minutes of ordinary meeting 6 november, 2013 · 06-11-2013 · minutes of ordinary meeting 6...

Northern Grampians Shire Council Minutes of the Ordinary Council Meeting – 4 March, 2013

Minutes of Ordinary Meeting

6 November, 2013

Northern Grampians Shire Council Minutes of the Ordinary Council Meeting – 6 November, 2013

MINUTES OF ORDINARY MEETING OF THE COUNCIL HELD AT 6.11PM ON 6 NOVEMBER, 2013 IN THE COUNCIL CHAMBER, WESTERN HIGHWAY OFFICE,

STAWELL

PRESENT Cr Wayne Rice (Mayor) Cr Tony Driscoll Cr Murray Emerson Cr Kevin Erwin Cr Karen Hyslop Cr Paul Russell Mrs Justine Linley, Chief Executive Officer Mr Vaughan Williams, Director Corporate Services Mr Jim Nolan, Director Marketing & Community Development Mr Sanjay Manivasagasivam, Director Infrastructure & Environment

AFFIRMATION

We recognise the traditional owners of the land; We are inspired by the early pioneers and by those who gave their lives

for our country; We now ask God‟s blessing on our deliberations and on our commitment

to build a better lifestyle and environment.

BUSINESS 1. APOLOGIES Nil 2. CONFIRMATION OF MINUTES

Ordinary Meeting held on 7 October, 2013

Special Meeting held on 21 October, 2013 MOVED : CR K ERWIN SECONDED : CR K HYSLOP ‘THAT THE MINUTES AS LISTED, COPIES OF WHICH HAVE BEEN

CIRCULATED, BE CONFIRMED AND ADOPTED.’ CARRIED 3. MATTERS ARISING FROM THE MINUTES Nil.


TABLE OF CONTENTS

4. PRESENTATIONS/AWARDS ........................................................................... 4

5. PRESENTATION OF PETITIONS AND JOINT LETTERS .............................. 4

6. DISCLOSURES OF INTEREST AND DECLARATIONS OF CONFLICT OF INTEREST ......................................................................................................... 4

7. ASSEMBLIES OF COUNCILLORS ................................................................. 4

8. ITEMS BROUGHT FORWARD ........................................................................ 5

9. CONSIDERATION OF REPORTS OF OFFICERS ........................................... 5

9.1 Northern Grampians Economic Report Card 5 9.2 Economic Development and Planning Partnership 7

9.3 Wildlife Arts Museum of Australia 12 9.4 Gold Mine Future Possibilities Project 16

9.5 Service Standards – NGSC transfer stations 20 9.6 Draft Statewide Waste and Resource Recovery Infrastructure Plan 2013-2043

Victoria 27 9.7 Review of Road Management Plan 31

9.8 Planning and Building Activity Report 33 9.9 Bulk Entitlements Review 39

9.10 Regional Red Tape Rubbish Bin 43 9.11 Monthly Financial Report 45 9.12 Amendment to Community Loans Policy 47

9.13 Local Government Victoria Electoral Review 48 9.14 Victoria Police Bands 52

10. NOTICES OF MOTION OR RESCISSION ...................................................... 54

11. REPORTS FROM COUNCILLORS/COMMITTEES ........................................ 54

11.1 St Arnaud Recreation Board of Management Minutes- 10 July 2013 54 11.2 St Arnaud Recreation Board of Management Minutes- 14 August 2013 54 11.3 St Arnaud Recreation Board of Management Minutes- 11 September 2013 54

12. URGENT BUSINESS ...................................................................................... 55

12.1 Mobile Phone Communications 55

12.2 Motion of Congratulations – Cr Kevin Erwin 60 12.3 CEO Performance Review Committee 60 12.4 Stawell Murals 62

12.5 Relocation of Halls Gap Visitor Information Centre 62

13. PUBLIC QUESTION TIME ............................................................................. 63

14. CLOSURE OF MEETING PURSUANT TO SECTION 89(2) OF THE LOCAL GOVERNMENT ACT 1989 .............................................................................. 63

14.1 Contract No. C11-2013/2014, Provision of Transfer Station Services 63

15. CLOSE ........................................................................................................... 64


4. PRESENTATIONS/AWARDS

The Chief Executive Officer advised Council that at the MAV State Conference Dinner Council was announced as the winner of a State Award, the Heart Foundation Healthy Community Award for Councils with populations of 15,000 or less for the Halls Gap Shared Pathway and Cato Lake Steps Project.

5. PRESENTATION OF PETITIONS AND JOINT LETTERS

Nil

6. DISCLOSURES OF INTEREST AND DECLARATIONS OF CONFLICT OF INTEREST

Cr Karen Hyslop declared a conflicting personal interest in Item 14.1 and the provision of transfer station services at Stawell Cr Paul Russell declared an indirect interest – conflicting duty in Item 9.14 as he is employed as a member of Victoria Police

7. ASSEMBLIES OF COUNCILLORS

[01 02 003A] [Justine Linley, Chief Executive Officer]

Section 80A of the Local Government Act 1989 requires that the written record of an assembly of Councillors is, as soon as practicable, reported at an ordinary meeting of the Council and incorporated in the minutes of that Council Meeting. The records for the period since the last ordinary Council meeting are listed below.

Date Description Matter/s considered Conflict of interest disclosures

Councillor / Officer making

disclosure

Item No.

Left meeting

Y/N

30/09/2013 Agenda Review Briefing

October Council Agenda Cr Hyslop 9.2 No

3/10/2013

Community Access Advisory Group

Public Toilets, Community Access plan 2011-2014, Marie Turner Interview, Probus club to attend expo, mobility map, council interpreter policy, community access plan from SIT, concern to Leisure complex OHS n/a n/a n/a


Date Description Matter/s considered Conflict of interest disclosures

Councillor / Officer making

disclosure

Item No.

Left meeting

Y/N

7/10/2013 Civic Engagement Briefing

Presentations from: GWMWater; Ken Agnew, Salvation Army; Victoria Police; Grampians Pyrenees, Municipal Public Health and Wellbeing plan; Final Council Agenda Review; Bob Woolley, St Arnaud RSL

Cr Rice 9.4 & 9.5

yes

14/10/2013

Strategic Reports Briefing

Visit to Skene Street School; Bushfire Management Overlay; Local Government Electoral Review; Economic and Planning Partnership Process; Community Loans Policy and Grampians Grape Escape Event Loan Funding Cr Erwin 9.4 yes

21/10/2013

Eco Dev/Planning Taskforce Briefing

Economic & Planning Partnership process; Municipal Strategic Statement; Economic development update on current projects and proposals; changes to the farming zone N/a n/a n/a

MOVED : CR K ERWIN SECONDED : CR M EMERSON ‘THAT THE REPORT ON ASSEMBLIES OF COUNCILLORS HELD SINCE

THE LAST MEETING BE APPROVED.’ CARRIED

8. ITEMS BROUGHT FORWARD

Nil

9. CONSIDERATION OF REPORTS OF OFFICERS

IMPROVED SOCIAL AND ECONOMIC VIABILITY OF THE SHIRE & DELIVERED TARGETED PROJECTS AND CORE SERVICES

9.1 Northern Grampians Economic Report Card

[08 01 001A] [Jim Nolan, Director Marketing & Community Development] Purpose To provide Council with a snapshot of the economic health of the shire by means of a quarterly economic report card.


Council Plan Objective/Strategy Council Plan 2013 – 2017: Improved social and economic viability of the shire. Background Council has developed a number of action items to implement the Economic Strategy contained in the 2013-2017 Council Plan, based on the need to develop the local economy and increase the diversity of industry in the Northern Grampians shire. In order to better understand the economic climate, an economic report card is prepared on a quarterly basis which reports on a range of indicators of economic health based on key industry sectors. While the previous economic report card reported on the housing and construction and the manufacturing sector, the November report card focuses on the retail sector. [Attachment 9.1] Issue/Discussion The November report card showcases two recent new retail businesses demonstrating ongoing confidence in the local economy. The national and state trends in retail are positive despite a number of challenges faced by the sector, and ongoing opportunities to strengthen the sector at a local level are discussed in the report card. Financial Implications The cost of publication is provided for in the Marketing and Community Budget. Risk/Amenity/Environmental/Social Implications There are no environmental or amenity issues for Council. Service and Asset Management Implications There are no service and asset management implications for Council. Community Consultation Consultation has been undertaken with the business community, and the benefit of providing information on the economic health of the shire has been identified in the Industry Sector Plans.


Officer Declaration of Interest Under section 80C of the Local Government Act 1989 officers providing advice to Council must disclose any interests, including the type of interest. Director Responsible – Jim Nolan In providing this advice as the Director Responsible, I have no disclosable interests in this report.

Conclusion The Northern Grampians Economic Report Card is proposed for publication and for distribution to the wider community. Officer’s Recommendation That Council notes the officer‟s report and publishes the November 2013 edition of the Economic Report Card.

MOVED : CR K ERWIN SECONDED : CR K HYSLOP ‘THAT COUNCIL NOTES THE OFFICER’S REPORT AND PUBLISHES THE

NOVEMBER 2013 EDITION OF THE ECONOMIC REPORT CARD.’ CARRIED

9.2 Economic Development and Planning Partnership

[08 01 001A] [Justine Linley, Chief Executive Officer] Purpose To seek Council‟s endorsement of the revised Economic Development and

Planning Partnership process and introduce an Economic Development and Planning Taskforce.

Council Plan Objective/Strategy Council Plan 2013 – 2017: Strategic Objective, Improved social and economic

viability of the shire Strategy: Economic: To develop the local economy and increase the diversity

of industry in the Shire Background Council has for some time been examining what it wants to achieve from its

economic development, tourism and planning policies and strategies and to define a clear role and structure for the Economic Development and Planning Partnership Process.


It has examined what the potential stimulators of economic activity are, why we „do‟ economic development in local government, who benefits, what makes a successful economic development policy/strategy, the role of innovation in economic development, measuring success with appropriate indicators and finally a separate implementation plan for pro-active economic development and planning strategies in the shire.

Historically, the stimulators most predominantly associated with increased

economic activity in rural/regional communities have been based on public and private infrastructure investment.

The challenge facing Northern Grampians Shire and its position in the

broader region is to effectively identify the next generation of economic stimulators that will lead to sustainable growth. This will occur within an environment of rapid change, of increased globalisation, of continued economic restructuring and of converging information, communication and digital technologies. It will also occur during a time when the importance of sustainability and effective networks; sectoral, business, community, cultural and social, has never been greater. As is the case with supply-chain networks in business, regions will also need to develop partnerships and strategic alliances both internally and externally.

Spelt out these challenges present more like a to do list, namely:

Strengthening Research and Development (R&D) and technological capabilities and export orientation;

Improve transport links, where relevant, to major employment centres including reliable and rapid public transit;

Creating strong community networks with local government to support continuous learning and strengthening social capital;

Establishing strong networks of Small to Medium Enterprises in IT and advanced manufacturing linked to education institutions and leading corporates;

Workforce development and training initiatives to support marginalised communities and households;

Upgrading environmental and lifestyle assets to improve liveability and investment prospects;

Supporting the development of a strong, sustainable tourism industry;

Ensuring there is adequately zoned and serviceable land supply for industrial commercial and residential development growth; and

Municipal Strategic Statement fosters and encourages business development and growth in appropriately zoned areas throughout the Shire.

Studies of community economic development, from both Australia and

overseas, identify the importance of five key factors in successful economic development.


These are: Belief and Expectations, Collaboration, Local Leadership, Strategic Planning and Action; and Opportunism

Belief and Expectations – potential depends not on location, climate, natural

resources but on positive mindset, optimism, enterprising attitude, organisational skills, a “can do” approach.

Collaboration – a strong sense of identity as an area, participatory approach

to community decision-making, a shared vision, leadership and facilitation roles assumed by different members of the community depending on the purpose, ability to positively harness and manage community conflict, integration of economic, social, cultural and environmental objectives.

Local Leadership – presence of core of local leaders committed in terms of

time, priority and belief, to the notion of local economic development and possessing the appropriate skills, knowledge and attitudes to manage change; awareness of the need for an ongoing process of identifying, recruiting and skilling local leadership.

Strategic Planning and Action - encouragement of a culture of community

problem-solving, establishment of a proactive system for managing and facilitating the development process, research and prioritisation of development options, realistic appraisal of the feasibility of potential opportunities, ongoing identification of the people, the technical advice and financial resources necessary for projects, continuous promotion of the development strategy to residents, ratepayer and business, evaluation and adjustment of the action plan on an ongoing basis.

Opportunism – ability to grasp and run with „out of the blue‟ opportunities, or

newly emerging opportunities, keeping networks open and well informed of the community's potential, ability to interpret a problem as a challenge, ability to respond quickly and positively to opportunities, to market the shire as a vibrant 'can do' entity.

Issue/Discussion In order to make the most of our investment in economic development and

planning strategies an implementation plan has been developed which: o looks at the role of economic development and planning/building o establishes a set of Key Result Areas (KRAs) with corresponding

measures and indicators o outlines the skills and resources required to deliver the KRAs and o outlines a proposal for a strengthened Northern Grampians Economic

Development and Planning Partnership.


The Economic Development and Planning Units encourage and facilitate the development of strategies and policies which blend planning requirements with community aspirations for sustainable economic growth, industry development (including tourism development), environmental protection and social cohesion in Northern Grampians Shire.

The aim is to do this through integrated planning and development processes

which are responsive to community needs and which lead to positive economic outcomes for the Shire. Currently there are some 60 projects or aims contained in the various Industry Sector Plans and Tourism strategies that comprise the overall Economic Development Strategy.

This review is designed to rationalise these projects and to define a strategy as well as a process for progressing, monitoring and delivering on stated project aims and deliverables.

More specifically the team will take on a lead role in four key result areas

(KRAs): Investment Environment Integration and Coordination Business Growth and Investment Investment Attraction

A matrix detailing the Council‟s role in relation to each of the KRAs is also

attached [Attachment 9.2A]. This matrix demonstrates a strong requirement in the Economic Development and Planning Units for high level skills in the following areas:

Strategic Research Service Monitoring Service Delivery Advocacy Facilitation Project Management

Further, the skills detailed above are required throughout the shire, yet with

different ratings in different townships and sub-areas. It is therefore proposed that the Service Delivery component, or in other

words the accessibility of economic development and planning unit staff in St Arnaud, Stawell, Halls Gap and the smaller communities in the Shire needs to be tailored to the requirements of each sub-area of the Shire and each industry sector that has growth potential.

To effectively deliver programs and activities that fall within the four Economic Development and Planning KRAs there needs to be an effective system of referral, review, planning and implementation. It is therefore proposed to strengthen the process known as the Northern Grampians Economic Development and Planning Partnership.


The aim of the partnership is to enable Council to take a lead role in ensuring the co-ordination and delivery of a pro-active Economic Development and Planning Strategy, to ensure that there is local ownership of the strategy and that projects and activities undertaken are part of a broader, sustainable development plan. This Economic Development and Planning Partnership also takes into consideration the pivotal role that industry-sector development has to the ongoing sustainability of the shire. In particular the contribution that tourism, agriculture, manufacturing, health and mining have to the sustainable economic future of the municipality.

A diagram outlining the key process flows involved in the Economic

Development and Planning Partnership is attached [Attachment 9.2B]. The partnership will include:

A system for facilitating and processing development and investment enquiries and opportunities;

The re-establishment of the Northern Grampians Economic Task Force (comprising Councillors and staff) to act as an advisory group, to work on opportunity identification, to undertake facilitation/advocacy in relation to investment attraction, to promote economic and industry development and opportunities within the Shire and externally;

The planning and development of a Strategic Investment Plan and Map for the Shire; and

A „triage‟ system to determine which enquiries require referral to the Northern Grampians Economic Task Force and those that do not.

Financial Implications There are no direct financial implications for Council. Risk/Amenity/Environmental/Social Implications There are no direct risk, amenity, environmental or social implications. Service and Asset Management Implications There are no direct service and asset management implications. Community Consultation There will be increased community engagement, support and consultation as

part of the implementation of the Economic Planning Partnership process.

Officer Declaration of Interest

Under section 80C of the Local Government Act 1989 officers providing advice to Council must disclose any interests, including the type of interest.


Chief Executive Officer – Justine Linley In providing this advice as the Chief Executive Officer, I have no disclosable interests in this report. In providing this advice as the Author, I have no disclosable interests in this report.

Conclusion Council has had an Economic Development and Planning Partnership

process in place for approximately 12 months, however, this proposal aims to strengthen the relationship between the business community and Council by providing a helpful, “can do” first point of contact and support for intending investors whether they be large businesses, existing businesses or people wishing to build their dream home in the shire.

Officer’s Recommendation

That Council notes the officer‟s report and implements the Northern Grampians Shire Council‟s Economic Development and Planning Partnership.

MOVED : CR M EMERSON SECONDED : CR K ERWIN ‘THAT COUNCIL NOTES THE OFFICER’S REPORT AND IMPLEMENTS

THE NORTHERN GRAMPIANS SHIRE COUNCIL’S ECONOMIC DEVELOPMENT AND PLANNING PARTNERSHIP.’

CARRIED

9.3 Wildlife Arts Museum of Australia

[08 05 040A] [Jim Nolan, Director Marketing and Community] Purpose To reinforce Council‟s in principle support to promote the development of the

Wildlife Arts Museum of Australia project as a project of regional and potentially national significance.

Council Plan Objective/Strategy SOCIAL COMMUNITY AND ENVIRONMENT STRATEGY

We will provide safe and usable assets and services to improve the quality of life for residents by: Providing access to arts and cultural programs and events.


ECONOMIC STRATEGY We will develop the local economy and increase the diversity of industry in the Northern Grampians shire by: Developing Halls Gap as a tourism resort town and attracting and encouraging new enterprises

8 Background

The Grampians Wildlife Arts Society (GWAS) commenced initial planning and scoping work for the development and establishment of an iconic regional initiative, the Wildlife Arts Museum of Australia (WAMA) in 2010.

Land was secured in the shire near Pomonal on the outskirts of Halls Gap as a site for the project through a considerable philanthropic donation. Concept drawings and a statement of intent have been developed and preliminary discussions held with potential funding bodies and supporters. In addition, the Australian Wildlife Arts Foundation (AWAF) has been formed as a not-for-profit organisation committed to the development and establishment of a world-class museum and gallery to recognise the importance of wildlife and natural history art. The AWAF vision for the Halls Gap site is to create an iconic destination that will deliver immediate and long term benefits to the region. GWAS remains the founding organisation that is responsible for organising an annual wildlife arts festival in Halls Gap and promoting local wildlife art as an important attraction of the Grampians.

In 2012, Council resolved to provide in principle support for the development of the project; and to sign a statement of intent to provide advocacy and other appropriate assistance to secure the development of the project for the long

term benefit of the shire and region. Issue/Discussion

A key objective in the Council Plan is to stimulate economic growth by increasing diversity of industry and encouraging new enterprises including in the tourism sector. At a regional level, encouraging nature based tourism and improvements to tourism infrastructure are key elements of the Grampians Tourism strategic plan.

The WAMA project is consistent with not only Council‟s key strategic tourism industry objectives but also with the objectives of Grampians Tourism Inc and the Wimmera Southern Mallee and Central Highlands Regional Strategic Plans.


The principal objectives of the WAMA project are to:

recognise the contribution of Australian wildlife artists

establish a world-class purpose built gallery combined with a museum and wetlands precinct on land donated to AWAF for this purpose

promote the creation, collection and preservation of Australian wildlife and natural history art in all its artistic forms

AWAF also projects a number of lasting benefits from the project around employment, tourism, cultural, arts, infrastructure and environmental benefits. The project is a multi-million dollar cultural initiative that is potentially of national importance. It is a project of interest to both State and Federal Government agencies with a responsibility to promote tourism, artistic expression, wildlife conservation and natural history. In keeping with the in principle agreement between the parties, Council has submitted a funding application for planning work to be undertaken on the project, and included in the application is a Council contribution to assist with the administration of the project. To ensure that Council‟s commitment is well understood, it is suggested that Council reinforce its commitment to the WAMA project and support for the AWFA vision to create a center of excellence. Council‟s previously stated commitment has included the intent to:

Promote wide understanding of the vision and concepts for the WAMA project;

Assist in the application for grants and development funds from appropriate Government, public and private organisations;

Foster recognition and understanding nationally and internationally of Australian wildlife and the unique natural history of the Grampians; and

Establish close connections with zoological, botanical and geographic societies, museums and galleries.

Financial Implications There are no direct financial implications for Council in reinforcing its

commitment to the WAMA project. The funding application for project planning incorporates a Council

contribution in the order of $4500. Risk/Amenity/Environmental/Social Implications There are no risk, amenity, environmental or social implications.


Service and Asset Management Implications There are no service and asset management implications. Community Consultation GWAS has commenced community consultation and publically launched the

concept of WAMA on Easter Monday 2012. Officer Declaration of Interest

Under section 80C of the Local Government Act 1989 officers providing advice to Council must disclose any interests, including the type of interest. Author and Director responsible- Jim Nolan In providing this advice as the Author and Director responsible, I have no disclosable interests in this report.

Conclusion The WAMA project is an innovative initiative with the potential to lead to

significant investment and ongoing tourism visitation, raising the profile not only of the shire but also of the Grampians region as a whole. The realisation of the vision for this project has the potential to bring significant economic, social and environmental benefits to the region. It is important that Council continues to accept the opportunity to be actively involved in the early stages of the formation of this project.

Officer’s Recommendation That Council reinforces its in principle support for the development of the

Wildlife Arts Museum of Australia project, and continues to provide advocacy and other appropriate assistance to secure the development of this project for the long term benefit of the shire and region.

MOVED : CR K ERWIN SECONDED : CR M EMERSON ‘THAT COUNCIL REINFORCES ITS IN PRINCIPLE SUPPORT FOR THE

DEVELOPMENT OF THE WILDLIFE ARTS MUSEUM OF AUSTRALIA PROJECT, AND CONTINUES TO PROVIDE ADVOCACY AND OTHER APPROPRIATE ASSISTANCE TO SECURE THE DEVELOPMENT OF THIS PROJECT FOR THE LONG TERM BENEFIT OF THE SHIRE AND REGION.’

CARRIED


9.4 Gold Mine Future Possibilities Project

[08 01 0087A] [Amanda Western, Coordinator Major Projects]

Purpose

The purpose of this report is to update Council on the progress of the Future Possibilities Feasibility Study project.

Council Plan Objective/Strategy

Council Plan 2013 – 2017: Strategic Objective, Improved social and economic viability of the shire. Economic Strategy – We will develop the local economy and increase diversity of industry in the Northern Grampians Shire.

Background The Stawell Gold Mines Future Possibilities Feasibility Study (“Feasibility Study”) has the express objective of identifying viable alternative industry use for the Stawell Gold Mine (SGM) site, post closure, which will result in job creation and provide stimulus for the local economy. It aims to identify and prepare plans for one, or several, concepts that: • are viable • will result in the creation of jobs • will support the growth or retention of the population • will provide a strong return on investment

• are imminently implementable.

This feasibility study is independent of the Big Hill Enhancement Development Project (BHEDP) and the findings will be relevant regardless of the outcome of the BHEDP. The Feasibility Study is well underway and will be completed early in 2014. The Feasibility Study Project Control Group (PCG) has been established and includes Councillors and Council officers, SGM management, regional and state government agencies, key stakeholders, community representatives and skilled professionals. The PCG is responsible for the overseeing of the project and the presentation of the final report to Council. The PCG has appointed a Technical Working Group (TWG) to inform the project and to assist the PCG with their directives. The TWG includes council officers, SGM technical staff, community stakeholders, field experts and state government agencies.


The TWG operates on an “as needs basis” with the appropriate expertise being requested by the PCG or selected consultants as required. All members of the PCG and TWG have had extensive briefings and site tours of the SGM. Within the overall Feasibility Study, there are five areas of investigation, as follows:

Tourism

Industrial

Training

Commercial recreation

Waste

As per the project plan, the PCG have prepared briefs, invited submissions for the above product streams and appointed consultants to undertake the necessary investigations to fulfil the objectives of the Feasibility Study.

Issue/Discussion

The PCG have appointed the following consultancies to undertake the scope of works identified in the brief:

AEC Group Limited- Tourism

SED Advisory- Infrastructure, Commercial Recreation and Training

The above consultants were appointed on 20th September 2013. Brain Fox-Lane, a waste expert, had previously been appointed to undertake the review of waste opportunities.

The PCG required the selected consultants to undertake an overview, within one month of being appointed, of the proposed products under investigation and assess the likelihood of these products being deemed “feasible”. Any product or product stream likely to be determined “unfeasible” would be deleted from the ongoing study. At that one month point, on 22nd October 2013, the PCG reviewed the long list of potential projects relevant to the Feasibility Study. As a result of the review of the consultants‟ initial reports, all potential projects were recommended to proceed to the next stage of review, with the exception of the tourism suite of products. The tourism consultant, Thor Lyster from AEC, provided an extensive report regarding the tourism options for the SGM site, both aboveground and underground. His report was considered by the PCG and they decided unanimously that there was little probability that any tourism product would prove to be viable. Hence, the PCG determined that investigation into the potential tourism use of the site should not continue to the next stage. SED and Brian Fox- Lane will continue their investigations into potential industrial, training, commercial recreation and waste products.


Their final reports are due on 13th December 2013. The PCG will then review the findings and provide advice to Council regarding next steps early in 2014.

Financial Implications Provision for this project has been made within the 2013/14 budget for Major Projects. The project is jointly funded by the State Government ($110,000), Regional

Development Australia ($50,000), Northern Grampians Shire Council ($50,000 cash plus in-kind) and Stawell Gold Mines (in-kind support).

Risk/Amenity/Environmental/Social Implications The Risk, Amenity, Environmental and Social implications of the closure of the SGM are significant and were outlined in previous Council Reports pertaining to this project.

Service and Asset Management Implications There are no direct service and asset management implications.

Community Consultation The selected consultants have reviewed the findings of the extensive community consultation which resulted in the 2008-2009 Stawell Goldmine Focus group report. These findings have informed their initial investigations into potential products. Council has sourced community members and field experts to provide advice to the consultants as members of the “Technical Working Group”. These individuals have been invited to attend a project briefing and mine tours. There has also been engagement with recreation users currently involved in the Stawell Gold Mines site, plus potential users of the site, post closure. It is anticipated that further engagement with appropriate Technical Working Group members will occur as the consultants refine their investigations. The broader community has been invited to detail any concepts they have for consideration by the PCG. One written proposal has been received and has been included in the consultant‟s field on enquiry. Several concepts have been forwarded by the Technical Working Group membership and these have also been included in the consultants‟ list of potential products for review. The PCG has a community engagement plan for the project and the first community update was distributed in August. The second milestone update will be distributed to the community in early November.


Officer Declaration of Interest Under section 80C of the Local Government Act 1989 officers providing advice to Council must disclose any interests, including the type of interest. Project Coordinator- Amanda Western In providing this advice as the Author, I have no disclosable interests in this report.

Conclusion

The PCG has appointed expert consultants to review the potential use of the SGM site, post closure. The consultants have undertaken their initial review and analysis and the PCG has recommended all fields of enquiry to proceed to the next stage of review, with the exception of the tourism suite of products. The consultants will continue with their analysis and prepare a final report for the PCG, due 13th December 2013. The PCG will then review the findings and provide advice to Council regarding next steps.

Officer’s Recommendation That Council:

acknowledges the appointment of consultants to conduct the five fields of investigation; and

notes that upon receipt of the initial findings of the potential tourism uses of the site, the PCG has determined that there is little probability that a viable tourism product exists. Hence, further investigation into potential tourism products will not occur within the scope of this study. All other fields of enquiry will proceed to the next stage of investigation.

MOVED : CR K ERWIN SECONDED : CR M EMERSON ‘THAT COUNCIL: 1. ACKNOWLEDGES THE APPOINTMENT OF CONSULTANTS TO

CONDUCT THE FIVE FIELDS OF INVESTIGATION; AND 2. NOTES THAT UPON RECEIPT OF THE INITIAL FINDINGS OF THE

POTENTIAL TOURISM USES OF THE SITE, THE PCG HAS DETERMINED THAT THERE IS LITTLE PROBABILITY THAT A VIABLE TOURISM PRODUCT EXISTS. HENCE, FURTHER INVESTIGATION INTO POTENTIAL TOURISM PRODUCTS WILL NOT OCCUR WITHIN THE SCOPE OF THIS STUDY. ALL OTHER FIELDS OF ENQUIRY WILL PROCEED TO THE NEXT STAGE OF INVESTIGATION.’

CARRIED


9.5 Service Standards – NGSC transfer stations

[09 09 001A] [Sanjay Manivasagasivam, Director Infrastructure and Environment]

Purpose To provide Council with information and options in relation to service level

standards for the Northern Grampians Shire Council-operated transfer stations.

Council Plan Objective/Strategy 2013-2017 Council Plan - Delivered targeted projects and core services

Waste Strategy: We will implement a waste reduction action plan and promote better use and re-use of valuable resources.

Background

The Council currently has four transfer stations across the municipality located at Halls Gap, Glenorchy, St Arnaud and Stawell. The range of services, opening hours and level of use differs significantly across the sites. It is noted that Council has dealt separately with the Marnoo transfer station at its meeting on 2 September 2013 where it was resolved to close the Marnoo facility and support instead the Marnoo Community Recycling Group.

The Council‟s Waste Management Strategy 2012 (the Strategy) and Waste Reduction Action Plan 2012 identified issues with the current service arrangements for the transfer stations. The Strategic Objectives in Council‟s Waste Management Strategy for the transfer stations are as follows:

Manage Council‟s transfer stations to best practice standards, while

meeting service requirements and cost effective service delivery, within

Council‟s resource capacity.

Ensure assets are maintained over the life of the service.

Implement cost effective and environmentally responsible processing of

waste materials.

Maintain adaptability to adjust to changing programs and initiatives of the

waste and recycling industry.

Work within a regional context for the provision of transfer stations.


Briefings have been provided to Council on issues and options available for the future operating hours of the transfer stations on 17 December 2012, 4 February 2013, 29 April 2013, 6 May 2013, and 9 September 2013. Additionally Council received an information report on the transfer stations at its Ordinary Council meeting on 7 October 2013. Issue/Discussion A questionnaire seeking feedback on the operating hours of the transfer stations was available from 16 September to 17 October 2013. Some 188 responses across the four current sites were received. This feedback has been used in this report to assist in setting service standards for the transfer stations. Table 1 provides an overview of the operating hours, and the materials that can be accepted at each of the Council sites. Note that as part of implementation of the Strategy the Great Western transfer station was closed in 2011/12 and the Marnoo site closed on 18 October 2013.

Table 1: Current opening hours and items accepted

Transfer station

Opening hours Materials accepted

Stawell

Tues, Thurs, Sat & Sun 12-5pm

(Daylight savings 1-6pm)

Fri 12-3pm Total – 23 hrs/wk

General waste, compacted waste, commingled recyclables, green waste, concrete, electronic items, mattress, clean soil, scrap metal, motor oil, car batteries, tyres, gas bottles, DrumMuster

St Arnaud (Hard Hills)

Tues, Fri, Sat & Sun 12-5pm

Total – 20 hrs/wk

General waste, compacted waste, commingled recyclables, green waste, concrete, electronic items, mattress, clean soil, scrap metal, motor oil, car batteries, tyres, gas bottles, DrumMuster

Halls Gap

Wed & Sun 12-5pm

Christmas to Easter Fri 12-5pm

Total – 10 hrs/wk Christmas to Easter

15 hrs/wk

General waste, compacted waste, commingled recyclables, green waste, scrap metal, mattress

Great Western

PERMANENTLY CLOSED IN 2011/12

Marnoo PERMANENTLY CLOSED ON 18 OCTOBER 2013

Glenorchy

Sun 1-4pm Total – 3 hrs/wk

Green waste, scrap metal


The Council sought community feedback on possible changes to the service standards at the transfer stations mainly around days and times of opening and usage.

Table 2: Feedback responses received

Transfer station No. of responses

received Residential Properties within 10 km

radius of site

Glenorchy 14 135

Halls Gap 44 490

St Arnaud 36 465

Stawell 94 690

Some of the issues raised during the consultation included comment on gate

fees, types of materials, the consultation process as well as comment on the preferred operating hours and days.

A summary of the feedback received, current usage and options for each of

the transfer stations is attached. [Attachment 9.5A] Financial Implications The Council‟s transfer stations are currently subsidised by ratepayers to

varying degrees. That is the gate fees collected do not cover the operating costs. The subsidy varies across the sites and is influenced by the number of people using each site, the costs to operate each site, and the types of materials received at each site. The estimate of subsidy is based on the 2012/13 operating costs and income received at each site. This also varies from year to year. The operating costs in 2012/13 varied from $7,600 in Glenorchy to $160,000 in Stawell.

Risk/Amenity/Environmental/Social Implications Council‟s waste management responsibilities are set out in the Local

Government Act 1989. Local Government‟s role is primarily in planning for and delivering waste services that meet the local needs of the community in its municipality. The actual services standards are not stipulated under the Act, giving Councils the ability to set their own service standards based on their resource capacity to meet the needs of their community. Service and Asset Management Implications

If Council determines to change the service standards at the transfer stations

this will have implications on site management and service costs.


Community Consultation A communication plan was developed and implemented to guide community

consultation in relation to any transfer station hours, days and operations. The communication plan was based on the International Association of Public Participation (IAP2)-Public Participation Spectrum.

Council Officers prepared a questionnaire, individualised to each of the transfer stations seeking community feedback in relation to the operating hours and days of each site. These questionnaires were available at transfer stations, Council offices and on Council‟s website from the week beginning 16 September 2013 until 17 October 2013. Information was also emailed to residents and ratepayer associations throughout the shire and at their request a presentation made to the Stawell Residents Association. The feedback received on the questionnaires is included in [attachments 9.5B, C, D & E].


Under section 80C of the Local Government Act 1989 officers providing advice to Council must disclose any interests, including the type of interest.

Manager Responsible – Kathleen Gosden In providing this advice as the Manager Responsible, I have no disclosable interests in this report. Director Responsible – Sanjay Manivasagasivam In providing this advice as the Director Responsible, I have no disclosable interests in this report.

Conclusion The Council has received a range of community views on the operating hours

for the transfer stations. When reviewing the number of responses received for each site it highlights that the transfer stations are providing a service for a relatively small portion of the community on a regular basis.

Glenorchy The majority of respondents use the site either monthly (43%) or several

times a year (29%). The number of responses received however was very low, and it highlights that the site is not being used by many people in the community. The key issue raised by those who responded related to the management of scrap metal if the site is closed. The disposal of green waste was not a key issue, more an inconvenience.


Halls Gap In summarising the responses received for the Halls Gap transfer station

46.5% of the respondents use the site either weekly or fortnightly. Based on the gate fees taken at this site and the average number of customers using the site per annum a conclusion could be drawn indicating that the larger proportion of those using the site on a weekly or fortnightly basis must be taking materials that are free to deposit i.e. commingled recyclables or scrap metal. This however doesn‟t reflect the data from the contractors who collect the scrap metal or the recyclables.

51% of the respondents indicated it would be difficult to manage their waste

materials with the proposed change to the hours. There was no easy conclusion to be drawn in relation to days that the site should be open. However it is clear from the feedback that both week day and weekend times are necessary.

St Arnaud In summarising the responses received for the St Arnaud transfer station only

8 % of the respondents use the site weekly. The majority, 70%, use the site either once a month or several times a year. This is reflective of the annual data on the number of customers that pay to deposit materials at the site.

32% of the respondents stated it would be very difficult to manage their waste

materials with the proposed changes. Some of this feedback however related directly to the persons employment ie work afternoons, work on the proposed opening day etc. The majority of respondents, 68%, however stated that they would be able to manage their waste even if this was inconvenient, with the proposed changes.

The additional comments provided by the respondents related mainly to

issues not directly linked to the operating hours. Only 24% provided additional comments that directly related to the operating hours.

Stawell In summarising the responses received for the Stawell transfer station only

6% of the respondents use the site weekly and 22% use the site fortnightly. The majority of the respondents use the site either monthly (25%) or several times a year (36%). A further 9% stated that they rarely use the site.

77% of the respondents advised that they had no difficulties in managing their

waste with the proposed changes whilst 18% advised it would be inconvenient but they would be able to manage. Only 4% indicated they would have difficulties with the proposed changes.


It is likely that these respondents either have difficulties with the current operating hours as the proposed changes increase the hours or are proposed on the same days as current but with slight modifications.

There was significant amount of feedback on the operating hours in the

additional comments section (48% of the respondents). The key issue appears to relate to the need for a spread of hours on the weekdays and weekends that cover both morning and afternoon times. This is reflective of the proposed spread of hours.

Officer’s Recommendation That Council gives consideration to the following service standards for each

of the transfer stations:

Glenorchy Transfer Station Option 1 – Make no changes to the current operating hours, that is maintain

the current 3 hours per week on a weekend. Option 2 – Reduce the operating hours to 3 hours per month on a weekend

day to reflect some of the feedback from the community. Option 3 – Close the site in line with the proposal circulated on the community

questionnaire. Option 4 - Close the site in line with the proposal circulated on the community

questionnaire and investigate alternative option to assist with the management of scrap metal that may derive an income for community projects in Glenorchy.

Halls Gap Transfer Station Option 1 – Make no changes to the current operating hours, that is maintain

the current 10 hours per week all year and an additional 5 hours per week from Christmas to Easter.

Option 2 – Reduce the operating hours from 10 hours per week all year and

an additional 5 hours per week from Christmas to Easter each year to 8 hours per week spread over 1 week day and one weekend day in line with the proposed hours circulated on the community questionnaire.

Option 3 – Make no changes to the current operating hours and remove

additional hours from Christmas to Easter, that is maintain the current 10 hours per week all year and remove the additional 5 hours per week from Christmas to Easter.


St Arnaud Transfer Station Option 1 – Make no changes to the current operating hours, that is maintain

the current 20 hours per week spread over two week days and two weekend days.

Option 2 – Reduce the operating hours from 20 hours per week to 16 hours

per week spread over two week days and two weekends in line with the proposed hours circulated on the community questionnaire.

Option 3 – Reduce the operating hours to 12 hours per week spread over 1

week day and two weekend days to reflect some of the community feedback on preferred days.

Stawell Transfer Station

Option 1 – Make no changes to the current operating hours, that is maintain

the current 23 hours per week spread over three week days and two weekend days.

Option 2 – Increase the operating hours from 23 hours per week to 24 hours

per week spread over three week days and two weekends in line with the proposed hours circulated on the community questionnaire.

Option 3 – Increase the operating hours to 28 hours per week spread over

three weekdays and two weekends to enable longer opening hours on these days to reflect some of the community feedback on access to the site.

MOVED : CR K HYSLOP SECONDED : CR K ERWIN ‘THAT COUNCIL CLOSES THE GLENORCHY TRANSFER STATION IN

LINE WITH THE PROPOSAL CIRCULATED ON THE COMMUNITY QUESTIONNAIRE AND INVESTIGATES AN ALTERNATIVE OPTION TO ASSIST WITH THE MANAGEMENT OF SCRAP METAL THAT MAY DERIVE AN INCOME FOR COMMUNITY PROJECTS.’

CARRIED MOVED CR P RUSSELL SECONDED : CR K ERWIN 'THAT COUNCIL MAKES NO CHANGES TO THE CURRENT OPERATING

HOURS FOR THE HALLS GAP TRANSFER STATION, AND MAINTAINS AN AVERAGE OF TEN HOURS PER WEEK OVER THE YEAR AND AN ADDITIONAL FIVE HOURS PER WEEK FROM CHRISTMAS TO EASTER.’

CARRIED


MOVED : CR T DRISCOLL SECONDED : CR K HYSLOP ‘THAT COUNCIL MAKES NO CHANGE TO THE CURRENT OPERATING

HOURS FOR THE ST ARNAUD TRANSFER STATION, AND MAINTAINS AN AVERAGE OF TWENTY HOURS PER WEEK OVER THE YEAR SPREAD OVER TWO WEEK DAYS AND TWO WEEKEND DAYS.’

CARRIED MOVED : CR K ERWIN SECONDED : CR M EMERSON ‘THAT COUNCIL INCREASES THE OPERATING HOURS FOR THE

STAWELL TRANSFER STATION FROM 23 HOURS PER WEEK TO 24 HOURS PER WEEK SPREAD OVER THREE WEEK DAYS AND TWO WEEKENDS IN LINE WITH THE PROPOSED HOURS CIRCULATED ON THE COMMUNITY QUESTIONNAIRE.’

CARRIED

9.6 Draft Statewide Waste and Resource Recovery Infrastructure Plan 2013-2043 Victoria

[09 09 001A] [Daryl Schuyler, Team Leader Environment & Community Protection] Purpose The purpose of this report is to seek Council endorsement of a submission to

be made to Sustainability Victoria on the Draft Statewide Waste and Resource Recovery Infrastructure Plan 2013-2043 Victoria

Council Plan Objective/Strategy 2013-2017 Council Plan – 2. Delivered targeted projects and core services

Waste Strategy: We will implement a waste reduction action plan and promote better use and re-use of valuable resources.

Background

Sustainability Victoria released the Draft Statewide Waste and Resource Recovery Infrastructure Plan 2013-2043 Victoria (SWRRIP) in September 2013 for public comment. Submissions on the Draft Plan close on 6 December 2013.

The Draft SWRRIP outlines the strategic direction to guide investment in waste management and resource recovery infrastructure over the next 30 years.


The four Goals in the Draft SWRRIP are: 1. Facilitate efficient markets by consolidating material streams to establish

economies of scale that attract industry investment 2. Maximise the recovery of valuable resources from waste streams 3. Supporting the Getting Full Value action to facilitate the long term purpose

of landfills to only receive treated residual waste 4. Provide industry, local government, metropolitan and regional Waste

Management groups and other government agencies with information and guidance to inform planning at the state, regional and local levels.

Council has the opportunity to make submissions towards the Draft SWRRIP, which may in turn be acknowledged or acted upon by Sustainability Victoria. This document once finalised will become enacted and guide the future investment in waste and resource recovery in the state.

The Draft SWRRIP will set the framework for the Regional Waste Management Group (RWMG) to develop Regional Waste and Resource Recovery Infrastructure Plans (RWRRIP) over the next three years. The RWRRIP will be referenced in Victoria Planning Provisions clause 19.03-5 Waste and Resource Recovery. These plans must then be considered where relevant in all planning decisions relating to the use and development of land.

Officers have reviewed the draft document and attended an information session conducted by Sustainability Victoria on the 23 October 2013. A draft submission is being prepared for the Council to consider. This will be discussed at the briefing session on 28 October 2013 and presented at the Council meeting on 6 November 2013.

Issue/Discussion Officers have identified errors in the identification of Rural Recovery

Infrastructure within this municipality. These errors will be addressed in the Council submission. Additionally the submission provides the opportunity for Council to highlight the following:

The potential of the Wonga site as a potential landfill of both regional and State importance (conditional upon feasibility assessment and endorsement by the RWMG in their RWRRIP.)

Utilising the merger of the Regional Waste Management Group to seek to encourage the merged RWMG to set up a regional office in Stawell.

To seek recognition that exceptional circumstances may apply with some smaller Councils in that economic viability will override all other considerations.


This is imperative as potentially all future funding opportunities from the RWMG or Sustainability Victoria will be based on compliance with the plan and its goals and objectives- but works at regional landfills must still be done to meet legislative compliance issues.

Funding opportunities should not be denied because the money is only to be allocated towards progressing components of the Plan which may not be available to the municipality.

Identify that the obvious implications of transporting material are cost and stockpiling prior to transporting. The plan identifies “The economically viable distance to transport waste concrete, brick and related demolition materials is in the range of 30–50 km.” Similar distance ranges would apply to all other materials requiring transportation. This obviously is compounded by the necessity for the materials to be stockpiled/stored prior to transport and the need for the appropriate infrastructure to be developed to stockpile.

Consideration of incentives to decentralise industries, because unless there is some incentives the economic viability of compliance is extremely limited for this Council.

Council officers have been advised during the information sessions that any submission received will be considered by the officers developing the RWRRIP. It is not the intent of the consultation process for the submission to be given to the Minister for their consideration before endorsing the RWRRIP.

Financial Implications There are no immediate financial implications in lodging a submission on the

Draft RWRRIP. There may be future funding and financial implications on council associated with the implementation of the Plan.

Risk/Amenity/Environmental/Social Implications The only implication of not making a submission is an opportunity lost to have

input into a Plan that will potentially shape waste and resource recovery for the next thirty years.

Service and Asset Management Implications No direct Service or Asset Management implications. Community Consultation No community consultation has been sought on the development of Council‟s

submission on the Draft RWRRIP. The community however can make their own submissions on the Draft RWRRIP as it is available to the public for comment.



Under section 80C of the Local Government Act 1989 officers providing advice to Council must disclose any interests, including the type of interest. Author – Daryl Schuyler In providing this advice as the Author, I have no disclosable interests in this report.

Conclusion Council has the opportunity to make a submission to the Draft SWRRIP.

Consideration should be given to the reach of such a submission, and a determination that if the matters raised are sufficiently important that a letter to the Minister for Environment and Climate Change also be submitted.

Officer’s Recommendation That Council:

1. endorses the submission to the Draft Statewide Waste and Resource Recovery Infrastructure Plan; and

2. gives consideration to writing a letter to the Minister for Environment and

Climate Change outlining the concerns expressed in the submission to the Draft Statewide Waste and Resource Recovery Infrastructure Plan.

MOVED : CR K ERWIN SECONDED : CR T DRISCOLL ‘THAT COUNCIL: 1. ENDORSES THE SUBMISSION TO THE DRAFT STATEWIDE WASTE

AND RESOURCE RECOVERY INFRASTRUCTURE PLAN; AND 2. GIVES CONSIDERATION TO WRITING A LETTER TO THE MINISTER

FOR ENVIRONMENT AND CLIMATE CHANGE OUTLINING THE CONCERNS EXPRESSED IN THE SUBMISSION TO THE DRAFT STATEWIDE WASTE AND RESOURCE RECOVERY INFRASTRUCTURE PLAN.’

CARRIED


9.7 Review of Road Management Plan

[09 03 027A] [Bruce McClure, Manager Infrastructure] Purpose The purpose of this report is for Council to note that the review of its Road Management Plan has been completed and to adopt the Road Management Plan. Council Plan Objective/Strategy The development and review of the Road Management Plan is consistent with the Council Plan objectives:

1. Improved the social and economic viability of the shire

2. Delivered targeted projects and core services

Background Council previously prepared a Road Management Plan (RMP) which it adopted on 26 July 2007 and subsequently amended on June 2009. The Plan documents how Council manages its road infrastructure and was prepared in response to the Road Management Act 2004. According to section 52 of the Road Management Act 2004, the existing RMP should have been reviewed in 2011, but it has been on hold due to flood damage and restoration works. A draft version of the RMP [Attachment 9.7] has been prepared and subsequently a notice was placed in the Victorian Government Gazette on 12 September 2013 in accordance with Section 302 of the Regulations inviting submissions on the proposed review within 28 days. Furthermore a notice was placed in the Stawell Times News on 13 September 2013 and the North Central News on 11 September 2013 inviting submissions within 28 days and no submissions were received. In accordance with Regulation 301 of the Road Management Act (General) Regulations 2005 and section 125 (1) (b) of the Local Government Act 1989, the Council requested that the Minister approve an extension of time for the review of the plan through a letter dated on 2 October 2013 and its subsequent adoption by Council until 28 March 2014.


The Manager Infrastructure undertook the review having regarded to:

The Road Management Act 2004 and associated Regulations.

Council‟s Sustainable Asset Management Strategy.

Council‟s Service Asset Management Plans.

Recent audits (Internal Reviews) of the Road Management Plan.

Council‟s Risk Management Strategy.

An analysis of customer requests contained in Council‟s CONFIRM customer request management system.

Council‟s 2011/2012, 2012/2012 and 2013/2014 Budget.

Council‟s STEP asset management performance and its identified long term infrastructure gap.

An analysis of the road inspections and reported defects on the Roads Network Register.

Comments received from Council staff.

Asset condition assessments. Issue/Discussion The review identified that the current RMP, which was previously reviewed in 2009, substantially met the requirements of the Act and the needs of Council, and that the review identified a small number of suggested changes be made to the Plan with respect to the following:

Footpath hierarchy, inspection regime and intervention levels.

Safety and Defect Inspections.

Hazard Inspections.

Bridge Inspections.

Design Targets for new works.

Risk assessment for various activities to align with Council‟s Risk Management Strategy.

Force Majeure.

As the review identified that the current plan be amended, it is necessary for Council to undertake the amendment process in accordance with the procedure outlined in the Act and the Regulations and in particular Section 303 of the Regulations with respect to the giving of notice of the proposed amendment. Financial Implications The review has had regard to Council‟s financial limitations with respect to the management of its road network. Risk/Amenity/Environmental/Social Implications The review has had regard to Council‟s Risk Management Strategy.


Asset Management Implications The review acknowledges that the maintenance and renewal of Council‟s road network is critical, and significantly contributes to Council‟s long term ability to address risks associated with defects on the road network. Community Consultation A notice was placed in the Victorian Government Gazette on 12 September 2013 in accordance with Section 302 of the Regulations inviting submissions on the proposed review within 28 days. Furthermore a notice was placed in the Stawell Times News on 13 September 2013 and the North Central News on 11 September 2013 inviting submissions within 28 days and no submissions were received. Conclusion A review of the Northern Grampians Shire Council Road Management Plan has been undertaken in accordance with the requirements of the Road Management Act 2004, and having identified the need to amend the Plan, the following recommendation is made. Officer’s Recommendation That Council as the road authority adopts the Road Management Plan 2013.

MOVED : CR K ERWIN SECONDED : CR K HYSLOP ‘THAT COUNCIL AS THE ROAD AUTHORITY ADOPTS THE ROAD

MANAGEMENT PLAN 2013.’ CARRIED

9.8 Planning and Building Activity Report

[10 08 004A] [Kath Gosden, Manager Environment & Regulatory Services]

Purpose To provide information regarding building and planning approvals by Council for September 2013 and for the calendar year to date, as well as the projected economic flow on effects generated by the granting of those permits.

Council Plan Objective/Strategy Delivered targeted projects and core services


Background Council has and continues to receive reports on both Planning Permit Applications and Building Permit Applications that are received and issued on a monthly basis. This information provides not only an important indicator of the administrative work being undertaken by Council in the provision of planning and building services, but also provides an important indicator as to the economic activity that is occurring throughout the municipality. Issue/Discussion

Following is a summary of both Planning and Building Permit activity in the Northern Grampians Shire for the period 1 September to 30 September 2013 inclusive.

PLANNING PERMITS

Planning Permits Issued No. Value

Permits issued YTD in 2013 69 $ 7,476,502

Permits issued YTD in 2012 60 $ 6,884,909

Permits issued in September 2013 13 $ 1,405,000

Permits issued in September 2012 4 $ 254,000

Permits under consideration 25 $10,189,532

A specific breakdown of the Planning Permit values issued and those under consideration by areas in September 2013 is now provided as follows: STAWELL

September YTD Under Consideration

Business $ 187,500

Residential $ 518,350 $ 272,000

Rural

Mining

Community $ 11,950

Signage

Tourist Accommodation

Other $2,123,282

Total $ 0 $2,829,132 $ 283,950


ST ARNAUD


Business $ 500,000

Residential $ 400,000 $ 950,000 $ 571,082

Rural

Mining

Community

Signage $ 600


Other $ 5,000 $ 5,000

Total $ 405,000 $ 955,600 $ 1,071,082

HALLS GAP


Business $ 40,000 $ 40,300 $ 20,000

Residential $ 98,500 $ 648,500 $ 250,000

Rural

Mining

Community $ 22,500

Signage $ 1,913


Other $ 250,000

Total $ 138,500 $ 713,213 $ 520,000

OTHER AREAS


Business $ 5,000,000

Residential $ 11,500 $1,987,955 $ 124,000

Rural $ 3,602 $ 40,000

Mining

Community $ 56,000

Signage $ 2,000


Other $ 850,000

$ 929,000 $ 3,150,500

Total $ 861,500

$2,978,557 $ 8,314,500

SUBDIVISION

No. of Applications No. of Lots

Residential 5 13

Industrial 0 0


Figure No. 1 Historical Comparison of Planning Permits Issued (No’s) January – December 2009 – 2013

Significant Planning Permit Applications Received:

Significant Planning Permits Issued:

5.2013.45.1 63 Napier Street, St Arnaud

St Arnaud Fitness Studio

$0 Use of land for Leisure and Recreation (gymnasium, fitness centre, personal training and dancing school) and associated works

5.2013.46.1 20-22 Grampians Road, Halls Gap

Budja Budja Aboriginal Co-op Limited C/- D Butt

$40,000 Development being extension to an existing building and associated works.

5.2013.70.1 8 Prestwood Road, St Arnaud

BPL Nominees Pty Ltd C/- Scolexia Pty Ltd

$500,000 Development being two new Hatchery Sheds for existing Intensive Animal Husbandry (Turkey Farm) and associated works.

5.2013.73.1 97-103 Main Street Great Western

C Kipniak c/- Ferguson Perry

$0 Subdivision of Land (5 Lots) and associated works.


5.2013.38.1 Carrols Bridge Road, Gre Gre South

Country Fire Authority

$200,000 Development of an Emergency Services Facility (CFA Station) and associated works.

5.2013.48.1 1338 Banyena Silo Road, Rich Avon West



5.2013.43.1 72 Proctor Road, Kooreh



5.2013.53.1 22 Church Road, Gooroc



BUILDING PERMITS

Building Permits Issued Council Building Surveyor

Private Building Surveyor

Total Value

Permits issued YTD in 2013 92 42 134 $ 12,769,514

Permits issued YTD in 2012 95 42 137 $ 11,405,084

Permits issued in September 2013

8 4 12 $ 990,100

Permits issued in September 2012

16 3 19 $ 1,216,739

Details of all Private Building Surveyor issued Building Permits for the months of April, May, June, July, August and September were not available on the Victorian Building Authority site at the time of preparing this report.


Figure No. 2 Historical Comparison of Building Permits Issued (No’s) January – December 2009 – 2013

Significant Building Permits Issued:

6.2013.122 87-89 D‟Arcy Street, Stawell

Department of Environment and Primary Industries

$6,145 Construction of Shade Sail

6.2013.97.1 63 Napier Street, Stawell

Lonicom Pty Ltd

$161,000 Alterations to Building and Change of Use

6.2013.147.1 111 Bests Road, Great Western

Bests Wines $90,000 Construction of Agricultural Farm Shed

Financial Implications

There are no financial implications for Council, except for the normal administrative costs that are associated with the Planning and Building Departments, which are statutory functions of Council.

Risk/Amenity/Environmental/Social Implications

There are no identified risks associated with this report. Any identified risks are managed during the associated building and planning permit processes. Service and Asset Management Implications

There are no identified service or assets implications associated with this report.


Community Consultation

This report is provided to give information to Council on the building and planning activity within the municipality. There has been no formal community consultation associated with the development of this report. Individuals or businesses are however consulted during permit processes as applicable.


Under section 80C of the Local Government Act 1989 officers providing advice to Council must disclose any interests, including the type of interest. Author – Jaiden Bach In providing this advice as the Author, I have no disclosable interests in this report.

Conclusion

There has been a number of significant planning and building permits issued or received by Council in September 2013.


That the Planning & Building Activity report be noted and received.

MOVED : CR T DRISCOLL SECONDED : CR M EMERSON ‘THAT THE PLANNING & BUILDING ACTIVITY REPORT BE NOTED AND

RECEIVED.’ CARRIED

9.9 Bulk Entitlements Review

[09 12 003A] [Jim Nolan, Director Marketing & Community] Purpose To advise Council about the review of Bulk Entitlements and to seek direction

from Council regarding a submission to the review. Council Plan Objective/Strategy Council Plan 2013 – 2017: Improved social and economic viability of the shire. Social, Community and Environment strategy- “We will provide safe and usable assets and services to improve the quality of

life for residents by: advocating for the responsible management of lakes and waterways.”


Background GWMWater has advised that a review is being undertaken of the operations

of the bulk entitlements and environmental entitlements for the right to take and use water from the GWMW supply system. The purpose of the review is to determine if water supply is functioning as intended, to identify improvements in the operations of the system, and to ensure GWMWater continues to meet statutory responsibilities under the Water Act 1989.

GWMWater has produced a number of fact sheets explaining the issue of

bulk entitlements which are published on their website, and a selection of these fact sheets is attached to this report for background information. [Attachment 9.9]

Issue/Discussion Walkers Lake Bulk entitlement for recreation has been considered in respect of Walkers

Lake. Walkers Lake is currently not listed as a recreational lake, and receives no allocation of water from the supply system.

Council established a local advisory committee to investigate the suitability of

the lake for recreation, and at a meeting of the committee on 17 October 2013 the committee recommended that:

“Northern Grampians Shire Council write to GWMWater to seek an allocation of water for Walkers Lake” and that:- “Northern Grampians Shire Council contact the Minister to get an allocation of a minimum of 300 megalitres to Walker Lake in the current filling season for emergency, environmental and recreation purposes.” Whilst the work of the committee is still in progress, it is suggested that Council consider the recommendations having regards to:

Need for water for recreation in the Northern part of the shire.

Social and community benefits associated with such recreational activity.

The lack of water security to Lake Batyo Catyo.

The cost of the water is likely to be in the order of $6000 pa for the 300 ML sought.

The means of funding the water is still to be determined.

The supply to Walkers Lake is dependent on the construction of a supply line from the Wimmera Mallee Pipeline estimated to cost $50,000

Other operational and infrastructure needs at the lake have not yet been determined by the committee.


In respect of the second recommendation from the committee relating to contacting the Water Minister for an allocation in the current water season, the committee has not indicated who they expect to pay for the emergency allocation and the construction of the supply line. The matter of Walkers Lake has been discussed with the Minister in recent months, and the issues are generally well known to the Minister. Environmental Water Council has recently provided a submission to the Victorian Environmental Water Holder in respect of the review of management arrangements for the Glenelg and Wimmera environmental entitlements. Council has also considered seeking an allocation of environmental water for the Rich Avon weir pool in order to maintain a water body at that site to preserve the environmental values there. Lake Lonsdale Council has previously considered the issue of water levels at Lake Lonsdale and advocated to maintain a minimum level of water in the lake to protect the recreational values there. It is suggested that advocacy on Lonsdale water levels also forms part of Council‟s submission to the bulk entitlement review. At the time of preparing this report the water level at Lonsdale was 30% full. Lake Lonsdale is identified by GWMWater as a storage lake used to provide environmental water flows in the catchment downstream of the lake. Council has also previously made a submission in respect of the operating rules at Lake Lonsdale. Financial Implications

Seeking an allocation of water for recreational water through the bulk

entitlements review does not commit Council to the purchase of that water, and while the issue of “who pays” for any recreational water at Walkers Lake is yet to be determined, Council should be mindful that the provision of recreational water will have a significant cost implication.

Risk/Amenity/Environmental/Social Implications The provision of recreational water to Walkers Lake will potentially have

improved social and environmental implications. The environmental values associated with the provision of environmental

water are assessed by the Environmental Water Holder based on advice from the relevant Catchment Management Authority.

Service and Asset Management Implications The provision of recreational water to Walkers Lake will be an increased

service to the community.


Community Consultation On the matter of Walkers Lake, consultation has been through the local

community committee established to investigate the suitability of the lake for recreation.



Conclusion The Bulk Entitlements Review facilitated by GWMWater provides an

opportunity to advocate for an allocation of recreational water for Walkers Lake following advice from the local community, and to advocate for an allocation of environmental water for the Rich Avon Weir Pool. Council may also consider the opportunity to advocate for maintenance of minimum water levels in Lake Lonsdale.


That Council: 1. makes a submission to the Bulk entitlement review advocating for:

an entitlement for recreation water for Walkers Lake;

environmental water for the Rich Avon weir pool;

maintenance of minimum water levels in Lake Lonsdale to preserve the lake‟s recreational values; and

maintenance of minimum water levels in Lake Fyans to preserve the lake‟s recreational values; and

2. writes to the Water Minister seeking an allocation of a minimum of 300

megalitres to Walkers Lake in the current filling season for emergency, environmental and recreation purposes.


MOVED : CR K ERWIN SECONDED : CR T DRISCOLL ‘THAT COUNCIL: 1. ENDORSES THE SUBMISSION MADE TO THE BULK ENTITLEMENT

REVIEW ADVOCATING FOR: A) AN ENTITLEMENT FOR RECREATION WATER FOR WALKERS

LAKE; B) ENVIRONMENTAL WATER FOR THE RICH AVON WEIR POOL;

C) MAINTENANCE OF MINIMUM WATER LEVELS IN LAKE LONSDALE TO PRESERVE THE LAKE’S RECREATIONAL VALUES; AND

D) MAINTENANCE OF MINIMUM WATER LEVELS IN LAKE FYANS TO PRESERVE THE LAKE’S RECREATIONAL VALUES; AND

2. WRITES TO THE WATER MINISTER SEEKING AN ALLOCATION OF

A MINIMUM OF 300 MEGALITRES TO WALKERS LAKE IN THE CURRENT FILLING SEASON FOR EMERGENCY, ENVIRONMENTAL AND RECREATION PURPOSES.’

CARRIED

9.10 Regional Red Tape Rubbish Bin

[08 01 006A] [Justine Linley, Chief Executive Officer] Purpose To advise Council of the Regional Red Tape Rubbish Bin project and to seek

Council‟s involvement in this initiative. Council Plan Objective/Strategy Council Plan 2013 – 2017: Strategic Objective, Improved social and economic

viability of the shire Strategy: Reducing the Regulatory Burden

Background The Victorian government has a comprehensive program to reduce red tape

by 25 percent. The Red Tape Reduction Program is on track to deliver over $500 million in annual benefits to business, not-for-profit organisations, government agencies and individuals. This is achieved by removing unnecessary reporting and compliance obligations imposed by red tape.


To complement this program, the Grampians Regional Development Australia Committee (GRDA) earlier this year commenced a project to highlight the work of the State Government‟s Red Tape Reduction Commissioner and to respond to some of the critical barriers to business growth and development in the region.

The Regional Red Tape Rubbish Bin project was initially launched in Ballarat

in September 2013. Issue/Discussion Council has a Red Tape Reduction Strategy, one of eight strategies in the

2013 – 2017 Council Plan. The objective of the strategy is to reduce unnecessary regulation and advocate for the removal of regulatory burdens imposed by other tiers of government.

Some of the major sources of tension and contention in the community are

over-regulation or excessive or duplicate regulation by all tiers of government, including local government.

The Regional Red Tape Rubbish Bin project is designed to enable

businesses, organisations and community members to identify and lodge specific examples of where regulation impedes or stops development and activity from occurring with no real benefit.

A link to a straightforward feedback form is provided via the Council‟s

website. The form, once completed, is emailed directly to the Red Tape Reduction Commissioner for investigation.

Financial Implications There are no direct financial implications for Council. Risk/Amenity/Environmental/Social Implications There are no direct risk, amenity, environmental or social implications. Service and Asset Management Implications There are no direct service and asset management implications. Community Consultation The Regional Red Tape Rubbish Bin project is aimed at broad community

consultation and engagement, enabling members of the community to quickly and easily make their views on over-regulation known.



Under section 80C of the Local Government Act 1989 officers providing advice to Council must disclose any interests, including the type of interest. Chief Executive Officer – Justine Linley In providing this advice as the Chief Executive Officer, I have no disclosable interests in this report. In providing this advice as the Author, I have no disclosable interests in this report.

Conclusion It is proposed that Council participates in the program by providing a link to

the Regional Red Tape Rubbish bin site and by hosting a small launch with local business to explain the benefits of lodging instances of over-regulation with the Red Tape Reduction Commissioner.


That Council participates in the Regional Red Tape Rubbish Bin project.

MOVED : CR M EMERSON SECONDED : CR K ERWIN ‘THAT COUNCIL PARTICIPATES IN THE REGIONAL RED TAPE

RUBBISH BIN PROJECT.’ CARRIED

9.11 Monthly Financial Report

[07 02 010A] [Julia Smith, Manager Financial & Information Services]

Purpose

To receive the Financial Report for the period ending 30 September 2013.

Council Plan Objective/Strategy 2. Delivered targeted projects and core services

Background

The report is presented in accordance with section 138 of the Local Government Act 1989.


Issue/Discussion

The Financial Report for the period ending 30 September, 2013, as previously distributed at the Agenda Review Briefing held on 28 October, 2013 is attached. [Attachment 9.11]

Financial Implications

The forecasted closing cash for 2013/14 represents a $694,000 increase over the adopted budget.

Risk/Amenity/Environmental/Social Implications

Strategic financial management is essential to the management of Council‟s exposure to financial risk.

Service and Asset Management Implications N/A Community Consultation N/A Officer Declaration of Interest

Under section 80C of the Local Government Act 1989 officers providing advice to Council must disclose any interests, including the type of interest. Author and Manager Responsible – Julia Smith In providing this advice as the Author and Manager Responsible, I have no disclosable interests in this report. Conclusion

It should be noted that the Financial Report reflects spending only to the end of September 2013. It is currently projected that the Council will end the year with $3,747,000 cash. This represents a $694,000 increase over the adopted budget.


That the Monthly Financial Report for the period ending 30 September, 2013 be received.


MOVED : CR M EMERSON SECONDED : CR P RUSSELL ‘THAT THE MONTHLY FINANCIAL REPORT FOR THE PERIOD ENDING

30 SEPTEMBER, 2013 BE RECEIVED.’ CARRIED

9.12 Amendment to Community Loans Policy

[07 09 004A] [Julia Smith, Manager Financial & Information Services]

Purpose

To consider proposed changes to the Community Loans Policy. Council Plan Objective/Strategy

2. Delivered targeted projects and core services.

Background

Council currently has a Community Loans Policy that provides a framework by which community organisations may apply to Council to borrow money for specific programs and development opportunities as set out within the parameters of the policy. This policy was last reviewed in October 2012, to include the provision of loan funds to property owners for heritage streetscape works, as set out in the Verandah & Heritage Streetscape Policy, and to reduce the community loan reserve from $500,000 to $300,000. Issue/Discussion Following a review of the current Community Loans Policy at the Councillor briefing held on 14 October, 2013 a minor amendment has been made to include the provision of loan funds to community organisations for projects that align directly with the Council Plan but not necessarily involving capital works. [Attachment 9.12]

Financial Implications There is no change to the community loan reserve of $300,000. Risk/Amenity/Environmental/Social Implications

N/A


Service and Asset Management Implications N/A Community Consultation N/A Officer Declaration of Interest

Under section 80C of the Local Government Act 1989 officers providing advice to Council must disclose any interests, including the type of interest. Author and Manager Responsible – Julia Smith In providing this advice as the Author and Manager Responsible, I have no disclosable interests in this report.

Conclusion N/A Officer’s Recommendation That Council adopts the amended Community Loans Policy. MOVED : CR K HYSLOP SECONDED : CR M EMERSON ‘THAT COUNCIL ADOPTS THE AMENDED COMMUNITY LOANS

POLICY.’ CARRIED

9.13 Local Government Victoria Electoral Review

[01 09 001A] [Justine Linley, Chief Executive Officer] Purpose To seek Council‟s comments on the Local Government Electoral Review

discussion paper, published by Local Government Victoria. Council Plan Objective/Strategy Council Plan 2013 – 2017: Strategic Objective, Improved social and economic

viability of the shire


Background On 14 August 2013, Minister for Local Government Jeanette Powell

announced a comprehensive review of Victoria‟s local government electoral system. Mrs Powell said the aim of the review is to deliver strong and effective local democracy and ensure councils continue to be responsible and accountable to their local communities across Victoria.

The Minister has appointed an independent and distinguished Local

Government Electoral Review Panel that will examine the local government electoral processes, voter participation, integrity and electoral representation. It is intended that the review will also examine ways to increase voter participation by improving community information about candidates and the electoral process.

Mrs Powell said the Victorian Government made a commitment to review the

local government electoral system following concerns raised after last year‟s council elections.

In 2012, average voter participation was down, whilst the number of

complaints made to the Local Government Investigations and Compliance Inspectorate during the election was up.

Mrs Powell said the review will aim to improve the electoral process, along

with people‟s understanding of it. It may also lead to changes in the legislation.

The Terms of Reference are as follows:

1. Electoral Process Whether improvements can be made to ensure the integrity of the electoral process, including addressing matters raised in the course of the 2012 election including, but not limited to, the following:

a) Candidate integrity including issues regarding „dummy‟ candidates, information disclosure, existing candidacy requirements; campaign funding and disclosure. b) The role of the Victorian Electoral Commission in electoral administration and cost implications of this for councils, complaint handling and timeliness in responding.

2. Participation Whether improvements can be made to ensure the highest level of participation in local government elections, including:

a) Improving public understanding and awareness of elections and candidates. b) Consistency and promoting greater understanding of voter eligibility rules. c) Use of postal and attendance voting and impact on informal voting. d) Franchise and eligibility provisions.


3. Integrity Whether any other changes can be made that will enhance the integrity of local government elections, candidate conduct and governance. 4. Electoral Representation Whether the current system of electoral representation is appropriate to ensure fairness and consistency of representation within municipalities and between municipalities including:

a) Distribution of wards. b)Different ballot counting systems (proportional and preferential) across municipalities.

Issue/Discussion The Local Government Electoral Review Panel issued a discussion paper in

mid-September 2013 and has commenced public hearings in Melbourne and Regional Victoria [Attachment 9.13A]. The Panel is inviting submissions and comment from members of the public, councils, councillors and officers on issues raised in the discussion paper and contained in the terms of reference.

The Municipal Association of Victoria (MAV) has prepared a draft response to

the questions posed in the discussion paper [Attachment 9.13B]. MAV‟s draft response is based on feedback from the sector and from discussion and input from MAV Board members.

At this point, the MAV intends to stress that the overall electoral system works

well and that only relatively minor adjustments are needed. There should also be as much consistency as possible between the federal, state and local government electoral systems. The MAV also cautions against changes that would make the local government electoral system different from the other two tiers of government, with the exception of franchise. In other words, the MAV proposes to continue to support the existing franchise with residents, non-resident ratepayers and business ratepayers eligible to determine the composition of a council and therefore influence the budget, council plan and service decisions.

There is acknowledgement that there are many divergent views on many of

the matters raised in the discussion paper and it may not be possible for Council to form a consensus view or provide consensus comment on the questions raised in the paper.


It is therefore proposed that Council forward comments to the MAV for consideration in the sector-wide paper and also prepare comments as part of a submission to the Review Panel on those matters where there is agreement. Where there are matters of differing opinion, Councillors are encouraged to make individual submissions to the Review Panel.

Financial Implications There are no direct financial implications for Council. Risk/Amenity/Environmental/Social Implications There are no direct risk, amenity, environmental or social implications. Service and Asset Management Implications There are no direct service and asset management implications. Community Consultation The State Government is consulting with the community as part of the Local

Government Electoral Review process. Officer Declaration of Interest

Under section 80C of the Local Government Act 1989 officers providing advice to Council must disclose any interests, including the type of interest. Chief Executive Officer – Justine Linley In providing this advice as the Chief Executive Officer, I have no disclosable interests in this report. In providing this advice as the Author, I have no disclosable interests in this report.

Conclusion It is proposed that Council provides the MAV with comment for input into the

sector-wide response and in addition, makes its own submission as part of the review of the Local Government Electoral system.

Officer’s Recommendation That Council provides comment to the MAV on the Local Government Electoral Review draft discussion paper and authorises the Chief Executive Officer to make a separate submission as part of the Review process.


MOVED : CR K ERWIN SECONDED : CR T DRISCOLL ‘THAT COUNCIL PROVIDES COMMENT TO THE MAV ON THE LOCAL

GOVERNMENT ELECTORAL REVIEW DRAFT DISCUSSION PAPER AND AUTHORISES THE CHIEF EXECUTIVE OFFICER TO MAKE A SEPARATE SUBMISSION AS PART OF THE REVIEW PROCESS.’

CARRIED

Cr Paul Russell, having earlier declared an indirect interest in Item 9.14, left the chamber at 6.58 pm

9.14 Victoria Police Bands

[05 05 048A] [Justine Linley, Chief Executive Officer] Purpose To consider requests from BandTogether and Banyule City Council for support for the Victoria Police Bands. Council Plan Objective/Strategy Council Plan 2013 – 2017: Improved social and economic viability of the shire. Background The Chief Commissioner Victoria Police has recently made a decision to „civilianise‟ the Victoria Police Pipe Band and to disband the Victoria Police Code One (rock band) and Showband. Issue/Discussion Council has received a request from BandTogether, an advocacy group, for support to have this decision reversed by the Chief Commissioner. [Attachment 9.14A] BandTogether has written to all Victorian councils informing them of this decision and seeking support. Banyule City Council has, as a result of this approach, written to all councils asking for support of their position and urging them to oppose this move. Banyule City has asked that Council write to its local Member of Parliament, the Chief Commissioner Victoria Police and the Minister for Police and Emergency Services seeking to reverse the decision to disband these bands. [Attachment 9.14B]


There is some community concern that the allocation of Victoria Police funds to support the bands may take away vital funding from operational policing. This may have an adverse impact on the ability of small stations like those in the Northern Grampians Shire to have sufficient staff for daily operations. It is therefore proposed that if Council supports the plea to reverse the decision to disband the bands that it not be at the expense of operational policing. Financial Implications The request is for written support and there are no financial implications. Risk/Amenity/Environmental/Social Implications There are no environmental or amenity issues for Council. Service and Asset Management Implications There are no service and asset management implications for Council. Community Consultation No consultation with the community has been undertaken in response to the request. Officer Declaration of Interest Under section 80C of the Local Government Act 1989 officers providing advice to Council must disclose any interests, including the type of interest. Author – Justine Linley In providing this advice as the Author, I have no disclosable interests in this report.

Conclusion Council is asked to consider providing written support for the retention of the bands. Officer’s Recommendation That Council: 1. notes the requests; 2. writes to the Chief Commissioner Victoria Police, local members of

Parliament and the Minister for Police & Emergency Services asking that the decisions to civilianise the Victoria Police Pipe Band and to disband Code One and the ShowBand be reversed as long as the reversal does not adversely impact on operational policing numbers and levels.


MOVED : CR M EMERSON SECONDED : CR K ERWIN ‘THAT COUNCIL: 1. NOTES THE REQUESTS; 2. WRITES TO THE CHIEF COMMISSIONER VICTORIA POLICE,

LOCAL MEMBERS OF PARLIAMENT AND THE MINISTER FOR POLICE & EMERGENCY SERVICES ASKING THAT THE DECISIONS TO CIVILIANISE THE VICTORIA POLICE PIPE BAND AND TO DISBAND CODE ONE AND THE SHOWBAND BE REVERSED AS LONG AS THE REVERSAL DOES NOT ADVERSELY IMPACT ON OPERATIONAL POLICING NUMBERS AND LEVELS.‘

CARRIED

Cr Russell returned to the Chamber at 7.02pm

10. NOTICES OF MOTION OR RESCISSION

11. REPORTS FROM COUNCILLORS/COMMITTEES

11.1 St Arnaud Recreation Board of Management Minutes- 10 July 2013

[06 08 043A]

11.2 St Arnaud Recreation Board of Management Minutes- 14 August 2013

[06 08 043A]

11.3 St Arnaud Recreation Board of Management Minutes- 11 September 2013

[06 08 043A] Councillors provided brief reports on their activities on behalf of Council since

the last meeting. MOVED : CR K ERWIN SECONDED : CR T DRISCOLL ‘THAT THE REPORTS BE RECEIVED.’ CARRIED


12. URGENT BUSINESS

The Chief Executive Officer asked that the following items be considered as Urgent Business :

12.1 Mobile Phone Communications 12.3 CEO Performance Review Committee

Cr Emerson asked that a motion of congratulations for Cr Kevin Erwin be considered as Urgent Business.

Cr Hyslop asked that the matter of the Stawell murals be considered as

Urgent Business. Cr Paul Russell asked that the matter of the relocation of the Halls Gap Visitor

Information Centre be considered as Urgent Business.

12.1 Mobile Phone Communications 12.2 Motion of Congratulations – Cr Kevin Erwin 12.3 CEO Performance Review Committee 12.4 Stawell Murals 12.5 Relocation of Halls Gap Visitor Information Centre

MOVED : CR K ERWIN SECONDED : CR M EMERSON ‘THAT THE ITEMS AS LISTED BE CONSIDERED AS URGENT

BUSINESS.’ CARRIED

12.1 Mobile Phone Communications

[09 12 003A] [Jim Nolan, Director Marketing & Community] Purpose The purpose of this report is to advise Council about the Federal Coalition‟s

new mobile Black Spot Programme, and to provide an opportunity to advocate for improved mobile phone coverage in our region.

Council Plan Objective/Strategy Council Plan 2013 – 2017: Improved social and economic viability of the shire. Data and Information Strategy:

We will use technology and develop systems to improve accessibility and profitability for our community and businesses by:


• Advocating for reliable telecommunications and mobile telephony services in

all areas of the shire Background Council has previously identified there are significant limitations to the mobile

phone network across the Northern Grampians Shire. Lack of access to the network and advocacy for improved mobile telephone

coverage has been identified as a priority in the community plans for Marnoo and Navarre.

There is also a known lack of network coverage in the Grampians area, which

is a significant limitation for emergency services, tourism operators, and the large number of visitors to the region.

The Federal Coalition Government has released a “Mobile Black Spot

Program” which provides up to $100 Million to improve mobile phone coverage. (Attachment 12.1)

The Parliamentary Secretary for the Minister for Communications, Paul

Fletcher MP, has been touring the region gathering information about the mobile phone network, and seeking feedback from the community.

At a regional level there has been significant interest from neighboring

Councils. At a recent meeting of the Central Highlands Mayors and CEOs, the group resolved to strengthen their advocacy in light of the new federal policy.

The Wimmera Southern Mallee Regional Strategic Plan has a regional goal

for a Competitive and Innovative Economy which states: “Economic Growth in the Wimmera Southern Mallee will be driven by:

Providing essential infrastructure (including telecommunications) to support new and existing businesses.”

Grampians Tourism, in their discussions with the Tourism Victoria Board

whilst visiting the region, identified lack of mobile phone coverage and connectivity to high speed broadband as a significant limitation on tourism development.

Issue/Discussion The Coalition policy provides an opportunity for Northern Grampians Shire

Council to step up its advocacy on the issue of mobile phone coverage across the shire in partnership with our neighboring Councils and regional bodies.


The following is an excerpt from the policy: The Coalition will provide $80 million for a Mobile Network Expansion

Programme that will improve mobile phone coverage along major transport routes, in small communities and in locations prove to experiencing natural disasters.

Funding will be given to mobile phone network providers who are prepared to

expand the coverage and quality of their mobile networks into regional and remote areas that lack sufficient coverage.

Funding will be awarded through a „request for proposal‟ process to provide

flexibility and to ensure it achieves the best practice possible outcome. Preference will be given to proposals that provide open access infrastructure

to improve coverage along major transport routes. Increased competition will sharpen incentives for carriers to provide better quality services and lower prices in regional areas, as it does in the cities.

Proposals will also be assessed against the amount of funding contributed by

the mobile phone network provider and the expected economic and social benefits.

Our $80 million Mobile Network Expansion Programme is expected to

generate at least an additional $80 million in investment from the major mobile phone carriers.

The intention to facilitate private sector contributions to address inadequate

mobile network coverage is consistent with the recommendations of the Regional Telecommunications Review, which states: „The Committee recommends a co-investment programme, jointly

funded by the Commonwealth and interested states and territory governments, to expand the mobile coverage footprint in regional Australia, focusing on priority regions selected with community input‟

The Cooalition will provide $20 million for a Mobile Black Spot Programme

that will address unique mobile coverage problems, such as locations with high seasonal demand….

Funding for this programme will be open for local governments, state

governments, commercial entities and / or mobile carriers. Flexibility is vital ensure the most efficient and effective outcomes on a site by site basis.

A Coalition government will fund up to 50 percent of the cost of deploying a

mobile black spot solution site, with the balance to be funded by local governments, companies and/or mobile carriers.


Proposals will also be assessed against the amount of funding contributed by the mobile phone network provider and the expected economic and social benefits……

The Coalition will actively seek opportunities to leverage off the rollout of the

wireless broadband Network (NBN) to improve the mobile coverage. NBN Co is rolling out hundreds of towers in regional Australia to provide fixed

wireless broadband services. NBN Co will install power, access roads, and backhaul for each facility, so there is an opportunity for mobile network operators to affordably co-locate with NBN Co and expand their mobile phone network through this process.”

Given the programme requirement for co-contributions, it is important that

Council works with its neighbours and regional groups to provide the best opportunity for funding under the programme, and to secure commitment from carriers.

Financial Implications There are no financial implications for Council by advocating for improved

services. The Coalition programme seeks to leverage its funding by seeking investment

from private and other (including local) government for telecommunications infrastructure. Any financial contribution by Council would require further investigation and consideration as part of Council‟s budget process.

Risk/Amenity/Environmental/Social Implications Improved telecommunications will have significant social and economic

benefits to the region, and assist in mitigating risks around emergency management.

Service and Asset Management Implications Improved mobile phone coverage will assist Council to better deliver its own

services, without any asset management implications for Council. Community Consultation The Parliamentary Secretary for the Communications Minister has been

visiting the region and meeting with various communities and seeking information on the matter.




Conclusion The Coalition Government has recently released its Mobile Black Spot

Programme. $100M has been provided to deliver improved mobile phone coverage, to known black spots along major transport corridors and communities. Northern Grampians Shire and the region have limitations to mobile phone services which significantly restricts economic growth and social wellbeing.


That Council: 1. works in cooperation with the Central Highlands Mayors and CEOs, the

Wimmera Development Association and Grampians Tourism to develop a proposal to the Coalition‟s Mobile Black Spot Programme, and to advocate for improved mobile phone coverage for the region; and

2. continues to seek information from the communities within the Northern

Grampians Shire about the lack of mobile phone coverage, and the impacts of the lack of coverage on business and communities.

MOVED : CR K ERWIN SECONDED : CR T DRISCOLL ‘THAT COUNCIL: 1. WORKS IN COOPERATION WITH THE CENTRAL HIGHLANDS

MAYORS AND CEOS, THE WIMMERA DEVELOPMENT ASSOCIATION AND GRAMPIANS TOURISM TO DEVELOP A PROPOSAL TO THE COALITION’S MOBILE BLACK SPOT PROGRAMME, AND TO ADVOCATE FOR IMPROVED MOBILE PHONE COVERAGE FOR THE REGION; AND

2. CONTINUES TO SEEK INFORMATION FROM THE COMMUNITIES

WITHIN THE NORTHERN GRAMPIANS SHIRE ABOUT THE LACK OF MOBILE PHONE COVERAGE, AND THE IMPACTS OF THE LACK OF COVERAGE ON BUSINESS AND COMMUNITIES.’

CARRIED


12.2 Motion of Congratulations – Cr Kevin Erwin

[01 01 002A]

MOVED : CR M EMERSON SECONDED : CR T DRISCOLL ‘THAT A MOTION OF CONGRATULATIONS BE MOVED FOR CR KEVIN

ERWIN ON HIS BEING AWARDED A TEN YEARS VICTORIAN COUNCILLOR SERVICE AWARD.’

CARRIED

12.3 CEO Performance Review Committee

[LINLJ] [Vaughan Williams, Director Corporate Services] Purpose

To appoint the Mayor and two Councillors to the Chief Executive Officer Performance Review Committee.

Council Plan Objective/Strategy Council Plan 2013 – 2017: Strategic Objective, Improved social and economic

viability of the shire Background Section 95A of the Local Government Act 1989 provides for the employment of senior officers (including the CEO) to be regulated by contract. Mrs Justine Linley entered into a 5 year employment agreement with the Council commencing 11 October 2010 continuing until 10 October 2015. The employment agreement contains the terms of the agreement including a clause on Performance Review, namely Clause 6. Issue/Discussion Clause 6.1 Annual Performance Review.

1. The CEO‟s performance must be reviewed annually no later than 1 December in each year by a committee of Council appointed for that purpose. The Council committee must comprise at least the Mayor and two other Councillors.


Clause 6.2 Nature of Performance Reviews The review must:

1. Be conducted in accordance with whatever policy or practice comprises the Council‟s performance evaluation system at the relevant time;

2. Measure the CEO‟s achievement of the Performance Criteria; and 3. Evaluate the CEO‟s adherence to the Position Description

Financial Implications The CEO‟s remuneration is provided for in the budget and is in accordance

with the terms of the employment agreement. Risk/Amenity/Environmental/Social Implications There are no direct risk, amenity, environmental or social implications. Service and Asset Management Implications There are no direct service and asset management implications. Community Consultation Views of the community form part of the assessment of the CEO‟s

performance as part of the annual performance review. Officer Declaration of Interest

Under section 80C of the Local Government Act 1989 officers providing advice to Council must disclose any interests, including the type of interest. Director Corporate Services – Vaughan Williams In providing this advice as the Author, I have no disclosable interests in this report.

Conclusion It is proposed that Council appoints a CEO Performance Review Committee

and completes the review prior to 1 December 2013.


That Council appoints the Mayor Cr Wayne Rice and two other Councillors to the CEO Performance Review Committee.


MOVED : CR K HYSLOP SECONDED : CR K ERWIN ‘THAT COUNCIL APPOINTS ALL COUNCILLORS TO THE CEO

PERFORMANCE REVIEW COMMITTEE.’ CARRIED

12.4 Stawell Murals

[2-3300-21199]

MOVED : CR K HYSLOP ‘THAT THE STAWELL MURALS IN THE 109 MAIN STREET WALKWAY

BE REINSTATED.’ THE MOTION LAPSED FOR WANT OF A SECONDER

12.5 Relocation of Halls Gap Visitor Information Centre

[2-2040-2299]

Cr Russell asked for an update on the proposed relocation of the Halls Gap Visitor Information Centre to Brambuk and an explanation about the temporary move to the Halls Gap community hall. The Director Marketing & Community provided an update and explanation about the temporary relocation to the hall while negotiations were being finalised with Brambuk. No motion was moved.


13. PUBLIC QUESTION TIME

14. CLOSURE OF MEETING PURSUANT TO SECTION 89(2) OF THE LOCAL GOVERNMENT ACT 1989

A Council or Special Committee may resolve that the meeting be closed to members of the public if the meeting is discussing any of the following : (a) Personnel matters; (b) The personal hardship of any resident or ratepayer; (c) Industrial matters; (d) Contractual matters; (e) Proposed developments; (f) Legal advice; (g) Matters affecting the security of Council property; (h) Any other matter which the Council or Special Committee considers

would prejudice the Council or any person; (i) A resolution to close the meeting to members of the public.

14.1 Contract No. C11-2013/2014, Provision of Transfer Station Services

MOVED : CR M EMERSON SECONDED : CR K ERWIN ‘THAT THE MEETING BE CLOSED TO CONSIDER THE ITEM LISTED

PURSUANT TO SECTION 89(2) OF THE LOCAL GOVERNMENT ACT 1989.’

CARRIED


OPEN COUNCIL RESUMED The Chief Executive Officer reported that the following decisions had been taken in Closed Council. 14.1 1. To award Contract C11 2013/2014 – Provision of Transfer Station

Services at the Stawell Transfer Station to Rescued Recyclers subject to conditions.

2. To not award Contract C11 2013/2014 – Provision of Transfer Station

Services at the Halls Gap Transfer Station and that Council manages the transfer station for the next three years.

3. To award Contract C11 2013/2014 – Provision of Transfer Station

Services at the St Arnaud Transfer Station to NK & KM Birthisel t/a Eco Swish.

15. CLOSE

THERE BEING NO FURTHER BUSINESS, THE MAYOR DECLARED THE MEETING CLOSED AT 9.12PM

Confirmed [Cr Wayne Rice, Mayor] Date: 2 December, 2013

minutes of ordinary meeting 6 november, 2013 · 06-11-2013 · minutes of ordinary meeting 6...

Documents