ordinary meeting of council...ordinary meeting - 16 august 2017 page 6 cr williams' report cr...

MINUTES

Ordinary Meeting of Council

6.00pm Wednesday 16 August 2017

*** Broadcast live on Phoenix FM 106.7 ***

VENUE:

Reception Room,

Bendigo Town Hall,

Hargreaves Street, Bendigo

NEXT MEETING:

Wednesday 20 September 2017

Bendigo Town Hall

Copies of the City of Greater Bendigo Council’s Agendas & Minutes

can be obtained online at www.bendigo.vic.gov.au

http://www.bendigo.vic.gov.au/

This Council Meeting is conducted in accordance with Local Law No. 8. It is an offence for any

person to engage in improper or disorderly conduct at the meeting.

Council Vision

Greater Bendigo - creating the wold's most liveable community.

Council Values Six values inform everything we as Council do in working together to be the best we can for all of our community. Seeking to achieve the best value for our use of the community’s public funds and resources, by:

We Lead;

We Learn;

We Contribute;

We Care;

We Respond;

We Respect.

Goals Presentation and Managing Growth

Wellbeing and Fairness

Strengthening the Economy

Environmental Sustainability

Embracing our Culture and Heritage

Lead and Govern for All

ORDINARY MEETING WEDNESDAY 16 AUGUST 2017

ORDER OF BUSINESS:

ITEM PRECIS PAGE

ACKNOWLEDGEMENT OF COUNTRY 5

PRAYER 5

PRESENT 5

APOLOGIES 5

SUSPENSION OF STANDING ORDERS 5

PUBLIC QUESTION TIME 5

RESUMPTION OF STANDING ORDERS 5

CR WILLIAMS' REPORT 6

DECLARATIONS OF CONFLICT OF INTEREST 6

CONFIRMATION OF MINUTES 7

1. PETITIONS AND JOINT LETTERS 8

1.1 PETITION: REQUEST FOR MAINTENANCE WORKS AT

KAMAROOKA HALL

8

1.2 PETITION: GOYNES ROAD, EPSOM 9

2. PRESENTATION AND MANAGING GROWTH 11

2.1 PLANNING SCHEME AMENDMENT C234 - 40 HARLEY

STREET, STRATHDALE (NANGA GNULLE), CONSIDER

AUTHORISATION REQUEST FOR A HERITAGE OVERLAY

11

2.2 PRIORITIES FOR PLANNING SCHEME AMENDMENTS -

PROGRESS REPORT FOR 2016-2017 AND PLAN FOR

2017 - 2020

20

2.3 SUBMISSION TO VICTORIAN ENVIRONMENTAL

ASSESSMENT COUNCIL (VEAC) - CENTRAL WEST

INVESTIGATION (WELLSFORD STATE FOREST)

29

2.4 2016/17 ANNUAL COMPLIANCE REPORT - ROAD

MANAGEMENT PLAN VERSION 2.0

40

2.5 REVIEW AND ADOPTION OF ROAD MANAGEMENT PLAN 43

3. WELLBEING AND FAIRNESS 48

3.1 2017-2021 DRAFT HEALTH AND WELLBEING PLAN 48

3.2 NAMING OF NEW POOL AT KANGAROO FLAT 75

3.3 IRONBARK GULLY 82

3.4 DRAFT YOUTH STRATEGY 2017-2021 91

3.5 TRIAL COMMERCIAL FITNESS OPERATOR POLICY 98

4. STRENGTHENING THE ECONOMY 113

5. ENVIRONMENTAL SUSTAINABILITY 114

5.1 URBAN TREE MANAGEMENT POLICY 114

6. EMBRACING OUR CULTURE AND HERITAGE 146

7. LEAD AND GOVERN FOR ALL 147

7.1 PROCUREMENT POLICY 147

7.2 RECORD OF ASSEMBLIES 184

7.3 CONTRACTS AWARDED UNDER DELEGATION 190

8. URGENT BUSINESS 192

9. NOTICES OF MOTION 192

10. COUNCILLORS' REPORTS 193

11. MAYOR'S REPORT 195

12. CHIEF EXECUTIVE OFFICER'S REPORT 197

13. CONFIDENTIAL (SECTION 89) REPORTS 198

____________________________

CRAIG NIEMANN CHIEF EXECUTIVE OFFICER

Ordinary Meeting - 16 August 2017

PAGE 5

ACKNOWLEDGEMENT OF COUNTRY

PRAYER

PRESENT

APOLOGIES

SUSPENSION OF STANDING ORDERS

That Standing Orders be suspended to allow the conduct of Public Question Time. RESOLUTION Moved Cr Fyffe, seconded Cr Metcalf. That Standing Orders be suspended to allow the conduct of Public Question Time.

CARRIED A presentation was made by the Council to Mr Peter Davies, who was leaving the City after 23 years of service to the City of Greater Bendigo in recognition of his dedication and diplomatic service to Council and the community.

PUBLIC QUESTION TIME

RESUMPTION OF STANDING ORDERS

That Standing Orders be resumed. RESOLUTION Moved Cr Fyffe, seconded Cr Flack. That Standing Orders be resumed.

CARRIED


PAGE 6

CR WILLIAMS' REPORT

Cr Williams reported on his attendance at the following meetings and events:

Nepalese Government visit

Involvement of Bendigo Rotary Club with earthquake recovery in Nepal

Community tree planting in Long Gully and Ironbark

Calder Highway Improvement Committee

Cultural Awareness training with Dja Dja Wurrung

CEDA - Mayor’s Panel: Reinventing the Regions

DECLARATIONS OF CONFLICT OF INTEREST

Pursuant to Sections 77, 78 and 79 of the Local Government Act 1989 (as amended) direct and indirect conflict of interest must be declared prior to debate on specific items within the minutes; or in writing to the Chief Executive Officer before the meeting. Declaration of indirect interests must also include the classification of the interest (in circumstances where a Councillor has made a Declaration in writing, the classification of the interest must still be declared at the meeting), i.e. (a) direct financial interest (b) indirect interest by close association (c) indirect interest that is an indirect financial interest (d) indirect interest because of conflicting duties (e) indirect interest because of receipt of an applicable gift (f) indirect interest as a consequence of becoming an interested party (g) indirect interest as a result of impact on residential amenity (h) conflicting personal interest A Councillor who has declared a conflict of interest, must leave the meeting and remain outside the room while the matter is being considered, or any vote is taken. Councillors are also encouraged to declare circumstances where there may be a perceived conflict of interest. Nil.


PAGE 7

CONFIRMATION OF MINUTES

Minutes of the Ordinary Meeting of Wednesday 19 July 2017. The following items were considered at the Ordinary Council meeting held on Wednesday 19 July 2017 at 6:00pm.

Response to Petition: Continuation of Works Around Pedestrian Bridge Over Bendigo Creek at High Street, Golden Square

Petition: Provision of More Off Street Car Parking at White Hills Shops

120-150 Sullivans Road, Strathfieldsaye - Staged Subdivision (173 Lots); Construction of Dwellings, Fences and Roads within the Land Subject to Inundation Overlay; Removal of Native Vegetation; Removal of Easement and Creation of Easements

8 Julian Court, Epsom - The Construction of Three Dwellings on the Land; and the Staged Subdivision of the Land into Three Lots and Common Property in Accordance with the Endorsed Plans

79 Olinda Street, Quarry Hill - Extensions and Additions to Former Mt Edgecombe Hotel, Change of Use to Food and Drink Premises, Changes to Liquor Licence, Alteration to Access via a Road Zone 1 and Reduction in Car Parking

Tannery Land Road Reserve in the Vicinity of Nankervis Road and Tannery Heights Drive, Mandurang - Removal of Vegetation and Roadworks

Gender Equity Strategy

Record of Assemblies

The unconfirmed minutes have also been posted on the City of Greater Bendigo website pending confirmation at this meeting. RECOMMENDATION That the Minutes of the Ordinary Meeting of Council held on Wednesday 19 July 2017, as circulated, be taken as read and confirmed. RESOLUTION Moved Cr Fyffe, seconded Cr Metcalf. That the recommendation be adopted.

CARRIED

Petitions and Joint Letters Ordinary Meeting - 16 August 2017

PAGE 8

1. PETITIONS AND JOINT LETTERS

1.1 PETITION: REQUEST FOR MAINTENANCE WORKS AT KAMAROOKA HALL

[Petitions and joint letters with ten (10) or more signatures are included in the agenda or tabled at the meeting, unless there is a separate legal process for considering the petition or joint letter, as there is for planning submissions or submissions following public notices (Section 223 LGA)]. A petition has been received from residents of Kamarooka and surrounding areas, as outlined below:

"In 2015 the residents of Kamarooka & district, in conjunction with the City of Greater Bendigo, developed a community plan. This plan identified the need to maintain and improve current infrastructure as a means of better hosting community social activities. ... ... received feedback from COGB indicating that roof repairs would be made in the 2017/2018 financial year budget but as to when has not been made clear. Many members of the community fear that the delay in adequate repairs to our hall, as well as the many years of neglect to the facility may be part of a future plan to close it all together and would like to be formally informed of council’s intentions if this is the case. Therefore a speedy response would be greatly appreciated".

Names - 37

RECOMMENDATION

That the petition be received and a response be prepared within one (1) meeting. RESOLUTION Moved Cr Metcalf, Seconded Cr Hoskin. That the recommendation be adopted.

CARRIED

~~~~~~~~~~~~~~~~~~~~~~~~~


PAGE 9

1.2 PETITION: GOYNES ROAD, EPSOM

[Petitions and joint letters with ten (10) or more signatures are included in the agenda or tabled at the meeting, unless there is a separate legal process for considering the petition or joint letter, as there is for planning submissions or submissions following public notices (Section 223 LGA)]. A petition has been received from residents and ratepayers of the northern end of Goynes Road, Epsom, as outlined below:

"We, the undersigned request that the works in Goynes Road, Epsom be continued up to the Howard Street intersection whilst all the equipment, manpower etc is still in the area. This road will see a massive increase in traffic once the Napier Street works start and before the Scott street works are finished. This section of the road is already starting to breakup and considering that this will only get worse in the very near future only proves our point. Can we see a road count be added to this road both before and after the Napier Street Works? The impact on residents of this section of the road and more so on the East side will only exacerbate the problems as parents of school children are now parking down Goynes Road for after school pickup. This has become a bigger health concern as an increase in the dust is comparable to the increase in traffic. Parking and flow of traffic for the Epsom Primary School should also be attended to as a very high priority before there a major accident and someone being hurt. This Goynes Road saga has been an ongoing request from 2006 ... from residents .... We look forward to a favourable response".

Signatures - 60


PAGE 10

RECOMMENDATION

That the petition be received and response be prepared within two (2) meetings. RESOLUTION Moved Cr Williams, Seconded Cr Metcalf. That the recommendation be adopted.

CARRIED

~~~~~~~~~~~~~~~~~~~~~~~~~

Presentation and Managing Growth - Reports Ordinary Meeting - 16 August 2017

PAGE 11

2. PRESENTATION AND MANAGING GROWTH

2.1 PLANNING SCHEME AMENDMENT C234 - 40 HARLEY STREET, STRATHDALE (NANGA GNULLE), CONSIDER AUTHORISATION REQUEST FOR A HERITAGE OVERLAY

Document Information

Author Alison Kiefel, Amendments Planner Responsible Bernie O’Sullivan, Director Strategy and Growth Director

Summary/Purpose

Amendment details: Apply Heritage Overlay 915 to the mud brick and recycled materials dwelling located at 40 Harley Street, Strathdale (Nanga Gnulle).

Proponent: City of Greater Bendigo

Key issues: Site is subject to an application for subdivision.

The dwelling is identified as being of heritage significance.

The surrounding gardens are not considered to meet the requirements for heritage significance.

RECOMMENDATION

That the Greater Bendigo City Council resolve to: 1. Request the Minister for Planning to authorise Council to prepare Amendment C234

to the Greater Bendigo Planning Scheme. 2. When Authorised by the Minister, exhibit Amendment C234 to the Greater Bendigo

Planning Scheme giving notification as required for the minimum statutory exhibition period of one month.

RESOLUTION Moved Cr Wrigglesworth, Seconded Cr Emond. That the recommendation be adopted.

CARRIED

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PAGE 12

Policy Context

City of Greater Bendigo Community Plan 2017-2021

Goal 4: Presentation and managing growth

Planning, developments and infrastructure that increase our liveability and pride in where we live.

Goal 6: Embracing our culture and heritage

Recognise and celebrate our unique history and diverse cultures.

Background Information

The key steps in the Amendment process are summarised below:


PAGE 13

The heritage issues on the site were identified as a result of a planning permit application for subdivision (DS/867/2016). As a result of the advertising process for this application, there were a number of objections to the demolition of the buildings and gardens on the site. The site was previously used as a wedding and function centre venue, and given the name Nanga Gnulle by the owners at the time. The City commissioned an independent report to assess the heritage significance of the site, as this was the primary objection to the subdivision application. The citation prepared by Built Heritage Pty Ltd (March 2017) found that the main residence was of heritage significance for its association with Alistair Knox. Knox was an important and influential figure in the development of post-war residential architecture in Victoria, who promoted a self-build, mudbrick architectural style. The main residence was designed by Knox’s architectural firm (based in Eltham) and included many recycled materials including bricks, stone, timber and architectural features from demolition sites around Bendigo; notably a railway bridge in Axedale (1887), and items from the former ANA Hall (1893), and convict bricks (1840s) from a visit to Bruny Island. The residence remains as a notably rare, intact example being one of two mud brick dwellings in the Greater Bendigo municipality that Knox designed. The Built Heritage Pty Ltd (March 2017) citation found that the surrounding gardens and other buildings constructed later are not considered to be of heritage significance as they are not related to work by Knox himself, or of special architectural significance as is the main residence. The City has undertaken further review of the gardens to determine if they are of heritage significance in their own right, or contain notable flora. An additional citation by Context Pty Ltd (July 2017) (attached) was prepared to specifically consider the gardens. Context found the gardens did not meet the HERCON heritage significance criteria, or contain notable flora for protection. The citation identifies that gardens from the 1970’s and 1980’s are generally not considered to meet the heritage criteria unless they have a rare example that may be of botanical interest, technical or scientific or design quality from this era.

Report

The Planning and Environment Act 1987 allows for a Planning Scheme Amendment to be initiated by a municipal Council, or a Council can respond to a request for an Amendment by any person or body. When requesting authorisation from the Minister for Planning, an Explanatory Report must be submitted that discusses the purpose, effects and strategic justification for the Amendment. Key issues identified in the Explanatory Report are summarised below. Land Affected by the Amendment The Amendment affects part of the land at 40 Harley Street, Strathdale which is approximately 1.9 hectares in size. The property is in the General Residential Zone and no overlays currently apply. The site is located in a residential suburb of Bendigo and surrounded on all sides by existing residences in the General Residential Zone.


PAGE 14

The site, also known as Nanga Gnulle, has previously been used and developed as a wedding and function venue with a large garden setting. There are several buildings on the site, one main mudbrick residence and several other smaller residential buildings, a hall and sheds. The main dwelling, constructed of mud brick and reclaimed materials is considered of heritage significance for its association with architect Alistair Knox and use of recycled materials which provide a unique architectural style. The overlay is proposed to be applied to the dwelling and a 5 metre curtilage around it (approximately 650m2). The surrounding gardens, whilst extensive do not contain any specific or rare species that would be of heritage significance. The gardens were developed by the former owners of the site over a number of years.


PAGE 15

Figure 1: Aerial of the site.


PAGE 16

Figure 2 – Proposed Heritage Overlay Extent

What the Amendment does The Amendment proposes to:

Amend Planning Scheme Map 24HO, to apply the Heritage Overlay identified in the citation – Nanga Gnulle.

Amend Clause 21.10 of the MSS to include the citation- Nanga Gnulle, as a Reference Document.

Amend the Schedule to the Heritage Overlay (Clause 43.01) to:

o Include 1 new heritage place as follows:

o HO915 Mud brick and reclaimed materials house, 40 Harley Street, Strathdale

“Nanga Gnulle”;


PAGE 17

Social, Economic and Environmental Impacts The Amendment will have positive environmental, social and economic effects for the Strathdale community, and for the City of Greater Bendigo as a whole. The application of a Heritage Overlay will promote retention and use of this historic building of local significance. Protection of this heritage place will retain existing urban infrastructure and resources and contribute to the richness and diversity of the built environment. The conservation of heritage places also promotes sustainable development through the conservation of original materials and reduced demand for new construction materials. Heritage places contribute to the character, amenity and identity of Greater Bendigo and enhance its appeal as a place to live, work and visit. The Amendment will have positive social effects as it seeks to protect and enhance the cultural heritage of Greater Bendigo for future generations; it will also improve community awareness about the importance and value of heritage places. Although some additional costs may be borne by property owners through the need to obtain a planning permit for works under the new Heritage Overlay, the Amendment will not result in any significant adverse economic impacts. The Amendment does not preclude the ability of the land to be subdivided and developed, whilst providing protection for the heritage asset. New places included within a Heritage Overlay also become eligible for the City’s Heritage Restoration Loan Scheme and are subject to the Incorporated Plan which provides exemptions from the need for a planning permit for minor development/works. Strategic Justification – Planning Context The Amendment is supported by the following clauses in the Greater Bendigo Planning Scheme: State Planning Policy Framework Clause 11.14 – Loddon Mallee South and more specifically Clause 11.14-5 – Natural and built environment which has the objective: To protect and enhance the natural and built environment. Importantly, the amendment supports and implements the Loddon Mallee South Regional Growth Plan, 2014 by addressing Principle 6: Protect and enhance our natural and built environment, of the plan which states that ‘settlement growth and development will occur in sympathy with environmental and heritage assets.’ The amendment, by identifying and protecting our cultural heritage assets implements a key future direction of the growth plan by protecting ‘identified visually important landscapes, and cultural and built heritage places’. Clause 15 - Built Environment and Heritage of the State Planning Policy Framework. The introduction to this clause notes that ‘Planning should ensure all new land use and development appropriately responds to its landscape, valued built form and cultural context, and protect places and sites with significant heritage, architectural, aesthetic, scientific and cultural value.


PAGE 18

Clause 15.01-5 - Cultural identity and neighbourhood character which has the objective: To recognise and protect cultural identity, neighbourhood character and sense of place. Related strategies include:

Ensure development responds to its context and reinforces special characteristics of local environment and place by emphasising:

o The underlying natural landscape character.

o The heritage values and built form that reflect community identity.

o The values, needs and aspirations of the community.

The objective for clause 15.03-1 - Heritage Conservation is to ‘ensure the conservation of places of heritage significance.’ On this basis, it identifies a number of strategies relevant to this amendment including:

Identify, assess and document places of natural and cultural heritage significance as a basis for their inclusion in the planning scheme.

Provide for the conservation and enhancement of those places, which are of, aesthetic, archaeological, architectural, cultural, scientific, or social significance, or otherwise of special cultural value.

The Amendment implements the State Planning Policy Framework through the identification and protection of significant heritage places, sites and buildings. The amendment will ensure that development respects the character of heritage places. Local Planning Policy Framework Clause 21.08 Environment establishes the heritage significance of Greater Bendigo through the Greater Bendigo Thematic Environmental History, 2013 and sets the framework for protecting heritage places. This Clause includes a number of objectives and strategies to guide the identification, protection and management of heritage, including the following objectives:

To identify and protect heritage places with Aboriginal and historic cultural value as well as natural value.

To protect and enhance the municipality’s heritage for future generations. The Amendment also implements the objectives of Clause 22.06 Heritage Policy:

To retain heritage assets for the enjoyment, education and experience of residents, visitors and future generations of the municipality.

To ensure that new development is sympathetic with the appearance and character and maintains the significance of heritage places, including surrounding precincts.

To encourage the preservation, maintenance, restoration and where appropriate, reconstruction of heritage places.

To encourage the sympathetic re-use and adaptation of heritage places so that such places are maintained and enhanced.

The Amendment supports the above policies as it will ensure that the heritage values of the existing dwelling are maintained and protected if the land is subdivided or further developed.


PAGE 19

Consultation/Communication

The owners of the site have been notified of this proposal and have amended their subdivision application accordingly to allow the main dwelling to be retained. The documents will be publicly exhibited for a minimum of a month, as required under the Planning and Environment Act 1987. The City must give notice of Amendments to all owners and occupiers who may be materially affected by an Amendment, together with prescribed Ministers and public authorities. The Amendment will also be exhibited in the Government Gazette, the Bendigo Advertiser Newspaper and on the City’s web page.

Conclusion

It is recommended that Council seek authorisation from the Minister for Planning to prepare and exhibit the Amendment.

Options

Council has the option of:

Supporting the Amendment proposal and making a request to the Minister for Planning to authorise preparation and exhibition of the Amendment.

Refusing the request to prepare an Amendment. Under the Planning and Environment Act 1987 there is no right of review of a Council's decision not to support preparation of an Amendment.

Resource Implications

Officer time will be required to prepare the Amendment documentation for authorisation, exhibition, manage the exhibition process and liaise with the Minister for Planning. The City is responsible for payment of statutory fees and costs incurred in the processing of the Amendment. This may include a panel hearing process if the Amendment has unresolved submissions following exhibition.

Attachments

Explanatory report

Citation by Built Heritage P/L

Citation by Context P/L

Map of proposed Heritage Overlay


PAGE 20

2.2 PRIORITIES FOR PLANNING SCHEME AMENDMENTS - PROGRESS REPORT FOR 2016-2017 AND PLAN FOR 2017 - 2020


Author Emma Bryant, Amendments and Heritage Coordinator Responsible Bernie O’Sullivan, Director Strategy and Growth Director

Summary/Purpose

This report proposes the work program for strategic planning projects and amendments to the Planning Scheme for the next 4 years with an emphasis on the 2017/2018 financial year. It also discusses what work has been achieved in this current financial year.

RECOMMENDATION

That the Greater Bendigo City Council resolve to endorse the 2017/2018 Planning Scheme Amendments Work Program.

RESOLUTION Moved Cr Williams, Seconded Cr Fyffe. That the recommendation be adopted.

CARRIED

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Policy Context

City of Greater Bendigo Community Plan 2017-2021

Goal 4: Presentation and managing growth


Goal 6: Embracing our culture and heritage



PAGE 21


Recommendation 54 of the Independent Review 2013 is to: "Formulate a clear and transparent set of priorities for planning scheme amendments for the coming financial year for approval by Council and communicate these and the associated processes to the community." In response to this recommendation, the Directorate reviews all current and proposed amendments and land use strategies annually and prioritises these over a four year period for Council endorsement. The Planning Scheme is the legal framework that sets out the parameters for all decisions that need to be made about land use and development in the municipality. Planning Scheme Amendments are the process to change that law. The ultimate approval for every change is the Minister for Planning. Because they change the law of the City, amendments must:

Implement a clearly articulated strategy that is based on proven technical data and evidence.

Be legally and technically correct, in accordance with the Planning & Environment Act 1987.

Be formally exhibited to anyone who may be impacted by the changes and consider the views put forward.

Have an independent process (Panel) where there are different points of view between any of the parties involved; the City, community members and agencies.

It is this need for detailed evidence, legal procedures and the time taken to resolve differences along the way that makes the process lengthy. The process is set by the State Government and cannot be changed except through an act of Parliament. Amendments usually take between 12 and 24 months depending on complexity, issues that arise and the quality of the information submitted by a proponent. Timelines and workplans for amendments can only ever be "best estimates" for reasons such as:

Applicants change their mind about what they want.

The State Government imposes a requirement that must be enacted.

It takes much longer than expected to finalise the background technical analysis.

The number of submissions and issues raised by agencies or community members has a significant impact on timelines and workloads.

Council changes its priorities of the work required.

Budget allocation by Council to complete the work. The Statutory Planning and Regional Sustainable Development units work closely together to implement this program, with the latter developing the broad strategies and the former implementing these strategies by turning them into legislation for the Planning Scheme. The Planning unit also undertakes private amendment requests, and amendments for other units of the City and referral agencies.


PAGE 22

In developing the priorities in a clear and transparent manner, the Directorate developed an evaluation framework which considered each proposal against a set of criteria. Those criteria are:

The degree to which the amendment delivers the strategic direction and priorities of the Council Plan.

The importance of the amendment to success in Council's planning for growth, productivity and liveability.

The degree of urgency (eg amendments required by State Government legislation).

Whether it is required because it implements State Government policy.

Completing work already commenced, especially undertaking the planning scheme amendment where the strategy has been completed.

The level of resources required.

The "logical" roll out of consequential work, where relevant.

Previous Council Decisions July 2014 - Council resolved to endorse the plan for 2014/15 and beyond. 27 July 2015 – Council resolved to endorse the plan for 2015/16 and beyond.

Report

Many important projects from the 2016/17 Program have been completed over the last financial year, as listed below: Strategies completed and adopted

Integrated Transport and Land Use Strategy (ITLUS).

White Hills and East Bendigo Heritage Study Stage 2.

Strathfieldsaye Urban Design Framework.

Eaglehawk Transport Hub. Amendments completed

Marong Business Park submitted to Minister for approval December 2016.

Commercial Land and Activity Centre Strategy approved by the Minister May 2017.

ITLUS amendment approved March 2017.

Corrections amendment approved February 2017.

Eaglehawk Structure Plan approved August 2016.

Wellsford Estate Design and Development Overlay changes approved June 2017.


PAGE 23

Revisions to work Program Substantial progress has been made on some other projects but they are not yet completed for a range of reasons, including: referral agency requirements, applicants not providing further information, and further issues being raised through the process. These include the Huntly and Maiden Gully Development Contributions Plans (delay due to further referral authority requirements), Big Hill Landscape (further work required by the Minister), Bendigo Urban Flood Study amendment (further work required by Council) and Coliban Wastewater buffer (not formally submitted by the proponent). In developing the 2017 – 2020 program, all project timeframes have been carefully reviewed to ensure they are realistic based on current resourcing. We have also undertaken an exhaustive scan of potential future projects from previous strategies and our Municipal Strategic Statement. New projects added to the scheduled work list are:

Council Signage Amendment in response to an issue in providing for adequate signage at the Kangaroo Flat Aquatic Leisure Centre, the Bendigo Stadium and the Bendigo Tennis Centre.

Nanga Gnulle Heritage Overlay in response to a development application.

Greater Bendigo Development Contributions Framework.

Environmentally Sustainable Development Policy.

Bendigo Flood Mitigation to implement future mitigation studies.

CBD Plan review. The full work program for 2017-2020 is attached. The work schedule is based on the assumption that the pieces of work will be approved when presented to Council. It is also based on prior commitments that have been made to the community on implementation. The Municipal Strategic Statement and Planning Scheme Review, which is scheduled for this financial year, will also bring a lot of the strategic studies together and will implement them through the subsequent planning scheme amendment. In developing this program it is recognised that Council priorities can change and important and urgent projects can appear. Therefore any new proposals that come forward during the next 12 months will be considered against existing priorities and the same evaluation framework, and will be reported to Council for a decision on whether and when it should proceed.


PAGE 24


Many of these projects have fallen out of previous strategic projects, eg the Commercial Land and Activity Centre Strategy and the Greater Bendigo Residential Strategy, and are listed in our MSS. Extensive community consultation has occurred during the development of these strategies. Other projects have been privately proposed following pre-application consultation with the Statutory Planning Unit. All projects and amendments undertaken by Council go through an exhaustive consultation process including formal public exhibition.

Conclusion The Planning Scheme Amendments Work Program is an important tool in that it outlines the agreed strategic land use projects for the Regional Sustainable Development and Statutory Planning Units. The priority actions and budget items are then developed to support this programme.


The budget provides for the 2017/2018 list of projects.

Attachments

1. Planning Scheme Amendment Work Program 2017/2018.


PAGE 25

Amendment status Project timing

Almost finished

Strategy development Currently underway

PSA Process

Ministerial Amendment

Research required Not commenced

STRATEGY/AMENDMENT NAME Driver 2016/2017 2017/2018 2018/2019 2019/2020 2020/2021 Comments Marong Business Park - Part 1

Regional Growth Plan

Strategy (Finished)

PSA Big Hill Landscape

Strategy Completing work

PSA

Maiden Gully North East Structure Plan & DCP


Strategy (Structure Plans)

PSA Lansell St DPO - Residential

Private

PSA - Private

Strathfieldsaye Urban Design Framework


PSA Housing Strategy


Implementation via Planning Scheme Review

Strategy

PSA Review of FZ/LDRZ land in UGB

To be

included within

Housing Strategy

Implementation

Strategy Council Plan

PSA (if required)

White Hills Heritage Study PART B

Study Council Plan

PSA

Flooding - Bendigo

State Gov policy

Study

PSA

Public Space Strategy

Strategy Council Plan PSA (If required)

Huntly DCP


Study

PSA CBD Heritage Study

Study Council Plan PSA Heritage Strategy

Should be

adopted by June

2017 can then feed

into Planning Scheme Review


PSA

Plan Greater Bendigo

Strategy VPA PSA

Planning Scheme Review

Includes MSS

Review. Will bring together a number of pieces of

work

Research/Report development Mandatory

PSA


PAGE 26

Railway Street, Kangaroo Flat from GRZ to IND3Z

Private

Combined Permit & PSA Atisha Centre

Timing

dependent on

applicant.

Private

PSA Marong Township Structure Plan & DCP


PSA

Fenton St North Bendigo - Residential

Private

PSA - Private

Council Signage Amendment - K flat pool, tennis centre…

Simple amendment, pursue exemption

from notice

Council

PSA

Nanga Gnulle HO

Council

PSA Eaglehawk Landfill buffer

Strategy Government Policy

PSA

Bendigo Flood Mitigation Rolling

program Study PSA Revised BMO mapping

Strategy Ministerial

PSA Rezone Golden Square Primary School

Ministerial via FTGLS

PSA Marong Business Park - PAO


Strategy (Finished)

PSA LaTrobe Osborne St - Residential

Private

PSA - Private

Heathcote Township Structure Plan & UDF

Listed as further

strategic work in Clause 21.05


PSA

Heathcote Flood Study

Consider if could be

included in Structure

Plan

Study Mandatory

PSA

Golden Square/St John of God Framework

Plan

Strategy

PSA

Coliban Waste Water Treatment Plant buffer

Private

PSA - Private

Marong Flood Study

Could possibly be combined

with Structure Plan PSA,

dependent on timing

Study Mandatory

PSA

ESD Policy for development Potentially

combine with


Study

PSA

Review of Highway Entrances and Boulevard

Policy

Potentially combine

with Study


PAGE 27

PSA


Maiden Gully Township Centre Design Framework


Delayed because of

other major

projects.

PSA

CBD Plan Review

Strategy

PSA

Greater Bendigo DCP Framework Strategy

PSA Golden Gully, Flora Hill & Spring Gully

Heritage Study Thematic Environmental History

Study

PSA Axedale Church Rezoning from SUZ to GRZ

Private

PSA - Private

Contaminated land review

Study

PSA

Corrections

Study - N/A

PSA

Elmore Township Structure Plan + UDF

Listed as further


Strategy CLACS

PSA

Review of Bendigo & Eaglehawk Heritage

Study

Study

PSA

Goornong Township Structure Plan

Listed as further


Strategy

PSA

Redesdale Township Structure Plan

Listed as further


Strategy

PSA

Other work identified but not scheduled :

University Precinct Plan (includes Kennington/Strathdale) + UDF

Bendigo Airport removal of redundant controls

Residential design guidelines

Ironbark UDF

Former Shire of Huntly Heritage Study

Intensive Animal Industries

Review of Infrastructure Design Manual

Parking Precinct Plan in City Centre/Parking Overlays

Review of Vegetation Protections Overlay mapping

Review of character policies

Review of rural dwellings and subdivision policies

Bendigo Transport Hub

Industrial strategy review

Industrial Design Guidelines

Axedale Flood Study

Elmore Flood Study

Review of ESOs - stemming from the Bendigo Flood PSA

Rural Strategy outcomes

Epsom commercial centre UDF - CLACS


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K Flat commercial centre UDF - CLACS

Bendigo Tafe redevelopment - Possible State Amendment

Council Office redevelopment - Possible rezoning required

New transfer station - possible rezoning required

DELWP Office Epsom - Possible rezoning required


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2.3 SUBMISSION TO VICTORIAN ENVIRONMENTAL ASSESSMENT COUNCIL (VEAC) - CENTRAL WEST INVESTIGATION (WELLSFORD STATE FOREST)


Author Anthony Sheean and Nycole Wood, Regional Sustainable Development Unit

Responsible Bernie O’Sullivan, Director Strategy and Growth Director

Summary/Purpose

This report is to inform Councillors of the VEAC – Central West Investigation, which includes consideration of the conservation status of the Wellsford State Forest and to seek Council endorsement of the attached, draft submission to the VEAC investigation. RECOMMENDATION That Greater Bendigo City Council resolve to endorse the attached submission to the Victorian Environmental Assessment Council as part of the Central West Investigation. RESOLUTION Moved Cr Alden, Seconded Cr Metcalf. That the recommendation be adopted.

CARRIED FOR VOTE - UNANIMOUSLY

~~~~~~~~~~~~~~~~~~~~~~~~~

Policy Context

Greater Bendigo Community Plan 2017-2021: Goal 5: Environmental Sustainability – Protect and enhance our environment, conserve our resources and increase resilience to a changing climate.

Objective 5.2: Demonstrate leadership in sustaining the rich biological diversity of the Greater Bendigo region that sustains healthy ecosystems.


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In 1997 the Victorian Government gave the Environment Conservation Council (ECC) (now known as the Victorian Environmental Assessment Council (VEAC)) the task to:

Identify and evaluate the extent, condition, values and uses of the Box-Ironbark forests and woodland areas in northern Victoria;

Make recommendations on the balanced use of these areas; and

Propose an appropriate system for the protection and management of the Box-Ironbark and Woodlands, and in doing so consider the economic and social value of any existing and proposed development or use of the land or resources; and the nationally agreed criteria for the establishment of a comprehensive, adequate and representative reserve system.

Recommendations from the Box-Ironbark Forests and Woodlands Investigation Final Report, June 2001 (BIB Report) were adopted by the Victorian Government in 2002. Creation of the Greater Bendigo National Park, Bendigo Regional Park and Bendigo-Castlemaine-Maldon State Forest were part of a suite of recommendations adopted. The Wellsford Forest was included in the network of forests that make up the Bendigo-Castlemaine-Maldon State Forest (27,000ha). State Forest is a land use category that recognises that economic uses such as timber production are promoted above conservation. However, the BIB Report also recognised that Wellsford had specific biodiversity values and recommended that the following ‘special features’ of Wellsford be specifically protected for biodiversity conservation: Williamson’s wattle, Ausfeld’s wattle, sand rush, cane spear-grass, swift parrot, brush-tailed phascogale, one large old tree site and one fauna refuge. Wellsford was not excluded from the Box-Ironbark National Parks because of low environmental values, but due to the necessity to balance competing demands. As the BIB Report states in the ECC’s message"

"The ECC recognises that public land forest areas contain significant timber resources, but they also have biodiversity values of great significance. The ECC’s view is that it cannot provide adequately for biodiversity conservation, and also retain all timber resources available for harvesting. The ECC is, however, required to balance the competing demands on the forest and to consider social and economic issues including the likely impacts on those now employed in Box-Ironbark timber industries."

Central West Investigation 2017 The Victorian Government has requested that VEAC conduct a Central West Investigation covering public land in the vicinity of the Wombat, Wellsford, Mount Cole and Pyrenees Range forests.


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The purpose of the investigation is to:

Identify and evaluate the condition, natural and biodiversity values and cultural, social and economic values and the current uses of public land in the specified area; and

Make recommendations for the balanced use and appropriate management arrangements to conserve and enhance the natural and cultural values.

Community Action Conservation groups have advocated for the preservation of biodiversity values within the Box-Ironbark Forests and Woodlands for many years, including before, during and after the ECC Box-Ironbark and Woodlands (BIB) Investigation. Unfortunately the 2001 BIB recommendations did not assign Wellsford a conservation status. Consequently the conservation groups have continued to lobby successive Victorian governments to protect the Wellsford Forest under a land use category that recognised the preservation of natural values as the highest use; i.e. National or State park. In 2014 the Wellsford Forest Conservation Alliance (WFCA) was formed at the event "A Summit to Preserve the Wellsford Forest for Future Generations", where approximately 60 people gathered to show support and to plan a campaign. The event included representation from Bendigo Field Naturalists Club, various Landcare groups, the Victorian National Parks Association and concerned citizens. WFCA went on to engage the Bendigo community in support of the campaign and gathered approximately 500 signatures calling for action. Previous Council Decision Date: Ordinary meeting of the Greater Bendigo City Council - 28 May 2014. Resolution:

"That the Greater Bendigo City Council supports the community campaign to see the Wellsford State Forest protected under the National Parks Act 1975 by writing to the Victorian Government requesting consideration of the matter." A letter was sent to the Minister for Environment and Climate Change, the Hon Ryan Smith in June 2014 (attached). Report The announcement of the VEAC – Central West Investigation is seen as an opportunity to ensure the conservation values of Wellsford are protected and enhanced through a change of land status. The key points in Greater Bendigo's submission are:

Reiteration of Greater Bendigo City Council’s 2014 support for the community campaign to have the Wellsford State Forest protected under the National Parks Act 1975.


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GBCC has considered a broad range of issues and impacts (including social, environmental, economic, access and use, management) in its recommendation that protection under the National Parks Act is desired, including:

o Increasing numbers of the community are advocating for increased protection of

nature and the natural environment.

o Most of the activities currently permitted within the Wellsford can continue in some

form (some with conditions applied - see attached table).

o Activities such as horse riding, prospecting and dog walking can be considered,

and if appropriate, catered for through management conditions identified and specified as part of the management planning process.

o Organised hunting could continue to occur as an approved management activity

for the control of feral animals.

o Australian Bureau of Statistics data shows a steady decline in reliance on

firewood use as an energy source, especially low income households.

o There is no longer a large scale mill dependent upon the Wellsford for timber

supply.

o Timber harvesting and firewood collection has a negative impact on habitat values

impacting on the wider ecology of an area.

o Free collection of firewood from state forests has a negative impact on the

firewood plantation industry.

o Measuring and quantifying environmental benefits (eco-system services) of

forests is now better understood, particularly for carbon (storage and sequestration) and water (quality and quantity) demonstrating greater benefits under a conservation management system.

o The City of Greater Bendigo Active Living Census (ALC 2015) showed that

bushwalking is the 5th most popular form of physical activity in Greater Bendigo, with local rates of bushwalking almost double the Victorian average. There is now strong evidence that reveals the importance of the relationship between healthy environments and human health.

o Bushwalking rates may be linked to access to high quality, protected bushland.

The local rate of bushwalking is higher in suburbs/towns with close access to high quality, protected bushland.

o National Parks receive a higher level of funding for management.

o National Park status will not only protect critical habitat for threatened flora and

fauna, but maintain and enhance an ecological secure biolink between other reserved Box-ironbark fragments and also private forested land throughout the region.

o Mineral exploration and mining was considered by the ECC with

recommendations made that demonstrate how exploration and mining could be possible under National Park status.

It is considered that the management of the Wellsford Forest for the conservation of biodiversity (National Park) would result in:

An increase in floristic diversity and faunal habitat;

An increase in the diversity and populations of native fauna;

The protection of ecological processes improving the area’s capacity to provide ecosystem services and act as a drought refuge for wildlife; and an

Improved capacity to store carbon long-term.


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Priority/Importance: This investigation is important to those in the community who place a high value on protecting environmental assets for their intrinsic value and for providing ecosystems services to sustain life and support community wellbeing and for the contribution this makes to the liveability of Greater Bendigo. Options/Alternatives: Council has three options: 1. Reaffirm the previous Council decision and endorse the attached submission to the

Victorian Environmental Assessment Council as part of the current VEAC Central West Investigation.

2. Take a neutral position; do not declare a position of support or opposition and do not make a submission to the VEAC Central West Investigation.

3. Decline support for the campaign to change the status of the Wellsford Forest. Timelines: Submissions to the investigation are due by 21 August 2017.


Internal Consultation: The Executive Management Team and Regional Sustainable Development Unit staff have been consulted during the development of the draft submission. External Consultation:

Sustainable Environment Advisory Committee – The committee discussed and contributed to the submission at their 1 August 2017 meeting and are supportive of the submission.

Wellsford Forest Conservation Alliance - provided information, research and presentation supporting their perspectives.


Nil.

Conclusion

The Box-Ironbark Woodlands have been reduced to less than 17% of their original cover within Victoria. The ECC in its 2001 Final Report aimed to strike a balance between effective conservation of natural values and the provision of resources to the community. In determining the ongoing value of these forests to the community, consideration must go beyond the perspective of economic and natural values conservation and should also include consideration of social and community wellbeing.


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It is fifteen years since the Box-Ironbark Forests and Woodlands Investigation was completed and changes have occurred in the social, economic and environmental arenas that now warrant further consideration. Attachments 1. Draft Submission 2. Permitted uses within each Land Use categories and the ECC Box-Ironbark

Forests and Woodlands Investigation Final Report 2001 recommendations (information only).

3. Wellsford State Forest Photos and Map (information only). 4. Letter to Minister for Environment and Climate Change, June 2014 (information

only). 5. Map of the Central West Investigation area (information only). 6. VEAC Submission (information only)


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City of Greater Bendigo Submission

to the Victorian Environmental Assessment Council

– Central West Investigation

Introduction The Greater Bendigo City Council (GBCC) welcomed the announcement of the Victorian Environmental Assessment Council – Central West Investigation. The Greater Bendigo City Council supports the community campaign to have the Wellsford State Forest protected under the National Parks Act 1975. In 2014 the GBCC, in support of a community campaign to see the Wellsford State Forest protected under the National Parks Act 1975, wrote to the State Government requesting further consideration of the conservation status of the Wellsford. The GBCC has taken the opportunity to provide the following comments and raise matters that it considers relevant during the Central West Investigation. Given that the Wellsford State Forest is located within the Greater Bendigo municipality the primary focus of this submission is on the Wellsford site. Context As the Box-Ironbark (BIB) Forests and Woodlands Investigation was completed fifteen years ago, it is appropriate to undertake this investigation and consider changes that have occurred in social, economic and environmental areas. Some of the information gathered in the BIB investigation is still relevant; therefore this submission will focus on the apparent changes that have occurred since 2002 that would now support a recommendation of a conservation status for Wellsford. Changes since 2002 Social

Firewood can now be collected free (no permit required) from the designated firewood collection areas, within designated collection periods.

There is evidence that the demand for firewood has reduced over time, suggesting this use of the Wellsford State Forest may be less important than historically:

o Only 3.4% of the lowest household income earners (less than $25,000 per year) used

wood compared to 12% of the highest income earners ($110,000 or more per year). ABS 2009.

o Rented households were less likely to use wood as an energy source, with only 4.5%

stating they used it in Victoria. ABS 2009.

o One in ten households nationally used wood as the main source of energy for heating

(10%) and of those households, an estimated 42% reported 'comfort/convenience' when citing the main reason for choice of heater across all types of heaters. (ABS Energy Use and Conservation Survey conducted in March 2011.)

o The proportion of households using wood as an energy source is decreasing; 18% in

2002, decreased to 14% in 2008 (ABS 2008) and further decreasing to 10% by 2014 (ABS Energy Use and Conservation Survey-March, 2014).


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http://www.ausstats.abs.gov.au/Ausstats/subscriber.nsf/0/4EC10ED184CEE27ECA257DA2000D1E13/$File/energy_use_and_conservation_questionnaire_mar2014.pdf

The importance of eco-system services for human preservation is becoming increasingly understood, e.g. paramount in food security, soil and water provision, oxygen production.

The role large tracts of forest play in providing heat sinks in our hotter climate is now recognised.

The health benefits of contact with nature are well recognized and understood. There is now strong evidence that reveals the importance of the relationship between healthy environments and human health and increasing numbers of the community are advocating for increased protection of nature and the natural environment.

The Wellsford is an important environment for facilitating one of the local community’s most popular physical activities and is therefore directly linked to the health and wellbeing of our people:

o The City of Greater Bendigo Active Living Census (ALC 2015) showed that bushwalking

is the 5th most popular form of physical activity in Greater Bendigo, with local rates of bushwalking (8.8%) almost double the Victorian average (4.6%).

o Greater Bendigo bushwalkers go bushwalking far more often than other Victorian

bushwalkers. Almost half of Greater Bendigo’s bushwalkers go bushwalking weekly or more frequently (ALC 2015), with only 17.4% bushwalking less than once per month. By contrast, the 2010 ERASS (Exercise, Recreation and Sport Survey) reported that 62% of Victorian bushwalkers went bushwalking once a month or less. The high frequency of bushwalking in Greater Bendigo points to the importance of the natural bushland around Bendigo to the health and wellbeing of Greater Bendigo residents.

o Within Greater Bendigo, variation in bushwalking rates may be linked to access to high

quality, protected bushland. The local rate of bushwalking is higher in suburbs/towns with close access to high quality, protected bushland, such as Flora Hill (13.2%) which backs onto the One Tree Hill section of the Greater Bendigo National Park, and lowest in the Bendigo CBD (6.2%). Even in Bendigo CBD, the rate of bushwalking is still higher than the Victorian average.

Economic

There is no longer a large scale mill dependent upon the Wellsford for timber supply – Rushworth mill closed in approximately 2005.

Free firewood has a negative impact on the firewood plantation industry. The plantation timber producers are seeking to be competitive in a market place undercut by the government continuing to provide free firewood. This group continues to lobby the government to stop the supply of free firewood.

Improvements have been made in science for measuring and quantifying environmental benefits of forests particularly for carbon (storage and sequestration) and water (quality and quantity) demonstrating greater benefits under a conservation management system.

Environmental

Victoria’s native forests are the most carbon rich forests in the world creating the potential for these forests to be managed as massive carbon stores (Mackay et al 2008, Keith et al 2009).

Habitat is often destroyed through timber cutting and firewood collection impacting on the wider ecology of the area.

National Parks receive a higher level of funding for management than State Forests, particularly for activities such as visitor services and weed management.




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The areas listed as ‘special features’ such as the large old tree site cannot be readily recognised or defined by the general public who assume the primary use of the whole area is one of timber production. This can lead to inadvertent damage to areas set aside specifically for conservation purposes within the State Forest i.e. ‘Special Features’ gazetted under the Crown Land (Reserves) Act 1978 within the State Forest gazetted under the Forests Act 1958.

What would change if the Wellsford State Forest became National Park? Access and Uses As part of the BIB report the uses and values of the forests were identified, land use category determined and permitted uses defined. A table comparing these uses according to land category is attached along with the relevant BIB investigation recommendations and comments of relevance to this discussion. This table also lists other benefits of the forest that were not considered through the BIB process e.g. mental health, pollination services and carbon sinks. The table was used to identify the permitted uses of the Wellsford State Forest that would not be permitted under National Park status, and of those permitted uses, which activities currently occur in the Wellsford and would be impacted by a change in land use category i.e. What is happening now that wouldn’t be allowed if it became National Park? Most of the activities currently permitted within the Wellsford can continue in some form (some with conditions applied) however, two current activities; hunting and the harvest of wood products (sawlogs/pole/fence post cutting and firewood collection) can only continue if the Wellsford remains State Forest (further discussion below). Activities such as horse riding, prospecting and dog walking can be considered, and if appropriate, catered for through management conditions identified and specified as part of the management planning process. Mineral exploration and mining was considered by the Environment Conservation Council (ECC) with recommendations made that demonstrate how exploration and mining could be possible under National Park status e.g. Greater Bendigo National Park extends to only 100 metres below the surface, allowing exploration and mining tenements under these areas (subject to conditions). If the area remains State Forest, then new mineral exploration and mining applications can occur. If it is transferred to National Park, then only the existing licences will be valid i.e. no new applications are possible. Hunting While organised hunting can occur as a management activity for the control of feral animals, hunting as a recreational activity would not be permitted in the Wellsford if changed to National Park status. As identified in the BIB report ‘recreational shooting will continue to be generally excluded from Box-Ironbark parks and reserves’, making it highly unlikely that hunting would be considered a permitted use under a conservation land use category. While hunting is currently allowed in Wellsford State Forest its proximity to Bendigo’s large population base with many people undertaking passive recreational pursuits such as bike riding or bushwalking in the forest, reduces the site’s suitability for viable hunting.


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Wood Products – Posts and Firewood Under National Park status the Wellsford could not be used for timber production, including collection of firewood. Currently the Wellsford State Forest is managed according to the Bendigo Forest Management Area (FMA) - Forest Management Plan (FMP) which provides a vision and direction to guide sustainable management of the forest. A Wood Utilisation Plan (WUP); a 3 year works plan for commercial timber production, is also applied to the FMP. As a FMA, the Wellsford is managed under a silviculture system primarily for the production of wood products on a 40-60 year rotation. A simplified explanation of the system is as follows: areas of the forest (coupes) are felled of large timber for logs or posts; 4-8 years later the coppice is reduced to two stems and let grow for 10-15 years until 100-200mm in diameter; then thinned to leave the best remaining logs. The ‘thinnings’ are made available for firewood. The trees are then allowed to grow until large enough to harvest for logs or posts, and the cycle starts again. During the ‘growing’ phase the area is systematically managed by cutting out less than ideal logs which are also made available for firewood. This management regime abides by a series of prescriptions ensuring representative large trees and habitat trees remain. While the prescriptions are understood by trained foresters they are not the ones conducting the timber cutting. Currently pole and post cutting businesses do operate within the Wellsford and licences are also given for commercial harvest of firewood. Up until July 2014 licences have been issued for 3 years but a new licensing system is planned for implementation this year (no details yet public) and it is suggested that these licences will be issued for 10 years. The significance of this to the Wellsford campaign is that if the land status changed, any existing licences would have to be paid out by the government. Timber felling in wood utilisation coupes for the provision of firewood is undertaken by commercial contractors and/or Department of Environment, Land, Water and Planning (DELWP) staff (primarily Project Firefighters (PFF)) at a direct cost to DELWP. The Bendigo WUP allowed for the following volumes of wood to be harvested for commercial use from the Wellsford over the 13/14 and 14/15 financial years: 100m3 sawlogs (grade 1), 580m3 minor produce logs (sawlogs grade 2) and 1300m3 firewood to supply commercial licenses. Note: 1m3 is approximately a 1.8m (6’) x 1.2m (4’) trailer of split firewood neatly stacked to a height of 0.5m (20”). Currently, collection of firewood from the designated areas is unlicensed and unsupervised usually resulting in all the wood being collected within one week, with no way to ensure that it is for local or indeed domestic supply. Impact of Management Systems As previously mentioned the Wellsford is managed under a silviculture system for the production of timber. If gazetted under the National Parks Act the area would be managed to conserve and protect biodiversity and natural processes. These two systems while sympathetic are not compatible. Currently the impact of the silviculture system on the natural values is evident through the following:


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Systematic thinning, lopping and harvesting of timber within the wood utilisation sites impacts on the ecology of that site and the surrounding forest by reducing habitat, opening up the canopy, damaging the understorey and displacing wildlife;

Removal of fallen timber and standing dead timber for firewood reduces important fauna habitat. A Department of Environment and Sustainability scientific review found fallen trees and branches are vital habitat for birds and some threatened reptile species; there are nine times more birds in central Victorian box and ironbark forests when woody debris is left intact. The collection of firewood has been identified as a threatening process for 19 native bird species listed under the Flora and Fauna Guarantee Act 1988 (DEPI).

The harvest of summer and autumn flowering ironbark reduces the availability of nectar; a valuable food source for some fauna species, as well as degrading honey production.

On the basis of these points it is considered that the management of the area for the conservation of biodiversity (National Park) would result in:

An increase in floristic diversity and faunal habitat;

An increase in the diversity and populations of native fauna;

The protection of ecological processes improving the area’s capacity to provide ecosystem services and act as a drought refuge for wildlife; and an

Improved capacity to store carbon long-term. Conclusion The Greater Bendigo City Council supports the community campaign to have the Wellsford State Forest protected under the National Parks Act 1975. The protection of the environmental values of the Wellsford Forest for conservation purposes will not only protect critical habitat for threatened flora and fauna, but maintain and enhance an ecological secure biolink between other reserved Box-ironbark fragments and also private forested land throughout the region. The City has seen increasing community advocacy for the protection of the natural environment, with the retention of native vegetation a reoccurring theme in many of the City’s planning processes. The social value of the Wellsford Forest cannot be overestimated. As Bendigo is a City that is forecast to reach a population of around 200,000 by 2050, the physical and mental health of its community must be a priority. Ensuring the long term protection and enhancement of the Wellford Forest by placing it into the conservation system would be of great benefit to all those who seek to improve their health, and the health of their families. Finally, while National Parks receive higher level of funding for management there is growing community concern that the current funding model for all National Parks is inadequate. Council believes that this issue needs attention and to the extent possible, the Central West Investigation should provide recommendations and guidance to government on this issue.


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2.4 2016/17 ANNUAL COMPLIANCE REPORT - ROAD MANAGEMENT PLAN VERSION 2.0


Author Paul Nicholson, Coordinator GIS & Asset Information Responsible Craig Lloyd, Director Presentation and Assets Director

Purpose

The purpose of this document is to report on the City of Greater Bendigo's performance levels with regard to the Road Management Plan Version 2.0 as adopted by Council at its Ordinary Meeting on 18 June 2014

Summary

99.7% of all City footpath and road assets have been inspected in accordance with the Road Management Plan time frames with the number of outstanding defects significantly reduced by Works crews. Road Management Plan defects continue to be prioritised as appropriate.

RECOMMENDATION

That Council acknowledge the City of Greater Bendigo's performance against the Road Management Plan Version 2.0 during the 2016-2017 financial year. RESOLUTION Moved Cr Emond, Seconded Cr Metcalf. That the recommendations contained in the Presentation and Managing Growth Report Nos. 2.4 (2016/17 Annual Compliance Report - Road Management Plan Version 2.9) and 2.5 (Review and Adoption of Road Management Plan) be adopted.

CARRIED

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Policy Context

Community Plan Reference: City of Greater Bendigo Community Plan 2017-2021:

Goal 4 Presentation and managing growth

Objective 4.3 Provide and maintain urban and rural infrastructure to support the liveability of our community.


The Road Management Act 2004 allows each road authority in Victoria to develop a Road Management Plan (RMP). The primary purpose of the RMP is to document the standards and priorities that enable road authorities to safely manage the road and path network. The RMP details road hierarchies, inspection frequencies and hazard response times with a focus on ensuring the road and path network is safe for the public to use. This differs to an Asset Management Plan that focuses on the overall condition and long term replacement of road assets. The RMP is the City of Greater Bendigo's tool in the defence against claims of negligence in relation to the municipal road and path network. At the Ordinary Meeting on 18 June 2014, Council adopted the Road Management Plan Version 2.0 and resolved that, commencing in July 2015, an annual report be presented to Council on the performance against the plan.

Report

The two key areas that the City of Greater Bendigo (the City) needs to comply with under the RMP are safety inspections and defect response times. The City has a legal obligation to proactively inspect its road and path network to ensure it is in a safe condition. Programmed Safety Inspections: In the past year, over 22,246 proactive inspections were undertaken on roads and paths by the City's three dedicated asset inspectors (Sealed Roads, Unsealed Roads, and Footpaths). Of these, 22,182 (99.7%) were undertaken within the timeframe specified in the RMP. Defect Response Works: The RMP outlines the required response times to defects on the road and path network, with these times being based on risk to the community.


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Significant progress has been made in reducing the number of outstanding defects above the RMP intervention level. The Works department will continue to prioritise defects above intervention level in an effort to meet the specified RMP defect response times. Utilising technology has considerably improved the management of works through paperless and timely delivery and completion of works. New and improved data collection software is currently being rolled out to further ensure that all RMP works are accurately captured in the field for all works areas.


Failure to comply with either the RMP proactive inspections and/or defect response times can leave CoGB open to litigation which might have financial repercussions either directly or through increased insurance premiums.

Conclusion

CoGB’s asset inspectors have inspected 99.7% of all footpath and road assets in accordance with the RMP time frames. Works crews have significantly reduced the number of outstanding defects and will continue to prioritise RMP defects. New software is being rolled out to further improve the capture of field works.

Attachments

1. Road Management Plan Version 2.0 2. RMP Inspections - 2016-2017 3. RMP Defects - 2016-2017


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2.5 REVIEW AND ADOPTION OF ROAD MANAGEMENT PLAN


Author Paul Nicholson, Co-ordinator GIS and Asset Information Responsible Craig Lloyd, Director Presentation and Assets Director

Purpose

The purpose of this report is to seek adoption of the City of Greater Bendigo's Road Management Plan Version 3.0.

Summary

The City of Greater Bendigo undertook a review of its current Road Management Plan Version 2.0 in accordance with the Road Management (General) Regulations 2016. The review considered standards adopted by neighbouring and other similarly sized Councils, as well as the City of Greater Bendigo’s (the City) past performance in complying with the RMP. Subsequent to the review, the Municipal Association of Victoria (MAV) provided recommendations regarding 'reasonable' standards for a RMP. Based on the review and MAV recommendations, an amended RMP was developed. Community input on the proposed amendments were sought through Public Notices, in the Bendigo Advertiser and the Government Gazette, and also a presentation to the Greater Bendigo Farming Advisory Committee. Further consideration by Council and subsequent adoption of the amended Road Management Plan (Version 3.0) is now sought.

RECOMMENDATION

That Council adopt the City of Greater Bendigo's Road Management Plan Version 3.0.

(refer to page 40 - recommendation adopted)

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Policy Context





The Road Management Act 2004 allows each road authority in Victoria to develop a Road Management Plan (RMP). The primary purpose of the RMP is to document standards and policies that enable Council to safely manage the municipal road network and establish consistent asset maintenance practices. The RMP details road hierarchies, inspection frequencies and defect response times. The focus of the RMP is ensuring the road and path network is safe for the public to use, this differs to an Asset Management Plan that focuses on the overall condition and long term replacement of road and path assets. The RMP is Council’s tool in the defence against claims of negligence in relation to the municipal road network. The Road Management Act 2004 requires Councils with a RMP to undertake and complete a review of their RMP within the timeframe specified in the Road Management (General) Regulations 2016. The regulations specify this review timeframe as the same period during which the Council is required to prepare its Council Plan under the Local Government Act 1989. Section 125(1) of that Act requires each Council to prepare a Council Plan within the period of six months after a general election or by the next 30 June, whichever is later. The City completed the review of the RMP in March 2017. Council endorsed the review of the Road Management Plan on 15 March 2017. The Road Management Act 2004 indicates that inspection frequencies, intervention levels and response times must be considered 'reasonable'. To date, no Council has had their RMP standards tested in court to determine if they are appropriate. In addition, those adopted standards must be achieved by organisation in order to provide a legal defence i.e. they should not be aspirational goals. Following the City's review, the Municipal Association of Victoria (MAV) made recommendations in regards to standards they believed would be found 'reasonable'. The RMP specifies asset hierarchies based on traffic volume and speed limits for road assets, and pedestrian traffic for footpath assets. The asset hierarchy is used to determine both the inspection frequency and the defect response time for each asset. None of the road and footpath hierarchies used by different municipalities are identical, but they are all structured in a very similar manner. Based on the review of other municipalities, it was determined that the City's hierarchies were adequate and appropriate. No changes to the City's asset hierarchies are required.


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The RMP specifies inspection frequencies for each of the asset hierarchies. An inspection frequency is the maximum time permitted between physical inspections of a road or footpath. The City's inspection frequencies were compared to the other municipalities and found to be very similar. While the City's inspection frequency for the CBD was at the 'frequent' end of the scale, it is appropriate given the amount of pavers within the Bendigo CBD and the high pedestrian traffic. For the past two years, the City's asset inspectors have inspected 99.7% of all road and footpaths assets within the timeframes specified in the RMP. Based on the comparison to the other municipalities and the City's past performance over the last two years, it was determined that the City's inspection frequencies are appropriate. No changes to the City's inspection frequencies are required. The RMP specifies defect intervention levels for each of the asset hierarchies. Intervention levels are a measure of the severity of defect, for example, potholes that are greater than 300mm in diameter or footpath lips greater than 25mm in height. Intervention levels were very similar between the City and other municipalities, largely due to the majority of Victorian Councils having the same insurer who provides advice on what constitutes a reasonable intervention level. The MAV recommended that some defect intervention level descriptions should be altered to make them more quantifiable and less subjective. In particular, they recommended specifying a 4.5 metre envelope above the traffic lane for roadside vegetation intrusion. To enable the City to comply with this standard given the current resources, it was determined that the 4.5 metre envelope would not apply to Hierarchy 4 roads. Hierarchy 4 roads are generally local roads with a low percentage of commercial vehicles and low traffic volume. They account for approximately 2300 km of the 3100 km of municipal roads. The RMP specifies defect response times for each of the asset hierarchies. Defect response times are the maximum time allowed to rectify an identified defect above intervention level. There was a reasonably large variation in defect response times between the municipalities compared, with the City often rating at the longer end of the response time ranges. The City's past performance with rectifying identified defects within the specified RMP defect response time has varied across the different work types. The City has made a significant progress on reducing the number of defects above intervention level, and will continue to prioritise these defects to achieve compliance with the RMP response times. The MAV recommended that response times be reduced for defects they believed would be considered 'unreasonable', for example missing pits lids in traffic lanes/footpaths and missing road signs. In addition to the review of the RMP hierarchies, inspection frequencies and defect response times, there was also a general review of other sections in the RMP with some minor changes identified throughout the document. It was recognised that it would be beneficial to include additional sections to clarify the City's policy with regard to Roadsides, Unused and Unformed Roads, Fire Access Tracks, Unsurfaced Roads (or Limited Access Roads), Unsealed Roads and Capital Upgrades. Previous Council Decision(s) Date(s): Council adopted the Road Management Plan Version 2.0 at their Ordinary Meeting on 18 June 2014. Council endorsed the review of the RMP and sought community feedback on the draft Road Management Plan Version 3.0 at their Ordinary Meeting on 15 March 2017.


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Report

The findings from the review and the recommendations from the MAV were incorporated into an amended RMP. The amended Draft RMP was made available on the City website, and the community was invited to make comment. Public submissions ended on 22 June 2017. Additionally, a presentation was given to the Greater Bendigo Farming Advisory Committee on 2 May 2017, outlining the proposed changes to the RMP.


Extensive internal consultation was undertaken as part of the review process, particularly with teams from the City's Works Unit currently undertaking maintenance work. External consultation was also undertaken with Municipal Association of Victoria (MAV), who provided a state wide view on what standards would most likely be considered reasonable. Notices were placed in the Bendigo Advertiser on 20 May 2017 and in the Government Gazette on 25 May 2017 notifying the public of the outcome of the RMP review, and inviting comment on the proposed amendments. After 28 days, no submissions were received. A presentation on the proposed RMP amendments was made to the Greater Bendigo Farming Advisory Committee (FAC). Three separate submissions were received from the FAC. The submissions included some items that are outside of the scope of proposed RMP, in particular the dumping of rubbish, use of B-Double trucks and diverting money spent on sealing roads to improving unsealed roads. Relevant City staff will undertake further discussions with the FAC in regards to these matters, to fully ascertain the problems, provide advice on existing processes and discuss possible solutions. The other FAC comments raised that are in scope include the following:

Encroaching vegetation on rural roads, lack of all-weather access roads and poor road conditions are reducing farming productivity by limiting the size of machinery that access local rural roads.

Road hierarchies in the RMP do not recognise roads that have low traffic volumes for most of the year, but are very busy during harvest time.

Whilst the vegetation intrusion envelope is not being applied to Hierarchy 4 roads, that does not prevent the City undertaking vegetation removal works on these roads. However, rather than being legislated to mandatorily provide the required clearance on every road, the City will assess any reported clearance issues on a case by case basis and undertake required clearance works if resources permit. Likewise, the capital upgrade of a dry-weather only road to an all-weather road will be considered on a case by case basis. The City does not currently have information available to enable it to classify roads based on seasonal use, though the City can investigate this further with the FAC.


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To ensure that the City can use the RMP in defence of legal claims, it is critical that the City complies fully with the RMP. To achieve compliance with the RMP, the biggest resource implications will be experienced within the City's Works Unit and Parks & Open Space Unit. To improve compliance with defect response times, some of the following may be required:

Employing additional resources when required, e.g. external contractors.

Prioritising maintenance work so that RMP defects are completed first.

Developing a work culture that strives to comply with the RMP.

Organising existing work crews to ensure optimum efficiency. If a mandatory 4.5 metre clearance envelope was applied to the 2300 km of Hierarchy 4 roads, the Parks and Open Space unit would not have sufficient resources to undertake the required works, significant additional funding would be required.

Conclusion

The Road Management Plan has been amended to:

Incorporate the findings of the review;

Incorporate recommendations from the MAV;

Include additional sections to clarify the City's policy with regard to Roadsides, Unused and Unformed Roads, Fire Access Tracks, Unsurfaced Roads (or Limited Access Roads), Unsealed Roads and Capital Upgrades;

Change defect intervention level descriptions to make them more quantifiable and less subjective;

Reduce defect response times to ensure they are considered 'reasonable'; and

Consider submissions from the Greater Bendigo Farming Advisory Committee.

In accordance with the Road Management (General) Regulations 2016, it is recommended that the amended RMP be adopted by Council.

Attachments

1. Draft Road Management Plan Version 3.0

Wellbeing and Fairness - Reports Ordinary Meeting - 16 August 2017

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3. WELLBEING AND FAIRNESS

3.1 2017-2021 DRAFT HEALTH AND WELLBEING PLAN


Author/Responsible Vicky Mason, Director Health and Wellbeing Director

Purpose

The purpose of this report is to seek Council’s endorsement to release the draft Greater Bendigo Health and Wellbeing Plan 2017 – 2021 for final community consultation.

Summary

Over the last six months, Council officers have been working with community partners to develop a new Municipal Public Health and Wellbeing Plan for Greater Bendigo. Development of the plan has included:

Review of local demographic, socio-economic and health and wellbeing data

Analysis of Federal, State, regional and local policy and legislation

Community and stakeholder consultation

An External Project Reference Group and cross directorate internal working group has led the development of the draft plan in consultation with representatives from the Victorian Department of Health and Human Services. The draft utilises the Victorian Public Health and Wellbeing Outcomes Framework to ensure alignment with the Victorian Public Health and Wellbeing Plan and existing evaluation measures. It is now ready for final input from the wider community prior to being recommended for endorsement in October 2017.


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RECOMMENDATION

That Council support the release of the draft Greater Bendigo Health and Wellbeing Plan 2017 – 2021 for final consultation with the community for a four (4) week period. RESOLUTION Moved Cr Alden, Seconded Cr Wrigglesworth. That the recommendation be adopted.

CARRIED

~~~~~~~~~~~~~~~~~~~~~~~~~

Policy Context


Goal 2: Wellbeing and fairness

2.1 Create a much healthier Greater Bendigo

The development and commencement of the implementation of the Municipal Public Health and Wellbeing Plan is a key action of the Community Plan for 2017 – 2018.


The Public Health and Wellbeing Act 2008 (the Act) mandates that Local Governments across Victoria must prepare a Municipal Public Health and Wellbeing Plan (Plan) every four years. The next Plan for the City of Greater Bendigo is due by October 2017. The Act (Section 26) mandates that the Plan must:

Include an examination of data about health status and health determinants in the municipal district

Identify the goals and strategies based on evidence for creating a local community in which people can achieve maximum health

Provide for involvement of people in the development, implementation and evaluation of the public health plan

Specify how Council will work in partnership with the Department of Human Services (now the Department of Health and Human Services – DHHS) and other agencies undertaking public health initiatives, projects and programs to achieve the goals identified.


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In May 2017 the Victorian Department of Health and Human Services released guidance for local government that requires councils to “report on the measures they propose to take to reduce family violence and respond to the needs of victim” in preparing their municipal public health and wellbeing plans. In addition to the requirements of the Act, the Victorian Climate Change Act 2011 requires that the Plan also consider the impact of climate change, both short and long term, when making decisions about health and wellbeing priorities.

Report

In March 2017 Council was briefed on the proposed project plan to develop the new Greater Bendigo Health and Wellbeing Plan 2017 – 2021 (Plan).

The development of the Plan has been led by a Project Reference Group (PRG) and an Internal Health and Wellbeing Working Group with representations from all City directorates. Membership of the PRG included:

Cr Alden

Bendigo Health

Bendigo Community Health

Heathcote Health

Women’s Health Loddon Mallee

Bendigo Loddon Primary Care Partnership (also a member of the internal working

group)

Bendigo and Adelaide Bank

Department of Health and Human Services – Regional Office

Director Health and Wellbeing

Social Planners

Manager Active and Healthy Lifestyles

Manager Community Partnerships

Project outputs to date include:

1. City of Greater Bendigo Health and Wellbeing Profile – April 2017

2. City of Greater Bendigo Health and Wellbeing Plan – Emerging Themes

3. City of Greater Bendigo Health and Wellbeing Plan Community Engagement

Report – July 2017

4. Draft Greater Bendigo Health and Wellbeing Plan – August 2017

Copies of these documents are attached.


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Analysis of health and wellbeing data identified the following themes for Greater Bendigo:

Levels of vulnerable children and disengaged youth

An ageing community

Poor health behaviours

Concerns regarding community safety

High levels of health inequities

Need to build community resilience and environmental sustainability

Low levels of educational attainment

Need for community connection and inclusions

Lack of affordable housing

Community engagement activities reinforced these themes whilst adding concerns about the levels of mental illness experienced across the community. In developing the draft Plan the PRG recommended adopting the Victorian Public Health and Wellbeing Plan Outcomes Framework. The Framework provides a transparent state-wide approach to monitoring and reporting progress of collective efforts to achieve better health and wellbeing. This has led to the proposal of the following goals: The Greater Bendigo community…:

healthy and well

safe and secure

enable to participate

connected to culture and community

liveable

These goals are then supported by a range of objectives that respond to the key needs of the Greater Bendigo community as identified above. The Plan also proposes a “Framework for Action”. This framework outlines the principles, approach, focus, settings and environments and enablers that will guide implementation of the Plan.


A comprehensive Communications and Engagement Plan was developed with the following objectives:

Communicate the health and wellbeing status of the Greater Bendigo community

Identify and explore other health and wellbeing concerns for the Greater Bendigo

community, which have not been identified in the Emerging themes document

Strengthen understanding of health and wellbeing issues for vulnerable groups

within the community


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Build understanding of current barriers within the community that limit health and

wellbeing

Strengthen relationships with key stakeholder groups to increase their

engagement in health and wellbeing planning and implementation

Build a common understanding of opportunities to strengthen community health

and wellbeing and the various roles that individuals, organisations and the wider

community can play

Identify evidence based and achievable actions to address the health and

wellbeing priorities

Engage the community in issue identification and decision making regarding

issues not explored in the last 12 – 18 months

Encourage a whole-of-community commitment to the GBHWP and key priorities

Identify opportunities for ongoing two-way dialogue.

A key component of the consultation process was the delivery of three community forums with invitations being forwarded to over 100 stakeholder organisations and networks. Many of these organisations have day to day interaction with the wider community, especially groups that are often hard to reach. These forums were well attended. A number of Councillors attended these forums. Due to the risk of consultation fatigue, initial development of the draft plan did not involve wider community consultation. Instead a comprehensive review was undertaken of recent consultation for the following plans:

Community Access and Inclusion Plan 2015 - 2018

Community Plan 2017 – 2021

Cultural Diversity and Inclusion Plan 2016 - 2019

Draft Public Space Strategy 2017

Draft Youth Strategy 2017

Greater Bendigo Environment Strategy 2016 - 2021

Municipal Early Years Plan 2015 - 2018

Reconciliation Action Plan 2016

Residential Strategy

Rural Communities Strategy 2016


The draft Greater Bendigo Health and Wellbeing Plan 2017 – 2021 has been developed within existing operating budgets.


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Attachments

1. City of Greater Bendigo Health and Wellbeing Profile – April 2017 2. City of Greater Bendigo Health and Wellbeing Plan – Emerging Themes 3. City of Greater Bendigo Health and Wellbeing Plan Community Engagement Report

– July 2017 4. Draft Greater Bendigo Health and Wellbeing Plan – August 2017


DRAFT GREATER BENDIGO HEALTH AND WELLBEING PLAN

Municipal Public Health and Wellbeing Plan - Draft

City of Greater Bendigo

August 2017


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INTRODUCTION The World Health Organization defines health as a state of complete physical, mental and social wellbeing and not merely the absence of disease or infirmity. The Victorian Public Health and Wellbeing Plan recognise two forms of wellbeing: subjective wellbeing (or personal wellbeing)which includes considerations such as life satisfaction, resilience and feeling life has meaning and objective wellbeing which includes more objective measures such as having adequate housing, physical health, education, sufficient resources, adequate food, appropriate care, and a healthy and safe environment.

Many factors affect the health and wellbeing of individuals and communities. The quality of our health is created in our day to day lives – where and how we live, work and play. Factors such as where we live, the health of the environment, our income and education level and our relationships with family and friends all have an impact on a person’s health and wellbeing.

Good health and wellbeing is important to everyone and enables people to participate fully in community life. It is essential for a strong economy.

Local government, community organisations, businesses and residents all have responsibilities and a role to play in supporting improvements to local health and wellbeing. This can be through changes to policy, community action, cultural and individual behaviour change and through improving our neighbourhoods and environment.

Local governments are ideally placed to lead the development and implementation of local policies and actions that address community health and wellbeing through their work in:

Health Protection o Immunisation o Food safety o Environmental health

Leadership and advocacy o Health and wellbeing planning o Reconciliation o Youth

Capacity building o Disability access & inclusion programs o Community grants and programs o Community events o Community emergency management

Service Provision o Maternal & child health o Community aged care services o Childcare

Planning and infrastructure o Land use planning and development o Urban design o Public space planning o Environmental sustainability o Walking & cycling tracks and trails o Community buildings e.g. Kindergartens, Sports facilities, Playgrounds,

Roads

The Healthy Greater Bendigo Municipal Public Health and Wellbeing Plan (the Plan) will guide Council and its partners in working to improve the health and wellbeing of our community over the next four years. The Plan was developed following a review of relevant Federal, State and local policy, analysis of local health and wellbeing data, engagement of the community and key stakeholders and identification of health and wellbeing issues where we can influence the outcomes.


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The Greater Bendigo community are:

FRAMEWORK FOR ACTION

Healthy and Well

Promote Healthy Lifestyles

•Healthy eating

•Increased physical activity and decreased sedentary behaviour

Promote positive mental wellbeing

Improved Sexual and Reproductive Health

Reduce Harm from unhealthy Behaviours:

•Tobacco

•Alcohol and misuse of drugs

•Problem gambling

Safe and Secure

Prevent Violence Against Women and Children

Increase Community Safety

•Decrease crime and antisocial behaviour

•Community based emergency management planning

•Health protection services

Reduce Socio-economic disadvantage

•Access to affordable

•Nutritious food

•Diverse housing

•Energy efficiency

Able to Participate

Support Early Years Learning and Development

Promote Lifelong Learning

Support Inclusive Employment

Health and financial literacy

Connected to Culture and Community

Promote Inclusive Communities

•Valuing diversity

•Aboriginal

•Cultural

•Disability

Build Community Resilience

•Strengthened community participation and belonging

•Increasing social connection and reducing loneliness

Liveability

Promote Environmental Sustainability and Resilience to a Changing Climate

Improved Accessibility

•Health and community services

•Transport

•Technology and Information

Facilitate Supportive Built and Natural Environments

Our Enablers - Key factors that will support the work Shared Leadership and Strategic

Thinking Community Groups and Organisations Financing and Resource Allocation Media and Communications Learning and Development

Our Settings & Environments - Key settings and environments in which we will work Whole of Population Rural Communities Public Space

Education (including Early Years)

Arts and Culture Sport and Active

Recreation Workplaces

Health and Community Services

Our Focus - Factors to be routinely considered in decision making All Ages All Abilities Gender Socio-economic Cultural Diversity Climate Change Impact

Our Approach - The approaches we will use to improve the health and wellbeing of Greater Bendigo residents Placebased Environments for Health Health in All Policies

Asset Based Community Development

Systems Thinking Collective Impact.

Our Principles - The principles we will use to inform decision making and prioritisation of actions Equity and Fairness Accessibility Policy Alignment Community Engagement Evidence Informed Evaluation


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BACKGROUND The Public Health and Wellbeing Act 2008 (the Act) mandates that Local Government has a responsibility to protect, improve and promote public health and wellbeing within their municipality. The Act sets out the following functions for councils:

Create an environment which supports the health of members of the local community and strengthens the capacity of the community and individuals to achieve better health;

Initiate, support and manage public health planning processes at the local government level;

Develop and implement public health policies and programs within the municipal district;

Develop and enforce up to date public health standards and intervening if the health of people within the municipal district is affected;

Facilitate and support local agencies whose work has an impact on public health and wellbeing to improve public health and wellbeing in the local community;

Co-ordinate and provide immunisation services to children living or being educated within the municipal district; and

Ensure that the municipal district is maintained in a clean and sanitary condition.

Councils must prepare a Municipal Public Health and Wellbeing Plan (the Plan) every four years within twelve months of the Council Elections. The Plan is a

strategic plan that sits alongside and integrates with the Council Plan and Municipal Strategic Statement. The Act mandates that the Plan must:

a) include an examination of data about health status and health determinants in the municipal district;

b) identify goals and strategies based on available evidence for creating a local community in which people can achieve maximum health and wellbeing;

c) provide for the involvement of people in the local community in the development, implementation and evaluation of the public health and wellbeing plan;

d) specify how the Council will work in partnership with the Department of Health and Human Services and other agencies undertaking public health initiatives, projects and programs to accomplish the goals and strategies identified in the public health and wellbeing plan.

The Victorian Climate Change Act 2011 requires that all Municipal Public Health and Wellbeing Plans also consider the short and long term impacts of climate change in relation to health and wellbeing priorities.

The Department of Health and Human Services provides local governments with guidance to Municipal Public Health and Wellbeing planning. In May 2017 additional advice was provided with regard to Councils responsibilities in regard to preventing and responding to family violence and the need to incorporate relevant actions into Municipal Public Health and Wellbeing Plans.

http://www.austlii.edu.au/au/legis/vic/consol_act/phawa2008222/s3.html#municipal_district

http://www.austlii.edu.au/au/legis/vic/consol_act/phawa2008222/s3.html#council

http://www.austlii.edu.au/au/legis/vic/consol_act/phawa2008222/s3.html#department


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HOW THE PLAN WAS DEVELOPED The Healthy Greater Bendigo Municipal Public Health and Wellbeing Plan was developed by:

Reflecting on outcomes from the Greater Bendigo Health and Wellbeing Plan 2013 - 2017

Establishment of an Internal Working Group and an external Project Reference Group to:

o Identify the issues the Plan has the greatest potential to address and review the evidence about what works best to create change

Review of Federal, State and local policy

Research and analysis of health and wellbeing data and indicators

Review of recent Council community engagement

Engagement with the community and key stakeholders to identify priorities for actions, current actions underway, focus of future actions and governance for the plan

Identifying the principles, approach, focus, settings and environments and enablers for action

Development of ways to monitor and evaluate the Plan’s progress and achievement

Designing a structure to ensure collaborative effort towards common goals and to guide ongoing community and partner engagement.


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THE GREATER BENDIGO COMMUNITY To assist with identifying priorities for Healthy Greater Bendigo a data profile of data outlining community demographics, health determinants and behaviours and health status was developed.

Analysis of this data identified for following ‘Emerging Themes’ for consideration:

Vulnerable children

It is internationally recognised that early years learning and development has a significant impact on future life outcomes

Disengaged youth

Experiences during the transition to adulthood influence future life outcomes

Ageing

As people age the incidence of chronic conditions such as type 2 diabetes, arthritis and heart disease increases as does the risk of stroke and cancer

Health behaviours

Poor diet is a known contributor to a wide range of health conditions including obesity, type 2 diabetes, heart disease, osteoporosis and some cancers

Smoking is still a leading cause of death across Victoria

Problem gambling can have negative effects for families, friends and co-workers

Community safety

Rates of reported family violence are higher than the Victorian average

Health inequity

Socio-economic opportunities and health outcomes are not equally distributed across the Greater Bendigo community. Many of these inequities are avoidable and unfair

People living in rural environments generally experience poorer health outcomes than their urban peers.

Community resilience and environmental sustainability

The pace of societal change is growing. Inability to adapt to this rapid change can lead to high levels of anxiety and depression.

Climate change is causing an increase in frequency of extreme weather events. Responding to these incidents requires high levels of community resilience.

Evidence shows that spending time in nature is good for both physical and mental wellbeing.

Educational attainment

Education attainment is associated with better health and economic outcomes throughout life.

Connection and inclusion

A socially inclusive community is one where all people feel valued, their differences respected, and their basic needs met so they can live in dignity.

Aboriginal or Torres Strait Islanders experience poorer health outcomes than the rest of the community

Affordable housing

A good quality, secure home, that is affordable and energy efficient is a key determinant of health and wellbeing


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HEALTH & WELLBEING POLICY INFLUENCE To inform the development of the Plan, a review of key Federal, State and local policy documents was undertaken. It highlighted that there has been increased focus over the last few years on:

Mental health

Prevention of violence against women and children

Affordable housing

Early years learning and development

Climate change

Drugs and alcohol - specifically Ice Some key themes from these policies in these areas include:

A focus on prevention and early intervention

Using place based approaches that are delivered in partnership with the community

The need to consider the whole system when designing interventions

Applying a ‘health lens’ to all policy development

The use of the ‘collective impact’ approach

The importance of partnerships and collaboration

The need to build on the strengths of the community rather than taking a deficit approach

A key influence for the Plan was the Victorian Public Health and Wellbeing Plan 2015 – 2019. A summary of the State Plan is included below.


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In developing Healthy Greater Bendigo a review was undertaken of key priorities of the local health organisations.

In June 2017, the Greater Bendigo Council endorsed its new Community Plan (Council Plan) for 2017 – 2021. Greater Bendigo Community Plan 2017-2021 – Vision: Creating the world’s most liveable community. Lead and govern for all Wellbeing and fairness Strengthening the

economy Presentation and managing growth

Environmental sustainability

Embracing our culture and heritage

Effective community engagement will guide well-informed, responsive decision-making and financially responsible resource allocations, which are transparent and accountable.

Inclusive policies, partnerships and projects that increase access, improve health and learning opportunities by building better connections and quality of life for all.

Advocacy, innovation and support to grow jobs and diversify the local and regional economy.


Protect and enhance our environment, conserve our resources and increase resilience to a changing climate.


Bendigo Loddon PCP

Chronic Disease Priority:

•Diabetes •Health Promotion Priorities:

•Physical Activity

•Mental health

•Sexual health •Target Groups

•Aboriginal

•Young People

•55 to 70 year olds •(Gender, Health Equity and Social

Inclusion)

Heathcote Health

•Priority:

•Chronic Disease •Health Promotion Priorities:

•Physical activity

•, tobacco reduction

•mental health

•sexual health

Bendigo Health

•Priority Areas:


•Healthy Eating

•Tobacco Reduction

•Target Groups

Staff, Patients, Visitors and Bendgo Kindergartens

Womens Health Loddon Mallee

•Priority Areas:

•Sexual reproductive health

•Violence against women

•Gender Equity

•(Gender Lens)

Bendigo community Health

Health Promotion Priorities:

•Priority Areas:


•Healthy Eating

•Mental Health and Wellbeing

•Sexual Health

•Quit


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How the plan fits with other Council strategies & plans

Greater Bendigo Community Plan 2017 – 2021

Lead and govern for all

Wellbeing and fairness Strengthening the economy

Presentation and managing growth

Environmental sustainability Embracing our culture and heritage

Municipal Strategic Statement Municipal Public Health and Wellbeing Plan

Settlement Housing Environment Economic Development Infrastructure Healthy and well Safe and

secure Able to participate Connected to culture and community

Liveable

Integrated Transport and Land Use Strategy - Housing Strategy - Economic Development Strategy - Environment Strategy -Cultural Diversity and Inclusion Plan - Residential Development Strategy - Public Space Strategy - Community Access and Inclusion Plan - Reconciliation Action

Plan - Municipal Early Years Plan - Road Management Plan - Domestic Wastewater Management Strategy - Waste and Resource Management Strategy - Annual Budget

Structure Plans - Master Plans - Action Plans - Community Plans - Commercial Land and Activity Centre Plan

All these policies, strategies and plans have influenced the final priorities for this plan.


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COMMUNITY ENGAGEMENT The objectives of the community engagement process were:

Communicate the health and wellbeing status of the Greater Bendigo community

Identify and explore other health and wellbeing concerns

Strengthen understanding of health and wellbeing issues for vulnerable groups within the community

Build understanding of current barriers within the community that limit health and wellbeing

Strengthen relationships with key stakeholder groups to increase their engagement in health and wellbeing planning and implementation

Build a common understanding of opportunities to strengthen community health and wellbeing and the various roles that individuals, organisations and the wider community can play

Identify evidence based and achievable actions

Encourage a whole-of-community commitment and identify opportunities for ongoing dialogue.

Strategy Review

Over the last few years Council has engaged with the community in developing a wide range of plans and strategy including the:

Community Access and Inclusion Plan 2015 - 2018

Community Plan 2017 – 2021

Cultural Diversity and Inclusion Plan 2016 - 2019

Draft Public Space Strategy 2017

Draft Youth Strategy 2017

Greater Bendigo Environment Strategy 2016 - 2021

Municipal Early Years Plan 2015 - 2018

Reconciliation Action Plan 2016

Residential Strategy

Rural Communities Strategy 2016 Engagement reports from these were reviewed to identify issues and priorities relevant to Healthy Greater Bendigo.

Community Health and Wellbeing Planning Forums

In April 2017 an invitation to three community forums was emailed to over a hundred organisations, network and businesses who were identified as having a link to health and wellbeing through a comprehensive stakeholder analysis.

Forum One Approximately 100 stakeholder agencies and network representatives came together consider the emerging themes and identify priorities.

Forum Two Approximately 30 participants reviewed the draft Healthy Greater Bendigo Framework and identified current and future actions and relevant lead agencies. Data from this work will be utilised to develop an annual action plan to guide implementation of the Plan.

Forum Three Approximately 30 participants considered the final goals and objectives and framework for action and considered future governance for the plan and coordination between agencies.

Other Other groups consulted for the Plan have included: Greater Bendigo Rural Support Network

Heathcote Community Capacity Builders Group

Parks Victoria

Mental A-Z Network

Sustainability and Environment Advisory Committee


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Staff

A forum was held with approximately 25 Greater Bendigo staff to consider the emerging themes and priorities. Focus groups were held with all City Units to share the emerging themes and seek further input. This was complemented with an on-line and hard copy survey that was completed by 209 individuals.

Governance

Internal Working Group An Internal Working Group with membership from across the organisation led the development of the Plan over six months. This included a workshop addressing the health and wellbeing issues created by climate change. This group will guide future implementation of initiatives. External Project Reference Group

An External Project Reference Group was formed with membership including: Bendigo Health

Bendigo Community Health

Heathcote Health

Women’s Health Loddon Mallee

Bendigo Loddon Primary Care Partnership

Department of Health and Human Services

Councillor, City Managers and Social Planners This group provided input into the draft goals, objectives and framework for action and governance, meeting twice during the development of the plan. All member agencies participated in the forums.

Findings

Overall feedback from the community engagement process identified that the emerging themes identified through earlier data analysis provided a comprehensive picture of the current and future health and wellbeing issues for the community. The only addition was the significant concern regarding the increasing rates of mental illness in the community including suicide, depression and anxiety. Review of the evidence for prevention of mental illness indicates that promoting inclusive communities, building community resilience, preventing violence against women and children and reducing socio-economic disadvantage will address this concern. The various forms of engagement offered diverse opportunities for input both from the community and from Greater Bendigo staff as well as forums for building common understanding and commitment to agreed priorities. Whilst the engagement process did not directly connect with the wider community or particular vulnerable groups in creating the draft priorities, many of the organisations and networks that have participated in the development of this plan have their own community engagement activities that have allowed the voices of these groups to be reflected.

A detailed communication and engagement report for the public health and wellbeing plan is available on Councils website.


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IDENTIFYING OUR GOALS The Victorian Public Health and Wellbeing Outcomes Framework has been used to organise the goals and objectives for the Plan. The outcomes framework brings together a comprehensive set of indicators drawn from multiple data sources that can help track whether prevention efforts are improving the health and wellbeing of Victorians over time. Use of the framework will enable Council to benchmark progress and outcomes achieved across Greater Bendigo with those achieved in other communities across Victoria. Victorian Health and Wellbeing Outcomes Framework:

Domain 1: Victorians are healthy

and well

Domain 2: Victorians are safe and

secure

Domain 3: Victorians have the

capabilities to participate

Domain 4: Victorians are connected

to culture and community

Domain 5: Victoria is liveable

Victorians have good physical health Victorians have good mental health Victorians act to protect and promote health

Victorians live free from abuse and violence Victorians have suitable and stable housing

Victorians participate in learning and education Victorians participate in and contribute to the economy Victorians have financial security

Victorians are socially engaged and live in inclusive communities Victorians can safely identify and connect with their culture and identity (indigenous)

Victorians belong to resilient and liveable communities Victorians have access to sustainable built and natural environments

The goals and objectives for the Plan are supported by a Framework for Action. This includes the following: Principles – these will inform decision making and prioritisation of actions Approaches – these are the recognised best practice approaches in working to improve community health and wellbeing at a community and/or whole of population level Focus – these are factors that need to considered when designing our interventions Settings and environments – these are the places in which interventions will be delivered Enablers – these are the key factors that will support the work

Goal 1: Healthy and well

The Greater Bendigo community has good physical and mental health supported by healthy lifestyles.


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Promote Healthy Lifestyles

Dietary risks are estimated to account for 10.55 per cent of the total burden of disease in Australia, followed by high body mass (8.5 per cent). Estimates suggest that the cost of obesity to the health care systems could approach up to 20 per cent of all health care spending. 53.4 per cent of Greater Bendigo adults are overweight or obese.

Healthy eating Healthy eating is vital for optimal growth, development and health throughout life and contributes to physical vitality, mental health and social wellbeing. 91.4 per cent of Greater Bendigo adults do not meet the guidelines for vegetable intake whilst only 42.4 per cent meet the guidelines for fruit intake.

Increased physical activity and decreased sedentary behaviour The health benefits of regular physical activity include improved physical health, reduced risk of developing major chronic diseases, managing body weight and helping prevent and manage mental health problems. 52 per cent of Greater Bendigo adults do not meet the guidelines for daily physical activity. Promote Positive Mental Wellbeing Mental wellbeing has been defined as a ‘a state of well-being in which every individual realises his or her own potential, can cope with the normal stresses of life, can work productively and fruitfully, and is able to make a contribution to her or his community”. 8.7 per cent of Greater Bendigo adults indicate they experience high or very high rates of psychological distress. Improved Sexual and Reproductive Health

Sexual health is an important element of health and wellbeing, requiring respect, safety and freedom from discrimination and violence. It is critically influenced by power dynamics, gender norms and expectations and is expressed through diverse sexualities (World Health Organization 2015c). The pregnancy rate for women under 19 years is 18.9 per 1000 in Greater Bendigo compared to 10.4 for Victoria. Rates of sexually transmitted infections are also high.

Reduce Harm from Unhealthy Behaviours:

Tobacco & alcohol and misuse of drugs Tobacco usage remains one of the leading causes of death and disease in Victoria. It is linked to coronary heart disease, lung cancer and chronic obstructive pulmonary disease. 23.6 per cent of adult males and 13 per cent of adult females in Greater Bendigo smoke.

Alcohol and misuse of drugs Excessive alcohol and drug use can contribute to the likelihood and frequency of being involved in violence. 44.1 per cent of adults use alcohol at harmful levels.

Problem Gambling Gambling is associated with mental and physical health issues. Poker machine expenditure is also associated with increased crime rates, including crimes of violence. For each problem gambler, between five and ten other people, including family members, other relatives, friends,

employers and workmates may be affected. The average gambling spend for Greater Bendigo adults in approximately $576 per year.


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Goal 2: Safe and secure

The Greater Bendigo community lives free from violence and abuse, is protected from environmental risks and is supported to live affordably.

Prevent Violence against Women and Children

Women and children have the right to feel safe in their home and in their relationship. Recent data indicates that there were 12.8 Family Violence Incidents per 1000 females and 4.0 incidents per 1000 men in Greater Bendigo. Violence against women is still the leading cause of ill-health, disability and premature death for women aged 15 to 44 years.

Increase Community Safety

Decrease crime and antisocial behaviour Antisocial behaviour incorporates a range of behaviours from minor offensive or harmful acts, to more serious criminal activity. Antisocial behaviour can have a negative impact on community perceptions of safety and people's quality of life. Individuals who engage in antisocial behaviour risk becoming excluded from important support mechanisms such as school, their families and service providers. They also risk coming into contact with the criminal justice system. There are approximately 9 criminal offences per 100 adult residents each year in Greater Bendigo.

Community based emergency management planning The incidence of emergency incidents such as bushfire, flood, pandemic and drought is increasing. It is important that the community is prepared for such events and has systems in place to support relief and recovery.

Health Protection Services Health protection is a term used to encompass a set of activities within public health function. It involves ensuring the safety and quality of food,

water, air and the general environment as well as preventing the transmission of infectious diseases.

Reduce Socio-Economic Disadvantage

Access to affordable nutritious food To be food secure means being able to regularly buy nutritionally adequate, culturally acceptable, safe foods from non-emergency sources like the supermarket or green grocer. People who cannot do this, or lack the knowledge and skills to make healthy and inexpensive meals, look to more readily available and low nutritional options. This can result in poor health outcomes such as being overweight or obese, type 2 diabetes, hypertension and heart disease. Approximately 10 per cent of Greater Bendigo residents experience food insecurity.

Access to diverse housing A good quality, secure home is important to our wellbeing. Appropriate housing helps us maintain a job, keep families safe, raise happy and healthy children, better enjoy lifestyle we want and contribute to society in ways we would like. 10.3 per cent of households in Greater Bendigo experience mortgage stress whilst 27.3 per cent experience rental stress. This means they spend more than 30 per cent of their income on housing costs.

Access to affordable energy The costs of energy are rising, consuming a greater proportion of household income which is a significant issue for low income households. The energy efficiency of a home is improved through good design and orientation. A more efficient home is more comfortable to live in and is cheaper to run with reduced greenhouse gas emissions.


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Goal 3: Able to participate

The Greater Bendigo community has the capability to participate and contribute to the local economy and community life. Support Early Years Learning and Development The early years of every child’s life are crucial for their healthy growth, wellbeing and development throughout life. Early years learning and development lays the foundations for future stages of life and has a significant impact on future life experiences. By the time children enter school, most have already developed key communication, learning and thinking skills; learned to build and maintain relationships; and formed a strong sense of their own identity. These skills and knowledge are the foundation for learning at school, and for lifelong learning. The Australian Early Childhood Development Index surveys indicate that 19.2 per cent of Greater Bendigo prep aged children are vulnerable in one or more domains whilst 11.8 per cent are vulnerable in two domains. Promote Lifelong Learning Education is associated with better health throughout life. It equips people to achieve stable employment, have a secure home, provide for families and cope with ill health. Lifelong learning is the ongoing, voluntary, and self-motivated pursuit of knowledge for either personal or professional reasons, through a formal education program or self-directed learning. It enhances social inclusion, active citizenship, personal development, competitiveness and employability. It also improves self-esteem, self-efficacy and can open up new possibilities in life. An enriched environment has a particularly important role in active aging and helping older adults prevent and compensate for cognitive and emotional decline.

81.1 per cent of Greater Bendigo residents aged 20 – 24 years have completed Year 12 or equivalent whilst only 14.1 per cent of adults have completed a Bachelor or Higher Degree. Support Inclusive Employment and Workplaces Having secure employment affects many aspects of our lives. Aside from the obvious financial benefits and the security this brings, employment brings stability to relationships and families, opportunities for personal growth, allows us to connect with other people and gives us greater choice when making decisions. Inclusive workplaces are characterised by respect and where all individuals’ unique perspectives, ideas and contributions are recognised and valued. Inclusive workplaces attract a diverse talent pool and appropriately support all people once they are employed. Health and Financial Literacy Literacy is an important determinant of health and wellbeing across the lifespan. Literacy used to refer only to the ability to read and write, but the concept has evolved to focus more broadly on a person's ability to understand and act on information that is needed to function well in society. Health and financial literacy, the ability to access, understand, and utilize health and financial information and concepts in ways that promote good health and financial outcomes, are two domains of literacy that are particularly important in modern society. Lower levels of health and financial literacy have been linked to poorer health outcomes and economic disadvantage throughout life.

Goal 4: Connected to culture and community

The Greater Bendigo community is socially engaged and inclusive and is a place where people can safely identify and connect with their culture and identity.


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Promote Inclusive Communities – Valuing Diversity

Aboriginal Aboriginal peoples experience significantly poorer health outcomes than the general community with an average life expectancy more than ten years less. Aboriginal health means not just the physical wellbeing of an individual but refers to the social, emotional and cultural wellbeing of the whole community in which each individual is able to achieve their full potential as a human being thereby bringing about the total wellbeing of their community. 1.7 per cent of the Greater Bendigo community are Aboriginal.

Cultural It is important that all residents, regardless of their cultural background, have equal opportunities to participate in the community free from discrimination and fulfil their cultural and religious human rights. Whilst the proportion of residents born overseas living in Greater Bendigo is low compared with other parts of Victoria, this is rapidly changing.

Disability People with a disability experience much poorer health outcomes than members of the general community so require a special focus within the health and wellbeing plan. More than 5.5 per cent of the Greater Bendigo community need assistance with core tasks and it is estimated that

another 14.5 per cent have some form of disability that impacts on how they move around the City, access information and/or interact with other community members. Build Community Resilience

Strengthened Community Participation and Belonging To live in a socially inclusive society means feeling valued, respecting each other’s differences and having our basic needs met so as we can live in dignity. When we’re socially connected we get to interact with others in the community and have the opportunity to make decisions together and in each other’s best interests. This provides a sense of belonging, which is an important part of having good health and wellbeing.

Increasing Social Connection and Reducing Loneliness Despite Greater Bendigo being a vibrant place that offers a wide range of opportunities for socialising, dining, playing and attending sport or artistic events, some people are isolated, they don’t mix with other people or they say they are lonely. Minority groups, including people living with a disability or mental illness, or people from cultural groups that differ from the majority sometimes find it especially hard to feel they belong in our community.


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Goal 5: Liveable

The Greater Bendigo community is adaptable and resilient and has access to sustainable natural, built, social and economic environments that support and enhance health and wellbeing. Promote Environmental Sustainability and Resilience to a Changing Climate Connection to nature underpins our communities, providing us with places (and things) to explore, learn from and enjoy. Our wellbeing, creativity, health and intelligence are increased through connection to the natural world. People who connect with the natural world are more likely to be advocates for our environment. The changing climate puts at risk our ability to connect with nature. The importance of our parks and open space was a consistent message received through the community engagement process. Improve Accessibility

Health And Community Services Access to health and community services and information are important for people to maintain a healthy life. These services are provided by a wide range of organisations across Greater Bendigo however they do tend to be clustered in the urban areas making accessibility more difficult for residents living in rural areas.

Transport Access to transport is important to people's health and wellbeing and their ability to participate in society. Diverse transport options are required in diverse communities like Greater Bendigo. Modes of transport like walking, riding, catching the bus or train can significantly improve our health and wellbeing, and can improve the environment and road safety. These

modes of transport are particularly important for young people, the elderly, people with a disability and people on low incomes.

Technology and Information Technology is a way for people to connect with friends and family, groups with similar interests and the wider world. Access to technology and information also increases our ability to cope with problems and seek solutions or help. Some groups of people, such as rural residents, the elderly and non-English speaking residents, have poorer access to technology and information than others in our community. Facilitate Supportive Built and Natural Environments Where we live has the potential to improve or reduce our quality of life. The design of streets, access to local shopping and recreation facilities, shade and footpaths can make a place appealing and healthier to live in. Similarly, standard features in housing design can make a home more comfortable and less expensive to live in.


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FRAMEWORK FOR ACTION

In developing the new Greater Bendigo Public Health and Wellbeing Plan, it became apparent that we needed a framework for action to ensure that our initiatives were evidence based and targeted appropriately. The framework includes the following:

Our Principles - Equity and fairness - Accessibility - Policy alignment - Community engagement - Evidence informed - Evaluation

Our Approach - Place based - Environments for health - Health in all Policies - Asset based community development - Systems thinking - Collective Impact

Our Focus - All ages - All Abilities - Gender - Socioeconomic - Cultural Diversity - Climate Change impact

Our Settings and Environments - Whole of Population - Rural Communities - Public Space - Education - Arts and culture - Sport and active recreation - Workplaces - Health and Community Services

Our Enablers - Shared leadership and strategic thinking - Community groups & organisations - Financing and resource allocation - Media and communications - Learning and development

A glossary of terms and accompanying references is available on the Council website.


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MONITORING AND EVALUATION

Annual Actions

The Greater Bendigo Community Plan adopted in June 2017 identifies a number of actions that will promote, protect and improve the health and wellbeing of the Greater Bendigo community over the next 12 months. This will be updated annually. The Victorian Public Health and Wellbeing Outcomes framework provides a number of measures that can be used to help monitor and evaluate the Plan. Some of these are listed below along with gaps in data availability.

Measures (the measures listed below are examples of the measures the Plan will use as well as a large range of other measures will also be reviewed to assess progress towards our goals and objectives.) Proportion of adults, adolescents

and children who are overweight and obese

Proportion of adults, adolescents and children who consume sufficient fruit and vegetables

Proportion of adults, adolescents and children who are sufficiently physically active.

Suicide rate

Birth rate for young women 15 – 19 years

Proportion of adults and adolescents who smoke

Proportion of adults and adolescents who consume excess alcohol

Rate of incidents of family violence by police

Proportion of adults feeling safe walking in their street at night

Crime rate - recorded offences of crimes against the person per 100,000 (including rape, sex, robbery, assault & abduction) (Victoria Police and ABS, Liveability Indicator)

Percentage of adults who could raise $2000 in 2 days in an emergency (Wellbeing Survey, Liveability Indicator)

Immunisation completion at 60-63 months

Proportion of people living in households below the 50 per cent poverty line.

Proportion of children at school entry who are developmentally on track

Increased proportion 17 year-olds still attending education, including school and vocational training (ABS, Liveability Indicator)

Unemployment rate

Youth unemployment (ABS, Liveability Indicator)

Proportion of adults who belong to an organised group

Proportion of people taking part in a public discussion (including attending a town meeting or public affairs discussion, contacting a local politician or Councillor, joining a protest demonstration or signing a petition) (Wellbeing Survey, Liveability Indicator)

persons living in lone households aged over 55 years (ABS, Liveability Indicator)

Proportion of adults who thought multiculturalism definitely made life in their area better.

Renewable energy generation as a proportion of total electricity generation

kerbside diversion rate (recyclables and organics) (COGB data, Liveability Indicator)

percentage of the urban area within 400m of a bus stop (Greater Bendigo Wellbeing Survey, Liveability Indicator)

percentage of residents who have facilities to cycle in or near their neighbourhood (Greater Bendigo Wellbeing Survey, Liveability Indicator)

Measures may still be needed for:

Increased mental wellbeing (not sure suicide rate is direct enough)

illicit drugs

problem gambling

o Access to affordable nutritious food (there is a food insecurity measure, and a rental/mortgage stress measure

o Access to affordable housing o Improved energy efficiency o Health and financial literacy At the moment, there is only a measure for the overall “reduce socioeconomic disadvantage”, not these specifics

• Promote lifelong learning • Support inclusive employment

• Promote Inclusive Communities o Aboriginal o Disability

•Improve accessibility o Health and community services o Transport o Technology

• Facilitate supportive built and natural environments There are some indicators in there that might relate to these, but I’m not sure if they adequately measure either dot point…


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Evaluation

Evaluation is concerned with demonstrating accountability for the investment of resources in health and wellbeing action and with learning more about what does and does not work. This information can be used to guide future investment in health and wellbeing action and provides an opportunity to report achievements and to share and celebrate successes. Evaluation is most effective when designed early in the planning cycle. This allows information collection and other evaluation tasks to be designed and carried out throughout the life of the Plan, leading to a final evaluation to inform the next planning cycle. Legislative considerations PH&WB Act s. 26 requirements: (2)(c) provide for the involvement of people in the local community in the development, implementation and evaluation of the public health and wellbeing plan; As part of the implementation of the MPH&WP and meeting the requirements of the Act, an Evaluation Strategy will be developed to answer the following questions:

Ou

tco

me

Eval

uat

ion

Have we done what we said we would?

What difference have we made?

•Select Health and Wellbeing Evidence.

Imp

act

Eval

uat

ion

Are we having the influence we expected?

•Select Policies, Programs or Activities for Evaluation over the Plan cycle.

Pro

cess

Eva

luat

ion

Have we achieved the cahnge we sought?

Have we done what we said we would do?

•Preparation of an annual action plan and report annually to the Community

Pla

nn

ing

Eval

uat

ion

What worked well and what needs improvement?

How will we know what's worked and not worked?

•Select topics for evaluation over the Plan cycle.


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GOVERNANCE Improving health and wellbeing is a shared responsibility across all levels of society and is beyond the scope of one agency or level of government. Managing or solving complex public health challenges requires board, collaborative and innovative approaches that may demand societal-level change. A number of existing networks and governance groups exist that align with the goals within the Plan. These include but are not limited to:

GREATER

Community Safety Committee

Loddon Mallee Prevention of Violence against Women Stewardship Group

Communities 4 Children

First Quarter

Cultural Diversity and Inclusion Plan Governance Group

Disability Access and Inclusion Governance Group

Reconciliation Action Plan Governance Group

Bendigo Loddon Primary Care Partnership

Sustainability and Environment Advisory Committee Rather than create another group, twice yearly forums will be held to share the outcomes of initiatives, identify opportunities for crossover of work and discuss new and emerging issues. These forums will also undertake the annual review of the Plan.


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3.2 NAMING OF NEW POOL AT KANGAROO FLAT


Author Aleisha Verwoert North, Manager Communications Responsible Craig Lloyd, Director Presentation and Assets Director

Purpose

This report is seeking Council’s endorsement of a name for the new aquatic and wellbeing centre that is currently under construction in Kangaroo Flat.

Summary

From June 1, 2017 to June 30, 2017 the City ran a naming competition, inviting the community to submit names for the new aquatic and wellbeing centre. The City received 25 submissions, one submission was received prior to the commencement of the naming competition, one submission was received after the competition closed and some submissions had multiple name suggestions. Council is now being asked to select a name for the new facility. Given recent consultation on naming submissions with the centre's Community Reference Group and the City of Greater Bendigo's commitment to increase recognition of its Traditional Owners, the name 'Gurri Wanyarra Wellbeing Centre' is considered to reflect this objective of increased cultural recognition as well as indicating a facility with an inclusive health emphasis.

RECOMMENDATION

That Council, after consideration of name submissions and feedback from the Community Reference Group, resolve to:

1. Provisionally name the new aquatic and wellbeing centre 'Gurri Wanyarra Wellbeing Centre', recognising that the provisional name is subject to a public consultation process and assessment by the Office for Geographic Names;

2. Name the Learn to Swim Pool located within the new aquatic and wellbeing centre 'Faith Leech Learn to Swim Pool'; and

3. Notify all submitters of Council's decision and thank them for their name suggestions.


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RESOLUTION Moved Cr Fyffe, Seconded Cr Williams. That the recommendation be adopted.

CARRIED

~~~~~~~~~~~~~~~~~~~~~~~~~

Policy Context


Goal 1 Lead and govern for all

Effective community engagement will guide well-informed, responsive decision-making and financially responsible resource allocations, which are transparent and accountable.

Objective 1.1 Engage with all communities.

Encourage community participation by citizens in the development of new strategies and policies.

Goal 2 Wellbeing and fairness

Inclusive policies, partnerships and projects that increase access, improve health and learning opportunities, by building better connections and quality of life for all.

Objective 2.2 Promote positive wellbeing across the Greater Bendigo community.

Prioritise efforts to promote physical and mental wellbeing.

Design settings and environments that can create better health outcomes.

Background information

When complete, the $31M Greater Bendigo Indoor Aquatic and Wellbeing Centre will feature an eight lane, 50m swimming pool, hydrotherapy/warm water pool and spa, children’s splash/play/learn to swim pool, sauna, gymnasium, multipurpose rooms, café, change rooms, landscaped lawn areas and carpark. This will be a centre for health, wellness, competitive sport and recreation. The new centre is expected to attract 420,000 visitors each year, which is based off several visits per year from the primary (Greater Bendigo) and secondary (central Victoria) catchment zones.


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All three levels of government have invested in this project and the community will contribute $1M through a fundraising campaign being co-ordinated by the Kangaroo Flat Community Enterprise. The total amount raised from the community to date is more than $500,000. The centre is currently under construction and is expected to be completed by the end of the 2017/2018 financial year. Previous Council Decision(s) Date(s): June 15, 2016:- Council awards the aquatic centre construction tender to Behmer and Wright Pty Ltd.

Report

From June 1, 2017 to June 30, 2017 the City of Greater Bendigo (the City) ran a naming competition, inviting the community to submit names for the new aquatic and wellbeing centre (the Centre). The City received 25 submissions, one submission was received prior to the commencement of the naming competition, one submission was received after the competition closed and some submissions had multiple name suggestions. Promotion for the naming competition was advertised as follows:

June 1:- photo opportunity/project update at the site of the new facility to help launch the naming competition.

Distribution of project bulletin with option to tear off and mail/drop in name suggestion form (placed in the Kangaroo Flat area, City customer support office in Lyttleton Terrace, Bendigo Library).

June 3:- advertisement in the Bendigo Advertiser as part of the City’s weekly advertisement summarising news from the organisation.

June 5, 19 and 26:- promotion in City’s e-newsletter (received by approximately 4,500 subscribers).

June 24:- advertisement in the Bendigo Advertiser as part of the City’s weekly advertisement summarising news from the organisation.

Advertisement emailed to local primary schools requesting it be included in school newsletters.

Advertisement emailed to local school Student Representative Council groups, social media post on the City’s YoBendigo Facebook page.

Advertisement emailed to all City staff (933 employees).

Advertisement emailed to Coliban Water, Bendigo Health, Bendigo Bank and Bendigo TAFE requesting it be shared with staff.

June 1, 25, 28, and 29:- posts on the City’s Facebook and Twitter accounts.

June 13-30:- social media advertising campaign on the City’s Facebook page, which reached 15,432 people.

Television screens in the City’s customer service centres and Bendigo Library.


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In response to this promotional activity a range of potential names were proposed, however following consultation with the Office of Geographic Names and in the context of the City of Greater Bendigo's Place Naming Policy, not all of these are appropriate. There are certain criteria that need to be met and the City must be mindful of suggestions that are duplicates/similar to other business names, are duplicates/similar to the names of other facilities (both locally and outside of Greater Bendigo), do not provide a connection to place and that start with ‘the’. The Place Naming Policy also makes reference to names that reflect cultural significance to the municipality's indigenous and multicultural communities being favourably considered. Facilities may be named after people provided they have passed away. The following name suggestions for the Centre were received (some are repeated/similar):

Sandhurst Aquatic Centre

Sandhurst Recreation Centre

Sandhurst Aqua Park

Four Seasons Recreation Centre

Kangaroo Flat Aquatic Centre

Kangaroo Flat Recreation Centre

Kangaroo Flat Aqua Park

Murray Rose Aquatic Centre

Bendigo Aquatic Centre

The Faith Leech Centre

K flat out fun

Faith Leech Aquatic Centre

The Faith Leech Aquatic Centre

Gurri Wanyarra

Wanyarram Wellbeing Centre (late submission)

Faith Leech

Kangaroo Flat Aquatic Wellbeing and Leisure Centre or 'The commune'

The Golden Kangaroo

Faith Leech Centre

After the engineer who designed the Eppalock dam, who I think was called Horsfall

Sidney Myer Aquatic and Wellbeing Centre

Lansell Aqua Centre

Lansell Park Aquatic Centre

FLAC Park - Fitness Living Aquatic Centre

The Centre for/of Humanity

Abendigo

The Faith Leech Memorial Pool

Pooly McPoolface

There were three submissions that did not suggest a name but can be summarised as follows: 1. Wanted the facility to be named after Olympic swimmer Faith Leech.

2. Wanted the facility to be named after Olympic swimmer Faith Leech and Olympic diver Chantelle Newberry.

3. Wanted an indigenous name to be considered, given the recent adoption of City’s Reconciliation Action Plan.


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The Dja Dja Wurrung submission of ‘Gurri Wanyarra’ means Kangaroo Waterhole and was provided in December 2016 prior to the naming process, when the City first engaged the organisation to consider the cultural heritage values of the Browning Street site where the new facility is being built. The Wanyarra Wellbeing Centre submission was received after the June 30 closing date and was submitted by the City’s Youth Action Group, which did not meet until after the closing date, so could not agree on a submission until this time. Seven of the formal submissions supported naming the pool after Olympic swimmer, Faith Leech. Faith Leech is Bendigo’s only Olympic gold medallist, a medal she won at the 1956 Melbourne Olympics when she competed in the 4 x 100m freestyle relay. She also won a bronze medal at the same Olympics in the 100m freestyle. Leech retired from international competition after this time but was well known by the Kangaroo Flat community, where she taught people to swim. She passed away in 2013 at the age of 72. Chantelle Newberry was an Olympic diver who is formerly from Castlemaine. She won Australia’s first diving gold medal in 80 years at the 2004 Athens Olympics. Winning this medal also made her Australia’s first-ever female diving champion. She also competed at the 2000 Sydney Olympics, 2006 Melbourne Commonwealth Games and 2008 Beijing Olympics. To assist in shortlisting the name submissions, the City invited members of the Community Reference Group to attend a meeting on Tuesday July 11, 2017. The Community Reference Group was active during the advocacy and design stages of the project. The naming process was an opportunity to re-engage the Community Reference Group and give it a final task as part of the development of the project. The meeting was attending by the following people:

Alan Besley (Community Reference Group member)

Cheryl Axell (Community Reference Group member)

Geoff Bowyer (Community Reference Group member)

Shelley Mulqueen (Community Reference Group member)

Cr Rod Fyffe (non-voting)

Cr Matt Emond (non-voting)

Craig Lloyd (City of Greater Bendigo Director, Presentation and Assets)

Melissa Barass (City of Greater Bendigo Manager, Project Management Office)

Benjamin Devanny (City of Greater Bendigo Manager, Business Services)

Aleisha Verwoert North (City of Greater Bendigo Manager, Communications)

Jessica Thornbury (City of Greater Bendigo Project Officer)


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Only Community Reference Group members could participate in the shortlisting process and the following two names for the Centre were agreed by members to be put to Council for their consideration:

The Faith Leech Wellbeing and Aquatic Centre

Gurri Wanyarra Leisure and Aquatic Centre Noting criteria in the City's Place Naming Policy identifying the selection of names with cultural significance and the adoption of the City of Greater Bendigo Reconciliation Action Plan 2016-2019 by Council on 29 June 2016 which outlines a key objective to 'Increase the recognition of Traditional Owners and Aboriginal and Torres Strait Islander peoples in the municipality", a name for the Centre that recognises Traditional Owners is considered appropriate. Further internal consultation on the name 'Gurri Wanyarra Leisure and Aquatic Centre' indicated that the term 'leisure' was deemed outdated and not in line with more recently established centres of this type across the country. Given the holistic focus of the Centre which is not solely aquatic-based, the name 'Gurri Wanyarra Wellbeing Centre' reflects the objective of increased cultural recognition for Aboriginal and Torres Strait Island people as well as indicating a facility with an inclusive health emphasis. Priority/Importance: Council needs to make a decision regarding the name to enable City officers to commence the formal endorsement process through the Office of Geographic Names. Once a provisional name is chosen, Council must then re-consult with the community on the chosen name for a minimum of 30 days. It is suggested by the Office of Geographic Names, that Council then re-confirm its support for the chosen name following the re-consultation process. The chosen name will then be forwarded to the Registrar of Geographic Names and Office of Geographic Names for endorsement and gazettal. This process can take up to three months. It is important that a name is chosen by Council to enable the formal naming process to begin. Name selection will also give City staff the opportunity to liaise with the facility operators to develop a marketing campaign built around the chosen name. Options/Alternatives: Councillors may defer the decision for further community consultation on the shortlisted names but this is not encouraged due to reasoning and timing mentioned.


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Inclusions in several of the naming submissions indicated strong support within the community to acknowledge the achievements of Faith Leech as Bendigo’s only Olympic gold medallist. While it is not proposed to utilise 'The Faith Leech Wellbeing and Aquatic Centre' as the name for the new Centre, there are a range of ways in which to acknowledge her achievements including naming of a specific component of the Centre. The new Centre will include a substantial Learn to Swim Pool which is expected to achieve in the order of 50,000 class participants per year. Council naming the Learn to Swim Pool after Faith Leech would be a fitting way in which to recognise her contribution and inspire young people to learn the sport of swimming. Timelines:

August 16, 2017 Council selects a provisional name.

August 19-September 18, 2017 Advertise selected provisional name via public notice for 30 days.

October 18, 2017 Council considers public consultation feedback and endorsed preferred selected name.

October 23, 2017 Provided there are no objections, submit endorsed name to Office of Geographic Names to commence compliance checks and reporting, then the gazettal process. This can take up to 90 days.

For further information on the naming process, please refer to:- https://www.propertyandlandtitles.vic.gov.au/naming-places-features-and-roads/naming-rules-for-places-in-victoria Risk Analysis: There has been community support to name the new facility after Olympian Faith Leech. In selecting a name associated with Faith Leech, the Council would fail to recognise the indigenous connection to the nearby creek.


The Kangaroo Flat Community Enterprise committed to raise $1M toward construction of the Centre. As part of this process an investment prospectus was developed to assist in obtaining contributions to the project. The prospectus lists the Learn to Swim Pool with a funding value of $50,000. If Council resolves to name the Learn to Swim Pool in acknowledgement of the achievements of Faith Leech, this will limit the ability of the Kangaroo Flat Community Enterprise to acknowledge a financial contributor on this item.

https://www.propertyandlandtitles.vic.gov.au/naming-places-features-and-roads/naming-rules-for-places-in-victoria

https://www.propertyandlandtitles.vic.gov.au/naming-places-features-and-roads/naming-rules-for-places-in-victoria


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3.3 IRONBARK GULLY


Author Robert Kretschmer, Planning and Policy Officer, Active & Healthy Lifestyles

Responsible Vicky Mason, Director Health and Wellbeing Director

Purpose

A concept plan has been prepared outlining the preferred alignment for the Ironbark Gully Trail, as well as concepts and identified opportunities for public space development along the trail. This report seeks Council agreement to release the concept plan for community review and feedback.

Summary

The Ironbark Gully Creek corridor extends 3 kilometres, primarily through crown land open space and road reserves from Eaglehawk Road (near the Marong Road intersection) to Nolan Street (adjacent to the Kalianna School), linking to the Long Gully and Bendigo Creek Trails. The link passes through the suburbs of Ironbark, Long Gully, North Bendigo and Bendigo (West of the Bendigo City Centre). Within the immediate area of the corridor there are more than 4500 properties, a mix of residential densities and suburbs with lower Socio-Economic Index for Areas (SEIFA) scores relative within Greater Bendigo. The corridor provides connections to recreation reserves, community and education facilities and areas of cultural heritage. The Public Space Plan identified Ironbark, North Bendigo and Long Gully as suburbs with the lowest ratings for quality and provision of public space in Greater Bendigo. The Ironbark Gully Trail Concept Plan (Attachment 1) has been developed outlining a preferred route, physical construction requirements (in preparation for detailed engineering design) as well as concept plans for the trail and associated public space. This includes areas for community-led development of public space which could be developed over the longer-term. Consultation has been undertaken with key internal and external stakeholders including local community groups. The concept plan is ready to be released for broader community review and feedback before being finalised for endorsement by Council. The concept plan divides the trail into seven sections with primary trail and landscaping elements to be constructed over a five year period, starting at the northern end where the trail meets the rail line and Long Gully Trail and adjacent to the Kalianna school. Secondary paths, works and landscape elements are to be delivered in the medium to long-term (5-10 years).


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Sections of the trail alignment are on or adjacent to vacant private land which could be purchased or included as developer contributions. One section (Ironbark Road) is on-road and requires further community consultation and investigation into design. The concept plan estimates the overall project cost over a 10 year period is $2.9 million with primary public space and trail development representing approximately two thirds of this amount over the first 5 years. There are opportunities to reduce these costs through external funding, developer contributions (approximately 10% of primary path length) and realignment of existing sections of path when they are closer to end of life. The planned engagement process seeks to strengthen the Ironbark Gully Trail concept plan prior to finalisation. Community and key stakeholder views are sought on the overall concept plan as well as specific components of the plan, including:

principles for the on-road section of trail

identification of surplus land

place-making elements and locations

path alignment in particular sections of the trail

RECOMMENDATION

That Council:

1. Seek public comment on the Concept Plan for a period of 6 weeks.

2. Receive a further report summarising community feedback and seeking endorsement of a final Master Plan.

RESOLUTION Moved Cr Williams, Seconded Cr Alden. That the recommendation be adopted.

CARRIED

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Policy Context

Development of the Ironbark Gully Trail is consistent with a number of Council plans and strategies, including: City of Greater Bendigo Community Plan 2017-2021:

The project is consistent with the vision to ‘create the world’s most liveable community’ and supports each of the six Goals identified in the plan. Goal 1: Council will lead and govern for all


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Objectives 1.1 Council will engage with all communities 1.4 Council will be accountable and efficient in its use of the community's

money Goal 2: Wellbeing and fairness Objectives

2.1 Create a much healthier Greater Bendigo 2.2 Promote positive wellbeing across the Greater Bendigo community 2.3 Promote community connection 2.5 Create proud and safe public places and commercial areas

Goal 3: Strengthening the economy Objective

3.4 Support the transition to a low carbon economy.

Goal 4: Presentation and managing growth Objectives

4.1 Place for a growing population 4.3 Continue to implement strategies that increase the capacity of transport

networks to better move people and goods and foster behaviour change that increases walking, cycling and use of public transport

4.4 Keep Greater Bendigo attractive with good quality public facilities and places

Goal 5: Environmental sustainability Objective

5.1 Work to connect the health of the natural environment to the health and prosperity of our community

Goal 6: Embracing our culture and heritage Objectives

6.1 Celebrate our unique heritage. 6.2 Build pride in and shared responsibility for our public spaces.

Integrated Transport and Land Use Plan (link) Connecting Greater Bendigo

Integrate all modes of transport to provide real choice, make trips more convenient and improve connections

Healthy Greater Bendigo

Accelerate the progressive roll out of, footpaths, shared paths, bicycle paths and trails and bicycle parking in Bendigo and key townships, with a focus on improving safety, access and connections to key destinations such as schools, public transport, sport and recreation facilities and activity centres.

Maintain a comprehensive network of footpaths, bicycle lanes and shared paths throughout the city so that a significant portion of journeys can be made by walking or cycling

http://www.bendigo.vic.gov.au/About/Document-Library/connecting-greater-bendigo-integrated-transport-and-land-use-strategy


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Enable more people to live healthier lives by making walking and cycling to daily destinations safer and easier

Moving Greater Bendigo

Optimise the use of land and infrastructure to extend the life of the existing road network when moving people and goods and to moderate the need for new car parking facilities.

Engaging Greater Bendigo

Partner with lead organisations, government departments and agencies, schools, community groups and employers to engage as many people as possible to make healthy travel choices and build support for the key land use and development elements of the ITLUS

Environment Strategy (link)

Sustainable transport, Reducing the need to travel, and encouraging low and zero carbon modes of transport to reduce emissions


Development of an Ironbark Gully Trail was first identified in the City’s 2005 Walking and Cycling Strategy. The trail remains as one of the few significant recommendations from the strategy not yet implemented. The potential for an Ironbark Gully Trail has seen consistent advocacy from local residents and community groups for a number of years. Resources for progressing this project were allocated at the Council’s 2015/2016 midyear budget review. A contribution towards the concept plan development was also received from the Renew Project - a consortium of the Northern United Forestry Group (NUFG), The City of Greater Bendigo, North Central Catchment Management Authority and La Trobe University’s Centre for Sustainable Regional Communities. It has been 12 years since the last Walking and Cycling Strategy for Greater Bendigo was completed. In the time since the last strategy almost all priority initiatives, such as new shared paths and bike lanes, have been implemented or significantly progressed. In this time the City has developed the Integrated Transport and Land Use Strategy, completed the Active Living Census (walking and cycling rank in the top three activities for participation in physical activity across Greater Bendigo) and is developing a new Public Space Plan which provides new information regarding equity in the provision of public space. Council has also made liveability, health and wellbeing and the development of ten minute neighbourhoods a priority. There is funding included within this year’s budget for the development of an updated Walking and Cycling Strategy, which will address community needs over the next 10-20 years and be developed in consultation with the community and key stakeholders. Previous Council Decision(s) Date(s): Resources for development of a concept plan for the trail were allocated at the Council’s 2015/2016 midyear budget review and further resources have been allocated within the 2017/2018 budget for further planning and design work.

http://www.bendigo.vic.gov.au/media/582


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Report

The Ironbark Gully Creek corridor extends 3km through crown land open space and road reserves from Eaglehawk Road (near the Marong Road intersection) to Nolan Street (adjacent to the Kalianna School), linking to the Long Gully and Bendigo Creek Trails. The link passes through the suburbs of Ironbark, Long Gully, North Bendigo and Bendigo (west of the Bendigo City Centre). Within the immediate area of the corridor there are a mix of residential densities and suburbs with lower Socio-Economic Index for Areas (SEIFA) scores relative within Greater Bendigo. The corridor provides connections to recreation reserves, community and education facilities and areas of cultural heritage. The Public Space Plan identified Ironbark, North Bendigo and Long Gully as suburbs with the lowest ratings for quality and provision of public space. More than 4500 properties are within 800 metres of the proposed trail and its associated public spaces, providing an opportunity for achieving 10 minute neighbourhood objectives by creating a walking and cycling public open space link. The link will promote increased opportunities for physical activity (recreation and active travel) within the community and contribute to the walking and riding connectivity of the City. A concept plan has been developed outlining a preferred route, physical construction requirements (in preparation for detailed design of the trail) and opportunities for associated public space development. The concept plan is ready to be released for community review and feedback before being finalised as a master plan. Concept Plan The Ironbark Gully Trail Concept Plan provides a contextual overview of the Ironbark Gully corridor including natural, cultural and recreation values and a review of the status of the variety of land uses (predominantly Public Park and Recreation Zone) and overlays. The City is committee of management for a number of reserves within the area. However there are a number of parcels for which delegation of responsibility needs to be formalised between the Department of Environment, Land, Water and Planning (DELWP) and the City if the City is to manage the trail as a whole. Short sections of the trail crossover or are adjacent to privately owned, vacant parcels which could be purchased or included as development contributions to construct these sections of trail. The report identifies the need to formalise responsibilities for the landscape management of the corridor, and encourages a place making approach to further develop the trail as space where there is greater community custodianship over the space. The following vision statement has been developed as a result of the investigation and consultation processes conducted to date. It considers individual factors, issues and preferences, and combines them into an overarching objective for the trail:

The Ironbark Gully Trail will be a high quality piece of open space that results in greater community use, ownership and wellbeing. The linear reserve will be a space where:

there are opportunities to participate in active recreation and travel using an accessible and well connected shared path.

there is quality open space and well located and maintained amenities.


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there is local community participation and place-making activities using suitable access, amenity and maintenance.

ecosystems thrive, stormwater is reused, local species are planted and weeds are managed.

One section (Ironbark Road) is on-road and requires further consultation and investigation into design to develop a trail friendly street that meets the needs of people walking, cycling along the trail and for residents living in the vicinity. A number of crown land sites are identified within the catchment are identified as having potential for sale and development. These lots would have strategic benefit to increase passive surveillance over public spaces and there is the potential to offset some of the establishment and ongoing maintenance costs of the trail and public space. Further investigation and engagement is required to determine whether this is feasible as well as the level of community support for this. Priority/Importance: Suburbs which the trail will improve connections for are amongst the poorest in Greater Bendigo for:

physical activity rates

ratings of quality and provision of public space

socio-economic status (ABS Census, SEIFA score) For these reasons, the Ironbark Gully Trail amongst the highest priority new trails in the shared path network. Options/Alternatives: Proceed to community review and feedback: Consultation will allow the broader community an opportunity to review the Ironbark Gully Trail Concept Plan. Proceeding to review and feedback will allow more residents to provide input into the development of the plans and meet expectations for key stakeholders in the project including community groups and government agencies. The Renew Project has co-funded development of the concept plan and proceeding to consultation would acknowledge this contribution. Do not proceed to community review and feedback: The Ironbark Gully Trail concept has developed significant public support and advocacy to date. A commitment was made by Council at the 2015/2016 mid-year budget review to investigate the requirements to develop the trail. Not proceeding to consultation would fail to meet community expectation and have potential negative reputation cost for the City and Council. The Renew Project has co-funded the project, not proceeding to consultation would fail to acknowledge this contribution.


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Timelines: The concept plan has been completed and community consultation is proposed to be undertaken and completed by October 2017. Further planning and design work are expected to be completed in the first half of 2018, following endorsement of a Master Plan for the trail. The concept plan divides the trail into seven sections with primary trail and landscaping elements to be constructed over a five year period. Secondary paths, works and landscape elements are to be delivered in the medium to long-term (5-10 years). Progress: The development of the concept plan has been completed and is ready for community review and feedback. Risk Analysis: The development of new shared paths and creek trails has generally been well received by the Greater Bendigo community in the past. However, there is a possibility that there could be a negative response to elements of the concept plan. A consultation process will allow broad discussion about the plan to identify any concerns, challenges or issues for consideration on balance before finalising the plan and presenting a finalised plan to Council later this year.


Internal Consultation: The City’s Shared Paths Control Group has met a number of times and been consulted throughout the project. The group includes representatives from Active and Healthy Communities, Engineering and Public Space, Parks and Natural Reserves, Strategy and Community Partnerships. Staff from across the organisation have been consulted and provided opportunity to review and provide feedback on key processes and documents throughout the development of the plan. External Consultation: The project has consulted with State Government Departments including DELWP, Sport and Recreation Victoria and the North Central Catchment Management Authority. Key stakeholders the Ironbark Gully Friends community group and the Renew Project have been consulted throughout the project and are supportive of the project. Tech Duinn have been employed to undertake a cultural heritage management plan, which involves engaging and working with Dja Dja Wurrung, the traditional owners of the land.


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Planned consultation: The planned engagement process seeks to strengthen the Ironbark Gully Trail concept plan prior to finalisation. Community and key stakeholder views are sought on the overall concept plan as well as specific components of the plan, including:

principles for the on-road section of trail

identification of surplus land

place-making elements and locations

path alignment in particular sections of the trail Engagement will include briefings with key stakeholder groups, an online and hardcopy survey, listening posts and site visits and further details can be found in the full engagement plan (Attachment 2). Community and key stakeholder consultation results will be used to refine elements of the plan before it is finalised and returned to Council for endorsement.


Budget Allocation in the Current Financial Year: There is $50,000 in the 2017/2018 budget for further planning and design work of the Ironbark Gully Trail and Linear Reserve. This work would commence following the community consultation stage and Council endorsement of a final master plan. Previous Council Support: As part of Council’s 2015/16 mid-year budget review $11,000 was allocated to the development of the concept plan. External Funding Sources: The Renew Project contributed $9,000 to the development of the concept plan. Current Estimate or Tender Price: The concept plan estimates the overall cost for developing 4.3km of trail and 14 hectares of public space at $2.9 million over 10 years. This includes the short-term (0-5 years) construction of the primary trail (2.6km) landscape elements and road crossings, which will make up approximately 70% of the total project cost. It also includes medium to longer-term (after 5 years) construction of secondary trails (1.7km) and landscape elements. More accurate costs are to be developed during detailed design. The plan identifies a number of locations within the corridor where there is potential for community to drive the development of neighbourhood public spaces. In the medium to longer-term there is the potential for community to work with the City to develop public spaces, this is not included in the project estimate.


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Any ongoing recurrent expenditure required: The total area for trail and public space is approximately 14 hectares and annual maintenance costs are estimated to increase by $20–25,000 following construction of the trail. Advice from the Engineering and Public Space Unit indicates the use of concrete paths is standard practice for new shared paths and is beneficial on the basis of ‘whole of life’ costs. For a well-constructed path maintenance and path degradation over the lifetime of the path (up to 50 years) is minimal. Sections of the trail are on or adjacent to private land that has the potential to be developed in the short to medium-term, there is potential for cost of construction of sections of the trail in these areas to be reduced through development contributions. In addition to this, there are a number of sections of crown land identified in the concept plan as potentially being surplus to requirement. These parcels could be sold for residential development, reducing ongoing maintenance costs. Further to this additional passive surveillance over the public spaces would contribute to the perception of safety in areas along the trail. Community views on this would be sought during the review and feedback period. Should there be support for crown land to be identified as surplus, the City would be required to work with DELWP to undertake further planning studies for each piece of land. These studies would assess issues such as extent of any land contamination, any remediation requirements and suitability for use for residential purposes before proceeding with sale and rezoning of any land.

Attachments

1. Ironbark Gully Trail – Concept Plan 2. Ironbark Gully Trail – Engagement Plan


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3.4 DRAFT YOUTH STRATEGY 2017-2021


Author Steven Abbott, Manager Community Partnerships Responsible Vicky Mason, Director Health and Wellbeing Director

Purpose

To present the Draft Youth Strategy (2017-2021) - Explore, Engage, Empower: Young People in Greater Bendigo to Council and seek endorsement to release the Draft Strategy for public exhibition and feedback before finalisation.

Summary

The Draft Youth Strategy (2017-2021) - Explore, Engage, Empower: Young People in Greater Bendigo (Strategy) provides a strategic framework to enable the City to understand and respond to a range of priority issues that impact on young people aged 12 to 24 years. The strategic framework includes an action plan which focuses on bringing together existing resources and programs, partnerships and new directions to achieve real outcomes for young people. Developed by a Project Reference Group that included an enthusiastic group of young people, the Strategy articulates a genuine commitment to a partnership between the City and young people. When preparing the Strategy, a significant evidence base was compiled comprising consultations with young people and local youth agencies, researching priority issues, analysing demographic trends, benchmarking, service mapping and reviewing existing policy, plans and reports. This extensive process of review and consultations with young people has led to the development of a strategic framework which includes a vision, goals, objectives and actions for the City to implement over the next four years in response to priorities identified by local young people. Please see Attachment 1 for the Draft Youth Strategy (2017-2021) - Explore, Engage, Empower: Young People in Greater Bendigo.


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RECOMMENDATION

That Council: 1. Release the Draft Youth Strategy (2017-2021) - Explore, Engage, Empower:

Young People in Greater Bendigo for a six week period of public exhibition, and invite public submissions especially from young people and hold a young people’s forum to provide further feedback; and

2. Receive a further report summarising the feedback provided during the period of

public exhibition and seek endorsement of the final Youth Strategy (2017 – 2021) - Explore, Engage, Empower: Young People in Greater Bendigo.

RESOLUTION Moved Cr Wrigglesworth, Seconded Cr Fyffe. That the recommendation be adopted.

CARRIED

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Policy Context

City of Greater Bendigo Community Plan 2017 - 2021 Goal 1 Lead and govern for all

Effective community engagement will guide well informed, responsive, decision-making and financially responsible resource allocations, which are transparent and accountable.

Objective 1.1 Encourage community participation by citizens in the development of

new strategies and policies. Goal 2 Wellbeing and fairness

Inclusive policies, partnerships and projects that increase access, improve health and learning opportunities, by building better connections and quality of life for all.

Objective 2.4: Support participation and development for residents of all ages and

abilities. Action 2017-18 Engage with young people and service partners to complete the new

Youth Strategy and annual actions, including FreeZa program and a graffiti prevention project.


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The City is updating its Youth Strategy to provide a new vision, strategic directions and action plan that responds to the priority needs and issues of young people aged 12 to 24 years in the municipality.

In 2016 it was estimated there were 19,440 young people in Greater Bendigo (17.2% of overall population) and this is projected to rise to 25,890 (16.9%) by 2036.

In particular, significant population growth is projected in newly developing residential areas such as Strathfieldsaye, Huntly and Maiden Gully as well as Flora Hill/Quarry Hill/Spring Gully/Golden Gully, and Kangaroo Flat/Big Hill.

The City plays an important role in providing programs and opportunities for young people’s participation, advocacy on issues facing young people; and planning for future services and infrastructure associated with a growing population.

Previous Council Decision(s) Date(s): The previous Greater Bendigo Youth Strategy was adopted by Council on August 21, 2013.

Report

The City plays a major role in providing services for young people aged 12 to 24 years whilst planning to respond to future needs and infrastructure requirements of our growing population. In particular, the City’s Youth Development Service plans and delivers developmental programs that prioritise empowerment and leadership, enabling young people to have their say about community issues, capacity building and advocacy. The City’s Youth Development Service aims to provide meaningful and responsive opportunities for young people to:

Participate in decision making processes that improve opportunities and community wellbeing.

Respond to young people’s ideas and priority issues.

Raise young people’s profile to achieve greater recognition and better outcomes for themselves and peers.

Both Attachment 6 - Benchmarking Report and Attachment 7 - Services Mapping Report provide information about the City’s Youth Development Service and its programs and projects.


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As evidenced by Attachment 5 - Review of Plans, Policies and Reports, the City generates a broad range of strategies and plans that respond to key community issues that also impact on young people, for example: Rural Communities Strategy, Reconciliation Plan, Cultural Diversity and Inclusion Plan, Economic Development Strategy, Municipal Public Health and Wellbeing Plan (forthcoming) and others. City plans and strategies such as these demonstrate mutually supportive strategic links are required across multiple City services, programs and resources to ensure positive outcomes for young people are well coordinated in relation to a significant range of community priorities. The Draft Strategy updates the previous Youth Strategy (2013 – 2016) and following a significant process of engagement, research and analysis presents a new vision, goals and directions that build on existing City strategies and plans and the current programs for young people and agency partnerships coordinated by the Youth Development Service. The Draft Strategy has been prepared following an extensive process of research, demographic profiling, service mapping, policy review and engagement with young people undertaken in 2016. Seven background reports are listed as attachments to the report which provide the evidence base from which the Draft Strategy has been developed. In particular, engaging with different groups of young people and local agencies helped to identify key issues, priorities and ideas for new initiatives. Over two hundred young people and agency representatives took part in the engagement process between July and November 2016 and previous to this, two hundred and ten young people had provided feedback via City’s Youth Summits. Six young people were members of the Project Reference Group which oversaw the development of the Draft Strategy. Consultations with young people confirmed both the priority issues impacting on the lives of young people in Greater Bendigo and new ways for the City to connect with young people and other agencies to improve local outcomes for young people. Priority Issues: The priority issues identified are grouped under eight areas, these are: mental health, having a say, employment, personal safety, education and training, drugs and alcohol, events; and transport. The City’s role: Following consideration of the findings of the engagement process, a vision, key themes and related goals were developed to focus responses upon what young people identified as priorities for their future. The vision:

Young people in Greater Bendigo are valued, connected and inspired so that they make

the most of life’s opportunities.


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Priority themes:

To realise the vision, the City will strive to achieve the following goals, linked to the

themes of collaboration, innovation, opportunity and community. The City will:

1. Collaborate with young people and stakeholders to create positive change and

address priority issues.

2. Innovate to engage young people and to offer new and exciting experiences, with

a focus on technology.

3. Provide opportunities for young people to develop their leadership and

employability potential and celebrate their achievements.

4. Develop an inclusive and welcoming community that values all young people.

Action Plan: The Draft Strategy contains a four year action plan which responds to these priority themes and issues by bringing together existing City strategies and programs with new objectives and directions. Overall, the Draft Action Plan also looks to respond to relevant goals in the Community Plan and the vision of Greater Bendigo – creating the world’s most liveable community. In summary the Draft Strategy renews City commitments to provide a range of youth engagement opportunities, enable participation in all aspects of community life and promote opportunities that are accessible and fair. Priority/Importance: Developing the Draft Strategy is of high importance as it renews the City’s commitments to young people and enables the City to deliver on its vision and particular goals in the Community Plan. The Draft Strategy and its background reports provide an evidence base to inform decisions about young people’s issues and the future needs of a growing population. It also encourages partnerships with local agencies and provides confidence to other levels of government who provide grants to the City for young people’s programs. Timelines: The Draft Strategy is a four year strategy to commence in 2017/18 and conclude in 2021/22. The Strategy will be reviewed annually to identify continuous improvements, evaluate outcomes and update the action plan. Risk Analysis: The Draft Strategy is a major strategic framework in relation to a significant and growing population of young people aged 12 to 24 years. The Draft Strategy presents the City’s commitments to young people across a range of ages and stages, as well as their families and youth services. Key risks are mitigated by:


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Informing young people about the Draft Strategy and supporting their participation in the planning and running of services, programs and events that help achieve the Draft Strategy’s vision, goals and action.

Undertaking research and demographic profiling to identify future trends and priority issues especially around the future level of services in Greater Bendigo and infrastructure required to meet the needs of a growing population.

Developing partnerships with other youth agencies and community stakeholders to deliver collective responses to the priorities identified by young people and respond to emerging issues.

Positive and mutually rewarding partnerships with government agencies and funding bodies to advocate on young people’s priorities, address service gaps and achieve grants to deliver positive outcomes for young people.

Ongoing review and benchmarking to assess the level of resources required by the City to respond to its commitments to young people and the needs of a growing population.


Internal Consultation: A Project Reference Group comprising young people, representatives of City services and external agencies oversaw the development of background reports and the Draft Strategy. Various service units were consulted about relevant strategies, research and programs to incorporate into the review and development process. External Consultation: A range of engagement activities were undertaken with different groups of young people and local agencies to help identify key issues, priorities and ideas for new initiatives. Over two hundred young people and agency representatives took part in the engagement process between July and November 2016. The engagement process comprised four elements, these being:

a) Survey (70 respondents) b) 2016 Youth Summit (65 participants) c) Workshops with hard to reach groups (61 participants) d) Agency Forum (15 participants)

Each of the engagement elements focused on five common questions:

1. What do you think needs to happen to make Greater Bendigo a better place for young people?

2. How would you like Council to involve young people more?

3. How would you like Council to listen to or talk to young people?


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4. How can you/young people help to make Greater Bendigo a better place for

young people?

5. What skills or support do you/young people need to help make the community a better place?

What young people said and the findings of the engagement process can be found in Attachment 2 - Draft Youth Strategy Engagement Report – Having Our Say. As well, the priorities identified by young people at the City’s 2014 and 2015 Youth Summits (210 participants), confirmed many of the priorities identified as part of the engagement process to develop the Draft Strategy.


The ongoing implementation and review of the Draft Strategy will be coordinated within the existing resources of the Community Partnerships Unit. Additional annual resources for programs and activities are achieved via State Government grants.

Attachments

1. Draft Youth Strategy (2017-2021) - Explore, Engage, Empower: Young People in Greater Bendigo

2. Draft Youth Strategy Engagement Report – Having Our Say 3. Youth Issues Profile 4. Demographic Profile of Young People in Greater Bendigo 5. Review of Plans, Policies and Reports 6. Benchmarking Report 7. Services Mapping Report 8. Vision and Strategy Plan for 45 Mundy Street Facility


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3.5 TRIAL COMMERCIAL FITNESS OPERATOR POLICY


Author Amy Johnston, Facilities Team Leader Lincoln Fitzgerald, Manager Active and Healthy Lifestyles Responsible Vicky Mason, Health and Wellbeing Director Director

Purpose

To outline proposed changes to the Commercial Fitness Operator Policy following a 6 month trial period within the City’s parks, gardens and sporting reserves and seek endorsement of the revised policy.

Summary

At the Council Meeting of the 29 June 2016, Council resolved to endorse the Commercial Fitness Operators Policy for a six month trial with no booking fees. This report summarises the findings and makes further recommendations as a result of the trial period. The objective of the Commercial Fitness Operator Policy is to support appropriate commercial fitness activities, whilst balancing the rights of all community members to access public open space in safety and comfort. The trial period resulted in 13 registered fitness operators and 3 casual fitness operators in 15 different parks, gardens and sporting reserves within the municipality. It is believed that there remain a number of commercial fitness operators who have not registered with the City. Since introduction of the policy there has been a decreased number of customer complaints arising as a result of inappropriate fitness training conduct at the City’s parks and reserves. Following consultation with fitness operators, class participants, park users and Council staff, a number of changes have been recommended to strengthen the policy. These include:

Enforcement activities for unapproved commercial operators

Introduction of a fee to assist in offsetting enforcement costs

Providing annual permits as opposed to bi-annual permits

Altering some of the permitted training areas at Lake Weeroona and Rosalind Park.


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In response to the findings from the consultation process it is proposed that regulation of commercial fitness operations should be integrated within the review of Local Law Number 5: Municipal places which is to be reviewed late 2017. A fee to assist in offsetting this cost is proposed to be introduced as part of the 2018/19 Council budget and would be applicable from 1 October 2018.

RECOMMENDATION

That Council resolve to:

1. Adopt the updated Commercial Fitness Operators Policy

2. Include regulation of commercial fitness operators in the review of Local Law Number 5: Municipal Places

RESOLUTION Moved Cr Metcalf, Seconded Cr Fyffe. That the recommendation be adopted.

CARRIED

~~~~~~~~~~~~~~~~~~~~~~~~~

Policy Context

Community Plan Reference: City of Greater Bendigo Community Plan 2017-2021: Goal 2: Wellbeing and fairness

Inclusive policies, partnerships and projects that increase access, improve health and learning opportunities, by building better connections and quality of life.

Objective 2.1 Create a much healthier Greater Bendigo Objective 2.2 Promote positive wellbeing across the Greater Bendigo community. Goal 4: Presentation and managing growth Planning, development and infrastructure that increase our liveability

and pride where we live.


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Objective 4.4 Keep Greater Bendigo attractive with good quality public facilities and places.

Strategy Reference: Greater Bendigo Public Health and Wellbeing Plan 2013-2017 The Greater Bendigo Health and Wellbeing Plan (2013-2017) identified the strategic direction: Our community’s health and wellbeing improves over time. Actions to achieve this strategic direction include:

Physical Activity – Provide community-based sport and recreation programs, projects and services to encourage and promote better health and wellbeing outcomes for the community by: Updating Facilitating Healthy and Active Lifestyles Framework; Use local health indicator data and the results of the Healthy Living Survey, for future planning


An increase in the number of commercial fitness operators in recent years prompted the development of a Commercial Fitness Operators Policy to formally manage operators conducting commercial fitness activities in the City’s parks, gardens and sporting reserves. Support of commercial activity in public space was based on the principle that commercial fitness operators are providing a range of alternative physical recreation activities for residents that would otherwise not be available. The Policy aims to manage these activities in a manner that balances industry needs, provides protection of built & natural assets and maintains community access and amenity. At the 29 June 2016 Council Meeting, Council adopted a six month trial of bookings. This provided the framework to assess the effect of the policy on all stakeholders. Previous Council Decision(s) Date(s): 29 June 2016 – Commercial Fitness Operators Policy

Report

The trial period concluded early 2017 and since this time a review has been undertaken with the community, trainer/operators and class participants. The trial policy relied on operators to voluntarily register their commercial activity and for the industry to self-regulate compliance with limited support from City of Greater Bendigo staff. The basis for this approach was to allow the activity to take place with no fees and limiting enforcement costs incurred as a result of the policy.


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There are over 50 individuals in Greater Bendigo registered with the peak body Fitness Australia. During the trial period 13 businesses registered as regular providers and 3 as casual providers. It is believed that there remain a number of fitness businesses operating on public land without permission or regulation of their activities. A key activity undertaken during and after the trial period was to consult with those impacted by this policy. This includes commercial fitness operators, class participants, park users and staff responsible for the maintenance of public space and enforcing the policy. The outcome of this consultation is outlined in the Consultation section of this report. Overall, consultation supported a more regulated approach to ensure an equitable, protected, respected and consistent industry. In response to the findings from the consultation it is proposed that regulation of commercial fitness operations should be integrated within the review of Local Law Number 5: Municipal places which is to be reviewed late 2017. Local Law Number 5 regulates activities in public places to ensure that those activities or use of these areas do not cause nuisance or public disturbance. Inclusion within this Local Law will provide the City with the ability to enforce the policy and if continued breaches occur to fine or withdraw permission from the operator. Priority/Importance: The policy will ensure that commercial fitness operators have confidence to operate their business and public space is appropriately managed for the community without increased operational maintenance costs or detrimental amenity outcomes. Options/Alternatives: Commercial fitness operator permits could be implemented 6 monthly as per summer and winter sporting seasons. For administrative efficiency purposes it is proposed that operators are given an annual agreement commencing 1 October each year. Council has a range of different options available in how to manage commercial fitness operators in public spaces. These include allowing the activity to continue without restricting the activity, group sizes or areas of operation, Council may also desire to continue without fees being applied. Timelines: The policy will be integrated within the review of Local Law Number 5: Municipal Places which is to be reviewed late 2017. To provide commercial operators with sufficient time to prepare for the introduction of a fee and to allow enforcement of the permit system, it is proposed that fees will be introduced as part of the 2018/19 Council budget. Permits will be implemented annually on 1 October with the first fees being applied from 1 October 2018.


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Risk Analysis: Whilst there is strong support for enforcement of commercial fitness operators there is a low risk that cost increases to business may see reduced use of the City’s parks, gardens and sporting reserves. To overcome this, the City is benchmarking fees with other municipalities with similar policies and Council will have flexibility to change fees annually in line with the Council budget. Fees associated with the commercial fitness operator’s policy will take into consideration class costs, annual maintenance costs to maintain the public asset and financial factors associated with comparative training spaces available indoors. There remain a number of operators who are not registered with the City but are utilising public land for their commercial benefit. It is unknown if these operators have insurance, appropriate training or risk management plans for their activities. This places a level of risk upon the Council should an incident occur. Through the local law and permit process, authorised officers will have the ability to check permits and if necessary, apply penalties to operators who do not have permission to operate within the municipality.


Internal Consultation: The policy has been developed with internal input through an initial forum and continued feedback throughout the trial period. Officers with direct involvement in the policy have been consulted to ensure suitable methods of management are able to be put in place through the permit process. Support and input in relation to all aspects of the policy have been sought from Safe & Healthy Communities, Active and Healthy Lifestyles and Parks & Open Space Units. External Consultation: Ongoing feedback was obtained throughout the trial period and also through a concentrated engagement process during February and March 2017. All operators who registered as a permit holder (regular sessions) and casual permit holders (ad. hoc classes) throughout the trial period were provided with a number of ways to provide feedback. This included via a survey, attending a drop in session with officers or contacting the nominated staff. In addition to this, officers visited more than 50% of the registered operator’s sites over a two week period to discuss the implementation of the policy with clients and trainers. Officers also completed vox pop surveys with casual park users at the two most heavily impacted sites, Rosalind Park and Lake Weeroona.


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The following is a summary of surveys returned:

Registered permit holders: 6 surveys received.

Registered permit holders clients: 23 surveys received.

Casual permit holders: 1 survey received.

Casual park users: 51 surveys received. Only one registered permit holder attended the nominated drop in session. The survey results received were consistent with feedback provided throughout the trial period. Specific feedback included:

The online permit application process was easy to navigate.

Annual permit fees would be supported (pending amount) with improved enforcement.

Approved training spaces in parks such as Lake Weeroona and Rosalind Park need further review and investigation into other approved spaces.

Permit fees should provide operators with some reassurance of use of the open space from other operators.

Regulations assist with balancing commercial operations and public use of parks and gardens.

Acknowledged that it is encouraging to see residents out and about being active. Throughout the trial period, there has been a reduced number of complaints reported in relation to commercial operators from the general public.


Administration duties such as processing booking applications and permits will be managed within existing staffing resources within the Active and Healthy Lifestyles Unit. It is anticipated that proposed future enhancements to the City’s booking system as proposed in the City’s Information Technology Strategy will provide an enhanced booking experience for commercial fitness operators and reduce staff resources required to support the permit process. The introduction of commercial fitness operators into Local Law Number 5 will ensure that the Active & Healthy Lifestyles, Parks & Open Space and Safe & Healthy Environments work in conjunction to assist with enforcement and monitoring of this policy. Given the limited resources available before 8am and after 6pm when commercial fitness operators are conducting most of their classes; a process will be put in place to ensure suitable follow up to any reports. This approach is accordance with a number of other activities in a public place under Local Law Number 5. It is proposed that a fee is introduced to assist in offsetting the administration and enforcement of this policy. The fee is proposed to be introduced as part of the 2018/19 Council Fees & Charges to provide operators with sufficient time to prepare for additional costs. Fees will be proposed on a sliding scale subject to the category of open space being used, size of the operator/classes and to support new start-up businesses.


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Attachments

1. Updated Commercial Fitness Operators Policy 2. Terms and Conditions of Occupancy Commercial Users


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Commercial Fitness Operator Policy

Approval Date: 16 August 2017

Review Date: 15 August 2019

Author: Facilities Team Leader

Responsible Director: Health and Wellbeing Director

1. PURPOSE The purpose of this policy is to effectively manage the use of Public Land under the care, control and management of Council for the purpose of conducting commercial fitness operations. 2. POLICY STATEMENT City of Greater Bendigo (the City) is committed to working to be the world’s most liveable regional community. The City recognises that Commercial Fitness Operators offer activities that provide economic, social and physical wellbeing benefits to the Greater Bendigo Community. The objective of this policy is to support suitable commercial fitness activities, whilst ensuring balance with the rights of all community members to access public land. 3. BACKGROUND The City is committed to working together to become the world’s most liveable regional community. In taking action to improve Greater Bendigo’s liveability, Council has agreed that priority will be given to six objectives including wellbeing and fairness (Community Plan 2017-2021). The City’s Health & Wellbeing Directorate plays a key role in this, with its mission to work with the community to enable and enhance their wellbeing. The Active and Healthy Lifestyles Unit aims to achieve this by fostering participation in physical recreation activities. At the Council Meeting of the 29 June 2017, Council resolved to endorse the Commercial Fitness Operators Policy and following a six month, no booking fees process be provided with the outcome of the trial period. The trial period commenced on the 1 September 2016 and since the conclusion of the 6 month trial period, commercial fitness operators permits have been in hold over pending this updated policy.


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The objective of the Commercial Fitness Operator Policy is to support suitable commercial fitness activities, whilst ensuring balance with the rights of all community members to access public land. In developing the Commercial Fitness Operator Policy, the City is responding to high rates of participation in fitness activities and an increase in demand from commercial fitness operators conducting such activities in outdoor environments. Commercial fitness operators provide a great range of alternative physical recreation activities for residents. The Policy aims to manage these activities in a manner that balances industry needs, provides protection of built & natural assets and maintains community access and amenity. To help achieve this, the Policy formalises the principles of managing the activity and outlines the conditions of use of the City’s public space for fitness activities. 4. SCOPE The Policy applies to all commercial fitness operators who seek use of public land under the operational control of the City for the provision of activities for financial gain. Public land under the operational control of the City includes:

· Crown Land where the City is the delegated Committee of Management · Crown Land which has been vested in the City · Land which is owned by the City · Land which is managed by a Committee of Management appointed by the City · Land which is leased by the City · Any other public land where the City has authority to apply this policy.

5. PRINCIPLES Council will manage access to public land and assess the suitability of the proposed commercial activities, giving primary consideration to: 5.1 Equity To ensure equity for all members of the public in the access of public land. 5.2 Protection To balance commercial fitness operation activities with the access rights of all community members. To protect built and natural physical assets from damage or misuse. 5.3 Respect To ensure activities are carried out in a safe, ethical and respectful manner. 5.4 Consistency To ensure there is a consistent approach to the management of commercial fitness operators.


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6. DEFINITIONS

Commercial Fitness Operators

Providers of outdoor fitness activities for financial gain. This excludes not for profit organisations undertaking fitness operations.

Parks and gardens Public land where passive and play activities occur and for the purpose of this policy under 20 is permitted; at some locations this may be lower.

Permit Approval of commercial fitness operations in a City’s park, garden or sporting reserve including a presentable permit supplied to each operator

Public Land Public space that is owned and/or managed by Council

The City City of Greater Bendigo

Seasonal Agreement

Agreements between the City and not for profit sporting clubs and organisations which commence 1 October and 1 April annually

Sporting reserves Public spaces where sporting training and competitions are held and for the purpose of this policy over 20 participants per class are permitted.

Terms and conditions of occupancy

Listed terms and conditions which must be agreed to as part of the permit process and adhered to for ongoing compliance.

7. POLICY Qualifications and Insurance To be eligible to gain a commercial fitness operators permit with the City, fitness operators must as a minimum provide the City with copies of the following documentation valid for the duration of the permit:

Certificate IV in Fitness*

National Fitness Industry registration

Level 2 First Aid

Current CPR

Certificate of currency/insurance with $10 million in Public Liability ($20 million preferred) and $5 million Professional Indemnity.

An ABN

Acknowledgement and agreeance to the conditions of use of the City’s parks, gardens and sporting reserves.

*activities such as yoga, Pilates etc. may not require Certificate IV in Fitness. Locations The City welcomes applications to operate at a number parks, gardens and sporting reserves. Please visit the City website for a list of available locations.


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Exclusion zones No commercial fitness operator activity is permitted in or on the following areas:

Playgrounds

Trees, garden beds and vegetation

Picnic and barbecue facilities

Park furniture, buildings and structures

Environmentally sensitive areas

Socially, historically or culturally sensitive areas, including memorials, shrines and public art works

Stairways within open spaces and footpaths may be transited but not used for training activity

Any areas that may be temporarily closed by the City

Any other areas that may be nominated by the City at any time Permissible activities

Gym sessions (with or without hand weights, fitballs, skipping ropes etc.)

Boxing and pad training

Organised aerobic activity and running groups

Circuit training

A combination of any of the above

Other activities as determined by the responsible Council officer Excluded activities

Aggressive or intimidating activities including combat/fighting training

Amplified music or use of amplified audio (voice) equipment

The offering for sale of clothing, merchandise, equipment, refreshments, goods, services or products

Use of equipment damaging to surfaces, infrastructure or trees such as tyres, sleds, ropes etc.

No pegs/stakes to be used at anytime

Other activities as determined by the responsible Council officer Group sizes Maximum number of participants per session at parks and gardens is 20; at some locations this may be lower. There is less restriction to the number of participants per session on sporting reserves. Participation numbers will be determined at the time of booking and will be dependent on ground conditions, existing bookings and shared spaces etc.


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Permit Process Applications Applications will be taken on an annual basis, in line with the City’s summer seasonal agreement process. This process will commence in September annually for October implementation. Applications are to be submitted online following commercial fitness operators making themselves familiar and agreeing to the terms and conditions of occupancy prior to any formal application being made to the City of Greater Bendigo. Permits are valid for a period of 12 months commencing 1 October annually. This timeline is in line with sporting club seasonal applications for summer use and will ensure a coordinated approach to use of sporting reserves by commercial fitness operators in line with increased fitness operations during this period of the year. Applications will be assessed on the following:

Availability of reserve/sporting ground

Other activities/events being held in the area

Nature of activities to be undertaken and the potential impact that activity may have on neighbouring residents (e.g. Boot Camps)

Facility preservation

Past connection of applicant to the area requested

Previous compliance/behaviour/relationships with other users Fees An annual permit fee will be enforced and reviewed in accordance with the City’s adopted fees and charges annually and will be made payable upon acceptance of the permit application. This fee is for the use of the City’s parks, gardens and sporting reserves. Further fees related to enforcement under Local Law Number 5 will be adopted at the time of the local law review. In addition to the commercial fitness operator permit fee, any operators utilising an A-frame for advertising purposes will also be required to pay associated fees. The City’s payment terms will be 7 days prior to the commercial fitness operators booking or 30 days from the date of invoice. 8. REFERENCES Strategies:

Open Space Strategy 2005

Walking and Cycling Strategy 2006

Greater Bendigo Public Health and Wellbeing Plan 2013

Integrated Transport and Land Use Strategy 2015


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REFERENCE DOCUMENTS Permit Application

Commercial fitness operators booking application (online)

Commercial Fitness operators terms and conditions of occupancy

Commercial Fitness training location guide

Commercial Fitness operators facts sheet


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TERMS AND CONDITIONS OF OCCUPANCY – COMMERCIAL USE

The following activities and areas are strictly not permitted:

Aggressive or intimidating behaviour and or activities such as combat / fighting training. Use of playgrounds, park furniture, footpaths and stairways (unless transiting), buildings and or

structures Use of garden beds, vegetation and areas that may be temporarily closed by the City. Vehicle access into the reserve or reserving of parking bays. Sub-letting of your booked area Environmentally, Socially, Historically or Culturally sensitive areas such as memorials, shrines and

public artwork. The City reserves the right to suspend or revoke your permit if found to be in breach of any of the above.

1. Use of the reserve is restricted to areas of the parks, gardens or sporting reserves as advised on the permit provided. Parks, gardens and sporting reserves not specified on the permit are not to be used at any time. Instructors are to rotate within the area of use on a regular basis.

2. Commercial fitness operations may only commence after 6am daily unless otherwise specified.

3. The commercial fitness operator agrees to indemnify and keep indemnified, and to hold harmless the Council, its servants and agents and each of them for and against all actions, costs, claims, charges, expenses and damages whatsoever which may be brought or made or claimed against it by any of them arising out of or in any way related to the granting of this permit and/or use of the park, garden or sporting reserve.

4. Instructors must ensure that they have their current permit on them at all times and be readily able to present it to a City Officer if requested.

5. The permit does not provide exclusive use of the nominated area and training must not interfere with any City approved or booked activity including but not limited to; weddings, birthday parties, functions, special events, sport or sporting activities that is being carried out on any City owned or managed public land.

6. Maintenance work undertaken at the park, garden or sporting reserve by Council takes priority and

should a maintenance crew arrive during allocated hours, operators are required to relocate within the park, garden or sporting reserve if requested. The City reserves the right to temporarily suspend or cancel a permit to ensure public safety during major construction projects.

7. Council may restrict use of parks, gardens or sporting reserves at short notice due to inclement weather conditions, ground maintenance or other matters that may compromise safety or increase risk of damage to the reserve.

8. The instructor should carry out an assessment of the area to be used and ensure they are satisfied it is safe to perform set activities. The operator must report to Council, without undue delay, the hazard of any other hazardous matters observed during training that may require attention.

9. Operators are responsible for following all occupational health and safety guidelines including sun

smart and lighting policies. Sports ground / reserve floodlights will not be provided by Council.

10. The operator is responsible for ensuring the reserve is left clean and tidy at the end of each session. If the reserve is not left in an adequate state, the reserve will be cleaned buy a Council contractor at the cost of the operator.


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11. Amplified music or use of amplified audio (voice) equipment is prohibited. It is the responsibility of the permit holder to adhere to the EPA noise guidelines and to be respectful of surrounding residential areas and other users of the facility when carrying out your training.

12. It is the responsibility of the permit holder to ensure that all supporting documents are kept up-to-date, and a copy provided to City of Greater Bendigo when renewed or changed.

13. No signs are to be displayed unless a City of Greater Bendigo Advertising Sign Local Law Permit

has been granted. The selling of merchandise and products is prohibited.

14. If filming in any Council spaces (feature film, television, music video, student film or still photography), a separate permit must be obtained from Council.

These Terms and Conditions of Occupancy have been set to assist the preservation and community enjoyment of the Recreation Reserves within the City of Greater Bendigo; if you have any queries at all in relation to these Terms and Conditions of Occupancy, please call the City of Greater Bendigo on (03) 5434 6169.

Strengthening the Economy - Reports Ordinary Meeting - 16 August 2017

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4. STRENGTHENING THE ECONOMY

Nil.

Environmental Sustainability - Reports Ordinary Meeting - 16 August 2017

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5. ENVIRONMENTAL SUSTAINABILITY

5.1 URBAN TREE MANAGEMENT POLICY


Author Tania MacLeod, Project Officer - Arboriculture Responsible Craig Lloyd, Director Presentation and Assets Director

Purpose

The purpose of this report is to seek Council endorsement of the draft Urban Tree Management Policy (the Policy) (refer to Attachment 1).

Summary

The Policy provides a rationale and framework for an equitable, transparent and consistent approach to the management of urban trees by the City of Greater Bendigo. This Policy aims to: 1. To support and enhance the City of Greater Bendigo’s reputation of being ‘a City in a

Forest’.

2. To document and standardise processes and procedures to ensure consistency in tree management decisions made by the City of Greater Bendigo.

3. To value the contribution urban trees make to the liveability and character of Greater Bendigo.

4. To protect existing trees from construction and development activities.

5. To define the circumstances under which public trees may be removed.


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RECOMMENDATION

That Greater Bendigo City Council: 1. Endorse the draft Urban Tree Management Policy.

2. Commit to the Policy Implementation Action Plan to ensure Policy compliance across the organisation.

3. Adopt the Bendigo Amenity Tree Valuation Methodology.

4. Endorse creation of another class of asset to enable asset protection bonds to be held for City trees.

5. Resolve to establish a reserve to directly link revenue generated from tree removal to tree replacement.

MOTION Moved Cr Alden, Seconded Cr Metcalf. That Greater Bendigo City Council: 1. Endorse the draft Urban Tree Management Policy.

2. Commit to the Policy Implementation Action Plan to ensure Policy compliance across the organisation.

3. Adopt the Bendigo Amenity Tree Valuation Methodology.

4. Endorse creation of another class of asset to enable asset protection bonds to be held for City trees.

5. Resolve to establish a reserve to directly link revenue generated from tree removal to tree replacement.

6. Resolve to consider the impacts of tree selection and management on the health and

wellbeing of our community on the development of the Urban Tree Strategy.

CARRIED ~~~~~~~~~~~~~~~~~~~~~~~~~

Policy Context

Bendigo is often referred to as ‘the City in the Forest’. The protection of existing trees and enhancement of Bendigo’s urban tree population (urban forest) is pivotal to the City living up to this title and realising its vison to create ‘the world’s most liveable community’.


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The innumerable environmental, economic and social benefits provided by the urban forest contribute to a liveable city which supports human health and wellbeing whilst enhancing the character of our urban areas and townships. As urban development increases and vegetation on private land diminishes, the provision and protection of trees in the public realm will become increasingly important. This Policy, in conjunction with an Urban Tree Strategy (to be developed), will guide and support the strategic vision for Greater Bendigo’s urban forest. Community Plan Reference: City of Greater Bendigo Community Plan 2017-2021:



Objective 4.4 Keep Greater Bendigo attractive with good quality public facilities and places.

Increase urban shade and provide protection for significant and heritage trees through development and implementation of a Greater Bendigo Tree Strategy.


Develop and adopt best-practice management principles.

Goal 5 Environmental sustainability


Objective 5.2 Demonstrate leadership in sustaining the rich biological diversity of the Greater Bendigo region that sustains healthy ecosystems.

Goal 6 Embracing our culture and heritage

Recognise and celebrate our unique history and diverse culture.

Objective 6.2 Build pride in and shared responsibility for our public spaces.

Protect and advocate to retain the landscapes we value.


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Strategy Reference: Environment Strategy 2016-2021

Council will:

Minimise the impact of development on natural areas

Investigate ways to protect valuable trees on private and public property

Support the implementation of Council’s Urban Forest Plan

Calculate the dollar value of Greater Bendigo’s urban trees

Develop an urban forest strategy identifying key urban forest performance targets and incorporating the goals of Connecting Greater Bendigo with well-designed and welcoming public spaces

Identify priority areas for tree and vegetation planting including areas of socio-economic disadvantage, high pedestrian activity and wildlife corridors


There are no formal guidelines or policies in place to govern the day-to-decision making in regard to tree management across the municipality. This leaves the City’s tree population vulnerable and leads to inconsistencies in decision making. The lack of any formal tree policy has previously been highlighted in both the findings of a Coronial inquest into the death resulting from limb fall at Rosalind Park and a recent internal audit undertaken by Crowe Horwath. This draft policy incorporates the recommendations of the Coronial Inquest into the death of Patiya May Schreiber, 10 September 2015 and the Tree Management Audit, March 2017 which recommends the ‘finalisation and adoption of an overarching policy to govern the Tree Management Process’.

Report

The Urban Tree Management Policy applies to all urban and township trees owned or managed by the City of Greater Bendigo (City trees). The Policy is divided into eight key areas; 1. Tree Protection

The Policy introduces the Australian Standard for the protection of trees on development sites as a means of protecting City trees in the City of Greater Bendigo. 2. Tree Removal

This policy clearly defines the criteria under which City trees can and cannot be removed.


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3. Tree Valuation

This Policy introduces a monetary value on City trees to quantify the contribution trees make to the liveability and character of Greater Bendigo and as a tool for rational decision making. It proposes that the fees applied for the removal of City trees for works and development should consist of an amenity value plus the removal and reinstatement costs incurred by the City. Currently only the cost of a replacement tree is charged. On occasions, an amenity value has also been charged however the valuation method used and the circumstances under which it has been applied has been inconsistent. A review of available amenity tree valuation methods has been undertaken. The City of Melbourne Tree Amenity Value Formula, adapted from the Maurer-Hoffman method and widely adopted by other local governments in south-eastern Australia, produced the most consistent values and minimised subjectivity between arborists. Concern was raised during internal consultation over the large values that this formula produced and the potential impacts on investment and development within the municipality. The formula has since been modified fit for application in the City Greater Bendigo (Attachment 2). 4. Tree Asset Management

This section outlines the City’s policy in regard to arboricultural operations including tree inspections, data collection, pruning and electrical line clearance. This section incorporates the recommendations of the internal audit and Coronial Inquest and is aligned with industry best practice arboricultural operations. This section also introduces a program for managing large, old, noteworthy trees requiring a greater level of inspection and maintenance than that afforded in the City’s proactive tree management program to prolong their natural life and contribution to the landscape.

5. Tree Planting

This Policy introduces the Australian Standard for the procurement of landscape trees as well as industry best practice tree planting procedures for all staff, contractors and developers involved in establishing City trees, giving new trees the best chance of fulfilling their long-term intended function and avoiding costly interventions at a later date. It should be noted that the yet to be developed Urban Tree Strategy will address the broader vision for Bendigo’s urban forest including planting principles, canopy cover targets, neighbourhood character and appropriate species selection.

6. Tree Roots and Infrastructure

The City’s approach to dealing with tree root and infrastructure issues is addressed in this section.

7. Fauna

This policy aims to retain important habit for native wildlife through arboricultural operations. It also details Council’s policy in regards to requests for tree removal as a result of termite infestation.


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8. Community Engagement

This Policy defines when, how and who is consulted during tree management activities undertaken by the City. Priority/Importance: The Crowe Horwath audit states that the lack of any overarching tree management policy ‘requires prompt and substantial management intervention’. Options/Alternatives: In the absence of any overarching tree management policy, decisions concerning tree management are left to the discretion of individual officers and open to subjectivity and inconsistency. The lack of any formal policy in regard to tree protection leaves the urban forest vulnerable to the increasing pressures of urban development. A review of available amenity tree valuation methods has been undertaken. Whilst it is recommended that the City of Melbourne method adapted for use in Greater Bendigo is adopted there are other methodologies including:

1. The Burnley Method based on the cost of the volume of the tree from nursery stock. This method generally produced higher values than other methods, was time consuming and difficult to undertake and there were large variations in the costs per volume of nursery stock.

2. The Cost Method is based on cost of works to replace what existed including consultants, community engagement, consultants and planting. Although this is a transparent process it does not account for other values such as public amenity.

3. The Thyer Method is a significance index based on size, age, physical assessment and social benefit of the tree. The inputs are highly subjective leading to significant variation between arborists.

4. iTree Eco is a peer reviewed software from the USDA Forest Service that enables urban forest analysis of pollution removal, carbon sequestration and energy saving benefits. Whilst this method has been adapted for Australian conditions and is increasingly being used by urban forest managers, its application for calculating the amenity value of individual City trees is limited.

Timelines: A Policy Implementation Action Plan has been proposed as part of the Policy (Appendix 1, page 21).


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Risk Analysis: The risk of not having a tree policy has been formally identified as ‘moderate’ in the findings of a recent internal audit undertaken by Crowe Horwath and ‘requires prompt and substantial management intervention’. By not having an urban tree management policy, the City is exposed to inconsistent decision making in regards to tree management, greater insurance premiums and a failure to act on audit and Coronial recommendations.


Internal Consultation: The implications of this policy have been widely discussed and consulted on with affected internal works units. Internal work areas that were consulted (prior to the restructure) include Parks and Natural Reserves, Engineering, Public Space Design, Works, Strategy, Statutory Planning, Events, Community Partnerships, People and Performance, Active and Healthy Communities, Finance and Risk. Appendix 3 is a summary of who was consulted, the issues raised and how these have been addressed in the Policy. External Consultation: A period of engagement with affected external stakeholders is proposed in the Policy Implementation Action Plan (Attachment 1, Page 21).


Budget Allocation in the Current Financial Year: Project Officer – Arboriculture. Currently employed on a full-time, 12-month contract which expires in November 2017. External Funding Sources: The introduction of an amenity value on City trees is expected to generate revenue as this cost will be passed to third parties removing City trees for development and works. Current Estimate or Tender Price: The majority of proposed actions outlined in the Policy Implementation Action Plan can be undertaken using existing budget and human resources within the Arboriculture Unit. The introduction of a veteran tree program can be funded out of the existing recurrent tree maintenance budget.


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Projected costs for future financial years:

An update of the City’s tree data inventory estimated at $350,000 (previous budget bid unsuccessful).

Extend contract for Project Officer – Arboriculture for a further 24-months to ensure Policy implementation and development of the associated Greater Bendigo Tree Strategy.

Any ongoing recurrent expenditure required:

Commit to recapture of tree asset data on a regular cycle.

The implementation of the Policy across the Statutory Planning, Engineering and Works areas of the organisation may result in an increased number of referral and inspections requests to the Arboriculture Unit.

Conclusion

The lack of a formal tree policy has been highlighted as a major gap in the City’s arboricultural operations leaving Bendigo’s urban forest vulnerable and leading to inconsistencies and ambiguity in decision making. This Policy incorporates previous recommendations as well as relevant Australian Standards and industry best practice to govern the management of City trees by the City of Greater Bendigo.

Attachments

1. Draft Urban Tree Management Policy

2. Bendigo Tree Amenity Value Formula

3. Summary of Internal Consultation


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Urban Tree Management Policy


Review Date: 2019

Author: Tania MacLeod- Project Officer, Arboriculture

Responsible Officer: Craig Lloyd, Director, Presentation and Assets


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Purpose This policy provides a rationale and framework for an equitable, transparent and consistent approach to the management of urban trees by the City of Greater Bendigo. Context Bendigo is often referred to as ‘the City in the Forest’. The protection of existing trees and enhancement of Bendigo’s urban forest is pivotal to the City living up to this title and realising its vison: ‘Greater Bendigo - creating the world’s most liveable community’. The innumerable environmental, economic and social benefits provided by the urban forest contribute to a liveable city which supports human health and wellbeing whilst enhancing the character of our urban areas and townships. As urban development increases and vegetation on private land diminishes, the provision and protection of trees in the public realm will become increasingly important. This policy, in conjunction with an Urban Forest Strategy (to be developed), will guide and support the strategic vision for Greater Bendigo’s urban forest. Scope This policy applies to all public trees that are on land owned or managed by the City of Greater Bendigo within Bendigo’s urban boundary, townships and along roadsides in speed limit zones of up to 80 kilometres per hour. This policy is applicable to all developers, builders, service providers, residents, civil contractors, event organisers and internal works units undertaking activities in proximity to City trees.


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Figure 1 The City of Greater Bendigo’s Urban Forest.

Trees excluded in this policy but may be covered by other policies and legislation include;

Trees on private property

Trees on rural roadsides

Roadsides managed by VicRoads

Public trees in National, State or Regional parks or on land managed by DEWLP or Parks Victoria

Bushland and natural reserves*

*Bushland (Natural) Reserves The City of Greater Bendigo is responsible for the management of an extensive network of natural reserves and sites of environmental significance which contain a diverse range of species of native flora and fauna, some of which are unique to the Bendigo region (Figure 2.). Natural reserves are areas of indigenous vegetation managed for their conservation, environmental, habitat, recreational and heritage values. These reserves are maintained to the service level agreement outlined in the Parks and Natural Reserves Service Delivery Plan which includes weed removal and revegetation regimes based on respective Ecological Vegetation Classes.


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Figure 2 City of Greater Bendigo’s Bushland Reserves within the Urban Growth Boundary

Policy Objectives

1. To support and enhance the City of Greater Bendigo’s reputation of being ‘a City in a Forest’.

2. To document and standardise processes and procedures to ensure consistency in tree management decisions made by the City of Greater Bendigo.

3. To value the contribution of urban trees to the liveability and character of Greater Bendigo.

4. To protect existing trees from construction and development activities. 5. To define the circumstances under which public trees may be removed.

Policy Statement Most trees will take many years, if not decades, to establish but are frequently compromised or irreversibly damaged by activities that do not adequately consider the requirements a tree needs to survive and grow. Decisions concerning tree management must be considered over the long-term and should not benefit one particular outcome at the expense of the multiple benefits provided by that tree into the future. In recognition of the contribution trees make towards a liveable city, the retention of existing trees in the landscape will be given priority in every instance. As trees are living organisms there will be some degree of leaf and other plant litter as these are shed as part of their natural life cycle. It is not unreasonable to expect residents to undertake home maintenance activities as part of having trees in the urban environment.


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Strategic Direction The Urban Tree Management Policy is divided into eight key areas;

1. Tree Protection 2. Tree Removal 3. Tree Valuation 4. Tree Asset Management 5. Tree Planting 6. Tree Roots and Infrastructure 7. Fauna 8. Community Engagement

1. Tree Protection Trees are dynamic living organisms that require specific environmental conditions in order to maintain life, health and value as an asset. Trees consist of crowns, stems and roots and damage sustained to one part will compromise the function of the tree as a whole. If trees are to be adequately retained and protected, these requirements must be considered and met during all stages of development. Trees will be protected from construction works and other activities that threaten their health and stability. All construction, works, events and development activities in proximity to City trees and trees shown on endorsed plans to be retained must abide by the following requirements:

1. Removal of trees will not occur unless approved by the City consistent with the removal criteria within this policy.

2. Trees may not be pruned in any form and branches or roots may not be removed unless authorised by a City arborist. Any pruning undertaken on City trees must conform to AS 4373 Pruning of amenity trees and only be undertaken by sufficiently certified and insured personnel.

3. All City trees will be protected from construction and works activities in accordance with Australian Standard AS 4970- Protection of trees on development sites.

4. A Tree Protection Zone (TPZ) shall be established for the duration of any works in proximity to a City tree.

5. TPZs will be calculated in accordance with the methodology outlined in Australian Standard AS 4970- Protection of trees on development sites.

6. All City trees to be retained and protected plus the corresponding TPZ must be clearly identified on all submitted landscape plans.

7. Care will be taken at all times to ensure no damage is sustained to tree stems, crowns and roots.

1.1. Tree Protection Zones 1. A Tree Protection Zone (TPZ) shall be established for the duration of any works in

proximity to a City tree or tree shown on an endorsed plan to be retained. 2. The TPZ for individual trees is determined by multiplying the DBH, measured at

1.4m above ground level, by 12. The TPZ distance is measured as a radius from the centre of the stem at ground level.

3. A TPZ will be no less than 2 meters or greater than 15 meters (except where crown protection is required).

4. The TPZ for palms, cycads and other large monocots will be no less than 1m outside of the crown projection.

5. The TPZ will be a restricted area delineated by sturdy fencing, as specified in AS 4970, which will isolate the tree from disturbance so that it remains viable. The


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TPZ will be established prior to the commencement of any works and signed off by a City arborist.

6. The following are not permitted within the TPZ without written permission from a City arborist;

a. Machine excavation including trenching; b. Stockpiling of building materials, debris or soil; c. Vehicular traffic except on existing paved surfaces; d. Parking of vehicles and plant except on existing paved surfaces; e. Preparation of chemicals, including preparation of cement products; f. Refuelling; g. Wash down and cleaning of equipment; h. Placement of fill; i. Alteration of soil levels or structure; j. Temporary or permanent installation of utilities and signs; k. Severing of roots greater than 30mm; l. Installation of service pits or hatches; m. Permanent or temporary vehicular crossings; n. Physical damage to the tree.

1.2. Excavation within a TPZ

1. Boring is the preferred method of below-ground service installation within a TPZ. 2. Entry and exit pits for boring activities must be situated outside of TPZs. 3. Directional boring must occur at a minimum depth of 1 meter below ground

surface. 4. Where boring is not possible, excavation shall be by hand or by a non-destructive

method such as hydro-excavation at low pressure with consent from a City arborist.

1.3. Root pruning Roots are responsible for the uptake of water and nutrients and for anchoring and supporting the tree in the ground. Root pruning is generally discouraged as the long-term impacts are not always predictable.

1. Any root pruning must be authorised by a City arborist. 2. Where root pruning is unavoidable, all cuts will be clean cut by hand using

sharp tools such as secateurs, pruners, handsaws or specialised equipment. 3. Under no circumstances will roots be ripped or pulled by machinery.

1.4. Events The City’s parks and public open spaces provide the perfect venue and backdrop to a diverse array of community events and activities. Trees provide valuable amenity and much needed shade, especially over the warmer months, however can sustain damage from activities that occur around them. Common ways that trees can be injured during events include;

Compaction of the soil profile in which the space between soil particles is reduced, limiting the amount of air and water available to tree roots. If occupation beneath trees is frequent enough to damage the lawn, then it is likely that tree roots are also being damaged. Compaction is especially problematic on silty soils or during wet weather. If occupancy of vehicles or other equipment beneath trees cannot be avoided, there are many products available that will distribute loads and therefore reduce the amount of soil compaction sustained.


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Mechanical damage and injury to trees from vehicles, conflicts with equipment, unauthorised pruning and from tethering or fixing equipment and objects to trees.

Less common is the spill of chemicals or liquids into the soil or the scorching of tree canopies due to the proximity of outdoor heaters and exhausts.

In addition to the tree protection criteria listed in 1.1. the following must be applied to all events and activities held in proximity to City trees;

1. There should be no vehicular movement or placement of sheds/large infrastructure beneath the drip-line of a public tree except where ground-protection, such as track mats or similar, has been implemented.

2. Equipment, decorations and signage must not be tied to, tethered to, nailed to, suspended from or placed within tree crowns, branches or stems.

3. Care will be taken at all times to avoid damage to tree crowns, branches and stems.

4. Trees must not be pruned in any form to facilitate access or activities unless permission from a City arborist has been sought prior to the event.

5. Outdoor heaters and exhausts must be placed no less than 2 meters from any part of a tree.

6. Refuelling, cleaning of equipment and emptying of liquid waste may not occur under the dripline of any City tree.

1.5. Tree Protection Management Plans In instances where works or activities cannot be undertaken within the parameters outlined in the abovementioned tree protection requirements, a Tree Protection Management Plan (TPMP) will be required to be prepared and implemented prior to the commencement of the project.

1. The Tree Protection Management Plan (TPMP) must be prepared by a qualified arborist in accordance with Australian Standard AS 4970- Protection of trees on development sites.

2. The TPMP will assess the impacts of activities on public trees, recommend mitigation efforts to minimise identified impacts and identify methodologies to guide works and activities through all stages of a project.

3. The TPMP will include an arboricultural assessment of each tree including photos of the tree’s current condition.

4. A project arborist may be required to oversee all works near City trees for the duration of works.

5. The TPMP must be endorsed by a City arborist prior to commencement of the works.

6. A single TPMP will be required for each project, development or event and cover all phases of demolition, construction and post-construction activity. The Principal Contractor will be responsible for the implementation of the TPMP by all contractors and personnel onsite.

2. Tree Removal Trees, like all living things grow, age and eventually die. The City will manage and monitor all public trees throughout their lifecycle and remove and replace them as appropriate. Whilst tree removal is a last resort management option, public safety always takes priority.


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City trees may not be removed unless approved by a City arborist in accordance with the tree removal criteria stipulated in 2.1.

1. All trees that are removed will be replaced as close as practically possible to the tree being removed to ensure that there is no net loss of trees from the immediate area.

2. Waste and debris generated from tree maintenance activities will be disposed of as per the City’s Procurement Policy. Waste, including mulch and firewood, will not be offered to residents or businesses.

2.1. Tree removal criteria 1. Tree removal will not be considered in the following instances; a. If the tree is considered healthy and structurally sound. b. If there is a safe and practical means for tree retention. c. For solar access. d. For unjustified property or infrastructure damage claims. e. To reduce leaf, fruit and litter debris. f. For causing minor allergenic and irritant responses. g. To minimise obstructions of advertising signage and desired views. h. For awnings, verandas and other projections over public open space. i. To reduce the impact from any bird/bat/other animal waste or noise. j. For superficial bush fire risk. k. If the tree/s provides an important biodiversity function such as recognised high

conservation road reserves. l. For personal aesthetic preference. m. Trees listed as a ‘significant tree’ on either the City of Greater Bendigo or National

Trust registers.

2. The removal of City trees may be considered under the following instances;

a. All hazardous trees will be removed as soon as reasonably practicable. b. Trees that are unviable, have a high probability of failure, or are structurally

unsound. c. Any tree deemed dead, dying or in severe decline by a City arborist. d. In the case of works and development, only once all practical design solutions to

retain the tree have been exhausted. e. A tree that has a defect requiring action that cannot be rectified without removal of

the tree. f. For pest, disease and biosecurity reasons that cannot be managed with the tree in

situ. g. The tree is a weed species for a particular location as listed in Appendix 1 of this

document. h. Trees proven to be causing damage to private infrastructure or services where all

interventions to retain the tree have been exhausted. i. Trees that are recognised as inducing severe allergenic or toxic responses. j. As part of a project, whole street upgrade or capital works program which will result

in a net increase in or improvement to green space that could not be achieved with the tree/s in situ.

k. Trees that do not meet specific objectives of the City’s Urban Forest Strategy (to be developed), a masterplan or a management plan for a location in which they are located.


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l. Non-indigenous trees within natural or bushland reserves that are considered weedy or incompatible with the conservation values of that reserve.

m. Trees listed as a ‘significant tree’ on either the City of Greater Bendigo or National Trust registers may only be removed following a Council resolution to do so.

In every instance, the on-going health and retention of the tree in the landscape will be given priority.

3. Tree Valuation When the removal of a public tree is deemed necessary for construction, development or works, all costs associated with its removal and replacement must be paid by the property owner, utility or developer prior to removal. 3.1. Tree Removal Costs The costs associated with the removal of a public tree include:

A. Tree Amenity Value Calculated in accordance with the revised Maurer-Hoffman method adapted for Greater Bendigo.

B. Removal Costs Costs associated with the removal of the tree including stumps, disposal of debris and any community engagement.

C. Tree Replacement Costs

Costs associated with the suitable replacement of the tree being removed. The level of reinstatement required will be determined by the City and include a 24-month maintenance period. Opportunities to improve soil conditions and increased water capture will be explored.

A Tree amenity value (A.) will not be charged in the following instances;

a. Trees that are dead (except in cases of intentional vandalism or poisoning). b. Trees with a ULE of less than five years. c. Where the tree is a declared weed species for a particular location. d. Trees that have been assessed by a qualified arborist that pose a medium, high or

very high level of residual risk in accordance with the City’s risk management framework (Based on Australian Standard for Risk Management ISO 31000:2009).

e. Trees proven to be causing damage to private infrastructure or services where all interventions to retain the tree have been exhausted.

f. Trees proven to be causing damage to private infrastructure or services where all interventions to retain the tree have been exhausted.

3.2. Bonds The City of Greater Bendigo will impose bonds on developers and event organisers where necessary to ensure the adequate protection of all trees to be retained. The bond or bank guarantee amount will be the combined amenity, removal and replacement value determined in accordance with this policy. The bond or bank guarantee will be held for the duration of the works, subject to an approved Tree Protection Management Plan.

4. Tree Management


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The City will ensure that its high standard maintenance regime is continued and strengthened and that it provides adequate resources for ongoing urban tree management. The City will regularly update tree maintenance standards and procedures to ensure they reflect legislative requirements and industry best practice. 4.1. Tree Data The City of Greater Bendigo has a computer based inventory of all trees for which it is responsible. The City’s tree management program is linked to this inventory which allows for the details of all tree works and inspections to be recorded, providing evidence that the City satisfactorily maintains its urban tree population. To maintain the integrity and content of the asset inventory and works program; 1. All trees considered to be tree assets are to be electronically recorded as such which

identifies the species of the tree, its location, age, ULE, size and condition. 2. The City’s tree inventory is to be updated every five years to ensure that the content

is current and relevant. 3. All tree inspections are to be conducted in accordance with section 4.6. of this policy

and must be recorded electronically in the City’s asset management system. 4. All City staff and contractors are to electronically record works for every tree asset as

they occur. 5. City staff and contractors will update electronic information as required including

adding trees planted by a third party and recording trees that have been removed. 4.2. Tree Pruning The City of Greater Bendigo undertakes pruning of street and park trees as part of its proactive, reactive and electrical line clearance programs.

1. All tree pruning on City trees will be in accordance with AS 4373 Pruning of amenity trees.

2. All tree pruning on City trees outside of the Proactive Tree Management contract must be approved by a City arborist.

3. No more than 30 per cent of the total tree crown will be removed at any one time. 4. The City will not allow pruning of trees under the following circumstances;

a. For solar access. b. To reduce leaf, fruit and litter debris. c. For causing minor allergenic and irritant responses. d. To minimise obstructions of advertising signage and desired views. e. For awnings, verandas and other projections over public open space. f. To reduce the impact from any bird / bat / other animal waste or noise. g. For personal aesthetic preference.

4.3. Proactive maintenance The City’s Proactive Tree Management Program aims to provide the necessary maintenance of tree assets as described by this policy. Activities covered in the scope of works for the Proactive Tree Management Program are included in Appendix 2. Each tree asset should be inspected and serviced regularly by qualified Arborists according to the prescribed rotation period for each particular zone.

1. Trees in Bendigo’s CBD, major parks and nominated childcare centres, recreation facilities and City managed properties will be inspected and works programmed accordingly on an annual basis. A list of nominated facilities is included in Appendix 3.

2. All City trees within Bendigo’s urban declared area will be inspected and works programmed both;

a. biennially as part of the Electrical Line Clearance Management Plan, and


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b. at least once every four years as part of the Proactive Tree Management program.

3. All rural maintenance zones will be inspected and works programmed no less than once every five years.

4. The visit to every tree, regardless of it requiring works or not, is to be electronically recorded in the City’s asset management system.

4.4. Veteran Trees The City of Greater Bendigo manages many noteworthy trees, many of which are captured on the City’s Significant Tree Register and/or the National Trust’s Register of Significant Trees. Several of these trees are over-mature and nearing the end of their natural life. In recognition of the contribution that these trees make to Bendigo’s cultural and environmental heritage, The City will afford these trees extra attention to manage their mortality and prolong their presence in the landscape for as long as practical. The City will;

1. Identify trees worthy of being on the Veteran Tree List. 2. Develop a Veteran Tree Management program in which all nominated trees are

inspected annually and works programmed accordingly. Management of these trees may involve;

a. A greater level of tree inspection than typical of The City’s Proactive Tree Management program.

b. Intervention techniques such as; i. Mulching ii. Soil aeration iii. Irrigation and fertilisation iv. Increased frequency of inspection v. Bracing or cabling of weak branches and stems vi. Landscape design interventions to remove possible targets and

create a more favourable growing environment 3. Plan for the eventual removal and succession of Veteran Trees including the

collection and propagation of appropriate genetic plant material. 4.5. Electrical Line Clearance The City of Greater Bendigo is required to maintain vegetation clearance from above ground electrical conductors within the ‘Bendigo Declared Area’ under the Electrical Safety Act 1998 and most recent Electricity Safety (Electric Line Clearance) Regulations. 1. To achieve compliance with the Electricity Safety Act 1998 and the Electricity Safety

(Electric Line Clearance) Regulations 2015 the City will prepare and submit to Energy Safe Victoria an annual Electrical Line Clearance Management Plan prior to March 31.

2. A copy of this Plan will be available on The City’s website and for inspection at the City of Greater Bendigo offices.

3. The Electrical Line Clearance Management Plan details the requirements that all staff and Contractors must abide by when undertaking line clearance activities within the City’s declared area.

4. The City will aim to maintain public safety at all times in relation to fire risk, human injury and continuity of supply resulting from the contact between power lines and vegetation.

5. The City will seek to protect of areas of important local and significant vegetation throughout the City’s Declared Area. This protection includes, but is not limited to, sites containing botanically, historically or culturally important vegetation, or vegetation of outstanding aesthetic or ecological significance, and/or the habitat of rare or endangered species.


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6. Wherever possible, all pruning for electrical line clearance within the urban declared area will adhere to AS 4373 Pruning of amenity trees.

7. Wherever possible, pruning techniques will be applied that consider the visual amenity and ongoing health and longevity of the tree. Unnecessary wounding is to be avoided at all times.

4.6. Reactive works and requests for maintenance Frequently, tree maintenance activities are required outside of the Proactive Tree Management cycle such as after severe weather events, as a result of a change in tree condition or in response to customer requests. The City also has specific responsibilities under the Emergency Management Act 1986 in response to and recovery from emergencies such as storms, fires and floods within the City of Greater Bendigo.

1. If tree works are required to be carried out in an emergency situation, the employee on duty or representative on site will be entitled to exercise discretion about what works are carried out in the prevailing conditions.

2. The City of Greater Bendigo will assess customer requests regarding urban trees in line within the parameters of this policy.

3. All customer service requests will be responded to in a timely manner in accordance with The City of Greater Bendigo’s Customer Service Charter and Section 8 of this policy.

4.7. Tree Inspections There are many types of tree inspections that are required as part of the management of the urban forest. The type of inspection required and the qualifications and experience of the personnel undertaking the inspection will vary. Types of inspections may include tree risk assessments, tree planting requests, customer service requests, tree health assessments, and routine inspections as part of a maintenance cycle. All inspections of City trees undertaken by City staff and contractors;

1. Must be carried out in accordance with the City’s most recent Tree Inspection Work Instruction and agreed approaches to risk assessment.

2. Must be undertaken by a suitably qualified arborist. 3. Are to be recorded electronically in the City’s asset management system. 4. Any tree defects are to be electronically linked to the tree asset with a timeframe

for action depending on the severity of the defect. 4.8. Pests and Disease

1. The City of Greater Bendigo will monitor and treat pest and disease incursions that threaten urban trees as appropriate and as resources permit.

The Victorian state government is responsible for matters of biosecurity including minimising the impacts associated with the entry, establishment and spread of invasive plants, pests and diseases.

5. Tree Planting Investment in quality tree stock and industry best-practice planting techniques is essential for giving a tree the best chance of fulfilling its long-term intended function. A combination of planning, site preparation, quality stock selection and on-going maintenance is essential for successful tree establishment and for avoiding costly interventions at a later date. The planting of all new City trees must abide by the following requirements;

1. Tree planting activities will be guided by the Urban Forest Strategy (to be developed), park master plans, community structure plans, neighbourhood character plans and other Council endorsed strategic plans.

2. In order to maximise the environmental benefits that trees provide, large, canopy trees will be planted wherever conditions allow.


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3. The City of Greater Bendigo will continue to seek new tree planting opportunities in appropriate locations to maximise tree canopy cover and deliver associated environmental, social and economic benefits.

4. The City of Greater Bendigo will plant the most appropriate tree species for a given location based on site suitability, aesthetic, functional and environmental attributes and the potential to contribute to the predominant or preferred landscape character.

5. The City’s tree planting program runs annually from May to September. New trees must not be planted outside of this period unless otherwise agreed with the Arboriculture Unit with an endorsed written tree establishment and management plan.

6. All tree planting must be carried out in accordance with City of Greater Bendigo’s most recent standard planting detail.

7. All new tree plantings will have a maintenance period of 24 months post planting to aid establishment.

8. All tree stock must meet AS 2303 Tree stock for landscape use. This standard addresses both the above- and below- ground characteristics necessary in determining quality tree stock. In line with this standard, all stock will be free of faults that would be likely to cause the tree to fail at some stage in the future or that would require a greater input of resources to establish. Trees should be healthy, free of pests and disease, structurally sound, have well developed roots, a uniform habit, appropriate taper and calliper and a good balance between the canopy and rootball.

9. Residents are not permitted to plant trees on City managed land without permission by the Parks and Open Space Unit and a works within road reserve permit. Trees that do not meet the objectives of this policy and the Urban Forest Strategy (to be developed) may be removed.

10. The City will not plant tree species that are declared noxious weeds in the North Central region under the Catchment and Land Protections Act 1994 (Appendix 1).

11. The City will not plant tree species that are environmental weeds in the North Central region. These weeds are not classified under the Catchment and Land Protection Act 1994, but are recognised as a serious threat to agriculture and the environment (Appendix 1).

12. The City will not plant tree species that are on the National Environmental Alert Processes List under the Flora and Fauna Guarantee Act 1988 (Appendix 1).

13. Street tree planting will provide minimum interference with existing above and below-ground services and infrastructure.

14. The City will take preventative measures to minimise future conflicts between tree roots and infrastructure. Such preventative measures may include;

a. Pursuing the relocation of infrastructure and utilities away from trees. b. The adoption of technologies such as WSUD, structural soils, contiguous

tree root trenches. c. Coordinating capital works, streetscape and street tree renewal cycles

wherever possible. d. Considered tree species selection and placement.


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Trees are an integral part of the urban fabric and an understanding of tree root behaviour in urban areas is essential for minimising conflicts between trees and other infrastructure. Trees have horizontal root structures that are typically found within the top meter of the soil profile. Contrary to popular opinion, tree roots do not actively ‘seek’ water, but are opportunistic and will proliferate where below-ground conditions of water, oxygen, nutrients and temperature are favourable. Frequently, construction techniques employed for the installation of civil infrastructure and services can in fact create favourable conditions for tree root growth such as gravel footings and gaps between joins of kerbs and pavers. Condensation on the lower surface of pavers due to variations in cooling can also provide moisture for tree roots. Conflicts between tree roots and infrastructure can generally be classified into three areas; Direct damage to light built structures Direct damage is the distortion of built structures due to the exertion of pressure on the structure as the tree grows. Such structures include brick fences, low walls, crossovers and paths. Damage is caused when the intruding root expands as it grows, exerting outwards pressure on the structure. In order to cause damage, the weight of the structure must be less than the expansion pressure of the root. Light structures will age and deteriorate regardless of the presence of tree roots and tree root activity generally gets a disproportional amount of the blame. Frequently, tree roots will exploit an existing crack or fault. Indirect damage - Subsidence and heave from soil moisture variations Subsidence and heave of foundations and built structures are the result of soil moisture changes over time. Indirect damage is most common in clay soils due to the shrink/swell nature of the soil as it dries out or absorbs water. The shrinking effect of the soil that leads to subsidence of structures can be exacerbated by the water demands of surrounding vegetation. Although surrounding vegetation does influence the water balance of the soil to some extent, there are many factors that can contribute to foundation movement including soil type, prolonged periods of drought, leaking pipes and changes in soil hydrology from an increase in impermeable surfaces. In general, if the foundations of a structure are deeper than where tree roots exist and can extract moisture, damage from tree roots is unlikely. It can be expected that all residential properties within Greater Bendigo have or will eventually have a tree in the nature strip in front of the property and therefore new dwellings, structures and concrete slabs should be designed and constructed accordingly. Damager to Sewers, Pipes and Drains Leaking pipes as a result of poor construction, old earthenware and cracked and faulty joints can create a moisture gradient that encourages roots to proliferate in the direction of the pipe. For tree roots to enter a pipe there would need to be a pre-existing fault or leak as trees do not actively ‘search’ for water. In some rare instances, root growth can displace pipes (direct damage) causing them to break. It is the responsibility of the property owner to maintain drains and pipes to the legal point of discharge. Root intrusion can be avoided by ensuring that all joints are watertight and fitted correctly and pipes are manufactured from watertight materials such as PVC rather than earthenware. The City’s policy regarding each of these types of damage is addressed below. 1. The City will not remove public trees for unjustified claims of damage from tree root

activity.


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2. Claims for indirect property damage should be accompanied by a report from a geotechnical or structural engineer that implicates tree root damage and also considers soil type and the age and type of footings of the structure.

3. Should infrastructure damage be attributed to roots of a public tree an appropriate remedial solution will be sought. Such remedial solutions may include;

a. Realignment of paths. b. Selective root pruning. c. Casting concrete kerbs in situ. d. Ramping and bridging over existing tree roots. e. Increasing the tree planting/plot area. f. The installation of tree root barriers.

4. Tree removal will only be considered should no practical arboricultural solution be found.

5. In the case of indirect damage, the potential of soil heave as a result of tree removal or tree root barrier installation must also be considered.

6. The City will take preventative measures to minimise future conflicts between tree roots and infrastructure. Such preventative measures may include;

a. Appropriate tree species selection and placement. b. Aligning the City’s streetscape and street tree renewal cycles. c. The adoption of WSUD treatments, structural soils, and contiguous tree root

trenches. 7. Once alerted to existing conflicts between infrastructure the City will investigate in

accordance with The City’s guidelines for tree root damage claims (to be developed). 8. Should tree removal be deemed necessary by a City arborist, a replacement tree will

be planted as close as practically possible to the tree being removed. Every effort will be taken to ensure that the replacement tree will not result in similar damage in the future.

7. Fauna Urban trees create important habitat for a diverse range of native and exotic fauna including mammals, birds, reptiles and invertebrates and therefore can be either positively or negatively impacted by routine tree management activities. In recognition of the contribution that urban trees make to biodiversity in the City of Greater Bendigo the City will;

1. Endeavour to relocate native fauna that will be displaced from routine tree management activities where it is possible and reasonable to do so;

2. Leave the task until the end of the breeding or nesting season if safe, reasonable and practical to do so.

3. In accordance with sections 2.1. and 4.2. of this policy, trees will not be removed or pruned to reduce the impact of waste or noise from any bird, bat or other animal.

7.1. Habitat trees Hollows provided by large old trees provide critical habitat for many species that are typically not present in younger trees. Eucalypts for example will not start forming hollows until they are over a century old and are therefore extremely difficult to replace once they are removed.

1. Hollow bearing trees that meet the criteria for removal as outlined in this policy will be made safe and retained as habitat trees wherever it is safe, practical and appropriate to do so.


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2. The City will endeavour to seek practical design and management alternatives to maximise the health and longevity of existing large, hollow bearing trees.

7.2. Termites Termites are a native species and part of the natural environment where they play important ecosystem functions. Out of the hundreds of species of termites in Australia, only a dozen or so are known to cause damage to property. Trees that contain termites are not necessarily compromised as the termites will feed on the heartwood (deadwood) and not the living tissues the tree requires for growth and stability. Removal of a tree with termites may in fact increase the chance of damage to property as, once the tree or food source is removed, termites will seek out a new food source which may include timber in and around the home. The City of Greater Bendigo is in a Declared Termite area and it is the responsibility of property owners to ensure that their property is suitably protected. Any request to have a City tree inspected or removed for termites will be undertaken in accordance with the inspection and tree removal criteria outlined in this policy. The City will not allow;

1. The drilling or boring of City trees to ascertain the presence of termites. 2. The chemical treatment of City trees against termites. 3. The removal of City trees as a preventative measure against termites.

8. Community Engagement 1. All community engagement activities will be governed by The City of Greater

Bendigo’s Community Engagement Policy. 2. The community will be informed and consulted about all major projects involving

tree removal and planting and any other specialised projects that involve City trees.

3. The type and extent of community engagement will vary depending on the impact of the works on the local community and will be determined in accordance with a number of factors including; the prominence of the location, the significance of the tree, the size of the tree, the number of trees being impacted and the visual impact of proposed works.

4. Community engagement may include direct contact with the customer, letters to immediately affected residents, signage on site and via information on the City’s website.

5. The City of Greater Bendigo will assess customer requests regarding urban trees in line within the parameters of this policy.

6. All customer service requests will be responded to in a timely manner in accordance with The City of Greater Bendigo’s Customer Service Charter and the following requirements.

8.1. Tree Planting The City’s annual planting program is made up of individual tree requests, capital projects and tree replacements.

1. Individual customer tree planting requests will be followed up with the customer directly as per the City’s Customer Service Charter.

2. The City will inform and/or consult affected residents of entire streetscape upgrades.

3. The City’s annual tree planting program will be available on the City’s website from January preceding the commencement of the planting season in April/May.

4. All public trees that are removed will be replaced as close as practically possible in the following planting season. Planting of replacement trees may not necessitate customer engagement.


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8.2. Tree Maintenance Activities 1. The City’s Proactive maintenance zones and corresponding maintenance program

will be displayed on the City’s website. 2. For customer service requests, the City’s Inspections Arborist will, at the time of

assessment, allocate a timeframe for any required works based on the urgency, risk and severity of the defect. This information is generally passed on to the customer in the form of a letter unless specified otherwise. Depending on the volume of tree works on the City’s system at any one given time, it may not possible to give an exact date and time for specific works.

8.3. Tree Removal 1. The City of Greater Bendigo will notify adjoining property owners of the removal of

large trees from residential streets. 2. Signage will be placed on large park trees notifying users of any upcoming

removal works. 3. The City of Greater Bendigo will notify the community of unauthorised works and

undertake site specific responses following tree poisoning, vandalism or prohibited tree removal.

4. Removal of trees that are hazardous will be undertaken as soon as reasonably practicable and therefore it may not be possible to provide a period of notification.

Implementation Action Plan The City’s Parks and Open Space Unit will be responsible for the implementation of this Urban Tree Management Policy and associated Implementation Action Plan. Timeframes for the completion of specific actions have been allocated as either short-, medium- or long-term from the date the Policy is endorsed.

Short-term S Within 12 months

Medium-term M Within 24 months

Long-term L Within 5 years

Action Plan Responsible Work Area

Time-lines

1. Tree Protection

1.1. Update planning and building application procedures and standard permit conditions for works near City trees

Parks & Open Space/ Statutory Planning/ Engineering

M

1.2. Develop a tree protection fact sheet for developers, service providers, builders and others doing works near trees

Arboriculture Unit/ Communications

S

1.3. Implement tree protection measures as part of events in parks and public open space

Parks & Open Space/Events

M

1.4. Develop trees and events fact sheet Arboriculture Unit/Events/ Communications

S

1.5. Enhance the City's enforcement capacity of tree protection requirements and permit conditions

Statutory Planning/ Engineering/Parks & Open Space

L

1.6. Make tree protection requirements readily available on website and send information to service providers regularly working near City trees


S

1.7. Awareness and uptake of protection measures by other internal work areas undertaking works

Arboriculture Unit S


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near City trees

1.8. External stakeholder consultation for proposed tree protection measures


2. Tree Removal

2.1. Publish tree removal criteria on website Arboriculture Unit/Communications

S

2.2. update FAQs and customer service scripts Arboriculture Unit/Customer Focus

S

2.3. Develop process for approving City tree removals

Arboriculture Unit M

3. Tree Valuation

3.1. Update planning application procedures and conditions in regard to compensation for tree removals

Arboriculture Unit/Stat. Planning/ Engineering

S

3.2. Set up tree removal reserve for revenue generated from the removal of City trees

Arboriculture Unit/ Financial Strategy

S

3.3. Develop criteria for how revenue generated from tree removals is spent

Parks and Open Space

M

2.4. External stakeholder consultation for proposed tree valuation


4. Tree Asset Management

4.1. Update the City's tree asset inventory Arboriculture Unit M

4.2. Update Tree Inspection Work Instruction Arboriculture Unit S

4.3. Enable asset management systems to accurately record the decisions made and the agreed approaches to risk assessment methodology applied when undertaken tree risk assessments.

Arboriculture Unit/GIS & Asset Information Unit/ Risk Management

S

4.4. Develop Veteran Tree List Arboriculture Unit M

4.5. Develop and implement Veteran Tree Management Program

Arboriculture Unit M

4.6. Develop Veteran Tree propagation program Parks and Open Space

L

5. Tree Planting

5.1. Develop handover requirements for 3rd party tree planting


S

5.2. Finalise tree planting protocol and species lists for new developments


M

5.3. Update planning permit conditions to reflect requirements for tree planting by 3rd parties

Parks and Open Space/Statutory Planning

M

5.4. Develop set of standard design details for proposed engineering solutions (i.e. WSUD pits, structural soils)

Arboriculture Unit/ Engineering/ Public Space Design

M


6.1. Publish tree root and infrastructure information on website


S

6.2. Develop guidelines for submitting a claim for Arboriculture Unit/ M


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tree root damage Risk Management

7. Fauna

7.1. Identify large, old habitat trees as a layer in Conquest

Arboriculture Unit/GIS & Asset Information

M

7.2. Strengthen habitat tree protection and enhancement as part of regular tree maintenance activities

Arboriculture Unit/ Natural Reserves Unit/ Contractors

M

7.3. Develop a standard response for termite damage

Arboriculture Unit/ Risk Management/ Communications

S

8. Community engagement

8.1. Update the City’s website for urban tree management in line with the Urban Tree Management Policy

Arboriculture Unit/ Risk Management/ Customer Focus

S

8.2. Update customer service scrips relating to urban tree management


S

8.3. Review all standard letter responses for customer service requests


S

8.4. Develop fact sheets for tree protection requirements and for calculating amenity tree values


S

8.5. Publish proactive maintenance zones and schedule on the City's website


S

8.6. Publish upcoming tree planting program on the City's website


S

9. Urban Forest Strategy

9.1. Develop Urban Forest Strategy Arboriculture Unit M

9.2. Implement Urban Forest Strategy Arboriculture Unit L

10. Monitoring and Review

10.1. Review policy two years post endorsement Arboriculture Unit M-L

Monitoring and Review This policy will be monitored and reviewed by the Parks and Open Space Unit. This policy should initially be reviewed and updated two years post endorsement and every five years thereafter in response to organisational change or industry standards. Related City of Greater Bendigo Documents 1. Environment Strategy 2016 2. Urban Forest Strategy – (to be developed) 3. City of Greater Bendigo Significant Tree Register 4. Tree Inspection Work Instruction (to be updated) 5. Tree Maintenance Works Contract CT000174 6. Tree Planting and Maintenance Services Contract 2550


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Glossary City tree Refers to all public trees that this policy applies including those that are on land owned or managed by the City of Greater Bendigo within Bendigo’s urban boundary townships and along roadsides in zones up to 80 km/hr. DBH Trunk diameter at breast height. Measured vertically at 1.4m from ground level. Risk The combination of the likelihood of an event and the severity of the potential consequences. In the context of trees, risk is the likelihood of a conflict or tree failure occurring and affecting a target and the severity of the associated consequences. TPZ Tree Protection Zone. A TPZ in measured by multiplying the DBH by 12. ULE Useful life expectancy. Urban forest Defined by the sum of all trees and vegetation in an around urban settlements. Urban forestry An integrated, city wide approach to the planting, care and management of trees in an urban area to secure multiple environmental and social benefits for its inhabitants. WSUD Water Sensitive Urban Design. An environmentally preferable alternative to traditional urban drainage solution. Noxious weed means; (a) a State prohibited weed; (b) a regionally prohibited weed; (c) a regionally controlled weed; or (d) a restricted weed.


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Appendix 1 Weed Species 1. The City will not plant tree species that are declared noxious weeds in the North

Central region under the Catchment and Land Protections Act 1994. Species include;

Ailanthus altissima

Crataegus monogyna

Cytisus scoparius

Genista linifolia

Genista monspessulana

Mimosa pigra

Salix spp. (except S. alba var. caerulea, S. alba x matsudana, S. babylonica, S. x calodendron, S. caprea ‘Pendula’, S. matsudana ‘Aurea’, S. matsudana ‘Tortuosa’, S. x myrnsinifolia, S. x recihardtii)

Vachellia (formerly Acacia) erioloba The State Government of Victoria is responsible for maintaining the List. A current list can be found at http://agriculture.vic.gov.au/agriculture/pests-diseases-and-weeds/protecting-victoria-from-pest-animals-and-weeds/legislation-policy-and-permits/declared-noxious-weeds-and-pest-animals-in-victoria 2. The City will not plant tree species that are environmental weeds in the North Central

region. These weeds are not classified under the Catchment and Land Protection Act 1994, but are recognised as a serious threat to agriculture and the environment.

Species include;

Acacia baileyana

Acacia longifolia

Acer negundo

Ailanthus altissima

Cotoneaster spp.

Fraxinus angustifolia

Koelreuteria elegans subsp. Formosana

Ligustrum vulgare,

Ligustrum ovalifolium

Olea europea

Pinus radiata

Pittosporum undulatum

Populus sp.

Robinia pseudoacacia

Tipuana tipu

Salix nigari,

Salix fragilis,

Salix cinerea

Salix babylonica

spp. (Salix alba, Salix matsudana ‘Tortuosa’, Salix X rubens)

Vachellia (formerly Acacia) karoo

http://agriculture.vic.gov.au/agriculture/pests-diseases-and-weeds/protecting-victoria-from-pest-animals-and-weeds/legislation-policy-and-permits/declared-noxious-weeds-and-pest-animals-in-victoria




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A list of species currently listed as environmental weeds can be found at http://www.nccma.vic.gov.au/flippingbook/weedsid/index.htm, or North Central Catchment Authority. (2012). Weeds Identification Guide – North Central Victoria. North Central Catchment Management Authority. 3. The City will not plant tree species that are on the National Environmental Alert

Processes List under the Flora and Fauna Guarantee Act 1988. Species include;

Spread of Pittosporum undulatum in areas outside its natural distribution.

Loss of biodiversity as a result of the spread of Coast Wattle (Acacia longifolia subsp. sophorae) and Sallow Wattle (Acacia longifolia subsp. longifolia) into areas outside its natural range.

The State Government of Victoria is responsible for maintaining the List. A current list can be found at https://www.environment.vic.gov.au/conserving-threatened-species/flora-and-fauna-guarantee-act-1988 4. The following species are not listed weeds however should be discouraged from

planting in the Greater Bendigo area due to potential weediness and escape into Bushland Reserves;

Acacia decurrens

Allocasuarina cunninghammii

Olea europea (fruiting varieties)

http://www.nccma.vic.gov.au/flippingbook/weedsid/index.htm

https://www.environment.vic.gov.au/conserving-threatened-species/flora-and-fauna-guarantee-act-1988

https://www.environment.vic.gov.au/conserving-threatened-species/flora-and-fauna-guarantee-act-1988


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Appendix 2 Proactive Tree Management Activities that are covered in the scope of works for the Proactive Tree Management program include;

1. Removal of dead, dangerous and declining trees; 2. Removal of deadwood; 3. Removal of hanging, broken or diseased branches; 4. Formative pruning; 5. Canopy lifting; 6. Canopy reduction; 7. Stump removal; 8. Removal of mistletoe; 9. Removal of redundant tree guards, stakes and surrounds; 10. Maintaining clearance from roads, footpaths, traffic signals and street lights as per

The City’s Road Management Plan. Clearance requirements; and 11. Maintaining required clearances from properties. Overhanging branches to be

pruned to 3m vertically from ground level and 2m radially from buildings. All roads in the City of Greater Bendigo are managed and maintained in accordance with Council’s Road Management Plan.


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Appendix 3 Nominated places and facilities on the City’s annual tree inspection cycle

Facility Address Locality

Rosalind Park Bendigo

Lake Weeroona

White Hills Botanic Gardens White Hills

Canterbury Gardens Eaglehawk

Crook Street Reserve Kennington

Barrick Reserve Heathcote

Harry Trot Oval/Reserve Kennington

Axedale Preschool 94 High Street Axedale

Bendigo Preschool 90 Myrtle street Bendigo

Eaglehawk Preschool 15 Bright Street Eaglehawk

Elmore Preschool 65 Hervey Street Elmore

Epsom Preschool 46 Myrtle Road Ascot

Havilah Road Preschool 22-24 Havilah Road Long Gully

Heathcote Preschool 27 Camp Street Heathcote

Helm Street Preschool 13-15 Helm Street Kangaroo Flat

Huntly Preschool 21 Stephenson Street Huntly

Kangaroo Flat Preschool 1 Carpenter Street Kangaroo Flat

Kennington Preschool 17 Crook Street Kennington

Neangar Preschool 25 Watson Avenue California Gully

North Bendigo Kindergarten 55 Bannister Street North Bendigo

South Bendigo Preschool 23 Somerville Street Flora Hill

Spring Gully Kindergarten 113 Spring Gully Road Spring Gully

Strathfieldsaye Preschool 26 Club Court Strathfieldsaye

White Hills Kindergarten 62 Raglan Street White Hills

Annie Galvin Early Learning Centre 136 Mitchell Street Quarry Hill

Helen Jessen Early Learning Centre 145 Crook Street Strathdale

Kennington Playgroup Centre 15 Crook Street Kennington

Bendigo Community Toy Library 156 Spring Gully Road Spring Gully

Bendigo Regional YMCA

Bendigo Aquatic Centre 161-167 Barnard Street Bendigo

Brennan Park Swimming Pool Brennan Park Pool Road Flora Hill

Kangaroo Flat Swimming Pool 1 Station Street Kangaroo Flat

Marong Swimming Pool Malone Park Road Marong

Heathcote Swimming Pool 10 Barrack Street Heathcote

Bendigo East Swimming Pool 33 Lansell Street East Bendigo

Raywood Swimming Pool 1 Macaulay Street Raywood

Goornong Swimming Pool 2 Bagshot Street Goornong

Elmore Swimming Pool 4 Elmore-Raywood Road Elmore

White Hills Swimming Pool 30 Hamelin Street White Hills

Golden Square Swimming Pool 14 Maple Street Golden Square

Embracing Our Culture and Heritage - Reports Ordinary Meeting - 16 August 2017

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6. EMBRACING OUR CULTURE AND HERITAGE

Nil.

Lead and Govern for All - Reports Ordinary Meeting - 16 August 2017

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7. LEAD AND GOVERN FOR ALL

7.1 PROCUREMENT POLICY


Responsible Kerryn Ellis, Director Corporate Performance Director

Purpose

The strategic procurement of goods and services is one of the key mechanisms for Councils to use in delivering services, projects and outcomes for communities. Council expenditure through procurement is significant, and procurement strategies and methods in themselves can be used to benefit the local community and further Council’s objectives. The Local Government Act requires that Council’s Procurement Policy be reviewed at least once each financial year. The Procurement Policy has been reviewed by officers, and is now presented for Council consideration. RECOMMENDATION That Council adopt the revised Procurement Policy. RESOLUTION Moved Cr Metcalf, Seconded Cr Fyffe. That the recommendation be adopted.

CARRIED ~~~~~~~~~~~~~~~~~~~~~~~~~

Policy Context

Community Plan Reference:

City of Greater Bendigo Community Plan 2017-2021:

Goal 1 Lead and Govern for All

Objective 1.3 Be innovative and financially responsible

Strategy 1.3.2 Ensure value for investment on behalf of the community


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Council’s Procurement Policy must be reviewed at least once each Financial Year in accordance with the following provision of Local Government Act:

s.186A - Procurement Policy (7) At least once in each financial year, a Council must review the current procurement policy and may, in accordance with this section, amend the procurement policy.

Council has had a Procurement Policy in place since 2009, with reviews conducted annually since.

Report

Relevant staff have been consulted to seek input on the changes proposed to the Procurement Policy. A number of administrative changes are proposed – for example updating the Schedules to align with the new corporate structure. In addition to these, three significant changes are proposed to better align procurement policy and practice to Council’s objectives as outlined in the Community Plan 2017-2021. These major changes are in the areas of environmental sustainability, promotion of local procurement, and social procurement. The specific changes suggested are as follows: 3.4 Sustainability Update the Policy to include:

3.4.1 General

The City recognises that procurement decisions have an impact on the environment and that through considered purchasing decisions the City has the opportunity to contribute to positive environmental outcomes, maximising long-term benefits for the community. Therefore the City is committed to achieving long term environmental sustainability through the procurement process and is committed to reducing resources, consumption and minimising waste during the procurement life cycle. Within the tender process, the City requires applicable tender applications to consider the environment to ensure that all purchases have a positive or minimised impact on the environment.

3.4.2 Reporting

The City will provide mechanisms to support employees to make sustainable procurement choices, record these will monitor reports on Council activities and programs that have an impact on or contribute to the health of the environment including but not limited to the following:


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o avoidance of consumption and demand management,

o waste management,

o waste practices,

o recycling rates and waste segregation,

o energy use and efficiency,

o carbon emission reduction and management,

o water conservation,

o water quality in waterways,

o water quality in wastewater,

o green building design and procurement,

o building environmental performance,

o air quality,

o soil and land health

o natural environment improvement,

o biodiversity conservation using products that have been

manufactured and assembled from resource components that have not contributed to the endangerment of threatened species or threatened environments,

o environmental risk management,

o environmental toxicity avoidance,

o social responsibility and ethical practices associated with the good or

service.

3.4.3 Minimise Environmental Impact over Whole-of-life The City is committed to supporting the principles of sustainable procurement within the context of purchasing on a value for money basis. Value for money purchasing decisions are made by the City on the basis of whole-of-life environmental cost and non-price factors including contribution to the City’s sustainability objectives. The City will consider and quantify where possible, the whole-of-life costs to be associated with acquiring, using, holding, maintaining and disposing of goods, services or works and will seek to minimise these throughout the entire life. Whole-of-life costs include, and are not limited to:

o waste – consideration of manufacturing by-products and waste

created in-use including volume, type of waste and disposal methods. Consideration of end-of-life disposal impact and issues around recyclability, biodegradability, waste segregation and associated processes.

o composition – consideration percentage of recycled content and

choice of materials

o energy – consideration of the amount of energy and raw materials

used to create a product


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o product or food miles – consideration of the distance products or

components need to travel before use

o manufacturing process – consideration to practices involved in the

creation of a product including raw material extraction or mining and any impact to air, soil, land, water, natural landscapes or biodiversity

o biodiversity – consideration of ecological values and the impact the

product or service has had to the natural landscape, flora and fauna

o innovation – consideration of contributions to improve and redesign

products and processes that benefit the environment and that the City can support new industries and stimulate demand via purchasing choices

o continuous improvement – considerations of efforts made to improve

practices

o availability of cost of maintenance and support – consideration to the

level of maintenance required, the cost or deceased cost of maintenance and whether it is easily available

o relevant experience and past performance – consideration of past

environmental performance and demonstrated commitment to environmental value

o environmental conformance – consideration of compliance with

environmental legislation, regulation and guidelines

o availability and suitability of employees, plant and equipment

o environmental management systems - application of relevant and

sound systems of management, safety and quality assurance

o community and social benefits – consideration of choices that benefit

the environment often benefit the community and commitment to quantifying and valuing these

o risk, legal and reputation exposures – consideration of the activities of

the supplying organisation that may badly reflect on the City

o business continuity

3.4.4 Consider value for money over whole-of-life

The City recognises that in many cases, the purchase of environmentally preferred products actually provides greater value for money when whole-of-life aspects such as running costs and maintenance costs are taken into account as opposed to only taking into account initial cost. The City is committed to taking whole-of-life financial costs into account when making purchase decisions. Examples include, but are not limited to:

o Quality and longevity of use – consideration of the lifespan of product

whereby longevity of an item avoids the cost of early replacement, decommissioning, dismantling and disposals costs as well as administration costs around repurchasing decisions and processing.

o Resource savings – consideration of the financial and resource

savings of more efficient products or services in-use that reduce costs over the life of the asset.


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o Waste disposal and decommissioning – consideration of the creation

of waste disposal costs during use and at end-of-life and the contribution of these to the overall cost of the product or service.

3.4.5 Avoid unnecessary consumption and manage demand Wherever possible, CoGB will adopt strategies to avoid unnecessary consumption and manage demand. This includes:

o Assessing the need for a given purpose and, whenever possible

reduce consumption through demand management activities

o Consider alternatives to purchasing the product: reuse, refurbish or

recondition the products components to extend its life

o Consider the establishment of management systems to monitor and

report on consumption levels

o Investigate the possibility of aggregating demand amongst multiple

users, to achieve better usage of assets

3.4.6 Green the Supply Chain

The City will encourage suppliers to adopt good environmental practices, and will actively promote green procurement throughout its supply chain to ensure selection which has minimum environmental impact.

These changes have been underpinned by the development of new sustainable procurement schedules which now form part of Council’s standard tender and contract documentation. 3.6 Support of the Regional Economy Delete All other factors being equal, CoGB may give preference to regional economic benefit when sourcing products. Council will include the tender evaluation criteria of “local employment”, for consideration where that service or project is long term and likely to have an impact on local jobs. Insert All other factors being equal, the City may give preference to regional economic benefit when sourcing products. Included in all tender evaluation criteria is a mandatory 10% weighting for local content. 3.7 Social Procurement Insert a new section as follows: Social procurement often takes the form of a local, state or federal department strategically using an appropriate procurement opportunity to generate targeted


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employment for a specific population group, such as people with a disability, the long-term unemployed, indigenous, culturally and linguistically diverse groups, youth, social housing tenants, or a regional, rural or disadvantaged metropolitan area. Council is committed to social procurement and in particular facilitating employment opportunities in disadvantaged communities in the City of Greater Bendigo. These changes have been underpinned by the development of new social procurement schedules which now form part of Council’s standard tender and contract documentation. In addition to the above three significant changes, the following changes are also proposed: 1.6 Overseas Purchasing Delete When goods are to be purchased direct from an overseas supplier, normal purchasing procedures should be followed as far as practicable. Overseas suppliers should be asked to quote for cost of goods including freight and insurance (if applicable) in Australian dollars. Insert The City’s standard purchasing procedures should be followed as far as practicable when goods are to be purchased direct from an overseas supplier. Quotes from overseas suppliers should include freight and insurance (if applicable) in Australian dollars. 1.10 Definitions – The following has been inserted into the table of definitions: Best Value Principles

The principles for Best Value purchasing and service delivery in local government as provided in s.208B of the Local Government Act 1989

Local Content Local content in this context means suppliers based within the City of Greater Bendigo municipality and its immediate neighbouring municipalities of Loddon, Mount Alexander, Campaspe, Strathbogie and Mitchell.

Quotation A formal statement of promise (submitted usually in response to a request for quotation) by a potential supplier to supply the goods or services required by a buyer, at specified prices, and within the specified period. A quotation may also contain terms of sale and payment, and warranties. Acceptance of a quotation by the buyer constitutes an agreement binding on both parties.

Social Procurement

Social Procurement is a strategic approach to meeting social and economic objectives throughout procurement. Social Procurement involves using procurement processes and purchasing power to generate positive social and economic outcomes in addition to the delivery of efficient goods, services and works.


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The following has been amended

Probity Remove The dictionary definition of probity refers to uprightness, honesty, proper and ethical conduct and propriety in dealings.

2.3 Procurement Thresholds Insert The City considers aggregated spend based on a five year contract. The paragraph headed “Public Advertising” has been moved to section 2.3.2.4

Conclusion

The Procurement Policy has been reviewed and the above significant changes have been made to the draft revised Policy. It is now presented for Council consideration and adoption.

Attachments

1. Revised Procurement Policy


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PROCUREMENT POLICY


Review Date: 31 August 2018

Author: Manager Governance

Responsible Employee: Director Corporate Performance

1. Principles

1.1 Background

City of Greater Bendigo Council (the City):

Recognises that: Developing a procurement strategy and adopting appropriate best practice contracting and procurement principles, policies, processes and procedures for all goods, services and works by the City, will enhance achievement of its objectives such as sustainable and socially responsible procurement; bottom-line cost savings, supporting the regional economy; achieving innovation; and better services for the community.

o The elements of best practice applicable to local government procurement

incorporate: broad principles covering ethics, value for money, responsibilities and

accountabilities; guidelines giving effect to those principles; a system of delegations (i.e. the authorisation of employees to approve

and undertake a range of functions in the procurement process); procurement processes, with appropriate procedures covering minor,

simple procurement to high value, more complex procurement; and a professional approach.

Requires that the City’s tendering, purchasing and contract management activities:

o support the City’s corporate strategies, aims and objectives including, but not

limited to those related to sustainability, protection of the environment, and corporate social procurement responsibility;

o span the whole life cycle of an acquisition from the initial concept to the end of

the useful life of an asset, including its disposal, or the end of a service contract;

o achieve value for money and quality in the acquisition of goods, services and

works by the City;

o can demonstrate that public money has been well spent;

o are conducted, and are seen to be conducted, in an impartial, fair and ethical

manner;

o seek continual improvement including the embrace of innovative and

technological initiatives such as electronic tendering processes to reduce activity cost; and

o generate and support business in the local community.


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1.2 Scope

This Procurement Policy is made under Section 186A of the Local Government Act 1989 (Refer Attachment A). This section of the Act requires the Council to prepare, approve and comply with a procurement policy encompassing the principles, processes and procedures applied to all purchases of goods, services and works by the Council. This policy applies to all contracting and procurement activities at the City and is binding upon Councillors, City employees contractors, agents and consultants while engaged by the City.

1.3 Purpose The purpose of this Policy is to:

provide guidance to the City to allow consistency and control over procurement activities;

demonstrate accountability to ratepayers;

provide guidance on ethical behaviour in public sector purchasing;

demonstrate the application of elements of best practice in purchasing;

increase the probability of obtaining the right outcome when purchasing goods, services and works; and

to align with the Victorian Government Best Practice Procurement Guidelines

1.4 Treatment of GST All monetary values stated in this policy include GST except where specifically stated otherwise. Council is registered as a tax entity for GST purposes. The Australian Business Number (ABN) for Council is 74 149 638 164. The GST will be included in the price of, and payable on, taxable supplies that the City makes, and the City will be entitled to claim input tax credits on creditable acquisitions. The City should deal with businesses or individuals that have a registered ABN, otherwise a Statement by Supplier must be completed.

1.5 Records Management

As per the Public Records Act 1973 all creditor invoices received shall be recorded through the finance system.

1.6 Overseas Purchasing

The City’s standard purchasing procedures should be followed as far as practicable when goods are to be purchased direct from an overseas supplier. Quotes from overseas suppliers should include freight and insurance (if applicable) in Australian dollars.


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1.7 Suppliers

Suppliers can be created in the finance system to enable the procurement process to be undertaken. The new supplier must complete the Request to Create New Supplier form. This form requests each supplier to provide business details and a mandatory section for the new supplier to acknowledge they have read and accept the City’s Terms and Conditions of Purchase. The City’s Terms and Conditions are attached to the Request to Create New Supplier form. Employees requesting the new supplier must provide details of why the new supplier is required to be created. New supplier creation requires Manager or Director and Governance Manager approval. The Director Corporate Performance has final approval to create the supplier or decline the request. Unless otherwise stated in a contract the Standard Trade Terms offered by the City is 30 days from date of invoice.

1.8 Payment of Accounts

Payments will be generally processed weekly on a Wednesday. Employees should ensure that appropriately authorised tax invoices are provided to Accounts Payable as soon as practicable, and at least 24 hours prior to the payment run. Off-line payments will not be processed except in extreme circumstances authorised by the Finance Manager.

Payments will either be paid directly to the creditor’s bank account via electronic funds transfer (EFT) (preferred option) or by cheque posted to the creditor. A remittance advice will be either e-mailed or mailed to each creditor for all payments.

1.9 Consideration of Terms and Payment Terms

Some new suppliers will request a change to the City’s Trade Terms. All such requests should be forwarded to the Procurement Officer in the Governance Unit to consider. At no stage should any employee agree to Trade Terms outside of the City’s stated terms. Additional terms will only be agreed to after the Manager Financial Strategy has approved the change.

1.10 Definitions and Abbreviations

Term Definition

The Act Local Government Act 1989.

Best Value Principles The principles for Best Value purchasing and service delivery in local government as provided in s.208B of the Local Government Act 1989

Commercial in Confidence Information that, if released, may prejudice the business dealings of a party e.g., prices, discounts, rebates, profits, methodologies and process information, etc.

Contract Management The process that ensures both parties to a contract that fully meets their respective obligations as efficiently and effectively as possible, in order to


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Term Definition

deliver the business and operational objectives required from the contract and in particular, to provide value for money.

Council Employee Includes full-time and part-time City employees, and temporary employees, contractors and consultants while engaged by the City.

Delegation The granting of authority to exercise certain powers duties and functions

Delegate A person invested with authority to carry out another’s functions, powers and duties. The delegate acts in his/her own name and a decision or act of a delegate is deemed to be a decision or act of the Council.

Emergency Variation Means a variation that specifically relates to an unforeseen occupational health and/or safety issue.

Local Content Local content in this context means suppliers based within the City of Greater Bendigo municipality and its immediate neighbouring municipalities of Loddon, Mount Alexander, Campaspe, Strathbogie and Mitchell.

Probity Within Local Government, "probity" is often used in a general sense to mean "good process." A Procurement process that conforms to the expected standards of probity is one in which clear procedures that are consistent with the City’s policies and legislation are established, understood and followed from the outset. These procedures need to consider the legitimate interests of suppliers and ensure that all potential suppliers are treated equitably.

Procurement Procurement is the whole process of acquisition of external goods, services and works. This process spans the whole life cycle from initial concept through to the end of the useful life of an asset (including disposal) or the end of a contract.

Public Tender Process The process of inviting parties to submit a quotation by tender using public advertisement, followed by evaluation of submissions and selection of a successful bidder or tenderer.

Quotation A formal statement of promise (submitted usually in response to a request for quotation) by a potential supplier to supply the goods or services required by a buyer, at specified prices, and within the specified period. A quotation may also contain terms of sale and payment, and warranties. Acceptance of a quotation by the buyer constitutes an agreement binding on both parties.

Social Enterprise An organisation or business which combines trade with social purpose, where that social purpose is a defining part of their business. Often this social purpose is to create employment for marginalised people and this may include people with disability, people with mental illness, refugees, indigenous Australians and long term unemployed.


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Term Definition

Social Procurement Social Procurement is a strategic approach to meeting social and economic objectives throughout procurement. Social Procurement involves using procurement processes and purchasing power to generate positive social and economic outcomes in addition to the delivery of efficient goods, services and works.

Supply Panel Arrangements (SPA)

A contract that sets out rates for goods and services which are available for the term of the agreement. However, no commitment is made under the agreement to purchase a specified value or quantity of goods or services.

Sustainability

Activities that meet the needs of the present generation without compromising the ability of future generations to meet their needs.

Value for Money Value for Money in procurement is about selecting the supply of goods, services and works taking into account both cost and non-cost factors including:

contribution to the advancement of the City’s priorities;

Local content – support of Regional economy.

non-cost factors such as fitness for purpose, quality, service and support;

cost-related factors including whole-of-life costs and transaction costs associated with acquiring, using, holding, maintaining and disposing of the goods, services or works; and

Value for Money is to be read in conjunction with the Best Value Principles contained in section 208C of the Local Government Act 1989.

2. Effective Legislative and Policy Compliance and Control

2.1 Ethics and Probity 2.1.1 Requirement

The City’s procurement activities shall be performed with integrity and in a manner able to withstand the closest possible scrutiny.

2.1.2 Conduct of Councillors and Council Employees

2.1.2.1 General

Councillors and City employees shall at all times conduct themselves in ways that are, and are seen to be, ethical and of the highest integrity and will:


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treat potential and existing suppliers with equality and fairness;

not seek or receive personal gain;

maintain confidentiality of commercial in confidence information such as contract prices and other sensitive information;

present the highest standards of professionalism and probity;

deal with suppliers in an honest and impartial manner that does not allow conflicts of interest;

provide all suppliers and tenderers with the same information and equal opportunity; and

be able to account for all decisions and provide feedback on them. City employees who are responsible for managing or supervising contracts are prohibited from performing any works under the contract they are supervising.

2.1.2.2 Members of Professional Bodies Councillors and City Employees belonging to professional organisations shall, in addition to the obligations detailed in this policy, ensure that they adhere to any code of ethics or professional standards required by that body.

2.1.3 Tender Processes All tender processes shall be conducted in accordance with the requirements of this policy and any associated procedures, relevant Legislation, relevant Australian Standards and the Act.

2.1.4 Conflict of Interest Councillors and City employees shall avoid situations in which private interests conflict, or might reasonably be thought to conflict, or have the potential to conflict with their duties. Councillors and City employees shall not participate in any action or matter associated with the arrangement of a contract (i.e., specification development, evaluation, negotiation, recommendation, or approval), where that person or any member of their immediate family has a significant interest, or holds a position of influence or power in a business undertaking tendering for the work. Situations may arise where external panel members are required to evaluate a tender. They will be required to complete a “Confidentiality” form in which they agree to keep all information made available to them confidential. The onus is on the Councillor and the City employee involved being alert to and promptly declaring an actual or potential conflict of interest to the Council. In relation to conflict of interest Councillors must comply with Division 1A - Conduct and Interests of the Local Government Act 1989. City employee expectations are outlined in the Conflict of Interest – A Guide for City of Greater Bendigo Employees and the City’s Code of Conduct.


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2.1.5 Fair and Honest Dealing

All prospective contractors and suppliers must be afforded an equal opportunity to tender or quote. Impartiality must be maintained throughout the procurement process so it can withstand public scrutiny. The commercial interests of existing and potential suppliers must be protected. Confidentiality of information provided by existing and prospective suppliers must be maintained at all times, particularly commercially sensitive material such as, but not limited to prices, discounts, rebates, profit, manufacturing and product information.

2.1.6 Accountability and Transparency The test of accountability is that an independent third party must be able to see clearly that a process has been followed and that the process is fair and reasonable. Therefore the processes by which all procurement activities are conducted will be in accordance with the City’s procurement policies and procedures as set out in this policy and related, relevant City policies and procedures. Additionally:

all City employees must be able to account for all procurement decisions made over the lifecycle of all goods, services and works purchased by the City and provide feedback on them; and

all procurement activities are to provide for an audit trail for monitoring and reporting purposes.

2.1.7 Complaints Handling

Complaints regarding the implementation of this policy should be directed to the Director Corporate Performance who will investigate the matter and respond.

2.1.8 Gifts and Hospitality

Receiving a gift or accepting hospitality may accompany or be associated in some way with a transaction and could, therefore, be seen as an acquisition or procurement. A separate policy for addressing gifts and hospitality is outlined in the City’s Employee Code of Conduct and Councillor Code of Conduct Policies. A Staff Gift Policy and Staff Gift Register Approval and Gift Test form is available on the Intranet.

2.1.9 Disclosure of Information Commercial in confidence information received by the City must not be disclosed and is to be stored in a secure location.


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Councillors and City employees are to protect, by refusing to release or discuss the following:

information disclosed by organisations in tenders, quotations or during tender/quotation negotiations;

all information that is commercial in confidence information; and

pre-contract information including but not limited to information provided in quotes and tenders or subsequently provided in pre-contract negotiations.

Councillors and City employees are to avoid references to current or proposed contracts in discussion with acquaintances or outside interests. Discussion with potential suppliers during tender evaluations should not go beyond the extent necessary to resolve doubt on what is being offered by that supplier. At no stage should any discussion be entered into which could have potential contractual implications prior to the contract approval process being finalised other than authorised pre-contract negotiations.

2.2 Governance

2.2.1 Structure

The City shall:

establish a procurement management responsibility structure and delegations ensuring accountability, traceability and auditability of all procurement decisions made over the lifecycle of all goods, services and works purchased by the City;

ensure that the City’s procurement structure:

o is flexible enough to purchase in a timely manner the diverse range of

goods, works and services required by the City;

o ensures that prospective contractors and suppliers are afforded an

equal opportunity to tender/quote;

o encourages competition; and

o ensures that policies that impinge on the procurement policies and

practices are communicated and implemented.

2.2.2 Standards The City’s procurement activities shall be carried out to the professional standards required by best practice and in compliance with:

The Local Government Act 1989 (The Act),

Local Government Best Practice Procurement Guidelines 2013,

The City’s policies and procedures,

The City’s Code of Conduct,

The Councillor Code of Conduct, and

Other relevant legislative requirements such as but not limited to the Trade Practices Act, Goods Act, Environmental Protection Act, Private Security Act and the OHS Safety Act 2004.

All Council contractors shall be required to comply with all relevant legislation and awards.


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2.2.3 Methods

The City’s standard methods for purchasing goods, services and works shall be by some or all of the following methods:

petty cash;

credit card;

Electronic Funds Transfer/Cheque

o purchase order following a tender/quotation process in accordance

with directed tender/quotation thresholds;

o under contract; or

o using aggregated purchasing arrangements with other Councils, MAV

Procurement, Procurement Australia, Victorian Government, Construction Supplier Register or other bodies;

The above methods will be utilised unless other arrangements authorised by the Council or the Chief Executive Officer (CEO) on an as needs basis, as required by abnormal circumstances such as emergencies. The City may, at its discretion and based on the complexity and cost of the project, conduct one stage or multi-stage tenders. Typically a multi-stage tender process will commence with an Expression of Interest (EOI) stage followed by a tender process involving the organisations selected as a consequence of the registration of interest stage. EOI may be appropriate where:

the requirement is complex, difficult to define, unknown or unclear;

limited knowledge of tenderers in the market place;

the requirement is capable of several technical solutions;

the City wants to consider ahead of formal tender processes such issues as whether those tendering possess the necessary technical, managerial and financial resources to successfully complete the project;

tendering costs are likely to be high and the City seeks to ensure that companies incapable of supplying the requirement do not incur unnecessary expense;

it is necessary to pre-qualify suppliers and goods to meet defined standards; and

the requirement is generally known but there is still considerable analysis, evaluation and clarification required (both of the objective and the solution).

2.2.4 Responsible Financial Management

The principle of responsible financial management shall be applied to all procurement activities. Accordingly, to give effect to this principle, the availability of existing funds within an approved budget, or source of funds, shall be established prior to the commencement of any procurement action for the supply of goods, services or works. Where possible appropriate estimation methods should be utilised prior to committing Council funds, for example engaging a quantity surveyor in the case of major capital works projects.


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City employees must not authorise the expenditure of funds in excess of their financial delegations or authorisations. Refer to Schedules 1 and 3. The City’s funds must be used efficiently and effectively to procure goods, services and works and every attempt must be made to contain the costs of the procurement process without compromising any of the procurement principles set out throughout this policy.

2.2.5 Used Equipment Used or second hand equipment may be purchased and, while it may be impossible to obtain competitive quotations for such goods, value for money considerations must be satisfied. The used equipment must meet the City’s OH&S standards.

2.2.6 Trade-in Policy Unless otherwise agreed in a contract with an external party, trade in offers may be accepted for equipment being replaced. The item being replaced shall be disposed of to the best advantage of the City, whether by trade-in, sale by tender, auction or other means. Details of trade-in offers, together with a report on the condition and serviceability of the item, should be prepared by someone appropriately qualified and submitted to the authorised employee for approval. Purchase orders or contracts which include an allowance for trade-in may be approved only by an employee authorised to incur expenditure to the value of the gross cost of the new item, that is, the cost before deduction of the trade-in value. Quotation, tender and purchasing procedures shall be related to the gross cost of the whole contract.

2.3 Procurement Thresholds

2.3.1 Requirement

The City will, from time to time, decide and publish minimum spend competition thresholds. These will be decided by the City by analysing the historical size and complexity of the procurement activity and of proposed procurement activities. The City considers aggregated spend based on a five year contract.

2.3.2 Minimum Spend Competition Thresholds

* Please note these thresholds are GST inclusive 2.3.2.1 Quotations

Purchase of goods or services having a total $150,000 and works having a total valuation of $200,000 or less may be undertaken using the procurement by quotation method as described below:

Items with a value up to $5,000 for – Request for Quotation As a matter of good practice, it is desirable to obtain a minimum of one written/fax/email quotation and ensure the details are recorded before placing an order (similar details should be


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recorded where more than one supplier has quoted) and documented in the City’s document management system. However, it is recognised that this is not always practical for reasons of administrative efficiency. If it is not possible to obtain a written quotation, every effort must be made to ensure the process followed in the circumstances is responsible, transparent and accountable.

Items with a value $5,001 to $25,000 – Request for Quotation The City will seek a minimum of two written/fax/email quotations. Quotations returned by the nominated closing date must be evaluated and a recommendation made in favour of the supplier offering the best value for money outcome. Details of the suppliers contacted and their quotations must be recorded on the Quote Summary Template (available on the Intranet). The successful supplier’s original quotation must be maintained in the City’s document management system.

Items with a value $25,001 to $149,999 (for Goods and Services) /$199,999 (for Works) – Request for Quotation The City will seek at least three written/fax/email quotations. Public advertising is not required, however a detailed specification must be supplied. Quotations returned by the nominated closing date must be evaluated and a recommendation made in favour of the supplier offering the best value for money outcome. Details of the suppliers contacted and their quotations must be recorded on the Quote Summary Template (available on the Intranet). The successful supplier’s original quotation must be maintained in the City’s document management system.

Insufficient Quotations

The situation may arise where insufficient quotations are received to satisfy the above requirements.

This may occasionally occur where there are few suppliers for the goods, services or works being sought, the work is highly specialised or the supplier(s) contacted have declined to quote. In this case, the details of the contacted suppliers must be recorded on the Quote Summary Template (available on the Intranet) or recommendation and an appropriate comment recorded, for transparency.

2.3.2.2 Tendering Purchase of all external goods and services for which the estimated expenditure reaches $150,000, and works for which the estimated


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expenditure reaches $200,000, must be undertaken by public tender as per the thresholds contained in the Local Government Act.

2.3.2.3 Tendering Process

The tendering process is clearly outlined in the City’s Process for Tendering and Contracts (available on the Intranet).

2.3.2.4 Public Advertising

Request for Tenders may be advertised at the City Manager’s discretion in addition to the methods above. This may occur when a field of potential tenderers have not been established, or an innovative approach is required, or the project has broad appeal that may attract keen prices, etc.

2.3.3 Exemptions to the Policy for obtaining quotes:

Please note all areas of expenditure identified under 2.3.3 of this policy are exempt from the requirements of 2.3.2.1 of this policy. However, transactions must still comply with 2.3.2.2 if it fits within the tendering threshold. Even in instances where an exemption applies, every effort should be made to comply with the intent of this Policy where possible. Ministerial Approval - The requirements of Section 186 of The Act do not apply if a contract is entered into by the City in accordance with arrangements approved by the Minister for Local Government. Shop Supplies - Units of the City that operate a retail outlet within its Unit that are required to purchase stock for resale to the public. Goods purchased for the purpose of resale are exempt from obtaining quotes. This is due to the nature of the goods that are offered for resale, which may be of a unique nature. Performers - Units of the City that engage performers for resale of an existing performance as part of their performance program are exempt from the conditions of this policy. Performers are engaged for resale to the public and based on potential earnings the City can raise. This exemption does not apply to the commissioning of completely new or original performances. Artworks, Statues and Monuments - the City is in a unique position of operating an Art Gallery. It is not practical to obtain quotes for Artworks, Statues and Monuments as each piece of work is unique. These Items are to be purchased with annual budget restraints in mind. This exemption does not apply to the commissioning of completely new or original artworks. Sole Supplier (Core Service) - the City deals with a number of core service sole suppliers. There is no market to test and obtain multiple quotations. Examples of core service sole suppliers are:

Library Service - North Central Goldfields Regional Library;

Water - Coliban Water;

Water Catchment Authority - North Central Catchment Authority;

Professional membership payments (must related to position held at CoGB);

Sole source of intellectual property.

Advertising (newspapers and magazines).


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A Schedule 2 – Exemption to Complying with Minimum Number of Quotes form should be completed for these purchases. Plant & Equipment Servicing & Spare Parts - Plant & Equipment purchased by the City require servicing at regular intervals. To maintain a valid warranty, works need to be carried out by recognised suppliers using genuine parts. To achieve this, the City utilises servicing by the manufacturers from whom the plant and equipment was originally purchased. Spare parts from specific manufacturers can also be purchased to complete works on plant and equipment in the City’s Workshop. Specialist Knowledge and Skill Exemption - the City requires to obtain advice in a timely manner from a supplier who offers specialist knowledge may do so by completing Schedule 2 - Exemption to Complying with Minimum Number of Quotes.

Legal Services - Legal services are exempt from the requirements of Section 186 of the Act. While there is no requirement under this policy for employees to obtain three quotes from a legal firm, employees must consult with the City’s Legal Officer before engaging external legal providers. This internal consultation will ensure the most appropriate firm is engaged, that advice received is relevant without unnecessary replication and that the City receives value for money.

The Legal Officer is the initial point of contact for all legal matters, except

specialist planning advice, prosecutions and conveyancing where the City is either the purchaser or the vendor. In these limited circumstances it is accepted practice for business units to directly engage specialist legal providers.

The direct referral to specialist legal providers will be subject to review every

three years. Emergency Situations – If the CEO or delegated key emergency management

employees have determined that an emergency exists, purchases can be made without the need to initially follow policy. Emergency situations may arise due to unforeseen events or occurrences relating to, but not limited to life threatening situations, genuine concerns for public safety, security, loss of essential services, invoking an emergency response plan.

A Schedule 2 – Exemption to Complying with Minimum Number of Quotes form should be completed for these purchases.

2.4 Delegation of Procurement Authority

2.4.1 Procurement Requirements Delegations and authorisations define the limitations within which City employees are permitted to operate. Delegation or authorisation of procurement authority allow specified employees to approve certain purchases, quotation, tender and contractual processes without prior referral to the Council. This enables the City to conduct procurement activities in an efficient and timely manner while maintaining transparency and integrity.


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Procurement delegations and authorisations ensure accountability and provide confidence to the City and the public that purchasing activities are dealt with at the appropriate level. As such, the City has delegated or authorised responsibilities as detailed in Schedules 1 and 3 relating to the expenditure of funds for the purchase of goods, services and works, the acceptance of quotes and tenders and for contract management activities. * Please note the limits detailed in Schedules 1 and 3 are inclusive of GST. Delegation and authorisations can be altered at the CEO’s discretion.

2.4.2 Purchasing Decisions Reserved for the Council

Commitments and processes which exceed the CEO’s delegation must be approved by Council.

2.5 Internal Controls The City will install and maintain a framework of internal controls over procurement processes that will ensure:

more than one person is involved in and responsible for a transaction end to end;

transparency in the procurement process;

a clearly documented audit trail exists for procurement activities;

appropriate authorisations are obtained and documented; and

systems are in place for appropriate monitoring and performance measurement.

2.6 Commercial Information Procurement activities will be carried out in a way that supports City employees in meeting their obligations - to ensure information of a commercially sensitive or confidential nature is obtained, stored, processed, published (where applicable) in an appropriate manner in accordance with the relevant City guidelines.

2.7 Risk Management

2.7.1 General

Risk Management is to be appropriately applied at all stages of procurement activities which will be properly planned and carried out in a manner that will protect and enhance the City’s capability to prevent, withstand and recover from interruption to the supply of goods, services and works.

2.7.2 Supply by Contract

The provision of goods, services and works by contract potentially exposes the City to risk. The City will minimise its risk exposure by measures such as:

standardising contracts to include current, relevant clauses;

requiring security deposits or bank guarantees where appropriate;

referring specifications to relevant experts;

requiring contractual agreement before allowing the commencement of work;


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use of, or reference to, relevant Australian Standards (or equivalent); and

effectively managing the contract including monitoring and enforcing performance.

2.7.3 OH & S Pre-qualification

In order to carry out works for the City, contractors are required to successfully undertake an Occupational Health and Safety assessment.

2.8 Contract Terms All contractual relationships must be documented in writing based on standard terms and conditions. Where this is not possible, approval must be obtained from the appropriate City employee listed in the City Delegations or authorisations (refer to Schedule 1). A request for such an approval should be supported with procurement, risk and legal advice as relevant. To protect the best interests of the City, terms and conditions must be settled in advance of any commitment being made with a supplier. Any exception to this exposes the City to risk and thus must be authorised by the appropriate City employee listed in the City Delegations.

2.9 Endorsement City employees must not endorse any products or services. Individual requests received for endorsement must be referred to Director level or above.

2.10 Dispute Resolution All City contracts shall incorporate dispute management and alternative dispute resolution provisions to minimise the chance of disputes getting out of hand and leading to legal action.

2.11 Contract Management The purpose of contract management is to ensure that the City, and where applicable its clients, receive the goods, services or works provided to the required standards of quality and quantity as intended by the contract by:

establishing a system capable of monitoring and achieving the responsibilities and obligations of both parties’ under the contract;

providing a means for the early recognition of issues and performance problems and the identification of proposed solutions; and

adhering to the City’s Risk Management Framework and adhering to relevant Occupational Health and Safety Contractor Compliance Procedures.

All City contracts are to include contract management requirements. Furthermore, contracts are to be proactively managed by the City employee responsible for the delivery of the contracted goods, services or works to ensure the City receives value for money. For further requirements around contract management please refer to the City’s Contract Management Manual.


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3. Demonstrate Sustained Value

3.1 Integration with Council Strategy The City’s procurement strategy shall align to its corporate strategy, aims and objectives, including but not limited to those related to sustainability, protection of the environment, corporate social responsibility and meeting the needs of the local community such as:

supporting local community

feeling safe,

living in a clean and pleasant environment, and

receiving good quality and well managed City services that are deemed to be value for money.

3.2 Achieving Best Value Principles

3.2.1 Requirement

The City’s local procurement activities will be carried out in accordance with the requirements of the Local Government Act 1989. The City is committed to applying Best Value Principles, taking into account, amongst other factors, community expectations and values, opportunities for local employment growth or retention, the value of potential partnerships with other Councils and State and the Commonwealth Governments, and potential environmental advantages for the Council’s municipal district. Lowest price is not the sole determinate of best value.

3.2.2 Approach This will be facilitated by:

developing, implementing and managing procurement strategies that support the co-ordination and streamlining of activities throughout the lifecycle;

effective use of competition;

using aggregated contracts and SPA where appropriate;

identifying and rectifying inefficiencies in procurement processes;

developing cost efficient tender processes including appropriate use of E-solutions;

City employees responsible for providing procurement services or assistance within the City;

providing competent advice in terms of available products and agreements;

working with suppliers to create relationships that are professional and productive, and are appropriate to the value and importance of the goods, services and works being acquired.

3.2.3 Role of Specifications

Specifications used in quotations, tenders and contracts are to support and contribute to the City’s value for money objectives and should be written in a manner that:

ensures impartiality and objectivity;

encourages the use of standard products;


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encourages sustainability;

eliminates unnecessarily stringent requirements; and

provides for the highest level of accuracy as possible.

3.3 Performance Measure and Continuous Improvement Appropriate performance measures are to be established and reporting systems will be used to monitor performance and compliance with procurement policies, procedures and controls. Procurement procedures, practices and costs will be benchmarked externally. Internal service standards will be agreed within the City and performance against these targets will be measured and reviewed regularly to support continuous improvement. The performance measurements developed will be used to:

Highlight trend and exceptions where necessary to enhance performance.

Improve the internal efficiency of the procurement process and where relevant the performance of suppliers.

Facilitate programmes to drive improvement in procurement to eliminate waste and inefficiencies across key spend categories.

Continuous improvement is also achieved by providing feedback to employees on findings from internal policy compliance reviews. Employees are informed of findings to improve practices in the future.

3.4 Sustainability

3.4.1 General

The City recognises that procurement decisions have an impact on the environment and that through considered purchasing decisions the City has the opportunity to contribute to positive environmental outcomes, maximising long-term benefits for the community. Therefore the City is committed to achieving long term environmental sustainability through the procurement process and is committed to reducing resources, consumption and minimising waste during the procurement life cycle. Within the tender process, the City requires applicable tender applications to consider the environment to ensure that all purchases have a positive or minimised impact on the environment.

3.4.2 Reporting

The City will provide mechanisms to support employees to make sustainable procurement choices, record these will monitor reports on Council activities and programs that have an impact on or contribute to the health of the environment including but not limited to the following:

o avoidance of consumption and demand management,

o waste management,

o waste practices,


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o recycling rates and waste segregation,

o energy use and efficiency,

o carbon emission reduction and management,

o water conservation,

o water quality in waterways,

o water quality in wastewater,

o green building design and procurement,

o building environmental performance,

o air quality,

o soil and land health

o natural environment improvement,

o biodiversity conservation using products that have been manufactured and

assembled from resource components that have not contributed to the endangerment of threatened species or threatened environments,

o environmental risk management,

o environmental toxicity avoidance,

o social responsibility and ethical practices associated with the good or

service.

3.4.3 Minimise Environmental Impact over Whole-of-life The City is committed to supporting the principles of sustainable procurement within the context of purchasing on a value for money basis. Value for money purchasing decisions are made by the City on the basis of whole-of-life environmental cost and non-price factors including contribution to the City’s sustainability objectives. The City will consider and quantify where possible, the whole-of-life costs to be associated with acquiring, using, holding, maintaining and disposing of goods, services or works and will seek to minimise these throughout the entire life. Whole-of-life costs include, and are not limited to:

o waste – consideration of manufacturing by-products and waste created in-

use including volume, type of waste and disposal methods. Consideration of end-of-life disposal impact and issues around recyclability, biodegradability, waste segregation and associated processes.

o composition – consideration percentage of recycled content and choice of

materials

o energy – consideration of the amount of energy and raw materials used to

create a product

o product or food miles – consideration of the distance products or

components need to travel before use

o manufacturing process – consideration to practices involved in the creation

of a product including raw material extraction or mining and any impact to air, soil, land, water, natural landscapes or biodiversity

o biodiversity – consideration of ecological values and the impact the product

or service has had to the natural landscape, flora and fauna

o innovation – consideration of contributions to improve and redesign

products and processes that benefit the environment and that the City can support new industries and stimulate demand via purchasing choices

o continuous improvement – considerations of efforts made to improve

practices


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o availability of cost of maintenance and support – consideration to the level

of maintenance required, the cost or deceased cost of maintenance and whether it is easily available

o relevant experience and past performance – consideration of past

environmental performance and demonstrated commitment to environmental value

o environmental conformance – consideration of compliance with

environmental legislation, regulation and guidelines o availability and suitability of employees, plant and equipment o environmental management systems - application of relevant and sound

systems of management, safety and quality assurance o community and social benefits – consideration of choices that benefit the

environment often benefit the community and commitment to quantifying and valuing these

o risk, legal and reputation exposures – consideration of the activities of the

supplying organisation that may badly reflect on the City o business continuity

3.4.4 Consider value for money over whole-of-life

The City recognises that in many cases, the purchase of environmentally preferred products actually provides greater value for money when whole-of-life aspects such as running costs and maintenance costs are taken into account as opposed to only taking into account initial cost. The City is committed to taking whole-of-life financial costs into account when making purchase decisions. Examples include, but are not limited to:

o Quality and longevity of use – consideration of the lifespan of product

whereby longevity of an item avoids the cost of early replacement, decommissioning, dismantling and disposals costs as well as administration costs around repurchasing decisions and processing.

o Resource savings – consideration of the financial and resource savings of

more efficient products or services in-use that reduce costs over the life of the asset.

o Waste disposal and decommissioning – consideration of the creation of

waste disposal costs during use and at end-of-life and the contribution of these to the overall cost of the product or service.

3.4.5 Avoid unnecessary consumption and manage demand

Wherever possible, CoGB will adopt strategies to avoid unnecessary consumption and manage demand. This includes:

o Assessing the need for a given purpose and, whenever possible reduce

consumption through demand management activities

o Consider alternatives to purchasing the product: reuse, refurbish or

recondition the products components to extend its life


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o Consider the establishment of management systems to monitor and report

on consumption levels

o Investigate the possibility of aggregating demand amongst multiple users, to

achieve better usage of assets

3.4.6 Green the Supply Chain

The City will encourage suppliers to adopt good environmental practices, and will actively promote green procurement throughout its supply chain to ensure selection which has minimum environmental impact.

3.5 Diversity

Promoting social equality through procurement can improve competition, value for money, the quality of public services, satisfaction among users and community relations. Every procurement project should reflect a corporate commitment to diversity and equal opportunities wherever possible.

3.6 Support of the Regional Economy The City is committed to buying from local business where such purchases may be justified on value for money grounds. All other factors being equal, the City will give preference to regional economic benefit when sourcing products. Included in all tender evaluation criteria is a mandatory 10% weighting for local content. These benefits may take the form of:

increased local employment;

local youth initiatives;

increased activity and spend in the local economy with identifiable benefits;

the level of local content in the goods, services and works; and

the application of regional content shall have consideration of both, Best Value Principles of the Act and the National Competition Policy (Trade Practices Act).

3.7 Social Procurement

Social procurement often takes the form of a local, state or federal department strategically using an appropriate procurement opportunity to generate targeted employment for a specific population group, such as people with a disability, the long-term unemployed, indigenous, culturally and linguistically diverse groups, youth, social housing tenants, or a regional, rural or disadvantaged metropolitan area. Council is committed to social procurement and in particular facilitating employment opportunities in disadvantaged communities in the City of Greater Bendigo.

4. Apply a Consistent and Standard Approach

The City will provide effective and efficient commercial arrangements for the acquisition of goods, services and works.


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4.1 Standard The City will provide effective commercial arrangements covering standard products and provision of standard services across the City to enable employees to source requirements in an efficient manner. This will be achieved via establishing the following:

regular training for employees involved in procurement on policy, procurement process and finance system;

pricing where relevant;

processes, procedures and techniques;

tools and business systems (e.g. implementing appropriate e-tendering, e-evaluation; e-catalogue or e-sourcing arrangements);

reporting requirements; and

the application of standard contract terms and conditions.

The City is committed to ongoing training of employees in procurement practices to ensure best value outcomes in procurement and that City employees remain compliant with this policy.

4.2 Performance Indicators

A list of performance indicators will be developed to measure procurement performance. They will include criteria such as:

the proportion of spend against corporate contracts;

level of compliance and understanding of City procurement policies;

knowledge and skill of City employees in procurement process; and

measuring the success of procurement initiatives such as procurement cards.

4.3 Management Information The City seeks to improve its performance by capturing and analysing procurement management information in a variety of areas, including:

volume of spend;

number of transactions per supplier;

supplier performance;

user satisfaction;

category management; and

green spend. The City will also use external sources of management information to assist with the procurement decision making process including:

benchmarking data;

information from professional bodies such as the Chartered Institute of Purchasing and Supply Australia; and

supplier reports.


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5. Build and Maintain Supply Relationships

The City recognises that in order to achieve sustainable value, a strategic assessment of the appropriate ‘channel to market’ should be undertaken – whether to go to market on its own, participate in regional or sector aggregated projects or panels, access State Government panel agreements or other means. The City will consider supply arrangements that deliver the best value outcomes in terms of time, expertise, cost, price and outcome. 5.1 Developing and Managing Suppliers

The City recognises the importance of effective and open working relationships with its suppliers and is committed to the following:

managing existing suppliers, via the appropriate development programmes and performance measurements to ensure the benefits are delivered;

maintaining an approved pre-qualified supplier list; and

developing new suppliers and improving the capability of existing suppliers where appropriate.

5.2 Supply Market Development

A wide range of suppliers should be encouraged to compete for City work. The City also supports the use of joint Council tenders. The focus for new work need not always be with the larger more familiar businesses. Other types of organisations offering business diversity include:

local businesses;

green suppliers;

small to medium sized enterprises (SME’s);

social enterprises;

ethnic and minority business;

voluntary and community organisations;

disability;

socioeconomic disadvantaged; and

Aboriginal and Torres Strait Islanders

5.3 Relationship Management The City is committed to developing constructive long-term relationships with suppliers. It is important that the City identifies its key suppliers so that its efforts are focused to best effect. Such areas may include:

size of spend across the City;

criticality of goods/services to the delivery of the City’s services;

availability of substitutes; and

market share and strategic share of suppliers.

5.4 Communication External communication is very important in ensuring a healthy level of interest from potential suppliers and partners of the City. The external website will be updated and aims to provide:

information about the City and how to become an approved supplier;

a list of existing and forthcoming contract opportunities, projected over a number of years;

guidelines for doing business with the City;


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standard documentation used in the procurement process; and

links to other relevant sites.

6. Continuous Improvement The City is committed to continuous improvement and will review the procurement policy on an annual basis, to ensure that it continues to meet its wider strategic objectives.

Schedule 1 - Employee Procurement Authorisation The City shall maintain a documented scheme of procurement authorisations, identifying appropriate City employees authorised to make such procurement commitments in respect of goods, services and works on behalf of the City and their respective delegations contained in Financial Delegations policies. * The amounts listed below are GST inclusive. The procurement authority structure (where delegated) is as follows: Exceptions to the financial authorisations structure are as follows: Executive

Management Level Authorisation Limit

Exec Assistant CEO $2,000

Corporate Performance


Organisation Development Coordinator

$20,000

Risk Coordinator $20,000

Human Resources Coordinator $20,000

Senior Coordinator Rates and Valuations

$10,000

Senior Valuer $2,000

Rates Coordinator $2,000

OD Advisor $5,000

HR Advisor $2,000

IT Infrastructure Coordinator $2,000

Councillor Support Officer $2,000

Civic Admin Officer $2,000


Managers $99,999

Directors $500,000

CEO $1,500,000


PAGE 177

Strategy & Growth Directorate


Marketing Manager - Tourism $10,000

Marketing Manager – Capital Venues & Events

$10,000

Registrar – Art Gallery $5,000

Shop Manager – Art Gallery $5,000

Senior Curator – Art Gallery $10,000

Airport Manager $5,000

Unit Managers - Capital $20,000

Major Events Coordinator $2,500

Coordinator Arts and Culture – Capital Venues & Events

$3,000

Technical Operations Manager – Capital Venues & Events

$5,000

Livestock Exchange Manager $15,000

Property Coordinator $10,000

Property Officer $1,500

Admin Officer – Building & Prop $1,500

Health & Wellbeing Directorate


Coordinator Capital Projects $10,000

Coordinator Community Projects $10,000

Active and Healthy Lifestyles Facilities Team Leader

$10,000

Coordinator Early Years, Community Services

$10,000

Coordinator, Systems & Support, Community Services

$10,000

Coordinator, Home Care Services. Community Services

$10,000

Coordinator, Young Communities – Community Partnerships

$10,000

Coordinator, Inclusive Communities – Community Partnerships

$10,000

Coordinator, Connecting Communities – Community Partnerships

$10,000

Coordinator, Community Resilience – Community Partnerships

$10,000

Environmental Health Officer $2,000

Coordinator Public Health & Environment

$2,000

Coordinator Food & Tobacco $2,000


PAGE 178

Presentation & Assets Directorate


Waste Engineer $50,000

Senior Works Coordinator $99,999

Maintenance Coordinator $50,000

Systems Coordinator $15,000

Coordinator Construction $15,000

Coordinator Waste Services $15,000

Foreman Sealed Roads $15,000

Foreman Unsealed Roads $15,000

Foreman Maintenance $15,000

Team Leaders – Parks & Open Space

$15,000

Workshop Coordinator – Waste Services

$15,000

Landfill Supervisor $15,000

In addition to the Authorisation Limits detailed above, the following requirements are also in place around the authorisation of individual transactions:

Order/Transaction Required Authority

Excess of $500,000 up to $1Million

Two Directors or CEO

In excess of $1 Million One Director and CEO

As part of the Annual Budget process, Council adopts a Capital Works Programme. A Project Manager, Client Manager and responsible Director are assigned to each project. As part of this process, each Project and Client Manager is assigned an authorisation limit as detailed below to be used solely for the nominated project. Any authority already assigned under the Managers’, Directors’ and CEO’s limits will over-ride that detailed below unless it is of a lesser amount.

Project Management Level Authorisation Limit

Senior Works Coordinator – Works $99,999

Coordinator Project Management – Engineering & Public Space

$50,000

Coordinator Civil Design – Engineering & Public Space

$50,000

Coordinator Public Space Design – Engineering & Public Space

$50,000

Coordinator Infrastructure Development – Engineering & Public Space

$50,000

Project Manager $15,000

Client Manager $15,000


PAGE 179

Credit Card Purchases

Director Corporate Performance

Authority to authorise and issue employees a City issued credit card. Credit card usage must be in accordance with the City’s Credit Card Policy.


PAGE 180

Schedule 2 - Exemption to Complying with Requirement for Minimum Number of Quotes.

Quotation Number: Date:

Supplier Name:

Description of Procurement:

Employee Name:

Contact Number:

Employee Signature: Date:

Reason why exemption sought to obtaining minimum number of quotes (tick as appropriate)

Urgent matter of health, security or safety

Specialist knowledge and skill

Sole source of intellectual property

Other:

Brief description of exemption case:

APPROVED: Yes / No (Please circle applicable approval)

Employee with delegated Authority to make purchase (print name):

Signature:

Date:


PAGE 181

Please attach signed form with purchase order and invoice or on the contract file.

Schedule 3 – Delegation for Awarding Contracts

The CEO has delegated to the various levels of staff to award and sign contracts as follows. Please note the delegations listed below are in line with the CEO delegation for Directors and others approved on the 4th September 2012 (all amounts listed below are GST exclusive).

All Contracts Council Awarding contracts over $1,500,000 or for any contract that the CEO or Directors consider requires a Council Resolution for approval.

All Contracts CEO Awarding contracts for amounts up to $1,500,000 for one supplier, lump sum single engagement contracts and variations up to 30% of the original contract price or $150,000, whichever is the lesser

Awarding contracts for amounts up to $1,500,000 per annum for multi-year, schedule of rates based contracts

Single year contract Financial expenditure approval

Director Service Unit Manager

Director – awarding of contracts within budget for amounts up to $500,000 (exclusive of GST)

Director – awarding of contracts over budget limited to 20% above budgeted amount, or $50,000 whichever is the lesser, and contract total not to exceed $500,000 (excl. GST), subject to offset savings being identified across the program.

Service Unit Manager – awarding of contracts within budget for amounts up to $99,999 (excl. GST)

Multiyear contract Total financial expenditure

Director Awarding of contracts with fixed annual deliverables, quantities or costs, to have the first year of the contract within the current budget and the total contract expenditure amount, including extension options, not to exceed $500,000 (excl. GST).

Awarding of contracts over the first year’s budget limited to 20% above budgeted amount, or $50,000, whichever is the lesser, and contract total not to exceed $500,000 (excl. GST), subject to offset savings being identified across the program.

Awarding of contracts based on a schedule of rates with no fixed annual deliverables, quantities or costs, with budget amount not exceeding $500,000 (excl. GST) per annum.

Contract extensions Financial expenditure approval

Director Contracts with fixed annual deliverables, quantities or costs, total of contract and extensions not to exceed $500,000 (excl. GST)

Awarding of contract extensions over current budget limited to 20% above budgeted amount, or $50,000, whichever is the lesser, and total of contract and extensions not to exceed $500,000 (excl. GST), subject to offset savings being identified across the program.

Contracts based on a schedule of rates with no fixed annual deliverables, quantities or costs, extensions with budgeted amount not exceeding $500,000 (excl. GST) per annum.


PAGE 182

Contract variations within the project scope

Project Manager Director

Must consult with the Client Director; and total of contract and variations not to exceed $500k

(excl. GST); and contract variations not to exceed 20% of the original

contract sum, or $50,000, whichever is the lesser, subject to remaining within budget or offset savings being identified from within the Project Manager Director’s and/or Client Managers Director’s programs.

Variations to Project Scope

Client Director Total of contract and variations not to exceed $500,000 (excl. GST); and

Contract variations not to exceed 20% of the original contract sum, or $50,000, whichever is the lesser, subject to remaining within budget or offset savings being identified from within the Client Manager’s Director’s program.

Administrative action of signing contracts following approval by relevant delegate

Director Corporate Performance Manager Governance

For amounts up to $200,000 (excl. GST)

Contract Day Works Provisional Sums

Project Managers

Total of all Day Works to be within the specified Day Works Provisional Sum included in the contract

Maximum of $15,000 per item (excl. GST)


PAGE 183

Contract Delegation Operational Notes Definitions: Single year contract: This is a contract that is used for a single engagement and the contract terminates when that specific work is completed. E.g. contracting a consultant to produce a report or a design or contracting a builder for a shed or simple toilet block. The cost should be budgeted within one financial year. Multi-Year Contract: This is a contract for multiple or ongoing services across multiple financial years. E.g. cleaning, building maintenance, material supplies, architect services for a complicated large scale, multi-year building project. For delegation purposes, the total expenditure of all years of the multi-year Contract is to be considered. Annual Deliverables, Quantities or Costs Based Contracts: These contracts are fixed in nature with the CoGB committed to spend a specific amount on a specific good, service or works over a set time period. E.g. A cleaner may have a contract to clean a particular building for a fixed weekly/monthly/annual fee for the next 3 years. Schedule of Rates Based Contract: This is a contract that does not have any set purchase amount but provides a schedule of rates that the supplier will charge if requested to supply the goods or service. E.g. Stationary item costs or a consultant’s hourly rate could be listed in a contract and included on the PO when required. Contract Extensions: These are the optional additional years that may be included in some contracts. E.g. a contract that is expressed as 3+1+1 has an initial term of 3 years with two optional extensions of one year each. For delegation purposes, the total expenditure of the initial term and extension year/s is to be considered. Contract Variations within project scope: This is a variation to the contracted works that is required to meet the original intent and outcomes of the work. This can include changes to the specification which corrects errors or omissions in the drawings or reflects a change in the type of materials used, an adjustment for actual quantities needed/used or a change in construction methods. It also includes specialist, engineer approved works required to remedy latent conditions including additional footing depths, drilled piers etc (rock excavation can be managed via Day Works). Variations to project scope: This is a variation to change the original intent or outcomes of the project works. This includes additions, reductions and changes to the original contracted works. E.g. Adding/removing a room, wall or 2nd storey to a building, changing the size or purpose of a room, increasing/decreasing the number of facilities within a room, adding/reducing landscaping, fences or footpaths etc Contract Day Works Provisional Sums: This is an amount included within the contract to allow some flexibility for the project manager to have the contractor undertake rates based work from a schedule included in the contract. This will primarily be labour and machinery rates which can be used for unforeseen temporary works around the building site, remedying latent conditions that only require additional labour and machine hours, unplanned reinstatement work (not contractor accidental damages). Like all provisional sums in contracts, Day Works will not be payable to the contractor unless there was a direction by the Contract Superintendent (Project Manager) to undertake the work. Project Manager Director: This is the Director of the Directorate that the Project Manager is employed within. This is distinct from the Client Director who is the ultimate client of the project and may be in a different Directorate than the Project Manager.


PAGE 184

7.2 RECORD OF ASSEMBLIES


Author Peter Davies, Acting Manager Governance Responsible Kerryn Ellis, Director Corporate Performance Director

Purpose

The purpose of this report is to provide the record of any assembly of Councillors, which has been held since the last Council Meeting, so that it can be recorded in the Minutes of the formal Council Meeting.

RECOMMENDATION

That Council endorse the record of assemblies of Councillors as outlined in this report. RESOLUTION Moved Cr Fyffe, Seconded Cr Emond. That the recommendations contained in the Lead and Govern for All Report Nos. 7.2 (Record of Assemblies) and 7.3 (Contracts Awarded Under Delegation) be adopted.

CARRIED

~~~~~~~~~~~~~~~~~~~~~~~~~

Policy Context


Goal 1 Effective community engagement will guide well informed, responsive decision-making and financially responsible resource allocations, which are transparent and accountable.


PAGE 185


The Local Government Act provides a definition of an assembly of Councillors where conflicts of interest must be disclosed. A meeting will be an assembly of Councillors if it considers matters that are likely to be the subject of a Council decision, or, the exercise of a Council delegation and the meeting is: 1. A planned or scheduled meeting that includes at least half the Councillors (5) and a

member of Council staff; or 2. an advisory committee of the Council where one or more Councillors are present. The requirement for reporting provides increased transparency and the opportunity for Councillors to check the record, particularly the declarations of conflict of interest.

Report

Meeting Information

Meeting Name/Type

Councillors' Briefing

Meeting Date 26 May 2017

Matters discussed 1. Performance review

Attendees/Apologies

Councillors Cr Margaret O'Rourke Cr Jennifer Alden Cr Matt Emond Cr Rod Fyffe Cr Julie Hoskin Cr Andrea Metcalf Cr Yvonne Wrigglesworth Apologies: Cr George Flack Cr James Williams

Staff/ Community Representatives

Mr Bernie O'Sullivan (part) Ms Kerryn Ellis (part) Mr Craig Lloyd (part) Ms Vicky Mason (part) Mr Peter Davies (part)

Conflict of Interest disclosures

Matter No.

Councillor/officer making disclosure Councillor/officer left meeting

Nil


PAGE 186

Meeting Information

Meeting Name/Type


Meeting Date 3 July 2017

Matters discussed 1. Kennington Reservoir Dam Works 2. Tannery Lane - Vegetation Removal 3. Maiden Gully Precinct Structure and Development Contributions Plan 4. Railway Stations project update 5. Draft Ordinary Agenda review 6. Nanga Gnulle 7. Epsom Primary School 8. Organisation structure

Attendees/Apologies

Councillors Cr Margaret O'Rourke Cr Jennifer Alden Cr Rod Fyffe Cr Julie Hoskin Cr Andrea Metcalf Cr James Williams Cr Yvonne Wrigglesworth Apologies: Cr Matt Emond Cr George Flack


Mr Bernie O'Sullivan Mr Craig Lloyd Ms Kerryn Ellis Mr Peter Davies Apologies: Mr Craig Niemann Ms Vicky Mason


Matter No.


Nil


PAGE 187

Meeting Information

Meeting Name/Type



Matters discussed 1. Gaming application by Bendigo Stadium 2. Planning matters 3. Meeting with CEO of the Victorian Planning Authority 4. Plan Greater Bendigo 5. Community Leadership Loddon Murray 6. Bendigo Manufacturing Group 7. Bendigo Golf Club 8. Pedestrian safety 9. Councillor Access to Information Policy and Councillor Request 'App' 10. Retail Strategy 11. Home and Community Care 12. Councillor Briefings

Attendees/Apologies

Councillors Cr Margaret O'Rourke Cr Jennifer Alden Cr Matt Emond Cr Rod Fyffe Cr Julie Hoskin Cr Andrea Metcalf Cr James Williams Cr Yvonne Wrigglesworth Apology: Cr George Flack


Mr Craig Niemann Ms Vicky Mason Mr Trevor Budge Mr Craig Lloyd Ms Kerryn Ellis Mr Peter Davies Apology: Mr Bernie O'Sullivan


Matter No.


1. Cr James Williams Yes


PAGE 188

Meeting Information

Meeting Name/Type



Matters discussed 1. Update on the restructure 2. Enterprise Agreement 3. Councillor Media Policy 4. Procurement Policy 5. Councillor Bullying Prevention; Discrimination and Harassment Prevention Policies and Complaints Handling Policy 6. Gasworks Adaptive Reuse 7. Waste Options Workshop 8. Bendigo Heritage Attractions 9. Mount Edgecombe Hotel 10. Regent Park subdivision 11. Tannery Lane 12. McGlashans Road 13. Waste contract

Attendees/Apologies

Councillors Cr Margaret O'Rourke Cr Jennifer Alden Cr Matt Emond Cr Rod Fyffe Cr Julie Hoskin Cr Andrea Metcalf Cr James Williams Apologies: Cr George Flack Cr Yvonne Wrigglesworth


Mr Craig Niemann Mr Craig Lloyd Ms Kerryn Ellis Ms Vicky Mason Mr Ross Douglas Mr Peter Davies Apology: Mr Bernie O'Sullivan


Matter No.


8. Cr Julie Hoskin Yes

8. Mr Craig Niemann No


PAGE 189

Meeting Information

Meeting Name/Type

Heritage Advisory Committee


Matters discussed 1. Terms of Reference 2. 'Heritage through the lens' photo competition 3. Planning update

Attendees/Apologies

Councillors Cr Matt Emond


Mr Andrew Cockerall Dr Dannielle Orr/ Ms Helen Ashby Mr Laurie Brown Ms Elaine Doling Mr Darren Wright Apologies: Mr Trevor Budge Ms Emma Bryant Ms Megan McDougall Ms Trudy Rickard/ Mr David Bannear Mr Jordan Grenfell Ms Kay MacGregor Dr Di Smith Mr Rod Spitty Mr Calum Walker


Matter No.


Nil

Attachments

Nil


PAGE 190

7.3 CONTRACTS AWARDED UNDER DELEGATION


Author Lee Taig, Contract Support Administrator, Contract and Project Coordination Unit

Responsible Kerryn Ellis, Director Corporate Performance Director

Purpose/Summary

The purpose of this report is to provide information on contracts recently awarded under delegation.

RECOMMENDATION

That the contracts awarded under delegation, as outlined in this report, be acknowledged by Council.

(refer to page 184 - recommendation adopted)

~~~~~~~~~~~~~~~~~~~~~~~~~

Policy Context

Delivery of programs, projects and services that respond to community needs. Community Plan Reference: City of Greater Bendigo Council Plan 2017-2021 Goal 1 : Lead and govern for all Objective: 1.2 Be innovative and financially responsible


PAGE 191

Report

Contract No

Project Successful Contractor

Value (GST Excl)

Delegated Officer

Date Signed

Capital Contracts

CT000324 Garden Gully Recreation Reserve Pavilion Design

Y2Architecture $132,407.50 Vicky Mason

9 June 2017

CT000320 Rosalind Park Upper Irrigation Works

Rodwells & Co Pty Ltd

$118,603.29 Craig Lloyd 20 June 2017

CT000334 Alexandra Fountain Repair & Conservation Works

HBS Group Pty Ltd

$332,548.00 Craig Lloyd 23 June 2017

CT000332 Huntly Early Learning Centre Design

Mode Design 90,300.00 Steven Abbott

28 June 2017


PAGE 192

8. URGENT BUSINESS

Nil.

9. NOTICES OF MOTION

Nil.


PAGE 193

10. COUNCILLORS' REPORTS

Cr Flack reported on his attendance at the following meetings and events:

Visit to works at the Bendigo Stadium and Kangaroo Flat Aquatic and Wellbeing Centre

Access and Inclusion meetings

Eppalock Ward Meeting

Councillor Briefings Cr Emond reported on his attendance at the following meetings and events:

AFL International Cup

Bendigo Manufacturing Group meetings Cr Hoskin reported on her attendance at the following meetings and events:

Launch of the Dja Dja Wurrung Tram

Restoration of City Circle Tram

Blues Tram experience

Orchestra Victoria performance

Phantom of the Opera performance

Tour of major projects

Unveiling of new playspace at Lake Neangar

Food and Fibre Conference Cr Wrigglesworth report on her attendance at the following meetings and events:

Feedback on gender equity

Festival of Failure

Central Victorian Agribusiness Forum

Cultural Awareness Training

Heathcote Wine Show Awards

Phantom of the Opera

Bendigo Writers’ Festival

Celebration at Jenny’s Early Learning Centre Cr Metcalf reported on her attendance at the following meetings and events:

Agribusiness Dinner

Women’s football event

Under 12 Baseball finals

Unveiling plans for playspace at Eaglehawk

Recycling launch

Launch of Dja Dja Wurrung tram

Cultural Awareness training

Anglican Dean’s Conference


PAGE 194

Cr Alden reported on her attendance at the following meetings and events:

Festival of Failures

Orchestra Victoria performances

Women’s football

Outside the Square event

Waste media launch

Residential Waste Survey

Cultural Awareness training

Meeting your Councillors


Golden Square Pool Annual General Meeting

Book launch

LGBTIQ meeting in View Street and expressed support for marriage equality Cr Fyffe reported on his attendance at the following meetings and events:


Karen wrist-tying ceremony

Launch of Vox Bendigo

La Trobe University Prize Night

Small Business Festival

Orchestra Victoria performances


PAGE 195

11. MAYOR'S REPORT

The Mayor, Cr Margaret O’Rourke, tabled a report on her attendance at the following meetings and events: Hosted and welcomed the Nepal Delegation Visit lead by Deputy Prime Minister/Education

Minister Mr Gopal Man Shrestha

Attended the Community-based Renewable Energy Project Announcement - Sustainability

Victoria by the Hon. Lily D’Ambrosio, Minister for Energy, Environment and Climate Change

Attended Bendigo International Festival of Exploratory Music

Visited the Bendigo Toy Library

Attended The Festival of Failure at Ulumbarra Theatre

Guest Speaker at the Y Service Club of Eaglehawk Casserole Night

Welcomed the Vietnamese Delegation - Ca Mau Province RMIT visit to Bendigo

Welcomed exchange students from Haimen visiting Bendigo South East College

Attended the Official Launch of the Dja Dja Wurrung Tram

Attended the function to Congratulate & Inspire the next generation of AFLW Footballers at

the South Bendigo Club Rooms, QEO

Welcomed the International Study Students visit to Bendigo Senior Secondary College

Attended the Local Government Mayoral Advisory Panel meeting

Presented to the Organisation Leadership Team – City of Greater Bendigo on Council’s

Vision

Attended the MAV Councillors Development Weekend

Attended the Bendigo Bank event ‘Tomorrow…what’s next?’

Attended a Bendigo Manufacturing Roundtable meeting with Hon. Wade Noonan, Minister for

Industry and Employment, Minister for Resources

Attended and spoke at the ‘Learning to Soar: Dinner with Lydia Lassila OAM’ as part of the

Small Business Festival

Participated in a Cultural Awareness Training session

Hosted the Australian Anglican Deans Conference Civic Welcome at the Bendigo Town Hall

Attended the Bendigo Safe Community Forum

Attended the Roundtable Discussion with the Retail Group held at The Capital

Attended and assisted with the election of office bearers for the Bendigo Historical Society’s

Annual General Meeting

Officially opened the Write On The Fringe Festival & CO.Lab Exhibition

Held a Listening Post for the Eppalock Ward at Strathfieldsaye IGA

Participated in media opportunity for the BeConnected in Hargreaves Mall launch

Participated as a panel member for the CEDA Mayors Panel ‘Reinventing the Regions’ along

with Mayor’s from City of Latrobe, City of Wodonga and City of Ballarat

Attended the Bendigo Writers Festival Opening and Celebration

Attended and spoke at the Heathcote Football/Netball Club 50 Year Reunion Celebration

Attended and participated in the Celebration of Jenny’s Strathfieldsaye being recognised for

the Achievement Program

Attended a Presentation by the Friends of Crusoe Reservoir at Bendigo Library

Attended and laid a wreath at the Commemorative Service to mark the anniversary of the

Victory in the Pacific held at the Memorabilia Garden, Bendigo and District RSL

Participated in numerous workshops and forums


PAGE 196

Participated in numerous radio, newspaper, television media interviews and photo

opportunities

Met with many residents, businesses and community groups regarding a wide range of

issues.

Thank you to the Deputy Mayor and those Councillors who represented me at events I was unable to attend.


PAGE 197

12. CHIEF EXECUTIVE OFFICER'S REPORT

The Chief Executive Officer, Mr Craig Niemann, tabled a report on his attendance at the following meetings and events: Attended a meeting of the Board of Bendigo Heritage Attractions

Participated in an Organisation Leadership Team workshop with Managers including

those recently appointed as a result of the restructure

Participated in the tour of major projects including the Bendigo Stadium and

Kangaroo Flat Aquatic and Wellbeing Centre

Attended a meeting of the Board of Directors of Bendigo Heritage Attractions

Attended Bendigo Bank – Tomorrow- What’s Next? Event

Participated in Cultural Awareness Day with Dja Dja Wurrung

Attended the National Anglican Deans Conference Civic Welcome

Attended Media Event with the Premier the Hon Daniel Andrews to announce funding

for new Chinese Dragon

Attended Regional Development Australia Committee meeting

Attended Driving Economic Growth Forum and tour of Parliament House with Justin

Hanney

Introductory meeting with Mark Gepp MLC, Member for Northern Victoria

Participated in regular media interviews


PAGE 198

13. CONFIDENTIAL (SECTION 89) REPORTS

13.1 Confidential Report in accordance with Section 89(2)(a) and (d) of the Local Government Act relating to a personnel and contractual matter (Chief Executive Officer Position)

13.2 Confidential Report in accordance with Section 89(2)(a) and (d) of the Local Government Act relating to a personnel and contractual matter

RECOMMENDATION Moved Cr Fyffe, seconded Cr Metcalf. That Council close the meeting to members of the public pursuant to Section 89(2)(a) and (d) of the Local Government Act 1989 to consider reports relating to personnel and contractual matters.

CARRIED

There being no further business, the meeting closed at 9:10 pm.

Confirmed: 20 September 2017 Chair