Agenda Ordinary Meeting of Council Corryong Council Chamber Wednesday 24 February 2021
This information is available in alternative formats on request
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TOWONG SHIRE COUNCIL ORDINARY MEETING 24 FEBRUARY 2021
AGENDA FOR THE ORDINARY MEETING OF COUNCIL TO BE HELD AT TOWONG SHIRE COUNCIL CORRYONG OFFICE ON WEDNESDAY 24 FEBRUARY 2021 COMMENCING AT 10.30 AM.
Commonly Used Acronyms
ABBREVIATION TITLE Council Officers CAE Civil Asset Engineer CEO Chief Executive Officer DIE Director Infrastructure and Environment DCP Director Community and Planning DRR Director Relief and Recovery DCOD Director Corporate and Organisational Development COCEO Coordinator, Office of the CEO MF Manager Finance SCSO Senior Customer Service Officer MRR Manager Relief and Recovery Government/Organisation ACSUM Alliance of Councils and Shires of the Upper Murray CHS Corryong Health Service (formerly Upper Murray Health and Community Services) DJPR Department of Jobs, Precincts and Regions DOT Department of Transport DELWP Department of Environment, Land, Water and Planning GMW Goulburn Murray Water HRGLN Hume Region Local Government Network MAV Municipal Association of Victoria NECMA North East Catchment Management Authority NEW North East Water NEWRRG North East Waste and Resource Recovery Group RCV Rural Councils Victoria RDA Regional Development Australia RDV Regional Development Victoria THS Tallangatta Health Service VGC Victorian Grants Commission
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TOWONG SHIRE COUNCIL ORDINARY MEETING 24 FEBRUARY 2021
TABLE OF CONTENTS 1 Opening Prayer ...... 5 2 Councillor and Officer Presence at the Meeting ...... 5 3 Apologies and Granting of Leave of Absence ...... 5 4 Disclosure of Conflicts of Interest ...... 5 5 Confirmation of Minutes ...... 7 6 Petitions and Joint Letters ...... 7 7 Public Question Time ...... 7 8 Informal Meetings of Councillors ...... 7 9 Organisational Improvement ...... 8 9.1 Quarterly Budget Report (07/03/0012-DCOD) ...... 8 9.2 Mayoral and Councillor Allowances (07/03/0012-DCOD) ...... 11 9.3 Councillor Code of Conduct (07/05/0007-DCOD) ...... 16 9.4 Occupational Health and Safety Report (06/04/0212-DCOD) ...... 20 9.5 Councillor Representation – Goulburn Broken Greenhouse Alliance (07/05/0007-DCOD) ...... 23 9.6 Action Sheet Report (06/05/0010-COCEO) ...... 26 10 Bushfire Relief and Recovery ...... 29 10.1 Bushfire Relief and Recovery Quarterly Update (02/02/0013-MRR) ...... 29 10.2 Avenue of Honour Trees, Cudgewa (07/03/0007-MRR) ...... 29 10.3 Community Recovery Grants Round 2 (02/02/0013-MRR) ...... 36 11 Community Wellbeing ...... 37 11.1 Community Services Report (04/07/0055-DCP) ...... 37 11.2 Proposed Funding Applications - Building Better Regions Fund Round 5 and Road Safety Stimulus Package (01/07/0004-DIE) ...... 40 11.3 Municipal Emergency Management Planning Committee (02/02/0009- DCP) 45 12 Asset Management ...... 51 12.1 Asset Management Report (01/07/0004-DIE) ...... 51 12.2 Bullioh Netball Courts – Tender 2020/21-024 (07/03/0007-DIE) ...... 55 12.3 Purchase of Wheel Loader – Tender TOWN.RFQ 2020.64 ...... 59 (01/02/0008-DIE) ...... 59 13 Land-use Planning ...... 63 13.1 Land Use Planning Report (03/02/0003-DCP) ...... 63 14 Environmental Sustainability ...... 66 14.1 Environmental Sustainability Report (01/07/0004-DIE)...... 66 15 Economic and Tourism Development ...... 70 15.1 Economic Development Report (05/01/0001-DCP)...... 70 16 Councillor Reports ...... 73 16.1 Australia Day 2021 – Berringa Peninsula (Cr Wortmann) ...... 73 16.2 Australia Day 2021 – Walwa-Jingellic (Cr Dikschei) ...... 77 16.3 Australia Day 2021 – Mitta Valley (Cr Scales) ...... 78
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TOWONG SHIRE COUNCIL ORDINARY MEETING 24 FEBRUARY 2021
16.4 Australia Day 2021 – Tallangatta (Cr Anderson) ...... 79 16.5 Australia Day 2021 – Corryong (Cr Whitehead) ...... 81 17 Urgent Business ...... 83 18 Committee Minutes ...... 83 18.1 Riverview Committee of Management (Cr Dikschei)...... 83 19 Occupational Health and Safety ...... 83 19.1 OHS Committee (06/04/0212-DCOD) ...... 83 20 Council Policies (10/01/0007-CEO) ...... 84 20.1 Policies for Review and Adoption ...... 84 20.2 Community Engagement Policy (10/01/0007-DCOD) ...... 85 21 Sealing of Documents ...... 89 22 Confidential ...... 90 22.1 Colac Colac Caravan Park (08/01/0167-MRR) ...... 92
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TOWONG SHIRE COUNCIL ORDINARY MEETING 24 FEBRUARY 2021
1 Opening Prayer
“Almighty God, we ask that you be present at this meeting to assist us in our service to the Community through Local Government.
We pray that our decisions will be wise and taken with goodwill and clear conscience.
Amen.”
2 Councillor and Officer Presence at the Meeting
3 Apologies and Granting of Leave of Absence
4 Disclosure of Conflicts of Interest
Section 130 of the Act requires that a ‘Relevant person’ (which means a person who is a Councillor, a member of a delegated committee who is not a Councillor or a member of Council staff) disclose any conflict of interest in the manner required by Council’s Governance Rules and exclude themselves from the decision making process in relation to the matter including any discussion or vote on the matter at any Council meeting.
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TOWONG SHIRE COUNCIL ORDINARY MEETING 24 FEBRUARY 2021
Council’s Governance Rules state as follows:
A2 Obligations with regards to conflict of interest
Councillors, members of delegated committee, and Council staff are required to: a. Avoid all situations which may give rise to conflicts of interest; b. Identify any conflicts of interest; and c. Disclose or declare all conflicts of interest.
A3 Disclosure of a conflict of interest at a Council meeting
A Councillor who has a conflict of interest in a matter being considered at a Council meeting at which he or she:
A3.1 is present must disclose that conflict of interest by explaining the nature of the conflict of interest to those present at the Council meeting immediately before the matter is considered; or A3.2 intends to be present must disclose that conflict of interest by providing to the Chief Executive Officer before the Council meeting commences a written notice:
A3.2.1 advising of the conflict of interest;
A3.2.2 explaining the nature of the conflict of interest; and
A3.2.3 detailing, if the nature of the conflict of interest involves a Councillor’s relationship with or a gift from another person, the:
a. name of the other person; b. nature of the relationship with that other person or the date of receipt, value and type of gift received from the other person; and c. nature of that other person’s interest in the matter, and then immediately before the matter is considered at the meeting announcing to those present that he or she has a conflict of interest and that a written notice has been given to the Chief Executive Officer under this sub-Rule.
The Councillor must, in either event, leave the Council meeting immediately after giving the explanation or making the announcement (as the case may be) and not return to the meeting until after the matter has been disposed of.
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TOWONG SHIRE COUNCIL ORDINARY MEETING 24 FEBRUARY 2021
5 Confirmation of Minutes
Ordinary Council Meeting, Wednesday 27 January 2021.
RECOMMENDATION:
THAT THE MINUTES OF THE ORDINARY COUNCL MEETING HELD ON WEDNESDAY 27 JANUARY 2021 AS CIRCULATED BE CONFIRMED.
6 Petitions and Joint Letters
7 Public Question Time
Public Question Time has now replaced the Open Forum section of the Council meeting.
In accordance with Council’s Governance Rules, all questions must be submitted to Council in writing by 2.00 pm on the day prior to the Council meeting.
An online form is available on Council’s website, and a hard copy of the form is available at both the Tallangatta and Corryong Council offices.
Public Notice of Public Question Time was included in the advertisement for the Council meeting.
The Chief Executive Officer will advise the meeting of the receipt of any questions.
8 Informal Meetings of Councillors
In accordance with Council’s Governance Rules, a written summary of the matters discussed at each informal meeting of Councillors is to be tabled at the next convenient Council meeting and recorded in the minutes of that meeting.
Meeting Records from the informal meetings of Councillors held during December 2020, January 2021 and February 2021 will be tabled at the March 2021 Council meeting. 7 S:\Organisational Improvement\Executive Services\Council Meetings\Agendas\2021\02 February\2a Council Meeting Agenda - 24 February 2021 - Corryong.doc
TOWONG SHIRE COUNCIL ORDINARY MEETING 24 FEBRUARY 2021
9 Organisational Improvement 9.1 Quarterly Budget Report (07/03/0012-DCOD)
Disclosure of Interests (S.130):
This report was prepared by Mr Blair Phillips, Manager Finance.
At the time of preparation of this report, the officer did not have a general or material interest in any matter to which the report or advice relates.
Purpose of Report:
To provide Council with the Quarterly Budget Report in accordance with the requirements of the Local Government Act 2020 (LGA 2020).
Summary:
Section 97 of the LGA 2020 requires the following:
(1) As soon as practicable after the end of each quarter of the financial year, the Chief Executive Officer must ensure that a quarterly budget report is presented to the Council at a Council meeting which is open to the public.
(2) A quarterly budget report must include –
(a) a comparison of the actual and budgeted results to date; and (b) an explanation of any material variations; and (c) any other matters prescribed by the regulations.
(3) In addition, the second quarterly report of a financial year must include a statement by the Chief Executive Officer as to whether a revised is, or may be, required.
This report meets the requirements of the LGA 2020.
Recommendation:
That the report be noted.
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TOWONG SHIRE COUNCIL ORDINARY MEETING 24 FEBRUARY 2021
Attachment:
Appendix 1 – Quarterly Budget Report as at 31 December 2020.
Background/History:
This report provides a quarterly update to Council on the performance of its business operations.
Relevant Law (s.9(2)(a)):
Local Government Act 2020 (Section 97).
Options – Best Outcomes for the Community (s.9(2)(b)):
Not applicable.
Sustainability Implications (s.9(2)(c)):
Not applicable.
Community Engagement (s.9(2)(d)):
Not applicable, noting that projects identified within the report may have involved relevant consultation on a case by case basis.
Innovation and Continuous Improvement (s.9(2)(e)):
Not applicable.
Collaboration (s.9(2)(f)):
Not applicable.
Financial Viability/Budget Impact (s.9(2)(g)):
Please refer to the attached report.
Regional, State and National Plans and Policies (s.9(2)(h)):
Not applicable.
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TOWONG SHIRE COUNCIL ORDINARY MEETING 24 FEBRUARY 2021
Council Plans and Policies:
Not applicable.
Transparency of Decision (s.9(2)(i)) :
It is the officer’s view that it is appropriate to consider this matter in an open meeting.
Risk Assessment:
Not applicable.
Officer’s view:
The Quarterly Budget Report as at 31 December 2020 is presented at this Council Meeting for noting.
Council Resolution:
To be resolved at the meeting.
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TOWONG SHIRE COUNCIL ORDINARY MEETING 24 FEBRUARY 2021
9.2 Mayoral and Councillor Allowances (07/03/0012-DCOD)
Disclosure of Interests (S.130):
This report was prepared by Ms Emma Woolaston, Director Corporate and Organisational Development.
At the time of preparation of this report, the officer did not have a general or material conflict of interest in any matter to which the report or advice relates.
Purpose of Report:
A decision of Council is required in relation to the level of allowances paid to the Mayor and the Councillors.
Summary:
Under the Local Government Act 2020 (LGA 2020) the Mayor and Councillors are to be paid allowances within ranges determined by an external body. The level of allowances paid within these set ranges is to be determined by Council resolution. The Mayor and the Councillors may each choose to receive their full allowance, a specified part, or take no allowance.
The external body responsible for determining allowance ranges has historically been the Minister for Local Government. Under the LGA 2020 this is transitioning to the Victorian Independent Remuneration Tribunal. Until the Tribunal has made their first determination, the LGA 2020 specifies that allowances are to remain as previously governed by the relevant provisions of the Local Government Act 1989 (LGA 1989).
In accordance with LGA 1989, Council needs to determine the levels at which Mayoral and Councillor allowances are to be paid within the first six months following the general election. Proposed allowances are to be open to submissions from the public prior to being adopted. Council proposed the level of Councillor allowances in December 2020 and the proposal has been on public exhibition.
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TOWONG SHIRE COUNCIL ORDINARY MEETING 24 FEBRUARY 2021
Recommendation:
That Council set the Mayoral and Councillor allowances at the levels proposed at the December 2020 Council Meeting as follows: a. Councillors: $21,049; and b. Mayor: $62,743.
Attachments:
Nil.
Background/History:
Legislative Context
The LGA 2020 provides for the Mayor, the Deputy Mayor and the Councillors to be entitled to receive allowances. Under the LGA 2020, the responsibility for setting these allowances has moved from the Minister for Local Government to the Victorian Independent Remuneration Tribunal.
The Tribunal is required to set new benchmarks for allowances within six months of receiving a request from the Minister for Local Government to make its first determination, however this has not yet occurred. In the meantime the LGA 2020 stipulates that allowances are to continue in line with the relevant provisions of the LGA 1989 despite those provisions having been repealed.
Under the LGA 1989, a Council must review and determine the level of the allowances within the period of six months after a general election.
Under both Acts the Mayor and Councillors may elect to receive the entire allowance to which they are entitled, a specified part, or no allowance.
Current Allowance Ranges
All Councils are divided into one of three categories based on the income and population of each Council. Towong Shire Council is a ‘Category 1’ Council and therefore the current allowance ranges are:
• Councillors: $8,833-$21,049; and • Mayor: up to $62,884.
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TOWONG SHIRE COUNCIL ORDINARY MEETING 24 FEBRUARY 2021
Allowances are also subject to the addition of the equivalent of the superannuation guarantee (9.5%) and the reimbursement of any necessary out-of-pocket expenses they incur while performing their duties as a Councillor.
Towong Allowances
Following the 2016 Council elections, Towong Mayoral and Councillor allowances were set at $58,389 and $19,543 respectively. These were adopted at the April 2017 Council meeting and have been indexed by the Ministerial adjustment factor since that time. They were set somewhat lower than the allowable maximums due to the economic conditions at the time and to align with the June 2016 Council decision to limit staff wage increases to 1%.
Taking into account the superannuation guarantee the total current level of allowances is:
Plus Allowance 9.50% Mayor $61,963 $67,849 Councillor $20,740 $22,710
Allowance Review
Council is required to review and determine the level of Mayoral and Councillor allowances within the first six months after a general election. Allowances will be paid at these levels from the time of the Council resolution determining them.
A person has a right to make a submission under section 223 of the LGA 1989 in respect of this review of allowances. Allowances were proposed at the December 2020 Council Meeting and public submissions were invited.
Relevant Law (s.9(2)(a)):
Councillor allowances are governed by the LGA 2020, which in turn stipulates that the repealed relevant provisions of the LGA 1989 are to apply until the first determination of the Victorian Independent Remuneration Tribunal. In the meantime allowances are determined by the Minister for Local Government. Allowances must be determined within the ranges set by the relevant authority responsible for determining them.
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TOWONG SHIRE COUNCIL ORDINARY MEETING 24 FEBRUARY 2021
Options – Best Outcomes for the Community (s.9(2)(b)):
Council may set allowances at any point within the allowable range. Individual Councillors and the Mayor may elect to take only a portion of, or no allowance. Considerations include the ability to attract and retain quality candidates to the roles of Councillors and the Mayor, and to enable the Councillors and the Mayor to be appropriately remunerated for the time spent in these roles, which might otherwise be spent in other income-generating roles.
Sustainability Implications (s.9(2)(c)):
Nil.
Community Engagement (s.9(2)(d)):
The level of allowances was proposed at the December 2020 Council Meeting, placed on public exhibition and submissions were invited. At the time of writing this report no submissions were received.
Innovation and Continuous Improvement (s.9(2)(e)):
Not applicable.
Collaboration (s.9(2)(f)):
Not applicable.
Financial Viability/Budget Impact (s.9(2)(g)):
Councillor allowances have been factored into Council’s annual budget.
Regional, State and National Plans and Policies (s.9(2)(h)):
Not applicable.
Council Plans and Policies:
Not applicable.
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TOWONG SHIRE COUNCIL ORDINARY MEETING 24 FEBRUARY 2021
Transparency of Decision (s.9(2)(i)) :
It is the officer’s view that it is appropriate to consider this matter in an open meeting.
Risk Assessment:
There are reputational risks in having Councillors approve their own remuneration. This risk is addressed by the requirements that: (a) Remuneration ranges and annual increases are determined by an external body; and (b) That proposed allowances are subject to a public consultation process.
Officer’s View:
No submissions were received in relation to the level of Mayoral and Councillor allowances proposed at the December 2020 Council Meeting. It is now appropriate to adopt the proposed allowances.
Council Resolution:
To be resolved at the Council meeting.
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TOWONG SHIRE COUNCIL ORDINARY MEETING 24 FEBRUARY 2021
9.3 Councillor Code of Conduct (07/05/0007-DCOD)
Disclosure of Interests (S.130):
This report was prepared by Ms Emma Woolaston, Director Corporate and Organisational Development.
At the time of preparation of this report, the officer did not have a general or material conflict of interest in any matter to which the report or advice relates.
Purpose of Report:
A decision of Council is required in relation to the adoption of the Councillor Code of Conduct.
Summary:
Under the Local Government Act 2020 (LGA 2020) all Councils must adopt a Councillor Code of Conduct within four months of a general election. The LGA 2020 is substantially more prescriptive than the previous legislation in terms of what must be included in a Councillor Code of Conduct. A draft 2021 Councillor Code of Conduct is presented for adoption based on legislative requirements, the Councillor Code of Conduct that was adopted in 2017 and Councillor input.
Recommendation:
That Council adopt the draft Councillor Code of Conduct.
Attachment:
Appendix 2 – Draft Councillor Code of Conduct.
Background/History:
Legislative Context
The LGA 2020 requires Council to develop a Councillor Code of Conduct within four months of the general election. It specifies that the Code is to include the standards of conduct to be observed by Councillors in the course of performing their duties and functions as Councillors.
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TOWONG SHIRE COUNCIL ORDINARY MEETING 24 FEBRUARY 2021
Specifically, the Code:
(a) must include the standards of conduct prescribed by the regulations expected to be observed by Councillors; and (b) must include any provisions prescribed by the regulations for the purpose of this section; and (c) must include provisions addressing any matters prescribed by the regulations for the purpose of this section; and (d) may include any other matters which the Council considers appropriate, other than any other standards of conduct.
These requirements of the LGA 2020 introduce a heavier degree of prescription than was required under the Local Government Act 1989 (LGA 1989).
Councillor Code of Conduct
Council’s Councillor Code of Conduct was last adopted in 2017, following the 2016 Council elections, in line with the requirements of the LGA 1989. Focus areas included Council’s governance vision, roles, relationships, decision making processes, behaviours, dispute resolution procedures and caretaker procedures.
A substantial proportion of these topics are now prescribed by the LGA 2020. In particular, the LGA 2020 prescribes overarching governance principles, supporting principles, roles, standards of conduct and dispute resolution procedures where a breach of the standards of conduct has occurred. In addition the LGA 2020 specifies that a Council’s Governance Rules must incorporate caretaker procedures. Council adopted its Governance Rules including caretaker procedures on 1 September 2020, superseding those specified in the Councillor Code of Conduct adopted in 2017.
The draft Councillor Code of Conduct presented for adoption has been based on a combination of the elements prescribed by the LGA 2020, and the spirit of Councillor behaviours, roles and conduct standards described within the Councillor Code of Conduct that was adopted in 2017. Additionally a section focusing specifically on Councillor behaviours has been developed based feedback from a Councillor Workshop held in January 2021.
Relevant Law (s.9(2)(a)):
The draft Councillor Code of Conduct has been developed with respect to the requirements of the Local Government Act 2020 and the associated Local Government (Governance and Integrity) Regulations 2020.
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TOWONG SHIRE COUNCIL ORDINARY MEETING 24 FEBRUARY 2021
Options – Best Outcomes for the Community (s.9(2)(b)):
Not applicable.
Sustainability Implications (s.9(2)(c)):
Nil.
Community Engagement (s.9(2)(d)):
Not applicable.
Innovation and Continuous Improvement (s.9(2)(e)):
Not applicable.
Collaboration (s.9(2)(f)):
Not applicable.
Financial Viability/Budget Impact (s.9(2)(g)):
Not applicable.
Regional, State and National Plans and Policies (s.9(2)(h)):
Not applicable.
Council Plans and Policies:
The new draft Councillor Code of Conduct was developed with reference to the Councillor Code of Conduct adopted in 2017.
Transparency of Decision (s.9(2)(i)) :
It is the officer’s view that it is appropriate to consider this matter in an open meeting.
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TOWONG SHIRE COUNCIL ORDINARY MEETING 24 FEBRUARY 2021
Risk Assessment:
There is some conflict of interest inherent in having Councillors develop their own Councillor Code of Conduct, however, this is mitigated by the prescription of a substantial portion of the content by legislation and regulation.
Officer’s View:
A Council must adopt its Councillor Code of Conduct by 24 February 2021 under the requirements of the Local Government Act 2020. The draft Councillor Code of Conduct is based on a combination of legislation, the Councillor Code of Conduct adopted in 2017 along with Councillor input and is now presented for consideration.
Council Resolution:
To be resolved at the Council meeting.
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TOWONG SHIRE COUNCIL ORDINARY MEETING 24 FEBRUARY 2021
9.4 Occupational Health and Safety Report (06/04/0212-DCOD)
Disclosure of Interests (S.130):
This report was prepared by Mr Wayne Carter, Occupational Health and Safety Officer.
At the time of preparation of this report, the officer did not have a general or material conflict of interest in any matter to which the report or advice relates.
Purpose of Report:
This report provides a bi-monthly update to Council on Occupational Health and Safety activities throughout the organisation.
Summary:
The report provides Council with an overview of key activities relating to Occupational Health and Safety between December 2020 and January 2021.
Recommendation:
That the report be noted.
Attachment:
Appendix 3 – Occupational Health and Safety Report.
Background/History:
The Occupational Health and Safety Report is provided to Council on a bi-monthly basis to highlight emerging health and safety related risks, along with activities in relation to processes and procedures to strengthen controls across the organisation.
Relevant Law (s.9(2)(a)):
Occupational Health and Safety Act 2004 Occupational Health and Safety Regulation 2017
Options – Best Outcomes for the Community (s.9(2)(b)):
Not applicable. 20 S:\Organisational Improvement\Executive Services\Council Meetings\Agendas\2021\02 February\2a Council Meeting Agenda - 24 February 2021 - Corryong.doc
TOWONG SHIRE COUNCIL ORDINARY MEETING 24 FEBRUARY 2021
Sustainability Implications (s.9(2)(c)):
Not applicable.
Community Engagement (s.9(2)(d)):
Not applicable.
Innovation and Continuous Improvement (s.9(2)(e)):
Not applicable.
Collaboration (s.9(2)(f)):
Not applicable.
Financial Viability/Budget Impact (s.9(2)(g)):
An Occupational Health and Safety Management System audit has been budgeted for in the financial year 2020/21.
Regional, State and National Plans and Policies (s.9(2)(h)):
Not applicable.
Council Plans and Policies:
Occupational Health and Safety Policy Risk Management Policy
Transparency of Decision (s.9(2)(i)) :
It is the officer’s view that it is appropriate to consider this matter in an open meeting.
Risk Assessment:
Not applicable.
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TOWONG SHIRE COUNCIL ORDINARY MEETING 24 FEBRUARY 2021
Officer’s View:
The Occupational Health and Safety Report is presented to Council for noting.
Council Resolution:
To be resolved at the Council meeting.
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TOWONG SHIRE COUNCIL ORDINARY MEETING 24 FEBRUARY 2021
9.5 Councillor Representation – Goulburn Broken Greenhouse Alliance (07/05/0007-DCOD)
Disclosure of Interests (S.130):
This report was prepared by Ms Emma Woolaston, Director Corporate and Organisational Development.
At the time of preparation of this report, the officer did not have a general or material conflict of interest in any matter to which the report or advice relates.
Purpose of Report:
This report is provided in order for Council to determine the Councillor appointment to the Goulburn Broken Greenhouse Alliance (GBGA).
Summary:
A number of internal and external boards and committees require Councillor representation. The majority of appointments to boards and committees were made at the November 2020 Council Meeting, with the exception of the appointment to the Goulburn Broken Greenhouse Alliance.
Recommendation:
That Council appoint a representative to the Goulburn Broken Greenhouse Alliance.
Attachments:
Nil.
Background/History:
The Goulburn Broken Greenhouse Alliance is an alliance of 13 Councils and environmental agencies in the Goulburn Broken and North East regions of Victoria. It focuses on evolving climate considerations as relevant to local government, covering topics such as sustainable procurement, sustainable design of community facilities, mitigation of climate change risk, and the implications of climate change for various Council operations.
Most recently Cr Scales was the Councillor representative to the Alliance.
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TOWONG SHIRE COUNCIL ORDINARY MEETING 24 FEBRUARY 2021
Relevant Law (s.9(2)(a)):
Not applicable.
Options – Best Outcomes for the Community (s.9(2)(b)):
Not applicable.
Sustainability Implications (s.9(2)(c)):
Representation on the Goulburn Broken Greenhouse Alliance assists Council in providing input and gaining feedback in relation to best practises in managing climate change risks.
Community Engagement (s.9(2)(d)):
Not applicable.
Innovation and Continuous Improvement (s.9(2)(e)):
Not applicable.
Collaboration (s.9(2)(f)):
The Goulburn Broken Greenhouse Alliance is a key vehicle for regional Councils to collaborate in managing climate change risks.
Financial Viability/Budget Impact (s.9(2)(g)):
Nil.
Regional, State and National Plans and Policies (s.9(2)(h)):
Not applicable.
Council Plans and Policies:
Council Plan 2017-2021- Environmental Sustainability Climate Adaptation Policy
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TOWONG SHIRE COUNCIL ORDINARY MEETING 24 FEBRUARY 2021
Transparency of Decision (s.9(2)(i)) :
It is the officer’s view that it is appropriate to consider this matter in an open meeting.
Risk Assessment:
The Goulburn Broken Greenhouse Alliance provides Council with an avenue to seek assistance and collaboration in managing climate change risks.
Officer’s View:
It is appropriate that Council nominate a representative to the Goulburn Broken Greenhouse Alliance.
Council Resolution:
To be resolved at the Council meeting.
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TOWONG SHIRE COUNCIL ORDINARY MEETING 24 FEBRUARY 2021
9.6 Action Sheet Report (06/05/0010-COCEO)
Disclosure of Interests:
This report was prepared by Ms Robyn Weddall, Coordinator, Office of the Chief Executive Officer.
At the time of preparation of this report, the officer did not have a general or material conflict of interest in any matter to which the report or advice relates.
Purpose of Report:
This is a standing report, the purpose of which is to provide an update to Councillors on the progress of the action items from the previous Council meeting.
Summary:
At the Ordinary Council meeting held on 27 January 2021 a number of resolutions were passed that required Council officers to action. This report is provided to Council as an update on the progress of these actions.
Recommendation:
That the report be noted.
Attachment:
Appendix 4 - CARS Action Report from the 27 January 2021 Council Meeting.
Background/History:
Not applicable.
Relevant Law (s.9(2)(a)):
Not applicable.
Options – Best Outcomes for the Community (s.9(2)(b)):
Not applicable.
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Sustainability Implications (s.9(2)(c)):
Not applicable.
Community Engagement (s.9(2)(d)):
Not applicable.
Innovation and Continuous Improvement (s.9(2)(e)):
Not applicable.
Collaboration (s.9(2)(f)):
Not applicable.
Financial Viability/Budget Impact (s.9(2)(g)):
Not applicable.
Regional, State and National Plans and Policies (s.9(2)(h)):
Not applicable.
Council Plans and Policies/Related Council Decisions:
Not applicable.
Transparency of Decision (s.9(2)(i)):
It is the officer’s view that it is appropriate to consider this matter in an open meeting.
Risk Assessment:
Not applicable.
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Officer’s View:
Not applicable.
Council Resolution:
To be resolved at the Council Meeting.
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TOWONG SHIRE COUNCIL ORDINARY MEETING 24 FEBRUARY 2021
10 Bushfire Relief and Recovery 10.1 Bushfire Relief and Recovery Quarterly Update (02/02/0013- MRR)
The Bushfire Relief and Recovery update is presented quarterly. The next report will be provided to Council in April 2021.
10.2 Avenue of Honour Trees, Cudgewa (07/03/0007-MRR)
Disclosure of Interests (S.130):
This report was prepared by Mr Tony Irwin, Local Area Recovery Officer and Ms Jenelle Williamson, Manager Relief and Recovery.
At the time of preparation of this report, the officer did not have a general or material conflict of interest in any matter to which the report or advice relates.
Purpose of Report:
The purpose of this report is to seek a decision of Council in relation to the management of 37 elm trees in the Cudgewa Avenue of Honour. These trees were impacted by the 2019/20 bushfires.
Summary:
The Cudgewa Avenue of Honour trees line both sides of the Cudgewa-Tintaldra Road in the township of Cudgewa. The avenue consists of plain trees and elm trees which were planted in memory and respect of local people who served in World War One (WW1). The 2019/20 bushfires directly impacted and damaged the integrity of many of the elm trees and an arborist’s report has identified safety hazards that need to be addressed.
Recommendation:
That Council:
1. Resolve to remove the 37 elm trees impacted from the 2019/20 bushfires as a priority project;
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TOWONG SHIRE COUNCIL ORDINARY MEETING 24 FEBRUARY 2021
2. Develop a tree replacement plan in conjunction with the Cudgewa Community Recovery Committee and the wider Cudgewa community; and 3. Seek funding to undertake tree removal and safety works to the Cudgewa Avenue of Honour trees.
Attachment:
Appendix 5 - Arborist Assessment Report – Cudgewa-Tintaldra Road, Cudgewa.
Background/History:
The Cudgewa Avenue of Honour elm trees were planted in 1917. They are 104 years old and nearing their end of life. The trees were planted in honour of the local community members who served in WW1. The Cudgewa Avenue of Honour trees are managed by Council and are located on land managed by Regional Roads Victoria.
At the request of the Cudgewa Community Recovery Committee (CRC) an arborist from Border Tree and Stump Services was engaged to inspect the 37 trees impacted by the 2019/20 bushfire. Overall, the arborist inspected 37 elm trees and found that although most of the trees were in good health, they were structurally poor with their main unions full of rot and decay which presented concerns of falling limbs that could impact traffic and pedestrians.
After receiving the arborist report consultation was undertaken with the Cudgewa CRC and a public meeting was held in Cudgewa where the community discussed the options for the ongoing management and replacement of the damaged trees.
At the public meeting it was unanimous that on the advice of the arborists report that the trees need to be replaced as a matter of public safety. It was also identified that the trees are important to the community to preserve the memory and respect of the local people who served in WW1.
Relevant Law (s.9(2)(a)):
Tree controls apply through the Towong Shire Planning Scheme which is governed by the Planning and Environment Act 1987. The Cudgewa Avenue of Honour is listed on the Victorian Heritage Register as the Victorian Heritage Inventory and requires planning approval prior to undertaking any works.
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The Road Safety (Traffic Management) Regulations 2009 under the Road Management Act 2004 require a memorandum of authority to be obtained from VicRoads prior to any works occurring within a VicRoads managed road reserve.
Options – Best Outcomes for the Community (s.9(2)(b)):
With consideration of the arborists report the following five options were identified for community consideration
Option 1
Plant an offset row of young trees 10-15 metres away from the older trees to let the young trees grow before removing the old badly structured trees.
Option 2
Remove every second tree and those needing immediate attention and plant new trees in their place. After a period of time repeat the process with the older trees.
Option 3
Undertake a crown reduction on all trees and remove dangerous limbs to take pressure off the trunks. This is a temporary solution only.
Option 4
Remove all trees at once and replant.
Option 5
Do nothing.
These options were presented to the Cudgewa community at a public meeting held in Cudgewa. An opportunity to present other options was also provided however no further options were identified.
The preference of the Cudgewa CRC is to remove every second tree and those needing immediate attention and also undertake a crown reduction on the remaining trees to make them safe until such time as their removal happens.
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The result of a vote at the public community meeting identified Option 2 and Option 4 as the dominant preferred approaches with Option 2 slightly more favourable than Option 4.
Sustainability Implications (s.9(2)(c)):
The trees were planted in 1917. They are 104 years old and nearing their end of life. The trees were planted in honour of community members who served in WW1, many of whom still have descendants living in the area. Any replacement design needs to consider and respect the value of these assets to the local community.
Community Engagement (s.9(2)(d)):
The tree report was presented by Border Tree Services to the Cudgewa CRC meeting on 15 December 2020. The Cudgewa CRC discussed the options and recommended that:
1. Every second tree and others deemed unsafe be removed and juvenile trees be replanted; and 2. The remaining elm trees have a major crown reduction to render them safe until they can be replaced with new trees.
A public meeting with the Cudgewa community was then convened at the Cudgewa Football Netball Clubrooms on 28 January 2021 to present the arborists report and consider the options.
The two options nominated by the community were to:
• Remove every second tree and those needing immediate attention and plant new trees in their place. This process would then be repeated after a period of time to replace the remaining trees; and • Remove and replace all of the trees.
Innovation and Continuous Improvement (s.9(2)(e)):
Not applicable
Collaboration (s.9(2)(f)):
Not applicable
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TOWONG SHIRE COUNCIL ORDINARY MEETING 24 FEBRUARY 2021
Financial Viability/Budget Impact (s.9(2)(g)):
The cost to replace all 37 of the elm trees is estimated at $400,000.
The Cudgewa Avenue of Honour project is not included in the 2020/21 Council Budget and therefore external funding will be required to deliver this project. The Victorian Governments Bushfire Recovery Grants for Local Government Authorities and Community Service Organisations has been identified as a funding source to support the project which provides funding up to $500,000.
The Bushfire Recovery Exceptional Assistance Fund provided to Council from the state government also has a tree maintenance budget which can be used to address immediate safety and maintenance items.
Regional, State and National Plans and Policies (s.9(2)(h)):
Not applicable.
Council Plans and Policies:
Not applicable.
Transparency of Decision (s.9(2)(i)) :
It is the officer’s view that it is appropriate to consider this matter in an open meeting.
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Risk Assessment:
Ref Option Budget impact Risks Opportunities Plant an offset row • Increased costs • Inconsistent and • Repositions the of young trees 10- to undertake non unform avenue of 15 metres away ongoing presentation of honour to from the older monitoring and the Avenue of provide shade trees towards the maintenance Honour for the walking walking track, to • Crown reduction • Safety risks of track and let the young trees works further existing trees removed trees A grow before increase project need to be from immediate removing the old costs continually road side badly structured • Future cost to monitored and trees. Council to addressed by remove trees Council over the next 10 • Not identified as years the communities preferred option Remove every • Increased costs • Inconsistent and • Supports the second tree and to undertake non unform preferred option those needing ongoing presentation of of the immediate monitoring and the avenue of community attention with a maintenance honour view to planting • Crown reduction • Safety risks of new younger trees works further existing trees B in their place. increase project need to be Repeat after a costs continually period of time. • Future cost to monitored and Council to addressed by remove trees Council over the next 10 years Undertake a crown • Defers all major • Not a long-term • Addresses safety reduction on all cost of removal solution. concerns quickly existing trees to works to a later • Will result in a take pressure off date for Council visually poor C the trunks and • Can be funded presentation of remove dangerous by Council the Avenue of limbs. through bushfire Honour recovery funding
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TOWONG SHIRE COUNCIL ORDINARY MEETING 24 FEBRUARY 2021
Ref Option Budget impact Risks Opportunities Remove all trees • Major cost • Not identified as • Current recovery at once and upfront the communities grants could replant. • Significantly preferred option fully fund reduces future • Shade from project monitoring, risk trees will be • Allows for full and removed until design and maintenance replacement delivery of the D costs to Council trees are project established • Presents a uniform design for the Avenue of Honour for future generations Do nothing • Nil • Litigation of • Nil Council for any incidents resulting from the trees. • Not adhering to Council requirements under the Local E Government Act in the management and maintenance of tree assets • Not identified as the communities preferred option
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TOWONG SHIRE COUNCIL ORDINARY MEETING 24 FEBRUARY 2021
Officer’s View:
Based on the arborists report and the consultation undertaken with the Cudgewa community there is an identified need to take action to address the impact of the 2019/20 bushfire on the elm trees of the Cudgewa Avenue of Honour.
A do-nothing approach increases the risks to Council both financially and legally into the future. This option is not supported by the Cudgewa CRC and was not supported by community members who attended the Cudgewa public meeting.
From the consultation process at the public meeting and through the Cudgewa CRC the preferred option is to undertake works to remove every second tree and any others that present a risk to public safety, planting an offset Avenue of Honour 10 meters from the existing Avenue of Honour which will provide shade to the walking track and remove the trees from the roadside.
Whilst this is the preferred approach of the community a number of risks have been identified with this option particularly associated with the ongoing monitoring, maintenance and future removal costs.
Given the lower risks and opportunity to access bushfire recovery funding in the coming twelve months it is recommended that Council seek to undertake the full tree replacement in one project.
Due to the timing in delivering this major project it is also recommended that Council undertake any immediate safety works to the trees which may include trimming, crown reduction and barrier installation to prevent public access under the trees.
Council Resolution:
To be resolved at the Council meeting.
10.3 Community Recovery Grants Round 2 (02/02/0013-MRR)
This report will be provided to Councillors prior to the Council Meeting, and contains Appendix 6.
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TOWONG SHIRE COUNCIL ORDINARY MEETING 24 FEBRUARY 2021
11 Community Wellbeing 11.1 Community Services Report (04/07/0055-DCP)
Disclosure of Interests (S.130):
This report was prepared by Mrs Tamara Brockwell, Coordinator Family Services.
At the time of preparation of this report, the officer did not have a general or material conflict of interest in any matter to which the report or advice relates.
Purpose of Report:
Each quarter this report provides Council with an overview of the Community Services activities provided throughout the Shire.
Summary:
The attached report provides an overview of key activities within the Community Services area between 1 October 2020 and 31 December 2020.
Recommendation:
That the report be noted.
Attachments:
Appendix 7 – Community Services Report. Appendix 8 – Childcare Attendance Data. Appendix 9 – Kindergarten Enrolment Information. Appendix 10 – Early Years Operation Schedule.
Background/History:
This report provides a quarterly update to Council on the performance of its business operations.
Relevant Law (s.9(2)(a)):
Children's Services Act 1996 Children's Services Regulations 2020 Sport and Recreation Act 1972
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TOWONG SHIRE COUNCIL ORDINARY MEETING 24 FEBRUARY 2021
Options – Best Outcomes for the Community (s.9(2)(b)):
Community wellbeing outcomes are provided in the report attached at Appendix 7.
Sustainability Implications (s.9(2)(c)):
Not applicable.
Community Engagement (s.9(2)(d)):
Extensive community engagement has been undertaken as provided in the report attached at Appendix 7.
Innovation and Continuous Improvement (s.9(2)(e)):
Not applicable.
Collaboration (s.9(2)(f)):
Extensive collaboration has been undertaken as provided in the report attached at Appendix 7.
Financial Viability/Budget Impact (s.9(2)(g)):
Not applicable
Regional, State and National Plans and Policies (s.9(2)(h)):
National Quality Framework Victorian Early Years Learning and Development Framework Building stronger youth engagement in Victoria Active Victoria – A strategic framework for sport and recreation in Victoria 2017-2021 Creative State 2016-2020
Council Plans and Policies:
Council Plan 2017-2021 – Section 2 Towong Healthy Communities Plan 2018-2021
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TOWONG SHIRE COUNCIL ORDINARY MEETING 24 FEBRUARY 2021
Transparency of Decision (s.9(2)(i)) :
It is the officer’s view that it is appropriate to consider this matter in an open meeting.
Risk Assessment:
Not applicable.
Officer’s view:
The community services team has progressed a substantial proportion of the Council Plan 2017-2021. The team should be commended for their excellent work in continuously improving our early years and youth services, including the provision of universal kindergarten for ages three and four.
Council Resolution:
To be resolved at the meeting.
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TOWONG SHIRE COUNCIL ORDINARY MEETING 24 FEBRUARY 2021
11.2 Proposed Funding Applications - Building Better Regions Fund Round 5 and Road Safety Stimulus Package (01/07/0004-DIE)
Disclosure of Interests (S.130):
This report was prepared by Ms Rachael Gadd, Director Infrastructure and Environment.
At the time of preparation of this report, the officer did not have a general or material conflict of interest in any matter to which the report or advice relates.
Purpose of Report:
To seek Council approval to apply for funding under the Federal Government’s Building Better Regions Fund and the Federal Government’s Road Safety Stimulus Package.
Summary:
This report provides information and seeks approval for funding applications for the Corryong Central Business District (CBD) revitalisation, the Tallangatta Tomorrow Masterplan Stage Two focusing on its notable town status and the final stage of the Georges Creek Road upgrade. The report provides information on the proposed projects and the proposed Council contributions for these applications.
Recommendation:
That Council:
1. Approve a Council contribution of $1,500,000 towards a funding application under the Building Better Regions Fund Infrastructure Project Stream for the Corryong CBD revitalisation pending a successful exemption request with financing options to be investigated; 2. Approve a Council contribution of $15,000 towards a funding application under the Building Better Regions Fund Community Investments Stream for the Tallangatta Tomorrow Masterplan Stage Two focusing on its notable town status pending a successful exemption request; 3. Approve a Council contribution of $214,200 towards a funding application under the Road Safety Stimulus Program for Georges Creek Road; 4. Seek an exemption to the Council contribution for all applications under the Building Better Regions Fund; and 5. Include all Council contributions in the 2021/22 budget. 40 S:\Organisational Improvement\Executive Services\Council Meetings\Agendas\2021\02 February\2a Council Meeting Agenda - 24 February 2021 - Corryong.doc
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Attachments:
Nil.
Background/History:
The Building Better Regions Fund Round 5 is a Federal Government funding initiative consisting of an Infrastructure Projects Stream and Community Investment Stream. Applications close on 5 March 2021 for both streams.
The Infrastructure Projects Stream is for investment ready projects involving the construction of new and the upgrade or extension of existing infrastructure. Grants of $20,000 to $10 million are available to cover 50% of eligible project costs. It is proposed that a $3 million application is submitted under this fund for the Corryong CBD revitalisation project.
The Community Investments Stream is for projects involving community activities including new or expanded local events, strategic regional plans or leadership and capability strengthening activities. Grants of $5000 to $1 million to cover 50% of eligible project costs are available to drive economic growth and build stronger regional communities into the future. There is $200,000 million available in total and $100,000 million of this is dedicated to tourism infrastructure. It is proposed that a $130,000 application is submitted under this fund for the Tallangatta Tomorrow Masterplan Stage Two.
All Building Better Regions Fund applications under Round 5 may apply for a partial or full exemption to their cash contribution if it can be demonstrated that the organisation or region is experiencing exceptional circumstances including:
• Drought and/or disaster declaration; • Limited financial capacity of a Council; • Impact of industry decline; • Significant recent change in population or community demographics; and • Other exceptional circumstances.
It is proposed that Council seeks an exemption as a first preference for applications under the Building Better Regions Round 5.
The Federal Government Road Safety Stimulus Program is administered through the Victorian Department of Transport (DoT). The DoT maintains a list of pipeline projects on behalf of Councils in the region which are submitted via internal funding channels as appropriate. In 2020 Council provided DoT with the plans for the
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TOWONG SHIRE COUNCIL ORDINARY MEETING 24 FEBRUARY 2021 upgrade of the Georges Creek Road unsealed sections one and two which DoT then submitted internally to the Road Safety Stimulus Program. Notice has recently been received that the project has moved to second stage approval and confirmation of a Council contribution of $214,200 (refer to the Financial Viability/Budget Impact section in this report for further detail) is required to secure $850,000 in funding to progress the application.
Relevant Law (s.9(2)(a)):
Not applicable.
Options – Best Outcomes for the Community (s.9(2)(b)):
The following options are available for Council’s consideration:
Option 1
Approve the above projects for funding applications;
Option 2
Propose other projects for funding applications;
Option 3
Decline approval to progress with the proposed funding applications.
Sustainability Implications (s.9(2)(c)):
Economic
The proposed projects will contribute to the continuing economic development of the Shire through improved transport routes and tourism infrastructure. The upgrade of Georges Creek Road from an unsealed to a sealed road will create an increased renewal cost to Council in the future and reduce annual maintenance costs along the road. The Tallangatta Tomorrow Masterplan Stage Two will identify opportunities for economic and tourism development in the town.
Social
The positive economic development resulting from investment into tourism collateral in Tallangatta and Corryong will increase tourism visitation and amenity for residents.
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The positive effects for business development and population attraction in these areas will justify further investment to improve service provision for residents. The upgrade of Georges Creek Road to a sealed surface will reduce journey times and increase road safety between Talgarno and Tallangatta.
Climate Change/Environmental
This project will contribute to an increase in Council’s carbon emissions due to the production of construction materials and project delivery. The Corryong CBD upgrade will see improvements to stormwater management in the street and seek to incorporate effective water sensitive urban design elements.
Community Engagement (s.9(2)(d)):
A survey is currently underway seeking community feedback on the Corryong CBD revitalisation project and the Corryong Community Recovery Committee has also been engaged with this process. Georges Creek Road upgrades are identified as a key priority by the community and are included in the Council Plan 2017-2021. Residents in Tallangatta have previously identified the importance of recognising the town’s historical significance as the ‘town that moved’ and its status as only one of two ‘notable towns’ in Australia.
Innovation and Continuous Improvement (s.9(2)(e)):
Not applicable.
Collaboration (s.9(2)(f)):
Not applicable.
Financial Viability/Budget Impact (s.9(2)(g)):
Funding Source - Project Total Project Council Funding $ Cost Contribution $ Safer Roads Stimulus Program – 1,064,200 214,200 850,000 Georges Creek Road BBR Infrastructure Projects Stream - 3,000,000 1,500,000 1,500,000 Corryong CBD Revitalisation BBR Community Investments Stream – 120,000 15,000 105,000 Tallangatta Tomorrow Masterplan Stage Two
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The budget impacts to Council in progressing with the funding application in this report are listed in the table above. Council contributions for these projects will need to be sourced from Council funds to be included in the 2021/22 Budget.
Regional, State and National Plans and Policies (s.9(2)(h)):
The Hume Regional Plan 2020 –2021 identifies the five themes of Environment, Communities, Economy, Transport and Land use as priority focus areas for the Hume region.
Council Plans and Policies:
The Council Plan 2017-2021 states the following objectives:
3.10 Continue Georges Creek Road upgrade and seek funding for improvements to the intersection with River Road.
6.5 Explore options to capitalise on Tallangatta’s Notable Town status.
6.13 Work with key stakeholders, including TNE and Parks Victoria, to provide opportunities for ecotourism in our Shire.
Transparency of Decision (s.9(2)(i)):
It is the officer’s view that it is appropriate to consider this matter in an open meeting.
Risk Assessment:
Not applicable.
Officer’s View:
The proposed projects have been identified as priorities in the current Council Plan 2017-2021 and through past community engagement sessions. They are intended to deliver positive outcomes for the community. It is the officer’s recommendation that Council proceed with the applications as stated in this report.
Council Resolution:
To be resolved at the Council meeting.
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TOWONG SHIRE COUNCIL ORDINARY MEETING 24 FEBRUARY 2021
11.3 Municipal Emergency Management Planning Committee (02/02/0009-DCP)
Disclosure of Interests:
This report was prepared by Mr Kenneth Ross, Strategic Emergency Management Coordinator.
At the time of preparation of this report, the officer did not have a general or material conflict of interest in any matter to which the report or advice relates.
Purpose of Report:
To present the outcomes of an investigation into the implications for Council with reference to the implementation of the Emergency Management Act 2013 (EM Act 2013).
Summary:
There is now a legislative requirement for Council to establish a new Municipal Emergency Management Planning Committee (MEMPC) for the Shire of Towong.
At Council’s 18 November 2020 meeting this matter was deferred until February and the following resolution passed:
4. Council requests officers to further investigate the implications for Council of the Emergency Management Legislation Amendment Act 2018 particularly in relation to: resourcing of the emergency management functions of Council; possible adverse financial impacts on Council of regional decision making; and planning to mitigate emergency management risk in Towong Shire, prior to transition to the new Municipal Emergency Management Planning Committee.
It is no longer a legislative requirement for Council to provide assets in relation to the response of an emergency. The role of the Municipal Emergency Resource Officer (MERO) no longer exists. A new legislative position known as the Municipal Emergency Management Officer (MEMO) is now established. The MEMO is responsible for assisting in emergency management coordination internally within Council and for liaising externally with other agencies.
Council will not be solely responsible for the new MEMPC. The MEMPC will be responsible collectively, for emergency management planning. This ensures key agencies participate in, and inform, the planning process. 45 S:\Organisational Improvement\Executive Services\Council Meetings\Agendas\2021\02 February\2a Council Meeting Agenda - 24 February 2021 - Corryong.doc
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The new legislation reduces Council’s financial role in the coordination of local emergency management by requiring emergency services to seek out contractors for response activities. Consultations with the Hume Region emergency service leaders from Victoria Police, the Country Fire Authority (CFA) and the State Emergency Service (SES) have reinforced this.
Recommendation:
That Council:
1. Authorises the disestablishment of the previous Municipal Emergency Management Planning Committee (MEMPC) established under s.21(3)-(5) of the Emergency Management Act 1986, in recognition that on 1 December 2020 these provisions were repealed by s.82(2) of the Emergency Management Legislation Amendment Act 2018 and replaced by s.59 of the EM Act 2013.
2. Authorises the Chief Executive Officer to facilitate the establishment of the Towong Shire Municipal Emergency Management Planning Committee in accordance with the provisions of Part 6 ‘Municipal Emergency Management Planning Committees’ of the EM Act 2013; and
3. Notes that, under the Municipal Emergency Management Planning Committee Terms of Reference provided, and s.59 and 59F of the EM Act 2013 on 1 December 2020, Council’s role is to establish the committee. Once established, the committee exists separately to Council and is not a committee of Council.
Attachment:
Appendix 11 - Emergency Management Planning Reform. Transition guide for reforming municipal emergency management planning arrangements.
Background/History:
On 1 December 2020, the Emergency Management Legislation Amendment Act 2018 (EMLA Act) came into force. This established a new, integrated framework for emergency management planning in the Emergency Management Act 2013 (EM Act 2013) to strengthen Victoria’s emergency preparedness.
The new legislation repeals the previously existing fragmented and outdated emergency management planning requirements in the EM Act 2013, in the
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Emergency Management Act 1986 (EM Act 1986), and the Country Fire Authority Act 1958.
The new MEMPC will be chaired by a representative from Council. This role recognises Council’s particular expertise and networks within their municipality.
The legislation shifts responsibility for municipal emergency management planning from Council to the reformed, multi-agency MEMPC – the peak emergency management planning body in the Shire. The shift of responsibility highlights the intent of the reform which supports emergency management planning as an integrated, multi-agency and collaborative effort.
It will no longer be the responsibility of Council to be the custodian of the Municipal Emergency Management Plan (MEMP) though it appears that other Councils within the Hume Region are assisting with writing and formatting the MEMP. This will not increase the financial responsibility that already exists for Council.
The new role of the Municipal Emergency Management Officer (MEMO) is to:
• liaise with agencies in relation to emergency management activities for the municipal district; and • assist in the coordination of emergency management activities for the municipal Council.
The MEMO role is outlined in the State Emergency Management Plan (page 64). On 1 December 2020, the EMLA Act inserted the relevant s.59G into the EM Act 2013. This indicates that Council will not be required to provide plant or personnel as part of response activities.
The Municipal Recovery Manager (MRM) is formalised. A MRM had been required under Part 6 of the Emergency Management Manual Victoria (EMMV) with responsibility for coordinating recovery activities at the municipal level. The role of the MRM is now formalised in legislation. The EM Act defines the responsibilities of the MRM as follows:
• coordinating, in consultation with agencies, the resources of the municipal council and the community for the purposes of recovery; • liaising with any municipal emergency management officer appointed for the municipal district in relation to the use of the municipal council's resources for the purposes of recovery; and • assisting any municipal emergency management officer appointed for the municipal district with planning and preparing for recovery.
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TOWONG SHIRE COUNCIL ORDINARY MEETING 24 FEBRUARY 2021
The MRM role is outlined in the State Emergency Management Plan (page 67).
The legislation indicates that Council resources are required only in recovery and not during response, though due to our remote location we would assist response agencies only where consideration of staff safety was paramount.
The Municipal Fire Prevention Officer’s (MFPO) planning function is discontinued. The Country Fire Authority Act 1958 and the Fire Rescue Victoria Act 1958 require each municipal council to appoint an MFPO and any number of assistant fire prevention officers. The MFPO provides its municipal Council with expertise in relation to fire prevention and provides a connection to local fire services. The role of the MFPO will continue after 1 December 2020 but will no longer include a legislated planning function. As such the Municipal Fire Management Planning Committee no longer exists. Instead, fire planning will fall under the new integrated planning arrangements in the newly formed MEMPC.
Relevant Law (s.9(2)(a)):
Emergency Management Act 2013
To be compliant with the reformed emergency management legislation and its intent, Council is required by 30 April 2021 to provide the Hume Region Emergency Management Planning Committee Chair with an update of our progress through the steps outlined in Appendix 11.
Options – Best Outcomes for the Community (s.9(2)(b)):
The new legislation has been developed from the Black Saturday Royal Commission recommendations. The new MEMPC will contain two community members as well as decision making personnel. The MEMPC will provide a community orientated platform allowing a transparent view into the mitigation, response and recovery of emergencies impacting on the Shire.
Sustainability Implications (s.9(2)(c)):
There will be no additional sustainability implications due to these changes.
Community Engagement (s.9(2)(d)):
There will be future and ongoing community engagement outlining the new structure of the MEMPC.
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TOWONG SHIRE COUNCIL ORDINARY MEETING 24 FEBRUARY 2021
Innovation and Continuous Improvement (s.9(2)(e)):
Not applicable.
Collaboration (s.9(2)(f)):
Collaboration has and will continue to take place with Emergency Management Victoria, other municipal emergency management officers and all relevant emergency services. Emails have been received from the Assistant Chief Fire Officer Adrian Gutsche (CFA) and Operations Officer Charlie Sexton (SES) responding to Council’s concerns.
Financial Viability/Budget Impact (s.9(2)(g)):
There will be no increase in financial responsibility to Council, and the new MEMPC will have no formal financial delegations, nor will it be allowed to compel Council to expend funds. This has been reiterated by the SES and the CFA.
Regional, State and National Plans and Policies (s.9(2)(h)):
Not applicable.
Council Plans and Policies:
Not applicable
Transparency of Decision (s.9(2)(i)) :
It is the officer’s view that it is appropriate to consider this matter in an open meeting.
Risk Assessment:
“Resourcing of plant and personnel”
The position of Municipal Emergency Resource Officer (MERO) no longer exists and unless there is a contractible obligation Council is not obliged to provide equipment or personnel during the response stage of an emergency. Where Council may provide equipment or personnel, they will be charged as a contractor through one of the responsible agencies on the core MEMPC.
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TOWONG SHIRE COUNCIL ORDINARY MEETING 24 FEBRUARY 2021
“Financial impact”
Under the new legislation, there may be a reduction in costs arising from an emergency. There is also an agreement in place that if there is expenditure not related to “business as usual” during an emergency, and requested by the Incident Control Centre (ICC), then the emergency service in charge will reimburse Council for Category 1 events and beyond the first $100,000 for Category 2 events.
“Not passing the resolution”
At present there is no MEMPC until the legislated MEMPC is established. The last MEMPC meeting was held in November 2020. Changes to the emergency management plan cannot be implemented unless approved by the MEMPC. At present Council is not represented on a municipal, regional, or state emergency management level.
The Municipal Fire Management Planning Committee (MFMPC) no longer exists. This has serious implications on the way our MFPO can perform the role.
Any of the sub-committees in relation to specific risks can meet but have no reporting process or official guidance.
Officer’s View:
It is the officer’s view that Council pass a resolution in accordance with the officer’s recommendation.
Council Resolution:
To be resolved at the Council Meeting.
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TOWONG SHIRE COUNCIL ORDINARY MEETING 24 FEBRUARY 2021
12 Asset Management 12.1 Asset Management Report (01/07/0004-DIE)
Disclosure of Interests (S.130):
This report was prepared by Mrs Monique Tinoco, Senior Asset Engineer.
At the time of preparation of the report the officer did not have a general or material conflict of interest in any matter to which the report or advice relates.
Purpose of Report:
This report is a bi-monthly report on Asset Management activities throughout the Shire. This report is for the period 1 November to 31 December 2020.
Summary:
This report presents the overall status of Council’s active capital works program and provides updates on the asset management section of the Council Plan 2017-2021.
Recommendation:
That the report be noted.
Attachments:
Appendix 12 - Capital Projects Dashboard – December 2020. Appendix 13 - Building Permit Application Processing Periods Summary
Background/History:
This report is produced by the Department of Infrastructure and Environment on a bi-monthly basis to provide a progress overview of Asset Management activities. It provides information on the capital works program and key deliverables of the Council Plan 2017-2021.
Relevant Law (s.9(2)(a)):
Local Government Act 2020 – s.106 (1) – Council operations – service performance principles.
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Options – Best Outcomes for the Community (s.9(2)(b)):
Not applicable.
Sustainability Implications (s.9(2)(c)):
Not applicable.
Community Engagement (s.9(2)(d)):
Community consultation will take place in January 2021 for the Talgarno Tennis Court and Stock Route projects. One on one consultations have occurred with some residents of Towong Street East to assess parking requirements. These consultations will continue into early 2021.
Innovation and Continuous Improvement (s.9(2)(e)):
Not applicable.
Collaboration (s.9(2)(f)):
Council officers have been working closely with North East Water (NEW) on the Stock Route, Hanson Street and Corryong reusable water project to ensure the best outcomes are achieved for the community.
Collaborative projects are ongoing with the community including Corryong and Tallangatta kinder playgrounds, Cudgewa Netball Courts, Bullioh Netball Courts and Talgarno Tennis Courts.
Council building permits use a shared resource from Indigo Shire and it is noted that the area is making good progress with an average 20 days for processing. Please refer to Appendix 13 – Building Permit Application Processing Periods Summary for further details on the response times for specific building permit applications.
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TOWONG SHIRE COUNCIL ORDINARY MEETING 24 FEBRUARY 2021
Financial Viability/Budget Impact (s.9(2)(g)):
Dec 2020 Dec 2020 Dec 2020 Dec 2020 2020/21 YTD YTD YTD YTD Full Year (Actual) (Budget) (Variance) (Variance) (Budget)
Note $ $ $ % $
Income Engineering/Technical (30%) services 2,099 3,000 (901) 6,000
Building services 104% 62,134 30,500 31,634 60,500
Environmental health (53%) 15,171 32,500 (17,329) 36,000 Road maintenance 1% (including bridges) 448,765 442,156 6,609 891,311
Total Income 528,169 508,156 20,013 4% 993,811
Expenditure Engineering/Technical 9% services 804,541 886,197 81,656 1,959,845
Building services 3% 79,500 81,869 2,369 163,737
Environmental health 4% 45,944 48,000 2,056 96,500 Road maintenance 3% (including bridges) 707,735 729,339 21,604 1,393,678
Parks and gardens (2%) 363,163 355,167 (7,996) 710,334 Plant items (fuel and 17% maintenance) 383,077 461,180 78,103 922,361
Total Expenditure 2,383,960 2,561,752 177,792 7% 5,246,455 Net Income / (10%) (Expenditure) (1,855,791) (2,053,596) 197,805 (4,252,644)
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TOWONG SHIRE COUNCIL ORDINARY MEETING 24 FEBRUARY 2021
Regional, State and National Plans and Policies (s.9(2)(h)):
Not applicable.
Council Plans and Policies:
Completing the annual capital works program is a key priority of the Council Plan. 2017-2021. Projects in this program are prioritised by their alignment with Council Plan 2017-2021 priorities and grant funding requirements.
Transparency of Decision (s.9(2)(i)) :
It is the officer’s view that it is appropriate to consider this report in an open meeting.
Risk Assessment:
The unpredictable COVID-19 environment poses risks to the completion of some capital works projects before the end of the financial year. Some larger projects such as Hanson Street, the Stock Route upgrades and Colac Colac Caravan Park are expected to carry forward into the 2021/2022 financial year.
Officer’s View:
The quantity of capital works projects planned for completion in the 2020/21 financial year is significant. The projects are progressing well within the resources available. The planned outcomes in the Asset Management section of the Council Plan 2017-2021 are progressing well.
Council Resolution:
To be resolved at the Council meeting.
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TOWONG SHIRE COUNCIL ORDINARY MEETING 24 FEBRUARY 2021
12.2 Bullioh Netball Courts – Tender 2020/21-024 (07/03/0007-DIE)
Disclosure of Interests (S.130):
This report was prepared by Mr Tim Shilling, Consultant Project Manager
At the time of preparation of this report, the officer did not have a general or material conflict of interest in any matter to which the report or advice relates.
Purpose of Report:
To provide information on the assessment of tenders for the construction of two new concrete netball courts and associated works at the Bullioh Football and Netball Club (BFNC), and seek Council approval to appoint the recommended contractor.
Summary:
This report demonstrates the tender process followed for the procurement of a suitable contractor to undertake the construction of netball court and associated works at the BFNC. It provides a recommendation of the most suitable contractor and also identifies a need for additional funds to support the delivery of the project.
Recommendation:
That Council:
1. Award Contract No. 2020/21-024 for the construction of the Bullioh Netball Courts, plus associated works, to Excell Gray Bruni Pty Ltd for the lump sum of $248,375.00 plus GST; 2. Approve additional funding of up to $10,000 to support the project; and 3. Authorise the Chief Executive Officer to sign and seal Contract No. 2020/21- 024.
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TOWONG SHIRE COUNCIL ORDINARY MEETING 24 FEBRUARY 2021
Attachment:
A Comparative Tender Evaluation for Contract 2020/21-024 has been provided to Councillors prior to the meeting.
Background/History:
In 2019 Council officers, in cooperation with the Bullioh Football and Netball Club prepared a funding application to the Victorian Department of Jobs, Precincts and Regions for the replacement of courts netball courts as per the strategic objectives of the Council Plan. The application was successful, with funding awarded in November 2019. Council received $100,000 to support the ‘Growing Participation at Bullioh through New and Improved Facilities’ project, supported by a contribution of $117,905 form BFNC and $10,000 from Council. The total project budget is $227,905, of which $210,000 is the cash component and the remainder is to be delivered in kind by the BFNC.
The current netball facilities are substandard and do not meet Netball Victoria’s compliance requirements. The old courts are affecting BFNC’s ability to attract new opportunities for increased participation.
The upgrades will include:
Two new netball courts, one being multi-use with tennis markings and provision for tennis nets; New fencing and gates; Re-configured lighting to accommodate the new courts; Two all-weather spectator shelters; and An accessible pathway to link the courts with the existing football and netball clubrooms.
Schematic plans were developed in consultation with BFNC, representatives from Sport and Recreation Victoria, Netball Victoria and 2MH Consulting. The project then progressed through scoping and final design in late 2020 and was put out to tender for construction in January 2021 through www.tenders.net. Four companies provided proposals for the works with a comparative evaluation process identifying Excell Gray Bruni Pty Ltd as the most suitable contractor.
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TOWONG SHIRE COUNCIL ORDINARY MEETING 24 FEBRUARY 2021
Relevant Law (s.9(2)(a)):
Not applicable.
Options – Best Outcomes for the Community (s.9(2)(b)):
Option 1
Support the project with an additional $10,000 in recognition of the impact that the bushfires and Covid-19 had on the clubs fund raising events in 2020. This funding could be sourced from the infrastructure component of Council’s bushfire funding.
Option 2
Provide a recommendation to the BFNC that addition funds must be sourced through other means.
Sustainability Implications (s.9(2)(c)):
Not applicable.
Community Engagement (s.9(2)(d)):
The project originated from the BFNC community. Council is fulfilling the requirements for governance and project management which is an integral part of the funding agreement from the Victorian State Government.
Innovation and Continuous Improvement (s.9(2)(e)):
The site feature and level survey was completed using drone and terrestrial surveying technology.
Collaboration (s.9(2)(f)):
Not applicable.
Financial Viability/Budget Impact (s.9(2)(g)):
The lump sum contract price associated with the successful tenderer will result in the project being $38,375.00 over budget. The options open to Council to complete the project while still complying with the spirit of the funding agreement would be:
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TOWONG SHIRE COUNCIL ORDINARY MEETING 24 FEBRUARY 2021
1. Slight reduction in the scope of works: a. Remove the concrete path and replace with compacted gravel path (~$6- 8k savings possible); and b. Negotiate with the contractor to use a different acrylic surfacing company/system from a Melbourne-based company (potentially $20-$25k saving); and
2. Seek additional funding from Council of up to $10,000.00.
Regional, State and National Plans and Policies (s.9(2)(h)):
Not applicable.
Council Plans and Policies:
Not applicable.
Transparency of Decision (s.9(2)(i)):
It is the officer’s view that it is appropriate to consider this matter in an open meeting.
Risk Assessment:
There is a risk in proceeding with this project without an adequate budget to complete the project.
Officer’s View:
Reference checks undertaken on Excell Gray Bruni Pty Ltd supported the view that awarding the contract to them will deliver the best value and present the least risk to Council for this project.
Council Resolution:
To be resolved at the Council meeting.
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TOWONG SHIRE COUNCIL ORDINARY MEETING 24 FEBRUARY 2021
12.3 Purchase of Wheel Loader – Tender TOWN.RFQ 2020.64 (01/02/0008-DIE)
Disclosure of Interests (S.130):
This report was prepared by Mr Dolf Abbruzzese, Manager Infrastructure Assessment.
At the time of preparation of this report, the officer did not have a general or material conflict of interest in any matter to which the report or advice relates.
Purpose of Report:
This report outlines information received in the request for tender process to purchase a wheel loader under tender TOWN.RFQ 2020.64. A decision by Council is required in relation to this matter.
Summary:
The purpose of this report is to assist Council to consider the options for the replacement of the Case Loader which was destroyed in the 2019/2020 bushfire. A detailed tender assessment has been supplied to Councillors prior to this meeting.
Recommendation:
That Council accept the tender as submitted by William Adams for $310,000 ex GST for the supply of a Caterpillar 938K Loader.
Attachments:
A Comparative Tender Evaluation for Contract TOWN.RFQ 2020.64 has been provided to Councillors prior to the meeting.
Background/History:
This report provides information in relation to the purchase of a new wheel loader to replace plant number 416, a Case 712C XT loader based in Corryong that was purchased in 2001. This loader was destroyed in the 2019/2020 bushfire. An insurance claim of $29,000 was received by Council in April 2020.
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Consideration has been given to replace the burnt loader with a similar sized loader for use in road works, resheeting, Corryong landfill operations and other duties that arise throughout Council’s general maintenance program including response to the ongoing gully erosion caused but the bushfire.
To gain the widest possible interest for the replacement of this item of plant, a tender was released through www.tenders.net. Ten tender submissions were received from seven suppliers. Council staff considered the submissions based on the criteria of price, suitability, supplier’s ongoing service provision, machine quality and historical reliability. Details of this assessment have been provided to Councillors prior to this meeting.
Relevant Law (s.9(2)(a)):
Not applicable.
Options – Best Outcomes for the Community (s.9(2)(b)):
Not applicable.
Sustainability Implications (s.9(2)(c)):
Not applicable.
Community Engagement (s.9(2)(d)):
Not applicable.
Innovation and Continuous Improvement (s.9(2)(e)):
Not applicable.
Collaboration (s.9(2)(f)):
Not applicable.
Financial Viability/Budget Impact (s.9(2)(g)):
The tender price is $10,000 over the budgeted amount of $300,000 that has been allocated to replace this machine in Council’s 2020/2021 financial year budget however, due to savings achieved in the purchase of other major plant items in the 2020/2021 budget there is adequate funding available to support this purchase.
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Regional, State and National Plans and Policies (s.9(2)(h)):
Not applicable.
Council Plans and Policies:
The process undertaken to recommend a resolution to Council was compliant with Councils Procurement Policy.
Transparency of Decision (s.9(2)(i)) :
It is the officer’s view that it is appropriate to consider this matter in an open meeting.
Risk Assessment:
A plant safety risk assessment will be undertaken upon delivery. Operational risks are considered as part of the tender evaluation.
Officer’s View:
Each machine relevant to the tender submissions were reviewed by plant operators and the Corryong outdoor team’s mechanic. The Caterpillar 924K loader is considered too small and light to undertake the requirements of Council’s works program. The Caterpillar 930K loader was suitable however there are no available machines in Australia and due to Covid-19, Caterpillar cannot guarantee the delivery and shipment timeframes of sourcing from international supplies. Due to these circumstances the Caterpillar 938K loader was identified as the preferred option due to its operational capacity, comfort of use and safety for the operators.
Volvo provided a suitable loader submission however the tender did not comply with requirements as the weight cells were offered as an option only and the process involved to couple the quick hitch attachment interfered with the self-levelling feature of the bucket. Komatsu provided a loader with basic features which did not compare with the Caterpillar loaders in terms of user experience and capacity. The Liebheer Loader is a brand that Council has not purchased previously therefore there was no direct experience regarding the availability of parts and back up servicing.
It is the officers’ recommendation that Council purchase the Caterpillar 938K loader with sufficient funding available in the 2020/2021 plant replacement budget to accommodate this purchase.
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Council Resolution:
To be resolved at the Council meeting.
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TOWONG SHIRE COUNCIL ORDINARY MEETING 24 FEBRUARY 2021
13 Land-use Planning 13.1 Land Use Planning Report (03/02/0003-DCP)
Disclosure of Interests (S.130):
This report was prepared by Mr Daniel Webb, Council Planning Officer.
At the time of preparation of this report, the officer did not have a general or material conflict of interest in any matter to which the report or advice relates.
Purpose of Report:
To provide a summary of planning permit activity for January 2021.
Summary:
In January 2021, seven Planning Permits were issued. As at 31 January 2021 there are 29 active applications.
Recommendation:
That the report be noted.
Attachments:
Appendix 14 – Planning Permit Activity: 1 January – 31 January 2021. Appendix 15 – Planning Permit Annual Activity: 1 January – 31 December 2020.
Background/History:
Not applicable.
Relevant Law (s.9(2)(a)):
Planning and Environment Act 1987; Local Government Act 1989; Regulations made under each of those Acts; Local Laws made under the Local Government act 1989; and Any other Act, regulation or Local Law which relates to the functions and powers of the Council.
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Options – Best Outcomes for the Community (s.9(2)(b)):
Not applicable.
Sustainability Implications (s.9(2)(c)):
Not applicable.
Community Engagement (s.9(2)(d)):
Not applicable.
Innovation and Continuous Improvement (s.9(2)(e)):
Not applicable.
Collaboration (s.9(2)(f)):
Not applicable.
Financial Viability/Budget Impact (s.9(2)(g)):
Not applicable.
Regional, State and National Plans and Policies (s.9(2)(h)):
All land use planning decisions are made to align with the Towong Shire Planning Scheme and the Victorian Planning Provisions.
Council Plans and Policies:
Not applicable.
Transparency of Decision (s.9(2)(i)) :
It is the officer’s view that it is appropriate to consider this matter in an open meeting.
Risk Assessment:
Not applicable.
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Officer’s View:
It is the officer’s view that the report should be noted.
Council Resolution:
To be resolved at the Council meeting.
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TOWONG SHIRE COUNCIL ORDINARY MEETING 24 FEBRUARY 2021
14 Environmental Sustainability 14.1 Environmental Sustainability Report (01/07/0004-DIE)
Disclosure of Interests (S.130):
This report was prepared by Mr Andrew O’Connell, Technical Officer.
At the time of preparation of this report, the officer did not have a general or material conflict of interest in any matter to which the report or advice relates.
Purpose of Report:
This report is provided quarterly as an update to Council on the Environmental Sustainability activities throughout the Shire.
Summary:
Council’s environmental sustainability activities have been focused on the repair of the damaged landfill cell at Corryong, undertaking energy saving initiatives through the Local Government Energy Saver Funding Program, delivery of the tree planting strategy and long term planning for the Victorian State Government transition to a four bin system. This report provides updated information relating to these items.
Recommendation:
That the report be noted.
Attachments:
Nil.
Background/History:
Corryong Landfill Cells
Works have been completed at the Corryong Landfill and Resource Recovery Centre to empty the damaged landfill cell and remove the damaged liner. A request for tender for the development and installation of a new cell liner to make the cell compliant with Environmental Protection Authority (EPA) standards has been awarded to Eco-Line Solutions Pty Ltd. A works authority application for future cells was submitted to the EPA in early 2020.
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Corryong Recourse Recovery Centre Upgrade
In 2018 Council was successful in acquiring funding for the Recovery Centre upgrade through Sustainability Victoria, requiring a 1:1 contribution from Council.
Included in the upgrade is the construction of earth bunding to contain recyclable waste streams and formalise traffic flow. This will direct traffic past all the recyclable streams before accessing the landfill thus encouraging residents to use the recycle facilities available wherever possible.
Resource Recovery Centres (RRC)
The Corryong Resource Recovery Centre machinery shed was destroyed during the bushfire emergency of 2019/20. The replacement of this shed will be completed by Lyford Engineering in early 2021.
Tree Replacement Strategy
The 2020/21 program for the implementation of the Tree Replacement Strategy is continuing. Since July 2020, 640 trees have been planted in Towong, Corryong, Bethanga and Old Tallangatta. A further 200 trees are expected to be planted before the end of the financial year. These plantings are progressing Council’s strategy to achieve 40% canopy coverage in urban streets of the Shire by 2025.
Relevant Law (s.9(2)(a)):
Local Government Act 2020 – s.106 (1) – Council operations – service performance principles.
Options – Best Outcomes for the Community (s.9(2)(b)):
Not applicable.
Sustainability Implications (s.9(2)(c)):
The tree plantings listed in this report are contributing positively towards the mitigation of Council’s impacts on the environment.
Community Engagement (s.9(2)(d)):
Not applicable.
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TOWONG SHIRE COUNCIL ORDINARY MEETING 24 FEBRUARY 2021
Innovation and Continuous Improvement (s.9(2)(e)):
The earth bunding is supported by Sustainability Victoria through the Resource Recovery Infrastructure Fund.
Collaboration (s.9(2)(f)):
Not applicable.
Financial Viability/Budget Impact (s.9(2)(g)):
The waste and recycling transition will be supported by funding through the Victorian State Government. It may be necessary for Council to supplement this funding. The final costs including any Council contribution are not confirmed at this time.
Dec 2020 Dec 2020 Dec 2020 Dec 2020 2020/21 YTD YTD YTD YTD Full Year (Actual) (Budget) (Variance) (Variance) (Budget)
Note $ $ $ % $ Income
Kerbside collection (3%) 1,037,842 1,065,000 (27,158) 1,065,000 Waste facilities 1% management 457,802 451,050 6,752 454,100
Total Income 1,495,644 1,516,050 (1%) 1,519,100 (20,406) Expenditure
Kerbside collection 1 48% 267,838 518,974 251,136 1,037,947 Waste facilities 7% management 121,716 130,395 8,679 255,900 Total Expenditure 389,554 649,369 259,815 40% 1,293,847 Net Income / 28% (Expenditure) 1,106,090 866,682 239,409 225,253
Note 1: Tipping costs currently under Fire/Recovery due to being unable to tip into Corryong landfill.
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Regional, State and National Plans and Policies (s.9(2)(h)):
Recycling Victoria: A new economy is the Victorian State Government’s circular economy policy for the transition to improved waste and recycling management throughout Victoria.
Council Plans and Policies:
• Council Plan 2017-2021 - Environmental Sustainability • Climate Adaptation Policy • Tree Policy • Tree Management Plan
Transparency of Decision (s.9(2)(i)) :
It is the officer’s view that it is appropriate to consider this matter in an open meeting.
Risk Assessment:
Not applicable.
Officer’s View:
The Environmental Sustainability area is making good progress in relation to the Council Plan 2017-2021.
Council Resolution:
To be resolved at the Council meeting.
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TOWONG SHIRE COUNCIL ORDINARY MEETING 24 FEBRUARY 2021
15 Economic and Tourism Development 15.1 Economic Development Report (05/01/0001-DCP)
Disclosure of Interests (S.130):
This report was prepared by Ms Laura Carman, Coordinator Economic Development.
At the time of preparation of this report, the officer did not have a general or material conflict of interest in any matter to which the report or advice relates.
Purpose of Report:
To provide Council with an update on the progress and activities of Economic Development throughout the Shire.
Summary:
This report outlines the major activities of the Economic Development Team from 1 October to 31 December 2020.
Recommendation:
That the report be noted.
Attachment:
Appendix 16– Economic Development Quarterly Report as at 31 December 2020.
Background/History:
This report provides a quarterly update to Council on the performance of its business operations.
Relevant Law (s.9(2)(a)):
Local Government Act 2020 - Section 57.
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Options – Best Outcomes for the Community (s.9(2)(b)):
Not applicable.
Sustainability Implications (s.9(2)(c)):
Not applicable.
Community Engagement (s.9(2)(d)):
Not applicable.
Innovation and Continuous Improvement (s.9(2)(e)):
Not applicable.
Collaboration (s.9(2)(f)):
Not applicable.
Financial Viability/Budget Impact (s.9(2)(g)):
Information contained in the attached report.
Regional, State and National Plans and Policies (s.9(2)(h)):
Not applicable.
Council Plans and Policies:
Not applicable.
Transparency of Decision (s.9(2)(i)) :
It is the officer’s view that it is appropriate to consider this matter in an open meeting.
Risk Assessment:
Not applicable.
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Office’s view:
Not applicable
Council Resolution:
To be resolved at the Council meeting.
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16 Councillor Reports 16.1 Australia Day 2021 – Berringa Peninsula (Cr Wortmann)
Date of Tuesday, 26 January 2021 Meeting/Event: Key information Australia Day Awards – Berringa Peninsula presented/ discussed at meeting: Members The Bellbridge Rotary Australia Day Awards Comments/Thoughts: experienced their first wet day for the awards since its inception. The day started with the traditional hot breakfast, which was appreciated by all in attendance. Mr Rob Lees started proceedings as MC by welcoming everyone and by acknowledging the traditional custodians of the land on which we gather today.
He then invited the Naval Cadets to carry out the Flag Raising Ceremony.
He then introduced the guest speaker Sub Lieutenant Australian Naval Cadet Amanda Thomas and gave a short history of Amanda’s background and career.
Amanda was born and raised not far from here, in the Riverina town of Finley and is the youngest of four children.
From a young age she had an interest in joining the services. Amanda enlisted on 21 June 1999 with the Royal Australian Navy as a boatswains Mate.
In December 1999 she was posted to HMAS Tobruk, and some 2 months later, in February 2000 was deployed to Bougainville peace keeping. One month later she was deployed to Timor peace keeping.
In September 2000 she branched out into Navigators Yeoman.
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Her final posting in January 2002 was at HMAS Watson as the Navigation Faculty Navigators Yeoman before her discharge in May 2003.
Upon her discharge she moved to Tamworth before relocating to Albury in 2006 working at an ALDI supermarket as Deputy Manager.
In 2010 she commenced her current job at the Rock Yard in Albury. In 2017 she became a volunteer for the Navy Cadets.
Amanda gave a passionate speech about her time in the Royal Australian Navy and her experiences while being deployed overseas on Peace Keeping Missions.
I was invited to respond.
I found Amanda’s speech very interesting. I was especially impressed by her commitment and passion to the Naval Cadets. In her speech Amanda stressed how youth are the future of our nation, which we all agree on, and her commitment and leadership skills are appreciated by all the Cadets. Her goal to build confidence “a can do” determination will be of great benefit to the young Cadets.
I then announced the dual Citizen of the Year 2021 awards.
The first joint recipient of the Berringa Community Citizen of the Year 2021 is truly an exceptional community member. Mr Ken Star Captain of the Granya CFA.
He is a neighbour, a friend to anyone in need, the first person to offer help expecting nothing in return, and does not want any recognition! Hence he doesn’t know about this nomination.
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Some specific examples of his community mindedness and tireless, generous volunteering include:
• He answered every fire emergency related phone call during the horrendous bushfire season last year, reassuring every family utilising his patience, skill and fire experience; • He always makes time to help other farmers with slashing, burning off, spraying and shearing before he heads home to start work on his own farm; • He spent a whole weekend welding a new drag plate for a contractor working in Granya who didn’t know anyone in the area; • He works full time on another local farm in addition to running his own farm;
His selfless nature is unwavering even in times of significant pressure.
The Berringa Community is very grateful to have such a caring and selfless leader in the community and believe he is very deserving of the title Citizen of the Year 2021.
The second joint recipient of the Berringa Community Citizen of the Year 2021 is also incredibly community minded and has achieved so much over the past 12 months for the benefit of others.
During the bushfire emergency of last summer he went to great lengths to source over 40 tool packs to assist farmers and residents who had lost their sheds and equipment in the fires to repair and rebuild. He personally delivered the packs and supplies to farms in the Upper Murray region.
He is very committed to, and generous with his time, to the Bellbridge Childcare Centre, and has been instrumental in promoting the centre as well as raising a significant amount of money to provide better resources for our children on the Peninsula;
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He had a striking red beard which was shaved-off for charity raising thousands of dollars for Movember.
Again, the Berringa Community is very grateful to have such a passionate, caring leader in the community and believe he is very deserving of the title Citizen of the Year 2021.
Congratulations to David Parker.
I then had the great honour of conducting a Citizenship Ceremony for five conferees.
The people who pledged their loyalty to Australia and gave their commitment to the obligations of becoming Australian Citizens are as follows:
• Mr Lee Eckert; • Mr Michael Ludbrook; • Mr Miha Skok; • Mrs Tanja Skok; and • Mr Fran Skok.
It gave me great pleasure to welcome them as new Citizens of Australia.
The morning finished with Matilda Pearson singing the National Anthem.
Cr David Wortmann Mayor
Action Required: Nil.
Additional Nil. Information Available:
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16.2 Australia Day 2021 – Walwa-Jingellic (Cr Dikschei)
Date of Tuesday, 26 January 2021 Meeting/Event: Key information Australia Day Awards – Walwa/Jingellic presented/discussed at meeting: Members • The Australia Day Awards at the Walwa Memorial Comments/Thoughts: Hall began with a delicious, sit down breakfast, provided by the Walwa/Jingellic Lions Club. • About 100 people were present. • Keith Breaden, President Walwa/Jingellic Lions Club, welcomed everyone. • The Australian Flag was raised. • Narrangatook (a local ensemble), entertained with several musical items. • The guest speaker was Mr Warren Davies – ‘The Unbreakable Farmer’. He shared the story of how he transitioned from a farmer, into a keynote speaker on Resilience, Persistence, & Determination. His down to earth style resonated with the gathering, as he shared some life lessons and take away strategies. • I thanked Warren and announced the Australia Day Awards, assisting Mr Keith Breadon with presentations of the following awards:
Local Champions: David Hanna & Walwa CFA, for their efforts during the summer of 2019/20. Sandi Grieve & Joyce Hunt, for their selfless acts & effort during the fire of 2019/20. Young Citizen of the Year: Robert Hanna Citizen of the Year: Sue Martin
• Closed with a rousing rendition of the National Anthem. • A great morning.
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Action Required: Nil.
Additional Nil. Information Available:
16.3 Australia Day 2021 – Mitta Valley (Cr Scales)
Date of Tuesday, 26 January 2021 Meeting/Event:
Key information Australia Day Awards – Mitta Valley presented/discussed at meeting: Members A fantastic Australia day event. Even with inclement Comments/Thoughts: weather, around 200 people were in attendance and enjoyed a fantastic breakfast provided by the ‘Paddy’s Reserve/ Mitta Swimming Pool Committee’. Speeches focused on the resilience of the Mitta Valley. From the 2019/20 bushfires, COVID-19 lockdowns, the support of locals to local business during these times, (Home schooling and the increase in Day Drinking by parents in this period), the support of tourists wanting to ‘spend a buck’ in regional Victoria, and how the ‘Mighty Mitta Valley’ got through once again. Award winners were: • Citizen of the Year 2021 - Judy Cardwell; • Young Citizen of the Year 2021 - Heidi Brookes; • Community Appreciation Award - Clive Wright; • Community Appreciation Award - Fran Ellis; • Event of the Year Mitta United Football and Netball Club – Wood Day Fund Raiser; • Local Champion Award Ambulance Victoria – Mitta Valley; Local Champion Award CFA Dartmouth; • Local Champion Award CFA Eskdale; • Local Champion Award CFA Mitta Mitta; • Local Champion Award SES Mitta Valley;
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• Local Champion Award CFA Noorongong.
Cr Aaron Scales Action Required: Nil.
Additional A copy of speech notes will be provided Information Available:
16.4 Australia Day 2021 – Tallangatta (Cr Anderson)
Date of Tuesday, 26 January 2021 Meeting/Event:
Key information Australia Day Awards – Tallangatta presented/discussed at meeting: Members A rainy Australia day in Tallangatta began with Comments/Thoughts: proceedings moved from the Triangles to the Hall. We began with Rotary providing a hearty breakfast for us all. Proceedings began with Girl Guides positioning the flags and the Australian Citizenship Affirmation. Our guest speaker, Father Mitch Porter from the Anglican Church, had a captive audience from the young to the older members of our community. He reflected on the past year and the future, diversity and inclusiveness within our society. Having been a prominent figure during recent challenging times, many people expressed their sadness that Father Mitch will be leaving us in the near future.
Talented Trio, Joe Fraser, Kristy Neville and Katherine Lanigan accompanied by Reese McKee performed a beautiful rendition of Waltzing Matilda, along with the popular I Still Call Australia home.
There were eight Local Champions Awards. Rotary and
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CFA members were amongst the award recipients along with business owners who go above and beyond, and those who are quite achievers of the community who automatically help others.
The final Local Champion award went to the Tallangatta Community, for its resilience and Australian spirit of helping and giving to others.
The Young Citizen of the Year, Jack Franz Mace was left speechless when receiving his award. He is an enthusiastic young man who usually provides the spot lights for many events. This young man has contributed much to the community in such a short time and continues to do so.
The joint citizens Brad and Mandy Crispin from the Tallangatta Bakery were persuaded to attend The Australia Day awards although their bakery was open for business and it was busy. They were very surprised and humbled to be Citizens of the Year. Those in attendance showed their support with cheering and load applause. Brad and Mandy automatically acknowledged the help of family and friends who assisted them to keep the bakery open 24/7 for many weeks during the bushfires. This was closely followed by COVID 19 which presented a whole new lot of challenges. They continued on, trading and serving their community.
The Tallangatta Local Champion Award along with the Citizens of the Year Awards are proudly displayed at the Tallangatta Bakery.
Cr Denise Anderson
Action Required: Nil.
Additional Nil. Information Available:
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TOWONG SHIRE COUNCIL ORDINARY MEETING 24 FEBRUARY 2021
16.5 Australia Day 2021 – Corryong (Cr Whitehead)
Date of Tuesday, 26 January 2021 Meeting/Event:
Key information A large crowd gathered at Corryong Youth Club Hall. With presented/discussed COVID-19 restrictions in place the Youth Club Hall was at at meeting: capacity for the breakfast.
The Lions Club once again presented a delicious breakfast for all to enjoy.
Nadia Edwards was MC for the celebration and welcomed everyone on such a special occasion and acknowledge the importance of our community coming together to celebrate and connect after such a challenging 2020.
Award Winners:
Local Champion Award “Rise from the Ashes” event Matt Aldridge, Leigh Eeles, Jo Humphrey, Luke Humphrey and Jodie Bonney. The event raised much needed money for our community after the devasting bushfires.
Local Champion Award: Darren Jones Tintaldra Hotel for allowing the Hotel to be used as a central hub for the entire community.
Local Champion Award: Pat Spicer for her hours of volunteer work for Evacuation Centre and Relief Centre helping with bushfire recovery.
Local Champion Award: Jo MacKinnon for all her efforts in putting the community first in such trying times.
Local Champion Award: Paul Carkeek for keeping the Cudgewa community safe during recent bushfires and for his years of dedication to CFA.
Local Champion Award: Fair family at Cudgewa Hotel for transforming their business into a distribution centre and a space to hold community meetings.
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Champion of the Year: Ian Williams for his dedication to our community volunteering over 1300 hours of his time to assist farmers in need of fencing.
Young Citizen of the Year: Sophie Hewatt for years of community involvement and especially over the bushfire period with volunteer work for CFA.
Citizen of the Year (Joint): Fay Whitehead and Pastor Carol Allen. For years these ladies have been involved in numerous community groups giving countless hours of their time to make our community a better place.
Cr A Whitehead
Members A big thank you to Nadia and her team for organising a great Comments/Thoughts: morning. Thank you to the Lions Club for a scrumptious breakfast.
Action Required: Nil.
Additional Nil. Information Available:
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TOWONG SHIRE COUNCIL ORDINARY MEETING 24 FEBRUARY 2021
17 Urgent Business
18 Committee Minutes 18.1 Riverview Committee of Management (Cr Dikschei)
The unconfirmed minutes of the Riverview Committee of Management annual general meeting and general meeting held on Monday 1 February 2021 are attached at Appendix 17 for information.
RECOMMENDATION:
THAT THE UNCONFIRMED MINUTES OF THE RIVERVIEW COMMITTEE OF MANAGEMENT ANNUAL GENERAL MEETING AND GENERAL MEETING HELD ON MONDAY 1 FEBRUARY 2021 BE NOTED.
19 Occupational Health and Safety 19.1 OHS Committee (06/04/0212-DCOD)
The unconfirmed minutes of the Occupational Health and Safety Committee meeting held on Tuesday 9 February 2021 have been provided to Councillors prior to the meeting.
RECOMMENDATION:
THAT THE UNCONFIRMED MINUTES OF THE OCCUPATIONAL HEALTH AND SAFETY COMMITTEE MEETING HELD ON TUESDAY 9 FEBRUARY 2021 BE NOTED.
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20 Council Policies (10/01/0007-CEO) 20.1 Policies for Review and Adoption
The following policies are tabled for review at Appendix 18. Comments should be provided to the nominated Council officer by 24 March 2021.
• Community Use of Council Meeting Spaces and Facilities (DCOD); • No Smoking (DCOD); • Social Media (DCOD); • Human Rights (DCOD); • Investment (DCOD); and • Issue Resolution.
The following policies were tabled for review at the 9 December 2020 Council Meeting and are presented at Appendix 19 for adoption. Please note that the recommended changes are shown in coloured text.
• Computer and Mobile Device Use; • Occupational Health and Safety; • Occupational Health and Safety Committee Constitution; • Risk Management;
A further two policies were tabled for review at the 9 December 2020 Council meeting, these being Councillor Correspondence and Council’s Procurement Policy. The adoption of these policies has been delayed as consultation is ongoing with staff and Councillors. These policies will be presented for adoption at a future meeting.
RECOMMENDATION:
THAT THE FOLLOWING POLICIES AS AMENDED AND PRESENTED BE ADOPTED:
• COMPUTER AND MOBILE DEVICE USE; • OCCUPATIONAL HEALTH AND SAFETY; • OCCUPATIONAL HEALTH AND SAFETY CONSTITUTION; AND • RISK MANAGEMENT.
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20.2 Community Engagement Policy (10/01/0007-DCOD)
Disclosure of Interests (S.130):
This report was prepared by Ms Georgina Curtis, Coordinator, Advocacy, Communications and Customer Service.
At the time of preparation of this report, the officer did not have a general or material conflict of interest in any matter to which the report or advice relates.
Purpose of Report:
A decision of Council is required in relation to the adoption of a Community Engagement Policy in line with the requirements of the Local Government Act 2020.
Summary:
The Local Government Act 2020 (LGA 2020) aims to ensure all Victorians have the opportunity to engage with their Council on local priorities and the future of their community. Under Section 55(3) of the LGA 2020, Council must adopt the first Community Engagement Policy on or before 1 March 2021.
A draft Community Engagement Policy (the Policy) has been developed in consultation with the community. It reflects Council’s responsibility to enable participatory democracy and gives effect to the community engagement principles listed in the LGA 2020. It provides guidance to Council on how to best engage the community while achieving long-term and sustainable outcomes, relationships and decision-making processes.
Recommendation:
That Council adopt the draft Community Engagement Policy, as attached.
Attachment:
Appendix 20 - Draft Community Engagement Policy.
Background/History:
Community Engagement is one of the five guiding principles of the LGA 2020, which aims to ensure that all Victorians have the opportunity to engage with their Council on the future of their community. 85 S:\Organisational Improvement\Executive Services\Council Meetings\Agendas\2021\02 February\2a Council Meeting Agenda - 24 February 2021 - Corryong.doc
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Under s.55(1) of the LGA 2020 Council must adopt and maintain a Community Engagement Policy. It must give effect to the community engagement principles, describe the type and form of community engagement proposed, specify a process for informing the community of the outcome of the engagement, and include deliberative engagement practices which are to be applied to long-term strategic deliverables such as the Community Vision and Council Plan.
The community engagement principles of the LGA 2020 are as follows:
a. a community engagement process must have a clearly defined objective and scope; b. participants in community engagement must have access to objective, relevant and timely information to inform their participation; c. participants in community engagement must be representative of the persons and groups affected by the matter that is the subject of the community engagement; d. participants in community engagement are entitled to reasonable support to enable meaningful and informed engagement; e. participants in community engagement are informed of the ways in which the community engagement process will influence Council decision making.
Deliberative engagement is generally considered to be authentic engagement which empowers the community to partner with Council to come to a decision after considering the relevant information and identifying options. It typically involves discussion and may involve consensus, although it is recognised that consensus may not always be achieved.
Council’s Community Engagement Policy has been drafted in order to give effect to the LGA 2020. It is to apply whenever public input or participation is sought in relation to Council activities and decisions. It will assist Council to adopt a consistent, transparent and proactive approach to community engagement, aid Council in making decisions which reflect the best interest of the community, and help to build community ownership in regard to matters that affect them.
Relevant Law (s.9(2)(a)):
The development of a Community Engagement Policy is a requirement of the Local Government Act 2020.
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Options – Best Outcomes for the Community (s.9(2)(b)):
The community has been consulted in relation to the development of the draft Community Engagement Policy. Council has the option to recommend that changes to the draft Policy are deemed necessary, and subsequently adopt the revised draft Policy, noting that the Policy must be adopted no later than 1 March 2021 to meet the legislative requirements of LGA 2020.
Sustainability Implications (s.9(2)(c)):
Nil.
Community Engagement (s.9(2)(d)):
In anticipation that the LGA 2020 would formalise the requirement for structured and meaningful community engagement, Council led a series of discussion forums in March 2019 to enable community members to provide advice in relation to how they could best be engaged in relation to formal Council decision making and planning processes.
Community feedback included:
• Many people enjoy the opportunity for face-to-to face interaction; • Electronic communication channels may also be appropriate as long as community members who are not online have options to participate; • Community-led approaches may be of assistance in reaching isolated and offline communities; • People want to be involved in planning rather than only ‘tweaking’ a decision they perceive to be already made; • Council should focus on using plain English in communications; low cost videos, infographics and short summaries may be helpful aids; and • It is important that Council demonstrate that it is ‘closing the loop’ regarding feedback given.
A Community Engagement Poll was subsequently conducted through December 2020 and January 2021 asking members to provide feedback on Council’s current engagement practises and identify how and when they would like to be engaged.
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Poll results indicate that:
• Council could improve the way that it enables community members to provide input and take into account their feedback; • The time and place of consultation is most important in terms of enabling community members to participate; • Most people want to be informed and be able to provide feedback if they have a view on a Council decision or activity; and • Some would like to participate in consultation activities online, and others prefer face-to-face.
All feedback was taken into consideration in the development of the draft Community Engagement Policy which was then released for public exhibition and submissions invited.
Innovation and Continuous Improvement (s.9(2)(e)):
The draft Community Engagement Policy builds on Council’s existing commitment to seek and consider the views of community members in its planning and decision making processes. The Policy identifies mechanisms to deliver these practices across a broader range of initiatives and platforms.
Collaboration (s.9(2)(f)):
Not applicable.
Financial Viability/Budget Impact (s.9(2)(g)):
Additional resourcing has been included in Council’s Budget for the Communications and Engagement team to support the ongoing implementation of the Community Engagement Policy.
Regional, State and National Plans and Policies (s.9(2)(h)):
The draft Community Engagement Policy has been developed with reference to the Victorian Government Public Engagement and Partnership Vision.
Council Plans and Policies:
The adoption of a Community Engagement Policy formalises the Council Plan 2017- 2021 commitment to consult “with as many in the community as possible to make sure we are delivering what the community expects”.
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Transparency of Decision (s.9(2)(i)) :
It is the officer’s view that it is appropriate to consider this matter in an open meeting.
Risk Assessment:
Some implementation risk exists in the effective delivery of the commitments in the draft Community Engagement Policy. E xternal expertise is being sought to assist in the community engagement strategy for Council’s Community Vision and Council Plan, to aid Council officers and Councillors to increase their capacity to effectively engage the community.
Officer’s View:
It is the officer’s recommendation that Council review the draft Community Engagement Policy and resolve to adopt the policy to meet the legislative requirements of the Local Government Act 2020.
Council Resolution:
To be resolved at the Council meeting.
21 Sealing of Documents
There are no documents for sealing this month.
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22 Confidential
Section 66 of the Local Government Act 2020 declares that meetings are to be open to the public unless the following specified circumstances apply:
(1) A Council or delegated committee must keep a meeting open to the public unless the Council or delegated committee considers it necessary to close the meeting to the public because a circumstance specified in subsection (2) applies.
(2) The circumstances are – (a) the meeting is to consider confidential information; or (b) security reasons; or (c) it is necessary to do so to enable the meeting to proceed in an orderly manner.
(3) If the circumstance specified in subsection (2)(b) or (2)(c) applies, the meeting can only be closed to the public if the Council or delegated committee has made arrangements to enable the proceedings of the meeting to be viewed by members of the public as the meeting is being held.
(4) For the purposes of subsection (3), the arrangements may include provision to view the proceedings on the Internet or on closed circuit television.
(5) If a Council or delegated committee determines that a meeting is to be closed to the public to consider confidential information, the Council or delegated committee must record in the minutes of the meeting that are available for public inspection – (a) the ground or grounds for determining to close the meeting to the public by reference to the grounds specified in the definition of confidential information in section 3(1); and (b) an explanation of why the specified ground or grounds applied.
As defined in section 3(1) of the Local Government Act 2020 “confidential information” means the following information –
(a) Council business information, being information that would prejudice the Council’s position in commercial negotiations if prematurely released; (b) Security information, being information that if released is likely to endanger the security of Council property or the safety of any person; (c) Land use planning information, being information that if prematurely released is likely to encourage speculation in land values; 90 S:\Organisational Improvement\Executive Services\Council Meetings\Agendas\2021\02 February\2a Council Meeting Agenda - 24 February 2021 - Corryong.doc
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(d) Law enforcement information, being information which if released would be reasonably likely to prejudice the investigation in an alleged breach of the law or the fair trial or hearing of any person; (e) Legal privileged information, being information to which legal professional privilege or client legal privilege applies; (f) Personal information, being information which if released would result in the unreasonable disclosure of information about any person or their personal affairs; (g) Private commercial information, being information provided by a business, commercial or financial undertaking that – (i) relates to trade secrets; or (ii) if released, would unreasonably expose the business, commercial or financial undertaking to disadvantage; (h) Confidential meeting information, being the records of meetings closed to the public under section 66(2)(a); (i) Internal arbitration information, being information specified in section 145; (j) Councillor Conduct Panel confidential information, being information specified in section 169; (k) Information prescribed by the regulations to be confidential information for the purposes of this definition; and (l) Information that was confidential information for the purposes of section 77 of the Local Government Act 1989.
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22.1 Colac Colac Caravan Park (08/01/0167-MRR)
Confidential item, exclusive of press or public on the grounds that:
Under Section 3(1) of the Local Government Act 2020, this item is confidential due to:
(g) Private commercial information, being information provided by a business, commercial or financial undertaking that – (i) relates to trade secrets; or (ii) if released, would unreasonably expose the business, commercial or financial undertaking to disadvantage;
RECOMMENDATION:
THAT THE MEETING BE CLOSED TO THE PRESS AND PUBLIC TO CONSIDER INFORMATION CONSIDERED CONFIDENTIAL UNDER SECTION 3(1) OF THE LOCAL GOVERNMENT ACT 2020 BEING:
(G) PRIVATE COMMERCIAL INFORMATION, BEING INFORMATION PROVIDED BY A BUSINESS, COMMERCIAL OR FINANCIAL UNDERTAKING THAT – (i) RELATES TO TRADE SECRETS; OR (ii) IF RELEASED, WOULD UNREASONABLY EXPOSE THE BUSINESS, COMMERCIAL OR FINANCIAL UNDERTAKING TO DISADVANTAGE.
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Appendix 1
Quarterly Budget Report as at 31 December 2020
OPERATING RESULT
Note Dec-20 Dec-20 YTD YTD YTD YTD 2020/21 2020/21 Full Year Full Year (Actual) (Budget) (Actual) (Budget) (Variance) (Variance) (Budget) (Achieved) $’000 $’000 $’000 $’000 $’000 % $'000 % Income 1 1,252 1,200 17,622 13,243 4,379 33% 16,867 104% Expenditure 2 1,931 1,900 11,505 10,028 (1,477) -15% 20,285 57% Surplus/ (Deficit) (679) (700) 6,117 3,215 2,902 90% (3,418) (179%) Table 1: Operating Result
Note 1: Council’s YTD income at 31 December 2020 was $17.622 million against a budget of $13.243 million. The major items contributing to the $4.379 million favourable variance include:
• Grant revenue received in 2020/21 that had been anticipated to be received in 2019/20: o $400,000 for the Upper Murray Events Centre from the Commonwealth Government; o $200,000 for the Upper Murray Events Centre from the State Government; o $76,000 for the Bellbridge childcare sustainability funding.
• Grant revenue received that was not anticipated at the time of the 2020/21 Budget: o $600,000 from Disaster Recovery Funding Arrangements (DRFA) for reimbursement of costs incurred as a result of the 2019/20 bushfires; o $583,000 for the Local Road and Community Infrastructure Program; o $355,000 for the Working for Victoria; o $304,000 insurance reimbursement for assets lost in the 2019/20 bushfires; o $250,000 for the Local Councils Outdoor Eating and Entertaining program; o $190,000 for Growing Talgarno’s Recreational Heart; o $180,000 for the Community Events Fund; o $109,000 for Kindergarten COVID-19 support; o $100,000 for Rural Councils ICT Infrastructure; o $80,000 for the High Country Rail Trail.
Mth YTD Income $ 12,000 32,000,000 28,000,000 10,000 24,000,000 8,000 20,000,000 $'000 6,000 16,000,000 12,000,000 4,000 8,000,000 2,000 4,000,000 - - Jul-20 Aug-20 Sep-20 Oct-20 Nov-20 Dec-20 Jan-21 Feb-21 Mar-21 Apr-21 May-21 Jun-21
Mth Income - Budget Mth Income - Actual YTD Income - Budget YTD Income - Actual
Note 2: Council’s YTD expenditure at 31 December 2020 was $11.505 million against a budget of $10.028 million. The major items contributing to the $1.477 million unfavourable variance included expenses relating to bushfire recovery that are being claimed through a combination of the Disaster Recovery Funding Arrangements and insurance: • $2.200 million for fire damaged tree removal from roadsides; • $1.001 million for transport and disposal of garbage from the Corryong landfill and kerside collection due to the damaged landfill cell; • $144,000 for wire collection services.
Employee costs are currently $626,000 lower than budget. Council was operating with 97.8 Full Time Equivalent (FTE) staff at 31 December 2020 against an annual budget of 107.6 FTE.
Council has a number of vacancies. The vacant positions at the end of December 2020 included:
• Manager Infrastructure Recovery; • Manager Community Resilience and Recovery; • Manager Economic Recovery; • Accountant; • Coordinator Organisational Development; • Economic Development Officer (Agriculture); • IT Support Officer; • Access and Inclusion Officer.
YTD Mth Expenditure $ 3,000 24,000,000 2,500 21,000,000 18,000,000 2,000 15,000,000
$'000 1,500 12,000,000 1,000 9,000,000 6,000,000 500 3,000,000 - - Jul-20 Aug-20 Sep-20 Oct-20 Nov-20 Dec-20 Jan-21 Feb-21 Mar-21 Apr-21 May-21 Jun-21
Mth Expenditure - Budget Mth Expenditure - Actual YTD Expenditure - Budget YTD Expenditure - Actual
Operating Surplus 12,000 8,000,000 10,000 6,000,000 8,000
$'000 4,000,000 6,000 4,000 2,000,000 2,000 - - Jul-20 Aug-20 Sep-20 Oct-20 Nov-20 Dec-20 Jan-21 Feb-21 Mar-21 Apr-21 May-21 Jun-21 (2,000,000) (2,000) (4,000) (4,000,000)
Mth Surplus - Actual Mth Surplus - Budget YTD Surplus - Budget YTD Surplus - Actual
Grant Income
Note Dec-20 YTD YTD YTD YTD 2020/21 2020/21 Full Year Full Year (Actual) (Actual) (Budget) (Variance) (Variance) (Budget) (Achieved) $’000 $’000 $’000 $’000 % $’000 % Recurrent 1 77 1,711 1,663 48 3% 4,310 40% Non-Recurrent 2 99 3,089 808 2,281 282% 1,700 182% Total 176 4,800 2,471 2,329 94% 6,010 80% Table 2: Grant Income
Note 1: Council’s YTD recurrent grant income at 31 December 2020 was $1.711 million against a budget of $1.663 million. There are no major variances to report.
Note 2: Council’s YTD non-recurrent grant income at 31 December 2020 was $3.089 million against a budget of $0.808 million. The major items contributing to the $2.281 million favourable variance included non-recurrent grant revenue received that was not anicipated at the time of the 2020/21 Budget: o $583,000 for the Local Road and Community Infrastructure Program; o $355,000 for the Working for Victoria program; o $250,000 for Local Councils Outdoor Eating and Entertainment Program; o $190,000 for Growing Talgarno’s Recreational Heart; o $180,000 for the Community Events Fund; o $109,000 for Kindergarten COVID-19 support; o $100,000 for Rural Councils ICT Infrastructure; o $80,000 for the High Country Rail Trail.
Grants received Year-to-Date (YTD) are listed in the following tables:
$’000 Recurrent Grants Financial Assistance Grants 1,258 Maternal and Child Health 136 Kindergarten - Tallangatta 87 Kindergarten - Corryong 72 Municipal Emergency Resourcing Program 60 Kindergarten - Bellbridge 48 Roads to Recovery (R2R) 33 Kindergarten Cluster 11 School Crossing Supervisor 6 Total Recurrent Grants 1,711 Table 3: Recurrent Grant Income received $’000 Non-Recurrent Grants Local Roads and Community Infrastructure 583 Working for Victoria 355 Local Councils Outdoor Eating and Entertaining Package 250 Upper Murray Events Centre (Commonwealth) 200 Upper Murray Events Centre (State) 200 Growing Talgarnos Recreational Heart 191 Community Events Fund 180 Community Child Care Fund (Special circumstances - Bellbridge) 148 Blackspot Funding - Lake Road 131 Colac Colac Caravan Park 111 Kindergarten Support - COVID-19 109 Community Child Care Fund (Sustainability Support - Walwa) 100 Rural Councils ICT Infrastructure Program 100 High Country Rail Trail (Regional Tourism Bushfire Recovery) 80 Regional Airports Program 52 Tallangatta Holiday Park (Growing a Tourism Economy) 50 Neighbourhood House - Tallangatta 43 Weed Project 34 Supported Parent and Playgroup 30 Recreation Strategy 27 Mitta Valley Mountain Bike Park (Pick My Project) 15 Kindergarten Support - Bushfire 15 Natural Inclusive Outdoor Play Space - Corryong Kinder 14 Enabling Inclusive Outdoor Participation - Tallangatta Early Years 12 Household Recycling Reform Program 10 Mitta Valley Gravel Grinder (Regional Tourism Bushfire Recovery) 10 Community Systems Mapping for Violence Free Living 8 Kindergarten school readiness 6 FReeZA 6 Health Admin (Vulnerable persons - HACC) 6 Community Health and Wellbeing 5 Upper Murray Victorian Open Road Series Stage 5 Kindergarten Early Start Program 4 Sleep and Settling Initiative 4 16 days activism campaign 3 Youth Week 2 Kindergarten Inclusion 2 Bridges Renewal Program - Mitchells Bridge (12) Total Non-Recurrent Grants 3,089
Total Grants Received 4,800 Table 4: Non-recurrent grants
The negative grant is due to timing of a GST error in invoicing.
Unexpended Grants
Where Council has received grants that are required to be expended in a specified manner, but the funds have not yet been expended, the grant is recognised as an unexpended grant. This is a means of tracking cash holdings that are required to be spent on a specified purpose and are not available for other Council priorities.
The table on the following page provides a listing of current unexpended grants. $'000 Unexpended Grants Bushfire Recovery Victoria - Recovery Hub 2,043 Fixing Country Roads Program - Hanson Street redevelopment 1,444 Bushfire Financial Support (Commonwealth) 1,043 Rate and Fee Relief - Bushfire Recovery Victoria 614 Local Roads and Community Infrastructure 583 Working for Victoria 344 Local Councils Outdoor Eating and Entertaining Package 250 Growing Talgarnos Recreational Heart 191 Community Events Fund 180 Improved Connections Hanson Street project 134 Access and Inclusion 131 Tintaldra Boat Ramp 101 Neighbourhood House - Tallangatta 100 Rural Councils ICT Infrastructure Program 95 Bullioh Netball Courts upgrade 90 Kindergarten Enrolment 89 Bushfire - DELWP - Water 80 Supported Parent and Playgroup 64 Regional Airports Program 52 Tallangatta Holiday Park (Growing a Tourism Economy) 50 Cudgewa Netball Court upgrade 49 Municipal Emergency Resourcing Program 45 Colac Colac Caravan Park 44 Granya Streetscape 40 High Country Rail Trail (Regional Tourism Bushfire Recovery) 40 FReeZA 38 Kindergarten Local Planning and change management 35 Local Government Business Collaboration 32 CASI Initiative Community Connectors 30 Strategic Planning - Tallangatta 27 Recreation Strategy 27 Country Roads and Bridges 27 Community Systems Mapping for Violence Free Living 27 Tallangatta Reclaimed Water Reuse 20 Kindergarten Early Start Program 19 Master Plan for Active Sportng Future 18 Weed Project 17 Natural Inclusive Outdoor Play Space - Corryong Kinder 14 Bushfire Management Overlay 13 TICC Banking On Our Solar Future 13 Enabling Inclusive Outdoor Participation - Tallangatta Early Years 12 Think-Start-Grow 11 Kindergarten Early Childhood Teacher Supplement 11 Improving Liveability of Older People 10 Household Recycling Reform Program 10 Business Victoria Local Events 10 Health Promotions (Walk to School) 10 Foundation for Rural and Regional Renewal 8 Waste Not, Want Not 7 Kindergarten school readiness 6 Sleep and Settling Initiative 6 Premier's Reading Challenge 6 Mitta Valley Mountain Bike Park (Pick My Project) 6 Mitta Valley Gravel Grinder (Regional Tourism Bushfire Recovery) 5 Upper Murray Victorian Open Road Series Stage 5 Victorian Junior Landcare and Biodiversity grant 5 Beat the Heat - Tree Project 4 Maternal and Child Health Enhancement 4 Drug Prevention Services - Ice 3 16 days activism campaign 3 Community Development and Assistance 2 Youth Week 2 Immunisation services - school and adult 2 Respectful Relationships - Kinder 2 Kindergarten Inclusion 2 Family Violence Support 1 Total Unexpended Grants 8,406 Table 5: Unexpended grants
CASH POSITION
The cash position moved during the month as detailed below:
Current Month Prior Month Variance Dec-20 Nov-20 $ $ $ % Committed funds Unexpended Grants 8,406,201 8,764,823 (358,622) (4.1%)
Other Provisions and Reserves 858,964 858,964 - 0.0%
Provision for Employee Entitlements 1,696,800 1,695,882 918 0.1%
Other Committed Funds 11,055,948 10,698,244 357,704 3.3%
Total committed funds 22,017,913 22,017,913 - 0.0% Other funds 5,370,288 6,814,086 (1,443,797) (21.2%)
Total funds 27,388,201 28,831,999 (1,443,797) (5.0%)
Cash holdings Section 86 Committee Funds 177,313 169,557 7,756 4.6% Investments/term deposits 26,994,712 27,986,864 (992,152) (3.5%) Cash At Bank and On Hand 216,177 675,578 (459,401) (68.0%) Total Cash holdings 27,388,201 28,831,999 (1,443,797) (5.0%)
Average Interest Rate 0.84% 1.04%
$35,000,000
$30,000,000
$25,000,000
$20,000,000
$15,000,000
$10,000,000
$5,000,000
$0
Restricted Funds Unrestricted Funds Prior Year - 2020 Cash Budget 2020/21
Investments Investments were made up of the following at the month end:
Date Product Institution Principal Yield Term Rating Maturity
07/04/2020 Term Deposit AMP 1,000,000 1.85% 272 Days A2 04/01/2021 15/07/2020 Term Deposit ME Bank 1,000,000 0.60% 182 Days A2 13/01/2021 13/07/2020 Term Deposit ME Bank 1,000,000 0.60% 186 Days A2 15/01/2021 20/07/2020 Term Deposit AMP 1,000,000 0.90% 182 Days A2 18/01/2021 24/04/2020 Term Deposit Macquarie Bank Limited 1,000,000 1.65% 273 Days A1 22/01/2021 22/07/2020 Term Deposit Bank of Queensland 1,000,000 0.80% 184 Days A2 22/01/2021 10/08/2020 Term Deposit National Australia Bank 1,000,000 0.72% 182 Days A1+ 08/02/2021 18/08/2020 Term Deposit Bank of Queensland 1,000,000 1.30% 273 Days A2 15/02/2021 17/08/2020 Term Deposit ME Bank 1,000,000 0.60% 182 Days A2 15/02/2021 18/0/2020 Term Deposit Bank of Queensland 1,000,000 0.75% 184 Days A2 18/02/2021 17/04/2020 Term Deposit National Australia Bank 1,000,000 0.81% 271 Days A1+ 14/04/2021 17/07/2020 Term Deposit National Australia Bank 1,000,000 0.81% 278 Days A1+ 21/04/2021 22/10/2020 Term Deposit Macquarie Bank Limited 1,000,000 0.55% 182 Days A1 22/04/2021 07/11/2020 Term Deposit WAW Credit Union 500,000 0.95% 180 Days 06/05/2021 07/08/2020 Term Deposit Bank of Queensland 1,000,000 0.85% 273 Days A2 07/05/2021 16/11/2020 Term Deposit AMP 1,000,000 0.70% 180 Days A2 17/05/2021 25/11/2020 Term Deposit ME Bank 1,000,000 0.45% 182 Days A2 26/05/2021 07/12/2020 Term Deposit AMP 1,028,848 0.70% 182 Days A2 07/06/2021 14/12/2020 Term Deposit AMP 1,000,000 0.70% 182 Days A2 15/06/2021 16/12/2020 Term Deposit Macquarie Bank Limited 1,000,000 0.55% 182 Days A1 16/06/2021 23/12/2020 Term Deposit ME Bank 1,000,000 0.45% 210 Days A2 21/07/2021 18/11/2020 Term Deposit Bank of Queensland 1,000,000 0.55% 273 Days A2 18/08/2021 14/12/2020 Term Deposit AMP 1,000,000 0.70% 273 Days A2 13/09/2021 16/12/2020 Term Deposit Macquarie Bank Limited 1,000,000 0.60% 274 Days A1 16/09/2021 Cash Management Westpac 3,465,864 1.15% On Call A1 N/A S86 Committee Various 177,313 1.60% N/A N/A Total Investments 27,172,024 Table 6: Investments at month end
RECEIVABLES
Rates, Municipal Charge, Waste Management Charge and Waste Collection Charge
The breakdown of rates received for the month and YTD for the year ending 30 June 2021 as well as the rates debtors balance outstanding and a comparison to last financial year is shown below:
Rates, charges and FSPL Debtors Amount Received % Collected Received Collected Balance Dec-20 Dec-20 YTD YTD Outstanding $ $ % $ $ $ Rates and charges levied 2020/21 9,032,466 450,498 5.0% 5,231,693 57.9% 3,800,773 Rates and charges arrears prior to 2020/21 (129,893) 26,633 -20.5% (713,962) 549.7% 584,069 FSPL levied 2020/21 2,478,639 128,072 5.2% 544,972 22.0% 1,933,667 FSPL arrears prior to 2020/21 137,339 3,410 2.5% 63,009 45.9% 74,329 Total rates and charges including FSPL levied 2020/21 11,511,105 578,569 5.0% 5,776,665 50.2% 5,734,441 Total rates and charges including FSPL arrears prior to 2020/21 7,446 30,043 403.5% (650,952) -8742.5% 658,398 Total rates and charges including FSPL and arrears 608,612 5,125,712 6,392,839
$12,000,000
$10,000,000
$8,000,000
$6,000,000
$4,000,000
$2,000,000
$0
Debtor Balance (Current) Debtor Balance (Arrears) 2019/20
Rates and charges for 2020/21 were levied in September 2020. Quarterly instalments are due at the end of September, November, February and May.
Debt Collection
The graph below compares the arrears balances as at the end of each month for the current financial year (2020/21) and the arrears balances at the equivalent time in the previous financial year (2019/20). The arrears shown only capture arrears outstanding from the previous financial year, for example 2020/21 arrears only include rates that are still unpaid that were due in 2019/20, and not rates that are unpaid that were due earlier in 2020/21.
Arrears Rates Debtors - Prior years arrears $1,000,000
$800,000
$600,000
$400,000
$200,000
$0 Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun ($200,000)
($400,000)
($600,000)
Prior years arrears 2020/21 Prior years arrears 2019/20
It should be noted that the balances in July and August above are negative due to the application of the bushfire relief in 2019/20. All payments received in July and August have been applied against the arrears until the new rates were struck in September 2020.
The following graph displays the number of debtors with an arrears balance greater than $200 for the current year compared to the previous financial year.
Number of debtors with prior years arrears 600
500
400
300
200
Number Number debtors of 100
0 Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Number of Debtors with prior years arrears 147 561 498 394 285 255 238 balance greater than $200 - 2020/21 Number of Debtors with prior years arrears 114 446 342 294 261 241 225 214 195 193 187 158 147 balance greater than $200 - 2019/20
At 31 December 2020 there were 238 rates debtors with an outstanding balance greater than $200. All outstanding rates debtors at 30 June 2020 became arrears on 1 July 2020.
Sundry Debtors
The Sundry Debtors outstanding at month end, and the movement from the prior month is shown below:
Sundry Debtors Future Due Date Current 30 Days 60 Days 90+ Days Total $ $ $ $ $ $ December 2020 60,361 64,835 12,922 - 139,977 278,095 November 2020 89,666 52,044 12,641 - 140,297 294,648 Movement (29,305) 12,791 281 - (320) (16,553)
$1,400,000$900,000 $800,000 $1,200,000 $700,000 $1,000,000$600,000 $500,000 $800,000 $400,000 $300,000$600,000
$400,000$200,000 $100,000 $200,000 $0 $0
Future Due Date 30+ Days 60+ Days 90+ Days Future Due Date Current 30+ Days 60+ Days 90+ Days
Significant debtors (>$1,000) with ageing of greater than 90 days are as follows:
Debtor Amount Description RO Notes Contribution to Investigation is still being 21504 $132,407 road remediation DIE undertaken to determine if this works invoice is recoverable. Table 7: Significant debtors > 90 days CAPITAL WORKS
The table below reports capital expenditure incurred for all capital projects with a project value greater than $100,000 for the current financial year.
Capital Works - 2020/21 Note YTD Actual 2020/21 Budget Fixing Country Roads (Hanson Street Development) $ - $ 3,444,301 Plant replacement $ 83,440 $ 890,000 Colac Colac Caravan Park (Amenities block upgrade) $ 28,773 $ 774,000 Digouts/major patching $ 457 $ 550,000 Reseal program $ - $ 550,000 Georges Creek Road (Stage 6) $ 107,567 $ 466,000 Mitta streetscape $ - $ 425,000 Infrastructure project (NEBFCN) $ - $ 300,000 Corryong Infrastructure (Connecting Corryong) $ - $ 268,000 Town entrances (2017/18) $ - $ 233,000 Pavement construction - Wises Creek Road (Talgarno) $ - $ 180,000 Resheeting $ 22,321 $ 180,000 Fleet replacement $ 82,211 $ 167,000 Tallangatta Holiday Park (Stage 2) $ 1,040 $ 166,000 Finance System $ - $ 160,000 Bethanga streetscape - Bethanga Bay Reserve $ 42,368 $ 150,000 Upper Murray 2030 projects (2016/17) $ - $ 150,000 Bridge deck renewal (Callaghans Creek Bridge) 1 $ 232,875 $ 148,000 Landfill cell #3 $ 48,155 $ 135,000 Tallangatta swimming pool $ - $ 125,000 Blackspot program - Lake Road (Bellbridge) $ 31,679 $ 106,000 Pavement renewal $ - $ 100,000 Dartmouth streetscape $ - $ 100,000
$ 680,887 $ 9,767,301 Table 8: Capital Works year ending 30 June 2021
Note 1: Callaghans Creek Bridge has been completed within the project budget $230,500. Additional funds were reallocated to this project from other projects as per the Council resolution at the Council Meeting on 3 March 2020.
OTHER FINANCIAL MATTERS
Defined benefit superannuation
Council has obligations under a defined benefit superannuation scheme that may result in the need to make additional contributions to the scheme to ensure that the liabilities of the fund are covered by the assets of the fund. There are nine current employees covered by this superannuation fund. In addition, there is a liability for former employees.
In summary, the Vested Benefits Index (VBI) is the measure required to be used to determine whether there is an unfunded liability.
A VBI must generally be kept above a fund’s nominated shortfall threshold. The estimated VBI released by Vision Super for September 2020 is 104.5%. The graph below shows Vision Super’s VBI performance against the fund’s nominated VBI threshold. Defined Benefit Superannuation - Vested Benefit Index (VBI) 110.0% 108.0% 106.0% 104.0% 102.0% 100.0% VBI threshold 98.0% 96.0% VBI actual 94.0% 92.0% 90.0%
It should be noted that the equity market has been quite volatile over the period of the COVID-19 pandemic.
If the actual VBI falls below the above VBI thresholds, an interim investigation is required to be carried out by the Fund Actuary and the Fund’s Trustee is required under the superannuation prudential standards (SPS 160) to formulate a restoration plan to restore the VBI to 100% within three years. This may lead to a funding call being initiated which will mean Council will have to provide additional funding to the Defined Benefit fund to ensure that the liabilities of the fund can be met.
REVISED BUDGET
The Local Government Act 2020 requires that the second quarterly report of a financial year must include a statement by the Chief Executive Officer as to whether a revised budget is, or may be, required. A revised budget is required before the Council can make a variation to the declared rates or charges; can undertake any borrowings that have not been approved in the budget; or can make a change to the budget that Council considers should be the subject of community engagement.
Statement by the Chief Executive Officer
As at 31 December 2020, Towong Shire Council will not require a revised budget for 2020/21. Variances to the budget are primarily in relation to the timing of grants, the receipt of unanticipated grants, and associated expenditures. The expenditure of each grant is subject to its own community engagement processes as relevant, therefore it is deemed that no additional community engagement is required in relation to the budget. Appendix 2
Councillor Code of Conduct
Draft Targeted for adoption 24 February 2021
1
Contents 1. Introduction and Purpose ...... 3 2. Governance Principles ...... 4 3. Behaviours ...... 4 4. Decision Making ...... 5 5. Roles and Responsibilities ...... 6 Role of Councillors ...... 6 Role of the Mayor ...... 7 Role of Deputy Mayor ...... 8 Role of the Chief Executive Officer ...... 8 Role of Council Staff ...... 9 6. Standards of Conduct ...... 9 1. Treatment of others ...... 10 2. Performing the role of Councillor ...... 10 3. Compliance with good governance measures ...... 10 4. Councillor must not discredit or mislead Council or public ...... 11 5. Standards do not limit robust political debate ...... 11 7. Specific Councillor Conduct Obligations ...... 11 Use of Council Resources ...... 11 Elections ...... 12 Conflict of Interest ...... 12 Human Rights and Equal Opportunity...... 12 Sexual Harassment ...... 12 Fraud and Corruption...... 12 Misuse of Position ...... 13 8. Dispute Resolution Procedures ...... 13 Self Resolution ...... 14 Mayoral Negotiation ...... 14 External Mediation ...... 15 9. Breaches of the Prescribed Standards of Conduct ...... 16 Internal Arbitration ...... 16 Serious Misconduct ...... 16 Gross Misconduct ...... 17 Other Penalties ...... 17 Suspension during Election Period ...... 17 10. Legislative Context ...... 18 11. Human Rights Charter compatibility...... 18 12. Endorsement ...... 18
2 Towong Shire Council | Councillor Code of Conduct
1. Introduction and Purpose As the elected representatives of the Shire of Towong, we have an important role in providing leadership to the municipality. While we may sometimes have different viewpoints, it is critical that we work together in the best interests of the municipality as a whole. In doing this we are committed to living the vision and values of Towong Shire Council (Council) while adhering to the requirements of the Local Government Act 2020 (LGA 2020).
Vision Mission We will be a World Class small To provide leadership and service to the Council and Towong Shire will Towong Shire community that adds be the ideal place to live. value and enhances social, economic and environmental wellbeing now and in the future.
Values Respect We will listen and consider other perspectives and treat each other with courtesy. Integrity We will seek the common good. Pride We will always take care in what we do. Teamwork We will help others to achieve by being positive, enthusiastic and confident.
The purpose of this Councillor Code of Conduct is to outline the standards of conduct expected to be observed by Councillors in the course of performing their duties and functions as Councillors.
3 Towong Shire Council | Councillor Code of Conduct
2. Governance Principles The primary role of the Council is to provide good governance to the municipal district for the benefit and wellbeing of the municipal community. As required by LGA 2020 we will in the performance of our roles give effect to the overarching governance principles of LGA 2020:
(a) Council decisions are to be made and actions taken in accordance with the relevant law; (b) priority is to be given to achieving the best outcomes for the municipal community, including future generations; (c) the economic, social and environmental sustainability of the municipal district, including mitigation and planning for climate change risks, is to be promoted; (d) the municipal community is to be engaged in strategic planning and strategic decision making; (e) innovation and continuous improvement is to be pursued; (f) collaboration with other Councils and Governments and statutory bodies is to be sought; (g) the ongoing financial viability of the Council is to be ensured; (h) regional, state and national plans and policies are to be taken into account in strategic planning and decision making; (i) the transparency of Council decisions, actions and information is to be ensured.
In giving effect to the overarching governance principles, we will also take into account the following supporting principles of the LGA 2020:
(a) the community engagement principles; (b) the public transparency principles; (c) the strategic planning principles; (d) the financial management principles; (e) the service performance principles.
3. Behaviours As community leaders we are committed to leading by example and promoting the highest standard of behavior in adherence to the following behaviours:
Respectful We respect each other, each other’s time, and each other’s right to put forward a viewpoint. We are courteous, polite and value one another’s ideas even if we don’t agree. 4 Towong Shire Council | Councillor Code of Conduct
United We put forward a united front even if a decision hasn’t gone the way that some of us might have wanted. We don’t have to agree with one another, but we don’t undermine our collective decisions.
Strategic We represent the best interest of the whole shire, and strive together towards our bigger-picture goals, rather than representing specific geographical areas or community groups.
Supportive We support one another in learning, share information and skills, contribute to the debate, and respect different experience levels.
Discreet We maintain confidentiality of Councillor discussions and do not quote private conversations unless it is understood that the content may be discussed publicly.
4. Decision Making We are committed to making good decisions impartially and in the best interest of the community. We understand that in line with the requirements of LGA 2020 decisions are to be made by a resolution of the Council. A resolution of the Council may include: • A resolution at a Council meeting • A resolution made at a meeting of a delegated committee • The exercise of a duty, function or power made by a member of Council staff or a Community Asset Committee under delegation.
In making decisions we are committed to: • Transparent processes in line with our Public Transparency Policy • Good community engagement in line with our Community Engagement Policy • Sound participative meeting practices in line with our Governance Rules • Adhering to all relevant legislation and regulation • Seeking appropriate technical advice and expertise from the Administration.
As issues arise that may require Council consideration we will work together and with the administration to develop an approach to forming a decision. Decisions are to be made with due consideration to the time required to seek the necessary inputs and
5 Towong Shire Council | Councillor Code of Conduct
hold the necessary discussions; urgent business should only be raised if the matter cannot be addressed through this process due to time constraints.
While significant work and discussion may occur prior to a Council meeting where a decision is made, we are committed to ensuring that the community understands all of the factors that contribute to the decision when it is presented at the Council meeting.
Once Council has made a decision, it becomes the collective decision of Council. While it is recognised that some Councillors may not support a decision, it is highly desirable that we present a united front to the public once the decision has been made. Dissent may be expressed but with due care to the reputation of Council and Councillors as an effective leadership team. In line with the requirements of LGA 2020 Councillors are not to publicly discredit or actively undermine the Council.
5. Roles and Responsibilities Towong Shire Council consists of democratically elected Councillors, including the Mayor; and the administration, consisting of the Chief Executive Officer and their staff.
Good governance relies on good relationships between all people who form part of the Council, and an understanding and respect for one anothers’ roles.
Role of Councillors
Councillors are the democratically elected representatives of the community and play a key advocacy and leadership role. They are critical in facilitating community engagement with the activities and decisions of Council. There is an expectation that Councillors will make decisions that benefit the long term interest of the whole community.
In line with the requirements of LGA 2020 we will uphold the role of Councillors: (a) to participate in the decision making of the Council; and (b) to represent the interests of the municipal community in that decision making; and (c) to contribute to the strategic direction of the Council through the development and review of key strategic documents of the Council, including the Council Plan.
In performing the role of a Councillor, we will:
6 Towong Shire Council | Councillor Code of Conduct
(a) consider the diversity of interests and needs of the municipal community; and (b) support the role of the Council; and (c) acknowledge and support the role of the Mayor; and (d) act lawfully and in accordance with the oath or affirmation of office; and (e) act in accordance with the standards of conduct; and (f) comply with Council procedures required for good governance.
Further we will respect that: The role of a Councillor does not include the performance of any responsibilities or functions of the Chief Executive Officer.
Councillors, sitting as Council, are responsible for appointing the Chief Executive Officer and developing and maintaining a Chief Executive Officer Employment and Remuneration Policy. We are effectively responsible for performance management of the Chief Executive Officer and set and monitor their progress against goals.
We will maintain an excellent working relationship with the Chief Executive Officer and keep them informed about relevant issues.
Role of the Mayor
The Mayor is the elected leader of the Council and this role is to be respected by all Councillors. The Mayor facilitates an inclusive approach to decision-making and involvement in Council activities, and supports good relationships amongst the Councillor team and between Councillors and the Administration. The Mayor sets the tone and style of behaviour, practice and projection of the Council working with, supporting and coordinating the team of Councillors.
In line with the requirements of LGA 2020 we will respect the role of the Mayor to: (a) chair Council meetings; and (b) be the principal spokesperson for the Council; and (c) lead engagement with the municipal community on the development of the Council Plan; and (d) report to the municipal community, at least once each year, on the implementation of the Council Plan; and (e) promote behaviour among Councillors that meets the standards of conduct set out in the Councillor Code of Conduct; and (f) assist Councillors to understand their role; and (g) take a leadership role in ensuring the regular review of the performance of the Chief Executive Officer; and
7 Towong Shire Council | Councillor Code of Conduct
(h) provide advice to the Chief Executive Officer when the Chief Executive Officer is setting the agenda for Council meetings; and (i) perform civic and ceremonial duties on behalf of the Council.
The Mayor facilitates resolution of any Councillor disputes and is responsible for Councillors’ training and development.
The Mayor maintains regular open communication regarding relevant issues with the Chief Executive Officer and with due regard to their respective roles.
Role of Deputy Mayor
The primary role of the Deputy Mayor is to play the role of the Mayor in the absence of the Mayor. In line with LGA 2020:
The Deputy Mayor must perform the role of the Mayor and may exercise any of the powers of the Mayor if— (a) the Mayor is unable for any reason to attend a Council meeting or part of a Council meeting; or (b) the Mayor is incapable of performing the duties of the office of Mayor for any reason, including illness; or (c) the office of Mayor is vacant.
The Deputy Mayor will take responsibility for the internal resolution process when the matter relates to the Mayor.
Role of the Chief Executive Officer
The Chief Executive Officer (CEO) is accountable to the Mayor and the Councillors for delivering Council’s strategies and services. The CEO maintains the organisational structure and fosters a positive culture, while helping to manage the relationship between the Councillors and the Administration.
In line with LGA 2020 the role of the CEO is:
(a) supporting the Mayor and the Councillors in the performance of their roles; and (b) ensuring the effective and efficient management of the day to day operations of the Council.
Without limiting the generality of this role, this responsibility includes the following—
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(c) ensuring that the decisions of the Council are implemented without undue delay; (d) ensuring that the Council receives timely and reliable advice about its obligations under this Act or any other Act; (e) supporting the Mayor in the performance of the Mayor's role as Mayor; (f) setting the agenda for Council meetings after consulting the Mayor; (g) when requested by the Mayor, reporting to the Council in respect of the implementation of a Council decision; (h) carrying out the Council's responsibilities as a deemed employer with respect to Councillors, as deemed workers, which arise under or with respect to the Workplace Injury Rehabilitation and Compensation Act 2013.
Role of Council Staff
Council staff provide support, advice and information to Council and Councillors through the CEO to support the democratic process and ensure good governance. They are responsible for delivering programs and services (within budgets), exercising their Council delegations, implementing Council decisions and ensuring compliance with relevant legislation.
If we require information or need to provide feedback to Council staff we will direct the enquiry through the CEO or a Director to best support consistent communication, accountability and appropriate task management. This also helps to avoid a Councillor unintentionally directing a member of staff in contravention of the misuse of position requirements of LGA 2020, or being perceived to do so.
Council staff are to inform their Director about any contacts with Councillors where Council business including operational matters were discussed.
If we receive a complaint from an officer about organisational issues we will direct them to Council’s Issue Resolution Policy in the first instance.
If we wish to complain about a member of Council staff we will direct the complaint to the Chief Executive Officer or the relevant Director.
6. Standards of Conduct LGA 2020 places obligations on Councillors in relation to way they should act. It also prohibits certain conduct by Councillors and prescribes penalties for Councillors who contravene these provisions.
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In line with the requirements of LGA 2020 and supporting regulations we will respect the following standards: 1. Treatment of others
(a) A Councillor must, in performing the role of a Councillor, treat other Councillors, members of Council staff, the municipal community and members of the public with dignity, fairness, objectivity, courtesy and respect, including by ensuring that the Councillor— (b) takes positive action to eliminate discrimination, sexual harassment and victimisation in accordance with the Equal Opportunity Act 2010; and (c) supports the Council in fulfilling its obligation to achieve and promote gender equality; and (d) does not engage in abusive, obscene or threatening behaviour in their dealings with members of the public, Council staff and Councillors; and (e) in considering the diversity of interests and needs of the municipal community, treats all persons with respect and has due regard for their opinions, beliefs, rights and responsibilities.
2. Performing the role of Councillor
(a) A Councillor must, in performing the role of a Councillor, do everything reasonably necessary to ensure that the Councillor performs the role of a Councillor effectively and responsibly, including by ensuring that the Councillor— (b) undertakes any training or professional development activities the Council decides it is necessary for all Councillors to undertake in order to effectively perform the role of a Councillor; and (c) diligently uses Council processes to become informed about matters which are subject to Council decisions; and (d) is fit to conscientiously perform the role of a Councillor when acting in that capacity or purporting to act in that capacity; and (e) represents the interests of the municipal community in performing the role of a Councillor by considering and being responsive to the diversity of interests and needs of the municipal community.
3. Compliance with good governance measures
(a) A Councillor, in performing the role of a Councillor, to ensure the good governance of the Council, must diligently and properly comply with the following—
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(b) any policy, practice or protocol developed and implemented by the Chief Executive Officer in accordance with section 46 of the Act for managing interactions between members of Council staff and Councillors; (c) the Council expenses policy adopted and maintained by the Council under section 41 of the Act; (d) the Governance Rules developed, adopted and kept in force by the Council under section 60 of the Act; (e) any directions of the Minister issued under section 175 of the Act.
4. Councillor must not discredit or mislead Council or public
(1) In performing the role of a Councillor, a Councillor must ensure that their behaviour does not bring discredit upon the Council. (2) In performing the role of a Councillor, a Councillor must not deliberately mislead the Council or the public about any matter related to the performance of their public duties.
5. Standards do not limit robust political debate
Nothing in these standards is intended to limit, restrict or detract from robust public debate in a democracy.
7. Specific Councillor Conduct Obligations Gifts, Benefits or Hospitality
We will avoid situations giving rise to the appearance that a person or body, through the provision of gifts, benefits or hospitality of any kind, is attempting to secure favourable treatment. We will respond to offers of gifts or hospitality in line with Council’s Gift Policy and the requirements of LGA 2020.
Use of Council Resources
We will use Council resources effectively and economically and in line with the requirements of Council’s Councillor Support and Expenses Policy. Council resources are only to be used for the purposes of duties as a Councillor and not for private purposes unless authorised to do so. We will maintain adequate security over Council property and information.
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Elections
We are committed to fair and democratic Council elections and therefore adopt and endorse the practices and legislative requirements set out in Council’s Election Period Policy that forms part of Council’s Governance Rules and the provisions of LGA 2020.
Conflict of Interest
We will identify, manage and disclose any conflicts of interest that we may have in line with the requirements of Council’s Governance Rules and the provisions of LGA 2020. We will give early notice to the Mayor and the Chief Executive Officer as to the conflict and seek advice from the Chief Executive Officer if we need assistance on interpretation.
We recognise that the legal onus to determine whether the conflict exists rests entirely with each individual Councillor. If we cannot confidently say whether a conflict exists, we will declare the potential conflict.
Human Rights and Equal Opportunity
We will take positive action to eliminate discrimination and bullying in accordance with the Equal Opportunity Act 2010 and support Council in fulfilling its obligation to achieve and promote gender equality. We will treat all people with dignity and respect and have due regards for the opinions, beliefs, rights and attributes of others. We will not discriminate against, bully, vilify or victimise any individual.
Sexual Harassment
Sexual harassment is against the law and will not be tolerated under any circumstances. We will take positive action to eliminate sexual harassment in accordance with the Equal Opportunity Act 2010. We will not engage in any unwelcome conduct of a sexual nature towards another individual where a reasonable person, having regard to all the circumstances, would have anticipated the possibility that the individual would be offended, humiliated or offended.
Fraud and Corruption
We will take positive action to eliminate fraud or corrupt behaviour and support Council’s obligations under the Public Interest Disclosures Act 2012. We will immediately report to the Chief Executive Officer and / or an appropriate integrity body any suspected, potential or actual fraudulent, criminal, unethical or corrupt behaviour in line with Council’s Public Interest Disclosures Policy.
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Misuse of Position
In line with section 123 of LGA 2020, we will not intentionally misuse our position to gain an advantage for ourselves or any other person, or to cause detriment to the Council or another person. Offences under this section of LGA 2020 are indictable. Circumstances including misuse of position include:
a) making improper use of information acquired as a result of the position the person held or holds; or b) disclosing information that is confidential information; or c) directing or improperly influencing, or seeking to direct or improperly influence, a member of Council staff; or d) exercising or performing, or purporting to exercise or perform, a power, duty or function that the person is not authorised to exercise or perform; or e) using public funds or resources in a manner that is improper or unauthorised; or f) participating in a decision on a matter in which the person has a conflict of interest.
8. Dispute Resolution Procedures We have an individual and collective responsibility to try every avenue possible to resolve such disputes in house and from allowing them to escalate further. This dispute resolution procedure is intended to be used: 1. When Councillors have been unable to resolve an interpersonal conflict and where the situation is unduly affecting the operation of the Council; 2. To manage complaints or concerns regarding the behaviour of Councillors from the public or Council staff, where a Councillor or group of Councillors takes up the complaint on behalf of the complainant.
It is not intended to resolve differences in policy or decision-making, which are appropriately resolved through discussion and voting in Council and Committee Meetings.
Council’s dispute resolution procedure comprises four components, namely:
1) Self Resolution 2) Mayoral Negotiation 3) External Mediation 4) Internal Arbitration
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A Councillor or a group of Councillors may make an application for a dispute to be referred for external mediation or internal arbitration regardless of whether self- resolution or Mayoral negotiation have been attempted, however it is preferred that these options are exhausted first.
Self Resolution
Councillors must take personal responsibility and endeavour to resolve their differences in an informal, but at all times, courteous and respectful manner, recognising that they have been elected to represent the best interests of the community.
Mayoral Negotiation
If the informal resolution process between the Councillors is unsuccessful, the Mayor should be involved as soon as practically possible to convene a meeting of the parties.
The party requesting the Mayoral negotiation meeting is to provide the Mayor with the name of the other Councillor and the details of the dispute in writing. The written request is to indicate that it is for a “Mayoral negotiation” dispute resolution process.
Within 5 working days of receipt of the complaint, the Mayor will: • provide written acknowledgment of receipt of the complaint to the Complainant; • provide a copy of the complaint to the Councillor concerned; and • attempt to facilitate a resolution and convene a meeting.
The Mayor may call upon the Councillor Conduct Officer for advice and guidance at this point in the process.
The Mayor is to document any agreement reached at the meeting. Copies of the agreement are to be provided to both parties. Where one party does not comply with the agreement, the other party has recourse to external mediation.
If the parties cannot resolve the dispute at the meeting, a further meeting may be convened with the consent of both parties. Where the dispute remains unresolved, the parties should progress to external mediation.
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In the event that the dispute involves the Mayor, the Deputy Mayor or other Councillor nominated by Council resolution will perform the role of the Mayor in facilitating discussions between the parties in dispute and liaising with the Councillor Conduct Officer.
External Mediation
If reconciliation of the dispute is not possible after Mayoral negotiation, it is the responsibility of the Mayor to seek assistance from an external mediator to resolve the dispute, preferably with the active support of the parties to the dispute, who must be informed of such a decision in any circumstance.
The applicant is to submit a written application to the Councillor Conduct Officer setting out the name of the Councillor and the details of the dispute. The application is to indicate that the application is for an “external mediation”. The applicant is to notify the other party of the request and provide him or her with a copy of the application either at the same time or as soon as practical thereafter.
The Councillor Conduct Officer is to ascertain (in writing) whether or not the other party is prepared to attend an “external mediation”. If the other party declines to participate in an external mediation, he or she is to provide their reasons for doing so in writing to the Councillor Conduct Officer. When the other party declines to participate in an external mediation, this does not constitute a contravention of this Councillor Code of Conduct.
If the other party agrees to participate in an external mediation, the Councillor Conduct Officer is to advise the applicant, the Mayor and Chief Executive Officer immediately, and engage the services of an external mediator to conduct the mediation at the earliest practicable opportunity.
The mediator is to document any agreement reached at the meeting. Copies of the agreement are to be provided to both parties. Where one party does not comply with the agreement, the other party has recourse to the internal resolution procedure where the matter relates to an alleged contravention of the Councillor Code of Conduct.
If the parties cannot resolve the dispute at the meeting, a further meeting may be convened with the consent of both parties. Where the dispute remains unresolved, the Mayor may recommend a resolution unless the dispute involves an allegation of a breach of the prescribed standards of conduct, in which case the matter must be referred for internal arbitration.
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9. Breaches of the Prescribed Standards of Conduct Internal Arbitration
If a Councillor is suspected of breaching the prescribed standards of conduct, an internal arbitration process may be pursued in line with section 141 of LGA 2020.
An application for internal arbitration may be made by the Council, following a resolution of the Council; a Councillor; or a group of Councillors. It must be made within three months of the alleged misconduct occurring, and is to be given to the Principal Councillor Conduct Registrar as specified by section 149 of LGA 2020.
Councillors may refer to the Councillor Conduct Officer appointed by the CEO to assist in the implementation of the arbitration process.
If the Principle Councillor Conduct Registrar is satisfied that the matter warrants arbitration given the evidence at hand, they will appoint an arbiter from the state’s panel list. If the arbiter believes at any stage that the subject of the application involves serious misconduct as defined by LGA 2020, it will be referred to the Principal Councillor Conduct Registrar for hearing by a Councillor Conduct Panel.
The arbiter will ensure that parties involved are given an opportunity to be heard. If after completing the arbitration process, the arbiter determines that there has been a breach of the prescribed standards of conduct, they may make a finding of misconduct and direct the Councillor to make an apology, suspend the Councillor from office for up to one month, and / or direct a Councillor to attend training or counselling.
Serious Misconduct
A Councillor Conduct Panel may be appointed in the case that the application alleges serious misconduct by a Councillor. An application to make a finding of serious misconduct may be made by the Council following a resolution of Council; a Councillor or a group of Councillors; or the Chief Municipal Inspector.
An application regarding serious misconduct must be made within 12 months of the alleged misconduct occurring. The application must satisfy the form prescribed by section 154 of LGA 2020 and is to be made to the Principle Councillor Conduct Registrar.
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If the Registrar is satisfied that the application warrants the appointment of a Panel given the evidence at hand, they will form a Councillor Conduct Panel from the state panel list. The Panel may request persons to attend a hearing, request information from the applicant, the respondent of the Council, and may direct a Councillor to attend a hearing. They must provide the respondent with an opportunity to be heard.
If the Councillor Conduct Panel finds that a Councillor has committed an offence, they will notify the Chief Municipal Inspector and may reprimand the Councillor, direct them to make an apology, suspend them from office for a period of up to 12 months, and / or make them ineligible to chair a delegated committee of Council for the remainder of the Council term. The Councillor becomes ineligible from holding the office of Mayor or Deputy Mayor for the remainder of the Council term unless the Panel decides otherwise.
The Panel may also determine that remedial action is required such as mediation, training or counselling.
A person who is affected by the decision made by a Councillor Conduct Panel may apply to VCAT for review of the decision.
Gross Misconduct
If the Chief Municipal Inspector determines that a Councillor has engaged in gross misconduct as specified by LGA 2020 they may refer an application to VCAT. If VCAT supports the finding they may order that the Councillor is disqualified from continuing as a Councillor for up to 8 years.
Other Penalties
Other penalties such as fines and indictment may occur depending on the nature of the breach in accordance with any relevant legislation and regulation.
Suspension during Election Period
All applications and proceedings are suspended during the election period for a general election. If the Councillor is not returned to office the application lapses, unless it is for an application for gross misconduct in which case it must resume after the election is held regardless of whether the person is returned to office.
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10. Legislative Context Section 139 of the Local Government Act 2020 requires a council to develop a Councillor Code of Conduct which contains the standards of conduct as prescribed by the regulations and any other prescribed matters.
11. Human Rights Charter compatibility This policy has been assessed as being compatible with the Charter of Human Rights and Responsibilities Act 2006 [Vic].
12. Endorsement This Code of Conduct was adopted by Council on 24 February 2021 and is signed by the following Councillors:
______Cr David Wortmann (Mayor) Cr Peter Dikschei (Deputy Mayor)
______Cr Denise Anderson Cr Aaron Scales
______Cr Andrew Whitehead
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Appendix 3
Occupational Health and Safety Report December 2020 – January 2021
Audits
Occupational Health and Safety Management System 2018
An audit of Council’s Occupational Health and Safety Management System and current occupational health and safety (OHS) practices against the Australian Standards was undertaken by Jardine Lloyd Thompson (JLT) in 2018.
The audit found that Council had significantly invested in a management system that complies with the Australian Standards with responsive involvement of employees and leaders in the development of processes and procedures. Of the 26 audit elements from the Standard 13 were 100% compliant with the Standard, 7 had a medium to high level of compliance and 6 elements had a low level of compliance.
Key strengths included staff training, consultation, communication, reporting, documentation, health surveillance, incident investigation and record keeping. Areas for improvement included hazard identification, emergency preparedness and response, and monitoring and measurement.
An action plan was put in place to address the identified gaps, with risks prioritised for action. The status of the actions at 31 January 2021 is shown in Table 1 below:
High Medium Low Total risk risk risk Total Actions 15 84 4 103 Actions Addressed or Completed 15 82 4 101 % Complete 100% 98% 100% 98% Number of actions to be completed 0 2 0 2 Table 1
The remaining two actions relate to the completion of Council’s risk registers. These have been developed for each key area of the business and a final review is to be completed shortly prior to finalisation. Given it has been three years since the external audit was carried out by JLT it is appropriate that a new external audit of Council’s Health and Safety Management System be undertaken. A request for quotation (RFQ) is currently being developed in order to seek quotations.
Liability Mutual Insurance (LMI) Mandatory Compliance Review
The Municipal Association of Victoria’s Insurance provides public liability insurance cover to Council. They conduct biennial reviews of all members of the insurance scheme as a means of assessing a members’ level of compliance against their established internal policies, procedures and plans. Focus areas included Council’s inspection and record keeping processes for roads, footpaths, shared pathways, trees, recreation reserves and open spaces.
JLT conducted their last audit visit in 2018. Council achieved a compliance rating of 73%. An action plan was established to address identified gaps.
Areas of strength included tree management and road asset management with some opportunities for improvement noted. Weaknesses included inspections of reserves.
The status of the actions as at 31 January 2021 is shown in Table 2 below:
High Medium Low Total risk risk risk Total Actions 26 90 0 116 Actions Addressed or Completed 26 89 0 115 % Complete 100% 99% 0 99% Number of actions to be completed 0 1 0 1 Table 2
The outstanding action relates to ensuring that written agreements are in place in relation to the hire or lease of Council’s owned and managed sporting reserves. A review of existing documentation is underway and a process for inspecting and managing user groups is in the development phase.
Plans for scheduling follow-up targeted reviews of specific areas of risk are underway with JLT. Operational Activities
WorkCover Incidents
There are currently no open WorkCover claims to report.
Public Liability Incidents
There are two Public Liability incidents to be reported for this period.
Other OHS Activity
Asbestos Management
A review of our Asbestos management process has been undertaken and a revised Asbestos Management Procedure has been implemented.
Health Surveillance
A draft Health Surveillance Procedure and Register is under development and is targeted for implementation following the March OHS Committee Meeting.
Coronavirus (COVID-19) Pandemic
Current updates and information are sourced daily from several websites, including the Federal Government Health website (www.health.gov.au) and the Victorian Government website (www.dhhs.vic.gov.au/coronavirus).
Restrictions on attending work, indoor and outdoor gatherings, travel and the wearing of face masks are being monitored and adjusted as per Victorian Government guidelines.
COVID-19 Safety Plans and Safe Work Method Statements (Risk Assessments) are being reviewed as restrictions change. Staff are gradually returning to the Tallangatta office and are currently rostered to be “on-site” via a team–by-team basis in line with the current limitation of 50% of workers being in the workplace at any given point in time.
In December 2020 Council responded to a request from the Department of Environment, Land, Water and Planning (DELWP) in relation to its COVID Safe approach to the public land that it manages. Council identified four “Higher Risk Sites” which are being assessed to ensure that Council’s existing COVID-19 Safety Plans effectively mitigate any COVID-19 related risks. If warranted further site- specific COVID Risk Plans will be developed.
Noise Management Plan
Following audiometric tests a Noise Management Procedure is under development and is targeted for implementation following the March OHS Committee Meeting.
Corryong Aerodrome
A Drug and Alcohol Management Plan (DAMP) was developed in early 2020 for the Corryong Aerodrome in line with the requirements of the Civil Aviation Safety Regulations 1988. The DAMP has been registered with the Civil Aviation Safety Authority (CASA) and an Action Plan developed. The actions are under prioritisation and some Council staff will be required to undertake online training in Aerodrome management and inspection. It is anticipated that the training will be completed by 31 March 2021.
Fire Kits for Vehicles
Portable Fire Kits containing a woollen blanket, goggles, water, P2 masks and leather gloves have been prepared for Council staff and Councillors to have in their vehicles when they are entering remote or isolated areas of the Shire during the Fire Danger Period. Kits for Depot vehicles were implemented last fire season and Council expanded on the idea to include spare kits for other staff such as the Ranger and Maternal Child Health Nurse. The kits are available from Corryong and Tallangatta offices and Depots.
Responding to Unwelcome or Challenging Behaviours from Members of the Public
Following a recent incident where an employee was confronted by a frustrated and angry resident, Customer Service Officers have completed training on how to manage situations where residents/customers display aggressive or angry/confrontational behaviours.
Appendix 4
Appendix 5
Appendix 7
Quarterly Community Wellbeing Report, 1 October – 31 December 2020
New Funding and Projects
During the reporting period the family/community services directorate received the following grants:
• CASI – $58,000 of grant funding was secured from the Community Activation and Social Isolation (CASI) Program. The Victorian Government’s new CASI initiative helps people who might be feeling lonely or have lost their regular networks during the coronavirus (COVID-19) pandemic. CASI aims to help these people build social connections and networks of support in their local communities. The grant funding will be invested into community based activities. In the last quarter, these activities included competitions for children and young people, along with the development of a school holiday program.
• Yard Developments - At the beginning of 2020 Tallangatta and Corryong Kindergarten were successful in securing grants to upgrade their outdoor learning environments. Tallangatta received $143,186 and Corryong received $120,000 in funding. The upgrades focus on inclusivity and accessibility for all children. Contractors have been appointed to deliver the works, and it is expected they will complete the works in early 2021. The projects have now been fully designed and off-site works have commenced to construct some of the items that will be placed into the outdoor learning environments.
• School Readiness Plans – During the quarter we were advised of our school readiness funding allocations from the Department of Education and Training for $44,202. School Readiness Funding is a permanent and ongoing part of the Victorian kindergarten funding model. It funds programs that build the capacity of kindergarten services, educators and families, to support children's learning and development outcomes. We also support the development of a plan for professional development and teacher support. It also includes additional access to allied health services for children and families.
• Bushfire Support Grants – The Minister for Education, the Hon James Merlino MP, announced $500,000 of funding to establish an Early Childhood Bushfire Recovery Grants program. This will supply a dedicated pool of relief early childhood educators, and support for Beyond Blue’s bushfire recovery programs designed to assist kindergartens in impacted areas. Approval has been received for grants of $5,000 per kindergarten/childcare facility to support educational incursions in services, purchase program resources and complete projects previously led by kindergarten program volunteers. Early Years
Childcare
Childcare services operated through the period at Walwa, Tallangatta and Bellbridge. With COVID restrictions relaxing during the period, families have had the opportunity to connect face to face with the educators, programs and other families in the centres.
During the quarter there was a strong focus on enrolments for 2021 and building service capacity. In total enrolments for the services is 126. There has been a significant increase in enrolment of babies, and active planning to upskill all staff in infant care and education is underway.
We are pleased to announce that two of our staff, Sharni Hynes and Annie Gale, have completed their Diploma in Children’s Services. We are very appreciative and proud of the hard work that has been put in by these dedicated educators to work and complete their studies.
Maternal Child Health (MCH)
During the reporting period, Maternal and Child Health Nurses (MCHN) commenced their planning for 2021.
In 2021, the Upper Murray community is projected to have an unusually high birth rate in the first quarter. To support this the ongoing employment of a Family Support Officer in Corryong has been extended. The role has been advertised with the view to finalising recruitment in early 2021.
In 2020, Maternal Child Health (MCH) trialled some new services including pregnancy yoga and antenatal classes, both of which were well attended. Offering these classes locally allows families to develop an early relationship with the MCH service and other parents in the community. This also has improved accessibility to these services for many local families by reducing the travel distance to attend classes in Wodonga or other neighbouring Shires.
We are pleased to announce Louise Middleton completed her Graduate Diploma in Maternal Child Health in November 2020. This has been a huge achievement for Louise and shows huge dedication to Council and her community. We look forward to her continuing support of the families in the area in 2021.
Kindergarten
Kindergarten was delivered in three locations during the period: Corryong, Tallangatta and Bellbridge. A total of 111 children participated.
Planning is underway for the delivery of kindergarten for both 3 and 4 year olds in 2021. The 3 year old kindergarten program is new to Council and will deliver 15 hours of kindergarten as part of the universal access state funded program. Three and four year old Kindergarten will be delivered at all four sites in 2021, Corryong, Walwa, Tallangatta and Bellbridge. An operations schedule is provided in Appendix 10.
In 2021, all Kindergarten services will be free for 3 and 4 year olds. Each child will be eligible for a payment of $2,000 per child to cover enrolment costs for families. This payment will go direct to the services to cover operating costs. Orientation days for kindergarten were held for Corryong in late 2020 and were well attended. Orientation days were not held at the other sites because the majority of families already attend these centres. Engagement with new families was undertaken directly by the centre directors. Enrolment information is provided in Appendix 9.
In 2021 Corryong kindergarten will host a school based apprenticeship/traineeship. This provides a great opportunity to expand our workforce and support young educators in their journey.
Playgroup
Corryong Supported Playgroup is facilitated by the Family Support Officer in partnership with MCH. The objective of active play, building the capacity of parents to engage with play based learning with their children, while ensuring it is in line with supported playgroup principles is promoted.
The group runs for two hours and includes hands-on activities for children with their parents (eg pasta necklaces, mothers and father’s day gift making etc.). During the reporting period between eight and twelve families were attending the playgroup, demonstrating the value of the service.
In Corryong the recommencement of a Young Mums group was well attended by eight families. This group focuses on support, attachment and relationships within the community and between mums and their babies. They are vital groups in the community and it is a service we are proud to offer.
Recruitment for a Supported Playgroup Facilitator in Tallangatta has commenced and will be finalised in January 2021.
End of Year Celebrations 2020
We were pleased to host a range of early years service’s end of year celebrations in late 2020. All families were invited to the formal graduation followed by a celebration to reflect on the achievements of children across the 2020 year. All events were well attended.
Youth
With the easing of COVID-19 restrictions in this quarter, we were able to commence offering face to face programs to young people. Below is a list of programs delivered during the quarter:
Book Week Online- 17-23 October 2020
Book Week was celebrated in Council’s libraries. The theme for 2020 was “Curios Creatures, Wild Minds’. Our librarians Jo and Janine created a series of videos for the community to enjoy.
2020 Book Week activity packs were sent to all early years’ services across the Shire. These included a book, colouring sheets and a mask. Expenditure: $1,963.86 (CASI funding).
Love Bites Tallangatta Secondary College 29 October 2020
Love Bites is an extremely successful school-based domestic, family violence and sexual assault prevention program for 15-17-year-olds. The program aims to educate young people about relationship violence, sex and relationships, what represents a healthy relationship followed by a creative workshop.
Council officers works in partnership with schools, police and health services in the facilitation and delivery of this program. Total number of participants: 651 Expenditure: $400 (Youth Services Budget).
Gratitude in Focus Online- October- November 2020
Council officers worked with neighbouring Council’s Youth Services Teams to deliver the Gratitude in Focus photo competition for young people. Participants were asked to share a photo of something they were grateful for. Total number of participants: 10. Expenditure: $0 + staff time 16 Days of Activism and Youth Week –Respectful Relationship Project Corryong and Tallangatta 25 November- 10 December 2020. (In partnership with the Tallangatta Neighbourhood Centre)
In partnership with Corryong Health and the Tallangatta Health Service, several initiatives took place to support the 16 Days of Activism campaign. Presentations took place with Corryong College students.
Young people wrote messages of hope, resilience and support on lanterns that were then displayed outside businesses in Hanson Street. The Corryong Visitor Information Centre was illuminated orange for 16 days.
Students from primary schools across the Shire will receive complimentary packets of seeds with respect messaging- a symbol of growth and resilience.
Free from Violence stickers were placed on coffee cups from participating cafes. Expenditure: $4,500 (Victorian Youth Week and Respect Victoria funding).
Daisy Pearce Presentation - Corryong and Tallangatta Secondary College- Online 9 October 2020. (In partnership with the Tallangatta Neighbourhood Centre)
Daisy Pearce, from the Australian Football League Women’s (AFLW) competition, spoke to students from Corryong and Tallangatta Secondary Colleges as part of the 16 days of Activism. Daisy provided a candid insight into the gender-biased barriers she had to overcome to follow her dreams to play AFL football from her beginnings in Wandiligong to her professional career in Melbourne. She spoke of her determination and the importance of a positive attitude. Daisy’s presentation was empowering and inspiring. Total number of participants: 60 Expenditure: $3,779 (Free from Violence funding)
Puppet Show - Bellbridge, Corryong and Tallangatta 15/16 December 2020. (In partnership with the Tallangatta Neighbourhood Centre)
As an end of year celebration, CJ from Aussie Kids Rock performed to Council’s kindergarten services. CJ is a musician, ventriloquist, and entertainer and performed ‘Santa’s Travels’ a Christmas themed multi-instrumental musical puppet show. Total number of participants: 143 Expenditure: $1,100 (CASI funding)
Art Project Tallangatta and Corryong- Ongoing.
Funding was secured through St Vincent de Paul for both Corryong and Tallangatta Secondary Colleges for the students to create art murals.
The students will be encouraged to use the Art therapy to express the challenges and growth of 2020 through their stories of grief and loss.
Young people will work alongside the artist to provide concept ideas and images to create an artwork that represents their feelings, thoughts and emotions.
Budget: $30,000 approximately
Youth Services Network
Ongoing networking and participation of the Corryong and Surrounds and the Tallangatta Youth Services Network has developed partnerships with support agencies and services to share information, resources and deliver inclusive activities and events.
The Corryong and Surrounds and Tallangatta Youth Services Network has approximately ten youth services agencies involved and they aim to meet fortnightly.
All youth services programs respond and support young people’s current ideas and needs as outlined in Councils 2019-2023 Youth Plan priority areas.
Neighbourhood House
In December, Tallangatta Neighbourhood House farewelled Council officer Lou Newman. Lou had a great relationship with the community and will be missed.
During the quarter, a number of programs were delivered including:
• Computing class; • Chainsaw usage; • Chemical handling; • Yoga; • Pilates; and • Book Club.
Recreation
Swimming Pools
Recruitment and training of Lifeguards for both the Corryong and Tallangatta pools was extremely challenging this quarter as a result of COVID-19. Despite this, training was completed in Bright in November and was well attended. As a result, both the Corryong and Tallangatta pools were in operation at the end of the quarter.
A Swimming Pool COVID-safe Plan has been developed by Council’s Occupational Health and Safety Officer. This Plan is a work in progress to reflect updates to the health advice regarding COVID-19.
These COVID safe measures were implemented at the pools and included:
• A one-way system for each of the sites; • Contact tracing measures in place; • Hand sanitisation stations; • Information signage following the appropriate currenthealth advice; and • Regular surface cleaning and head-counts to adhere to the maximum quotas have also been built into the lifeguard's program.
Accessibility of the pool has been improved for swim clubs, schools and social clubs with the implementation of a pool calendar which is publicly available via a web link. This facility enables user groups to easily check and reschedule their bookings as required. Feedback received has been very positive so far.
Tallagatta Pool
Before the swim season commenced meetings were conducted between the Tallangatta Primary School and Tallangatta Secondary College staff to ensure pool bookings would enable balanced usage between the two schools. A positive and productive outcome has been achieved in this regard.
Schools were also reminded that ‘Teaching Swim Certificates’ and ‘Bronze Medallion’ qualifications are no longer valid substitutions for the Lifeguard Accreditation. Schools were guided through the new requirements and have been supported with information to enable teachers to become suitably qualified, or have been encouraged to contact Council’s Coordinator, Recreation Arts and Culture to secure Life Guards when needed.
New handrails for the intermediate pool and toddler pool in Tallangatta have now been installed. These were partially funded by Council and grants sought by the Tallangatta Icebreakers. These rails help the facility to comply with a 2014 review by Life Saving Victoria in which a recommendation was made to improve accessibility and mitigate the risk of injury. This is a positive demonstration of a community user group working well with Council to achieve a mutual benefit.
Last season the Tallangatta pool received several requests from patrons who wished to access the pool but were not able to due to accessibility reasons. Collaboration with Tallangatta Health have been conducted to establish if the existing lift/hoist equipment would be fit-for-purpose. Discussions were also held on how the use of the lift/hoist could be supervised by carers and done in a way which will not detract from the Lifeguards main role of supervising all users at the pools. Repairs have now been completed to the lift/hoist by the maintenance team.
Corryong Pool
The Corryong community is currently investigating the feasibility of establishing an early morning swim group. Efforts to facilitate a new community group have been pursued and encouraged by Council staff.
During the quarter a number of concerns were raised regarding the limited offerings of learn to swim programs in Corryong. Council staff have been actively working with Vic Swim organisers to ensure the region makes the most of the LearnToSwim program which launches soon. Given the disruption of 2020 this program is a necessary resource for local children.
Recreation
A brief summary of the recreation activities support by Council is provided below:
• Mental health webinar sessions were created with Red Cross to provide support for sports clubs, with the focus on how to look after themselves and their teammates following the post bushfire isolation and the tragic suicides in our region. Consultation was undertaken with many clubs during this time. • Granya, Talgarno, and Cudgewa Tennis Clubs are progressing their respective works due to successful grant applications. The Bellbridge tennis court had sand delivered to maintain the condition of the synthetic surface. • Corryong Tennis Club applied for a Bushfire RecoveryVictoria Grant with Council support, hoping for a similar outcome to Cudgewa Tennis Club. • Conversations with Tennis Australia and Tennis Victoria have also taken place in an effort to arrange events to bolster the spirits of clubs and community members in both Cudgewa and Corryong. Ideas such as bringing the Australia Open trophies to the Shire along with free coaching sessions and inspirational guests are in discussion. • Other sports have been very disrupted this quarter by COVID, with changing conditions resulting in a significantly low level of sport and/or training being conducted. Many sporting clubs have investigated improvements that can be made and have been speaking to Council regarding grants and resources available to them.
Arts & Culture
Indigenous Culture
Council staff have commenced work on the development of a Reconciliation Action Plan. This includes engaging residents who identify as being aboriginal; to create a more inclusive Shire which reflects and acknowledges aboriginal culture and the traditional owners of the land.
Local History
Due to COVID restrictions, the progression of local history boards intended for display at the Tallangatta Library was put on hold. When health advice allowed for a face-to- face meetings a session was arranged to combine the comments of a local historian, Ali Rowe, together with the comments from the Tallangatta Historical Society to refine the signs. Further information and images are now being sourced for inclusion.
Community Artists
Funding through the Working for Victoria initiative has led to some new and exciting positions being created for Towong Community Artists. Three community artists have been appointed to the roles and we look forward to some interesting and long-lasting contributions to the culture of our region.
Australia Day 2021
Following the events of last summer’s bushfires a new award category was suggested for Australia Day 2021. The new category was simply called ‘Local Champions’ and was well received by all five Australia Day Committees. The category was designed to celebrate and formally recognise the efforts of many community individuals and groups that went above and beyond to support other residents.
A complete list of Australia Day 2021 award recipients is on the following pages.
BELLBRIDGE AWARDS Citizen of the Year - Joint David Parker Citizen of the Year – Joint Ken Star Young Citizen of the Year No recipient Local Champion No recipients
CORRYONG AWARDS Citizen of the Year - Joint Pastor Carol Allen Citizen of the Year – Joint Fay Whitehead Young Citizen of the Year Sophie Hewatt Champion of the Year Ian Williams Local Champion Award Ralph, Carol, Tracey and Kate Fair Hotel Cudgewa Local Champion Award Paul Carkeek Local Champion Award Pat Spicer Local Champion Award Joanne Mackinnon Local Champion Award Darren Jones Tintaldra Hotel Local Champion Award Matt Aldridge Rise from the Ashes Event Local Champion Award Leigh Eeles Rise from the Ashes Event Local Champion Award Jo Humphrey Rise from the Ashes Event Local Champion Award Luke Humphrey Rise from the Ashes Event Local Champion Award Jodie Bonny Rise from the Ashes Event
TALLANGATTA AWARDS Citizen of the Year Brad & Mandy Crispin Young Citizen of the Year Jack Fenz Mace Local Champion Award Rob Caddell Local Champion Award Vince Ciccone Local Champion Award Rob Main Local Champion Award Gary Matheson Local Champion Award Travis Rohrich Local Champion Award The Tallangatta Community
WALWA/JINGELLIC AWARDS Citizen of the Year Sue Martin Young Citizen of the Year Robert Hanna Local Champion Award Sandi Grieve Local Champion Award David Hanna Local Champion Award Joyce Hunt Local Champion Award CFA Walwa
MITTA VALLEY AWARDS Citizen of the Year Judy Cardwell Young Citizen of the Year Heidi Brookes Community Appreciation Award Clive Wright Community Appreciation Award Fran Ellis Event of the Year Mitta United Football and Netball Club – Wood Day Fund Raiser Local Champion Award Ambulance Victoria – Mitta Valley Local Champion Award CFA Dartmouth Local Champion Award CFA Eskdale Local Champion Award CFA Mitta Mitta Local Champion Award SES Mitta Valley Local Champion Award CFA Noorongong
Appendix 8
Child Care Attendance Data
Tallangatta LDC 16 14 12 10 8 6 4 2 0 Monday Tuesday Wednesday Thursday Friday 0-2yo 7 5 7 6 8 02- 03 yo 4 4 3 4 0 03- 05yo 10 14 8 13 13
0-2yo 02- 03 yo 03- 05yo
Walwa LDC 2.5
2
1.5
1
0.5
0 Monday Tuesday 0-2yo 2 2 02- 03 yo 1 03- 05yo 1 0
0-2yo 02- 03 yo 03- 05yo Bellbridge LDC 12
10
8
6
4
2
0 Monday Tuesday Wednesday Thursday Friday 0-2yo 1 5 4 5 2 02- 03 yo 2 3 5 5 4 03- 05yo 5 6 10 11 9
0-2yo 02- 03 yo 03- 05yo
Appendix 9
Kindergarten Enrolment Information
Kindergarten enrolment 30
25
20
15
10
5
0 Tallangatta Walwa Corryong Bellbridge 2020 3yo 10 0 0 8 2021 3yo 8 1 19 10 2020 4yo 19 1 28 11 2021 4yo 20 1 28 13
2020 3yo 2021 3yo 2020 4yo 2021 4yo
** Note: Corryong and Walwa did not operate 3yo kindergarten in 2020
** Note: 2021 Enrolment prediction numbers are based upon data collected from Maternal Child Health Appendix 10
2021 Early Years Operation Schedule
EARLY YEARS SERVICES
2021 OPERATING DAYS / HOURS
Days of operation are marked in
Monday Tuesday Wednesday Thursday Friday KINDERGARTEN (3 YEAR OLD)* Tallangatta X X Corryong X X Bellbridge X X Walwa X X KINDERGARTEN (4 YEAR OLD) Bellbridge X X Corryong X X Tallangatta X X Walwa X X LONG DAY CARE Bellbridge X X X X X Tallangatta X X X X X Walwa X X Appendix 11
Municipal District: insert municipal district’s name here
Transition guide for reforming municipal emergency management planning arrangements
Contents
Introduction ...... 2 Section 1: Resources available to you ...... 3 Section 2: Your Municipal Emergency Management Planning Committee (MEMPC) ...... 6 Section 3: Your Municipal Emergency Management Plan (MEMP) ...... 9 Section 4: Changes to functional roles ...... 11 Attachment A – wording to support the development of a council resolution...... 12 Attachment B – suggested wording for letters seeking additional membership ...... 13 Version control ...... 15
Introduction
Purpose This transition guide outlines the minimum requirements to align all municipal districts with the reformed emergency management planning arrangements outlined in the Emergency Management Legislation Amendment Act 2018 (EMLA Act). The EMLA Act (available here) amends a number of Acts, including the Emergency Management Act 2013 (EM Act; available here, noting that municipal level amendments will not be reflected in the Act until 1 December 2020).
Audience The primary audience for this guide is Municipal Emergency Management Planning Committee (MEMPC) members. All committee members have a role in ensuring a successful transition to the reformed planning arrangements. The role of Chair will be particularly important in ensuring the transition to the reformed emergency management planning framework.
Section 4 of this guide is pertinent to the municipal council or Alpine Resort Management Board1 Municipal Emergency Management Planning Committee (MEMPC) representative, who is also the MEMPC’s Chair. Section 4 relates to the municipal council directly, and not to the MEMPC.
This document may be used as a resource for any other stakeholders, including Regional Emergency Management Planning Committee (REMPC) members.
28 tasks to guide your transition to the reformed arrangements There are a number of tasks outlined in this transition guide that you may pre-empt in anticipation of the ‘go live’ date for the municipal level planning reforms on 1 December 2020. A number of resources are already available to you and these are outlined throughout this document.
There are also tasks that you will be unable to complete and resources you will be unable to access until after 1 December 2020.
☐ By 30 April 2021*: Confirm that your municipal district is compliant with the reformed 1. emergency management legislation and its intent by providing your REMPC Chair with an update on your progress through the steps outlined in this document.
*MEMPCs with MEMPs due for approval prior to 30 April 2021 will need to ensure compliance prior to submitting the MEMP for approval.
1 All references to municipal councils are also a reference to Alpine Resort Management Boards
Section 1: Resources available to you
• Emergency Management Planning Resource Library You will find all resources relating to emergency management planning reform on the Emergency Management Planning Resource Library, including state, regional and municipal level resources. All of the following resources, and more, are available or will be made available on the resource library. The resource library will continue to expand over time as required.
Key state level resources include: - the State Emergency Management Plan, including Roles and Responsibilities Key regional level resources include: - your relevant Regional Emergency Management Plan (REMP). All REMPs are currently progressing through their assurance and approval process. Once approved, REMPs will be published on the EMV website by 1 December. Key municipal level resources include: - Advisory material for a MEMPC Terms of Reference - Fact sheets on a number of topics, including municipal level planning, integrated MEMPCs, changes to functional roles, assurance of emergency management plans and more. - A MEMPC-branded document header and letterhead for the use of all MEMPCs. Further resources under development, for upload or linking prior to 1 December 2020 include: - an introductory video to the reformed MEMPC. You may choose to show this video at your first MEMPC meeting following 1 December if you see fit, as it will provide an overview of the new municipal emergency management planning arrangements. - Advisory material for the development of a Municipal Emergency Management Plan - VICSES’ Community Emergency Risk Assessment (CERA; an all hazards risk assessment tool which aims to identify, mitigate and reduce risk within a community that is delivered by VICSES) is being migrated to use a new online platform – CERA Online. Key resources for all planning levels include: - The currently published Guidelines for Preparing State and Regional Emergency Management Plans will be updated to include municipal level guidance by 1 December.
☐ Note that the Emergency Management Planning Resource Library is your primary 2. resource for answering questions relating to emergency management planning.
• The Emergency Management Manual Victoria will no longer be a resource for you From 1 December, the Emergency Management Manual Victoria (EMMV) is superseded in full by products developed through the reform. A fact sheet that outlines the discontinuation of the EMMV is in the EM Planning Resource Library. ☐ Note the discontinuation of the Emergency Management Manual Victoria from 1 December 3. 2020.
• The REMPC is the MEMPC’s point of contact for all things planning reform
☐ Note that any questions relating to the implementation of planning reform can be directed 4. to your REMPC in the first instance via the REMPC Chair or an agency’s REMPC representative (each legislated member agency on a MEMPC has a representative on the REMPC).
• EMV’s planning reform team will be providing updates via newsletter, as required
This newsletter is currently produced fortnightly and is sent to a wide range of stakeholders, including all REMPC members. You will also be added to the distribution list. ☐ Note that any interested stakeholder (including MEMPC members) can be added to the 5. planning reform newsletter by emailing [email protected].
Section 2: Your Municipal Emergency Management Planning Committee (MEMPC)
The EMLA Act outlines a consistent approach for MEMPCs across the state. From 1 December 2020, the legislation shifts responsibility for municipal emergency management planning from the council to the reformed, multi-agency MEMPC - the peak emergency management planning body in your municipal district. This shift of responsibility highlights the intent of the reform which supports emergency management planning as an integrated, multi-agency and collaborative effort. EMV recognises the impact that council elections will have on completing these following steps, and recommends you complete these tasks as soon as practicable, as close to 1 December 2020 as possible.
Establishing the reformed MEMPC The Chair of your MEMPC has an important role in ensuring the council establishes your MEMPC in accordance with the requirements outlined in the EMLA Act. On 1 December, section 82 of EMLA Act repeals the legislative backing for the existing MEMPCs in s21(3)-(4) of the EM Act 1986, and inserts sections 59 and 59F into the Emergency Management Act 2013 under which the council is required to establish a new MEMPC with more specific membership and functions. In a letter to CEOs on 5 October, CEOs were advised that “In line with section 59(1) of the Local Government Act 2020, you are able to acquit this responsibility [to establish a MEMPC] through a council resolution that ensures a MEMPC is established in accordance with the legislation, including recognising that the MEMPC promotes shared responsibility for planning by requiring relevant agencies to participate in the planning process, and that the MEMPC reports directly to the Regional Emergency Management Planning Committee, not to council. S59(2) of the Local Government Act 2020 defines a resolution of the Council as including ‘a resolution made at a Council meeting’, ‘a resolution made at a meeting of a delegated committee’ or ‘the exercise of a power or the performance of a duty or function of the Council by a member of Council staff…under delegation’.” MEMPC Chairs should ensure that a council resolution is developed to be considered at the next available council meeting. The wording at Attachment A may be of assistance.
☐ Confirm that council has passed a resolution to establish the MEMPC in accordance with 6. the reformed legislation. s59 and 59F(a) of the EM Act 2013, to be inserted by the EMLA Act on 1 December 2020 ☐ Note that the MEMPC now reports to and is accountable to the relevant Regional 7. Emergency Management Planning Committee and not to municipal council. s59AD(c)-(d) of the EM Act, which will be inserted by the EMLA Act on 1 December 2020 ☐ Confirm that the MEMPC and municipal council are aware that responsibility for municipal 8. level planning is to transfer from the municipal council to the MEMPC. ☐ Following the council resolution to establish the committee, note that your MEMPC must 9. hold its first meeting as soon as practicable after 1 December 2020. s59A(3) of the EM Act, which will be inserted by the EMLA Act on 1 December 2020
Membership of the reformed MEMPC The EMLA Act sets out a legislated core membership for MEMPCs. The EMLA Act also requires a MEMPC to invite at least one additional member for each of the following three categories:
o at least one community representative o at least one recovery representative o at least one other representative (such as an industry, business or additional agency) These additional members provide flexibility for your MEMPC to invite members that may address specific needs and requirements of your municipal district. Any members of your current MEMPC that are not reflected in the core membership of the reformed MEMPC remain eligible to sit on your committee as an additional member after 1 December 2020, with the approval of the committee. There are no legislative limits on the number of additional members your committee can invite to join your MEMPC and it may be appropriate to invite several community members to reflect the diverse communities that make up your municipal district. Ultimately, this decision lies with your committee as to how many additional representatives you invite, however you may choose to consider the practicalities of extending too many additional invites. ☐ Confirm that representatives from the following agencies are identified as the ongoing core 10. membership of your reformed committee: • Municipal council or alpine resort management board • Victoria Police* • Country Fire Authority (if in your municipal district)* • Fire Rescue Victoria (if in your municipal district) • Ambulance Victoria* • Victoria State Emergency Service • Australian Red Cross • Department of Health and Human Services* s59A(1) of the EM Act, which will be inserted by the EMLA Act on 1 December 2020 *Representatives for the agencies marked are provided. ☐ Note that each agency on this core membership for the MEMPC is also represented on the 11. REMPC. s54(1) of the EM Act ☐ Confirm that as soon as practicable following 1 December, the committee identifies the 12. following additional members for invitation onto the committee: • at least one community representative • at least one recovery representative • at least one other representative (for example, industry, business or additional agency). s59A(1)(b) of the EM Act, which will be inserted by the EMLA Act on 1 December 2020 ☐ For each additional member, the Chair should send a letter to formally request their 13. inclusion on the committee (see optional suggested wording at Attachment B). Note: If any of your nominations are for an agency that you suspect multiple MEMPCs will nominate, you are welcome to send a joint letter. ☐ Confirm that you have shared the link to the Emergency Management Planning Resource 14. Library with all MEMPC members.
MEMPC sub-structure Once the MEMPC is established, it may choose to establish ongoing sub-committees or time limited working groups to investigate or address specific issues or undertake key tasks. ☐ Note that the municipal fire management planning committee is no longer required by 15. legislation from 1 December 2020, however where fire is identified as a high risk in your municipality, it is recommended it be retained and transitioned to a sub-committee of the MEMPC..
Optional integrated planning arrangements Some MEMPCs may choose to continue with or establish new integrated municipal emergency management planning arrangements with other MEMPCs which is encouraged within the new framework. This fact sheet on collaborative municipal emergency management planning provides more detail.
Section 3: Your Municipal Emergency Management Plan (MEMP)
Development of your MEMP Under the reform it is your multi-agency MEMPC, not solely the municipal council or Alpine Resort Management Board, that must prepare and maintain a MEMP. Additionally, the responsibility to approve the MEMP now sits with your REMPC, not council. The reform brings consistency to state, regional and municipal plans. The MEMP must be consistent with its relevant Regional Emergency Management Plan (REMP) and the State Emergency Management Plan (SEMP). In doing so, your MEMP will provide specific information tailored to your municipal district’s context and risk, without replicating state or regional plans. The Emergency Management Manual Victoria (EMMV) will have previously guided the preparation of your municipality’s MEMP; however, the EMMV is not included as part of the EM Planning Resource Library as it is to be discontinued from 1 December 2020. Guidance on the development of your MEMP will instead be provided through the Guidelines for Preparing State, Regional and Municipal Emergency Management Plans (to be published by 1 December 2020) and complemented by optional advisory material on the Emergency Management Planning Resource Library.
The MEMP must be prepared in alignment with the following documents, all of which are or will be available via the Emergency Management Planning Resource Library by 1 December: • Guidelines for Preparing State, Regional and Municipal Emergency Management Plans • State Emergency Management Plan • relevant Regional Emergency Management Plan • MEMP assurance checklist.
☐ Note that each municipal district is required to have a MEMP that is consistent with the 16. State Emergency Management Plan and relevant regional emergency management plan (REMP; s59D(b) of the EM Act 2013, to be inserted by the EMLA Act on 1 December 2020). A MEMP should not replicate the state or regional plan. Rather, it should provide specific information tailored to the municipal district’s context and risk. ☐ Note that your current MEMP does not need to be updated to align with the new 17. legislated requirements until the end of its current review period. ☐ Note that EMV will prepare advisory material for you to consider at the point of your 18. next MEMP review (to be available on the Emergency Management Planning Resource Library). ☐ Note that MEMPs are required to be developed by your MEMPC (not the council) 19. s59D(a) of the EM Act 2013, to be inserted by the EMLA Act on 1 December 2020. ☐ Note that while not the plan’s preparer, the Municipal Council is required to continue 20. publishing the MEMP on its website on behalf of the MEMPC. s75(2)(ab) of the EM Act 2013, to be inserted by the EMLA Act on 1 December 2020.
Assurance and approval of your MEMP The approval process for all emergency management plans is changing. While MEMPs will continue to be reviewed at least once every three years, the way that they are approved will be different.
From 1 December 2020, the MEMP audit process currently conducted by Victoria State Emergency Service (VICSES) will be repealed and replaced with a new self-assurance arrangement. Under the new assurance process, your MEMPC will be responsible for ensuring that your plan complies with the new planning framework before your plan is provided to your REMPC for approval.
As outlined in this fact sheet, your MEMPC will submit your MEMP for approval to the REMPC, alongside a Statement of Assurance (SoA). The SoA verifies that the plan has been prepared in accordance with the Act and with due regard to Minister’s Guidelines for Preparing State, Regional and Municipal Emergency Management Plans.
The SoA consists of: • An assurance checklist, to ensure all requirements from the Act have been met • A certificate of assurance, signed by the preparer to confirm that the plan is compliant with the Act.
EMV is currently working with VICSES to conduct proof of concept sessions for this new assurance process to ensure learnings from the existing audit process are embedded in the assurance process and for the development of advisory material.
A fact sheet on the assurance and approval process, the assurance checklist and assurance certificate is or will be made available on the EM Planning Resource Library. ☐ Note that on 1 December 2020 the VICSES audit process of your MEMP will be replaced 21. with a new self-assurance process conducted by your MEMPC. s60AG(4) of the EM Act 2013, to be inserted by the EMLA Act on 1 December 2020 ☐ Note that after the MEMPC’s self-assurance, your MEMP will progress to the relevant 22. Regional Emergency Management Planning Committee (REMPC) for approval. Council is no longer the MEMP approver.
MEMP sub-plans The Guidelines for Preparing State and Regional Emergency Management Plans will shortly be updated to include municipal level guidance, however they currently include information about sub-plans that are applicable to all levels. There is also a fact sheet on sub-plans available on the Emergency Management Planning Resource Library. 23. ☐ Note that MEMP sub-plans are required to progress through the same assurance and approval process as your MEMP. 24. ☐ Note that MEMP sub-plans do not need to be updated to align with the new legislated requirements until the end of their individual review periods (i.e. MEMP sub-plans do not need to progress through the approval process at the same time as the MEMP if the sub-plan isn’t due for review)
Section 4: Changes to functional roles
On 5 October 2020, municipal council/Alpine Resort Management Board CEOs were provided a letter that advised of required changes to functional roles: Changes to the municipal tier of emergency management planning come into effect on 1 December 2020. This involves changes to your council’s emergency management staffing responsibilities. • The municipal emergency resource officer (MERO) will no longer have legislative backing. Instead your council will be required to appoint one or more municipal emergency management officers (MEMOs). • The role of municipal recovery manager (MRM) will also be formalised in legislation and your council must appoint one or more MRMs”.
This fact sheet provides further detail on these changes. MEMPC Chairs should review this fact sheet and ensure that the relevant changes have been made.
☐ Note that from 1 December 2020, the municipal emergency resource officer (MERO) no 25. longer has legislative backing. ☐ Confirm that council has appointed one or more officers to the new role of municipal 26. emergency management officer (MEMO) in line with the responsibilities outlined in the State Emergency Management Plan (page 64) and s59G of the EM Act 2013, to be inserted by the EMLA Act on 1 December 2020. ☐ Confirm that council has appointed one or more officers to the role of municipal recovery 27. manager (MRM) in line with the responsibilities outlined in the State Emergency Management Plan (page 67) and s59H of the EM Act 2013, to be inserted by the EMLA Act on 1 December 2020. ☐ Advise Local Government Victoria via [email protected] (and where 28. applicable, the Municipal Association of Victoria via [email protected]) of the contact name and contact details of the MEMO and MRM.
Attachment A – wording to support the development of a council resolution
• That council authorises the disestablishment of the existing Municipal Emergency Management Planning Committee (MEMPC) established under s21(3)-(5) of the Emergency Management Act 1986, in recognition that on 1 December these provisions are repealed by s82(2) of the Emergency Management Legislation Amendment Act 2018 and replaced by the provisions of s68 of the Emergency Management Legislation Amendment Act 2018. • That council authorises the CEO to facilitate the establishment of the MEMPC in accordance with the provisions of s68 of the Emergency Management Legislation Amendment Act 2018 (which inserts a new ‘Part 6-Muncipal Emergency Management Planning Committees’ into the Emergency Management Act 2013 on 1 December 2020). • That council notes that, under the MEMPC Terms of Reference provided and the Emergency Management Legislation Amendment Act 2018 (which inserts s59 and 59F into the Emergency Management Act 2013 on 1 December 2020), council’s role is to establish the committee. Once established, the committee exists separately to Council and is not a committee of Council.
Attachment B – suggested wording for letters seeking additional membership
Letter of invitation to an agency to nominate a member for the MEMPC In 2020 the Emergency Management Legislation Amendment Act 2018 (EMLA Act 2018) introduced changes to emergency management planning under the Emergency Management Act 2013 (EM Act 2013), including the establishment of a reformed Municipal Emergency Management Planning Committee (MEMPC) for the [name] municipal district.
This MEMPC is the peak strategic and decision-making committee for emergency management planning in the municipal district. Among other planning activities, the MEMPC is required to maintain a Municipal Emergency Management Plan which is approved by the [name] Regional Emergency Management Planning Committee.
In accordance with section 59A of the EM Act 2013, the committee includes key agencies which are required to participate in the municipal planning process by providing members of appropriate authority to participate in the committee’s decision-making and act on behalf of their agency. The MEMPC Terms of Reference, which I include for your information, outlines the current membership of the committee and agreed governance arrangements.
The committee also has authority to invite additional members with appropriate skills and interest, such as business, industry or community representatives and persons with a role or responsibility for recovery; to join the MEMPC. [Name] been identified as a valuable addition to the [name] MEMPC. On behalf of the committee, I invite you to [join the committee/nominate a member of your agency] to be a [voting or non-voting] member on the committee. In its discussions, the committee has suggested that you consider [name] for this nomination. This nomination is in addition to [existing member] the existing member on the committee from your agency.
Letter to a new MEMPC member, following the agency’s confirmation I am delighted to welcome you to the [name] Municipal Emergency Management Planning Committee (MEMPC).
In 2020, the Emergency Management Legislation Amendment Act 2018 (EMLA Act) amended the Emergency Management Act 2013 to establish an integrated, comprehensive and collaborative framework for emergency management planning.
Our MEMPC connects to the state and regional levels of planning to ensure that emergency management planning operates in both a top-down and bottom-up way across the state. An important component and opportunity of this work is the maintenance of our Municipal Emergency Management Plan.
The Emergency Management Planning Resource Library is a valuable source of information for all tiers of emergency management planning, including for our MEMPC. I encourage you to review its contents. Our next meeting is scheduled for [date] however you may contact me beforehand if you have any queries.
Version control
Version Date Summary of amendments Author 1.0 27 October Approved for upload to Emergency Laura Adams, EMV 2020 Management Planning Resource Library
Appendix 12
Capital Projects Dashboard – December 2020
This list includes some carry forward projects from 2019/20.
Projects Comments Plan Design Procure Build Finish
1 Destination Tallangatta The installation of the new shelters at the Triangles is planned for • • • • January 2021.
2 Hanson Street Planning is still underway with North East Water and AusNet Services. • •
3 Bullioh netball court A contractor to be appointed in Feb 2021. • • •
Late construction phase. 4 Upgrade Cudgewa netball • • • • court
5 Tintaldra boat ramp Works programmed for early 2021. • • •
6 Realign intersection at River This project has been carried forward from 19/20 as part of the Walwa Streetscape project. Waiting on feedback from Vicroads. • • Road - Walwa
7 Wises Creek Road A contractor to be appointed for construction design plans by Feb • • 2021.
Awaiting funding application outcome. 8 Georges Creek Road • • • upgrade (Part 6) Projects Comments Plan Design Procure Build Finish
9 Roy Williams park, Bellbridge Community consultation undertaken early 2019, plans delayed due to bushfires. Final consultation and Works programmed for 2021. • stage-2
10 Upgrade Skate park – Bushfire Recovery Hub and Corryong Neighbourhood Centre seeking funding for designs. • Corryong (Year 1)
11 Old Tallangatta town Late construction phase. • • • • entrance
12 Bethanga streetscape and Tree planting is complete, landscaping and garden designs in development. • • • • landscaping
13 Colac Colac Caravan park, Design plans and approvals currently under development. • • Stage 2 (BBR)
14 Tallangatta Caravan park, Design plans and approvals currently under development. • • Stage 2
15 Local Government Energy Solar panels, LED lighting, hot water system upgrades are complete. Remaining funds will assist with further energy efficiency upgrades. • • • • Saver Project
16 Landfill construction – EPA Works Approval application in progress. New groundwater monitoring bores to be installed in November. • •
Corryong
17 Corryong Airport upgrade, In planning stage. • fuel Projects Comments Plan Design Procure Build Finish
18 Waste not Want not Designs currently under development. • •
19 Tallangatta depot mechanics Works programmed to commence in Feb 2021. • • • shed
20 Tallangatta kindergarten Contract awarded and works planned to commence in early 2021. • • • playground
21 Corryong kindergarten Contract awarded and works planned to commence in early 2021. • • • playground
22 Major patching and road Early construction stage. • • • • reconstruction program
23 Reseal program 2020/2021 Contract awarded and works to commence early 2021. • • •
24 Annual re-sheeting program Works Programmed for April – June 2021. • • • (Year-1)
25 Annual guardrail Locations identified on Upper Murray Road and Yabba Road. construction and • • •
replacement (Year 1)
26 Annual kerb and channel Works planned to commence early 2021. • • renewal Projects Comments Plan Design Procure Build Finish
27 Annual footpath Works started in October 2020. • • • • replacement program
28 Annual Plant Replacement Procurement planned for late 2020. • • • (Year 2/3 CF)
29 Annual fleet replacement Procurement to be done in various stages throughout the financial • • • year.
30 Playground equipment Minor works planned through 19/20 carry forward funding. • • • • renewal (Year 3)
31 Nariel Gap Road culvert Works to replace culvert to be completed in early 2021. • • • •
32 Renovate existing amenities Designs under development. Construction programmed for 2021. • • block-Tallangatta triangles
33 Renovation toilet block in Works planned for 2021 following community consultation. • • Cudgewa
34 MFSR Museum roof Works programmed to start in Feb 2021. • • • replacement- Corryong
35 HVAC replacement - Works planned for completion in early 2021. • • Tallangatta office Projects Comments Plan Design Procure Build Finish
36 Tallangatta office energy Works planned for completion in early 2021. • • • efficiency upgrades
37 Refurbishment Walwa toilet Works planned for 2021 following community consultation. • block
38 Underground stormwater - Works planned for completion in 2020. • • • • Mildren Steet, Corryong
39 Ranger vehicle - additional Completed. • • • • •
40 IT equipment upgrades Ongoing throughout the year. • • • • (Year-1)
41 Annual library book renewal Ongoing throughout the year. • (Year3/4 CF)
42 Corryong saleyards renewal This project includes the installation of rubber matting, drain reinstatement and fence renewal. Works planned for completion in • • • • early 2021.
43 Decommissioning of old fuel Works planned for completion in early 2021. • • tanks at the depots
44 Annual town beautification Ongoing throughout the year. • • Projects Comments Plan Design Procure Build Finish
45 Minor tools (item over Ongoing throughout the year. • • • $1000)
46 Replacement of the burnt This is an insurance claim. Procurement planned for completion in early 2021. • • • loader
47 Replacement of the burnt This is an insurance claim. Construction planned for completion in early 2021. • • • shed at Corryong landfill
48 Pavement renewal (Year-4) Works planned for 2021 (Wises Creek Road). • •
49 Mitta streetscape Works planned for 2021. • •
50 Dartmouth streetscape Works planned for 2021. • •
51 Dust strip - Wises Creek Works planned for early 2021. • • Road
52 Land exchange - Kurrajong This is the remaining item for completion as part of the 19/20 Bethanga Streetscape Project. Gap Road as part of the • • • • Bethanga streetscape
53 Talgarno tennis court Community consultation planned for Jan 2021. • •
54 High country rail trail Ecodev In planning stage. • • • • and signage Projects Comments Plan Design Procure Build Finish
55 Towong Street East Works to be finished mid 2021. On hold due to funding application (Sustainability Victoria). Community consultation planned for Mar • • upgrade-Tallangatta 2021.
56 Weighbridge and truck wash Designs under way. • • for Corryong
58 Circuit trail Corryong Stage 1 footpath along Strezleki Way. • •
61 Great River Road Western Designs under development. • • end to wayside stops
62 Counsells Bridge Works planned for early 2021. • • •
63 Bellbridge Walking Track Works planned for mid 2021. Upgrade and Exercise • Equipment
64 Eskdale Walking Track – Seal Works planned for mid 2021. • •
Path
65 Tallangatta Transfer station - Works planned for late 2021. • retaining wall
66 Stock route - Corryong Community consultation planned for Jan 2021 and design works for • • Feb 2021.
67 Vincents Road - dust strip Works planned for mid 2021. • Projects Comments Plan Design Procure Build Finish
68 Shade Sail for the Fish Works planned for mid 2021. Sculpture on Bellbridge • Foreshore
69 Shade Sail for the Pelican Works planned for mid 2021. Sculpture on Tallangatta • Foreshore
70 Old Tallangatta History • Signage
71 DWMP for Bethanga - Sewer • works
72 Tallangatta swimming pool Tender for construction works to finish by Feb 2021. • • •
Appendix 13
Building Permits 01/07/2020 and 31/12/2021
Jul Aug Sep Oct Nov Dec Total Received 13 9 12 16 15 14 79
Jul Aug Sep Oct Nov Dec Total Occupancy Certificate issued 4 7 7 6 10 14 48 Appendix 14
Planning Permit Activity – January 2021 (Excludes Recovery Related Permits)
New Applications January 2021 6
Application Decisions in January 2021
Permits Issued 5
Permits Refused Nil
Applications Withdrawn Nil
Active Applications as at 31 January 2021 19
Active Applications Status as at 31 January 2021
On Referral 1
On Public Notice 1
Requested Further Information (RFI) 11
Processing 7
Carried Over From 31 December 2020 8 Appendix 15
Planning Permit Annual Activity 1 January – 31 December 2020 Appendix 16
Economic Development Report: 1 October to 31 December 2020
TOURISM
Tourism Expo Evening
In response to a proposal initiated by a number of Upper Murray Community groups, work has commenced to deliver a Tourism Expo evening as part of the bushfire recovery process.
The evening will feature presentations and workshops from industry leaders with the aim of: • Shortcutting the process for potential businesses to access information they require to ‘start-up’; • Exposing existing businesses to fresh product ideas, trends and opportunities; and • Facilitating networking between existing and potentially new tourism businesses.
The event is scheduled to be held in March 2021.
Visitor Information Centre (Corryong)
The Visitor Information Centre (VIC) has experienced an increase in visitor numbers since the re-opening in September 2020 after the second COVID-19 lockdown in Victoria. In December 2020, 1,206 people visited the Corryong VIC.
Due to many of the popular bushwalks around the Upper Murray region remaining closed due to bushfire damage, volunteers and staff have been directing people to walks in the Granya and Mt Lawson areas.
Corryong VIC has been approached to host the postponed 2020 Summit in October 2021. Officers are currently planning a two day itinerary to showcase the Shire to other Victorian High Country Visitor Information Centres.
Colac Colac Caravan Park
Council have received funding for a rejuvenation of the Colac Colac Caravan Park Reception building and café.
Council staff were notified of the successful funding application of $185,000, which is $15,000 less than initially requested. Council’s Infrastructure and Environment team are redefining the scope to fit the provided funding. MARKETING AND PROMOTION
Upper Murray Tourism Rebrand
Last quarter, Tourism North East (TNE), Council staff and Marketing Upper Murray met to discuss the upgrade of the Visit Upper Murray website being undertaken by TNE. During this discussion it was identified that a broader program of work is required to deliver a new tourism branding product for the Upper Murray. The program will include a brand review, renewal of the website and development of additional tourism product, including key travel itineraries for tourists. This work will commence early in 2021 and take approximately six months to complete. The project will deliver on some of the priorities identified by the Community Recovery Committees to grow adventure tourism.
Australian Tourist Data Warehouse (ATDW)
Council staff have continued to work with local businesses throughout the quarter to increase the proportion of businesses registered on the Australian Tourist Data Warehouse (ATDW). The ATDW is a key platform used for the development of tourism collateral. Normally ATDW listings cost $295 per annum, but currently listings for Victoria are fully subsidised by the State Government to help businesses recover from COVID-19 and the bushfires of 2019/20.
Buy from North East- Buy From Corryong and Surrounds
Buy from North East was developed in response to COVID-19 and the travel restrictions that were enforced in 2020. The campaign targets businesses who traditionally rely on foot traffic passing by their shop front, and assists with an online platform to sell products and services.
A local North East startup company collaborated with Start-up Shake Up and Charles Sturt University to create an E-commerce platform, with no monthly fees, that was user friendly and allowed businesses to sell their products online. The platform enables customers to buy locally and support the businesses from the comfort and safety of their own home.
The Buy from Corryong page went live in November 2020, and as of December six local businesses had created an online store. It is expected more businesses in the Shire will establish an online shop using this platform.
Council staff continue to support businesses with the process of establishing and operating their stores on the Buy from platform. They are also operating the Buy from Corryong and Surrounds Facebook page and continue to engage in monthly meetings with the participating North East Councils, website provider Issimo (issimo.com) and Start up Shake up to discuss improvements, challenges and opportunities for both the platform and businesses.
KEY TRAVEL ROADS/WAYS
Snowy Valleys Way
We are committed to ensuring cross border initiatives are supported wherever possible, particularly in relation to tourism and economic development. A key project that is currently underway is the further development of the Snowy Valleys Way route. The project is a collaboration between Towong Shire Council, Snowy Valleys Council and Indigo Shire Council. The route stretches from Gundagai to Beechworth through Towong Shire via the Murray Valley Highway.
Marketing material for the Snowy Valleys Way is now in Visitor Information Centres and the website is live at www.snowyvalleysway.com.au
Great River Road
The Great River Road tourism way was funded by the Victorian Government in 2018 and completed by Council in 2019. Since then Council staff have been seeking funding through grant applications for marketing and promotion of the touring route. Funding for promotion and marketing will continue to be sought in conjunction with additional sculptures and way side stops on the western end of the touring route.
In December 2020, Council staff applied for $5 million funding through Regional Development Victoria’s Local Economic Recovery Grant.
Included in this application, along with marketing and promotional funding, were tourist drawcards to the Great River Road as listed below:
• Wayside Stop 1 – Silver Brumby Sculpture; • Wayside Stop 2 – Pine Mountain Interpretive Centre; • Walwa/Jingellic Walking Track; • Tintaldra Walking Track; • Corryong Walking Track with Interpretive Signage; • Towong Walking Track; and • Four additional sculptures.
The components of this submission are identified priorities in local Community Recovery Committee plans. Successful submissions are expected to be announced in February 2021.
Cycling
Council staff contracted Tourism North East (TNE) to deliver marketing cycling assets. This is above and beyond Council’s investment into the Ride High Country campaign. In delivering these assets TNE has developed video, drone and still images of the Shire for use by various industry bodies to promote the region as a cycling destination. Additionally, TNE are producing downloadable and tear off maps that feature gravel and road routes within the Shire.
Tour of Towong
Council staff were successful in securing federal funding to deliver a road bike race in the Upper Murray. The race will form part of the State Road Series and attract elite cyclists from across the country. Following a successful request for quotation process, Council has awarded a collaboration of Clubs under the auspice of Cycling Victoria to deliver the event.
Mitta Gravel Grind
Council staff were successful in securing federal funding to deliver a gravel bike race in the Mitta Valley. Following a successful request for quotation process, Big Hill Events has been appointed to deliver the event. Big Hill Events are committed to using the seed funding to create an annual self-sustaining event (through entry money alone). A logo has been developed for the event.
Trail Towns
Trail Towns is an SBS television documentary series about cycling. The Shire was successful in being nominated for a 10-minute segment showcasing the Mitta Valley and Upper Murray regions. Filming is set to begin in mid-February. The economic development team will be assisting the production crew to write the script for the segment that features the Shire. The series will air on SBS in May 2021. As part of the production Council will receive copies of video footage and photographs taken during the production of the episode.
High Country Rail Trail
Grant funding of $155,000 has been secured from Bushfire Recovery Victoria’s Regional Tourism Bushfire Fund to create a masterplan for the High Country Rail Trail from Shelley to Corryong and Cudgewa. This masterplan will include detailed plans and costing. High Country Rail Trail marketing will be incorporated into the TNE Ride High Country campaign.
A request for quotation was released to market for the masterplan. The successful consultant, Terrain Trail Construction was appointed in October. Terrain Trail Construction has produced a stakeholder engagement plan for the project and has commenced implementation. Since commencing the project, we have expanded the stakeholder engagement process to include a wider array of stakeholders from across Towong Shire. Concurrently, a review of the existing rail trail infrastructure has been undertaken along with feasible alignment assessments of the proposed new section of trail.
Mitta Valley Mountain Bike Park
The Mitta Valley Mountain Bike Park is a community led project that was funded by the Victorian Government through their Pick My Project program. The first stage of the project included the delivery of a trailhead and masterplan for the development of a Mountain Bike Park in the Mitta Valley. The masterplan has been completed.
The Plan identifies The Mill picnic area as the most suitable location for the Trailhead development. The Crown land site is managed by the Department of Environment, Land, Water and Planning (DELWP) who support the development in principle. DELWP has advised officers that for the proposed development to continue, they would like Council to assume the role of Committee of Management for the site.
Council staff continue to pursue opportunities to fund the masterplan development. Sports and Recreation Victoria has advised that a Cultural Heritage Plan needs to be completed if the project is to be considered for funding opportunities.
SIGNAGE
Old Tallangatta Interpretive Boards
A series of interpretive boards are to be installed at the Old Tallangatta Lookout. The signs are the result of ongoing collaboration with the Tallangatta Heritage Society representatives. Staff worked proactively with the Heritage Society to research content for the boards. A videographer was hired to complete video footage of community members telling their stories of the Old Tallangatta move. These videos will be available for viewing from the QR codes on the boards.
The artwork for the Old Tallangatta Signage is now complete. Two additional signs (to the existing three new ones) have been added to the project, and will feature the indigenous heritage of the area along with the wildlife endemic to the region. Local historian John Murphy was engaged to assist with associated copywriting.
The artwork, sign design and associated videos are now complete for all signs and Council officers are awaiting fabrication. The rock wall, upon which the three feature historic signs will sit is also complete.
Davis Cottage Interpretive Information Board
Interpretative signage for Davis Cottage has been developed through collaboration with the Man from Snowy River Museum to capture the history of the cottage. The signage has been designed and manufacturing has commenced. A videographer was engaged to capture footage which will link to the sign through a QR code.
Tallangatta Rail Yard Plan Sign
In 2020, an Indigo Shire resident approached Council with a donation of historic plans for the Tallangatta Rail Yard. The donor requested that the plans be placed in a position accessible by the public. In the interest of keeping the plans in optimal condition, Council officers negotiated for the plans to be replicated onto a sign and displayed in a suitable position. The sign is now complete and is displayed on the rail south side of the Goods Shed building in Tallangatta. The original document has been stored until it can be placed on display in suitable conditions at the future Tallangatta Museum.
INDUSTRY DEVELOPMENT AND BUSINESS SUPPORT
Corryong Airport Prospectus
The Corryong Airport tenancy onboarding program concluded at the end of December 2020. The program saw 114 businesses contacted either in person, via phone, zoom or email to gain tenancy at the Corryong Airport. Unfortunately, no tenants were attained. Feedback received suggested some businesses approached may be interested once a public fuel station is installed at the airport. Work to develop the refueling station at the airport is scheduled to commence in 2021. Following this, prospective tenants will be approached regarding tenancy options.
Tallangatta Shopfront Revitalisation Project
The Tallangatta Shopfront Revitalisation Project (TSRP) was delivered as a component of Destination Tallangatta. The TSRP has assisted businesses and commercial building owners in the CBD to upgrade property facades. Upgrades included refurbishment of verandahs, repairs to roof drainage, window improvements and signwriting.
The last component of the project to be completed were the two murals which now feature in Banool Road South. The two murals were chosen following an extensive community engagement process. Next to each mural is a QR code which links to a video featuring the artist, Kirrily Anderson, speaking on her vision and interpretation of the artwork. This project is now complete.
Agriculture Consultant- Strategic Plan Development
Agriculture is the largest industry in the municipality. In recognition of this, the economic development team went to market for an Agricultural Consultant to deliver a strategic plan for growth in the industry. Following a request for tender process, Dr Karensa Menzies and Dr Sara Hely have been awarded the Agriculture Consultant contract.
Council officers and the consultants have commenced sharing information to prepare for community and industry consultation starting in February 2021. The strategic plan is expected to be complete and presented to Council by 30 May 2021.
Alpine Valleys Dairy
Alpine Valleys Dairy is a dairy industry group covering the North East region of Victoria. Council strongly supports Alpine Valley Dairy in projects and communications by managing their Facebook page and assisting with projects.
Currently, Council officers are participating in the Project Control Board for Sustainable Dairy Communities for North East Victoria. This project is looking at how the changing climate will impact the dairy industry in North East Victoria.
Community workshops designed to capture the challenges and opportunities that farmers face in the dairy industry, with particular regard to climate change, will begin in February 2021.
Outdoor Entertainment Package
In October, the Victorian Government announced an $87.5m package for outdoor entertaining to encourage businesses to operate outdoors whilst remaining COVID- safe compliant. Regional Councils were awarded $250,000 to assist towns in their municipality to activate their outdoor spaces. The economic development team consulted with the community and business owners in Tallangatta, the Upper Murray and the Mitta Valley. The team is now compiling a final list of items to be purchased for the package, based on the feedback received.
Council staff have been investigating quotes for large expenditure items such as a stage and wooden tables and chairs. Consultation with the community remains active as events begin to occur again in the Shire.
Small Business Workshops
Small Business Victoria provided Council with $10,000 funding to support small business through the provision of workshops during COVID-19. Due to the second lockdown experienced in Victoria the workshop planning and execution were postponed.
Council officers have since engaged with workshop providers to ensure the delivery of small business focused workshops in 2021.
COMMUNITY SUPPORT
Corryong Christmas Markets
Council officers were approached in November 2020 to assist the community with planning and delivering the annual Corryong Traders’ Christmas Markets. Due to the challenges experienced in 2020, this was one of the first opportunities where the community could come together as one.
Officers from the Upper Murray Recovery Hub and the Economic Development team worked with the Corryong Traders to gather the necessary permits, sponsorship and volunteers to make the event a success.
Hanson Street in Corryong was filled with community members enjoying market stalls from various locations around the North East region. Children enjoyed the carols, a visit from Santa, and the jumping castles kindly donated and operated by the Australian Defence Force.
Rotary Wodonga were a major sponsor and supplied many volunteers on the night to help direct and manage the event attendees.
Grant Assistance
Council officers have assisted community groups with applications for grants throughout the last quarter.
The Tallangatta Memorial Hall Committee of Management requested assistance to apply for funding. If successful this funding will be put toward upgrades to the Memorial Hall to create a facility that would be capable of acting as an Emergency Recovery Centre and conference centre. Funding for an overhead projector and screen was applied for through the Community Enterprise Foundation.
Council officers continue to work closely with community groups to ensure that grant opportunities are shared and utilised for community projects.
Tallangatta Community Recovery Committee
In December 2020, Council officers held an information night for community members interested in establishing a Community Recovery Committee (CRC). The information night provided an opportunity for community members to learn about the role of a CRC and to offer suggestions or ask questions on the committees.
The community members in attendance decided it would be best to establish two CRC’s, one for Tallangatta and one for the Tallangatta Valley/Bullioh area. The community voiced that two groups would better serve the area as the needs in Tallangatta differ greatly to those of the Tallangatta Valley.
The attendees agreed that a larger representation of the community is needed. Community groups and businesses that are to be invited to the next meeting, scheduled for January 2021, were identified.
Council officers are to invite the identified community groups and businesses directly.
TELECOMMUNICATIONS
Mobile Blackspots Program
Mobile Blackspots Program 5A was announced last quarter. This program is nationwide and heavily subscribed each round. Round 5A is a small fund with only $34.5 million available nationwide.
Telecommunication companies are the only eligible businesses able to apply. Council officers have been liaising with both Telstra and Optus regarding the identified blackspots in the municipality.
Council officers attended the final Indi Telecommunication Advocacy Group (ITAG) meeting in December 2020 to discuss Council’s priorities with government agencies, Dr Helen Haines MP and the invited telecommunication companies.
ITAG submitted a request with the assistance of Dr Haines, that there be an extension to the application due date to give adequate time for Councils’ to liaise with the State Government and telecommunication companies.
Council officers continue to advocate for the Shire’s identified blackspot areas to be highlighted by the telecommunication companies in their submissions to the Department of Communications and through ITAG.
CONTINUOUS IMPROVEMENT
Better Approvals Project
The Department of Jobs, Precincts and Regions has been implementing a statewide project called Better Approvals. Better Approvals is designed to streamline the Council business permit process to make it less complicated for businesses. The aim is that by streamlining the process more people will be encouraged to expand or start a business.
Council staff worked closely with the Department and the engaged consultants, RXP, to gather information regarding Council’s approval processes. Council staff were engaged in interviews and presentations of the progress of the project.
RXP have proposed improvements to the process including online forms to ensure the application process is simple and specific. Forms for events were also developed.
These improvements have been adopted and the economic development team now provides a business concierge service for people interested in opening a business or expanding their existing operations. The concierge service provides a personalised service to interested people and ensures the team can offer support and guidance helping new businesses open and current businesses expand. The service has been in demand since the COVID-19 restrictions were relaxed.
Appendix 17
Riverview Committee of Management Minutes
AGM and General Meeting Monday 1st February, 2021 at 5.30pm at Walwa Hotel.
Welcome
The AGM was declared open by the Chair, Terry O’Keeffe at 5.35pm.
Present
Elma Van de Hoef, Noelene Sibbison, Karlee McHarg, Meredith Haugen, Val Couzens, Ben Couzens, Peter Dikschei, Terry O’Keeffe and Lois O’Keeffe
Apologies
Elayne Moore and Marion Henness
Previous Minutes & Business Arising
Copies of the previous minutes were available for perusal and accepted by all as a true and accurate record.
Moved – Ben Couzens Seconded – Meredith Haugen
Annual Reports
Chair’s Report
All units have been fully occupied with only one change, which is Unit 4, with the passing of Don Cook. The unit is now occupied by Henk and Elma Van de Hoef and we welcome them to the Riverview Community.
It has been a very busy year, with maintenance being carried out on a regular and ever increasing basis. We cannot forget that the units are now over 26 years old.
The old wooden pergola at the rear of Unit 4 was removed and replaced with an all metal structure.
A new colour bond fence was erected along the boundary with the school, providing greater privacy and ease of maintenance. Also the concrete plinth under the fence, provided post construction, will neaten the space between the existing driveway and fence.
A new garden shed was purchased to provide security for mower and maintenance tools.
The smoke detectors in all units were out of date and were subsequently replaced.
All general maintenance was attended to as required.
I would again like to thank Val and Ben Couzens for the mowing and garden maintenance and handyman jobs that they are often called upon to do. Also, thanks to Lois and the other members of the Committee for their assistance throughout the year.
Moved – Terry O’Keeffe Seconded – Val Couzens Treasurer’s Report
All financials for 2019-20 have been audited by Towong and were found in good order.
Balances at 30th June 2020
Chq Acc 43288 S3 $7,270.92
Term Dep 43288 S13 $145,960.01
S10 Visa Account $620.68
Petty Cash $98.85
A copy of the Profit & Loss is available for perusal.
Moved – Lois Seconded – Noelene
Election of Office Bearers
All positions were declared vacant as a matter of course, however, since there were no new nominations all previous Committee members agreed to carry on in their roles.
Chair Terry O’Keeffe
Sec/Treasurer Lois O’Keeffe
Tenant Rep Noelene Sibbison
Community Rep Val Couzens
Board Rep Meredith Haugen
Council Rep Peter Dikschei (Deputy Mayor)
Close: After having finalised the new committee, a general committee meeting followed.
Riverview COM Sec/Treasurer 7/02/2021
General Meeting
Attendees & Apologies – as per AGM
Minutes Previous Minutes Accepted
Moved – Val Seconded – Meredith
Financial Report For the period 1 Jul 2020 – 31 Dec 2020
Balances at 31 Dec 2020
Chq Acc 43288 S3 $18,037.48
Term Deposit $146,627.52
S10 Visa Account $486.45
Petty Cash $98.85
Lois noted that Petty Cash balance will no longer appear in the financial report; the amount of $98.85 having been deposited in the 43288 S3 in January, 2021
Moved - Lois Seconded – Ben
General Business
1 Rental Adjustment Effective March 4, 2021. Letters will be sent to each tenant in time for them to organise this adjustment with their bank. The next rental adjustment will take place Feb/Mar 2023. 2 Waiting list for Riverview was discussed. There is presently a short waiting list however we would urge anyone in the community who believe they meet the criteria to apply. Applications are viewed on a needs basis, not the length of time on the list. 3 Future of Riverview Committee of Management? The need for new people to step up and fill executive roles. 4 Solar to the units; to be investigated. 5 Heating & Cooling in units. Upgrade? It was suggested we look into replacing the ageing gas wall furnaces and evaporative coolers with more efficient split systems to each unit. 6 Unit 3 Oven and dishwasher, also external tap. Investigate. 7 Unit 4 Concrete path to clothesline required.? 8 Space between bottom of new fence and plinth still an issue.
Close: 6.45 pm
Riverview COM Sec/Treasurer
Appendix 18
Appendix 19
Appendix 20
Community Engagement
Responsible officer: Director Corporate and Organisational Development Key Result Area: Organisational Improvement Document type: Policy Reference: 10/01/004 Approved by: Council Date approved: 24 February 2021 Date of next review: February 2023
1. Purpose Towong Shire Council (Council) is committed to participatory democracy and providing community members with the opportunity to engage in decision making in relation to matters that affect them. The purpose of this policy is to describe how Council engages the community in order to inform decisions. Key objectives include: Ensuring that Council decision-making reflects the interest of the community; Providing a consistent, transparent and proactive approach to community engagement; Building community confidence and empowerment in regard to matters that affect them; Fostering community ownership of solutions to problems or plans for the future; Build the community’s sense of belonging, connection, involvement and resilience; and Meeting Council’s legislative obligations.
2. Scope This policy applies to all community engagement activities undertaken by Council. It is binding upon Councillors, Council employees, volunteers, contractors, consultants and members of Council committees.
3. Policy Details
3.1. Principles In line with the community engagement requirements of the Local Government Act 2020 (LGA 2020), the following principles will underpin all engagement activities undertaken by Council: Council’s community engagement activities will have a clearly defined objective and scope, being clear on what is and is not able to be influenced; Community members will have timely access to objective, relevant and easy to understand information to inform effective participation;
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Participants in community engagement will be representative of the persons and groups affected by the matter that is the subject of the community engagement; Council will allow time and diverse engagement methods to reach people and for them to respond; Council values all participants’ knowledge, expertise and experiences, acknowledging that everyone has different views and needs; Council will ensure that participants in community engagement activities are informed of the ways in which the community engagement process will influence Council decision-making; Council will build the community’s trust through transparency, following through, closing the loop, saying what we are doing and doing what we say we will do. It is important to understand that community engagement is not always the sole determinant in a decision-making process. Other factors also require consideration, including: Legislation Budget Other levels of government Existing policies and strategies Councillors Council expertise and experience.
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3.2. When we engage Council will undertake a community engagement process when: A decision will significantly affect the way services are provided; A decision has the potential to significantly affect the community or a segment of the community; A decision is likely to generate significant community concern or interest; Additional information is required by Council to make an informed decision; Engagement is mandated by legislation, policy or other agreement. In this context a decision may include, for example, the adoption of a policy, strategy, program, plan or project, the approval of a design, proceeding with an action, or the ruling on an issue. Where possible community engagement will take place in the early stages of decision making so that community members have the full opportunity to assist in identifying options, rather than simply ‘tweaking’ a decision which appears to already have been made. Council will plan community engagement activities with due regard to community availability and will group consultations to avoid ‘consultation fatigue’ where appropriate. Other considerations that help shape how and when Council undertakes engagement are outlined below.
3.2.1 Legislative Council will undertake engagement where prescribed under the relevant legislation or regulations. The engagement will be undertaken to ensure statutory obligations as well as the commitments outlined in this policy as met.
3.2.2 Council Elections Council is required to avoid public consultations during the Council election period and will not undertake community consultation on topics which may influence the outcome of the election. Should community consultation be considered necessary during this time, the results will not be reported to Council until after the election.
3.2.3 Reasons for limited engagement There are times when Council’s level of engagement with the community and key stakeholders will be limited. Examples include when: An immediate resolution is required; A time limited funding opportunity becomes available; Technical or other expertise is required; An initiative involves confidential or commercial information; There are clear and defined legislative responsibilities that must be met; Developing or reviewing internal policies and procedures; Council is responding to an emergency; or
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There is a risk to public safety. In certain circumstances, Council may only be able to inform the community and stakeholders of Council’s decisions and actions.
Where engagement is limited due to the timing of a funding opportunity, further detailed engagement will be undertaken if the funding application is successful, noting that the scope of engagement may be limited by the conditions of the grant.
It is noted that decisions involving confidential or commercial information are rare and Council endeavours to maintain public transparency wherever possible.
3.3. Who we engage with Council will engage with people and groups that are impacted by or interested in a project or Council decision. This can include anyone who lives, works, plays, visits, studies or has an interest in the Towong area.
For each engagement process, the communities or stakeholders impacted will be identified and Council will seek to engage with them to ensure representative feedback to guide decision making.
When there are barriers to participation Council will seek to understand these barriers and apply mechanisms to enable participation.
3.4. Type and level of engagement The type and level of engagement undertaken by Council will be determined by: The scope and complexity of the matter; The number of people impacted and the degree of impact; The strategic importance of the subject matter; Legislative requirements; The level of community interest; The resources available to Council; Prior consultation undertaken that is relevant to the matter; and The community’s ability to impact decision making.
Management tools will be put in place to govern the engagement approach used, aligned to the International Association for Public Participation1 (IAP2)’s Spectrum of Public Participation. The table below has been adapted from the IAP2 Spectrum, and shows the increasing level of possible community and Council involvement from the ‘inform’ end of the spectrum through to the ‘empower’ end of the spectrum.
1 https://www.iap2.org.au/Home
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1. INFORM 2. CONSULT 3. INVOLVE 4. COLLABORATE 5. EMPOWER
PUBLIC PARTICIPATION GOAL To provide the To obtain public To work directly To partner with the To place final public with feedback and with the public public in decision balanced analysis, throughout the each aspect of the making in the information to alternatives process to ensure decision hands of the assist them and/or that public including the public understanding decisions concerns and development of the problem, aspirations are alternatives and alternatives, consistently identification of opportunities understood and preferred solution and/or solutions considered PROMISE TO THE PUBLIC We will keep you We will keep you We will seek your We will work We will informed. informed, listen to feedback on together with you implement and acknowledge drafts and to formulate what you concerns and proposals. solutions and decide. aspirations and We will work with incorporate your provide feedback you to ensure advice and on how public that your recommendations input influenced concerns and into the decisions the decision. aspirations are to the maximum directly reflected extent possible. in the alternatives developed and provide feedback on how public input influenced the decision. EXAMPLES FAQs Surveys Workshops Community Delegated Information Focus groups Information Reference Groups decision sheets Community sheets Consensus making (e.g. Updates on Panel Deliberative building community Council opinion polling Participation in makes the websites decision making decision) Co-designing Community ballot
The engagement approach used will be reflective of the needs of the people and groups being consulted. Council will use plain language that is easy to understand and encourages interaction.
Some consultations may involve a mix of channels such as electronic surveys and face-to-face discussions. The process of community engagement may be dynamic and involve movement back and forth through the different levels as a matter is considered and developed.
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It is recognised that Councillors as the elected representatives of the community play a key role in engagement processes, particularly in relation to high impact and strategic decisions.
It is recognised that community members may sometimes have different views and that regardless of the type of engagement undertaken, consensus may not be possible. Councillors play a key role in making a final decision which they believe represents the best interests of the community.
3.5. Feedback to the community Council understands and values the importance of closing the loop with community engagement participants and the broader community. Council will advise participants and the broader community (as relevant) as to how feedback was considered in the decision making process and the end outcome.
3.6. Engagement resources for staff To ensure Council can deliver on its commitment of consistent and proactive community engagement as outlined in this policy, staff will be supported with resources, budget and advice to support the development and implementation of suitable and appropriate engagement practices.
3.7. Monitoring, evaluation and review Council will put in place feedback mechanisms to evaluate and improve the effectiveness of its community engagement practises on an ongoing basis.
4. Roles and responsibilities
Responsibility Role / Position Champion the commitment and principles for Councillors community engagement through leadership and Chief Executive Officer decision-making Champion behaviours that foster engagement and Chief Executive Officer lead the implementation of this policy Directors Managers and Coordinators Communications and Engagement Officers Adhere to community engagement principles, this Councillors policy and associated requirements as appropriate Committee members to role and function All employees Monitor implementation and adherence to this Director Corporate and Organisational policy Development
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5. Breaches Failure to comply with Council policy, supporting procedures or guidelines, will be subject to investigation which may lead to disciplinary action.
6. Human Rights Charter compatibility This policy has been assessed as being compatible with the Charter of Human Rights and Responsibilities Act 2006 [Vic].
7. Supporting documents This policy should be read in conjunction with all other relevant Council policies and procedures, as well as relevant legislative requirements. Other related legislation includes: Local Government Act 1989; Local Government Act 2020; Charter of Human Rights and Responsibilities Act 2006; Disability Act 2016; Equal Opportunity Act 2010; Planning and Environment Act 1987; Road Management Act 2004. Other related guidelines or policies include: Towong Shire Council Governance Rules; Towong Shire Council Privacy Policy; Towong Shire Council Public Transparency Policy.
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8. Definitions
Community People of the municipality, including individuals or groups who live, work, play, study, visit or invest in the municipality. Community engagement The range of opportunities for public involvement in Council decision-making. Community engagement is achieved when the community is and feels part of the decision-making process. Deliberative engagement Deliberative engagement empowers the community to partner with Council to come to a decision after considering relevant information and identifying options. It typically involves discussion and may involve consensus, although it is recognised that consensus may not always be achieved. IAP2 The International Association for Public Participation (IAP2) is an international organisation that advances the practice of public participation. IAP2 supports people who implement or participate in public decision-making processes. Stakeholder An individual or group with a special or particular interest in an issue; may incorporate the broader community as well as Council staff and Council stakeholders.
Authorised by: ______Juliana Phelps Chief Executive Officer
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