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MERNDA STRATEGY PLAN – 3.8.2 Heritage Buildings and Structures
CITY OF WHITTLESEA 1 CONTENTS 3.7.4 Drainage Functions .............................................................................................................................. 34 1.0 INTRODUCTION ................................................................................................................ 4 3.8 Heritage & culture ......................................................................................................................... 36 3.8.1 Aboriginal Archaeological Sites ............................................................................................................ 36 2.0 UNDERSTANDING AND USING THE MERNDA STRATEGY PLAN – 3.8.2 Heritage Buildings and Structures ........................................................................................................ 36 INCORPORATED DOCUMENT ....................................................................................................................... 6 3.9 Servicing & drainage ..................................................................................................................... 36 3.9.1 Sewerage and water ........................................................................................................................... 36 3.0 KEY OBJECTIVES & STRATEGIC ACTIONS ................................................................. 8 3.9.2 Drainage ............................................................................................................................................... 36 3.1 Planning & Design ........................................................................................................................... -
Regional Development Victoria Regional Development Victoria
Regional Development victoRia Annual Report 12-13 RDV ANNUAL REPORT 12-13 CONTENTS PG1 CONTENTS Highlights 2012-13 _________________________________________________2 Introduction ______________________________________________________6 Chief Executive Foreword 6 Overview _________________________________________________________8 Responsibilities 8 Profile 9 Regional Policy Advisory Committee 11 Partners and Stakeholders 12 Operation of the Regional Policy Advisory Committee 14 Delivering the Regional Development Australia Initiative 15 Working with Regional Cities Victoria 16 Working with Rural Councils Victoria 17 Implementing the Regional Growth Fund 18 Regional Growth Fund: Delivering Major Infrastructure 20 Regional Growth Fund: Energy for the Regions 28 Regional Growth Fund: Supporting Local Initiatives 29 Regional Growth Fund: Latrobe Valley Industry and Infrastructure Fund 31 Regional Growth Fund: Other Key Initiatives 33 Disaster Recovery Support 34 Regional Economic Growth Project 36 Geelong Advancement Fund 37 Farmers’ Markets 37 Thinking Regional and Rural Guidelines 38 Hosting the Organisation of Economic Cooperation and Development 38 2013 Regional Victoria Living Expo 39 Good Move Regional Marketing Campaign 40 Future Priorities 2013-14 42 Finance ________________________________________________________ 44 RDV Grant Payments 45 Economic Infrastructure 63 Output Targets and Performance 69 Revenue and Expenses 70 Financial Performance 71 Compliance 71 Legislation 71 Front and back cover image shows the new $52.6 million Regional and Community Health Hub (REACH) at Deakin University’s Waurn Ponds campus in Geelong. Contact Information _______________________________________________72 RDV ANNUAL REPORT 12-13 RDV ANNUAL REPORT 12-13 HIGHLIGHTS PG2 HIGHLIGHTS PG3 September 2012 December 2012 > Announced the date for the 2013 Regional > Supported the $46.9 million Victoria Living Expo at the Good Move redevelopment of central Wodonga with campaign stand at the Royal Melbourne $3 million from the Regional Growth Show. -
Climate Adaptation Strategy 2021–2025 DRAFT for PUBLIC COMMENT Who Is This Document For?
DRAFT FOR PUBLIC COMMENT Grampians Region Climate Adaptation Strategy 2021–2025 DRAFT FOR PUBLIC COMMENT Who is this document for? Victoria’s Climate Change Act requires the Government to ‘take strong action to build resilience to, and reduce the risks posed by, climate change and protect those most vulnerable.’11 Development of this community-led Grampians Region Climate Adaptation Strategy and coordination of its implementation has been funded by the Department of Environment, Land, Water and Planning (DELWP). The Strategy was written collaboratively by members of Regional Climate Adaptation Groups (RCAG) representing state government, agencies, local government, universities, farmers, business and community in close consultation with key stakeholders throughout the Grampians Region. It is intended that everyone involved can see their own climate adaptation aspirations reflected. Efforts across the Region can be better coordinated, leading to improved outcomes for communities and the environment. Community groups, local governments, agencies and organisations can use this document to: • Align their own climate adaptation planning and projects to regional goals and outcomes, providing opportunities for partnerships and collaboration to maximise collective impact. • Apply for grants funded by DELWP. • Support funding applications for other government, corporate and philanthropic grants. Activities aligned with these goals and outcomes will be able to demonstrate a high level of strategic thinking at a regional level, stakeholder engagement -
ISSUE 5, 2020 Gazette
ISSUE 5, 2020 Gazette 4 Mayoral Youth 5 Council Elections 9 Funding for Award-Winners 2020 Lethbridge Lights COMMUNITYCOUNCIL NEWS NEWS COMMUNITY GRANTS PROGRAM From the Mayor Money for Local Community Groups In the last Gazette, the Coronavirus who we know will rise to meet the moment…Golden Plains Sixteen Golden Plains community groups have been awarded Community Strengthening Grants update was focused on the is full of supportive people and strong communities, and by Council, to deliver an exciting range of community projects and programs across the Shire. reopening of community facilities I know that together we can get through these difficult and the return of Council services times.” In the first round of this year’s revamped program, the livestream of the July Council Meeting, where across the Shire. We were all excited As the reality of the pandemic continues to hit home and Council awarded a combined $74,284 to the successful Councillors read out a short statement on each of the to move safely forward and put the we face the uncertainty it has brought, it is heartening to groups for projects across four categories: Healthy successful projects. lockdown behind us. see our communities come together to support families, Active Living; Creative Community; Environment and Sustainability; and Community Safety. These grants Apply Now: Round Two Grants It’s a common saying that a week is friends and neighbours. We don’t know how far we are will support a variety of programs, including protecting a long time in politics but, as we are from the finish line, but we will get there together. -
VCHA 2018 All Entrants Book
Victorian Community History Awards 2018 List of Entries Presented by Public Record Office Victoria & Royal Historical Society of Victoria The Victorian Community History Awards recognise excellence in historical method: the award categories acknowledge that history can be told in a variety of formats with the aim of reaching and enriching all Victorians. the Victorian Community History Awards have been held since 1999, and are organised by the Royal Historical Society of Victoria in cooperation with Public Record Office Victoria. The 2018 Victorian Community History Awards is on the 8th October at the Arts Centre. This is a list of all the entries in the 2018 Victorian Community History Awards. The descriptions of the works are those provided by the entrants and are reproduced with their permission. Every attempt has been made to present these entries correctly and apologies are made for any errors or omissions. Some entrants have their publications for sale through the Royal Historical Society of Victoria Bookshop located at the below street and online addresses. For enquiries about the 2019 Awards contact RHSV on (03) 9326 9288. Entry forms will be available to download from www.historyvictoria.org.au in April 2019. Public Record Office Victoria Royal Historical Society of Victoria 99 Shiel St 239 A’Beckett St North Melbourne Melbourne www.prov.vic.gov.au www.historyvictoria.org.au @PublicRecordOfficeVictoria @historyvictoria @PRO_Vic @historyvictoria @vic_archives @historyvictoria Categories The Victorian Premier’s History Award recognises the most outstanding community history project in any category. The Collaborative Community History Award recognises the best collaborative community work involving significant contributions from individuals, groups, or historical societies. -
Alpine Shire Rural Land Strategy
Alpine Shire Council Rural Land Strategy – FINAL April 2015 3. Alpine Shire Rural Land Strategy Adopted 7 April 2015 Alpine Shire Council Rural Land Strategy – Final April 2015 1 Contents 1 Contents ....................................................................................................................................................................... 2 2 Maps .............................................................................................................................................................................. 3 Executive Summary ...................................................................................................................................................................... 4 1 PART 1: RURAL LAND IN ALPINE SHIRE .......................................................................................................... 6 1.1 State policy context ............................................................................................................................... 6 1.1.1 State Planning Policy Framework (SPPF): ................................................................................ 6 1.2 Regional policy context ......................................................................................................................... 9 1.2.1 Hume Regional Growth Plan.................................................................................................... 9 1.2.2 Upper Ovens Valley Scenario Analysis .................................................................................. -
Property and User Charges at Alpine Resorts and Victorian Municipalities
Property and User Charges at Alpine Resorts and Victorian Municipalities August 2008 Published by the Alpine Resorts Co-ordinating Council, July 2008. An electronic copy of this document is also available on www.arcc.vic.gov.au. Reprinted with corrections, August 2008 © The State of Victoria, Alpine Resorts Co-ordinating Council 2008. This publication is copyright. No part may be reproduced by any process except in accordance with the provisions of the Copyright Act 1968. This report was commissioned by the Alpine Resorts Co-ordinating Council. It was prepared by Saturn Corporate Resources Pty Ltd. Authorised by Victorian Government, Melbourne. Printed by Typo Corporate Services, 97-101 Tope Street, South Melbourne 100% Recycled Paper ISBN 978-1-74208-341-4 (print) ISBN 978-1-74208-342-1 (PDF) Front Cover: Sunrise over Mount Buller Village. Acknowledgements: Photo Credit: Copyright Mount Buller / Photo: Nathan Richter. Disclaimer: This publication may be of assistance to you but the State of Victoria and the Alpine Resorts Co-ordinating Council do not guarantee that the publication is without flaw of any kind or is wholly appropriate for your particular purposes and therefore disclaims all liability for any error, loss or other consequence which may arise from you relying on any information in this publication. The views expressed in this report are not necessarily those of the Victorian Government or the Alpine Resorts Co-ordinating Council. Property and User Charges at Alpine Resorts and Victorian Municipalities A Comparison of Occupier -
Locals' Delicious
Sentinel-TimesTUESDAY, MAY 26, 2020 COVERING SOUTH GIPPSLAND AND BASS COAST Huge Island cash grab – See inside Locals’ delicious Kardella-based beef farmers Josh Butt and Jyoti Blencowe won their first major industry award last week, when they produce were named among the state’s top ‘paddock’ producers. SEVERAL South Gippsland Rob Monk shared in the glory practitioners in Melbourne through Melbourne-based spe- producers have been recog- in the dairy category, with milk alongside running the farm, the ciality butchers, Meatsmith, nised in the 2020 Delicious from his Fleckvieh herd form- husband and wife team were but Josh said the award may Awards, a celebration of new, ing the basis of a prizewin- encouraged to be included in provide the push they’ve need- innovative, and consistently ning fresh lactic curd cow’s the esteemed list of Delicious ed to explore local and online outstanding Australian ingre- milk cheese from the West award winners, despite their retail options. dients. Gippsland-based Butterfly Fac- unusual take on beef produc- “We’re still in the early stages With prizes for each state’s tory. tion, centred on fattening up and selling directly would be top producers across four cat- Kardella-based beef produc- retired dairy cattle, which has a big step up in the amount egories, Corner Inlet fisher- ers Josh Butt and Jyoti Blen- “been met with many a raised of time and work involved, so man and last year’s ‘Producer cowe took out a gong in the eyebrow”. we’re taking it slowly for now,” of the Year’ Bruce Collis was ‘Paddock’ category, their first “It’s good to know that in a he said. -
Electronic Gaming Machines Strategy 2015-2020
Electronic Gaming Machines Strategy 2015-2020 Version: 1.1 Date approved: 22 December 2015 Reviewed: 15 January 2019 Responsible Department: Planning Related policies: Nil 1 Purpose ................................................................................................................. 3 2 Definitions ............................................................................................................. 3 3 Acronyms .............................................................................................................. 5 4 Scope .................................................................................................................... 5 5 Executive Summary ............................................................................................. 5 6 Gambling and EGMs in the City of Casey ........................................................... 6 7 City of Casey Position on Electronic Gaming Machines ................................... 7 7.1 Advocacy & Partnerships ....................................................................................... 7 7.2 Local Economy ....................................................................................................... 8 7.3 Consultation & Information Provision ...................................................................... 9 7.4 Community Wellbeing ............................................................................................ 9 7.5 Planning Assessment .......................................................................................... -
ANNUAL REPORT 2019/20 INTRODUCTION We Are Pleased to Present This Annual Report to Our Community
2019/20 ABOUT THIS ANNUAL REPORT OUR MISSION The City of Ballarat has prepared this Annual Report in accordance with the requirements and guidelines of the Working together we create Local Government Act 1989 and the Local Government a better future for our city. (Planning and Reporting) Regulations 2014 and What this means acknowledges the legal responsibility to comply with the Charter of Human Rights and Responsibilities Act Working together – We are a conduit and are acting 2006 and the Equal Opportunity Act 2010. collaboratively to build strong relationships and alliances with those who support our beliefs.Create – We bring This report provides an account of the City of Ballarat’s into existence, generate, produce, initiate, develop and performance in the 2019/20 financial year against the shape our city. Better – We are continually improving Council Plan (the framework within which we deliver and becoming more desirable. We are smart, one step the everyday services, programs and projects for our ahead and exceeding as a city. Future – We achieve community) and the Budget. It is designed to keep our vision with a long-term perspective. City – Our residents, businesses, employees, stakeholders and place, our community and our people. other state and federal government agencies up-to- date on our performance and our future direction. OUR PURPOSE This document includes the following in accordance with statutory requirements: We believe in making Ballarat • Report of Operations: this includes highlights of the a better place for all. year, details about the City of Ballarat’s governance, management and operations, and a report on our What this means performance against the Council Plan and the Budget Believe – Our fundamental cause, our reason for in the 2019/20 financial year. -
Yana Ngargna Plan 2020-2023
Yarra City Council’s Yana Ngargna Plan 2020–2023 Yarra City Council’s Yana Ngargna1 Plan 2020–2023 A partnership with Wurundjeri Woi Wurrung, Aboriginal and Torres Strait Islander communities Yarra City Council acknowledges the Wurundjeri Woi Wurrung people as the Traditional Owners and true sovereigns of the land now known as Yarra. We acknowledge their creator spirit Bunjil, their ancestors and their Elders. We acknowledge the strength and resilience of the Wurundjeri Woi Wurrung, who have never ceded sovereignty and retain their strong connections to family, clan and country despite the impacts of European invasion. We also acknowledge the significant contributions made by other Aboriginal and Torres Strait Islander people to life in Yarra. We pay our respects to Elders from all nations here today— and to their Elders past, present and future. 1 Yana Ngargna means ‘continuing connection’ in Woi Wurrung language. 1 Yarra City Council’s Yana Ngargna Plan 2020–2023 Contents Introduction .................................................................................................................................. 3 An Important Note on Terminology ............................................................................................. 4 Highlights from Previous Plans .................................................................................................... 6 Welcome to Country Ceremony — background information and protocol .................................. 6 Acknowledgement of Country—important background information -
Frequently Asked Questions Regarding the Cowes to Stony Point Vehicle Ferry Business Case
Frequently Asked Questions regarding the Cowes to Stony Point Vehicle Ferry Business Case Will there be a 200m “exclusion zone” around the proposed Cowes vehicle ferry terminal and jetty? A 200 metre exclusion zone on either side of a jetty is not common practice in Victoria. An exclusion zone is typically used for vessel safety (including all craft such as jet skis). If one is applied it is often, but not always, applied to the area of the jetty where the vessel docks for safety reasons, depending on the needs of the vessels using it. Similarly, an exclusion zone is typically only applied to the berth (i.e. at the end of the jetty to the seaward side) not the remainder of the jetty or the beach. It is too soon to determine whether an exclusion zone will be needed for the berth, this would be decided in the approvals process and in consultation with the proponent ferry operator, if the project proceeds. Will pedestrians be able to walk along the beach under the Cowes terminal design being that is being considered? The project team is conscious of the importance of the beach as both a community and tourism asset and has aimed to provide project options that minimise shoreline impact. For this reason, the current design being considered for Cowes does have capacity for pedestrian access underneath the jetty along the beach, however this will be looked at in more detail should the project proceed to the detailed design phase. Detailed Design as well as all future steps will mean that the community has an additional opportunity to have direct input.