ordinary council minutes - city of boroondara · ordinary council minutes (open to the public) ......

ORDINARY COUNCIL

MINUTES (Open to the public)

Tuesday 14 June 2016 Council Chamber, 8 Inglesby Road, Camberwell. Commencement 6.37pm Attendance Councillor Jim Parke (Mayor)

Councillor Jane Addis Councillor Kevin Chow Councillor Steve Hurd Councillor Coral Ross Councillor Judith Voce

Apologies Councillor Phillip Healey (Leave of absence)

Councillor Heinz Kreutz (Leave of absence) Councillor Philip Mallis Councillor Jack Wegman

Officers Bruce Dobson - Acting Chief Executive Officer

Marilyn Kearney - Director Corporate Services John Luppino - Director City Planning Nick Lund - Acting Director Community Development Deb Ganderton - Executive Manager Communications &

Engagement Greg Hall - Chief Financial Officer Andrew Mackinnon - Group Manager Parks and Infrastructure David Thompson - Manager Governance Jacinta Barnes - Senior Coordinator Family and Children’s

Services Andrew McHugh - Senior Coordinator Recreation and

Wellbeing George Batsakis - Senior Coordinator Asset Maintenance and

Support David Cashmere - Leisure Facilities Coordinator Andrew Dowling - Coordinator Governance Andrew Birks - Senior Communications Adviser Tom Scanlan - Recreation Planner

Adoption and confirmation of the minutes Moved Councillor Addis Seconded Councillor Voce That the minutes of the Ordinary Council meeting held on 23 May 2016 be adopted and confirmed. CARRIED

Council Meeting Minutes 14/06/16

City of Boroondara

Table of contents

1. Declaration of conflict of interest of any councillor or council officer 3

2. Deputations, presentations, petitions and public submissions

2.1 Petitions 3

3. Assemblies of councillors 3

4. Public question time

PQT1 David F of Kew - Bicycle Infrastructure 4

5. Notices of motion 4

6. Presentation of officer reports 4

1 April 2016 Monthly Performance Report 5

2 Victorian Charter for Child Friendly Cities and Communities 5

3 Draft Melbourne East Regional Sport and Recreation Strategy 7

4 Contract 2016/137, Tree Root Maintenance Services 9

5 Adoption of Graffiti Strategy 10

6 Public Submissions on the Proposed Budget 2016-17 11

7. General business

GB1 Leave of absence - Councillor Mallis (14 June; 17 July to 20 July 2016 inclusive) 12

8. Urgent business 12

9. Confidential business

CB1 Leisure and Aquatic Facilities Contract 10/042 12


City of Boroondara

1. Declaration of conflict of interest of any councillor or council officer Nil 2. Deputations, presentations, petitions and public submissions

2.1 Petitions Council has received one (1) petition. Details of the petition are set out below.

Ref. no. Title / Description No. of signatures Referred to

8649472 Objection to childcare planning permit application PP15/00768 regarding 139 Doncaster Road, Balwyn North

38 DCP

Legend: DCD Director Community Development DCP Director City Planning DCS Director Corporate Services DEI Director Environment and Infrastructure MOTION Moved Councillor Voce Seconded Councillor Addis That Council resolve: 1. To receive and note the petition. 2. To note that the petition will be actioned in accordance with established

planning permit processes within the Statutory Planning department. CARRIED 3. Assemblies of councillors Section 80A of the Local Government Act 1989 requires that a written record of all Assemblies of Councillors be kept and reported to an ordinary Council meeting as soon as practicable. The attached record of Assemblies of Councillors (Attachment 1) is reported to Council in accordance with this requirement. MOTION Moved Councillor Voce Seconded Councillor Ross That Council resolve to receive and note the record of Assemblies of Councillors, as annexed to the minutes. CARRIED


City of Boroondara

4. Public question time

PQT1 David F of Kew - Bicycle Infrastructure The Mayor, Councillor Parke read the following questions submitted without notice:

1 "How come the Sport and Recreation Plan for seven municipalities in the Eastern Part of Melbourne has no bicycle paths in the City of Boroondara included in its plan?"

2 "Why is the City of Boroondara allocating an amount of less than $3 per

ratepayer on cycling infrastructure in its next year budget when the needs for substantial funding identified in my submission to the sport and recreation strategy are so apparent?"

The Acting Director Community Development noted the questions were received without notice at 4pm that day, and would need to be taken on notice for a written response to be provided in due course. 5. Notices of motion Nil 6. Presentation of officer reports Procedural motion MOTION Moved Councillor Hurd Seconded Councillor Voce That the following items:

1 April 2016 Monthly Performance Report 2 Victorian Charter for Child Friendly Cities and Communities 3 Draft Melbourne East Regional Sport and Recreation Strategy 4 Contract 2016/137, Tree Root Maintenance Services 5 Adoption of Graffiti Strategy

be moved en bloc as per the officers' recommendations outlined in the agenda. CARRIED


City of Boroondara

1 April 2016 Monthly Performance Report The Monthly Performance Report for April 2016 (refer to Attachment A) is designed to identify and explain any major variances to budget at an organisational level for the period ending 30 April 2016. Council's year to date operating surplus reflects a favourable variance of $9.75 million primarily due to delayed expenditure coupled with higher than budgeted income. Capital works actual expenditure is $37.93 million which is below the year to date budget of $46.31 million. Priority projects expenditure of $2.83 million was achieved, which is $1.19 million below budget phasing. Council's Balance Sheet and cash position are sound and depict a satisfactory result. At the end of April, Council's cash position stood at $109.69 million which has increased by $32.48 million from June 2015. MOTION Moved Councillor Hurd Seconded Councillor Voce That Council resolve to receive and note the Monthly Performance Report for April 2016. CARRIED

2 Victorian Charter for Child Friendly Cities and Communities The Victorian Charter for Child Friendly Cities and Communities (2013) (The Charter) is a statement of principles which local governments and organisations can use to inform the development of practices that are “child friendly”. The Charter identifies children aged between 0 to 18 years. In 2015, Boroondara was forecast to have 22.1% or 38,118 children aged 0 to 18 years. (Source: Profile.id (2015) Population and household forecasts, 2011 to 2041, July 2015). This is a significant proportion of the municipality’s demographic and highlights the importance of adopting a Charter that recognises children and youth. Becoming a Child Friendly City is consistent with support already provided through Council’s operational actions, capital programs, policies and strategies. Adopting The Charter formalises and gives public recognition to the role that Council plays in providing local environments that support the needs and aspirations of children, young people and their families. A commitment to The Charter builds upon the strong developmental outcomes that Council supports in both early years and youth. Adopting The Charter demonstrates Council’s leadership and advocacy to other organisations across the broader community. In November 2015, Council endorsed the Children and Young People’s Strategy (CYP Strategy). Adoption of The Charter is an action from the CYP Strategy and The Charter principles underpin the strategic directions and action plan endorsed by Council through the CYP Strategy. The Charter principles are broad, reflect the Boroondara Public Health and Wellbeing Plan (BPHWP) themes and are consistent with Council’s current commitment to supporting children, young people and their families.


City of Boroondara

The principles of The Charter are:

Freedom for children to experience environments that consider their needs, Respect and dignity for children to express their individual opinions,

participate in and contribute to decisions about their communities and their wellbeing,

Equitable access to supportive environments and services for children regardless of gender, ethnicity, religion or ability.

The principles support the healthy development and growth of children in their early years and youth to become tomorrow’s responsible citizens. Council is well placed to demonstrate a whole of organisation commitment to The Charter through current strategies and plans. Council’s approach to planning and service delivery is based on existing plans and strategies and leverages off actions identified by community consultation and research. The Boroondara Public Health and Wellbeing Plan, 2013-2017 provides the broad framework and direction for social cohesion and whole of community advancement, and provides a consistent planning focus and a firm foundation for Council priority setting. Specific strategies such as the Children and Young People’s Strategy are the third tier of Council’s integrated planning framework and actions support the adoption of The Charter principles. Adoption of The Charter and future programs and practices can be delivered within current resources available with no additional budget required. MOTION Moved Councillor Hurd Seconded Councillor Voce That Council resolve to adopt the Victorian Charter for Child Friendly Cities and Communities (2013) (The Charter), as annexed to the minutes, which is an action from the Children and Young People’s Strategy (CYP Strategy) endorsed by Council in November 2015. CARRIED


City of Boroondara

3 Draft Melbourne East Regional Sport and Recreation Strategy Councils play an essential role in the development of sport and recreation facilities, significantly contributing to the health and wellbeing of their community. Councils research and develop strategic documents which inform the appropriate use of resources to build, maintain and redevelop sport and recreation facilities within their municipal boundaries. Sport and recreation facilities are primarily built for local residents but depending on their size and location they may be attended by people from other municipalities. Sport and recreation planning for regional facilities has not always been undertaken in collaboration with neighbouring municipalities. When consideration is given on a regional basis, the spread of facilities can be planned more effectively. Further to this, sport and recreation participants do not define their participation preferences by municipality and will travel to various sport and recreation facilities across Melbourne. It is for these reasons that it is now acknowledged that a regional perspective is required when planning for sport and recreation facilities. Boroondara is part of the Eastern Metropolitan Region (EMR) of Councils. The EMR consists of seven Councils including Boroondara, Manningham, Monash, Maroondah, Whitehorse, Knox and the Shire of Yarra Ranges. A draft Melbourne East Regional Sport and Recreation Strategy (draft Strategy) has been developed by the EMR Councils, the Victorian Government Department of Sport and Recreation Victoria and Regional Development Australia (East). The draft Strategy is designed to guide the seven Councils and stakeholders in the EMR in the planning and development of regional level sport and recreation facilities and shared recreation trails. The project is co-funded by Regional Development Australia (East), Sport and Recreation Victoria and the seven EMR Councils. The draft Strategy was developed in order to address a number of issues identified in the provision of regional facilities. These issues included the lack of a regional approach to sport and recreation facility planning, the duplication and under or oversupply of regional facilities and a lack of stakeholder collaboration across municipal borders. The purpose of the draft Strategy is to develop a planning approach that supports the development of new and the renewal of existing regional level facilities and shared trails that address the future needs of the Eastern region. Throughout the development of the draft Strategy, Boroondara Council officers stressed that the priority for Boroondara is the provision of facilities and services for Boroondara residents. Any involvement in regional sport and recreation facility development will need to align with identified local priorities and be of benefit to the local Boroondara community. Boroondara residents are likely to attend regional facilities in other municipalities however the draft Strategy does not require Councils to invest funds into regional projects located outside their municipality. The draft Strategy identifies a number of gaps in the provision of regional level sport and recreation facilities including:

The connection and development of shared recreation trails Fit for purpose indoor sports courts for basketball, netball and other

compatible sports Development of specialised purpose built facilities for gymnastics A destination for adventure based activities that cater for the strong recreation

market


City of Boroondara

The draft Strategy also identifies a number of key outcomes that are of specific relevance to Boroondara. These include:

Development of additional indoor multi-use courts to meet the current and future demand for basketball, indoor netball and other highball sports.

All EMR Councils propose to endorse the strategy and planning framework to ensure a collaborative approach to future regional planning.

Sports participation and demographic data to be updated as required and access to be provided to an online mapping program which highlights sport and recreation participation rates among a number of sports. This will require a contribution of co-funding of $3,000 from each of the seven Councils.

The governance structure as part of the draft Strategy proposes that the final decision maker for any project identified is the individual Council or landowner where the proposed regional sport and recreation facility development project is situated. Sport and recreation will become a pillar of the existing secretariat model of the EMR Mayors and CEOs group. It is expected that ongoing involvement in the implementation of the draft Strategy will result in a number of benefits for Boroondara including the opportunity to secure funding for regional projects, access to sport and recreation participation data and maps, as well as a strategic and collaborative approach to the development of regional facilities. It is anticipated that the development of the draft Strategy may attract higher levels of Victorian Government funding which can support the development of a regional facility located in Boroondara. Being involved in the development of a regional Strategy may result in the EMR Councils competing for the same allocation of grant funding. This may only occur on limited occasions as regional projects will likely be at different stages of readiness. Further to this, Victorian Government grant funding criteria places a high emphasis on regional planning for projects. This will place EMR Councils in a good position to obtain funding when compared to Councils that have not undertaken regional planning. The benefits of being involved in the draft Strategy are considered to outweigh any possible downsides. MOTION Moved Councillor Hurd Seconded Councillor Voce That Council resolve to adopt the draft Melbourne East Regional Sport and Recreation Strategy (Attachment 1) as annexed to the minutes. CARRIED


City of Boroondara

4 Contract 2016/137, Tree Root Maintenance Services This report seeks Council endorsement for the award of Contract No. 2016/137, Tree Root Maintenance Services. This contract will provide tree root pruning services for a contract term of up to five years. It is a schedule of rates panel supplier contract, and is a replacement for the existing contract which has reached the end of its term. The estimated cost of this contract in 2016/17 is $300,000 excluding GST per annum which is in accordance with Council's proposed 2016/17 budget. Expenditure in future years will be in accordance with approved budget allocations. Because of the value of the contract it was publicly tendered in accordance with the requirements of section 186 of the Local Government Act 1989. MOTION Moved Councillor Hurd Seconded Councillor Voce That Council resolve: 1. To award Contract No. 2016/137, Tree Root Maintenance Services to:

Dianabelle Pty Ltd (ABN 37 248 616 100); and Just Roots Pty Ltd (ABN 24 305 355 225) at their tendered Schedule of Rates for an initial contract term of three (3) years with possible extensions to a maximum contract term of five (5) years. The estimated contract cost for the maximum term is $1,650,000 (including GST). The estimated cost to Council after the return of the GST Tax Input Credits is $1,500,000.

2. To authorise the Chief Executive Officer or such other person that the Chief Executive Officer selects for the purpose of giving effect to this resolution to execute the contract agreements with the above contractors.

3. To authorise the Chief Executive Officer or such other person that the Chief Executive Officer selects for the purpose of giving effect to this resolution to negotiate extensions to Contract No. 2016/137, Tree Root Maintenance Services, with the above contractors to the maximum five (5) year contract term.

4. To note that the proposed expenditure under this contract is expected to fall within the existing budget parameters on an annual basis over the life of the contract.

CARRIED


City of Boroondara

5 Adoption of Graffiti Strategy The existing Boroondara Graffiti Program was adopted in 2001 and was framed around a multi-faceted approach to graffiti management across the municipality. The program developed a consistent process for removal and reporting of graffiti, developed education and prevention programs, and increased public awareness. Council has implemented initiatives identified in the Program, as well as introducing additional initiatives based on consultation with other councils and best practice. In 2014 it was determined that a formal review of the program should be undertaken and a new graffiti management strategy developed. Council officers with the assistance of specialist consultants have undertaken a review of the existing Graffiti Program which has included benchmarking, researching, and exploring contemporary best practice in graffiti management, including approaches to prevention, reporting and response. A draft Graffiti Management Strategy was developed with the purpose of setting out a proactive, coordinated and collaborative approach to graffiti management in Boroondara. The Strategy is structured around six themes into which specific objectives and actions have been grouped, as follows:

Reporting - this theme covers reporting of graffiti to Council, and by Council to other parties

Removal - addresses the action that Council takes in order to remove graffiti on Council and private property

Partnerships - covers the ways in which Council works with other organisations to assist in graffiti management

Prevention - focuses on efforts by Council to prevent graffiti occurring including physical deterrents

Advocacy - this theme informs action in relation to graffiti on assets owned by other authorities which Council does not control

Internal Governance - the structure within Council to oversee implementation of the strategy

The removal of graffiti on assets owned by other public authorities has been a particular issue and this is a focus of the Strategy and accompanying action plan. On 30 November 2015 Council resolved to endorse the draft Graffiti Management Strategy for the purpose of community consultation. The consultation was undertaken in February and March 2016 and involved stakeholder meetings, news articles, and an online survey. The consultation generated 397 responses through the online survey, across different age groups and locations within Boroondara. Responses to the consultation indicated a high level of support for the draft Strategy. Following consideration of the feedback received, it is recommended that the Graffiti Management Strategy included as Attachment 1 now be adopted by Council.


City of Boroondara

MOTION Moved Councillor Hurd Seconded Councillor Voce That Council resolve to adopt the Graffiti Management Strategy 2016 as annexed to the minutes. CARRIED

6 Public Submissions on the Proposed Budget 2016-17 Council resolved on 26 April 2016 to endorse the Proposed Budget 2016-17, including the Strategic Resource Plan, for public notice and exhibition in accordance with section 223 of the Local Government Act 1989 ("the Act"). Public notice was duly given and the period for submissions concluded on 25 May 2016. Nine budget submissions were received and four of the submitters have indicated their intention to be heard in support of their submission. This report includes details of the submissions and provides for the hearing of submissions in accordance with the Act. The following people were in attendance and spoke in support of their written submissions in accordance with Section 223 of the Local Government Act 1989:

1. Brian Bergin on behalf of Samarinda Ashburton Aged Services 2. Andrew Booth 3. Ken Duxbury

MOTION Moved Councillor Hurd Seconded Councillor Voce That Council resolve to: 1. Receive and note written and oral submissions in relation to the

Proposed Budget 2016-17 as included in Attachment A. 2. Note the officer comments provided in relation to the submissions as

outlined in Attachment B. 3. Note the final Budget 2016-17 will be presented for consideration by

Council, with or without modification, at the Council meeting on Monday 27 June 2016 commencing at 6.30pm in the Council Chamber.

CARRIED


City of Boroondara

7. General business

GB1 Leave of absence - Councillor Mallis (14 June; 17 July to 20 July 2016 inclusive)

The Chairperson, Councillor Parke, noted that Councillor Mallis had requested a leave of absence from Council for 14 June and the period 17 July to 20 July 2016 inclusive. MOTION Moved Councillor Hurd Seconded Councillor Voce That Council resolve to grant Councillor Mallis a leave of absence from Council for:

14 June 2016; and 17 July to 20 July 2016 (inclusive)

CARRIED 8. Urgent business Nil 9. Confidential business

CB1 Leisure and Aquatic Facilities Contract 10/042

MOTION Moved Councillor Voce Seconded Councillor Hurd That the Council meeting be closed to the public in accordance with Section 89(2) of the Local Government Act 1989 to consider Item CB1, Leisure and Aquatic Facilities Contract 10/042 because it relates to contractual matters and premature disclosure of the information could be prejudicial to the interests of Council or other persons.

CARRIED The Council meeting was closed to the public at 7.09pm


City of Boroondara

The meeting concluded at 7.13pm Confirmed Chairperson ____________________________________________ Date ____________________________________________

MINUTES ATTACHMENTS

Ordinary Council Tuesday 14 June 2016 Attachments annexed to the minutes for the following items: Assemblies of councillors 2 Victorian Charter for Child Friendly Cities and

Communities 3 Draft Melbourne East Regional Sport and Recreation

Strategy 5 Adoption of Graffiti Strategy

Record of Assemblies of Councillors

Assembly details Councillorattendees

Officer attendees Matters discussed Conflict of Interest disclosures

Councillor Briefing & Discussion 9 May 2016

Cr Jim Parke Cr Jane Addis Cr Kevin Chow Cr Phillip Healey Cr Steve Hurd Cr Heinz Kreutz Cr Philip Mallis Cr Judith Voce

Phillip Storer (CEO) Carolyn McClean (DCD) Marilyn Kearney (DCS) John Luppino (DEI) Bruce Dobson (DEI) Deb Ganderton (EMCE) Andrew Dowling (aMG) Elizabeth Manou (aGPO) Greg Hall (CFO) Chris Hurley (MCPS) Zoran Jovanovski (MSTP) Jacinta Barnes (SCFCS) Andrew McHugh (SCRW) John Lorkin (CRPS) Andrew Kerr (PAC) Christian Wilmsen (TLSP) Nick Brennan (SSP) Ame Christiansen (FSP) Aileen Carter (CSL) Letizia Mondello (CSHL)

Item-1 Victorian Charter for Child Friendly Cities and Communities Item-2 Boroondara Library Service Opening Hours Review Item-3 Residential Zones Stage 3 Review - Revised Priority Work Program Item-4 Consideration of officers application of the Tree Protection Local Law Item-5 2016 Revaluation - Preliminary outcomes Item-6 March 2016 Quarterly Performance Report Item-7 Suggested position on motions to MAV State Council on 13 May 2016 GD1 Urban Planning Special Committee Meeting - 18 April 2016 GD2 Urban Planning Special Committee Meeting - 2 May 2016

Nil

Statutory Planning Advisory Committee

9 May 2016

Cr Jim Parke Cr Phillip Healey Cr Philip Mallis Cr Judith Voce

Joe Sevillano (SSP) Stephanie Ng (FTP) Simon Mitchell (MSP)

35 Queens Parade, Glen Iris 30 Scott Street, Kew

Nil


16 May 2016

Cr Jim Parke Cr Philip Mallis Cr Judith Voce

Simon Mitchell (MSP) Cassandra Rea (CSP)

42 Aylmer Street, Balwyn North Nil

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City of Boroondara Assemblies Page 1 of 3

kadams

Text Box

Attachment 1


Assembly details Councillorattendees

Officer attendees Matters discussed Conflict of Interest disclosures

Councillor Briefing & Discussion 23 May 2016

Cr Jim Parke Cr Jane Addis Cr Kevin Chow Cr Phillip Healey Cr Heinz Kreutz Cr Philip Mallis Cr Coral Ross Cr Judith Voce

Carolyn McClean (aCEO) Marilyn Kearney (DCS) John Luppino (DEI) Bruce Dobson (DEI) Gail Power (aDCD) Deb Ganderton (EMCE) David Thompson (MG) Andrew Dowling (COG) Chris Hurley (MCPS) Zoran Jovanovski (MSTP) Jacinta Barnes (SCFCS) Andrew McHugh (SCRW) John Lorkin (CRPS) David Cashmere (CLF) Christian Wilmsen (TLSP) Nick Brennan (SSP) Shiranthi Widan (TLSP) Lucinda Bakhach (TLED) Fiona Banks (MED)

1. Economic Development and Tourism Strategy for Community Consultation Outcomes

2. Promotion of Rate Payment Options 3. Draft Melbourne East Regional Sport and Recreation

Strategy4. Information about new houses in Boroondara Letter -

Feedback received 5. 4 Studley Park Road, Kew (Dorothy Rogers Reserve) -

merits of rezoning the subject land to the Public Park and Recreation Zone

6. 85 Kilby Road, Kew East (VicRoads owned land) - consideration of ongoing future use of the site as public open space

GD1 Remediation of Gardiners Creek GD2 Presentations at Council meetings GD3 Walmer Street Bridge

Nil


23 May 2016

Cr Jim Parke Cr Philip Mallis Cr Judith Voce

Simon Mitchell (MSP) Tammy Laughren (SPO)

46 Tower Road, Balwyn North Nil

See over for an index of officer titles

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Index of officer titles

CEO Chief Executive Officer CFO Chief Financial Officer COG Coordinator Governance CSL Collection Services & Librarian CSP Coordinator Statutory Planning DCD Director Community Development DCP Director City Planning DCS Director Corporate Services DEI Director Environment and Infrastructure EMCE Executive Manager Communications & Engagement FSDO Family Services Development Officer GPO Governance Projects Officer MCHC Maternal Child Health Coordinator MCPD Manager Community Planning & Development MCPS Manager Commercial & Property Services MESL Manager Environment & Sustainable Living MFYR Manager Family Youth & Recreation MG Manager Governance MHS Manager Health Ageing & Disability Services MLS Manager Library Arts and Cultural Services MPS Manager Projects & Strategy MSP Manager Statutory Planning

MSTP Manager Strategic Planning MTT Manager Traffic and Transport PP Principal Planner PRA Project Architect RP Recreation Planner SCFCS Senior Coordinator Family and Children’s Services SCRW Senior Coordinator Recreation and Wellbeing SEP Senior Environmental Planner SHRA Social and Health Research Analyst SoPO Social Planning Officer SP Statutory Planner SPPO Senior Policy and Project Officer SPO Senior Planning Officer

SSP Senior Statutory/Strategic Planner STPO Statutory Planning Officer TLEP Team Leader Environmental Planning TLSP Team Leader Strategic Planning

aXXX 'a' designates acting

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MINUTES ATTACHMENTS

Ordinary Council Tuesday 14 June 2016 Attachments as annexed to the resolution: 2 Victorian Charter for Child Friendly Cities and

Communities

Victorian Child Friendly Cities and Communities Charter This Victorian Charter for Child Friendly Cities and Communities has been developed specifically for local governments, organisations and individuals to take action. The Charter is a statement of the principles and actions that underpin the right to be considered child friendly. The Charter is consistent with state, national and international protocols and embraces rights that are embedded in the Convention of the Rights of the Child (1990), the Chiba Declaration for a Child Friendly Asia Pacific (2009), UNICEF’s Building Blocks for Developing a Child Friendly City (2004) and the Victorian Human Rights and Responsibilities Charter 2006. Recognising the need for increased participation by children in decision-making forums and creating child friendly environments, we support the following principles:

Freedom for children to experience environments that consider their needs Respect and dignity for children to express their individual opinions,

participate in and contribute to decisions about their communities and their wellbeing

Equitable access to supportive environments and services for children regardless of gender, ethnicity, religion or ability


City of Boroondara Item2 Page 1 of 1

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MINUTES ATTACHMENTS

Ordinary Council Tuesday 14 June 2016 Attachments as annexed to the resolution: 3 Draft Melbourne East Regional Sport and Recreation

Strategy

MELBOURNE EAST REGIONAL SPORT AND RECREATION STRATEGY

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Table Of Contents

PART A: THE STRATEGY

Introduction 4

About the region 6

Executive Summary 8

Why we need a strategy 9

What we found 10

Regional influences 11

Vision and principles 12

Strategic priorities 13

PART B: THE REGIONAL PLANNING FRAMEWORK

Introduction to the framework 21

Defining regional level facilities 23

Facility categories 24

Stages of regional facility development 25

Regional priorities 28

Summary of high priority projects 29

Priority regional trail connections 30

Recommended actions 32

About this documentThe Melbourne East Regional Sport and Recreation Strategy is delivered in two parts.

Part A - The Strategy

Provides a summary overview of the region, identifies the gaps in regional sport and recreation facilities and shared trails, and outlines the

Part B Regional Planning Framework

Part B is a planning framework designed as a resource tool to support Councils and other regional stakeholders to prioritise, plan and deliver regional facilities and shared trails collaboratively and effectively.

Other documentation developed which provides the evidence to supportthe strategy and framework include:

Background, Research and Consultation Findings Report

Preliminary Situational Analysis and Key Findings Report

State Sporting Association Consultation Report

These documents were delivered early in the process and are availableseparately.

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PART A: THE STRATEGY

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The Melbourne East Regional Sport and Recreation Strategy has been developed to support and guide Melbourne East Councils and stakeholders in the planning and delivery of regional level sport and recreation facilities and shared recreation trails.

Regional level sport and recreation facilities play an important role in contributing to the health and well being of communities, as they generally serve a broad catchment and cater for a diverse range of activities. This strategy investigates the issues and opportunities impacting the planning and provision of regional level facilities, using the information provided by the seven represented Councils, State Sporting Associations, State Government and other regional stakeholder groups.

The Melbourne East Regional Sport and Recreation Strategy identifies the current gaps in regional facility provision and provides clear strategic directions and a planning framework to assist stakeholders and funding providers to prioritise and develop regional projects.

The strategy is supported by the Background, Research and Consultation Findings Report. As part of the development of this strategy the following reports were also delivered and have been provided as appendices to the Background Report.

Preliminary Situational Analysis and Key Findings Report

State Sporting Association Consultation Findings Report

The following priority areas have been identified through the development of this strategy and require collective action from Councils and other regional stakeholders to enable the successful planning and future development of regional sport and

Governance and partnerships

Knowledge and understanding of the region

Sustainable, flexible and efficient facility development

IntroductionAbout this document

REGIONAL LEVEL SPORT AND RECREATION FACILITIES PLAY AN IMPORTANT ROLE IN CONTRIBUTING TO THE HEALTH AND WELL BEING OF COMMUNITIES.

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The following regional stakeholders were consulted and have influenced the development of the Melbourne East Regional Sport and Recreation Strategy.

Introduction (cont.)

Project governance

Provided high level strategic direction on key issues, opportunities, and responsible for the delivery of the final strategy.

Seven Local Government Authorities

Sport and Recreation Victoria

Regional Development Australia

PROJECT STEERING GROUP (PSG)

Provided technical advice and a formal mechanism to consult with key sport and industry leaders and organisations.

Aquatics and Recreation Victoria

Victorian Trails Committee

VicSport

EXTERNAL REFERENCE GROUP (ERG)

Provided an opportunity for state and regional sporting associations to have input in to the development of the strategy.

33 peak sporting bodies participated in the development of this strategy.

STATE SPORTING ASSOCIATIONS (SSAs)

Parks Victoria, Vic Roads, Melbourne Water, Melbourne Planning Authority, Bicycle Network Victoria, YMCA, Belgravia Leisure, Victorian Equal Opportunity and Human Rights Commission.

OTHER REGIONAL STAKEHOLDERS

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About the region

KEY REGIONAL HIGHLIGHTS INCLUDE:

1.044 million people(24.5% of Melbourne population).

Additional 140,000 by 2031(55,000 aged 55 and over).

70 identified regional level sport and recreation facilities (including regional play spaces) catering for a range of activities.

Approximately 25 regional trails and mountain bike tracks.

Walking, jogging, cycling and swimming are the most popular recreation activities.

Basketball, Australian Rules Football, netball, soccer and gymnastics are the highest participation sports.

Adventure and lifestyle sports, badminton, table tennis and personal training are also popular.

Source: The above information is derived from ERASS and ABS, SSA participation data and consultation with local government officers and considers the current and future population of Melbourne's East.

The Melbourne East Region connects the city to the bush. The seven Councils comprising the Cities of Boroondara, Manningham, Monash, Maroondah, Whitehorse, Knox, and the Shire of Yarra Ranges are

the clean air and national parks, forests and gardens of the Yarra Valley and Dandenong Ranges.

Melbourne East includes developed residential areas and accommodates over 1 million people; includes major employment clusters and agricultural areas in the Yarra Valley, considered the food bowl and wine district of Melbourne. The diverse and unique green spaces provide the lungs to the city.

There is a diverse and unique network of regional sport, recreation and tourism experiences in

opportunities to expand this network to generate social, economic and environmental benefits.

Image: Melbourne East Region

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The purpose of this strategy is to undertake a regional planning approach that supports the development of both current and new sport and recreation infrastructure for the Melbourne East Region for the next 20 years.

The development of a planning framework that improves collaboration across local government areas and delivers regional facilities that support healthy and active communities is a key outcome of this strategy.

THE KEY OBJECTIVES OF THE STRATEGY ARE TO:

Identify the vision and principles that will guide future planning anddevelopment of regional level sport and recreation facilities.

Develop a sustainable governance model to drive regional project delivery, improve stakeholder collaboration and create a structure for assessment and decision making.

Identify and map current and proposed regional level sport and recreation facilities and shared trails across the region.

Identify gaps in existing regional facility provision and recommend future development priorities that meet current and future demand.

Develop a regional project assessment criteria to support future project selection and prioritisation.

Strategy purpose and objectives

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Executive Summary

A key aim of this strategy is to improve collaboration across local government areas on planning for regional level facilities, and to establish a governance model and project management structure involving stakeholders to help assess, prioritise and fund regional projects.

Many of the current regional level facilities in

individual Councils without the knowledge and guidance of a regional strategy. This strategy aims to address the current gaps in the regional planning process, facilitate stakeholder collaboration and ensure future project delivery avoids unjustified duplication of facilities andmaximises return on investment for the region.

characteristics that support the variety of sport and recreation activities offered. The region covers 2,964 square kilometres, extending from densely populated urban to less populated rural areas.

Higher density metropolitan municipalities such as Boroondara, Whitehorse and Monash offer different sport and recreation opportunities and experiences to some of the semi rural and rural areas of Maroondah and Yarra Ranges, creating a unique city to bush experience.

This strategy recognises the diverse needs of the region and provides recommendations which complement the existing landscape and geographical challenges and opportunities that exist across the region.

Local sport and recreation plans and participation trends for Melbourne's East were considered in the development of a planning framework that will guide the future provision of regional sport and recreation facilities and shared trails for the next 20 years.

Sport and recreation is highly valued across the region with walking, cycling, jogging and swimming the most popular recreation activities for adults. Participation in organised sports such as basketball, football and netball are high, with other sports such as soccer, gymnastics, table tennis and badminton currently placing significant demand on facilities. (Source: SSA participation data).

A number of gaps in the current provision of regional level sport and recreation facilities in

include:

The connection and development of shared recreation trails.

Fit for purpose indoor sports courts for basketball, netball and other compatible sports.

Development of specialised purpose built facilities for gymnastics.

A destination for mountain biking that caters for the strong recreation market.

Funding the development of regional facilities is a challenge for local government in the current financial climate. The broad range of services that Councils provide and their limited financial capacity means they will rely heavily on state, federal and commercial partnerships to deliver regional level projects.

Establishing strategic partnerships and improving collaboration across key sport, government and community stakeholder groups will provide more opportunities for Councils to secure funding for regional projects. This strategy recommends a governance model and project management structure to support future regional decision making, and a process for evaluating, assessing and prioritising regional projects. Projects that address the regional sport and recreation needs of residents and demonstrate the broader health, social and economic benefits to the region have been prioritised.

The delivery of the Melbourne East Regional Sport and Recreation Strategy is driven by the need to identify and plan for the development of new, and the renewal of existing, regional level facilities and shared trails that address the future needs of the region.

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The development of a regional strategy for sport and recreation provision in Melbourne's East will address a range of issues which may otherwise prevent future successful project delivery.

Gaps in the shared recreation trail network create opportunities to better connect and link trails and develop a comprehensive network of regional trails.

There is currently no regional approach to identifying sport and recreation priorities for the region.

There is no formal governance structure or advocacy platform to support the planning and development of regional level facilities.

There is no alignment of stakeholder policies and strategic directions that supports a collaborative approach to investment.

There is a lack of stakeholder collaboration on planning regional projects that meet broader sport and recreation needs.

There is a gap in strategic partnerships across key stakeholder organisations including state and regional sporting groups, schools and government departments.

regional priorities as well as servicing local sporting needs is increasingly difficult. Councils are generally unable to exclusively deliver regional level facilities.

The constraints on Councils working across borders, resulting in some duplication and oversupply of facilities across the region is evident.

The need to provide a regional approach to regional facility planning and delivery that is consistent with peak sporting bodies, Councils and State Government.

An ageing community with changing demographics will create a focus on accessible and affordable facilities with broader recreation objectives.

Why we need a strategy

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Following is a summary of key findings identified through the development of the strategy and consultation with regional stakeholder groups. These high level findings have informed the strategic directions recommended for the region.

There is a strong supply of regional level sports facilities and shared

informal activity.

Local Government rate capping will deliver increased financial pressure on East Region Councils, and is likely to result in Councils prioritising the renewal of existing community facilities over committing to regional projects.

Councils exist to provide facilities and services that serve their local communities and are constrained on the level of support they can provide to regional level projects.

Those municipalities located in the outer east such as Yarra Ranges can offer different sport and recreation experiences than densely populated inner region municipalities, due to having greater access to land and open space provision.

Informal sport and recreation activities such as walking, swimming and

Structured sports such as basketball, netball, football, cricket and soccer have high participation rates, particularly in the junior category.

The quality of facility and participation information received from State Sporting Associations was mixed. The key sports have provided data that will support regional planning and key projects delivery.

There is an adequate supply of regional swimming pools and athletics

regional level.

There is an appetite from state and local government to plan and collaborate on shared recreation trail development projects to service the region.

What we found

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The development of a strategy that supports regional planning and project identification must consider the objectives of all three levels of government, peak sporting bodies and community organisations.

Successful regional level sport and recreation facilities provide a range of sport and community benefits and recognise what key stakeholder organisations view as important. Collectively, the objectives of key stakeholder organisations have had a direct influence on the development of this strategy.

The adjacent diagram illustrates that although key stakeholder organisations want and expect similar outcomes for regional facilities and project, each have their own specific areas of focus and interest which need to be recognised.

Regional influences

SportingOrganisations

LocalGovernments

Australian & Victorian State

Government

Health and wellbeing, physical activity, social,

economic and environmental benefits

Collaboration, connected

communities, liveability, health

and wellbeing

Participation pathways,

sustainable delivery

REGIONAL FACILITIES

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Improve the health and wellbeing of the Melbourne East Region through the provision of high quality regional level sport and recreation facilities and experiences that meet a demonstrated need.

To help stakeholders achieve this vision the following principles have been developed. These principles will be used to guide the future planning, development and delivery of regional level facilities and shared trails.

Support projects with a demonstrated Universal Design approach that deliver social, health, economic, tourism and environmental benefits to the region.

Ensure alignment of community sport, government and stakeholder needs and objectives, and develop a collaborative environment that builds partnership opportunities.

Provide facilities and shared trails that maximise participation and provide opportunities

Support projects with an emphasis on participation in community recreation opportunities, and consider the regional level facility requirements for respective sporting associations.

Invest in facilities that improve access and promote efficient service delivery and flexible multiuse outcomes.

Recognise opportunities to upgrade and build the capacity of existing facilities to serve a broader regional catchment.

Avoid duplication and over provision of regional level sport and recreation facilities and shared trails across the region.

Support projects that have fully considered the local impact of a regional level facility.

Provide increased opportunities to bid for and host regional, state and national sporting events, resulting in economic benefit to the region.

Vision and principlesA way forward together

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1. GOVERNANCE AND PARTNERSHIPS

It is essential that the Melbourne East Region establishes a strong and sustainable governance structure that provides a process for decision making and helps to identify, prioritise and implement regional projects.

The proposed governance and project management structure will require Councils and other stakeholders to collaborate and invest resources into the regional planning process to ensure the objectives of the strategy are achieved.

The following key enablers have been identified to support the development of a sustainable governance structure and strategic partnerships that willdrive regional planning and project delivery.

A governance structure with a decision making authority informed by a Terms of Reference (refer proposed governance structure on page 17).

Local council policies that support regional facility development.

Regional stakeholder collaboration and resourcing.

Strategic advocacy and alignment with state and national sporting bodies.

2. KNOWING AND UNDERSTANDING THE REGION

to challenge, assess and review identified priorities through the use of current sports participation, recreation trail and future population data will be a high priority for the region.

The strategy has identified the current suite of regional level sport and recreation facilities and shared trails and the gaps in regional facility provision. To ensure the identified facility gaps remain applicable to the region it is essential that the baseline trail usage and sport participation data collected as part of the strategy is kept up to date and reviewed annually.

The following key enablers are considered essential to ensuring regional stakeholders have the most current and accurate information about the region from which to make decisions.

Understanding regional demand and projecting future trends.

Responding to community change and diversity.

Providing targeted participation opportunities for residents and visitors and

Learning from previous projects and conducting ongoing research and data collection.

Responding to ongoing change (climate, political, economic, demographic).

Regular strategy review and refinement.

The strategy for the future planning and provision of regional level sport and recreation and shared trails will be underpinned by the above priorities. These priorities are supported by a list of recommended actions that can be implemented at the regional level.

The implementation of strategic priorities and associated recommendations requires stakeholders to play three important roles in their delivery:

INITIATE - refers to the commencement of planning and coordinating the scope and timing of action(s) to be delivered.

DELIVER - refers to the on-the-ground delivery of identified actions and the acquisition and management of key partner and stakeholder contributions.

SUPPORT - refers to the organisational support for action delivery through the provision of resources, people, skills, funding, equipment and/or promotional activities.

The following strategic priorities have been identified for the regionand are considered critical to the successful planning, funding and delivery of regional sport and recreation projects. It is recommended that all participating Councils in the region endorse these strategic priorities to ensure a collaborative approach to future regional planning.

Strategic priorities

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Regional facility planning and development requires commitment and input from a range of stakeholder groups due to the size and scale of projects. A formal governance and decision making structure is essential in managing and driving successful project implementation.

Identification of regional priorities is only the first step in the cycle of regional project development. Creating a model of ownership and accountability amongst regional stakeholders is required to support a regional approach, and ensuring the future delivery of regional level sport and recreation projects are well planned and targeted to meet the needs of residents.

Developing and strengthening partnerships with key national and state sporting associations and all levels of government is important to supporting the delivery of regional projects, and to maximise the use and sustainability of regional facilities.

Formal adoption of regional priorities identified in this strategy is recommended to create a sense of ownership and to demonstrate each

Councils have agreed on a process for identifying and assessing regional projects and established a governance structure that involves individual Councils as the decision making authority, with other important regional stakeholder represented and informing the process.

The governance model utilises existing stakeholder groups to create a structure of engagement and decision making, and is designed to support future regional sport and recreation and shared trail planning and provision.

The existing Melbourne East Region Group of Councils (CEOs and Mayors) will be required to support and endorse regional projects, with individual Councils the final decision making authority on regional level project funding and delivery. A sport and recreation pillar has been established within the Melbourne East Region Group to provide a platform for key regional stakeholders to identify, assess and nominate regional projects.

To help Councils prioritise regional projects and ensure a consistent approach to project development, a framework which includes a project assessment criteria and regional facility planning tool has been developed.

The assessment criteria is relative to the key characteristics and requirements for the development of sustainable, effective and efficient delivery of regional level facilities, and are designed to assess the benefits and impacts of new or existing facilities. The assessment criteria is provided as a planning tool and recognises the key stages of regional planning and delivery, along with the lifecycle of regional projects.

STRATEGY 1 GOVERNANCE AND PARTNERSHIPS - Develop a governance model and a collaborative project management structure to support future regional decision making.

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NO. ACTIONS TIMEFRAME

STAKEHOLDER RESPONSIBLE

INITIATE DELIVER SUPPORT

1.1 East Region Councils to endorse the strategy and planning framework to ensure a collaborative approach to future regional planning.

ImmediateIndividual

LGAIndividual

LGARegional PSG

1.2 Councils recognise the need for improved collaboration and allocate appropriateresources to ensure a commitment to ongoing participation in regional planning processes and working groups to support regional project planning and delivery.

High Regional

PSG Individual

LGAIndividual LGA

1.3 Review the Terms of Reference for the Melbourne East Region Project Steering Group to ensure it continues to operate effectively and provides leadership in the development of regional level sport and recreation projects.

High Regional

PSG Regional

PSG Individual LGA

1.4

Ensure the Melbourne East Region Group of Councils includes sport and recreation as a key strategic pillar and that it acts as the governing body to support and endorse regional project proposals. Individual Councils will be the final decision making authority for projects within their municipality (refer proposed governance structure and key stakeholder framework provided on the page 17).

Ongoing Regional

PSG

East Region CEOs

Regional PSG

1.5 Strengthen relationships with the Department of Education and Training to enable opportunities for community access to existing and future sport and recreation facilities on Department of Education and Training land.

High Regional

PSG Regional

PSG SRV

1.6

Establish partnerships with key organisations including Parks Victoria, Melbourne Water, Vic Roads, Bicycle Network Victoria, the Victorian Trails Committee, Bushwalking Victoria and Cycling Victoria to identify high priority recommendations for the development of the regional shared trail network.

Medium Regional

PSG Regional

PSG

SRV, VicTrack, DEWLP, Railtrails Australia, Active

Transport Vic

Governance and partnerships recommended actions

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1.7Improve collaboration and the sharing of participation and facility information with State Sporting Associations to ensure sport development priorities and needs are considered in all future regional projects.

MediumRegional

PSG

Regional PSG, SSOs

SRV

1.8

Through the active operation of the Melbourne East Region Project Steering Group, ensure ongoing collaboration across all seven Councils on future regional opportunities for sport and recreation. Integrate and share regional mapping information to ensure facilities are well planned into the future.

Medium Regional

PSG Regional

PSG IE, NGIS

1.9 Continue to partner with Regional Development Australia (East Region) on the implementation of this strategy and advocate for federal and state government funding support to deliver regional projects.

Medium Regional

PSG Regional

PSG, RDA RDA Committee

Governance and partnerships recommended actions (cont.)

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Proposed governance structure and key stakeholder framework

The structure below recognises individual Councils as the final decision making authority where proposed regional sport and recreation facilities are located within their specific municipal boundaries.

The Eastern Region Group of Councils (CEOs) will be required to provide in principle support for regional project proposals following presentations from the Melbourne East Project Steering Group, with Mayors and CEOs asked to endorse projects before a final decision is made by the individual Council. A Terms of Reference will be used to define roles, responsibilities and membership of the Project Steering Group and the Eastern Region Group of Councils.

Go

vern

ance

MERSRS Project Steering Group

Individual East Region Council or relevant land owner

East Region Group of Councils (Mayors / CEOs)

RDA East Region

State Sporting Associations

East Region Group of Councils (CEOs)

Sport and Recreation

VictoriaVicSport

Victorian Trails Committee

MERSRS External

Reference Group

Rep

rese

nta

tio

n

Final decision making

Formal project endorsement

Project support

Vic Roads

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To continue to assess the relevance and appropriateness of regional priorities identified as part of this strategy, Councils and other stakeholders will need to respond and maintain an understanding of future changes to the region.

Understanding future trends, preferences and influences on sport and recreation provision and activity, and recognising the demographic and population changes that will impact regional planning and development, will be important to successful project implementation.

Through the development of this strategy regional facility needs and participation numbers for various State Sporting Associations were collected, analysed and mapped.

The ongoing review of regional sports participation numbers and strengthening partnerships with State Sporting Associations will be important to ensuring Councils are up to date with current issues, priorities and opportunities that influence the regional planning process.

which will require ongoing monitoring to ensure future facility development continues to respond to the needs of the region.

Understanding the size and unique characteristics of the region will be important when planning the location of future regional facilities and shared trails to ensure these facilities are providing the greatest benefit for sport and the community.

Large scale regional projects require significant financial investment which can only be justified if there is sufficient evidence that the project can address the health, social and economic benefits of the region.

It will be important for Councils to collaborate with a range of sport, government and community stakeholders to build a case for regional facility development which can be supported by clear evidence and have an understanding of the broader impacts for the region.

STRATEGY 2KNOWING AND UNDERSTANDING THE REGION - Recognise and respond to the regions unique attributes and review priorities using current participation data to make informed decisions.

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Understanding the region recommended actions




2.1All participating Councils to allocate appropriate levels of co-funding to service the below initiatives, including the proposed regional sports forum and SSA data collection.

Critical Individual

LGAsIndividual

LGAsRegional PSG

2.2

Commit to quarterly meetings of the Melbourne East Region Project Steering Group to enable Councils to discuss regional issues impacting the future provision of sport and recreation facilities. Review and develop regional priorities using the agreed project assessment processes and regional planning framework.

High Regional

PSG Regional

PSG Individual LGAs

2.3

Through enhanced relationships with State Sporting Associations, develop a process of surveying and collecting participation and facility data for the region to monitor demand and analyse participation trends every three years. Maintaining current participation information will support future regional funding applications.

HighRegional

PSG

Regional PSG, SSOs

SRV

2.4

Continue to engage with Vic Roads and Bicycle Network Victoria on the prioritisation and regularly collect current

recreation trail usage data for the region (Bicycle Network Victoria Super Tuesday and Super Sunday).

High Regional

PSG Individual

LGAsVic Roads, SRV

2.5

Consider the regional impacts of current participation data being developed for organised sport by Federation University, in conjunction with Sport and Recreation Victoria and VicHealth (Sports Spatial). Results of the upcoming Australian Sports Commission AusPlay Survey (commencing in 2016-17) should also be incorporated into future regional sport and recreation planning.

MediumRegional

PSGRegional

PSGSRV

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Understanding the region recommended actions




2.6Maintain and update the regional sports participation and demographic data that is being used to create the online mapping program, and ensure ongoing access is provided to all Councils to support local and regional planning studies.

OngoingRegional

PSGRegional

PSGIE, NGIS

2.7

Facilitate an annual sport and recreation forum for the Melbourne East Region that brings together all relevant state and regional sport and recreation organisations to discuss current issues, participation trends and future facility development opportunities.

Medium Regional

PSG Regional

PSG, SRV SSOs

2.8

Maintain contact with Regional Development Australia (East Region) officers regarding any specific research or project work relating to demographic or community change which is likely to influence the future development of sport and recreation facilities.

MediumRegional

PSG Regional

PSG, RDA Individual LGAs

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PART B: THE REGIONAL PLANNING FRAMEWORK

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The Melbourne East Region has its own unique characteristics, and with changing populations and new trends in sport and recreation, the development of a planning framework is crucial in reaching an agreed position as to how the region should respond.

There is a need for sport, government and community stakeholders to work together more effectively on planning and delivery of regional facilities, to ensure future provision is targeted, sustainable and successful. The delivery of regional projects require significant investment from a range of funding providers, so the development of a regional framework to guide future investment and provide the evidence to secure support from potential investors is vital.

The increasing demand for quality facilities from peak sporting bodies, regional associations, local community sporting groups and residents creates significant pressure on land owners and facility providers. Through improved collaboration and better understanding of the future needs for regional facilities, stakeholders can move towards an agreed vision for the region and deliver this vision using the regional planning framework.

The sport and recreation needs of the region and the role and function of existing regional level facilities have been considered in the development of the framework. The framework identifies and prioritises future regional level facilities and shared trail development that will be required to service the region for the next twenty years.

The key components of the framework are outlined in the following pages and are designed to guide the planning and development of regional level sport and recreation facilities and shared trails. Councils and regional stakeholders are encouraged to use this framework as a platform for collaboration and as a key resource when planning regional level facilities.

Introducing the framework

THE MELBOURNE EAST REGIONAL PLANNING FRAMEWORK

STRATEGIC PRIORITIES.

Confirm if a project is regional by ensuring it meets the key characteristics of a regional level facility(refer Page 23).Step 1

Conduct a preliminary assessment of the project to determine what stage it is at in the regional facility development lifecycle (refer Page 25).Step 2

Present the project and the outcomes of the assessment process to the Melbourne East Region Project Steering Group for discussion and feedback.Step 3

Present the project and the outcomes of the assessment process to the East Region Group of Councils to seek project support and endorsement to proceed.Step 4

Develop the project through the prescribed stages of

strategic priorities and actions.Step 5

Repeat the above assessment process until the project is

Step 6

The process for applying the regional framework

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Reaching agreement on the definition of regional level sport and recreationfacilities was a challenge throughout the development of the strategy as regional facilities mean different things to different people.

For instance, State Sporting Associations primarily view regional level facilities as venues for elite sport whereas government, in particular local government, see regional facilities as catering for a broad range of sport and community use.

For the purposes of this strategy regional level facilities are defined by their broad characteristics and benefits rather than one single component. A key outcome of the strategy is the delivery of a range of sport and recreation facilities and shared trails that provide the following key characteristics.

SPORT AND RECREATION FACILITIES THAT....

Provide a range of participation outcomes which benefit the community, allow for a range of competitions (local, state and/or national), and have the ability to host medium to large scale events.

Cater for a broad catchment across multiple municipal boundaries.

Offer flexibility of use by one or more sports / activities.

Deliver quality management and service levels that are maintained to a high standard.

Consider the defined regional facility training and competition standards of the relevant Council or Councils, and State Sporting Associations.

SHARED TRAILS THAT...

Are integrated and connected across municipal boundaries.

Provide infrastructure and amenities to support walking and cycling.

Provide safe off road alternatives.

Support both recreation and commuter use.

All regional facility gaps identified in this strategy have been assessed as meeting the above criteria.

Defining regional level facilities

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Regional level sport and recreation facilities and shared trails have been grouped into five categories to assist with prioritising future facility development opportunities. These categories were also used to support and identify the current gaps in regional facility provision.

Facility categories

AQUATICS

OUTDOOR SPORTS GROUNDS

RECREATION

INDOOR SPORTS

ADVENTURE BASED ACTIVITIES

OUTDOOR SPORTS COURTS & SPECIALIST

SPORTS SURFACES

swimming diving

football cricket soccer croquetrugby league

walking trails playgrounds cycling

basketball netball table tennis badmintongymnastics

hang gliding mountain biking skate/bmx canoeing

hockey baseball tennis equestrian athletics

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There are six key stages involved in the planning, development and delivery of regional level facilities and shared trails.

The first stage is to identify if the project is regional and will serve a regional function. Individual Councils will need to confirm that a project is regional by demonstrating that all of the key characteristics of a regional level facility or a shared trail have been met. Current regional facilities that require renewal or upgrade should also be tested against these key characteristics.

Once the project has been confirmed as regional it can then proceed to the second stage of strategic planning. This stage must demonstrate the strategic intent for the development of a regional level facility by at least one Council, and an understanding of the broad regional demand and likely health, community and economic benefits the project will provide to the region.

Stage 3 includes the development of formal documentation such as a regional planning study or benefits assessment that provides evidence and support for a regional level facility. The planning study must demonstrate how the project willincrease participation, identify opportunities for multiuse, meet the future sport and recreation needs of the community and sporting organisations and identify the social, economic and environmental benefits of the project.

The focus of Stage 4 is to establish and confirm key strategic partnerships with a range of organisations that will benefit from the delivery of the project. Support from relevant sport, government and community organisations will be essential to securing appropriate funding and delivering a successful project.

The final two stages involve detailed design, funding, and project procurement and delivery. Stage 5 focuses on detailed design, approvals and finalising project funding, whilst Stage 6 is project construction, confirming management options and finalising usage agreements with stakeholders.

Stages of regional facility development

STAGE 6(PROJECT DELIVERY)

STAGE 5

(DESIGN AND FUNDING)

STAGE 4(PARTNERSHIPS)

STAGE 3(PARTICIPATION ASSESSMENT)

STAGE 2

(STRATEGIC PLANNING)

STAGE 1(PROJECT IDENTIFICATION)

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As part of the development of the strategy the current gaps in regional facility provision have been identified and are at different stages of development. All identified projects have been assessed to determine where they are positioned in the regional facility development lifecycle.

The information below provides the key stages of regional planning and development in further detail and the criteria used to assess projects. Stages have been colour coded to understand projects readiness for the identified projects listed on Page 29.

CONFIRMINGA REGIONAL

PROJECT

NEW OR EXISTING FACILITIES THAT:

Provide a range of participation outcomes which benefit the community, allow for a range of competitions (local, state and/or national), and have the ability to host medium to large scale events.

Cater for a broad catchment across multiple municipal boundaries.

Offer flexibility of use by one or more sports / activities.

Deliver high quality management and service levels and are maintained to a high level.

Consider the defined regional facility standards of local governments and state sporting associations for training and competition.

TRAILS THAT:

Are integrated and connected across municipal boundaries

Provide appropriate supporting infrastructure and amenities

Provide safe off road alternatives

Support both recreation and commuter use

STRATEGIC PLANNING

Evidence of demand for a regional level facility identified by at least one LGA and supported by other LGAs and included in a corporate plan or strategy.

Will the project provide health and wellbeing, as well as social and community benefits to the region?

Evidence of demand for a regional level facility from NSOs, SSAs or relevant peak bodies and is consistent with current development guidelines.

Has SRV or other relevant government agencies acknowledged the need for a regional level facility and does the project meet potential funding criteria?

Will the project create ongoing job opportunities and deliver economic benefits to the region?

Does the project demonstrate best practice and a commitment to ESD and Universal Design?

Have the infrastructure, construction and ongoing maintenance responsibilities of the asset been agreed?

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PARTICIPATION ASSESSMENT

Has there been an increase in local and regional participation in the relevant sport or activity over the past five years by one or more LGA?

Do current and future sport and recreation participation projections for the region warrant a regional level facility?

Will the project provide opportunities for multiuse and offer broad participation outcomes for both sport and the community?

Do population and demographic projections for the region provide a strong participation market and support the development of a regional level facility?

Will the project provide a participation pathway from beginner to elite level?

PARTNERSHIP OPPORTUNITIES

Have local sporting clubs, associations or relevant community groups been consulted and any impacts identified, and have these groups provided in principle support for the project?

Has dialogue commenced and in principle support received for the project from relevant SSA and NSO?

Are SRV or other relevant state or federal government agencies engaged in the process and given in principle support for a regional level project?

Will the project increase partnership opportunities due to its proposed location, land ownership and community and commercial interests?

Have likely future management arrangements been identified and will this provide enhanced stakeholder support for the project ?

DESIGN & FUNDING

Are the overall financial costs for the project known and has funding for the project been secured?

Does the project provide opportunities to seek external funding from a range of sources including government, commercial and the private sector?

Is the proposed site for future development available (and supported by in principle agreements or MOUs), and have schematic designs been endorsed by all stakeholders, including SRV?

Has the project design been developed using a Universal Design principle based approach?

Has business and management planning with operational / programming and ongoing infrastructure maintenance obligations for the project been completed?

Have all project design components been completed and approved by key stakeholders and funding providers and is the project ready for tender?

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A network of well connected shared trails to support unstructured recreation

More multipurpose indoor sports courts

Specialised indoor facilities for a range of sports

A destination for mountain biking

Prioritising and developing sustainable, flexible and efficient regional facilities and shared trails that meet the needs of the Melbourne East Region is a key outcome for stakeholders using the regional planning framework.

The Melbourne East Regional Sport and Recreation Strategy identifies the

The regional planning framework, developed by the Project Steering Group, was used to help identify the facility development priorities identified on the following page. An overview of these projects was presented to the Eastern Region Group of Councils (CEO level) and have received in principle support to be included in the strategy.

In accordance with the regional planning framework and project endorsement process, projects will be required to undergo a full assessment and be subject to a presentation to the Eastern Region Group of Councils (CEOs and Mayors) before final endorsement can be achieved.

High priority projects required to meet the future sport and recreation needs

guide future planning, development and decision making

1. shared recreation trails

2. indoor sports courts

3. specialised indoor facilities

4. and a destination for mountain biking

Although other key regional sport and recreation facilities, such as aquatic centres and athletics tracks, are not considered high priorities, the renewal and upgrade of these facilities to meet local demand is recognised and willbe required in the future.

Exploring opportunities to expand and increase the capacity of existing facilities to meet future regional demand for sport and recreation activities should be considered, and balanced with the need and opportunity for new facility development.

Regional priorities

SPORT AND RECREATION NEEDS FORTHE REGION?

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Summary of high priority facility development projects

Investigate the redevelopment of a regional level baseball / softball facility at Gilbert Park in Knoxfield that includes multiple floodlit diamonds and caters for regional and state level events and competitions.

Support the development of a multi

use regional gymnastics facility in Monash that

caters for a broad range of participants from

introductory programs to regional level events

and competitions.

Development of a destination for mountain biking in Warburton.

Develop additional indoor sports courts to meet the current and future demand for basketball and indoor netball across the region, and to support the existing State Basketball Centre in Knox. Identified locations for the future provision of additional indoor sports courts include Manningham (Mullum Mullum Reserve), and facilities in Boroondara and Yarra Ranges.

Upgrade Kilsyth Reserve to provide a regional Australian Rules Football Hub in the east that caters for male and female participation programs, events and competition, and to supports the

STAGES OF PROJECT READINESS

Identified regional project

Strategic planning

Participation assessment

Establishing partnership opportunities

Detailed design and funding procurement

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Priority regional trail connections

The region has a widespread and extensive network of on and off-road trails. These trails are heavily used for commuting and recreation purposes and provide considerable social, physical and economic value to the region. The existing regional trail network is well supported by a capillary of connector trails that provide transport opportunities and access into other regional areas.

The map on the following page identifies the high priority gaps in the regional

consultation with a range of key stakeholders including local councils, Bicycle Network Victoria, Vic Roads, Parks Victoria, Melbourne Water and the Melbourne Planning Authority.

Recommended trail projects were based on information from the Principal Bicycle Network (PBN) data sourced directly from Vic Roads, and the bicycle participation data collected from Bicycle Network Victoria (Super Tuesday and Super Sunday data). A complete list of Vic Roads and Bicycle Network Victoria trail priorities were provided by these organisations and have influenced the

The recommended trail projects will require further investigation both locally and regionally to establish a final set of trail priorities. As well as prioritising the missing links of regional trails, there will also be an emphasis on renewing existing regional trails to ensure that they meet best practice and are fit for purpose now and in the future. The Project Steering Group will be required to develop a suitable project assessment criteria that considers current and proposed local trail strategies. Local trail priorities identified within each municipality are provided in the Background, Research and Consultation Findings Report.

The ongoing improvement and development of the regional trail network in

due to the significant benefits they provide to the region.

The usage of trails is rapidly increasing and whilst there are significant benefits from this, it can also lead to safety concerns between cyclists and pedestrians. Therefore more focus is required to proactively facilitate greater respect between cyclists and pedestrians to maximise the level of safety of all users.

East is provided in the Background, Research and Consultation Findings Report, as well as Super Tuesday, Super Sunday and Strava participation maps.

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Priority regional trail connections (cont.)

STAGES OF PROJECT READINESS

Identified regional project

Strategic planning

Participation assessment

Establishing partnership opportunities

Detailed design and funding procurement

STAGES OF PRO

Connecting Syndal Train Station to Heatherdale Train Station (Pipe Track)

Development of the Glen Waverley Rail Trail

Connecting Forster / Gardiner Road off-road

path to the Scotchman's Creek Trail

Link between Carrum to Warburton Trail

(includes Lilydale Trail)

Eastlink to Gardiners Creek Trail connection

(Former Healesville Freeway Reservation)

Box Hill to Ringwood Path

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Facility and shared trail development potential projects

The following list of regional projects have been identified as important to meeting the future sport and recreation needs of the region. These projects are at different stages of development however all projects will be formally assessed and put will be put through the assessment (criteria) and governance framework before they can be considered for future funding support. It is acknowledged that projects will proceed through the assessment (criteria) and governance framework at different times depending on their level of readiness.

PROJECT NO.

POTENTIAL PROJECTS TIMEFRAME



1

Develop a multi use regional level gymnastics facility in Monash that caters for a broad range of participants from introductory programs to regional level events and competitions. A number of satellite gymnastic facilities will also be required across the region to meet current and future demand for the sport.

High Monash MonashSRV,

Regional PSG

2

Develop additional indoor multi-use courts to meet the current and future demand for basketball, indoor netball and other highball sports across the region. Projects include the development of indoor multi-use courts at Mullum Mullum Reserve in Manningham, and proposed facilities in Boroondara and Yarra Ranges.

High IndividualCouncil

IndividualCouncils

SRV, SSOs,

Regional PSG

3Upgrade Gilbert Park in Knox to a regional level baseball / softball facility that includes multiple floodlit diamonds and caters for regional and state level events and competitions.

Medium Knox Knox, SSOs SRV,

Regional PSG

4Upgrade Kilsyth Reserve to provide a regional Australian Rules Football Hub in the east that caters for male and female participation programs, events and competition, and to support the athlete development pathway.

Medium Yarra

Ranges

Yarra Ranges,

SSO

SRV, Regional

PSG

5Develop a destination for mountain biking in Warburton that meets the recreational and competition needs of mountain bikers.

Medium Yarra

Ranges Yarra

Ranges

SRV, Regional

PSG

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______________________________________________________________________________________



PROJECT NO.

ACTIONS TIMEFRAME



6

Further investigate the needs of recreation trail users through consultation with Bicycle Network Victoria, Vic Roads, Cycling Victoria, Victorian Trails Committee, Bushwalking Victoria, local cycling groups and land owners.

Following this additional consultation, update the online trail maps and develop a customised project assessment tool to help confirm priority trail projects for the

Integrated Transport Plans.

MediumIndividualCouncil

IndividualCouncils

SRV, RDA

7Conduct further investigation into the future demand for a purpose built badminton and table tennis facility. Further detailed planning will be required as well as consideration of the findings from the City of Dandenong Table Tennis Strategy.

LowRegional

PSG Individual

LGAs, SSOs

SRV, Regional

PSG

8

In partnership with Canoeing Victoria (CV), investigate the demand for a Regional Paddle Sports Centre at Westerfolds Park to provide a venue for slalom training, competition and paddler skill development, and an education and administration hub for the sport.

Low Manningham ManninghamSRV, CV, Regional

PSG

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MINUTES ATTACHMENTS

Ordinary Council Tuesday 14 June 2016 Attachments as annexed to the resolution: 5 Adoption of Graffiti Strategy

Graffiti Management Strategy 2016

1


Responsible Directorate: Environment and Infrastructure Authorised by: <Council> Date of adoption: <Date> Review date: <Date> Expiration date: <Date>

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2

Table of contents

1. Executive summary ......................................... 3

2. Introduction ...................................................... 42.1. Purpose 42.2. Policy context 4

3. Background ...................................................... 53.1. Legal framework 53.2. Cost of graffiti 63.3. Areas and assets most vulnerable 73.4. Boroondara Graffiti Program 2001 93.5. Partnerships and community involvement 10

4. Research ........................................................... 124.1. Community Voice Panel feedback 124.2. Comparative approaches / benchmarking 16

5. Strategy themes and objectives ..................... 21

6. Implementing and monitoring ........................ 226.1. Accountabilities 226.2. Evaluation 22

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3

1. Executive summary

The existing Boroondara Graffiti Program was adopted in 2001 and introduced a multi-faceted approach to graffiti management across the municipality. The program aimed to develop a consistent process for removal and reporting, to increase public awareness of the issue of graffiti and to develop education and prevention programs.

Council has implemented initiatives that were identified in the Program, as well as introduced additional initiatives based on consultation with other councils and best practice. There has however been no formal review since that time.

The City of Boroondara engaged the services of Capire Consulting Group in 2014 to undertake a review of the existing Graffiti Program. The review process focused on the following items:

Benchmark Council’s current practices against other local governments throughout Australia and internationally.

Research the current practices of public asset owners in order to understand how Council can work better with them to address graffiti on their assets in the municipality.

Explore modern initiatives in graffiti management including approaches to prevention, reporting and response.

The purpose of Council’s Graffiti Management Strategy is to set out a proactive, coordinated and collaborative approach to graffiti management in Boroondara.

The strategy is structured around six themes into which specific objectives and actions have been grouped, as follows:

1. Reporting - this theme covers reporting of graffiti to Council, and by Council to other parties 2. Removal - addresses the action that Council takes in order to remove graffiti on Council and

private property 3. Partnerships - covers the ways in which Council works with other organisations to assist in graffiti

management 4. Prevention - focuses on efforts by Council to prevent graffiti occurring including physical

deterrents. 5. Advocacy - this theme informs action in relation to graffiti on assets owned by other authorities

which Council does not control 6. Internal Governance - the structure within Council to oversee implementation of the strategy

Objectives have been determined for each strategy and an accompanying action plan has been developed with a mix of continuing current actions and new initiatives.

The strategy considers the approach to graffiti on Council property, as well as how Council may influence the removal of graffiti on assets managed by other public authorities.

Council will work together with internal stakeholders, external agencies and the community to deliver the actions outlined in the strategy.

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4

2. Introduction

2.1. PurposeCouncil has been providing graffiti removal services since 1996 and has implemented the Boroondara

Graffiti Program that was adopted by Council in 2001. This program has taken a multi-pronged approach

to graffiti management across the municipality. While additional activities have taken place over time, the

Program has not been formally reviewed since its implementation.

The review of the Program and development of a refreshed Graffiti Management Strategy has included

the following elements:

Benchmark Council’s current activities against other local governments and authorities both in

Australia and internationally.

Research the current approaches of public asset owners and utility providers in order to

understand how council can better work with them to address graffiti across the municipality.

Explore modern initiatives in graffiti management including approaches to prevention, reporting

and response.

Use the findings of this investigation to develop a revised graffiti management strategy.

The strategy considers the approach to graffiti on Council property, as well as how Council may influence the removal of graffiti on assets managed by other public authorities.

2.2. Policy context Council’s vision, set out in the Council Plan 2013-17, is for Boroondara to be ‘a vibrant and inclusive community with an outstanding quality of life’. The vision is supported by a number of themes, objectives and strategies including:

Theme Strategic objective Strategy

Enhanced amenity The character of our neighbourhoods is protected and improved

12 - Safety and amenity - We will implement appropriate policies, strategies and practices that will improve neighbourhood amenity and safety.

13 - Managing assets - We will implement strategies for the development and ongoing renewal of Council’s physical assets

The development of the Graffiti Management Strategy and associated action plan supports the strategies of ‘safety and amenity’ and ‘managing assets’ and contributes to the achievement of the vision for Boroondara.

The Strategy is also consistent with the Boroondara Public Health and Wellbeing Plan, in particular Objective 2 within Strategy 12 which states ‘enhance and develop our neighbourhoods to support health and wellbeing’.

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5

3. Background

3.1. Legal framework

3.1.1 Victorian legislation

The Graffiti Prevention Act 2007 defines graffiti as to ‘write, draw, mark, scratch or otherwise deface

property by any means so that the defacement is not readily removable by wiping with a dry cloth’.

The Act identifies six offences as follows:

1. Marking graffiti on property that is visible from a public place, without the owner’s consent

2. Marking graffiti that is visible from a public place if any part of the graffiti would offend a reasonable

person

3. Possessing a prescribed graffiti implement in certain places without a lawful excuse

4. Possessing a graffiti implement with the intent to mark graffiti

5. Advertising for sale a prescribed graffiti implement if the advertisement is likely to incite or promote

unlawful graffiti and the person intends this to be so.

6. Sale of aerosol paint container to a person under 18 years of age unless evidenced to be for work

purposes.

The penalties for infringement include a range of fines through to two years’ maximum imprisonment.

While enforcement of the Act is the role of Victoria Police, the Act provides the following powers to

Councils relating to removal of graffiti from private property:

1. Serve a notice on owner or occupier giving 28 days’ notice of the intended graffiti removal if entry into

the property is required. If entry is not required, only 10 days’ notice must be given. In either case, if

the property or occupier objects to the graffiti removal, Council cannot remove it;

2. Once permission is gained to remove graffiti Council can take further action to remove subsequent

graffiti within 12 months without giving further notice

3.1.2 Amenity Local Law

Council’s Amenity Local Law clause 41.1.5 states ‘An owner or occupier of private land must ensure that

the private land and any building or other structure on private land is kept free of any graffiti’ and further at

clause 41.2.3 that ‘An owner or occupier of private land must not allow any building or other structure on

that private land to be defaced’.

The Local Law provides for a penalty for a first or subsequent offence of 20 penalty units and 2 penalty

units for each day after a finding of guilt or conviction for an offence during which the contravention

continues.

There is an opportunity to review the Local Law to determine what further measures it could include to

assist with removal of graffiti from property not owned by Council.

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6

3.2. Cost of graffiti

The financial cost to Council of its graffiti management and removal programs over the past five financial

years is included below. This includes the direct cost of engaging contractors to remove graffiti, along

with materials provided by Council to private property owners such as subsidised paint and graffiti

removal kits.

Figure 1 - shows the total cost of graffiti management in Boroondara between 2009/10 and 2013/14.

Figure 1: Total cost of graffiti management in Boroondara

As illustrated, graffiti has cost Council a total of $1.432 million over the above period at an average of

$286,571 per annum. In real terms the total cost of graffiti management has remained relatively steady

over this period, apart from the spike in 2012-13, this provides some indication that Council’s graffiti

management program has been effective in dealing with graffiti on Council assets in the municipality.

Graffiti clean-up in Boroondara is currently undertaken by an approved contractor who has a 24-hour

period in which to remove graffiti following notification, or a four-hour window for pieces deemed offensive.

Table 1 below shows the square meterage of graffiti removed and total spent on contracted graffiti

removal in Boroondara over the period from 2009/10 to 2014/15.

The data shows that while the scale of removal has remained relatively consistent over this period, the

cost of removal per square metre has increased due to the greater use of chemicals to remove graffiti as

a more effective treatment on non-painted surfaces rather than paint-outs.

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7

Table 1: Graffiti removed in Boroondara

Financial year Square metres of

graffiti removed

from Council

owned property

Total spend Ave cost per

square metre

2009/10 23,228 $186,808 $8.04

2010/11 25,117 $194,176 $7.73

2011/12 21,998 $213,040 $9.68

2012/13 23,735 $246,464 $10.38

2013/14 19,026 $217,082 $11.41

2014/15 18,055 $203,840 $11.28

The figures in Table 1 relate to graffiti removed from Council owned assets under contract. They do not include the cost of materials provided to residents to assist with graffiti removal on private property or the cost of the 50/50 cost share arrangement with shopping centre trader associations.

In recent years approximately $25,000 per annum has also been spent on graffiti education.

Table 2 shows the total spent on graffiti education in Boroondara primary and secondary schools in the last two financial years.

Table 2: Graffiti spent on Education Program

Financial Year No of

primary

schools

No of primary

school students

attended

No of secondary

schools

No of secondary

students attended

2013/14 18 1936 8 794

2014/15 14 898 7 788

3.3. Areas and assets most vulnerable

In contrast to general perceptions, no specific profile exists for a graffitist. Traditionally, it was assumed

that graffitists came from socially disadvantaged backgrounds and were males under 18. However, recent

graffiti related charges under the Graffiti Prevention Act 2007 in Victoria indicate a number of graffitists are

aged over 18 and come from a range of backgrounds.

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8

Prime locations for graffiti include “trains (and tracks), buses, shelters, vehicles, walls facing streets, traffic

signs, statues, vending machines, park benches, electricity poles, billboards, parking garages, schools,

fences, sheds and business walls”1. Targeted areas are generally highly visible. However areas where

graffiti is likely to be removed quickly are less preferred2.

Research and consultation with local government representatives identified a number of common factors

which may contribute to some areas being more prone to graffiti than others. These include:

Changes to the social demographic, including an increase in population or an increase in youth

travelling through the municipality.

Busy entertainment and nightlife precincts.

Proximity to major transport routes and pedestrian thoroughfares.

Heightened approaches towards graffiti management in adjacent council areas.

Knowledge in the graffiti community of a lack of security surveillance, and ongoing record

management systems.

An influx of vacant buildings in industrial and commercial precincts.

Neglected open spaces, potentially attracting criminal behaviour.

New developments, resulting in a new ‘blank canvas.’

Lack of application of Crime Prevention through Environmental Design (CPTED) principles,

including:

Passive surveillance

Lighting

High visibility and strong sightlines

Secure fencing

Appropriate landscaping

Specifically, a number of areas and assets have been identified in Boroondara which are most vulnerable

to graffiti across the municipality. These are listed in Table 3.

1 Morgan, A and Louis, E (2009) Key Issues in Graffiti: Research in Practice No. 6. Australian Institute of Criminology, December 2009 2 Bandaranaike, Suniti (2003) Graffiti Hotspots: Physical Environment or Human Dimension? Paper presented at the Graffiti and Disorder, Brisbane, 2003; http://cityroom.blogs.nytimes.com/2009/02/17/a-new-look-at-graffiti-writers-lives/

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9

Table 3: Areas and assets susceptible to graffiti in Boroondara

Council assets Private/public property

Public toilets

Council buildings, particularly in

parks/reserves

Playground equipment

Perimeter fencing at parks/reserves

Council owned bus shelters

Signs including directional, information and

traffic

Street furniture (bins and seats).

Railway sidings, bridges and stations

Buildings, particularly shops abutting laneways

Residential homes with rear access from laneways

Large industrial properties near railway corridors

Tram and bus shelters

Schools, including perimeter fences

Buildings with light coloured and/or rendered walls

Residential front fences

Tram and Power poles

Acoustical Walls along Freeways

3.4. Boroondara Graffiti Program 2001

Council’s Graffiti Program, adopted in 2001, has intended to provide a framework to remove and minimise

the occurrence of graffiti from public and private property. To achieve this, the program recognised that ‘a

co-ordinated and comprehensive approach is required by the whole community’.

In addition to private property, Council’s program also identified Council assets such as public toilets,

Council buildings, parks and reserves, fencing, bus shelters and signage as common targets for graffiti.

Public authority assets such as railway stations, utilities and schools were also identified as common

targets. However, it was recognised that responsibility for the maintenance of these assets ultimately rests

with public authorities.

To address the issue of graffiti in Boroondara, the existing strategy identified the following areas of focus,

along with a series of associated actions.

Timely cleaning and removal of graffiti – following notification, a 24 hour response time is allowed

for the clean-up of general graffiti, with a four hour response window for graffiti deemed offensive. A

graffiti hotline, managed by Council, has been established and promoted to enable the public to notify

Council of graffiti incidents.

Proactive graffiti audit – undertaken at monthly intervals along twelve main roads. Following these

audits, property/asset owners are informed in writing that graffiti removal is required.

Mandatory reporting of graffiti incidents on Council-owned buildings by contractors – reporting

mechanisms require contractors to report graffiti on daily basis.

Design responses –Crime Prevention through Environmental Design (CPTED) principles, lighting

design, colour selection and landscaping to enhance passive surveillance, increase the perception of

safety and reduce the likelihood of Council assets and buildings being a target for graffiti.

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10

Police reports – all graffiti is reported to police to assist them in the apprehension of graffiti

offenders. Reports also include photographic evidence as a visual record of the incident.

Community education –focused on crime prevention and includes education though media and in

schools. Community forums are also considered to discuss, educate and respond to issues.

Education programs have been provided to 3,020 students across 23 primary and seven secondary

schools over the last twelve months. The strategy recognised the opportunity to use the internet to

disseminate the message to a larger audience.

Community initiatives – to promote community involvement in response to the issue of graffiti. The

strategy recommended a number of initiatives on this theme.

Engagement with public authorities – to discuss current practices on graffiti removal and how to

minimise the occurrence of graffiti.

3.5. Partnerships and community involvement

Graffiti removal on Council-owned assets in Boroondara is currently undertaken by contractors engaged by Council. However, Council has entered into a series of partnerships to support a multi-pronged approach to graffiti management within the municipality.

Trader Associations

Partnership agreements have been established with nine Shopping Centre Trader Associations to remove

graffiti on private property via a proactive program. Partner associations oversee the following areas:

Camberwell Centre, incorporating Burke Road

High Street, Kew Junction

Mailing Road, Canterbury

Glenferrie Road, Hawthorn

Doncaster Road, Greythorn

High Street, Ashburton

Doncaster Road, North Balwyn

Toorak Road, Burwood

Trader associations operate graffiti management programs through a 50/50 cost share arrangement with Council.

Private property owners

While private property owners are responsible for graffiti removal from their properties, Council provides

assistance through a variety of arrangements:

Supported by Dulux through the provision of subsidised paint, Council issues up to four litres of free

paint to private property owners with reported graffiti.

Provision of a free environmentally friendly and biodegradable graffiti removal kit.

A graffiti hotline.

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11

The trial of a painting program for private fences abutting public open spaces commenced in 2006. It

is now common practice to paint out these fences with the owners’ consent.

Loaning larger graffiti removal kits to property owners for the removal of large areas of graffiti by high pressure cleaning. Council was successful in obtaining these kits through a Department of Justice grant application.

Broader community participation

Council has been committed to engaging community groups in public realm projects. With respect to graffiti management, council has previously implemented an ‘adopt a public place’ program which encourages the public to take ownership of a public area including proactive regular inspection and reporting of graffiti.

Public art

Council has undertaken a number of community arts programs including:

The Maling Road Shopping Precinct mural which depicts community life, but avoids the typical ‘street

art’ aesthetic.

The appointment of a network of graffiti artists to paint eight Vic Roads traffic signal boxes with

artwork in Canterbury Rd between Union Rd, Canterbury and Burke Rd, Camberwell. These works

incorporated tree motifs and have been a successful graffiti deterrent for these assets which are

regularly targeted by graffitists.

A community arts project was undertaken by Council's Youth Services department on a container at

the Boroondara Farmers Market. This project has reduced graffiti on the container and the parkland

near it.

A mural commissioned in the Camberwell Market laneway. The initiative was introduced to add colour

to the streetscape, and has also resulted in a significant reduction in graffiti incidences, both on the

mural surface and adjacent walls.

Public Asset owners

There is a lack of consistency in graffiti tolerance and management of public assets owned or managed

by authorities other than Council. Council has no jurisdiction to manage or remove graffiti on public

authority assets. These remain the responsibly of the asset owners such as VicRoads, Telstra, Citipower,

AGL, Metro Trains, United Energy, Yarra Trams, Australia Post and United Energy, and are subject to

their own reporting, management, and response processes.

The strategy identifies an opportunity to take a renewed approach to seeking agreed response times for public authorities' graffiti practices, and a targeted advocacy approach to this issue.

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12

4. Research

4.1. Community Voice Panel feedback The presence of graffiti can have a significant and direct impact on feelings of safety and security

experienced by the community3. A 2011 survey of Victorian local government areas completed as part of

the Inquiry into Locally Based Approaches to Community Safety and Crime Prevention4, found that 68 per

cent of respondents identified vandalism and graffiti as a key crime and safety issue for their municipality.

In March 2014, as part of Council’s ongoing ‘Our Voice’ forum, the community was asked about the issue

of graffiti in the local area. Boroondara Community Voice Panel members were asked ‘How can we

proactively reduce graffiti in Boroondara?’

A total of 24 comments were received from 20 individual panel members. While acknowledging the

relatively small sample size, the comments nonetheless provide useful information. The proposals in the

draft strategy will tested more broadly with the community and feedback considered when finalising the

strategy to be adopted by Council.

The primary themes emerging from these discussions are summarised below:

Graffiti is a complex issue; however, there is general support for Council’s zero tolerance

approach.

Education is deemed to be an important preventative measure and should focus on developing

a better understanding of graffiti culture.

Offenders should be educated to reduce the incidence of graffiti.

Creative solutions should be developed to divert offenders’ creative energy towards more

appropriate applications.

There is support for stronger enforcement, including greater accountability for offenders,

imposing higher penalties, and making offenders responsible for clean-up.

There is support for physical and design based preventative and deterrent measures including,

landscaping, surveillance and security in identified graffiti hot spots.

It was recognised that Council cannot be solely responsible for graffiti solutions and that

community involvement and collaboration with state government authorities and police is

important.

With respect to proposed solutions for graffiti in Boroondara, the panel’s responses were broken down

into five key themes listed below:

Policy Responsibility Prevention Deterrence Tools

3 Australian Institute of Criminology (2010) AI Crime Reduction Matters. No 18, January 2010; Morgan, A and Louis, E (2009), Key Issues in Graffiti: Research in Practice No. 6. Australian Institute of Criminology, December 2009 4 Parliament of Victoria, Drugs and Crime Prevention Committee (2012), Inquiry into Locally Based Approaches to Community Safety and Crime Prevention – final report

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13

Policy

Comment themes in this category were divided into five areas focussed on policy considerations to deter graffiti. Definitions for each area are provided below:

Deterrence - Policy measures focussed on deterring offenders Education - Increased education; education programs at schools. Perpetrator accountability - Policy measures focussed on making perpetrators/their family more accountable to the crime of graffiti. Alternative models - Suggestions to consider successful alternative models of controlling graffiti from jurisdictions outside of Boroondara. Zero Tolerance - Support for the current zero-tolerance approach in Boroondara; support for zero-tolerance approaches in other jurisdictions.

Responsibility

Comment themes in this category were divided into five areas focussed on how responsibility could be allocated to prevent graffiti. Definitions for each area are provided below.

Collaboration with police - work with police to catch offenders Volunteers - find volunteers to remove graffiti Business involvement - involve local businesses in the removal of graffiti Community involvement - increase community involvement in reporting and removing graffiti. State authorities - work with State Government authorities to remove graffiti; advocate for unified approach to graffiti removal.

0 5 10 15

Zero tolerance

Perpetrator accountability

Deterrence

No. of comments

Co

mm

en

t th

eme

s

Policy

0 2 4 6 8

State authoritiesCommunity involvement

Business involvementVolunteers

Collaboration with police

No. of commentsCo

mm

ent

them

es

Responsibility

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14

Prevention

Comment themes in this category were divided into four areas focused on ways to prevent graffiti. Definitions for each area are provided below.

Mural designs - use murals to prevent graffiti; the rise of mural art overseas Battle of the laneways - use laneways as approved areas for street art; create a competition in laneways to promote street art Plants - grow plants such as creepers on walls and surfaces to prevent graffiti Approved locations - provide approved areas for street art

Deterrence

Comment themes in this category were divided into four areas focussed on deterring offenders. Definitions for each area are provided below.

Security patrols - use security patrols at night/graffiti hot spots to deter offenders Cameras - install security cameras in graffiti hotspots Financial dis/incentives - fines to punish offenders; fines for businesses/residents who do not remove graffiti within set timeframes; reduce rates for businesses/residents who remove graffiti within set timeframes.

0 1 2 3 4 5 6

Approved locationsPlants

Battle of the lanewaysMural designs

No. of commentsCo

mm

en

t th

em

es

Prevention

0 1 2 3 4

Financial dis/incentives

Cameras

Security patrols

No. of comments

Co

mm

ent

them

es

Deterrence

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15

Tools

Comment themes in this category were divided into two areas focussed on using tools to help manage graffiti reporting. Definitions for each area are provided below:

Technology - create smartphone applications for reporting and mapping graffiti. Hotline - establish a hotline to report graffiti

The detailed nature and the counter perspectives included in the forum comments demonstrate the complexity of addressing the problems and solutions in managing graffiti. While there is strong support for Council’s current zero-tolerance approach, forum participants recognise Council’s control of the issue of the graffiti is limited.

In developing new solutions, one perspective suggests Council should pursue a path to better understand what drives the graffiti culture, particularly tagging. This view believes an educative approach which works with perpetrators (past and present) will help reduce graffiti. It also believes solutions lie in measures which recognise the creative aspirations of offenders such as providing approved locations and programs for ‘street art’.

Counter to this perspective is a view that Council should pursue measures focussed on greater enforcement. This view believes there is a need for more accountability for offenders/their families which can be achieved by increasing penalties and consequences. It also believes solutions lie in measures such as making offenders being responsible for removing their graffiti, increasing fines and by ‘naming and shaming’.

In addition to these perspectives a range of preventative and deterrence solutions also arose from the discussion. There was support for a preventative idea of using plants (eg growing creepers over walls) as a way of greening streets and preventing graffiti. Another idea suggested creating murals and using street art. Counter to these solutions were ideas focussed on deterrence measures such as increasing surveillance and introducing security in known graffiti hotspots.

Whatever the perspective, there is a consensus that solutions for reducing graffiti cannot be delivered by Council alone. Forum participants believe there is a greater need for community involvement in both the reporting of graffiti and its prevention. They also believe more collaboration with State Government Authorities and police is necessary to ensure there is a united and consistent approach.

0 0.2 0.4 0.6 0.8 1 1.2

Hotline

Technology

No. of comments

Co

mm

en

t th

eme

sTools

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16

4.2. Comparative approaches / benchmarking Through research and consultation, the approaches adopted in several other municipalities in Australia

and internationally were investigated. Other asset owner approaches were also investigated. The list of

other organisations whose approaches were reviewed is included below.

Councils Other asset owners

Stonnington Public Transport Victoria

Darebin VicRoads

Yarra Telstra

Casey Australia Post

Melbourne Ventura Buses

Hume Citipower

Knox AGL

Port Phillip

Frankston International experience

Brisbane New York, USA

Ballarat London, UK

Greater Dandenong Vancouver, Canada

Gold Coast Hamilton City Ward, NZ

The research revealed a number of key themes of note for ongoing graffiti management in Boroondara.

Boroondara’s multi-faceted approach reflects best practice

Generally, the most successful local government responses to graffiti comprise multi-faceted approaches

involving prevention (including education and awareness campaigns), deterrent measures through urban

design, timely removal programs and the use of comprehensive records management databases.

Boroondara applies most of the approaches that are considered best practice, including mandatory

reporting of graffiti on public buildings, rapid removal including the provision of removal kits and paint

subsidies for private property owners, and partnerships with community groups such as local trader

organisations. Council also promotes its graffiti hotline to encourage the public to report incidences.

Regular auditing and rapid removal are a continually successful aspect of graffiti management

A zero tolerance approach is generally supported by a vigilant approach to graffiti removal. This approach

is employed by most councils consulted in this investigation.

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17

Although rapid removal is a cost and resource intensive approach, case studies illustrate that this can be

highly effective in combating graffiti and reducing reoffending. Examples identified that dedicated teams

and multi-departmental involvement assist in making resources available to support this approach. It has

been found that rapid removal of graffiti also made each cleaning episode easier.

Boroondara removes reported graffiti within 24 hours or 4 hour for offensive material. It is removed during

normal working hours or after hours if required. Council carries out monthly proactive audits of main roads

and removes graffiti as required.

Partnerships are integral to the management of graffiti

Community involvement and partnerships was a strong theme consistent across many authorities.

Australian councils generally acknowledge that a successful response to graffiti management typically

involves ‘whole of community’, multi-faceted approaches. A number of Victorian councils have also forged

individual relationships with community organisations and agencies to create arrangements that draw on

available resources to respond to graffiti in local areas.

Boroondara is partnering with the Department of Justice to utilise community service participants in graffiti

removal programs and has entered into partnership agreements with shopping centre trader associations

to remove graffiti from shopping precincts.

Councils consider community partnerships as having multiple benefits through developing pride of place

and shared ownership in the issue, as well as reducing council’s resource and financial liability with

respect to graffiti management.

There is an opportunity for Boroondara to further develop programs such as ‘Adopt a public place’

program through Neighbourhood Watch and community volunteers, and also to apply for grants through

the Department of Justice to develop community programs for graffiti removal. More formal relationships

and graffiti removal practices with public authority owners can be explored.

Graffiti is being recognised as a health and wellbeing and social development issue

A number of councils have approached graffiti from a health and wellbeing perspective, recognising that it

is a social issue that has a number of underlying causes.

Council’s existing multi-faceted approach to graffiti management provides a comprehensive response for

rapid removal from Council assets; however this can be further expanded. It is recommended that council

establishes an internal graffiti reference group which will ensure that the breadth of skills and knowledge

across council that are required in managing graffiti are part of strategy implementation. In time, the

police and community groups could also be members of the group.

Approaching graffiti as a broader social issue also can be reflected in Council’s general communications.

Graffiti messaging in Council’s promotional and educational material can be reviewed to ensure that it

refers to graffiti as a wider social issue, not just an aesthetic nuisance.

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There may be opportunities to allow legal art in appropriate neighbourhoods

Council’s existing zero tolerance stance is generally consistent with community sentiment in Boroondara.

However, community arts projects in mural styles have been successfully undertaken at selected

locations throughout the City with the involvement of graffiti artists and other councils have found that

identifying areas for legal art can help with prevention.

The inconsistency in graffiti management approaches of public asset owners is an issue for most Councils

A key issue with regard to graffiti management is council’s lack of authority to influence the graffiti

management approaches of public asset owners. Consultation with other councils indicated that they are

also grappling with the same issues.

The most success that councils have had are partnerships around removal of graffiti on behalf of the

asset owner. However, it is expected these partnerships are initiated and managed entirely by council.

The Strategy includes specific initiatives relating to public authority graffiti management.

The City of Boroondara should investigate a more comprehensive reporting system

It is very important to report graffiti as it allows for quick removal and assists the police in identifying

trends, similarities and patterns which may result in apprehending offenders.

Council has a requirement that public toilet cleaning contractors report graffiti on Council-owned assets

and Council encourages public reporting through its graffiti hotline. As well as supporting a rapid removal

approach, this provides Council with consistent data to trace trends in graffiti incidence over time.

Council can consider using ‘snap send solve’ application for reporting graffiti and promoting this to the

community and investigate apps which can collect GIS mapping and feed directly into Council’s reporting

database.

Graffiti prevention can be further embedded into Council’s planning process and development of Council assets

Prevention needs to be a key focus of ongoing graffiti management. Graffiti can be prevented a number of

ways including CPTED principles which will assist in providing safer and more secure environs around

buildings which may reduce graffiti offences.

Boroondara has implemented physical deterrents in the development and maintenance of Council’s

assets; however a consistent protocol can be established around adopted treatments. Deterrents (in

addition to standard urban design approaches that enhance safety) include darker or anti-graffiti paint,

surface treatments, landscaping, lighting and security measures.

A checklist could be developed for private property owners that are undertaking the planning and

development process, providing them with ideas for how they can prevent graffiti on their property.

Table 5 provides a snapshot of current approaches used by other Australian councils and compares them

to Boroondara’s approach to graffiti management.

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Table 5: Comparative approaches between Boroondara and benchmarked councils

BENCHMARKED APPROACHES Does Boroondara currently dothis?

Yes No

Tolerance

Generally zero tolerance

Increased (but managed) tolerance in neighbourhoodswithin the municipality based on character

Reporting

Avenues for public reporting phonehotline,emails,

Regular auditing

Reporting to police

A comprehensive GIS database

Removal

Rapid removal

Free resident clean up kits

Partnerships

With public asset owners around removal somewhat

With community groups and government for removal somewhat

With private property owners somewhat

Community involvement

For clean up

For prevention

For diversion somewhat

Prevention

School education

Promotion to increase awareness

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BENCHMARKED APPROACHES Does Boroondara currently dothis?

Yes No

Physical deterrents

Landscaping, security, colour treatments somewhat

CPTED design

Surface treatments somewhat

Murals and painted designs somewhat

Governance and resourcing

Multi departmental approach somewhat

Engagement of contractors for removal somewhat

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5. Strategy themes and objectives

In order to continue to tackle the incidence of graffiti in the municipality, the following themes and objectives have been developed as key focus areas for Council over the life of this strategy. Specific actions relevant to each of the objectives are included in the action plan which accompanies this strategy. It is recognised that many objectives will relate to more than one theme, and the objectives have been allocated to the ‘best fit’ theme.

Theme Objectives

1. Reporting - this theme covers reporting of graffiti to Council, and by Council to other parties

1.1 Provide multiple ways for community members and contractors to easily report any graffiti identified in Boroondara

1.2 Instances of graffiti will be promptly reported to Victoria Police to assist with its enforcement responsibilities

1.3 Graffiti identified on assets belonging to other public authorities will be reported to those entities for clean-up

2. Removal - addresses the action that Council takes in order to remove graffiti on Council and private property

2.1 Graffiti on Council property will be removed within specified timeframes

2.2 Assistance will be provided to owners of private properties to remove graffiti

2.3 Ensure Local Law provisions appropriately support removal of graffiti from property not owned by Council

3. Partnerships - covers the ways in which Council works with other organisations to assist in graffiti management

3.1 Support traders to reduce and remove graffiti in shopping centre areas

3.2 Engage with residents and community groups to assist in graffiti reduction

3.3 Develop effective partnerships with other public authorities to reduce graffiti on non-Council assets

4. Prevention - focuses on efforts by Council to prevent graffiti occurring including physical deterrents

4.1 Provide targeted education to schools regarding graffiti

4.2 Provide relevant and appropriate information on graffiti to community members

4.3 Consider the application of Crime Prevention Through Environmental Design (CPTED) principles for Council assets

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Theme Objectives

4.4 Support community art projects which act as an effective graffiti deterrent in appropriate locations

5. Advocacy - this theme informs action in relation to graffiti on assets owned by other authorities which Council does not control

5.1 Council will advocate strongly for a consistent and timely approach to graffiti removal by other authorities.

6. Internal governance - the structure within Council to oversee implementation of the strategy

6.1 Implement an appropriate structure to ensure an integrated approach to graffiti management and strategy implementation

An accompanying action plan has been developed setting out specific initiatives to implement the objectives set out in this strategy.

6. Implementing and monitoring

6.1. Accountabilities The Council department with lead responsibility for this strategy is:

Contact Department Contact number Contact email

Infrastructure Services 9278 4444 [email protected]

6.2. Evaluation Implementation of the strategy will be overseen by a cross-departmental graffiti reference group. Progress with the actions will be monitoring and reviewed annually throughout the life of the strategy.

Preparation for a subsequent Graffiti Strategy is planned to commence in the 2018/19 financial year.

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