December (both Houses), which is when any possible Parliamentary vote on Marriage Equality is likely to occur.


67

Supplementary Public Question Time

Supplementary public question time provides an opportunity for the public to ask questions directly related to items on the agenda that have arisen during the evening’s proceedings.

Where it is not possible to provide a response during the meeting, a written response to the question will be provided promptly.

Written public questions received during the Council meeting that are not related to items on the agenda will be taken on notice and responded to in writing by the appropriate Council officer, or referred to the next Ordinary Council meeting for a public response if so requested by the questioner.

Other Business


68

hobsons bay city council...sep 12, 2017 · hobsons bay city council 12 september 2017 ordinary...

Documents