MINUTES OF THE COUNCIL MEETING
HELD ON
MONDAY, 20 OCTOBER 2008
RELEASED TO THE PUBLIC ON THURSDAY 23 OCTOBER 2008
COUNCIL MINUTES 20 OCTOBER 2008
Table of Contents
Item Page Number Number
1. PRESENT...... 1 2. APOLOGIES ...... 1 3. DECLARATIONS OF INTERESTS AND CONFLICTS OF INTEREST...... 2 4. CONFIRMATION OF THE MINUTES OF COUNCIL MEETINGS ...... 2 5. REPORTS BY MAYOR AND COUNCILLORS ...... 3 5.1 REPORT OF CR. MELISSA SALATA...... 3 5.2 REPORT OF CR. STANLEY CHIANG...... 3 5.3 REPORT OF CR. MENDO KUNDEVSKI ...... 3 5.4 REPORT OF CR. STEVEN TSITAS ...... 3 5.5 REPORT OF CR. DIANA ASMAR ...... 3 5.6 REPORT OF CR. CHRIS KELLY ...... 4 5.7 REPORT OF CR. VINCE FONTANA ...... 4 5.8 REPORT OF THE MAYOR, CR. PETER STEPHENSON ...... 4 6. PUBLIC QUESTION TIME ...... 5 7. CONSIDERATION OF REPORTS...... 6 7.1 ANNUAL REPORT 2007/2008...... 6 7.2 BUNDOORA HOMESTEAD ANNUAL REPORT FOR 2007/2008...... 10 7.3 INNER NORTHERN GROUP TRAINING COMPANY LIMITED AND CONTROLLED ENTITIES, INCLUDING APPRENTICESHIPS PLUS...... 13 7.4 THE DAREBIN ENTERPRISE CENTRE LTD REPORT ...... 17 7.5 NORTHLINK – REPORT FOR 2007/2008...... 21 7.6 FINANCIAL REPORT – 3 MONTHS ENDED 30 SEPTEMBER 2008...... 25 7.7 GOVERNING DAREBIN 2008 ...... 27 7.8 REVIEW OF TREE PLANTING IN BUNDOORA PARK ADJACENT TO OAKDEN DRIVE, BUNDOORA ...... 32 7.9 PRESTON CIVIC PRECINCT – PROGRESS REPORT AND REVISED GOVERNANCE FRAMEWORK...... 37 7.10 AMENDMENT C91 TO THE DAREBIN PLANNING SCHEME: HERITAGE CONTROLS AT 418 MURRAY ROAD PRESTON – CONSIDERATION OF SUBMISSIONS...... 42 7.11 DAREBIN CYCLING STRATEGY: ANNUAL PROGRESS REPORT – 2007/2008 ...... 47 7.12 EAST RESERVOIR NEIGHBOURHOOD RENEWAL OPEN SPACE MASTERPLAN ...... 54 7.13 UPDATE REPORT ON SERVICE DEVELOPMENTS FOR KINDERGARTENS...... 62 7.14 THE CITY OF DAREBIN GRAFFITI MANAGEMENT STRATEGY 2008-2012 ...... 66 7.15 YOUTH SERVICES REVIEW...... 71
COUNCIL MINUTES 20 OCTOBER 2008
Table of Contents
8. URGENT BUSINESS...... 75 9. GENERAL BUSINESS ...... 75 9.1 CONGRATULATIONS TO THE MAYOR, CR. STEPHENSON ...... 75 10. CONSIDERATION OF REPORTS CONSIDERED CONFIDENTIAL ...... 75 11. CLOSE OF MEETING...... 75 COUNCIL MINUTES 20 OCTOBER 2008
MINUTES OF THE ORDINARY MEETING OF THE DAREBIN CITY COUNCIL HELD AT THE DAREBIN CIVIC CENTRE, 350 HIGH ST, PRESTON ON MONDAY 20 OCTOBER 2008
THE MEETING OPENED AT 7.01 P.M.
1. PRESENT
Councillors
Cr. Peter Stephenson (Mayor) Cr. Diana Asmar Cr. Stanley Chiang Cr. Vince Fontana Cr. Chris Kelly Cr. Mendo Kundevski Cr. Melissa Salata Cr. Steven Tsitas
Council Officers
Jeff Saker – Acting Chief Executive Officer Geoff Glynn – General Manager Community Assets and Leisure Bruce Dobson – Acting General Manager Corporate Services Libby Hynes – General Manager Environment and Amenity Kevin Breen – General Manager City Development Jan Black – General Manager Communities and Culture Vincent King – Acting General Manager City Services Ray McQuillen – Manager Customer and Civic Services Rhys Thomas – Manager Business Improvement Liz Cummins – Project Coordinator, Open Space Planning Jacqueline Healy – Director, Bundoora Homestead Art Centre Ron Downes – Council Business Coordinator
2. APOLOGIES
Nil.
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3. DECLARATIONS OF INTERESTS AND CONFLICTS OF INTEREST
Nil.
4. CONFIRMATION OF THE MINUTES OF COUNCIL MEETINGS
COUNCIL RESOLUTION
MOVED: Cr. S. Tsitas SECONDED: Cr. V. Fontana
THAT the Minutes of the Ordinary Meeting of Council held on 6 October 2008 be confirmed as a correct record of business transacted.
CARRIED
Page 2 COUNCIL MINUTES 20 OCTOBER 2008
5. REPORTS BY MAYOR AND COUNCILLORS
MINUTE NO. 250
5.1 REPORT OF CR. MELISSA SALATA
Cr. Salata reported on her attendance at the following functions/activities: • Darebin International Women’s Day Committee meeting. th • Merrilands Italian Senior Citizens Club – 20P P Anniversary function.
5.2 REPORT OF CR. STANLEY CHIANG
Cr. Chiang reported on his attendance at the following functions/activities: • Meeting with local residents regarding tree planting in the Mount Cooper Estate. • Hosted a visit by a number of students from Peking University, China.
5.3 REPORT OF CR. MENDO KUNDEVSKI
Cr. Kundevski reported on his attendance at the following functions/activities: • Koorie Night Market Working Group meeting. • Inaugural meeting of the Community Climate Change Action Plan Reference Group. Cr. Kundevski also drew attention to an Information Session to be held on 21 October 2008 in the City Hall regarding the sale of solar panels to residents, a joint initiative with Manningham Council.
5.4 REPORT OF CR. STEVEN TSITAS
Cr. Tsitas reported on his attendance at the following functions/activities: • Municipal Association of Victoria dinner at which Councillor Service Awards were presented. • Westgarth Primary School Fete.
5.5 REPORT OF CR. DIANA ASMAR
Cr. Asmar reported on her attendance at the following functions/activities: • Several meetings with local residents. • Station Street Fairfield Festival. • Open Mind Fiesta in Station Street Fairfield.
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5.6 REPORT OF CR. CHRIS KELLY
Cr. Kelly reported on her attendance at the following function/activity: • Cemeteries and Crematoria Conference.
5.7 REPORT OF CR. VINCE FONTANA
Cr. Fontana reported on his attendance at the following function/activity: • Catchment Players performance of The Fully Monty.
5.8 REPORT OF THE MAYOR, CR. PETER STEPHENSON
The Mayor, Cr. Stephenson, reported on his attendance at the following functions/activities: nd • 82P P Anniversary – Reservoir Baptist Church. • Reservoir RSL Presidents Day. The Mayor informed the meeting that, as he would be attending a National Forum for Mayors in Canberra to be hosted by the Prime Minister on 17 November 2008, this would be the last Council meeting he chairs as Mayor of the City of Darebin.
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6. PUBLIC QUESTION TIME
MINUTE NO. 251
The Mayor, Cr. Stephenson, invited questions from members of the public gallery.
The following questions were submitted:
• John Baloukeserlis of South Yarra asked a question about an email he had circulated to Councillors in relation to Amendment C91 involving 418 Murray Road Preston. The question was responded to by the Mayor, Cr. Stephenson.
• Darren Lewin-Hill of Northcote asked a question about Council’s exposure to sub-prime mortgage investments in the United States of America. The question was responded to by the Mayor, Cr. Stephenson and the Acting General Manager Corporate Services, Bruce Dobson.
• John Nugent of Epping asked a question about proposed expenditure on capital works in Darebin Parklands as a consequence of Council’s adoption of the masterplan for the parklands. The question was responded to by the Mayor, Cr. Stephenson and the General Manager Community Assets and Leisure, Geoff Glynn.
• Trent McCarthy of Thornbury asked a question about the Council scheme, a joint initiative with Manningham Council, to sell solar panels to residents. The question was responded to by the Mayor, Cr. Stephenson, the General Manager Environment and Amenity, Libby Hynes and Cr. Kundevski.
• Darren Lewin Hill of Northcote asked a question about the proposal by Council to publish on its website a service allowing residents to track planning permit applications. The General Manager City Development, Kevin Breen, responded briefly and undertook to provide a written response.
• John Nugent of Epping asked a question about capital works expenditure in Donath Reserve. The question was responded to by the Mayor, Cr. Stephenson and he indicated he would arrange for a written reply to be forwarded.
After Public Question Time had concluded one further question was submitted in writing.
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7. CONSIDERATION OF REPORTS
7.1 ANNUAL REPORT 2007/2008
MINUTE NO. 252
AUTHOR: Manager Business Improvement – Rhys Thomas
MANAGER: Acting General Manager Corporate Services – Bruce Dobson
BUDGET IMPLICATIONS: Not Applicable
SUMMARY:
The purpose of this report is to present the City of Darebin Annual Report and summary Annual Report for 2007/2008.
The Annual Report includes: • Council’s progress against measurement indicators contained in the 2005-2009 Council Plan; • Council’s financial performance for the year through the audited standard, financial and performance statements; • Information pertaining to Darebin City Councillors and committees; • Comprehensive review of Council operations carried out during the year; and • Other statutory reports.
A summary Annual Report has been produced to provide the community of Darebin with an overview of the performance and operations of the City of Darebin.
CONSULTATION:
Acting General Manager Corporate Services Manager, Customer and Civic Services
COUNCIL RESOLUTION
MOVED: Cr. S. Tsitas SECONDED: Cr. C. Kelly
THAT the Annual Report 2007/2008 attached as Appendix A and the Annual Report Summary 2007/2008 attached as Appendix B to this report be received.
CARRIED
Page 6 COUNCIL MINUTES 20 OCTOBER 2008
REPORT
BACKGROUND
The Local Government Act (1989) and regulations require each Council in Victoria to prepare an Annual Report for each financial year containing a report of operations and audited standard, financial and performance statements.
Each Council must also present the Annual Report for each financial year at a Council Meeting within one month of providing the Annual Report to the Minister. The Minister must receive a copy of the Annual Report on or before 30 September each year.
Following a review of the Annual Report completed in August 2006, the City of Darebin now publishes a comprehensive statutory Annual Report and a brief summary booklet. The Annual Report 2006/2007 adopted this approach and was acknowledged with a Bronze Award in the Australasian Reporting Awards, announced in Sydney in June 2008.
CORE ISSUES
Annual Report 2007/2008
The City of Darebin Annual Report (including Audited Statements) for 2007/2008 was completed and submitted to the Minister for Local Government on Tuesday 30 September 2008.
The statutory notice for consideration of the Annual Report appeared in the Preston and Northcote Leader newspapers and The Age on Tuesday 30 September 2008 and the report is now available for inspection by the community and general public.
A summary of the information contained within each of the seven sections of the Annual Report is provided below. • Performance Report – a summary of the results of the performance indicators in the Council Plan as well as a financial summary. • An Overview – outlines Council’s objectives and introduces the municipality to the reader. • Corporate Governance – information about Councillors and committee members as well as the organisation structure and the Executive Management Team. • Delivering the Council Plan – each of the Strategic Objectives identified in the Council Plan are examined and progress towards these objectives is reported. • Audited Statements – details Council’s financial situation, contains statements audited by the Victorian Auditor General and a copy of his audit opinion. • Diversity Report – provides performance in relation to indicators that have been set to ensure that Council meets the needs of our diverse community. • Statutory Reports – prescribed information that is governed by Parliamentary Acts, Regulations and Ministerial directions.
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Summary Annual Report 2007/2008
A summary of the Annual Report for 2007/2008 has been developed and produced in line with the recommendations of the review completed in August 2006.
The information contained in the summary Annual Report for 2007/2008 includes: • Joint message from the CEO and Mayor • Photo and ward information for each Councillor • Summary of progress results against the Council Plan • Financial Summary • Summary of key projects for 2007/2008.
FUTURE ACTIONS
A letter will be sent to the Minister for Local Government advising of Council’s receipt of the Annual Report 2007/2008, together with copies of the full report and the summary report.
A copy of the Annual Report and Summary Annual Report will continue to be available for inspection by the public at Customer Service Centres and Libraries.
Beginning on Tuesday 21 October 2008, copies of the Summary Annual Report will be distributed to all Council staff.
RELATED DOCUMENTS
Council Plan 2005-2009 Council Budget 2007/2008
PRESENTATION
SUSPENSION OF STANDING ORDERS
MOVED: Cr. S. Tsitas SECONDED: Cr. C. Kelly
THAT Standing Orders be suspended to enable Council’s Principal Accounting Officer, Bruce Dobson, to make a formal presentation on the Annual Report at the meeting – 7.31pm
CARRIED
Bruce Dobson, Council’s Principal Accounting Officer, provided an overview of the 2007/2008 Annual Report, an overview of the results achieved against the 50 commitments made in the Council Plan adopted by Council in mid 2005, and reported on the financial performance of the Council in 2007/2008.
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RESUMPTION OF STANDING ORDERS
MOVED: Cr. C. Kelly SECONDED: Cr. M. Salata
THAT Standing Orders be resumed – 7.43pm
CARRIED
The Mayor, Cr. Stephenson, thanked Management and staff for their contribution achieving the results obtained in the 2007/2008 Annual Report.
Page 9 COUNCIL MINUTES 20 OCTOBER 2008
7.2 BUNDOORA HOMESTEAD ANNUAL REPORT FOR 2007/2008
MINUTE NO. 253
AUTHOR: Director, Bundoora Homestead Art Centre - Jacqueline Healy
MANAGER: General Manager Communities and Culture - Jan Black
BUDGET IMPLICATIONS: Audited Annual Statement of Accounts is attached.
SUMMARY:
Bundoora Homestead Art Centre Board of Management is a Special Committee of Council with delegated powers. At its meeting on 1 August 2008 the Board adopted the Annual Report of Bundoora Homestead Art Centre to Council for the period 1 July 2007 to 30 June 2008 and resolved to present it to Council in accordance with the Instrument of Delegation.
CONSULTATION:
Bundoora Homestead Board of Management
COUNCIL RESOLUTION
MOVED: Cr. S. Chiang SECONDED: Cr. M. Salata
THAT Council: (1) Receive and note the Annual Report of Bundoora Homestead Art Centre for 1 July 2007 to 30 June 2008 attached as Appendix A to this report and the Statement of Financial Performance for the year ended 30 June 2008 attached as Appendix B to this report. (2) A note of thanks to be extended to the Board for their contribution to the success of Bundoora Homestead Art Centre. CARRIED
REPORT
BACKGROUND
Bundoora Homestead Art Centre opened to the community on 17 August 2001 after a $2 million restoration with $1 million contribution from the Federation Fund. A heritage building, Bundoora Homestead consists of gallery spaces with an ongoing exhibition program and cafe facility.
The Special Committee of Council was initially established on 11 June 2002 pursuant to section 86 of the Local Government Act 1989. It is known as Bundoora Homestead Board of Management with
Page 10 COUNCIL MINUTES 20 OCTOBER 2008 membership consisting of one Councillor, one Council officer and five community members. Council annually reviews the Committee and appoints individual members. On 3 December 2007 the Council re-established Bundoora Homestead Board of Management. This is the sixth annual report submitted by the Special Committee to Council.
CORE ISSUES
1. Engaging the Community
Bundoora Homestead Art Centre in the last year has operated effectively as a public gallery and historic house of quality. The community of the City of Darebin have participated in a wide range of programs and supported the diverse exhibition program consisting of 20 exhibitions and 13 public programs. The history of Bundoora Homestead and contemporary art prizes were important themes in the exhibition program. Bundoora Homestead continued to attract a broad cross-section of visitors from schools to a wide range of community groups.
This report highlights some of the key elements of the Annual Report including the program of exhibitions, the Gift Fund which enables tax deductible donations and gifts of artworks to Bundoora Homestead. The full Annual report is attached as Appendix A.
2. Increasing Access
Extensive promotion of the exhibition program, access gallery, heritage facility and café further raised the profile of the Homestead. Exhibitions in the house and access galleries attracted over 10,000 visitors. Art prizes such as Gumbri: White Dove, City of Darebin Aboriginal and Torres Strait Islander Art Award Prize 2008 and DLAP, Darebin La Trobe Acquisitive Art Prize 2007 provided opportunities for local artists and artists from throughout Victoria. Exhibitions such as The Art of Barry Dickins (22.2.08 to 13.4.08) and Clifton Pugh: Print Maker (7.12.07 to 17. 2.08) celebrated local connections. The Access Gallery enabled participation from a diverse range of community groups including exhibitions from South America, Middle East and local Indigenous artists. Bundoora Homestead Art Centre exhibition program attracted a wide range of visitors.
3. Bundoora Homestead: The Smith Family ERA 1899-1920
The major exhibition for the year was Bundoora Homestead: The Smith Family Era 1899 to 1920 (14.9.07 to 2.12.07). A culmination of five years research this exhibition clearly established the credentials of Bundoora Homestead Art Centre as a heritage icon in Melbourne.
Through the exhibition and a significant publication the stories of the owners and their staff were told. Connections through Preston Historical Society enabled contact with descendants of the Smith family who built the homestead and owned Bundoora Park. The exhibition and catalogue established the Smith family and the property’s connections with broader social, cultural and architectural trends. The major exhibition on the history of Bundoora Homestead was paralleled by local art and craft shows in the Access gallery inspired by the Homestead. A series of postcards, tea towel designed by Karla Pringle accompanied the exhibition. The publication on Bundoora Homestead: The Smith Family Era 1899 to 1920 was distributed to all primary and secondary schools in the City of Darebin as well as the State Library and National Library of Australia. Over 2,500 people attended the exhibition.
Page 11 COUNCIL MINUTES 20 OCTOBER 2008
4. La Trobe University Foundation Sponsor
La Trobe University’s sponsorship of Bundoora Homestead Art Centre continued with a new sponsorship arrangement from 2007/2008 to 2009/2010 consisting of in kind support of two exhibitions per annum including the biennial DLAP, City of Darebin La Trobe University Art Prize.
5. Environmental Control
The City of Darebin allocated funds in the Capital works program for the installation of environmental control at Bundoora Homestead Art Centre. This will provide a stable environment for the art works and exhibitions in line with Museum Australia standards. An application for the further funds required to commence the project was submitted to Arts Victoria.
6. Bundoora Homestead Gift Fund
The Bundoora Homestead Gift Fund received donations from the community. The number of supporters making an annual donation of $50 to the Gift Fund increased by over 30%. The Gift fund also received 11 items for the collection. Particularly significant were items relating to the history of Bundoora Homestead including one of Wallace’ hooves set in silver and a map of Bundoora Park dated 1895.
7. Recognition by Art, Tourism and Museum Sectors
The Director, Bundoora Homestead Art Centre was elected to Public Art Galleries of Victoria (PGAV) board and as President of the Cultural Tourism Industry Group (CTIG) Board providing opportunities for Bundoora Homestead Art Centre to contribute to policy development and advocacy in both the art gallery and tourist sectors. Bundoora Homestead Art Centre was also nominated for the Museum Australia Awards 2008 for the exhibition Bundoora Homestead: the Smith Family Era 1899-1920.
FINANCIAL IMPLICATIONS
The Financial Statement 2007-2008 for Bundoora Homestead Art Centre shows forecast revenues of $49,927, expenses (including depreciation) of $448,425 leaving a net balance of $398,498 which is the Darebin City council’s contribution to the operational costs of the Homestead.
RELATED DOCUMENTS
Annual Report of Bundoora Homestead Art Centre to Council for 1 July 2007 to 30 June 2008 from Bundoora Homestead Art Centre Board of Management, a Special Committee of Council - see Appendix A.
Audited Accounts and financial statement for the period 1 July 2007 to 30 June 2008 for Bundoora Homestead: Federation Centre for the Arts – see Appendix B.
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7.3 INNER NORTHERN GROUP TRAINING COMPANY LIMITED AND CONTROLLED ENTITIES, INCLUDING APPRENTICESHIPS PLUS
MINUTE NO. 254
AUTHOR: General Manager City Development - Kevin Breen
MANAGER: Chief Executive Officer - Michael Ulbrick
BUDGET IMPLICATIONS: Nil
SUMMARY:
Inner Northern Group Training Company Limited (INGTL) is a not-for-profit company, limited by guarantee, and the Cities of Darebin, Moreland and Yarra are the “members” or owners of the company. It was established in 1983 as a group training company and quickly grew to become a highly regarded company in the group training industry. The company has grown substantially in recent years and now encompasses four discrete business entities, all operating in the broader workforce participation sector. The original group training business now trades as Apprenticeships Plus, a leading group training company with a primary focus in Melbourne’s northern suburbs. Group training involves the employment of apprentices and trainees who are based with host employers whilst they undertake apprenticeship and traineeship training.
The purpose of this report is to inform Council of the Annual General Meeting of Apprenticeships Plus, currently scheduled for October 2008, and to obtain endorsement for the appointment of Kevin Breen, General Manager City Development, as a nominee director of the Board, representing the City of Darebin, and Sue La Greca, Manager Economic Development, as the official alternate director.
The report also outlines a year of outstanding success for the company that included initiating the new Inner North Community Foundation; taking single ownership of former joint venture businesses; delivering financial success across all business entities; and critically, continuing to build apprentice and trainee jobs, particularly in the northern regional economy.
CONSULTATION:
INGTL (Apprenticeships Plus) Board members Moreland City Council officers Yarra City Council officers
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COUNCIL RESOLUTION
MOVED: Cr. M. Kundevski SECONDED: Cr. M. Salata
THAT Council note the Annual General Meeting of Inner Northern Group Training Company scheduled for October 2008, and endorse the appointment of Kevin Breen, General Manager City Development, as the nominee director of the Board, representing the City of Darebin, and Sue La Greca, Manager Economic Development, as the alternate director.
CARRIED
REPORT
BACKGROUND
Inner Northern Group Training Limited, was formed in late 1982 by a consortium of the former municipalities of Brunswick, Coburg, Northcote, Preston and Fitzroy. The major impetus was concern over high unemployment levels and a lack of training opportunities for local young people. These municipalities then covered what was Melbourne’s and indeed Australia’s highest concentration of manufacturing industries. Then, as now, there was concern that industry was not training enough people with the right skills to meet the needs of industry.
In 1998 Inner Northern Group Training Limited commenced a joint venture with Workplace Connect, a western suburbs group training company, and started MAS National New Apprenticeships Centre that is now successful in placing employees across South East Australia in Certificated training. MAS Administration Services Ltd was also created to bid for government business in the broader training and employment support sector.
The trading name of Apprenticeships Plus was created for the group training arm of Inner Northern Group Training in 2001 to better identify and market the group training activities. However, Inner Northern Group Training still operates as the parent entity for the group of companies it now controls.
In 2004 Inner Northern Group Training took over a comparably sized not-for-profit group training company, Work & Training, in Tasmania that was facing difficulties. This take over expands the company’s base and provides opportunities for efficiencies through increasing economies of scale.
Changing patterns in the regional, Victorian and Australian economies reflected in a dramatic drop in manufacturing jobs placed obvious pressure on Apprenticeships Plus, to adapt its business to respond to emerging industry sectors. Traineeships in office administration, aged care, nursing and education- integration aide jobs now exceed the more traditional apprenticeship jobs of motor mechanics and gardening.
The company directors currently comprise: • Hon. Alan Brown, Chairperson (business person and former Member of Parliament) • Kevin Breen (General Manager City Development, City of Darebin) (Alternate: Sue La Greca) • Craig Kenny (Director, Community Development, City of Yarra) • Jenny Merkus (Director, Social Development, City of Moreland) • Elizabeth Board, Education Foundation Director
Page 14 COUNCIL MINUTES 20 OCTOBER 2008
• Michael Francis, Deputy Chairperson, Local Businessman.
Naomi Corlett, Professional Educator resigned as a director in late 2007
Annual financial and performance reports will be presented, and the board appointed, at the Annual General Meeting scheduled to be held in October 2008.
CORE ISSUES
The year ended 30 June 2008 proved to be a very successful year for the group of companies and the following section provides an overview of key activities of the group of companies.
The core business of Apprenticeships Plus is to place people into apprenticeships and traineeships. This 25 year old company currently has over 620 apprentices and trainees placed with nearly 300 host employers. The number of apprentices and trainees employed has significantly increased over the last several years, with a 13% increase in the last year. Considerable ongoing effort is required to recruit and place potential apprentices and trainees and find and maintain host employers. The company’s field officers actively support apprentices and trainees in their workplaces along with ongoing liaison with host employers. 46 apprentices and trainees live in Darebin and 35 Darebin businesses act as host employers of apprentices and trainees. Two thirds of apprentices and trainees live in northern Melbourne confirming the solid geographic base to the business activity supporting the regional economy and similarly, over two thirds of host employers are located in the northern metropolitan area. In May 2008 Apprenticeships Plus opened a stand alone shopfront operation at the Epping Shopping Centre which offers a main point of contact and recruitment to service one of Melbourne’s main growth corridors. This shopfront augments the head office and training facility in High Street, Northcote. Of particular note for Darebin is that Apprenticeships Plus has expanded its operations very successfully into government sponsored programs to assist people severely disadvantaged in their access to employment. These initiatives have included the Neighbourhood Renewal projects in East Reservoir and West Heidelberg in partnership with Mission Australia and assisting young homeless people in partnership with St Vincent De Paul.
As well as an employment placement service, Apprenticeships Plus is also actively involved in the general education, training and industry sectors in the northern region. It has supported a number of local government, education and industry initiatives to raise the profile of apprenticeships and traineeships as valuable career choices / school to work pathways for young people in the region. Apprenticeships Plus is working in partnership with the member Councils to improve employment outcomes for young people, and with Darebin Council to assist in the implementation of the Darebin Employment Strategy.
The year ended 30 June 2008 also saw the opportunity arise for Inner Northern Group Training to buy out the joint venture partners in both MAS National, a New Apprenticeships Centre administering Certificated training across south eastern Australia, and MAS Administration Services, that operates in the broader training and employment support sector. MAS Administration Services offers services to private sector companies and currently administers the national Tools for Your Trade contract on behalf of the Federal Government. The buy out of the joint venture partner now provides Inner Northern Group Training with sole control of these important businesses that support workforce participation.
All four business entities in the Inner Northern Group Training group of companies remain financially successful. Total equity for the group at 30 June 2008 stands at a very strong $20.25 million.
Given the strong financial position of the group of companies, the Board of Inner Northern Group Training resolved to establish a Community Foundation, funded from operating surpluses, to assist
Page 15 COUNCIL MINUTES 20 OCTOBER 2008 transition to employment, particularly for groups suffering disadvantage in access to employment. The Inner North Community Foundation was established in 2007 and formally launched in February 2008. It had its inaugural funding round in May 2008 and seven projects were supported across the geographic area covered by the three Member Councils of Darebin, Moreland and Yarra. Inner Northern Group Training have donated $1.5 million to establish the corpus for the Foundation as a perpetual fund and continue to pay the annual costs of the Foundation’s Development Officer and associated expenses.
Over the past year Inner Northern Group Training as the parent entity has taken steps to consolidate the strong progress of the group of companies by appointing a Group Executive Officer and creating a group wide Chief Financial Officer to oversee synergies across the group and diversify the revenue base to provide a long term sustainable company.
Kevin Breen, General Manager, City Development has represented Darebin City Council on the board since 2000 and has been active in the company’s governance and strategic planning during a period of substantial growth. Through his directorship, he also sits on the board of the new Inner North Community Foundation as the deputy chair.
FINANCIAL IMPLICATIONS
No direct financial implications to Council.
FUTURE ACTIONS
Annual General Meeting scheduled for October 2008.
RELATED DOCUMENTS
Council reports – minutes of 7 February 2000, 5 June 2000, 6 August 2001, 6 May 2002, 21 October 2002, 5 November 2003, 4 October 2004, 7 November 2005, 16 October 2006 and 15 October 2007.
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7.4 THE DAREBIN ENTERPRISE CENTRE LTD REPORT
MINUTE NO. 255
AUTHOR: Manager Economic Development - Sue La Greca
MANAGER: General Manager City Development - Kevin Breen
BUDGET IMPLICATIONS: Nil
SUMMARY:
The Darebin Enterprise Centre Ltd (DECL) is a not-for-profit company established by the City of Darebin in 1997 for the purpose of business incubation. The objectives of business incubation are to advance economic and community prosperity through the successful establishment of small business operations and thereby create employment opportunities.
DECL assists small business to develop and grow. It provides affordable rent, flexible space, mentoring, networking services, support and business advice.
DECL has contributed significantly to economic development in Darebin through both its business incubation program and also through its working partnership with Council.
The purpose of this report is to
• Inform Council of the major achievements of DECL in the areas of business assistance and employment creation and acknowledge DECL’s contribution to economic development.
• Request Council to enter into a Memorandum of Understanding (MOU) with DECL to confirm the collaborative relationship between Council and DECL with regard to the facility management at 2 Wingrove Street Alphington; the development of a new arts / media incubator at the former Northcote Police Station; investigation into the feasibility of establishing a kitchen incubator; commitment to environmentally sustainable business development; support for the Koori Night Market and other Indigenous business developments; and participation in economic development activities within the City of Darebin generally.
• Request Council to agree to DECL’s request to change its constitution so that the City of Darebin is the sole Member.
CONSULTATION:
Darebin Enterprise Centre Ltd executive and Board members.
Page 17 COUNCIL MINUTES 20 OCTOBER 2008
COUNCIL RESOLUTION
MOVED: Cr. C. Kelly SECONDED: Cr. V. Fontana
THAT Council: (1) Acknowledge the achievements of the Darebin Enterprise Centre Ltd (DECL) and its contribution to local economic development. (2) Authorise the Chief Executive Officer, on behalf of Council, to enter into a Memorandum of Understanding with DECL to formalise the collaborative relationship between DECL and Council to continue to contribute to Darebin’s economic development. (3) Supports DECL to amend its constitution so that the City of Darebin be the sole Member of the company.
CARRIED
REPORT
BACKGROUND
The Darebin Enterprise Centre Ltd (DECL) is a not-for-profit company established by the City of Darebin in 1997 for the purpose of business incubation. The objectives of business incubation are to advance economic and community prosperity through the successful establishment of sustainable small business operations and thereby create employment opportunities.
DECL assists small businesses to establish and grow. It provides affordable rent, flexible space, mentoring, networking services, support and business advice.
Business incubators such as DECL commenced in the United States in the 1950s and grew on an international basis in the 1970s, taking off in Australia in the 1990s. In the early days, the emphasis of business incubation was on creating employment; this emphasis has now moved to focus on business creation. Business creation and employment go hand in hand and benefit the local and broader economies.
There are now approximately 90 business incubators across Australia. DECL is acknowledged through its success and the number of awards it has won. It has won eight national awards and the latest acknowledgement was an international award as “Incubator of the Year (non technology category)” awarded by the National Incubation Industry Association (NBIA) which is an international organisation representing over 800 business incubators in 28 countries.
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CORE ISSUES
The Darebin Enterprise Centre is a major player in business incubation and economic development. It is now a major asset to Darebin, with both DECL and Council being well placed in the field of business incubation. Over its ten year history DECL has: • Assisted the establishment and growth of over 600 businesses • Assisted in the creation of over 1,000 jobs • Won eight national awards and one international award • Played a significant role in local and regional economic development • Partnered with Darebin City Council on either developing or assessing the following projects: - East Reservoir Neighbourhood Renewal - Koori Night Market - Indigenous Business Hub - Arts / Media Incubator - Kitchen Incubator. DECL will continue to be a major contributor to economic and social development in Darebin through its partnership with Council in further developing business incubator activities, incubating the Koori Night Market Inc., and assisting Council to evaluate and establish other business incubators in the specialist areas of food production and the arts and media. DECL is an integral part of Darebin’s commitment to Economic Development. It is a significant player in the local Darebin economy and also in the economy of the broader northern metropolitan region. DECL has developed strategic partnerships with other economic development and education and training bodies being: • Northlink • Northern Melbourne Institute of TAFE (NMIT) • The Northern and Western Area Consultative Committee (NACC) • Apprenticeships Plus • Inner Northern Local Learning and Employment Network (INLLEN)Technology Centre at Northland Secondary College (ntec@nsc) • East Reservoir Neighbourhood Renewal Program.
Arising from a recent strategic planning session undertaken by DECL it was considered appropriate that DECL and Council enter into a Memorandum of Understanding (MOU) to confirm the good collaborative relationship between the two organisations. Following a resolution at the last DECL board meeting, DECL has written to the City of Darebin requesting an MOU that would provide an umbrella agreement that would include a partnership approach to economic development in Darebin and would specifically address the facility management of the incubator site at 2 Wingrove Street Alphington; a new media / arts incubator; the feasibility of developing a kitchen incubator; a commitment to environmentally sustainable business development; and support for the Koori Night Market and other Indigenous business developments.
Such an agreement will formalise the collaborative working relationship between Council and DECL and ensure a focus of resources by both organisations.
As a not-for-profit company, DECL is run by a board of management comprising:
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• Cr. Chris Kelly Councillor of the City of Darebin • Kevin Breen General Manager City Development, City of Darebin • Sue La Greca Manager Economic Development, City of Darebin (Chair) • Ahmed Hammam local business representative • Candi Browne local business representative • Clare O’Neil Northern Melbourne Institute of TAFE • Mick Butera Executive Officer, Northlink • Tony Coppola Executive Officer, Northern Area Consultative Comittee • Bob Waite Chief Executive and Company Secretary.
The company was originally established in June 1997 with five Members (or non beneficial owners) including the City of Darebin.
Two of these Members have since resigned and one has changed status.
Council is the major stakeholder in the Darebin Enterprise Centre Ltd. DECL works in partnership with Council to deliver economic development initiatives and enhance the prosperity and well being of the local economy and contribute to community development. It is therefore appropriate that the City of Darebin is the sole Member of the Darebin Enterprise Centre Ltd.
DECL has therefore recently written to Council requesting that, if Council is in agreement, DECL will amend its constitution so that the City of Darebin is the sole Member.
FINANCIAL IMPLICATIONS
Nil
FUTURE ACTIONS
The Chief Executive Officer to write to DECL on behalf of Council, acknowledging DECL’s achievements, advising that Council is willing to enter into an Memorandum of Understanding with DECL as outlined in this report and is also in agreement for DECL to change its constitution so that Council, as the major stakeholder in DECL, is the sole Member of the company.
(Jacqueline Healy, Director, Bundoora Homestead Art Centre left the meeting at the conclusion of this item – 7.59pm)
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7.5 NORTHLINK – REPORT FOR 2007/2008
MINUTE NO. 256
AUTHOR: Manager Economic Development - Sue La Greca
MANAGER: General Manager City Development - Kevin Breen
BUDGET IMPLICATIONS: Nil
SUMMARY:
Northlink is the regional economic development organisation for Melbourne’s Northern Metropolitan Region. It covers the municipalities of Darebin, Hume, Moreland, Whittlesea, Banyule, Nillumbik and Yarra, with Darebin, Hume, Moreland and Whittlesea being represented on the Board through their respective economic development staff.
Northlink has been operating since 1987 and has been instrumental in developing a partnership between local government, industry and education in the northern region, to further economic development. This collaborative approach to economic development has led to many achievements for the region.
This report informs Council of the general achievements of Northlink, highlighting those for the 2007/2008 financial year.
CONSULTATION:
Northlink executive and Board members.
COUNCIL RESOLUTION
MOVED: Cr. M. Kundevski SECONDED: Cr. M. Salata
THAT Council acknowledge the economic development achievements of Northlink for the Northern Melbourne Metropolitan Region.
CARRIED
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REPORT
BACKGROUND
Northlink was established in 1987 for the purpose of furthering economic development in the Northern Melbourne Metropolitan Region. Its mission is to facilitate sustainable enterprise and economic development in the northern region of Melbourne through: • Collaborating for the greater (regional) good • Working together, synergistically, to create better outcomes for all stakeholders • Understanding and representing the needs of the region • Encouraging diversity while remaining focussed on existing businesses and industry strengths • Attracting a “fair share” of available resources for regional development • Encouraging social justice • Being environmentally responsible.
Its vision is to establish the northern region as the pre-eminent and most progressive region in Australia through economic growth, employment growth, enterprise development, innovation and learning, environmental sustainability, social equity and quality of life.
The direction for Northlink focuses on the following key strategies: • Enterprise Improvement (to stimulate a culture of best practice and innovation in the region) • Knowledge and Information (to foster greater knowledge and understanding within the region of issues, trends, opportunities and resources) • Clustering, Collaboration and Partnerships (to facilitate organisations to develop and leverage off relationships within the region to turn knowledge and information into results) • Promotion and Communication (to raise the profile of the region as the best for business) • Strategic Regional Leadership (to challenge organisations to investigate and review their practices and embrace innovation).
Northlink is a partnership between local government, education and industry. Board members include representatives from: • City of Darebin • City of Hume • City of Whittlesea • City of Moreland • La Trobe University • Northern Melbourne Institute of TAFE (NMIT) • RMIT University • Kangan Batman TAFE • Northern and Western Area Consultative Committee • Food Process Engineering (food processing)
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• Imagination Mode (information technology) • RMD Metals (manufacturing) • Melbourne Airport • Community.
CORE ISSUES
Northlink has been able to continue and strengthen its role as the facilitator of cohesive regional partnerships within and between government, education and industry in Melbourne’s northern region.
Some of the major regional achievements have been: • Regional Business Ambassadors program. (Eddie McGuire, Paul Stoddart, Ahmed Fahour and the late John Ilhan were installed as regional business ambassadors for the north to promote business development). • Publication of Growing Melbourne’s North – Developing an Integrated Economy. (ABS census data and other information used as a basis for encouraging further business development) • Bi annual briefings to local elected representatives regarding economic opportunities for the north • Regional case for relocation of Melbourne’s Wholesale Markets from Footscray to Epping • Melbourne’s North – the Best for Business Program (promoting the northern region as the place to do business) • Productivity Commission Submissions • Export development programs • Business excellence programs • Greenhouse emission reduction programs • Business breakfast and networking program • Represented on the Committee for Melbourne (CFM) and hosted a CFM breakfast at Northcote Town Hall to showcase Darebin and its creative economy to major Melbourne business leaders. • Publication of “Northern Exposure” – an analysis of office and commercial accommodation issues in Melbourne’s North. • Continued support and Board representation to both Darebin (DECL) and Brunswick Business Incubators. Both incubators are fully tenanted, providing essential support for start-up businesses and are clear examples of the benefits that business incubators can offer new businesses.
Highlights for the year just past, 2007/2008 include: • Obtaining State Government funding to run the “Northern Business Achievers Award” where local businesses are acknowledged and rewarded for their achievements • Launch of “Northern Exposure” at a Property Council lunch with regional ambassadors Ahmed Fahour and Eddie McGuire attended by 500 people connected with the property development industry • Business breakfast series
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• Trade start export program, with 50 participating businesses and 19 export outcomes (currently working with 20 Darebin businesses) • Greenhouse Challenge Program where RMIT students worked with 13 businesses to reduce greenhouse gas emissions and save operating costs. Northlink has now been approached by the Federal Government to facilitate a national program • Enterprise Connect Program, working with businesses to review operations and identify ways to improve (currently working with 5 Darebin businesses) • Hosted the Annual KAIZEN Institute of Australia Congress “Creating a Workplace of Value” • Obtained State Government funding to undertake the second edition of “Growing Melbourne’s North – Developing an Integrated Economy” utilising the 2006 ABS census data • Instrumental in gaining government support for a $280 million state of the art, Biosciences Research Centre at La Trobe University, providing employment for approximately 400 people, with most of these being scientists • Instrumental in gaining government support for a multi million dollar education and training centre at the Northern Hospital in Epping.
FINANCIAL IMPLICATIONS
Nil
FUTURE ACTIONS
The City of Darebin to continue its membership of Northlink, working in partnership with other local governments, industry and educational institutions in the region to further the sustainable Economic Development of Melbourne’s North.
RELATED DOCUMENTS
Northlink Annual Report 2006/07
Northlink Strategic Plan 2007 - 2009
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7.6 FINANCIAL REPORT – 3 MONTHS ENDED 30 SEPTEMBER 2008
MINUTE NO. 257
AUTHOR: Financial Accountant – Michael O’Riordan
MANAGER: Acting General Manager Corporate Services – Bruce Dobson
BUDGET IMPLICATIONS: Year to date operating surplus of $53.9 million and capital works expenditure of $5.3 million.
SUMMARY:
A comprehensive financial review has been undertaken for the three months ended 30 September 2008 to assess the financial performance of Council year-to-date (YTD) and the actual financial position as at 30 September 2008. The outcome of the review indicates that Council has achieved a YTD operating surplus of $53.9 million and capital works expenditure of $5.3 million.
CONSULTATION:
Managers and Coordinators.
COUNCIL RESOLUTION
MOVED: Cr. C. Kelly SECONDED: Cr. V. Fontana
THAT the contents of the “Financial Report for the three months ended 30 September 2008” included as Appendix A to this report be received and the year-to-date actual and budget operating and capital results be noted.
CARRIED
REPORT
BACKGROUND
Under the Local Government Act 1989, at least every three months the Chief Executive Officer is required to present to the Council a statement comparing the budgeted with the actual revenues and expenses for the financial year to date. In complying with the Act, the attached report (see Appendix A) compares the actual and budgeted operating revenues and expenses and the actual and budgeted capital revenues and expenses for the three months ended 30 September 2008. It also compares the actual and budgeted movements in the Balance Sheet and Cash Flow Statement for that period.
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CORE ISSUES
Operating Performance
The Operating Performance for the three months ended 30 September 2008 is an operating surplus before capital revenue and other items of $53.2 million, which is $1.3 million ahead of budget. The main items contributing to this favorable variance are rates, user fees, capital grants, other income, employee benefits, depreciation and other expenses. These have been partially off set by an unfavorable variance in materials and services expenses. After capital and other items, the operating surplus is $53.9 million, which is $1.8 million ahead of budget.
Capital Performance
The Capital Performance for the three months ended 30 September 2008 shows that a total of $5.3 million has been expended on the capital works program, which is $0.4 million ahead of the budget. The variance is due mainly to timing differences on roads projects, plant and equipment and building works projects.
Financial Position
The Financial Position as at 30 September 2008 shows a cash balance of $25.0 million which is $3.7 million ahead of budget. The variance is due mainly to timing differences in the receipt of rates and user fees, payments to suppliers and GST amounts. The net current asset position is $61.4 million which is $3.6 million more than budget. The variance is due mainly to the higher cash and trade receivables and higher trade and other payables position compared with budget. The net asset position is $839.5 million, which is $2.3 million ahead of budget.
FINANCIAL IMPLICATIONS
The Financial Report for the three months ended 30 September 2008 shows that Council’s YTD operating result is a surplus of $53.9 million and $5.3 million has been expended on capital works.
FUTURE ACTIONS
A further financial report will be presented to Council for the 4 months ending 31 October 2008.
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7.7 GOVERNING DAREBIN 2008
MINUTE NO. 258
AUTHOR: Manager Customer and Civic Services – Ray McQuillen
MANAGER: Acting General Manager Corporate Services – Bruce Dobson
BUDGET IMPLICATIONS: Nil.
SUMMARY:
Governing Darebin was adopted by Council in August 2004 as ‘the overarching framework that describes and seeks to improve Council’s governance processes’.
During the 2004-2008 Council term of office, the Council has implemented a number of new governance initiatives and the electoral representation structure of the Council has been reviewed and changed.
This report presents Governing Darebin 2008 which updates the original document to reflect the current Darebin governance practices and foreshadows the need for further review in the new Council term to address the new legislation and the new three-ward electoral structure.
CONSULTATION:
Mayor and Councillors Chief Executive and General Managers Manager Social Inclusion and Diversity
COUNCIL RESOLUTION
MOVED: Cr. M. Salata SECONDED: Cr. M. Kundevski
THAT:
(1) Governing Darebin 2008 be adopted as a revised statement of Council’s commitment to good governance and a description of the structures, processes and decisions implemented by Council to maintain and improve governance practices. (2) Governing Darebin 2008 be referred to the new Council for review: • To reflect new requirements in relation to Councillor conduct principles and conflicts of interest, arising from the Local Government Amendment (Councillor Conduct and Other Matters) Bill 2008.
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• To address any new local representation processes arising from the new three ward structure. • To refresh and articulate the governance commitments of the new Council.
CARRIED
REPORT
BACKGROUND
Governing Darebin was adopted by Council in August 2004 as ‘the overarching framework that describes and seeks to improve Council’s governance processes’. The document evolved over a period of some 18 months. The themes were developed through a number of Councillor/Officer workshops around discussion papers on representative governance, participative governance and supporting civic society.
At the time of its adoption, significant amendments to the Local Government Act 1989 (the Local Government Democratic Reform Act 2003) were being progressively implemented. It was therefore recognised that Governing Darebin would need further refinement during the four year term of the Council.
During the 2004-2008 Council term of office, the Council has implemented a number of new governance initiatives and the electoral representation structure of the Council has been reviewed and changed.
The Local Government Amendment (Councillor Conduct and Other Matters) Bill 2008, currently before Parliament will significantly affect the Code of Conduct which is described in Part Three of Governing Darebin 2008.
Governing Darebin 2008 updates the original (2004) document to reflect the current Darebin governance practices and foreshadows the need for further review in the new Council term to address the new legislation and the new three-ward electoral structure.
CORE ISSUES
Good governance in the public sector makes a significant contribution to improving people’s lives. When local governments practice good governance, their communities are more connected and engaged, better services are provided, and more effective use is made of resources. In meeting the highest standards of public accountability, good governance produces better outcomes.
Good governance is highly valued by Darebin Councillors and the Council administration. Governing Darebin 2008 articulates our commitments and the processes by which good governance can be implemented and improved.
Governing Darebin aims to: • Inform the community about the role of local government, principles of good governance and Council’s commitments to ensuring representative democracy. • Provide an information resource for Councillors to guide and support them in fulfilling their important roles and responsibilities on behalf of the community that elected them.
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• Provide an overview of Council’s commitments to good governance, accountability and community participation.
The document is divided into five Parts.
Part One: Darebin – A Democratic City
This Part outlines the processes whereby Councillors are elected and Councils are established through the electoral process. The concept of continuous representation is given substance through discussion of the ways that Councillors are able to directly represent the concerns of the people of Darebin in the Council chamber and through leadership and advocacy. The broad decision-making framework and processes of Council are outlined.
There have been significant updates in Part One.
ElectoralU Processes • The electoral processes have been updated to reflect the current legislation. • The outcome of the electoral representation review of Darebin City Council by the Victorian Electoral Commission in 2007 is discussed. • The ‘Standing for Council’ section has been added including Council’s support for the Municipal Association of Victoria ‘stand for Council’ campaign. • The basis for Council’s decision to adopt ‘postal voting’ is outlined. • The proportional representation vote counting process is explained and Council’s views in respect to ‘above-the-line’ voting are documented.
ContinuousU Representation
• Challenges for the new Council in establishing processes and protocols to support local representation within the new multi-Councillor structure are foreshadowed.
Decision-MakingU
• The structure and processes for Council’s formal Committees have been included. • Sections on delegated decision-making and the role of Authorised Officers are described as significant components of Council’s decision making framework.
Part Two: Darebin – Roles and Relationships
This Part provides role descriptions for Councillors and the Mayor. It also discusses the approach taken at Darebin to the management of the all-important relationships that come into play in the formation of decisions. Protocols and standards for the relationships between the Mayor, Councillors and Council officers are presented.
There are only minor changes/updates to this Part.
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Part Three: Code of Conduct
This Part outlines Council’s current Code of Conduct which was adopted in May 2005 and reflects the current legislative requirements.
Requirements for Codes of Conduct will be substantially altered by the legislative changes proposed in the Local Government Amendment (Councillor Conduct and Other Matters) Bill 2008 currently before Parliament. The need to review this section in the new Council term has been highlighted.
Part Four: Darebin Community Engagement Framework
Part 4 of Governing Darebin (2004) was called ‘Participation – Darebin working together’ and outlined opportunities for citizens to participate in Darebin decision-making and decision-forming processes.
This Part has been renamed and substantially updated to describe the broader community engagement framework. It presents the main features, underlying principles and key Council directions around the five components of the community engagement framework, being • Customer service • Communication • Consultation • Collaboration • Celebration.
Part five: Transparent Governance
After Governing Darebin was adopted in 2004, the Council prepared its Council Plan 2005-2009, articulating its governance commitments under the ‘Democratic City’ strategic objective.
The ‘Democratic City’ commitments have been included in Governing Darebin 2008, along with a selection of governance initiatives undertaken during the 2004-2008 Council term. The trends in the key performance indicators adopted in the Council Plan have also been included.
Reference Material
Governing Darebin 2008 refers to various reports, documents and policies that provide further information concerning local government legislation, good governance, the role of councillors and Council processes. A list of reference materials and further reading is provided.
FINANCIAL IMPLICATIONS
Nil.
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FUTURE ACTIONS
• Publish Governing Darebin 2008 on Council’s website. • Include Governing Darebin 2008 in the Governance Reference Manual to be issued to Councillors elected in November 2008. • Copies of Governing Darebin 2008 be provided to the Municipal Association of Victoria and the Victorian Local Governance Association. • The new Council to be encouraged to review Governing Darebin 2008 to reflect new legislative provisions and to refresh and incorporate its own governance commitments.
RELATED DOCUMENTS
Local Government Act 1989 Governing Darebin (2004) City of Darebin Council Plan 2005-2009 – ‘4 Years 50 commitments’ Good Governance Guide – Good Governance Advisory Group (2004) Citizen to Councillor – a guide for prospective councillors - Municipal Association of Victoria (2008) The role of Mayor – a VLGA checklist - Victorian Local Governance Association Better Local Governance – a consultation paper prepared by Local Government Victoria (2007) City of Darebin submissions to Electoral Representation Review for Darebin City Council (March 2007). Final Report of Victorian Electoral Commission on the Electoral Representation Review for Darebin City Council (May 2007).
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7.8 REVIEW OF TREE PLANTING IN BUNDOORA PARK ADJACENT TO OAKDEN DRIVE, BUNDOORA
MINUTE NO. 259
AUTHOR: Manager Bundoora Park - Don Myott
MANAGER: General Manager City Services - Jeff Saker
BUDGET IMPLICATIONS: Within current Operational budgets
SUMMARY:
Due to concerns of residents from the Mount Cooper Estate regarding the perceived impact on the views of the city skyline that may result from proposed plantings along the Bundoora Park boundary adjacent to Oakden Drive, the Council, at its meeting on 18 August 2008, requested that Council Officers prepare a report reviewing tree planting at Bundoora Park along Oakden Drive in the Mount Cooper Estate.
This report provides the results of the community consultation and the planting proposal that achieves a reasonable balance between the park’s objectives and the residents’ concerns.
CONSULTATION:
La Trobe Ward Councillor Executive Management Team Manager Bundoora Park Coordinator, Bundoora Park Operations Manager Urban Development Manager Open Space Planning Design Consultants Local Residents
COUNCIL RESOLUTION
MOVED: Cr. S. Chiang SECONDED: Cr. M. Kundevski
THAT Council: (1) Note the results of community consultation and the preparation of the planting proposal attached as Appendix A to this report. (2) Note that as a result of discussions with residents on 15 October 2008 Appendix A will be amended to redesign the garden bed at the intersection of Oakden Drive, Parkview Crescent and Wallace Lane Bundoora to reduce the number of large trees from eight to four to ensure clear sight lines for traffic. Park staff will also liaise with residents prior to the planting taking place and a schedule of regular maintenance for the planting will be developed and implemented.
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(3) Note the residents’ support of the proposed planting plan with amendments as agreed on 15 October 2008. (4) Note the residents’ interest in assisting with future plantings within the park. (5) Resolve to proceed with the amended planting plan within Bundoora Park adjacent to Oakden Drive during autumn 2009.
CARRIED
REPORT
BACKGROUND
Bundoora Park was established on Crown Land by an Order-in-Council on 18 February 1969, twenty five (25) years prior to the development of the Mount Cooper subdivision.
Bundoora Park is a 180 hectare regional park attracting more than 750,000 visitors annually. Because of its size and natural environment, visitors participate in a wide range of leisure and recreational activities suitable for all ages. The park is accessible to all, and the public open space area which includes the playgrounds, picnic areas and barbeques are free of charge.
The Bundoora Park Master Plan was approved by Council in September 1998, and supported by the Department of Sustainability and Environment as the Park is located on Crown Land under the Crown Land (Reserves) Act. The plan provided a series of recommendations for the ongoing development of Park over a five year period from 1998. Extensive community consultation was undertaken during the development of the Master Plan.
The Master Plan provided the development of the Park in five distinct areas: • Zone 1 – Tourism Leisure Facilities • Zone 2 – Sporting Facilities • Zone 3 – Recreation Space • Zone 4A – Conservation Parkland, and • Zone 4B - Conservation Grassland/Bushland.
Zone 3 of the Park is determined as Recreational Space, and includes Mount Cooper, and the Kite Run Picnic Reserve. The Oakden Drive and Parkview Crescent area forms part of this Zone. In determining the sites for planting in Zone 3, the consultants were mindful that this area is the location of the Cross Country Circuit. Eleven events including the State Championships are held in this area and attract 15,000 to 20,000 people annually. The current circuit is rated as one of the best cross country tracks in Victoria. The consultant’s recommendation (in part) for this area included: • The encroachment of the Urban Land Corporation (ULC) housing subdivision into the Park requires screening which is sensitive to the Park and subdivisions residents. This to be achieved by: 1. Carry out land formation and mounding as required and establish mass-and-void character overstorey, understorey and ground cover plantings to soften the impact of the Urban Land Corporation s subdivision. 2. Ensure adequate width of plantings to screen subdivision from Park. Where possible maintain lines of site for private property owners over parkland and to distant views. • Urban Land Corporation residents to have defined pedestrian access to the Park.
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• The unique open parkland character needs to be retained throughout the Mount Cooper precinct. The area requires upgrading to ensure the long term suitability of this area for picnic and passive recreation. This to be achieved by: 1. Selective removal of degraded vegetation and accentuate the quality of mature specimens. 2. Establish additional plantings in mass and void configurations to highlight experience of open and closed spaces. 3. Tree surgeon consulted as to work to be undertaken to consolidate and maintain health of existing plantings.
From the site development plan and plant species palette contained in the 1998 Master Plan, the Urban Land Corporation as part of their subdivision requirements, undertook the first planting along the Park’s boundary with the subdivision. Since that time, Bundoora Park has continued the landscape plantings on the sites as outlined in the Master Plan and the approved annual work plan. The scope of these plantings has been determined by the annual budget and other resources.
Over the past six years, extreme drought conditions and high winds have caused extensive damage to existing trees throughout the Park. More than three hundred (300) trees have died and many medium to large specimens have been removed for safety reasons. Using existing resources, Bundoora Park has undertaken native and indigenous replanting in the main areas where the trees died or had been removed for safety reasons.
Since 1998, an annual customer survey on the needs of customers and their satisfaction on the progressive development of Bundoora Park has been conducted. Satisfaction currently rates at more than 85% and when questioned as to what park users needs and requirements are, the answers include additional trees, shelter belts and more areas to have picnics in shady areas.
The City of Darebin has an adopted Open Space Strategy 2008 which has been developed in consultation with the community and provides the following vision for Darebin's Open Space System:
"A well connected network of accessible open spaces that meets the diverse needs of the community and provides a range of social and environmental benefits"
Council has a responsibility to manage Bundoora Park, Crown Land for the entire Darebin population, the 750,000 visitors to the park annually, the Bundoora Park Friends Group, Darebin Creek Management Committee, Friends of Darebin Creek and the Community which has been consulted with on the Bundoora Park Master Plan. Council’s responsibility also extends to the greater community.
Trees are highly valued by the community providing visual and shade amenity and to provide habitat for fauna. Bundoora Park is an important Northern Region Conservation Park and flora management including ongoing tree planting remains critical to the continued development of this important park. Tree planting is a key to reducing wind impacts on remnant and existing vegetation, improving soil conditioning due to drought and contributing to improved water quality run off into the Darebin Creek and ultimately into Port Phillip Bay. Tree planting within this and other large Conservation parks is essential to Council’s commitment to climate change and reducing global warming.
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Due to increasing urban density within the City of Darebin, opportunities to plant large trees on private properties and naturestrips are significantly reduced. Therefore, the importance of large tree planting within parks particularly Conservation Parks under an Environmental Significance Overlay such as Bundoora Park is greatly increased. It is reasonable for the community to expect that tree planting would occur throughout Bundoora Park as it does in Crown Land Conservation Parks across the State. The following Open Space Strategy 2007 – 2017 principles and strategic directions demonstrate Council’s commitment to the community and provide specific direction for open space development:
"The enhancement of the open space network will achieve a range of social, environmental and community aspirations"
"Council is committed to high standards of master planning, landscape outcomes, conservation of natural and cultural heritage and presentation of open space."
"Council will continue to improve the open space system in accordance with the agreed development standards for the various types of open space"
"Conflicts regarding to the use of open space will be managed as they emerge so as to maximise access and benefits for all the community" "It is important to recognise the importance and function of the natural environment"
CORE ISSUES
ProposedU Planting along Oakden Drive
Planting inside the Park boundary along Oakden Drive Bundoora was included in the 2008/2009 operations plan as part of the National Tree Planting Day held on Sunday 27 July 2008. Bundoora Park was one of the official designated sites. Through local media outlets the residents of Mount Cooper Estate were encouraged to assist Bundoora Park to plant more than 300 trees, shrubs and ground cover as part of our contribution to this event. Staff marked out the areas on the Park boundary adjacent to Oakden Drive, prepared the beds for planting and purchased the native and indigenous plant stock from local suppliers.
Four beds were prepared for the plantings along Oakden Drive. The beds were five metres wide and varied between 18 and 30 metres in length along the Park boundary. As a result of this preparation, the local residents contacted park staff and the La Trobe Ward Councillor to voice their concerns and opposition to the planting of tall trees. This concern was related to the view the residents have of the city skyline and the potential for the proposed plantings to compromise this view, the fear of a reduction in the value of their property, the opportunity for undesirable activity to occur adjacent to their properties and the potential for damage to Council assets and infrastructure.
During the initial four meetings that park staff had with residents or a representative to discuss the proposal, the proposal to plant shrubs and plants that grow to less than three metres was supported. However, the residents continued to voice their concern with the planting of any tree species that grows in excess of three metres in height.
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Following these discussions, park staff engaged Robert Boyle Landscape Design Pty Ltd, the same consultancy that prepared the Master Plan, to consider the concerns of all stakeholders. As a result of discussions with park staff and site visits, the consultant prepared a proposal that maintains the Master Plan’s intent of planting along this boundary while maintaining views from Oakden Drive. The revised proposal requires the redesign of the previously proposed garden beds as currently marked on site in order to accommodate the change in design. The proposed planting palette also includes three species of trees that grow beyond three metres in height, which will be planted as part of this proposal. This revised proposal and planting palette is attached to this report as Appendix A.
A meeting to discuss the revised proposal (Appendix A) was held on 15 October 2008 and was attended by the La Trobe Ward Councillor, the Coordinator Bundoora Park Operations, the General Manager City Services and two residents. During the meeting it was agreed to redesign the garden bed at the intersection of Oakden Drive, Parkview Crescent and Wallace Lane to reduce the number of large trees from eight to four to ensure clear sight lines for traffic. The rest of the proposal including the planting of trees that grow beyond three metres was supported and it was agreed that park staff would liaise with residents prior to the planting taking place and that a schedule of regular maintenance for the planting would be developed and implemented. The residents also registered their interest in assisting with future plantings within the park.
The meeting concluded with agreement that the proposed plan be amended to incorporate the agreed changes and that the resident’s supported implementation of the revised plan during autumn 2009.
FINANCIAL IMPLICATIONS • Proposed plantings are within the current budget allocation • Maintenance requirements to be factored into future budgets
FUTURE ACTIONS • The planting proposal to be amended to reflect the agreed changes at the intersection of Oakden Drive, Parkview Crescent and Wallace Lane Bundoora. • Subject to the availability of plants, Council Officers to undertake plantings during the autumn 2009 planting season. • Park staff to liaise with residents during the implementation of the plan. • A maintenance plan for the area be developed and implemented.
RELATED DOCUMENTS • Bundoora Park Draft Management Plan 1996 • Bundoora Park Master Plan, September 1998 • Open Space Strategy 2007-2017 • Climate Change Action Plan June 07 - June 09 • Darebin Environment Policy
Page 36 COUNCIL MINUTES 20 OCTOBER 2008
7.9 PRESTON CIVIC PRECINCT – PROGRESS REPORT AND REVISED GOVERNANCE FRAMEWORK
MINUTE NO. 260
AUTHOR: Manager Major Projects - Nick Mazzarella
MANAGER: General Manager, City Development - Kevin Breen
BUDGET IMPLICATIONS: The current procurement stage of the project is jointly funded by Council and the Department of Planning and Community Development
SUMMARY:
This report provides a quarterly update to Council of the Preston Civic Precinct project and recommends a revised governance framework to better meet the probity requirements for the procurement phase of the project.
CONSULTATION:
Department of Planning and Community Development RSM Bird Cameron (Probity Auditor) Maddocks (Legal Advisor) Biruu Australia Pty Ltd (Commercial Advisor)
COUNCIL RESOLUTION
MOVED: Cr. M. Kundevski SECONDED: Cr. M. Salata
THAT Council: (1) Note the progress of the matters relating to the redevelopment of the Preston Civic Precinct as described in this report. (2) Approve the revised Project Governance Framework for the procurement phase of the project as advised by Council’s probity and legal advisors and outlined in Appendix A to this report.
CARRIED
Page 37 COUNCIL MINUTES 20 OCTOBER 2008
REPORT
BACKGROUND
This report provides a quarterly update to Council of the Preston Civic Precinct project and recommends a revised governance framework to better meet the probity requirements for the procurement phase of the project.
The Preston Civic Precinct Business Case study was adopted by Council on 21 July 2008 which recommended Option 2 as the preferred concept to best meet the Masterplan objectives. The Business Case study estimated the development cost of the preferred Option 2, to be in excess of $140 million. This level of investment will require a mix of private and public funding, with the majority of funds to come through the private development component of the overall development.
At that meeting Council also resolved to commence the procurement process.
CORE ISSUES
ProgressU Report
The Business Case study was prepared using the Department of Treasury and Finance ‘Gateway’ methodology as a robust market testing and feasibility process. It will facilitate funding consideration to the project by the State Government as well as give confidence to the development industry of the due diligence undertaken in relation to the project.
The keyU outcomes and benefits U of Option 2 identified by the Business Case study are: • Improvement in public access, visibility and civic space within the precinct. • The creation of an Intercultural Centre and Community Hub to accommodate a range of community service groups with a major focus on Darebin’s multicultural community. • The provision of approximately 125 residential apartments with 20% of these as affordable / social housing through a registered housing association. This has the ability to be a catalyst for revitalisation of the retail, residential and office markets in Preston Central. • The provision of additional Council office space to ensure future requirements of Council services can be accommodated and interconnected within the precinct. • The creation of commercial office spaces to enhance economic and employment growth in Preston, with in excess of 460 ongoing jobs, as well as many short term construction jobs. • The provision of car parking for the new residential and commercial uses within the precinct.
Such a transformation in the precinct will deliver significant social and economic benefits to the community at large to the total value of $1.1 billion, much of it within the City of Darebin. It will create a vibrant place for people to live and work and secure the long term future of the Preston Principal Activity Centre.
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Council also resolved to commence the procurement process, bearing in mind that no commitment on the process is necessary until the latter part of the timetable. Recent advice from Council’s Probity, Legal and Commercial Advisors has confirmed that the most effective procurement model is a three stage process. The first stage is a Request for Qualifications (RFQ) which is aimed to elicit the greatest response from the development industry in November 2008. Submissions to the RFQ will be assessed by an evaluation panel and a short-list recommended to Council in February 2009. Upon approval, the short-list will be invited to the second stage, being the Expression of Interest (EOI), which will seek more detailed submissions from developers to demonstrate their capabilities. An evaluation panel will assess the EOIs and make a final recommendation to Council of a small number of developers to be invited to the third and final stage, being the Request for Proposals (RFP) in mid 2009. The three tiered process continues the project momentum with key decision points aligned with critical funding opportunities from government. More importantly, it provides maximum confidence to the development market whilst not committing to a contract until the new Council is well briefed in 2009.
The impact of the recent international financial market crisis is yet unknown on the domestic development market. As the implementation timeframe is several years away (ie 2010 to 2015) and that the project can be staged to bring forward the public funded elements, the project is well situated to proceed to RFQ in the first instance. However during the next phase, the EOI will need to place a greater emphasis on the financial capacity of potential developers to undertake a project of this scale.
Discussions are continuing with State and Federal Government agencies to identify funding opportunities for the project. As part of this, additional information has been sought on some elements of the project, in particular the planning controls and the capacity of the existing utility infrastructure to meet the future demands of the development. This information will complement the previous due diligence studies conducted within the Business Case study.
The PDZ2 and the associated Preston Central Incorporated Plan setting out the built form of the Preston Civic Precinct were recommended by the Priority Development Panel for inclusion in the proposed Planning Scheme Amendment C68. As property owner and occupier, Council will make a submission to the Amendment for a change to the building height from five storeys to seven storeys within the Preston Civic Precinct and for the submission to be considered under due process. This will enable the residential component of the preferred development (Option 2) to be realised and enable the full economic benefit determined by the Business Case study to be accrued. However, a future developer will still need to apply for a planning permit as other provisions of the scheme will need to be addressed.
Discussions are also continuing with the Department of Planning and Community Development to secure the Preston Court House site for inclusion in the precinct redevelopment. The preferred use of this site in Option 2 is for housing, with a proportion proposed to be affordable / social housing.
With the support of the Member for Batman, the Hon. Martin Ferguson, communication channels have been re-established with Australia Post regarding the purchase of the Post Office site. This site is integral as it allows the precinct to be opened up to High Street. The site has now been valued and discussions will continue with Australia Post to reach an in-principle position prior to returning to Council for future direction.
Page 39 COUNCIL MINUTES 20 OCTOBER 2008
GovernanceU Report
As part of the governance framework for the project, RSM Bird Cameron was appointed as the probity auditor to validate the efficacy of the procurement process. RSM Bird Cameron is a well established consultant and has extensive experience in urban redevelopment projects such as this. Preliminary advice received from RSM Bird Cameron has recommended some minor revisions to the current project governance framework, specifically in relation to separation of governance roles into a Project Steering Group and a Project Control Group. The Project Steering Group is to have high level membership from Council and State Government to provide strategic direction to the project and a gate-keeping role on significant matters. The Project Control Group will remain focused on the detailed management of project processes and implementation of the delivery strategy.
The revised governance framework for the procurement phase of the Preston Civic Precinct is included in Appendix A, which also includes an updated project timetable.
FINANCIAL IMPLICATIONS
• The procurement phase of this project will be jointly funded via the Department of Planning and Community Development Expert Assistance Program and Council’s Capital Works Programs. • The impact of the recent international financial market crisis on the domestic development market is yet unknown. However, the project delivery strategy will consider this matter to ensure a competitive field of developers express interest in the project. • The Business Case study estimated the development cost of the preferred Option 2, to be in excess of $140 million. This level of investment will require a mix of private and public funding, with the majority of funds to come from a private developer.
FUTURE ACTIONS
• Continue discussion with the State and Federal Governments for funding opportunities and securing of the Preston Court House and the Australia Post office sites for the development.
RELATED DOCUMENTS
• Council Minutes – Preston Civic Precinct Business Case, 21 July 2008 • Council Minutes – Preston Civic Precinct – Property Matters, 21 April 2008 (Confidential Report) • Council Minutes – Preston Civic Precinct Development – Delivery Strategy, 19 November 2007 • Council Minutes – Preston Civic Precinct Masterplan, 2 April 2007 • Council Minutes – Preston Civic Precinct Masterplan, 20 November 2006 • “Preston Vision”, City of Darebin, 2000 • “Preston Central Structure Plan”, City of Darebin, September 2005
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• Darebin Planning Scheme Amendment C68 • “Melbourne 2030”, Department of Sustainability and Environment, State Government of Victoria, 2005
Page 41 COUNCIL MINUTES 20 OCTOBER 2008
7.10 AMENDMENT C91 TO THE DAREBIN PLANNING SCHEME: HERITAGE CONTROLS AT 418 MURRAY ROAD PRESTON – CONSIDERATION OF SUBMISSIONS
MINUTE NO. 261
AUTHOR: Strategic Planner – Jeremy Morgan
MANAGER: Manager Urban Development – Michael Ballock
BUDGET IMPLICATIONS: Within budget
SUMMARY:
Amendment C91 proposes to apply permanent heritage controls to 418 Murray Road, Preston. The Minister for Planning recently approved interim heritage controls for the site under Amendment C90, in order to provide protection for the land while an amendment to introduce permanent controls is considered by Council. Amendment C91 was exhibited from 7 August 2008 to 8 September 2008. A total of seven submissions were received in relation to the Amendment, including two objections, one submission in support and four submissions raising no objection. Council’s recent investigation as part of the work for the Darebin Heritage Study has found that the house at 418 Murray Road, Preston (built c1892) is of local historic and aesthetic significance. It is recommended that Council request the Minister for Planning to appoint an independent panel to consider the submissions.
CONSULTATION:
A Notice of Preparation of an Amendment was sent to owners/occupiers of the affected and adjoining land in accordance with Section 19 of the Planning and Environment Act 1987.
COUNCIL RESOLUTION
MOVED: Cr. S. Tsitas SECONDED: Cr. M. Kundevski
THAT Council: (1) Consider the submissions received in relation to Amendment C91. (2) Request the Minister for Planning to appoint an independent panel in accordance with section 23(1)(c) of the Planning and Environment Act 1987 to consider submissions to Amendment C91 to the Darebin Planning Scheme.
CARRIED
Page 42 COUNCIL MINUTES 20 OCTOBER 2008
REPORT
BACKGROUND
The Darebin Heritage Study aims to identify, document and protect sites of cultural, natural and Aboriginal significance across Darebin. The study will also review the existing sites and controls in the Darebin Heritage Review 2000 and identify new sites/areas of significance for protection.
Council’s recent investigation as part of the work for the Darebin Heritage Study has found that the house at 418 Murray Road, Preston is of local historic and aesthetic significance and that the site should be included in the Heritage Overlay with an individual listing in the Schedule to the Heritage Overlay.
Historically, the site at 418 Murray Road, Preston is significant as representing an early phase of development in Preston during the late nineteenth century as well as for its use as a private hospital during the mid-twentieth century. Aesthetically, the house at 418 Murray Road, Preston is significant as a relatively substantial and intact example of a Victorian Italianate villa with architectural features characteristic of that style and period.
On 15 April 2008, Council received a request to demolish the house at 418 Murray Road, Preston.
The Minister for Planning has recently approved interim heritage controls 418 Murray Road, Preston under Amendment C90 in order to provide protection for the land while an amendment to introduce permanent controls is considered by Council (Amendment C91).
Subject site – 418 Murray Road, Preston
Page 43 COUNCIL MINUTES 20 OCTOBER 2008
Subject site – South elevation
CORE ISSUES
Exhibition of Amendment
Amendment C91 was exhibited from 7 August 2008 to 8 September 2008.
Notice of Amendment C91 was provided as follows: • Notice in the Victoria Government Gazette on 7 August 2008 • Mail out to land owner and owners and occupiers of adjoining properties • Mail out to all authorities and Ministers prescribed in the Planning and Environment Act 1987 • Notice in the Preston Leader newspaper on 5 August 2008 • All Amendment documentation available at the Preston Customer Service Centre and the Darebin City Council website.
Submissions
Seven submissions were received in relation to Amendment C91.
Four submissions were received from referral agencies indicating no objection to the proposed amendment (EPA, Yarra Valley Water, VicRoads as well as a late submission from SPI PowerNet Pty Ltd). One submission was received in support of the Amendment, and two objections were received.
The concerns raised by the objectors are outlined and responded to as follows:
• The heritage overlay is unnecessary, unjustified and inconsistent with the surrounding streetscape.
Page 44 COUNCIL MINUTES 20 OCTOBER 2008
Council’s recent investigation as part of the work for the Darebin Heritage Study has found that the house at 418 Murray Road, Preston (built c1892) is of local historic and aesthetic significance. The assessment carried out by heritage consultants Context Pty Ltd states that historically, the house is significant as it provides evidence of an early phase of development in Preston during the late nineteenth century. It is one of the small number of relatively intact dwellings from this period within the suburb and a representative example of a substantial middle-class villa erected in Melbourne during the land boom. It is also of interest for its use as a private hospital during the mid-twentieth century. Aesthetically, the house is significant as a relatively substantial and intact example of a Victorian Italianate villa that has architectural embellishments and other elements that are typical of this style and period.
In order to conserve the heritage significance of this place, it is policy to conserve the fabric of the building/s or other elements that contribute to its significance. This does not mean that new development cannot occur, provided that it is carefully designed. Therefore, the site should be included in the Heritage Overlay with an individual listing the Schedule to the Heritage Overlay.
• Heritage controls would place restrictions on the site which are contrary to Melbourne 2030.
Amendment C91 is affected by Ministerial Direction No. 9 – Metropolitan Strategy, which has the purpose to ensure that planning scheme amendments have regard to the Metropolitan Strategy, Melbourne 2030 – planning for sustainable growth. The following direction and policy of the Metropolitan Strategy are relevant to the amendment: - Direction No. 5 – A great place to be - Policy 5.4 – Protect heritage places and values.
The Amendment is consistent with and implements the policy directions of Melbourne 2030.
• Heritage controls could prejudice the orderly development of the subject site and the adjoining site at 412 Murray Road.
Amendment C91 seeks to conserve the heritage significance of 418 Murray Road, however this does not mean that new development cannot occur, provided that it is sensitively designed.
The Amendment only applies to 418 Murray Road, and will not impact the orderly development of the adjoining site at 412 Murray Road.
The comments raised by the submission in support of the Amendment can be outlined at follows:
• Support the introduction of heritage controls for the subject site on the basis that the property’s history and architecture are of significance for the surrounding area.
In accordance with the Planning and Environment Act 1987, Council must undertake one of the following three options: a) Change the Amendment in the manner requested b) Refer the submission to an independent panel c) Abandon the Amendment or part of the Amendment
Having considered the submissions, Council is unable to agree to the objections raised to change Amendment C91. Therefore, it is recommended that Council request the Minister for Planning to appoint an independent panel to consider the submissions.
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FINANCIAL IMPLICATIONS
Within budget
FUTURE ACTIONS
It is recommended that Council resolve to write to the Minister for Planning requesting that an independent panel be appointed to consider submissions in relation to Amendment C91.
RELATED DOCUMENTS
• Statement of Significance for 418 Murray Road, Preston Context Pty Ltd
Page 46 COUNCIL MINUTES 20 OCTOBER 2008
7.11 DAREBIN CYCLING STRATEGY: ANNUAL PROGRESS REPORT – 2007/2008
MINUTE NO. 262
AUTHOR: Cycle Strategy Coordinator – Katie Dickson
MANAGER: Manager, Transport Management and Planning – Daniel Kollmorgen
BUDGET IMPLICATIONS: Within current budget parameters
SUMMARY:
Year 3 (2007/2008) of the Darebin Cycling Strategy (2005) has been very productive. This report summarises the achievements of the year and details progress towards targets outlined in the Strategy.
CONSULTATION:
Darebin Cycling Strategy Steering Committee – including Darebin Bicycle Users Group, Mayor, Transport Management and Planning, Community Health and Safety, Bushland Management, Community Health and Safety, Strategic Planning, Capital Works, Open Space Planning and Environmental Strategy.
COUNCIL RESOLUTION
MOVED: Cr. M. Salata SECONDED: Cr. M. Kundevski
THAT:
(1) Council note the contents of this report and the Cycling Strategy Implementation Plan as of October 2008 attached as Appendix A to this report which includes an itemised update on actions to date. (2) Council write to the Victorian Civil and Administrative Tribunal for inclusion in the forthcoming ‘directions hearing’, to strongly advocate for the connection of the Darebin Creek Trial to Main Yarra Trail. (3) A report on the progress of Darebin’s Cycling Strategy be presented to Council on an annual basis.
CARRIED
Page 47 COUNCIL MINUTES 20 OCTOBER 2008
REPORT
BACKGROUND
On 20 June 2005 Council adopted a Cycling Strategy for Darebin and formed a steering group to guide the development of the strategy. The Steering Committee has met 18 times over the first three years of the strategy and is comprised of Council officers from across eight functional units, and a representative of the Darebin Bicycle Users Group.
CORE ISSUES
Key Achievements
There has been significant progress on many areas of the Strategy, though with each stage the achievements are increasing hard won as the more difficult actions are addressed. However, there has been considerable success across the range of actions listed in the strategy. Appendix A outlines the Strategy’s five year program and provides an update on each of the actions undertaken since its launch in 2005. However, to gain a better insight into the achievements of the Strategy, some more detailed information is given below on the key projects of 2007/2008.
On-road cycle network construction:
• St Georges Road roundabout, Northcote: Following extensive consultation and working closely with VicRoads, a proposed plan to signalise the intersection was put forward for state funding. Following the announcement of $5.1 million funding for the project, Council has continued to work with VicRoads to ensure much improved conditions for cyclists through the intersection. This intersection has a long history of crashes involving cyclists (5 crashes between 2001 and 2005) and is a major deterrent for new cyclists using the St Georges Road shared path. Construction is planned for Autumn/Winter 2009.
• Elizabeth Street, Preston: Cycle lanes were installed between Murray Road and Bell Street connecting into the Principal Bicycle Network on Murray Road. The facilities also pave the way for future cycle connections through the development Kodak site within Moreland, west of Elizabeth Street.
• McColl to Lahinch Street, Preston: As an alternative north-south route to Plenty Road, cycle markings were added to this lengthy set of local quiet roads to guide cyclists and link up with existing cycle lanes on Victoria Street.
• Regent Street / Spring Street intersection, Reservoir: Following changes to the intersection by VicRoads as part of the Black Spot program, Council advocated for a redesign to incorporate bicycle facilities, in order to maintain continuity of the Regent Street cycle network. Council undertook the redesign and added a new ‘trial’ cycle design, using advisory lane markings to help cyclists on approach to the intersection going westwards. Observations show significant improvements in lane discipline of vehicles. The outcomes of this trial will be forwarded to other councils for their information.
Page 48 COUNCIL MINUTES 20 OCTOBER 2008
• Northland Shopping Centre: Considerable officer time has gone into upgrading cycle facilities as part of the Northland redevelopment. Cycle parking around the complex will be significantly improved and green cycle lanes leading up to Northland from Chifley Drive. Construction is planned for 2009.
Off-road cycle network construction:
• Darebin Creek Trail – Bridge into Banyule: A bridge over the Darebin Creek was finally constructed linking Darebin Parklands into Banyule. Darebin has now completed its part in the long awaited connection between the Darebin Creek Trail and the Main Yarra Trail. However there are significant problems identified in constructing the path through the City of Boroondara. A ‘second directions’ Victorian Civil and Administrative Tribunal (VCAT) hearing is expected in December 2008 and Darebin should apply to VCAT to be involved. It is recommended that Council strongly advocates for the connection of the two trails on the preferred alignment as outlined by Parks Victoria and City of Yarra.
• Darebin Creek Trail - Darebin Road underpass and missing link: In 2007/2008, additional funding was secured from Parks Victoria to enable this crucial missing link in the trail network to be filled. Permissions were granted from Melbourne Water and the designs approved. Construction is currently underway with a grand opening planned for March 2009.
• Merri Creek Trail Signage: One of the first actions of the Merri Creek Trail Review to be undertaken was to review and design a new set of directional, information and flood warning signage for the full length of the Merri Creek Trail, keeping consistency of style regardless of municipal boundaries. This task has been completed with manufacture and installation of the new suite of signs planned for 2008/2009.
• St Georges Road to Cheddar Road – centre line markings: With the increase in usage of the St Georges Road shared path, user behaviour needed to be more carefully controlled to maintain safety and comfort for users. Centre line-marking was added to the entire length of the route, from St Georges Road roundabout up to the top of Cheddar Road (boundary with Whittlesea). The line marking has helped define user movements and allows for safer overtaking when necessary.
• Hammersley and Broadhurst Bridges, Reservoir: Another urgent action from the Merri Creek Trail Review concerned the replacement of the Hammersley and Broadhurst Bridges over the Merri Creek which were prone to frequent and dangerous flooding. New bridges and approach paths have been designed with higher flood levels catered for. The construction of these bridges is expected to take place over the next two years, funding is also coming from Moreland Council and Parks Victoria.
• Darebin Creek Trail Signage: Following a review of the Darebin Creek Trail signage, a new suite of directional, information and flooding warning signage has been installed along the Darebin Creek. This project was funded jointly with Banyule Council.
• Macleod Station to La Trobe Link: The development of this walking and cycling link is part- funded by Department of Transport (DoT) through the Local Area Access Program (LAAP) as well contributions from La Trobe University, Darebin Council and Banyule Council. The feasibility and detailed design was completed, with construction planned for November 2008 - January 2009.
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Investigations and other work:
• North-South Walk-Cycle Links: A report was commissioned to investigate the need and potential to construct better north-south links between Darebin and Yarra, to facilitate the growth of cycling and walking. The multiple barriers created by the Merri Creek, major roads and the railway lines currently inhibit the growth of these active modes of transport and need to be addressed. Four major projects have been identified and will be investigated further in 2008/2009.
• Heidelberg Road, Alphington: Darebin and Yarra Councils have jointly commissioned an investigation into improving cycle facilities along Heidelberg Road. Despite the very poor environment for cycling, this route remains well-used due to the lack of alternative routes.
• Darebin Creek Trail northern extension: A feasibility study has been undertaken to investigate extending the Darebin Creek Trail further north along the creek to reach the municipal border with Whittlesea. Preliminary results are promising but innovative designs will be needed to overcome some physical barriers. Darebin will be seeking external funding to progress the project.
• Cycle parking: New and upgraded cycle parking has been installed in several activity centres including Reservoir (Edwardes Street), Lower Thornbury, Upper Northcote and Fairfield. Developer contributions are also being received for in the installation of cycle parking near new businesses, offices, shops etc.
• Super Tuesday Cycle Counts: This year a new system was introduced to collect data of the numbers of cyclists in Darebin. Along with neighbouring Councils, Darebin commissioned Bicycle Victoria to take cycle counts at 30 key locations, between 7am-9am on Tuesday 4 March. Results clearly showed where improvements need to be made to the cycle network, and that cycle numbers are growing very quickly where safe and convenient facilities are provided.
Education and Promotion:
• Schools: Four schools in Darebin have completed their School Travel Plans in which cycling forms a key mode, with two schools building cycle sheds. The Council bike trailer is still regularly borrowed by schools and community groups for bike education and confidence building.
• Love Living Local: A key component of the TravelSmart project “Love Living Local”, cycling is promoted, rewarding sustainable travellers with small gifts such as puncture repair kits and tyre levers, as well providing big prizes such as ‘My Smart Trolleys’ for bicycles.
• Going Places: The Darebin-owned sustainable travel reward scheme held two very successful member events last year, whilst also growing in membership by 20%. There are now in excess of 600 members
Targets
A series of targets was set out in the Cycling Strategy. Some targets can be reported on an annual basis while others such as those relying on the Darebin Household Survey results, are only reported biannually.
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Target Data Sources Progress for 2007/2008 Increase in all cycling - Annual cycle At 10 consecutively recorded sites: trips of 10% per annum counts (Super 2006: 1144 Tuesday) 2007: 1309
- Darebin 2008: 1975 (50.8% increase) Household Survey - Census Next year, data from 30 sites can be compared as part of Super Tuesday counts. Increase cycle ownership - Darebin 2003: 36.6% rates amongst Darebin Household Survey 2005: 49.5% 2007: 45.4% residents by 3-5% per annum Comparing 2003 and 2007, cycle ownership has risen nearly 10%, the data from 2005 now believed to be an over-estimation. Increase the amount of - Council records 2005: 13 cycle parking by 20% 2006: 12 per annum 2007: 60 2008: 88 (46% increase)
New cycle stands in Edwardes Street, Thornbury, Upper Northcote, Fairfield, Johnson Street, Miller Street and other smaller locations. Increase the length of on - Council records 2005: 26km road cycle lanes by 10% 2006: 33km per annum 2007: 37km 2008: 41.5km (12% increase)
Increase the length of off - Council records 2005: 18km road cycle (and shared 2006: 19km use) paths by 5% per 2007: 20km annum 2008: 20.2km (1% increase)
2007/2008 provided an opportunity to plan future off-road shared paths, rather than focusing on construction. High costs of Darebin Road underpass project also contributed to financial difficulties in building other off-road shared paths. Increase in the number - Course providers 2006: 20 (Bicycle Victoria - Time to Ride) of places available on - Bicycle Victoria 2007: 36 (Jika Jika – Bike it, you’ll like it)) cycle courses run within 2008: 150 (Kingsbury Primary – Bike Ed) Darebin by 20% per annum (316% increase)
Reduce cycle accidents VicRoads 2005: 35 by 15% over next 5 years CrashStats 2006: 30 (16% decrease) 2007: 52 (73% increase)
The unfortunate rise in cycle casualties may correlate with the increase in rider numbers over the past year. No fatalities recorded however. This information will be referred to the Road Safety Strategy for further investigation.
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Target Data Sources Progress for 2007/2008 Increase participation in - Darebin Bicycle 2004/2005 – 1,000 local cycle events by Users Group 2005/2006 – 1,600 20% per annum 2006/2007 –1,887 2007/2008 – 2042 (8% increase)
Increase the number of Council records No is data available, as collation of data is difficult hits on the Council with the current website configuration. This website cycle page by indicator will be reviewed for relevance over the next 10% per annum 12 months.
Increase Bicycle Victoria - Bicycle Victoria Bicycle Victoria: DBUG Group: and Darebin BUG - Darebin Bicycle 2004: 1427 2004/2005 : 158 Membership. Users Group 2006: 1462 2005/2006 : 162 2007: not supplied 2006/2007: 205 2008: 1850 2007/2008: 226
FINANCIAL IMPLICATIONS
Year 3: 2007/2008
In Year 3 of the Darebin Cycle Strategy, Council spent $594,000 in the 2007/2008 financial year to investigate and deliver cycle infrastructure and educational programs - details given below.
$75,000 Darebin on-road Cycle Network and Principle Bicycle Network $10,000 Cycle parking $88,000 Path Replacement Program $30,000 Behaviour Change Programs $1,000 Community Health and Safety $20,000 Local Area Access Program – Macleod Station to La Trobe link $370,000 Shared path construction consisting of: $183,000 Darebin Creek Trail – Bridge into Banyule (Total cost of project: $366,000) $60,000 Darebin Creek Trail Signage – manufacture and installation $15,000 Merri Creek Signage feasibility and design (Total cost of project: $30,000) $15,000 Hammersley and Broadhurst Bridges (Merri Creek) feasibility & design (Total cost of project: $30,000) $97,000 Darebin Creek – Ford Crescent Shared path
Total spend by Darebin Council: $594,000 Total spend within Darebin including external funding: $807,000
Year 4: 2008/2009
Within this financial year (2008/2009), delivery of infrastructure improvements and educational programs of the Cycle Strategy is covered by a $1,107,000 budget – details given below. Again, please note that these figures however do not include the ongoing maintenance costs, operating costs and considerable officer time that is dedicated to fulfilling the actions of the Darebin Cycle Strategy.
$105,000 Darebin on-road Cycle Network and Principle Bicycle Network $15,000 Cycle parking
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$20,000 Carry over project – Normanby Avenue $15,000 Behaviour Change Programs (Total cost of project for cycling: $45,000) $95,000 Path Replacement Program $ 5,000 Community Health & Safety $30,000 Local Area Access Program – Macleod Station to La Trobe link (Total cost of project: $465,000)
$802,000 Shared path construction consisting of: $617,000 Darebin Creek – Ford Crescent Shared path. (Total cost of project $947,000+) $65,000 Merri Creek Signage – manufacture and installation $120,000 Hammersley or Broadhurst Bridge construction (Merri Creek) (Total cost of project: $300,000)
Total spend budgeted by Darebin Council: $1,087,000 Total spend budgeted including external funding: $2,062,000
FUTURE ACTIONS
• The Steering Committee to meet on 11 December 2008 and four times in 2008/2009. • Present to Council an annual progress report in September 2009. • Council write to VCAT to apply for Darebin to be involved in discussions regarding the connection of the Darebin Creek Trial to Yarra Creek Trail.
RELATED DOCUMENTS
• Cycling Strategy http://www.darebin.vic.gov.au/page/page.asp?Page_Id=2708&h=0HTU UTH
• Darebin’s cycling web pages: http://www.darebin.vic.gov.au/cyclingHTU UTH
Page 53 COUNCIL MINUTES 20 OCTOBER 2008
7.12 EAST RESERVOIR NEIGHBOURHOOD RENEWAL OPEN SPACE MASTERPLAN
MINUTE NO. 263
AUTHOR: Project Coordinator, Open Space Planning – Liz Cummins
MANAGER: General Manager Community Assets and Leisure – Geoff Glynn
BUDGET IMPLICATIONS: Additional funds required in line with Council adopted Masterplan
SUMMARY:
The East Reservoir Neighbourhood Renewal Open Space Masterplan is now complete. This comprehensive masterplan was prepared by a cross-departmental steering group and external consultant. This project sits in parallel to a number of different projects that form part of the East Reservoir Neighbourhood Renewal Iniative, seeking to increase local residents pride and participation in their local area.
This report provides a summary of the process, reports on the final consultation activities and outcomes and presents the East Reservoir Neighbourhood Renewal Open Space Masterplan for adoption by Council.
CONSULTATION:
Extensive consultation has been undertaken during the development of the East Reservoir Neighbourhood Renewal Open Space Masterplan including surveys, workshops, public meetings, public display, media releases, mailing lists and stakeholder consultation. This is detailed further on in this report.
The Masterplan consultation received 6 submissions and 214 resident survey responses and Council’s response to submissions made are clearly documented in the East Reservoir Neighbourhood Renewal Open Space Masterplan Report (internal document) which is available on request.
COUNCIL RESOLUTION
MOVED: Cr. C. Kelly SECONDED: Cr. V. Fontana
THAT Council adopt the East Reservoir Neighbourhood Renewal Open Space Masterplan, comprising the Overall Strategic Masterplan attached as Appendix A to this report and the TW Andrews Reserve Masterplan attached as Appendix B to this report and an associated $1.24 million work program, to guide public open space planning within East Reservoir and Kingsbury over the next 12 years.
CARRIED
Page 54 COUNCIL MINUTES 20 OCTOBER 2008
REPORT
BACKGROUND
Council determined in 2007 to undertake under the Neighbourhood Renewal Initative in East Reservoir a new Open Space Masterplan for the East Reservoir and Kingsbury areas to guide the planning, maintenance and development of the open space system over the next 10-12 years.
Council was initially briefed in July 2008 outlining the first stage of consultation and draft masterplan documents which included an Overall Strategic Masterplan and TW Andrews Reserve Masterplan. Key issues including the retention of the cycling velodrome, proposed new shared-path trail from Darebin Creek through the Melbourne Water Pipe Track and TW Andrews Reserve to make connections with the Broadway Shopping Precinct and recommendations surrounding better access through fencing reduction and increased amenity were presented and discussed.
CORE ISSUES
Process
The development of the East Reservoir Neighbourhood Renewal Open Space Masterplan commenced with the engagement of external consultant’s Thompson Berrill Landscape Design to undertake the analysis design and some of the consultation for the project. The first stage was a thorough review of existing Council Policy and Strategy and a number of other relevant documents. Site visits to all of the reserves were also undertaken by the consultant as part of analysis gathering at this stage.
A cross-council ‘Project Steering Group’ was established to guide the development of the masterplan. Representatives from Open Space Planning, Community Development, Asset Strategy and Infrastructure Planning, Leisure Services, Darebin Parks, Bushland Crew, Youth Services, Capital Works, Community Health and Safety, Transport Planning and the Ageing Communities Branches/Units began by looking at issues, values and opportunities for the study area. Involvement with other East Reservoir Neighbourhood Renewal Groups such as the ‘Housing & Environment Action Group’ and ‘Health and Wellbeing Group’ have provided a broader context of the role of Neighbourhood Renewal for this project.
The initial stage of consultation was part of the research phase. During this phase a survey asking questions about local open space areas was distributed to 4000 households in the East Reservoir and Kingsbury areas. A series of workshops were also held at Council, the East Reservoir Neighbourhood Renewal Hub and East Reservoir Senior Citizen’s Centre. This enabled us to gather information pertaining to existing issue, values and opportunities throughout the study area prior to commencing any design work for the project.
Once the draft Masterplan was complete, a further phase of consultation was again undertaken with a further survey distributed to 4000 households, further workshops held at Council, the East Reservoir Neighbourhood Renewal Hub and East Reservoir Senior Citizen’s Centre. Oakhill Ward Councillor Chris Kelly was involved in particular with facilitating discussion between local groups and Council in regard to the masterplan recommendations. A final display public display period also took place prior to the finalisation of the plan, to advise the public of further changes that had been made to the masterplan documents and masterplan report.
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The City of Darebin worked very closely with representatives from the East Reservoir Neighbourhood Renewal project to ensure that all consultation, outcomes and project priorities sat within key goals for the renewal project. A large amount of positive feedback has been received as a result of the consultation undertaken. We have also worked closely (with the assistance of our ‘Ageing Persons Unit’) with the East Reservoir Senior Citizen’s Centre and will continue to meet with a core group from the centre to keep them updated on the development of the project and answer any questions they might have to support them through changes that will impact upon their centre.
Other relevant agencies and organisations that are key stakeholders in this project are as follows. They were also consulted and continue to be updated on the progress of the project: • Darebin Creek Mangement Committee • Reservoir Leisure Centre • Melbourne Water • Office of Housing • Victoria Police.
Community Consultation
Community consultation has occurred over a 9 month period contributing to the development of the Masterplan. A dedicated web page was developed within the Council website providing updates on project progress and access to all documentation for the project.
AdvertisingU U - The Communication Branch assisted with Media releases throughout the process and the project was further promoted through the Darebin News. All information for public comment was st nd advertised in the Preston and Northcote Leaders throughout the 9 month process. The 1P P and 2P P Draft were available to view at key local locations including the Preston Customer Service Centre, Preston Library, East Reservoir Neighbourhood Renewal Community Hub, and Reservoir Leisure Centre at TW Andrews Reserve.
st MarchU - April 2008 U – Research and Needs Analysis formed the 1P P stage of community consultation. 4000 surveys were distributed to local residents in the East Reservoir and Kingsbury areas to provide comment on existing open space in their local area between 6 March - 4 April. A workshop was held with relevant agencies and sporting groups on 12 March and further community workshops at the East Reservoir Community Hub on 28 March and East Reservoir Senior Citizen’s Centre on 2 April. City of Darebin staff from the Open Space Planning branch also attended the Reservoir Community Festival on 13 April providing information and the opportunity for feedback from the public.
st JulyU - August 2008 U –With the release of the 1P P Draft Masterplan a further 4000 surveys were distributed to local residents in the East Reservoir and Kingsbury areas to provide comment on key proposals of the Masterplan between 15 July – 8 August. Presentations were also made to relevant agencies and sporting groups on 23 July, as well as community presentation sessions at the East Reservoir Community Hub on 17 July and East Reservoir Senior Citizen’s Centre on 13 August. The st release of the 1P P Draft Masterplan was advertised in the Northcote and Preston Leader newspapers.
SeptemberU 2008 U – Several amendments were made to the masterplan documents and were therefore placed on further public display from 15-26 September at 3 key locations and the public were encouraged to respond with feedback via a comment sheet. The final public display was advertised in the Northcote and Preston Leader newspapers.
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The following is a summary of surveys and submissions received: • 107 surveys were returned to Council in response in the Initial Consultation Phase st • 6 submissions received in response to the 1P P Draft Masterplan st • 107 surveys were returned to Council in response to the 1P P Draft Masterplan.
The Masterplan Vision
The East Reservoir Neighbourhood Renewal Open Space Masterplan project includes two key plans – The Overall Strategic Masterplan and TW Andrews Masterplan. The intent is to develop and maintain a well connected and diverse community parkland area. Key to this is the objective of providing a balance between active and passive recreation, increasing service levels and appearance of open space, promoting habitat, landscape and environmental diversity, as well as increase local residents pride and participation in their local area. The following are the key strategic directions for the Masterplan: • Scope suitable locations for the development of a new community garden project • Provide better access by strategically removing or reducing fencing • Establish a direct path link from the existing Darebin Creek Trail through the Melbourne Water Pipe Track Link into TW Andrews Reserve to further connect on-road to the Broadway Shopping Precinct • Provide more formalised secondary pedestrian paths including a circuit path around the velodrome at TW Andrews Reserve • Investigate the opportunity for a community arts project in the East Reservoir area • Develop new picnic area / community hub at TW Andrews Reserve • Replace existing BMX track with a new youth area, including half-basketball court at TW Andrews Reserve • Provide additional street tree and park tree planting, as well as strategically located lower storey planting to enhance the existing environment • Protect existing remnant vegetation along the Darebin Creek and provide active revegetation in key areas • Improve interpretive, regulatory and way-finding signage in all reserves • Upgrade existing playgrounds at TW Andrews Reserve, Scott Reserve, and consolidate playground at Clements Reserve • Upgrade seating and paths throughout all reserves • Provide direction in regards to the management and maintenance in all reserves • Improve service levels and the appearance of all reserves.
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Key Issues of the Masterplan
Cycling Velodrome – TW Andrews Reserve
The TW Andrews Reserve is one of two competition track cycling facilities within the City of Darebin, the other being the indoor facility at the Darebin International Sports Centre (DISC) in Thornbury. The velodrome is currently used by the Preston Cycling Club who also leases the adjacent pavilion. One of the key objectives of this project was to assess the current use of the facility and scope the potential retention or removal of the facility based on community feedback and budget implications.
Consultation with the community indicated that whilst the Preston Cycling Club has a relatively small membership, informal community use of the facility (both track and internal grassed area) is relatively high and certainly comparable to community use of other facilities at the reserve (such as the playground). There appears to be a strong association between the Leisure Centre Facilities and use of the velodrome for cross-training purposes, including triathlons. It is anticipated that with the development of shared paths to TW Andrews Reserve from the Darebin Creek, that this informal use by cyclists and other members of the community will only increase.
It has therefore been the recommendation of this Masterplan that the cycling velodrome be retained for the immediate term and opportunities to provide better public access to the track and central grassed area are investigated. Management of the cross-over of these activities will need further discussion and an appropriate strategy and regulatory signage are recommended by the Masterplan to ensure the safety of all users of the facility and to minimise exclusive use.
Council’s long term vision for cycling in Darebin is yet to be discussed and will form part of the review of the ‘Sports in the North’ Strategy which will be undertaken in the coming years. It is anticipated that this will provide direction as to the long-term future of the velodrome facility.
Community Gardens Project
The Community Gardens project is funded by the Department of Human Services through Neighbourhood Renewal and is supported by Darebin City Council.
The project aims to address community need in the areas of social connectedness, food security, increased physical activity and healthy eating as demonstrated through the East Reservoir Neighbourhood Renewal Community Action Plan and Community Survey. It will bring the diverse East Reservoir community together to share food, time and resources in welcoming surroundings, supported by local Council, Office of Housing and local partner agencies.
Council’s ‘Open Space Strategy’ outlines that ‘consideration should be given to details surrounding the establishment and operation of a community garden as part of the existing Open Space System’. A Council staff working group has been established within Council to further investigate management models, land availability and site selection, as well as further develop rigorous criteria to consider the likely success of any proposals.
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Fencing in Parks
There is currently a large amount of very high steel chain mesh fencing surrounding the Senior Citizen’s Centre, Preston Cycling Club pavilion and Reservoir Leisure Centre in TW Andrews Reserve and around other sporting club pavilions and facilities in other parks. This project is committed to the strategy of appropriate fence reduction or removal as a mechanism for encouraging better appearance, access and more active use of all parks.
Concerns regarding personal safety and vandalism to buildings in light of the proposed fencing changes were raised by the East Reservoir Senior Citizen’s Centre and various other sporting groups during the consultation. While these concerns are acknowledged by Council, it is felt that a broader term vision of ‘opening up’ the park is required in this circumstance to encourage wider more active community use and that this in turn will provide better surveillance and a long-term community strategy for dealing with inappropriate behaviour in parks.
A core group has been formed from the East Reservoir Senior Citizens Committee of interested members to meet with representatives from Council to work through the change issues surrounding the fence removal and reduction and re-alignment of the car park layout. This is to produce a successful outcome in terms of moving forward with the project, as well as gaining the Senior Citizens confidence in the project.
In regard to concerns raised by other clubs it is expected that further consultation will be undertaken with clubs prior to any action being taken. It is therefore proposed that all fencing reduction or removal will occur in stages and effective and prompt management responses will be put in place to deal with any inappropriate behaviour that occurs as a result of the fencing removals.
Environmental Values in Parks
The reserves that collectively make-up the study area for this project are 43 hectares of open space. This open space falls mostly into Parkland or Sporting categories under the Open Space Strategy, with some reserves along the Darebin Creek Corridor having a secondary category of Conservation Parkland. These categories define the character and use of the open space and also set development standards for how these categories should be developed, protected and managed for the future.
As the Open Space Strategy recognises the importance and function of the natural environment generally, it has developed clear direction in regard to promoting the use of responsible environmental practices, protection of fauna and ecological sustainability in all aspects of open space management.
The Parkland or Sporting category refers to open space that is used mostly for a range of informal recreation activities or are for the playing of organised sporting activities. Examples of this in the Masterplan study area would be TW Andrews or KP Hardiman Reserves. In these reserves environmental values extend, but might not be limited to management practices, use of sustainable materials, and animal management in open space. In the case of animal management in the parkland and sporting category of open space, Darebin’s Animal Management Strategy guides the designation of dog/cat on-lead and off-lead areas. This document is reviewed annually.
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Within the Masterplan study area a number of reserves along the Darebin Creek Corridor fall into the category of Conservation Parkland, in both the primary and secondary category. An example of this would be Beenak McMahon or Scott Reserves. These are areas of previously disturbed land which have been developed to provide bushland-like settings with habitat-value for wildlife and often cater for low-key recreational activities. In these reserves the promotion and preservation of environmental values are higher, extending further to include: protecting and generally increasing vegetation, supporting the continued development of indigenous vegetation, providing suitable interpretative signage to raise public awareness and management of animals. Management of animals in Conservation Parkland is also guided by Darebin’s Animal Management Strategy, however in this open space category it is understood that all reserves are clearly designated as dog/cat on-lead areas.
The East Reservoir Neighbourhood Renewal Open Space Masterplan demonstrates the differences between these differing categories of open space through its recommendations for each individual reserve. For example the landscape recommendations for TW Andrews Reserve outline street tree and general tree planting in the reserve of both native and exotic species of trees and additional lower storey planting in keeping with the parkland character of the local area. By contrast Scott Reserve recommends the protection of existing Eucalyptus cameldulensis (Red Gums) and undertaking revegetation work in keeping with the creek corridor’s character.
This Masterplan also refers to the guidleines set out the State Government ESO (Environmental Sensitivity Overlay) planning conditions and the Darebin Creek Management Plan in it recommendations to ensure appropriate development and management of these areas.
All of this keys back into the vision of Darebin’s Open Space Strategy to provide ‘a well connected network of accessible open spaces that meet the diverse needs of the community and provides a range of social and environmental benefits’.
FINANCIAL IMPLICATIONS
The City of Darebin provides funding in the Capital Works Budget for Open Space Planning. There is currently funding available through the 4 year program for the implementation of this Masterplan, however further funding for Open Space Capital Works will be required to deliver works as per the recommendations of the Masterplan. Additional funding opportunities will also be investigated where possible. An estimate of project cost has been prepared, taking into consideration the operational and maintenance implications of the Masterplan recommendations. This provides us with important information in terms of future financial planning for the project. The overall cost for implementing this project has been estimated at 1.24 milllion dollars.
FUTURE ACTIONS
Once adopted the East Reservoir Open Space Masterplan will then move into its first year of capital works implementation for the 2008/2009 financial year, as Council has approved funding for the next 4 years for the implementation of the Masterplan. It is also intended that additional funding opportunities will be sought within the next few years from State Government agencies to also assist with the implementation of this project.
An annual report will be prepared for Council to monitor progress on the development and implementation of this project.
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RELATED DOCUMENTS
• East Reservoir Neighbourhood Renewal Open Space Masterplan Report - October 2008 (internal use only) • Darebin Open Space Strategy (2007-2017) • Darebin Animal Management Strategy • Appendix A – East Reservoir Neighbourhood Renewal Overall Strategic Open Space Final Masterplan – October 2008 • Appendix B – TW Andrews Reserve Final Masterplan – October 2008
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7.13 UPDATE REPORT ON SERVICE DEVELOPMENTS FOR KINDERGARTENS
MINUTE NO. 264
AUTHOR: Manager Early Years and Children's Services - Cheryl Hermence
MANAGER: General Manager Communities and Culture - Jan Black
BUDGET IMPLICATIONS: Nil
SUMMARY:
This report provides an update on developments for kindergarten services in regard to work being done with the State Government and kindergarten providers following on from a report to Council on 6 August 2007. Council has been funded to undertake a Kindergarten Access and Participation Project as one of 14 sites aimed at increasing kindergarten enrolment and attendance by identifying the local barriers.
CONSULTATION:
Kindergarten and Child Care Centre Committees of Management State Government
RECOMMENDATION
THAT Council endorse this update report on service developments for Kindergartens.
COUNCIL RESOLUTION
MOVED: Cr. D. Asmar SECONDED: Cr. S. Tsitas
THAT Council receive a report on the review of central enrolment policies and procedures when completed in 2009 and that the review consider eligibility criteria including family’s place of residence.
CARRIED
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REPORT
BACKGROUND
A Council report on 6 August 2007 on the status of the Pre-School Enrolment System noted developments for kindergarten services in regard to work being done with the State Government and kindergarten providers.
The Pre-School Enrolment Service has been operated by Council on behalf of the kindergarten services in the municipality for over ten years. Families can register their children for three and four year old kindergarten placement at 19 kindergartens and 5 child care centres from the age of two years. The service’s priority is placement of four year old children in State funded kindergarten programs with three year old places allocated depending on service demand.
Each year commencing in July the Pre-School Enrolment Service offers places to these children (for the following kindergarten year) in accordance with the well established procedures for allocating children. The basis of the Pre-School Enrolment Service is that the process of allocating places is fair and equitable for all families in the municipality.
Over the past five years there has been an increase in the number of children wanting to access three year old sessions and this is likely to continue to increase given State and Federal Government initiatives in promoting the value of early childhood care and education for all children.
The August 2007 Report noted that anecdotal evidence (from local primary schools) suggested that there are children (particularly children from vulnerable families) entering school that have not participated in a State funded kindergarten program.
CORE ISSUES
• To date after the completion of third round offers the Pre-School Enrolment Service has allocated 1470 places to families on the 2009 waiting list (974 four and 496 three year old children). • As in previous years approximately 10%-15% of families decline offers for a variety of reasons (for example: deferring their child’s entrance to kindergarten until 2009, family circumstances have changed and kindergarten place no longer required, child accessing a child care program). • For families that have not received an offer at any of their three preferences are being contacted and offered other available vacancies. This process continues so vacancies occurring at services as family circumstances change and positions are relinquished they are filled by waitlisted families. By the start of the kindergarten year the majority of families wanting to access a funded four year old kindergarten year will accommodated. • With the increase in demand for three year old sessions Committees of Management are looking at available program time at kindergarten sites and balancing the needs of their families with the requirement to deliver funded four year old kindergarten services. Council is working with Committees to look forward and plan for services for families for the future. Two Neighbourhood Houses have joined the Pre-School Enrolment Service and are offering three year old sessions to families.
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• The State Government has a commitment for all children to access high quality affordable kindergarten programs in the year prior to school entry and has developed strategies aimed at improving this access. One of these strategies is to fund the Kindergarten Access and Participation Project with funds received from the Federal Government as a Council of Australian Governments (COAG) initiative. Darebin is one of 14 local government sites chosen to participate in this project which is aimed at increasing kindergarten enrolment and attendance by identifying the local barriers, that is addressing the access to kindergarten for children from vulnerable families. Council has received funding from October 2008 to April 2009 to complete the project. • Work already undertaken at State and local levels has identified that there are a range of barriers for some children in accessing a kindergarten program for example: financial barriers, lack of knowledge of the benefits of kindergarten, transport issues and difficulties in communication. • The following are the Proposed Actions for Darebin’s Kindergarten Access and Participation Project: o Identification of local barriers to Kindergarten Participation − Data Collection and Analysis of Prep children in 2008 and attendance at Kindergarten. − Consultations with schools, agencies and parents to identify barriers to attendance and to look at perceptions of what a Kindergarten program offers. o Central Enrolment Policy Review Review current Central Enrolment Policy paying attention to aspects of the Policy which may prevent families from applying for a place at Kindergarten. Consultations with Committees of Management, community agencies in the municipality, parents and staff. Council’s partnership with services in allocating three and four year old places is included in the review. o Partnerships with Kindergartens and Child Care Centres Conduct information sessions for Kindergartens and Child Care Centres to provide information on barriers to Kindergarten. Form working groups to consider such things as hours of operation, style of program, recognition of diversity and community relationships. o Partnership with Schools Form a Working Group with school/s where there are a number of children in Prep who have not attended Kindergarten. The Working Group will look at a range of strategies to engage families and promote the value of early childhood programs and Kindergarten. As part of this working group strategies to engage our diverse community will be developed. o Professional Development Consideration will be given to providing Professional Development for staff in both Early Childhood and Primary School staff if required. o Marketing A poster promoting Kindergarten will be developed and distributed throughout the municipality. Consideration will be given to translating the flyer for communities/ethnic groups identified through the data analysis as not attending Kindergarten.
• The State Government has also committed to funding all children whose parents are Health Care Card holders to a free kindergarten year. Evidence indicates that children from vulnerable families are the most in need of and benefit most from early care and education programs such as kindergarten. It is anticipated that this will remove one of the barriers to attendance for vulnerable children.
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FINANCIAL IMPLICATIONS
Funding of $40,000 received from the State Government for the Kindergarten Access and Participation Project.
FUTURE ACTIONS
• Complete the Kindergarten Access and Participation Project and inform Council of Project Results. • Continue to work with the State Government and kindergarten providers to target vulnerable children and families in accessing kindergarten programs.
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7.14 THE CITY OF DAREBIN GRAFFITI MANAGEMENT STRATEGY 2008-2012
MINUTE NO. 265
AUTHOR: Community Health and Safety Project Coordinator - Natalie McGlone
MANAGER: General Manager Communities and Culture - Jan Black
BUDGET IMPLICATIONS: There are no budget implications that result from this report.
SUMMARY:
The Darebin Graffiti Management Strategy 2008-2012 outlines Council’s long term plan for reducing graffiti in Darebin with a view to enhancing perceptions of public safety. The strategy draws upon evidence based graffiti management principles, focusing on graffiti prevention, clean up and enforcement of the criminal law.
The proposed Graffiti Management Strategy 2008-2012 will operate within the context of DAREBINsafe: the Community Safety Plan and its implementation will be the responsibility of the Community Health and Safety Unit, however, the strategy applies to all work areas across Council including Arts and Cultural Development, Economic Development, Youth Services, Urban Planning, Local Laws, and areas with responsibility for graffiti clean up including Darebin Parks, Facilities Maintenance and Roads Infrastructure. The strategy also relates to Council’s partnership with external stakeholders including Victoria Police, Connex, Yarra Trams, VicRoads and Reservoir Community Correctional Services (Department of Justice).
CONSULTATION:
The key principles of the Darebin Graffiti Management Strategy 2008-2012 were devised following three separate phases of consultation with internal Council staff and external stakeholders between June 2008 and October 2008. An independent consultant was engaged to provide a consultation with internal Council staff on 5 June 2008, and a consultation with community groups on 22 July 2008. Neighbourhood Watch, Victoria Police and the Department of Justice were amongst those present at the community consultation.
Staff from Council’s Community Access, Health and Safety Unit undertook a number of separate interviews with young people in Darebin with an interest in urban art, as well as youth representatives on Council’s On Track Group and Ethnic Youth Group.
The draft Darebin Graffiti Management Strategy 2008-2012 was made available for public viewing and feedback between 22 September 2008 and 7 October 2008. The Darebin Local Safety Committee and the Darebin Graffiti Reduction Working Group were both engaged during the consultation process.
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COUNCIL RESOLUTION
MOVED: Cr. M. Salata SECONDED: Cr. D. Asmar
THAT Council adopts the City of Darebin Graffiti Management Strategy 2008-2012 attached as Appendix A to this report.
CARRIED
REPORT
BACKGROUND
The Darebin Graffiti Management Strategy 2008-2012 has been developed following an extensive review of graffiti management processes and programs at Council including the original Darebin Graffiti Reduction Strategy that was adopted by Council in 2002. This review was undertaken in response to the introduction by the State Government of the Graffiti Prevention Act 2007 which provides Councils with increased responsibilities for enforcing restrictions on the sale of aerosol spray paint cans, and for removing graffiti on private property where graffiti is visible from a public place. The legislative changes which were introduced in November 2007 prompted Council to develop its first Graffiti Management Policy which was adopted by Council in July 2008. The Policy articulates Council’s stance in relation to the Graffiti Prevention Act 2007, formalises procedures for the management of graffiti, and specifies Council’s commitment to enhancing perceptions of public safety, and to removing graffiti in accordance with environmentally sustainable development principles.
The Darebin Graffiti Management Strategy 2008-2012 builds on and reinforces Council’s Graffiti Management Policy, and promotes a coordinated graffiti management response across Council, combined with an approach that encourages the community to take responsibility for graffiti prevention and clean up on private property. The purpose of the Strategy is to provide the City of Darebin with direction concerning the long term management of graffiti with a view to enhancing community safety.
This report provides a summary of the process by which the Darebin Graffiti Management Strategy 2008-2012 was developed, reports on the final consultation activities and outcomes, and discusses the key Principles of the Darebin Graffiti Management Strategy 2008-2012.
Process
The development of the Darebin Graffiti Management Strategy 2008-2012 commenced with a thorough review of Council’s current graffiti management processes and an examination of current and future challenges for Darebin with regard to graffiti management. Initial scoping was undertaken including data collection of reported incidences of graffiti, and extensive mapping of graffiti hot spots and trends.
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Council staff investigated graffiti management strategies and policies utilised in other Local Government areas including the City of Banyule, Yarra, Moreland, Maribyrnong, Melbourne, Brimbank and Greater Dandenong. Information provided by other Councils was then discussed at Council’s Graffiti Reduction Working Group with a view to identifying opportunities for improving graffiti management processes in Darebin. The Working Group included internal Council staff members as well as representatives from the following external organisations: • Department of Justice • Reservoir Community Correctional Services • VicRoads • Victoria Police • Yarra Trams • Connex • Preston and Reservoir Trader’s Association.
Following discussions of the Working Group, Council undertook a series of consultations with internal staff and the community as described above.
Consultation outcomes
The consultations on the Graffiti Management Strategy 2008-2012 revealed that residents’ attitudes towards graffiti are mixed. Within Darebin there are advocates of allowing graffiti to continue, and there are advocates of a zero tolerance approach to eradicate graffiti completely. Nevertheless, some key issues emerged from the consultation discussions including: community safety promotion, community education about graffiti prevention and removal, promotion of environmentally sustainable methods of graffiti removal, development of youth graffiti education and diversionary programs, and enforcement of the criminal law in relation to the sale of spray paint cans.
The need for Council to provide a clear distinction between graffiti and community art was also identified. The findings of the consultations revealed that residents are typically annoyed by tagging, which they regard as ‘unsightly’, however, they are strongly supportive of legitimate community art, particularly in areas where it can be used to express the cultural diversity and character of a local area, and deter graffiti taggers.
CORE ISSUES
The City of Darebin Graffiti Management Strategy 2008-2012 seeks to present a balanced graffiti management approach, incorporating an understanding of graffiti culture; safety promotion; the expectations of residents in Darebin, and evidence based knowledge about how unsightly graffiti vandalism can be effectively prevented and reduced. The strategy promotes a whole-of-community response to graffiti management that includes Council, residents, businesses, community organisations and graffitists.
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Principles of the Graffiti Management Strategy 2008-2012
The following key themes concerning graffiti management were identified during the community consultations, and have been incorporated into the Graffiti Management Strategy 2008-2012 as ‘Principles’:
1. Maintenance of public amenity • Council will ensure the routine removal of graffiti from Council facilities, parks, and roads infrastructure. • Council will remove graffiti on public property in accordance with environmentally sustainable development principles.
2. Promoting community responsibility for graffiti management • The City of Darebin will develop the capacity of the community, including residents, businesses, public transport authorities and community organisations, to understand graffiti culture and its impact on community safety; and • Council will provide information and resources to assist the community in effectively preventing and removing graffiti.
3. Supporting youth engagement and diversionary programs • Council will seek to coordinate a number of graffiti education and partnership initiatives involving young people that focus on discouraging young peoples’ involvement in graffiti culture.
4. Support for community art projects and artists • The City of Darebin will assist the aspirations of artists in Darebin, including hip hop artists, who engage in practices that do not involve illegal graffiti.
5. Enforcement of the law and participation in sentencing schemes • While Council approves of community art that has been produced with the consent of the relevant property owner and is supported by the local community, Council fosters a zero tolerance approach to the criminal act of graffiti and will enforce relevant provisions under the Graffiti Prevention Act 2007; and • Council will work with Victoria Police to assist in the prosecution of graffiti vandals.
FINANCIAL IMPLICATIONS
There are no financial implications resulting from this report. The strategic actions of the Graffiti Management Strategy 2008-2012 will be funded through existing operating budgets.
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FUTURE ACTIONS
The City of Darebin is committed to the ongoing review and evaluation of its Graffiti Management Strategy during 2008-2012. Council’s Community Access, Health and Safety Unit together with other Council business units will coordinate annual reviews of the strategy to assess the social impact of the strategy’s Principles and Strategic Actions, and to refine Council processes with a view to improving graffiti management practices.
RELATED DOCUMENTS
• Crime Prevention Victoria (currently known as Crime and Violence Prevention) 2000. Graffiti: A tool kit for local organisations • Municipal Association of Victoria. 2002. The Writing’s on the wall • City of Darebin. 2002, Darebin Graffiti Reduction Strategy • City of Darebin. 2005, Improving Perceptions of Safety in Darebin: a review of the evidence. • City of Darebin 2006-07, DAREBINsafe Annual Strategy 2006-07 • City of Darebin 2006-2015, Public Art Strategy.
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7.15 YOUTH SERVICES REVIEW
MINUTE NO. 266
AUTHOR: Youth Services Coordinator - Nik Filips
MANAGER: Manager Family Youth and Community Support - Dean Griggs
BUDGET IMPLICATIONS: Nil
SUMMARY:
Council’s Youth Services team recently undertook a review of operations and structure and have determined that it is well placed to continue to service the community in the provision of information, services, programs and facilities. This review was identified as part of the changes in staff and the need to realign the service to resource the new Northland Youth Centre (NYC) which will open in early 2009.
CONSULTATION:
Council youth services staff
Senior Management Communities and Culture Department and conducted by Social Inclusion and Diversity Branch
COUNCIL RESOLUTION
MOVED: Cr. M. Kundevski SECONDED: Cr. M. Salata
THAT Council: (1) Endorse the outcomes of the youth services review outlined in this report. (2) Write to the Victorian Government supporting the Vulnerable Youth Framework and seeking resources to enable adequate local area planning and service coordination as proposed in the Framework.
CARRIED
REPORT
BACKGROUND
Council’s Youth Services team have undertaken a review of services location and structure in the past 3 months. This report provides information on process and how it relates to a new key policy initiative from the Victorian Government.
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The Youth Services team undertook its last significant review as part of the Best Value process in 2001. Since that time, there have been a number of staff changes, new programs and facilities, namely the Northland Youth Centre (NYC), which have highlighted the need to review and refine youth services structure and functions.
Council’s Youth Services team provide a range of programs and services and operate on an “integrated” service model. This includes elements of the traditional and contemporary approaches to youth services delivery. Briefly these approaches include Welfare, Recreation, Youth Development, Community Development, Health Promotion, Service Development and Coordination.
Over the years, Council has developed this service model to focus predominantly on youth who are disadvantaged or “at risk” and allocating most resources to this effect, however a smaller proportion is allocated to servicing the general community and young people who are residents. This approach is consistent with Council’s role as a major provider of youth services in the municipality. Council’s Youth Services team is well established with a range of partnerships in the community, local schools/ agencies and with internal Council departments.
CORE ISSUES
Youth Services Review
The review was conducted using internal resources. Specifically the review recommended the following key changes: • The Youth Services staffing arrangements be restructured to shift the position of Youth Services Officer (currently vacant) from the Reservoir Civic Centre to NYC as the principal worker and on site coordinator. • The existing Youth Programs Officer will also be based at the NYC to enable a team approach to the operating of the centre for both drop in programs and structured activities. • Increasing the hours of some part-time staff to enable improved planning and coordination service delivery. These changes are able to be met through the existing youth services budget. • Improvement of team processes through increased staff development, some redefinition of some staff roles. • More regular reviews of Council’s role in youth services based on the Council planning cycle, State and Federal government policy and community trends.
Victorian Vulnerable Youth Framework
The Youth affairs sector is dynamic and ever changing and regular reviews and realignment are required to remain relevant and responsive to local needs. Recently, the Victorian Government has released new direction for the delivery of youth services in the form of the Victorian Vulnerable Youth Framework (VYF). This is one of the most significant documents in recent years as it proposes to provide a framework for not only youth workers but also includes other stakeholders who have significant impact and resources. These include the education and training sector.
In this paper, the notion of vulnerability “requires a formal service response, needs to be identified, as early in the on set of the problem as possible to ensure that the risk factors are addressed quickly and young people are assisted to get back on track”. The VYF has 5 key areas including: 1. Prevention and early identification, working with young people and their families, mainly in community and local based programs and services.
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2. Engagement in education training and employment, ensuring young peoples participation is positive and has real outcomes thorough a well developed set of opportunities. 3. Local planning for youth services, the need for documented and adequately developed local area youth service plans and coordination strategies. 4. Tailored responses for particular groups, the need to avoid to the “one size fits all” approach and indemnify and support vulnerable groups at the local community level. 5. Effective services, capable people, that the service continuum be developed and maintained to include generalist service providers as well as specialists. That all services are provided by capable practitioners who are trained, accredited, and well supported by their agencies.
Implications for Council
Council is very well placed to continue its work in the youth sector as a consequence of the VYF, as it: • Acknowledges the need for early intervention and prevention • Reaffirms the need for a focus on disadvantaged young people • Promotes local areas planning • Encourages a coordinated local service network • Highlights the need for targeting especially marginalised groups of young people • Promotes the need for universal services settings of school training and work as vital for young peoples social engagement.
All of these issues with the exception of education are well represented and embedded in Council youth service delivery
FINANCIAL IMPLICATIONS
The youth services review has identified and will be able to effect the changes to the service structure within the current budget. Further service development and scope can be addressed when a local area plan and/or the next Council Plan is developed.
The VYF, while a significant development in youth affairs, has yet to be adopted, and there are some implications for Council, mainly in the area of local area planning. For such a document to be developed it will need to be resourced to enable its generation, documentation and monitoring, and there would need to be some resources in staff time to enable this to occur.
FUTURE ACTIONS
The next Council plan is due for completion by July 2009, and it is an opportunity to use this process to develop an updated youth service model to reflect and inform this plan. This will serve to better articulate the ways in which the Council will actively support young people and the service sector in the municipality.
The VYF will be finalised and adopted by the Victorian Government and this will inform future funding policy and service delivery initiatives.
RELATED DOCUMENTS
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Darebin Youth Services Review, September 2008 Vulnerable Youth Framework - Victorian Government, August 2008
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8. URGENT BUSINESS
Nil.
9. GENERAL BUSINESS
9.1 CONGRATULATIONS TO THE MAYOR, CR. STEPHENSON
MINUTE NO. 267
Councillors Asmar, Kelly, Chiang and Tsitas congratulated Cr. Stephenson on his successful term as Mayor, and for the leadership he has shown during his period in office.
The Mayor, Cr. Stephenson, acknowledged the comments made with thanks.
The Acting Chief Executive Officer, Jeff Saker, on behalf of the Executive and all Council staff, commended Cr. Stephenson on his leadership and commitment during his term as Mayor.
10. CONSIDERATION OF REPORTS CONSIDERED CONFIDENTIAL
Nil.
11. CLOSE OF MEETING
The meeting closed at 9.01pm.
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