Glenelg Shire Council Notice of Meeting & Agenda Ordinary

Glenelg Shire Council

Notice of Meeting & Agenda

Ordinary Council Meeting – Tuesday, 27 August 2013

Notice is hereby given that an Ordinary Council Meeting will be held in the Council Chamber, Glenelg Shire Municipal Offices, 71 Cliff Street, Portland commencing at 7.00pm on the above date for the purpose of transacting the business on the attached Agenda, together with such other business as the Chairperson may permit.

SHARON KELSEY Chief Executive Officer

Date of Issue: 21 August 2013

Invited: Mayor, Councillor Karen Stephens Councillor Robert Halliday Councillor John Northcott Councillor Max Oberlander Councillor Anita Rank Councillor Geoff White Councillor Gilbert Wilson Chief Executive Officer, Ms Sharon Kelsey Group Manager Corporate Services, Mr Greg Burgoyne Group Manager Assets and Infrastructure, Mr Paul Healy Group Manager Planning and Economic Development, Mr Syd Deam Group Manager Community and Culture, Ms Adele Kenneally

ORDINARY COUNCIL MEETING - 2 - Tuesday, 27 August 2013

Contents Page

Present: 5

Opening Prayer: 5

Aboriginal Acknowledgement 5

Receipt of Apologies: 5

Confirmation of Minutes: 5

Conflict of Interest: 5

Question Time: 6

Questions of which due notice has been given in writing or previously taken on notice: 6

1. Committee of Management Foreshore Development 6

Questions from the Gallery: 6

A. Notices of Motion: 7

A1. Notice of Motion 2/2013-2014 – Closure of Old Coach Road 7

B. Deputations: 8

C. Petitions: 8

D. Committee Reports: 9

D1. Incorporating Glenelg Shire Senior Citizen of the Year Award Nominations Starting on Australia Day 2014 9-11 D2. Nominations for membership To Volunteer Advisory Committee 12-14 D3. Terms of Reference (Tor) Community Grants Advisory Committee 15-17 D4. Terms of Reference – CEO Review Committee 18-20

E. Assembly of Councillor Records 21

E1. Assembly of Councillors Records – 23 July 2013 to 13 August 2013 (Inclusive) 21-23

F. Management Reports 24

F1. Municipal Public Health and Wellbeing Plan 24-28 F2. Portland Child and Family Complex Proposed Signage 29-32 ORDINARY COUNCIL MEETING - 3 - Tuesday, 27 August 2013

Contents Page

F3. Draft General Purpose Financial Report; Standard Statements and Performance Statement for year ended 30 June 2013 33-35 F4. Former Pound Site, Fitzgerald Street Portland 36-39 F5. Aquatics Services Strategy – Issues and Opportunites Paper 40-53 F6. Implementation of the Infrastructure Design Manual (IDM) 54-59 F7. Amendment C69 – Casterton Aerodrome Master Plan 60-62 F8. Portland LIVE 63-75 F9. Casterton Kelpie Interpretive Centre 76-80 F10. Glenelg Shire Council - People with a Disability Communication Strategy 81-84 F11. NSQA Accreditation for Casterton Livestock Saleyards 85-90 F12. Barwon South West Regional Trails Development Management and Promotion Project 91-94 F13. Saleyard Fees & Charges 2013/14 95-98 F14. Local History Digitisation Project Proposal 99-102 F15. L2P Learner Driver Mentor Program Progress Report 103-108 F16. Victorian Environmental Water Holder Review of Management Arrangements Submission 109-117 F17. Council Policy Glenelg Shire Council International Relationships 118-119

Any Other Procedural Matter: 120

Urgent Business: 120

Receipt of Items Submitted for Information: 120

Index – Separate Circulations to Reports 120

Closure of Meeting to Members of the Public: 121

G. In Camera Reports: 122

G1. Contract No. 2012-13-42 Provision of Electric Line Clearance Services 122-126 G2. Contract No. 2012-13-37 - Supply and Installation of Diesel Tank, Marina Dispensing Equipment and Ongoing Supply of Diesel Fuel to Portland Bay Marina 127-133 G3. Contract Extension YMCA 134-136 G4. Sub-Lease Woolworths Car Park 137-139 G5. Heritage Advisory Committee Expression of Interest 140-143 G6. Lease Agreement with Portland Vintage Car Club Inc 144-146 G7. New Victrack Lease Railway Lot 46 at Merino 147-150 G8. Lease Agreement with Department of Environment and Primary Industries 151-153 G9. Requests for Leave of Absence 154

ORDINARY COUNCIL MEETING - 4 - Tuesday, 27 August 2013

Contents Page

Opening of Meeting to Members of the Public 155

Closure of Council Meeting 155 ORDINARY COUNCIL MEETING - 5 - Tuesday, 27 August 2013

AGENDA CR. KAREN STEPHENS - MAYOR

PRESENT:

OPENING PRAYER:

ABORIGINAL ACKNOWLEDGEMENT:

RECEIPT OF APOLOGIES:

CONFIRMATION OF MINUTES:

Recommendation

That the minutes of the Ordinary Council Meeting held on 23 July 2013 as circulated be confirmed.

DECLARATIONS OF CONFLICT OF INTEREST:

CONFLICT OF INTEREST

„The Local Government Act contains mandatory requirements for both direct and indirect conflict of interest. The objective of the provisions is to enhance good governance in Victorian local government and to improve public confidence in the probity of decision making at Victoria‟s 79 Councils. Councillors are responsible for ensuring that they comply with the relevant provisions contained in Part 4 – Division 1A of the Act.

An online copy of the Local Government Act is available at www.localgovernment.vic.gov.au select – legislation. Alternatively, a printed copy is available for Councillors upon request‟.

ORDINARY COUNCIL MEETING - 6 - Tuesday, 27 August 2013

QUESTION TIME:

QUESTIONS OF WHICH DUE NOTICE HAS BEEN GIVEN IN WRITING OR PREVIOUSLY TAKEN ON NOTICE:

1. Committee of Management Foreshore Development

Mr Daniel Petrasek of Cape Bridgewater asked the following question:

Why don‟t we have a transparent Committee of Management involved in the foreshore development?

Council Officers provide a response as follows:

Numerous Authorities manage different sections of the foreshore. Department Sustainability and Environment (DSE) manage the foreshore North of Whalers Point. The Port of Portland manages the section East and South of Trawlers Wharf. Effectively Council only manages the section of foreshore from Trawlers Wharf to Whalers Point.

I can advise that „Committee of Management‟ is a term used for Council to manage the foreshore on behalf of the Department Sustainability and Environment (DSE).

Council manage foreshore development, however DSE and Coastal Management approval is sought for any works undertaken on crown land.

In all possible circumstances the Committee of Management, being Council, carry out community consultation on foreshore development projects. Depending on the nature of the development project the relevant Council staff then provide details of the project within reports to Council.

QUESTIONS FROM THE GALLERY:

ORDINARY COUNCIL MEETING - 7 - Tuesday, 27 August 2013

A. NOTICES OF MOTION:

A1. NOTICE OF MOTION 2/2013-2014 – CLOSURE OF OLD COACH ROAD (Separate Circulation to Councillors, CEO and Group Managers) (DocSetID:1473433)

Notice of Motion

In accordance with Glenelg Shire Council Meeting Procedure Clause 5.5, I give notice of my intention to move the following motion at the Ordinary Council meeting to be held on Tuesday, 27 August 2013:

1. That Council write a letter to DEPI (Department of Environment and Primary Industries) requesting that Old Coach Road, Narrawong be closed, east of the abalone farm and west of the caravan park.

Signed: Cr Halliday Dated: 6 August 2013

The following comments are provided in relation to the Notice of Motion.

Comments

Council considered Old Coach Road, Narrawong at its May 2013 Ordinary Council Meeting and resolved:

1. Not to proceed with a special charge scheme for works on Old Coach Road.

2. Not to construct and maintain a new road or maintain the existing road reserve along the Old Coach Road between the Snapper Point Road and the Narrawong Recreation Reserve.

3. Not to accept maintenance responsibility for the Narrawong Reserve Road through the Narrawong Recreation Reserve.

4. To advise the Narrawong Recreation Reserve Committee of its decision and advise the Committee to seek financial assistance from DSE.

Since the time of the May 2013 Ordinary Council Meeting a request has been received from Owen Roberts regarding the progress of this road closure.

ORDINARY COUNCIL MEETING - 8 - Tuesday, 27 August 2013

B. DEPUTATIONS:

A formal process whereby members of the public or representatives of organisations may, with prior written permission, address the Council on issues.

C. PETITIONS:

Nil.

ORDINARY COUNCIL MEETING - 9 - Tuesday, 27 August 2013

D. COMMITTEE REPORTS:

D1. INCORPORATING GLENELG SHIRE SENIOR CITIZEN OF THE YEAR AWARD NOMINATIONS STARTING ON AUSTRALIA DAY 2014 (Separate circulation to Councillors, CEO, Group Managers) (DocSetID: 1472015)

CEO Sharon Kelsey, Chief Executive Officer Author: Andrew Broom, Acting Council Support Coordinator

Executive Summary

This report is provided for Council to consider the recommendation made by the Australia Day Advisory Committee held on Tuesday 13 August 2013 in relation to the Australia Day Award categories.

Background

The Australia Day Advisory Committee recognises that over half of the nominees last year were in the older age bracket therefore it is considered prudent to recognise senior citizens in the same way we encourage young citizens with an award category.

Report

The Australia Day Advisory Committee discussed the way forward for the nominations and awards in the Glenelg Shire with the possibility of increasing the award base to include a special category for Senior Citizen of the Year starting in 2014. The Committee made the following recommendations:

1. “That Council incorporate a fourth category of Senior Citizen of the Year for 2014 and onwards in the age category of 65 years and over.

2. That a late item be prepared for the August 2013 Ordinary Council Meeting.”

The inclusion of this category recognises the increasing number of senior citizens in our community and is in line with reflecting all ages distribution in the awards.

It is intended to expand the inclusive nature of the awards. This would not prohibit any person from any age category from being the Glenelg Shire Council Citizen of the Year.

On inspection of the Victorian Senior of the Year website, the awards recognise the contribution of volunteers aged 60 years and over. In order to maintain consistency with the State framework, the Glenelg Shire Council Senior Citizen of the Year should reflect this qualification.

ORDINARY COUNCIL MEETING - 10 - Tuesday, 27 August 2013

D1. INCORPORATING GLENELG SHIRE SENIOR CITIZEN OF THE YEAR AWARD NOMINATIONS STARTING ON AUSTRALIA DAY 2014 (continued) a. Council Plan Linkage and Policy Context

This report is linked to Theme 1 „Engaged, healthy connected and proud community‟ key strategic objective. b. Legislative and Legal Considerations

Nil. c. Consultation and/or communication processes implemented or proposed

A discussion regarding Award categories took place Australia Day Advisory Committee held on Tuesday 13 August 2013. d. Risk Management

Nil. e. Resource Implications

Nil. f. Charter of Human Rights and Responsibilities

This report has considered the requirements of the Victorian Charter of Human Rights and Responsibilities. g. Sustainability and Environmental Considerations

Nil. h. Budget Implications

Additional costs will be incurred for the purchase of a new award prize. Costs could be incurred in the advertisement of the new nomination category. This cost should be minimal and be able to be accommodated within the existing budget.

ORDINARY COUNCIL MEETING - 11 - Tuesday, 27 August 2013

D1. INCORPORATING GLENELG SHIRE SENIOR CITIZEN OF THE YEAR AWARD NOMINATIONS STARTING ON AUSTRALIA DAY 2014 (continued)

Conclusion

In line with the recommendation made by the Australia Day Advisory Committee it is recommended that an additional category of Australia Day awards should be incorporated into the Australia Day Ceremonies to acknowledge the contributions of senior members of our community as defined by the Victorian Senior of the Year.

Officer Recommendation

That Council incorporate a fourth category of Senior Citizen of the Year for 2014 and onwards in the age category of 60 years and over.

ORDINARY COUNCIL MEETING - 12 - Tuesday, 27 August 2013

D2. NOMINATIONS FOR MEMEBERSHIP TO VOLUNTEER ADVISORY COMMITTEE

Group Manager: Adele Kenneally, Group Manager Community and Culture Author: Ian Moody, Community Development Manager

Executive Summary

The purpose of this report is to enable Council to consider a recommendation from the Volunteer Advisory Committee in relation to appointing three further community representatives to the Committee.

Background

In March 2013, Council endorsed Terms of Reference for a Volunteer Advisory Committee allowing for the appointment of up to eight community members. Council at that time also appointed five community members with appropriate skills and / or interest to the Committee. Three positions on the Committee therefore remained vacant and are eligible to be filled. The role of the Volunteer Advisory Committee is to advise and make recommendations to Council on volunteering within the community.

Report

At the Volunteer Advisory Committee held on Wednesday 5 June 2013 further community interest in joining the Committee was advised. As a result of this interest expressed and the view formed by the Committee that the three community members would bring additional skills to the Committee and have met the selection criteria, the following recommendation was made:

That a report be submitted to Council recommending:

 Myra Bourke;

 Brenda Edwards; and

 Lou Florakx be appointed to the Volunteer Advisory Committee.

Subsequent to the meeting, contact was made with these nominees and the relevant paperwork completed. In accordance with the role of the Volunteer Advisory Committee this recommendation is now being submitted for Council‟s consideration.

ORDINARY COUNCIL MEETING - 13 - Tuesday, 27 August 2013

D2. NOMINATIONS FOR MEMEBERSHIP TO VOLUNTEER ADVISORY COMMITTEE (continued) a. Council Plan Linkage and Policy Context

Council is committed to an engaged, healthy, connected and proud community. This is supported by the strategy „to empower our community through engagement and work in partnership to change for our shared best interest‟ (Council Plan 2013-2017).

 Glenelg Shire Council Volunteer Strategy 2011-2014; and

 Glenelg Shire Council Advisory Committee Policy. b. Legislative and Legal Considerations

In accordance with Section 3 (1) of the Local Government Act 1989 (the Act) Advisory Committee means any Committee established by Council, other than a special committee, that provides advice to the Council, a special committee, or a member of staff who has been delegated a power, duty or function under Section 98 (Delegations).

Unlike a special committee, an advisory committee does not have any delegated authority to act for, and on behalf of the Council, nor does it have any power to make decisions. Rather, an advisory committee provides advice and may make recommendations to the Council. c. Consultation and/or communication processes implemented or proposed

Council approved the Terms of Reference for the Volunteer Advisory Committee at the OCM 26 March 2013. d. Risk Management

The Committee does not have the power to direct any Council officer to undertake any work but may make recommendations to council to assist in decision making. e. Resource Implications

Resources are required and provided to provide administrative support to the Committee. f. Charter of Human Rights and Responsibilities

Have been considered. ORDINARY COUNCIL MEETING - 14 - Tuesday, 27 August 2013

D2. NOMINATIONS FOR MEMEBERSHIP TO VOLUNTEER ADVISORY COMMITTEE (continued) g. Sustainability and Environmental Considerations

Nil. h. Budget Implications

The Terms of Reference state that „All Advisory Committee representatives and substitute representative will be responsible for their own costs incurred in attending meetings of the Advisory Committee‟. Therefore there are no budget implications for Council.

Conclusion

The role of the Volunteer Advisory Committee is to advise Council on volunteering within the community. The Volunteer Advisory Committee at its meeting on 5 June 2013 has indicated its desire to fill remaining vacancies on the Committee. Following Council approval, the nominees will be formally notified of their selection.

Officer Recommendation

That Council appoints the following additional community representatives to the Volunteer Advisory Committee:

 Myra Bourke;

 Brenda Edwards; and

 Lou Florakx ORDINARY COUNCIL MEETING - 15 - Tuesday, 27 August 2013

D3. TERMS OF REFERENCE – CEO REVIEW COMMITTEE (Separate circulation to Councillors, CEO and Group Managers) (DocSetID: 1472710)

Group Manager: Greg Burgoyne, Group Manager Corporate Services Author: Greg Burgoyne, Group Manager Corporate Services

Executive Summary

This report is for the Council to consider the revised terms of reference for the CEO Review Committee.

Background

At the Ordinary Council Meeting held 27 November 2012 Council established and appointed membership for a number of advisory committees, and also approved a terms of reference template as part of Council policy CPO-CORPS-GE-010.

Each of the approved committees has been established for the „Council Term 2012-2016‟.

Report

The function of the CEO Review Committee is to advise Council on matters relating to the annual performance review of the CEO.

Terms of Reference for the CEO Review Committee have been developed, in line with the requirements of the advisory committee and are attached as a separate circulation to this report.

This report is tabled to ensure consistency with the Chief Executive Officer‟s contract of employment. a. Council Plan Linkage and Policy Context

This policy links to the Council Plan, particularly in regard to the strategies related to Theme 4 - „Govern in a Responsible and Responsive Way‟.

Advisory committees of the Council will be established and conduct their business in accordance with adopted „Council Advisory Committee Policy‟.

The policy requires that advisory committees are established by a resolution of Council, in accordance with the Act. In addition, Council endorses the term and membership of the committee. ORDINARY COUNCIL MEETING - 16 - Tuesday, 27 August 2013

D3. TERMS OF REFERENCE – CEO REVIEW COMMITTEE (continued)

Notwithstanding the term, of established advisory committees, Clause 3.12 of the Policy provides that advisory committees will have a maximum four-year term, which is consistent with the Council‟s term of office.

Accordingly, at the end of a Council term existing advisory committees at that time cease to be formally constituted in accordance with the adopted policy. The new Council may however decide to endorse the continuity of an advisory committee, and constitute that committee/s pursuant to the Act. b. Legislative and Legal Considerations

In accordance with Section 3(1) of the Local Government Act 1989 (the Act), Advisory Committee means any Committee established by the Council, other than a special committee, that provides advice to the Council, a special committee, or a member of staff whom has been delegated a power, duty or function under Section 98 (Delegations).

The CEO Review Committee is made up of five Councillors and a proxy and includes the Mayor who acts in the Chairperson role. d. Risk Management

The Committee does not have the power to direct any Council Officer to undertake any work but may make recommendations to Council to assist in its decision making process. e. Resource Implications

Resources are required to provide administrative support to the CEO Review Committee. ORDINARY COUNCIL MEETING - 17 - Tuesday, 27 August 2013

D3. TERMS OF REFERENCE – CEO REVIEW COMMITTEE (continued) f. Charter of Human Rights and Responsibilities

This report has considered the requirements of the Victorian Charter of Human Rights and Responsibilities. g. Sustainability and Environmental Considerations

Nil. h. Budget Implications

Councillors may claim for travelling expenses incurred to attend a Council appointed Committee, in accordance with the Mayor and Councillor Entitlements Policy.

Conclusion

Council to consider the Terms of Reference for the CEO Review Committee.

Officer Recommendation

That Council approve the Terms of Reference as attached for the CEO Review Committee. ORDINARY COUNCIL MEETING - 18 - Tuesday, 27 August 2013

D4. TERMS OF REFERENCE (ToR) COMMUNITY GRANTS ADVISORY COMMITTEE (Separate circulation to Councillors, CEO, Group Managers and available to the Public) (DocSetID: 1461966)

Group Manager: Adele Kenneally, Group Manager Community and Culture Author: Ian Moody, Community Development Manager

Executive Summary

The purpose of this paper is to seek Council endorsement of the Terms of Reference for the Community Grants Advisory Committee.

Background

At the Ordinary Council Meeting held on 23 July 2013 Council resolved:

„That a Community Grants Advisory Committee be established comprising of the Mayor, Cr Rank and Cr Wilson and that the draft Terms of Reference be presented for Council consideration at the August Ordinary Council Meeting‟.

Report

The Glenelg Shire Council Community Grants Advisory Committee will be a representative group established to provide advice and make recommendations on funding applications to Council in accordance with the adopted Community Grants Program policy. Draft Terms of Reference have now been prepared and are provided as a separate attachment to this report for Council‟s consideration and approval. a. Council Plan Linkage and Policy Context

Council is committed to govern in a responsible and responsive way. This is supported by the strategies to „build our community with our community‟ and „maximise the effectiveness of our resources. Relevant service delivery here is „civic support and community engagement‟. (Council Plan 2013-2017)

 Community Grants Program Policy - adopted by Council on 23 July 2013. ORDINARY COUNCIL MEETING - 19 - Tuesday, 27 August 2013

D4. TERMS OF REFERENCE (ToR) COMMUNITY GRANTS ADVISORY COMMITTEE (continued) b. Legislative and Legal Considerations

At the Ordinary Council Meeting held on 23 July 2013 Council adopted the following motion:

The Committee does not have the power to direct any Council officer to undertake any work but may make recommendations to Council to assist in decision making. e. Resource Implications

Resources are required to provide administrative support to the Committee. f. Charter of Human Rights and Responsibilities

Have been considered. g. Sustainability and Environmental Considerations

Nil. ORDINARY COUNCIL MEETING - 20 - Tuesday, 27 August 2013

D4. TERMS OF REFERENCE (ToR) COMMUNITY GRANTS ADVISORY COMMITTEE (continued) h. Budget Implications

The Terms of Reference state that „Councillors may claim for travel expenses incurred to attend a Council appointed Committee, in accordance with the Mayor and Councillor Entitlements Policy.

Conclusion

The recommendation is being made in accordance with the motion adopted by Council at the Ordinary Council Meeting held 23 July 2013. In accordance with the Terms of Reference being approved by Council, the Chairperson of the Community Grants Advisory Committee will then set the time, date and place for the first meeting.

Officer Recommendation

That Council approves the Terms of Reference for the Community Grants Advisory Committee. ORDINARY COUNCIL MEETING - 21 - Tuesday, 27 August 2013

E. ASSEMBLY OF COUNCILLOR RECORDS:

E1. ASSEMBLY OF COUNCILLORS RECORDS – 23 JULY 2013 TO 13 AUGUST 2013 (INCLUSIVE) (Separate circulation to Councillors, CEO, Group Managers and available to the Public) (DocSetID: 1461614; 1472741; 1472742; 1472729)

Group Manager: Greg Burgoyne, Group Manager Corporate Services Author: Kylie Walford, Acting Senior Administration Officer Corporate Services

Executive Summary

In accordance with the Local Government Act 1989 assembly of Councillors records (including records of those titled as committees) must be reported to the next „practical‟ ordinary Council meeting and recorded in the minutes of that meeting. The objective of submitting the assembly of Councillors (including records of those titled as committees) records to Council meetings is to ensure public transparency in Council decision making processes.

Background

The Chief Executive Officer must ensure that a written record is kept of every assembly of Councillors records (including records of those titled as committees).

Department of Community Development and Planning circular L97 advises that assembly of Councillors records “only needs to be a simple document that records

 The names of all Councillors and staff at the meeting,

 A list of the matters considered,

 Any conflict of interest disclosed by a Councillor, and

 Whether a Councillor who disclosed a conflict left the room.

The circular also advises that: “The record is not required to be in the form of minutes. The recommended approach is to record the “matters” discussed, by listing the headings of the matters. In some cases, meetings may be considering a single matter…”

The circular further advises that: “This does not mean that the record cannot be reported to the Council in the form of minutes. In Councils where it is established practice for minutes of advisory committees to be tabled at Council meetings, the minutes will be sufficient for the purpose if they include the required information, including disclosures.” ORDINARY COUNCIL MEETING - 22 - Tuesday, 27 August 2013

E1. ASSEMBLY OF COUNCILLORS RECORDS – 23 JULY 2013 TO 13 AUGUST 2013 (INCLUSIVE) (continued)

Report

The legislative requirement became effective from the 24 September 2010.

This report covers the period from Tuesday 23 July 2013 to midnight on Tuesday 13 August 2013. All assembly of Councillors records (including records of those titled as committees) held during this period must be included.

The following assembly of Councillors records (including records of those titled as committees) held during the period specified above have been received from the relevant Departments/Units:

 Child and Family Complex Advisory Committee Meeting 23 July 2013 (DocSetID:1461614)

 Councillors and CEO Meeting 23 July 2013 (DocSetID:1472741)

 Council Meeting Briefing Session 23 July 2013 (DocSetID:1472742)

 Local Port of Portland Bay Advisory Committee Meeting (DocSetID:1473360)

 Councillors Workshop 13 August 2013 (DocsetID:1472729) a. Legislative and legal requirements

The purpose of this report is to ensure compliance with the Local Government Act 1989. References include:

 Section 3(1) – Definition of “assembly of Councillors”;

 Section 80A – Requirements for an assembly of Councillors; and

 Section 3(1) – Definition of “advisory committee” b. Council Plan linkage and policy context

This report links to the Council Plan, particularly Key Theme four „Govern in a responsible and responsive way‟. ORDINARY COUNCIL MEETING - 23 - Tuesday, 27 August 2013

E1. ASSEMBLY OF COUNCILLORS RECORDS – 23 JULY 2013 TO 13 AUGUST 2013 (INCLUSIVE) (continued) c. Charter of human rights and responsibilities

This report has considered the requirements of the Victorian Charter of Human Rights and Responsibilities. d. Budget implications

The cost of preparing the monthly reports on assembly of Councillors records (including records of those titled as committees) is another compliance cost imposed by the state government and is an indirect cost within the corporate governance unit salaries and oncost budget.

The cost of preparing assembly of Councillors records (including records of those titled as committees) is an indirect cost within the salaries and oncost budget for each Department/Unit that is responsible for the specified meeting.

Conclusion

It is recommended that Council receive the report.

Officer Recommendation

That Council receive the report on assembly of Councillors records (including records of those titled as committees) for the period Tuesday 23 July 2013 to Tuesday 13 August 2013 (both dates inclusive).

ORDINARY COUNCIL MEETING - 24 - Tuesday, 27 August 2013

F. MANAGEMENT REPORTS:

F1. MUNICIPAL PUBLIC HEALTH AND WELLBEING PLAN (Separate circulation to Councillors, CEO, Group Managers and available to the Public) (DocSetID: 1471874)

Group Manager: Adele Kenneally, Group Manager Community and Culture Author: Adele Kenneally, Group Manager Community and Culture

Executive Summary

A draft Municipal Public Health and Wellbeing Plan 2013-2017 has been developed (see attachment) and is presented for Council approval for public exhibition.

Background

Councils have a legislated role to protect, improve and promote health and wellbeing, and are required to produce a strategic Municipal Public Health and Wellbeing Plan(MPHWP) every four years. A new plan must be developed within 12 months of the general election of Council. Reports on the development of the plan have been provided to Council in December 2012 and May 2013.

Although the plan has been developed in collaboration with the Great South Coast Councils as a group, and with funding support from the State Government, each local government area has developed plans for their own areas with the intention that shared priorities be identified and form the basis of a joint Great South Coast health and wellbeing action plan. This will be supported through the Strengthening our Communities Pillar of the Great South Coast group of Councils.

In developing the Glenelg Shire Plan, the following steps were undertaken:

1. Environmental Scan - including an examination of the relevant health and wellbeing data, analysis of recent health policy initiatives and legislative approaches;

2. Community engagement - workshops with stakeholders, community forums, surveys and questionnaires to find out the most important things affecting the health and wellbeing of the residents of the Glenelg Shire;

3. Development of priorities and goals - A series of workshops with strategic partners were held over the period April - July 2013 to confirm and verify the data, identify and refine the priorities. ORDINARY COUNCIL MEETING - 25 - Tuesday, 27 August 2013

F1. MUNICIPAL PUBLIC HEALTH AND WELLBEING PLAN (continued)

The MPHWP is an integrated plan that will guide the work of Council and partner organisations such as Portland District Health, Heywood Rural Health, Southern Grampians Glenelg Primary Care Partnership and Casterton Memorial Hospital. It is aligned with the state public health and wellbeing plan and takes a whole of system and whole of life approach. The focus of the MPHWP and the Victorian Public Health and Wellbeing Plan is on prevention rather than disease management or treatment as illustrated in the following diagram:

Report

The draft MPHWP is a high level strategic plan with four (4) goals:

1. Our community will lead active and healthy lives;

2. Our community will feel safe, connected and be able to access and participate in community life;

3. Lifelong learning is a way of life in the Glenelg Shire;

4. Our community will be resilient, prepared and will use resources in a sustainable way.

Each of these goals is supported by several strategies (what we are going to do), performance indicators (how we are going to measure our success), and partners. ORDINARY COUNCIL MEETING - 26 - Tuesday, 27 August 2013

F1. MUNICIPAL PUBLIC HEALTH AND WELLBEING PLAN (continued)

Each of the strategies will be further developed into action plans using the 'results based accountability' framework. This will be a separate process to the MPHWP.

The next steps in the MPHWP process are as follows:

Activity Time frame

Council approval sought for public 27 August 2013 exhibition

Draft MPHWP on public exhibition 28 August 2013 –

26 September 2013

Finalisation of MPHWP October 2013

Final draft of MPHWP presented to 22 October 2013 Council for endorsement a. Council Plan Linkage and Policy Context

The development of the MPHWP is a priority action of the Council Plan 2013-2017, and is in accordance with the key theme of an 'Engaged, healthy, connected and proud community'. b. Legislative and Legal Considerations

The Public Health and Wellbeing Act 2008 (s26) stipulates that the Council must, in consultation with the Secretary, prepare a municipal public health and wellbeing plan within the period of 12 months after each general election of the Council. c. Consultation and/or communication processes implemented or proposed

Community consultation was undertaken via a range of formats:

 Community forums held in Portland, Heywood and Casterton;

 Postcard, self addressed and reply paid; and

 Online survey. ORDINARY COUNCIL MEETING - 27 - Tuesday, 27 August 2013

F1. MUNICIPAL PUBLIC HEALTH AND WELLBEING PLAN (continued)

Approximately 250 respondents provided feedback through the above methods. In summary, the top 10 issues identified were (in priority order):

1. More / better connected/footpaths, bike paths, trails;

2. Accessible health and community services;

3. Improved aquatic facilities (including PLACE gym);

4. More/improved opportunities for socialisation/community participation;

5. More accessible health and fitness programs;

6. Improved sports grounds / venues and programs;

7. Hydrotherapy pools;

8. Improved maintenance of roads;

9. Access to fresh fruit and vegetable;

10. Access to public transport. d. Risk Management

Has been considered. e. Resource Implications

There are no resource implications. The MPHWP will guide future decision making of Council and partner organisations. It will also form the basis of future grant applications to government. f. Charter of Human Rights and Responsibilities

Have been considered. g. Sustainability and Environmental Considerations

Have been considered. ORDINARY COUNCIL MEETING - 28 - Tuesday, 27 August 2013

F1. MUNICIPAL PUBLIC HEALTH AND WELLBEING PLAN (continued) h. Budget Implications

The State Government has provided funding to support the development of the MPHWP for the Great South Coast group of councils.

In addition, there is a budget allocation of approximately $16,000 in the Council Budget 2012-13. This funding was provided by the State Government for health promotion and has been approved for the development of the MPHWP.

The aim of this MPHWP is to provide a guide for future activities and to provide Council and partners in the MPHWP with a firm, fair and equitable base for decision making. Any outcomes that require an additional budget allocation will be referred to the Council budget process or partner organisations for consideration.

Conclusion

The MPHWP is a tool that identifies the ways that Council and the community can work together to promote the health and wellbeing of all residents. It aims to lead and inspire the broader community effort towards creating an environment that will ensure good health, on equal terms, for all residents.

Officer Recommendation

1. That Council approves the draft Glenelg Shire Health and Wellbeing Plan 2013-2017 for public exhibition for the period 2 – 27 September 2013.

2. That Council considers the final draft for adoption at the October Council Meeting. ORDINARY COUNCIL MEETING - 29 - Tuesday, 27 August 2013

F2. PORTLAND CHILD AND FAMILY COMPLEX PROPOSED SIGNAGE (Separate circulation to Councillors, CEO and Group Managers) (DocSetID: 1459010, 1459011)

Group Manager: Adele Kenneally, Group Manager Community and Culture Author: Jodie Maybery, Children‟s Services Coordinator

Executive Summary

This paper is seeking Council endorsement of the commissioning and installation of new signage for the Portland Child and Family Complex, located at 94 Julia Street, Portland.

The signage will reflect the Portland Child and Family Complex and the Aboriginal name of Karreeta Peeneeyt Maar meaning „grow strong people‟.

Background

The initial name of the Portland Child and Family Complex was established by the Project Steering Committee (comprising Councillors and staff) for funding and administration purposes.

The construction of the Portland Child and Family Complex was completed in June 2010. The Complex is an integrated child and family services facility („hub‟) which provides a purpose built facility and improved accessibility, connectivity, networking and continuity of care, delivering enhanced outcomes for children, families, local service providers, staff and the wider community.

In support of Council‟s Aboriginal Partnership Plan 2011 - 13 it was proposed to use Aboriginal language to rename the complex, and in the spirit of working together to achieve recognition, reconciliation and healing for and with the Aboriginal and Torres Strait Islander communities in the Glenelg Shire.

As a result of these discussions with the Gunditj Mirring Traditional Owners Corporation, the Dhauwurd Wurrung name of Karreeta Peeneeyt Maar meaning „grow strong people‟ was approved by Council.

The complex will also be named as the Portland Child and Family Complex.

Report

There is currently no signage at the Portland Child and Family Complex to identify the building and the services provided from the site. ORDINARY COUNCIL MEETING - 30 - Tuesday, 27 August 2013

F2. PORTLAND CHILD AND FAMILY COMPLEX PROPOSED SIGNAGE (continued)

There are two (2) proposed signs (see attachment) that have been designed to reflect the purpose of the facility and the Aboriginal name:

 Sign 1 (design) - Reflects the names of the Centre; and

 Sign 2 (design) - Service Information billboard.

The concept of sign one (1) represents and reflects a young life being given the opportunity to grow and develop into a strong member of our community.

The second concept informs the public of service delivery, location and contact details. The design is in keeping with other sign designs within Council.

It is proposed that both signs will be installed along Julia Street. This will give the community an awareness of the joint names and inform the community of the services provided within the facility.

Therefore it is recommended the design and signage be approved and installation be undertaken over the next two financial years. a. Council Plan Linkage and Policy Context

The Glenelg Aboriginal Partnership Plan 2011-13 has an agreed action to provide an Aboriginal name to the Portland and Child Family Complex. b. Legislative and Legal Considerations

This report has considered the legislative and legal requirements. c. Consultation and/or communication processes implemented or proposed

Officers have been liaising with the Gunditj Mirring in regards to the graphic and physical design on the signage.

Advice has been received that a planning permit is not required for the installation of the signs. d. Risk Management

Risks associated with the commissioning and installations of the signs have been considered. ORDINARY COUNCIL MEETING - 31 - Tuesday, 27 August 2013

F2. PORTLAND CHILD AND FAMILY COMPLEX PROPOSED SIGNAGE (continued) e. Resource Implications

There will be no resource implications to Council. The expected the life span of the signs are approximately 25 years with minimum maintenance costs. f. Charter of Human Rights and Responsibilities

This report has considered the requirements of the Victorian Charter of Human Rights and Responsibilities. g. Sustainability and Environmental Considerations

This report has considered the sustainability and environmental factors. h. Budget Implications

It is estimated the cost to commission and install (including the graphic design) will be Cost Sign 1: - Name of Centre $4,790 Sign 2: - Information board (services provided and contact details) $3,885

Figurines (linked to sign 2): - Yellow boy $960 - Purple girl $1,210 - Bicycle $1,271

Total $12,116

It is proposed to install the signs over the next two years as a staged approach with Sign one (1) to be installed in this financial year (2013 – 14) and Sign two (2) the following financial year (2014- 15).

The cost to install Sign one (1) is included in the 2013-14 Council budget, therefore there would be no additional cost to Council.

The second stage, the installation of Sign two (2) is not in the current Council budget therefore it is proposed to refer this item to the 2014 – 15 budget for Council consideration. ORDINARY COUNCIL MEETING - 32 - Tuesday, 27 August 2013

F2. PORTLAND CHILD AND FAMILY COMPLEX PROPOSED SIGNAGE (continued)

Conclusion

The importance of signage on the Portland Child and Family Complex buildings is to instantly and effectively communicate with our community the Council brand, our professionalism and to promote the presence of the business.

The signs convey a message to our community about who we are, where we are and what we do. It makes life easier for our customers and potential customers and most importantly, brands our business.

Therefore it is proposed that both signs to be installed along Julia Street over the next two years.

Officer Recommendation

1. That Council endorses the design of the signs for the Portland Child and Family Complex.

2. That the second stage of the signage is referred to the 2014 – 15 budget for Council consideration. ORDINARY COUNCIL MEETING - 33 - Tuesday, 27 August 2013

F3. DRAFT GENERAL PURPOSE FINANCIAL REPORT; STANDARD STATEMENTS AND PERFORMANCE STATEMENT FOR YEAR ENDED 30 JUNE 2013 (Separate circulation to be distributed prior to the Ordinary Council Meeting)

Group Manager: Greg Burgoyne, Group Manager Corporate Services Author: Simon Walsh, Finance Manager

Executive Summary

The audit of Glenelg Shire Council‟s General Purpose Financial Report; Standard Statements and Performance Statement for the year ended 30 June 2013 has been completed by Coffey Hunt, the Victorian Auditor General‟s (VAGO) audit contractor.

Report

The General Purpose Financial Report, Standard Statements and Performance Statement are statutory reports and were presented to the Audit Committee for consideration and discussion at its Meeting on 26 August 2013.

Section 131 of the Local Government Act 1989 requires that Council pass resolutions giving approval „in principle‟ to the draft General Purpose Financial Report; Standard Statements and Performance Statement and authorise two Councillors to certify them. Once the resolutions have been passed, the Auditor can then forward the Statements to VAGO for audit clearance and certification by the statutory date of 30 September 2013.

By giving „in principle‟ approval to these Statements, Council is acknowledging that „in principle‟ the information presented has been reviewed by it and be recommended to it by the Audit Committee. Following certification by VAGO these Statements form part of Council‟s Annual Report which is then formally adopted by Council.

If the General Purpose Financial Report; Standard Statements and Performance Statement for the year ended 30 June 2012 are substantially changed after being approved ‟in principle‟ by Council, the amended Statements will be returned to Council for re-approval.

The Audit Committee is scheduled to review reports on Monday 26 August 2013 and from this a recommendation should be received by Council that the committee recommends approval „in principle‟ of the draft General Purpose Financial Report; Standard Statements and Performance Statement for the year ended 30 June 2013. ORDINARY COUNCIL MEETING - 34 - Tuesday, 27 August 2013

F3. DRAFT GENERAL PURPOSE FINANCIAL REPORT; STANDARD STATEMENTS AND PERFORMANCE STATEMENT FOR YEAR ENDED 30 JUNE 2013 (continued) a. Council Plan Linkage and Policy Context

The preparation of annual finance reports links to the Council Plan and in the key objective „responsible and responsive governance and decision making‟.

The performance statement reports on the performance of council against each key objective in year 4 of the Council Plan 2009 – 2013. b. Legislative and Legal Considerations

Under section 131 of the Local Government Act 1989:

131 Annual report

(1) A Council must in respect of each financial year prepare an annual report containing-

(a) a report of its operations during the financial year;

(b) audited standard statements for the financial year;

(d) a copy of the performance statement prepared under section 132; and

(e) a copy of the report on the performance statement prepared under section 133;

(f) any other matter required by the regulations. . . .

(6) The annual report must be submitted to the Minister within 3 months of the end of each financial year or such longer period as the Minister may permit in a particular case. . . .

(8) The Council must authorise 2 Councillors to certify the standard statements and the financial statements in their final form after any changes recommended, or agreed to, by the auditor have been made. ORDINARY COUNCIL MEETING - 35 - Tuesday, 27 August 2013

F3. DRAFT GENERAL PURPOSE FINANCIAL REPORT; STANDARD STATEMENTS AND PERFORMANCE STATEMENT FOR YEAR ENDED 30 JUNE 2013 (continued) c. Consultation processes implemented

Council has been provided with reports as at 20 August 2013. This is prior to the Audit Committee review and if any changes occur subsequent to distribution this will be provided prior to the Ordinary Council Meeting. d. Risk Management

All reports provided have been independently audited by Coffey Hunt, the appointed audit contractor for the Victorian Auditor General‟s Office (VAGO). e. Resource Implications

Not applicable. f. Charter of Human Rights and Responsibilities

The Charter of Human Rights and Responsibilities has been considered in preparing this report. g. Sustainability and Environmental Considerations

Not applicable. h. Budget Implications

The Standard Financial Statements provide commentary on all material variances (Greater than 10% or $500K) to the adopted 2012/13 budget.

Officer Recommendation

1. That Council approve 'in principle' the draft General Purpose Financial Report; Standard Statements and Performance Statement for the year ended 30 June 2013.

2. That Councillors ______and ______be authorised to certify the General Purpose Financial Report; Standard Statements and Performance Statement for the year ended 30 June 2013, in their final form after any changes recommended, or agreed to, by the auditor have been made, on recommendation of the Audit Committee. ORDINARY COUNCIL MEETING - 36 - Tuesday, 27 August 2013

F4. FORMER POUND SITE, FITZGERALD STREET PORTLAND

Group Manager: Adele Kenneally, Group Manager Community and Culture Author: Kerry Geyer, Recreation Development Officer

Executive Summary

The Department of Environment and Primary Industries is seeking an indication of Council‟s interest in the parcel of crown land on the corner of Otway and Fitzgerald Street in Portland, located near the Portland Basketball Stadium. The land parcel was previously used for a Municipal Pound and was identified with in the Indoor Recreation Facility Feasibility Study recommendations as part of the preferred development site. This report proposes that Council advises that it is interested in becoming the delegated Land Manager, thereby preserving the land for future public use.

Background

The parcels of crown land on the corner of Otway and Fitzgerald Street in Portland known as Crown Allotments 35, Section B Township of Portland, Parish of Portland and is located adjacent to the existing Indoor Basketball and Squash stadium and the railway line. This land was previously used for a Municipal Pound.

The land exists in an unimproved state at present and is not used actively for any purpose. The Department of Environment and Primary Industries is currently being charged for a water meter on the site even though the meter is not actively used.

1. That the project is referred to the 2010 – 2011 budget process for funds to develop schematic drawings and a Business Plan.

2. That work continues with the Department of Sustainability and Environment to resolve the land issues.

3. That further investigative work is undertaken in regard to the road and utilities issues.

ORDINARY COUNCIL MEETING - 37 - Tuesday, 27 August 2013

F4. FORMER POUND SITE, FITZGERALD STREET PORTLAND (continued)

Report

The parcel of land at the corner of Fitzgerald and Otway Street is currently not being used actively for any purpose. The land is currently slashed by DEPI staff although Council staff have performed this task on a few occasions.

The Department of Environment and Primary Industries is seeking an indication as to whether Council has an interest in becoming the delegated land manager for the land with it being reserved for Public Purposes (Public Recreation).

Recent interest shown in the land by a community group seeking use for a community garden was denied based on Council‟s interest in the land as an outcome of the Indoor Recreation Facility Feasibility Study completed in 2010.

The Indoor Recreation Facility Feasibility Study considered eight identified potential sites for the development of a facility that would incorporate a new three court stadium and meet the identified requirements for associated identified community use. This included the incorporation of space for the relocation of the Gymnastics Club currently operating from a shed within Yarraman Park which the study identifies as being inadequate and as having a number of deficiencies.

The Feasibility Study identified that development of the current location, incorporating the former Pound site to allow for the required expansion, was the most feasible option.

Some further works identified to confirm the availability and suitability of this location included VicRoads approval for exit/entrance onto the East Ring Access Road, the purchase/land swap or transfer of management of the former Municipal Pound site.

In April 2010, Council resolved that these further works would be pursued, including works to resolve the land issues associated with becoming the delegated land manager of the former Municipal Pound site. The current offer by the Department of Environment and Primary Industries is in accordance with this resolution.

Native Title rights and interests also exist on this Crown Land allotment as it is included in the Gunditjmara Native Title Consent Determination where Native Title was determined to exist. Council would be required to consult with an appropriate representative from the Gunditjmara Traditional Owners with the view to gaining support for any future development of the land. ORDINARY COUNCIL MEETING - 38 - Tuesday, 27 August 2013

F4. FORMER POUND SITE, FITZGERALD STREET PORTLAND (continued)

If Council advises the Department that it has no formal interest in becoming the land manager for the site, the Department would consider discontinuing the water service currently being paid for by them. The land could then potentially be made available for community use within the constraints that current zoning allowed. a. Council Plan Linkage and Policy Context

The formalising of Council‟s interest in the parcels of land at the corner of Otway and Fitzgerald Street, identified as the former Municipal Pound site, would complete one of the recommendations adopted by Council at its meeting in April 2010. b. Legislative and Legal Considerations

Through gaining Committee of Management status over the parcel of land Council would gain control of its use for Public Recreation purposes subject to Native Title Consent Determination. c. Consultation and/or communication processes implemented or proposed

This has been considered. d. Risk Management

This has been considered. e. Resource Implications

If Council is appointed as the Committee of Management for this parcel of land there would be a requirement to slash the grass approximately four times per year. The estimated cost is $2,500 per year. f. Charter of Human Rights and Responsibilities

This has been considered. g. Sustainability and Environmental Considerations

These have been considered.

ORDINARY COUNCIL MEETING - 39 - Tuesday, 27 August 2013

F4. FORMER POUND SITE, FITZGERALD STREET PORTLAND (continued) h. Budget Implications

There may be a cost associated with the process of Council becoming the delegated Land Manager.

Council would also be responsible for the service charge currently being made for the water meter located on the site. The current service charge is approximately $41.27 per annum. However, this service could be reviewed and if no longer required the service could be discontinued.

Slashing of the grass four times per year is estimated to cost approximately $2,500 per year.

Conclusion

A report was presented to Council in April 2010 at the completion of the Indoor Recreation Facility Feasibility Study. This study was commissioned to investigate the indoor facility needs of Portland sporting and recreational clubs. The formalising of Council‟s interest in the parcels of land at the corner of Otway and Fitzgerald Street, identified as the former Municipal Pound site, would complete one of the recommendations adopted by Council at the completion of the Indoor Recreation Facility Feasibility Study at its meeting in April 2010 and preserve the land for future public use.

Officer Recommendation

That Council advise the State Department of Environment and Primary Industries of its interest in becoming the delegated land manager of the parcels of crown land on the corner of Otway and Fitzgerald Street in Portland known as Crown Allotments 35, Section B Township of Portland, Parish of Portland located, near the Portland Basketball Stadium and known as the old Municipal Pound.

ORDINARY COUNCIL MEETING - 40 - Tuesday, 27 August 2013

F5. AQUATICS SERVICES STRATEGY – ISSUES AND OPPORTUNITES PAPER (Separate circulation to Councillors, CEO and Group Managers) (DocSetID: 1471729, 1471730)

Group Manager: Adele Kenneally, Community and Culture Group Manager Author: Ann Kirkham, Active Communities Manager

Executive Summary

Consultants Simply Great Leisure (SGL) have prepared a preliminary report (issues and opportunities) to inform the development of the Glenelg Shire Aquatic Services Strategy. The Issues and Opportunities Report and summary are included as attachments to this briefing paper.

Background

The Glenelg Shire Council has four (4) aging aquatic facilities, including, four (4) outdoor pools and one (1) indoor facility. An application was made to Sport & Recreation Community Facilities Funding Program to develop an Aquatic Services Strategy for the Shire.

In June 2011, Council was successful in gaining funding of $30,000 towards the development of the strategy, and a further $30,000 was allocated by Council the 2011/12 budget.

The aim of the Aquatic Services Strategy is to provide direction on the planning, provision, development, maintenance and management of aquatic services within the Shire. Specifically, it is expected to provide recommendations and direction to address immediate and longer term community needs.

Following a procurement process, consultants SGL were appointed on 30 August 2012, to develop the strategy.

An Issues and Opportunities Paper has been prepared based on the findings from a background and gap analysis, to inform development of the strategy.

The background analysis was based on review of Council‟s relevant strategies, plans and policies, review of previous technical reports and audits, detailed reviews of current operations at all four facilities, analysis of current management structure, analysis of demographics of the Glenelg Shire and a review of contemporary industry aquatics services and facility trends. ORDINARY COUNCIL MEETING - 41 - Tuesday, 27 August 2013

F5. AQUATICS SERVICES STRATEGY – ISSUES AND OPPORTUNITES PAPER (continued)

The gap analysis was based on interviews with key stakeholders, resident, user and school surveys, township focus groups and written submissions to determine the needs of the existing and potential future users.

The Issues and Opportunities Paper and Summary of Future Direction Options Report are included as attachments.

Report

The Issues and Opportunities Paper identified key findings in operational trends for all four facilities.

This report summarises the Issues and Opportunities Report and provides a summary of key findings from the financial, background and gap analysis (including inputs from stakeholders), as it relates to each site, and also provides an outline of proposed redevelopment actions and policy directions for each site:

Portland Leisure and Aquatic Centre

The Key findings for Portland are;

 Usage of the centre has continued to increase from 78,145 in 2008/9 to 141,114 visits in 2012/13. This is approximately a 25% increase over the four year period. All programs have experienced a steady increase and the facility is at capacity during the peak times of early morning and after school hours.

 Technical reviews completed in recent years have identified $600,000 of works required, however little of these works have been undertaken.

 Community consultation identified that residents believe the facility is in need of refurbishment. Their main concerns included: consistency of water heating, quality of the change rooms, accessibility and lack of “fun‟ leisure activities.

ORDINARY COUNCIL MEETING - 42 - Tuesday, 27 August 2013

F5. AQUATICS SERVICES STRATEGY – ISSUES AND OPPORTUNITES PAPER (continued)

Options for the redevelopment of the Portland facility include;

Option 1: Improvements to OH&S and compliance issues

Description: Undertake update of facility that will address OH&S and compliance issues identified in technical reports and audit recommendations.

This involves upgrade to the water treatment system/plant room and structural improvements to the facility.

Cost $65,000- $85,000 Advantages Address OH&S risks and compliance and Environmentally Sustainable Design principles.

This option requires the least capital funding from Council.

Potential to attract funding from Department of Transport Planning and Local Infrastructure (DTPLI), formerly DPCD – Better Pools program.

Potential to reduce operation costs as a result of operating efficiencies.

Meet immediate needs of the community and increase access.

Disadvantages Will not address the priorities identified in the key stakeholder consultation such as; warm water pools for rehabilitation and therapy and programs for an aging population, young people and families and the expansion of the gym area for the growing trend in health and fitness.

Will not encourage wider usage, increase participation or increase revenue.

ORDINARY COUNCIL MEETING - 43 - Tuesday, 27 August 2013

F5. AQUATICS SERVICES STRATEGY – ISSUES AND OPPORTUNITES PAPER (continued)

Option 2: Refurbishment of facility to meet key issues identified

NOTE: This option includes the features detailed in Option1.

Description: Refurbishment of the facility that address Universal Design and include:  Inclusion of interactive leisure water play equipment;  Replacement of the outdoor water slide;  Expansion of the dry health and wellness facilities;  Construction of new warm water program pool;  Provision of accessible/family change room and school change room;  Redevelopment of staff, administration, reception & merchandise area;  Replace outdoor spa. Cost $6M -$10 M Advantages Potential to attract funding from DTPLI.

Encourage greater activity for families and young people.

Expansion of the health and fitness programs to reduce overcrowding, increase participation.

Improve aquatic programming opportunities for aquatic education and therapy based programs.

Additional income from increased participation/high yield component would assist in the viability of the centre.

Provide a major attractor to the facility, adding to tourism opportunities.

Potential to attract funding from Department of Health.

Disadvantages Require high level funding from Council

ORDINARY COUNCIL MEETING - 44 - Tuesday, 27 August 2013

F5. AQUATICS SERVICES STRATEGY – ISSUES AND OPPORTUNITES PAPER (continued)

Option 3: Major refurbishment with day spa option

NOTE: This option includes the features detailed in Option2.

Description: Major refurbishment of the centre to include wellness centre with potential use of geothermal water should access become available.

Cost $7M - $11M Advantages Provide a point of difference and attract tourism.

Increase participation which would attract additional external funding.

Disadvantages This would require high level capital funding from Council.

Glenelg Outdoor Pools

The review of the three Glenelg Shire Outdoor Pools – Heywood, Casterton and Merino indicates that very little works have been done to these facilities over the past 5 to 10 years. The Casterton and Merino Pools are highly valued by the local community and play a vital role as recreational and training facilities during the summer season.

Casterton Outdoor Pool

The Key findings for Casterton are;

The Casterton pool attracts the highest number of visits for the three outdoor pools with 8247 visits in the 2012/2013 season. Discussion with the key stakeholders indicated that the facility is highly valued as a summer social/leisure facility however it is in need of an upgrade to meet the needs of the local community. The main areas identified were; the change rooms, toddlers pool, concourse and shade improvement.

The swimming club indicated they currently bus club members to the Hamilton indoor pool for pre-training sessions as they are unable to access the Casterton pool for pre-season training.

Families also indicated they travel to Hamilton to access learn to swim programs as Casterton only offers an intensive program during January each year. ORDINARY COUNCIL MEETING - 45 - Tuesday, 27 August 2013

F5. AQUATICS SERVICES STRATEGY – ISSUES AND OPPORTUNITES PAPER (continued)

Schools use the pool for learn to swim programs, swimming sports and squad swimming programs. They see the pool as vital to their physical education curriculum.

The Casterton Hospital indicated that they had recently undertaken a feasibility study into the construction of a hydrotherapy pool onsite; however found that the facility at this stage was not feasible.

Options for the redevelopment of the Casterton outdoor pool are;

Option 1: Improvements to OH&S and compliance issues.

Description: Undertake update of the facility that will address OH&S and compliance issues identified in technical reports and audit recommendations.

This involves upgrade to the water treatment system/plant room and structural improvements to the facility.

Cost $55,000 - $75,000 Advantages Address OH&S risks and compliance with Environmentally Sustainable Design principles.

This option requires the least capital funding from Council.

Potential to attract funds from DTPLI.

Potential to reduce operation costs as a result of operating efficiencies.

Meets immediate needs of the community and increase access. Disadvantages No new facilities or programs provided to encourage increase in usage.

ORDINARY COUNCIL MEETING - 46 - Tuesday, 27 August 2013

F5. AQUATICS SERVICES STRATEGY – ISSUES AND OPPORTUNITES PAPER (continued)

Option 2: Upgrade of the facility to improve amenity and user comfort.

NOTE: This option includes the features detailed in Option1.

Description: Improvements to the facility that address Universal Design and include upgrades to;  Reception entry area, front of building, change areas;  Shade/shelter, pool concourse by providing wet deck;  Toddler pool with inclusion of small interactive leisure features;  Seating tables and drinking fountains.

Cost $200,000 - $300,000 Advantages Potential to attract funds from DTPLI.

Improve user experience and may attract additional visitation.

Disadvantages No addition of new facilities or amenities that are capable of attracting participants or generating additional revenue.

Will not address need of the community to access all year round facilities.

Option 3: Upgrade of facility with the development of a 25 m indoor heated pool.

NOTE: This option includes the features detailed in Option 2.

Description: Development of a 25m indoor heated pool.

Cost $5M - $6M Advantages Provide all year round access to an aquatic facility for learn to swim program, squad training and therapeutic based activities.

Possible partnership with health sector to consider joint funding opportunities and reduction of operational subsidy.

ORDINARY COUNCIL MEETING - 47 - Tuesday, 27 August 2013

F5. AQUATICS SERVICES STRATEGY – ISSUES AND OPPORTUNITES PAPER (continued)

Advantages Increase participation and usage from school, swimming (continued) club and community.

Increased revenue due to higher yield component.

Potential to attract funding from DTPLI – Better Pools funding and Department of Health.

Disadvantages This would require high level capital funding from Council

Heywood Outdoor Pool

The Key findings for Heywood are;

Heywood is the least used of the three outdoor pools with 1864 visits in the 2012/2013 season. The consultation process identified the facility is „tired‟ and in need of significant works to encourage greater utilisation. The key issues identified were; lack of transport to access facilities at Portland, upgrade of the toddlers pool , upgrade to the concourse, improvements to the change rooms, poor maintenances and cleaning, operating hours not meeting community needs and improved access to leisure water play.

The pool is primarily used to „cool off‟ over summer with little use of the 50 metre pool for swimming or training. The swimming club disbanded approximately two years ago due to lack of interest.

Families wishing to participate in learn to swim programs travel to Portland to access the indoor heated pools.

Options for the redevelopment of the Heywood outdoor pool are;

ORDINARY COUNCIL MEETING - 48 - Tuesday, 27 August 2013

F5. AQUATICS SERVICES STRATEGY – ISSUES AND OPPORTUNITES PAPER (continued)

Option 1: Improvements to OH&S and compliance issues

Description: Undertake an update of the facility that will address OH&S and compliance issues identified in the technical reports and audit recommendations.

This involves upgrade to the water treatment system/plant.

Cost $25,000 – $35,000 Advantages Address OH&S risks and compliance with Environmentally Sustainable Design principles.

Potential to attract funds from DTPLI.

Potential to reduce operation costs as a result of operating efficiencies.

Meet immediate needs of the community and increase access.

Disadvantages No new facilities or programs provided to encourage increase in usage.

Option 2: Upgrade of the facility to improve amenity and user comfort.

NOTE: This option includes the features detailed in Option1.

Description: Improvements to the facility that address Universal Design and include upgrades to;  Change areas, shade/shelter, pool concourse, toddler pool to include interactive leisure water features, seating, tables, and drinking fountains.

Cost $200,000- $300,000 Advantages Potential to attract funds from DTPLI.

Potential increase in participation and usage due to improved user experience.

Disadvantages No addition of new facilities or program opportunities that are capable of attracting participants or generating additional revenue. ORDINARY COUNCIL MEETING - 49 - Tuesday, 27 August 2013

F5. AQUATICS SERVICES STRATEGY – ISSUES AND OPPORTUNITES PAPER (continued)

Option 3: Major redevelopment of the facility

Description: Redevelopment of the facility that could include;

 Development of an interactive outdoor aqua play area that uses re-circulated water and is turned off during winter. This could be linked to success of the skate park.

 Development of an indoor multipurpose program room.

 Potential for retrofitting the exiting pool shell to construct a smaller 20m outdoor swimming pool.

 Upgrade reception area.

Cost $1.5M - $2M Advantages Provides the township with a point of difference with a unique water playground that is accessible all year round and increases opportunities for participation of young people and families and does not require life guards.

Provides access to indoor multipurpose rooms that can be used for all year round fitness programming, community meetings, youth space and community activities.

Community access to smaller outdoor 20m pool.

Increase participant usage.

Potential to attract funds from DTPLI.

Reduction in operating costs.

Disadvantages This would require high level capital funding from Council.

ORDINARY COUNCIL MEETING - 50 - Tuesday, 27 August 2013

F5. AQUATICS SERVICES STRATEGY – ISSUES AND OPPORTUNITES PAPER (continued)

Merino Outdoor Pool

The Key findings for Merino are;

The Merino pool is well used and valued by the local community, schools and swimming club with 2311 visits in the 2012/2013 season. The consultation process identified the pool is viewed as the „poor cousin‟ to the Casterton Pool and does not meet the needs and expectations of the district residents. The key issues identified were; quality of the change rooms, aging plant and equipment, lack of seating and lack of shade. There is potential to explore a Community of Management Model which has been successful in other similar sized communities.

Options for the redevelopment of the Merino outdoor pool are;

Option 1: Improvements to OH&S and compliance issues

Description: Undertake an update of facility that will address OH&S and compliance issues identified in technical reports and audit recommendations.

This involves upgrade to the water treatment system/plant.

Cost $25,000 -$35,000 Advantages Address OH&S risks and compliance with Environmentally Sustainable Design principles.

This option requires the least capital funding from Council Potential to attract funds from DTPLI.

Potential to reduce operation costs as a result of operating efficiencies.

Meets the immediate needs of the community and increase access.

Disadvantages No new facilities or programs provided to encourage increase in usage.

ORDINARY COUNCIL MEETING - 51 - Tuesday, 27 August 2013

F5. AQUATICS SERVICES STRATEGY – ISSUES AND OPPORTUNITES PAPER (continued)

Option 2: Upgrade of the facility to improve amenity and user comfort.

NOTE: This option includes the features detailed in Option1.

Description: Improvements to the facility that address Universal Design and include upgrades to;

 Reception entry area, change rooms, shade and shelter, pool concourse with addition of wet deck, toddler pool to provide interactive leisure water features, seating, tables, drinking fountains.

 Improve grassed area both inside and outside pool and car park.

Cost $200,000 - $300,000 Advantages Potential to attract funds from DTPLI.

Potential increase in participation and usage due to improved user experience.

Disadvantages No addition of new facilities or program opportunities that are capable of attracting participants or generating additional revenue.

Feedback to Stakeholders

The Issues and Opportunities Paper provides the background information for the development of the Aquatic Services Strategy. It is proposed to provide a copy of the Summary Report to the stakeholders involved in the consultation along with a letter to thank them for their input. They will also be advised that a strategy will be developed and they will have further opportunity for input at a later stage. a. Council Plan Linkage and Policy Context

Key objectives of the Recreation and Open Space Strategy 2007 (ROSS) are; to provide a diversity of recreation facilities and opportunities and to provide facilities and infrastructure that can support high levels of community use. The ageing aquatic facilities were identified as an issue and it was recommended that a comprehensive review of the facilities be undertaken. ORDINARY COUNCIL MEETING - 52 - Tuesday, 27 August 2013

F5. AQUATICS SERVICES STRATEGY – ISSUES AND OPPORTUNITES PAPER (continued)

The Glenelg Shire Council is committed to an engaged, healthy connected and proud community (Council Plan 2013– 2017). Strategies include leading the coordination of agencies to improve health and wellbeing and understanding the challenges of an ageing population. The plan also notes Council‟s commitment to managing and sustaining our natural and built environments by promoting healthy living and through the development of quality built environments.

b. Legislative and Legal Considerations

Information relating to financial analysis of aquatic services was provided to Council at a separate confidential briefing. It has not been included in this report as it is contains „commercial in confidence‟ information. c. Consultation and/or communication processes implemented or proposed

There has been considerable community consultation throughout the process. This has included: targeted key stakeholder focus group, school surveys, a telephone resident survey of 300 residents from a sample directly reflecting the demographic profile of the Glenelg Shire community, a users survey available on line and at all four aquatic facilities, township focus group, and the opportunity to provide written submissions.

d. Risk Management

This has been considered in the preparation of the Issues and Opportunities Paper.

e. Resource Implications

Resource implications have been included in the Issues and Opportunities Paper and will be considered in the strategy.

f. Charter of Human Rights and Responsibilities

The needs of all community members, including people with a disability will be considered in the development of the strategy.

g. Sustainability and Environmental Considerations

This will be considered in the development of the strategy. ORDINARY COUNCIL MEETING - 53 - Tuesday, 27 August 2013

F5. AQUATICS SERVICES STRATEGY – ISSUES AND OPPORTUNITES PAPER (continued) h. Budget Implications

The consultants have been requested to consider Council‟s capacity to fund any future developments in the final strategy. Capital funding will be shared between Council, State and Federal Government Grants. Potential sources of funding will be identified by the consultants.

The aim of this strategy is to provide a guide for future aquatics activities and to provide Council with a firm, fair and equitable base for decision making. Any outcomes that require an additional budget allocation will be referred to the Council budget process for consideration.

It should be noted that an application for approximately $395,000 for upgrades to all pools that will address some of the issues raised has been made through the RDAF 5 funding program.

Conclusion

The proposed directions of the Issues and Opportunities paper will inform the development of the draft Aquatics Services Strategy. It is expected that the draft strategy will provide;

 A vision and direction for the aquatic services and facilities, aligned to financial resources;

 Preferred options for redevelopment (physical & policy), including, cost and impact to Council; and

 Make recommendations regarding a desirable implementation and action plan.

Officer Recommendation

1. That Council notes the Aquatic Services Issues and Opportunities paper.

2. That Council approves the development of the Draft Aquatic Services Strategy with a staged approach to the implementation of the options.

3. That all participants in the consultation process be provided with a copy of the Summary of Future Direction Options Report and are thanked for their contribution. ORDINARY COUNCIL MEETING - 54 - Tuesday, 27 August 2013

F6. IMPLEMENTATION OF THE INFRASTRUCTURE DESIGN MANUAL (IDM)

Group Manager Paul Healy, Group Manager Assets and Infrastructure Author: Shannon Galea, Design and Development Engineer

Executive Summary

This report is to brief Council on the Infrastructure Design Manual (IDM) for use within Glenelg Shire Council. The IDM will define design and construction standards for Glenelg Shire Council and will supersede the Glenelg Shire Council‟s Subdivision and General Design Quality Manual.

Background

Council adopted a draft “Subdivision and General Design Quality Manual” in July 2005. This manual was developed by Glenelg Shire Council staff and has been used in its draft form for the last 7 years. This document is overdue for a review especially environmental and construction standards and the standard drawings within it. It is envisaged that the review process of the document would be a long running task and one that will have to be scheduled on a 6-12 month basis to ensure it meets any industry or Standards updates. It has been identified that adoption of the IDM will remove the need for this onerous task.

The Infrastructure Design Manual was originally developed by the Shire of Campaspe, City of Greater Shepparton and the City of Greater Bendigo but has now been adopted by a large number of other councils in regional Victoria. A longer term aim of the Victorian government is for a standardised Infrastructure Design Manual to be used across the State of Victoria under the guidance of the Infrastructure Design Standards Board. The Board has representation from member councils and interested stakeholder groups and provides a means of review and development of the manual to ensure ongoing usability and relevance.

The Infrastructure Design Manual is expected to provide greater clarity and consistency for consultants, developers and contractors who need to know more about the rules, regulations and standards for new infrastructure when developing land. The primary objectives of the manual include:

 To clearly document the requirements for the design and development of infrastructure;

 To standardise development submissions as much as possible and thereby speed up development approvals, and

 To ensure that minimum design criteria are met with regards to design and construction of infrastructure. ORDINARY COUNCIL MEETING - 55 - Tuesday, 27 August 2013

F6. IMPLEMENTATION OF THE INFRASTRUCTURE DESIGN MANUAL (IDM) (continued)

The Infrastructure Design Manual provides a reference guide to the standards and requirements for infrastructure in regional Victoria and will be used to provide consultants and developers with Council requirements in respect of planning and infrastructure needs in development.

Glenelg Shire Council became a financial member of the IDM group in November 2010 and as an active member of the IDM technical committee.

Consultation with stakeholders in relation to a standardised Infrastructure Design Manual for Glenelg Shire Council has been undertaken and the report has been provided in Attachment 1 (South West Regional Adoption of the IDM - Consultation and Engagement Summary).

At present, the objectives and standards contained within Clause 56 of the Victorian Planning Provisions (VPP‟s) provide a performance based framework for the approval and implementation of residential subdivision development. Within this framework, engineering standards and requirements have been developed by individual Councils. The requirements for infrastructure design are not standardised and construction standards can vary considerably from Council to Council. This can in turn result in complications in the interpretation, design, assessment, and re-design of proposals.

Standardised infrastructure design requirements (as reflected through the IDM) are a means of significantly improving the efficiency of developing and assessing infrastructure design proposals. Potential benefits include:

 Consistent requirements for consultants and developers who work across municipal boundaries;

 Clearer requirements which lead to application of improved quality being received by Council;

 A more efficient approval processes due to the completeness of information being submitted;

 A reduction in the likelihood of costly re-designs at a larger stage;

 The sharing of ideas and practices which will assist in a consistent and best practice approach; and

 Potential costs savings for Councils, developers and industry.

ORDINARY COUNCIL MEETING - 56 - Tuesday, 27 August 2013

F6. IMPLEMENTATION OF THE INFRASTRUCTURE DESIGN MANUAL (IDM) (continued)

Report

Over the last 12 months Council has been offering Developers and their engineering consultants the option of using the IDM for developments. All have chosen to utilize the IDM, some of the consultants, including leading local ones, have previously used the manual with other Councils.

The use of the IDM provides a uniform approach to design and certification for the Developers and their Consultants. The IDM group has the majority of Victorian local councils signed up to use the IDM providing a uniform approach to standard design practices and allow consultants to have a much more efficient and streamlined approach to developments.

It is proposed that Council note feedback received in relation to the Infrastructure Design Manual (IDM) and adopt the Infrastructure Design Manual (IDM), as its preferred infrastructure design standards for Glenelg Shire Council. It is also proposed that Council continue to provide input to the ongoing improvement of the IDM.

The IDM will be transitioned into full use by 1 October 2013 with developers given the choice between the current manual and the IDM until that date. a. Council Plan Linkage and Policy Context

The current Glenelg Shire Council Subdivision and General Design Quality Manual is still in its draft form and has not evolved or been updated as a document over the time period it has been used. As such the document does not reflect current industry practice. Each development application is currently considered on its merits using this document.

Adoption of the IDM will provide clear direction as to Council‟s preferred Infrastructure design standards and a document that is updated to current standards and practices through the IDM board.

Residential subdivision proposals will be encouraged to take account of standards contained within the IDM to address the objectives of Clause 56 – Residential Subdivisions of the Planning Scheme. Planning Policy will be developed for inclusion within the Planning Scheme to provide further policy direction. ORDINARY COUNCIL MEETING - 57 - Tuesday, 27 August 2013

F6. IMPLEMENTATION OF THE INFRASTRUCTURE DESIGN MANUAL (IDM) (continued) b. Legislative and Legal Considerations

The primary legislative impact will occur through an amendment to the Planning Scheme. The Amendment will be the subject of a further report to council.

Ultimately it is proposed that the IDM will be adopted into the planning scheme through a planning scheme amendment. Currently other leading Councils are going through this process and once completed the process a blueprint will be provided via the IDM board for other Councils to follow.

Following an Amendment to the Planning Scheme, the IDM will carry statutory weight when being considered by both Council and VCAT and cover the Planning and Environmental Act of 1987and Subdivisions Act of 1988. c. Consultation and/or communication processes implemented or proposed

Individual property owners will not be affected. Further interest in the project is likely to arise once the IDM has been adopted and is being used by Council. Additional input from the users of the manual will be important in revising standards to accommodate different characteristics (including topography).

To date the stakeholders that have been consulted are as per Attachment 1 (South West Regional Adoption of the IDM - Consultation and Engagement Summary).

Further consultation will be required following the adoption of the IDM to advise all stakeholders about the implementation of the IDM. d. Risk Management

The IDM has the backing of 39 Victorian Councils and its design and development standards are proven to be fair and reasonable and also meet the required standards of the governing bodies. This strength in numbers and best practices approach lessens the risk of consultants and developers asking for lesser quality and standards.

ORDINARY COUNCIL MEETING - 58 - Tuesday, 27 August 2013

F6. IMPLEMENTATION OF THE INFRASTRUCTURE DESIGN MANUAL (IDM) (continued)

The IDM contains a range of design and construction checklists that ensure the high quality and standards of the design documentation and also appropriate certification of any construction works. e. Resource Implications

Standardised quality control systems will provide time savings via better quality of plans submitted and a more efficient certification process. f. Charter of Human Rights and Responsibilities

This report has considered the requirements of the Victorian Charter of Human Right and Responsibilities. g. Sustainability and Environmental Considerations

The IDM board is currently investigating the addition of Greener Standards and Water Sensitive Urban Design (WSUD) standards to be incorporated into the IDM. h. Budget Implications

Development of the IDM is partly funded through the Local Government Procurement Strategy developed under the auspices of the Department of State Development, Business and Innovation (DSDBI).

An annual subscription fee covers the ongoing administration and legal costs associated with the maintenance of the standards. Initial fees for membership were paid in 2010, the annual fees are $3,300 Including GST. The Glenelg Shire Council are current financial members.

Any future costs associated with the planning scheme amendment will be the subject of a further report to council.

Conclusion

The implementation of the IDM will standardise the Glenelg Shire Council‟s stance on infrastructure design and provide Glenelg Shire with the support of 39 other Victorian Councils in receiving a quality controlled product. ORDINARY COUNCIL MEETING - 59 - Tuesday, 27 August 2013

F6. IMPLEMENTATION OF THE INFRASTRUCTURE DESIGN MANUAL (IDM) (continued)

Officer Recommendation

1. That Council adopt the Infrastructure Design Manual (IDM) as its preferred Infrastructure Design standards for Glenelg Sire Council.

2. That the Group Manager Assets and Infrastructure be authorised to sign all documents to give effect to this Council decision.

ORDINARY COUNCIL MEETING - 60 - Tuesday, 27 August 2013

F7. AMENDMENT C69 – CASTERTON AERODROME MASTER PLAN (Separate circulation distributed at Councillor Workshop) (DocSet ID: 1456662, 1456663)

Group Manager: Syd Deam, Group Manager Planning and Economic Development Author: Matt Berry, Planning Manager

Executive Summary

This report recommends that Council adopt the Casterton Aerodrome Master Plan and resolve to seek authorisation from the Minister for Planning under Section 8A (3) of the Planning and Environment Act 1987 (the Act) to prepare and exhibit Amendment C69 to the Glenelg Planning Scheme.

Background

The Department of Planning and Community Development provided Glenelg Shire Council with a $120,000 grant to undertake bushfire land use planning.

The Casterton Aerodrome is an important airbase used to fight bushfires in the region. To maximize use, the runways need to be upgraded and extended. The current Farming Zone prohibits any further development of the airfield.

The Planning Unit has used $30,000 from the grant to prepare the Casterton Aerodrome Master Plan to address this matter.

Report

The Casterton Aerodrome Master Plan has been prepared to facilitate the ongoing use and future expansion of the airfield – see Attachment 1.

The Master Plan forms the basis of Amendment C69 which seeks to rezone the land to Public Use Zone 4. Amendment C69 will apply the Public Acquisition Overlay to adjoining land for future runway expansions. This Overlay provides the legal mechanism for Council to acquire land from the two property owners.

Amendment C69 also seeks to apply an Airport Environs Overlays and Design and Development Overlay. These planning controls manage noise impacts and heights of development around the aerodrome. The purpose is that the future operation and expansions of the airfield can occur with minimal land use conflict.

Attachment 2 contains the explanatory report detailing Amendment C69.

ORDINARY COUNCIL MEETING - 61 - Tuesday, 27 August 2013

F7. AMENDMENT C69 – CASTERTON AERODROME MASTER PLAN (continued) a. Council Plan Linkage and Policy Context

Council‟s plan commits to “provide effective and efficient services that respond to the needs of our changing communities” as well as “planning for the future needs and development of the Shire to ensure economic and community prosperity”. The proposed amendment supports the sustained operation of the emergency services of the Casterton Aerodrome and is therefore consistent with the Council Plan. b. Legislative and Legal Considerations

Planning authorities have a duty to implement the objectives of Planning in Victoria under Section 12(1)(a) of the Act. The Amendment implements the objective under Section 4(1)(a) of the Act, which seeks “to provide for the fair, orderly, economic and sustainable use, and development of land.” c. Consultation and/or communication processes

The Casterton Aerodrome Master Plan was prepared in consultation with Assets and Infrastructure, Rural Ambulance Victoria, Department of Sustainability and Environment, and Country Fire Authority.

Letters for preliminary feedback to affected landowners have also been sent out. No written responses were received to the proposed Amendment.

Formal notice of Amendment C69 will take place in the normal way for a planning scheme amendment for a period of one month by:

 Notice in the government gazette;  Notice in the local newspapers;  Letters to owners and occupiers of affected properties; and  Notices to statutory authorities and prescribed Ministers. d. Risk Management

Giving notice of the amendment will help to minimise any risks that may arise from changes to the planning scheme maps.

ORDINARY COUNCIL MEETING - 62 - Tuesday, 27 August 2013

F7. AMENDMENT C69 – CASTERTON AERODROME MASTER PLAN (continued) e. Resource Implications

The Master Plan has been prepared utilizing grants from the State Government. Council‟s Planning Unit however must implement the project through Amendment C69. f. Charter of Human Rights and Responsibilities

The Charter of Human Rights and Responsibilities has been considered and of relevance may be section 15 “Freedom of Expression” reinforcing the requirement to consult with the community. g. Sustainability and Environmental Considerations

Implementing the Casterton Aerodrome Master Plan through Amendment C69 will allow for its sustained operation. h. Budget Implications

The Master Plan has been prepared through grants provided to Council. An Amendment fee to the Department of Transport, Planning and Local Infrastructure of $798 will be required.

If there are any submissions lodged through exhibition a Planning Panel will be required to consider them. This may cost up to $20, 000 depending on the nature of submissions. The Planning Unit‟s 2013/14 operational budget has factored in and would cover these costs.

Conclusion

By adopting the Casterton Aerodrome Master Plan it will assist Council in applying for external funding to upgrade the airfield such as the Regional Aviation Fund. The Plan also forms the basis for Council to pursue Amendment C69 which rezones the airfield out of the Farming Zone.

Officer Recommendation

1. That Council adopt the Casterton Aerodrome Master Plan.

2. That Council seek authorisation from the Minister for Planning under Section 8A (3) of the Planning and Environment Act 1987 to prepare and exhibit Glenelg Planning Scheme Amendment C69.

3. That the Casterton Aerodrome Master Plan be reviewed every four years.

ORDINARY COUNCIL MEETING - 63 - Tuesday, 27 August 2013

F8. PORTLAND LIVE

Group Manager: Adele Kenneally, Group Manager Community and Culture Author: Ann Kirkham, Active Communities Manager

Executive Summary

This paper is to brief Council on the submissions received on the Portland LIVE draft Concept Plan. As a consequence of the community feedback, three (3) options have been provided for Council consideration. Option three (3) is proposed as the preferred option - to redevelop the existing skate park into a Youth Activities Area.

Background

The current Portland Skate Park was constructed in 1998 through a community and Council partnership approach. The steel framework had a predicted lifespan of 20 years and parts of the structure are now showing signs of rust and disrepair. Considerable maintenance is required to keep the facility safe and in good working condition. It was identified in 2010 that Council would need to continue to provide a large outlay for maintenance or consider redevelopment of the facility.

The nature of skating has changed since the construction of the skate park and skaters have been requesting upgrades to the Portland Skate Park for a number of years. Convic Design was engaged in July 2010 to conduct consultations with the skate park users and provide technical advice to develop a feasibility plan. Through this process the Portland Skate Park Concept Plan was developed and this provided three (3) costed options which were presented to Council in March 2011. Council approved Option Two (2) to go out for public exhibition and resolved that an application be submitted for state government funding via the Minor Facilities Funding Program. Option Two (2) included the construction of a „bowl‟ and the inclusion of other minor equipment. The concept plan went out for public review in May - June 2011 and consultation resulted in support for the plan.

Potential sources of funding were then investigated for the redevelopment of the skate park. In discussion with the Department of Planning and Community Development (DPCD) it became apparent that development of a multipurpose all ages facility would attract more funding than a single use redevelopment of the skate park. ORDINARY COUNCIL MEETING - 64 - Tuesday, 27 August 2013

F8. PORTLAND LIVE (continued)

To be more competitive in the funding process it would be necessary to develop a facility that would provide a space catering for all ages, provide for a variety of activities, encourage participation and increase physical activity.

A presentation to Council Workshop in January 2012 outlined the proposal to develop an intergenerational multipurpose space that would meet the needs of the whole community but also attract much greater funding.

At the January 2012 Ordinary Council Meeting, Council resolved the following;

1. That a budget adjustment be made to the 2011- 2012 Capital Works schedule to allow for $18,000 of maintenance works to be undertaken to address the risks and Occupational Health and Safety issues with the current skate park.

2. That Council consider as part of the 2012/2013 budget process the future needs for re-development of this community asset.

3. That the participants in the relevant community engagement processes undertaken in 2011 be thanked for their input and advised of the outcomes.

Council then allocated $40,000 in the 2012-2013 budget and consultants were sought to prepare a concept design. Playce was appointed as the consultants on 29 October 2012. The consultants developed a community engagement plan and held a series of community consultations in March 2013. In mid April the consultants held a further community consultation session to ensure they had captured the key themes from the earlier community consultations.

A draft concept plan was developed and presented to the May Workshop and May Ordinary Council Meeting and approved to go out for public exhibition. The Portland LIVE draft Concept Plan went out on pubic exhibition from Friday 31 May to Friday 5 July 2013.

ORDINARY COUNCIL MEETING - 65 - Tuesday, 27 August 2013

F8. PORTLAND LIVE (continued)

Report

Council received a substantial number of submissions in the form of individual letters and emails, group submissions and petitions. It has created significant community interest and engaged many people, many of whom are young people. This is a positive outcome for the community, particularly noting the fact that many of the submissions were from young people, a cohort normally very difficult to engage.

 A total of 566 members of the community made comments/ observations /submissions/signed petitions;

 80 individual letters were received;

 Four group submissions or open letters were received, totalling 42 people;

 465 petition signatories were received, both for and against the draft concept plan;

 28 people submitted more than one submission; and

 In addition to this a Facebook page was established by the community with 397 people following and making comment on the page.

It is difficult to undertake a numerical count of „for‟ or „against‟ the project as many submissions comprised comments only on the various aspects of the plan. Many submissions identified different elements of the Concept Plan; some elements were supported, and some were not. However, every person presenting a submission in any form will be noted and acknowledged and all comments and issues raised have been considered.

The main themes that came through in the consultation are:

 Need for an overall vision for development of foreshore area;

 Concerns about reduction of open space and loss of the lawn area;

 Need to consider the connectivity (accessible pathways) between elements of the foreshore;

 Overuse of concrete in concept plan; ORDINARY COUNCIL MEETING - 66 - Tuesday, 27 August 2013

F8. PORTLAND LIVE (continued)

 Need to upgrade / improve playground;

 Support for a skate park with objection to the proposed location of Portland LIVE;

 Support of a stage, with discussion about most suitable orientation;

 Lack of connectivity to the rest of the foreshore; and

 Support for skate layout and design elements.

Reduction of open space and the preservation of lawns was a consistent theme that emerged. The consultants took a civic approach based on the initial consultations, workshops and feedback. A civic design approach creates an urban plaza and events area on the lawn with associated active recreation infrastructure. This includes significant paths to connect the active areas, Bentinck Street and the foreshore. This has been noted and the extent of the paving could be consolidated to reduce the area. This could impact on the universal access and skateable areas.

Concerns were raised about the extent of paving and concrete, the most contentious being the inclusion of the skate park. Nonetheless, any facility development requires pathways to provide access and linkages to and from the street in accordance with Universal Design standards and the Disability Discrimination Act. This would allow for access of wheelchairs, prams, etc.

There was overwhelming support for an upgrade of the skate park, however many objected to the relocation to the Bentinck Street lawn area and felt the current location should be maintained. Objections raised were mainly in relation to safety and risk but also included anti-social behaviour, graffiti, noise and vandalism.

A large number of young people participated in the process and provided positive feedback supporting the proposal. There was significant support for the skate layout and design elements. The young people endorsed the location as a youth inclusive space close to the town centre. They acknowledged the benefits of developing a space that would attract community events and benefit the whole community.

ORDINARY COUNCIL MEETING - 67 - Tuesday, 27 August 2013

F8. PORTLAND LIVE (continued)

There was overwhelming support for a permanent stage with various opinions and discussion about the most suitable orientation and associated shelters. This level of detail would be addressed with the development of detailed design plans. The Portland Bay Coastal Infrastructure Plan, 2007 (Beca) identifies inclusion of an entertainment area and multipurpose performance space at the Henty Beach Foreshore which takes in the Bentinck Street lawn.

The issue of connectivity to other areas of the foreshore was not in the project brief. It has been noted however that this is an important issue for the community and supports current trends in recreation planning.

Other issues raised included a toilet upgrade and removal of the Angling Club building. This was outside the scope of the consultants brief and has been noted. There were concerns regarding; tree plantings, relocation of palms, removal of mosaics sculptures, inclusion of artwork, etc. In response, it should be noted that this a draft concept plan and provides a broad view of the space; details such as these were intended to be included in the next phase.

A number of submissions suggested that a detailed foreshore master plan be developed. The Portland Bay Coastal Comments Infrastructure Plan (Beca) 2007 is a long term master plan that provides clear and practical design guidance for the future development of the foreshore area and a strategy to improve foreshore amenity and connectivity.

Community Engagement Strategy

There were some concerns raised about the extent and integrity of community consultation. In line with the project brief the consultants developed a Community Engagement Strategy that identified all key stakeholders and the tools and techniques to be used throughout the engagement process.

Key stakeholders identified for community consultation:

 Specific users of the area such as Upwelling, SUFM, Carols by Candlelight, Make a wish, Santa Run;

 Sporting clubs, the Anglers club, Yacht club, Naval cadets, YMCA;

 All primary and secondary schools ; ORDINARY COUNCIL MEETING - 68 - Tuesday, 27 August 2013

F8. PORTLAND LIVE (continued)

 Service clubs, Port of Portland, Portland Business Network, Portland Tourism Association, Young Professionals Network ; and

 Other relevant clubs and businesses.

Tools and techniques for community consultation:

 Development of the Portland LIVE logo used in all materials;

 Advertising in the print media under council booked space, in community news, GSC media release, etc;

 Development of a fact sheet which was distributed to all identified stakeholders;

 A letter, outlining the aim and detailing the process was emailed to all of the identified stakeholders;

 An online survey was available from 18 February for the community to provide information about what they would like to see happen on the Bentinck Street lawns and foreshore;

 Development of a post card that was distributed widely to community agencies and facilities, library, cafes, service stations, businesses in Bentinck St and in close proximity to the proposed site, etc. summarising the process and providing dates for the community forum, information evening and how to access the online survey;

 A Council webpage and a dedicated email was created to provide a communication channels for the community to send ideas;

 Community forums (2) and;

 Workshops for schools and skaters (4).

The consultants prepared a Community Engagement Summary Report outlining the key themes from the Community Ideas Forum, Design information evening, school workshops and survey response carried out during February, March and April 2013. This report was distributed to key stakeholders, forum attendees, all schools and was provided to Council in May 2013. ORDINARY COUNCIL MEETING - 69 - Tuesday, 27 August 2013

F8. PORTLAND LIVE (continued)

Consultation Engagement and Participation

 A community ideas forum was held, with over 40 attendees;

 All primary and secondary schools in the Portland region were invited to attend consultation sessions; two secondary schools and seven primary schools took part. Over 60 young people from year 5 to year 12 participated;

 Skaters were invited to attend a session to share their needs and ideas; 26 skaters met with the consultants ;

 There were 132 responses to the online survey;

 A second community forum was held with attendance by approximately 40 community members; and

 The Community Engagement Summary Report and draft concept plan was distributed to all forum attendees, key stakeholders and schools. a. Council Plan Linkage and Policy Context

The Glenelg Shire Council Plan is committed to an engaged, healthy connected and proud community (2013/14 – 2016-17). Related strategies include; empowering the community through engagement, improving the presentation of the shire to the community and visitors, improving the health and wellbeing and understanding the needs of young people. It is also committed to a thriving economy full of opportunities and resilience by building Portland Bay and the foreshore as an economic attractor.

The plan also notes commitment to managing and sustaining our natural and built environments by promoting healthy living and through the development of quality built environment that values and respects our natural and cultural inheritance.

The Recreation and Open Space Strategy, 2007, identified the need to upgrade the skate park and BBQ/picnic facilities throughout the shire. It also indicates that any new developments or upgrades should consider opportunities for informal community activities. ORDINARY COUNCIL MEETING - 70 - Tuesday, 27 August 2013

F8. PORTLAND LIVE (continued)

The strategy also stated that Glenelg has a lower physical activity rate than the Victorian average and that physical activity of all kinds should be promoted, supported and encouraged. It also identified the need to provide a more appropriate balance between organised and non organised participation in recreation activities, with an increase in resources for informal activities required.

The Portland Bay Coastal Infrastructure Plan, 2007 (Beca) states that any development or use of the foreshore must demonstrate broad community benefit and provide opportunities to undertake a range of inexpensive recreational and family orientated activities. It also identifies improvements to the Henty Beach Precinct that include the opportunity to provide a formalised grassed amphitheatre or multipurpose performance space, enhance family friendly surrounds and provide lighting to the skate park. The plan supports the civic foreshore precinct that includes the area currently occupied by the yacht and angling club to be redeveloped to provide a focal point for civic activity and provide physical linkages between the waterfront and central business district.

The Youth Issues paper and subsequent development of the Glenelg Shire Council Youth Strategy Action Plan identifies skating as a significant activity for young people. The Plan incorporates a Council objective of „Young people in Glenelg Shire have access to a range of innovative, creative and appropriate recreation and leisure opportunities that respond to identified community needs.‟ b. Legislative and Legal Considerations

Council has a legal obligation to maintain the Portland Skate Park to a standard to ensure the facility is safe and continues to be fit for purpose. c. Consultation and/or communication processes implemented or proposed

There has been considerable community consultation involved in the development of the concept design for Portland LIVE. This is outlined in the Community Engagement Summary Report-April 2013.

ORDINARY COUNCIL MEETING - 71 - Tuesday, 27 August 2013

F8. PORTLAND LIVE (continued) d. Risk Management

Council‟s insurers, Civic Mutual Plus, inspected the Portland Skate Park on 3 March 2011 and provided the Public Liability Targeted Risk Appraisal Report. This report recommended repair or replacement of rust affected equipment. Repairs to ensure the skate park remained safe and fit for purpose were carried out however ongoing maintenance to the facility is required. The development of a new skate facility will meet the needs of young people and alleviate the ongoing financial burden of maintaining the current aging skate facility. e. Resource Implications

The existing skate park is at the end of the life cycle and repairs will continue to be costly to Council.

Further consultation and development of the concept are within the scope of the current contact with consultants and further resources are not required at this stage. f. Charter of Human Rights and Responsibilities

The project is considered to accord with the Victorian Charter of Human Rights and Responsibilities Act 2006. g. Sustainability and Environmental Considerations

This will be considered in the future development of the project. h. Budget Implications

The current project is funded to the concept design stage. Any further progression with the project would require further commitment from Council and exploration of funding opportunities. However Council has made an allocation of $100,000 in the 2013/14 budget for this project. The current budget allocation will provide for development of a concept plan for the proposed Youth Activities Area.

Options

While there is a need to address the needs of the aging skate park it is evident that the community has objections to the integration with other facilities on some of the Bentinck Street lawns. ORDINARY COUNCIL MEETING - 72 - Tuesday, 27 August 2013

F8. PORTLAND LIVE (continued)

A number of options are available to move forward with the project. There may be opportunities to take a recreational/play approach rather than the civic approach currently undertaken. A recreation/play approach focuses on developing a community and family recreation space.

Development of the preferred option will be at no additional cost to Council in terms of concept design. It is in the current scope of the consultants existing contact.

Options for the progression of Portland LIVE Project are;

Option 1: Further Consultation to progress development at the Bentinck Street lawn area.

Description: Further consultation with the community to:

Redefine the key features of the design;

Articulate possible conflict resolution of the space; and

Redesign skateable component to create a significant delineation between broader public domain and skateable areas.

Cost $1.5M - $1.8 M Advantages The respondents that objected to elements of the concept plan will have further opportunity to provide input and amend the plan.

Disadvantages The community has such diverse needs and opinions that this may not be resolved in another round of consultation. Community expectations may not be met.

ORDINARY COUNCIL MEETING - 73 - Tuesday, 27 August 2013

F8. PORTLAND LIVE (continued)

Option 2: Development of a recreational/play space at the foreshore reserve that has more emphasis on play.

Description: The project would focus on a community and family hub and include:

Relocation of skate park infrastructure to foreshore reserve to include skateable areas and stage;

Redevelopment of play elements and play space;

Improvements to BBQs, seating and shelters;

Provide connections and pathways along the foreshore to link other key areas along the waterfront; and

Provide a family friendly recreation area.

Cost $700,000 - $1M Advantages Focus on recreation and play as identified in recent consultation and feedback;

Consolidation of the existing skate park and park and play areas into a family orientate and recreation space; and

This would address improved play elements that was expressed in the community consultation.

Disadvantages Community interest and appeal is uncertain.

ORDINARY COUNCIL MEETING - 74 - Tuesday, 27 August 2013

F8. PORTLAND LIVE (continued)

Option 3: Redevelopment of the skate park into a Youth Activities Area.

Description: Redevelopment of the skate park into a Youth Activities Area that improves the natural surveillance and ensures connectivity to other facilities and recreational opportunities on the foreshore.

Cost $400,000 - $600,000 Advantages This would reduce the ongoing costs of maintaining the existing skate park.

This would meet the immediate need of the young people.

It would provide additional elements such as a stage, shelter, etc.

Disadvantages The wider community does not benefit from the redevelopment.

A number of issues and features identified in the community consultation will not be addressed.

Community expectations have been raised around provision of amenities and infrastructure that will no longer be delivered.

The site in not particularly accessible and does not have good visibility or natural surveillances.

Conclusion

Submissions received for the Portland LIVE draft concept design indicated significant further consultation would be required if the project was to continue with development of the Bentinck Street lawn area. Given the range of feedback issues identified with this concept, this option is not recommended.

Outcomes from the public submissions indicate significant support for the upgrade of the skate park in the current location, upgrade to the foreshore play space and a need for overall master planning of the foreshore pathways addressing connectivity between the different precincts. ORDINARY COUNCIL MEETING - 75 - Tuesday, 27 August 2013

F8. PORTLAND LIVE (continued)

A concept plan for the Youth Activities Space will be developed at no additional cost to Council as it is in the current scope of the consultants existing contract. It is therefore recommended that Council pursues this option.

Officer Recommendation

1. That Council approve the development of a Youth Activities Space concept plan that includes a skate space in the current location (option 3).

2. In accordance with the Portland Bay Coastal Infrastructure Plan Council approve the development of a Foreshore Master Plan for the foreshore area that addresses the connectivity issues between the different areas.

3. That Council approves the development of a Play Space Strategy for the Shire that addresses the need for the upgrade of the foreshore playground.

4. That Council refer funds to develop a Foreshore Master Plan and Play Space Strategy for consideration in the 2014-15 Budget process. ORDINARY COUNCIL MEETING - 76 - Tuesday, 27 August 2013

F9. CASTERTON KELPIE INTERPRETIVE CENTRE (Separate circulation to Councillors, CEO and Group Managers) (Doc Set ID: 1459088)

Group Manager: Syd Deam, Group Manager Planning and Economic Development Author: Adrian Scott, Economic Development and Tourism Manager

Executive Summary

This paper is to brief Councillors on the proposed planning methodology for the development of the Casterton Kelpie Interpretive Centre (CKIC).

It recommends that a funding application be approved and submitted to Regional Development Victoria “Putting Locals First – Planning Category” for a grant to assist Council in the preparation of a Strategic Assessment Plan for the Casterton Kelpie Interpretive Centre.

Background

Council at the 28 May 2013 Ordinary Meeting of Council moved the following motion:

MOVED Cr Northcott

MOTION

1. That Council approve the purchase of land at 47 Railway Precinct Casterton for the sum of $46,000 (Forty Six Thousand Dollars).

2. That the Chief Executive Officer be authorised to sign all documents to give effect to this Council decision.

3. That Council does not proceed with the upgrade to the existing Casterton Visitor Information Centre and Council‟s money allocated now be forwarded to the development of the Kelpie Interpretive Centre.

4. That local member for Lowan Hon Hugh Delahunty and Regional Development Victoria be advised of the purchase of the VicTrack land and that Council‟s vision now is to move forward as a priority with the development of this site for the Casterton Kelpie Interpretive Centre.

5. Council explore all available funding opportunities including „Putting Locals First‟ and „Living Libraries‟ funding.

ORDINARY COUNCIL MEETING - 77 - Tuesday, 27 August 2013

F9. CASTERTON KELPIE INTERPRETIVE CENTRE (continued)

6. That the $13,320 saved on the purchase of the land be forwarded to the Kelpie Interpretive Information Centre project.

7. That a report be referred to the June Councillor Workshop in relation to the $120,000 saving from the upgrade project for the Casterton Saleyard Rotunda.

SECONDED Cr Oberlander

CARRIED

Council recently acquired from VicTrack, land at 47 Railway Precinct, Casterton. This acquisition has cleared the way to commence planning for the development of the CKIC.

Without pre-empting the Strategic Assessment process, community benefits may include:

 A new focal point for the town‟s heritage, which also becomes a tourist destination in its own right;

 A new Visitor Information Centre, with an improved location; and

 New facilities for use by residents.

More recently the Glenelg Shire Council Plan 2013/14 – 2016/17 (adopted for submission to the Minister at its Ordinary Council Meeting 25 June 2013) included as a Priority Action “Develop the CKIC”.

Report

Whilst the concept of the CKIC has been identified for a number of years, the project nevertheless needs to satisfy a set of fundamental questions; key questions include:

1. What are the business and community needs and the likely solutions?

2. Which option will provide the best solution?

3. Is there a compelling case for investing? In other words, can Council make a strong case for external funding?

ORDINARY COUNCIL MEETING - 78 - Tuesday, 27 August 2013

F9. CASTERTON KELPIE INTERPRETIVE CENTRE (continued)

In order to strengthen the project and respond to the above questions, it is proposed to conduct a Strategic Assessment Process which will translate the concept into a robust project. It will highlight the requirements to meet identified needs, anticipated benefits and the timelines.

It is important to note that the identification of options as mentioned above should not be limited to asset solutions. Relationship building is an important element of any project. In the preliminary phases of a project it can be critical to canvass stakeholders and the community to identify options and constraints. This allows the best options to be explored.

A business case needs to be developed. A business case should analyse costs, benefits, risks and other qualitative information involved in evaluating an investment.

To produce this robust business case the following Strategic Assessment Planning process is proposed:

1. Strategic Assessment - project identification. This stage could include an Investment Logic Map and a benefit management plan (defines the pre-requisites for delivering each expected benefit).

2. Option Analysis – concept and option development. Option feasibility, development and evaluation, risk identification.

3. Business Case project development - preparation of a compelling case to invest including concept designs, costings of project and full lifecycle costs.

In order to address the above matters it is proposed to engage a specialist to assist council, community and stakeholders through the process.

A similar process to the above outlined Strategic Assessment Plan was used to successfully secure funds for the Portland Bay Foreshore Project (Marina and Boat Ramp). The consultant company Biruu guided Council and stakeholders through that particular Strategic Assessment Plan. a. Council Plan Linkage and Policy Context

The adopted Glenelg Shire Council Plan for 2013/14 – 2016/17 recognises the CKIC through Theme 2, Objective 2 “A thriving economy full of opportunities and resilience” and through Priority Action: Develop the Kelpie Interpretive Centre.

ORDINARY COUNCIL MEETING - 79 - Tuesday, 27 August 2013

F9. CASTERTON KELPIE INTERPRETIVE CENTRE (continued) b. Legislative and Legal Considerations

There will be legal and legislative considerations as the Project progresses, such as Contract management requirements and planning and building approvals. c. Consultation and/or communication processes

Community and stakeholder consultation will be critical to the success of the Project. The various stages of consultation will be identified during the Strategic Assessment Process (SAP). d. Risk Management

The SAP will identify risks and address them as part of the process. e. Resource Implications

The SAP and resulting Business Case will identify resource implications such as total lifecycle costs of the Project. f. Charter of Human Rights and Responsibilities

Sustainability and environmental considerations would be addressed through the SAP. h. Budget Implications

The aim of the CKIC Strategic Assessment Plan is to provide a guide for future activities and to provide Council with a firm, fair and equitable basis for decision making. The CKIC Strategic Assessment Plan is not to be regarded as a mandate, but is inspirational and may articulate the ideal outcomes. Any outcomes, over and above that mentioned below, that require an additional budget allocation will be referred to the Council budget process for consideration.

The cost of the CKIC Strategic Assessment Plan would be in the order of $40,000. A grant from Regional Development Victoria‟s “Putting Locals First – Planning Category” could be applied for. This would require a contribution from Council of $10,000 with $30,000 from Regional Development Victoria. See attachment. ORDINARY COUNCIL MEETING - 80 - Tuesday, 27 August 2013

F9. CASTERTON KELPIE INTERPRETIVE CENTRE (continued)

Officer Recommendation

That Council submit an Expression of Interest funding application to Regional Development Victoria from the ‘Putting Local First Program’ seeking a $30,000 grant to fund the Casterton Kelpie Interpretive Centre: Strategic Assessment Plan. ORDINARY COUNCIL MEETING - 81 - Tuesday, 27 August 2013

F10. GLENELG SHIRE COUNCIL - PEOPLE WITH A DISABILITY COMMUNICATION STRATEGY (Separate circulation to Councillors, CEO, Group Managers and available to the Public) (DocSetID: 1464344)

Group Manager: Adele Kenneally, Group Manager, Community and Culture Author: Brad Charman, Community Development Officer (Access and Inclusion)

Executive Summary

A draft People with a disability Communication Strategy (see attachment) is presented for Council‟s consideration for adoption. The aim of the strategy is to articulate the mechanisms and means for Council to communicate with people with a disability.

Background

People with a profound or severe disability are defined as those people needing help or assistance in one or more of the three core activity areas of self-care, mobility and communication, because of a disability, long term health condition (lasting six months or more) or old age. (Australian Bureau of statistics 2011 Census of Population and Housing).

In comparison with national and state figures, Glenelg Shire has a larger population with a disability. Of the population in Glenelg, 6.3% need assistance with core activities and 4.6% have a severe and profound disability (Department of Health 2013). Glenelg also has 87 disability support pension recipients per 1,000 eligible population compared with Victoria with 55.7 per 1,000 population (Department of Health 2011). Up until December 2012 the Glenelg Shire Council Disability Advisory Committee acted as a conduit to people with a disability. The Committee was not re-established following the Council Election in 2012, and as a consequence this communication strategy has been developed to ensure that there are appropriate mechanisms and means for people with a disability to communicate their views, concerns and opinions to Council.

Report

The strategy articulates the mechanisms and means for people with a disability to communicate their views, concerns and opinions to Council. The objectives of this communication strategy are therefore to:  Provide a conduit for advice to Council on issues relating to disability, access, communication, participation and advocacy; ORDINARY COUNCIL MEETING - 82 - Tuesday, 27 August 2013

F10. GLENELG SHIRE COUNCIL - PEOPLE WITH A DISABILITY COMMUNICATION STRATEGY (continued)

 Enable people with a disability to participate in local democracy and have their say on draft Council plans, projects, strategies, etc;

 Advocate and promote an awareness and understanding of issues affecting people with a disability within Council and the community; and

 Assist Council to develop, monitor and implement its Municipal Public Health and Wellbeing Plan.

The strategy maps out the actions that will take place to ensure a consistent and transparent approach to collecting, sharing and disseminating information between the Glenelg Shire Council and identified disability communities. This information and progressed actions will be reported to Council on an annual basis.

A review of the Glenelg Shire Council People with disability Communication Strategy 2013 – 2017 will take place at the conclusion of the current Council term of Office. a. Council Plan Linkage and Policy Context

The Glenelg Shire Council - People with a disability Communication Strategy will provide a conduit for the exchange of information between the Glenelg Shire Council and Glenelg Shire Disability Communities. This strategy is in accordance with the:

 National Disability Strategy 2010 – 2020;

 Victorian State Disability Plan 2013 – 2016;

 Glenelg Shire Council Plan 2013/14 – 2016/17; and

 Glenelg Shire Council Municipal Public Health and Wellbeing Plan (in development). b. Legislative and Legal Considerations

The Federal Disability Discrimination Act 1992 (D.D.A.) provides protection for everyone in Australia against discrimination based on disability. It encourages everyone to be involved in implementing the Act and to share in the overall benefits to the community and the economy that flow from participation by the widest range of people. ORDINARY COUNCIL MEETING - 83 - Tuesday, 27 August 2013

F10. GLENELG SHIRE COUNCIL - PEOPLE WITH A DISABILITY COMMUNICATION STRATEGY (continued)

Disability discrimination happens when people with a disability are treated less fairly than people without a disability. Disability discrimination also occurs when people are treated less fairly because they are relatives, friends, carers, co-workers or associates of a person with a disability.

The implementation of the Glenelg Shire Council - People with a disability Communication Strategy will assist in reducing prejudice towards people with a disability. c. Consultation and/or communication processes implemented or proposed

See Appendix 1. “Glenelg Shire Council - People with a disability Communication Strategy”. d. Risk Management

Risks identified in the Glenelg Shire Council - People with a disability Communication Strategy will be monitored as stated in the attached Strategy. e. Resource Implications

There will be no additional resource implications with the execution of the Glenelg Shire Council - People with a disability Communication Strategy. f. Charter of Human Rights and Responsibilities

The Glenelg Shire Council - People with a disability Communication Strategy value aids in assisting the Glenelg Shire Council meeting relevant clauses within the Charter of Human Rights and Responsibilities. g. Sustainability and Environmental Considerations

There are no identified sustainability and environmental considerations with this project. h. Budget Implications

Will be undertaken within existing work plans and existing budgets, therefore no additional budget is required. ORDINARY COUNCIL MEETING - 84 - Tuesday, 27 August 2013

F10. GLENELG SHIRE COUNCIL - PEOPLE WITH A DISABILITY COMMUNICATION STRATEGY (continued)

Conclusion

The Glenelg Shire Council – People with disability Communication Strategy maps out the actions that will take place to ensure a consistent and transparent approach to collecting, sharing and disseminating information between the Glenelg Shire Council and identified disability communities.

Officer Recommendation

That Council to adopt the Glenelg Shire Council – People with disability Communication Strategy 2013 – 2017 included in attachment 1 of this report.

ORDINARY COUNCIL MEETING - 85 - Tuesday, 27 August 2013

F11. NSQA ACCREDITATION FOR CASTERTON LIVESTOCK SALEYARDS (Separate circulation to Councillors, CEO and Group Managers) (DocSetID: 1452917)

Group Manager: Paul Healy, Group Manager Assets and Infrastructure Author: Stuart Ferrier, Senior Engineer Assets

Executive Summary

This paper is to brief Council on the benefits and costs of seeking and obtaining National Saleyards Quality Assurance (NSQA) accreditation for the Casterton Livestock Saleyards.

Background

It has been recognised for some time that the market place is becoming more demanding of good performance and adherence to product specifications. These demands extend not only to product quality but also to food safety and environmental issues plus animal welfare and workplace safety.

Over the past fifteen years there has been a steady move throughout the livestock and meat industries to embrace the principles of Quality Assurance as a means of addressing the demands of the market place.

Quality Assurance in turn is simply a management system that provides a means of organising and managing all of those things that are a necessary part of operating a successful business in order to assure required outcomes.

The Saleyards Selling Industry recognised the merit of using Quality Assurance to underpin the National Standard for the Construction and Operation of Australian Saleyards and the NSQA Program was thus developed specifically for Saleyards.

Casterton Livestock Saleyards has not previously sought NSQA accreditation but has successfully maintained European Union (EU) accreditation since 2 January 2002.

Report

The Livestock Management Act 2010 (LMA) came into operation on 1 January 2011 and is the legislation that underpins all management of livestock in Victoria. Livestock management, by definition, includes aspects of animal health, animal welfare, biosecurity and traceability. ORDINARY COUNCIL MEETING - 86 - Tuesday, 27 August 2013

F11. NSQA ACCREDITATION FOR CASTERTON LIVESTOCK SALEYARDS (continued)

Other states are expected to initiate similar legislation in the future with steps towards nationally agreed standards.

NSQA Accreditation is a commitment by a Saleyard to meet and maintain recognised national standards in the handling of livestock through all stages of the prime market and store/re-stocker market system.

The attached media release from NSQA, dated 19 June 2013, outlines the formal recognition of NSQA under the Victorian Livestock Management Act 2010. Further details can be seen in media release. (Attachment 1).

This new announcement means that all yards with NSQA accreditation will undergo a reduced audit process once legislative changes come into effect.

There are two levels of NSQA accreditation to suit both new saleyards and existing saleyards. The Level 2 accreditation is recommended for the Casterton Livestock Saleyards as it is applicable to existing saleyards and is a therefore a slightly lower level of accreditation. Level 2 accreditation still achieves all of the desirable outcomes in relation to animal health, animal welfare, biosecurity and livestock traceability.

Benefits of NSQA Level 2 Accreditation

By becoming accredited under the NSQA Program, a Saleyard is saying to the Industry and to the Community that they are serious about product quality and integrity and the other issues that concern the market place.

Australia is a major meat exporter as well as being a significant domestic market in its own right. Australia has a good reputation world-wide and by adopting Quality Assurance we are demonstrating to the world that by using modern management practices we are committed to maintaining our pre- eminent position.

NSQA Accreditation makes sound business sense both in terms of adopting a sustainable method for running the business and also demonstrating commitment to stakeholders across all sectors of the Industry and the Market Place.

NSQA saleyards will be able to demonstrate to stakeholders through their QA arrangements, that they are complying with the Australian Animal Welfare Standards and Guidelines – Land Transport of Livestock. In Victoria, NSQA participation will also be accepted as evidence of saleyard compliance with this standard by the Department of Primary Industries and Environment (DEPI). ORDINARY COUNCIL MEETING - 87 - Tuesday, 27 August 2013

F11. NSQA ACCREDITATION FOR CASTERTON LIVESTOCK SALEYARDS (continued)

Whilst the Casterton Livestock Saleyards have a heritage element to them i.e. they are not new facilities, many of the systems and processes that are required for NSQA accreditation – Level 2 are already in place. The forthcoming work on improvements to loading and unloading infrastructure should move the facility even closer towards the requirements for accreditation.

Requirements to achieve NSQA Level 2 Accreditation

To join the NSQA Program, application must first be made to NSQA Inc. Once a Saleyard has joined the NSQA Program, the steps towards accreditation are as follows:

 Training of staff in the development and management of the Quality Assurance Program;

 Assessment of the existing facilities followed by modification or redevelopment as necessary to meet the requirements of the National Standard;

 Development of the Quality Assurance Manual using the guidelines provided by NSQA Inc;

 Submit the manual for a desk audit and have it approved; and

 Have the Saleyard assessed under a site audit over the duration of a sale.

AUS-MEAT Limited has been appointed by NSQA Inc. as auditors for the NSQA Program. As such AUS-MEAT is responsible for ensuring that both the Quality Assurance System developed by each Saleyard and the Saleyard facilities themselves meet the requirements of the National Standard for the Construction and Operation of Australian Saleyards.

AUS-MEAT auditors are all Certified Quality Auditors under Quality Society of Australasia rules and they are registered with the Register of Certified Auditors.

AUS-MEAT is also able to provide advisory services, including assistance with the development of Quality Assurance Systems, under normal consultancy arrangements with individual Saleyards. ORDINARY COUNCIL MEETING - 88 - Tuesday, 27 August 2013

F11. NSQA ACCREDITATION FOR CASTERTON LIVESTOCK SALEYARDS (continued)

When a Saleyard is ready to be assessed for accreditation, contact is made with AUS-MEAT.

 Arrangements will then be made to courier the NSQA Manual to the person who will perform the desk audit.

 Following completion of the desk audit, the Manual will be returned to the Saleyard together with a report on the desk audit. If the manual needs further work it will need to be resubmitted once that work is completed.

 Once the Manual is approved arrangements will be made for an audit to be conducted on site at the Saleyards during a sale.

 The Saleyard will receive a report on the audit.

 If the audit is successful, AUS-MEAT will notify NSQA Inc. and forward a copy of the audit report to them together with a recommendation.

 The NSQA Inc. Board will assess the audit report make a final decision regarding accreditation of the Saleyard.

 Surveillance audits will be conducted annually or as required by NSQA Inc.

Costs of NSQA Accreditation

The joining fee for the NSQA program is currently $1000 per Saleyard. There is an on-going annual fee currently set at $470.00 (not payable in the year of joining).

Depending on the results of the initial audit and how close to Level 2 compliance the Casterton Livestock Saleyards are, some infrastructure changes may be required, however initial discussions with NSQA have led to the belief that we are already very close to meeting the requirements.

In the current climate where animal welfare is receiving considerable focus, the indirect costs and political risks of a saleyard not being accredited may well exceed the cost of participation in the NSQA program. ORDINARY COUNCIL MEETING - 89 - Tuesday, 27 August 2013

F11. NSQA ACCREDITATION FOR CASTERTON LIVESTOCK SALEYARDS (continued) a. Council Plan Linkage and Policy Context

The Council Plan 2013-2017 states a core value of Creative and innovative solutions for continuous improvement and lists the Casterton Saleyards as one of the services that supports Objective 2 – A thriving economy full of opportunities and resilience. NSQA accreditation would support these objectives and values. b. Legislative and Legal Considerations

Whilst the relevant legislation does not demand that Casterton Livestock Saleyards are NSQA accredited, there are relevant benefits to participation as outlined in this report. All legislative aspects have been considered in the preparation of this report. c. Consultation and/or communication processes implemented or proposed

If NSQA accreditation is to be pursued, this would be discussed at a subsequent Saleyard Advisory Committee meeting. It is expected that all members of this committee would be supportive of a move towards NSQA accreditation since it would mean the yards are better prepared to meet any animal welfare challenges that may arise. d. Risk Management

All risk management issues have been considered and discussed in the body of this report. Risk management would be improved through NSQA accreditation. e. Resource Implications

There are no known additional resource implications from NSQA accreditation. All processes and procedures will be carried out using existing resources. f. Charter of Human Rights and Responsibilities

The charter of Human Rights and Responsibilities has been considered in the preparation of this report. ORDINARY COUNCIL MEETING - 90 - Tuesday, 27 August 2013

F11. NSQA ACCREDITATION FOR CASTERTON LIVESTOCK SALEYARDS (continued) g. Sustainability and Environmental Considerations

There are no sustainability and environmental considerations directly resulting from NSQA accreditation, however at some time in the future, there may be a requirement to upgrade the existing triple cell truckwash effluent handling system to meet contemporary standards at the saleyards. h. Budget Implications

As shown in the body of the report, the joining fee for the NSQA program is currently $1,000 per Saleyard and there is an on-going annual fee of $470.00 (not payable in the year of joining).

It is proposed that both the joining fee and the annual fee be costed to the normal saleyards operating budgets where savings may be identified throughout the year.

Conclusion

The benefits of the Casterton Saleyards becoming NSQA accredited are significant and will not demand a significant change to the way that the saleyards currently operate. It is for these reasons that it is recommended that Council applies for NSQA membership and subsequently seeks NSQA (Level 2) accreditation.

Officer Recommendation

1. That Council applies for NSQA membership; and

2. That Council seeks NSQA (Level 2) accreditation for the Casterton Saleyards.

ORDINARY COUNCIL MEETING - 91 - Tuesday, 27 August 2013

F12. BARWON SOUTH WEST REGIONAL TRAILS DEVELOPMENT MANAGEMENT AND PROMOTION PROJECT

Group Manager: Adele Kenneally, Group Manager Community and Culture Author: Kerry Geyer, Recreation Development Officer

Executive Summary

This paper is to brief Councillors on the Barwon South West Regional Trails Development Management and Promotion Project and to seek the participation of the Glenelg Shire Council.

Background

The Barwon South West Regional Trails Working Group is a Working Group of the Livability Steering Group of the BSW Regional Managers Forum. The groups purpose is the ensure the ongoing implementation of the Barwon South West Regional Trails Master Plan. The group consists of representatives of Local Government, State Government agencies and statutory authorities including Warrnambool City Council, Glenelg Shire Council, City of Greater Geelong, Surf Coast Shire, Colac Otway Shire, Parks Victoria, DSE and DPCD.

Two of the thirteen listed trails identified within the BSW Regional Trails Master Plan, are located in the Glenelg Shire: the Great South West Walk and the Glenelg River Canoe and Kayak Trail at Nelson. Council noted the Master Plan at the Council Meeting of 24 November 2009 and provided approval for it to be placed on the Council website.

This project represents an opportunity for a clear economic development focus around coordinated promotion of regional trails. This would present greater tourism opportunities for all trails and in turn providing a greater economic benefit and increased tourism opportunities for the Glenelg Shire.

Report

The current project of this Working Group is the implementation of the BSW Regional Trails Development Management and Promotion Project, identified as an outcome of the BSW Regional Trails Master Plan completed in 2009.

The Barwon South West Regional Trails Working Group applied for funding from Sport and Recreation Victoria‟s 2012 2013 Community Facility Funding Program, Regional Planning category, for a contribution of $50.000. This required a $25,000 contribution from Local Government.

ORDINARY COUNCIL MEETING - 92 - Tuesday, 27 August 2013

F12. BARWON SOUTH WEST REGIONAL TRAILS DEVELOPMENT MANAGEMENT AND PROMOTION PROJECT (continued)

The recommended breakdown for Local Government contribution to obtain this total amount is:

Local Government Requested Local Requested Contribution Government Contribution

Warrnambool City $5,000 Moyne Shire $2,000 Council

City of Greater $5,000 Glenelg Shire $2,000 Geelong

Colac Otway Shire $5,000 Southern $2,000 Grampians Shire

Surf Coast Shire $2,000 Borough of $500 Queenscliffe

Corangamite Shire $2,000 Total $25,500

It should be noted that contributions excluded GST and individual Council‟s would be invoiced by the Warrnambool City Council as the auspice for the project in the 2012/2013 financial year. A delay in receiving this information has meant that invoices are now being received.

The proposed amount has not been budgeted for within the Recreation operating budget and payment of the invoice will result in the expenditure being allocated within the Recreation operating budget for 2013 2014. a. Council Plan Linkage and Policy Context

The Barwon South West Regional Trails project has links with the newly adopted Council Plan for 2013/14 – 2016/17 through the following:

Theme 2 – Diverse economic base, Strategy 5 – Build on diversity of the Shire for tourism through nature-based tourism opportunities, Priority Action 7 – Link natural and built assets to tourism product and economic opportunities.

ORDINARY COUNCIL MEETING - 93 - Tuesday, 27 August 2013

F12. BARWON SOUTH WEST REGIONAL TRAILS DEVELOPMENT MANAGEMENT AND PROMOTION PROJECT (continued)

Shared walking/bike trails have also been identified as a community priority in the recent consultations for the development of the new Municipal Public Health and Wellbeing Plan. b. Legislative and Legal Considerations

These have been considered. c. Consultation and/or communication processes implemented or proposed

The BSW Regional Trails Development Management and Promotion Project will include extensive consultation. Extensive consultation was undertaken in the development of the Master Plan. d. Risk Management

This has been considered. e. Resource Implications

Warrnambool City Council is acting as the auspice for the BSW Regional Trails Development Management and Promotion Project. They are responsible for all aspects of delivery and reporting for the project. f. Charter of Human Rights and Responsibilities

These have been considered. g. Sustainability and Environmental Considerations

The sustainability and environmental considerations relating to the regions tracks and trails is a major driver for the development of the BSW Regional Trails Master Plan. The further piece of work contained in the BSW Regional Trails Development Management and Promotion Project will look at these important issues in depth and recommend actions and strategies to address the ongoing sustainability and environmental considerations surrounding them. ORDINARY COUNCIL MEETING - 94 - Tuesday, 27 August 2013

F12. BARWON SOUTH WEST REGIONAL TRAILS DEVELOPMENT MANAGEMENT AND PROMOTION PROJECT (continued) h. Budget Implications

The proposed Glenelg Shire contribution of $2,000 has not been budgeted for within the Recreation operating budget. Payment will result in the expenditure being allocated within the Recreation operating budget for 2013-2014.

Conclusion

Two of the thirteen listed trails identified within the BSW Regional Trails Master Plan are located in the Glenelg Shire: the Great South West Walk and the Glenelg River Canoe and Kayak Trail at Nelson. Council noted the Master Plan at the Council Meeting of 24 November 2009 and provided approval for it to be placed on the Council website.

Participation in this project represents an opportunity for a clear economic development focus around coordinated promotion of regional trails. This would present greater tourism opportunities for all trails and in turn provide a greater economic benefit and increased tourism opportunities for the Glenelg Shire.

Officer Recommendation

That Council approves the participation in the Barwon South West Regional Trails Development Management and Promotion Project and commits $2,000 from the 2013-2014 Recreation operating budget.

ORDINARY COUNCIL MEETING - 95 - Tuesday, 27 August 2013

F13. SALEYARD FEES & CHARGES 2013/14

Group Manager: Paul Healy, Group Manager Assets and Infrastructure Author: Stuart Ferrier, Senior Engineer Assets

Executive Summary

This paper is to brief Council on the recommended fees and charges for the Casterton Saleyards for 2013/14, following recommendations from the Saleyards Advisory Committee Meeting held 11 July 2013.

Background

Council normally adopts its annual fees and charges schedule during March or April. This year, the Casterton Saleyard Advisory Committee had not been reconstituted in time to consider the proposed fees and charges for 2013/14.

The Casterton Saleyard Advisory Committee Terms of Reference and Membership was adopted by Council at its ordinary meeting of 28 May 2013 and meeting of the Committee was scheduled for 11 July 2103, following the combined agents store cattle sale held on 20 June 2013.

Report

The initial draft 2013/14 Saleyard Fees and Charges schedule, which generally proposed a 5% increase to all fees, was modified slightly prior to presentation to the Saleyard Committee. The modifications suggested included:

 Rounding of all charges to the nearest $0.05;

 50% increase in the charge for supplying and administering NLIS Post Breeder Tags (to bring closer in line with other saleyards); and

 Slightly lower increase (4%) for Cattle recommended because of approximately 30% reduction in income to producers during 2012/13 (data from 2012/13 sales declarations).

The Saleyard Committee discussed the proposed Fees and Charges Schedule presented, particularly in relation to the charge for Post Breeder tags, where some committee members suggested that a 100% increase would not be unreasonable because of the costs involved in fitting and administering tags that the producers had failed to fit or check.

The Committee resolved to recommend to Council that the Proposed Fees and Charges Schedule for 2013/14, as presented, be adopted. Adoption of the fees until June 30, 2014 will bring the timeline in line with the time period of other Council fees. ORDINARY COUNCIL MEETING - 96 - Tuesday, 27 August 2013

F13. SALEYARD FEES & CHARGES 2013/14 (continued)

The Recommended Fees and Charges Schedule for 2013/14 is shown in Figure below.

2013/14 is shown in Fig. 1 on the following 2013/2014 page. 2012/2013 % Statutory TYPE OF FEE / CHARGE GST GST increase Fee Y/N INCLUSIVE INCLUSIVE CASTERTON SALEYARDS i. Council Plan Linkage and Policy Context Horse,$7.20 4% N Head of Cattle $7.50 $7.20 4% N j.Bull Legislative and Legal Considerations $8.70 $8.25 5% N Calf (under 6 months) $3.15 $3.00 5% N k.Sheep, Consultation Lamb, Goat, Pig and/or or Like communication$0.66 processes$0.6 3 implemented 5% orN proposed Cow and Calf $8.70 $8.30 5% N

Ram $0.95 $0.90 5% N l. Risk Management USE OF CRUSH m.Minimum Resource Charge Implications Daily rate up to 20 $33.00 $31.50 5% N head n.Daily Charter per head of rate Human when Rights more and Responsibilities$1.68 $1.60 5% N than 20 head

OCCASIONAL USE o. Sustainability and Environmental Considerations Yard opening charge - for $91.35 $87.00 5% N

resting/interchange - 4 Deck semi p. Budget Implications (Compulsory sub-heading must be included in all Yard opening charge - for $120.75 $115.00 5% N resting/interchangereports) - B-Double TRUCK WASH Truck wash use - AVDATA (per $0.66 $0.63 5% N minute) USE OF CATTLE SCALES Weighing - Less than 10 Head (per $8.50 $8.10 5% N head) Weighing - 10 to 49 Head (per $5.60 $5.35 5% N head) Weighing - 50 Head and above (per $4.10 $3.90 5% N head) OTHER SALEYARD CHARGES Issue and administer Post Breeder $15.00 $10.00 50% N Tags (fitted by Agents) - charged to Agents Stock Agent Charge - Fixed Charge $346.50 $330.00 5% N (per sale) Stock Agent Charge - Variable 0.0525% 0.050% 5% N Charge (% of GST exc. sale value)

ORDINARY COUNCIL MEETING - 97 - Tuesday, 27 August 2013

F13. SALEYARD FEES & CHARGES 2013/14 (continued) a. Council Plan Linkage and Policy Context

The Casterton Livestock Saleyards are supported in the 2013-2017 Council Plan under Objective 2 – A thriving economy full of opportunities and resilience. b. Legislative and Legal Considerations

Council is empowered to set fees and charges for services under Section 113 (1) of the Local Government Act 1989. c. Consultation and/or communication processes implemented or proposed

Consultation with the Casterton Saleyard Advisory Committee has been completed. No further consultation is proposed. d. Risk Management

There are no risk management issues to be considered in relation to this report. e. Resource Implications

There are no resource implications to be considered in relation to this report. f. Charter of Human Rights and Responsibilities

The Charter of Human Rights has been considered in the preparation of this report. g. Sustainability and Environmental Considerations

There are no Sustainability and Environmental issues to be considered in relation to this report. h. Budget Implications

The adopted 2013/14 budget has assumed a general 5% increase in Casterton Saleyard Fees and Charges. The recommended 2013/14 Fees and Charges Schedule is generally in alignment with the adopted budget, with the minor exceptions described in this report.

ORDINARY COUNCIL MEETING - 98 - Tuesday, 27 August 2013

F13. SALEYARD FEES & CHARGES 2013/14 (continued)

Conclusion

The Saleyard Fees and Charges Schedule for the 2013/14 financial year as presented in this report are now recommended for adoption by Council.

Officer Recommendation

1. That Council adopts the Saleyard Fees and Charges Schedule for the 2013/14 financial year as presented in this report.

2. That the fees and charges be implemented before the October 2013 Store Cattle Sale.

ORDINARY COUNCIL MEETING - 99 - Tuesday, 27 August 2013

F14. LOCAL HISTORY DIGITISATION PROJECT PROPOSAL

Group Manager: Adele Kenneally, Group Manager Community and Culture Author: Susan Bentley, Library and Information Services Manager

Executive Summary

This paper provides Council with information regarding a proposed project to digitise items in the local history collections that currently reside in physical format at Portland Library and with the Portland Family History Group collection and the Glenelg Shire Council Cultural Collection. External funding is required and will be sought prior to initiating work.

Background

Local History collections digitised and made available online, are not a new idea. Indeed many significant and interesting collections can be seen across the world through the Internet.

Some examples are:

 UNESCO‟s Memory of the World; http://www.unesco.org/new/en/communication-and- information/flagship-project-activities/memory-of-the-world/homepage/

 American Memory project; http://memory.loc.gov/ammem/index.html

 Australian Memory of the World Project; http://amw.org.au/

 National Library of Australia‟s Trove website; http://trove.nla.gov.au/ and many more.

On a more local level there are many projects with similar objectives to create better access to local history collections:

 Mosman Council‟s Local Studies collection of Faces, Voices, Streets, and Images; http://www.mosman.nsw.gov.au/library/local-studies/

 Ballarat & District Genealogical Society; http://www.ballaratgenealogy.org.au/

 Yarra Plenty‟s WikiNorthia; http://wikinorthia.net.au/ and many more. ORDINARY COUNCIL MEETING - 100 - Tuesday, 27 August 2013

F14. LOCAL HISTORY DIGITISATION PROJECT PROPOSAL (continued)

Digitisation of significant historical materials not only provides greater access for locals and the wider community, but is also helps preserve precious materials for future generations. Portland Victoria is the location of the first permanent European settlement in Victoria in 1834 and has important historical meaning for Victoria and Australia. This early settlement had significant impact on the existing Aboriginal people who inhabited the region.

Many of the stories told and published are held in physical format at the Portland Library and at Portland‟s History House.

Report

This project proposes to digitise these existing Local History collections that reside in physical format at Portland Library and with the Portland Family History Group collection and the Glenelg Shire Council Cultural Collection. The aim is to present interesting artefacts as “stories”. For example, Assisted Immigration through Portland Bay; The Construction of Portland Harbour; The Clash of Cultures – European meets Indigenous; The Whaling Story; The Henty‟s; etc.

The vision is to create an online point where digital representations of significant original materials can be easily viewed via the Internet, thereby providing much greater access to these precious materials, while also protecting them from disappearing altogether through wear and tear. These items exist as newspapers, photographs, family recollections, artefacts, oral recordings, books, journals, and documents.

In order to initiate this project, funding and resources are required to cover: equipment purchases, staffing hours and training, software systems (additional module to the existing Library Management System), storage facilities (IT server), copyright and licensing requirements, and a suitable online platform (website).

It is estimated that this work will continue for many years, however initiating the project by obtaining the software, hardware, equipment, training staff and establishing workflows will get the work up and running while also getting a large portion of the items digitised and stored appropriately. Getting the workflows and systems in place initially using the knowledge and expertise of Glenelg Shire staff in collaboration with the Portland Family History Group, will allow for follow-on work to be done into the future by volunteers. ORDINARY COUNCIL MEETING - 101 - Tuesday, 27 August 2013

F14. LOCAL HISTORY DIGITISATION PROJECT PROPOSAL (continued) a. Council Plan Linkage and Policy Context

Glenelg Shire Council Plan Theme 1: Engaged, healthy, connected and proud community – elevate the history, prominence and cultural significance of the Glenelg Shire.

Glenelg Shire Council Cultural Collection Strategic Plan 2009-2014: 6.3: The rationale and use of the collection is effectively promoted to the community, by publishing a summary of the collection‟s strengths either in print or electronically through cultural/heritage websites. b. Legislative and Legal Considerations

Has been considered. c. Consultation processes proposed

Consultation with community to be undertaken. d. Risk Management

Has been considered. e. Resource Implications

Described above. f. Charter of Human Rights and Responsibilities

Consideration of the Charter of Human Rights and Responsibilities is stated by the Australian Library and Information Association. g. Sustainability and Environmental Considerations

Has been considered. h. Budget Implications

This project is currently not funded within the library budget. Funds would need to be resourced from external sources to enable this project to proceed.

It is estimated that the total cost for this project would be in the vicinity of $64,000. ORDINARY COUNCIL MEETING - 102 - Tuesday, 27 August 2013

F14. LOCAL HISTORY DIGITISATION PROJECT PROPOSAL (continued)

Conclusion

The community will benefit from greater access to significant local history through online access to digitised materials. Precious and fragile materials will be preserved and protected by creating and storing digital copies. 21st century technologies applied to existing collections will ensure future prosperity for these rich local stories and heritage materials, while showcasing them to the world.

Officer Recommendation

That Council approves the proposal to seek funding for a Local History Digitisation Project.

ORDINARY COUNCIL MEETING - 103 - Tuesday, 27 August 2013

F15. L2P LEARNER DRIVER MENTOR PROGRAM PROGRESS REPORT

Group Manager: Adele Kenneally, Group Manager Community and Culture Author: Kerry Geyer, Recreation Development Officer

Executive Summary

This report provides an update on the L2P Learner Driver Mentor Program achievements and funding status, and recommends the reestablishment of the L2P Program Steering Committee.

Background

Program Development

The introduction of the logbook system in 2008, which requires 120 hours mandatory driving practice, was put in place to reduce the likelihood of crash involvement for young drivers. VicRoads identified that the new system would cause disadvantage to a section of the community who would be unlikely to have access to a suitable supervising driver, registered motor vehicle or have the financial capacity to meet the additional driving requirements or access professional driving lessons, and as a result introduced the L2P Learner Driver Mentor Program.

The Glenelg L2P Learner Driver Mentor Program commenced in September 2010 as a result of a successful funding application to VicRoads. The Program Coordinator was employed to develop and implement the program with assistance from a community stakeholder Steering Committee chaired by a Councillor. The first year was focused on program development and delivery within Portland. The program was scheduled to be rolled out to Heywood in the second year, which was achieved in March 2012. Consultation was planned for Casterton to determine community need for the program once both these locations were consolidated.

Program Funding

Funding provided by the State Government through VicRoads during the period 2009 – 2012 allowed for the complete funding of programs including the cost of employing a temporary part-time Coordinator at .6eft, vehicle running and sign writing costs, professional driving lessons, mentor recruitment, recognition and training, promotion and marketing, approvals and checks, and general program administration.

ORDINARY COUNCIL MEETING - 104 - Tuesday, 27 August 2013

F15. L2P LEARNER DRIVER MENTOR PROGRAM PROGRESS REPORT (continued)

The State Government announced that the initial three years of the L2P Learner Driver Mentor Programs had been a success. Evaluation of the Program showed that the initial funding, assigned due to the Programs road safety focus, provided opportunity for disadvantaged young learner drivers to obtain support and professional driving lessons in a safe environment. The results showed the program assisted in placing safer, more responsible young drivers behind the wheel while increasing their community connections. It was also shown that the benefit to the community, mentors and the young learner drivers was much greater than first thought with proven benefits outside of those of road safety. These include employment outcomes, community connectedness, increased self confidence for young people, and also provided volunteering opportunities for members of the community who were not typically engaged.

VicRoads is not providing the same level of funding for the program beyond 2012 as the program is more than a road safety initiative, and is more about youth mentoring and community volunteering. L2P Programs state wide now receive $1800 annually per active driving match monitored quarterly. Failure to keep targets results in a reduction of funding. The Glenelg L2P Learner Driver Program revised its original target of 40 to 25 based on data to date. This significantly reduced funding is assigned to coordination and some vehicle running costs only. Programs are expected to find community financial support to supplement the decrease in funding.

The current VicRoads funding as announced by the State Government in 2012 is secured until 30 June 2015. Beyond 2015, VicRoads expects that community stakeholders will pick up the costs if they value the L2P Learner Driver Program outcomes for their individual communities.

A state wide Local Government approach to State Government has been identified discussed by the network of L2P coordinators, but at this stage requires a Program Champion to lead this work.

Sponsorship

Programs across the state have obtained vehicle sponsorship from a number of sources with the Glenelg program being successful in attracting local car dealerships to participate. Currently the program enjoys vehicle sponsorship from Callaghan Motors Portland who supply the program with a new demonstrator vehicle every 5,000km.

ORDINARY COUNCIL MEETING - 105 - Tuesday, 27 August 2013

F15. L2P LEARNER DRIVER MENTOR PROGRAM PROGRESS REPORT (continued)

This is at a cost of approximately $500/month to the dealership. The Program also obtained funding from VicRoads to purchase a new Suzuki Alto from Callaghan Motors Portland in January 2012 at a reduced rate, allowing for the expansion of the program into Heywood and increased the programs capacity in Portland.

Heywood Bendigo Bank allocated a one off $2,000 grant to support the programs rollout to Heywood. The partnership included their support in recruiting mentors through the provision of financial assistance to local sporting and community groups who were expected to provide one mentor to undertake the program training and participate for twelve months.

Portland Signworks have also supported the program as sponsors through the provision of discount rates for vehicle sign writing. The branding of the L2P vehicles meets program requirements and is instantly recognisable.

Report

Program Participation

Since the introduction of the Glenelg L2P Learner Driver Program it has attracted 79 applications from potential young learner drivers. Of these, 55 learner drivers have participated in the program and resulted in 19 young people successfully obtained their „P‟ plates at their first attempt, with a further three (3) scheduled to undertake their tests in coming weeks. The Program has a high dropout rate with over a third of all learners accepted into the Program failing to complete their 120 hours and undertake their licence test within the Program. This is to be expected when working with at risk young people; for example those who may leave the district for reasons of homelessness, family break up, employment opportunities elsewhere or they are no longer interested in making participation a priority.

Anecdotally, those obtaining their licences in Glenelg have lead to increased employment opportunities, increased capacity for young carers to support family members, social reconnection, opportunities for further study and a reduction in homelessness. The benefit to the volunteer mentors is as varied and impactful.

The Program statistics include the following:

 30 current mentors;

 2153.57 mentor supervision hours; ORDINARY COUNCIL MEETING - 106 - Tuesday, 27 August 2013

F15. L2P LEARNER DRIVER MENTOR PROGRAM PROGRESS REPORT (continued)

 139 professional driving lessons;

 19 successful „P‟ plates;

 6 mentor training sessions held with 36 participants; and

 25 current active learner driver/mentor matches.

Currently the program does not have learners based in Heywood and despite constant attempts to recruit through agencies, schools and Windamara, to this date the program has not received further applications from Heywood. a. Council Plan Linkage and Policy Context

The Glenelg L2P Learner Driver Mentor Program is supported by the 2013 – 2017 Council Plan through assisting an „Engaged, healthy, connected and proud community, where we can actively participate and are positive about our future.‟ It addresses the needs of young people, creates opportunities to improve the life of the people who are disadvantaged by including all of our community in opportunities to lead healthy productive lives and to participate in education, employment and community life. b. Legislative and Legal Considerations

These have been considered. c. Consultation and/or communication processes implemented or proposed

The Glenelg L2P Learner Driver Program is dependent on broad communication with the wider community. This includes identified stakeholders, program mentors and young learner drivers, funding partners and sponsors. d. Risk Management

The Glenelg L2P Program has a full suite of policies and procedures in place to ensure all risks are identified and mitigated. e. Resource Implications

Funding has been provided from the State Government to employ a temporary Program Coordinator for 3 days per week up to 30 June 2015. ORDINARY COUNCIL MEETING - 107 - Tuesday, 27 August 2013

F15. L2P LEARNER DRIVER MENTOR PROGRAM PROGRESS REPORT (continued) f. Charter of Human Rights and Responsibilities

These have been considered. This Program enables disadvantaged young people with the opportunities to obtain their driving licences and gain access to employment and training. g. Sustainability and Environmental Considerations

The Program will be unable to be sustained beyond 2015 without additional funding. h. Budget Implications

Current VicRoads funding for the 2013 – 2015 financial year is based on the state wide model of $1800 per active driving pair within the program. The expectation is that funding shortfalls will be filled via other community based funding opportunities.

The current target for the Glenelg L2P Program is 25, providing an annual funding allocation of $45,000p.a. Additional funding of $15,000 has been sourced from the State Government Youth Engage Program. (Glenelg Shire Council is currently funded $30,000 per year under this 3 year youth development program), therefore providing a total of $60,000 for the L2P Program.

Conclusion

This program has been successful in enabling vulnerable young people to obtain their licence and undertake employment, further education and or training. However, confirmation of funding support for the delivery of the L2P Learner Driver Mentor Program beyond the 30 June 2015, when current VicRoads funding will cease, will impact on how the Program is delivered during the final twelve months of current funding. Unless further funding is able to be identified, the L2P Program will need to be wound down over this period.

It is therefore proposed to re-establish the L2P Steering Committee with the inclusion of some young mentors. The objectives of this committee will include the provision of advice to Council on the future funding of the program and the development and implementation of the project. Draft Terms of Reference will be presented for Council consideration to the September Council Meeting. ORDINARY COUNCIL MEETING - 108 - Tuesday, 27 August 2013

F15. L2P LEARNER DRIVER MENTOR PROGRAM PROGRESS REPORT (continued)

Officer Recommendation

1. That Council note the current funding status and the successful outcome of 19 licences of the L2P Program.

2. That the L2P Steering Committee is re-established and that draft Terms of Reference are presented for consideration at the September Council Meeting.

ORDINARY COUNCIL MEETING - 109 - Tuesday, 27 August 2013

F16. VICTORIAN ENVIRONMENTAL WATER HOLDER REVIEW OF MANAGEMENT ARRANGEMENTS SUBMISSION

Group Manager: Paul Healy, Group Manager Assets and Infrastructure Author: Stuart Ferrier, Senior Engineer Assets

Executive Summary

This report is to brief Council on the Victorian Environmental Water Holder (VEWH) Review of Management Arrangements relating to the Wimmera and Glenelg Rivers Environmental Entitlement and to provide feedback from a recent briefing at Casterton conducted by the Glenelg Hopkins Catchment Management Authority (GHCMA) in order to assist understanding of the Issues and Options Paper Produced by the Victorian Environmental Water Holder and to clarify the process for making submissions.

Background

In 2011, the Victorian Government released the Western Region Sustainable Water Strategy (WRSWS), a 50-year planning document for the management of water resources in the region. Action 6.8 in this strategy states:

“The Victorian Environmental Water Holder (VEWH) will work with Wimmera and Glenelg Hopkins Catchment Management Authorities to achieve the optimum environmental outcomes for flows in each river system through the shared entitlement.

The VEWH will consider the benefits of separating the Wimmera-Glenelg environmental entitlement and the management of the entitlement will be reviewed as part of the broader review of the operation of all bulk entitlements in the Wimmera-Glenelg system.”

Outcomes of this environmental entitlement management review, including any improvements that may influence broader system management, will then feed into Grampians-Wimmera-Mallee Water‟s (GWMWater) review of the operations of all bulk and environmental entitlements in the Wimmera- Glenelg system, scheduled for 2013-14.

There are a range of organisations involved in this review, with varying roles and responsibilities.

The VEWH is the independent statutory authority responsible for managing Victoria‟s environmental water entitlements (Water Holdings). The mission of the VEWH is to manage Victoria‟s environmental Water Holdings, in cooperation with partners, to improve the environmental health of rivers, wetlands and floodplains.

ORDINARY COUNCIL MEETING - 110 - Tuesday, 27 August 2013

F16. VICTORIAN ENVIRONMENTAL WATER HOLDER REVIEW OF MANAGEMENT ARRANGEMENTS SUBMISSION (continued)

The Glenelg Hopkins and Wimmera CMAs are the waterway managers, responsible for the management of river health, regional and catchment planning, and waterway, floodplain, salinity and water quality management. Waterway managers are the key partners of the VEWH, undertaking the local planning for, implementation of and reporting on environmental watering actions, including consultation with local communities.

Water entitlements provide entitlement holders the right to store and have water delivered from the supply system. The available water in the Wimmera- Glenelg system is shared between all entitlement holders using an agreed set of rules, specified in all entitlements.

The VEWH will coordinate the environmental entitlement management review process, working with the Wimmera and Glenelg Hopkins CMA‟s to refine options for future management of the environmental entitlement and undertake community consultation. The VEWH will make a recommendation to the Minister for Water on the option that will have the greatest environmental benefit for the Wimmera and Glenelg systems.

In order to initiate the consultation process, the VEWH produced an Issues and Options Discussion Paper and then working with its CMA partners, established briefings at Casterton and Balmoral to allow the community and stakeholders to learn about the process and the reasons for the review and to make comment in relation to the review.

The briefing at Casterton was held on Wednesday 30 July 2013.

It is also notable that there is a reported push from various Municipalities to the north of Glenelg Shire for a greater „environmental‟ water allocation from the Wimmera-Glenelg System in order to put water into lakes for recreational purposes.

Report

A Glenelg Shire Council officer attended the Casterton briefing session on behalf of Council.

There was a good attendance of the session at Casterton where robust discussions took place on the options presented and also on several issues perhaps outside of the review parameters. (e.g. fire fighting security of water) It is understood that there was also good attendance at the Balmoral briefing session.

ORDINARY COUNCIL MEETING - 111 - Tuesday, 27 August 2013

F16. VICTORIAN ENVIRONMENTAL WATER HOLDER REVIEW OF MANAGEMENT ARRANGEMENTS SUBMISSION (continued)

Having described the review process and the complexities of the water management systems around the Grampians headworks and the various roles of the management authorities and partners, the key issues to be addressed by the review were listed as follows:

 Inequity in environmental water sharing between the Wimmera and Glenelg;

 Lack of clarity around water management arrangements;

 Lack of certainty around multi-year watering; and

 Other areas of uncertainty – Uncertain demand patterns

Four key options to address these issues as listed were presented to attendees of the briefing session. The essence of these four options is as follows:

Option 1- Splitting the headworks system to provide separate entitlements for the Wimmera and Glenelg source systems

Due to the shared nature of the Wimmera-Glenelg water supply system, this type of split would require the entire water supply system and entitlement framework in the Wimmera-Glenelg to be thoroughly reviewed. It could not be done solely for the environmental entitlement.

Splitting the Wimmera-Glenelg headworks system is therefore not within scope of the review, but options such as this, regarding broader system management may be incorporated into GWMWater‟s review of bulk and environmental entitlement operations, scheduled for 2013-14.

Option 2 - Splitting the Wimmera and Glenelg Rivers environmental entitlement

This option involves splitting the environmental entitlement to create two new environmental entitlements, one for the Wimmera River and one for the Glenelg River, each with a set entitlement volume. The set volume for each system would need to be equitably determined.

This option would not affect how allocations are made across the shared headworks system.

ORDINARY COUNCIL MEETING - 112 - Tuesday, 27 August 2013

F16. VICTORIAN ENVIRONMENTAL WATER HOLDER REVIEW OF MANAGEMENT ARRANGEMENTS SUBMISSION (continued)

Allocations to both the Wimmera River and Glenelg River environmental entitlements would be made in line with existing water allocation rules, which are consistently applied across all bulk and environmental entitlements in the Wimmera-Glenelg system.

Splitting the environmental entitlement would provide greater certainty of water availability to each system. This would likely help to address concerns around inequity of environmental water sharing between the systems, provided a „fair‟ proportion could be determined.

However, it would be difficult to determine a „fair‟ proportion, which is acceptable to stakeholders and ensures priority watering actions can be achieved.

Any water „carried over‟ in one system would still be subject to the „spill rules‟ across the Wimmera-Glenelg headworks system. If a „spill‟ is deemed to have occurred in the headworks system, (regardless of water levels in individual storages) water would be lost proportionally across all entitlement holders. As outlined in Option 1, the only way in which the systems could operate independently of each other is if the headworks system was split, which is not within scope of this review.

Option 3 - Retaining the existing arrangements

Retaining the existing entitlement for the Wimmera and Glenelg rivers provides a significant degree of flexibility in using available water to maximise environmental outcomes across both systems under changing conditions. This is a similar situation to what occurs in the highly connected systems of northern Victoria.

The VEWH will implement a consistent approach in making decisions on the sharing of environmental water between the Wimmera and Glenelg systems based on achieving the greatest environmental benefit across the systems. This will include an assessment against the VEWH‟s prioritisation criteria. Retaining the existing arrangements does not address the key issues outlined above.

ORDINARY COUNCIL MEETING - 113 - Tuesday, 27 August 2013

F16. VICTORIAN ENVIRONMENTAL WATER HOLDER REVIEW OF MANAGEMENT ARRANGEMENTS SUBMISSION (continued)

Option 4 - Development of water sharing rules under the existing shared environmental entitlement

Increasing certainty around water sharing arrangements in the Wimmera and Glenelg systems could be achieved by developing water sharing rules to guide annual allocation decisions. These rules could include determining the minimum water requirement of each system to meet critical environmental needs, and locking this away for each system under a set of water sharing rules. This would provide certainty to each CMA on the base amount of water each system can access every year (subject to allocations), to assist in the planning process.

The remaining water, above what is required to meet critical environmental needs, could be used to achieve the greatest environmental benefit within the two systems. This may vary from year to year depending upon seasonal conditions and other factors. Prioritisation of the remaining water would be made by the VEWH in consultation with CMAs, based on the priorities identified in seasonal watering proposals developed annually for the Wimmera and Glenelg systems.

The development of water sharing rules between catchments could also extend to management of carryover, to increase certainty and aid in planning for environmental water use in future years. These rules could consider locking away any unused water that was allocated in one system for use in the same system in the following year, subject to evaporative losses and any losses to spill. As outlined in Option 2, losses to spill and availability of carryover under this option will also be subject to existing rules across the headworks system.

The outcome of this option would be similar to the option of formally splitting the entitlement, however retains a significant degree of flexibility to achieve the highest environmental benefit under a range of seasonal conditions within and between years.

Discussion of Options

It was generally acknowledged that Option 1 – Splitting the headworks was not a viable option since splitting the complex headworks system would require actions beyond the scope of the review.

It was also generally acknowledged that Option 3 – Retain existing arrangements was not a viable option since it does not address the key issues outlined above. ORDINARY COUNCIL MEETING - 114 - Tuesday, 27 August 2013

F16. VICTORIAN ENVIRONMENTAL WATER HOLDER REVIEW OF MANAGEMENT ARRANGEMENTS SUBMISSION (continued)

Both Option 2 and Option 4 present some potential resolution of the issues raised.

Since the establishment of the VEWH in 2011-12, sufficient environmental water has been available to meet environmental demands in both the Wimmera and Glenelg systems. This has meant that no formal prioritisation between systems has been required.

In a situation when a shortage of water is identified, the VEWH will work closely with CMAs in applying the criteria outlined in the Issues and Options Paper and prioritising the use of available water to maximise environmental outcomes across the two systems.

It is important to note that this prioritisation is based on the environmental benefits expected, and not on the nominal 60:40 contribution that the Wimmera and Glenelg systems provide to the overall system resource. (60% Wimmera: 40% Glenelg).

Before the construction of the Wimmera-Mallee Pipeline, the Wimmera-Mallee water supply system delivered water to 48 towns via open channels covering about 2.6 million hectares and provided water for stock, domestic and irrigation purposes. The old channel supply system was extremely inefficient, losing up to 85% of the water to seepage and evaporation.

The completion of the Wimmera-Mallee pipeline and the recent purchase of water by the Commonwealth have dramatically changed the distribution of water for consumptive and environmental purposes.

Funding for the pipeline was apparently on the condition that the water savings be returned to the environment of the rivers. Hence that condition should be „locked in‟, however the split and operating rules can be changed to get better security for the Glenelg River allocation.

Since the Glenelg River represents a huge artery through the Glenelg Shire, bringing a rich diversity of culture, flora and fauna and many beautiful natural assets, the Glenelg Shire has a huge interest in the wellbeing of the Glenelg River.

Whichever option is supported, the absolute bottom line for Council must be „no reduction in existing environmental flows to the Glenelg River‟. It is recommended that a submission be made to the review based along the lines of a 50:50 split in entitlements, which if accepted would result in a significant increase in environmental entitlements for the Glenelg River. ORDINARY COUNCIL MEETING - 115 - Tuesday, 27 August 2013

F16. VICTORIAN ENVIRONMENTAL WATER HOLDER REVIEW OF MANAGEMENT ARRANGEMENTS SUBMISSION (continued)

It is important to understand that the actual flows deliverable to the river in any particular year would still be dependent on environmental conditions and the prioritisation rules adopted. On average, under such a split, the Glenelg River could expect to see a higher level of environmental flows and consequential environmental benefits.

It is also considered to be prudent to be working cooperatively with the Glenelg River Users Group Inc and presenting a reasonably united approach in our respective submissions to the review.

The Glenelg River Users Group Inc, represented by Mr. Brian Murrell of Casterton have advised that they will likely be recommending that Option 2 be chosen as the primary option with some aspects of Option 4 incorporated. The recommended proposal from the Glenelg River Users Group Inc is described below:

Option 2b - Splitting the Wimmera and Glenelg Rivers environmental entitlements – so as to incorporate a 50:50 split of the Environmental allocation each year; and that Council and The Glenelg River Users Group Inc in cooperation with the Victorian Environmental Water Holder (VEWH) also press for changes in the GWMWater Operating Rules (also currently under review) to result in changes to the „carryover‟ rules to ensure that:

 Any carryover entitlement not used in each system be retained by that river system for use in future years; and

 In the case of a spill, such entitlement could only be lost to a spill in that particular river‟s catchment. (Not down the „other‟ river as could happen now under current rules).

An example of this is the case for the Glenelg River, and having Rocklands spilling at full supply level (FSL) (top of the wall), not at maximum operating level (MOL) (75%), as any carryover could be held in airspace above MOL.

This approach would also reassure the community that uses the Rocklands Reservoir for recreation that levels are kept as high as possible for their use. a. Council Plan Linkage and Policy Context

The Glenelg River is an inherent part of the lifeblood of the Glenelg Shire and its communities. ORDINARY COUNCIL MEETING - 116 - Tuesday, 27 August 2013

F16. VICTORIAN ENVIRONMENTAL WATER HOLDER REVIEW OF MANAGEMENT ARRANGEMENTS SUBMISSION (continued)

The support for improved environmental outcomes for the Glenelg River through the current review is encompassed by Theme 1 – Engaged, healthy, connected and proud community; Theme 2 – Diverse economic base; and Theme 3 – Manage and Sustain our natural and built assets, from the Glenelg Shire Council Plan 2013/14 – 2016/17. b. Legislative and Legal Considerations

There are no known legislative or legal implications from participation in the review process outline or from making a submission. c. Consultation and/or communication processes implemented or proposed

There is no time available to consult widely with the community prior to the deadline for submissions (16 August 2013), however interested community members have had the opportunity to participate in the review undertaken by the VEWH. d. Risk Management

There are no risk management matters to be considered in relation to this report. e. Resource Implications

There are no resource implications to be considered in relation to this report. f. Charter of Human Rights and Responsibilities

The Charter of Human Rights has been considered in the preparation of this report. g. Sustainability and Environmental Considerations

All sustainability and environmental aspects have been discussed in the body of this report. ORDINARY COUNCIL MEETING - 117 - Tuesday, 27 August 2013

F16. VICTORIAN ENVIRONMENTAL WATER HOLDER REVIEW OF MANAGEMENT ARRANGEMENTS SUBMISSION (continued) h. Budget Implications

There are no budget implications to be considered in relation to this report.

Conclusion

It is recommended that a submission be sent based upon the recommended proposal 2b as presented in this report.

Officer Recommendation

It is recommended that Council note a submission based upon the recommended proposal 2b as presented in this report was submitted on 14 August 2013.

ORDINARY COUNCIL MEETING - 118 - Tuesday, 27 August 2013

F17. COUNCIL POLICY GLENELG SHIRE COUNCIL INTERNATIONAL RELATIONSHIPS (Separate circulation to Councillors, CEO, Group Managers and available to the public) (DocSetID: 898292)

Group Manager: Greg Burgoyne, Group Manager Corporate Services Author: Kylie Walford, Acting Senior Administration Officer Corporate Services

Executive Summary

This report is provided to enable Council to consider the Glenelg Shire Council International Relationships Policy.

Background

In order to provide guidance on expectations and roles for the international relationship with Zhangjiagang, a Council Policy „International Friendship Agreement – Zhangjiagang City, People‟s Republic of China‟ was adopted by Council on 23 March 2010.

Report

The purpose of this policy is to provide an organisational framework for the conduct of friendship relationships and exchanges with international cities. The policy particularly applies to the existing relationship between Glenelg Shire Council and Zhangjiagang city in the People‟s Republic of China.

The policy limits exchanges to one visit from the friendship city and one visit to the friendship city each term of Council (every four years).

Some minor (tracked) wording enhancements have been made to the policy and position titles have been updated. a. Council Plan Linkage and Policy Context

This Policy is linked to Strategic Objective Theme Two „Diverse Economic Base‟. b. Legislative and Legal Considerations

Nil identified. c. Consultation and/or communication processes implemented or proposed

An objective of the policy is to develop and promote productive relationships between residents, businesses and governing bodies of the respective local government authorities. ORDINARY COUNCIL MEETING - 119 - Tuesday, 27 August 2013

F17. COUNCIL POLICY GLENELG SHIRE COUNCIL INTERNATIONAL RELATIONSHIPS (continued) d. Risk Management

Nil identified. e. Resource Implications

Nil identified. f. Charter of Human Rights and Responsibilities

The requirements of the Victorian Charter of Human Rights and Responsibilities have been considered. g. Sustainability and Environmental Considerations

Nil identified. h. Budget Implications

The maintenance of an international relationship with Zhangjiagang does require allocation of in kind and budgetary resources.

There are no current budget implications relative to travel expenses at this time, given the current content of the Policy.

Conclusion

Council is to consider the Council Policy Glenelg Shire Council International Relationships Policy.

Officer Recommendation

That Council adopt Council Policy - Glenelg Shire Council International Relationships.

ORDINARY COUNCIL MEETING - 120 - Tuesday, 27 August 2013

ANY OTHER PROCEDURAL MATTER:

URGENT BUSINESS:

RECEIPT OF ITEMS SUBMITTED FOR INFORMATION:

INDEX – SEPARATE CIRCULATIONS TO REPORTS

Separate Circulation to Councillors, CEO, Group Managers and available to the Public

D4. Terms of Reference (Tor) Community Grants Advisory Committee E1. Assembly of Councillors Records – 23 July 2013 to 13 August 2013 (Inclusive) F1. Municipal Public Health and Wellbeing Plan F10. Glenelg Shire Council - People with a Disability Communication Strategy F17. Council Policy Glenelg Shire Council International Relationships

Separate Circulation to Councillors, CEO and Group Managers

A1. Notice of Motion 2/2013-2014 – Closure of Old Coach Road 7 D1. Incorporating Glenelg Shire Senior Citizen of the Year Award Nominations Starting on Australia Day 2014 D3. Terms of Reference – CEO Review Committee F2. Portland Child and Family Complex Proposed Signage F5. Aquatics Services Strategy – Issues and Opportunities Paper F7. Amendment C69 – Casterton Aerodrome Master Plan F9. Casterton Kelpie Interpretive Centre F11. NSQA Accreditation For Casterton Livestock Saleyards

Separate Circulation to Councillors

Nil.

„IN CAMERA‟ Separate Circulation to Councillors, CEO and Group Managers

G4. Sub-Lease Woolworths Car Park G7. New Victrack Lease Railway Lot 46 at Merino G8. Lease Agreement with Department of Environment and Primary Industries; and

Recommendation

The documents separately circulated to Councillors, CEO, Group Managers and Media, as listed above, be received.

ORDINARY COUNCIL MEETING - 121 - Tuesday, 27 August 2013

CLOSURE OF MEETING TO MEMBERS OF THE PUBLIC:

Recommendation

1. That the Council Meeting be closed to members of the public pursuant to Section 89 (2)(a), (d), and (h) of the Local Government Act 1989, excluding the Chief Executive Officer, Group Manager Corporate Services, Group Manager Community and Culture, Group Manager Planning and Economic Development, Group Manager Assets and Infrastructure and Senior Administration Officer Corporate Services, to consider the following reports:

G1. Contract No. 2012-13-42 Provision of Electric Line Clearance Services;

G2. Contract No. 2012-13-37 - Supply and Installation of Diesel Tank, Marina Dispensing Equipment and Ongoing Supply of Diesel Fuel to Portland Bay Marina;

G3. Contract Extension YMCA;

G4. Sub-Lease Woolworths Car Park;

G5. Heritage Advisory Committee Expression of Interest;

G6. Lease Agreement with Portland Vintage Car Club Inc;

G7. New Victrack Lease Railway Lot 46 at Merino;

G8. Lease Agreement with Department of Environment and Primary Industries; and

G9. Requests for Leave of Absence ORDINARY COUNCIL MEETING - 122 - Tuesday, 27 August 2013

OPENING OF COUNCIL MEETING TO MEMBERS OF THE PUBLIC:

Recommendation

That the Council Meeting be opened to members of the public.

CLOSURE OF COUNCIL MEETING